Executive Presence

ExecutivePresence.io is a fully managed service for the personal LinkedIn profiles of CXOs of high-growth companies.

We do this in a way that helps companies hire, fundraise, and form partnerships faster.

Our process is authentic, efficient (just 2 hours of your time per month), and measurable.

Captivate.ai

WE HELP BRANDS captivate their customers through compelling content.

▶️ We convert long-form content into 50+ pieces of micro-content for social media
▶️ Our platform gives actionable, real-time insights about your audience 
▶️ We produce world-class podcasts that become content marketing engines


📅 Book a free 30-min strategy session ➤➤ Captivate.ai

OUR CLIENT RESULTS INCLUDE ➤➤

✅ Generating 100,000 social media impressions from 1 webinar
✅ Creating a top romance podcast from scratch
✅ Increasing social media reach by 450%
✅ Growing website traffic by 1.3X

SOME LINKEDIN RECOMMENDATIONS: ✍️
"Captivate helped us get 100X more value from our existing content."
"We don't view Captivate as a vendor - they are a thought leader and partner."

FIND OUT MORE:
Book a free 30-min strategy session:
📅 www.Captivate.ai
✉ justin@Captivate.ai

_____________________________________________

MORE ABOUT ME:

Years ago, I received funding from Google's Chairman, Eric Schmidt, and other Silicon Valley investors to start my first technology company. This started my journey of founding innovative companies that use technology to solve BIG problems for the best companies in the world. I love taking what I learned in early stage startups and helping the biggest companies in the world operate more nimbly.

EDUCATION  🎓
◆  MBA Stanford Graduate School of Business 2009
◆  B.S., U.S. Naval Academy 1998

FUN FACTS

◆  I've sang for 5 U.S. Presidents & conducted a men’s chorus in Lincoln Center for Performing Arts
◆  As a PADI certified Rescue Scuba Diver I've completed recreational dives in 10 countries
◆  Interesting story how I met President George H.W. Bush.  Ask me about it

www.Captivate.ai

Founder & CEO ◆ Optimizing long-form content for social media

StoryBox, Inc

CEO of Silicon Valley marketing technology funded by Google's Chairman, Eric Schmidt and used by 35+ Fortune 500 companies. 
▶️ Grew monthly recurring revenue from $0 to $100,000 in under two years
▶️ Raised $3M in Venture Capital from Google’s Chairman, Eric Schmidt
▶️ Hired and led team of 20+ engineers, sales reps, and customer support reps
▶️ Sourced and sold $5M+ in contracts to P&G, Disney, IBM, Levi’s, Budweiser, and more
▶️ Designed and built technology used by 1,000+ companies around the world
▶️ Budweiser: "StoryBox is the best UGC platform we've ever used" @ SXSW Presentation
▶️ Profiled in Facebook case study for marketing technology excellence

Founder & CEO ◆ $3M funding from Google's Chairman, Eric Schmidt

Beyond The Uniform

We are the #1 iTunes rated podcast for military career transition advice.

▶️ 350+ episodes (CEO of Pepsi, Chairman of Joint Chiefs of Staff, NFL Players, etc)
▶️ 250,000 listens across 78 countries
▶️ Sponsored by Verizon, Lockheed Martin, Palantir, NBC Comcast and more
▶️ 500+ hours of free audio, video, and text content


More information is available at BeyondTheUniform.org.

Founder & Host ◆ Produced 350+ Episode (Pepsi CEO, NFL Players, etc)

McKinsey & Company

Investigated and analyzed the global R&D footprint and strategy of a $3 BB pharmaceutical company

Developed a national media strategy and online donation platform for a $70 MM non-profit charter school

Received offer for full-time employment

Summer Associate

US Navy

Senior supervisor on ship responsible for safe operation and navigation of $1.3 billion nuclear-powered warship and welfare of over 170 lives onboard in clandestine operations of vital importance to national security.

Directed 200 military and 400 civilian workers as the Captain’s primary representative during $500 million engineering overhaul; position normally reserved for officer 3 years senior

Created and implemented training program for over 400 prospective submarine officers; assessed as “best program in the last 5 years” by commander of West Coast operations based on efficiency of program and feedback of participants

Overhauled system for discovering and correcting material problems on submarine; implemented cultural change that reduced average time of identification to correction by 25%

Recognized by Department of Energy evaluation team as top nuclear reactor plant supervisor of nine; cited for command presence, initiative, and team leadership abilities

Received three Naval Achievement Medals for distinguished service.

