The Impactful Ninja Show

Impactful Ninja

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  1. 10/01/2024

    #23: How AI Can Advance Sustainability News - Andrea Gori from illuminem

    Dennis: Hello, and welcome to the Impactful Ninja Show. I'm your host, Dennis Kambrat. And today, we're joined by Andrea Gori from illuminem. Andrea, welcome.   On: Thank you, Dennis. And thank you to everyone that listen to our podcast. It's, my pleasure to be with you.   Dennis: My pleasure having you as well. Now let's get into it. Give us a brief overview. What is illuminem?   Andrea: illuminem is purely a mission startup. We want to empower the sustainable transition, this big change in the world with 2 ingredients, the most insightful information and the most insightful data.   Dennis: So, basically, if I if I were to picture it as the mission driven start with the data and the insights and the information, What would I need to picture them to make it, like, a little more concrete reading?   Andrea: Yes. Of course. You can picture it very concretely. First of all, going on illuminem.com, and you already see there on one side almost unlimited news on sustainabilities that are brought to you by a mix of AI and the editorial curated content. So you can imagine everything happening in sustainability, the life rent, life categorized, life summarized in 60 seconds for you. And it is not enough. In parallel to that, we are very proud to have the largest expert network of sustainability top leaders. So this means over 1,500 people from head of states to top scientists, from CEOs to activists that on a daily basis, they share with us their insights on how we advancing in our sustainable transition.   Andrea: So this is a very concrete in front of you. And maybe Dennis later will speak more about building data that is more b to b and less, of course, b to c.   Dennis: Awesome. Now thanks for the overview. I think now we we can picture it quite clearly. Let's take a step back now. Before you start the illuminem, what's your background? What did you do beforehand?   Andrea: Yeah. I hope I will not make this story longer, but I like to consider myself a climate quitter. So I have, literally, say, a watershed point in my life. illuminem, changed completely my passion, my my city, my life, I can say. And so let's start very simple. I was, first of all, I was a very active student on the front line of many, let's say, environmental campaigns. After that, I had the opportunity to actually, like, work in finance. It was a subject I studied.   Andrea: I actually started my career in JPMorgan. So if you want the opposite of what is today the activist word. So from a big bank trading desk in London. And then afterwards, I did, long journey for almost 8 years in the Boston Consulting Group. He's, as you know, he's a very famous consulting company. At the time, I remember very clearly because, all of my mentors, colleagues were telling me, Andrea, you did the JPMorgan, you did finance. You should be like a great leader in our private equity practice. And I said at the time, no. No, guys. I'm here because we can do sustainability consulting.   Andrea: And at the time, trust me, was less than 7,000,000 in revenues for a huge corporation, so something completely relevant for the picture of the company. But we bet on it. And slowly, we created a leading practice area, so a leading, business area for the Boston Consulting Group. He had the honor to be green champion for entire continent, then the global green champion of, of the group. So representing the group, taking care of many environmental initiative, projects around the world, helping corporations in their decarbonization transition. And after that, with colleagues actually from, from that experience, we took the courage of building Illumina. So I hope I give you a glimpse of it, Denis.   Dennis: Sweet. So it sounds like you already had some some kind of sustainability baked in from from the very start when you said your studies are sustainable and about the environment. Later on, you transitioned it sounds like a brief period of finance, doing something different. But then with the consulting at BCG, you went back and, well, dedicated much more time into sustainability again. And then you mentioned afterwards with a few colleagues, that you started illuminem. What was the concrete challenge that you faced? What was the starting point for you that you said, like, well, it's great leading the sustainability practice in one way or the other, but you want to do something else. You want to do something on your own. You want to do maybe a little bit more even.   