December 3, 2024 • 15 mins
In this episode of the Tech M&A Podcast, Dwayne Miller, co-founder and CEO of Unifi Labs, shares his journey of selling his company. Dwayne discusses the decision-making process behind seeking a liquidity event, the unique challenges of the SaaS landscape, and the importance of relationships in business. He reflects on the transition post-acquisition and offers valuable lessons for entrepreneurs navigating the M&A process.
Takeaways
- Liquidity events can be a strategic choice for growth.
- Understanding the industry is crucial for success.
- SaaS companies have different valuation metrics than service businesses.
- Relationships are key in both SaaS and service industries.
- The integration process requires a shift in mindset.
- Focus on building a valuable product over just seeking liquidity.
- Be open-minded to new opportunities post-acquisition.
- The construction industry has a slower tech adoption rate.
- Strategic value can drive higher valuations in M&A.
- Working with specialized M&A firms can provide significant advantages.
Chapters
00:00 Introduction to Unifi Labs and the M&A Journey
02:47 Deciding to Sell: The Path to Liquidity
06:04 Navigating the SaaS Landscape: Challenges and Surprises
08:54 Transitioning Post-Acquisition: Embracing Change
11:50 Key Lessons Learned from the M&A Process
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome to the Tech &A Podcast.
presented by the Quorum Group.
Welcome to the Tech &A podcast.
Here we dive into the strategies, challenges and candid stories of tech entrepreneurs whohave successfully sold their companies.
(00:22):
Today we speak to Dwayne Miller, the co-founder and CEO of Unifi Labs, a cloud-basedplatform to create and manage BIM content across the lifecycle of building projects.
Thanks for talking with me today, Duane.
To start off, could you please introduce yourself and the company you sold?
(00:42):
Yeah, my name is Duane Miller.
I was CEO and co-founder of Unifi Labs.
What caused you to decide to sell and what was different about your particular space thanother software markets?
Well, we were at a point where we were either going to have to take on outside money.
had bootstrapped and, you know, it's always bootstrap as long as you can, because withoutside dollars comes a lot of a lot of complexity that gets introduced to the
(01:11):
organization.
So we were at a point where we really needed to go for outside funds or see if we couldget to a liquidity event.
And my co-founder and myself had been the primary investors in the company over the 10years that we were actually
13 years that we were building the software platform.
So at that point, we really wanted to see if liquidity would be an option as opposed totaking on additional partners and having new people introduced to the board and people who
(01:38):
didn't really understand the domain engaged in our business.
Our space is a construction space, which is a little bit unique.
It's not a consumer app.
It's a B2B application.
and the construction industry is very slow.
It's not that they're tech averse, it's just that they're very busy in the realm ofexecution.
(02:01):
And so the software that they're going to adopt, there's learning curve that comes withit.
And you wanna make sure that the ease of use and the value, it just takes time to provethat.
So you're not gonna see, I say all of that to say that it's not a hockey stick growth.
type of software platform in terms of SaaS that's sold into the construction space.
(02:23):
There's a slower adoption just because of the velocity that the overall domain moves up.
And I came from the domain and so did my co-founders.
So we really add a lot of understanding of the nuance of how the construction industryworks, particularly on the design and engineering side and on the construction side.
So it was, that really helped us that understanding and empathy for the end user.
(02:47):
really helped us with relationships with a lot of the big names.
Most of the bigger engineering firms, architect and engineer and even general contractorswere working with our platform.
You and your co-founder had both been through &A before.
Why did you end up choosing Coram and not just trying to go at it alone?
(03:08):
I think it was my co-founder because we had started kind of investigating which
You know, we wanted to look at liquidity event.
And we also know that when you're talking to companies, Brand X who've done hundreds andhundreds of mergers and acquisitions meeting on the buy side, when you're looking at these
companies, they have entire groups that focus on nothing but &A.
(03:33):
So to think that we're going to be able to go into that and broker a really goodarrangement for ourselves was made us a little bit nervous.
You you don't know what you don't know.
I formerly owned an engineering company, worked in &A for a while.
And so I kind of got the buy side.
I also knew that we don't know what we don't know, particularly, know, enterprise SaaS iscompletely different from service business.
(03:58):
So we had started looking at different companies.
