May 19, 2025 • 29 mins
Welcome to another episode of the Grow, Sell and Retire podcast! In this engaging conversation, host B.D. Dalton sits down with the dynamic Carrie Freeman, whose career journey has taken her from the clean rooms of Intel’s state-of-the-art manufacturing facilities, to spearheading sustainability and community engagement initiatives, and even to running a sparkling wine business. Together, they dive into how Carrie made her bold leaps across industries, what she’s learned about leading purpose-driven businesses, and the million-dollar insights she’s gained along the way.
Carrie shares valuable lessons on building impactful, sustainable companies—drawing from her experiences at Intel, her work driving social innovation at Second Muse, and her most recent foray in the wine industry. The episode is packed with actionable advice, including how to energize teams, make better business decisions, and focus on what truly matters as a leader. Whether you’re looking to reinvent your business, get inspired by stories of transformation, or just curious about what a pantyhose factory tour is like, this episode is not to be missed!
Find Carrie here for speaking and other engagements. https://www.linkedin.com/in/carrie-freeman/
Carrie shares valuable lessons on building impactful, sustainable companies—drawing from her experiences at Intel, her work driving social innovation at Second Muse, and her most recent foray in the wine industry. The episode is packed with actionable advice, including how to energize teams, make better business decisions, and focus on what truly matters as a leader. Whether you’re looking to reinvent your business, get inspired by stories of transformation, or just curious about what a pantyhose factory tour is like, this episode is not to be missed!
Find Carrie here for speaking and other engagements. https://www.linkedin.com/in/carrie-freeman/
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Grow, Sell and Retire is the podcast for the lazy overachiever.
Bad Dalton, author of the assistant Purchase, True Gravity and Grow,
Sell and Retire, is here to give his twenty five
years of secrets, tips and assistants to take your business
to the next level. This podcast is for anyone who
wants to sell more, work less and make better business.
(00:24):
Now here's your host, Bad with today's GSR podcast.
Speaker 2 (00:29):
Hello everybody, Beaty Dalton here, Growth Sell and Retire Podcast.
I'm here with Carrie Freeman and we're going to talk
today crazy things we're going to go through. So Carrie,
I'm going to bring you on the show, but we're
going to talk about how did you go from Intel
to Wine to being involved with b Corpse and now
helping companies think about the future sustainability incorporating it in
(00:50):
their overall things.
Speaker 3 (00:51):
So Carrie, welcome to the show.
Speaker 4 (00:53):
Thanks so much for having me.
Speaker 3 (00:55):
Cool.
Speaker 2 (00:56):
So how did you actually go through that? So you
Albuquerque and with Intel? So what were you doing with Intel?
And then how did that then turn you into Okay,
I got enough here Now I'm going to go do
Wine And it's like, how did that all happen?
Speaker 3 (01:09):
And then move it forward from there.
Speaker 4 (01:12):
Yeah, it's a fun story. So I started out with
Intel right out of university, and I had a couple
of different options to go some of the big the
big accounting firms and Intel and I had internshipped with
Intel as a manufacturing supervisor. So I think clean room
in the factory, and I absolutely loved it.
Speaker 3 (01:31):
Really the art.
Speaker 4 (01:33):
Yeah, it's state of the art manufacturing. I am. I
have a thing for manufacturing, and so I love touring
factories just in general. I mean it's it's how things
are made. It's all around, right, and I think as
a consumer, if you don't at least think about and
appreciate how things are made, then you're kind of missing
out on some important things. So anyway, I thought it
(01:53):
was fantastic going in the factory creating systems. As an intern,
I was able to do an ISO nine thousand, bought
it for the entire site and figure out how do you.
Speaker 3 (02:06):
Most people hate those? That's like for some people, and
do you think it's awesome?
Speaker 4 (02:11):
There's so many things that I will really really really
nerd out on anyway, So yeah, that was about the
I think I think doing the ice on nine thousand
audit was what kept me from going to KPMG in particular,
that was the second biggest runner up. And so I
spent fifteen years in Intel and a lot of it
was in technical engineering management. But think of that as
(02:33):
the future. Where we're at now, well the precursor, right,
here's the future. But I got to do everything from
kind of the basics of Internet out of things, sensors,
full automation, to really understanding how do you use computers
to optimize things. So this was twenty years ago, so
(02:54):
obviously the world has completely changed and we have AI.
But it was so exciting and I got to do
it on a on a global scale. So I ended
up running global teams and that was fantastic. At some
point I said, you know what, this is great, But
I remember having a real specific time where I thought,
I don't think I can try to shave off seconds
(03:16):
in a manufacturing process to say billions of dollars anymore,
just not feeding my soul, because literally that's what you're
doing when you have, you know, billion dollar equipment sets
and you're trying to figure out how to make more
computer chips, which we still need now that there's got
to be more and I had gotten my NBA with
(03:39):
a focus on environmental policy and planning, So think early
day sustainability was in like two thousand and I was
able to work with senior leadership at Intel and work
my way into doing really environmental affairs, if you will,
so much more public facing, but engaging with the community,
(04:00):
aging with the factories and senior management on how does
Intel become more sustainable? And from that I ended up
doing all sorts of exciting things, creating their first sustainability
group that was everything from climate policy to employee engagement,
(04:23):
to water strategy to policy across the board, which was exciting.
I spent fifteen years there and it was really I
mean the corporate ladder, getting a lot of head hunters
and recruiters seeing if I wanted to come do a
similar type of thing in their large corporations. And one
(04:46):
of my dear friends growing up had started this company
called Second Use, and it was a company that had
just probably about twelve months. Early are gotten really a
lot of attention, I will say, because of the work
that it had done in bringing together primarily technologists to
(05:10):
develop solutions for the greater good. There's a program called
Random Hacks of kindness okay, and it it was hosted
at like Microsoft offices and they developed these different these
different solutions to disaster response. This was all volunteer. But
(05:31):
it's like, how can we take the power of technology
and create really important solutions That happened to be right
before the earthquake in Haiti. Wow, things got deployed there
and so before we before we I wasn't with second
use at the time, knew it. We had you in General,
(05:52):
Secretary Banking Moon applauding us.
Speaker 3 (05:55):
Wow.
