February 13, 2023 • 30 mins
Before any consumer product or service comes to market, there is a history of B2B activity that’s already taken place. Supplyframe CMO Richard Barnett serves the full range of engineers, manufacturers, supply-chain experts and B2B brand leaderswith a continuous loop of online resources, such as Hackaday for engineers, business connections across manufacturing and supply chains and predictive trends that go on to imbue new applications. Rooted in a Stanford education in political science and international policy, Barnett chose globalization over academia. Now, at Supplyframe, he’s focused on fulfilling the individual’s need to connect, learn and grow.
In this episode you’ll learn:
In this episode you’ll learn:
- Sometimes, what you choose not to do is as strategic as what you choose to do.
- It’s important to be transparent with your team about the roles they play in the grand mechanism of the business. When everyone knows where they fit into the machine, they will be empowered to succeed.
- Keep it simple. Richard and his team tell each other “Piggy Doggy Bunny” as a reminder not to overcomplicate things.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
You know, I always think aboutthe strategy is what you choose not to
do almost as important as what youchoose to do. And because we're constantly
forced with so many different potential optionsin areas of focus, being very intentional
about what we're not doing, Ithink is really critical to our success and
where we are. Does marketing livein the heart or in the head?
(00:23):
Should you trust your instinct or yourintegers? If the answers both, should
you lead with one more than theother. A Mechanism we build brands with
soul and science. Soul is theblending of inspired creative that pulls an audience
in, and science is the harddata to drive business results. So join
me Jason Harris, co founder andCEO of Mechanism, on my quest to
(00:43):
answer these questions with the world's leadingmarketers from the brands we've all come to
love. Hayfellow Marketers. This week, we're joined by Richard Barnett, CMO
supply Frame, the leading designed tosource intelligence platform the global electronics value chain.
Richard has degrees in political science andinternational policy, but he found his
(01:06):
home in marketing and growth for enterprisesoftware at companies like Leva Data, GT
Nexus, E two Open Microsoft andI two technologies. In this episode,
we're going to learn that sometimes whatyou choose not to do is just as
strategic as what you choose to do. We're also going to learn that it's
(01:26):
important to be transparent with your teamabout the roles they play in the grand
mechanism of the business, because wheneveryone knows where they fit into the machine,
they will be empowered to succeed.We're also going to learn to keep
it simple. Richard and his teamtell each other Piggy Doggy Bunny, it's
a reminder not to overcomplicate things andkeep it simple. Let's dive right in,
(01:55):
so we like to start with RichardBarnett's origins. How did you get
into this particular industry. I thinktwo things were big influences. One is
my parents really wanted me to sortof, you know, start understanding and
see the world beyond just the UnitedStates. You know, we traveled you
know, fairly extensively when I wasa kid, and I got an appreciation
(02:16):
of kind of the world, agreater world around us, and that sparked
a lot of curiosity around understanding,you know, global affairs, global development,
you know, growing up kind ofin the Cold War and then being
in college university right as that transitionwas happening was super fascinating to me.
And then the other part of itwas I was deeply involved in debate and
(02:37):
cross examination debate in middle school,high school, and in college, and
so debate is an incredibly useful backgroundap for critical thinking skills, for understanding,
you know, multiple views on akey toper issue and to accelerate you
know, your your cycle time oryour speed of processing information, learning new
topics and then critically analyzing them.So I had that kind of foundation that
(02:59):
was really helped to me and myboth in academic and in my later career
at Stanford. It was funny becauseI wasn't sure, you know, I
had many different interests. I endedup kind of anchoring on political science,
but I stuttered month on literature,and you know, I studied a little
bit of Portuguese, a little bitof Japanese, uh, you know,
and wasn't sure where I would kindof end out. But I ended up
focusing on this translation to democrazation andthis kind of rise of globalization that was
(03:23):
all happening at that time. Itwas really relevant. It was very exciting,
and then you know, continued onand co termed it out my master's
International Policy Studies, which was reallyinteresting because it was kind of cross between
you know, graduate School of business, organizational behavior design school so you know,
sociology, political science, and economicsis really interesting or disciplinary program.
(03:44):
And you know, I came outand I really felt like I needed a
break. I needed to do somethingthat was sort of taking a break from
just continuing on an academic environment.So I thought, just for a year,
maybe do something in a different area. So I looked at strategic consultancies
and then there was a software startupcalled Trilogy, and I was just going
to do that for one year.It was an amazing group of people that
were super bright, smart from allover the country, all generally younger,
(04:06):
but you know, MIT, Harvard, Caltech, etc. And you know
what turned into just one year,you know, and going back to Texas
where I grew up and enjoying Austin, you know, you know, kind
of coming scratted school very quickly justbecame an entire career in enterprise software.
But the intersection point that was reallyeven then really interesting to me was it
(04:27):
was about how do we take newtechnology innovations and you know, think about
industries and markets and you know,how do we drive transformation and value.
That was always at the core ofwhat my kind of early experience was in
what normally it's called B to Bor enterprise software. At the time,
it was also the early early daysof the Internet, so being a part
(04:48):
of that you know, way onedot O of B to B marketplaces and
sort of envisioning the future of theart of the possible. I think we're
still realizing that vision that was youknow, we sort of started thinking about
it in a very you know,bold way at that time. We're still
delivering on the potential that was identifiedthen, even though we're you know,
(05:10):
fast forward twenty twenty five years later. At what point were you like,
I'm not going to the London Schoolof Economics and this is what I want
to do. I think it happenedwhen I left Trilogy, you know,
after about two and a half threeyears and went to I two Technologies,
and then that's when I kind ofdoubled down on this is fascinating, I'm
going to stay in the enterprise softwaremarket. And then very quickly after being
(05:31):
at two Technologies, you know,in Dallas, running high tech industry business
unit from a kind of strategy andindustry go to market. I was asked
by Sanji Us to do the CEOand founder to go with a colleague,
Mark Jensen, to go found IToo Japan. So I kind of took
a very interesting, you know,double down entrepreneurial journey. You know,
(05:54):
I two was scaling growing from Ithink, you know, we just closed
sixty nine million in revenue, andby the time I had gone to to
Japan, we had zero revenue maybefive million in all of Asia Pacific.