I had talked to a few and what we really liked about Corum, my co-founder, Ken Gardner,found them when he was online and I was talking to some other companies.
He said, Hey, we may want to look at these guys.
What really attracted us was their focus.
didn't want as a generalist, you know, somebody who works with service businesses,somebody who's outside of the SAS space.
(04:23):
It's a very unique space.
Really it was their focus in the specific area that we really needed help with.
You know, we understood we'd done &A.
My co-founder was company was acquired, you know, a few years before my engineeringcompany was acquired.
both service businesses though and not really in the SaaS space.
(04:44):
So when we found Corum and saw their Hydro Focus in software space, that intrigued us.
all your experience on the service side, what ended up surprising you now that you weretrying to sell a SaaS company?
Well, I think there's just more moving parts.
know, the way it's very different when you're selling time for dollars, which ultimatelyservice businesses is what they're doing.
(05:10):
That's different than enterprise SaaS company with recurring revenue, with looking atretention.
mean, there's a lot of different levers that are different from a service business whereyou're working with clients for an engineering business.
Or in the case of my co-founder, he was selling product, being a large kit for the bigbuildings that we were working on.
(05:37):
And that's just...
Again, it still comes down to relationship at the end of the day.
I relationship is what really drives any business, even a SaaS business, particularly astartup, because when you're smaller, you don't have the marketing horse tower of the 800
pound gorillas that you're competing with.
Yeah.
So it really does come down to relationships.
So I think the the all of the different moving parts because the financial.
(06:04):
dynamics are different, valuation is different.
When you look at a service business, a multiple on EBITDA is pretty simple to do back anapkin math on.
When you're looking at a burgeoning startup and where they're at in retention, what theirgrowth rate has been, how they're doing for net revenue retention, gross revenue
retention, and what really is driving the valuation in terms of strategic value that theymight have in the marketplace.
(06:28):
There's a lot of different factors that go into it than when you're dealing with just astrictly a service business.
Did you find that Unifi Labs had a strength evaluation that you hadn't considered before?
We thought we would have strategic value.
So there it was interesting because we talked to a lot of different potential partners oracquirers and you could tell the ones that were really about net-net, you know, it's like,
(06:52):
okay, we're to do a multiple.
You know, they basically want to stack EBITDA or stack recurring revenue and see howthey're going to build that.
And some of those want to do that in isolation where others were thinking a moreintegrated approach.
And we knew for a more integrated approach that that would probably drive a highervaluation because it's a bigger technical play than Unified just standing on its own as a
(07:15):
product.
And ultimately that's one of the main drivers of the acquisition that occurred was reallyabout our technology, not so much about the ARR we would manage to build.
The retention piece was important because that meant the tech is good.
Yeah, that's really what you take a look at.
It's great to have new sales, but if you are filling a bucket with a gallon of water andyou're losing half a gallon, I think that gets sussed out pretty quickly in the &A due
(07:48):
diligence process.
So you're staying on to help integrate UnifiLabs with the buyer, is that right?
That's right.
How do you navigate that change of mindset?
It's just different, not good or bad.
I've always been part of a fast break offense.
And I think any CEO or founder who's going to be part of a go forward, I think you have torecognize, and I learned this with my first sale of a company, that once the paperwork is
(08:17):
all signed, it's not your company anymore.
And that's okay.
You just have to be, you have to...
lean into different.
I think if you get caught up in wishing things were the way they were, that just leads toa really negative place.
I think you just have to understand that the simple matter is you don't have control ofthe entity that you founded anymore because someone else owns it.
(08:43):
They paid you for it and they bought it and they want to put it to whatever, towardwhatever use within their organization or they want to drive it forward in whatever way
that they want to do that.
And I think you have to be prepared for that because if, know, emotionally 10 years inbuilding or 15, my last company was 20 years.
You have to be willing to, okay, you know, let go, you you de-risk and with that de-riskcomes, you know, loss of control.
(09:13):
Can we quickly circle back to the basketball metaphor you used, the term fast breakoffense.
Can you expand on what you mean by that in this context?
Yeah, it's much easier.
There's just less moving parts when you're a 30 % company and you have, you know, you'vegot your dev team, your product team, and everybody's kind of under one, you know, one
(09:41):
roof where, you you can get the whole team together and you can make a decision in anafternoon that, you know, takes bigger entities.
