May 6, 2025 • 35 mins
Episode 92 Frederick Dudek (Freddy D) Copyright 2025 Prosperous Ventures, LLC
Integrating AI in Business: Strategies for Success with Kevin Dean
Kevin Dean, the CEO and President of ManoByte, joins us to explore the crucial role of AI in business strategy and growth. Since founding ManoByte in 2007, Kevin has led the charge in digital transformation, emphasizing that technology should always serve a clear business vision. He firmly believes that the misapplication of tech often leads to disappointment, and without a solid strategy, even cutting-edge tools can fall flat.
We discuss how businesses can leverage AI effectively, highlighting the importance of aligning technology with business objectives to truly scale and succeed. Get ready for some serious insights into transforming your approach to technology and building lasting connections with customers.
Discover more with our detailed show notes and exclusive content by visiting: https://bit.ly/4lZVnV3
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The conversation with Kevin Dean from ManoByte offers a deep dive into the nuances of leveraging technology for business growth. Dean's narrative is grounded in his personal experiences, from his corporate roots to his entrepreneurial venture. Throughout the episode, he argues that technology alone cannot drive success; it requires a well-thought-out strategy that captures the essence of the business's vision.
Dean highlights common pitfalls organizations face when integrating new tools, emphasizing that technology should enhance human capabilities rather than replace them. The discussion explores the increasing relevance of AI, illustrating how it can facilitate better customer interactions and operational efficiencies when aligned with a strategic vision. Dean’s insights encourage listeners to cultivate a culture of continuous improvement and innovation, stressing the importance of engaging team members in the transformation process.
By aligning technology with clear business objectives, organizations can build a loyal customer base and foster lasting relationships, ultimately creating a community of 'superfans' who drive further success. This episode is a valuable resource for leaders looking to harness the power of technology responsibly and effectively.
Takeaways:
- Kevin Dean, CEO of ManoByte, emphasizes that technology is merely a tool, not a strategy; businesses must have a clear vision before implementing tech solutions.
- The discussion highlights that many companies misapply technology due to misaligned expectations and lack of proper strategy, leading to failures in implementation.
- ManoByte uses a unique framework called SHARK, focusing on strategizing and hybridizing technology with human input to achieve business growth and innovation.
- The podcast stresses the importance of building internal superfans among employees, as their satisfaction directly translates to better customer experiences and external advocacy.
- AI can significantly streamline operations, as evidenced by TripAdvisor's use of technology that reduced customer service costs dramatically while enhancing user experience.
- Leaders must continuously articulate a clear vision to ensure that all team members are aligned and rowing in the same direction for success.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(01:54):
Hey there, Freddy D. Here inthis episode 92, we're joined by
Kevin Dean, the CEO andPresident of Manobyte. Since founding
the company in 2007, Kevin hasbeen at the helm of driving digital
transformation, helpingbusinesses grow through smart strategies
and sales enablement andcutting edge technology. A true believer
(02:17):
in staying ahead of the curve,Kevin is now leading the charge with
integrating AI into the wayscompanies sell, connect and scale.
He's also scramble enthusiast,a connoisseur of.
Bad dad jokes, and someone who lives.
By the motto, that worry is awaste of time. Get ready for a thoughtful
(02:38):
and entertaining dive intotech growth and the power of AI in
business.
Welcome, Kevin, to theBusiness Superfans podcast. How are
you today?
Freddy, I am doing fabulousand it is great to be on the show
today.
Well, we're excited to haveyou. Tell us, Kevin, about the backstory
(02:59):
of how Nanobyte came about.What's the story where that evolved?
Yeah. So you and me have asimilar background. Both of us being
from Michigan, spending sometime there, and both of us having
a connection to EatonCorporation, a large Fortune 500
company. That was where Istarted my corporate career. After
(03:23):
being there for quite sometime, traveling a lot and working
in the technology space, Idecided I wanted to go out and do
my own thing. I was onvacation in Hawaii, that's where
my mother lived. I was doingsome scuba diving. Thought, you know,
it's time for me to just goout and help businesses leverage
technology from a businessperspective to get things done. While
(03:44):
I was out there scuba diving,I decided to make this shift from
corporate America and startingmy own company. Mano is the Hawaiian
word for shark. Right. Soshark by. By having that technology
towards it. For me, it'salways been this collaboration of
business strategy tied totechnology to get the best results
(04:06):
for businesses so that theycan grow, succeed and scale.
I like the story of how youcame about the name. That's pretty
cool.
Yeah.
And the thing is, technologyis very transformative for a business,
provided it's appliedproperly. That's really the big aspect.
(04:27):
A lot of companies from myexperience have gotten technology,
but the expectations are notcorrect. Sometimes they bought the
tech and expect it to beoperational and making money immediately.
Part of that problem isexpectations are not set up properly
to implement the technology.
(04:47):
Yeah. One of the things that Ithink about all the time is, and
you're 100% right, it's themisapplication of technology. Technology
is really nothing more than atool. Right. If I am a builder and
I build a House. I've got lotsof tools in my tool case. I've got
a hammer, a nail gun. Thosetools may be the best money can buy,
(05:12):
but if I don't have a plan onI'm going to build, what type of
house I'm going to build, howmany stories, how many rooms does
it have, what's it be usedfor, who's going to live in it? All
those tools really don'tmatter. If I don't have the architectural
plans in place for what I'mgoing to build, how I'm going to
use it. And that's the problemthat businesses run into with technology.
(05:35):
Technology is great, AI isgreat. But if you don't have a business
strategy, a business plan, andtechnology is not the plan, it is
only a tool. If you don't havethat plan, that vision in place,
then you're going to bedisappointed every single time. And
it's not going to get you theresults that you want. And what ends
(05:55):
up happening is, is thatbusiness leaders, business executives
get upset and say, oh, thetechnology was wrong. Oh, we picked
the wrong vendor. Oh, this.No, no, no, no. Your strategy was
wrong. Right. Yourimplementation and how you effectively
leverage change management forthe cultural shift of how that's
(06:18):
going to be used was wrong.Wasn't the technology's fault, it
was your initial businessplan. And so that's where businesses
have to start. They've got tostart with, what is my real business
objective? What's the vision?What are we trying to do? And then
use these tools, usetechnology to help get you there
(06:38):
faster.
Oh, absolutely correct. Youremind me of a story. I was in the
CAD CAM space, Computer aideddesign, computer manufacturing space.
