EP004 - How to approach innovation within your company with Chris Kalaboukis of Ideate+Execute
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About the episode
This episode focuses on innovation. How does innovation work for companies? How to implement an effective innovation process? What is strategic foresight? To discuss the topic, I invited Chris Kalaboukis, the optimistic futurist. We also discuss why we can't learn from the past and why all futurologists are like meteorologists. And where are all the Tamagotchis?
About the guest
Chris Kalaboukis, the optimistic futurist™, is a disruptive visionary innovator, prolific inventor, artificer, and futurist. He is the founder of hellofuture, a global foresight, design & strategy consultancy specializing in the development of new products, services, patents, and strategies for financial services, technology, media, and retail/e-commerce companies.
He is also named inventor on 114 patents and cited on 1126 patents in the internet, social networking, and fintech space. A serial entrepreneur, he has helmed several startups from inception to launch. He has authored several books on innovation and the future and blogs and podcasts at thinkfuture.com
Connect with Chris on LinkedIn.
About the host
My name is Peter Benei, founder of Anywhere Consulting. My mission is to help and inspire a community of remote leaders who can bring more autonomy, transparency, and leverage to their businesses, ultimately empowering their colleagues to be happier, more independent, and more self-conscious.
Connect with me on LinkedIn.
Want to become a guest on the show? Contact here.
Quotes from the show
Is your company utilizing strategic foresight? Not knowing where you’re going to be in the future is a risk that is always present in any business. And so, you continue doing things as you have been doing them and only start to realize what's wrong or lacking until a crisis hits you in the face, leaving you without much time or focus to saving yourself.
This is where strategic foresight comes in handy, and it equips you with the sense of where you’ll be five to ten years from now by looking into your goals.
Combine it with your design thinking results and your business model, and you may be very well off to a solid future.
In life, nothing really happens until we are forced to act upon an idea, a threat, or a crisis. It takes a great deal of disruption most of the time to push us towards where we have meant to go.
But the question is, would you really like to wait for that disruption before acting up? No? We guess so, too.
You must learn to be observational to the signals of what's happening out there, and act before something even arrives. You must be ready to bounce back from anything that could occur, and that's where strategic foresight comes in handy.
Remember, what happened in the past resulted from many factors and variables conniving and taking place the way that they did – just for that one event to happen. And it's almost close to impossible for the same variables and events to happen again in the present time to bring in the same result.
This doesn't mean that you can't learn from the past, but it might also not be the best choice when learning about the future.
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Peter: Hello and welcome. I'm your host, Peter Benei founder of anywhere consulting. In today's episode, we will talk about innovation more specifically how growing companies can implement effective innovation processes for the short and the longterm. To discuss I invited Chris Kalaboukis the optimistic futurist. Hey, Chris, welcome to the show.
Chris: Thanks Peter. Thanks for having me. This is a fantastic, haven't talked to you in a long time, so this is going to be, this should be great.
Peter: This should be great. I'm glad that you are here. So just to just to have a quick intro on what you are doing right now can you share some details on what hello future does and how you help your customers right now?
Chris: Absolutely. So I like to call myself a philosopher engineer futurist because I have a crazy, weird background and all sorts of different things. So I'm not quite a generalist. I do have focus areas. And what I do at hello future is I use strategic foresight to figure out the future of where companies are going. And then I use that strategic foresight to work backwards, to figure out where, what they should be doing today. So for example I talked to a company about where they're going to be in 10, 20 years and then work backwards to where they're going to be today. And in that backcasting, I get strategic plans, we get a patent ideas and we also get product ideas because we work back far enough we can get back to what you need to do today. And some of these things generate a business models, actual new businesses, some of these things generate patents. And I don't know if you saw my last posting, but I think I'm a little over 112 issue patents now, and the rest are okay, where are we going next? What are we going to do?
Peter: Cool. Cool. So pretty much you are a facilitator for these kinds of businesses and also like so you serve as an inspiration for them to create an innovation process within their area.
Chris: Oh, yeah, absolutely. So there's a collaboratively we develop edit depends on the timeframe that we're looking at. So some companies say, okay, we need to develop a product for a problem of today. And others are like, well, we need to expand our patent portfolio. And even still others are looking at what's happening in the world, all the disruption that's going on and how to deal with it, how to develop plans and strategies to be able to deal with all of the disruption. Like what would have ha what happens if we have a black Swan, like the COVID pandemic? What happens if we get a small startup taking over our entire business? So for example, I work with financial services companies all the time who are like, Oh no, you know, we feel that we're okay right now, but we don't under, they don't really see the kind of disruption that's coming along with new FinTech companies that could just come in and take over most of their, most of their businesses.