Speaker 4 (05:55):
We had a Secretary of State in the US and
all these people saying wow, thank you for creating these solutions,
and so it was just really exciting. I think one
of the things that I have always liked to do
from a career perspective is see where can we stretch
you know, where can we stretch ourselves? Where can we
kind of push the boundaries of possible? So how does
(06:19):
that equate to here? So thirteen years later, after growing,
after growing the company in a pretty big way from
a global perspective, we were really I would say, the
boutique innovation entrepreneurship company in the world.
Speaker 3 (06:35):
Wow.
Speaker 4 (06:36):
And all sorts of all sorts of different clients, most
of them large names, so corporation's venture capital groups, the bilaterals,
the federal agencies. But when anyone was saying, hey, we
want to figure out how to open up new markets
and use entrepreneurship to do that, and oftentimes it would
(07:00):
require collaboration, they would turn to us. And so I've
had the opportunity to look at all sorts of opportunities
or all sorts of businesses yeah uh, and ideas that
are doing things winery well. So I was ready for
career change, yes, And I started engaging with abbo Abo
(07:21):
Ventures and they are one of the primary investors in
this in this winery. At the time they need they
needed an interim CEO and general manager, and I was
meant to come in. This was just in October, So
this is you're kind of finding me in my liminal state.
I love that word liminal. And they needed someone to
(07:46):
come in and just help them, and I see that
a lot in you know companies that they need focused,
they need someone to come in and really help unify
their leadership team because things not going well and it's fun.
We have a really big mandate and opportunity. We're working
(08:09):
on becoming the largest sparkling wine makers in the country,
so it got some good competition and we also have
some of the best wine makers in this space.
Speaker 3 (08:19):
So that's fun, really cool.
Speaker 2 (08:22):
Okay, So now now kind of my challenge is for you,
So companies like really move forward, you do purpose built
stuff or or kind of I call it kind of
purpose driven business, right, and that's whatever it's called these
days with changes every week, but kind of what's kind
of that a million dollar hack that you've seen that
(08:43):
most businesses are missing, and we're talking about a million,
not from little five hundred thousand turnover that turns them
into a million, but things that people are missing when
it comes to you coming into a business and saying, actually,
if you guys were just checking on this or doing this,
like just say, shaving seconds off of making that. But
(09:03):
in a normal business like like a winery, I'm not
tell all your competition all the winery secrets, but just
some of those million dollar hacks that'd be amazing because
you've seen so many different ways.
Speaker 4 (09:16):
Yeah. Yeah, So I think of things in terms of
what's below the line, right, So how do you save cost?
How do you put measures in place to make the
teams work better to be more efficient. And then there's
the above the line, yes, and you have to focus
on both. So I think in terms of below the line,
you have to say, where are there opportunities if we're
talking impact, But I also think of impact oftentimes as
(09:39):
truly running a better business. So I have talked a
lot over the last many years on how do business
has become more impactful, more responsible, call it conscious capitalism,
call it be corporate. I just tell people, forget about
the titles, forget about the names, the certifications. This is
actually about running a better business. So I kind of
(10:02):
just try to dispel that right away in terms of
this when you when you put a lot of these
things in place, you're running a better business. I think
from an environmental perspective, if you think about it from
energy efficiency, yes, that's that's really kind of an easy one.
Say just how are your operations running? Are you doing
things in the most efficient way? And that that may
(10:22):
seem that may seem kind of simple, but at the
end of the day, are you, you know, are you
focusing on that? And and if you don't have a
big footprint, then maybe that's not the way to go.
One that's always low hanging fruit is are your employees
utilized to the best that they can be and engaged?
Let me think about running impactful businesses your employees and
(10:44):
having engaged employees is one of the best levers you
can have.
Speaker 2 (10:49):
And how do you I mean, besides when when you
just from from a helicopter view coming in to just
talk to somebody's business, how do you get them to
actually do that audit? How do you get people to
actually look back and say, Okay, well BT's here or
carries here, and we've been doing this, but he's actually
only working forty hours of the month, not forty hours
(11:11):
of a week, and Carrey's working one hundred and twenty.
So how do you how do people sit back and
actually go is that person actually impacting the business? Or
do we need another carrier or do we need another
bad or how do we do that?
Speaker 4 (11:27):
Yeah, so I think of this beat. I mean, the
first thing you do is there's different ways, right, you
can do obviously kind of more formalized employ engagement surveys,
and that I think those always give you a flavor
that's happening, right, that's an important thing, and you go
in and have questions you'd be curious. I think that's
I think that's the first thing, and you start to
(11:49):
understand what people are focusing on, what they're doing. It
doesn't take long, honestly, you know when I came into this,
when I came into the minery, it took me. I
felt like ten days. I had a lot of conversations
and a lot of open ended questions for people, but
just trying to understand what's happening. And so I think
(12:12):
this is coming in and understanding things, and quite frankly
it you know, it takes a while to move people
in different positions, to consolidate positions, to eliminate people, right.
I think oftentimes we don't think about the negative impacts
of people who aren't good for the team and what
(12:33):
that does to morale, for example, for other people. So yeah,
I think it's uh. I think it's kind of a combination.
I think that I think of some of that as
like triage. Yeah, when you say, how do you assess things?
While you assess them in a lot of different ways
right to includes data, information questions, et cetera.
Speaker 3 (12:52):
So what's your so what you're doing that?
Speaker 2 (12:54):
And I know a lot of this is putting you
on the spot, but you're you're pretty good at this stuff.
Is what's your favorite open ended quest? Sure, what's the
one that gives you the biggest headline flavor that you
would ask if you came in and you were coming
into Rock Fine, and you were going to say to
v D, what's what's the question that you think would
open up the the biggest can of worms if I
(13:17):
was doing that well.
Speaker 4 (13:20):
I mean one of the ones I say is like,
what is if I'm coming in and I'm asking in
a place saying like what where you spending the most
of your where you spending most of your time? That
that feels kind of pointless? Yeah, right, and then before
you know it, people are like, well I do this,
and I do that, and like I have to wait
for so and so to approve this, and I just
(13:40):
kind of sit around and so that's yeah, that's one.
And then I was but I like to not just
focus on the negative, Right, you're best utilizing you? What
would you be able to do? What would you be
able to do in your current role? And also what
would you be able to do for the company, because
I think that's where people get energy, right, take away
(14:02):
the painful points get rid of those, but then also
get people excited about what's possible, because that's where you
really energize people, right, it's getting you utilizing people strengths.