I was an applications guy. AndI'll just share a story about Eaton
Corporation. Back then wedidn't have any training programs,
so we were given the manuals.This is E 1981. I was kicked out
(07:00):
the door and says, okay, nowstart installing software and training
people. Here's the manual.Good luck. My first training was
at a company calledWestinghouse. It was just me and
this other guy and I had themanual. And I'm just looking through
the manual. You know, John,these are the command strings you
need to do is really not theworld's greatest training. I'm in
Eaton Corporation and now I'min front of a group of engineers.
(07:25):
And I was going the sameapproach of training because nobody
trained me. And I'll neverforget this, I share it often because
there's a point behind it. Atthe end of that Day that manager
pulled me aside and said, thatwas the worst effing training I've
ever seen in my entire life.It's burned into my brain. He goes,
I'm going to give you tilltomorrow to get it figured out and
(07:48):
sorted, where I'm calling yourmanager and having your dumb blank,
blank, blank terminated. Islept well that night and what I
ended up doing was createdengagement training, which was okay.
I would turn around, says,okay, I put the string up, you know,
Kevin, is this the rightcommand string? Well, not sure. Mike,
(08:12):
do you agree with Kevin?What's wrong with it? And he'd say
this, well, okay, Steve, doyou agree with Kevin and Mike? And
it got everybody into aconversation, everybody started learning.
And so the reason I share thatstory is because it leads me into
the next thing. I got to thepoint where I was the most sought
after applications guy andthere was a company that had bought
(08:34):
the technology, about 200,000plus dollars and they were going
to send it back because itdidn't work. And so I got sent in
as the heavy to say, okay, golook at what's going on. They had
not implemented it properly,they had just bought it, set it up,
and then they were chastisingthe engineers because they didn't
(08:57):
know how to use it. They hadno systems in place, they had no
procedures in place. And thereality is when you implement new
technology, you gotta runconcurrently. And what they did is
they just shut off some of thestuff and we're saying, well, it
should be done on a computer.And it's really, no, you gotta do,
you still gotta do businessthe old way, right? And then you
(09:20):
gotta transition into the newtechnology, set up processes and
procedure to incorporate thattechnology. And they paid me to come
in on the weekends and thecompany approved it. So I would go
in on Saturdays and they wouldfly me out. I think it was either
Indiana or Ohio and over acourse of two months completely proved
(09:43):
to them that it wasn't thetechnology, it was the way they had
implemented it. And they keptthe system and became productive
and became one of my superfans. The owner admitted that he
handled it incorrectly.
Yeah, that's a great story. Ilove that. That highlights the importance
(10:05):
of understanding your audienceand building community of people
who will help you as you'removing forward, regardless of what
you're doing. I think that'ssuper important. Now as we're starting
to see not just shifts from atechnology standpoint in the local
enterprise on a global scale,we've got to rethink how we build
(10:27):
and continue to feed ourcommunities in this time of change.
Yeah, because when Itransitioned into sales, I wasn't
selling the product. I wouldsay, Kevin, there's other platforms
that also do the job. We'renot the only guys. They're out there,
they've got products, they dothe work. Otherwise they wouldn't
exist in business. So let'stalk about where do you want to see
(10:48):
your business in two to threeto five years? What are the obstacles
holding it? What are theissues? Since Elsa selling in a tool
and die shop, a lot of it wasscrapping at a metal. When they're
doing milling machines andcutting out the steel. So it'd be
like, well, what's thatcosting you, that piece of scrap?
There's 20,000 bucks. How manytimes does that happen a year? If
(11:10):
we could save two of thosescraps, would that be worth it? Absolutely.
And next thing you know, it'shalf of what the software is. And
they would buy because itwasn't about the tool, it was about
where they wanted to go. Andthen setting up the right expectations
(11:30):
for the implementation rightup front got me super fans out of
the team because I had thespotlight off of the back of their
heads because I bought them aroad to be able to learn the technology,
get it implemented andeverything else.
Yeah, that's so cool. Theability to really deliver results
(11:52):
and you add an extreme amountof value and you're going to automatically
build super fans. That's oneof the things businesses need to
think about, how to continueto add value in the age of AI and
build those super fans. Yeah.
So let's get into some of thethings that Manobyte provides to
the customers you're dealingwith. Yeah.
(12:12):
One of the things that we doat Nanobyte is helping companies
think about their overallstrategy and how they can grow at
scale. Leveraging technologytied to business strategy. At Manoby,
we have stuck with the Sharkeverything. Right. We have a framework
(12:33):
that we call Shark. And thatShark framework really involves a
couple of things. Strategize,hybridize, activate, revolutionize,
and Kaizen continualimprovement. We start with our customers.
Identify what's your visionand how do we create a strategy for
you to help you achieve yourgoals From a hybridized standpoint,
(12:56):
we think about how do weleverage technology and humans together
to ensure that we're helpingyou achieve that right strategy.
Then to your point, once youhave that plan in place and you look
at how you're going toleverage both humans and technology,
you got to activate it. Right.You got to get it going. You got
(13:17):
to say, here's our rolloutplan, here's our change management
plan. Here's how we're goingto transition from this approach
to the next approach in a waythat doesn't disrupt business, but
ensures business continuity,growth and scale. Then once we've
done that, we can nowrevolutionize and we can begin to
think about how do weinnovate, how do we create greater
(13:41):
value? And then that's wherethe Kaizen continual improvement
comes into place. Right. Sowe're always looking at, okay, we
got this far. How do wecontinue to go through that loop
of continual improvement sothat you can continue to grow and
scale? So that's really whatwe do is we take a holistic approach
(14:02):
from a management consultingperspective to help companies think
about how they can reallybuild superfans.
Yeah, you can leveragetechnology to engage whatever the
business is, you're engagingwith your team. So it all starts
with the team, the employees.If they're not happy with the organization
(14:24):
and feel that they're notappreciated, you can have all the
tools in the world. But thatenergy and tonality will carry over
to a prospective customer, anexisting customer, a supplier or
a contractor. And people aregoing to go, I'm not sure about that
company. So you can leveragetechnology to maintain engagement
(14:47):
with your team as well asrecognizing people expressing appreciation
and gratitude. They've got buyin into the vision of the company
and they're energized to say,man, this is pretty cool stuff versus
a bad implementation. This isgoing to replace my job and we get
(15:07):
some of those situations. Butif it's brought in correctly, that
can transform that person whosays, wow, I'm actually elevating
my playing field and my skillset. This is really cool. And that
in turn starts buildingsuperfans internally. Your team will
(15:27):
create super fans of all theexternal stuff.
