March 16, 2025 • 24 mins
In this episode of The D2Z Podcast, Brandon Amoroso speaks with Mack Garrison, co-founder of Dash Studio, about the importance of a Gen Z mindset in business growth. They discuss Mack's entrepreneurial journey, the significance of company culture, maintaining authenticity in a remote work environment, and the impact of AI on creative industries. The conversation also touches on generational differences in content consumption and the challenges of managing client relationships in creative work.
Here's What You'll Learn:
❗Mack Garrison emphasizes the importance of company culture in creative industries.
❗Authenticity is crucial for building a successful team and brand.
❗Feedback from team members must be acted upon to foster a positive work environment.
❗AI is changing the landscape of creative work, but human storytelling remains essential.
❗Generational differences affect how content is consumed and created.
❗Creating opportunities for team connection is vital in a remote work setting.
❗Proactive measures in HR can prevent burnout and improve team morale.
❗A structured creative process can help manage client expectations effectively.
❗The future of creative storytelling relies on adaptability and understanding diverse audiences.
❗Community and shared experiences are key to successful creative collaborations.
Timestamps:
00:00 Introduction to the Podcasting Journey
08:40 Transitioning from Agency to Podcasting
12:44 The Power of Guest-Centric Podcasting
21:35 Identifying the Right Businesses for Podcasting
Mack Garrison:
Linkedin - https://www.linkedin.com/in/mackgarrison/
Dash Studio - https://www.dashstudio.net/
Brandon Amoroso:
LinkedIn - https://www.linkedin.com/in/brandonamoroso/
Web - https://brandonamoroso.com/
Instagram - https://www.instagram.com/bamoroso11/
X - https://twitter.com/AmorosoBrandon
Scalis.ai - https://scalis.ai/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey everyone, thanks for tuning in to D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, former founder of
Electric and now the co-founderof Scaleless, and today I'm
talking with Matt Garrison,who's the co-founder and
director of content at DashStudio, which is a high-end
animation and motion designstudio built around making
(00:21):
incredible content.
Speaker 2 (00:22):
Thanks for coming on the show.
Hey, thanks so much for havingme, Brandon.
This is going to be fun.
Looking forward to theconversation.
Speaker 1 (00:27):
Yeah, so before we dive into things, can you give
all the listeners just a quickTLDR on your background and
entrepreneurial journey?
Speaker 2 (00:35):
Ah, absolutely so.
I went to NC State University,coincidentally rocking my wolf
pack here today on my sweatshirtbut graduated college of Design
, found the love for motiongraphics.
Didn't even know that was athing when I was first coming
out of school and that led me toworking in-house at an agency
for a number of years.
And there's two things thatreally struck me at this agency.
(00:56):
One was how kind and welcomingeveryone was in the community.
School can be challenging.
It's competitive, and to comeinto a space where everyone's
like, hey, let me show you sometricks, let me show you a way to
help yourself in some of thesethings, that was a very warm
welcome that I don't take forgranted.
The other thing I saw that,unfortunately, is the nefarious
side of agency and creative work.
(01:17):
For young creatives coming intothe marketplace.
It's like, hey, here's somepizza and beer, go work all
night and get this stuff done.
And it really ate me up andtruthfully, brandon, it put me
in a bad place.
I had burnout and I wasstruggling with.
Did I really want to be in thisfield?
And that's ultimately when Idecided to make a change myself
and that there's a better way todo this and that.
Great work and wonderful peoplemakes the best type of content,
(01:39):
and that's what led us tostarting Dash Studio back in
2015.
With this belief in the powerof creativity and community, I
want to bring together the mostcreative teams I can with
clients who want to work in anintimate relationship with those
creative teams to make the bestwork, and we're lucky to have
been doing that now for 10 years, coming up this October and
excited for what the next 10 orthe future holds after that.
(02:08):
What are some of the things thatyou've encountered along your
journey that you did not expectthat were sort of gotchas oh,
that's interesting.
Like just over the last 10years, what are some like
business takeaways to like that.
Speaker 1 (02:16):
Look back on Again, you would avoid maybe doing you
know.
Speaker 2 (02:19):
Oh, 100%, it's actually.
I'm actually speaking aboutthis at South by Southwest this
year, but it's about theimportance of culture and I
think even with the bestintentions, folks who start a
company to unite teams and bringthem together can easily let
that fall by the wayside ifthey're not prioritizing HR.
So what I mean by that from anycreatives or agency owners out
there is you got to make spacefor one-on-ones, you got to
(02:41):
check on how people are doing onthat burnout.
You have to give them growthopportunities and what their
career paths look like.
I think a lot of times youngentrepreneurs get caught up in
this idea of just the company.
It's all of us, it's together,and I think there's a word
people have tossed around family.
That kind of comes across toxicin the creative space.
It's a community and that'sgreat.
We have a good community.
But you have to really be keenon where people are, how they're
(03:06):
doing and where they'reprogressing.
So I think if I would do itover, I would put more emphasis
on that a little bit sooner, andI think we operated too far
into that startup mentality aswe were scaling and just really
needed to give some of thestructure that goes along with
growth.
Speaker 1 (03:21):
Yeah, no, that's.
I've definitely seen.
You know the pizza and beer andthe whole term family gets
around.
I know you can get.
(03:47):
You can get exposed prettyeasily now if you don't actually
put your money where your mouthis.
Speaker 2 (03:51):
A hundred percent Authenticity is more important
than it's ever been before.
You know, building a companyaround who you are and being
authentic to that.
You can't just say that you'rebuilding good culture and then
not invest in it because it'sjust the right words to sound.
Everything has to be a throughline.
Your authentic HR has toreflect the authentic, creative
your operations.
(04:11):
It's all in tandem with oneanother and I think you have to
be aligned and at least knowwhat you're building.
It doesn't mean that you can'thave different modes and methods
and what that culture feelslike, but as soon as you're not
authentic, I think you hit thenail on the head.
Brandon, people recognize thatname dip.
Speaker 1 (04:27):
How you know.
You mentioned authenticity andculture and you guys have
obviously grown quite a bit fromwhat I'm assuming is just you
at the in the beginning.
How do you keep thatauthenticity and culture as
you're bringing in, you know,new team members, especially if
I mean, are you, are you?
