For More Episodes Visit: www.podcast.scottdclary.com
Matt Rizzetta has served as CEO since N6A’s inception. Under his leadership, N6A has been ranked as the #1 fastest-growing agency in the United States in its revenue category by O’Dwyers, as well one of the 50 most powerful agencies in the United States by the Observer.
Matt has been instrumental in creating N6A’s “Compete and Care” culture and “Embrace the Pace” atmosphere, which have been lauded as the most rewarding, collaborative and unique in the agency world by Forbes, Monster.com, New York Post, Chief Learning Office Magazine, Entrepreneur, and others. N6A was named a finalist for Digiday’s Most Innovative Culture Award, and as a winner of PRWeek’s Best Places to Work.
Matt is the author of #EmbraceThePace: The 100 Most Exhilarating Lessons Learned In A Decade Of Entrepreneurship, which chronicles his entrepreneurial journey. Matt serves on the Alumni Board of Directors at his alma mater Iona College, and resides in Westchester County, NY, with his wife and three daughters.
SUCCESS STORY PODCAST
The Success Story podcast is focused on speaking to incredible people who have achieved success through trials, tribulations, wins and losses. In each episode we sit down with leaders and mentors. We document their life, career and stories to help pass those lessons onto others through insights, experiences and tactical strategy for business professionals, entrepreneurs and everyone in between.
Machine Generated Transcript
business, people, book, lessons, pr, entrepreneur, career, outcome, years, life, learned, success, pr firms, podcast, eulogy, founder, build, marketing, incremental ism, money
Matt Rizzetta, Scott, Scott D Clary
Scott D Clary 00:06
Welcome to the success story podcast. I’m your host, Scott Clary. On this podcast I have candid interviews with execs, celebrities, politicians and other notable figures, all who have achieved success through both wins and losses. To learn more about their life, their ideas and their insights, I sit down with leaders and mentors and unpack their story to help pass those lessons on to others through both experiences and tactical strategy for business professionals, entrepreneurs and everyone in between. Without further ado, another episode of the success story podcast. Alright, thanks again for joining me I am sitting down with Matt RoZeta, who is the founder and CEO of North six agency, otherwise known as n six A is one of the leading public relations firms in the United States. Matt founded the firm out of his basement 2010 And over the past decade has built and succeeded to one of the fastest growing PR firms in the United States. Under his leadership, and six he has been named as one of the 50 most powerful agencies in United States by the observer, PR week’s best places to work and as one of entrepreneurs Magazine’s Top company cultures in America to this day and six he remains 100% founder owned and operated and has never taken any outside capital raise that is known for being one of the most innovative leaders in the area of public relations, marketing and corporate culture. He is the leader behind N six A’s pace points program, which is the first employee incentive program that enables employees to customize the rewards and the outcome relations model which is challenged the public relations category head on by aligning PR with KPIs specific business needs outcomes, not just high level so he’s really he’s really delivering for brands. Rosetta is the author of two books the death of irrelevant PR outcome relations is the new public relations and embrace the pace the most 100 most exhilarating lessons learned in a decade of entrepreneurship. I was at a serves on the Board of Trustees at the marketing edge and on the Alumni Board of Directors at his alma mater, Iona College. He resides in Westchester County, New York with his wife and three daughters. Thank you so much for joining me, Matt. I really appreciate the chat. I’m excited to sort of unpack your career, what you’re doing at NCSA and and dive into, you know, you dive into the book 100 most exhilarating lessons. I’m a big fan of it. And I like how you framed sort of your experience because every podcast I asked people for life lessons. This is basically a book of life life lessons. Excuse me. But yeah, thanks so much for coming.
Matt Rizzetta 02:31
Thanks, God appreciate the background. And I’ve been a big fan of the programs for a long time. So it’s an honor, honor to be here.
Scott D Clary 02:37
Appreciate, you know, I appreciate you coming on and and before we speak about and six A and before we speak about some of the the lessons that you’ve learned over building one of the best and most profitable and, and fastest growing prolific PR firms in the US in the States. Let’s speak about your career. So walk me through, walk me through the mat RoZeta origin story.
Matt Rizzetta 03:05
So yeah, so just, you know, I grew up about 20 miles or so north in New York City. I went to Mamaroneck high school, I guess I would describe my childhood as idyllic. You know, I had two great parents, they complemented each other perfectly. My dad was more of the pragmatic kind of discipline, one Oh, a man of integrity and principles. My mother was a little bit more of a dreamer. She really taught me how to think she was very inspirational, she really believed in me. And they both together shared an unconditional love and support for me, I had a developmentally disabled sister as well. And it was just a great balance of pragmatism and idealism. That was my background. And both parents, you know, were very present in my childhood, then you throw in my grandparents into the mix, you know, who were also very present my life on working immigrants, you know, never really spoke our language. They made incredible sacrifices for future generations, like myself and parents. And they were also very present in my childhood. We wound up naming our company then after my grandparents were six agency after value, which is the street to which they immigrated. And anyway, it was just a great childhood, you know, it’s filled with lots of love food support, and it really built a nice foundation for me to dream to aspire to build something later in life. Obviously, when I launched NCSA, you know, a lot of that had to do with lessons.
Scott D Clary 04:29
And was Encik say, the first thing you did, did you work for companies before? Or were you just like, you know, headfirst, I want to be an entrepreneur, I’m gonna start this. And it was successful, because most entrepreneurs I speak to, they’ve had a lot of like, screwed up a lot of shit before they get something that works, or you know, they’ve worked in a company that can’t work for somebody. So what’s, what’s the story of, you know, your professional background?
Matt Rizzetta 04:53
Yes, I got out of you know, you mentioned I went to Iona College, which was about, you know, about five minutes from where I grew up. Got out College, you know, have had been used to working hard my whole life. I was an amateur boxer in college, I worked, you know, jobs college. So I was kind of used to hard work. And once I graduated, my goal was really to become a sports agent. A distributor sports agent ca. I did Yeah. Yeah. That might my dream job, whatever, 10 years ago, and that’s what I that’s what I wanted to do. So I got a job at of Ayana. Working for Sony BMG, I worked a nine to five in the park department, I would take train down to town Manhattan, fight my way through Midtown traffic and up to Sony BMG office 43rd floor, and I worked in the marketing department, nine to five, then literally, I would rush home. And from the hours of about 7pm to like 2am Every night, I would represent athletes, I would try to get them jobs, overseas basketball players, we also represented some entertainers well, and my goal was really just to build a client base and revenue stream where I could afford to go out and do that on my own full time. Anyway, I learned some hard lessons along the way, like many young entrepreneurs do, being a sports agent, at least, you know, my experience wasn’t all that cracked up to be. Um, but But you know, through those lessons, it taught me a lot about how to build a business taught me a lot of lessons about how to serve, you know, how to operate a service in a services environment. And then four or five years later, when I started to say, a lot of those lessons with me to start.
