August 12, 2025 • 33 mins
Ken Cox joins us to share his incredible journey from overcoming addiction to becoming a successful entrepreneur and boxing coach. His story is a testament to resilience and the power of creating safe spaces for others. Ken emphasizes how he transformed his passion for boxing into a nurturing environment for kids, helping them build confidence and learn valuable life skills. We dive into his mission with Inlink, where he aims to provide entrepreneurs with the tools they need to succeed while ensuring their data privacy. Tune in as Ken shares his insights on leadership, community, and the importance of core values in both business and personal life.
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(00:41):
Well, hello everybody andwelcome to another amazing episode
of the Unstoppable LeadershipSpotlight podcast where we hear from
amazing leaders and get theirgame changing insights. And today
I have the absolute pleasureas your host, Jaclyn, to bring Ken
Cox on as our esteemed leaderand guest. Let me tell you a little
bit about Ken. He's a seasonedentrepreneur and he is actually the
(01:05):
president of Inlink and he's,he's offering amazing services. He
hosts the award winning Clicksand Bricks podcast where he shares
stories and insights forentrepreneurs. he's an author, his
works include ReclaimedSobriety, a guide to overcoming addiction.
And Ken's ventures includeleadership roles in multiple companies
(01:28):
like Box, STL and VendorReview. And his mission is to create
value driven solutions whileinspiring inspiring resilience and
innovation in the businesscommunity. So welcome Ken to the
podcast. I am so glad to haveyou on as a guest and as we were
(01:49):
talking pre show like I wastalking about how I absolutely love
boxing.
So my favorite, thank you forhaving me,Jaclyn. I very much appreciate
your time and energy today.
Oh, it's my pleasure. So,okay, you know, I know we're going
to talk about leadership, butlet me talk to, let me ask, what
got you into boxing?
Oh wow. Addiction got me. Orthe recovery from addiction. So I
(02:12):
guess I was in my late 30s, Igot a diagnosis of liver alcohol
related liver disease. Youknow, I'm a kid from the 70s, so
drinking alcohol was just verycommonplace in every place that I
went as I got into thebusiness world, you know, happy hours
and the ability to take, youknow, specifically like, you know,
(02:35):
European customers that cometo the States, taking them out and
showing them a great time.Happy hours turn into, oh crap, I
gotta be back to the office,it's morning time kind of situation.
And that took a toll on mylife as a whole. And I ended up with
liver disease. So one of thethings that I did to help me overcome
the addiction and the liverdisease was I started boxing. I had
(02:59):
always kind of been a roughand tumble guy, lots of street fights
and spar fights and stuff likethat, but I never really put any
discipline around it. And atthe, you know, the age of 40 years
old, I started boxing.Realized that the gym that I was
going to was not being ranproperly and I quite didn't know
why. I could say, man,there's, there's enough, there's
(03:20):
enough here to make this areasonably good business. But there's
something disconnected. So Icalled the owner. I'm like, what's
going on? He's like, man, mywife got sick. I don't have the time
to really focus on it anymore.And it's just this kind of burden
that's in my family right now.I'm like, well, why don't you sell
it to me? Because if itdisappears, I'm probably gonna die,
right? At that point, I had already.
Right?
(03:40):
That's part of my establishedroutine of how I get through my days.
And. And my days were very,very strugglesome at that point in
my life. So I ended up buyingthe gym. Was great. And then what
really happened, what changedmy entire life is. And. And it's
the premise of the reclaimedsobriety book. 12 rounds of sobriety
(04:02):
was after Covid. We shut downthat gym, and we. We opened a new
gym. There was restraintswhere we were, and we didn't want
to deal with them after Covid,so we opened the new gym called Box
stl. We're now the largest,like, largest boxing school in the
Ozark 22 district. There's.There's 13 districts in USA boxing
in the United States, so. Andwe're the largest in our district,
(04:22):
which we're very proud of.
That's huge. Congratulations.
So I had to start taking thesekids, and. And realistically, we
didn't do it for the kids,right? We did it for other programs,
but these kids kept knockingon my door. I didn't realize that
the new location was nextdoor. Right down the street there
was a mosque, and right downthe street there was this big Catholic
church. So I have this. Thesekids constantly knocking on my door
(04:44):
while I'm building this thing.Like, I built this gym for men like
me that are struggling withthings, right? They need a place
to go, and that's what I builtit for. But these kids kept showing
up, and finally I'm like, Idon't know what to do with these
kids. So finally I'm like,screw it. Let's come in Saturday
and just come in Saturday, andwe'll figure something out together.
And. And that. That decisionchanged my life in such an epic way
(05:07):
that when I started coachingthese kids and I went from, you know,
I've been a boss my whole lifejust about having. Being a manager
and having employees andhiring and finding all that stuff.
But I'd never taught kidsanything, and I took that responsibility
very, very seriously, andespecially in boxing, because it's
dangerous. So step back. And,you know, after the first couple
(05:28):
months, I'm like, okay, let's.We need to make a full program for
these kids and, you know,know, so I took, I started taking
coaching classes and I gotthe, you know, high flow neurological
coaching program done, and Idid all these coaching programs to
figure out how do I teachthese kids to go from, you know,
this kid that's just, youknow, in eighth grade to putting
(05:51):
on a uniform, walking down ahallway with thousands of people
screaming, get into a ring andfight somebody that's trying to hurt
them and get over all thatfear and all those things. And, and
I. And I realized that I hadto change who they identified themselves
as. And when I realized that,I'm like, oh, that's the trick to
everything on this planet isbeing a human is. Is who I identify
(06:15):
as. And if I can shift how Iidentify myself, then I can do anything.
And these kids can doanything. And they're amazing. And
like, we have, we were awardedin 2024 the Female Fighter of the
Year for in USA in ourdistrict. So it was just, it's been
such a joy to see that. Andthen, you know, my, my business acumen
(06:37):
and then this and putting themtogether has just been so profound
for me and I've learned somuch. Just, you know, I feel foolish
that I'm learning as much as I am.
At my age, but always belearning, right? It's not always
be learning.
You know, at my age, I feellike I'm learning so much, so much
faster than I was ever able tobefore about what life is and being
(07:01):
a human and all those things,and it's really just an exciting
time.
That's really cool. And I'llinterject my thought as to why, because
when you start learning thingsthat you're truly interested in and
have a sense of like, I wantto know something, I really want
to know. Because you want toknow versus being told what you need
(07:25):
to know, right?
Yeah.