Speaker 2 (04:45):
remote or hybrid or oh my gosh, that's a great
question.
So we are.
We are remote exclusively nowsince the pandemic Um, and our
team is spread all across theEast coast in different States
at this point.
So we operate in six differentStates and it was a lot of trial
and error, cause I thinkthere's two sides to every coin.
On one hand, it's like, oh, weneed to create events and
(05:05):
opportunities for connection,but then if you're doing it too
much, or it feels like thegeneric Zoom call to like happy
hour Zoom call, like no onewants to do that.
Right, people want to havetheir own space and time.
So it was really listening towhat the team members wanted.
We do a standup every morning toget a little bit of face time.
You know it's only about fiveor 10 minutes.
(05:29):
We run through what we'reworking on for the day, so
everyone's on the same page.
But we also integrated someother elements to that.
On Mondays, people have theopportunity to share a photo
from what they did this weekend,and I know that sounds really
cheesy, but you know, if someonedid something fun, they want to
share about it and talk aboutit.
They have the opportunity.
But if they didn't do anythingand they don't want to have the
eyes on them as they're tellinga story or a forced story.
They don't have to.
We started doing TuesdayInspiration, where we rotate
(05:50):
throughout the staff to sharesomething that's meaningful for
them.
One of our art directors justbecame a new dad, talked about
the creativity of children'sbooks.
We have a producer who just istrained to be a yoga teacher, so
talked about mindfulness andmeditation, these little bits
that are important to them.
We do recaps on the end of themonth to talk about how the
company is doing.
So there's clarity on allphases of what we do, from HR to
(06:15):
operations, sales, creative,all those pieces.
And then we also run through allthe work that we've been doing
Because as a growing agencysometimes you're unaware about
what your peers are actuallyworking on to highlight them and
give them a shout out for thegreat work they're doing.
And then the last thing we juststarted doing recently was
learning lessons, invitingoutside professionals to come in
for a little 10 to 15 minutepresentation on a topic that we
(06:37):
feel like would behoove the restof the staff to learn.
So all these things didn'thappen overnight.
You kind of have to elementallytry them, introduce them, see
if they're working and ifthey're not, just, sunset it,
but if they are, keep them going.
And I think that proactivenature is what can help build
that culture, even when you areremote.
Speaker 1 (06:55):
Yeah, I think you know, start slow and then expand
from there, versus trying to dolike if you were starting a new
business.
You wouldn't want to doeverything that you just
mentioned, because you'reprobably not going to be able to
do all of them consistently,and then it ends up being worse
than if you had just not done itto begin with 100%.
I found that you know thegradual and also trying to get
(07:17):
the team members feedback aroundwhat you know, because not
every team is the same.
You know my business was aShopify plus agency.
Everybody was pretty much under30 and relatively, you know,
creative type San Diego, la, sanFrancisco based.
There was a definitely anarchetype there, sure, and so
(07:38):
certain things they responded tobetter than you know.
Current team were like 20 peopleinstead of 50, but it's 20
people who are extraordinarilytechnical right very like
developer focused, and so it'stotally different, like there's
actually far less like rah, rah,rah, right, but we've been able
to break down the barriers alittle bit just by trying to be
(08:01):
a little bit more like casualand fun with things and trying
to poke fun at people, cracksome jokes.
I'm always making fun of myself, making fun of my co-founder,
my brother, and like it helpsthe team feel a little bit more,
you know, at ease, especiallywhen you know there's there's
tight deadlines when it comes tosoftware and software, yeah.
Speaker 2 (08:18):
And I think it's like you know you kind of alluded to
this it has to change as theteam changes.
You know, when we were fourpeople versus eight, versus 12,
it's a different set of systemsthat work well.
And I think one thing that I'velearned that's really important
is if you ask for a team'sfeedback and you get feedback,
you need to be ready toimplement that feedback.
I think I don't think there'sanything worse than higher ups
(08:40):
asking how you feel, or takethis survey, or doing these
things, and then things feelstagnant, like there's no change
.
You know, getting feedback, Ithink, is a great idea, but
what's more important is makingsure that you enact that
feedback or you make moves on it, cause I feel like oftentimes
that's not the case.
It's just very passive, likehow do you feel about this and
then nothing happens, we.
Speaker 1 (08:57):
It's just very passive, like how do you feel
about this?
And then nothing happens.
We did a submit three thingsthat you think we should be
doing, that we're not doingexercise, oh yeah, okay.
And so we got at the end ofthat business.
It was probably like 140different suggestions, wow yeah,
and uh, I didn't do itanonymously because of that
(09:20):
exact reason, if and so,basically, we took the 140, we
put it all into a slide deck andI went through it over like an
hour, hour and a half call andcalled out like how we were
addressing it, how we werethinking about addressing it or
how we're like not addressing it.
Some of them were reallyvaluable.
Speaker 2 (09:38):
Others were like pay for my college debt?
Yeah, Like not that was notgoing to happen.
Speaker 1 (09:40):
I'm like, well, we actually have better health
insurance plans coming out, solike there's a way to you know,
spin anything.
But, uh, I wanted to know whosuggested it, cause I want to be
able to work with them onactually implementing it within
the organization and have themtake ownership of what it is
that they think we should bedoing, which you know there's.
There's.
There's definitely a a time anda place for anonymous feedback
for other things, but forsomething like that, I found it
(10:02):
to be more valuable to be ableto actually get it from the
person that was suggesting it.
Speaker 2 (10:07):
A hundred percent and , honestly, we did something
similar where we had a mirrorboard set up and what should we
continue doing, what should westop doing, what do we need to
do more of?
And that actually resulted insomething that we, for lack of a
better term, call our total HRscoring system, and so the
system itself has a fewdifferent definitions based on
like what the staff really liked.
(10:29):
So some of the things on hereare like our reviews that we're
having with the staff are timelyand the overall action items
from our one-on-ones aregenerally met.
You know you're able to have amonthly one-on-one with your
manager.
Monthly reports highlightcompany status and project
report was provided.
A few opportunities for digitalhangs outside of our morning
stand up, and you know we aim tohave at least one mental health
(10:50):
day a month, and so that's ascore of a two.
So it's one out three, one, twoor three and that gets a score
of a two.
If we exceed that, maybe domore, go above and beyond it's a
three, and if we aren't hittingthat marker, it's a one.