Peter: Sure, sure. So, one of the recent episodes that we had on the show we talked about IP with Iain Russell and he highlighted that there are two different ways how a company can approach or an innovator can approach a innovation. One should be, or can be a problem solver. So he argued that sometimes people just focus for some, a problem that they currently have within their business or within their private life and try to solve that problem with a unique innovation. Others, and the other hand focus on a future focused innovation, meaning they focused on the near future or sometimes even the far distant future to solve problems that are currently not existing within our society, but we can guess somehow that they will exist. What do you think, what would be the best approach for a business? What type of innovation focus they should focus on first to get the best out of an innovation process.
Chris: Well, it actually depends on what their outcomes are what they're actually looking for. So some of them are already more forward-thinking they already have their plans in place for the near future. So they're, they're doing okay and they need to look further out. I mean, I've had companies come to me and say, we just need to build out our patent portfolio. We're okay. Right now we have a good strategic plan for the near term, but we want to make sure that we have blocked off a set of IP so that when we do want to move into other areas, Then we can, and we have the ability to do that. And if it, if it all else fails, we can license that to other companies. And then others are like, okay, you know, things are on fire right now. We don't know what's going on. We need to deal with these issues today. We need to come up with some either modify our current product service set to meet what's a customer demand is, or we need to come up with something new to meet those kinds of things. And that's where I use more near term thinking like design thinking and business model generation to fill those kinds of stop gaps because we have, I mean, especially in times like these. One of the things, is that when you do enter sort of like a crisis situation or where there's a lot of disruption, people's timeframes really shrink because they can't think too far out. They're like, okay, typically we think five, 10 years out, but nowadays we don't know where we're going to be. In two years, we don't even know where we're going to be next month. So we have to bring our timeframes in. And when you bring your timeframes in, you have to look at close up things, and then you have to start. With a design thinking approach to figure out what exactly is our customer looking for? What are their desires? And then you take that desire and you mix and you sort of mix it in, it's almost like a recipe. You've got your design. A lot of companies think that design thing is the be all end. All right. All I have to do is, is do some design thinking, bring my customers in. Have some working sessions, do some brainstorming and then whatever they generate is what we're going to build. And that's not correct. That's only part of the problem. You have to bring your customers in and get the design thinking to do that process as well. But then you also have to build in your own piece of strategic foresight. So you combine the design thinking results, the strategic foresight results, and then the business modeling as well to determine, okay, this is great. Customers love this. It is forward thinking, right? But can we actually build a business out of this? Is this something that we can make some money out of? So all three of those things have to be aligned before they can decide. They can decide to build something that will actually be successful.
Peter: How can you preserve the focus on your innovation process when, as you said, there are pressuring times, or, or you have a limited timeframe or you do have a black Swan event like we do have right now. Sadly. So how can you preserve the focus? How can you make sure that you delegate enough resources, enough time, enough attention to the innovation process?
Chris: Well, it's essential that even if you do are, are looking at the long-term, you do have to look at the short term, there's just no way around it. Right. And you do have to provide some quick hits. I mean, I hate the term low-hanging fruit. I really hate that term because what ends up happening is that you people say, Oh, we're just going to go after the low-hanging fruit. And then they don't look, go after any other fruit. Let me, the best fruit is way up at the top, but they only go for the low-hanging fruit. And then you just continuously go for the low-hanging fruit. And the problem is, is that. You know, their competitors are going to go for the higher hanging fruit and they're going to be able to get you eventually. So you have to start, especially if in crisis times like these, you need quick wins. You need to build that sort of track record of success. And if you don't build that track record of success at the very, very beginning, like as soon as the soon as things start rolling, you think to yourself, okay. You know I'm into this. I'm a futurist I'm looking at where things are going. But my company is only looking for small incremental innovations to take them to the next level. And you started to have to hold your tongue and go, well, let me deliver this first. Let me prove my ability to deliver you know, profitable, new things that are near term. And once I start delivering that, and once they start seeing, and it's a cultural change, they'll see it within the organization. And unless you have a leader, and even if you do have an executive sponsor who helps you get those things moving forward, it's still very, very difficult to move anything forward that's not applicable directly to the bottom line and most organizations, especially larger ones because they're figuring, well, we've already got you know, we're already doing pretty well, but we just need that extra little bit. So on the one hand, they talk about wanting billion dollar ideas. But on the other hand, the billion dollar ideas are usually further out and take much more work to get to. So you need to build that initial set of quick hits. Low hanging fruit, unfortunately, and get those things out the door and show some progress and show some ability to generate that additional revenue. And then once you've done that, then that that's a proof point that you can build your foundation upon. And then when times get better, then you can start expanding your horizons a bit and going that's where you need to go. But you shouldn't forget about it immediately. It's still informs your near-term decisions. So you'd have to do that forecasting. So you have to do the forecasting to figure out where things are going to go. And of course, nobody knows exactly where things are going to go, but if you get an idea of a number of different ways, things would go and then you back cast it today. It'll inform your near term products that much better.
