August 29, 2025 • 30 mins
Meet the humble leader who used AR to send women to the moon and saved millions along the way! (And that's just one of the impressive things she's done with XR and AI!) Shelley Peterson is the founder of Wizard Wells and a pioneering leader in applying augmented reality (AR), mixed reality (MR), and AI to solve real-world enterprise problems.
Drawing from her deep experience in aerospace and immersive tech, Shelley focuses on removing barriers to adoption so organizations can harness these tools for measurable impact.
Key Takeaways:
- Bridging the Gap: Shelley helps enterprises move XR and AI initiatives from pilot experiments to full-scale deployment, addressing both technical and organizational hurdles.
- User-Centered Design: Successful adoption starts by understanding the needs of frontline workers, creating intuitive tools that integrate seamlessly into their workflows.
- Proof Through Value: She advises starting with a specific, high-impact use case to generate measurable ROI — building momentum and internal champions for broader rollout.
- Change Management: Technology alone is not the answer; leadership buy-in, training, and cultural readiness are critical for lasting transformation.
Her mission with Wizard Wells is to demystify emerging tech for leaders, help them identify where these tools can solve real problems, and remove the friction points that keep innovations stuck in “pilot purgatory.”
About Shelley Peterson, Wizard Wells
Shelley Peterson is a pioneer in the XR industry, with decades of experience demonstrating the power of immersive technology across civil, commercial, and defense programs, including Lockheed Martin’s space initiatives. As a former Director in Microsoft’s Mixed Reality organization, she developed strategies to drive ROI and impactful outcomes for industry, government, and education.
Shelley’s career began early—earning her mathematics and physics degree young and teaching college math at just 20. She went on to lead innovations in military aircraft training, electronic warfare, and satellite systems, and today serves on the Barbara Bush Foundation Technology Advisory Board, the AWE Advisory Committee, SMU's Advisory Council, and the HarvardXR Advisory Board.
Her work has been featured in Forbes, Fortune, and The Wall Street Journal, and she continues to inspire the next generation through STEM outreach.
A "glow up" signifies a positive transformation, reflecting the journey of becoming a better, more successful version of oneself.
At The Tech Glow Up, we humanize the startup and innovation landscape by focusing on the essential aspects of the entrepreneurial journey. Groundbreaking ideas are often ahead of their time, making resilience and perseverance vital for founders and product leaders.
In our podcast, we engage with innovators to discuss their transformative ideas, the challenges they face, and how they create value for future success.
If you're a founder or product leader seeking your own glow up, or a seasoned entrepreneur with stories to share, we invite you to join our guest list via this link.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Nathan C (00:00):
Hello and welcome to The Glow Up! Fabulous
conversations with innovativeminds.
I'm Nathan C and today I'mtalking with Shelley Peterson,
founder of Wizard Wells.
Thanks for joining.
Shelley Peterson (00:11):
Thank you, Nathan!
Nathan C (00:12):
Could you introduce yourself and the work you do at
Wizard Wells for those who maynot know you yet at The Glow Up?
Shelley Peterson (00:19):
Sure.
I'm Shelley Peterson.
I'm the founder of Wizard Wells.
I started this organization acouple of years ago, to help
companies who are working in theXR and AI and emerging tech
spaces, or for companies who arelooking to bring the
technologies in.
So if there's barriers tobringing in the capabilities for
(00:39):
companies large or small, I comein to help smooth out those
barriers and make it a littlebit easier.
Nathan C (00:46):
Could you share maybe a couple kinds of projects that
you've worked on, helpingcompanies think about AI and XR?
Shelley Peterson (00:54):
Sure! So, of course the architecture can take
some consideration.
The platform that you're using,many companies will run trade
studies to determine whichplatform is best and helping
them work through that processand identify potential solutions
that meet, not only thetechnology capabilities that are
a best fit for their programsand environments, but also the
(01:18):
IT and security considerations.
How they manage over time,working through the dynamic
nature of the hardware.
Right now we're in a stage wherewe're seeing quite a bit of
dynamic nature.
Where we have certain devicesgoing away and other devices
surfacing, and how do younavigate those environments
where, instead of building for adevice, you're building for an
(01:41):
architecture strategically sothat you can navigate and pivot
when needed.
Of course with AI integration,AI is quite the topic these
days.
The way that we integrate AIinto XR, what we do now, what we
wait to do when the time isright, how we architect so that
we're thinking ahead and wedon't know exactly what those AI
(02:03):
solutions are going to looklike, but we know we want to be
able to tie in and takeadvantage of them.
That's an area that we needcompanies are focusing on right
now as well.
Nathan C (02:12):
This idea of helping organizations understand how
they can start really use thesetools in a deep, integrated way
into their businesses.
But then also understanding thatlarge enterprises or people that
are making five and 10 yearstrategic plans and investments
(02:33):
sometimes need to be thinkingpast where the technology
actually exists in your hands.
Um.
Wow! That's such a expansive andamazing space to be working in.
I'm wondering, before we diveinto some of these really big,
juicy problems, can you walk usback and tell us a little bit of
(02:53):
your innovation journey to getto this point?
What's your origin story?
To be so deep in these companiesand to be helping in such a
broad and crucial role.
Shelley Peterson (03:04):
It, it's kind of a odd and windy path to get
here, to be honest.
I grew up in the middle of WestTexas.
Many people have heard me sayour judge was also our barber.
So, you know, that gives youcontext to how small the
community I came from was.
I had a physics teacher remotelyat that time.
Big refrigerator size computersystem that we connected through
(03:28):
at our little school.
Had us think into the future andwhat we thought might be good
solutions.
And XR came up at that time.
Not by name because that didn'texist at the time.
But, we were envisioning systemsthat would equate to VR and MR
systems today.
And then, I had worked on otherprojects with defense.
(03:49):
That led me to work on the B-1Bomber simulator.
And I started a company when Iwas 25 to work, distributed
mission training, tyingsimulators together.
It was so much fun! They had tokick me out of work every day.
It was a blast, but they wantedto tie simulators together and
it hadn't been done at thattime.
They wanted to be able to flymissions.
And so I created a spinoff to beable to tie those simulators
(04:11):
together and brought a couple ofclose colleagues over with me at
that time.
And a month after we opened ourdoors, September 11th hit and it
froze our funding vehicle.
So we had this funding vehiclein place that just went poof!
And we weren't sure if it wascoming back or not.
So we needed to tread water fora little bit.
(04:31):
And there was a solicitation atthat time for a multi-spectral
imaging monocular for SpecialOps.
