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Tell me about your vision.

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Well, at present, my vision is I'm pretty happy with it.

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I'm pretty happy doing what I'm doing,

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but I am in the midst of a second career.

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As a faculty at UVA Darden,

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I wrote a book while I was running my last company.

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My vision at that point was very directional.

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I think I was just curious about how I could help with practice.

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I wrote the book, I realized,

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I don't know if anybody is actually doing any of these things.

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I started doing talks,

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and then I realized I still didn't know if it was really helping anybody or not.

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That's how I ended up in teaching at UVA.

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Well, in general, yes,

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it's not entirely proprietary.

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It's like agile or product management or something.

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It is a general notion,

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but if you Google it, it'll probably come up with some of my stuff.

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That is my main shtick.

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I would say that in terms of vision,

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it was certainly a matter of going at that vision,

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but I arrived at a hypothesis-driven development

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by the same way that what it proposes.

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I kept working on how to

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present the material in a way that was actionable to practitioners,

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and not just intellectually.

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I don't think anything I teach is particularly hard to understand,

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but like most business things,

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it's hard to really make the time and have the habits to practice those things.

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What I noticed was that the element of testability of like,

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you're going to do this and then here's what you

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should do to see whether it actually worked or it didn't.

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When you start doing it,

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you should be ready for the idea that it might not work.

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Because that's what I learned in my own career was,

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I would never make any claim about the startups that I've started myself,

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or that I've invested in,

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that I somehow knew what would happen.

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But what I would say is we were very tenacious and we were ready to be wrong,

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was the other key thing.

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Just blind tenacity,

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it can get you nowhere except just exhausted.

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We were ready to be wrong, change course,

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and that's really how I arrived at hypothesis-driven development.

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I realized that that was actually the step.

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Wait a second, you said practitioners.

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You were chiropractors, aren't you?

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No, just practitioners of product management.

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Yeah. I could use a chiropractor.

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My back is killing me.

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These are mostly people that are working on

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digital products in some capacity, founders,

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or in the white-collar work world today, just about everybody.

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So they're generally doing-

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So practitioners in general, people who are practicing the art of something.

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Yeah.

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Okay.

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Yeah. I was like, hey, personify your-

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You don't have a past working with practitioners like chiropractors, do you?

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No. I heard myself surfing once,

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and I went through a practitioner and he fixed me up pretty well, I have to say.

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My dad is even older than I am and I'm pretty ancient and he's an MD.

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He's pretty suspicious about chiropractors, but I-

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The reason why I'm asking is you look a little bit like

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an Alex that I met several years ago

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working with a company called Blueprint to Practice Automation.

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So now I'm realizing, okay,

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maybe I do have two different Alex's here,

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but you also have similar mannerisms with how you present.

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That's a good thing. So I'll bring you back on point with this.

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So app-based, you mentioned in your form too,

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that you're working on some systems to help app-based entrepreneurs or

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business owners with driving their results forward.

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Tell me about that. What does that look like?

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Well, Jackson, most of the time it looks like a disaster and you've got to be ready for that.

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Even companies that have very mature products that are operating at massive scale,

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you just venture a wild guess.

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Google introduces a new variation on a feature.

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Guess what percentage of the time they're

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successful relative to the prevailing alternative what they have today.

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I would say 4 percent.

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Yeah, that's right. It's about 5 percent.

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Most people think it's much higher.

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So if you think about that and you're starting from scratch,

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you've got to be ready. Your job as a product manager,

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a product person in digital particularly,

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is not to be right all the time,

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but it is to minimize waste.

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Like a lot of things, business is pretty easy to understand,

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but very hard to do.

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Actually, one of my favorite vignettes about what does it mean to do

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hypothesis-driven development is this idea of a job board for pets by my friend,

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and sometimes collaborators.

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What's a vignette?

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Vignette just like a little story, an example basically.

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The idea is, I come to you and I say,

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Jackson, I have an idea.

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There's lots of job boards for people to get a job,

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but what about a job board for pets?

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This idea is bananas.

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Nobody's probably really going to want this.

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A good question to ask relative to a practice like

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hypothesis-driven development is how do we eliminate,

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how do we give this idea a fair shake,

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but eliminate it with a minimum of waste?

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The most expensive way to test it is actually to build out the job board,

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and treat it like we traditionally treat things in business,

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make a plan, create the thing.

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That's the most wasteful way you could possibly test it.