Scott D Clary 06:32
That’s okay, I’m just gonna I’m gonna clip it. So don’t worry about that. I just wanted to get my my background lighting going. I forgot to get my whole my it’s early for me to give me a break, man. It’s very early. Oh, yeah. Well, listen, I can change it to but right now it’s made BlazBlue. That’s not my team, don’t worry. But it’s like, I think they have about the same winning streak as the Rangers right now. No one’s doing that hot. And I have the original six. So there you go. Very good. So, so that does tee it up. So you know, you you worked in marketing, you worked as an agent. Now, what made you want to go into PR? And what what was the first iteration of Encik? Say?
Matt Rizzetta 07:16
Yeah, so you know, fast forward, then about four or five years later, after my failed experiments that I experienced, trying to be a sports agent. That was 2627 years old. My wife was a public school teacher in Brooklyn at PS 205. I had, I had moved on to another agency or to kind of was working my way up the corporate ranks and PR marketing. And I, you know, I got the entrepreneurial bug. I just, you know, like many entrepreneurs, I looked at the agency environment, and I just thought I could do it a little bit better. My naivety and stubbornness kind of brought me to start the business I’ll never forget, it’s in my book. The first lesson is never forget your survival days, I’ll never forget January 29 2010, I just turned 27 years old. I’m sitting there at a diner in Yonkers, New York, with my wife, who was about seven months pregnant with our daughter, piano, we now have three. And I literally was, you know, begging and pleading with her to let me do let me start my own firm, and say, and he looked me in the eye, and she said, No, that I believe in you, I believe in, in the vision and she let me do it. And we started the agency, the next day out of my basement, had no money, incompetent clients, my wife was on earnings leave. So literally at 00 money. And the rest is history. You know, we started it out of our basement, just worked our butts off. And then here we are 10 years later, you know, we’ve been in business for a decade, we’ve had really great run, but never taken any outside capital, as you mentioned, and it’s just been a great, great journey. But it all started right there in Yonkers diner, and years ago with a crazy play on it
Scott D Clary 08:59
wife got some, that’s risky, to say the least. That’s not, that’s not, you know, some people, when they when they start a business, it’s a little bit safer. If they have like a great great income, or you know, they’re a little bit more comfortable, or their wife isn’t seven months pregnant, and they’re on maternity leave. So that’s that is very risky. So walk me through as you built your business. I understand at a high level what PR does, but let’s just tee it up for people. When you say you’re a PR firm, what problems are you actually solving? What’s your niche that NCSA solves for?
Matt Rizzetta 09:38
So we’re trying to do is we you know, historically PR has kind of lived as footnotes got in the marketing stack where it’s been very difficult for brands to measure right and they brands kind of feel like they need a PR firm or they need some sort of PR presence but they’re not really sure why they just know that they need to be positioned in a certain way in the marketplace. Obviously brand perceptions but nowadays is, is incredibly important, probably more important than it’s ever been. But it’s always been very difficult to trace the value of PR to some sort of tangible business outcome. That’s where, you know, that’s where our model is a little different. And we’re really focused on helping brands actually align PR with a specific business outcome, that business outcome could be a revenue outcome like lead, it could be a recruiting outcome, you know, getting talent to want to work at your company, it could be an m&a outcome, you know, transactionally speaking, it could be a liquidity event in the form of an IPO, it could be a competitive outcome, where you’re just getting your buck kicked for whatever reason, by your mission, and you need to leapfrog them. So that’s what our model is focused on. It’s really kind of tangible, measurable PR aligned with business outcomes, not PR, just for the sake of
Scott D Clary 10:49
- And And do you find that that has been somewhat of a like, Are you are you sort of paving the way in that regard? Like you are the one of the main firms that actually does that?
Matt Rizzetta 11:00
Yeah, I mean, look, you know, when you go into a meeting with the CMO and CMOS meeting with tons of PR firms, and PR professionals, and every one of them is telling them that they need PR because they have to invest in their brand, but they make business for it. You know, we’re going into those meetings, and we’re saying, You need PR not because you just have to invest in your brand, but you need your because we’re going to fight for it on the p&l, we’re going to demonstrate, you know, where it where it’s going to lead to incremental outcomes, right on the p&l. So that, you know, that really has kind of differentiated us. In many respects, it didn’t just happen overnight, it was a lot, it was a 10 year journey for us. And at about year six or seven in the journey, the light bulb went off. And we were sitting in front of our buyers, CMOs VPs of marketing CEOs. And they were like, Yeah, PR is great, but how can we how can we show that it demonstrates some kind of business value. And actually, when we started to go through the rigor and discipline of trying to create a model, again, with PR, you know, PR, in our mind is the most valuable asset in the credit in the marketing stack is its credibility, PR is credibility, right. And you can’t do anything without credibility. If you’re a brand can’t recruit talent, you can’t sell your company, you can’t sell your products. So our argument was that PR is the most valuable component of the marketing stack. It just wasn’t getting the credit, it deserved, because these PR practitioners weren’t finishing the race for their clients, they weren’t taking the credibility assets. And then, and then aligning them with some sort of business outcome. So that’s been our approach the, you know, certainly over the past three or four years that we’ve found it to be successful.
