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EPISODE 10: Talking To A Ghost (w/ Speechwriter & CEO Lloyd Rang) 🎙

The Startup Stack
EPISODE 10: Talking To A Ghost (w/ Speechwriter & CEO Lloyd Rang) 🎙
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What does a speechwriter do? Outside of what happens on reruns of “The West Wing,” most of us have no clue. On this week’s podcast speechwriter Lloyd Rang joins Louis to set the record straight. The Toronto-based communications specialist spent decades writing for top-ranking Canadian officials before starting LRC, a boutique communications firm

Lloyd and Louis talk about how social media has transformed communications — from how companies create buzz around product launches to announcing an IPO — and what companies can do to cut through the noise. 

“You don’t have to show up for every argument you’re invited to. It’s okay to say: ‘I don’t know, I haven’t thought that through.’ You always have an option to say: ‘I don’t know the answer to that right now.’ “

Lloyd Rang

🎙 Highlights Include

  • The story of Lloyd’s life as a speechwriter & the parallels between political work & startup work   
  • “Social listening” & the importance of understanding the conversation you’re entering 
  • How to evaluate communications companies & measure impact 
  • Tips for crafting your company’s online presence during the pandemic

This Week’s Guest

Lloyd Rang of Lloyd Rang Communications on The Startup STack

Lloyd Rang

Founder & Lead Speechwriter @ LRC

Lloyd Rang is CEO & lead speechwriter at LRC. Before launching his own boutique narrative & content firm, Lloyd spent years writing for top-ranking Canadian officials and the Canadian government.


The Startup Stack’s Host
This image has an empty alt attribute; its file name is louis-1024x1002.png

Louis Beryl

CEO, Co-Founder of Rocketplace

Rocketplace is a curated marketplace of high quality professional service providers. A 3x founder, investor, and board member, Louis began his tech career as a partner at Andreessen Horowitz. When he’s not working or podcasting, Louis enjoys cooking for his family. His pizza, he’d like you to know, is incredible. 


Full Episode Transcript

[00:00:00] Louis Beryl: What did the Microsoft employees say to Bill Gates after his motivational speech?

[00:00:06] Lloyd Rang: I dunno. What did the Microsoft employees say to Bill Gates after his motivational speech? 

[00:00:11] Louis Beryl: Word. 

[00:00:18] This week I have a conversation with a ghost…writer that is.  Lloyd Rang is a Speech Writer by trade and the Founder and CEO of LRC, a boutique communications firm. If you’re anything like me, you know, very little about what comms teams actually do. They’re those magical word, people that write speeches and make you sound better right ? Well, not quite, there’s actually a lot more to it than that. And Lloyd explains why. We talk about how companies are responding to today’s political moment, the transformation of media and what that means for businesses. How to cut through the noise on social media and much, much more.

[00:00:54] So you’re the CEO and lead speech writer of LRC, which is a [00:01:00] boutique narrative and content firm. And I’m just wondering if you could start off by telling us: What does that mean? What does a boutique narrative and content firm do?

[00:01:07] Lloyd Rang: Well, it means we’re not big. We’re small, we’re tight. We have a group of about five of us that have all actually come out, mostly come out of politics and I’ll get to why that’s important in a bit. But what we do is we work with companies largely we work with mid-sized startups that are in tech that are partway through their initial startup period. And we work with them to figure out what the story is and figuring out  how to reach audiences. And that looks like a lot of different things.   But in a lot of cases, it’s about writing for them and it’s about creating content, and that can take the form of a website or a blog post. Leadership platform or a bunch of different things. But we typically work with founder-led mid-sized companies, to kind of get them set up and telling their story. 

[00:01:57] Louis Beryl: Tell me a little bit more about your journey [00:02:00] into Starting this content from, I know you’ve been a speech writer for a number of years. You and your team have been focused on politics. How did you end up starting this agency? 

[00:02:10]Lloyd Rang: So I started out life as a teacher. Actually I started out as a high school and elementary teacher. And then one day I decided I didn’t want to do that anymore.

[00:02:18] Louis Beryl: What subject?

[00:02:18] Lloyd Rang: I taught history and English and I taught a bit of theater because I have a bit of a theater background, which you get to see around my place at Halloween cause there’s a lot of makeup and costumes.

[00:02:27] Louis Beryl: I also come from a theater family by the way.

