Keep Going

John Biggs

When you're going through Hell, keep going." This is a podcast about failure and how it breeds success. Every week, we will talk to amazing people who have done amazing things yet, at some point, experienced failure. By exploring their experiences, we can learn how to build, succeed, and stay humble. It is hosted by author and former New York Times journalist John Biggs. Our theme music is by Policy, AKA Mark Buchwald. (https://freemusicarchive.org/music/policy/) www.keepgoingpod.com

  1. 5d ago

    Scott Jordan built a brand and a million dollar business on a whim

    Note: The video portion of the interview failed so this is an old-fashioned audio podcast. Scott is a great guy so I wanted to share this regardless. What does success look like after 25 years in business? On this episode of Keep Going, I talk with Scott Jordan, founder of SCOTTeVEST and self-described “Chief Pocket Scientist,” about building a clothing company around a simple idea: people carrying a growing pile of technology needed somewhere to put it. Long before the iPhone, Scott was making vests for people hauling around Palm Pilots, Discmen, phones, and other gadgets. But the past 25 years haven’t been a straight line up. Scott talks about watching sales grind to a halt after September 11, betting heavily on publicity that failed to produce sales, losing millions during a bad stretch of television advertising, fighting legal battles, and facing moments when financing nearly disappeared. Through all of it, he kept returning to one basic rule: the company had to make money. Instead of chasing investors, he focused on profitability and built from there. Today, SCOTTeVEST is a multimillion-dollar company that Scott says operates with zero traditional employees. He and his wife Laura have moved much of the company’s work to contractors and outside specialists, creating a very different business from the one he started 25 years ago. We also talk about why starting a company may be harder today. Scott once built SCOTTeVEST through personal relationships, press coverage, word of mouth, and some wonderfully shameless PR. Now the company can spend around $2,500 a day on Facebook advertising just to generate roughly the same amount in immediate sales. Most important, Scott talks about giving up the idea that every founder needs to build the next billion-dollar company. After years of thinking about patents, investors, exits, and massive growth, he came to value something simpler: build a profitable company, do the work well, treat customers well, and create a life you actually want to live. As Scott puts it, sometimes success really is changing the world one pocket at a time. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    Scott Jordan built a brand and a million dollar business on a whim
  2. Sep 9

    How to build something as successful as the Apple Store

    Ron Johnson built the Apple Store, then watched the world copy it for two decades. In this episode of Keep Going, he walks through how that happened, starting with a choice he made early on: learn retail from the ground up, not from a spreadsheet. After Harvard Business School, he went to unload trucks in a Mervyn’s store, then rose through Target during its big 1990s run, where he helped push “design for all.” Ron is the author of an upcoming book, Shop Different, which is in pre-orders now. We got to talk to him before the book launch and I can’t begin to describe how cool it was to talk to someone like him for the pod. Back to his story. The Apple story turns on one conversation with Steve Jobs. Jobs thought stores could double Apple’s market share from five to ten percent. Johnson told him that was the wrong target. He pointed to the bigger opening, the half of Americans who had never bought a computer, and the fear of technology that kept them out of the category. That changed the entire store strategy. Put the stores where people already shop, in malls, make them big enough to feel like a major brand, and use the space for experiences, not shelves. The front half introduces people to technology, the back half deepens the relationship with support and learning. No commissions, because you cannot teach someone while you are trying to pick their pocket. Johnson also shares what it looked like when Apple was close to the bottom. In 2002, he says the company hit a point where it was trading at cash value, and Jobs was carrying the weight of a risky transition to Intel, OS X, new apps, and the early store rollout, all at once. He tells a scene from the morning the Soho store opened, when Jobs saw a small line and thought nobody cared anymore. A few hours later the store filled, and Jobs stayed for seven hours, talking to customers and watching the place work. Johnson describes it as a turning point, a moment where the “green shoots” mattered more than the quarterly numbers, and where Jobs doubled down on the stores as a core product, not just a sales channel. Then it gets harder. Johnson does not dodge JCPenney. He calls it his failure. He explains the vision, a “mall within a mall” with smaller branded shops, a town square feel, and simpler pricing. The mistake, he says, was speed and process. They changed pricing almost immediately, without time to communicate it or bring employees into the build. He contrasts that with Apple, where he could hire the team, shape the culture, and let the model mature. At JCPenney, he never had the internal support needed to make the change stick, and eighteen months later it was over. This episode is a clean reminder that “great strategy” is not enough. Execution is people, timing, and trust. You can be right about the idea and still lose if the team is not with you and the change moves faster than the organisation can absorb. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