And so we worked that for awhile, and that was kind of a
precursor to my XR days atLockheed.
Worked the monocular effort forabout two years.
And then later on I joinedLockheed working completely
(04:52):
different topics.
Satellite tasking, missionmanagement, tasking satellites
that use infrared to detectmissiles.
And then ended up over in thebusiness development group
working on future satellites,and the VP knew that I had
worked with this monocular andsaid,"Hey, go look at what's
going on in Silicon Valley,"(that's where I lived at the
time) in the augmented realityspace." I hear a lot of people
(05:13):
talking about augmented realityin 2011.
And so that brought me back intoXR.
So it's just been kind of like atouchpoint and then another
touchpoint.
And then in 2011 it became afull-time, heavy effort.
Nathan C (05:27):
You can't get away from it.
Wow! Of the things that oftenshows up on the conversations on
The Glow Up is the importance ofa pivotal mentor, a pivotal
internship, an opportunity tojust get a peek into something.
And I love that in this tinyWest Texas community you have
(05:49):
access to one of the fabledroom-size computers, that was
really you know, starting todrive connected experiences.
Your journey in computing kindof just always has this
assumption of connection andexploration of new modalities
just from the start.
Even though you're in this sortof traditionally small
(06:11):
community.
I love it!
Shelley Peterson (06:13):
It was fantastic! It was somewhat
ushered in by my mother who wasa teacher there.
And she knew that I liked themath and physics route.
She was the English teacher.
And I think she hunted down thisopportunity to have these remote
systems in rural places.
And so in our tiny town we gotto do that.
(06:33):
And it was quite impactful forme.
It really got us to think wellbeyond what we normally would
have.
Nathan C (06:41):
One of the other things that I think is really
notable, and is probably why youalways have a line of people
waiting to talk to you when Isee you at events like Augmented
World Expo and others, is that,for so many emerging
technologies, government,infrastructure defense are some
(07:02):
of those categories that peoplewant to attach their businesses,
their innovations to.
It's seen as such a large partof the US economy.
Shelley Peterson (07:11):
Right.
Nathan C (07:12):
And to have this really deep understanding of
what it takes to get businessdone for projects as complex and
multithreaded as Lockheed Martinand like major defense projects,
when you talk about a founder'sjourney, some of those defense
projects might be two or threeyears to get to the agreement
(07:33):
about defining what the proof ofconcept is gonna be.
And you don't even get to startworking on the thing until two
or three steps further down.
I think that's gotta positionyou as somebody with incredible
important information about howinnovation happens, but
innovation doesn't happen withjust one person.
(07:55):
How do you take that experienceand that understanding and
disseminate it across teams,across partnerships, these
multi-threaded vendors, all ofthese years to actually see
stuff get to market or to getinto customers and out in the
world?
How do you manage such big ideasover time to get there?
Shelley Peterson (08:16):
Oh, that's a good question! I had the luxury
of working with spacecraft andspacecraft programs at Lockheed,
and especially at the start.
Later on I was working at thecorporate level, leading groups
across the corporation.
But working with the spaceprograms, you're already in an
environment where people arethinking big.
They're solving challenges andcreating technology that hasn't
(08:38):
been created before, so thatmindset is already there.
There's many programs atLockheed across civil and
commercial and defense, and eachone has their own unique
requirements and groups ofpeople that help solve those
challenges.
So it's as much of a networkingand communicating with
(09:00):
organizations who can assist.
When I think of you know thetopics that were important in
the spacecraft manufacturingsetting, it was very much a
system of systems challengethese spacecraft work.
But in creating thosespacecraft, especially with
emerging technology, that systemof systems spans into the people
and the organizations.
(09:21):
So IT and security and you know,everything from HR to
engineering and technicians andexecutive leadership and all of
the different groups, quality.
So for one program, if we gointo one environment on one
program, we would have fivedifferent security organizations
who had to provide approvals forthe technology to be brought in.
(09:43):
You know and that didn't countall of the others! So if same
program, we go to a differentbuilding, there's five people
you have to run it through toget into that environment.
I was fortunate in havingorganizations and people who
were enablers and who we couldwork with to sit down at the
drawing board and figure out howthis was gonna work.
(10:05):
And once you get one program upand running with the first
scenarios, it provides you aroadmap to shape, you know you
take your best practices and,okay, next time we're going to
do this and we're going to shapeit a little bit.
And then the next time we'regoing to do this other thing.
You find a process that workswell and as long as it's really
(10:28):
bringing value to theorganizations, then it picks up
pretty rapidly.
Nathan C (10:35):
You talk about helping organizations understand the
value of these futuretechnologies.
And we also kind of alluded thatone of the things that you're
pushing uphill against is thisvery long timeframe.
You're trying to help peopleunderstand the value of things
that exist only in paper andschematics in many cases.
How do you, when you're workingon such big ideas, such long
(10:58):
things, systems of systems, howdo you help organizations like
this really measure the impactof the work that they're doing?
I feel like measurement has tobe key in how you stay focused
on those end results over suchlong time.
Can you talk a little bit aboutmeasuring impact?
Shelley Peterson (11:15):
Sure and you know, I think one of the first
things that we did that was mostimpactful was we turned down use
cases until we found the rightones.
And that's hard to do whenyou're trying to get into an
organization and some peoplewant you to support a certain
use case, but you don't feellike it has, you know, it has
value, but not enough value toreally convince the skeptics and
(11:39):
turning down those opportunitiesis hard when you don't have the
high value one set up yet.
But we did that and found theuse case that was significant.
The very first one was a 50%touch labor reduction.
When we looked across the usecases, it spanned the full
(12:02):
manufacturing lifecycle from thedesign phase to manufacturing,
to tests, implementation,operations.
But we wanted to find the onesthat we could put numbers on.
Error prevention is hard to puta number on'cause it's hard to
prove that an error would'vehappened when you're working not
in an assembly line.
I decided to start with themanufacturing, the production of
(12:24):
the spacecraft because we didknow how long certain activities
would take and then we could goin and show without a doubt what
the savings were.
And that very quickly turnedinto a scenario that we could
take to the technicians and tothe engineers and the
leadership.
And the technicians very quicklycame back and said,"You know
that's great, but if we could dothis other use case over here.
(12:47):
I would save a significantamount." And it was simple! It
was just locating the fastenerswhere they are adhered to
spacecraft panels.
You know, it's kinda likereplacing the light bulb with
the better light bulb.
And from that use case, we weresaving$38 per fastener, and
Lockheed was purchasing 2million fasteners per year.
And that got a lot of attentionreally quickly.