Right. You know, and so thereare two different things and I absolutely
love it. So, so talk. So. Soalso before, you know, the pre show
where we were talking and thatis that throughout your career as
a leader in your business, youhave wanted to create and it obviously
(07:47):
talks about what you're doingright now with these kids in boxing,
you know, people to walk intoa place and feel like that what they're
walking into is a safe placeand not always be sitting behind
a desk. So talk to me a littlebit about that. You know, you know
what you've done well in thatnow to like, almost like where you
(08:07):
started as you shared, likemaybe you didn't do it always as
well, as you wanted to, buthad this idea about doing it. So
walk me through that journeyand also share with us how does boxing
play into that?
Well, I'll start with my whythat's so important to me. I grew
up. I was born KennySchneider. I was adopted at the age
of 13. Turned to Kenny Cox,was consistently in trouble. Right
(08:32):
after the adoption. I got in alot of trouble and that, you know,
they lost custody of me untilthe age of 18. I got to live there,
but.
And.
But I. I didn't ever have asafe place to go when I was a kid.
It just didn't exist for me.So. And I didn't realize that. But
the safe places that I found,you know, I started working at the
age of 12. This. Thisrestaurant, or 11, is busting tables,
(08:55):
right? And the owner kind ofwould take us under those wing and
teach us, you know, how to do.How to deal with money and how to.
How to make sure that youdidn't have all your money in one
place. He taught us about bankaccounts and all these things at
11, right? This is just abusiness owner that owns a restaurant
in town that's helping out thelocal kids. And then my local pizza
joint, I'd go there. Andthat's how I started. My first company
(09:16):
was vending machines. Theowner of that business really took
me under his wing and taughtme a lot about spirituality and religion
and those kinds of things. Andthere was a slot car track that I
would go to a lot, and hewould teach me how to, you know,
solder for the other guys inthe shop so I could solder and make
some money and then do someother stuff. So what I realized is
(09:36):
Main Street America, it was mysafe place as a kid. And when I started
a boxing gym. When I startedboxing, I wanted to compete in Golden
Gloves, and I did twice. I'vegot one championship, and I got to
the championship, but I lost.I lost once, and I won once. So it's
good. And I would go to theseboxing gyms to work out and train,
(10:01):
and I'd go to all these otherboxing gyms, and that's some dangerous
stuff if you're going.Especially a guy my size. Not really.
You know, I mean, we'retalking. I've been boxing now for
a long time. I'm much betterthan I was then, but I'm still. I
still wouldn't call myselfgood. I'm a great coach, but I'm
not a great boxer. And it'snot a safe place. The boxing gyms
(10:24):
in general, for a person,walking in is not a safe place. And,
and I wanted to create that.And when, when the kids started showing
up, I'm like, oh, I reallyhave to make sure that this is a
safe place for them to openlycommunicate to me. Regardless of
what it is right for them tohave a place to go when they're not.
(10:45):
There's no place else to gofor them. So that became wildly powerful
for me. Outside of that, I'vegot my own neurological disorders
that I've dealt with my entirelife. I was a member of the special
school district all the wayuntil like 8th or 9th grade and my
son's non verbal and atHosterion or Endlink, we really like
(11:06):
to hire people that are on thespectrum because they enjoy to sit
and play with the computersand do those kinds of things. It
becomes a challenge withtalking on the phone sometimes, but
we can train them to do that.And it's been wildly gratifying to
do that as well. Those arejust a couple places where know,
I think that I'm striving andcreating safe, safe places for people
(11:30):
to do and exist and just beand do the things that they like
to do. Because that's soimportant to me is doing the things
that you want to do and havingthat opportunity in life.
You know, it. I, I love what,I love what you're sharing and the,
some of the things that reallykind of come out. It's like, you
know, safe place isn't alsojust safe place physically. It's
(11:50):
a safe place to have yourvoice, you know, and I think that's
actually like an interesting,like that's, that was, that was kind
of resonating in my brain isthat it will also be able to create
a place where, you know, youcan walk in, whether it's the pizza
place, a boxing gym or acorporate boardroom and know that
(12:11):
you're not going to getridiculed or in trouble or whatever
the icky behavior is to theleader for opening up your mouth
and sharing your opinion andgiving people that courage to speak.
Yes. And it's important, likewe need to hear everybody's opinions,
(12:33):
right? Not all the time. Like,you know, sometimes you're in the
middle of a project and then,you know, if what's already planned
is planned and you execute onthat. So that's not a time for opinions,
but having a forum, a placethat they can open up and talk about,
hey, you know, I should havesaid something to that last maintenance
window, but I didn't. For thisReason and that's respected. Let
us get through the thing. Butyou know, in it, it's way harder
(12:57):
than boxing because boxing isalways just real time. In it, it's
way more challenging becausethere are specific ways to do things.
You know, it's not objective alot of times and just, it's more
challenging in it than it isin boxing, for sure.
Well, right, right. Well,also, like in it, you know, there
is a specific way, forexample, like to code. Right, right.
(13:18):
I mean, there's a differentway to, you know, there's different
ways to do.
It, but it has to bestandardized within that business
unit.
Right, exactly. Right.
Have this person using thislanguage and this person using this
language. It's communicationis the keynote to success. And if
you're using two differentcommunication methods, then it don't,
then it falls apart really quickly.
Right. And that's a, that's ahuge thing. And that's, and so I,
I, I love what you are, whatyou're doing. So talk to us, you
(13:41):
know, about, and creating thatspace for, for kids because, you
know, I, I do believe thatthat helps give, provide confidence.
Yes.
At a young age. And I thinkthat's something that so many, like
I know myself, that wassomething that I struggled with deeply
as a kid, teenager, young adult.
(14:06):
So the first thing I do inboth scenarios at the business, at
the, the corporate world, Icall it my smack. Systematic, methodical
and consistent rule set forthe business. If you ever have a
question about how I shouldact in any scenario, your smack should
tell you how to do that. Ifit's not already a standard operating
(14:26):
procedure, then I can fallback on that in boxing and everywhere
else in life. I call it my,just my core values. Right. And we,
we go over those and wereiterate them on a regular basis
and it's way more fun inboxing. Right. It's so cool.
But smack is a great name. Ilove it. Yeah.
I think it comes fromAmerican, not American, I think comes
from Southwest Airlines whenthey were redoing their entire mechanism.
(14:51):
I think that's what I read. Iknow, I know they use that, that,
that terminology. And it wasbasically like, you know, we have
fun flights, we don't assignseats, you know, those kinds of high
level, consistent rules. That,that's what they're always going
to fall back for. And what Ididn't know and, and I don't know
(15:11):
how many people on the planetdon't know this, and I didn't, I
feel so foolish that living alife just a Human life without a
set of core values willflounder you forever. You won't know
what direction to go into. Andwe know whenever you set those core
values, you know, deviatingfrom them is painful. And, and how
(15:33):
you set them is that you justwrite down what you want and then
you reiterate them everysingle day and become part of them
and, and embody those valuesand act like them every day, and
it becomes a really, really,really powerful tool. I would. I
think it's the most powerfultool of any mindset tool on the out.