Scott D Clary 12:37
So I appreciate that. And I think that that makes a lot of sense. And I think it’s also very important in the age of transparency, and the age of canceled culture, and all of these things that are going on that businesses are very much aboveboard, and in line and in sync with what the market is saying, because if you’re not, you know, social media is a mother right now. Like it’s, they don’t give you much mercy. Right. So and we’re seeing that more and more especially, especially what we’re living through right now. And you know, that’s a whole other whole other conversation. It’s a great, it’s a great point. But I also really want to dive into it, I’ll give, I’ll let you decide. But I would love to go into some of the actual tangible lessons that you’ve built out. Because when I when I actually read your book, that’s where that’s where I saw a ton of value. But I was just curious, because you’re in it. Do you have any any thoughts on like best practices for businesses that are trying to understand and climatized and acclimate to this canceled culture? You know, all this social media pressure to do this thing, that thing? It seems like everything, there’s an everyday there’s a new thing that businesses are supposed to be doing to stay in touch and in tune and sensitive to topical issues. So how do businesses sort of ride this wave? Because it’s very difficult. I find I saw, you know, we’re speaking about speaking about, obviously, George Floyd protests and how businesses are are dealing with that. And I saw something that was just horrible. It was, there’s these influencers, overseas, I don’t know if there were any in North America, but they were, they were in solidarity of the black community painting blackface on themselves. And it was just like this, basically a PR disaster. And like, that’s what I think businesses don’t understand. They don’t understand how to deal with all of these trending topics. You’re not agile enough. And then you saw these influencers. This is just like, obviously the worst possible case of trying to do something positive, but the outcome being negative. And it’s just a point that I read last night. That’s why it’s top of mind. It was just insane that I saw that. And I think people actually thought that was okay. But how do businesses keep up with all of the social pressures as a PR firm, what would you recommend? They do? I guess, tire PR. But But yeah,
Matt Rizzetta 14:54
I think Scott, I think the I think the first thing is you have to stay true to your core values and you have to live and breathe those values in the form of actions, right, not in the form of words. And I think that that’s sort of the golden rule for businesses, I believe that, you know, to your point, I’ve been running a business for over a decade now. And look, it’s a lot. It’s a lot, there’s a lot more peer pressure, everything is under a microscope, everything is much more public in terms of how you’re managing a business now than it was a decade ago. So, uh, you know, my advice and counsel to business leaders right now is just to stay true to your core values, I think corporations to your point earlier. You know, to your point earlier, corporations can be a platform for impact and change. And I think it’s on corporations to do their part to impact change by doing just by saying, and if you’re a corporation, I can just be, you know, our company at N success. Corporations can, you know, do in three ways, there’s three ways I think they can do. Number one is through time, number number two is through knowledge. And then number three is through money. And I think it’s incumbent on corporations to do their art. Um, you know, in each one of those areas time, you know, time is, at least in the services, business time is our most valuable resource, right, so we can donate if we can give our time to impacting social change. You know, that’s part of the responsibility, I believe, as a corporate citizen today. Number two is knowledge. So all of us, as corporate leaders, on behalf of our entities can lend something to help impact change in the form of knowledge are, you know, my business’s domain is PR and marketing services. So we have a specialized skill that we can contribute in some way to impact social change via our knowledge of marketing, or PR, or whatever it is, and then money, which obviously, depends on, you know, the size and scale of the operation, but in some way, shape or form, I think, to the extent that, you know, companies can contribute their financial resources, packaging, they should do that. And that’s been our whole thing, not just with the recent environment in which we’re operating. But, you know, all along over the past 10 years, you know, I always said to our employees, Scott, you know, we really want to be a company that backs up our words with actions, we don’t want to be a company that just says, We want to be a company does that’s important. Yeah. Sometimes we have to, you know, we have to avoid the temptation of peer pressure and to be the first one to post on Instagram or LinkedIn. But we were going to be the first ones to meet as a team and discuss how we’re going to do things to actually impact change. No, I’m good with that.
Scott D Clary 17:37
Yeah, I think that’s a smart, I think it’s a smart way to look at it. Because I think there’s a lot of like, I think he, you know, thinking through a lot of these, these things that companies are doing are knee jerk, and they’re not actionable. So it’s all great to be talk on social and be the loudest, but in six months, what have you what changed you actually invoked in your organization or for you know, the community. I appreciate that I you know, I don’t I don’t want to go too much into that. But I just think it’s relevant, because that’s your that’s your, that’s what you do. So I think that it’s something that if somebody is listening, and they’re in a business environment, I think it’s valuable to understand from a P from one of the leading PR firms, experts point of view is like those points you mentioned, but be be be in line with what your core values are. But there’s other ways that you can contribute to make sure that there’s actually an action and outcome. That’s not just a superfluous or like high level or, you know, a Vanity, vanity action, right? You want to be true and impactful.
Matt Rizzetta 18:37
Rather be the company to that point, you know, I’d rather be the company that you never hear about that does things than the company you always hear about.
Scott D Clary 18:46
Yeah, very well said. Very well said. Okay, so let’s, let’s break down. Let’s break down some of the points in this book, because, and I want to say this, when somebody writes a book, a lot of people write books, books are great. A lot of people write books, but sometimes, sometimes it feels very salesy. If I speak too much about the book on the podcast, and that’s honest, and I don’t like speaking too much about the book, I rather pull out the value in the individual and then that they’ve written the book, like people are listening or watching whatever, they can go get that book. And that’s cool. But I really do want to focus on some of the things that you’ve mentioned in the book, because the book is literally a list of lessons that you’ve learned over your career. So I don’t care if you had written it in a book or not, I still want to get that out of you. Because that’s what you’ve lived in. Those are the the struggles that you’ve, you’ve dealt with. So, um, so I guess, you know, there’s there’s a few really, really strong points that I really enjoyed one of them being working for your eulogy, not your resume. I want to that’s a very strong statement. What does that mean? In your words? How can people use that to impact their own career, their own business
Matt Rizzetta 20:00
I just got a eulogy over resume is one of the lessons on the 100 lessons. Book, as you mentioned that I learned that one, and it’s one of the most meaningful ones to me, you know, entrepreneurial journey, I learned that when it was about 2014 2015, I was about four or five years into NCSA at the time, and you got to first of all, you have to understand, you know, where I come from. And I mentioned my upbringing and my background, and, you know, I was very blessed growing up to have a family that totally supported and loved me, and I was really showered with all of this amazing, unconditional love. But, you know, we never in my wife to, you know, we never had generational money, you know, so to speak. And so this, this M six A entrepreneurial journey, like, you know, when we were making some good money, the first couple years, in business, I mean, we achieved success, I would say pretty quickly, in our, in our journey. So around 2014 2015, we were approached by some firms, larger firms and strategic investors that, you know, wanted to buy us or invest in us, in some cases and financially, would have represented a significant, you know, really life changing event, that wouldn’t have been Mark Zuckerberg, or Jeff Bezos, but, you know, for where I came from, you know, it was it was certainly life changing money, it would change the trajectory of, you know, my family, my children. And it was the first time in my career where I was dealing with something like that. And obviously, it’s a good thing, right, because your show, it kind of validates that you’ve built a great business, and other people now are looking to invest or buy, you know, by the firm. So obviously, that was incredibly, you know, exciting for me, but it also created this, you know, almost identity crisis, because I loved the business, and I didn’t just want to give the business up and, you know, become, you know, become a vice president to the senior vice president to an executive vice president and COO. And, you know, like, that wasn’t really something that I was incredibly motivated by. Um, so I had these two things pulling at me, you know, one was the lore of financial security. And the other was the fact that I would have to give the business up and our identity and in all of all of that, and at that time, as I was literally, it was like, a sign from above, in my mind. And at that time, I heard a TED Talk by a author, you might have heard of me, David Brooks, and David Brooks was talking about in his TED talk, the concept of people who lived for their eulogies, and people who live their resumes, to different types of people. And the vast majority of people tend to live for their resumes where they’re living to set the next job up the next opportunity up, and, and then there’s a rare minority of people that live for their eulogy where they live, not to set the next job up. But they’re living today, based on how they want to be remembered whenever said and done. And he was talking about it and much more of a spiritual personal context. Obviously, as an entrepreneur, I sort of applied it to my business journey. But I remember hearing that speech and it really changed my life. And I remember saying, that’s how I want to run my business, I want to run my business, based on the eulogy, based on how we’re going to be remembered, when all is said and done, we don’t want to be a brand that just kind of fades into oblivion. And unfortunately, that comes with some really difficult sacrifices and decisions. In my case, it’s been turning down to Laura, you know, investment capital, and, you know, and money many times, but, you know, I believe it’s the right thing to do. And, you know, when I’m old and gray, sitting on a porch somewhere, and, you know, smoking a cigar or whatnot, I really want people to remember a company built something of significance that doesn’t just fade into oblivion. And that’s kind of the eulogy concept. And I think we’ve been pretty true to that, obviously, you know, there’s, it’s always difficult to live and breathe that every second, you kind of have to remind yourself that you’re in it for the eulogy. But I think we’ve done a pretty good job as an organization, know, of living as much as you possibly can.