Everyone was rightfully askeptic at the start, and within
(13:12):
several years we didn't reallyhave any skeptics in Lockheed
space left.
Nathan C (13:17):
As innovators there is often this push to find an idea
that feels like it can work andjust go make it happen.
And that being really strictabout what is a use case that is
important enough for us to betackling, I think is something
that so many people kind of haveissues of scale understanding,
(13:41):
especially when they talk aboutenterprise, right?
Because a million dollars to anenterprise company is a very
small amount of money to investif you know it's gonna be
delivering a return.
Shelley Peterson (13:56):
Right.
Nathan C (13:57):
But the return also has to be at that same kind of
scale.
Shelley Peterson (14:02):
Right.
Nathan C (14:02):
And so a 2% increase, a 15% increase wasn't enough.
You were stoked to find this 50%reduction in labor, and if I
understand you correctly, we'retalking about like rocket
science, scientist labor.
So it's not an insignificantamount of money.
And by being able to prove thatreally valuable use case and
(14:26):
that there was utility and thatyou could move the number, the
client actually came back to youand said,"Okay, now that I
believe you, what I really wantyou to help me fix is this other
problem over here." And theypointed you at an opportunity to
like save them$75 millionyearly?!
Shelley Peterson (14:45):
Yes!
Nathan C (14:47):
I feel like you'd have a hard time convincing anybody
not to join on to a projectthat's gonna save that much
money!
Shelley Peterson (14:54):
I was hesitant to tell leadership at the start
because they're not gonnabelieve me when I say we're
saving 93% touch labor.
They're gonna think I am makingthings up.
And then we ran an activity atKennedy Space Center inside the
Orion spacecraft that's going upto the moon.
And then we ran an activity inDenver that was very similar,
(15:14):
and all of them were 90something.
I think two of them were 92% or93%, and one was 91%.
I was getting ready to pull allof that into a data package to
take to the VP and the executiveleadership from the Orion
program had already reached backto my leadership, and they
called me in before.
I was like,"Well, I'm either ina lot of trouble or this is
(15:36):
gonna go really well.
I'm not sure which." But it wasa request of how fast can we
move and what do we need to do?
And that was around the 2020timeframe.
So scaling during the age ofCOVID was an adventure.
Nathan C (15:49):
That's amazing! You seem to have a little bit of
this patience to, build a plan,go out and test it, and then
kind of learn from whatever themoment is and see how you can,
build to the next.
I'm curious, even after all ofthis time, working with these
large organizations, working onthese giant projects, saving
(16:11):
millions and millions ofdollars, are there times that
you've walked into a situationthinking oh, this has gotta be
it.
This is the moment, and thecustomer has shown you something
completely different, right?
Like, it can't all be roses.
And like how do you, when you'reworking on such big projects,
such big missions and budgets,how do you respond to maybe less
(16:36):
than great feedback or, youknow, a different problem comes
up that you weren't so preparedfor?
Shelley Peterson (16:41):
I actually love critical feedback and you
know, spacecraft engineers arenot shy about giving that! They
will tell you what they think,in quite the unfiltered manner
much of the time.
Some of them will say, I have aconcern with using this in this
environment.
And they'll give you thereasons.
Many of the times it's becausethey've been brought a
technology and IT and securitywere not involved.
(17:05):
And so groups have to go back tothe drawing board because it's
not built with that in mind.
Especially for defense programsor the environments that are
more strict.
You know, it's one thing to havethe enterprise layer, it's
another thing to have thedefense layer and the spacecraft
manufacturing environment.
When they would find that wewere doing the best we could to
(17:28):
design with that in mind andbringing in those teams and
really trying to do the rightthing, that helped a lot.
We did have a manager who wasvery hesitant to use it because
of the time it took to build thecontent, which is fair.
At the very early stages, itwould take us about two days to
build content that would save acouple of days worth of shop
floor activity.
(17:50):
That's still a decent ROI whenyou look at the metrics, you
know, a day of delay on aspacecraft is a million dollar
cost per day.
So that would still be okay, buthe wanted to see that
streamlined because there's alsothe process of how much training
time does it take to get theengineers eventually to build
their own content.
And so we went and worked withthe platform provider, that was
(18:13):
Scope AR.
They helped us optimize it whereit would be very efficient to
build the content.
You know, I'm talking 45 minutesto build the content from, you
know, now that's becauseLockheed already had the models
of the structures.
But if we have that in place, wecould take it and make use of it
very quickly.
I still remember the point intime, several years after I
(18:34):
started the effort and I broughthim back in.
Because he was a absolutely"No,I'm not gonna put this in my
environment!" I said,"Okay, Iwanna show this to you now."
We've made some modifications.
I just wanna get your thoughtsbecause I know you're not going
to tell me that it's just greatand you know, if you have the
"no" answer, I wanna know whatthat"no" looks like.
And he looked at me like I hadlost my mind, and then he went
(18:56):
in and took a look at thecapability and I think he was
impressed with the changes thatthe teams had made.
And so then he was one of ourgreatest partners.
You know, he brought thetechnology in and was one of the
best leaders I think, because hewas looking at it critically and
could get past being enamored bythe instant immediate glow of
(19:20):
the technology.
And he was really thinking inthe systems of systems, you
know, what all is gonna beinvolved and what are the risks.
So I love working with thepeople who are willing to think
in that way because it helps usfigure out what we need to shape
to make it even more robust.
Nathan C (19:35):
I suspect that funny glance that you got was partly
because in a lot of largeorganizations, especially when
new initiatives are beingpushed, new ideas, that's where
a lot of silos, a lot of egosand protective domain, can
really come into play and being,so honest of like, I know what
(19:57):
you're gonna bring and that'swhy I'm asking you to be here is
such a lovely approach!
Shelley Peterson (20:01):
And he's gonna laugh if he sees this! He had
taken the sledgehammer and kindof squashed us, you know, and
here I'm coming back going, Hey,I wanna show you this again.
And it's like, what are youthinking?! But I think he knew
that, if I was willing to dothat, I was confident that I
might have solved at least someof the issues that he had with
it.
Nathan C (20:22):
I love that! Anytime somebody gives me advice and I'm
able to consume it andincorporate it into what I'm
doing, I always make a point tolet them know.
So we've been talking about somepast successes, how you have
this deep history of helpingorganizations consider and adopt
with these kinds oftechnologies.
(20:42):
I'd love to pivot us and startto look forward a little bit,
and as you're continuing yourwork with Wizard Wells, the show
is called The Glow Up, and weuse this idea of rebirth and
transformation as a way to talkabout six month goals.