It's utilizing people's strengths and before you know it, if
you can it. And it takes time to rearrange these things,
(14:23):
but yeah, that's but first of all, understanding the pain
points some people and the annoyances. Everyone has the right
Oh so so and so does this and I have
to wait on this, and I don't understand why I
can't do this.
Speaker 2 (14:37):
Then, so when you when you're going through that, and I,
how do you then when you're going into new companies
or helping people with their own companies, how do you
help them make the right decisions? Versus like a decision
making framework that you see and you help people with.
Because sometimes we've been doing things for so long in
the same way, doing the same time and expecting different outcomes.
(14:58):
What's what's something that you said back? Can you say,
here's here's how I make decisions around, Here's how I
would come into your situation and make better decisions.
Speaker 4 (15:08):
So I think that the first way to do that
is understanding what is what is truly a constraint, what's
what is truly wrong? Like what can you not touch?
Legal compliance? Is? You know, are examples of those things.
I mean, there are just certain things that you can't
do legally or you can't you truly cannot do at
(15:30):
this point, I should say, at this point in time
because of your investors, because of X, y Z. So
understand your non negotiables and then and then understand, you know,
what are your principles, Where do you want to go
with things? What matters? And there's always a rubric for that,
(15:51):
right It's that's just getting you know, getting an understanding
of why why do this versus that? In the example
of the winery, one of the things that is really
important to us is being a really good community partner
and community member. Right, So I think the biggest opportunity
from our company's perspective currently is being that community partner
(16:15):
of choice. You know, other people say it's environmental stewardship,
it's other things, but really we want to do right
by the community. It's a very very community focus thing.
And I would say AVO Ventures in general is saying
how do we do local economic development really really really well?
So yes, so I think understanding what your principles are
(16:36):
help you to orient around the right decision making. And
then and then it's understanding things from different lenses because
there's there's always two three sides to something, maybe more
right when we say right, what is right? Actually, who's
defining what right is?
Speaker 3 (16:53):
Yeah?
Speaker 4 (16:54):
Right? Right?
Speaker 3 (16:54):
It's only your right.
Speaker 4 (16:55):
And you're right, you know it's there.
Speaker 2 (16:59):
So yeah, if you had, if you have a soapbox
right now and you are talking about it and could
stand on it and just shout it from the rooftops
about any businesses, what what would kind of be the
sermon on the mount for you right now? I mean,
you talk about sustainability to talk about this, but how
would you get people to come in to listen?
Speaker 4 (17:20):
I think I think that's great. I think that right
now it is being deeply intentional about running a better
business and looking at that and saying, how do you
actually put in place an overall strategic framework, if you will,
which includes things like you know the principles that you identified,
(17:42):
and also never underestimate the power of a few changes,
right because I think a few well done changes, very
intentional for the right purpose, can have a big impact
impact on your sales on your employees, in your community.
It doesn't have to be overwhelming. Lots of times I
(18:04):
would say, companies talk to me or leaders talk to
me about their companies and they're like, oh, I can't
do X, y Z, I can't do so many different things.
I'm like, you don't need to do so many things.
You need to do you know, one or two small
things that will have a very big impact. And so
I think I think a lot of it is creating
a space that feels approachable and accessible for leaders to
(18:27):
come in and get energized and say, yah, I'm going
to do things differently, which is what entrepreneurs do in general.
But but really helping them and letting them know there's
there are strategies, there's there's frameworks in place to do that,
and I can definitely help them with it.
Speaker 3 (18:42):
That's awesome.
Speaker 2 (18:44):
And so when you do that, what's so from a
mentor or somebody else that you've dealt with? What was
what was kind of something that you took away from
somebody that either trained you or you follow or you
went and saw or you worked with. What's what's a
thing that they instilled in you or a covered in
what you already did that you remember very well.
Speaker 4 (19:04):
Oh there's so many of those.
Speaker 3 (19:06):
Well, you can give us a couple.
Speaker 4 (19:07):
We can, please say a couple. I think it's understanding
your why. The one that I've loved and I have
found myself, you know, and even talked to my team about
this recently, is like the B and B perceived. This
is when an intel it is you need to be
a certain way and you need to be perceived right
because all of us care about what's happening in the market, right,
(19:29):
market position. It doesn't matter if your markets something small
or if your market is you know, the big global
the big global playground that we're playing in right now.
You want to be perceived well, and so what is
your reputation? But that should be an authentic thing. So
be and be perceived is one that I've always loved
and it truly works in small companies and large corporations.
(19:52):
Another one that I liked that it's probably a little
bit more personal, but I think it goes back to
what should we be doing? Is how do we eliminate
the concept of should oh we should do this, Oh
we should do that. It's like no, So anytime you
find your say of saying should yes, write it down
and you say, we are either doing this because it
(20:12):
is going to advance us in X y Z right,
it's a strategic objective and we want to be doing
this yes because it is it is furthering us, or
I have to be doing this because of it. But
this should business? There's no place I kind of and
I find myself saying it at times, but how do
we eliminate should.
Speaker 2 (20:33):
Yeah's Alan Alan Barnard, one of the guys that we love.
The constraint theory is this, it has to be a
hell no or a hell yes. There's no maybees hell no,
hell yes, or maybe doesn't exist.
Speaker 3 (20:46):
You know.
Speaker 4 (20:47):
There you go, there you go, there you go. I
love that, but I also and I also think this
should has this should kind of have this heavy feeling
right this overall.
Speaker 2 (20:56):
There's so much guilt and should I should do this?
We should call them mom and dad, or you should.
Speaker 4 (21:04):
Or even as from a business perspective, oh I should
do this. Someone someone mentioned to me, I was in
a board meeting a couple of weeks ago, and we
are at treating wine club members. That's what happens when
they when there's chaos in the markets, and you know,
consumers get scared, they say, how can we reduce our
monthly costs or whatever? And this board member said, well, Caerr,
(21:25):
I think you should be writing hand notes, personalized hand
notes to every single member. And I'm like, that's a.
Speaker 3 (21:31):
Big should, that is a huge should.