Peter: Forecasting is sort of like a focused inspiration, at least to me. Correct me if I'm wrong, but how can you make sure that your forecasting is A predictable, B it's right, and C it's also actionable. So it's not just something like a super far distant future forecast that you cannot reach, or you will reach within like, I don't know, a decade or something of innovation.
Chris: Well, I mean, it's all in the tools that we use to determine where forecasting is. Cause it's just, it is a science. I mean, it's not just whipping out cards and going, yeah, I think this is going to happen. It's all looking at it's being observational to the signals of what's happening out there. What I like to say is that being a futurist is a lot like being a meteorologist. So a meteorologist knows what weather is coming. So they generally can see the patterns of weather that are coming based on what they see here. Here's clouds, here's rain or whatever, but the timing is usually incorrect. So they might say, Oh, it's going to rain at four o'clock today. But it really frames at eight or it rains two or something like that. So, so there are a lot like meteorologists where they can see that everything that's going to occur, they just don't know exactly when it's going to occur. So it's being extremely observant. It's being open to signals from everywhere. So for example, some events in some foreign country at a certain time might affect some other thing here at us. So like for example the pandemic, I mean, who knew that this virus and Wu Han would, it would affect everybody in the world in the way that it did. But if you see the, if you can be extremely observant and see the signals that are all over the place, Then you can put those things together in order to figure out where things are going. So I'll give you an example. So I was doing some work for a trailer company, an RV company. So this is a company that does RVs. Right? So recreation vehicles, trailers that you attach to the back of your car, right. And they're saying, well, where, where are things going? And I'm like, okay, well, look at the, look at this. Look at the tiny home movement. Right. So if you look at the tiny home movement, you see a lot of people starting to build these really exquisitely designed not to cheap, tiny houses, which are basically on wheels. So they're like trailers. So that they're a bit like trailers, but they're really, really nice. Right? So you see the tiny home movement and then you see the autonomous vehicle movement. So you see electric cars, you see autonomous vehicles. So you see autonomous vehicles, you see electric cars, and if you just match those signals up together, at some point in the future, we're going to have autonomous tiny homes. So we're going to have autonomous tiny homes that we're going to be both live in and ride around in. And yeah, and just mashing up those two signals. Now it may or may not happen. And the question is. Well, actually, it's going to happen. The only question is when is it going to happen? So you have to look at all this prevalence signals around all of these things and go, does it appear that these things are going to occur at this point or at this point, or at this point, and then you can decide whether or not you feel that this is some, this is a near term thing you have to concern yourself with and start planning for. Or this is something that you can say, okay, well, this is still a few years off. Like where is the state of the autonomous vehicle market? Where's the state of the tiny home market. Where's the state of the supporting foundational markets that will take you to this vision. Is it there yet? It's not quite there yet, so, okay. What's not quite there yet then. How do we, how do we get to that point?
Peter: This is a really great example because we can consider it a black Swan event as well here within your example how COVID actually and forced people, I think for us, but inspire people to move into the RV movement as well. I'm not sure that you followed that, but all of the RV vehicles manufacturers, they did a really killing on the stock market because everyone wanted to move with RVs. And it's the same happen with remote work by the way. So people knew that the trend is that people will work more from home, but we didn't know the exact timeframe, but COVID accelerated everything.