Personally.
I would 100 agree with you.And I also 100 agree that so many
(15:56):
people do not realize that.And I talk to people a lot about
creating that personalstatement that decide, like, how
you want to be and it. Andit's funny, like, I have something
that's on my wall that I lookat and I'll say it, you know, and
I'll read it. It's empoweringambitious leaders and professionals
to ignite transformation,drive, impact, and achieve unstoppable
(16:20):
success.
Yes.
Right. And so it's somethingthat I truly believe. Lots of reasons
why, but it's also helpingpeople be their best.
Yes. My mantra changes quite a bit.
Yeah.
I would say probably quarterlytoday, it's, I'm here, I'm safe,
and I'm grounded.
(16:41):
Love it.
I need right now.
Right, right. You know, andthat's so I. But I think, you know,
the core values piece isactually really important and I actually
want to touch on that because,you know, sharing. I don't know why
I just raised my hand. Right.We're lowering the hand. So, you
(17:03):
know, it's. Core values is soimportant in a company at the, at
the top of it, it's corevalues for a team, core values for
the people, each person. So Iwould love for you to share like,
like, how do you think thatplays out in all those different
places? Corporate team person.
(17:27):
I think when you set it aspart of. In the business, it's. It's
your job as the owner to setthose core values hands down. I understand,
like, everybody's like,talking about, oh, you got to have
the mission statement, allthese other things, and you need
all of that stuff. But Ipromise you, your core value set
is going to be way morevaluable than your mission statement
(17:47):
is ever going to be. And whenthat, when you're onboarding people,
you know, like, literally yougot to say, hey, these are our core
values. If you can't alignwith these values while you're here,
then this isn't going to be a.
Right.
Right. It just won't be a safeplace for you, and you're going to
find a place that will be safefor you. But these are our values.
Right. We work hard, we playhard. We, you know, we, we. We do
(18:10):
not shy away from, you know,hard tasks, those kinds of things.
If we see paper on the floor,we pick it up. Right. Like, those
are just kind of stuff that wedo. And if you can't embody these
values and this is not theplace for you, and that's. That's
okay. Right. Knowing thatyou're not the place for everybody
is really, really important aswell. And then when you see somebody
(18:32):
deviating from the core valuesof your company, and this was the
hardest thing for me to do, isyou have to let them go quickly.
You know, maybe once a. Hey,man, you're really not aligning with
our values of the company. Youknow, the. I understand where you're
coming from. And, and this is.You probably already know, but these
are the things that we need towork on. And if they can't, then
(18:55):
you have to get rid of themquickly and let them move on. And
it's. What I've found in lifeis that it's more mean to try to
keep that relationship thereand when it's not right than to let
that go. It's a hard thing todo. And nobody likes firing anybody,
but it's, you know, I've neverfired anybody in my life, and I've
(19:17):
let go of a lot of people thatdidn't end up in a better position
for them afterwards.
I think what you just said isit. Is they ended up in a better
position for them. For them,it's not about you. Right. Right.
I mean, I think one of the keythings that we have to look at as
(19:38):
leaders and, and I, and, and.And listeners, I really want you
to. This is a really importantgame. Changing insight. Number one,
your knowing your core valuesof your company is so important.
And remember that the peoplethat are in your tribe, which I call
(20:01):
your employees because I hatethe word employees, you know, your
tribe of people that areworking with you need to embody the
core values that you have. Andif they don't. Yes. Let them go quickly.
And you know what's going toend up happening. They will. And,
(20:21):
and I will take it one step.Let them go. And if you can refer
them to somebody, if you thinkthey're a good person, you might
say to, you know, I might say,oh, my God, Ken, you know what you
are an awesome person. But asyou can tell, we think that maybe
there's a misalignment in yourvalues with our company, but I think
that you're a great human. Iwant to refer you to a friend of
(20:43):
mine at company, blah, blah,blah, blah, blah. Because I think
that you align more with that.That company. You know, unless the
person is an absolute, likehor. Horror. But most people aren't.
Right.
Or. And if they are not guidedor they are not the best employee,
(21:03):
many times it's becausethey're not acting at a place or
in a place where the corevalues are aligned and they don't
feel in alignment.
Yeah, it's exhausting beingsomebody that you're not. It's the
most exhausting task a humancan do. And. And to ask people to
do that for eight to 12 hoursa day. I, you know, I mean, you can
(21:28):
talk about the value of ahuman and your pay does not equal
your value as a human. But atthe end of the day, there's no value,
monetary value that can keepme from being somebody that I'm not
for eight to 12 hours a day.That would. It just doesn't exist.
Right. And there's so manythings that get stifled in there,
and we want to. And the. Andthe key thing about leadership is
the word lead. And in order tolead people to become better than
(21:54):
they are today to somethinggreater, and to lead your company
to greatness, we have to be inan align, in a alignment. And if
we're not, then we need tofind a different move the path differently
for that person.
Doesn't matter how big orsmall the team is. When you get alignment,
(22:15):
things start flowing. Theyflow very, very well. Very, very
smoothly. And then you talk toyour team and you scratch your head
like, wow, last time we didthis was really challenging. And
what's different? Like, oh,this person. This person's not on
the team. Like, oh, okay, thatmakes sense. And it is a really beautiful
thing when your entire team isaligned and all moving forward in
(22:40):
a common goal. And it's just.Yeah, it's neat.
That is really neat. That isreally neat. Okay, so I see, you
know, we were talking a littleand you shared a little bit about
this, but I'm really curious.So talk to us about what your new
venture is in Lync.