Short term, but audacious goals.
So I'm curious, what are youlooking to glow up in your work
(21:04):
in the next six months?
Shelley Peterson (21:06):
So there's interesting pursuits by
companies and organizations.
Some of the organizations that Iwork with are large aerospace
and aeronautics companies.
Some are very smallorganizations.
Some are working in theeducation space, and I am so
excited what the technology isdoing right now in the early
(21:27):
stages of bringing it in foreducation.
Government organizations arerecognizing the the power of
these technologies, andespecially with the combination
of XR and AI.
And right now, you know, notjust in the US it's, it's broad.
I get requests from othercountries on how do we use the
technologies for workforcedevelopment?
(21:48):
How do we train and certify morerapidly?
I heard just this week there'san organization who is taking
training that would normallytake two years.
They're completing that trainingnow in 25 days.
I was shocked! Now I think thatone is a special case, but
there's definitely optimizationsand we need it right now with
(22:10):
the number of people that areneeded in so many different
roles.
You know, aircraft maintenanceto vehicle maintenance to truck
drivers, to medical, to I mean,name a trade.
And we need more workers and weneed them to be certified and
brought up to skill level morerapidly.
(22:31):
So this technology's perfect forit.
I'm excited about what it'sgonna do, and thankfully right
now I have the opportunity towork in some spaces where we can
help grow that and not just at aschool by school level, but at a
state by state level or otherscenarios at the higher level.
Nathan C (22:47):
Oh my goodness! I can't help but think back to
your mention in the previousanswer about optimizing content
development for immersivelearning tools can be one of
those big hurdles, right?
I've said for a long time, ifyou're trying to pitch, you
know, immersive solutions as adevelopment and learning
(23:09):
solution, it has to be about aseasy to develop and edit and
deploy as what those teams arealready using.
Shelley Peterson (23:18):
Yes.
Nathan C (23:18):
In a lot of cases that might be like slide decks!
Shelley Peterson (23:23):
Yes! You
Nathan C (23:23):
know, web portal.
And so, I love this combinationof the technology being more
accessible and more optimizedand just this extreme need for
workforce support, right?
Whether it's healthcare, whetherit's construction, whether it's
high tech, there's potentially alot of manufacturing, that's
(23:43):
gonna be needing support andbeyond.
Just amazing! When you thinkabout goals like this and from a
career with a bit ofperspective, I'm curious, how do
you know when you'll have madeit?
How do you define success forWizard Wells?
Shelley Peterson (24:01):
You know, the answer to that question has
changed over time throughout mycareer.
When I was in high school, ifyou had asked me that question
at that time, I would've thoughtthrough titles and numbers and,
how do we define success?
That's not how I define it now.
Now it's more of, instead ofwhat is my title and what are my
(24:23):
metrics, it's more of themetrics of what am I able to
help and to influence and doesthat fit with my value system
and what I'm wanting to pursue.
It has to do with theorganizations that I'm working
with have fantasticopportunities now to work with
(24:45):
groups who are doing the rightthings for the right reasons.
And to me, that feels likesuccess.
You know, being able to be apart of working in the areas
where there's a challenge thatneeds to be solved and we're
able to solve it and rapidly.
But it, it's a hard question toput a statement with a checkbox
(25:06):
to say, here's what it meanswhen I've made it.
To me it's more of a feelingover time.
I'm really enjoying the workthat I'm doing right now, and I
think it has a lot to do withthe people that I'm working with
and their motives.
Nathan C (25:17):
That's gorgeous.
Thank you! One of the thingsthat we like to do every episode
is make some time to share acommunity spotlight for a
nonprofit, some other org that'smaking an impact.
I'm curious, since we're on thistopic, do you have an
organization that you'd like toshare a spotlight with?
Shelley Peterson (25:35):
Oh, the challenge is there's so many!
I've had the opportunity to beon advisory boards for
organizations that I'm justreally impressed with.
You know, from Harvard XR andthe XR Women.
The Literacy Barbara BushFoundation.
Some literacy organizations areusing the eye tracking in our XR
devices to advance literacy.
(25:57):
And there's a metric— 54% ofAmerican adults read below the
sixth grade level.
And that metric was taken like15 years ago.
And we know it's gotten worse.
We know it hasn't improved.
There's some serious work thatneeds to be done there.
And while our devices bring lotsof capability, I think that they
strangely impact our literacylevels.
(26:19):
So there's work that needs to bedone and it's impressive to see
that the work that Reading XR isdoing with Dollar General.
They are huge supporters ofliteracy.
They do significant work in thatspace, so I'm a fan of what
they're doing.
I'm always a fan of seeing thistechnology being used for good
purpose.
(26:40):
There's a group here in Coloradothat has schools to train
students on the autism spectrum.
Teaching the autism communitytraits and such a fan of what
Danny Combs has done there.
Nathan C (26:52):
I wanna start a miniseries with you that's just
Shelley's favorite impact orgs!
Shelley Peterson (26:57):
Oh let's do it!
Nathan C (26:58):
Shelley shout outs and we'll give some space for these
impact orgs.
I love it! Is there a call toaction that you have for the
audience about anything thatyou're looking for, whether it's
network, connections,opportunities?
Shelley Peterson (27:12):
There's a lot of talent available right now
and there's a lot of groupslooking for talent right now.
And I love playing thatmatchmaker role between groups
and organizations that arelooking.
And I just do that informallyas,"Hey, I know that this is
going on over here." If thereare groups who are needing
people or if you're looking foropportunities, reach out.
(27:34):
I would love to hear from you.
Any organizations that areworking in the education space
in the XR or AI or thecombination of the two.
There are schools andorganizations looking for
capabilities.
So I would like to hear morefrom the groups that are working
in those spaces so that I'maware and I can make those
connections.
But yeah, this industry isfantastic and working with the
(27:57):
people in this industry.
It's more like a family than anindustry.
We, know each other and we liketo help each other.
Even groups who are competitiveare also synergistic, and they
treat it that way.
It's one of the things thatkeeps me in this space and
excited to be in this space.
Nathan C (28:15):
I could not agree more! The technologies, the
hardware, the pop culture of themoment will all change.
But, the conversation I had justrecently with Alex Rühl, that
launched today, the wholeconversation was the working
through it together with peoplethat you trust and adore is the
best part
Shelley Peterson (28:36):
Yes!
Nathan C (28:36):
of the whole journey.
So fantastic! Shelley, I'mcurious, how can folks learn
more if they'd like to follow upwith you?
Shelley Peterson (28:43):
I can be reached on LinkedIn.