Andrea: It's exactly everything you mentioned. I hope I don't disappoint you to tell you that it's not an heroic moment. It's not like, one night where you literally change everything. It's something that grows with you, grows within you. And in that feeling, of course, like, having been at the front line of, of a new, let's say, part of the PCG business, so helping companies in sustainability. I was really realizing how this entire new world, what I believe would be like the new business normal, like, was literally lacking so many of the foundations, so many of the services, so many of the opportunities that you don't find in any other industry. And we actually started from the core. We said, guys, the problem is not to make another scientific innovation, but to enable the entire sustainable transition to literally reach us faster, to literally make it happen for real.   Andrea: So that was probably the big, the big observation. And from that big observation, very methodically, we started to understand where was the market gap, where we could make a difference. Because when you start, you literally have no resources and nothing nothing else at all goodwill. So that's literally the best realization. And hopefully, like, looking at us today already with a company with 300,000 users, with so many friends like you, Dennis. Already, I feel one step closer to that goal that we still have very high there guiding our way.   Dennis: Nice. That sounds that sounds quite similar to my journey, actually. Because after university, I started in consulting as well. I was looking specifically for sustainability consulting, and all the big three consulting companies didn't really offer anything like this. So I decided, like, a smaller boutique firm which focused on sustainability consulting. But then, also, in my mind, it grew so much more. It's like, okay. I wanna I want to do something different.   Dennis: In our case, we we try to enable people to make a positive impact in their lives across sustainability, but in also ethics and many, many different aspects. But it feels like quite a similar journey that slowly grew to, well, to keep it going into the, well, the much bigger operation we're now. But you also mentioned already, like, a big point of about 300,000 users. Can you remember still, like, going one step back? What was the very first concrete step? How did you get Illumina started? I imagine it takes also for you, it took quite a bit of time to hit the ground running and then to get to the first 300,000.   Andrea: Yes. First of all, let me say, Dennis, that we're selling the same shoes, and this polish should be the word of encouragement to any of your listeners, any of our friends there. Guys, we can make it happen. If you start believing in yourself, like, it's possible. And now if I go back on our early days, yeah, there is no garage, you know, there is a classic example, but, there is still, like, all that sweat, that effort, that, fatigue, of trying hard without any real chance, at least on the paper. And now let me tell you, for me, the first part of the journey was to get around me people that were better than me. And I say, guys, I actually can have the good intuition, but I need you, your tech skills to make a platform that is amazing with AI, with the good user experience. I need you because you're a great product person that can guide me to make the user experience amazing.   Andrea: I need you as well to help me with the legal staff. I need you as well to help me with the networking. So the 1st concrete step is building a team, a team of people better than me. I always say to my team, the day where I'm better than you in this room, I'm actually in the wrong room. So I need to like, I love to keep summoning myself to people that always inspire me every day for their rigor, for their willingness to make them second as much as for their capabilities. And the second step, right after having built this team, was to literally work on a meme by the product. I remember we were working very late at night because, when you have another job, like, happens only for many of you, you actually squeeze your weekends, you squeeze your, like, your nights to try to build something. For us, it was, an experiment.   Andrea: Let me see. The experiment, was even giving mixed results. So right? When you start and one thinks, oh my god, build a platform in 2 months, now I got 1,000,000 users. In reality, you have a number that is always, I actually don't know if it's good enough, not good enough. I would love it more. I would love it, like, to be bigger. But at that point, I just felt that I was happy. I was feeling, for once, doing something that was meaningful to me, something that it was having an impact on others.   Andrea: And so at the point, we took the courage and I said, guys, maybe it's the most things we're gonna do in our life, but, we will always regret if we don't make it happen now. And, of course, I speak to you 1 year and a half after that moment, and I still have the same energy and the same, feelings. Yeah.   Dennis: And isn't it the most beautiful thing also when you get positive feedback from from your readers or from from your viewers, listeners? It's like, hey. Thanks so much for that piece of content or for this this other piece of content. You really, like, helped me make a positive impact. And yeah. Oh, at least