In link.com is my ode to thosemen that put me under their. Under
(23:01):
their shoulder when I was akid. We founded Hosterian in two
in 2001. Corporate IT datacenter infrastructure. We've done
Things like build back officesfor Sprint and aol. I built the data
center for Peabody Energy, thelargest coal company in the world
with some pretty, pretty crazylegal requirements. Built multiple
(23:25):
data centers in my life, youknow, today I service customers from
the local yoga studio all theway to the largest companies on the
planet. And, and I, and Ireally like that. And now, because
I service some of the largestcompanies on the planet, I have lots
and lots of resources. Andwith the invention or the, not the
(23:46):
invention of AI, but the, thecatapulting of AI over the past three
years had me step back alittle bit. I went to MIT through
their AI program, and I reallywanted to do something in the AI
space. And I really love thesepeople. Like, there's, there's not
(24:06):
many things in the world thatmake me more passionate about seeing
somebody go after theirdreams. So, you know, the local construction
guy that wants to start, youknow, leave the construction firm
and start his own constructioncompany, the guy that's working as
a plumber wants to start hisown plumbing company. The lawyer
that, you know, I've got aU.S. marshal that wanted to become
a lawyer, pass this bar, and,and, you know, helped him start his
(24:26):
business in. Link is for that.It's, it's the tool stack that is
everything you need to startyour business online. I like to look
at Nlink as the link betweenweb 2.0 and 3.0, because we have
tools in there like AIemployees that will answer your phones
and do your Google reviewsand, you know, push warm leads up
(24:47):
to the top and so you don'thave to, you know, you know, necessarily
run through all of your leads.And it's, it's a really great CRM
tool that we have over 60different industries already programmed
with funnels and websites andall that stuff so that you can just
click it and go. And it's,it's, you know, pretty quickly wildly
robust. And then we couplethat with our Office product. I have
(25:10):
a lot of major concerns aboutprivacy moving forward. And right
now, when you're sharing yourGoogle, your data with Google and
Amazon and all those things, Iread more privacy policies than probably
anybody else on the planet.And I can't tell you exactly what
they're allowed to do withyour data. Right? And neither can
(25:35):
you. And you're clicking thebutton and going, what I promise
you at end link is that wewill never sell your data. We're
privately held. I do not havean objective, I do not have a legal
requirement to make the mostamount of money possible. So I don't
have to sell your data. Justhave to feed my family and my employees
and they all have a great timeand grow. That's my requirement in
life not to make the mostmoney possible. So. And I think that's
(25:57):
an important distinguishdistinguishing factor and I'm really
sad that more people don'tunderstand that.
You know, so this sounds likeabsolutely fantastic. So I, I love
that and I love what you saidabout. I, I love your, like you're,
you want to feed your familyand your employees and have people
(26:18):
be happy. It's not aboutmaking the most money in the world.
And I mean making money is great.
Publicly traded company, theyhave a legal requirement to make
the most money possible withyour data. And, and you're sharing
your data with them and I meanthey can't break intellectual property
laws. But.
Can I. I'll share with you.Yeah, it's, it's, it's crazy when
(26:42):
you. Because I'll share withyou. You know, when I, I started
my career in magazinepublishing and what did I love to
get and sell?
Ads.
Names. Yeah, names. I meanname generation and capturing people's
(27:02):
contact information is a, Imean that is where you get list companies
from. They make their money.
Selling your contact information.
Selling your contact.
Yeah.
I used to tell people I didtwo things that when I first started
my career in publishing, Ikilled trees because I was responsible
(27:25):
for doing all the direct mailand putting, you know, my job was
insert like you know, consumermarketing, insert cards in the magazine,
direct mail, packages,renewals, bills, whatever, the whole
paper. Right?
Yes.
So I'm like, yep, I'mresponsible for killing trees. And
I, and I said, and I'mresponsible for your getting all
the junk mail in the worldbecause I take your data and I, if
(27:45):
you subscribe to my magazines,I will sell your data.
Yes.
And at the time we didn't ne,I mean we did have the, you know,
do not email whatever list youcould run.
Things then and now are twowildly different times. Yeah, wildly
(28:07):
different. The ability tocreate hyper targeted long tail.
I'm talking two, three, fiveyear campaigns that target an individual
that, and they know name,date, age, romantic preference. You
know, today I drive a BMW, butI'm looking at Lexus and they have
(28:27):
so much data on you today. Andyou know, I think about my daughter
who's using digital diariesand maybe you know, or the little
girl that's five today andshe's, she's, you know, learning
how to do this with AI and,and some company owns the data that
she's sharing as she's achild. She might run for Senate one
(28:47):
day. And how valuable is thatdata going to be? The stuff that
she.
Yeah. To the guy who wants to run.
Against her friend at 13 years old.
Right.
Peek into my head at 13, boy,the planet would explode. Probably.
So, yeah. It's wildly scary.And the couple.
(29:09):
Yeah.
And data storage today is justso absurd. And, And I understand
what you're saying where youwere doing before, but the game is
wildly different. Wildly.
And it is so crazy different.So crazy different. And I, when I,
When I say that, like, I. WhatI used to do back then, I would not
want to be in that positiontoday because it would make me really
(29:34):
uncomfortable.
I would walk away from that job.
Yeah.
Second.
Yep.
The second I realized what washappening. Data. And that's part
of why I had to be anentrepreneur, because I can't. I
can't live a life happy andhealthy knowing that that's happening
in the background and thatI'm. That I'm an integral part of
it and I'm not going to doanything that I'm not an integral
part of, so.
(29:56):
Right. Right. You know, Ken, Icould talk to you for hours about
this, and, and I, and I justwant. Want to applaud you for what
you are doing because not onlyare you making it a safe place for
people to feel confident aboutgoing into where they're working,
but because of what you'redoing within link, you're making
their data safe. And we aremaking that. That's. That's like,
(30:19):
safety is a key thing, andthat's a. As a leader in the world,
I just want to applaud you forthat because that's something that,
you know, I wish, you know, inthe grand scheme of thing, one of
the biggest reasons why Istarted this podcast is because if
we could create better leadersand we can have, and, and we can
(30:42):
help other people know aboutother leaders and the businesses
that they have that are doingthe good in the world, that maybe
if we can touch a few peopleto make things just a little bit
better, you know, it's likeone company at a time, one person
at a time, one leader at atime, we can make a better impact.
Absolutely.
(31:03):
So I appreciate you for beingan amazing guest and for what you're
doing and listeners, I wantyou to do me a favor, like, how can
our listeners get in touchwith you if.
They want to know more aboutme personally? You can just go to
kencox.com kencox.com if youwant to know more about Nlink? We've
got a 14 day free trial ofboth of our office products and our
CRM and we do it everyTuesday. We do an AI webinar, totally
(31:27):
free, and we give discounts tothe Inlink platform afterwards. We
have a really great coachingprogram right now. I've got, I think,
two slots available where Imeet with you once a month to help
you grow your business and geteverything legal and all those things.
So kencox.com or nlink.com isis the way to get a hold of me.
Awesome. Okay, well, we willmake sure that we have those in the
(31:48):
show notes. And please,listeners, I'm sure you've gotten
some great value out of thisto do me two favors. Actually, make
that three. Number one, makesure you reach out and connect with
Ken on kencoxor@enlightening.com Also, please
do me the favor of hittingsubscribe to this. And then three,
please share this with yourfriends and your business colleagues.