  3. Sep 8

    How psychedelics changed my life

    This one is personal. I started working on Shroomies in 2018, after my dad died and I entered one of the darkest periods of my life. I was depressed. I was taking SSRIs. I was very close to self-harm. I didn’t feel like myself, and I didn’t know how to get back. Then a friend invited me to a psychedelic mushroom session. I thought it sounded ridiculous. I’m not a Burning Man guy. I’m not a hippie. I don’t like the Grateful Dead. I definitely don’t like Phish. But I went. What happened over the next six hours started a much longer process of figuring out what was happening inside my own head. I eventually had a few more experiences. Things changed. Some changes were good. Some were difficult. But I came out of that period knowing myself better. Most importantly, I’m still here. Book Party Fun! Are you in New York? I’ll be holding a book party in Brooklyn on September 24 and I need a rough headcount so please RSVP here! That experience also made me curious. What were these substances actually doing? Why were people using them for depression, PTSD, end of life care, relationships, and creativity? Why had something dismissed for decades suddenly become the subject of serious medical research? So I started reporting. The result is Shroomies, a book about psychedelic mushrooms, the people using them, the people studying them, and the strange cultural shift happening around them. It isn’t an argument that everyone should take mushrooms. Psychedelics carry real risks, and I would never recommend experimenting with them alone. It’s a book about what happens when people who have run out of answers start looking somewhere else. That feels very close to what Keep Going has always been about. Failure doesn’t always arrive as a failed company or a lost job. Sometimes it is much more subtle. Sometimes is that the status quo stops working for you, that your biggest enemy becomes yourself. Then you have to figure out what comes next. You don’t have to try mushrooms but please try my book. Shroomies is out today, September 8, in hardcover and on Kindle. If you’re a journalist or simply review books anywhere, I’m happy to send you a copy. Just drop me a line at john@biggs.cc. I hope you read it. As always, thank you for listening and supporting me. It means the world. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    How psychedelics changed my life
  4. Aug 31