Chris: Yeah. Well, let me give you an example. COVID example. So I like, I like to say that everything takes longer than you think. Right. It's like the fax machine. For example, that technology was invented in the twenties. It didn't really become prevalent till the 60 seventies. Telecommuting. The first telecommuting was in the seventies. So early seventies, they invented telecommuting. And I remember seeing an article it was really funny. It was like a retro article from 1972 talking about some woman. She goes, Oh, she's the first telecommuter cause they gave her her machine and she took it home. And she can connect over this network and, and do her work from home. I thought, see, 1972, we had the initial tools to be able to start telecommuting. And in fact, we've probably had it good enough to rules for the last 10, 15 years actually telecommute, but nobody was telecommuting. We could have had telecommuting, you know, a long time ago, but we were required this kind of, of disruptive effect to push us into telecommuting. And unfortunately, that's what happens a lot of the times is that the change doesn't occur unless some disruption comes in and makes the change. And of course everyone's freaking out and going, Oh my God, this disruption is making this change happen. But we were, if you think about it, we already had the foundation and we were prepared for it. And the thing is, is that since we, since we typically do have the ability to prepare for these kinds of changes, then our attitude towards the change should actually be a little bit better. Because if you think about it, we can handle this sort of change. And this is one of the things I keep saying about the differences between sort of California and the East coast is that what we have here are earthquakes. So we have earthquakes, but we don't, we don't have terrible weather, but we have earthquakes. So we have no idea when something's going to happen. So when something happens, we have to have the ability to bounce back or resilience, right. And in other places where there's a lot of weather and there's no earthquakes, then they hit. If I have to plan, plan, plan, everything out. But the thing is, is that life in general is more like being in California because you never know when this earthquake is going to hit. So you need to be resilient against these things that are happening. And if you think about it, we, we were resilient against this from the war on the work world, because we had already built it, the set of tools that were required. For us to telecommute, you know, almost a hundred percent of the time. So when it did actually happen, it wasn't as bad. I mean, you didn't have companies. I mean, there were certain firms that were personal services companies where you couldn't do that. But software companies, you know, SaaS companies, we were all okay. We had no problem continuing to work the way we were because we had the foundational tools in place for this to happen. So I think that's the kind of planning that needs to happen is that we need to be able to be ready to bounce back from anything that could occur. So we don't know what might happen, but we know something's going to happen. And when this something happens, we should be able to sort of bounce with it.
Peter: I guess you can learn a lot from the past as well. So I love that example of telecommuting from the seventies. And just to use that example, did you know that the remote work or working from home was prevalent in the 19th century. So, and people went to the factories to work from there. In the beginning of the 20th century and first people got incentivized with more wages and higher salary to go and produce the work that they do at home to produce that in the factory. So. Right now, there are some conversations around how people can work in a hybrid model from home and from the office. And they should be incentivized when they are going into the office. Sometimes this is all coming from the, from the original concept of working from home. So question is that, can you or do you use any inspiration from the past when you are guessing the future or forecasting?
Chris: Well not really. Not really, because I believe that, see, this is thing. You know, everyone says that, you know, past results don't necessarily move to future experience. And thing is that we don't really learn from the past. We keep saying that we learn from the past, but we very rarely learn from the past. We make mistakes all the time, because we forget about the past. We, we forget about the past because we feel that it doesn't really apply to what's happening today, or, and we also think, well, you know, that's a different time and place. And the reality is, is that all of these are different realities. It's kinda like somebody says to you, are you the same person that you were at seven, 17 and 70? No, you're a completely different person. So anything that applied then can't it doesn't really apply now because these times are completely different. Like somebody says to me, Oh you know, my startup was exact same thing that so-and-so did, but I started at, you know, five years too early, and that's the way I failed. And that's right, because five years ago is very different from today. And especially with the accelerating pace of technology, you know, two years ago is very different from today. One year ago is very different from today. So, and so the thing is, is that the, the time and place of whatever something that happened in the past, those specific, so many specific, so many variables had to be in place for that thing to happen at that time in that place, that the chances of that being useful in the future I think are extremely rare. And the more divergent it is from what's happening today, the more likely that this thing's not going to apply. That doesn't mean that we shouldn't learn from the past. The other comment applies to is that these things that have happened in the past that can inform what, what you might do. Because a lot of these things just come