Oct. 3, 2020

Mentorship and resources in the US vs other countries. By Gail Christine Gannon.

Mentorship and resources in the US vs other countries. By Gail Christine Gannon.

Gail Christine Gannon, Managing director at WaveEdge Capital, mentor to startups at US Market Access Center and an angel investors talks about her experience traveling the world to help founders in other countries. In this episode we talk a lot about the resources that the US provides to the entrepreneurs and how founders can use those.

Email Gail: Gail@ensantellc.com 

Gail's LinkedIn: https://www.linkedin.com/in/gailgannon/

WaveEdge Capital: http://waveedgecap.com/

Episode on government support (tons of resources there) - https://www.fundraisingradio.com/Miki-Reynolds/


Transcript

And today is a guest speaker, we have Gail Christine gallon managing director at wave edge capital, founder ads. 

And so Nate and Sarah and say.
On center. Okay, that's the complicated name here. 

Let's do the 1st part and today as a guest speaker, we have deal Christine, get managing director at wave edge capital, founder ad, and sent a mentor advisor to startups at U. 

S market access center and an angel investor. So, Gail has a lot of tiles and we'll cover most of those and talk more in depth into her mentoring. What she does there. 

What does it involve and we'll also touch about and touch onto her traveling around the world. So a deal, let's kick off by giving us some background on yourself and on wave edge capital. 

Sure happy to do. So, I'm a typical and I think that you would say that for many entrepreneurs, we come by our life career experiences and not a straight line. Actually quite circuitous. 

I actually am forming trained in healthcare practice, have a degree in public health. 

Actually, 

I worked in the governments and healthcare services for a long time and then I pivoted where, 

and I found out that I actually enjoyed the operational business side and was given a lot of encouragements. 

I really attribute my success to many mentors along my path. That for them, they're the ones that gave me the nudge to look at something differently and to really challenge myself professionally. 

And so had jumped into the business side of healthcare operations and health team, which is not a typical for many people have epidemiologic background. 

So, in the time of cobit, 19, I probably know more than I want to know of. I've actually train infectious disease epidemiology with the background and pulmonary healthcare. 

So, after that and gotten more involved in, leveraging into particular interest in the biotech and health tech field now. 

And the new field of digital therapeutics on digital therapeutics again expands and now the convergence so many different interests and global health is looking at technology in 

healthcare safety, 

smart city, 

technology, 

mobile technology, 

and also direct to consumer technology where you're really trying to encourage people to take more active role in caring for himself, 

and their families and the loved ones.
That's really interesting. And by the way nice that you've made a personal pivot, that's really 
interesting. So let's talk about agile cap itself so let's talk about wave as capital. What do you do there? What do you invest in? What is wave? Edge? Capital? Sure. 

Wave is capitalism a teak healthcare investment bank and so it's not best to group the coding to FINRA. 

It's a broker dealer obligation to help with companies who are seeking assistance with raising capital. 

So that's an investment banks, traditional responsibilities and roles are and our obligation is to adhere to federal laws to ensure that the deal structure is safe and fair on both sides of the party. 

So, weightage capital is best known for and and I cannot take any credit for dispatching my colleagues, John and Jeff. Karen who she were the instrumental in India. 

I deal with manual health and the express scripts on behalf of the kind of Perkins, boutique kind of work in investment pipeline. So this is 1 of their, their investment portfolio companies. 

So that it was a really neat success to here to their credit. 

Right, and you're also a founder at and Sunday and sorry if I pronounce that it's a made up word. In other words, as opposed to your health. 

And so, 

it really just literally means in health and the intent of that was because of my experiences working in the global health community and French and Francophone and in many countries in Africa who are Francophone, 

and also in Asia who happened to have become prank phone. So, I really developed that company to express our interest. 

And my colleague is Joshua and a number of other club company so that we are affiliated with, including US market access to really show that. Our particular interest is to help startups and entrepreneurs. 

That are actually outside of us who not only want visibility into the US market really understand the entrepreneurial mindset and how we can help move their current company in the revision of the 

company into the US market. 

That's really interesting. I love talking about moving 1, start from 1 country to another so it's awesome. And integrating those into a specific way. 