Speaker 4 (21:35):
Wow, I really want to be doing that. But I
think just understanding that is that a hell yes or
a hell no? Because you mean you can fill your
entire day and you can fill your team's entire day
with shoulds, and those are often not strategic.
Speaker 3 (21:49):
That's awesome. Any other so this is great. So what's
what's another one?
Speaker 4 (21:53):
Oh, it's another one. Well, I do think never underestimate
the power of you know, one key thing.
Speaker 2 (22:01):
Yeah, just they send their energy in too many different
resources and energy in too many different ways instead of
pinpointing and focusing.
Speaker 4 (22:11):
Exactly exactly the power of not micromanaging people. Some of
the you know, some of these are like sayings, right,
that's great, but I do think that just giving people
the autonomy. Yeah, And so I guess one that I
absolutely love is always freedom within a framework. You put
(22:34):
frameworks in place, you put these, you put processes, decision
making tools in place and you let people fly.
Speaker 3 (22:40):
Yeah.
Speaker 4 (22:41):
Right, at the end of the day, once people understand that,
everyone deals better when there is clarity and the beauty
is hard for people, right, so we do better. But
if you have, especially in a company, if you have
a framework from which you can operate or you have
to operate in and you know you're it's kind of
you know your mouthes. Yeah, it's a personal level too.
(23:02):
So freedom within a framework.
Speaker 3 (23:04):
That's good. The rules are made to be broken, but
you have to know, Yeah, but you have to know that.
Speaker 2 (23:09):
You have to know what the rules are to break
them and what the consequences are inside of that, inside
of that breaking the rules framework exactly.
Speaker 4 (23:17):
My previous director of finance I always used to tell her,
we make the rule, I help make the rules, and
then I break them all the time.
Speaker 3 (23:23):
That's right, But you know how far you can go.
It's like, you know, you know just enough to be dog.
Speaker 2 (23:29):
And you know what exactly exactly they always say, give
them enough rump to hang themselves.
Speaker 3 (23:34):
So that gets right to the end of it, and
it's it's good. It is good.
Speaker 4 (23:38):
It is like unleash, unleash human creativity, right, that's what
we all really want and and truly even knows that.
I mean, you know when there's even performers who are
not really who are not up to spute on things.
If you give them, if you give them the opportunity
to do things that energize them, they're they're going to
(24:00):
perform better. And if they don't time to go.
Speaker 2 (24:03):
Yeah, and so if you talk to people about things
like this, So what what have you put on your
stop doing list in the last year and don't do lists?
Because you talked about going into other people's companies, But
there's things that you know, either people you don't hang
around or things you stop doing, or what did you
put on your don't do this don't do list?
Speaker 3 (24:25):
This year?
Speaker 4 (24:28):
I get lots of requests to meet with people. I
because I've been in an entrepreneurs space and quite frankly,
our previous business model really relied on advisors and mentors. Yes,
people think that I am going to return the favor
all the time. Yeah, I just walked it. At some
point I just have to say no, I don't think so, no, no, no.
(24:51):
I literally was looking at my looking at a text
and email this morning and thinking I've got to get
off this board.
Speaker 3 (24:57):
Yeah.
Speaker 4 (24:58):
So I want to go where I'm adding most value.
And I truly think it's a disservice to everyone if
if I am spending my time in ways that are
not is impactful. So I've just gotten even more careful
about my time.
Speaker 3 (25:16):
That's awesome.
Speaker 4 (25:17):
And when I'm engaged with me, when I'm engaged, give
people my full energy, right, give people my full attention.
Be fully engaged. Yeah, so I think that's always a
good rule. Right, you're kind of this hell yes or
hell no when you get me or you get me,
otherwise you do not get me. I I'm out.
Speaker 3 (25:34):
I was one of the ones coming out now.
Speaker 2 (25:36):
Robert Siegel said his whole goal now at sixty years
of age is just be present. Now, just be present
in all of his meetings. If I'm in something, be
present and stop that. Stop waiting, hearing if the phone
goes off, for whatever else it is. But that's fabulous.
So here's the rewind moment. So we've come to the
end of the podcast and they're listening to the listeners
(25:59):
listening to the last So what's your one? Oh my god,
I better rewind this and listen to what Carrie has
to say. So what's your and it could be something
we've talked about in the meeting, but what's your soapbox moment,
your come back and say.
Speaker 3 (26:12):
Oh my god, that was amazing. Let's go back and
listen to the whole episode.
Speaker 4 (26:16):
Okay, that's fantastic. Well, I would definitely say take a
take a comprehensive approach and understand from a leader, how
you yourself are operating within your company, and then what
are the opportunities that you have to innovate and have
have a better business, have more impactful operation, if you will.
(26:39):
So there's definitely part of that, but it starts with you.
It starts with you as a leader. And I think
it is something that we know this, but until you
fully internalize what is your role as a leader, then
it's it's there's going to be gaps in how far
you can take people. The key Leadership is everything.
Speaker 3 (27:01):
Leadership is everything.
Speaker 4 (27:02):
Leadership is everything. Yeah, so I'm going to rewind it.
It's yeah, it's all about your leadership.
Speaker 3 (27:07):
That's fabulous.
Speaker 2 (27:08):
And where can people find out more, communicate with you
or do whatever? It will be in the show notes,
but where where can they talk to you? And who
do you want to talk to right So.
Speaker 4 (27:18):
Right now, the best place to find me is on LinkedIn.
I am in the process of getting a broader presence,
but right now, if i'd me on LinkedIn, it's Carrie T. Freeman.
I'm pretty pretty easy to find. And yeah, I would
say that's that's the best way to reach out to me.
And who am I looking for? Anyone who is ready
(27:38):
to transform themselves and transform their businesses for the better
and don't be scared by transformation. I guess that's it, right,
if you're ready to take a leap of faith and
not scared, So any of those people who who are
interested and not sure they can do it, you should
be doing it.
Speaker 3 (27:58):
That's cool.
Speaker 2 (27:58):
And if you've got a factory, Carrie would definitely love
to tour it said. If you've got a factory, no
matter what you make, carry will come and just check
it out.
Speaker 4 (28:07):
The most random factory I've ever toured is a anti
post factory.
Speaker 3 (28:11):
Wow.
Speaker 4 (28:12):
Yeah, how yes, how strange, But I've done I've done
other factories too.