Because again, as I said,being an unstoppable leader does,
(32:12):
you know, take a team and ittakes knowledge. And so if we can
change and create a betterimpact and have greater leaders out
there, we are doing somethinggreat in the world. So I'm Jacqueline
Strominger. This is theUnstoppable Leadership Spotlight
podcast. And thank you forbeing a great guest, Ken, and thank
you guys for listening.
Thank you so much.
Well, hello everybody andwelcome to another amazing episode
of the Unstoppable LeadershipSpotlight podcast where we hear from
amazing leaders and get theirgame changing insights. And today
I have the absolute pleasureas your host, Jaclyn, to bring Ken
Cox on as our esteemed leaderand guest. Let me tell you a little
bit about Ken. He's a seasonedentrepreneur and he is actually the
(01:05):
president of Inlink and he's,he's offering amazing services. He
hosts the award winning Clicksand Bricks podcast where he shares
stories and insights forentrepreneurs. he's an author, his
works include ReclaimedSobriety, a guide to overcoming addiction.
And Ken's ventures includeleadership roles in multiple companies
(01:28):
like Box, STL and VendorReview. And his mission is to create
value driven solutions whileinspiring inspiring resilience and
innovation in the businesscommunity. So welcome Ken to the
podcast. I am so glad to haveyou on as a guest and as we were
(01:49):
talking pre show like I wastalking about how I absolutely love
boxing.
So my favorite, thank you forhaving me,Jaclyn. I very much appreciate
your time and energy today.
Oh, it's my pleasure. So,okay, you know, I know we're going
to talk about leadership, butlet me talk to, let me ask, what
got you into boxing?
Oh wow. Addiction got me. Orthe recovery from addiction. So I
(02:12):
guess I was in my late 30s, Igot a diagnosis of liver alcohol
related liver disease. Youknow, I'm a kid from the 70s, so
drinking alcohol was just verycommonplace in every place that I
went as I got into thebusiness world, you know, happy hours
and the ability to take, youknow, specifically like, you know,
(02:35):
European customers that cometo the States, taking them out and
showing them a great time.Happy hours turn into, oh crap, I
gotta be back to the office,it's morning time kind of situation.
And that took a toll on mylife as a whole. And I ended up with
liver disease. So one of thethings that I did to help me overcome
the addiction and the liverdisease was I started boxing. I had
(02:59):
always kind of been a roughand tumble guy, lots of street fights
and spar fights and stuff likethat, but I never really put any
discipline around it. And atthe, you know, the age of 40 years
old, I started boxing.Realized that the gym that I was
going to was not being ranproperly and I quite didn't know
why. I could say, man,there's, there's enough, there's
(03:20):
enough here to make this areasonably good business. But there's
something disconnected. So Icalled the owner. I'm like, what's
going on? He's like, man, mywife got sick. I don't have the time
to really focus on it anymore.And it's just this kind of burden
that's in my family right now.I'm like, well, why don't you sell
it to me? Because if itdisappears, I'm probably gonna die,
right? At that point, I had already.
Right?
(03:40):
That's part of my establishedroutine of how I get through my days.
And. And my days were very,very strugglesome at that point in
my life. So I ended up buyingthe gym. Was great. And then what
really happened, what changedmy entire life is. And. And it's
the premise of the reclaimedsobriety book. 12 rounds of sobriety
(04:02):
was after Covid. We shut downthat gym, and we. We opened a new
gym. There was restraintswhere we were, and we didn't want
to deal with them after Covid,so we opened the new gym called Box
stl. We're now the largest,like, largest boxing school in the
Ozark 22 district. There's.There's 13 districts in USA boxing
in the United States, so. Andwe're the largest in our district,
(04:22):
which we're very proud of.
That's huge. Congratulations.
So I had to start taking thesekids, and. And realistically, we
didn't do it for the kids,right? We did it for other programs,
but these kids kept knockingon my door. I didn't realize that
the new location was nextdoor. Right down the street there
was a mosque, and right downthe street there was this big Catholic
church. So I have this. Thesekids constantly knocking on my door
(04:44):
while I'm building this thing.Like, I built this gym for men like
me that are struggling withthings, right? They need a place
to go, and that's what I builtit for. But these kids kept showing
up, and finally I'm like, Idon't know what to do with these
kids. So finally I'm like,screw it. Let's come in Saturday
and just come in Saturday, andwe'll figure something out together.
And. And that. That decisionchanged my life in such an epic way
(05:07):
that when I started coachingthese kids and I went from, you know,
I've been a boss my whole lifejust about having. Being a manager
and having employees andhiring and finding all that stuff.
But I'd never taught kidsanything, and I took that responsibility
very, very seriously, andespecially in boxing, because it's
dangerous. So step back. And,you know, after the first couple
(05:28):
months, I'm like, okay, let's.We need to make a full program for
these kids and, you know,know, so I took, I started taking
coaching classes and I gotthe, you know, high flow neurological
coaching program done, and Idid all these coaching programs to
figure out how do I teachthese kids to go from, you know,
this kid that's just, youknow, in eighth grade to putting
(05:51):
on a uniform, walking down ahallway with thousands of people
screaming, get into a ring andfight somebody that's trying to hurt
them and get over all thatfear and all those things. And, and
I. And I realized that I hadto change who they identified themselves
as. And when I realized that,I'm like, oh, that's the trick to
everything on this planet isbeing a human is. Is who I identify
(06:15):
as. And if I can shift how Iidentify myself, then I can do anything.
And these kids can doanything. And they're amazing. And
like, we have, we were awardedin 2024 the Female Fighter of the
Year for in USA in ourdistrict. So it was just, it's been
such a joy to see that. Andthen, you know, my, my business acumen
(06:37):
and then this and putting themtogether has just been so profound
for me and I've learned somuch. Just, you know, I feel foolish
that I'm learning as much as I am.
At my age, but always belearning, right? It's not always
be learning.
You know, at my age, I feellike I'm learning so much, so much
faster than I was ever able tobefore about what life is and being
(07:01):
a human and all those things,and it's really just an exciting
time.
That's really cool. And I'llinterject my thought as to why, because
when you start learning thingsthat you're truly interested in and
have a sense of like, I wantto know something, I really want
to know. Because you want toknow versus being told what you need
(07:25):
to know, right?
Yeah.
Right. You know, and so thereare two different things and I absolutely
love it. So, so talk. So. Soalso before, you know, the pre show
where we were talking and thatis that throughout your career as
a leader in your business, youhave wanted to create and it obviously
(07:47):
talks about what you're doingright now with these kids in boxing,
you know, people to walk intoa place and feel like that what they're
walking into is a safe placeand not always be sitting behind
a desk. So talk to me a littlebit about that. You know, you know
what you've done well in thatnow to like, almost like where you
(08:07):
started as you shared, likemaybe you didn't do it always as
well, as you wanted to, buthad this idea about doing it. So
walk me through that journeyand also share with us how does boxing
play into that?