Scott D Clary 23:56
I love that. And I think that, you know, it does something else. And you mentioned lifter, your eulogy, not your resume. I also think that that’s more of a long term vision. And obviously, that’s a silly thing to say, but it’s more of a long term vision. But that long term vision, what I mean by that is it’s driving an authentic outcome over the long term as opposed to a short knee jerk reaction to a potential upside. You’re you’re you’re doing something for, for for some longevity, right? You if you live for your yield, if you live for what you’re passionate about. If you take that and you and you compounded over years, trust, you will have that resume portion as well, you will have success. But I think that keeping that in mind, I think that that sort of frames up how you should focus all your efforts, all your initiatives, they should be long term and they should be they should be something that you’re you aren’t trying to capitalize on in the in the short term. And I think that that’s that almost runs counter unfortunately to a lot of the way businesses done today. But I think that the people that are most successful and happiest are people have that patience, and do look towards building something long term that they can enjoy. Whereas if you have that, you know, I think has been propagated by Silicon Valley, you know, short term returns by ROI, get in, get out quick, you know, make 10x What you put in that mentality is toxic to a lot of entrepreneurs. And that that mentality, not every, not every entrepreneur, of course, it’s nice to have a big exit, of course, but it’s not the it’s not the reality for most people. It’s like, if you look at the if you look at this, the subset of entrepreneurs that actually last 10 years, it’s very small, and the ones that turned into unicorn exits, it’s like, it’s, it’s, it’s infantile, like go buy a lottery ticket, it’s much easier than starting a company, it’s gonna go turn to a unicorn. So I think that having that mindset just sort of frames your expectations of of the work and the effort that you have to put in. Because if you work for your eulogy, then you’re no longer you know, again, it’s the age old, saying, like, it’s not a it’s not a sprint, it’s a marathon, right? But it’s the same thing. You’re just you’re just taking it long term. And I like how you framed it, because it’s not only not only it’s not a sprint, it’s a marathon. But it’s, it’s, it’s not short term, it’s long term and meaningful.
Matt Rizzetta 26:15
Yeah, yeah. I totally agree with that. In fact, those you know, you’re speaking to a couple other lessons in the book. And by the way, I, I just want to preface this by saying that the book is 100 lessons learned, which implies that I made mistakes, I mean, I made mistakes to learn all 100 These lessons. So yeah, about the UG approach, you know, when I was 26, or 27 years old, you know, I got punched in the face a lot, a long way to learn these lessons. But you nailed it. I mean, look at these are other lessons in the book. I think consistency and longevity are the most overlooked qualities in anyone’s career. And that’s another lesson that I’ve learned the hard way, I’ve been surrounded, you know, I’ve been blessed to have been surrounded by so many clients and friends in my network that have had really successful exits, you know, short term exits. And it took me about nine or 10 years to realize this, but that doesn’t necessarily define success in one’s career. I’ve seen I’ve seen a lot of companies have short term successful outcomes, you know, successful quarter successful years, you know, hit hit the, the perfect, you know, timing, bubbles, and VC capital investment. And in their own right, they’ve had incredible, incredibly successful outcomes. But that’s not necessarily in my mind, what would define an a successful career, I think the ones that have achieved consistent, long longevity, you know, consistent success, incremental improvements, and they’ve done that year over year over year over year for a very long time and played the long game, in my mind those been the ones that have been the most successful. And that, that, you know, that’s kind of been my experience. You know, the other thing on that is I have three words that I found are the sexiest in the business, and the entrepreneur dictionary over 10 years. Number one is discipline. Number two is incremental ism. And number three is accountability. And the reason I say that they’re sexy, is because they seem like the least sexy words, right? Like when you talk about discipline, you know, people want to want to vomit. When you talk about incrementalism people, a lot of people don’t even know what that means. And then when you talk about accountability, that sounds like coach speak, but it doesn’t sound like it’s actually practice. But as I’ve learned in my journey, the entrepreneurs who are disciplined, they have a rigor in place, they study they take, they put the time and they put the road work, and they truly focus on bringing a level of discipline and rigor to the way they operate. Their businesses are the ones that are able to achieve the most long term success, the ones that focus on incrementalism to, it’s not about you can’t go from being, you know, a new entrepreneur to the to a great entrepreneur overnight. The way you go from being a new entrepreneur to a great entrepreneur, is through incremental ism, through making incremental progress. It’s through holding yourself accountable, looking in the mirror, you know, plugging holes, doing that year after year, day after day, and over time, you’ll build a really special career. And then you know, on those along those lines, accountability to, you know, it’s on me, I’m running our business. Ultimately, every decision that the business makes summit in some way, shape, or form is a reflection of me, it rolls up to me. And that’s true of all entrepreneurs out there, and they need to be very comfortable with that level of accountability. If you hire somebody, that person makes a mistake, well guess guess what, you know, by extension, you are accountable because you hired that person. And it took me a little bit of time to get comfortable with that level of accountability. But I think it’s really important anyway, you know, those are sort of the three most three sexiest terms in my mind. And it runs counter to what a lot of entrepreneur books might tell you, but that’s been my experience disciplining those
Scott D Clary 29:49
I think those are great. I think those are and the way explained them are I think that sort of frames up why they’re so important. That’s actually a word that I’ve never heard used before incremental incrementalism incremental ism. So, when you say it, it makes sense, but I’ve never actually used it. I’ve never heard it used as a word that describes like, the way you should approach business. So it’s, it’s a very valid, I like that a lot. I like that I like that word a lot, I’m going to start using that, to be honest, I’m gonna, I’m gonna take, because you always hear about, you know, the passion, and you know, the grit and all these other types of like, entrepreneurial words, but incremental ism, it tees it up, I just say it, because I’ve just never heard and that’s why I love it, because it just, again, it’s about framing expectations. And if you can frame expectations as an entrepreneur properly, suddenly, the whole process doesn’t seem so scary. And I think that that’s probably the best takeaway. And even in both of these, you’re the sort of the same thread is like, patience, it’s patience, and understanding and celebrating the small wins, baby steps, incremental ism, working for the long term, like all these things, I’m starting, I’m starting to see a theme. That is what’s driving the success. And, and I think that some people, some entrepreneurs, you know, if I, if I look at the people that I know, and they’re not tech entrepreneurs, and they’re not marketing entrepreneurs, they could sell, like, they could sell a very boring product they could sell and I did air quotes, because, you know, it’s their life. But I mean, they could be selling something like, I don’t know, like, just like a very, like, not nothing too sexy. And if they stick with it, and they celebrate the small wins, and they, they manage that for you know, 10 plus years, you start to see that they have massive amounts of success. And it’s just because they’ve, they’ve kept with it over x period of time, and they didn’t expect anything, you know, anything monumental and unspeaking really very, you know, tactile widgets, like if you’re selling, for example, I knew I used to work for guy who sell a sold phone systems, I used to work in telecom, and he sold phone systems, and he and he did that for like, 20 years. And now he’s massively successful, very, very happy. But it was just like, it was grind, it was grind, grind, grind, grind, grind. And he did that for his, you know, for over 20 years since since he graduated university. And he’s a really, really smart individual, but there was no major wins there. Like he actually he writes about some of the the struggles and the stresses and, and he didn’t, he didn’t frame it in the term, you know, incremental ism, or, or any of the things that you’re mentioning now, but it’s definitely it’s definitely a common thread with a lot of people that have seen success over like, you know, X period of time.