But it's a way for us to get anaggregate score from all our
team members to hold managementaccountable on are we doing the
things that's important to thestaff.
And that's where it goes backto not losing the importance of
(11:13):
having everyone on the same page, because if we just disregard
some of these things and we'rejust exclusively pursuing work
or exclusively pursuing growth,you're going to have a team that
leaves because they're nothappy, and so this ensures that
leadership and management are onthe same page, and if there is
a dip in a score, we at leastrecognize it right away and can
jump on it to make any changesthat we need to have.
Speaker 1 (11:31):
Yeah, and being proactive about it versus you
know, being reactive isextremely important.
Speaker 2 (11:44):
It is.
You know what's really funny,brandon is like when I started
this I mean my background'screative you know it wasn't much
business had to learn down thefly.
It definitely was not HRrelated.
And so what's interesting to meis like I feel like there's a
stigma with HR that any creativemarketer entrepreneur has that
are like, oh, that's not reallyfor me.
We bring that in when we're acertain size.
The reality is like anythingyou know, creative is problem
solving.
So we just looked at that andwe said, okay, how do we
approach HR in a creative way?
(12:04):
And that's what I wouldencourage your listeners to do
If they're growing their ownagency or growing their own
company.
What's the right fit for you?
What are some systems you thinkwould work well for your team?
And just be creative about that.
That doesn't have to be a setstandard, just like there's no
set standard in entrepreneurship.
The same goes for HR.
There's some best practices,but you should feel empowered to
find and create the systemsthat you need to make your own
(12:25):
studio or agency successful.
Speaker 1 (12:27):
Yeah, it was definitely not a
one-size-fits-all approach forthat Right, so many different
personalities and types workingwithin the org.
But as it relates to the actualdeliverables inside of the
business working within creativeobviously a ton has happened in
the last even decade dayprobably, but really over the
(12:49):
last few years when it comes toadvancements in technology, ai,
both from like an internaloperations standpoint, but also
in terms of actual like workoutput, all facets of industry.
How has that sort of playedinto?
You know, both sides of yourbusiness, both the deliverables
that you're putting out theclients but also the way that
(13:09):
you handle things internally.
Speaker 2 (13:10):
Oh yeah, what a great question.
I think something thatshouldn't be lost on anybody is
that AI is having an impact onfolks.
If it's not directly, it'sdefinitely indirect.
For us, most of the clientsthat we work with tend to be on
the marketing side of companies.
They're hiring us to createvideo content for various needs,
whether it's highlightinginternal marketing endeavors or
(13:32):
trying to do sales and launchingthings on social or pre-roll
ads.
So AI is not at a place that Ibelieve it's taking animator or
videographers jobs yet, but it'sempowering them to make tools
that move quicker.
But what it is doing is it'ssiphoning resources away from
marketing teams that wouldotherwise be spending that on us
.
So we've seen a categoricalshift in lower budgets in the
(13:55):
motion space which I'll call anumbrella term that houses
animation, video and interactivethat those budgets have gotten
a little bit lower and it'srequired creatives to figure out
ways to be more efficient toget that profitability back.
So for us, what it's done iscreated an audit of what we do,
how we work and ask ourselvescan we work faster in certain
(14:16):
areas?
That's where we've startedplaying around with AI when it
comes to process pieces.
That's when we've looked atsome of these new tools and new
tech to see if we're able tomove a little bit quicker so
that we can be more efficientand make more profitability.
And I think probably the biggestchange I've seen is there was a
time in my life where there wasjust one big hero video someone
would make and a couple ofcutdowns you put up on YouTube
(14:39):
and that's that.
Here's the reality.
We have a generation of babyboomers that are still in the
workforce, you've got Gen X andmillennials who are decision
makers, and you have Gen Z whoare now becoming decision makers
and owning budgets, right?
So that's four generations inthe workforce.
All four of those generationsdigest content differently, and
so you really have to thinkabout this like a digital
(14:59):
content shelf.
You can't just make a singleitem that works for everyone.
You have to tailor it for thebaby boomers that might be doing
email or gated content, or theGen X millennials who are doing
Reddit and Google searches andYouTube, or Gen Z, who's doing
in-app or influencerecommendations.
So your content really has tobe curated and tailored towards
(15:21):
each of these pieces, so youhave to have a shelf full of all
these assets.
So, on one hand, while there'smaybe a little bit of fear that
budgets are shrinking andthere's more people in the space
than there's ever been before.
There's more of a content needthan there's ever been before,
and that's what makes me feelempowered about the future for
the video space.
Speaker 1 (15:39):
Yeah, no, that's a great point that there's so many
different generations that arein the workforce right now, and
also, I don't even I think theyneed to like redo the
generations, because the timewindows are way too wide at this
point.
Speaker 2 (15:54):
Oh yeah, 100%.
Speaker 1 (15:56):
I'm technically Gen Z , but if I meet what I would
classify as real Gen Z, we don'teven speak the same language.
I mean, it's truly horrifyingthe difference between me and, I
don't know, an 18 year old.
I think the generations need tobe down to like four years or
something even though I knoweven the difference between
somebody who's in high schoolright now and somebody who's
(16:17):
like in the sixth grade.
You know my family friends,their kids.
They are like on totallydifferent planets when it comes
to content consumption, the waythat they talk, act, things they
care about, because they'relike real time all the time,
getting fed information from somany different sources in a way
that has never been happenedwell, and we're in um, we're in
(16:37):
space.
Speaker 2 (16:37):
Now I think we're into a new generation.
Any kid born this year is uhgeneration beta.
So we've just entered the newgeneration old generation has a
tough road ahead yeah, I knowyou can already see how they're
going to be made fun of whenthey're in middle school.
Speaker 1 (16:52):
Yes, the kids are mean.
They're mean.
Social media makes them eveneven even more empowered.
Speaker 2 (16:57):
Oh my gosh.
Not to date myself on your show, but I remember going through
middle school is tough already,but you know I didn't have any
devices or anything like that onme.
Now, the social presence andthe brand that people are
essentially building forthemselves at such an early age,
it's definitely a mixed bag andthat's a whole conversation, I
feel like itself.
Speaker 1 (17:15):
That could probably be its own podcast by itself,
but I, you know I'm very faraway from having children, so I
won't have to deal with it.