And we grew that market just inJapan two one hundred million in revenue in
two and fifty employees in three years. We grew the rest of Asia Pacific
by three hundred fifty million in thatsame time firm and then I too grew
(06:15):
up to two billion in revenue,and then you know, with the B
to B bubble boom, and thenscaled back down to a billion and then
four hundred million. And you learna lot more on the way down than
you do on the way out.But the entrepreneural journey of being based in
Japan but supporting Asia Pacific and travelinglike crazy all over the place and being
a guy jan and being a managerof the mixed you know, Japanese local
and you know international team members,massive growth, learning opportunity as a manager,
(06:43):
as a leader, uh you knowin that space and learned, learned
a ton. So it was itwas that was kind of where I think
passion and focus and uh, youknow kind of you know, staying in
a massive high growth mindset really consolidatedmy focus on continuing the journey around enterprise
in solutions. Supply Frame helps electronicsmanufacturers and distributors with product innovations. You
(07:08):
work with supply chain risk and throughsoftware you help them find market solutions.
That's how I kind of understand.That's my elevator pitch of supply Frame.
Yeah, we basically have three linesof business. We have a media network
that you know, we have seventymedia properties that support engineers and sourcing professionals
(07:28):
over eleven million every month. Youknow, I investigate and research you know,
key components, application hardware designs injuringcommunities that support innovation like you know
Hackaday, as well as sourcing professionalsand supply chain professionals that look and use
our solutions to understand risk or understandwhat it's available to buy or lead time
(07:50):
or price risk because we connect tobasically every global distributor in the world as
well, and we influence about twobillion dollars with the e commerce transactions across
that network through referral based ecommerce.But then what we do is we get
all of this digital exhaust from overtwo billion signals being generated every day across
this network, and we distill thatdown into insights. So what are predictive
(08:13):
trends around where lead times, pricing, engineering, popularity around design, where's
it all going across this entire basketbablenetwork, and we inject those insights into
sas software applications that help engineers newproduct introduction, strategic sourcing supply chain teams
make the best decisions they can andtry to improve the tradeoff analysis of quality
(08:37):
availability critical to design capability with risk, cost, lead time, market risk,
you know, related to sources ofsupply help them navigate this incredibly difficult
trade off set of decisions, whichbasically every company, every customer we worked
with that as a significant around electronicshardware in their in their products is absolutely
(08:58):
struggling in every industry, whether it'sconsumer, electronic sterospace and defense to automotive
to industrial equipment. It doesn't matter. They're all dealing with the same challenges
right now, how do you helpwith the new product piece? Is that
sort of from the same data setor is that a different type of software
same data sets? So you kindof think about in between engineering, supply
(09:22):
chain and sourcing teams, there's thisdigital divine where the silos, right,
they're heavily silent. Their ability tocollaborate, you know, with the same
information, with the single source oftruth is really low, and they've been
focused to look at very different goals, right and sort of optimize for those
goals. So enginering teams generally havebeen held accountable to you meet your new
(09:45):
product launches with on design, onquality goals, but they've not really been
asked to also look at supply marketconditions, best costs, you know,
lead time issues. That's in thesupply chain sourcing domain. In this world
that we're in, there's no roomfor separation anymore. We have to collapse
the silos. We have to reinventa new way of digitally connecting and making
(10:07):
shared decision making. And that's whatwe're trying to help is really on the
cutting edge, helping companies really buildthat digital thread that's constantly on, always
updated, connected and giving everyone thesame single source of truth. But it's
combining data and insights that generally havenot been combined before in the same way.
Because there's all this parametric data,new product component and information, you
(10:31):
know, power, amperage, materialand you know, all these things that
are critical design. Combine it withOkay, what's the inventory the lead sign,
what's the popularity of that design acrosssimilar engineering audiences globally or in certain
industries, so that you can kindof either go to more standard parts or
you can design in alternate parts andsuppliers at the point of design. Even
(10:54):
though it's more costly, you needto do that to have more options if
there's problems down the road. Andyou know, those trade off decisions generally
have been very low. It's usuallybeen linear and sequential, where engineering completes
process, throws it over the walland says, go buy my parts,
go ramp to a volume. Waita minute, we launched a bunch of
products to market. Now we can'tmanufacture them. Engineering, you have to
(11:16):
redesign them and to make sure thatwe can actually meet customer demand as best
as possible, and that's cannibalizing thesereally smart engineering teams. Sixty percent of
their capacities redesigning existing products. They'renot working on the new stuff that generates
the new innovation cycle that's part ofnew revenue streams. That's been incredibly impactful.
(11:37):
But it's really a new category.We call it designed to source intelligence
and the designed to source process.You know, you've heard of procure to
pay, order to cash. Theseare process terms that used an airpriced software
for a long time, with ARPor other software categories that are very mature.
We have to create a category todrive education awareness around what the art
(11:58):
of the possible is and really drivethis change with senior executives in these accounts
that could really you know, pushfor their roadmap for maturity, their roadmap
for change, and and really,uh, you know, educate the market
initially because a lot of companies thatwe work with that are really stuck in
the silu mentality and not sure whatthe new way looks like. And so
(12:18):
it's a very exciting create a marketopportunity that we create a demand. We're
not intercepting demand, which is avery different go to market motion do you
market for your different businesses? Youknow, if you have three lines of
business, do you have different storylinesfor each business? How do you think
about marketing it in that way?But you know, when I join in
twenty twenty, there was no oneactually in marketing at Supply Frame, which
(12:41):
was fascinating. You know, therewas there was some there was some past
marketing leadership didn't quite work out.For about two to three years, the
company was operating without a form ofglobal marketing team. So the company you
know, pivoted very early away fromSaaS. The original concept was to support
you know, intelligent quotation management forlike lists of parts or building material form
(13:01):
for from customers, to help distributorsgo from a manual process to more of
an intelligent online experience in two thousandand three, but the market was not
ready and it was the company hadto pivot, you know, which often
happens early on. And what theypivoted into was this massive wave of digitization
of the entire you know, sortof moving to digital catalogs and you know
(13:24):
engineering sort of print media that wastargeting engineers to go to digital online media
and the vertical search properties, youknow, the kind of the early you
know search that was focused on justengineering content. That's what the company did
and did that very successfully and grewand became one of the leading providers for
media e commerce solutions and then pivotedback into SAS about six years before I
(13:48):
joined, and it had acquired twoor three different companies, and it was
growing outside of the business as well, but in the branded zone of those
companies, so it was a houseof brands, and so my first challenge
was how do I create a brandedhouse? So how do I take all
the elements which make this really interestingbut complex business model integrated and shared in
terms of the overall vision, mission, focus and purpose of the company,
(14:13):
and then figured out how do wecommunicate that? And we really create a
design to source Intelligence as a newcategory to link everything that we're doing.