Matt Rizzetta 32:36
Yeah, it’s alright, I remember Scott, to put that into context. I remember, when I started on six, a, I actually look, I have the business plan that I developed or didn’t say, and I look back on it once a year, just as a, actually the same day on end, six a day, January 29. Day decided to start a firm, I look back at the business plan. And I kind of laugh because I look at the superlatives, I used to develop a business plan, I was 26 years old. Like These were, these were the words I use that I thought were going to define success. It was sprint, it was fast, it was quick. And really, you know, when I was 26, or 27 years old, starting our firm, I was naive, and I believe that we were just going to achieve immediate success, but we’re gonna flip it we’re gonna get it was totally the resume over the eulogy mindset at that age. And now I look back at that 10 years later, and I laugh because when all of a sudden, my career is, is over, I want to be defined by consistency and longevity. I don’t really care if people you know, I don’t really care about short, Sprint’s and having a really successful outcome over a quarter or a given year, I want people to look back at my career and say, you know, that was a guy who did things the right way he learned from his mistakes, he achieved success on a consistent basis, year after year got better, improved and improved incrementally. And I’ll be good with that, you know, over the course of I’m 37 years old, you know, over the course of, you know, the next 30 years, if you just focus on making incremental progress, year after year, you know, you can build a hell of a career. Yeah, that’s really where my mind is at.
Scott D Clary 34:16
That’s a really, that’s a smart lesson to learn. Another point that I saw that was really good. It’s not it’s not personal, it’s business. Why is that a lie? Why is that as per as per your experience? Why is that
Matt Rizzetta 34:30
a lie? Is good luck telling any entrepreneur, it’s not personal, you know, it’s true. Remember, I remember hearing when we started the business, and I have a lot of very smart people who advise me in network, some of them family members, close friends, some of them are business executives. And you know, a lot of times you’ll hear Matt, you can’t book it’s not personal, it’s business. It’s not personal, it’s business. But the truth is, there’s a connection You know, Sir Martin Sorrell, who used to run WP BP, and he said, there’s a founder to connect, technically, you could call it founders connection, he said was the closest thing that a male could fail to childbirth, you know, which is if you’re a founder of a business, it becomes, you know, the business becomes a living, breathing organism in its own right. So how can you possibly grow, nourish, cultivate, and living breathing organism, which really is what a, which is really what a business’s founder and not have a personal connection to it. So, you know, rather than just sort of pretend that business isn’t personal, you know, I try to embrace it. And my business is very much a personal reflection of who I am, it’s a personal reflection of my values, it’s a personal reflection of how I want to treat people. And it’s a personal reflection, reflection of, you know, the mistakes that I’ve made in many cases. And, you know, I’ve just kind of come to terms with that. And obviously, I’ve done it in a way I try to do it in a way where it doesn’t compromise my ability to make discipline business decisions on behalf of the enterprise. But I’m not afraid to share our personal beliefs about core values, because frankly, a lot of times, those are the reflection of the founders that started the company. And then as the company scales, the cool thing about businesses is that success is best when it’s shared. So as you scale your business, other people join, and then you learn from those people, and then the personal values, and the personality of the business becomes about more than just the founder, now it becomes about the people who have joined you on the journey. And that’s really what, you know, what we’ve learned. And when I talk about business not being, you know, business being personal, that that’s really what I mean, it is a personal reflection in my mind, who I am as an individual, and many of the people who have chosen to join me crazy, but fun journey over the past.