Speaker 3 (28:17):
So crazy. That's good.
Speaker 2 (28:20):
Carrie Framan, thank you for coming on and the gross
selling retire podcast. It was fabulous having you on and
thank you for your time.
Speaker 4 (28:26):
Thank you so much, Bed, it was great talking with you.
Speaker 1 (28:31):
Thanks for joining us on Grow Sell and Retire. For
more information, tools or to book one of our team members,
to work with your team business, or to speak at
your event or conference, visit rockfind dot co dot uk.
If you like the podcast, you'll love one of BD's
three books, The Assistant Purchase True Gravity and the Book.
The podcast is based on Grow Sell and Retire. If
(28:54):
you want to work for the rest of your life,
that is your business. If you don't, that is ours.
Grow, Sell and Retire is the podcast for the lazy overachiever.
Bad Dalton, author of the assistant Purchase, True Gravity and Grow,
Sell and Retire, is here to give his twenty five
years of secrets, tips and assistants to take your business
to the next level. This podcast is for anyone who
wants to sell more, work less and make better business.
(00:24):
Now here's your host, Bad with today's GSR podcast.
Speaker 2 (00:29):
Hello everybody, Beaty Dalton here, Growth Sell and Retire Podcast.
I'm here with Carrie Freeman and we're going to talk
today crazy things we're going to go through. So Carrie,
I'm going to bring you on the show, but we're
going to talk about how did you go from Intel
to Wine to being involved with b Corpse and now
helping companies think about the future sustainability incorporating it in
(00:50):
their overall things.
Speaker 3 (00:51):
So Carrie, welcome to the show.
Speaker 4 (00:53):
Thanks so much for having me.
Speaker 3 (00:55):
Cool.
Speaker 2 (00:56):
So how did you actually go through that? So you
Albuquerque and with Intel? So what were you doing with Intel?
And then how did that then turn you into Okay,
I got enough here Now I'm going to go do
Wine And it's like, how did that all happen?
Speaker 3 (01:09):
And then move it forward from there.
Speaker 4 (01:12):
Yeah, it's a fun story. So I started out with
Intel right out of university, and I had a couple
of different options to go some of the big the
big accounting firms and Intel and I had internshipped with
Intel as a manufacturing supervisor. So I think clean room
in the factory, and I absolutely loved it.
Speaker 3 (01:31):
Really the art.
Speaker 4 (01:33):
Yeah, it's state of the art manufacturing. I am. I
have a thing for manufacturing, and so I love touring
factories just in general. I mean it's it's how things
are made. It's all around, right, and I think as
a consumer, if you don't at least think about and
appreciate how things are made, then you're kind of missing
out on some important things. So anyway, I thought it
(01:53):
was fantastic going in the factory creating systems. As an intern,
I was able to do an ISO nine thousand, bought
it for the entire site and figure out how do you.
Speaker 3 (02:06):
Most people hate those? That's like for some people, and
do you think it's awesome?
Speaker 4 (02:11):
There's so many things that I will really really really
nerd out on anyway, So yeah, that was about the
I think I think doing the ice on nine thousand
audit was what kept me from going to KPMG in particular,
that was the second biggest runner up. And so I
spent fifteen years in Intel and a lot of it
was in technical engineering management. But think of that as
(02:33):
the future. Where we're at now, well the precursor, right,
here's the future. But I got to do everything from
kind of the basics of Internet out of things, sensors,
full automation, to really understanding how do you use computers
to optimize things. So this was twenty years ago, so
(02:54):
obviously the world has completely changed and we have AI.
But it was so exciting and I got to do
it on a on a global scale. So I ended
up running global teams and that was fantastic. At some
point I said, you know what, this is great, But
I remember having a real specific time where I thought,
I don't think I can try to shave off seconds
(03:16):
in a manufacturing process to say billions of dollars anymore,
just not feeding my soul, because literally that's what you're
doing when you have, you know, billion dollar equipment sets
and you're trying to figure out how to make more
computer chips, which we still need now that there's got
to be more and I had gotten my NBA with
(03:39):
a focus on environmental policy and planning, So think early
day sustainability was in like two thousand and I was
able to work with senior leadership at Intel and work
my way into doing really environmental affairs, if you will,
so much more public facing, but engaging with the community,
(04:00):
aging with the factories and senior management on how does
Intel become more sustainable? And from that I ended up
doing all sorts of exciting things, creating their first sustainability
group that was everything from climate policy to employee engagement,
(04:23):
to water strategy to policy across the board, which was exciting.
I spent fifteen years there and it was really I
mean the corporate ladder, getting a lot of head hunters
and recruiters seeing if I wanted to come do a
similar type of thing in their large corporations. And one
(04:46):
of my dear friends growing up had started this company
called Second Use, and it was a company that had
just probably about twelve months. Early are gotten really a
lot of attention, I will say, because of the work
that it had done in bringing together primarily technologists to
(05:10):
develop solutions for the greater good. There's a program called
Random Hacks of kindness okay, and it it was hosted
at like Microsoft offices and they developed these different these
different solutions to disaster response. This was all volunteer. But
(05:31):
it's like, how can we take the power of technology
and create really important solutions That happened to be right
before the earthquake in Haiti. Wow, things got deployed there
and so before we before we I wasn't with second
use at the time, knew it. We had you in General,
(05:52):
Secretary Banking Moon applauding us.
Speaker 3 (05:55):
Wow.
Speaker 4 (05:55):
We had a Secretary of State in the US and
all these people saying wow, thank you for creating these solutions,
and so it was just really exciting. I think one
of the things that I have always liked to do
from a career perspective is see where can we stretch
you know, where can we stretch ourselves? Where can we
kind of push the boundaries of possible? So how does
(06:19):
that equate to here? So thirteen years later, after growing,
after growing the company in a pretty big way from
a global perspective, we were really I would say, the
boutique innovation entrepreneurship company in the world.
Speaker 3 (06:35):
Wow.