And we described and combined everything thatwe're doing as the DSLI network, the
platform, and the solutions and tiedall that together. Because it all works
in an integrated way. It's reallyan example of a three sided marketplace business
model. A lot of aspects thatwe do. Simplifying that and trying to
(14:37):
define that market and share that promisewas the first, you know goal you
know, part of that then wasthinking, Okay, how do we tailor
that solution messaging to the target personasthat we're engaging with because a big part
of our community of engagement is aroundengineers and marketing to engineers. Drive engagement
engineers as a persona is really challengchallenging. There's a high degree of reciprocity
(15:03):
required for engagement. You need tobe offering value out, you need to
be offering new knowledge, new insightsin order to drive you know, and
receive you know, engagement, right. But they really love innovation and they
love pure recognition. So a numberof things that we do as part of
our community, you know, wehave a hackathon event, supercon event.
You know, we have a hackaday community that's branded and very containing independent
(15:24):
around new innovation ideas and feedback aroundyou know, the ecosystem. All of
these things are meant to create youknow, different moments of presence, different
ways of engaging across a global engineeringaudience. But you also then we have
to think about our executive personas,you know, particularly from a sas solution,
how do we drive though leadership andeducation and you know, create a
(15:45):
case for change and conversation space aroundwhat's new and what's evolving. You know,
how do we drive engagement with specificroles and commodity management or supply chain
or procurement even it or in financeto get their engagement around the solutions and
their involvement in them and then convertinto active evaluations of our software and solutions.
(16:06):
And that to me is fascinating andto do that at scale, So
it's really it's very empathetic. It'sconstantly curious. You're constantly trying to profound
understand in the segment you know,these personas and the market you know,
approaches by geography, by industry,while at the same time you're incredibly data
driven, right you're constantly doing aB test here, constantly seen how do
(16:27):
we constantly optimize that engagement And soit's to me, it's it's very highly
integrated UM, you know, asa go to a market strategy and process
UM. And it's it's challenging butreally rewarding as well. Overall, how
have you seen the role of marketingchange and evolve? Well, in the
in the kind of enterprise domain,I would say that what's changed is you
(16:49):
have you know, very smart customersthat are have more and more key stakeholders
involved in making it, participating inthe decision to invest in particularly news solutions,
but could be any kind of newservice or software solution. You have
a higher bar for creating a novelof a case for change versus protecting the
(17:11):
status quo, particularly in this environmentright now where everyone's exhausted, you know
what I mean, there's this digitaloverload. You know, no one wants
to work on a new project,you know, even though there's a ton
of work to be done, youknow, to learn from everything we've just
gone through. There's you know,they're very high bar for making the case
for change, for overcoming the statusquo. But some of the things that
are very very common that I believewe're going back to is scale out SaaS,
(17:34):
like what I call horizontal SaaS.You know, think of all the
way of take any category that isthe cheaper, better, easier user experience,
very user driven acquisition models. Youknow, sign up with a credit
card skill and you know kind ofgrow through usage. You know, within
the application. There's a great modelin a great space for that. But
I would say that the overall enterpriseenterprise software market overhinged on that go to
(17:56):
market and experience. And now whatwe're doing is we're going back to in
some areas more than this value basedapproach where you really want to understand the
enterprise value and drive an executive visionfor change and then drive adoption at the
user level. Because we found inour in our space is if you just
follow the user you know, useronly acquisition model, you don't get very
(18:18):
far because the problems are so enterprisewide that you just get into these little
silos of usage and you don't unlockthe broader value for change. And you
can do that with that user scaleout model. So there's some of the
things that I think on the southside we paid attention to. I would
say, what's also just exciting anddifferent is thinking about ecosystem orchestration. You
(18:38):
know, part of what we dofor our customers, our clients really on
the kind of semiconductor and component anddistributor side is we're helping them scale their
reach, their understanding of intent aroundnew design cycles, new new new opportunities,
market opportunities across a massive network thatthey'll never see or reach in the
(19:00):
dot com presence only, and that'ssyndicated sensing and responding in a more dynamic,
digitally connected way and sharing content anddriving engagement across third party sites like
ours and others. Is really thisnew way of thinking about, you know,
how do you engage and particularly withengineers, how do you sense demand
(19:21):
and intent and information and patterns ofadoption. It's very you know, it's
very unique what we're doing, butit's similar to what other you know,
innovators have done in consumer goods.But it's just a very unique zone because
the indicators are not you know,preference on you know, buying on you
know promotions or you know seasonality orweather conditions and triangulating on the endoval promotion
(19:42):
for you know, July fourth orsomething, you know what I mean,
for beer and chips. But there'sa similar kind of set of interesting indicators
around where changes in preference and applicationdesign and you know new you know thinking
around new applications and all these differentindustries what's happening and where companies can pivot
and invest in the greatest market opportunitiesand really drive you know, engagement from
(20:04):
those engineers. We're still early inthat process of doing that, but we're
right in the middle of driving thatthat scale out and it's very exciting.
Wow, it's fascinating. I feellike my head might fall off my shoulders.
I'm learning a lot. How doyou think about yourself as a as
a manager? Well, I think, you know, part of our culture
(20:26):
and definitely my management style is toreally drive empowerment um you know, at
the right and adapt that to theright level of where every team member is
in terms of their potential, youknow, and where they want to go
and what they're in and how dowe create space for growth and taking on
new challenges. They're all aligned tothe overall goals and you know strategy,
(20:51):
you know, over go to market. So a lot of what I'm doing
is both setting the stage analytically buildingout a model that really connects everything we're
doing from corporate goals to you knowkind of our you know, the integrated
funnel view, right, everything thathappens from a sales perspective all the way
through top of funnel from a marketingperspective, and really make sure everyone understands
everything they're doing connects into that broadermission and really measure what matters at that
(21:15):
top level. I mean, that'sone of the best things that I feel
like I can orchestrate and do toset the stage, because then you can
empower people and say this is whatgreat looks like for us. How do
you connect into that? Right?And then I think that's that that bridging
is really really important. I've spenta lot of time learning how to do
that in different ways in my career, and so I really focus on that,
you know, as supply frame forour team, because I love our
(21:37):
team. It's very analytical and alot of the marketing jobs that you manage,
it's very measurable. Do you kindof have to remind yourself art It
can be rational, it can makesense, but we also have to like
emotionally connect totally now. And Ithink that's something we're very aware of.