And it's not a knock on bigger entities.
It's just the nature of the beast.
You know, they've got so many different
things they have to think about that are gonna be impacted by a decision made by onegroup, because just the sheer size of the organization and the complexity of it.
(10:02):
So we were able to run a lot of, I call it fast breakoff.
I think sometimes entrepreneurs don't make, they make better employers than they doemployees.
Because they can't get comfortable in an environment where things don't move at that pace.
And you just have to understand that it's not, again, it's not,
(10:23):
good or bad, or wrong, it's just different and you've got to lean into different duringthe integration process if you don't want to drive yourself crazy.
Speaking of not driving yourself crazy, have you gotten to enjoy any of your new liquidityor are you head down focused on the integration process right now?
Well, it's been pretty focused, but it's also, it's kind of odd because when you go from aCEO role to more of, I think my title right now, yeah, I'm an acquired executive.
(10:51):
So I'm really there kind of on the sidelines just in case they need a specialist about howthe organization works.
And initially, I was a lot busier in that, but I think over time it takes on a life of itsown within the new organization and my input becomes less and less critical, which is a
good thing.
And it depends.
(11:12):
I think in some cases, my last acquisition I did, I ended up staying for two years and Iwas heavily involved in &A.
there are things that I could do for the organization to provide value.
And it becomes more challenging once you're acquired executive, depending on where you arein your career too.
mean, if you're, whatever that timeline is for you, if you want to lead in and be part ofthe go-forward enterprise, then there's nothing wrong with that.
(11:40):
Or if you want to just make sure that the investment that they've made in you comes to agood conclusion through integration, I think that's fine too.
So think going into it, I would suggest just be open-minded because sometimes if you'reclosed-minded, opportunity could present itself and you won't recognize it.
If you're open-minded, if the opportunity is there, then at least you make a choice to,you know, is this something I want to pursue or do I want to go, yeah, set my hair on fire
(12:08):
again and do another startup?
What about you?
Are you setting your hair on fire with another startup or what are your plans for afterthe integration period ends?
I think for me, I don't have anything that's
in front of me right now.
There's a few things that I'm looking at, but I don't know that I want to be remain in theSaaS space.
I've kind of done that, been there, done that.
(12:29):
So we'll see if there's a next.
I'm trying to just relax for a while and kind of go with the flow, which is hard to do.
But I'll always be busy doing something.
But I don't know that I feel as burgeoning desire to just go do another startup right now.
Well, it sounds like you're also very involved in your community.
(12:50):
So I assume that will keep you busy.
Well, that and fly fishing.
What key lesson do you think you've taken away from this process?
think, you know, in our case, I came in, we for about 10 years, we're 10 years into it.
And we had been trying to use someone other than myself or my co-founder to run thebusiness.
(13:12):
And a lot of the people that were in the position of leadership, the thing that they werekept thinking about was liquidity.
So my suggestion for any CEO of a startup is don't focus on liquidity, focus on running agood business, build a good business, build a valuable product and liquidity will take
care of itself when the time is right.
But I think there's this hyper focus on, know, we're going to build this and we're goingto be able to sell, we're going to have this big windfall.
(13:40):
And I think
that you do your business and yourself a disservice when you approach it that way, becausereally what people want is you create something of value and the opportunity will show up.
So I would say that's what I would, anybody who's running a small startup right now, focuson taking care of your customer, focus on building a really good business fundamentally.
(14:02):
I make sure you've got good retention, that you've got a good customer success journey,that you are
You have good relationships and a good empathy for the domain that you're serving.
And I think all of that will culminate in at some point, someone's gonna come in and seethat value.
And then, or if you go out and pursue that value, you have a real story.
(14:23):
Any final thoughts?
I will say, Coram was good to work with.
I enjoyed the working relationship.
was really good to have them and their expertise and their focus and the specific areathat we were looking at.
really helped with the investor prep for the investor deck and all the differentpresentations that we had to do.
(14:44):
So I think I would definitely recommend Coram if you've got this, particularly in theenterprise SaaS space for sure.
Thank you so much, Dwayne.
Thank you.
Good talking to you.