Nuclear Submarine Officer

I'm the CEO and Founder of Executive Presence. 

We provide a fully managed LinkedIn presence for CEOs & top executives. We help them build and engage an audience on LinkedIn in a way that helps them:
➤ Hire
➤ Fundraise
➤ Build a brand
➤ Create a category

𝐖𝐡𝐲 𝐃𝐨 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐈𝐭?

A company's top executives are the most underutilized company asset.

These executives are the face and voice of the brand for:
▶️ Creating a culture.
▶️ Evangelizing a product.
▶️ Recruiting top talent.
▶️ Retaining key employees.
▶️ Defining an industry.
▶️ Building a legacy.

Building a following on LinkedIn is a full-time engagement, but our clients already have a full-time job: building an empire.

We help them tell their story and grow an audience on LinkedIn in a way that is authentic (their voice), efficient (90-minutes per month), and measurable (weekly KPIs).


𝐖𝐡𝐲 𝐈𝐭 𝐖𝐨𝐫𝐤𝐬:

When was the last time you liked a post from a company on LinkedIn? Probably never.

People work with people that they know, like, and trust.

By being more visible on LinkedIn, executives can build a relationship, at scale. They can share the values that drive their company, the journey that has gotten them to this point, and the insights that make their company a leader in their space. 


𝐖𝐡𝐨 𝐖𝐞 𝐇𝐞𝐥𝐩:

We work with CEOs, Founders, CXOs and top executives. Our typical client has
⭐ At least 100 employees
⭐ Series A, B, or C funding
⭐ Is actively hiring 20+ employees in the next quarter or year
⭐ Is defining an industry as they grow their company


𝐖𝐡𝐞𝐫𝐞 𝐘𝐨𝐮'𝐯𝐞 𝐒𝐞𝐞𝐧/𝐇𝐞𝐚𝐫𝐝 𝐌𝐞:

💡 Podcast Founder and Host of ‘Beyond the Uniform’-  the #1 iTunes rated podcast for 
     military career transition advice with over 400 episodes and running

💡CEO of Storybox, Silicon Valley marketing technology. Raised $3M in Venture Capital from Google’s Chairman, Eric Schmidt. Sourced and sold $5M+ in contracts to 35+ Fortune 500 companies. Profiled in Facebook case study for marketing technology excellence. Created technology used by 1K+ companies around the world

💡 Guest on Veterans Affairs Podcast, ‘Borne the Battle’ Episode #188 to share insights on transitioning from Military to Civilian life in pursuit of a new goal or a dream job


𝐑𝐞𝐚𝐝𝐲 𝐓𝐨 𝐓𝐚𝐥𝐤?

👋  Connect with Me Here 
📅   www.ExecutivePresence.io
✉   justin@ExecutivePresence.io

I grew Executive Presence from $0 to $100K in MRR in under five months. With less than $4K in sales and marketing spend.

It was 100% on LinkedIn.

I started with LinkedIn filters and searched for my ideal client persona: CEO, a company of at least 11 employees, and in the U.S.

I came up with a very succinct message that I could customize. And I sent it to everyone that matched those criteria. 

People were receptive to the idea. We got on a Zoom call, I explained what I was doing, and learned about their pain points and what they were using for LinkedIn.

I had a Google slide presentation, but about 90% of the time, I didn’t even use it. We just would have a conversation. 

When it was a good fit, things moved forward very quickly, which meant I didn’t need to have a great lead nurture system. 

The process was very simple.  Sometimes that’s all it takes to get started.

Start quickly. Get feedback. Value sales over fundraising.

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#entrepreneurship  #Startups #leadership 

Justin M. Nassiri

One of my proudest moments at Executive Presence was when Erin Dierker agreed to join me on this crazy ride.

I have so much respect and admiration for her. From day one, she made my life easier. She took my 30-day plan and made it look like a napkin and crayon scribbles. She went deeper. She got particular. She thought strategically. She blew away all of my very high expectations.

She is a rare combo of skills. We ran her Kolbe, and Loni Brown called Erin a “unicorn.” She can really do it all - process and execute the details, zoom out, and develop the strategy. What an incredibly rare blend.

It makes me excited, proud, and flummoxed that she joined me.