Speaker 4 (06:36):
And all sorts of all sorts of different clients, most
of them large names, so corporation's venture capital groups, the bilaterals,
the federal agencies. But when anyone was saying, hey, we
want to figure out how to open up new markets
and use entrepreneurship to do that, and oftentimes it would
(07:00):
require collaboration, they would turn to us. And so I've
had the opportunity to look at all sorts of opportunities
or all sorts of businesses yeah uh, and ideas that
are doing things winery well. So I was ready for
career change, yes, And I started engaging with abbo Abo
(07:21):
Ventures and they are one of the primary investors in
this in this winery. At the time they need they
needed an interim CEO and general manager, and I was
meant to come in. This was just in October, So
this is you're kind of finding me in my liminal state.
I love that word liminal. And they needed someone to
(07:46):
come in and just help them, and I see that
a lot in you know companies that they need focused,
they need someone to come in and really help unify
their leadership team because things not going well and it's fun.
We have a really big mandate and opportunity. We're working
(08:09):
on becoming the largest sparkling wine makers in the country,
so it got some good competition and we also have
some of the best wine makers in this space.
Speaker 3 (08:19):
So that's fun, really cool.
Speaker 2 (08:22):
Okay, So now now kind of my challenge is for you,
So companies like really move forward, you do purpose built
stuff or or kind of I call it kind of
purpose driven business, right, and that's whatever it's called these
days with changes every week, but kind of what's kind
of that a million dollar hack that you've seen that
(08:43):
most businesses are missing, and we're talking about a million,
not from little five hundred thousand turnover that turns them
into a million, but things that people are missing when
it comes to you coming into a business and saying, actually,
if you guys were just checking on this or doing this,
like just say, shaving seconds off of making that. But
(09:03):
in a normal business like like a winery, I'm not
tell all your competition all the winery secrets, but just
some of those million dollar hacks that'd be amazing because
you've seen so many different ways.
Speaker 4 (09:16):
Yeah. Yeah, So I think of things in terms of
what's below the line, right, So how do you save cost?
How do you put measures in place to make the
teams work better to be more efficient. And then there's
the above the line, yes, and you have to focus
on both. So I think in terms of below the line,
you have to say, where are there opportunities if we're
talking impact, But I also think of impact oftentimes as
(09:39):
truly running a better business. So I have talked a
lot over the last many years on how do business
has become more impactful, more responsible, call it conscious capitalism,
call it be corporate. I just tell people, forget about
the titles, forget about the names, the certifications. This is
actually about running a better business. So I kind of
(10:02):
just try to dispel that right away in terms of
this when you when you put a lot of these
things in place, you're running a better business. I think
from an environmental perspective, if you think about it from
energy efficiency, yes, that's that's really kind of an easy one.
Say just how are your operations running? Are you doing
things in the most efficient way? And that that may
(10:22):
seem that may seem kind of simple, but at the
end of the day, are you, you know, are you
focusing on that? And and if you don't have a
big footprint, then maybe that's not the way to go.
One that's always low hanging fruit is are your employees
utilized to the best that they can be and engaged?
Let me think about running impactful businesses your employees and
(10:44):
having engaged employees is one of the best levers you
can have.
Speaker 2 (10:49):
And how do you I mean, besides when when you
just from from a helicopter view coming in to just
talk to somebody's business, how do you get them to
actually do that audit? How do you get people to
actually look back and say, Okay, well BT's here or
carries here, and we've been doing this, but he's actually
only working forty hours of the month, not forty hours
(11:11):
of a week, and Carrey's working one hundred and twenty.
So how do you how do people sit back and
actually go is that person actually impacting the business? Or
do we need another carrier or do we need another
bad or how do we do that?
Speaker 4 (11:27):
Yeah, so I think of this beat. I mean, the
first thing you do is there's different ways, right, you
can do obviously kind of more formalized employ engagement surveys,
and that I think those always give you a flavor
that's happening, right, that's an important thing, and you go
in and have questions you'd be curious. I think that's
I think that's the first thing, and you start to
(11:49):
understand what people are focusing on, what they're doing. It
doesn't take long, honestly, you know when I came into this,
when I came into the minery, it took me. I
felt like ten days. I had a lot of conversations
and a lot of open ended questions for people, but
just trying to understand what's happening. And so I think
(12:12):
this is coming in and understanding things, and quite frankly
it you know, it takes a while to move people
in different positions, to consolidate positions, to eliminate people, right.
I think oftentimes we don't think about the negative impacts
of people who aren't good for the team and what
(12:33):
that does to morale, for example, for other people. So yeah,
I think it's uh. I think it's kind of a combination.
I think that I think of some of that as
like triage. Yeah, when you say, how do you assess things?
While you assess them in a lot of different ways
right to includes data, information questions, et cetera.
Speaker 3 (12:52):
So what's your so what you're doing that?
Speaker 2 (12:54):
And I know a lot of this is putting you
on the spot, but you're you're pretty good at this stuff.
Is what's your favorite open ended quest? Sure, what's the
one that gives you the biggest headline flavor that you
would ask if you came in and you were coming
into Rock Fine, and you were going to say to
v D, what's what's the question that you think would
open up the the biggest can of worms if I
(13:17):
was doing that well.
Speaker 4 (13:20):
I mean one of the ones I say is like,
what is if I'm coming in and I'm asking in
a place saying like what where you spending the most
of your where you spending most of your time? That
that feels kind of pointless? Yeah, right, and then before
you know it, people are like, well I do this,
and I do that, and like I have to wait
for so and so to approve this, and I just
(13:40):
kind of sit around and so that's yeah, that's one.
And then I was but I like to not just
focus on the negative, Right, you're best utilizing you? What
would you be able to do? What would you be
able to do in your current role? And also what
would you be able to do for the company, because
I think that's where people get energy, right, take away
(14:02):
the painful points get rid of those, but then also
get people excited about what's possible, because that's where you
really energize people, right, it's getting you utilizing people strengths.
It's utilizing people's strengths and before you know it, if
you can it. And it takes time to rearrange these things,
(14:23):
but yeah, that's but first of all, understanding the pain
points some people and the annoyances. Everyone has the right
Oh so so and so does this and I have
to wait on this, and I don't understand why I
can't do this.
Speaker 2 (14:37):
Then, so when you when you're going through that, and I,
how do you then when you're going into new companies
or helping people with their own companies, how do you
help them make the right decisions? Versus like a decision
making framework that you see and you help people with.
Because sometimes we've been doing things for so long in
the same way, doing the same time and expecting different outcomes.