So, let's talk about the healthcare digital therapist fields now you're and it's super hot topic. What do you see there happening now? Is specifically in those earlier stage startup. 

So do you see a spike in the number of startups? They're trying to help people solve the issue, or is pretty much the same or what's going on there. Sure. So, it's very interesting in this time now. 

And what I would say is that many different companies are trying to respond to the pandemic in several different approaches, everything from diagnostics to developing Therapeutics. 

And then ultimately, vaccines. But then, 
they're also other technology on the periphery, 
whether, 

it's to help with tracking trace or developing personal protection equipment, 

technology and so there's a huge Floodgate to the base credits and the concept of emergency use authorization truly help fast track technology to provide better 

solutions. 

And and more accessible solutions to a broader population, I really do applaud them for that thing. I was a cautionary tale, is that I think a lot of companies jumping on ad band wagon. 

However, they have to really take a really deep look at what the core competencies are and really understand it. Really? 

If their technology that they're currently making now, maps to what needs are in the Colvin pandemic, and that's an honest look. And why do I say that? Because sometimes what happens is it, it's a more opportunistic strategic. 

And he can get very derailed and as an early stage startup, your biggest resources is time. You don't have cash,
you only have time and so you have to ask yourself as a founder as a startup, 

whether or not the technology that you're actually have can really map to the either response prediction prevention of colon or really is the best to discontinue along a little bit you actually are on and built 

that technology, 

whether it's for oncology or neural pathology, 

or whether it's other kinds of technologies that help improve the way we deliver healthcare. 

So, cautionary tale, but on that note, I will say that there is actually 1 company talking about a pivot. 

There is 1 company that I had the pleasure of advising out of the republic of Georgia, and what happened with this particular founder and his crowd. 

He's a 2nd time,
or maybe perhaps even 3rd time entrepreneur was it,
he was frustrated with the access of in his country and at that time,
when we 1st met him,
he was actually trying to develop a way to scale traditional ways of making Jordan wines and so, that entailed the use of a 3 D printer to create large queries in the midst of pandemic he said, okay,
you know what? 
This is not working. I'm really concerned a lack of access to respite or masks. So he decided to leverage his understanding of applications that 3 D printers to create better respirator masks. So fast for several months. 

Now, been working with him because we really appreciate this passion and understanding and really going deep. 

And that's something that I lot any entrepreneur is it if you're going to do something, you have to really be in many ways it for us as a Jack of all trades, at least understand what you don't know. 

And to find, and to found yourself with a team that will help you augment and compliment your understanding. So, to this day, now he's actually going to be creating prototypes that are being tested. 

And ultimately to be deployed to 1st responders, including the military and police, and the healthcare workers in the republic of Georgia. So, I really applaud him. 

He's moved very, very fast, given the nature and complexity of developing respirator masks. 

And we hope that we will actually bring that to market in the US. That's awesome. And best of luck to you there. But let's actually speaking of masks, let's talk about the saturation of the market in the start field in general. 

So, when someone comes up with an idea for a startup 1 of the things, not 1 of the things that they're looking at. But 1 of the things I believe they should be looking at is how fast is the market they want to go in is growing a year over year. 

So, like, if there is a no above 10% growth of that market, that they're targeting that's a great place. To be, but with that 10% year, over year, growth of the market comes to saturation. 

So, number of other startup founders want to join this specific market. How how would you recommend boundaries identified the fields they're growing fast enough, but not fast enough to be over saturate. Is there even such a. 

More respond to me. Yes. So I'll be really honest, you know, and I think that you did a fantastic job outlining that. I think 1 of the people things that people don't really appreciate. Is that how long it takes to get to market. 

It's not there because he is here and we are highly regulated markets just even beyond the FDA that the pathway to commercialization. It takes a long time. It's very costly. 

So you have to take an honest look at whether or not technology then probably are truly trying to solve is something that's a problem. And it's going to be a lasting. 

Issue and that is also equity access. So I think 1 of the, the biggest tenants that I would say, especially in the healthcare market, it's, it's costly. 

It's very costly, and you have to be very clear that the solution and the problem you're solving to and the actual solution that you're providing to that problem you're mapping to is cost effective. 

In some ways, it has to be universally accessible. So there's a democratization to that. And then that will actually secure sustainability. 