Speaker 2 (17:25):
Yeah, you got some time before you have to worry
about it.
Speaker 1 (17:28):
Exactly, but I think, as it relates to AI, um,
obviously it can help a lot.
I still think, though, thatit's a little bit overhyped on
on social media.
You know you'll see people talkabout, you know, the death of
b2b sass.
You'll see, like the tombstonememe, uh, circa 2026, I'm like I
I don't.
Do you have you actually workedwith the ai tools that you're
(17:50):
thinking?
You're going to do that becauseyou know, as are going to do
that Because you know, as itrelates to like creative as an
example, I've passed around withthem and they're like not that
great, maybe a starting point orcan help you.
But, like you know, we'retrying to do some explainer
videos for, like, our productfeature releases.
Speaker 2 (18:08):
Nice.
Speaker 1 (18:12):
The share on LinkedIn and the thought that we could
just use the software for youknow, a couple hundred bucks, or
maybe even less, to create thatand for it to actually look and
do what we wanted to.
Speaker 2 (18:18):
That's not a reality, at least not yet right and I
think like another thing toremember is like everything is
kind of like a pendulum andswings back and forth.
I mean there was a time not toolong ago where maximalism and
really bespoke creative everyonewas searching for.
You know, I think of like theTerry Crews old spice
commercials where, like he'splaying like drums, he's
connected to all these things.
(18:39):
I mean just massive exuberanceRight, and now we're in a place
where UGC content is on the rise, user generated content.
People are whipping stuff upwith, like you know, riverside
putting things out there, it canhappen really quickly.
Whipping stuff up withRiverside putting things out
there, it can happen reallyquickly.
The reality is it's a noveltyat first and then after a bit it
becomes the same and peoplelook to differentiate themselves
(19:03):
.
There'll be a swing back, Ithink, to more bespoke creative.
Here's one thing that is throughand through Anyone listening to
this that's worried about thefuture.
I think you can hang your haton this and feel confident that
if you were a good storytellerand you can help lead people and
chaperone them into theambiguity of the unknown, you're
going to be in great place,because that's what clients are
coming to us for.
They're saying I know I needsomething.
I know it needs to be creative.
(19:24):
I don't know what to do.
Can you help me?
That's really what it comesdown to.
So be a good storyteller and beable to navigate ambiguity, and
you'll have success in thefuture.
Hands down.
Speaker 1 (19:34):
How do you deal with the client?
Uh sort of relationship,especially as it relates to uh
creative, because we alwaysshied away from creative,
because I personally much preferthings that are objective.
Yeah, hard data, you know willrun your crm or will completely
overhaul you know your youronline shopping experience.
(19:55):
I can point to conversion rateor I can point to revenue uplift
.
I can point to numerous statsand use those as very black and
white.
But anytime we try to dip ourtoe in creative, I just want to
bang my head against the wallbecause half the time they don't
even know what it is that theywant in said creative.
(20:16):
So how do you, how do you, howdo you deal with with that and
that like sort of juggling actof a client expectation?
Speaker 2 (20:22):
It is really interesting and, honestly, a
good metaphor for it.
It's kind of like being cooksin the kitchen at a really great
restaurant.
It's like well, not evennecessarily a really great
restaurant.
You're cooks in the kitchen andyou're dependent on the servers
for what they're putting outthere.
Right, so you can make all thisgreat content.
But if it's not run in theright way or advertised right
way, or has the paid mediabehind it, it might not be the
best dinner for the customer,right?
(20:43):
And so you're correct, it isincredibly subjective, and so
our job is to make somethingthat is so subjective as
objective as it can be.
And the way we do that isthrough a few things.
One is data-driven creative.
So taking the data where we canget it we don't always have it.
Being the cooks in the kitchen,you know we have to use our 10
years of internal data that wehave, but trying to get the data
(21:04):
on what's performing well andwhere it's performing well and
use that to the best of ourability.
And the other piece of it issystemization.
You know you can take somesubjectivity out of things when
you present people with likechoices at different stages and
trying to direct them on what'snext.
So for us, you know our processbreaks down into discovery why
are we doing this?
Who's it for?
What's the purpose of whatwe're making?
(21:25):
Ideation what do we think isthe right fit for this project?
Then we get into messagingwhere are we going to say is the
voice more thought leadershipor is it more casual?
Then it's pre-production.
It's all the steps to go intoproducing the video.
Production is where we'vemapped everything out, now we're
running with it, and then finalfiles is where we create all
the various cutdowns andtoolkits and where it lives.
And so, by creating that simplestructure, it kind of keeps
(21:47):
things in bounds so that, eventhough there is subjectivity,
clients have the ability toweigh in.
As we move forward, each stepbuilds on itself.
So by the time we get to theend, you know there's less
surprises than you might have inthe first round.
Speaker 1 (21:58):
Yeah, no, that makes sense.
Less of a.
Oh my God, what the hell didyou make?
Speaker 2 (22:01):
Yeah right, Nothing's coming out of left field,
hopefully.
Speaker 1 (22:04):
Yeah, no, that makes a lot of sense.
Um, I really appreciate youhopping on with me and sharing
all these insights.
Um looking forward to uh towatching your journey and uh to
see you guys grow.
But before we hop, can you leteverybody know who's listening,
where they could find you andconnect with you online?
Speaker 2 (22:21):
Oh yeah, absolutely.
I think the area that we'reprobably most engaged is on
Instagram, which would be dashunderscore NC, so D-A-S-H
underscore NC.
We're really active there andyou can find our other channels
through that entry point.
But I will give a shout out toan animation and motion design
conference that we throwbiennially.
That's happening this year June11th through 13th 2025.
(22:42):
It's called the Dash Bash andit's an inclusive motion design
conference that's built aroundthis idea of community.
So the thing that I'm most proudof, brandon, with this is that
we've all gone to a conference.
We've all seen someone up onstage who's showing off how
great their work is and it'slike cool, it looks great.
(23:02):
I could have seen that on yourwebsite.
What we really try to curate isfolks who have been in the
weeds on some really greatstories either someone who
started a studio and it failed.
Why did it fail and what couldthey learn from it.
An immigrant creative story.
Someone who came to the US tomake a career as a creative and
what that process and journeylooked like.