That's really the primary socialmedia platform that I use for
enterprise.
So that's a good place to reachme and to see some of my past
work.
I'm very busy, but also havefree time, and I love to hear
from new people and industrycolleagues alike.
I enjoy having coffee time withpeople in the industry space.
Nathan C (29:06):
So incredibly generous! Shelley Peterson, long
time almost XR entrepreneur fromearly childhood practically! An
innovation journey from ruralWest Texas, to some of the
highest points in the world andbeyond, maybe even the moon here
(29:28):
shortly! I love how you thinkabout these new technologies in
terms of value and impact andare yet, still open to that long
tail innovation that takes timeand patience and partnership.
Your new focus on impact, givingback to the community and
(29:49):
supporting both the orgs andthese vendors and technologists
that you've come to know sowell, is just so heartwarming.
It is always a pleasure to chatwith you.
I can't wait till the firstepisode of"Shelley Spotlights."
Thank you so much for joining ustoday on The Glow Up!
Shelley Peterson (30:08):
Thank you! It's always fun having the
conversations with you!
Nathan C (30:12):
Amazing.
Thanks so much!
Hello and welcome to The Glow Up! Fabulous
conversations with innovativeminds.
I'm Nathan C and today I'mtalking with Shelley Peterson,
founder of Wizard Wells.
Thanks for joining.
Shelley Peterson (00:11):
Thank you, Nathan!
Nathan C (00:12):
Could you introduce yourself and the work you do at
Wizard Wells for those who maynot know you yet at The Glow Up?
Shelley Peterson (00:19):
Sure.
I'm Shelley Peterson.
I'm the founder of Wizard Wells.
I started this organization acouple of years ago, to help
companies who are working in theXR and AI and emerging tech
spaces, or for companies who arelooking to bring the
technologies in.
So if there's barriers tobringing in the capabilities for
(00:39):
companies large or small, I comein to help smooth out those
barriers and make it a littlebit easier.
Nathan C (00:46):
Could you share maybe a couple kinds of projects that
you've worked on, helpingcompanies think about AI and XR?
Shelley Peterson (00:54):
Sure! So, of course the architecture can take
some consideration.
The platform that you're using,many companies will run trade
studies to determine whichplatform is best and helping
them work through that processand identify potential solutions
that meet, not only thetechnology capabilities that are
a best fit for their programsand environments, but also the
(01:18):
IT and security considerations.
How they manage over time,working through the dynamic
nature of the hardware.
Right now we're in a stage wherewe're seeing quite a bit of
dynamic nature.
Where we have certain devicesgoing away and other devices
surfacing, and how do younavigate those environments
where, instead of building for adevice, you're building for an
(01:41):
architecture strategically sothat you can navigate and pivot
when needed.
Of course with AI integration,AI is quite the topic these
days.
The way that we integrate AIinto XR, what we do now, what we
wait to do when the time isright, how we architect so that
we're thinking ahead and wedon't know exactly what those AI
(02:03):
solutions are going to looklike, but we know we want to be
able to tie in and takeadvantage of them.
That's an area that we needcompanies are focusing on right
now as well.
Nathan C (02:12):
This idea of helping organizations understand how
they can start really use thesetools in a deep, integrated way
into their businesses.
But then also understanding thatlarge enterprises or people that
are making five and 10 yearstrategic plans and investments
(02:33):
sometimes need to be thinkingpast where the technology
actually exists in your hands.
Um.
Wow! That's such a expansive andamazing space to be working in.
I'm wondering, before we diveinto some of these really big,
juicy problems, can you walk usback and tell us a little bit of
(02:53):
your innovation journey to getto this point?
What's your origin story?
To be so deep in these companiesand to be helping in such a
broad and crucial role.
Shelley Peterson (03:04):
It, it's kind of a odd and windy path to get
here, to be honest.
I grew up in the middle of WestTexas.
Many people have heard me sayour judge was also our barber.
So, you know, that gives youcontext to how small the
community I came from was.
I had a physics teacher remotelyat that time.
Big refrigerator size computersystem that we connected through
(03:28):
at our little school.
Had us think into the future andwhat we thought might be good
solutions.
And XR came up at that time.
Not by name because that didn'texist at the time.
But, we were envisioning systemsthat would equate to VR and MR
systems today.
And then, I had worked on otherprojects with defense.
(03:49):
That led me to work on the B-1Bomber simulator.
And I started a company when Iwas 25 to work, distributed
mission training, tyingsimulators together.
It was so much fun! They had tokick me out of work every day.
It was a blast, but they wantedto tie simulators together and
it hadn't been done at thattime.
They wanted to be able to flymissions.
And so I created a spinoff to beable to tie those simulators
(04:11):
together and brought a couple ofclose colleagues over with me at
that time.
And a month after we opened ourdoors, September 11th hit and it
froze our funding vehicle.
So we had this funding vehiclein place that just went poof!
And we weren't sure if it wascoming back or not.
So we needed to tread water fora little bit.
(04:31):
And there was a solicitation atthat time for a multi-spectral
imaging monocular for SpecialOps.
And so we worked that for awhile, and that was kind of a
precursor to my XR days atLockheed.
Worked the monocular effort forabout two years.
And then later on I joinedLockheed working completely
(04:52):
different topics.
Satellite tasking, missionmanagement, tasking satellites
that use infrared to detectmissiles.
And then ended up over in thebusiness development group
working on future satellites,and the VP knew that I had
worked with this monocular andsaid,"Hey, go look at what's
going on in Silicon Valley,"(that's where I lived at the
time) in the augmented realityspace." I hear a lot of people
(05:13):
talking about augmented realityin 2011.
And so that brought me back intoXR.
So it's just been kind of like atouchpoint and then another
touchpoint.
And then in 2011 it became afull-time, heavy effort.
Nathan C (05:27):
You can't get away from it.
Wow! Of the things that oftenshows up on the conversations on
The Glow Up is the importance ofa pivotal mentor, a pivotal
internship, an opportunity tojust get a peek into something.
And I love that in this tinyWest Texas community you have
(05:49):
access to one of the fabledroom-size computers, that was
really you know, starting todrive connected experiences.
Your journey in computing kindof just always has this
assumption of connection andexploration of new modalities
just from the start.
Even though you're in this sortof traditionally small
(06:11):
community.
I love it!
Shelley Peterson (06:13):
It was fantastic! It was somewhat
ushered in by my mother who wasa teacher there.
And she knew that I liked themath and physics route.
She was the English teacher.
And I think she hunted down thisopportunity to have these remote
systems in rural places.