And that's a big ask, because you have to really test that market. And how do you test the market really have to know your customers deeply you have to understand the decision making process in order to access those customers. 
Who's going to be covering the cost us market for healthcare is really complicated. And so, unlike other markets in the world really? 

The actual payment reimbursement system, and the high end regulated aspects of that is challenging it's additional factor on top of just trying to understand and solve the pain points of your customers. 

And so I would say that take a very good look very deep. Look on how the market affects. 

Those regulatory aspects, and cost and reimbursement side of your solution and understanding whether or not, you can even enter the market given the decision you're trying to build. 

And if not, then more importantly, is to consider what who the likely partners that you can work with, to help you fast track to market these partners, who have already distribution channels, inroads relationships with some of the payers and major national payers. 

They already are attending to those target markets so that's an easier path to get to actually disseminate your solution. 

That's what I would strongly encourage, especially for 1st time entrepreneurs is really don't be a maverick. Don't go out there on your own. There's plenty of ways that you can get to market very creative and and really consider deep partnerships to help you both to develop. 

Co, develop your technology to test the market as well as partnerships hoping to do the heavy lifting and actually supplant some of the investments that you can be required in order to get them product to market. 

Right, I love the don't be the average device. That's definitely the thing for the start, 

but now it's time for us to talk about your traveling around the world and let's start with the Georgia republic as I discovered recently, 

Jordan republic is not part of the United States, as I thought it's not the state of Georgia,
so. 

Is there a state called Georgia? There is a state college. Yes. Sorry. I was like, wait. Is there a center for Disease control this? And so I'll have to be somewhat apolitical here, is that I had known that in my Facebook. 

I actually posted that. It's safer to be in the public of Georgia, Atlanta, Georgia, because of the controversial and and misinformation that's being disseminated about. 

They covet pandemic and and what people need to do to proactively protect safe card themselves and their loved ones. Yes. Now, let's take it. 

Uh, let's compare those 2, so, the republic of Georgia versus the Georgia, uh, in terms from the start founder, point of view. So, a lot of founder I've seen in the United States specifically complain about the laws, the taxes and all that stuff. 

But I keep saying that, you know, America is pretty much having compared to multiple other countries. What do you think was the major advantage of the U. S based a startup founders versus those basing the, let's say republic of Georgia. 
Sure, absolutely. I think 1 of the most things that the business of it, and it's it's unfortunate, but it's true. There's there's money here. Right? 

You have you have dry powder, 

you have capital to infuse the investors are willing to take the an idea or concept and I think there's a more of a risk taking tolerance that you may not see because of the intrusion of 

capital is available in the US market, 

so that that's sort of 1 of the sort of overarching themes that we see that we look at the U. 

S markets a very large market. 

It's a very diverse market, so there's a greater tolerance for opportunities and risk taking that could otherwise afford in other countries. 

And with that, too, there's also sort of an, I don't know if it's a sort of, I would say an early adopter mindset. 

Perhaps that comes with was taking is willing to try out new things that they can otherwise try out in other countries. 

Because again, for just general capital in the pocket, it's not just even for those investors, but people have a certain amount of money and the money is in maybe tight. And so they're pretty focused on really trying to change. That sends them out. 

When I called hierarchy of needs right? Food shelter. 

I move over your head, right? That kind of things are really important and that they're they're the main basics. 

If you can't get the basics taken care of, 

there's really it's very difficult sometimes to innovate and to operate or to create into really actually create and to be floating that creativity to have the ecosystems and allowed foster creativity can be very, 

very difficult when you're just trying to attend to some of the basic needs, so I think that's 1 of the things that the US market.
Well, we'll see, right so we're very unusual time. 

It was a Pre call with the US market coach, that Floodgate of entrepreneurship of creativity, and have the different ecosystems, a major metropolitan areas that foster that whether the innovation hubs or accelerators. 

Everywhere you go in many Metropolitans, have those resources. So, I mentioned a little bit about the entrepreneurial mindset. 

So, what does that entail, but this is open in a sort of thinking about paying for it and those who have done, well, are more than willing to offer a mentorship and it's not often accessible and other countries. 
So, there's this sort of breaking down of. I would say the breakdown, the structural, the hardcore walls 
of many, what we considered monolithic industries. 
There's a real openness to sharing to really paying it forward mentality. That is often not available in other countries. 