So a lot of our speakershaven't typically been on stage
before, which creates a reallygood storytelling environment,
and on top of that, you get tohang in my hometown of Raleigh,
(23:23):
north Carolina, with three to400 of some of the nation's best
motion designers.
So if you're a marketer and youneed to hire some creatives,
it's a great place to be.
Speaker 1 (23:31):
If you're aspiring creative and an agency owner
this is a really great spot tolearn some details on how to
continue to be successful.
So that's the Dash Bash you cancheck it out at wwwdashbashnet.
Awesome, that sounds like agreat, great time.
I might have to check it out.
Check it out.
I appreciate you coming on Foreverybody listening.
As always, it's Brandon Amoroso.
(23:52):
You can find me atbrandonamorosocom or scalistai.
Thanks for, and we will see younext time.
Thanks, Brandon.
Awesome, I think.
Hey everyone, thanks for tuning in to D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, former founder of
Electric and now the co-founderof Scaleless, and today I'm
talking with Matt Garrison,who's the co-founder and
director of content at DashStudio, which is a high-end
animation and motion designstudio built around making
(00:21):
incredible content.
Speaker 2 (00:22):
Thanks for coming on the show.
Hey, thanks so much for havingme, Brandon.
This is going to be fun.
Looking forward to theconversation.
Speaker 1 (00:27):
Yeah, so before we dive into things, can you give
all the listeners just a quickTLDR on your background and
entrepreneurial journey?
Speaker 2 (00:35):
Ah, absolutely so.
I went to NC State University,coincidentally rocking my wolf
pack here today on my sweatshirtbut graduated college of Design
, found the love for motiongraphics.
Didn't even know that was athing when I was first coming
out of school and that led me toworking in-house at an agency
for a number of years.
And there's two things thatreally struck me at this agency.
(00:56):
One was how kind and welcomingeveryone was in the community.
School can be challenging.
It's competitive, and to comeinto a space where everyone's
like, hey, let me show you sometricks, let me show you a way to
help yourself in some of thesethings, that was a very warm
welcome that I don't take forgranted.
The other thing I saw that,unfortunately, is the nefarious
side of agency and creative work.
(01:17):
For young creatives coming intothe marketplace.
It's like, hey, here's somepizza and beer, go work all
night and get this stuff done.
And it really ate me up andtruthfully, brandon, it put me
in a bad place.
I had burnout and I wasstruggling with.
Did I really want to be in thisfield?
And that's ultimately when Idecided to make a change myself
and that there's a better way todo this and that.
Great work and wonderful peoplemakes the best type of content,
(01:39):
and that's what led us tostarting Dash Studio back in
2015.
With this belief in the powerof creativity and community, I
want to bring together the mostcreative teams I can with
clients who want to work in anintimate relationship with those
creative teams to make the bestwork, and we're lucky to have
been doing that now for 10 years, coming up this October and
excited for what the next 10 orthe future holds after that.
(02:08):
What are some of the things thatyou've encountered along your
journey that you did not expectthat were sort of gotchas oh,
that's interesting.
Like just over the last 10years, what are some like
business takeaways to like that.
Speaker 1 (02:16):
Look back on Again, you would avoid maybe doing you
know.
Speaker 2 (02:19):
Oh, 100%, it's actually.
I'm actually speaking aboutthis at South by Southwest this
year, but it's about theimportance of culture and I
think even with the bestintentions, folks who start a
company to unite teams and bringthem together can easily let
that fall by the wayside ifthey're not prioritizing HR.
So what I mean by that from anycreatives or agency owners out
there is you got to make spacefor one-on-ones, you got to
(02:41):
check on how people are doing onthat burnout.
You have to give them growthopportunities and what their
career paths look like.
I think a lot of times youngentrepreneurs get caught up in
this idea of just the company.
It's all of us, it's together,and I think there's a word
people have tossed around family.
That kind of comes across toxicin the creative space.
It's a community and that'sgreat.
We have a good community.
But you have to really be keenon where people are, how they're
(03:06):
doing and where they'reprogressing.
So I think if I would do itover, I would put more emphasis
on that a little bit sooner, andI think we operated too far
into that startup mentality aswe were scaling and just really
needed to give some of thestructure that goes along with
growth.
Speaker 1 (03:21):
Yeah, no, that's.
I've definitely seen.
You know the pizza and beer andthe whole term family gets
around.
I know you can get.
(03:47):
You can get exposed prettyeasily now if you don't actually
put your money where your mouthis.
Speaker 2 (03:51):
A hundred percent Authenticity is more important
than it's ever been before.
You know, building a companyaround who you are and being
authentic to that.
You can't just say that you'rebuilding good culture and then
not invest in it because it'sjust the right words to sound.
Everything has to be a throughline.
Your authentic HR has toreflect the authentic, creative
your operations.
(04:11):
It's all in tandem with oneanother and I think you have to
be aligned and at least knowwhat you're building.
It doesn't mean that you can'thave different modes and methods
and what that culture feelslike, but as soon as you're not
authentic, I think you hit thenail on the head.
Brandon, people recognize thatname dip.
Speaker 1 (04:27):
How you know.
You mentioned authenticity andculture and you guys have
obviously grown quite a bit fromwhat I'm assuming is just you
at the in the beginning.
How do you keep thatauthenticity and culture as
you're bringing in, you know,new team members, especially if
I mean, are you, are you?
Speaker 2 (04:45):
remote or hybrid or oh my gosh, that's a great
question.
So we are.
We are remote exclusively nowsince the pandemic Um, and our
team is spread all across theEast coast in different States
at this point.
So we operate in six differentStates and it was a lot of trial
and error, cause I thinkthere's two sides to every coin.
On one hand, it's like, oh, weneed to create events and
(05:05):
opportunities for connection,but then if you're doing it too
much, or it feels like thegeneric Zoom call to like happy
hour Zoom call, like no onewants to do that.
Right, people want to havetheir own space and time.
So it was really listening towhat the team members wanted.
We do a standup every morning toget a little bit of face time.
You know it's only about fiveor 10 minutes.
(05:29):
We run through what we'reworking on for the day, so
everyone's on the same page.
But we also integrated someother elements to that.