  2. 05/07/2024

    #22: How to Save & Upcycle Food Waste Sustainably - Gary Schuler from GTF Technologies

    Dennis: Hello and welcome to the Impactful Ninja Show. I'm your host, Dennis Kamprad. And today, we're joined by Gary Schuler from GTF Technologies. Gary, welcome.   Gary: Yeah. Thanks, Dennis. Glad to be here.   Dennis: My pleasure having you. Now before we dive deep into your story, give us a brief overview. What is GTF Technologies and what are you guys doing there?   Gary: GTF Technologies, we design and manufacture a very, very unique food drying system. And what's unique about our system is that we can take a plant material, whether fruit, vegetable, or other plant materials, and turn it into a powder in less than a second without using outside heating sources such as natural gas. It's very compact and provides really a solution for a lower cost alternative to food drying.   Dennis: Sweet. Super curious. So to get a little deeper into that as well and also having to look, okay, how how does that actually make the food more sustainable? But before we go into that, let's rewind slightly. What did you do before founding GTF Technologies? What's your background?   Gary: I spent 23 years with the largest uniform supplier in the country here in the US called, CentOS. So we had not only manufactured work apparel, so imagine the airlines, their hotels, cruise lines, that was typically provided by Cintas, and as well as automotive. So if you went and got your car serviced that those uniforms and the laundry service was provided by Cintas, and so I was in charge of our largest corporate clients. So those accounts that needed uniforms for their manufacturing facilities, that was my role. And then that's really kind of how I got involved with the the company. It's because I saw what we were doing with excess garments were being landfilled and thought that there might be a better alternative than landfilling brand new clothing.   Dennis: Was there any kind of connection already to you mentioned beforehand, like, how you're powering the pool, like, super rapidly, like, within a second. It sounds quite a little a bit different from from what you did before. What was what was the journey? Did you encounter any kind of problem on the way, or was there any other connection?   Gary: Yeah. It's been it's been a challenge, but with every challenge was a different opportunity and a much larger opportunity. I think that had more of a impact it could have on on sustainability, as well as helping to feed people with excess food that was being wasted. So the original how I started was to try to redirect garments clothing from going into the landfill and helping those garments get donated. So there was an impact for the company. It saved money from landfill cost. There was an additional tax savings by donating it to the nonprofit organization. And then we also realizing that working with these the right nonprofit organizations, they were really helping to get the clothing to places around the world with extreme poverty.   Gary: And so what I also realized in working with some of my clients that when I worked at Cintas is that these larger manufacturing facilities had problems not only with their their materials, their excess, whether it be return products or, I I would say sort outs, and they really didn't have a good disposition option other than landfill. And I just thought it was a shame because here you have something of value that is being landfilled. And yet we have all these needs around the world. Is there a better model here to help these companies? And so the transition really came from food was perishable foods. And the problem that companies were having was the governmental regulations about banning organic waste going into landfill because it's the biggest contributor of carbon. We're one of the biggest contributors of carbon emissions. And so the key came down to is if there was a way that we could stabilize some of that food waste in such a way that it didn't get landfilled and it was a better asset use of that material. That was really where the transition of the business model came into into play.   Dennis: It really sounds like you you discovered a problem in your previous position, and I was completely different with clothes going to landfill. And then you discovered something somewhat related from the process of, like, purchasing the food going to the landfill as well and thought about, like, well, when we can solve this one issue, why not solve this this other, maybe even much bigger issue when it comes to the carbon emissions and when it comes to foods food going to landfill and do something else about of it. How did you how did you make that concrete first step there? It sounds like that might be not just like a a problem that you were able to encounter, but also a technology challenge to actually make that happen. What was your first step there?   Gary: The first step was working with some of the retailers, the larger big box retailers that both did, apparel. If you can imagine like Walmart, Costco, Target. They now also, you know, typically had a lot of merchandise, hard good merchandise, I call it, whether it be sporting goods or, you know, the the clothing that they offered. But then they started to also expand their grocery line items, perishable foods, meats, delis, dairy, breads, those types of items. Well, the challenge we came in is what do we do with expired food? And there was an opportunity to donate it, but the challenge that we all have in perishable foods is time is not on our side. So So we've all experienced food waste. We don't go to the grocery store and buy grapes and bananas and apples with the intent that we're going to throw 30% of it away. Yet worldwide, 30% of all what is being produced in terms of, growing is wasted.   Gary: And it's because it starts to perish. So the real business concept said for me was if there's a way that we could stabilize that food. If I can take it from a waste and turn it into an asset that once it's stabilized then you have time on your hands. So for example, if we can take an apple that's got a a certain shelf life, but our technology, I can turn it into a a powder in less than a second. All the nutrients of that apple are in this packet of powder. It's got a shelf life of 3 to 5 years. Now we have time. We're not transporting water.   Gary: I don't have to worry about bacterial decay of that product. And yet it can be rehydrated. It can actually be used as a muffin, let's say, and re being used. And it can also help, and part of our mission is to help feed people. We've got 850,000,000 people around the world on the brink of starvation. Yet we have all this food waste. So So if there's a way that we can stabilize that material, we could help feed those people with a direct environmental impact if everybody wins in that scenario.   Dennis: How did you how did you go about this from from your position to working together with the big supermarket chains or the big retailers to actually getting GTF technology started and, creating the first product. So   Gary: The challenge there was the first business model was really gonna be a what I call is a, a waste managed donation service provider for these companies. The intent was to really show them the tax savings by donating some of their, you know, the retail products. And then when I realized the bigger problem they were having was was the perishable foods. The original technology it came across was not really being used fully for food. It was a older technology initially created for the mining industry to separate coal from dirt, believe it or not. But that's where surrounded myself and had some great investors initially on who understood the mission that we were trying to be as a company. In other words, we wanted to have a company that was a prop you know, a for profit company with a mission, that had a purpose in mind. And the key was to develop the technology in such a way that it made financial sense to look at the capital expenditure for the the material.   Gary: So food drying has been done for years. Right? You have dehydration, you have spray drying, and drum drying, all these different technologies. But the key was is how do we how do we do that in such a way that it actually provides a financial value for those corporations. So that was the real key is the investment in the technology that would allow us to dry the material at a lower cost and the value. So for that Apple example that I just just talked about, I've had 3 companies that reached out to me this last month that were producing over £300,000,000 of excess apples. And so the older technology for food drying took a lot of natural gas, a lot of time. It just didn't pencil in well from a financial model. So our objective as a company in terms of getting investment dollars, we had to really pour all that investment monies over the last several years into the technology.   Gary: We had to develop a system that was able to dry that material at a low enough cost to where the value exceeded the cost of drying. And that's when the the real opportunities existed. So now it really made sense for a company financially to have a more sustainable option, providing a new revenue opportunity for them and really keeping some of this food waste from being waste, but actually turn it into an asset.   Dennis: Sounds like so many things happened since the beginning yet, like, you're still staying so close to to your quorum. Like, from discovering the problem, seeing some similarities to to your previous work, seeing different partners that you could could work together with, starting with a completely different business model similar to what you did before with the donation afterwards to figure out, well, to make that really happen, there's 2 big things that you need to change. 1, the business model to make it so that it makes financial sense to your partners as well. A