And so, with that, that helps early stage entrepreneurs and startups to be able to access people, you would otherwise access. 

And so this, this open network network without borders is unusual. 

And I think that that if savvy entrepreneurs and startups, they should leverage that. 

The ask is is it really easy. 

It's really seamless and that is, I think unusual where even across industries. So, even if I'm not adapt, for example, I'm not adept in the automotive industry. 

But if you asked me, I would probably wouldn't likely know someone or no. 2 or 3, very senior leaders who can actually offer and the entrepreneurial advice that I could otherwise. And I'm happy to make that referral. 

And so that openness that doesn't often exist in other countries in to George's credit. 

Really to George's credit and to the Georgia innovation and technology agencies credit there is that they are the reasons why they brought myself. And my colleagues over there was to help. 

Fuel that entrepreneurial ecosystem to make a concerted effort not just in terms of resources and time, 

but really to create the hooks and integration with the industry leaders in Georgia to help with the banking with financing with other with other industries that can actually build out that ecosystem and provide that, 

that would save. 

The entrepreneurial mindset that exists here is very strong in Silicon Valley and other major metropolitan areas. 

Great, I hope after this speech people will appreciate you as more than they used to. So, I hope my speakers, like, leaving in the US and appreciate that and those who are not are planning to move here. And also I encourage you to visit to the West Coast. 

Versus East Coast, so let's talk about, uh, other countries in terms of undervalued markets. So. 

Yes, 1 of the issues here is, of course, saturation there are just multiple starts here and especially on the West Coast and East Coast. So. 

1 of the things that I've heard from start founders is that they're trying to start their startup here in the US, but then they're like, oh, maybe I should go to some other countries can be cheaper to start there. What what are your thoughts? And this does it make sense and would you recommend that to anyone. 

So, what I have couraged and many of our startups that come to us here, is that keep your dev team in country? 

Maybe move your marketing, some of your marketing activities here, if you want to get into the US market but there's absolutely no reasons why you can't keep your dev team in country or more. 
Importantly, now, with the time of Colvin, and then the whole idea of having a physical team, really? For a very long time, I can't foresee it ever happening for a while? I think more than anything else. 

I think what we'll see is that teams will always be virtual. And so, what does that look like?
So,
you can leverage people's skills and expertise, 

whether you go to Estonia,
or whether you go to gurus,
or whether you go to country,
like Georgia or in Asia that the technology technological know how, and expertise exists all over the globe.
And you have an accessible now at your fingertips.
That you would otherwise have, and that's amazing.
That's absolutely true. So, let's talk about your membership again. 

So going back to what you said, you know, membership is widely available in the United States and over half of my speakers versus be on fundraising radio are willing to mentor some startups that I sent their way. So, it's definitely true now, let's talk about your mentorship. 

Would you do as a mentor for the. 

Yes, market access center. Sure. So as a mentor, you ask market access the goal is to again, as I mentioned earlier about really helping to instill the disciplines of an entrepreneurial mindset. 

That's different in the sense of how you approach problem solving solution, building and customer engagement. And how you even build your team has a whole different ethos. That's really difficult to appreciate it. Unless you're actually immersed here. 

And that's 1 of the advantages of coming to the US market is to really get an immersed in the practice and discipline that you would. 

Otherwise see in other countries, that's coming other countries and I do want to make sure I answered 1 of your questions more explicitly about other sort of undervalue markets. I see that. I mentioned Georgia and 1 of them. I can appreciate that. 

And I understand that countries, like,
for example,
Estonia, 
some of the countries in northeastern block, 
I am very bullish about some of the countries in Africa, whether it's in South Africa,
Wanda,
or countries like Kenya. 

I think that those markets that have an untapped, 

I think there's rich resources there that are, 

I would say not just white space are really Greenfield where there's, 

there's there's opportunities and there are people who have the expertise to actually drive and Excel the market. 

So, I would, I would definitely look at other ways to actually build out your team. And again, teams are going to be virtual for a very long time. 

So, locally, I tell over with you, the distribution of teams across the world is awesome. My personal love it, but now it was about portfolio. 