On Mondays, people have theopportunity to share a photo
from what they did this weekend,and I know that sounds really
cheesy, but you know, if someonedid something fun, they want to
share about it and talk aboutit.
They have the opportunity.
But if they didn't do anythingand they don't want to have the
eyes on them as they're tellinga story or a forced story.
They don't have to.
We started doing TuesdayInspiration, where we rotate
(05:50):
throughout the staff to sharesomething that's meaningful for
them.
One of our art directors justbecame a new dad, talked about
the creativity of children'sbooks.
We have a producer who just istrained to be a yoga teacher, so
talked about mindfulness andmeditation, these little bits
that are important to them.
We do recaps on the end of themonth to talk about how the
company is doing.
So there's clarity on allphases of what we do, from HR to
(06:15):
operations, sales, creative,all those pieces.
And then we also run through allthe work that we've been doing
Because as a growing agencysometimes you're unaware about
what your peers are actuallyworking on to highlight them and
give them a shout out for thegreat work they're doing.
And then the last thing we juststarted doing recently was
learning lessons, invitingoutside professionals to come in
for a little 10 to 15 minutepresentation on a topic that we
(06:37):
feel like would behoove the restof the staff to learn.
So all these things didn'thappen overnight.
You kind of have to elementallytry them, introduce them, see
if they're working and ifthey're not, just, sunset it,
but if they are, keep them going.
And I think that proactivenature is what can help build
that culture, even when you areremote.
Speaker 1 (06:55):
Yeah, I think you know, start slow and then expand
from there, versus trying to dolike if you were starting a new
business.
You wouldn't want to doeverything that you just
mentioned, because you'reprobably not going to be able to
do all of them consistently,and then it ends up being worse
than if you had just not done itto begin with 100%.
I found that you know thegradual and also trying to get
(07:17):
the team members feedback aroundwhat you know, because not
every team is the same.
You know my business was aShopify plus agency.
Everybody was pretty much under30 and relatively, you know,
creative type San Diego, la, sanFrancisco based.
There was a definitely anarchetype there, sure, and so
(07:38):
certain things they responded tobetter than you know.
Current team were like 20 peopleinstead of 50, but it's 20
people who are extraordinarilytechnical right very like
developer focused, and so it'stotally different, like there's
actually far less like rah, rah,rah, right, but we've been able
to break down the barriers alittle bit just by trying to be
(08:01):
a little bit more like casualand fun with things and trying
to poke fun at people, cracksome jokes.
I'm always making fun of myself, making fun of my co-founder,
my brother, and like it helpsthe team feel a little bit more,
you know, at ease, especiallywhen you know there's there's
tight deadlines when it comes tosoftware and software, yeah.
Speaker 2 (08:18):
And I think it's like you know you kind of alluded to
this it has to change as theteam changes.
You know, when we were fourpeople versus eight, versus 12,
it's a different set of systemsthat work well.
And I think one thing that I'velearned that's really important
is if you ask for a team'sfeedback and you get feedback,
you need to be ready toimplement that feedback.
I think I don't think there'sanything worse than higher ups
(08:40):
asking how you feel, or takethis survey, or doing these
things, and then things feelstagnant, like there's no change
.
You know, getting feedback, Ithink, is a great idea, but
what's more important is makingsure that you enact that
feedback or you make moves on it, cause I feel like oftentimes
that's not the case.
It's just very passive, likehow do you feel about this and
then nothing happens, we.
Speaker 1 (08:57):
It's just very passive, like how do you feel
about this?
And then nothing happens.
We did a submit three thingsthat you think we should be
doing, that we're not doingexercise, oh yeah, okay.
And so we got at the end ofthat business.
It was probably like 140different suggestions, wow yeah,
and uh, I didn't do itanonymously because of that
(09:20):
exact reason, if and so,basically, we took the 140, we
put it all into a slide deck andI went through it over like an
hour, hour and a half call andcalled out like how we were
addressing it, how we werethinking about addressing it or
how we're like not addressing it.
Some of them were reallyvaluable.
Speaker 2 (09:38):
Others were like pay for my college debt?
Yeah, Like not that was notgoing to happen.
Speaker 1 (09:40):
I'm like, well, we actually have better health
insurance plans coming out, solike there's a way to you know,
spin anything.
But, uh, I wanted to know whosuggested it, cause I want to be
able to work with them onactually implementing it within
the organization and have themtake ownership of what it is
that they think we should bedoing, which you know there's.
There's.
There's definitely a a time anda place for anonymous feedback
for other things, but forsomething like that, I found it
(10:02):
to be more valuable to be ableto actually get it from the
person that was suggesting it.
Speaker 2 (10:07):
A hundred percent and , honestly, we did something
similar where we had a mirrorboard set up and what should we
continue doing, what should westop doing, what do we need to
do more of?
And that actually resulted insomething that we, for lack of a
better term, call our total HRscoring system, and so the
system itself has a fewdifferent definitions based on
like what the staff really liked.
(10:29):
So some of the things on hereare like our reviews that we're
having with the staff are timelyand the overall action items
from our one-on-ones aregenerally met.
You know you're able to have amonthly one-on-one with your
manager.
Monthly reports highlightcompany status and project
report was provided.
A few opportunities for digitalhangs outside of our morning
stand up, and you know we aim tohave at least one mental health
(10:50):
day a month, and so that's ascore of a two.
So it's one out three, one, twoor three and that gets a score
of a two.
If we exceed that, maybe domore, go above and beyond it's a
three, and if we aren't hittingthat marker, it's a one.
But it's a way for us to get anaggregate score from all our
team members to hold managementaccountable on are we doing the
things that's important to thestaff.
And that's where it goes backto not losing the importance of
(11:13):
having everyone on the same page, because if we just disregard
some of these things and we'rejust exclusively pursuing work
or exclusively pursuing growth,you're going to have a team that
leaves because they're nothappy, and so this ensures that
leadership and management are onthe same page, and if there is
a dip in a score, we at leastrecognize it right away and can
jump on it to make any changesthat we need to have.
Speaker 1 (11:31):
Yeah, and being proactive about it versus you
know, being reactive isextremely important.
Speaker 2 (11:44):
It is.
You know what's really funny,brandon is like when I started
this I mean my background'screative you know it wasn't much
business had to learn down thefly.
It definitely was not HRrelated.