Erin - thank you. I hope one day (if you don’t already know), you will understand how much your presence means to me each day.
LFG.

LinkedIn right now feels like websites in the late 90s.

There are still CEOs out there saying, “That thing? I don’t need that.”

Then - I imagine - they print out their emails and sit down for some correspondence.

LinkedIn for CEOs isn’t an option anymore. It’s table stakes.

People care about the leaders they follow.

They want to know your values.

They want to know your insights.

They want to know you.


Show up, or lose out to the CEOs in your industry who get savvy faster.

Last week, I took my first solo trip in two years to attend a mastermind held by 2X. Here are my top 10 takeaways:

#1: Do more of what works
It’s easy to chase the next new thing or be excited about experimenting with something new. More often than not, I benefit from simply doing more of what is already working.

#2: Get clear on numbers
“The faster you want to build a business, the more accurate you need to get with your numbers.”  I love numbers, but I realized how much more I need to build a system around knowing the key numbers in my business every single day.

#3: Retention matters more than anything else
It’s easy to chase the next deal. It’s smarter to create a culture of raving customers. I walked away recommitted to keeping customer retention and satisfaction as our top priority. 

#4: Leaders cast shadows
It’s easy to fixate on my to do list and overlook how my way of being impacts my team. From Jackie (Hertz) Insinger, I learned about emotional contagion and leadership contagion and how my mood can (positively or negatively) affect the team around me. I’m making a point to pause before I hop on any zoom call to make sure I’m showing up in a way that positively impacts the person on the other end of the camera.

#5: DRS
I love the DRS framework: (1) DO the thing, (2) get the RESULT, (3) SCALE and systematize. Too often, I jump into creating a system before we’ve actually proven it works. This was a good reminder to slow down and make sure we’re getting the result I want before we try to scale a process.

#6: Share successes frequently with the team
It’s easy to focus on “what’s next.” It’s better to celebrate wins frequently. I’m making a point to focus on the successes each day.

#7: You’ve got to have a plan to change the plan
Startups are chaos. That doesn’t mean we don’t need a plan. Even if we don’t stick with the plan, the gap between the actuality and the plan is extremely helpful. It can help us learn from the experience and change our plan going forward based on that. 

#8: Change fatigue is real
I realized that my core team has essentially been with me for four different companies in the last 12 months. Things are changing rapidly, and I gained a new appreciation for how difficult that pace of change can be. I’m making an effort to be explicit in our experiments and deliberate in keeping our core operation running as a machine.

#9: Spend 80% of my time on high-impact growth
Building a business, it’s easy to get bogged down in admin. Last week was a reminder to spend the bulk of my time focused on high-impact growth items and to delegate everything else I can.

#10: The narrower the focus, the easier the task
Most days, I end up with more on my to-do list than when I started. I’m realizing that when I narrow my focus to what matters most, it makes my job simpler and I get far more done. “Simplification is the ultimate form of sophistication.”

I hope these takeaways help you as well.

#enterprenuership

Choosing a bank is amongst the lowest priority decisions I've made as a founder.

I am on at least one email chain each year where a founder asks for bank recommendations. A handful of people respond, the founder sets up an account, and everyone goes back to the 1,000 more pressing decisions requiring their attention.

I cannot believe that so insignificant (and arbitrary) a decision is causing so many founders (and families, and teams, and investors) so much stress right now.

To all those affected by this SVB disaster, we are thinking of you. 

I hope that - years from now - this is just one more story you tell about the crazy, unexpected obstacles you overcame on your journey to success.

If there is any support I can provide, please let me know.

This year has been a gear shift for me – from doing to leading. 
It feels like I’m using a muscle I haven’t used in a long time; one that has atrophied. 
It’s very exciting. But it’s also terrifying.

For so long, I was just in execution mode, doing everything. Like an octopus playing the drums.

So much about that was exhilarating. Always busy, checking things off, and seeing the direct impact of my work is very fulfilling.

As the Executive Presence team has grown, I’ve had to let go of a lot and delegate more.

And think about how I invest in people? How do I mentor them? Give them feedback? Understand how they process information, so I can better communicate? Know their long-term objectives, so I can set them up to achieve them?

It feels like I’m starting from a place of not knowing how to lead people. And if I’m trying to motivate someone and support them, there will be mistakes and things I mess up because I’m new to this. 