Even when we talked about a littlebit of this creating a new market strategy,
(22:00):
brand identity and market promise around designedto source intelligence, and as you
would imagine, that message at firstwill come across sort of a little bit
technical, a little bit sort oftheoretical, a little bit systems and kind
of thinking right, because we're talkingabout digital signals and insights and all these
things. Right, So it's aboutall about balancing sort of what systems thinking
(22:22):
very quantitative outcome promises like we're goingto save you money, We're going to
help you accelerate your new product andreduction cycles, etc. With human centric
storytelling, hero storytelling. You know, let's talk about an amazing innovation cycle
that's occurred. Let's talk about youknow, we did this partnership with Jpljet
Propulsion last part now to help themderisk the new ventilator open source designed that
(22:48):
those those engineers just you know,wanted to go create in service to the
market, you know, and wemassively help them to make sure that what
they designed would not be dead ona rival because there was only on O
two regulators that they were going touse in that design. You know,
they wanted to share with the globalmarket, and we helped them derest the
entire bill of material and identify theseindustrial OTWO regulators that were available. And
(23:12):
then when they launched that public sourceventilator design to eleven different organizations that picked
up on it and sorted manufacturing.They never relate with one product shipment manufacturing
cycle design. I mean, everythingcame out, you know, in weeks,
and none of that would have happenedif we hadn't partnered with them,
and that's all about an incredible storyof courage, innovation, commitment of JPL
(23:34):
scientists, and massive in service tothe community what was happening at that moment
in time. Those stories are amazingright to tell, and they're all over
the place. So it's balancing veryhuman centric storytelling about you know, personal
impact, about drive mission innovation withthis very heavy you know, engineering and
analytically driven sort of impact that we'redoing it very much at scale, and
(23:57):
it's trying to find that balance allthe time. What we're doing, whether
it's business to consumer, business tobusiness, it's still business to human yea,
even if you're selling something complex likesupply frame is, you're still marketing
to humans at the end of theday. All right, So some soulful
questions for you, Who are someof your role models? That's an interesting
(24:18):
question, Um, I think,you know, from within the business sort
of my experience. You know,early on Sandy used to do as a
founder of I two Technology as anearly role model his leadership style, the
way you engage with customers, theway he was an evangelist for you know,
building out a new market, butdid it very much focused on how
(24:40):
do you deliver value to customers?And really customer back was hugely influential for
me early in my career, Iwould say from a overall thought leader management
sort of style, etc. Imean, I'm sort of a fun of
the you know the classics, youknow, its Strucker and others. That
still resonate with me in terms ofdo you be an effective manager? You
know, how do you align strategyexecution. I'm constantly thinking about that,
(25:06):
those two worlds intersecting and how doyou do that very effectively? You know,
and you know, Jeffrey Moore alsois someone who I just you know,
recently kind of came back into focuswhen I joined supply Frame because you
know, not just crossing the accountsand but the sort of vertical bowling pin
strategy around how you kind of thinkabout going into a specific industry or vertical
(25:26):
and really focus on building that lighthouseyou know, customer experience and validation and
the market that then creates, youknow, a domino effect as you go
back, you know, through throughthat market when you're in an innovation cycle
like we're in that, that's youknow, really thought through that in my
past life. But let's come backinto focus again, particularly working with Siemens
(25:47):
now around what we do in automotiveand industrial medical devices, et cetera.
Is like, how do we bevery very targeted and rifle shot you know?
Focus? You know there, Ithink is is really top of mind
for me these days. So there'ssome of the influences. That's great.
Do you have a quote or mantra? Yeah, I mean there's a there's
a few. Just recently we hadkind of a summit event in Pasadena and
(26:11):
three things came up that I thinkwill be funny. Like one is,
you know I always think about strategy, is is what you choose not to
do almost as important as what youchoose to do. And because we're constantly
forced with so many different potential optionsin areas of focus, being very intentional
about what we're not doing, Ithink is really critical to our success and
where we are. Another part ofit kind of comes out of positive psychology
(26:33):
as an event, right, whichis visualizing success. It's really helping to
you know, get every team membermotivated, but give them the space,
the time to work backwards from saytwelve months from now, and to understand
and visualize what they have done thatthey've contributed that they feel super excited about
as part of our all journey andtory, you know, create space and
(26:55):
then walk backwards from those goals andto think about what are those significant contributions,
What did they do, how didthey collaborate with ten members to have
a very positive outcome? Because Ibelieve that the mind is a servo mechanism.
The more that we have clarity ofintention and what we're visualizing around success,
our mind will work in ways toconspire to achieve that outcome in ways
we're not even consciously aware of allthe time. And I think that's incredibly
(27:19):
powerful way to align teams and empowerment. And the third is a really funny
anecdote which you know, we hada planning team somewhere a Seman's counterparts in
the middle of this meeting, thesales leader on the Seman side that came
from Belgium but it'd been in Californiafor twenty years, just in the middle
of the meeting says, you know, it's all piggy doggy bunny, and
(27:44):
we're like piggy doggy Bunny. Butpiggy dog Bunny, well, you know,
piggy doggy Bunny and I'm just lookingaround the room like I've never heard
this before anyone else, Like looking, Philip, just real quick, what
do you mean by piggy doggy bunnies? Like, what's like, keep it
simple, piggy doggy bunny. AndI was like, okay, guys,
has anyone heard this expression you usebefore around keep it simple? Like no
one's like, I don't know,writer on the whiteboard. So it comes
(28:07):
up and it becomes this viral codefor us during this last summit event that
we had in Pasadena, where Imean it's gonna be T shirts it's hashtag
piggy doggy boy because oh my god, I love that and it's super memorable.
And it's now evolved to not justkeep it simple, but it's like
stay focused and you know, engageand you know, have clarity of mindset
(28:30):
and it's all piggy doggy bunny thesedays. All right, last question,
how would you describe your business stylein a word or two? I would
say it's orchestrator and you know,critical thinking basically. Okay, I like
that. My style leadership is tochallenge, have a lot of critical reasoning,
(28:52):
to empower people to engage, getto rue clause, get to think
about trade offs, etc. Butit's not about me. It's about that,
you know, to empower everyone toalign. But you know, be
creative, be empowered, be excited, you know, take a journey like
trying things out. But I kindof always come back to a discipline of
critical thinking, and I think thatthat's what kind of keeps us going in
(29:14):
the right direction and having fun whilewe do it. Well. Thanks for
being on the show, Richard.I learned a ton. I know our
listeners will learn a ton about youand about supply frame and about this growing
category that you guys are leading.So thanks so much for being on and
we really appreciate it. Thank youso much. Jason's been a pleasure.