(14:58):
What's what's something that you said back? Can you say,
here's here's how I make decisions around, Here's how I
would come into your situation and make better decisions.
Speaker 4 (15:08):
So I think that the first way to do that
is understanding what is what is truly a constraint, what's
what is truly wrong? Like what can you not touch?
Legal compliance? Is? You know, are examples of those things.
I mean, there are just certain things that you can't
do legally or you can't you truly cannot do at
(15:30):
this point, I should say, at this point in time
because of your investors, because of X, y Z. So
understand your non negotiables and then and then understand, you know,
what are your principles, Where do you want to go
with things? What matters? And there's always a rubric for that,
(15:51):
right It's that's just getting you know, getting an understanding
of why why do this versus that? In the example
of the winery, one of the things that is really
important to us is being a really good community partner
and community member. Right, So I think the biggest opportunity
from our company's perspective currently is being that community partner
(16:15):
of choice. You know, other people say it's environmental stewardship,
it's other things, but really we want to do right
by the community. It's a very very community focus thing.
And I would say AVO Ventures in general is saying
how do we do local economic development really really really well?
So yes, so I think understanding what your principles are
(16:36):
help you to orient around the right decision making. And
then and then it's understanding things from different lenses because
there's there's always two three sides to something, maybe more
right when we say right, what is right? Actually, who's
defining what right is?
Speaker 3 (16:53):
Yeah?
Speaker 4 (16:54):
Right? Right?
Speaker 3 (16:54):
It's only your right.
Speaker 4 (16:55):
And you're right, you know it's there.
Speaker 2 (16:59):
So yeah, if you had, if you have a soapbox
right now and you are talking about it and could
stand on it and just shout it from the rooftops
about any businesses, what what would kind of be the
sermon on the mount for you right now? I mean,
you talk about sustainability to talk about this, but how
would you get people to come in to listen?
Speaker 4 (17:20):
I think I think that's great. I think that right
now it is being deeply intentional about running a better
business and looking at that and saying, how do you
actually put in place an overall strategic framework, if you will,
which includes things like you know the principles that you identified,
(17:42):
and also never underestimate the power of a few changes,
right because I think a few well done changes, very
intentional for the right purpose, can have a big impact
impact on your sales on your employees, in your community.
It doesn't have to be overwhelming. Lots of times I
(18:04):
would say, companies talk to me or leaders talk to
me about their companies and they're like, oh, I can't
do X, y Z, I can't do so many different things.
I'm like, you don't need to do so many things.
You need to do you know, one or two small
things that will have a very big impact. And so
I think I think a lot of it is creating
a space that feels approachable and accessible for leaders to
(18:27):
come in and get energized and say, yah, I'm going
to do things differently, which is what entrepreneurs do in general.
But but really helping them and letting them know there's
there are strategies, there's there's frameworks in place to do that,
and I can definitely help them with it.
Speaker 3 (18:42):
That's awesome.
Speaker 2 (18:44):
And so when you do that, what's so from a
mentor or somebody else that you've dealt with? What was
what was kind of something that you took away from
somebody that either trained you or you follow or you
went and saw or you worked with. What's what's a
thing that they instilled in you or a covered in
what you already did that you remember very well.
Speaker 4 (19:04):
Oh there's so many of those.
Speaker 3 (19:06):
Well, you can give us a couple.
Speaker 4 (19:07):
We can, please say a couple. I think it's understanding
your why. The one that I've loved and I have
found myself, you know, and even talked to my team about
this recently, is like the B and B perceived. This
is when an intel it is you need to be
a certain way and you need to be perceived right
because all of us care about what's happening in the market, right,
(19:29):
market position. It doesn't matter if your markets something small
or if your market is you know, the big global
the big global playground that we're playing in right now.
You want to be perceived well, and so what is
your reputation? But that should be an authentic thing. So
be and be perceived is one that I've always loved
and it truly works in small companies and large corporations.
(19:52):
Another one that I liked that it's probably a little
bit more personal, but I think it goes back to
what should we be doing? Is how do we eliminate
the concept of should oh we should do this, Oh
we should do that. It's like no, So anytime you
find your say of saying should yes, write it down
and you say, we are either doing this because it
(20:12):
is going to advance us in X y Z right,
it's a strategic objective and we want to be doing
this yes because it is it is furthering us, or
I have to be doing this because of it. But
this should business? There's no place I kind of and
I find myself saying it at times, but how do
we eliminate should.
Speaker 2 (20:33):
Yeah's Alan Alan Barnard, one of the guys that we love.
The constraint theory is this, it has to be a
hell no or a hell yes. There's no maybees hell no,
hell yes, or maybe doesn't exist.
Speaker 3 (20:46):
You know.
Speaker 4 (20:47):
There you go, there you go, there you go. I
love that, but I also and I also think this
should has this should kind of have this heavy feeling
right this overall.
Speaker 2 (20:56):
There's so much guilt and should I should do this?
We should call them mom and dad, or you should.
Speaker 4 (21:04):
Or even as from a business perspective, oh I should
do this. Someone someone mentioned to me, I was in
a board meeting a couple of weeks ago, and we
are at treating wine club members. That's what happens when
they when there's chaos in the markets, and you know,
consumers get scared, they say, how can we reduce our
monthly costs or whatever? And this board member said, well, Caerr,
(21:25):
I think you should be writing hand notes, personalized hand
notes to every single member. And I'm like, that's a.
Speaker 3 (21:31):
Big should, that is a huge should.
Speaker 4 (21:35):
Wow, I really want to be doing that. But I
think just understanding that is that a hell yes or
a hell no? Because you mean you can fill your
entire day and you can fill your team's entire day
with shoulds, and those are often not strategic.
Speaker 3 (21:49):
That's awesome. Any other so this is great. So what's
what's another one?
Speaker 4 (21:53):
Oh, it's another one. Well, I do think never underestimate
the power of you know, one key thing.
Speaker 2 (22:01):
Yeah, just they send their energy in too many different
resources and energy in too many different ways instead of
pinpointing and focusing.
Speaker 4 (22:11):
Exactly exactly the power of not micromanaging people. Some of
the you know, some of these are like sayings, right,
that's great, but I do think that just giving people
the autonomy. Yeah, And so I guess one that I
absolutely love is always freedom within a framework. You put
(22:34):
frameworks in place, you put these, you put processes, decision
making tools in place and you let people fly.