Yeah, 100%. I love thatthought. Where you want to build
super fans internally firstand then you can build those super
fans externally. I thinkthat's super important. As we think
about the shifts that AI isgoing to bring to the workforce,
(15:50):
we're definitely thinkingabout how there's going to be a shift
in the work that humans doversus what technology can do. And
for people to say it's notgoing to be a shift or it's not going
to impact jobs, they're reallysticking their head in the sand.
Huge shifts are definitelygoing to come and are coming with
(16:12):
the new implementation oftechnology. However, there has to
be that human in the loop.Right. That human has to continue
to add value. Right. And Ithink that's what we need to help
people understand is we can'thold on to the way things were. We
(16:32):
have to live in the now andthink about what are we doing to
add value. And I think this isan exciting time for everybody because
this really does allow us toget to a point where we as humans
can be thought leaders,strategic thinkers, critical thinkers,
(16:53):
innovators, and leveragingtechnology like it's always promised
to get rid of the mundanethings that are repetitive that really
we shouldn't be doing anyway.So I think we are definitely going
to see a shift in the type ofwork that people do. Just like there
(17:13):
aren't too many blacksmithsaround anymore. Technology has changed.
I think there are going to beshifts in the type of work that's
done at the enterprise level.And to your point, people are going
to need to learn how to createnew skill sets that add value that
really will energize them as ahuman. Oh, wow, I get to do this
(17:35):
cool stuff now and all thatstuff. I hated doing that. Go home
and complain to my partnerabout. Don't have to worry about
that anymore.
Yeah. I was a draftsmaninitially, and I was an engineer
drawing on the drafting board.I was designing walled guns in the
spot weld the body panels.Well, today they have robots that
do that. I got into thecomputer aided design space when
(18:00):
it just began. I looked at itas not losing my job, but actually
getting a better job inlearning the technology. It completely
transformed my life because Iembraced it.
Yeah. And it's great that youembraced it. And I think that's a
(18:22):
good thing for us to startthinking about as leaders. How do
we implement an organizationaltransformation plan that really allows
people to do their best work?Kind of goes back to some of the
things that you were doing. Right.
Training.
I think there's a big need forupskilling within the organization.
Is going to be a big changethat we're going to see. And the
(18:44):
other thing, I think we'restill in the early days of what Gen
AI can do. We don't want toget stuck into thinking, oh, I use
quad, I use ChatGPT, thereforeI'm leveraging Gen AI. No, you're
not. You're not evenscratching the surface. I think that
(19:07):
organizations need to startbuilding out plans for their workforce
to say, here's what Genai cando, here's how we're looking to implement
it, and here's how we want tohelp you. Think about new ways to
bring in value to theorganization, for the individual
and for the company.
(19:28):
And you just said a key thingthere, Kevin, involving the organization.
If they're involved in thevision, they've got buy in. And if
they've got buy in, they'vegot ownership. And if they've got
ownership, they'll take itupon themselves to take it to the
next level versus the scenariowhere you say, well, this is what
we're doing and you need toadapt to it. That strategy is yesterday
(19:52):
and it doesn't work well intoday's world. But those companies
that embrace their team andget everybody going in the same direction,
think of a rowing team, right?You got four people in a racing rowboat,
everybody's got a row in thesame direction. And more importantly,
they got to be synchronized sothat they're rowing at exactly the
(20:14):
same time, all four of them.You've got to get the company to
be going and everybody in theteam from the top down and from the
bottom back up to be going inthat same direction and have ownership
of that direction. That's howbusinesses scale and scale rapidly
because everybody's on boardand going in one direction.
(20:37):
Yeah, that's a great analogy.Leaders have to be the coxswain of
the rowing team within theirorganization by clearly and loudly
shouting out, this is ourvision. This is the direction. We
do need employees to takeownership and champion what we're
doing. But it becomes acacophony if everybody's just doing
(21:01):
their own thing and it's notuniform. Leaders have to clearly
and loudly and repeatedly helpeverybody understand the vision.
Here's where we're going, thisis what we're doing, and these are
our objectives. We're notgoing to go here, we're not going
there. This is where we'regoing as an organization. And everybody
(21:24):
has to make sure they'rerowing in that direction. Now more
than ever, executive leadershave to loudly, repeatedly and clearly
articulate the vision becausethere's so much happening, there's
a lot of noise. Research istelling us that organizations have
(21:45):
to change their mission visionbecause what they were doing to add
value won't add value anymore.We've seen that time and time again.
Absolutely correct.
And when you're in that shift,you have to clearly articulate it
and do it repeatedly. Today,because we're so early, most leaders
(22:06):
are struggling to have a clearstrategic vision for what they to
board. They're struggling toensure that the entire organization
understands that vision. Soonce they have that vision, step
one, they can articulate atstep two, we have to be clear about
(22:27):
this. There are going to besome within the organization who
don't want to go along withthat new vision because it's different.
Right. It's going to change.There really is no more place for
them with that new vision. Butthen you've got the rest who want
to help drive that vision.Right. And I think leaders have to
(22:48):
understand that there's goingto be these divisions. They've got
to be okay with it, andthey've got to clearly say, this
is where we're going, this ishow, and get everybody on board to
help meet that vision.
Absolutely correct. Especiallyin today's world. I mean, you look
at the automotive industry,you know, had to pivot and incorporate
(23:09):
new technologies. So it's thesame thing with this. This is a new,
revolutionary thing. So let'sgo into a little bit about how do
you work with an organization?So someone says, hey, Kevin, we're
interested in your services.Tell me what happens.
So the first thing we do isanalyze their current state and figure
(23:32):
out where are you today, whattrying to achieve? Once we understand
this, we move into thestrategy phase. In that strategy
phase, we help them build thatvision plan. And once they have that
plan, they can activate it,implement it, and then we help them
roll it out and then monitorit on a regular basis.
(23:53):
Do you have a story of acompany that you worked with and
how the technology that youguys helped implement transformed
their business?
Yeah, lots and lots ofdifferent examples. I'll talk about
one that a lot of people know,Nerd Wallet. So if you've ever been
to any sports game, you'veseen their commercials, their billboards.