Well, I'll start with my whythat's so important to me. I grew
up. I was born KennySchneider. I was adopted at the age
of 13. Turned to Kenny Cox,was consistently in trouble. Right
(08:32):
after the adoption. I got in alot of trouble and that, you know,
they lost custody of me untilthe age of 18. I got to live there,
but.
And.
But I. I didn't ever have asafe place to go when I was a kid.
It just didn't exist for me.So. And I didn't realize that. But
the safe places that I found,you know, I started working at the
age of 12. This. Thisrestaurant, or 11, is busting tables,
(08:55):
right? And the owner kind ofwould take us under those wing and
teach us, you know, how to do.How to deal with money and how to.
How to make sure that youdidn't have all your money in one
place. He taught us about bankaccounts and all these things at
11, right? This is just abusiness owner that owns a restaurant
in town that's helping out thelocal kids. And then my local pizza
joint, I'd go there. Andthat's how I started. My first company
(09:16):
was vending machines. Theowner of that business really took
me under his wing and taughtme a lot about spirituality and religion
and those kinds of things. Andthere was a slot car track that I
would go to a lot, and hewould teach me how to, you know,
solder for the other guys inthe shop so I could solder and make
some money and then do someother stuff. So what I realized is
(09:36):
Main Street America, it was mysafe place as a kid. And when I started
a boxing gym. When I startedboxing, I wanted to compete in Golden
Gloves, and I did twice. I'vegot one championship, and I got to
the championship, but I lost.I lost once, and I won once. So it's
good. And I would go to theseboxing gyms to work out and train,
(10:01):
and I'd go to all these otherboxing gyms, and that's some dangerous
stuff if you're going.Especially a guy my size. Not really.
You know, I mean, we'retalking. I've been boxing now for
a long time. I'm much betterthan I was then, but I'm still. I
still wouldn't call myselfgood. I'm a great coach, but I'm
not a great boxer. And it'snot a safe place. The boxing gyms
(10:24):
in general, for a person,walking in is not a safe place. And,
and I wanted to create that.And when, when the kids started showing
up, I'm like, oh, I reallyhave to make sure that this is a
safe place for them to openlycommunicate to me. Regardless of
what it is right for them tohave a place to go when they're not.
(10:45):
There's no place else to gofor them. So that became wildly powerful
for me. Outside of that, I'vegot my own neurological disorders
that I've dealt with my entirelife. I was a member of the special
school district all the wayuntil like 8th or 9th grade and my
son's non verbal and atHosterion or Endlink, we really like
(11:06):
to hire people that are on thespectrum because they enjoy to sit
and play with the computersand do those kinds of things. It
becomes a challenge withtalking on the phone sometimes, but
we can train them to do that.And it's been wildly gratifying to
do that as well. Those arejust a couple places where know,
I think that I'm striving andcreating safe, safe places for people
(11:30):
to do and exist and just beand do the things that they like
to do. Because that's soimportant to me is doing the things
that you want to do and havingthat opportunity in life.
You know, it. I, I love what,I love what you're sharing and the,
some of the things that reallykind of come out. It's like, you
know, safe place isn't alsojust safe place physically. It's
(11:50):
a safe place to have yourvoice, you know, and I think that's
actually like an interesting,like that's, that was, that was kind
of resonating in my brain isthat it will also be able to create
a place where, you know, youcan walk in, whether it's the pizza
place, a boxing gym or acorporate boardroom and know that
(12:11):
you're not going to getridiculed or in trouble or whatever
the icky behavior is to theleader for opening up your mouth
and sharing your opinion andgiving people that courage to speak.
Yes. And it's important, likewe need to hear everybody's opinions,
(12:33):
right? Not all the time. Like,you know, sometimes you're in the
middle of a project and then,you know, if what's already planned
is planned and you execute onthat. So that's not a time for opinions,
but having a forum, a placethat they can open up and talk about,
hey, you know, I should havesaid something to that last maintenance
window, but I didn't. For thisReason and that's respected. Let
us get through the thing. Butyou know, in it, it's way harder
(12:57):
than boxing because boxing isalways just real time. In it, it's
way more challenging becausethere are specific ways to do things.
You know, it's not objective alot of times and just, it's more
challenging in it than it isin boxing, for sure.
Well, right, right. Well,also, like in it, you know, there
is a specific way, forexample, like to code. Right, right.
(13:18):
I mean, there's a differentway to, you know, there's different
ways to do.
It, but it has to bestandardized within that business
unit.
Right, exactly. Right.
Have this person using thislanguage and this person using this
language. It's communicationis the keynote to success. And if
you're using two differentcommunication methods, then it don't,
then it falls apart really quickly.
Right. And that's a, that's ahuge thing. And that's, and so I,
I, I love what you are, whatyou're doing. So talk to us, you
(13:41):
know, about, and creating thatspace for, for kids because, you
know, I, I do believe thatthat helps give, provide confidence.
Yes.
At a young age. And I thinkthat's something that so many, like
I know myself, that wassomething that I struggled with deeply
as a kid, teenager, young adult.
(14:06):
So the first thing I do inboth scenarios at the business, at
the, the corporate world, Icall it my smack. Systematic, methodical
and consistent rule set forthe business. If you ever have a
question about how I shouldact in any scenario, your smack should
tell you how to do that. Ifit's not already a standard operating
(14:26):
procedure, then I can fallback on that in boxing and everywhere
else in life. I call it my,just my core values. Right. And we,
we go over those and wereiterate them on a regular basis
and it's way more fun inboxing. Right. It's so cool.
But smack is a great name. Ilove it. Yeah.
I think it comes fromAmerican, not American, I think comes
from Southwest Airlines whenthey were redoing their entire mechanism.
(14:51):
I think that's what I read. Iknow, I know they use that, that,
that terminology. And it wasbasically like, you know, we have
fun flights, we don't assignseats, you know, those kinds of high
level, consistent rules. That,that's what they're always going
to fall back for. And what Ididn't know and, and I don't know
(15:11):
how many people on the planetdon't know this, and I didn't, I
feel so foolish that living alife just a Human life without a
set of core values willflounder you forever. You won't know
what direction to go into. Andwe know whenever you set those core
values, you know, deviatingfrom them is painful. And, and how
(15:33):
you set them is that you justwrite down what you want and then
you reiterate them everysingle day and become part of them
and, and embody those valuesand act like them every day, and
it becomes a really, really,really powerful tool. I would. I
think it's the most powerfultool of any mindset tool on the out.
Personally.