Scott D Clary 36:54
However, and I also I also appreciate that like, the the the understanding that is personal, because I think that if somebody ever said to me, it’s not business personal, it’s more a reflection of the fact that they want to mask like a behavior or an action with like a broad stroke of, you know, I don’t really care, I don’t really care about you. But I’m trying to win on my end anyways. And I’m being selfish. So I listened businesses rough, and there’s going to be people that are going to try and screw you over. And I’m sure you’ve experienced that many times in your career, as you learned very quickly. And, and one one takeaway, I’ve worked, I worked with a lot of, I used to work more, but I still get a lot of entrepreneurs reaching out. And just for, you know, advice on on this and that and the other thing, and how do I get my product to market and I’m looking for a co founder, and I’m looking, you know, I don’t want to bootstrap, I want to get some VC money. And the best advice, you know, that I always give them is to look for, make sure you align with the right people, and don’t jump into bad people too quickly. And that could be co founder, that could be wrong VC, it could be, you know, it could be dumb money, that’s not going to help you, it could be people that are a little more predatory in their view of how to build business and exit like, people, people drive business, and people can ruin business too. And I think that as a first time entrepreneur, you’re probably a little bit more naive to it, to how to how stressful or I don’t say, you know, bad people can be, but people can be very bad. And if you’ve only ever worked under the umbrella of a corporation before, you’ll never realize it until you go out on your own trying to build your own thing. So
Matt Rizzetta 38:35
I agree with you, Scott, you know, I totally agree with you. I, I would say about 98% of the mistakes I’ve made over the past 10 years have to do with people. And specifically it has to do with one of the four following areas people I hired people, I didn’t hire people I fired and people I didn’t fire. No. So what’s the common thread there? It’s people, and that I handled myself in any one of those, for example, one of those four categories, you know, that that my greatest mistakes and regrets usually have to come with, you know, usually revolve around people front and center. And that I’m sure that that is the experience, not just with myself was this I think you also hit on a very important point, which has to do with cynicism. And you know, that’s another lesson that I learned quickly. I have a lesson in my book called The Man Who slept in the conference room. And it has to do with cynicism. You know, I was like a month or two into business. And I found out that there’s some bad people out there in business and you have to you have to sort of scrutinize things a little bit more closely than you know, then you’re used to you have to bet things properly. And, you know, the man who stepped in the conference room, we have this guy who, you know, who positioned himself as like a super, super successful titan of industry, you know, out in Europe and he was working out of the shared office we were in at the time and anyhow, long story short, I totally fell for his pitch, you know, hook line and sinker. And he convinced me to provide pro bono services and get behind him. And all this philanthropy was doing anyway, long story short, it turned out that this guy was a total fraud. In our conference room, he couldn’t even said he had this big penthouse on the Upper East Side of Manhattan, it turned out that you couldn’t even afford rent, he was sleeping in a conference room, and all these kind of crazy things that it just taught me a valuable lesson very early in my business career, that there’s more, there’s more than meets the eye, right? You got that properly. And people who say they’re on top of the world sometimes are not really need to do a good job, making sure that you’re getting
Scott D Clary 40:44
Yeah, very good. That’s a crazy story. I’ve never, I’ve never I’ve heard of, you know, you know, you get into bed with the wrong founders or people don’t work as hard and then pull their way, you know, you have some bad VC intentions, or what I’ve never heard of somebody sleeping in your conference room.
Matt Rizzetta 41:01
Because we were, we were working rent free out of this shared office space at Midtown. And it was an amazing gesture that one of our early clients get, he was just like, man, you know, keep your overhead down, we’ve got tons of office space, come work out of our shared office. So he was really great. And then another guy who was working out of his office was this guy that I mentioned earlier. And, you know, he, he immediately positioned himself as the super successful titan of industry had like three or four exits in the billions of dollars and all this kind of crazy stuff. And he used that to really and I was the first time very impressionable first entre, use that, to convince me to provide services for free. And then anyway, turns out that we wound up something didn’t pass the sniff test about a month or two, after all this happened. Research found out he was a total fraud. And then when we were moving to our first real office, downtown, Baca Midtown, we were cleaning out the conference room. And there was like this, one of my interns actually saw this pillow. And it was like pajamas or something. And one of the books and conference tables of what the heck is that. And we opened up the NOC, and it turned out that it was the close of this guy who said that he was so successful, and we found out later that he had been sleeping in the conference for rent, there you go.
Scott D Clary 42:20
That’s interesting. That’s you got to be careful, man, you have to be so careful. I’ve never, you know, you have to be so careful. I’ve never experienced anything like that before. But like I was doing some independent consulting and, and you have to, because I can’t, I can’t, I don’t want to talk about me. But I did come from big business. And I experienced that when I went out on my own. And it was never that extreme. But it was definitely just like, it was more like to do with, you know, you have to manage your expectations. How do you how do you get people to pay their invoices, after you’ve done the work, like the things you don’t have to worry about, like the people don’t don’t respect you as a as an as a consultant, or a business owner, like these types of regular business II things, you know, it’s just, it’s just operating a business and you expect that everything should go easily. If you set up a project and you do the work, if you have, I guess that’s why people get prepaid and whatnot. But as a new entrepreneur is somebody just going out on my own and doing my own thing several years ago, that was an issue that I ran into, and how to how to value my own time properly, because you know, you jump out these deals, and then you do the work and then people aren’t paying, and then that’s just, that’s as a small, a small fraction of somebody, you know, committing fraud and sleeping in your conference room and whatnot. But still, it’s a, these are things you don’t deal with, when you work for somebody. Right? He just it’s not it’s not your problem. Do you have people that take care of especially when you work in like, you know, a large company?
Matt Rizzetta 43:42
So, yeah, you know, it’s an interesting point that you bring up on that is that I think that underscores the silver lining, and all of this is that when you find good people hold on to that. And that’s another lesson that I’ve learned, you know, there’s a lot of bad people in business, unfortunately. And you’re right, a lot of what you just hit on are signs of value. Do you pay your vendors on time, right, you know, do you? Do you treat people the right way? You know, are you diligent and follow up? Or do you only follow up with people when you want something from them in return, like all of these are usually signs of character, and ultimately, some sort of connection to the values of the enterprise. Business is personal, because it’s usually a reflection in some way, shape or form of the personal values of the collection of people who are running those entities. But the silver lining is that there’s also some great people out there and when you find good people, hold on to them, keep them and a lot of the mistakes I talked about the mistakes I made in my career usually have to do with people, a lot of the mistakes to have to do with losing people that were good people that, you know, I wish I could have kept if I would have done a finger to probably differently, um, and you know, good people lead you to great places. That’s very true. That’s very true. And I think no matter where you are in your career, whether you’re an agent You’re an intrapreneur or an entrepreneur, surround yourself with good people. And there’s a lot there. So when you find a good one, a lot
Scott D Clary 45:08
of it, that’s it’s a good, good takeaway. And the last last point that I didn’t want to I want to touch on, gone through a ton of stuff in the book and a lot of really good story. So I appreciate it. But there’s one more point. You mentioned, entrepreneurs are never self made. What does that mean? Because that’s going to, that’s going to piss off a lot of people that are saying, Yeah, I did the work I made myself, you know, I built myself up. So what do you mean by that? And I understand, I understand slightly what you’re saying, but I want, I want to hear from you. So what do you mean, entrepreneurs are never self made.