  3. 04/23/2024

    #21: How Vegan Shoes Can Be Made Sustainably - Paula Pérez from Nae Vegan Shoes

    Dennis: Hello, and welcome to the Impactful Ninja Show. I'm your host, Dennis Kamprad. And today, we're joined by Paula Pérez from Nae Vegan Shoes. Paula, welcome.   Paula: Thank you. Thank you for having me. It's so nice to be here, Dennis. Really.   Dennis: My my pleasure as well. I'm super curious to to learn more about Nae Vegan Shoes. Can you give us a brief overview? What what are you doing with Nae Vegan Shoes?   Paula: Yes. So Nae Vegan Shoes, was born in fact in 2008. So we have like almost 17 years old and it has been like a challenge for us. But I would say that in the beginning, the main reason that we created or that I have created Knight was because I really wanted to have a business of my own, you know? But I thought, okay, but I don't want any kind of business, you know? It has to be some mission that aligns with my values or with what I think. And I have been vegan for quite a long time. And I thought that also because I didn't have shoes at the time because I didn't want to use leather. So I thought that as Portugal have a great and good industry of shoes, I thought it would be a good business to have like vegan shoes, you know. So, yeah, it was like a crazy idea at the beginning because nobody talked about vegan shoes or sustainable fashion, you know? And yes, so we started the project talking with the factories to see how it looked like, what they thought about it.   Paula: And it was quite challenging in the beginning because people, they didn't understand the concept, right, because they were kind of used to use leather, animal leather. So for the factories to think about working with different materials, it was something very weird for them. And I think this is one of our main challenges in the beginning. Mhmm. Yeah. But, yeah. But then we started tell me something.   Dennis: No. I just wanted to say like, well, so much so much information already to kind of dive deeper a little bit. The first thing that's maybe also for audience to notice, like, when I'm pronouncing, like, ne vegan, you say nay, Like, the Portuguese version. And then, like, for the for the all of you, it's, basically, you're producing vegan shoes. And it came from the personal challenges. Like, one, you wanted to have, like, a sustainable a good business for yourself. And you also had the challenge of finding the right shoes for yourself as a vegan.   Dennis: Before we dive deep into the process and into how you get it started, let's give us let's rewind the slide. But what did you do before you started Nae Vegan Shoes?   Paula: Okay. So I worked, I have a degree in mathematics and information management. So I worked as a director in the in the telecom industry in Portugal. I worked in Information Management, you know, analytics, advanced analytics and data. Usually I worked for that like the last 18 years with data. But, I really in 2008, I thought that, okay, so I think I really need something different for my for my life. And, you know, like I wanted to have also to make something different to have a different impact, you know, because I I didn't see myself, like, working in the industry in telecom industry forever, you know. It's it was like, okay.   Paula: So I need to do something different. And, of course, I need to earn money because everybody needs money, right? So I thought that maybe that would be a good solution. And it was. It was. But I always have worked in data and analytics and reporting and everything like that.   Dennis: Sounds like a super structured work environment, especially with your background in mathematics. Might be super logical thinking and structured thinking. Is it also what kind of led you along the path to start in a vegan shoes? Because you you mentioned before in that your head in your mind you want to do something sustainable and about the shoes. And was that some some logical conclusion? Okay. Let's put it all together. Let's see what kind of business model we can create out of it and go ahead, or was that more like coming from your feeling?   Paula: It was kind of coming from my feeling because it was something more emotional also. I think that it happens a lot, right? It was not something that, okay, so let's do a detailed business plan. And it was not like that. It was more like, okay, so let's see how it works, you know, because I'm not the only crazy in the world that need vegan shoes, I thought. Right? So I think that there are people that also have the same options that I do. So let's see how it works. And we started very slow. Okay? We didn't start, like, with a big investment or we started very slow with a small collection, you know, just like, I think it was like 5 models, you know.   Paula: And we started slowly to see what happened because I didn't quit my job at the beginning. Of course, I continue working and I worked at night at the end of the day and weekends and it was very intense for some some years. But, yes, it was I think it was very emotional.   