So, on our Pre entry call, we've chatted a little bit about the female investment specifically, and some female focused funds, like portfolio. So, Gal Ventures and multiple others. 

Many of whom I had on fundraising radio, and recently they've been seeing really decent returns on their investments. Why do you think is that and how does that work. 

Sure, so I think with the limited funds and performance really well, because they've boarded some season investors. So, for example, the founder, and she's adventurous, she's considered the venture capital godmother. She really is. 

And then, my mentor Nolan asked us and 1 of the mentors in the portfolio specifically focus on, tackling and she's currently based in San Francisco. She's a pioneer and biotech. She is. She's really again, I would call her. 

The godmother biotech, and as a biotech executive when when the days of biotech and women and biotech didn't exist and she was the 1st, biotech analysts on Wall Street that tells you anything. 

And so, 

with those kinds of really deep expertise, 

deep chopsticks, 

chops and science, 

you can't help, 

but know that they're going to actually do extreme due diligence to have their well connected to the industry. 

They, they themselves are key opinion, leaders in particular domains.
But more importantly is, and we've known time and time, and again that died diversity in investment, 
diverse startups, actually outperformed the other kinds of startups. 
And then, for lots of reasons 1 of the things that they're very more capital efficient, they have a 35% higher our lie. 

That's that in and of itself is good reasons to invest and these women lead foundered companies and so that they perform 12% higher in revenue and then starts in Mumbai, man. 

So, no offense, but that's not something that I did research done by the Kauffman Foundation. 

So this is rigorous research and so with that, I mean, this makes its financial sense 1 of the analysis, not even need to do with quote unquote. 

Gender balance is the fact of having diverse populations brings brings more rigor to the startup. It brings confluence in many different disciplines. 

And perhaps 1 of my bias is that that women are natural networkers. 

I think I can comfortably say that they also big integrators. I think that that also helps in a startup is being able to really. 

Look at the the startup itself and look at it and look at the influences of of forces and how that's going to affect the start going to market. 

I think that the women's women's brains we're, we're wired to see things and on multiple layers perhaps and again. No offense to them is sort of a natural ability to take in information. 

We take information and we process information differently. 

And I think that there's some advantages to that but I think 1 of the main tenets that people would agree with wholeheartedly is that we are natural networkers. 

And where natural collaborators, and if there is a beauty to that. And on, and I think that that reflects in terms of financial returns. 

Right, yeah, I cannot see I totally agree with you, but I have never seen I haven't seen much research on those topics so I can't say much. It's just my personal observations and. 

Yeah, I'm not I'm not going to go into the details of this point, because I wanted to touch on these startup pivots and if we're going to subject female versus male in the startup industry, it's going to take us way too long. 

So an observation on some hardcore research by the Kauffman Foundation, right? That sounds like a valid argument. Honestly. So, let's talk about the pivots. 

You've done a personally pivots but now, let's talk about start pivots. So what are the major indicators for start to pivot? 

So should be a founder saying a certain budget for development and then if in the budgets,
no traction is generate or no significant progress has achieved,
they should pivot or should be some churn rates or should be some other indicators.
Are there any indicators that specifically should tell you how you're doing something wrong change it? 
Right. So I think 1 of the most important indicators, and it's actually more on the most cost indicators is to start having comp, continue to have conversations with the target customer. 

I think 1 of the main tenants that startup founders don't realize is that you should always be talking to your customer, your target customers and they are the greatest indices of that whole market change that. 

And also talk tell you about whether, or not the current procedure, or your services that you're developing are mapped to the solutions that they really need. Are you fulfilling the needs that they're asking for their identifying? 

And those those are great indices ended up itself on the hardcore side, in terms of metrics that you put there. Now, 1 of the biggest challenges that founders find themselves down a rabbit hole, is that what I call vanity metrics, right? 

Vanity measures versus outcomes measures making sure that you're not making. You're not measuring processes. You're measuring outcomes that actually drive to the bottom line. Are you being capital? Efficient? 

What is the costs of your customers customer acquisition costs? Are they going down? Are they staying the same? Why are they saying, saying, how are you developing your product and the way that was capital efficient? 

Do you see your market growing in the way that you predict the girl? Are you getting the kinds of advice you're getting on the board? 