I don’t want to cause harm or let people down. The consequences are big.

I take it very seriously because people have trusted me with part of their career, and their families are trusting me to provide for them. 

This insecurity drives me to invest heavily in upping my skills as a leader. Ultimately, this is where I want to be – leading a team, growing, managing, and investing. 

I’m excited to learn how to be a better leader. It’s daunting, but - like anything else - I know it’s a skill that can be improved with conscious practice. 

—
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#leadership #entrepreneurship #startups 

All of us believe we have something valuable to say.
Most of us don’t know what that is.
Here’s how we help our clients figure out what to say:

#1 - we start by getting a good sense of what they believe works:
- questions they are asked frequently
- commonly held beliefs in their industry that they disagree with
- things they believe in deeply yet have to tell their team about often

#2 - then we figure out what they take for granted as common knowledge but, in actuality, is quite rare. To do this, we use a series of interviews that require an interviewer who can:
- listen
- be curious
- employ a large amount of intellectual horsepower
- context shift, rapidly
We’ve found that ex-consultants from McKinsey, Bain, and BCG tend to do well in this capacity, so that’s who we use.

#3 - we use exceptional writers who are given very specific guidelines, and they turn these conversation transcripts into daily, exceptional LinkedIn posts.

#4 - we post daily.

#5 - then we look at the data. We use the data to revise our content strategy and use this to influence the next interview.

It is a highly iterative process. It works exceptionally well.

Not only does it grow an audience. But it gives our clients clarity about where they are a subject matter expert and where they are valued as a knowledge authority.

You have something valuable to say.
You just might benefit from someone helping you figure out what that is, and how to be heard.
But don’t let that stop you from getting started.
Find your voice.


Interested in learning more? 
Send me a DM or visit ExecutivePresence.io

A 3-minute video with Robert Downey Jr. changed how I lead my team.

In the video, Downey - in character as Tony Stark - visited an 8-year-old amputee.

He presented the boy with an Iron Man-styled prosthesis.

He told the boy how even Tony Stark needed to “keep working on it” when there was a glitch or a problem.

The boy parrotted it back: “he keeps working and working on it until he gets it right!” clearly something his doctors had told him as well, but hearing it anew coming from Iron Man himself.

Robert Downey Jr. was using his fame and influence to directly better the life of a young boy.

24-hours later, I met with my entire team.

I told them that our success as a company was not guaranteed.

We could do everything right and still succumb to market forces or unseen circumstances.

As CEO, I did not want our team to toil away for the eventual (and uncertain) reward at the end of our journey.

Instead, I wanted to make sure that each and every day of our journey together was making the world a better place.

For me, that meant making it my priority to challenge and support each of them to be their personal best, inside and outside of the office.

We started taking meditation classes together.
We started going to Soul Cycle together.
We took classes in empathetic communication.
We had our best performing year in our company’s history that year.

But that was beside the point.

The point was that I had a clean conscious, knowing that I used my power to better the world, regardless of an eventual financial outcome.

Today I’m choosing to prioritize my treatment of those around me - my team, my clients, my prospects, and my partners - above all else.

#leadership #management #entrepreneurship

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For some reason, when anyone asks, “how big is your team?” I give a different answer.
Here’s the truest answer:

I have 3 full-time employees.
I have 5 part-time employees.
I have 9 contractors.
I have 4 coaches.
I have 2 advisors.
I have 1 very supportive spouse.

How do you succinctly put that?
24 feels dishonest.
So does 3.
I usually say 8.

Who do you include when you talk about the size of your team?

Numbers matter to CEOs. But you have to determine which ones to watch regularly.

Here are 6 metrics I monitor for Executive Presence.

1 - Monthly recurring revenue
This is a big one for me, but the number of clients might start to replace this. There are reasons why we should be valuing the number of executives we work with over revenue.

2 - Cash reserves
I use the Profit First system, which is different bank accounts for different funds, like taxes. The operating account is the largest, and I look at it frequently to make sure we have a lot of dry powder to invest in good opportunities, be safeguarded against worst-case scenarios, and have sufficient funds should anything change.

3 - Sales pipeline
I’m heavily focused on sales right now, and there are many numbers here. The one I pay the most attention to on a weekly basis is how many meetings were held last week. It’s a good metric for us because, based on that, we can start to anticipate revenue and get a sense of how our top of funnel is doing and how our sales and marketing activities are doing.