around again, right? It's like, it's like nostalgia people like sandwiches and, and like things that, you know, used to have when you were a kid are all coming back again. So it's not that these things aren't useful and they, and they won't come back again. It's just that the chances of them like hitting again are slim other, other than a nostalgia effect because every, the reality is it's a different reality. Like that reality that happened in 1972 is a very different from the reality that's happening now. But that being said, it doesn't mean that what happened then isn't valid today. So it's like you have to factor it all in. I mean, I don't, I don't look there first because of, like I said, a lot of times, times were so different that human beings were different. We thought differently. We were different people. I mean, today, we can't imagine not having a smartphone. We can't imagine having not having access to all the world's information on our hip. And that's what I think that it's, it's funny. We have these two sort of we have this old cultural thinking in our brains on a lot of things, like, for example, how work is and how education is and how there's all these things that are still sort of classical things that we're still doing from a hundred years ago, 200 years ago. And then we have this technology that basically eliminates all of this, but we still use it because we're still stuck in the thinking that we're like that, like, I'll give an example. So. Education, right? I mean, we do, we really need a four year degree when all the information that you'll ever need is accessible instantly just in time. But people, companies still need four year degrees. You know, people still say, Oh, you know, I, you need you need this, this particular credential to get this job, even if it's a fairly low level position. So it's like, Culturally, we were still here, but like back here, but you know, our tools and technologies that have taken taken us forward, but we haven't fully embraced that those technologies.
Peter: Yeah, I highly agree. Yeah. And, and I have to say that I hate nostalgia. It's so annoying. But everything is kind of a thing is coming, coming again and again, and again and again. Yeah.
Chris: No, but that's a good way to make money is it's just go into the past. And go, is there something from my past that I really like, maybe other people from the past would like it too, but again, you still have to do this sort of like the whole design thinking. This is my only approach. Cause it's like, like for example, look at a pet rock or something like that. Do you think pet rocks were fly today? Probably not because you know, kids have Tamagotchi and they have they have smartphones with, with pets that are, you know, more realistic. In fact, maybe pet rock software would fly today where you're, you're taking care of like a pet rock, which is sort of like a Tamagotchi, but I bet you're probably too young for pet rocks too. If you remember it.
Peter: I don't remember. I do remember Tamagotchi. But yeah. As a growing company, you, maybe you shouldn't start a DVD rental business now. But because most of our audiences are founders of growing companies how one should start with an innovation process. If you don't have any, what would be the necessarily steps if you want to make sure that your company is innovating in a productive way within your business. How can you start with that process?
Chris: As I mentioned earlier, you really do have to look at the goals of the company. Like where, where are you going? Right. What's the vision. Where do you see the company going? And then, and then incrementally I mean, ideally the way I would do it is I would say, okay, well, so where, what, what space are you in and what space do you want to fill into? Or what space do you want to get into? I would do this the strategic planning, foresight into that space and go, okay, let's go 10 years out. Where do you see yourself in 10 years? Right? Where do you see this company in 10 years? And then I would backtrack to five years and then two years and then one year and go, okay. Here's, here's the general little set of things that we need to develop for that five to 10 year future. Now let's take this. Just take this and combine it with a design thinking approach within the organization. So you don't have to use design thinking necessarily with customers. You can use it internally within the organization to go, okay, let's pull together a brainstorming session. What should we do next year? Let's pull this in together. It's like, what do you feel. We need to do what directions do you feel we need to go in? And then you take that, the results of that, and you reconcile it with your strategic foresight work and you go, okay, what kind of, what can we mash up here? That would be a good near term solution for us to go to. Now, obviously you do want to go and build innovative products and services at some point, but like I said, the first thing you have to start with is near-term products that really apply to the bottom line or at least match the cultural fit of what your leadership is looking for. So if you literally, the ship is saying, yes, we want the next billion dollar business. We want it to be far out and disruptive. Then you look for that. If, but if it's a typical organization, it's like, okay, this is a brand new organization within your company. We'll say one thing, but we really want you to prove yourself. We want you to prove yourself that you have the ability to generate these profitable, new businesses or profitable new products and services that will contribute to us. So the first thing you want to look at, and I hate the term incremental, but the first thing you really want to look at is incremental innovation. So what can we do to subtly change our current products and service set to bring in more money. Like how can we, how can we increase the profitability or the sales revenue of a particular thing? So for example, if you've got a really well put together product