(24:16):
So lots of people know whoNerd Wallet is. We helped them to
transform the way they weredoing business from the standpoint
of leveraging technology. Theyhave lots of different customers
and lots of different peoplethat they have to engage with at
different levels. And it washard for them to be able to track,
monitor, communicate, andensure that from a revenue standpoint,
(24:40):
everything was coming in theright way. They already have lots
of super fans, but they neededto ensure that all the super fans
were getting the value thatthey needed. We were able to help
them implement a system wherethey could track all their relationships,
ensure that everything wasbeing captured from a revenue perspective,
(25:01):
and ensure that once all thedeliverables were in, they were able
to execute on the back end.NerdWantler was a great example of
how we were able to leveragetechnology to help them really scale
and grow.
And it had improved theircommunication with all their customers.
Oh, significantly. It was ableto help them improve their communication
(25:22):
with their customers. It wasable to help their internal teams
be more effective. Right. Andso because of their internal teams
being more effective, theircustomers were happier. And then
they were able to continue todo all the great things and deliver
the value that they weredoing, but in a much more efficient
and scalable way.
Yeah. Great story. Do you haveanother example of how you stepped
(25:45):
into another company andtransformed them using AI and some
of the other tools that youguys bring to the table?
Yeah, yeah, yeah, yeah. I'lltell a story about TripAdvisor. They
had a ton of customers whowere asking questions on a regular.
(26:09):
They would always track theircost per ticket at a very, very high
cost per ticket. And usingMaven AGI AI platform, they were
able to reduce the number oftimes a customer agent was actually
having to engage with aticket. They were able to leverage
(26:30):
AI to deflect ticket costs by90%. That is huge. Right? So leveraging
Maven, they were able toreduce ticket costs by 90%, a huge
savings for a company of theirsize. The tools were not only able
to reduce ticket costs, but italso increased the customer experience.
(26:51):
Consumers were happy becausethey were getting answers to their
questions much quicker.
Well, sure, because that's agreat story. We all get frustrated
when we don't know and we'reasking for some assistance and then
you're waiting 10 minutes fora response back. You're leveraging
AI to maintain thatengagement. And more importantly,
(27:15):
the AI can solve probably 80%of the things that are brought up.
And then that other 20%, likeyou said, moves into an actual person
dealing with that. Now thatperson can handle the really complex,
important things, and the AIjust streamlined everything. And
(27:37):
that's where you got that 90% savings.
Huge. Absolutely huge.
That's what people need tostop and think about from a business
perspective. It's a greatexample of how technology really
helped transform their wholeengagement with their audience.
(27:58):
Big time. Big, big time. I'llshare just one more story. I'll tell
the story of HubSpot. HubBotalso was leveraging Maven, but they
were leveraging it in adifferent way. They were leveraging
it to make humans smarter.HubSpot would get a lot of really
(28:20):
tough technical questions thatwould come in from a support standpoint
because of being such a largeorganization. They had various levels
of customer support reps, somewho had been around for a long period
of time, others who wererelatively new. And as you would
Imagine, the more experiencedreps were much more successful at
(28:43):
answering calls with the newerreps would oftentimes struggle. But
regardless of whether you arean experienced rep or a newer rep,
they always had to do a lot ofresearch to answer some of these
tough questions. By leveragingMaven AGI, HubSpot was able to eliminate
the gap of new reps versusseasoned rep by giving them a tool
(29:08):
so that these newer reps hadaccess to information at their fingertips.
So they were able to answerquestions at the same level as the
more experienced reps becauseof using maven aids. In addition,
for both the seasoned reps andthe newer reps, it significantly
reduced the amount of timethey had to spend doing research
(29:32):
because they had answers attheir fingertips and they were able
to answer customer questionspretty much instantaneously in a
way that improved customersatisfaction. So that's just another
example for you?
Yeah, that's a huge example.And the importance is that customer
experience is reallyeverything. And that's how you start
(29:54):
creating super fans. Now theteam is not frustrated and there's
not internal conflicts becausethe new person is frustrated and
the pressure is on them tofigure out the answer. The customer
was getting frustrated becauseit has to get elevated. I'm sorry,
ma'am, we have to wait till weelevate you to the next level tech
(30:16):
person. That person can'thandle it. We go to the next person
and you're there for an hourtrying to get something resolved.
And now by incorporating thetechnology, you've done it in minutes.
Everybody's happy in thatwhole ecosystem. And that's how you
start transforming superfansinternally. That in turn creates
(30:37):
external superfans.
Oh, 100%. 100%.
And that's what's rewardingtoo, because you can look back and
go, man, I helped make thathappen. I'd look back at the days
in some of the tool and dieshops that I worked with selling
computer aided manufacturing.They were a 40 man shop, then they
(30:57):
became a 60 man shop and thena hundred person shop. Bought the
building next door and built abreezeway between the buildings.
And then they ended up buyinga building next door and they built
a breezeway there. And theyended up growing with the technology.
They wouldn't let me in thedoor anymore. I'd say, what's up,
guys? And he says, well, everytime you walk in, you cost us 100
(31:20):
grand. But the reality wasthey were able to scale because I
helped them incorporate. Andthat's what you're doing, helping
these organizations solve thechallenges. Of their processes. In
turn, it's allowing them toprovide a better service. It allows
them to scale because now theycan handle more customers with the
(31:42):
same amount of teams, so theirprofit margins improve and a multitude
of other things.
You know, there's a lot that'sgoing on today and technology, while
it's not the strategic focusit does, when implemented properly,
help companies to achievetheir results. And that's what we
(32:04):
love doing. We love helpingcompanies identify, figure out how
they can add value, grow andscale and really do great things.
It sounds like you've donesome great things with some great
companies. It speaks for itself.
Cool.
So Kevin, as we get closer tothe end here on the show, how can
people find you and connectwith you?
(32:25):
Yeah, I'm super easy to find.You can find me on LinkedIn, Kevin
J. Dean, you'll find me there.You can find me on my personal website,
kevinjdean.com and then youcan also go to my company website,
mandelbyte.com and I'll beglad to connect and engage with anybody
from there.
(32:45):
Yeah, we'll definitely havethat into the show. Notes, do you
have anything for our audience?
I think what I would end withis this. Stay focused. Think about
taking action today. We've gotto move forward. We're living in
a time where decisions arebeing made and changes are being
(33:06):
made in a matter of weeks, notmonths and years. We really need
to start moving forward orwe're going to get left behind.