4 - Website traffic
I review many metrics for our website, but the overall visitors per week is interesting. A lot of activities we do drive people to the website, and I like to see what that looks like as a barometer of overall awareness of the business.

5 - My own LinkedIn page
The primary metric I check is weekly views of my posts – how many impressions of my content did I get? It’s interesting to see how that impacts the website and other marketing metrics. 

6 - Client satisfaction ratings
I’m always keeping a pulse of what our average rating is. How happy are our clients? Are we giving value to them?

The bigger you want to grow your company, the more accurate you need to get with your numbers.

I’m curious: which key numbers do you monitor in your business each week?
I’d love to hear in the comments. 


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#entrepreneurship #startups #leadership 

I give my board of advisors cash compensation, not equity. And it’s not because of any sort of scrimpiness on my part. 

It’s much more than that.

I’ve had a decade of experience giving out equity with my first two companies, and it became meaningless. 

I felt like it was disingenuous to give someone a reward that ultimately had no value when they were actually showing up and giving value to me. It didn’t feel good to me to build the company in this way. 

I want people to be rewarded every step of the way, as much as possible. I don’t want a deferred payout; I want to be generous in the moment – rather than potentially generous in the future. 

So I pay my advisors a multiple of their hourly rate because I want to compensate them beyond what they think this role is worth. 

Return value for value.

Do you provide equity or cash compensation to advisors? I’d love to hear more about your reasoning in the comments.


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#entrepreneurship #leadership #startups 


Bill Youstra has been one of my advisors for 10 years. Last year, he called me out in a way that made me a better CEO.

He told me that CEO Justin today needs to take a page from the CEO Justin from 10 years ago. 

He pointed out that when I was a young buck CEO that didn’t know what I was doing, I was really bold, aggressive, thinking big, and pushing the envelope because I was so ignorant of the risks back then.

What I heard him say is that I’ve gotten so much knowledge and so many scars along the way that now I’m playing it safe and building things in a very linear way. 

He suggested that I return to that younger version of myself and be a bit more wild and unpredictable, taking more big swings.

He can see why I may be overcorrecting right now and how I could be swinging the pendulum back the other way.

I really value his advice.

Surround yourself with professionals with whom you have a history to benefit from practical, personal counsel.


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#entrepreneurship  #leadership  #startups  


Seconds before the curtain rose for a 1,000+ audience performance, I learned a powerful leadership lesson.

I was the president of our 100-person Men’s Glee Club at the United States Naval Academy. We were on a seven-day tour, and our group was exhausted. Our conductor called out the order of the songs we would perform for the concert.

Moments later, someone - clearly not paying attention - asked about the order of songs.

We’re on the risers.
They’re about to lift the curtain.
And our conductor explodes at this student.

The tension in the group was palpable. I knew that tension would kill our performance. So, without thinking, I interrupted the awkward silence with:

“Alexander - you’ve ruined Christmas!”

It wasn't that funny.
But the group was so tense that everyone erupted in laughter.
Like that, the entire atmosphere had changed, and we were ready to put on a show.

Ronny Rowell, my Vice President standing next to me, said a quick “that was nice.” The curtain went up, and we did one of our finest performances.

Great music - just like great teamwork - involves being in touch with and responding to the inputs of each member of the group. It often entails sensing what the group needs in the moment and being willing to take whatever action is needed - even if it’s just a corny joke.


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People underestimate what you can do when you go deep with a small group rather than really shallow with a broad group.

Executive Presence does not have a board of directors.
Right now, I have a board of advisors of just two people.

One is Bill Youstra, who I met at the Stanford University Graduate School of Business 10 years ago.

After grad school, he gave me office space and became an advisor for my first company, StoryBox, and my second company, Captivate.

Bill is brilliant. He knows marketing and company building. He’s got 30+ years of experience in Silicon Valley and is plugged into the overall momentum of things. And he’s a great source of career and life advice.

The second advisor is Barry Saltzman, who I reconnected with when getting my first clients for Executive Presence. 

Barry gave me some sales advice that he called the skinny Trojan horse. He said to develop a tiny offering that you can sell easily. And then you can expand it within the company.

That’s how I got all of our first sales. 

Like Bill, Barry is very direct, honest about what he knows and doesn’t know, and willing to help. 

With just the three of us, it’s good chemistry. Our meetings are like a Ferrari; we’re covering a lot of ground.