Thank for tuning in to the Tech &A Podcast.
(15:05):
If you enjoyed the show, please share it with your friends, colleagues and fellowentrepreneurs.
We release new episodes every two weeks, so make sure to subscribe and stay up to date onour latest interviews and tech &A research.
And while you're there, go ahead and drop us a rate and review.
And if you have any suggestions or topics you'd like us to cover, please reach out us onsocial media or email us at info at Coram group.com.
(15:29):
Join us again next time for more inspirational stories and practical tips from techfounders who have successfully navigated the exits of their companies.
Welcome to the Tech &A Podcast.
presented by the Quorum Group.
Welcome to the Tech &A podcast.
Here we dive into the strategies, challenges and candid stories of tech entrepreneurs whohave successfully sold their companies.
(00:22):
Today we speak to Dwayne Miller, the co-founder and CEO of Unifi Labs, a cloud-basedplatform to create and manage BIM content across the lifecycle of building projects.
Thanks for talking with me today, Duane.
To start off, could you please introduce yourself and the company you sold?
(00:42):
Yeah, my name is Duane Miller.
I was CEO and co-founder of Unifi Labs.
What caused you to decide to sell and what was different about your particular space thanother software markets?
Well, we were at a point where we were either going to have to take on outside money.
had bootstrapped and, you know, it's always bootstrap as long as you can, because withoutside dollars comes a lot of a lot of complexity that gets introduced to the
(01:11):
organization.
So we were at a point where we really needed to go for outside funds or see if we couldget to a liquidity event.
And my co-founder and myself had been the primary investors in the company over the 10years that we were actually
13 years that we were building the software platform.
So at that point, we really wanted to see if liquidity would be an option as opposed totaking on additional partners and having new people introduced to the board and people who
(01:38):
didn't really understand the domain engaged in our business.
Our space is a construction space, which is a little bit unique.
It's not a consumer app.
It's a B2B application.
and the construction industry is very slow.
It's not that they're tech averse, it's just that they're very busy in the realm ofexecution.
(02:01):
And so the software that they're going to adopt, there's learning curve that comes withit.
And you wanna make sure that the ease of use and the value, it just takes time to provethat.
So you're not gonna see, I say all of that to say that it's not a hockey stick growth.
type of software platform in terms of SaaS that's sold into the construction space.
(02:23):
There's a slower adoption just because of the velocity that the overall domain moves up.
And I came from the domain and so did my co-founders.
So we really add a lot of understanding of the nuance of how the construction industryworks, particularly on the design and engineering side and on the construction side.
So it was, that really helped us that understanding and empathy for the end user.
(02:47):
really helped us with relationships with a lot of the big names.
Most of the bigger engineering firms, architect and engineer and even general contractorswere working with our platform.
You and your co-founder had both been through &A before.
Why did you end up choosing Coram and not just trying to go at it alone?
(03:08):
I think it was my co-founder because we had started kind of investigating which
You know, we wanted to look at liquidity event.
And we also know that when you're talking to companies, Brand X who've done hundreds andhundreds of mergers and acquisitions meeting on the buy side, when you're looking at these
companies, they have entire groups that focus on nothing but &A.
(03:33):
So to think that we're going to be able to go into that and broker a really goodarrangement for ourselves was made us a little bit nervous.
You you don't know what you don't know.
I formerly owned an engineering company, worked in &A for a while.
And so I kind of got the buy side.
I also knew that we don't know what we don't know, particularly, know, enterprise SaaS iscompletely different from service business.
(03:58):
So we had started looking at different companies.
I had talked to a few and what we really liked about Corum, my co-founder, Ken Gardner,found them when he was online and I was talking to some other companies.
He said, Hey, we may want to look at these guys.
What really attracted us was their focus.
didn't want as a generalist, you know, somebody who works with service businesses,somebody who's outside of the SAS space.
(04:23):
It's a very unique space.
Really it was their focus in the specific area that we really needed help with.
You know, we understood we'd done &A.
My co-founder was company was acquired, you know, a few years before my engineeringcompany was acquired.
both service businesses though and not really in the SaaS space.
(04:44):
So when we found Corum and saw their Hydro Focus in software space, that intrigued us.
all your experience on the service side, what ended up surprising you now that you weretrying to sell a SaaS company?