[00:02:29] Lloyd Rang: Really ?

[00:02:30] Louis Beryl: But not a ton of it rubbed off on me. 

[00:02:32] Lloyd Rang: Yeah no I wasn’t very good at it but I really liked the I wasn’t a good actor, but I really liked the tech side of theater so I still get to bust that out

[00:02:40] Louis Beryl: Yeah. My Mom likes to remind me. I also wasn’t a good actor all the time.

[00:02:43] Lloyd Rang: No I got typecast as the uptight guy all the time.

[00:02:46] Louis Beryl: [Laughing] Yeah. I’m the perpetual tech engineer. 

[00:02:49] Lloyd Rang: Yeah I was a teacher for a while and then uh, actually for about seven years. And then, I one day I decided I just don’t want to do this anymore. I wanted to write the great Canadian novel.  I like to say I started out wanting [00:03:00] to write fiction. And then I started working in politics and all my dreams came true. and I got picked up actually by, uh, by the Ontario provincial government here in Canada to do speech writing on a six month contract that turned into a 12 year career. the state governor is called a Premier. So I worked in the Premier’s office in Ontario for 12 years. My job was to write speeches and prepare the premier for media interviews and that sort of thing. One day I left. I went and I decided to go take a job at a university working for a medical school as their lead communications person. So I worked at the University of Toronto for a while, and the faculty of medicine. Did that for a couple of years. Left and went to go work for a hospital to get some more frontline kind of healthcare experience and to get some experience talking to the media directly. After about a couple of years of that, I thought, you know what, I should probably do something else  but I, I don’t really know what that is. And so I had been doing a little bit of work on the side and I thought I’ll just start up and see what happens and eventually another job will come along and I’ll just tied [00:04:00] myself by doing freelance work for a while and the work didn’t stop coming. and this is the really interesting thing and I didn’t realize this at the time but I’d been working in politics for 12 years and I built up a huge network of people who had left politics and gone to work elsewhere. So they went to work for banks and large companies and startups. So as soon as I was available to just do freelance work my entire network took notice and said Hey, you I’ve got a job for you. I’ve got you can do this for me, you can do that for me. And then before I knew it I had to start adding people to the team. And then  sort of three years later here we are. It’s a Testament to the power of networks. I think. 

[00:04:35]Louis Beryl: Tell us as you started LRC, what were some of the biggest challenges that you faced the very beginning?

[00:04:41]Lloyd Rang:  First one was scale because early on you have to make a decision. Am I going to turn away work? or am I going to add capacity? So that’s the very first challenge that you face. And a lot of people decide to turn away work.  I didn’t want to do that. I felt an obligation to help the people that I liked. So I just added [00:05:00] folks to come in and help me.   And then the other challenge was sort of because I didn’t start intentionally I kind of had to start thinking about branding. And, once I added people I thought well I should think about how I’m going to scale this thing up and how I’m going to present myself and how I’m going to brand myself. And I got a lot of good advice from people. I just sought out mentors, actually, folks who had started up agencies or done that kind of work themselves. So really quickly I just talked to my brother-in-law who started up an agency after being let go from GM and started an engineering firm. Talked to a friend of mine who had started a healthcare consultancy and just got the best advice I could about  how to present yourself. And then very early on I actually worked with a client who was IPOing in this company. I learned a lot about the IPO process from doing that. Like he and I worked together on his news releases and on the investor relations stuff. And so as we were communicating his growth, I took the lessons from his startup very different business. He was in.   

[00:05:57] Louis Beryl: Yeah, and that, and I know you’ve mentioned to me in the [00:06:00] past that you hire a lot of people with backgrounds from politics but your clients, the majority of them are tech companies. you know, why do you do that? Why do you hire so many people with political backgrounds?

[00:06:12]Lloyd Rang: Well, they’re often looking for work. That’s right every four years everything turns over.  The reality is in politics you have to get big quick. when you walk in the door in the office in the morning, it’s not like a traditional job. You don’t know what’s going to hit you in the day. It   could be a scandal. It could be a, you know, a terrorist attack. It could be, uh, a minister stepping down. It could be anything. And so you have to learn an awful lot very quickly and you have to get on top of a story and you have to be able to tell a story. Usually a complex story, in really compelling ways so that you can be the ones to decide how the story is going to be told in the media. And that means knowing what’s going on in healthcare, in education, in forestry and mining in tourism, and every file that a government is responsible for. So, you learn how to take complex information, make it [00:07:00] very simple very quickly, and then turn it around to also make it compelling. The other thing is, governments are up for reelection every four or five years, and your job is on the line. People who work in politics are very focused. And that ability is actually really helpful for startup companies and tech companies who are, are looking to differentiate themselves and usually in a very crowded field. And also who generally have very complex value propositions are very complex products and solutions that they’re bringing to market because a lot of the stuff that we deal with is especially in tech. It’s really difficult to understand for lay people and so being able to simplify that is really important. 