Dennis: How was that transition for you? Like, when when was the first concrete starting point for you? So you said you worked still at your job, and you kept that doing for, like, a few years in parallel. I know that feeling as well. Same what I did in the beginning. But what was the concrete starting point for you that you said, like, okay. Let's create the first shoes and how did that go in the beginning?   Paula: Okay. So the shoes, it's like the idea. Right? But I wasn't a designer. Right? So I thought, okay. So I need someone to design and develop the shoes. Right? So I contacted the designer that I knew from the North of Portugal. And I told her, look, I just want to start with 5 different models, very basic, you know, blank, you know, like the kind of basic basic. And, and yes, and it was kind of that first step when we started to design those shoes.   Paula: And then we went to the factory and say, okay, so we need these shoes. Okay. Then started the questions, right? So the materials and what and everything that that means about like developing pair of shoes. But I think like it was a challenge to think, okay, so I'm not a designer because usually the people that create fashion, because shoes is fashion, right? It's retail fashion industry. So I think that at the beginning I thought, okay, so I'm not a designer. How am I going to do this? Right? So, of course, because of my background and also from Alex, my husband that is with me in the project, we are like very analytical and rational and practical, you know, people. So we are not like artists. But I think that is interesting because, you know, we are very focused in making that company works, you know.   Paula: But the other part of the design and everything, I knew that, okay, so I can outsource this. You know, there are a lot of people that design shoes. So we work with the designer. And yes, I think everything is possible, you know, when you create a company. It's just preparing it well and everything goes as well.   Dennis: Did you have to convince the factory, the fabrics, to to create shoes that are not made out of leather? Or did you already find, like, one specific one that way you could share the kind of materials you wanted to use?   Paula: I had the materials because I did some research about the vegan materials that I could use. Of course, it was very different from now because we have now we have a lot more of options. But at the time, we didn't have so many. But I already studied exactly the materials that we were going to start with. And the materials are very different from animal leather. So that was when the factory started like, okay, what is this? Why? You know, because even the process of building, you know, producing your shoes in the factory, it's different, you know, the way that you stitch, the way that you make all the forms and everything, it's different because the material reacts in a different way. So they had kind of to learn also and adapt the processes, you know. But it worked very well because people, I think they started also to understand the concept, you know.   Paula: And of course, as we were like growing and also May was growing and gaining new customers, and of course, they thought, okay, so there is a business here. Let's do it, right? So, yeah, it was Great second   Dennis: one is to mention the growth as well. Like, before you had the growth, how did it feel for you having your first, like, own vegan shoe in your own hands and then making the first sale?   Paula: It was very good. You know, it felt very good for me. It was and Germany was and still is our main market. And we have some contacts from shops in Germany. We started first with the B2B then with the B2C. I think more like in terms of weight in revenue, it was more like the B2B buying from us because the B2C, I mean, the final consumer was starting, but it worked also. Right? But I felt amazing seeing that, okay, so this works, you know, it's not because I have this crazy idea of creating shoes and I thought maybe this is like a crazy idea, you know, but it wasn't. So that is really good and nice to know that there are a lot of people that wants to, you know, to be your customers.   Paula: So I felt amazing.   Dennis: And we see a lot more a lot more consumer being aware of the impact that's, well, the consumption and also any kind of fashion or shoes have, well, basically, on the earth and the environment. And a lot more focus on towards more sustainable and more ethical products just like like the shoes that you're producing. Now from walk us along the journey now from the first designs, like the all black shows, to the first sales going to Germany, b to b, b to c. How how did that develop along the journey? And when did you decide to to quit your job and work full time on it?   Paula: As I said, b to b was always very strong for us.