I've really enjoyed the conversation. Thanksso much for listening to Soul and Science
(29:41):
and we'll see you next week.Soul and Science is a mechanism podcast produced
by Maggie Bowls, Ryan Tillotson,Tyler Nielsen, Emma Swanson, and Lily
Jablonsky. The show is edited byDaniel Ferreira, with theme music by Kyle
Merritt and I'm your host Jason HarryUs
You know, I always think aboutthe strategy is what you choose not to
do almost as important as what youchoose to do. And because we're constantly
forced with so many different potential optionsin areas of focus, being very intentional
about what we're not doing, Ithink is really critical to our success and
where we are. Does marketing livein the heart or in the head?
(00:23):
Should you trust your instinct or yourintegers? If the answers both, should
you lead with one more than theother. A Mechanism we build brands with
soul and science. Soul is theblending of inspired creative that pulls an audience
in, and science is the harddata to drive business results. So join
me Jason Harris, co founder andCEO of Mechanism, on my quest to
(00:43):
answer these questions with the world's leadingmarketers from the brands we've all come to
love. Hayfellow Marketers. This week, we're joined by Richard Barnett, CMO
supply Frame, the leading designed tosource intelligence platform the global electronics value chain.
Richard has degrees in political science andinternational policy, but he found his
(01:06):
home in marketing and growth for enterprisesoftware at companies like Leva Data, GT
Nexus, E two Open Microsoft andI two technologies. In this episode,
we're going to learn that sometimes whatyou choose not to do is just as
strategic as what you choose to do. We're also going to learn that it's
(01:26):
important to be transparent with your teamabout the roles they play in the grand
mechanism of the business, because wheneveryone knows where they fit into the machine,
they will be empowered to succeed.We're also going to learn to keep
it simple. Richard and his teamtell each other Piggy Doggy Bunny, it's
a reminder not to overcomplicate things andkeep it simple. Let's dive right in,
(01:55):
so we like to start with RichardBarnett's origins. How did you get
into this particular industry. I thinktwo things were big influences. One is
my parents really wanted me to sortof, you know, start understanding and
see the world beyond just the UnitedStates. You know, we traveled you
know, fairly extensively when I wasa kid, and I got an appreciation
(02:16):
of kind of the world, agreater world around us, and that sparked
a lot of curiosity around understanding,you know, global affairs, global development,
you know, growing up kind ofin the Cold War and then being
in college university right as that transitionwas happening was super fascinating to me.
And then the other part of itwas I was deeply involved in debate and
(02:37):
cross examination debate in middle school,high school, and in college, and
so debate is an incredibly useful backgroundap for critical thinking skills, for understanding,
you know, multiple views on akey toper issue and to accelerate you
know, your your cycle time oryour speed of processing information, learning new
topics and then critically analyzing them.So I had that kind of foundation that
(02:59):
was really helped to me and myboth in academic and in my later career
at Stanford. It was funny becauseI wasn't sure, you know, I
had many different interests. I endedup kind of anchoring on political science,
but I stuttered month on literature,and you know, I studied a little
bit of Portuguese, a little bitof Japanese, uh, you know,
and wasn't sure where I would kindof end out. But I ended up
focusing on this translation to democrazation andthis kind of rise of globalization that was
(03:23):
all happening at that time. Itwas really relevant. It was very exciting,
and then you know, continued onand co termed it out my master's
International Policy Studies, which was reallyinteresting because it was kind of cross between
you know, graduate School of business, organizational behavior design school so you know,
sociology, political science, and economicsis really interesting or disciplinary program.
(03:44):
And you know, I came outand I really felt like I needed a
break. I needed to do somethingthat was sort of taking a break from
just continuing on an academic environment.So I thought, just for a year,
maybe do something in a different area. So I looked at strategic consultancies
and then there was a software startupcalled Trilogy, and I was just going
to do that for one year.It was an amazing group of people that
were super bright, smart from allover the country, all generally younger,
(04:06):
but you know, MIT, Harvard, Caltech, etc. And you know
what turned into just one year,you know, and going back to Texas
where I grew up and enjoying Austin, you know, you know, kind
of coming scratted school very quickly justbecame an entire career in enterprise software.
But the intersection point that was reallyeven then really interesting to me was it
(04:27):
was about how do we take newtechnology innovations and you know, think about
industries and markets and you know,how do we drive transformation and value.
That was always at the core ofwhat my kind of early experience was in
what normally it's called B to Bor enterprise software. At the time,
it was also the early early daysof the Internet, so being a part
(04:48):
of that you know, way onedot O of B to B marketplaces and
sort of envisioning the future of theart of the possible. I think we're
still realizing that vision that was youknow, we sort of started thinking about
it in a very you know,bold way at that time. We're still
delivering on the potential that was identifiedthen, even though we're you know,
(05:10):
fast forward twenty twenty five years later. At what point were you like,
I'm not going to the London Schoolof Economics and this is what I want
to do. I think it happenedwhen I left Trilogy, you know,
after about two and a half threeyears and went to I two Technologies,
and then that's when I kind ofdoubled down on this is fascinating, I'm
going to stay in the enterprise softwaremarket. And then very quickly after being
(05:31):
at two Technologies, you know,in Dallas, running high tech industry business
unit from a kind of strategy andindustry go to market. I was asked
by Sanji Us to do the CEOand founder to go with a colleague,
Mark Jensen, to go found IToo Japan. So I kind of took
a very interesting, you know,double down entrepreneurial journey. You know,
(05:54):
I two was scaling growing from Ithink, you know, we just closed
sixty nine million in revenue, andby the time I had gone to to
Japan, we had zero revenue maybefive million in all of Asia Pacific.
And we grew that market just inJapan two one hundred million in revenue in
two and fifty employees in three years. We grew the rest of Asia Pacific
by three hundred fifty million in thatsame time firm and then I too grew
(06:15):
up to two billion in revenue,and then you know, with the B
to B bubble boom, and thenscaled back down to a billion and then
four hundred million. And you learna lot more on the way down than
you do on the way out.But the entrepreneural journey of being based in
Japan but supporting Asia Pacific and travelinglike crazy all over the place and being
a guy jan and being a managerof the mixed you know, Japanese local
and you know international team members,massive growth, learning opportunity as a manager,
(06:43):
as a leader, uh you knowin that space and learned, learned
a ton. So it was itwas that was kind of where I think
passion and focus and uh, youknow kind of you know, staying in
a massive high growth mindset really consolidatedmy focus on continuing the journey around enterprise
in solutions. Supply Frame helps electronicsmanufacturers and distributors with product innovations. You
(07:08):
work with supply chain risk and throughsoftware you help them find market solutions.