So,
let me be clear that every every team,
every great team is also has great advisors, 

people who are deep and industry people who understand the market people who can help you appreciate some of the nuances of the market that you're going after people who can actually give you some insights into how markets are crossing over I think, 

with anything with cobit now and post call it, 

you'll see a influences the markets and technology platforms that the best served are going to cost over several industries. 

Not just 1. 

Absolutely, that's great advice. And by the way, let's touch, just really quickly on the advisors. 1 of the questions that I get is how much I pay my advisor in terms of the in the company. 

I've seen new variety of options, but my personal standard is per advisor. I mean. 

For all advisors, roughly 2% pool the company is that standard or would you recommend some some other number. 

Well, 1st of all, you're not going to give it to them at once. I mean, advisors are part of your team and so you, you have to be clear why the advisors are on board and hold them to certain metrics too. 

What are their responsibilities that they're going to provide to the organization that will provide some credit some critical. I would say metrics. So critical milestones of the devices are driving toward. 
So, the so called 2%. 1st of all sort of high and 2nd of all. 
It's earned if these are earnout, that basically are deserving of advisors that have actually provided some salient help to the company's growth and our scale. 

Hold up, he said, 2% is a little bit too high. What's what's your ideal number for all the advisors? Let's say I never start. 

I would say, I mean, I see early on and on their deck, they're usually, you know, 3, 4, advisors, pressure, only half. At least to them, get some equity in the other. 2 are just saying they're helping wherever they can. 

But what's, what's your what do you think is the optimal percentage of the company that you should give out to advisors? 

Well, so, 1st of all, it depends on the stations company.
I should be clear to whether it's early stage or later stage companies. 

Because obviously later stage companies, they pose some value in the market and honestly your stocks are worth more. I mean, equity is equity is cash. 

I think people in the startup earlier entrepreneurs in in when they don't think of it that way. They think of it is more fluid and it's not. And investors take it quite seriously. 

So,
managing your cap table is extremely important and so when you're onboarding an adviser, and they're going to be,
they're going to be playing a salient role in the growth of your company,
both establishment and the growth of your company clear that the,
the equity that you're doling out is something that that's providing value to the company. So I don't want to give any kind of hard, fast percentage. 

But as I said, I have problems with 2%, per se, but what I want to say these are announced by they have to really earn it does to milestones to actually getting and obtaining the, the equity that you're attending to. 

And so those have to be really clear, 

they are again, 

just like, 

I was talking about vanity measures, 

you don't want to get vanity advisors either you want advisers are really going to help your company, 

both establish market traction as well as growing the market and no offense to any advisors who are all well meaning and all that, 
because sometimes they can be helpful and sometimes it can be challenging and it'd be clear. 
The other part of your team.
Absolutely, and I think that again, more than anything else, I can't emphasize. 

With the early stage, entrepreneurs and startups is that your biggest resource is time, you don't have cash. 

So, you manage your time wisely, because it's because every, every, every, and make sure that you and I guess this is an old adage and I say, and when you get up in the morning, or before you go to bed at night, make sure you're very deliberate. About how you spend your time. 

Right, right that's that's true. Prioritize make voice so things you need to get and ignore smaller tests, so definitely great. Great advice here. 

So, and there's great advice we're moving out to the last question of today's episode, which is a call to action. So, what's the 1 thing you want to do? As soon as the episode is over? 

So, I don't know. Well, I don't know when it's going to be over and I don't know if this will ever be useful. I think people should embrace. This is the new order. This is this is business. This is our new business as usual and I, I am stuff to scare people. 

He's asking really entrepreneurs and startups in the entrepreneurs that are thinking about going into the startup world. This is the time for great creativity. 

This is an opportunity for people to really think deeply about what kinds of either technological solutions or completeness of technology that they can create. 2. they're both in terms of. 

I would this scene doesn't mean advocating for that. We'll do, Ashley will be accessible to also equity as well sustainable technology. I think that that's where we're moving toward and very much value based driven these days. 

I think the days, as I mentioned early to, before we get on this particular podcast was in the days of plan off lessons are gone. 

We're built to last well, what is the bill to last? How do you build to last? And so with that,
if I could,
I don't have any 1 particular advice, 

but I can give you some of my thoughts my arms here about sort of attending to what kinds of technologies I think are are for the future and startup folks who are listening and entrepreneurs are listening and see if your technology maps to this and again, 

this is just my opinion, right? 