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The least wasteful way would just be to go interview some pet owners,

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and ask them non-leading questions like,

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what are the top five things that are hard or annoying about having a pet?

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You're never going to hear,

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I wish it was more fully employed,

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I wish it could earn its keep.

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You can eliminate the idea very reasonably on that basis.

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Then the next most wasteful way,

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least in the middle,

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but less wasteful than building the whole thing out,

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but somewhat more wasteful than just going out and making sure you understand who the possible buyer.

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I want to say real quick, these are huge points.

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Mike, these are so important for your visionaries out there.

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There's a huge difference between having a vision and having a pipe dream.

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Most people have a pipe dream because they don't understand this type of infrastructure, I'll call it.

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It's people like Alex who are able to help you then figure out

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what you need to know in order to bring said vision to life.

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That's a key factor here is visionaries,

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it's one thing to envision it,

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it's another then to strive to bring it to life.

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It's important to find people who have this type of understanding.

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One of the things that I love that you said was asking non-leading questions.

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For those of you experts out there who are about to log off and say,

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oh, this is about the basics,

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the things that only beginners don't know,

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no, all of you experts are screwing this up too.

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Most people do not know the difference between a leading question and a non-leading question.

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Let's break that down, Alex.

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What is a non-leading question and how do we help visionaries and entrepreneurs

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learn to ask them without thinking that they're,

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hey, Alex, do you work with chiropractors?

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There's a leading question for you.

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How do you teach people to ask non-leading questions?

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Well, mostly by practice,

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but I think you've got to know who you're talking to,

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and then you've got to fall in love with

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the thing that your vision is going to do for your buyer,

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user, whoever you're having a relationship with.

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Rather than like I want them to buy into my pipe dream,

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my particular take on this.

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For example, a non-leading question for the pet owners,

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the one I asked, what's it like having a pet?

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What are the top five things you wish wrote?

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A leading question is, hey,

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I've been working so hard for the last month on this job board for pets,

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and I'm super excited about it. What do you think?

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Would you like to use a job board for your pet?

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Now I don't want to hurt your feelings.

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Right now, I don't want to make you feel bad,

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so I'm going to change my answer to fit your narrative

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because you're emotionally vulnerable and people don't like conflict.

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It's a very, very good example.

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Alex, if today we were to talk about one of your talent,

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superpowers, gifts, or insights that can be of greatest use to the visionary listening in,

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what would that topic be?

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I would make sure that as you start your vision,

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you're fundamentally interested in who you're doing this thing for

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and what's on their A-list and what's going on with them.

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I really think that as long as that's the thing that's your north star,

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then you'll be fine.

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You might have to change course,

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your original view of what the right solution is for them might need to change,

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but they're out there.

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If this thing really exists and you know who these people are,

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if you keep at it long enough,

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you can produce something valuable as long as you're ready to be wrong,

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as long as you're ready to adjust course based on what you learn from these people.

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I absolutely love that.

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I hope you come back to talk to us again in depth about these realities.

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My friends, my favorite quote,

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my favorite non-biblical quote is,

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people don't care how much you know until they know how much you care.

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What Alex is talking about is one of the keys to learning how to care

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until we are able to listen to people and understand what it is that they're going through,

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what it is they're looking for.

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Oftentimes, back to one of my other favorite quotes,

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when you start selling a hammer,

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everything starts to look like a nail.

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There's too many of us business owners out there offering and providing nails as pillows,

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or hammers as pillows and trying to get people to buy

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things without taking the sacred responsibility,

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or the opportunity to just listen to people and figure out what is it that they want,

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what is it they need. Odds are what you're doing is some rendition of that,

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but the feedback that you can get from the consumers can help you scale

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and really build your solutions out for all those people who you are meant and designed to serve.

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Alex, this is awesome.

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If you want to, I'd love to have you back. Is that cool?

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Thanks for having me. I'd love to come back.

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Great. Awesome. We'll see you guys all in the next episode of Vision Pro's Live. Take care.

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Thank you for being here today.

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I'm really happy that you tuned in to Vision Pro's Live.

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I'm looking forward to seeing your reactions as these episodes continue to move forward.

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This is going to get more and more fun.

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We'll have more and more engagement as well.

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We'll invite people to participate in the show.

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Thank you for giving us your time and attention.

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Have an excellent time building out your vision and becoming a Vision Pro yourself.