I would 100 agree with you.And I also 100 agree that so many
(15:56):
people do not realize that.And I talk to people a lot about
creating that personalstatement that decide, like, how
you want to be and it. Andit's funny, like, I have something
that's on my wall that I lookat and I'll say it, you know, and
I'll read it. It's empoweringambitious leaders and professionals
to ignite transformation,drive, impact, and achieve unstoppable
(16:20):
success.
Yes.
Right. And so it's somethingthat I truly believe. Lots of reasons
why, but it's also helpingpeople be their best.
Yes. My mantra changes quite a bit.
Yeah.
I would say probably quarterlytoday, it's, I'm here, I'm safe,
and I'm grounded.
(16:41):
Love it.
I need right now.
Right, right. You know, andthat's so I. But I think, you know,
the core values piece isactually really important and I actually
want to touch on that because,you know, sharing. I don't know why
I just raised my hand. Right.We're lowering the hand. So, you
(17:03):
know, it's. Core values is soimportant in a company at the, at
the top of it, it's corevalues for a team, core values for
the people, each person. So Iwould love for you to share like,
like, how do you think thatplays out in all those different
places? Corporate team person.
(17:27):
I think when you set it aspart of. In the business, it's. It's
your job as the owner to setthose core values hands down. I understand,
like, everybody's like,talking about, oh, you got to have
the mission statement, allthese other things, and you need
all of that stuff. But Ipromise you, your core value set
is going to be way morevaluable than your mission statement
(17:47):
is ever going to be. And whenthat, when you're onboarding people,
you know, like, literally yougot to say, hey, these are our core
values. If you can't alignwith these values while you're here,
then this isn't going to be a.
Right.
Right. It just won't be a safeplace for you, and you're going to
find a place that will be safefor you. But these are our values.
Right. We work hard, we playhard. We, you know, we, we. We do
(18:10):
not shy away from, you know,hard tasks, those kinds of things.
If we see paper on the floor,we pick it up. Right. Like, those
are just kind of stuff that wedo. And if you can't embody these
values and this is not theplace for you, and that's. That's
okay. Right. Knowing thatyou're not the place for everybody
is really, really important aswell. And then when you see somebody
(18:32):
deviating from the core valuesof your company, and this was the
hardest thing for me to do, isyou have to let them go quickly.
You know, maybe once a. Hey,man, you're really not aligning with
our values of the company. Youknow, the. I understand where you're
coming from. And, and this is.You probably already know, but these
are the things that we need towork on. And if they can't, then
(18:55):
you have to get rid of themquickly and let them move on. And
it's. What I've found in lifeis that it's more mean to try to
keep that relationship thereand when it's not right than to let
that go. It's a hard thing todo. And nobody likes firing anybody,
but it's, you know, I've neverfired anybody in my life, and I've
(19:17):
let go of a lot of people thatdidn't end up in a better position
for them afterwards.
I think what you just said isit. Is they ended up in a better
position for them. For them,it's not about you. Right. Right.
I mean, I think one of the keythings that we have to look at as
(19:38):
leaders and, and I, and, and.And listeners, I really want you
to. This is a really importantgame. Changing insight. Number one,
your knowing your core valuesof your company is so important.
And remember that the peoplethat are in your tribe, which I call
(20:01):
your employees because I hatethe word employees, you know, your
tribe of people that areworking with you need to embody the
core values that you have. Andif they don't. Yes. Let them go quickly.
And you know what's going toend up happening. They will. And,
(20:21):
and I will take it one step.Let them go. And if you can refer
them to somebody, if you thinkthey're a good person, you might
say to, you know, I might say,oh, my God, Ken, you know what you
are an awesome person. But asyou can tell, we think that maybe
there's a misalignment in yourvalues with our company, but I think
that you're a great human. Iwant to refer you to a friend of
(20:43):
mine at company, blah, blah,blah, blah, blah. Because I think
that you align more with that.That company. You know, unless the
person is an absolute, likehor. Horror. But most people aren't.
Right.
Or. And if they are not guidedor they are not the best employee,
(21:03):
many times it's becausethey're not acting at a place or
in a place where the corevalues are aligned and they don't
feel in alignment.
Yeah, it's exhausting beingsomebody that you're not. It's the
most exhausting task a humancan do. And. And to ask people to
do that for eight to 12 hoursa day. I, you know, I mean, you can
(21:28):
talk about the value of ahuman and your pay does not equal
your value as a human. But atthe end of the day, there's no value,
monetary value that can keepme from being somebody that I'm not
for eight to 12 hours a day.That would. It just doesn't exist.
Right. And there's so manythings that get stifled in there,
and we want to. And the. Andthe key thing about leadership is
the word lead. And in order tolead people to become better than
(21:54):
they are today to somethinggreater, and to lead your company
to greatness, we have to be inan align, in a alignment. And if
we're not, then we need tofind a different move the path differently
for that person.
Doesn't matter how big orsmall the team is. When you get alignment,
(22:15):
things start flowing. Theyflow very, very well. Very, very
smoothly. And then you talk toyour team and you scratch your head
like, wow, last time we didthis was really challenging. And
what's different? Like, oh,this person. This person's not on
the team. Like, oh, okay, thatmakes sense. And it is a really beautiful
thing when your entire team isaligned and all moving forward in
(22:40):
a common goal. And it's just.Yeah, it's neat.
That is really neat. That isreally neat. Okay, so I see, you
know, we were talking a littleand you shared a little bit about
this, but I'm really curious.So talk to us about what your new
venture is in Lync.