Matt Rizzetta 45:42
So I learned that, you know, I was, again, when I started our business, I was very naive to that. And one of my goals was, I think it was very personal. A lot of the lessons in the book, obviously, a very personal journey for 10 years of my entrepreneur, experience and all the mistakes I made and whatnot. And when I started the business, I thought that I was going to build myself into this self made millionaire very early in life before age 30. That was one of the goals I had set for myself. And, you know, fortunately, through hard work, I was able to achieve, you know, my financial goal, before the age of 30, which for me, was like, huge, huge accomplishment, and it meant a lot. And I remember thinking to myself, wow, like I’m a self made guy, and here I am. And then I heard a speech by Ken Langone, who was the founder of Home Depot. I was about 3031 years old or something like that at the time. And he talked about how there’s no such thing. And he’s a billionaire, Home Home Depot. Really the, you know, the epitome of the American dream. And he talked about how he didn’t view himself as self made. I was like, Well, how is that possible? This is a guy, here’s a guy from Long Island, you know, right around the area, I grew up working class family, built himself, you know, into all of this success without really, you know, any kind of headstart in life, and he doesn’t view himself as self made. And then he explained why. And when you explain why it was like absolute, that makes perfect sense. The reason you’re not self made is because you’re the byproduct of so many people in your career who have helped you, and they paid it forward. And they might not necessarily pay it forward in the form of money, but they pay it forward in the form of something that’s much more valuable than that time that support. And that’s care. And that’s sort of when I, that’s when the light bulb went off in any sort of small level of success I had achieved at that point in my career, I realized it was not the result of my own doing, it was more than a result of just being blessed with great people around me that believed in me, supported me, donated their time contributed their support. And that’s why I was self made. I wasn’t self made, as I had any kind of brilliant, you know, brilliant formula I was self made, because I was just the byproduct of all these great people who believe. I think that’s an important lesson. I think it should help on any entrepreneur, anyone who’s on their career journey, keep things in perspective, any success you achieve, obviously, you know, it’s on you to get there. But you’re not going to get there unless you have the support.
Scott D Clary 48:17
And I think that the one thing if I can add on to that is to keep that in the back of your mind. So you stay humble to these do stay humbled as you grow. Because you mentioned like it’s people that drive it, it’s people that drive your success. And if you ever forget that, that’s when that I think that’s when you could make poor decisions about people that are good people, because you don’t understand how these people got you to where you were. And if you do want ever get to the next level, it’s still gonna be those those people, mentors, employees, peers, it doesn’t really matter that a whole bunch of people that impact and help you success. I think that those people do have to
Matt Rizzetta 48:55
look at what we were talking about earlier about the survival days, I was sitting at a diner in Yonkers, I asked my wife for her blessing. And she said, business, I wouldn’t, she would have said no, there goes my there goes my dream right now. And she hasn’t contributed our wife has contributed everything to me, since, you know, this whole thing started, my journey started, but she hasn’t contributed any money, you know, but but she contributed to my mind, or a gift of all, which is belief and support. So how could I possibly be self made? If you didn’t make the decision? Let me start.
Scott D Clary 49:32
Very good. So they’re really good. Those are really good lessons. I hope that people that are listening, if you know if they are, if they are entrepreneurs, or like I said, you know, entrepreneurs, people looking to grow in their career, could have a side hustle could just want to, you know, get to the next level of their career. I would suggest reading this book because these are all very, very personal stories. And I’ve worked with I’ve personally worked with a lot of entrepreneurs, but I’ve also You know, gone through different stages in my career, and I can say that a lot of the books will will, a lot of the books will speak about, I guess the tactics or the high level, but they don’t get into the some of the negatives or the, I guess the, the, the parts of being an entrepreneur or business or life that are a little bit less fun to deal with. And you can learn a lot of strategy and tactics and a lot of books that people you know, write about, about marketing and sales and culture and management and leadership. But they don’t always go into the negatives, because that’s something that’s hard to write about. And it’s very personal. And a lot of people don’t like to share those stories. And you only see sometimes you’ll see those stories shared when somebody is like already, like, you know, a billionaire. And they’ll write a, they’ll write a memoir of all the things they’ve gone through in their life. But I really, I really appreciate that. And, you know, this book is, is really good for highlighting the real life experience of an entrepreneur. Actually, another book that I’ve actually read that is similar to this is like the hard thing about hard things, which is also very much like, raw, it’s, I guess the best word is raw. It’s just like, it’s not, it’s not bullshitting, it’s not you know, it’s not fake, it’s not phony, it’s just like, This is what you’re gonna deal with. If you want to go and and really achieve greatness, there’s a lot of benefits, a lot of positives. But a lot of things you have to keep in mind, not drawbacks, not always negatives. But just things like you have to keep in mind, this is what people have been through before. This is what you’re going to have to deal with. And I think that that’s really probably the most valuable lessons you can ever give someone, just like the reality of what it is to build your own thing. But um, anyways, I wanted to I wanted to, I’ve been speaking way too much on this podcast, so I apologize. But I get I get really excited about some of the topics that you’re talking about. I wanted to I wanted to give you the floor. Are there any other lessons inside this book? That that you thought would be really good? You know, we sort of spoke about a ton of stuff. But is there any anything else that you sort of learnt that we didn’t touch on? That you’d want to bring up? Or is this is this good, it’s your, whatever floor is yours, man.
Matt Rizzetta 52:09
We still have about eight lessons to go so.
Scott D Clary 52:13
So when when, when we’re all you know, pandemics over like New York’s like my second home, so I will do like, we’ll do a sit down and we’ll do it, we’ll do an impersonal goal, we’ll have like a series of you know, going through your life, going through these lessons, probably understanding all the shit you went through that this is gonna be a little bit dramatic field reliving all these experiences again, and speaking through them. But I think it’s really good people to hear out.
Matt Rizzetta 52:38
I guess I’ll just share to real quickly no one is a practical one is sort of a practical tip that I learned that I think your audience can apply in their day to day for their entrepreneurs, or intrapreneurs, or this sort of figuring out what they want to do in their career. And then one is a little bit more personal. The tactical one is I call it foul shots. And I’ve been taking what I call foul shots for my whole career. And the concept of foul shots is based on, you know, the late Kobe Bryant, I remember hearing about his just incredibly insane work ethic and how he would stay after practice every day. And he would shoot hundreds and hundreds of shots. And he wouldn’t allow himself to leave practice until he hit, I think he was like four or five dots or something. And it talks about incremental ism, like we did earlier, the thought being Scott that he’s not going to go be a 38% to a 48%. Shooter, overnight, right? Those the difference of one day of taking those shots is not going to make him a superstar. But what is is going to is the discipline of to take those shots every single day. And over the course of the year and aggregate those shots will make him a better tutor and us a better player. So I thought it was just such a cool way of you know, and I’m wanting to adopt that into my own repertoire and work. So I did what I started, I started taking what I call foul shots. And every day I’ve done this since I was about 21 years old, I would just reach out to somebody. And I would it could be somebody that I read about a newspaper, it could be somebody that I had seen on TV, it could be somebody that one of my friends told me about, and I would just reach out to them for no really selfish reason or commercial gain. It was just someone who interested me. And I said, you know, Hey, Scott, read about you in this magazine, really inspired by your journey. But you know, A, B and C about your journey was really cool. We’d love to grab a coffee, or something like that. Anyhow, I did that about anywhere about you know, five to 10 of those per day when I started my career and I’ve done it every single day for my entire career. And the thought being similar to the Kobe work ethic is that if I reach out to five new people every day, probably not going to make a difference on a day to day basis. But that means that’s 25 people per week. 200 new people per month. It’s 1000 new people per year. I’ve been in business for 10 years now that’s 10,000 people and you Even if 20% of those people respond to you, it changes the course of your career is meet new people that lead you to great places. And the whole thought is that if you take those foul shots every day, it’s the repetition, that will really impact your career. So that’s one, you know, piece of advice. And it’s a lesson in the book. And I actually share in the book, foul shots I’ve taken and how they’ve changed the whole direction of my career, they’ve led me to a game changing and life changing financial opportunities, they’ve brought me to new friends, you know that to, to this day, hold a very special place in my heart, and I would have never had those opportunities if I didn’t. I love the lesson. And I think this is the most important one is just I’ve mentioned earlier, good people lead you to great places. That’s a lesson I mentioned in the book. And that’s the most important one, I think, to me, because your career, just like your life is not a straight line, it’s a curvy line, very unpredictable, you’re going to get knocked on your butt so many times. And it’s really how you respond to that adversity, that counts. And you just want to go through those curves with people who you respect people who you care about, and people who respect you. So if there’s anything, you know, I’ve learned any small lesson I’ve learned in past years, it’s been that the better the people that I’ve surrounded myself with the better places I found myself, you know, in and going to, and, um, that’s, that’s a lesson that I think is really important than if I was starting my career out today, knowing what I know, now, I would tell myself, you know, don’t worry so much about money, don’t worry so much about, you know, the name of the company you’re working for whose name is on the door, worry about the people that you’re going to be dealing with on a day to day basis is usually the better than your around, the better places.