    A top-tier product manager tells us how to survive the AIpocalypse

    Melissa Mohr spent her early career at Amazon and built some amazing products before making the move to SVP of product at Vivint. Now she’s here to tell us how to maneuver office politics and survive the onslaught of AI Mohr studied animal science in college. She expected to spend her career working with horses. Instead, she ended up helping solve some of the strange problems that come with trying to change how millions of people shop and live. On Keep Going, Mohr talked about what she learned along the way. Much of it came down to a simple idea: careers are built as much from the things that go wrong as the things that go right. You Don’t Need to Know Everything Before You Start When Mohr joined Amazon’s Alexa smart home team, she had no professional background in smart home technology. In fact, she didn’t have any smart home devices in her own house. “I knew nothing about smart home,” she said. She joined anyway. She would spend roughly nine years working on Alexa, moving from the early days of asking Alexa to turn lights on and off toward much deeper home automation and personalization. Her career is a useful answer to one of the questions that stops people from making a move: Am I qualified enough? Sometimes you aren’t. The better question may be whether you can become qualified. Mohr credits part of her success at Amazon to the company’s willingness to put smart people into unfamiliar problems and allow them to figure things out. But that freedom came with responsibility. She had to understand the business, understand its numbers, understand the customer, and learn enough about each new field to make good decisions. The lesson isn’t to fake expertise. It’s almost the opposite. Know what you don’t know, then start learning. Progress Can Be Very Small Amazon Grocery presented a completely different problem. Selling books and toys online was one thing. Selling groceries meant dealing with expiration dates, shipping costs, inventory rotation, customer habits, and products that could become worthless before Amazon managed to sell them. There wasn’t one great idea that fixed everything. Mohr’s team tested somewhere around 20 or 30 user experience designs. Some worked. Plenty didn’t. Instead of waiting for a single major breakthrough, the team learned to pay attention to small signs that something was getting better. “Small progress” became something worth building on. That’s a useful way to think about almost any difficult project. We tend to want a clear win because wins are easy to understand. You launch the company. You get the job. You sell the product. You hit the number. Most meaningful work doesn’t happen that cleanly. You try something. It works a little better. You try again. Then you keep going. AI Is Changing Jobs, But That Doesn’t Mean You Stop Learning Mohr also has a useful view of the current fear around AI and employment. She doesn’t think AI simply replaces an entire employee in most cases. Instead, she sees it removing parts of jobs. Maybe 30 percent of someone’s work consists of tasks that aren’t particularly strategic. AI can take some of that work. That lets employees move faster, but it can also allow a company to accomplish the same amount of work with fewer people. That part shouldn’t be ignored. Mohr’s response, however, isn’t to resist the technology. It’s to learn how to use it. Her product teams can now turn an idea into an early app prototype in hours. She looks for job candidates who have experimented with AI and figured out how it can improve their work. The danger of refusing to experiment with AI, in her view, goes beyond AI itself. If someone refuses to try a new tool because they don’t like it or don’t understand it, what happens when the next major change arrives? Technology keeps moving. Careers have to move with it. You don’t have to believe every claim about AI. You don’t have to use it for everything. But you probably do have to understand it. Your Passion Might Not Be What You Think Mohr’s undergraduate degree was in animal science. She expected to become an equine vet. She also worked in thoroughbred racing after college. Then she learned something surprising. Turning something she loved personally into her profession wasn’t necessarily what made work satisfying. What actually interested her professionally was solving hard problems. “I think it’s finding something that you’re passionate about, but realizing that passion might not be a personal interest,” she said. That’s an important distinction. We’re often told to find the thing we love and make it our job. But loving horses doesn’t mean you have to work with horses. Loving hiking doesn’t mean you need to work for an outdoor company. You may love solving logistical problems. Or building products. Or fixing organizations. Or working with customers. Sometimes the subject changes while the kind of work that keeps you interested remains remarkably consistent. Ask Yourself Where You Failed One of Mohr’s habits is particularly relevant to Keep Going. Every year, she conducts a serious review of her own performance. What did she do well? Where did she fail her team? Where did she fail herself? Where did she fall short of what leadership expected from her? Then she asks why. Mohr has brought the same practice into her product teams. Even after a highly successful product launch, she wants a postmortem. Something could have been done better. This kind of review only works if failure isn’t treated as a verdict. A mistake gives you information. Use it. The Question Mark Email During her Amazon years, Mohr occasionally received one of Jeff Bezos’s infamous question mark emails. A customer complaint or some other problem would reach Bezos. He would forward it down the company with a single character: ? That was enough. The email would work its way through management. Suddenly everyone knew there was a problem. Mohr remembers them as terrifying. She also remembers something else. Bezos was usually right. “There was always a bigger gap underneath the question mark email,” she said. The frustrating part was realizing that Bezos had spotted something her team had missed.Those weren’t the comfortable moments of her career. Neither were the meetings where she got torn apart. Or the managers she disliked. Or the mistakes she made. Yet years later, those are often the experiences she values. “The worst meetings of my life, they’re very memorable to me,” Mohr said. When everything goes well, she argues, you often don’t improve very much. She sees the same thing when competing with horses. Winning feels good. Falling off or getting eliminated teaches her more. That doesn’t mean failure magically becomes pleasant. Mohr is careful about that too. Sometimes it takes a year or two before you can look back at a terrible experience and understand what it gave you. You don’t need to enjoy the bad meeting. You don’t need to pretend getting fired, losing, failing, or making a terrible decision feels good. Give yourself some time. Then ask what it taught you. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    A top-tier product manager tells us how to survive the AIpocalypse
  5. Aug 4