That's how I kind of understand.That's my elevator pitch of supply Frame.
Yeah, we basically have three linesof business. We have a media network
that you know, we have seventymedia properties that support engineers and sourcing professionals
(07:28):
over eleven million every month. Youknow, I investigate and research you know,
key components, application hardware designs injuringcommunities that support innovation like you know
Hackaday, as well as sourcing professionalsand supply chain professionals that look and use
our solutions to understand risk or understandwhat it's available to buy or lead time
(07:50):
or price risk because we connect tobasically every global distributor in the world as
well, and we influence about twobillion dollars with the e commerce transactions across
that network through referral based ecommerce.But then what we do is we get
all of this digital exhaust from overtwo billion signals being generated every day across
this network, and we distill thatdown into insights. So what are predictive
(08:13):
trends around where lead times, pricing, engineering, popularity around design, where's
it all going across this entire basketbablenetwork, and we inject those insights into
sas software applications that help engineers newproduct introduction, strategic sourcing supply chain teams
make the best decisions they can andtry to improve the tradeoff analysis of quality
(08:37):
availability critical to design capability with risk, cost, lead time, market risk,
you know, related to sources ofsupply help them navigate this incredibly difficult
trade off set of decisions, whichbasically every company, every customer we worked
with that as a significant around electronicshardware in their in their products is absolutely
(08:58):
struggling in every industry, whether it'sconsumer, electronic sterospace and defense to automotive
to industrial equipment. It doesn't matter. They're all dealing with the same challenges
right now, how do you helpwith the new product piece? Is that
sort of from the same data setor is that a different type of software
same data sets? So you kindof think about in between engineering, supply
(09:22):
chain and sourcing teams, there's thisdigital divine where the silos, right,
they're heavily silent. Their ability tocollaborate, you know, with the same
information, with the single source oftruth is really low, and they've been
focused to look at very different goals, right and sort of optimize for those
goals. So enginering teams generally havebeen held accountable to you meet your new
(09:45):
product launches with on design, onquality goals, but they've not really been
asked to also look at supply marketconditions, best costs, you know,
lead time issues. That's in thesupply chain sourcing domain. In this world
that we're in, there's no roomfor separation anymore. We have to collapse
the silos. We have to reinventa new way of digitally connecting and making
(10:07):
shared decision making. And that's whatwe're trying to help is really on the
cutting edge, helping companies really buildthat digital thread that's constantly on, always
updated, connected and giving everyone thesame single source of truth. But it's
combining data and insights that generally havenot been combined before in the same way.
Because there's all this parametric data,new product component and information, you
(10:31):
know, power, amperage, materialand you know, all these things that
are critical design. Combine it withOkay, what's the inventory the lead sign,
what's the popularity of that design acrosssimilar engineering audiences globally or in certain
industries, so that you can kindof either go to more standard parts or
you can design in alternate parts andsuppliers at the point of design. Even
(10:54):
though it's more costly, you needto do that to have more options if
there's problems down the road. Andyou know, those trade off decisions generally
have been very low. It's usuallybeen linear and sequential, where engineering completes
process, throws it over the walland says, go buy my parts,
go ramp to a volume. Waita minute, we launched a bunch of
products to market. Now we can'tmanufacture them. Engineering, you have to
(11:16):
redesign them and to make sure thatwe can actually meet customer demand as best
as possible, and that's cannibalizing thesereally smart engineering teams. Sixty percent of
their capacities redesigning existing products. They'renot working on the new stuff that generates
the new innovation cycle that's part ofnew revenue streams. That's been incredibly impactful.
(11:37):
But it's really a new category.We call it designed to source intelligence
and the designed to source process.You know, you've heard of procure to
pay, order to cash. Theseare process terms that used an airpriced software
for a long time, with ARPor other software categories that are very mature.
We have to create a category todrive education awareness around what the art
(11:58):
of the possible is and really drivethis change with senior executives in these accounts
that could really you know, pushfor their roadmap for maturity, their roadmap
for change, and and really,uh, you know, educate the market
initially because a lot of companies thatwe work with that are really stuck in
the silu mentality and not sure whatthe new way looks like. And so
(12:18):
it's a very exciting create a marketopportunity that we create a demand. We're
not intercepting demand, which is avery different go to market motion do you
market for your different businesses? Youknow, if you have three lines of
business, do you have different storylinesfor each business? How do you think
about marketing it in that way?But you know, when I join in
twenty twenty, there was no oneactually in marketing at Supply Frame, which
(12:41):
was fascinating. You know, therewas there was some there was some past
marketing leadership didn't quite work out.For about two to three years, the
company was operating without a form ofglobal marketing team. So the company you
know, pivoted very early away fromSaaS. The original concept was to support
you know, intelligent quotation management forlike lists of parts or building material form
(13:01):
for from customers, to help distributorsgo from a manual process to more of
an intelligent online experience in two thousandand three, but the market was not
ready and it was the company hadto pivot, you know, which often
happens early on. And what theypivoted into was this massive wave of digitization
of the entire you know, sortof moving to digital catalogs and you know
(13:24):
engineering sort of print media that wastargeting engineers to go to digital online media
and the vertical search properties, youknow, the kind of the early you
know search that was focused on justengineering content. That's what the company did
and did that very successfully and grewand became one of the leading providers for
media e commerce solutions and then pivotedback into SAS about six years before I
(13:48):
joined, and it had acquired twoor three different companies, and it was
growing outside of the business as well, but in the branded zone of those
companies, so it was a houseof brands, and so my first challenge
was how do I create a brandedhouse? So how do I take all
the elements which make this really interestingbut complex business model integrated and shared in
terms of the overall vision, mission, focus and purpose of the company,
(14:13):
and then figured out how do wecommunicate that? And we really create a
design to source Intelligence as a newcategory to link everything that we're doing.
And we described and combined everything thatwe're doing as the DSLI network, the
platform, and the solutions and tiedall that together. Because it all works
in an integrated way. It's reallyan example of a three sided marketplace business
model. A lot of aspects thatwe do. Simplifying that and trying to
(14:37):
define that market and share that promisewas the first, you know goal you
know, part of that then wasthinking, Okay, how do we tailor
that solution messaging to the target personasthat we're engaging with because a big part
of our community of engagement is aroundengineers and marketing to engineers. Drive engagement
engineers as a persona is really challengchallenging. There's a high degree of reciprocity
(15:03):
required for engagement. You need tobe offering value out, you need to
be offering new knowledge, new insightsin order to drive you know, and
receive you know, engagement, right. But they really love innovation and they
love pure recognition. So a numberof things that we do as part of
our community, you know, wehave a hackathon event, supercon event.