And so what's interesting to meis like I feel like there's a
stigma with HR that any creativemarketer entrepreneur has that
are like, oh, that's not reallyfor me.
We bring that in when we're acertain size.
The reality is like anythingyou know, creative is problem
solving.
So we just looked at that andwe said, okay, how do we
approach HR in a creative way?
(12:04):
And that's what I wouldencourage your listeners to do
If they're growing their ownagency or growing their own
company.
What's the right fit for you?
What are some systems you thinkwould work well for your team?
And just be creative about that.
That doesn't have to be a setstandard, just like there's no
set standard in entrepreneurship.
The same goes for HR.
There's some best practices,but you should feel empowered to
find and create the systemsthat you need to make your own
(12:25):
studio or agency successful.
Speaker 1 (12:27):
Yeah, it was definitely not a
one-size-fits-all approach forthat Right, so many different
personalities and types workingwithin the org.
But as it relates to the actualdeliverables inside of the
business working within creativeobviously a ton has happened in
the last even decade dayprobably, but really over the
(12:49):
last few years when it comes toadvancements in technology, ai,
both from like an internaloperations standpoint, but also
in terms of actual like workoutput, all facets of industry.
How has that sort of playedinto?
You know, both sides of yourbusiness, both the deliverables
that you're putting out theclients but also the way that
(13:09):
you handle things internally.
Speaker 2 (13:10):
Oh yeah, what a great question.
I think something thatshouldn't be lost on anybody is
that AI is having an impact onfolks.
If it's not directly, it'sdefinitely indirect.
For us, most of the clientsthat we work with tend to be on
the marketing side of companies.
They're hiring us to createvideo content for various needs,
whether it's highlightinginternal marketing endeavors or
(13:32):
trying to do sales and launchingthings on social or pre-roll
ads.
So AI is not at a place that Ibelieve it's taking animator or
videographers jobs yet, but it'sempowering them to make tools
that move quicker.
But what it is doing is it'ssiphoning resources away from
marketing teams that wouldotherwise be spending that on us
.
So we've seen a categoricalshift in lower budgets in the
(13:55):
motion space which I'll call anumbrella term that houses
animation, video and interactivethat those budgets have gotten
a little bit lower and it'srequired creatives to figure out
ways to be more efficient toget that profitability back.
So for us, what it's done iscreated an audit of what we do,
how we work and ask ourselvescan we work faster in certain
(14:16):
areas?
That's where we've startedplaying around with AI when it
comes to process pieces.
That's when we've looked atsome of these new tools and new
tech to see if we're able tomove a little bit quicker so
that we can be more efficientand make more profitability.
And I think probably the biggestchange I've seen is there was a
time in my life where there wasjust one big hero video someone
would make and a couple ofcutdowns you put up on YouTube
(14:39):
and that's that.
Here's the reality.
We have a generation of babyboomers that are still in the
workforce, you've got Gen X andmillennials who are decision
makers, and you have Gen Z whoare now becoming decision makers
and owning budgets, right?
So that's four generations inthe workforce.
All four of those generationsdigest content differently, and
so you really have to thinkabout this like a digital
(14:59):
content shelf.
You can't just make a singleitem that works for everyone.
You have to tailor it for thebaby boomers that might be doing
email or gated content, or theGen X millennials who are doing
Reddit and Google searches andYouTube, or Gen Z, who's doing
in-app or influencerecommendations.
So your content really has tobe curated and tailored towards
(15:21):
each of these pieces, so youhave to have a shelf full of all
these assets.
So, on one hand, while there'smaybe a little bit of fear that
budgets are shrinking andthere's more people in the space
than there's ever been before.
There's more of a content needthan there's ever been before,
and that's what makes me feelempowered about the future for
the video space.
Speaker 1 (15:39):
Yeah, no, that's a great point that there's so many
different generations that arein the workforce right now, and
also, I don't even I think theyneed to like redo the
generations, because the timewindows are way too wide at this
point.
Speaker 2 (15:54):
Oh yeah, 100%.
Speaker 1 (15:56):
I'm technically Gen Z , but if I meet what I would
classify as real Gen Z, we don'teven speak the same language.
I mean, it's truly horrifyingthe difference between me and, I
don't know, an 18 year old.
I think the generations need tobe down to like four years or
something even though I knoweven the difference between
somebody who's in high schoolright now and somebody who's
(16:17):
like in the sixth grade.
You know my family friends,their kids.
They are like on totallydifferent planets when it comes
to content consumption, the waythat they talk, act, things they
care about, because they'relike real time all the time,
getting fed information from somany different sources in a way
that has never been happenedwell, and we're in um, we're in
(16:37):
space.
Speaker 2 (16:37):
Now I think we're into a new generation.
Any kid born this year is uhgeneration beta.
So we've just entered the newgeneration old generation has a
tough road ahead yeah, I knowyou can already see how they're
going to be made fun of whenthey're in middle school.
Speaker 1 (16:52):
Yes, the kids are mean.
They're mean.
Social media makes them eveneven even more empowered.
Speaker 2 (16:57):
Oh my gosh.
Not to date myself on your show, but I remember going through
middle school is tough already,but you know I didn't have any
devices or anything like that onme.
Now, the social presence andthe brand that people are
essentially building forthemselves at such an early age,
it's definitely a mixed bag andthat's a whole conversation, I
feel like itself.
Speaker 1 (17:15):
That could probably be its own podcast by itself,
but I, you know I'm very faraway from having children, so I
won't have to deal with it.
Speaker 2 (17:25):
Yeah, you got some time before you have to worry
about it.
Speaker 1 (17:28):
Exactly, but I think, as it relates to AI, um,
obviously it can help a lot.
I still think, though, thatit's a little bit overhyped on
on social media.
You know you'll see people talkabout, you know, the death of
b2b sass.
You'll see, like the tombstonememe, uh, circa 2026, I'm like I
I don't.
Do you have you actually workedwith the ai tools that you're
(17:50):
thinking?
You're going to do that becauseyou know, as are going to do
that Because you know, as itrelates to like creative as an
example, I've passed around withthem and they're like not that
great, maybe a starting point orcan help you.
But, like you know, we'retrying to do some explainer
videos for, like, our productfeature releases.
Speaker 2 (18:08):
Nice.