I do think about expanding this group, but I’m hesitant. Adding a person can slow down the ride. So I’ll be very deliberative in filling the functional areas that are missing. 

When it comes to a board of advisors, bigger isn’t always better.


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#entrepreneurship #leadership #startups 

The Executive Presence team is looking for a Client Success Specialist with a salary of $50,000-$60,000 per year. This fully-remote position includes Medical, Dental, Vision, and Life Insurance Benefits, as well as generous PTO.

What they look like:
- they love to work with executive-level clients and aim to overdeliver
- they are an adept process manager with meticulous attention to detail
- they are creative and like to contribute ideas that help us get better, faster
- they thrive in a fast-paced startup environment where change is constant, ambiguity is high, and egos are low

What they’ll do:
The primary goal of this role is to ensure a seamless end-to-end experience for clients, as well as continuous improvement to their accounts. 

This includes daily interactions with our Director of Operations to:
- act as the owner of client health, deep diving to identify key issues across the account
- schedule interviews and quarterly reviews for all assigned clients
- coordinate posting for all clients client’s account
- join client meetings & interviews as requested 
- monitor news and current events to identify opportunities
- participate in all status-tracking activities
- take on special projects as a learning & growth opportunity

Requirements:
- Based in the U.S.
- 2+ years of previous client services experience - executive level preferred but not required
- Process Management Experience
- Clear communications skills

Questions?

Check out the job description on the Executive Presence website or in the first comment.

There’s a new marketing playbook for the modern CEO.

It’s real, raw, authentic, and it works.

Here’s the playbook:

Modern CEO marketing
- Ongoing
- Distributed via social
- A two-way conversation

Compare that to antiquated CEO marketing
- Finite
- Distributed by PR
- One-way communication

Only one of these is a long-term investment in a CEO's voice.

Only one of these opens up two-way communication between CEO and prospective customers.

Only one of these leverages the massive human element of “person-first” modern marketing.

Take the time to cultivate an audience.

The future of your company may depend on it.


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I meet regularly with an informal group of other CEOs.
The biggest benefits of meeting with a group like this have been surprising:

1 - Helping others
Providing advice to someone else is rewarding. There’s something about hearing someone else’s challenge and seeing it with a fresh, outside perspective. This act of helping solve their problem almost solves some of my own problems. I realize that the advice I’m giving to them is for me as well. It’s like exercising a different part of my brain that I then can apply to my own business challenges.

2 - Disrupting the routine
Just getting out of my office and being in a different environment is valuable. A lot of times, I’ll be taking notes and jotting down thoughts of fresh ideas for my business – not even related to the conversation, but just by virtue of changing my physical space.

3 - Connecting and commiserating
There’s definitely an emotional value of connecting and being seen and understood. Having a space where people understand the very unique challenges that face a founder or CEO is helpful. Being able to vent about what we’re struggling with, where we feel lost, where we’re dropping the ball, or something that’s just vexing us, is really valuable.

4 - Expertise and experience
This benefit isn’t surprising, but what you would expect from a group like this. Whatever challenge I bring to the group, there’s someone who’s faced it a few times, so they offer solutions and make introductions. It’s even more interesting when at least two people have taken different approaches to the same challenge. Then I can triangulate from them and figure out what might work best for me.

Find others on a similar career journey.
Meet with them regularly.
Be open an honest about your challenges and triumphs.
You - and the group - will be better off for it.



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I never pass on an opportunity to chat with "IRON" Mike Steadman.

We met three years ago when I interviewed him for Beyond The Uniform. Last month, we switched sides of the mike, and I joined him as part of his podcast for IRONBOUND Media.

We both shared lessons learned from our combined 15 years of entrepreneurship:
- mistakes made
- what we'd do differently
- how we developed the idea for each of our most recent company

Thanks, Mike, for the opportunity and great conversation.

You can listen to the full episode at bit.ly/3Jh16nS


#DogWhistleBranding #TheLionsPride #ExecutivePresence  #BVE #VeteranEntrepreneur #MilitaryVeteran #Marketing #Branding #CategoryDesign #IRONBOUNDMedia  #veteran #entrepreneurship #business #marketing #veteranpodcast #BusinessStrategy

It's not Tuesday, but the message remains the same: you can do anything, magic skeleton.

Make it a great Sunday!

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