Totally agree on that one.Kevin has been a great conversation,
great insights shared with ouraudience. We'll make sure that all
the information is into theshow notes and we look forward to
(33:27):
having you on the show andcontinue the conversation again down
the road.
You, Freddie, love it. Andwe'll glad that we can continue to
help people build superfans.
Thank you my friend.
Bye now.
Hey, superfan superstarFreddie D. Here before we wrap, here's
(33:48):
your three a playbook powermove to attract ideal clients, turn
them into advocates andaccelerate your business success.
The top insight from thisepisode is AI is not your strategy,
it's just your tool. Andwithout a clear vision, it's a fast
track to failure. So here'syour business growth action step.
(34:09):
Create a detailed businessstrategy first, then map out how
AI and tech will directlysupport each phase of your growth
plan. Don't implement untilthat's done. If today's conversation
sparked an idea for you or youknow of a fellow business leader
who could benefit, share itwith them and grab the full breakdown
(34:30):
in the show.
Notes.
Let's accelerate together andstart creating business superfans
who champion your brand.
Hey there, Freddy D. Here inthis episode 92, we're joined by
Kevin Dean, the CEO andPresident of Manobyte. Since founding
the company in 2007, Kevin hasbeen at the helm of driving digital
transformation, helpingbusinesses grow through smart strategies
and sales enablement andcutting edge technology. A true believer
(02:17):
in staying ahead of the curve,Kevin is now leading the charge with
integrating AI into the wayscompanies sell, connect and scale.
He's also scramble enthusiast,a connoisseur of.
Bad dad jokes, and someone who lives.
By the motto, that worry is awaste of time. Get ready for a thoughtful
(02:38):
and entertaining dive intotech growth and the power of AI in
business.
Welcome, Kevin, to theBusiness Superfans podcast. How are
you today?
Freddy, I am doing fabulousand it is great to be on the show
today.
Well, we're excited to haveyou. Tell us, Kevin, about the backstory
(02:59):
of how Nanobyte came about.What's the story where that evolved?
Yeah. So you and me have asimilar background. Both of us being
from Michigan, spending sometime there, and both of us having
a connection to EatonCorporation, a large Fortune 500
company. That was where Istarted my corporate career. After
(03:23):
being there for quite sometime, traveling a lot and working
in the technology space, Idecided I wanted to go out and do
my own thing. I was onvacation in Hawaii, that's where
my mother lived. I was doingsome scuba diving. Thought, you know,
it's time for me to just goout and help businesses leverage
technology from a businessperspective to get things done. While
(03:44):
I was out there scuba diving,I decided to make this shift from
corporate America and startingmy own company. Mano is the Hawaiian
word for shark. Right. Soshark by. By having that technology
towards it. For me, it'salways been this collaboration of
business strategy tied totechnology to get the best results
(04:06):
for businesses so that theycan grow, succeed and scale.
I like the story of how youcame about the name. That's pretty
cool.
Yeah.
And the thing is, technologyis very transformative for a business,
provided it's appliedproperly. That's really the big aspect.
(04:27):
A lot of companies from myexperience have gotten technology,
but the expectations are notcorrect. Sometimes they bought the
tech and expect it to beoperational and making money immediately.
Part of that problem isexpectations are not set up properly
to implement the technology.
(04:47):
Yeah. One of the things that Ithink about all the time is, and
you're 100% right, it's themisapplication of technology. Technology
is really nothing more than atool. Right. If I am a builder and
I build a House. I've got lotsof tools in my tool case. I've got
a hammer, a nail gun. Thosetools may be the best money can buy,
(05:12):
but if I don't have a plan onI'm going to build, what type of
house I'm going to build, howmany stories, how many rooms does
it have, what's it be usedfor, who's going to live in it? All
those tools really don'tmatter. If I don't have the architectural
plans in place for what I'mgoing to build, how I'm going to
use it. And that's the problemthat businesses run into with technology.
(05:35):
Technology is great, AI isgreat. But if you don't have a business
strategy, a business plan, andtechnology is not the plan, it is
only a tool. If you don't havethat plan, that vision in place,
then you're going to bedisappointed every single time. And
it's not going to get you theresults that you want. And what ends
(05:55):
up happening is, is thatbusiness leaders, business executives
get upset and say, oh, thetechnology was wrong. Oh, we picked
the wrong vendor. Oh, this.No, no, no, no. Your strategy was
wrong. Right. Yourimplementation and how you effectively
leverage change management forthe cultural shift of how that's
(06:18):
going to be used was wrong.Wasn't the technology's fault, it
was your initial businessplan. And so that's where businesses
have to start. They've got tostart with, what is my real business
objective? What's the vision?What are we trying to do? And then
use these tools, usetechnology to help get you there
(06:38):
faster.
Oh, absolutely correct. Youremind me of a story. I was in the
CAD CAM space, Computer aideddesign, computer manufacturing space.
I was an applications guy. AndI'll just share a story about Eaton
Corporation. Back then wedidn't have any training programs,
so we were given the manuals.This is E 1981. I was kicked out
(07:00):
the door and says, okay, nowstart installing software and training
people. Here's the manual.Good luck. My first training was
at a company calledWestinghouse. It was just me and
this other guy and I had themanual. And I'm just looking through
the manual. You know, John,these are the command strings you
need to do is really not theworld's greatest training. I'm in
Eaton Corporation and now I'min front of a group of engineers.
(07:25):
And I was going the sameapproach of training because nobody
trained me. And I'll neverforget this, I share it often because
there's a point behind it. Atthe end of that Day that manager
pulled me aside and said, thatwas the worst effing training I've
ever seen in my entire life.It's burned into my brain. He goes,
I'm going to give you tilltomorrow to get it figured out and
(07:48):
sorted, where I'm calling yourmanager and having your dumb blank,
blank, blank terminated. Islept well that night and what I
ended up doing was createdengagement training, which was okay.
I would turn around, says,okay, I put the string up, you know,
Kevin, is this the rightcommand string? Well, not sure. Mike,
(08:12):
do you agree with Kevin?What's wrong with it? And he'd say
this, well, okay, Steve, doyou agree with Kevin and Mike? And
it got everybody into aconversation, everybody started learning.