    Inside iWallet, the payment platform for contractors

    Jim Kolchin started iWallet because he knew the problem from the inside. Before he was building fintech software for contractors, he was a contractor himself. He started his first business in 2003, spent 15 years working in the field, and grew that business from nothing into an eight-figure company. That is where he saw the pain around checks, credit cards, receivables, and all the little financial tasks that slow down home service businesses. Kolchin describes iWallet as a new way for contractors to take payments, saving time and money on check processing and credit card processing. But the company is now growing into something bigger: a financial operating system for the home service industry, serving contractors, distributors, and manufacturers. That matters because home service businesses are still full of old payment workflows. Contractors mail checks, wait on lockboxes, process card payments, chase invoices, and deal with back-office systems that were not really built for the way field service companies operate. iWallet is trying to pull those pieces together in a way that fits how contractors actually work. Kolchin’s path into software was not straight. He came to the United States in 2002 and started with odd jobs: selling ice cream, washing cars, sweeping the boardwalk in New Jersey, and saving enough money to move to California. A year later, he started his first business. He liked contracting, but he eventually saw the limits. A contractor can build a good business, but labour does not scale like software. He had already learned that lesson through another startup, a hardware company that built an automated knife-sharpening machine and was later sold. Before that, he had tried a mailbox sensor, manufactured 100 units, launched a Kickstarter, and discovered that having a clever invention was not the same thing as having a market.That failure taught him one of the oldest startup lessons, but one that still has to be learned the hard way: make something people want. Kolchin said he originally thought like an inventor. If you had a patent, he believed, people would come looking for it. That was not how it worked. Over time, he learned that the customer matters more than the idea, and that the only way to know what people want is to talk to them directly. Surveys and gated forms are not enough. Real conversations are what count. For iWallet, that has meant trade shows. Kolchin said trade shows are one of the best places to meet contractors, talk to customers, test messaging, and understand whether the product is solving a real problem. But it only works if you work the room. You cannot sit behind the table and wait. You have to get up, talk to people, explain what you do, and push through the awkward first half hour until the conversations start to flow. That kind of direct selling is also how you find product-market fit. Kolchin pointed to the idea of the “unaffiliated dollar,” a dollar paid by someone who did not know you six months earlier and bought the product because you convinced them it solved a problem. For him, that was the real test. One unaffiliated customer can become another, and that is where momentum begins. After years of trying different ideas, Kolchin said iWallet found product-market fit about three years ago, became profitable, and began growing quickly. The company is now expanding beyond payments. Kolchin said iWallet is working on Repair AI, which he described as something like Harvey for legal or OpenEvidence for medical, but built for the home service space. The company has filed several patents around the idea and sees it as a major opportunity. At the same time, iWallet is building out more traditional financial products. Accounts receivable is core today, but the roadmap includes accounts payable, checking accounts, credit, and extended warranties. The goal is to give contractors a financial layer that understands their business instead of forcing them to stitch together tools built for everyone else. There is a simple founder lesson in Kolchin’s story. The first idea may not work. The second may work better. The third may reveal the market. What matters is learning fast enough to stop building only what interests you and start building what people will pay for. That is what iWallet is doing now. It began with contractor payments. It is becoming a larger financial system for an industry that still runs on too much paper, too many checks, and too many disconnected workflows. Kolchin built iWallet because he lived the problem. That is often where the best companies start. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    Inside iWallet, the payment platform for contractors
  6. Aug 3