And so in our tiny town we gotto do that.
(06:33):
And it was quite impactful forme.
It really got us to think wellbeyond what we normally would
have.
Nathan C (06:41):
One of the other things that I think is really
notable, and is probably why youalways have a line of people
waiting to talk to you when Isee you at events like Augmented
World Expo and others, is that,for so many emerging
technologies, government,infrastructure defense are some
(07:02):
of those categories that peoplewant to attach their businesses,
their innovations to.
It's seen as such a large partof the US economy.
Shelley Peterson (07:11):
Right.
Nathan C (07:12):
And to have this really deep understanding of
what it takes to get businessdone for projects as complex and
multithreaded as Lockheed Martinand like major defense projects,
when you talk about a founder'sjourney, some of those defense
projects might be two or threeyears to get to the agreement
(07:33):
about defining what the proof ofconcept is gonna be.
And you don't even get to startworking on the thing until two
or three steps further down.
I think that's gotta positionyou as somebody with incredible
important information about howinnovation happens, but
innovation doesn't happen withjust one person.
(07:55):
How do you take that experienceand that understanding and
disseminate it across teams,across partnerships, these
multi-threaded vendors, all ofthese years to actually see
stuff get to market or to getinto customers and out in the
world?
How do you manage such big ideasover time to get there?
Shelley Peterson (08:16):
Oh, that's a good question! I had the luxury
of working with spacecraft andspacecraft programs at Lockheed,
and especially at the start.
Later on I was working at thecorporate level, leading groups
across the corporation.
But working with the spaceprograms, you're already in an
environment where people arethinking big.
They're solving challenges andcreating technology that hasn't
(08:38):
been created before, so thatmindset is already there.
There's many programs atLockheed across civil and
commercial and defense, and eachone has their own unique
requirements and groups ofpeople that help solve those
challenges.
So it's as much of a networkingand communicating with
(09:00):
organizations who can assist.
When I think of you know thetopics that were important in
the spacecraft manufacturingsetting, it was very much a
system of systems challengethese spacecraft work.
But in creating thosespacecraft, especially with
emerging technology, that systemof systems spans into the people
and the organizations.
(09:21):
So IT and security and you know,everything from HR to
engineering and technicians andexecutive leadership and all of
the different groups, quality.
So for one program, if we gointo one environment on one
program, we would have fivedifferent security organizations
who had to provide approvals forthe technology to be brought in.
(09:43):
You know and that didn't countall of the others! So if same
program, we go to a differentbuilding, there's five people
you have to run it through toget into that environment.
I was fortunate in havingorganizations and people who
were enablers and who we couldwork with to sit down at the
drawing board and figure out howthis was gonna work.
(10:05):
And once you get one program upand running with the first
scenarios, it provides you aroadmap to shape, you know you
take your best practices and,okay, next time we're going to
do this and we're going to shapeit a little bit.
And then the next time we'regoing to do this other thing.
You find a process that workswell and as long as it's really
(10:28):
bringing value to theorganizations, then it picks up
pretty rapidly.
Nathan C (10:35):
You talk about helping organizations understand the
value of these futuretechnologies.
And we also kind of alluded thatone of the things that you're
pushing uphill against is thisvery long timeframe.
You're trying to help peopleunderstand the value of things
that exist only in paper andschematics in many cases.
How do you, when you're workingon such big ideas, such long
(10:58):
things, systems of systems, howdo you help organizations like
this really measure the impactof the work that they're doing?
I feel like measurement has tobe key in how you stay focused
on those end results over suchlong time.
Can you talk a little bit aboutmeasuring impact?
Shelley Peterson (11:15):
Sure and you know, I think one of the first
things that we did that was mostimpactful was we turned down use
cases until we found the rightones.
And that's hard to do whenyou're trying to get into an
organization and some peoplewant you to support a certain
use case, but you don't feellike it has, you know, it has
value, but not enough value toreally convince the skeptics and
(11:39):
turning down those opportunitiesis hard when you don't have the
high value one set up yet.
But we did that and found theuse case that was significant.
The very first one was a 50%touch labor reduction.
When we looked across the usecases, it spanned the full
(12:02):
manufacturing lifecycle from thedesign phase to manufacturing,
to tests, implementation,operations.
But we wanted to find the onesthat we could put numbers on.
Error prevention is hard to puta number on'cause it's hard to
prove that an error would'vehappened when you're working not
in an assembly line.
I decided to start with themanufacturing, the production of
(12:24):
the spacecraft because we didknow how long certain activities
would take and then we could goin and show without a doubt what
the savings were.
And that very quickly turnedinto a scenario that we could
take to the technicians and tothe engineers and the
leadership.
And the technicians very quicklycame back and said,"You know
that's great, but if we could dothis other use case over here.
(12:47):
I would save a significantamount." And it was simple! It
was just locating the fastenerswhere they are adhered to
spacecraft panels.
You know, it's kinda likereplacing the light bulb with
the better light bulb.
And from that use case, we weresaving$38 per fastener, and
Lockheed was purchasing 2million fasteners per year.
And that got a lot of attentionreally quickly.
Everyone was rightfully askeptic at the start, and within
(13:12):
several years we didn't reallyhave any skeptics in Lockheed
space left.
Nathan C (13:17):
As innovators there is often this push to find an idea
that feels like it can work andjust go make it happen.
And that being really strictabout what is a use case that is
important enough for us to betackling, I think is something
that so many people kind of haveissues of scale understanding,
(13:41):
especially when they talk aboutenterprise, right?
Because a million dollars to anenterprise company is a very
small amount of money to investif you know it's gonna be
delivering a return.
Shelley Peterson (13:56):
Right.
Nathan C (13:57):
But the return also has to be at that same kind of
scale.
Shelley Peterson (14:02):
Right.
Nathan C (14:02):
And so a 2% increase, a 15% increase wasn't enough.
You were stoked to find this 50%reduction in labor, and if I
understand you correctly, we'retalking about like rocket
science, scientist labor.
So it's not an insignificantamount of money.
And by being able to prove thatreally valuable use case and
(14:26):
that there was utility and thatyou could move the number, the
client actually came back to youand said,"Okay, now that I
believe you, what I really wantyou to help me fix is this other
problem over here." And theypointed you at an opportunity to
like save them$75 millionyearly?!
Shelley Peterson (14:45):
Yes!
Nathan C (14:47):
I feel like you'd have a hard time convincing anybody
not to join on to a projectthat's gonna save that much
money!
Shelley Peterson (14:54):
I was hesitant to tell leadership at the start
because they're not gonnabelieve me when I say we're
saving 93% touch labor.