Speaker 3 (22:40):
Yeah.
Speaker 4 (22:41):
Right, at the end of the day, once people understand that,
everyone deals better when there is clarity and the beauty
is hard for people, right, so we do better. But
if you have, especially in a company, if you have
a framework from which you can operate or you have
to operate in and you know you're it's kind of
you know your mouthes. Yeah, it's a personal level too.
(23:02):
So freedom within a framework.
Speaker 3 (23:04):
That's good. The rules are made to be broken, but
you have to know, Yeah, but you have to know that.
Speaker 2 (23:09):
You have to know what the rules are to break
them and what the consequences are inside of that, inside
of that breaking the rules framework exactly.
Speaker 4 (23:17):
My previous director of finance I always used to tell her,
we make the rule, I help make the rules, and
then I break them all the time.
Speaker 3 (23:23):
That's right, But you know how far you can go.
It's like, you know, you know just enough to be dog.
Speaker 2 (23:29):
And you know what exactly exactly they always say, give
them enough rump to hang themselves.
Speaker 3 (23:34):
So that gets right to the end of it, and
it's it's good. It is good.
Speaker 4 (23:38):
It is like unleash, unleash human creativity, right, that's what
we all really want and and truly even knows that.
I mean, you know when there's even performers who are
not really who are not up to spute on things.
If you give them, if you give them the opportunity
to do things that energize them, they're they're going to
(24:00):
perform better. And if they don't time to go.
Speaker 2 (24:03):
Yeah, and so if you talk to people about things
like this, So what what have you put on your
stop doing list in the last year and don't do lists?
Because you talked about going into other people's companies, But
there's things that you know, either people you don't hang
around or things you stop doing, or what did you
put on your don't do this don't do list?
Speaker 3 (24:25):
This year?
Speaker 4 (24:28):
I get lots of requests to meet with people. I
because I've been in an entrepreneurs space and quite frankly,
our previous business model really relied on advisors and mentors. Yes,
people think that I am going to return the favor
all the time. Yeah, I just walked it. At some
point I just have to say no, I don't think so, no, no, no.
(24:51):
I literally was looking at my looking at a text
and email this morning and thinking I've got to get
off this board.
Speaker 3 (24:57):
Yeah.
Speaker 4 (24:58):
So I want to go where I'm adding most value.
And I truly think it's a disservice to everyone if
if I am spending my time in ways that are
not is impactful. So I've just gotten even more careful
about my time.
Speaker 3 (25:16):
That's awesome.
Speaker 4 (25:17):
And when I'm engaged with me, when I'm engaged, give
people my full energy, right, give people my full attention.
Be fully engaged. Yeah, so I think that's always a
good rule. Right, you're kind of this hell yes or
hell no when you get me or you get me,
otherwise you do not get me. I I'm out.
Speaker 3 (25:34):
I was one of the ones coming out now.
Speaker 2 (25:36):
Robert Siegel said his whole goal now at sixty years
of age is just be present. Now, just be present
in all of his meetings. If I'm in something, be
present and stop that. Stop waiting, hearing if the phone
goes off, for whatever else it is. But that's fabulous.
So here's the rewind moment. So we've come to the
end of the podcast and they're listening to the listeners
(25:59):
listening to the last So what's your one? Oh my god,
I better rewind this and listen to what Carrie has
to say. So what's your and it could be something
we've talked about in the meeting, but what's your soapbox moment,
your come back and say.
Speaker 3 (26:12):
Oh my god, that was amazing. Let's go back and
listen to the whole episode.
Speaker 4 (26:16):
Okay, that's fantastic. Well, I would definitely say take a
take a comprehensive approach and understand from a leader, how
you yourself are operating within your company, and then what
are the opportunities that you have to innovate and have
have a better business, have more impactful operation, if you will.
(26:39):
So there's definitely part of that, but it starts with you.
It starts with you as a leader. And I think
it is something that we know this, but until you
fully internalize what is your role as a leader, then
it's it's there's going to be gaps in how far
you can take people. The key Leadership is everything.
Speaker 3 (27:01):
Leadership is everything.
Speaker 4 (27:02):
Leadership is everything. Yeah, so I'm going to rewind it.
It's yeah, it's all about your leadership.
Speaker 3 (27:07):
That's fabulous.
Speaker 2 (27:08):
And where can people find out more, communicate with you
or do whatever? It will be in the show notes,
but where where can they talk to you? And who
do you want to talk to right So.
Speaker 4 (27:18):
Right now, the best place to find me is on LinkedIn.
I am in the process of getting a broader presence,
but right now, if i'd me on LinkedIn, it's Carrie T. Freeman.
I'm pretty pretty easy to find. And yeah, I would
say that's that's the best way to reach out to me.
And who am I looking for? Anyone who is ready
(27:38):
to transform themselves and transform their businesses for the better
and don't be scared by transformation. I guess that's it, right,
if you're ready to take a leap of faith and
not scared, So any of those people who who are
interested and not sure they can do it, you should
be doing it.
Speaker 3 (27:58):
That's cool.
Speaker 2 (27:58):
And if you've got a factory, Carrie would definitely love
to tour it said. If you've got a factory, no
matter what you make, carry will come and just check
it out.
Speaker 4 (28:07):
The most random factory I've ever toured is a anti
post factory.
Speaker 3 (28:11):
Wow.
Speaker 4 (28:12):
Yeah, how yes, how strange, But I've done I've done
other factories too.
Speaker 3 (28:17):
So crazy. That's good.
Speaker 2 (28:20):
Carrie Framan, thank you for coming on and the gross
selling retire podcast. It was fabulous having you on and
thank you for your time.
Speaker 4 (28:26):
Thank you so much, Bed, it was great talking with you.
Speaker 1 (28:31):
Thanks for joining us on Grow Sell and Retire. For
more information, tools or to book one of our team members,
to work with your team business, or to speak at
your event or conference, visit rockfind dot co dot uk.
If you like the podcast, you'll love one of BD's
three books, The Assistant Purchase True Gravity and the Book.
The podcast is based on Grow Sell and Retire. If
(28:54):
you want to work for the rest of your life,
that is your business. If you don't, that is ours.
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