And so the reason I share thatstory is because it leads me into
the next thing. I got to thepoint where I was the most sought
after applications guy andthere was a company that had bought
(08:34):
the technology, about 200,000plus dollars and they were going
to send it back because itdidn't work. And so I got sent in
as the heavy to say, okay, golook at what's going on. They had
not implemented it properly,they had just bought it, set it up,
and then they were chastisingthe engineers because they didn't
(08:57):
know how to use it. They hadno systems in place, they had no
procedures in place. And thereality is when you implement new
technology, you gotta runconcurrently. And what they did is
they just shut off some of thestuff and we're saying, well, it
should be done on a computer.And it's really, no, you gotta do,
you still gotta do businessthe old way, right? And then you
(09:20):
gotta transition into the newtechnology, set up processes and
procedure to incorporate thattechnology. And they paid me to come
in on the weekends and thecompany approved it. So I would go
in on Saturdays and they wouldfly me out. I think it was either
Indiana or Ohio and over acourse of two months completely proved
(09:43):
to them that it wasn't thetechnology, it was the way they had
implemented it. And they keptthe system and became productive
and became one of my superfans. The owner admitted that he
handled it incorrectly.
Yeah, that's a great story. Ilove that. That highlights the importance
(10:05):
of understanding your audienceand building community of people
who will help you as you'removing forward, regardless of what
you're doing. I think that'ssuper important. Now as we're starting
to see not just shifts from atechnology standpoint in the local
enterprise on a global scale,we've got to rethink how we build
(10:27):
and continue to feed ourcommunities in this time of change.
Yeah, because when Itransitioned into sales, I wasn't
selling the product. I wouldsay, Kevin, there's other platforms
that also do the job. We'renot the only guys. They're out there,
they've got products, they dothe work. Otherwise they wouldn't
exist in business. So let'stalk about where do you want to see
(10:48):
your business in two to threeto five years? What are the obstacles
holding it? What are theissues? Since Elsa selling in a tool
and die shop, a lot of it wasscrapping at a metal. When they're
doing milling machines andcutting out the steel. So it'd be
like, well, what's thatcosting you, that piece of scrap?
There's 20,000 bucks. How manytimes does that happen a year? If
(11:10):
we could save two of thosescraps, would that be worth it? Absolutely.
And next thing you know, it'shalf of what the software is. And
they would buy because itwasn't about the tool, it was about
where they wanted to go. Andthen setting up the right expectations
(11:30):
for the implementation rightup front got me super fans out of
the team because I had thespotlight off of the back of their
heads because I bought them aroad to be able to learn the technology,
get it implemented andeverything else.
Yeah, that's so cool. Theability to really deliver results
(11:52):
and you add an extreme amountof value and you're going to automatically
build super fans. That's oneof the things businesses need to
think about, how to continueto add value in the age of AI and
build those super fans. Yeah.
So let's get into some of thethings that Manobyte provides to
the customers you're dealingwith. Yeah.
(12:12):
One of the things that we doat Nanobyte is helping companies
think about their overallstrategy and how they can grow at
scale. Leveraging technologytied to business strategy. At Manoby,
we have stuck with the Sharkeverything. Right. We have a framework
(12:33):
that we call Shark. And thatShark framework really involves a
couple of things. Strategize,hybridize, activate, revolutionize,
and Kaizen continualimprovement. We start with our customers.
Identify what's your visionand how do we create a strategy for
you to help you achieve yourgoals From a hybridized standpoint,
(12:56):
we think about how do weleverage technology and humans together
to ensure that we're helpingyou achieve that right strategy.
Then to your point, once youhave that plan in place and you look
at how you're going toleverage both humans and technology,
you got to activate it. Right.You got to get it going. You got
(13:17):
to say, here's our rolloutplan, here's our change management
plan. Here's how we're goingto transition from this approach
to the next approach in a waythat doesn't disrupt business, but
ensures business continuity,growth and scale. Then once we've
done that, we can nowrevolutionize and we can begin to
think about how do weinnovate, how do we create greater
(13:41):
value? And then that's wherethe Kaizen continual improvement
comes into place. Right. Sowe're always looking at, okay, we
got this far. How do wecontinue to go through that loop
of continual improvement sothat you can continue to grow and
scale? So that's really whatwe do is we take a holistic approach
(14:02):
from a management consultingperspective to help companies think
about how they can reallybuild superfans.
Yeah, you can leveragetechnology to engage whatever the
business is, you're engagingwith your team. So it all starts
with the team, the employees.If they're not happy with the organization
(14:24):
and feel that they're notappreciated, you can have all the
tools in the world. But thatenergy and tonality will carry over
to a prospective customer, anexisting customer, a supplier or
a contractor. And people aregoing to go, I'm not sure about that
company. So you can leveragetechnology to maintain engagement
(14:47):
with your team as well asrecognizing people expressing appreciation
and gratitude. They've got buyin into the vision of the company
and they're energized to say,man, this is pretty cool stuff versus
a bad implementation. This isgoing to replace my job and we get
(15:07):
some of those situations. Butif it's brought in correctly, that
can transform that person whosays, wow, I'm actually elevating
my playing field and my skillset. This is really cool. And that
in turn starts buildingsuperfans internally. Your team will
(15:27):
create super fans of all theexternal stuff.
Yeah, 100%. I love thatthought. Where you want to build
super fans internally firstand then you can build those super
fans externally. I thinkthat's super important. As we think
about the shifts that AI isgoing to bring to the workforce,
(15:50):
we're definitely thinkingabout how there's going to be a shift
in the work that humans doversus what technology can do. And
for people to say it's notgoing to be a shift or it's not going
to impact jobs, they're reallysticking their head in the sand.
Huge shifts are definitelygoing to come and are coming with
(16:12):
the new implementation oftechnology. However, there has to
be that human in the loop.Right. That human has to continue
to add value. Right. And Ithink that's what we need to help
people understand is we can'thold on to the way things were. We
(16:32):
have to live in the now andthink about what are we doing to
add value. And I think this isan exciting time for everybody because
this really does allow us toget to a point where we as humans
can be thought leaders,strategic thinkers, critical thinkers,
(16:53):
innovators, and leveragingtechnology like it's always promised
to get rid of the mundanethings that are repetitive that really
we shouldn't be doing anyway.So I think we are definitely going
to see a shift in the type ofwork that people do. Just like there
(17:13):
aren't too many blacksmithsaround anymore. Technology has changed.
I think there are going to beshifts in the type of work that's
done at the enterprise level.And to your point, people are going
to need to learn how to createnew skill sets that add value that
really will energize them as ahuman. Oh, wow, I get to do this
(17:35):
cool stuff now and all thatstuff. I hated doing that. Go home
and complain to my partnerabout. Don't have to worry about
that anymore.