Speaker 1 (18:12):
The share on LinkedIn and the thought that we could
just use the software for youknow, a couple hundred bucks, or
maybe even less, to create thatand for it to actually look and
do what we wanted to.
Speaker 2 (18:18):
That's not a reality, at least not yet right and I
think like another thing toremember is like everything is
kind of like a pendulum andswings back and forth.
I mean there was a time not toolong ago where maximalism and
really bespoke creative everyonewas searching for.
You know, I think of like theTerry Crews old spice
commercials where, like he'splaying like drums, he's
connected to all these things.
(18:39):
I mean just massive exuberanceRight, and now we're in a place
where UGC content is on the rise, user generated content.
People are whipping stuff upwith, like you know, riverside
putting things out there, it canhappen really quickly.
Whipping stuff up withRiverside putting things out
there, it can happen reallyquickly.
The reality is it's a noveltyat first and then after a bit it
becomes the same and peoplelook to differentiate themselves
(19:03):
.
There'll be a swing back, Ithink, to more bespoke creative.
Here's one thing that is throughand through Anyone listening to
this that's worried about thefuture.
I think you can hang your haton this and feel confident that
if you were a good storytellerand you can help lead people and
chaperone them into theambiguity of the unknown, you're
going to be in great place,because that's what clients are
coming to us for.
They're saying I know I needsomething.
I know it needs to be creative.
(19:24):
I don't know what to do.
Can you help me?
That's really what it comesdown to.
So be a good storyteller and beable to navigate ambiguity, and
you'll have success in thefuture.
Hands down.
Speaker 1 (19:34):
How do you deal with the client?
Uh sort of relationship,especially as it relates to uh
creative, because we alwaysshied away from creative,
because I personally much preferthings that are objective.
Yeah, hard data, you know willrun your crm or will completely
overhaul you know your youronline shopping experience.
(19:55):
I can point to conversion rateor I can point to revenue uplift
.
I can point to numerous statsand use those as very black and
white.
But anytime we try to dip ourtoe in creative, I just want to
bang my head against the wallbecause half the time they don't
even know what it is that theywant in said creative.
(20:16):
So how do you, how do you, howdo you deal with with that and
that like sort of juggling actof a client expectation?
Speaker 2 (20:22):
It is really interesting and, honestly, a
good metaphor for it.
It's kind of like being cooksin the kitchen at a really great
restaurant.
It's like well, not evennecessarily a really great
restaurant.
You're cooks in the kitchen andyou're dependent on the servers
for what they're putting outthere.
Right, so you can make all thisgreat content.
But if it's not run in theright way or advertised right
way, or has the paid mediabehind it, it might not be the
best dinner for the customer,right?
(20:43):
And so you're correct, it isincredibly subjective, and so
our job is to make somethingthat is so subjective as
objective as it can be.
And the way we do that isthrough a few things.
One is data-driven creative.
So taking the data where we canget it we don't always have it.
Being the cooks in the kitchen,you know we have to use our 10
years of internal data that wehave, but trying to get the data
(21:04):
on what's performing well andwhere it's performing well and
use that to the best of ourability.
And the other piece of it issystemization.
You know you can take somesubjectivity out of things when
you present people with likechoices at different stages and
trying to direct them on what'snext.
So for us, you know our processbreaks down into discovery why
are we doing this?
Who's it for?
What's the purpose of whatwe're making?
(21:25):
Ideation what do we think isthe right fit for this project?
Then we get into messagingwhere are we going to say is the
voice more thought leadershipor is it more casual?
Then it's pre-production.
It's all the steps to go intoproducing the video.
Production is where we'vemapped everything out, now we're
running with it, and then finalfiles is where we create all
the various cutdowns andtoolkits and where it lives.
And so, by creating that simplestructure, it kind of keeps
(21:47):
things in bounds so that, eventhough there is subjectivity,
clients have the ability toweigh in.
As we move forward, each stepbuilds on itself.
So by the time we get to theend, you know there's less
surprises than you might have inthe first round.
Speaker 1 (21:58):
Yeah, no, that makes sense.
Less of a.
Oh my God, what the hell didyou make?
Speaker 2 (22:01):
Yeah right, Nothing's coming out of left field,
hopefully.
Speaker 1 (22:04):
Yeah, no, that makes a lot of sense.
Um, I really appreciate youhopping on with me and sharing
all these insights.
Um looking forward to uh towatching your journey and uh to
see you guys grow.
But before we hop, can you leteverybody know who's listening,
where they could find you andconnect with you online?
Speaker 2 (22:21):
Oh yeah, absolutely.
I think the area that we'reprobably most engaged is on
Instagram, which would be dashunderscore NC, so D-A-S-H
underscore NC.
We're really active there andyou can find our other channels
through that entry point.
But I will give a shout out toan animation and motion design
conference that we throwbiennially.
That's happening this year June11th through 13th 2025.
(22:42):
It's called the Dash Bash andit's an inclusive motion design
conference that's built aroundthis idea of community.
So the thing that I'm most proudof, brandon, with this is that
we've all gone to a conference.
We've all seen someone up onstage who's showing off how
great their work is and it'slike cool, it looks great.
(23:02):
I could have seen that on yourwebsite.
What we really try to curate isfolks who have been in the
weeds on some really greatstories either someone who
started a studio and it failed.
Why did it fail and what couldthey learn from it.
An immigrant creative story.
Someone who came to the US tomake a career as a creative and
what that process and journeylooked like.
So a lot of our speakershaven't typically been on stage
before, which creates a reallygood storytelling environment,
and on top of that, you get tohang in my hometown of Raleigh,
(23:23):
north Carolina, with three to400 of some of the nation's best
motion designers.
So if you're a marketer and youneed to hire some creatives,
it's a great place to be.
Speaker 1 (23:31):
If you're aspiring creative and an agency owner
this is a really great spot tolearn some details on how to
continue to be successful.
So that's the Dash Bash you cancheck it out at wwwdashbashnet.
Awesome, that sounds like agreat, great time.
I might have to check it out.
Check it out.
I appreciate you coming on Foreverybody listening.
As always, it's Brandon Amoroso.
(23:52):
You can find me atbrandonamorosocom or scalistai.
Thanks for, and we will see younext time.
Thanks, Brandon.
Awesome, I think.
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. 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
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!