I have my assessment and it really speaks to now. So I was hierarchy of needs and just beyond that, I think there's gonna be a huge issue with food supply and security. 

I think that's going to be an issue for the world at large and and not to undermine that the fact that again with that and in my practice of health tech and digital health, 
there's going to be a huge expensive growth in that area. 
And how you leverage neuro networks, and to actually help healthcare providers, make more informed decisions and do it in a dynamic way. 

And what that looks like today I don't know but I can see the growth of wearables. It's acute expansion, whether it's Google, Apple, and all other companies along that path. 

I think there's going to be greater opportunities for the individuals to play a more active role in their own care. 

With that, too, as you now, see, especially in California and with environmental changes and climate and issues. I think that where there's going to be a huge growth in environmental tech. 

And how how we manage our, our tender earth and think there's also going to be a big change now in supply chain management and operations. 

And how we do that, not only just the last mile, whichever 1 has been more focused on, but looking at how it's changed in terms of a workforce development and how you structure our workforce. 

I think 1 of the main tenants that that has not been underscored in many different people's listen numerous podcasts now, without plenty of time to do. That is really understanding. How do you leverage the new workforce? 

What does the new workforce for the 23rd century and the informal economy and how to upskill the informal economy who no longer can work in serving the way they can? I think there's an unmet need. There's huge market opportunity. 

For that, so, and then, finally, which is something that is still very new in the market is is how you look at this what? 

I call community inclusion, currency really new,
very,
very controversial, 

but I think that there's there might be a challenge in this post colder Colvin pandemic is is what to do with the current currency of the different nations and how that well, 

may, 

or may not serve as well, 

and so those are those, 

I don't know when they call it a call to action, 

but I would ask entrepreneurs to map to really think about the technology that you're trying to create that Sue those areas of deficiencies that are deficiency that are global deficiencies. 

Those are my party words, and I think that the final parting word that I would say is that think of yourself as not any citizen in any nation but that's it that you're a global citizen. 
And as a global citizen, what are your obligations? 
What are what are the fit your creativity yours, the sources that you have in you that you can actually in part to the world and and really make a much larger footprint than you can actually you have more influence than you think in the future. 

I think I want I want people to embrace that and to really look at the future as it is very bright. 

To leverage your creativity toward that that's a really positive and of our episode. My going to be actually kind of the opposite. 

I highly encourage every single, your listener of mine to think of themselves as the U. S citizen. 1st because the United States provides a ton of helpful resources to the entrepreneurs. So definitely take a look, you know, search for grants. 

I will leave a link to 1 of the episodes that I had with the government sponsored accelerator, which is just super great. 

It's located in Los Angeles specifically, but we've discussed pretty much every aspect of government support available for the startup founders. So, definitely take a look at the. 

Episode description, 

because I'll include a few links that Dale mentioned as well and the links to the, 

uh, 

to the other episode, 

focusing on the startup community support by the US government and have a good day on. 

Before you go get before you go. I would also like to add it. That's all right. If. 

Now, for those who are interested in developing their company and getting market traction in the US, please reach out to me. 

And, 

you know, 

our, 

our, 

my colleagues and myself are happy to help you with understanding the disciplines of an entrepreneur and mindsets and and, 

and help you connect with Silicon Valley leaders who have domain expertise as well as establish partnerships to include raising capital. 

So pleased with that contact me, Gail and on Sunday L. C dot com or on Twitter at on Sunday. 

Perfect, I'll definitely leave the links to both your Twitter and your emails, so definitely feel free to contact Gail and have a good day. All right so here we're going to finish. I'll just quickly re, record the 1st part, because I didn't like how it's how I selling there. 
So, let me give me just. 
1, quick 2nd. 
And today is a guest speaker will have deal Christine again, managing director at wave edge Capital founder at. 

On a mentor advisor to startups, add US market, access, center and an angel investor. 

So Gail has a lot of tiles and we'll touch on too many of those, but specifically we'll talk about pivoting how that works. What resources does the United States provide to the entrepreneurs versus the other countries? So. 

You I already have that part soldiers lives together. All right now we are.