They're gonna think I am makingthings up.
And then we ran an activity atKennedy Space Center inside the
Orion spacecraft that's going upto the moon.
And then we ran an activity inDenver that was very similar,
(15:14):
and all of them were 90something.
I think two of them were 92% or93%, and one was 91%.
I was getting ready to pull allof that into a data package to
take to the VP and the executiveleadership from the Orion
program had already reached backto my leadership, and they
called me in before.
I was like,"Well, I'm either ina lot of trouble or this is
(15:36):
gonna go really well.
I'm not sure which." But it wasa request of how fast can we
move and what do we need to do?
And that was around the 2020timeframe.
So scaling during the age ofCOVID was an adventure.
Nathan C (15:49):
That's amazing! You seem to have a little bit of
this patience to, build a plan,go out and test it, and then
kind of learn from whatever themoment is and see how you can,
build to the next.
I'm curious, even after all ofthis time, working with these
large organizations, working onthese giant projects, saving
(16:11):
millions and millions ofdollars, are there times that
you've walked into a situationthinking oh, this has gotta be
it.
This is the moment, and thecustomer has shown you something
completely different, right?
Like, it can't all be roses.
And like how do you, when you'reworking on such big projects,
such big missions and budgets,how do you respond to maybe less
(16:36):
than great feedback or, youknow, a different problem comes
up that you weren't so preparedfor?
Shelley Peterson (16:41):
I actually love critical feedback and you
know, spacecraft engineers arenot shy about giving that! They
will tell you what they think,in quite the unfiltered manner
much of the time.
Some of them will say, I have aconcern with using this in this
environment.
And they'll give you thereasons.
Many of the times it's becausethey've been brought a
technology and IT and securitywere not involved.
(17:05):
And so groups have to go back tothe drawing board because it's
not built with that in mind.
Especially for defense programsor the environments that are
more strict.
You know, it's one thing to havethe enterprise layer, it's
another thing to have thedefense layer and the spacecraft
manufacturing environment.
When they would find that wewere doing the best we could to
(17:28):
design with that in mind andbringing in those teams and
really trying to do the rightthing, that helped a lot.
We did have a manager who wasvery hesitant to use it because
of the time it took to build thecontent, which is fair.
At the very early stages, itwould take us about two days to
build content that would save acouple of days worth of shop
floor activity.
(17:50):
That's still a decent ROI whenyou look at the metrics, you
know, a day of delay on aspacecraft is a million dollar
cost per day.
So that would still be okay, buthe wanted to see that
streamlined because there's alsothe process of how much training
time does it take to get theengineers eventually to build
their own content.
And so we went and worked withthe platform provider, that was
(18:13):
Scope AR.
They helped us optimize it whereit would be very efficient to
build the content.
You know, I'm talking 45 minutesto build the content from, you
know, now that's becauseLockheed already had the models
of the structures.
But if we have that in place, wecould take it and make use of it
very quickly.
I still remember the point intime, several years after I
(18:34):
started the effort and I broughthim back in.
Because he was a absolutely"No,I'm not gonna put this in my
environment!" I said,"Okay, Iwanna show this to you now."
We've made some modifications.
I just wanna get your thoughtsbecause I know you're not going
to tell me that it's just greatand you know, if you have the
"no" answer, I wanna know whatthat"no" looks like.
And he looked at me like I hadlost my mind, and then he went
(18:56):
in and took a look at thecapability and I think he was
impressed with the changes thatthe teams had made.
And so then he was one of ourgreatest partners.
You know, he brought thetechnology in and was one of the
best leaders I think, because hewas looking at it critically and
could get past being enamored bythe instant immediate glow of
(19:20):
the technology.
And he was really thinking inthe systems of systems, you
know, what all is gonna beinvolved and what are the risks.
So I love working with thepeople who are willing to think
in that way because it helps usfigure out what we need to shape
to make it even more robust.
Nathan C (19:35):
I suspect that funny glance that you got was partly
because in a lot of largeorganizations, especially when
new initiatives are beingpushed, new ideas, that's where
a lot of silos, a lot of egosand protective domain, can
really come into play and being,so honest of like, I know what
(19:57):
you're gonna bring and that'swhy I'm asking you to be here is
such a lovely approach!
Shelley Peterson (20:01):
And he's gonna laugh if he sees this! He had
taken the sledgehammer and kindof squashed us, you know, and
here I'm coming back going, Hey,I wanna show you this again.
And it's like, what are youthinking?! But I think he knew
that, if I was willing to dothat, I was confident that I
might have solved at least someof the issues that he had with
it.
Nathan C (20:22):
I love that! Anytime somebody gives me advice and I'm
able to consume it andincorporate it into what I'm
doing, I always make a point tolet them know.
So we've been talking about somepast successes, how you have
this deep history of helpingorganizations consider and adopt
with these kinds oftechnologies.
(20:42):
I'd love to pivot us and startto look forward a little bit,
and as you're continuing yourwork with Wizard Wells, the show
is called The Glow Up, and weuse this idea of rebirth and
transformation as a way to talkabout six month goals.
Short term, but audacious goals.
So I'm curious, what are youlooking to glow up in your work
(21:04):
in the next six months?
Shelley Peterson (21:06):
So there's interesting pursuits by
companies and organizations.
Some of the organizations that Iwork with are large aerospace
and aeronautics companies.
Some are very smallorganizations.
Some are working in theeducation space, and I am so
excited what the technology isdoing right now in the early
(21:27):
stages of bringing it in foreducation.
Government organizations arerecognizing the the power of
these technologies, andespecially with the combination
of XR and AI.
And right now, you know, notjust in the US it's, it's broad.
I get requests from othercountries on how do we use the
technologies for workforcedevelopment?
(21:48):
How do we train and certify morerapidly?
I heard just this week there'san organization who is taking
training that would normallytake two years.
They're completing that trainingnow in 25 days.
I was shocked! Now I think thatone is a special case, but
there's definitely optimizationsand we need it right now with
(22:10):
the number of people that areneeded in so many different
roles.
You know, aircraft maintenanceto vehicle maintenance to truck
drivers, to medical, to I mean,name a trade.
And we need more workers and weneed them to be certified and
brought up to skill level morerapidly.
(22:31):
So this technology's perfect forit.
I'm excited about what it'sgonna do, and thankfully right
now I have the opportunity towork in some spaces where we can
help grow that and not just at aschool by school level, but at a
state by state level or otherscenarios at the higher level.