Yeah. I was a draftsmaninitially, and I was an engineer
drawing on the drafting board.I was designing walled guns in the
spot weld the body panels.Well, today they have robots that
do that. I got into thecomputer aided design space when
(18:00):
it just began. I looked at itas not losing my job, but actually
getting a better job inlearning the technology. It completely
transformed my life because Iembraced it.
Yeah. And it's great that youembraced it. And I think that's a
(18:22):
good thing for us to startthinking about as leaders. How do
we implement an organizationaltransformation plan that really allows
people to do their best work?Kind of goes back to some of the
things that you were doing. Right.
Training.
I think there's a big need forupskilling within the organization.
Is going to be a big changethat we're going to see. And the
(18:44):
other thing, I think we'restill in the early days of what Gen
AI can do. We don't want toget stuck into thinking, oh, I use
quad, I use ChatGPT, thereforeI'm leveraging Gen AI. No, you're
not. You're not evenscratching the surface. I think that
(19:07):
organizations need to startbuilding out plans for their workforce
to say, here's what Genai cando, here's how we're looking to implement
it, and here's how we want tohelp you. Think about new ways to
bring in value to theorganization, for the individual
and for the company.
(19:28):
And you just said a key thingthere, Kevin, involving the organization.
If they're involved in thevision, they've got buy in. And if
they've got buy in, they'vegot ownership. And if they've got
ownership, they'll take itupon themselves to take it to the
next level versus the scenariowhere you say, well, this is what
we're doing and you need toadapt to it. That strategy is yesterday
(19:52):
and it doesn't work well intoday's world. But those companies
that embrace their team andget everybody going in the same direction,
think of a rowing team, right?You got four people in a racing rowboat,
everybody's got a row in thesame direction. And more importantly,
they got to be synchronized sothat they're rowing at exactly the
(20:14):
same time, all four of them.You've got to get the company to
be going and everybody in theteam from the top down and from the
bottom back up to be going inthat same direction and have ownership
of that direction. That's howbusinesses scale and scale rapidly
because everybody's on boardand going in one direction.
(20:37):
Yeah, that's a great analogy.Leaders have to be the coxswain of
the rowing team within theirorganization by clearly and loudly
shouting out, this is ourvision. This is the direction. We
do need employees to takeownership and champion what we're
doing. But it becomes acacophony if everybody's just doing
(21:01):
their own thing and it's notuniform. Leaders have to clearly
and loudly and repeatedly helpeverybody understand the vision.
Here's where we're going, thisis what we're doing, and these are
our objectives. We're notgoing to go here, we're not going
there. This is where we'regoing as an organization. And everybody
(21:24):
has to make sure they'rerowing in that direction. Now more
than ever, executive leadershave to loudly, repeatedly and clearly
articulate the vision becausethere's so much happening, there's
a lot of noise. Research istelling us that organizations have
(21:45):
to change their mission visionbecause what they were doing to add
value won't add value anymore.We've seen that time and time again.
Absolutely correct.
And when you're in that shift,you have to clearly articulate it
and do it repeatedly. Today,because we're so early, most leaders
(22:06):
are struggling to have a clearstrategic vision for what they to
board. They're struggling toensure that the entire organization
understands that vision. Soonce they have that vision, step
one, they can articulate atstep two, we have to be clear about
(22:27):
this. There are going to besome within the organization who
don't want to go along withthat new vision because it's different.
Right. It's going to change.There really is no more place for
them with that new vision. Butthen you've got the rest who want
to help drive that vision.Right. And I think leaders have to
(22:48):
understand that there's goingto be these divisions. They've got
to be okay with it, andthey've got to clearly say, this
is where we're going, this ishow, and get everybody on board to
help meet that vision.
Absolutely correct. Especiallyin today's world. I mean, you look
at the automotive industry,you know, had to pivot and incorporate
(23:09):
new technologies. So it's thesame thing with this. This is a new,
revolutionary thing. So let'sgo into a little bit about how do
you work with an organization?So someone says, hey, Kevin, we're
interested in your services.Tell me what happens.
So the first thing we do isanalyze their current state and figure
(23:32):
out where are you today, whattrying to achieve? Once we understand
this, we move into thestrategy phase. In that strategy
phase, we help them build thatvision plan. And once they have that
plan, they can activate it,implement it, and then we help them
roll it out and then monitorit on a regular basis.
(23:53):
Do you have a story of acompany that you worked with and
how the technology that youguys helped implement transformed
their business?
Yeah, lots and lots ofdifferent examples. I'll talk about
one that a lot of people know,Nerd Wallet. So if you've ever been
to any sports game, you'veseen their commercials, their billboards.
(24:16):
So lots of people know whoNerd Wallet is. We helped them to
transform the way they weredoing business from the standpoint
of leveraging technology. Theyhave lots of different customers
and lots of different peoplethat they have to engage with at
different levels. And it washard for them to be able to track,
monitor, communicate, andensure that from a revenue standpoint,
(24:40):
everything was coming in theright way. They already have lots
of super fans, but they neededto ensure that all the super fans
were getting the value thatthey needed. We were able to help
them implement a system wherethey could track all their relationships,
ensure that everything wasbeing captured from a revenue perspective,
(25:01):
and ensure that once all thedeliverables were in, they were able
to execute on the back end.NerdWantler was a great example of
how we were able to leveragetechnology to help them really scale
and grow.
And it had improved theircommunication with all their customers.
Oh, significantly. It was ableto help them improve their communication
(25:22):
with their customers. It wasable to help their internal teams
be more effective. Right. Andso because of their internal teams
being more effective, theircustomers were happier. And then
they were able to continue todo all the great things and deliver
the value that they weredoing, but in a much more efficient
and scalable way.
Yeah. Great story. Do you haveanother example of how you stepped
(25:45):
into another company andtransformed them using AI and some
of the other tools that youguys bring to the table?
Yeah, yeah, yeah, yeah. I'lltell a story about TripAdvisor. They
had a ton of customers whowere asking questions on a regular.
(26:09):
They would always track theircost per ticket at a very, very high
cost per ticket. And usingMaven AGI AI platform, they were
able to reduce the number oftimes a customer agent was actually
having to engage with aticket. They were able to leverage
(26:30):
AI to deflect ticket costs by90%. That is huge. Right? So leveraging
Maven, they were able toreduce ticket costs by 90%, a huge
savings for a company of theirsize. The tools were not only able
to reduce ticket costs, but italso increased the customer experience.