Well, I think there's just more moving parts.
know, the way it's very different when you're selling time for dollars, which ultimatelyservice businesses is what they're doing.
(05:10):
That's different than enterprise SaaS company with recurring revenue, with looking atretention.
mean, there's a lot of different levers that are different from a service business whereyou're working with clients for an engineering business.
Or in the case of my co-founder, he was selling product, being a large kit for the bigbuildings that we were working on.
(05:37):
And that's just...
Again, it still comes down to relationship at the end of the day.
I relationship is what really drives any business, even a SaaS business, particularly astartup, because when you're smaller, you don't have the marketing horse tower of the 800
pound gorillas that you're competing with.
Yeah.
So it really does come down to relationships.
So I think the the all of the different moving parts because the financial.
(06:04):
dynamics are different, valuation is different.
When you look at a service business, a multiple on EBITDA is pretty simple to do back anapkin math on.
When you're looking at a burgeoning startup and where they're at in retention, what theirgrowth rate has been, how they're doing for net revenue retention, gross revenue
retention, and what really is driving the valuation in terms of strategic value that theymight have in the marketplace.
(06:28):
There's a lot of different factors that go into it than when you're dealing with just astrictly a service business.
Did you find that Unifi Labs had a strength evaluation that you hadn't considered before?
We thought we would have strategic value.
So there it was interesting because we talked to a lot of different potential partners oracquirers and you could tell the ones that were really about net-net, you know, it's like,
(06:52):
okay, we're to do a multiple.
You know, they basically want to stack EBITDA or stack recurring revenue and see howthey're going to build that.
And some of those want to do that in isolation where others were thinking a moreintegrated approach.
And we knew for a more integrated approach that that would probably drive a highervaluation because it's a bigger technical play than Unified just standing on its own as a
(07:15):
product.
And ultimately that's one of the main drivers of the acquisition that occurred was reallyabout our technology, not so much about the ARR we would manage to build.
The retention piece was important because that meant the tech is good.
Yeah, that's really what you take a look at.
It's great to have new sales, but if you are filling a bucket with a gallon of water andyou're losing half a gallon, I think that gets sussed out pretty quickly in the &A due
(07:48):
diligence process.
So you're staying on to help integrate UnifiLabs with the buyer, is that right?
That's right.
How do you navigate that change of mindset?
It's just different, not good or bad.
I've always been part of a fast break offense.
And I think any CEO or founder who's going to be part of a go forward, I think you have torecognize, and I learned this with my first sale of a company, that once the paperwork is
(08:17):
all signed, it's not your company anymore.
And that's okay.
You just have to be, you have to...
lean into different.
I think if you get caught up in wishing things were the way they were, that just leads toa really negative place.
I think you just have to understand that the simple matter is you don't have control ofthe entity that you founded anymore because someone else owns it.
(08:43):
They paid you for it and they bought it and they want to put it to whatever, towardwhatever use within their organization or they want to drive it forward in whatever way
that they want to do that.
And I think you have to be prepared for that because if, know, emotionally 10 years inbuilding or 15, my last company was 20 years.
You have to be willing to, okay, you know, let go, you you de-risk and with that de-riskcomes, you know, loss of control.
(09:13):
Can we quickly circle back to the basketball metaphor you used, the term fast breakoffense.
Can you expand on what you mean by that in this context?
Yeah, it's much easier.
There's just less moving parts when you're a 30 % company and you have, you know, you'vegot your dev team, your product team, and everybody's kind of under one, you know, one
(09:41):
roof where, you you can get the whole team together and you can make a decision in anafternoon that, you know, takes bigger entities.
And it's not a knock on bigger entities.
It's just the nature of the beast.
You know, they've got so many different
things they have to think about that are gonna be impacted by a decision made by onegroup, because just the sheer size of the organization and the complexity of it.
(10:02):
So we were able to run a lot of, I call it fast breakoff.
I think sometimes entrepreneurs don't make, they make better employers than they doemployees.
Because they can't get comfortable in an environment where things don't move at that pace.
And you just have to understand that it's not, again, it's not,
(10:23):
good or bad, or wrong, it's just different and you've got to lean into different duringthe integration process if you don't want to drive yourself crazy.