[00:07:37]Louis Beryl: We haven’t really talked too much about it but you’re a speech writer by training. So tell me a little bit more about what that is like working for Canadian politicians for Canadian tech companies, American tech companies, and what are some of the similarities? What are some of the differences? 

[00:07:51] Lloyd Rang: One of the things about being a speech writer is that nobody talks about being a speech writer because you’re kind of behind the scenes. There’s this illusion that everybody writes their own stuff. Nobody writes their own stuff. [00:08:00] So it’s really important to have somebody behind the scenes helping you to make sure that you don’t trip up. Really kind of cool. It’s a fun job. it’s weird hearing stuff that you’ve written coming out of somebody else’s mouth. There’s really two kinds of speech writers in the world. There’s the guys who can’t wait to make somebody say something. And there’s the people who work really hard at helping executives and leaders do the best possible job of sounding like themselves. And only one of those two speech writers has a career. Really your job is to make the person sound like their best authentic self. In the States you got a lot more room.  It’s like having more colors to paint with because there’s such a great tradition of speech giving in the U.S. and it’s so lively and deep. In Canada it tends to be a little bit buttoned down  a little bit corporate, a little bit quiet. I often say one of the shortest books ever written would be great Canadian speeches. got a whole menu to choose from in the U.S. right? So in terms of speech rating America is the show and it’s the place to be.

[00:08:58] Louis Beryl: But it’s not just [00:09:00] politics. Right? It’s also large companies. 

[00:09:02] Lloyd Rang: And it’s Hollywood too. I’ve been lucky enough to work with some, uh, Hollywood clients and it’s a hoot. They get to speak on a really big stage and everybody’s listening and paying attention and they’re looking glamorous doing it. It’s so much fun.  

[00:09:12] INTERLUDE

[00:09:12] Louis Beryl: Hey, do you like our show? I do too. If you want to support The Startup Stack, the best way to do that is by subscribing and rating us on Apple Podcasts. Also, send us Dad jokes…or actual good jokes to podcast@rocketplace.com. Feel free to send us feedback there too.

[00:09:30] Let’s talk a little bit more about communications in the framework of working with tech companies. I imagine that  you know, as an entrepreneur myself a lot of tech companies might find that communications firms are, and maybe that’s an obscure area that they aren’t super familiar with. Could you talk a little bit about  if you were, giving some advice for our listeners. What are the stages when they’re really ready to be talking to a firm like yourself? 

[00:09:58] Lloyd Rang: Well, I’ll say this [00:10:00] there is a bit of a difference between Canadian tech companies and American tech companies in terms of how they use communications. Because I know in the Bay Area for example, startups and tech firms are more apt to seek out a communications company or communications consultant or even hire staff than they are in Canada. And Canada is one of the last things that people do when they’re starting up and in my experience anyway with the Bay Area it’s one of the first things people do actually is realize that they have to tell their story. So there’s a bit of a cultural difference between Canada to the United States. But I would say the key challenge is usually that tech companies are usually run by the founder. So founder led companies in tech are the norm.  Founders generally in tech are engineers or folks who are sort of technically proficient themselves who have a product or service that they’ve built. And then they want to bring that to market. The challenge is for those people they have a hard time differentiating between what is important to them and what is important to their audience or to their client. So if, when you spend [00:11:00] a lot of time building a thing and you know everything about it the process of building that thing becomes a story. And that becomes the thing that you are trying to tell people. The phrase I often hear from founder led tech companies is the CEO will say, what you really need to know is this. And I usually stopped in there. I say actually do I really need to know that? I think you really need to tell me that but there’s a difference and you need to be able to what I call some other your darlings. You have to be able to kind of let go of some things that you think are really important that don’t actually advance your story.   