You know, we have a hackaday community that's branded and very containing independent
(15:24):
around new innovation ideas and feedback aroundyou know, the ecosystem. All of
these things are meant to create youknow, different moments of presence, different
ways of engaging across a global engineeringaudience. But you also then we have
to think about our executive personas,you know, particularly from a sas solution,
how do we drive though leadership andeducation and you know, create a
(15:45):
case for change and conversation space aroundwhat's new and what's evolving. You know,
how do we drive engagement with specificroles and commodity management or supply chain
or procurement even it or in financeto get their engagement around the solutions and
their involvement in them and then convertinto active evaluations of our software and solutions.
(16:06):
And that to me is fascinating andto do that at scale, So
it's really it's very empathetic. It'sconstantly curious. You're constantly trying to profound
understand in the segment you know,these personas and the market you know,
approaches by geography, by industry,while at the same time you're incredibly data
driven, right you're constantly doing aB test here, constantly seen how do
(16:27):
we constantly optimize that engagement And soit's to me, it's it's very highly
integrated UM, you know, asa go to a market strategy and process
UM. And it's it's challenging butreally rewarding as well. Overall, how
have you seen the role of marketingchange and evolve? Well, in the
in the kind of enterprise domain,I would say that what's changed is you
(16:49):
have you know, very smart customersthat are have more and more key stakeholders
involved in making it, participating inthe decision to invest in particularly news solutions,
but could be any kind of newservice or software solution. You have
a higher bar for creating a novelof a case for change versus protecting the
(17:11):
status quo, particularly in this environmentright now where everyone's exhausted, you know
what I mean, there's this digitaloverload. You know, no one wants
to work on a new project,you know, even though there's a ton
of work to be done, youknow, to learn from everything we've just
gone through. There's you know,they're very high bar for making the case
for change, for overcoming the statusquo. But some of the things that
are very very common that I believewe're going back to is scale out SaaS,
(17:34):
like what I call horizontal SaaS.You know, think of all the
way of take any category that isthe cheaper, better, easier user experience,
very user driven acquisition models. Youknow, sign up with a credit
card skill and you know kind ofgrow through usage. You know, within
the application. There's a great modelin a great space for that. But
I would say that the overall enterpriseenterprise software market overhinged on that go to
(17:56):
market and experience. And now whatwe're doing is we're going back to in
some areas more than this value basedapproach where you really want to understand the
enterprise value and drive an executive visionfor change and then drive adoption at the
user level. Because we found inour in our space is if you just
follow the user you know, useronly acquisition model, you don't get very
(18:18):
far because the problems are so enterprisewide that you just get into these little
silos of usage and you don't unlockthe broader value for change. And you
can do that with that user scaleout model. So there's some of the
things that I think on the southside we paid attention to. I would
say, what's also just exciting anddifferent is thinking about ecosystem orchestration. You
(18:38):
know, part of what we dofor our customers, our clients really on
the kind of semiconductor and component anddistributor side is we're helping them scale their
reach, their understanding of intent aroundnew design cycles, new new new opportunities,
market opportunities across a massive network thatthey'll never see or reach in the
(19:00):
dot com presence only, and that'ssyndicated sensing and responding in a more dynamic,
digitally connected way and sharing content anddriving engagement across third party sites like
ours and others. Is really thisnew way of thinking about, you know,
how do you engage and particularly withengineers, how do you sense demand
(19:21):
and intent and information and patterns ofadoption. It's very you know, it's
very unique what we're doing, butit's similar to what other you know,
innovators have done in consumer goods.But it's just a very unique zone because
the indicators are not you know,preference on you know, buying on you
know promotions or you know seasonality orweather conditions and triangulating on the endoval promotion
(19:42):
for you know, July fourth orsomething, you know what I mean,
for beer and chips. But there'sa similar kind of set of interesting indicators
around where changes in preference and applicationdesign and you know new you know thinking
around new applications and all these differentindustries what's happening and where companies can pivot
and invest in the greatest market opportunitiesand really drive you know, engagement from
(20:04):
those engineers. We're still early inthat process of doing that, but we're
right in the middle of driving thatthat scale out and it's very exciting.
Wow, it's fascinating. I feellike my head might fall off my shoulders.
I'm learning a lot. How doyou think about yourself as a as
a manager? Well, I think, you know, part of our culture
(20:26):
and definitely my management style is toreally drive empowerment um you know, at
the right and adapt that to theright level of where every team member is
in terms of their potential, youknow, and where they want to go
and what they're in and how dowe create space for growth and taking on
new challenges. They're all aligned tothe overall goals and you know strategy,
(20:51):
you know, over go to market. So a lot of what I'm doing
is both setting the stage analytically buildingout a model that really connects everything we're
doing from corporate goals to you knowkind of our you know, the integrated
funnel view, right, everything thathappens from a sales perspective all the way
through top of funnel from a marketingperspective, and really make sure everyone understands
everything they're doing connects into that broadermission and really measure what matters at that
(21:15):
top level. I mean, that'sone of the best things that I feel
like I can orchestrate and do toset the stage, because then you can
empower people and say this is whatgreat looks like for us. How do
you connect into that? Right?And then I think that's that that bridging
is really really important. I've spenta lot of time learning how to do
that in different ways in my career, and so I really focus on that,
you know, as supply frame forour team, because I love our
(21:37):
team. It's very analytical and alot of the marketing jobs that you manage,
it's very measurable. Do you kindof have to remind yourself art It
can be rational, it can makesense, but we also have to like
emotionally connect totally now. And Ithink that's something we're very aware of.