  4. 04/09/2024

    #20: How the Shoe That Grows Can Help Alleviate Poverty - Andrew Kroes from Because International

    Dennis: Hello and welcome to the Impactful Ninja Show. I'm your host, Dennis Kamprad. And today, we are joined by Andrew Kroes from Because International. Andrew, welcome.   Andrew: Thank you. Thanks so much for having me.   Dennis: My pleasure. Now before we go and tell your journey and your story, give us a brief overview. What is Because International and what are you doing there?   Andrew: Yeah. Because International you know, if I start really top level, our mission is all about global poverty alleviation. And that's a big broad mission, and we'll talk more about, like, where we specialize. But poverty alleviation both in the sense of believing that kids and families deserve to have those immediate needs met, especially in cases where they can't provide that for themselves. So meeting those immediate needs, daily needs, but then also long-term empowerment. How do we solve the issue of global poverty? Multidimensional, lots of ways to do that. But knowing that job creation, economic empowerment, having a steady income, skills development, those sorts of things are incredibly important for that long-term empowerment. So hitting kinda both of those angles within this, again, broad, big vision scope of poverty alleviation.   Dennis: Awesome. So basically helping people immediately who are in poverty, but then also trying to make sure that this doesn't happen in the future, and then I might just not need your help anymore.   Andrew: Exactly. And, again, we'll talk about, I guess, the ways we go about that because, again, these are big topics. So, you know, and we're not a we're not a huge organization. So where do we focus in? But, yeah, at the top at the top level, that's the idea.   Dennis: Sweet. No. I'm super excited already jumping a little deeper. But before we go in and tell, like, about all the progress and all the things that you do with Because International, let's rewind slightly and give us a quick overview. What did you do before Because International, and what's your background here?   Andrew: Yeah. And if I can just take a couple minutes and tell a condensed story of who we are. Because I think understanding what we do in a lot of ways, it's a function of the story and who we are. And our story begins with really just a couple of best friends. So in 2nd grade, I met a kid named Kenton. We went to grade school together. Through high school, graduated, went to college, went to university together, and graduated. And from there, our lives diverged a little bit.   Andrew: I had a business background, business degree. Kent always knew he would do something probably in more the humanitarian nonprofit space, so it took a couple years traveling. And one of those stints was at an orphanage in Kenya living and working there. And and at this orphanage, the the people who ran the orphanage, they didn't didn't have a lot of money to provide for basic needs of the kids. And there was one day in particular, a Sunday morning, he was walking to church with the kids down a dirt road, and there was a a little girl in a white dress next to him. And he looked down at her, and for the first time, he noticed something. Mhmm. And specifically, he noticed her shoes.   Andrew: They were way too small. They were so small they had actually cut the front off of the shoes so her toes could stick out and she could continue to wear them. Mhmm. And that's when, really, for the first time, he thought about shoes in particular as it relates to kids struggling with poverty. And he talked to the orphanage directors, found out that, you know, they would get donations of shoes, but, like, they never had the right numb you know, the right number, the right type, the right size. They're used in a lot of cases, so they fall apart. And he just thought, maybe there's a better way here. And there's so much innovation in the world.   Andrew: Right? Like, there's always a newer, better gadget, a newer, better thing for especially for us solving an additional problem we have. But if I'm honest, those problems are probably becoming less and less important. Whereas you have people around the world who need innovation most, and we're not necessarily focusing on them. So that was the inspiration that he had originally. How can we really direct that innovation toward those that and who needs it more than kids and families, kids especially struggling to meet those basic needs. Mhmm. So he he came back from his traveling, told me about this idea, told me about his vision, got me on board, and that was really the start of the idea for a shoe, a shoe that could adjust and expand. So a shoe that was durable enough to last for years, but also would grow with the foot of a child.   Andrew: That was the idea that really launched what we're doing today. That simple idea of, in many ways, Kenton just wanting to help his friends, get some shoes to his friends that would, that would serve them well.   