(26:51):
Consumers were happy becausethey were getting answers to their
questions much quicker.
Well, sure, because that's agreat story. We all get frustrated
when we don't know and we'reasking for some assistance and then
you're waiting 10 minutes fora response back. You're leveraging
AI to maintain thatengagement. And more importantly,
(27:15):
the AI can solve probably 80%of the things that are brought up.
And then that other 20%, likeyou said, moves into an actual person
dealing with that. Now thatperson can handle the really complex,
important things, and the AIjust streamlined everything. And
(27:37):
that's where you got that 90% savings.
Huge. Absolutely huge.
That's what people need tostop and think about from a business
perspective. It's a greatexample of how technology really
helped transform their wholeengagement with their audience.
(27:58):
Big time. Big, big time. I'llshare just one more story. I'll tell
the story of HubSpot. HubBotalso was leveraging Maven, but they
were leveraging it in adifferent way. They were leveraging
it to make humans smarter.HubSpot would get a lot of really
(28:20):
tough technical questions thatwould come in from a support standpoint
because of being such a largeorganization. They had various levels
of customer support reps, somewho had been around for a long period
of time, others who wererelatively new. And as you would
Imagine, the more experiencedreps were much more successful at
(28:43):
answering calls with the newerreps would oftentimes struggle. But
regardless of whether you arean experienced rep or a newer rep,
they always had to do a lot ofresearch to answer some of these
tough questions. By leveragingMaven AGI, HubSpot was able to eliminate
the gap of new reps versusseasoned rep by giving them a tool
(29:08):
so that these newer reps hadaccess to information at their fingertips.
So they were able to answerquestions at the same level as the
more experienced reps becauseof using maven aids. In addition,
for both the seasoned reps andthe newer reps, it significantly
reduced the amount of timethey had to spend doing research
(29:32):
because they had answers attheir fingertips and they were able
to answer customer questionspretty much instantaneously in a
way that improved customersatisfaction. So that's just another
example for you?
Yeah, that's a huge example.And the importance is that customer
experience is reallyeverything. And that's how you start
(29:54):
creating super fans. Now theteam is not frustrated and there's
not internal conflicts becausethe new person is frustrated and
the pressure is on them tofigure out the answer. The customer
was getting frustrated becauseit has to get elevated. I'm sorry,
ma'am, we have to wait till weelevate you to the next level tech
(30:16):
person. That person can'thandle it. We go to the next person
and you're there for an hourtrying to get something resolved.
And now by incorporating thetechnology, you've done it in minutes.
Everybody's happy in thatwhole ecosystem. And that's how you
start transforming superfansinternally. That in turn creates
(30:37):
external superfans.
Oh, 100%. 100%.
And that's what's rewardingtoo, because you can look back and
go, man, I helped make thathappen. I'd look back at the days
in some of the tool and dieshops that I worked with selling
computer aided manufacturing.They were a 40 man shop, then they
(30:57):
became a 60 man shop and thena hundred person shop. Bought the
building next door and built abreezeway between the buildings.
And then they ended up buyinga building next door and they built
a breezeway there. And theyended up growing with the technology.
They wouldn't let me in thedoor anymore. I'd say, what's up,
guys? And he says, well, everytime you walk in, you cost us 100
(31:20):
grand. But the reality wasthey were able to scale because I
helped them incorporate. Andthat's what you're doing, helping
these organizations solve thechallenges. Of their processes. In
turn, it's allowing them toprovide a better service. It allows
them to scale because now theycan handle more customers with the
(31:42):
same amount of teams, so theirprofit margins improve and a multitude
of other things.
You know, there's a lot that'sgoing on today and technology, while
it's not the strategic focusit does, when implemented properly,
help companies to achievetheir results. And that's what we
(32:04):
love doing. We love helpingcompanies identify, figure out how
they can add value, grow andscale and really do great things.
It sounds like you've donesome great things with some great
companies. It speaks for itself.
Cool.
So Kevin, as we get closer tothe end here on the show, how can
people find you and connectwith you?
(32:25):
Yeah, I'm super easy to find.You can find me on LinkedIn, Kevin
J. Dean, you'll find me there.You can find me on my personal website,
kevinjdean.com and then youcan also go to my company website,
mandelbyte.com and I'll beglad to connect and engage with anybody
from there.
(32:45):
Yeah, we'll definitely havethat into the show. Notes, do you
have anything for our audience?
I think what I would end withis this. Stay focused. Think about
taking action today. We've gotto move forward. We're living in
a time where decisions arebeing made and changes are being
(33:06):
made in a matter of weeks, notmonths and years. We really need
to start moving forward orwe're going to get left behind.
Totally agree on that one.Kevin has been a great conversation,
great insights shared with ouraudience. We'll make sure that all
the information is into theshow notes and we look forward to
(33:27):
having you on the show andcontinue the conversation again down
the road.
You, Freddie, love it. Andwe'll glad that we can continue to
help people build superfans.
Thank you my friend.
Bye now.
Hey, superfan superstarFreddie D. Here before we wrap, here's
(33:48):
your three a playbook powermove to attract ideal clients, turn
them into advocates andaccelerate your business success.
The top insight from thisepisode is AI is not your strategy,
it's just your tool. Andwithout a clear vision, it's a fast
track to failure. So here'syour business growth action step.
(34:09):
Create a detailed businessstrategy first, then map out how
AI and tech will directlysupport each phase of your growth
plan. Don't implement untilthat's done. If today's conversation
sparked an idea for you or youknow of a fellow business leader
who could benefit, share itwith them and grab the full breakdown
(34:30):
in the show.
Notes.
Let's accelerate together andstart creating business superfans
who champion your brand.
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Boysober
Have you ever wondered what life might be like if you stopped worrying about being wanted, and focused on understanding what you actually want? That was the question Hope Woodard asked herself after a string of situationships inspired her to take a break from sex and dating. She went "boysober," a personal concept that sparked a global movement among women looking to prioritize themselves over men. Now, Hope is looking to expand the ways we explore our relationship to relationships. Taking a bold, unfiltered look into modern love, romance, and self-discovery, Boysober will dive into messy stories about dating, sex, love, friendship, and breaking generational patterns—all with humor, vulnerability, and a fresh perspective.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com