Even when we talked about a littlebit of this creating a new market strategy,
(22:00):
brand identity and market promise around designedto source intelligence, and as you
would imagine, that message at firstwill come across sort of a little bit
technical, a little bit sort oftheoretical, a little bit systems and kind
of thinking right, because we're talkingabout digital signals and insights and all these
things. Right, So it's aboutall about balancing sort of what systems thinking
(22:22):
very quantitative outcome promises like we're goingto save you money, We're going to
help you accelerate your new product andreduction cycles, etc. With human centric
storytelling, hero storytelling. You know, let's talk about an amazing innovation cycle
that's occurred. Let's talk about youknow, we did this partnership with Jpljet
Propulsion last part now to help themderisk the new ventilator open source designed that
(22:48):
those those engineers just you know,wanted to go create in service to the
market, you know, and wemassively help them to make sure that what
they designed would not be dead ona rival because there was only on O
two regulators that they were going touse in that design. You know,
they wanted to share with the globalmarket, and we helped them derest the
entire bill of material and identify theseindustrial OTWO regulators that were available. And
(23:12):
then when they launched that public sourceventilator design to eleven different organizations that picked
up on it and sorted manufacturing.They never relate with one product shipment manufacturing
cycle design. I mean, everythingcame out, you know, in weeks,
and none of that would have happenedif we hadn't partnered with them,
and that's all about an incredible storyof courage, innovation, commitment of JPL
(23:34):
scientists, and massive in service tothe community what was happening at that moment
in time. Those stories are amazingright to tell, and they're all over
the place. So it's balancing veryhuman centric storytelling about you know, personal
impact, about drive mission innovation withthis very heavy you know, engineering and
analytically driven sort of impact that we'redoing it very much at scale, and
(23:57):
it's trying to find that balance allthe time. What we're doing, whether
it's business to consumer, business tobusiness, it's still business to human yea,
even if you're selling something complex likesupply frame is, you're still marketing
to humans at the end of theday. All right, So some soulful
questions for you, Who are someof your role models? That's an interesting
(24:18):
question, Um, I think,you know, from within the business sort
of my experience. You know,early on Sandy used to do as a
founder of I two Technology as anearly role model his leadership style, the
way you engage with customers, theway he was an evangelist for you know,
building out a new market, butdid it very much focused on how
(24:40):
do you deliver value to customers?And really customer back was hugely influential for
me early in my career, Iwould say from a overall thought leader management
sort of style, etc. Imean, I'm sort of a fun of
the you know the classics, youknow, its Strucker and others. That
still resonate with me in terms ofdo you be an effective manager? You
know, how do you align strategyexecution. I'm constantly thinking about that,
(25:06):
those two worlds intersecting and how doyou do that very effectively? You know,
and you know, Jeffrey Moore alsois someone who I just you know,
recently kind of came back into focuswhen I joined supply Frame because you
know, not just crossing the accountsand but the sort of vertical bowling pin
strategy around how you kind of thinkabout going into a specific industry or vertical
(25:26):
and really focus on building that lighthouseyou know, customer experience and validation and
the market that then creates, youknow, a domino effect as you go
back, you know, through throughthat market when you're in an innovation cycle
like we're in that, that's youknow, really thought through that in my
past life. But let's come backinto focus again, particularly working with Siemens
(25:47):
now around what we do in automotiveand industrial medical devices, et cetera.
Is like, how do we bevery very targeted and rifle shot you know?
Focus? You know there, Ithink is is really top of mind
for me these days. So there'ssome of the influences. That's great.
Do you have a quote or mantra? Yeah, I mean there's a there's
a few. Just recently we hadkind of a summit event in Pasadena and
(26:11):
three things came up that I thinkwill be funny. Like one is,
you know I always think about strategy, is is what you choose not to
do almost as important as what youchoose to do. And because we're constantly
forced with so many different potential optionsin areas of focus, being very intentional
about what we're not doing, Ithink is really critical to our success and
where we are. Another part ofit kind of comes out of positive psychology
(26:33):
as an event, right, whichis visualizing success. It's really helping to
you know, get every team membermotivated, but give them the space,
the time to work backwards from saytwelve months from now, and to understand
and visualize what they have done thatthey've contributed that they feel super excited about
as part of our all journey andtory, you know, create space and
(26:55):
then walk backwards from those goals andto think about what are those significant contributions,
What did they do, how didthey collaborate with ten members to have
a very positive outcome? Because Ibelieve that the mind is a servo mechanism.
The more that we have clarity ofintention and what we're visualizing around success,
our mind will work in ways toconspire to achieve that outcome in ways
we're not even consciously aware of allthe time. And I think that's incredibly
(27:19):
powerful way to align teams and empowerment. And the third is a really funny
anecdote which you know, we hada planning team somewhere a Seman's counterparts in
the middle of this meeting, thesales leader on the Seman side that came
from Belgium but it'd been in Californiafor twenty years, just in the middle
of the meeting says, you know, it's all piggy doggy bunny, and
(27:44):
we're like piggy doggy Bunny. Butpiggy dog Bunny, well, you know,
piggy doggy Bunny and I'm just lookingaround the room like I've never heard
this before anyone else, Like looking, Philip, just real quick, what
do you mean by piggy doggy bunnies? Like, what's like, keep it
simple, piggy doggy bunny. AndI was like, okay, guys,
has anyone heard this expression you usebefore around keep it simple? Like no
one's like, I don't know,writer on the whiteboard. So it comes
(28:07):
up and it becomes this viral codefor us during this last summit event that
we had in Pasadena, where Imean it's gonna be T shirts it's hashtag
piggy doggy boy because oh my god, I love that and it's super memorable.
And it's now evolved to not justkeep it simple, but it's like
stay focused and you know, engageand you know, have clarity of mindset
(28:30):
and it's all piggy doggy bunny thesedays. All right, last question,
how would you describe your business stylein a word or two? I would
say it's orchestrator and you know,critical thinking basically. Okay, I like
that. My style leadership is tochallenge, have a lot of critical reasoning,
(28:52):
to empower people to engage, getto rue clause, get to think
about trade offs, etc. Butit's not about me. It's about that,
you know, to empower everyone toalign. But you know, be
creative, be empowered, be excited, you know, take a journey like
trying things out. But I kindof always come back to a discipline of
critical thinking, and I think thatthat's what kind of keeps us going in
(29:14):
the right direction and having fun whilewe do it. Well. Thanks for
being on the show, Richard.I learned a ton. I know our
listeners will learn a ton about youand about supply frame and about this growing
category that you guys are leading.So thanks so much for being on and
we really appreciate it. Thank youso much. Jason's been a pleasure.
I've really enjoyed the conversation. Thanksso much for listening to Soul and Science
(29:41):
and we'll see you next week.Soul and Science is a mechanism podcast produced
by Maggie Bowls, Ryan Tillotson,Tyler Nielsen, Emma Swanson, and Lily
Jablonsky. The show is edited byDaniel Ferreira, with theme music by Kyle
Merritt and I'm your host Jason HarryUs
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!