set, just look at it from a foresight design thinking business modeling perspective and go, okay, what can we add here? That's a quick hit. I mean a low-hanging fruit again, that will actually bring us, you know, a certain, a decent chunk of revenue. So even if it's like a 2%, 3% small number, at least it's provable. Like for example, I was doing an analysis the other day for a company that was doing revenue management software and they were talking about creating the exacting number. So the way that the software works is it would look at all these variables and it would set a price for the product. Right. And it would set the price to the penny for this product. And it would set a price to the penny for this product. And we would roll this product out and everyone was unhappy that they were like, Oh, why are these pennies here? Why are these pennies here? Why these pennies here? So we said, well, what if you just took all of these pennies and rounded it up to the nearest dollar. Don't let them run it down, run it up to the nearest dollar. What in analysis, what would you get? And they ended up getting like an extra $1.6 million in profits simply because of rounding up from pennies to the dollar. It's kinda like the the office space effect. I remember that movie where. I made all this money by fractional fractions of a penny. Right? So it's the same kind of thing it's like really small. So I think that's what you have to start off with is a small change that can have a major impact or at least an impact that will pay for the group right enough to pay for the group. So it was enough to pay for the group and then that goes, Oh wow. That's a great idea. Let's come up with some more. So it's kind of like the Overton window. If you're familiar with the Overton window, it is it is the possibility of things that can happen. Right? So when you first come into the organization, there's a certain possibility of things that can happen within that organization. And you can't just fling that thing wide open because the culture will just block and push it back down. You need to sort of slowly expand the size of the window and allow more and more things into it. So as you, as you build that foundation of, of quick wins, you know, they'll let you get away with more stuff, so you can expand the size of the window and just get more and more radical as you go until you get to the point where, you know, you're able to build, develop the innovations that you're really looking for. So it really is important to start small. I mean, we all come in with big ideas and I've seen this happen over and over again where a company would, would say snap up. They would do an Aqua hire and bring in this super creative person who is amazing businessman. And he would generate tons of fantastic ideas and then over the course of a year or so, he would just like dwindled down to nothing because he went from being, you know, a star inventive small startup to this corporate behemoth where they didn't let him do anything. Or he had tons of ideas and they, he tried to do stuff, but they wouldn't let him do anything because all of his ideas were disruptive far out huge ideas, and he didn't have anything in the small space. And if you asked me if somebody is creative enough, they can cut creative big ideas and they can do small ideas. In fact, all they have to do is apply themselves to the specific problem that they need to deal with. And they can come up with that idea. That would be a good starter idea. So think of it like, like buying a house, right? You have a starter house, you have to do starter projects, you know, starter projects or small incremental things that will, you know, build the business. And as long as they build the business and apply directly to the bottom line, everyone's going to be happy. And then you start expanding beyond that by opening up that overage and window.
Peter: Should it come from the leadership or should it come from external sources or both.
Chris: It can up for both, but in my experience, unless you have a executive champion, it's not gonna happen. It's not happening. And people are like, Oh, you know, I'm going to come into this organization. I'm going to be all innovative and I'm going to do it without an executive sponsor. And it's like, Unfortunately, it doesn't work. It doesn't work. I've seen it happen so many times that it's pretty much a kind of a law of innovation if you asked me. So unless you have an executive sponsor in there and ideally you want more than one because considering the way things change with M and a activity and companies going under and, and starting up and buying each other, et cetera the chances of you being able to survive with a single executive sponsor is, is really rare, really rare. And if you think about it, that single executive sponsor is, is pushing for your projects. And if you lose that sponsor, then you may as well leave the organization because there's nobody else championing for you. So the best thing to do is to have multiple executive sponsors. And if you are in a situation where you've lost your sponsor, try and get another sponsor as quickly as possible, or you may have to move on it's, it's unfortunate, but without that leadership then it's very, very difficult to kind of expand a useful innovation practice within an organization. I mean, you could do little things, but you know the ability to get to those bigger things that have more impact is going to be is going to be really dampened.
Peter: Mm Hmm. I understand. If someone's looking for third party support can you share some contact details where people can reach you from our audience?
Chris: Absolutely. So hellofuture.co. That's the website and everything comes from there. I also have a blog at thinkfuture.com, which coincidentally redirects to the same place. So that's where, that's where all of my stuff is located. And there's a blog there. There's a video show. There's podcasts, there's tons of information. So if you want to contact me, that's the best place to go.