Nathan C (22:47):
Oh my goodness! I can't help but think back to
your mention in the previousanswer about optimizing content
development for immersivelearning tools can be one of
those big hurdles, right?
I've said for a long time, ifyou're trying to pitch, you
know, immersive solutions as adevelopment and learning
(23:09):
solution, it has to be about aseasy to develop and edit and
deploy as what those teams arealready using.
Shelley Peterson (23:18):
Yes.
Nathan C (23:18):
In a lot of cases that might be like slide decks!
Shelley Peterson (23:23):
Yes! You
Nathan C (23:23):
know, web portal.
And so, I love this combinationof the technology being more
accessible and more optimizedand just this extreme need for
workforce support, right?
Whether it's healthcare, whetherit's construction, whether it's
high tech, there's potentially alot of manufacturing, that's
(23:43):
gonna be needing support andbeyond.
Just amazing! When you thinkabout goals like this and from a
career with a bit ofperspective, I'm curious, how do
you know when you'll have madeit?
How do you define success forWizard Wells?
Shelley Peterson (24:01):
You know, the answer to that question has
changed over time throughout mycareer.
When I was in high school, ifyou had asked me that question
at that time, I would've thoughtthrough titles and numbers and,
how do we define success?
That's not how I define it now.
Now it's more of, instead ofwhat is my title and what are my
(24:23):
metrics, it's more of themetrics of what am I able to
help and to influence and doesthat fit with my value system
and what I'm wanting to pursue.
It has to do with theorganizations that I'm working
with have fantasticopportunities now to work with
(24:45):
groups who are doing the rightthings for the right reasons.
And to me, that feels likesuccess.
You know, being able to be apart of working in the areas
where there's a challenge thatneeds to be solved and we're
able to solve it and rapidly.
But it, it's a hard question toput a statement with a checkbox
(25:06):
to say, here's what it meanswhen I've made it.
To me it's more of a feelingover time.
I'm really enjoying the workthat I'm doing right now, and I
think it has a lot to do withthe people that I'm working with
and their motives.
Nathan C (25:17):
That's gorgeous.
Thank you! One of the thingsthat we like to do every episode
is make some time to share acommunity spotlight for a
nonprofit, some other org that'smaking an impact.
I'm curious, since we're on thistopic, do you have an
organization that you'd like toshare a spotlight with?
Shelley Peterson (25:35):
Oh, the challenge is there's so many!
I've had the opportunity to beon advisory boards for
organizations that I'm justreally impressed with.
You know, from Harvard XR andthe XR Women.
The Literacy Barbara BushFoundation.
Some literacy organizations areusing the eye tracking in our XR
devices to advance literacy.
(25:57):
And there's a metric— 54% ofAmerican adults read below the
sixth grade level.
And that metric was taken like15 years ago.
And we know it's gotten worse.
We know it hasn't improved.
There's some serious work thatneeds to be done there.
And while our devices bring lotsof capability, I think that they
strangely impact our literacylevels.
(26:19):
So there's work that needs to bedone and it's impressive to see
that the work that Reading XR isdoing with Dollar General.
They are huge supporters ofliteracy.
They do significant work in thatspace, so I'm a fan of what
they're doing.
I'm always a fan of seeing thistechnology being used for good
purpose.
(26:40):
There's a group here in Coloradothat has schools to train
students on the autism spectrum.
Teaching the autism communitytraits and such a fan of what
Danny Combs has done there.
Nathan C (26:52):
I wanna start a miniseries with you that's just
Shelley's favorite impact orgs!
Shelley Peterson (26:57):
Oh let's do it!
Nathan C (26:58):
Shelley shout outs and we'll give some space for these
impact orgs.
I love it! Is there a call toaction that you have for the
audience about anything thatyou're looking for, whether it's
network, connections,opportunities?
Shelley Peterson (27:12):
There's a lot of talent available right now
and there's a lot of groupslooking for talent right now.
And I love playing thatmatchmaker role between groups
and organizations that arelooking.
And I just do that informallyas,"Hey, I know that this is
going on over here." If thereare groups who are needing
people or if you're looking foropportunities, reach out.
(27:34):
I would love to hear from you.
Any organizations that areworking in the education space
in the XR or AI or thecombination of the two.
There are schools andorganizations looking for
capabilities.
So I would like to hear morefrom the groups that are working
in those spaces so that I'maware and I can make those
connections.
But yeah, this industry isfantastic and working with the
(27:57):
people in this industry.
It's more like a family than anindustry.
We, know each other and we liketo help each other.
Even groups who are competitiveare also synergistic, and they
treat it that way.
It's one of the things thatkeeps me in this space and
excited to be in this space.
Nathan C (28:15):
I could not agree more! The technologies, the
hardware, the pop culture of themoment will all change.
But, the conversation I had justrecently with Alex Rühl, that
launched today, the wholeconversation was the working
through it together with peoplethat you trust and adore is the
best part
Shelley Peterson (28:36):
Yes!
Nathan C (28:36):
of the whole journey.
So fantastic! Shelley, I'mcurious, how can folks learn
more if they'd like to follow upwith you?
Shelley Peterson (28:43):
I can be reached on LinkedIn.
That's really the primary socialmedia platform that I use for
enterprise.
So that's a good place to reachme and to see some of my past
work.
I'm very busy, but also havefree time, and I love to hear
from new people and industrycolleagues alike.
I enjoy having coffee time withpeople in the industry space.
Nathan C (29:06):
So incredibly generous! Shelley Peterson, long
time almost XR entrepreneur fromearly childhood practically! An
innovation journey from ruralWest Texas, to some of the
highest points in the world andbeyond, maybe even the moon here
(29:28):
shortly! I love how you thinkabout these new technologies in
terms of value and impact andare yet, still open to that long
tail innovation that takes timeand patience and partnership.
Your new focus on impact, givingback to the community and
(29:49):
supporting both the orgs andthese vendors and technologists
that you've come to know sowell, is just so heartwarming.
It is always a pleasure to chatwith you.
I can't wait till the firstepisode of"Shelley Spotlights."
Thank you so much for joining ustoday on The Glow Up!
Shelley Peterson (30:08):
Thank you! It's always fun having the
conversations with you!
Nathan C (30:12):
Amazing.
Thanks so much!
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.
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
NFL Daily with Gregg Rosenthal
Gregg Rosenthal and a rotating crew of elite NFL Media co-hosts, including Patrick Claybon, Colleen Wolfe, Steve Wyche, Nick Shook and Jourdan Rodrigue of The Athletic get you caught up daily on all the NFL news and analysis you need to be smarter and funnier than your friends.