In link.com is my ode to thosemen that put me under their. Under
(23:01):
their shoulder when I was akid. We founded Hosterian in two
in 2001. Corporate IT datacenter infrastructure. We've done
Things like build back officesfor Sprint and aol. I built the data
center for Peabody Energy, thelargest coal company in the world
with some pretty, pretty crazylegal requirements. Built multiple
(23:25):
data centers in my life, youknow, today I service customers from
the local yoga studio all theway to the largest companies on the
planet. And, and I, and Ireally like that. And now, because
I service some of the largestcompanies on the planet, I have lots
and lots of resources. Andwith the invention or the, not the
(23:46):
invention of AI, but the, thecatapulting of AI over the past three
years had me step back alittle bit. I went to MIT through
their AI program, and I reallywanted to do something in the AI
space. And I really love thesepeople. Like, there's, there's not
(24:06):
many things in the world thatmake me more passionate about seeing
somebody go after theirdreams. So, you know, the local construction
guy that wants to start, youknow, leave the construction firm
and start his own constructioncompany, the guy that's working as
a plumber wants to start hisown plumbing company. The lawyer
that, you know, I've got aU.S. marshal that wanted to become
a lawyer, pass this bar, and,and, you know, helped him start his
(24:26):
business in. Link is for that.It's, it's the tool stack that is
everything you need to startyour business online. I like to look
at Nlink as the link betweenweb 2.0 and 3.0, because we have
tools in there like AIemployees that will answer your phones
and do your Google reviewsand, you know, push warm leads up
(24:47):
to the top and so you don'thave to, you know, you know, necessarily
run through all of your leads.And it's, it's a really great CRM
tool that we have over 60different industries already programmed
with funnels and websites andall that stuff so that you can just
click it and go. And it's,it's, you know, pretty quickly wildly
robust. And then we couplethat with our Office product. I have
(25:10):
a lot of major concerns aboutprivacy moving forward. And right
now, when you're sharing yourGoogle, your data with Google and
Amazon and all those things, Iread more privacy policies than probably
anybody else on the planet.And I can't tell you exactly what
they're allowed to do withyour data. Right? And neither can
(25:35):
you. And you're clicking thebutton and going, what I promise
you at end link is that wewill never sell your data. We're
privately held. I do not havean objective, I do not have a legal
requirement to make the mostamount of money possible. So I don't
have to sell your data. Justhave to feed my family and my employees
and they all have a great timeand grow. That's my requirement in
life not to make the mostmoney possible. So. And I think that's
(25:57):
an important distinguishdistinguishing factor and I'm really
sad that more people don'tunderstand that.
You know, so this sounds likeabsolutely fantastic. So I, I love
that and I love what you saidabout. I, I love your, like you're,
you want to feed your familyand your employees and have people
(26:18):
be happy. It's not aboutmaking the most money in the world.
And I mean making money is great.
Publicly traded company, theyhave a legal requirement to make
the most money possible withyour data. And, and you're sharing
your data with them and I meanthey can't break intellectual property
laws. But.
Can I. I'll share with you.Yeah, it's, it's, it's crazy when
(26:42):
you. Because I'll share withyou. You know, when I, I started
my career in magazinepublishing and what did I love to
get and sell?
Ads.
Names. Yeah, names. I meanname generation and capturing people's
(27:02):
contact information is a, Imean that is where you get list companies
from. They make their money.
Selling your contact information.
Selling your contact.
Yeah.
I used to tell people I didtwo things that when I first started
my career in publishing, Ikilled trees because I was responsible
(27:25):
for doing all the direct mailand putting, you know, my job was
insert like you know, consumermarketing, insert cards in the magazine,
direct mail, packages,renewals, bills, whatever, the whole
paper. Right?
Yes.
So I'm like, yep, I'mresponsible for killing trees. And
I, and I said, and I'mresponsible for your getting all
the junk mail in the worldbecause I take your data and I, if
(27:45):
you subscribe to my magazines,I will sell your data.
Yes.
And at the time we didn't ne,I mean we did have the, you know,
do not email whatever list youcould run.
Things then and now are twowildly different times. Yeah, wildly
(28:07):
different. The ability tocreate hyper targeted long tail.
I'm talking two, three, fiveyear campaigns that target an individual
that, and they know name,date, age, romantic preference. You
know, today I drive a BMW, butI'm looking at Lexus and they have
(28:27):
so much data on you today. Andyou know, I think about my daughter
who's using digital diariesand maybe you know, or the little
girl that's five today andshe's, she's, you know, learning
how to do this with AI and,and some company owns the data that
she's sharing as she's achild. She might run for Senate one
(28:47):
day. And how valuable is thatdata going to be? The stuff that
she.
Yeah. To the guy who wants to run.
Against her friend at 13 years old.
Right.
Peek into my head at 13, boy,the planet would explode. Probably.
So, yeah. It's wildly scary.And the couple.
(29:09):
Yeah.
And data storage today is justso absurd. And, And I understand
what you're saying where youwere doing before, but the game is
wildly different. Wildly.
And it is so crazy different.So crazy different. And I, when I,
When I say that, like, I. WhatI used to do back then, I would not
want to be in that positiontoday because it would make me really
(29:34):
uncomfortable.
I would walk away from that job.
Yeah.
Second.
Yep.
The second I realized what washappening. Data. And that's part
of why I had to be anentrepreneur, because I can't. I
can't live a life happy andhealthy knowing that that's happening
in the background and thatI'm. That I'm an integral part of
it and I'm not going to doanything that I'm not an integral
part of, so.
(29:56):
Right. Right. You know, Ken, Icould talk to you for hours about
this, and, and I, and I justwant. Want to applaud you for what
you are doing because not onlyare you making it a safe place for
people to feel confident aboutgoing into where they're working,
but because of what you'redoing within link, you're making
their data safe. And we aremaking that. That's. That's like,
(30:19):
safety is a key thing, andthat's a. As a leader in the world,
I just want to applaud you forthat because that's something that,
you know, I wish, you know, inthe grand scheme of thing, one of
the biggest reasons why Istarted this podcast is because if
we could create better leadersand we can have, and, and we can
(30:42):
help other people know aboutother leaders and the businesses
that they have that are doingthe good in the world, that maybe
if we can touch a few peopleto make things just a little bit
better, you know, it's likeone company at a time, one person
at a time, one leader at atime, we can make a better impact.
Absolutely.
(31:03):
So I appreciate you for beingan amazing guest and for what you're
doing and listeners, I wantyou to do me a favor, like, how can
our listeners get in touchwith you if.
They want to know more aboutme personally? You can just go to
kencox.com kencox.com if youwant to know more about Nlink? We've
got a 14 day free trial ofboth of our office products and our
CRM and we do it everyTuesday. We do an AI webinar, totally
(31:27):
free, and we give discounts tothe Inlink platform afterwards. We
have a really great coachingprogram right now. I've got, I think,
two slots available where Imeet with you once a month to help
you grow your business and geteverything legal and all those things.
So kencox.com or nlink.com isis the way to get a hold of me.
Awesome. Okay, well, we willmake sure that we have those in the
(31:48):
show notes. And please,listeners, I'm sure you've gotten
some great value out of thisto do me two favors. Actually, make
that three. Number one, makesure you reach out and connect with
Ken on kencoxor@enlightening.com Also, please
do me the favor of hittingsubscribe to this. And then three,
please share this with yourfriends and your business colleagues.
Because again, as I said,being an unstoppable leader does,
(32:12):
you know, take a team and ittakes knowledge. And so if we can
change and create a betterimpact and have greater leaders out
there, we are doing somethinggreat in the world. So I'm Jacqueline
Strominger. This is theUnstoppable Leadership Spotlight
podcast. And thank you forbeing a great guest, Ken, and thank
you guys for listening.
Thank you so much.
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