Scott D Clary 56:45
That’s great, um, that that really does tee up most of the questions like that I had, and one of the questions I usually ask is, what’s the one life lesson that you would tell your younger self? Would that would that be it? Would that be the one that you would probably tell your younger self, if you could, out of everything that you’ve written about and learn over your career? Yeah, that
Matt Rizzetta 57:05
would be one. And you know, I also thought, yeah, that would probably be the most important one, I think we said, the other thing is, you know, losses, learn from losses, you’re going to lose so many times in business, learn from those, each time you lose, you know, force yourself to study the losses to know, the more you study your losses, the better, you can move future. And also, I think, you know, celebrate winning moments, that’s another thing I talked about. In the book, I probably have some regret, I definitely have some regret over the past 10 years, for not celebrating winning moments, as much as I should, like, this is a beautiful journey, your career is a beautiful journey, and you’re going to have a lot of winning moments too. You know, financially, you know, winning moments, you’re gonna have, you know, winning client outcomes, you’re going to meet people and sharing winning moments together. And I think a lot of my regret comes from probably not spending as much time sharing in those moments and celebrating those moments with people who have pivoted to them. With me. And I think that’s something
Scott D Clary 58:03
very good, very good. And the last question I have would be, what would be a resource, it could be a podcast, a book, an audible, it could be a person that you would recommend people go check out if, if you were going to say, this is where I learned or this is where I go to, you know, improve myself? What would that resource be?
Matt Rizzetta 58:25
Look, you know, I don’t mean to skate around that question. But, but I, you know, you have to be a constant consumer, I think of, of intelligence and media, and I know that I’ll pull little bits and pieces from so many different podcasts, you know, one of them being yours, by the way, Scott, and you know, so many others, and you don’t
Scott D Clary 58:47
have to fly by podcast, but I appreciate it.
Matt Rizzetta 58:51
And, and I think, you know, look, I think that you should really apply those data points in your own way. And, you know, I just read, for example, I just read Ray Dalio, his book principles, you know, there, you know, that’s like an 800 page book or something. And I love the book, by the way, am I going to apply all 800 pages of it to my journey? Probably not. But I’m going to take certain elements of that and get better and apply it for sure. And then Scott Galloway, who is a longtime mentor and client of mine is now now has a great podcast with Kara Swisher, you know, I’ve learned a lot from him as well, anyway, you know, my, my approach to consumption is just you have to be addicted to information and data, and then consume as much as that as you possibly could and then put your own spin on it. You know, it’s you to be the judge and jury of that. How, yeah, that’s,
I think that’s I think that’s a smart answer. It’s not skating away or skating around it at all. It’s a very smart way to look at consumption of knowledge and improving yourself and that’s, that’s probably more useful than if you can tee that up for somebody they can internalize that concept. That’s going to be more useful than name dropping a book for sure. I think that people just have to get, get into the mindset of always wanting to learn and always being curious, I think that that’s probably the best way to approach life. And if you can, if you can sort of, if you can make that part of what makes you happy, and something that provides, you know, satisfaction, like learning and improving and curiosity and taking all those different data points from all these different sources, and having the mind also to filter, like filter what’s relevant to you, and how to apply it, you can listen to, you know, 100, very smart PhD billionaire, you know, unicorn, startup founder, CEO, but understand the lesson that and that’s kind of really what this podcast is all about. Like, there’s a wide range of people that I bring on here, but I try and draw out, like the tactical from each one of them, relative to what they’ve done in their career. And hopefully, somebody listening can understand that message as well. And take that one piece from that one individual and apply it to to what their instance of their particular set of circumstances, that’s really the best way to learn. That’s how I learned and I think that’s, that’s very, very smart.
Scott D Clary 1:01:08
Well, so how do you how do people get in touch with you? Where do they go to, you know, check out your book, I’m assuming Amazon but outside of that, you know, Where’s where’s your your website, and six A’s website, LinkedIn, whatever.
Matt Rizzetta 1:01:22
So check us out on six eight.com, you know, that has all information about our clients corporate culture, to career within six a reach, I’m pretty active on LinkedIn. So reach out to me find me on LinkedIn, it might be helpful at all, obviously, for your listeners, you know, if they need, if they need this kind of access to the book, we’re happy to do that. In fact, just given the week, it’s so funny, Scott, when we, when I published the book, it was like the week before COVID started talking about times, but it’s not a good time. So the beginning of the next book, which I want to write a book 10, the next 10 years, based on the second kind of 10 years of my entrepreneurial career, it’s going to start later, the first chapter is going to open up and then you know, and then change, which is literally where, you know, the the first day of the second chapter of my career, I guess again, but I’m one we wanted to call that we made a decision to donate all profits and proceeds from the book to COVID Relief Fund. So any, any book sales are going straight.
Scott D Clary 1:02:19
That’s all for today. Thanks again for joining me on another episode of the success story podcast. You can download or stream this podcast wherever podcasts are available, including iTunes, Spotify, Google, Stitcher, I heart, radio, and many others. You can also watch his podcasts on YouTube. If you haven’t already. Please subscribe and share this podcast with your friends, family, coworkers and peers. Please leave us a rating on iTunes. It takes about 30 seconds as it allows other people to find our podcast and lets our amazing guests reach even more people with their message. And remember any rating is fine as long as it contains five stars. I’m Scott Clary from the success story podcast, signing off