    Making art out of pain

    Angie Elita Newell does not write easy books. Her novel, All I See Is Violence, is not a fantasy escape, which she joked about after finding herself surrounded by “sexy fairy” books at BookCon. It is a historical novel built from trauma, archival research, Indigenous memory, and the long shadow of state violence. Newell is a member of the Liidlii Kue Nation, part of the Dene linguistic group. Her mother was an Air Force pilot. Newell became a historian. Those facts sit close together in her life, but none of them came easily. On Keep Going, she talked about the residential school system, the Sixties Scoop, and the Canadian government’s removal of Indigenous children from their families. Her mother attended one of those schools, and Newell was later placed in a non-Indigenous household through the assimilationist child welfare system that followed. She described the damage from these policies as “monumental,” and said the goal was to either “annihilate or assimilate.” That is not abstract history to her. It is family history. It is community history. It is also the ground from which her work grows. Newell said she became “a very sad child” and then “a very angry teenager.” She dropped out of high school, travelled to Europe, became absorbed in Tolkien and Impressionist art, and eventually made her way to university in the UK after writing short stories for admission. She did not enter academia through the normal door. She found another way in. That route matters because her work is built around questions most institutions would rather avoid. Why were Indigenous children sent to residential schools? Why were reservations created? Why were treaties broken? Why are some histories documented and others buried? Newell said archival research kept pushing her back to the same question: “Why?” The answer, for her, is not just to expose trauma. It is to transform it. When I asked how someone turns pain into art, Newell said the first step is being able to digest it. Trauma can crush a person, she said, but when it can be integrated, it can be “transmute[d] to wisdom.” In its highest form, that wisdom can become art. That line is the whole interview. There is pain that breaks people, and there is pain that becomes a kind of knowledge. The difference is not neat. It is not easy. It is not a motivational poster. Newell worked with residential school survivors and Holocaust survivors, and she saw how survival required a capacity to integrate what had happened without being destroyed by it. Her influences reflect that. She talked about Primo Levi, Hemingway, Picasso’s Guernica, Monet’s darker paintings, and the way art can carry suffering without turning away from it. Great art, in her telling, does not decorate pain. It gives pain a structure strong enough to hold it. That is what she is doing in All I See Is Violence. The book moves through the Battle of Little Bighorn, Wounded Knee, the 1970s, the Vietnam War, Indigenous warriors, intergenerational trauma, and the violence that repeats itself across time. She said the novel is about 70% factual and that she spent two to three years doing archival research before another historian reviewed it. The history itself is full of things we are not usually taught. Newell became especially interested after a Cheyenne elder asked her whether she knew there were female warriors. She did not, and that question sent her into the archives. She found evidence that women fought at Little Bighorn and that they fought differently to make up for differences in size and strength. That is one of the gifts of the conversation. Newell is not interested in flattening history into heroes and villains. She is trained in archival research, but she is also a novelist, so she understands that history is not just dates and documents. It is motive, contradiction, greed, fear, faith, betrayal, survival, and the stories people tell afterward to make themselves feel clean. She said she tries to approach history neutrally, not by declaring what is good or bad, but by presenting what happened. That does not mean the work is emotionally neutral. It means she respects the reader enough to let the facts carry weight. What keeps her grounded is not social media or noise. She said she did not have Instagram until her book came out in 2024, and she had not really engaged with YouTube either. Instead, she reads, researches, walks in the woods, eats close to the earth, and stays connected to nature. Her daily life is built around attention.That matters because attention is a form of survival. Newell’s life could have pushed her toward distraction, bitterness, or collapse. Instead, she built a practice around reading, research, art, elders, history, and language. She followed the thing that kept calling her. “For me, it’s following your passion,” she said. “Everybody’s gonna have something that you’re really passionate about. And that’s probably a clue that that’s your life’s purpose.” That may sound simple, but her version is not soft. Following your passion, for Newell, meant walking into some of the darkest archives in North American history and staying there long enough to make something true. It meant looking at the violence directly without letting it define the whole story. Her next project is about Geronimo, Lozen, Nana, and the Apache resistance. Again, she is drawn to the places where official history has left people out, especially women, medicine people, warriors, and spiritual leaders whose lives were made smaller by the record. There is a lot of talk now about storytelling, usually in the corporate sense. Tell your story. Own your story. Build your brand. Newell is doing something older and harder. She is recovering stories that were damaged, hidden, misread, or ignored. She is taking inherited pain and turning it into art, not because art fixes the pain, but because art can keep it from disappearing. The bottom line? You take the thing that almost crushed you. You digest it. You transmute it. Then you write. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    Making art out of pain
  7. Jul 27

    The internet didn’t kill magazines. We did.