Dennis: Can you still remember the situation that you've been asked to to join Because International? Like, what was going through your head? And what did you do, and kind of what was your professional experience at that moment?   Andrew: So I definitely do remember. I remember him telling me, hey. I'm I'm coming home. It'd been a couple years. And he told me, I miss Idaho too much. I, you know, I miss I miss home. So I don't think I can do this for my career, but I have an idea. I remember him telling me that.   Andrew: So we got together, and we caught up, and then he told me about this idea, showed me his journal, showed me some of his drawings. And I'll be honest, I was like, you know what? This is different. No one has ever done this before. Is this a good idea? Is this possible? But I definitely remember that conversation, seeing the inspiration, the vision that he had, and then getting excited about doing stuff with my friend. Yeah.   Dennis: How did you go along from then? From having this conversation, being excited about helping create some great product that can grow with the kids with the shoes being durable, and then to get it started and and joining the Cross International.   Andrew: Yeah. So it was a slow journey. I would love to say that from there, we just, like, made it happen. It was an overnight success, but that's not the case. I mean, it's it's usually a grind and it requires a lot of perseverance. And and it started with again, I mean, we were a couple couple of guys in our early twenties. We had no money. We had zero experience with footwear.   Andrew: No connections. Really, it was just this idea. And what did we start by doing? We went in Kenton's garage, and we grabbed some old shoes and materials, and we tried to make something. We tried to turn this idea into a reality as embarrassing as it was, and we still have those early prototypes of us chopping things up and gluing things and using these push pins. And and a lesson with that, I think, is if you're gonna try something, sometimes you gotta take action and start small, and you're gonna be embarrassed. Yes. And you're not gonna be good at it. Like, you've got to be willing to suck at something new sometimes in order to make something happen long term, as tough as that can be to, you know, show people this thing, this idea, this thing you're working on when you know it's far from perfect.   Dennis: Yeah. No. It's like this this kind of saying, like, the first product or the first iteration kind of has to be embarrassing. And then   Andrew: It has to be. Otherwise, you took too long. Yeah.   Dennis: Then you have something that you can put in front of those who will use it, get their feedback, and iterate. Which is also quite a nice transition to okay. The first product, you're embarrassed. You you put it together as 20 yards in your garage, if I remember correctly. How did you how did you go ahead and and iterate then along the way to to get the product that you're having now?   Andrew: Right. So, I mean, I think that was an important step that we tried, but also it demonstrated to us, we need help. Like, we're not gonna be able to do this thing ourselves. And maybe, maybe the the the way we can have the most impact is to give the idea away. Mhmm. So for a couple of years, you know, worked on connecting with footwear companies, trying to share this vision with them, even with this idea that, like, you can use this idea as a profitable thing as well, but we would love for you to have some sort of give back mechanism. We would love for you to incorporate this humanitarian side of it. But no one wanted anything to do with it.   Andrew: I don't know how much of that was the idea and how much of that just our effectiveness of of being able to connect and share that idea with the right people. But it really took about 5 years. So well, about a year after the idea, because international was formed. So so in 2009, set up a nonprofit with kind of this vision of what it could be. But it took until, like, 2,011, 2012 before we connected with some shoe designers who thought it was possible. Mhmm. And we're willing to come alongside, sketch some ideas out, build some prototypes, which eventually led us to a 100 pairs that were made manually and took those back to Kenya and distributed those and then getting to a production version. But it was about 5 years of trial and error perseverance.   Andrew: Again, we had our day jobs for sure. We had, busy lives, starting families. But slowly by slowly, a little bit of momentum, a little bit of perseverance. Yeah.   Dennis: Was it also one of the pivotal moments for the organization that you had, like, working together with a shoe designer, working together with some of experience in the field, and then actually having these 100 pairs bring them to those in need and seeing how they react to them?   Andrew: Yeah. I mean, absolut

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