[00:11:32] Louis Beryl: Maybe we could take in a little bit more into the types of companies that LRC works with.  I’d love to hear a little bit more about like what’s the typical stage or problem. Is it always at the beginning where it’s like how do we start communicating our story to others? Or are there other key moments where communications becomes really important? You briefly mentioned IPOs before or maybe about fundraising rounds or the launches of new products.   Certain key moments where you’d like to jump in and really help a company. 

[00:12:00] [00:11:59] Lloyd Rang: Well, what I love most is, is coming in at the beginning or close to the beginning and being their first kiss. When they’re first thinking about communicating we’re the ones that sort of help them craft their company’s story, help them identify who they’re communicating with because audiences everything. Actually starts with not what do you want to say but who do you want to say it to . in thinking about narrative and I’ll just digress a little bit.   A lot of folks think that narrative is standing in the middle of the room and telling a story. When actually it’s finding the person that you need to speak to and just talking to them. I like to help companies sort of identify that, and then from there, sort of figure out what the story is that they’re trying to tell to their ideal audience and then support them with content and a platform going forward and sort of write all their material after that for them and stay with them as long as you can. The challenge with that is that, that’s the ideal situation doesn’t always happen that way. Sometimes you come in after a narrative has already been established. The company says, yeah, actually we kind of know what, we’re, what we’re about. It took us a while. We finally [00:13:00] got here, it took us a few years of thrashing around, but we know who our audience is. We know what our story is. But now we’re doing this thing either launching a new product or doing a lift or as you say doing a round of funding whatever it is. So we really need to support that with some additional communications. Or sometimes there’s a new leader. Like you’ve switched from the founder led company now to your first CEO. And so that CEO has to put their mark on the company. So much of what we do now is the result of frankly media kind of shriveling up a bit. In the past you would do PR, you would  go out and you talk to reporters about your company and try to drum up interest. That way it’s harder and harder to do that. And the window is smaller and smaller, and instead companies are finding they have to tell their own story. They have to use social media, they have to use viral marketing. They have to use it like all the… 

[00:13:43] Louis Beryl: Tell me more what is the package of stuff you’re delivering to your clients? Because to your point, you know, maybe in the old world it was we train somebody up they get interviews with all sorts of outlets. What, you know,  Forbes and TechCrunch, et cetera. [00:14:00] And, you know, they just need to communicate their story that way. But today it’s on social media, it’s on their website, maybe  it’s, you know, other things. So what are the things that you’re delivering to these clients and how are you working with them? 

[00:14:12] Lloyd Rang: In the old days you would have tech reporters or healthcare reporters or people assigned to a specific beat to interview your leader or to interview your subject matter expert. And these days there are fewer and fewer of those people left in media. It’s harder and harder to get through to them. So if you have a healthcare story you want to tell about, AI in healthcare, for example, there’s kind of one reporter who’s an expert in that. and if you can’t get on his radar that story is not going to get told in the media. So the challenge is going to be how do you tell that story? And are you using other means? And the answer is quite often using a blog or using a platform like LinkedIn and are using social, using video, getting a Ted Talk if you can. Getting into the conversation somehow. Not in a marketing way, not to promote your product, but just to be acknowledged as somebody who [00:15:00] knows the space and can speak about the issues. And that’s I think the really important thing. And so you get credibility, by just having expertise.

[00:15:08]Louis Beryl: Yeah. I mean , can you give me some examples of  clients you’ve worked with about how you really help them amplify their story?

[00:15:15]Lloyd Rang: First of all, that the process is you listen first. So if a client approaches me and says, you know, I’d really like to be acknowledged as a leader in this area. What we do is we say, okay, we’re going to do some social listening. First. We’re going to find out what the conversation is. So he, we spent some time on social media. We crawl around we figured out what topics are hot. And then we come back to them with a list of things that they could speak to. And what we also do is identify where the gaps are. We say, you know, there’s a lot of conversation about aI in tech right now. People aren’t talking about AI in healthcare. So here is an opportunity for you to kinda have a bit of a niche platform that you could speak into that nobody else is occupying. And then what we do is we support that with some traditional PR with like pitching them out where we can but largely with just creating a bunch of [00:16:00] thoughtful pieces that are op-eds or Linked-In blog posts, that kind of thing. Where that gives them some credibility with their peers and you get them in front of the right people. And you use social media to kind of amplify the message. 