Speaking of not driving yourself crazy, have you gotten to enjoy any of your new liquidityor are you head down focused on the integration process right now?
Well, it's been pretty focused, but it's also, it's kind of odd because when you go from aCEO role to more of, I think my title right now, yeah, I'm an acquired executive.
(10:51):
So I'm really there kind of on the sidelines just in case they need a specialist about howthe organization works.
And initially, I was a lot busier in that, but I think over time it takes on a life of itsown within the new organization and my input becomes less and less critical, which is a
good thing.
And it depends.
(11:12):
I think in some cases, my last acquisition I did, I ended up staying for two years and Iwas heavily involved in &A.
there are things that I could do for the organization to provide value.
And it becomes more challenging once you're acquired executive, depending on where you arein your career too.
mean, if you're, whatever that timeline is for you, if you want to lead in and be part ofthe go-forward enterprise, then there's nothing wrong with that.
(11:40):
Or if you want to just make sure that the investment that they've made in you comes to agood conclusion through integration, I think that's fine too.
So think going into it, I would suggest just be open-minded because sometimes if you'reclosed-minded, opportunity could present itself and you won't recognize it.
If you're open-minded, if the opportunity is there, then at least you make a choice to,you know, is this something I want to pursue or do I want to go, yeah, set my hair on fire
(12:08):
again and do another startup?
What about you?
Are you setting your hair on fire with another startup or what are your plans for afterthe integration period ends?
I think for me, I don't have anything that's
in front of me right now.
There's a few things that I'm looking at, but I don't know that I want to be remain in theSaaS space.
I've kind of done that, been there, done that.
(12:29):
So we'll see if there's a next.
I'm trying to just relax for a while and kind of go with the flow, which is hard to do.
But I'll always be busy doing something.
But I don't know that I feel as burgeoning desire to just go do another startup right now.
Well, it sounds like you're also very involved in your community.
(12:50):
So I assume that will keep you busy.
Well, that and fly fishing.
What key lesson do you think you've taken away from this process?
think, you know, in our case, I came in, we for about 10 years, we're 10 years into it.
And we had been trying to use someone other than myself or my co-founder to run thebusiness.
(13:12):
And a lot of the people that were in the position of leadership, the thing that they werekept thinking about was liquidity.
So my suggestion for any CEO of a startup is don't focus on liquidity, focus on running agood business, build a good business, build a valuable product and liquidity will take
care of itself when the time is right.
But I think there's this hyper focus on, know, we're going to build this and we're goingto be able to sell, we're going to have this big windfall.
(13:40):
And I think
that you do your business and yourself a disservice when you approach it that way, becausereally what people want is you create something of value and the opportunity will show up.
So I would say that's what I would, anybody who's running a small startup right now, focuson taking care of your customer, focus on building a really good business fundamentally.
(14:02):
I make sure you've got good retention, that you've got a good customer success journey,that you are
You have good relationships and a good empathy for the domain that you're serving.
And I think all of that will culminate in at some point, someone's gonna come in and seethat value.
And then, or if you go out and pursue that value, you have a real story.
(14:23):
Any final thoughts?
I will say, Coram was good to work with.
I enjoyed the working relationship.
was really good to have them and their expertise and their focus and the specific areathat we were looking at.
really helped with the investor prep for the investor deck and all the differentpresentations that we had to do.
(14:44):
So I think I would definitely recommend Coram if you've got this, particularly in theenterprise SaaS space for sure.
Thank you so much, Dwayne.
Thank you.
Good talking to you.
Thank for tuning in to the Tech &A Podcast.
(15:05):
If you enjoyed the show, please share it with your friends, colleagues and fellowentrepreneurs.
We release new episodes every two weeks, so make sure to subscribe and stay up to date onour latest interviews and tech &A research.
And while you're there, go ahead and drop us a rate and review.
And if you have any suggestions or topics you'd like us to cover, please reach out us onsocial media or email us at info at Coram group.com.
(15:29):
Join us again next time for more inspirational stories and practical tips from techfounders who have successfully navigated the exits of their companies.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Special Summer Offer: Exclusively on Apple Podcasts, try our Dateline Premium subscription completely free for one month! With Dateline Premium, you get every episode ad-free plus exclusive bonus content.
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!