    I had one of my favourite conversations in a long time this week with writer and Full Bleed podcast host Arjun Basu. We both came from the magazine world. We remember the days when magazines had millions of readers, editors could call a trend before it happened, and entire industries waited to see what would appear in next month’s issue. Then the internet arrived. Most people tell that story as if technology simply destroyed print. Arjun had a more interesting take. He argues the first mistake wasn’t losing advertising. It was trying to make magazines behave like the internet. “The internet spent all that time just being like magazines and newspapers,” he told me. “And then slowly the ad dollars started going away.” That made me think. Every new technology seems to convince the old one to abandon what made it valuable. Magazines chased clicks. Newspapers chased page views. Television chased YouTube. Now everyone is chasing TikTok. Somewhere along the way we stopped asking whether we should. One thing Arjun said really stuck with me. “The publisher sort of forgot about the reader.” When advertisers paid the bills, readers became a metric instead of the customer. Today that’s changing again. The publications that are succeeding are asking readers to pay directly, which means they have to produce something worth paying for. The audience is back in charge. There’s another twist I didn’t expect. Many of the people buying independent magazines today aren’t Gen X nostalgics trying to relive the 1990s. They’re Gen Z. Magazine shop owners are finding their stores filling up with people in their twenties who are making zines, buying beautifully printed magazines and treating them as social spaces instead of relics. Maybe that’s because they grew up surrounded by screens. Maybe holding something real has become the novelty. I don’t think print will ever return to what it was. Neither does Arjun. “The days are over,” he said. “You are paying your penance, and I’m trying to bring it back.” He’s probably right. But perhaps that’s the wrong goal. The future isn’t recreating the old magazine industry. It’s taking what magazines were always best at, thoughtful curation, strong voices and memorable design, and building businesses around communities instead of advertising. That’s a much harder business. It also might be a much better one. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    The internet didn’t kill magazines. We did.
  8. Jul 20

    Creators aren’t the new influencers, they’re the new media companies

    When most people hear the word “creator,” they think of someone promoting protein powder or the latest gadget. Tanya Cohen sees something very different. Cohen is the co-CEO of Made By Us Studios, a company trying to bridge Hollywood and the creator economy. On this week’s Keep Going, she made a simple point that explains why so much of the media business is changing. “Every creator can become an influencer, but not every influencer can become a creator.” That distinction matters. An influencer rents attention. A creator builds intellectual property. They create stories, characters, formats and communities that people return to again and again. Instead of simply recommending products, they’re building entertainment businesses. Some of the largest creators now attract billions of views every month. Their audiences rival traditional television networks, but without the overhead or the geographic limits. As Cohen put it, many creators have become media companies with a person at the centre instead of a corporate logo. That shift is changing advertising as well. For decades, brands paid millions to interrupt audiences with commercials. Today, many would rather become part of the content itself. Instead of producing a traditional advertisement, they’re giving creators the freedom to build stories that naturally include a product. When it works, viewers don’t feel like they’re being sold to. They feel like they’re watching the content they already came for. Trust is what makes that possible. “Trust is the only asset a creator cannot afford to lose,” Cohen said. Creators speak directly to their audiences every day. They know what resonates because they receive immediate feedback through comments, views and engagement. That relationship is difficult for traditional media companies to replicate. For anyone hoping to become a creator, Cohen offered surprisingly practical advice. Don’t worry about expensive cameras or production quality. Start with authenticity. Figure out what makes your voice different and show up consistently. Today’s audiences often prefer content that feels genuine over something that looks overly polished. With AI lowering production costs even further, the biggest advantage isn’t technology. It’s originality. One prediction stood out. Cohen believes we’re moving back toward a model where artists own more of their work, similar to the United Artists era of Hollywood. Instead of platforms controlling everything, creators will increasingly own their intellectual property while using digital platforms as distribution channels. Whether that prediction comes true or not, it’s clear the lines between Hollywood, YouTube, television and social media are disappearing. The next major entertainment company may not begin with a studio lot in Los Angeles. It may begin with someone holding an iPhone in their bedroom. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.keepgoingpod.com/subscribe

    Creators aren’t the new influencers, they’re the new media companies

Ratings & Reviews

5
out of 5
7 Ratings

About

When you're going through Hell, keep going." This is a podcast about failure and how it breeds success. Every week, we will talk to amazing people who have done amazing things yet, at some point, experienced failure. By exploring their experiences, we can learn how to build, succeed, and stay humble. It is hosted by author and former New York Times journalist John Biggs. Our theme music is by Policy, AKA Mark Buchwald. (https://freemusicarchive.org/music/policy/) www.keepgoingpod.com