[00:16:11]Louis Beryl: what would be the advice that you’d give to entrepreneurs out there who are meeting communications and PR firms for the first time? What are the types of questions that they should be asking you and firms like yours when they’re interviewing them and they’re trying to evaluate, is this a good fit for me and my company? 

[00:16:29] Lloyd Rang: That’s a really great question Louis. quite often you’re too close to your own product. You don’t understand what people don’t know about it. You don’t know what you don’t know. A company that will tell you actually, you need to look at it this way. or actually We suggest that you think about it this other way. Those companies are actually the ones that are out there to help you. They’re giving you their best possible advice. You don’t want a company that’s just going to be a bunch of yes men for you. 

[00:16:51] You don’t. one of the

[00:16:52] Louis Beryl: things that I have always struggled with, especially when working with PR firms, is setting expectations. Creating metrics that [00:17:00] we can hold ourselves accountable to figure out whether or not we have done a good job. And I’m wondering, like, how do you think about that? Do you think about the number of placements in certain high profile channels or do you think about things completely differently? How do you evaluate your team? How do you say, you know, we did a great job with this client. 

[00:17:17]Lloyd Rang: The challenge in communications that the ROI isn’t always clear, and the KPIs are not always measurable. Folks who look at social media will say you can measure sentiment.  I would suggest that almost like anything else. If the client is satisfied, the client is happy. The client feels like their story has been told and they feel that they have been seen and heard. That’s the best measure of success.  Sometimes there are better metrics like when you work with NGOs and when we change their story for them and their donations go up. they’re very happy. Right? There’s a very clear kind of one-to-one ROI there. For the most part I think it goes back to satisfaction. Challenge with communication is that it is a two-way street. It relies on a [00:18:00] receptive audience and you can tell the best story in the world but folks aren’t ready to hear it or aren’t receptive. And for whatever reason you may not succeed. And so there’s no guarantees. It’s really about satisfaction of knowing that you told your very best story and you put your very  best foot forward.

[00:18:18] Louis Beryl: It’s been incredibly wild here. And so I imagine from a communications perspective there’s been so much going on for you and your clients. And I’m wondering if you could talk a little bit about how you’ve helped your clients navigate through these times. Through COVID you know, some of the civil unrest that’s going on and the economic ups and downs. I’d love to hear how you’ve been giving advice through this. 

[00:18:43]Lloyd Rang: Martin Short once said the difference between Canadians and Americans is that Americans watch TV and Canadians watch American TV.  Next door neighbors kind of staring through our window and observing. And so it’s interesting for us. The cultures are very different and the business culture is very different in Canada in the United [00:19:00] States. America was started in revolution. Canada was started by committee. In America you have the declaration of independence. We kind of just went out for smokes and didn’t tell England that we weren’t coming back. Baptist preachers in the States, we have hockey players in locker rooms giving interviews after the game. Like cultures of communication discourse are very different from one another. Starting with that understanding I think is really important. Understanding the Millu is really important. We have a lot of companies that actually do business in the U.S. and in Canada and on both sides of the border do business internationally. And you have to kind of attenuate your tone and your story based on your audience. So that’s the first thing. COVID is very different from place to place. How different countries different jurisdictions within countries have dealt with COVID is different. The Black Lives Matter movement in Canada took a slightly different turn than it did in the U.S. And in Canada we have an indigenous population that has been poorly treated historically and currently. And so our story is slightly different that way too. What I’ve noticed works and what I [00:20:00] think the key thing to remember is in all communications around things that are thorny and things that are challenging and things that are systemic is authenticity . You know, well authenticity isn’t everything you can’t do anything without it. So that is to say, if your company wants to go out and speak about systemic racism and wants to take a position on it then you better follow up with some action. Like if you better live it. You better be authentic about it. you better be committed to changing and following the story over the long-term. Otherwise it’s just hollow and it’s just words and it’s like that with everything. The more authentic you are the better it is. And sometimes that means authentically staying out of it. If you don’t have anything to speak into, don’t say anything like that is always an option. And people forget that. 

[00:20:43]Louis Beryl: You know, as a CEO and watching other companies navigate the current times, I mean, we have a very charged sometimes deeply divided country and society right now.  You mentioned Black Lives Matter, you know, people can be on very [00:21:00] different sides. And I imagine that some of your clients, sure you can give them advice about being authentic, but they worry probably about saying the wrong thing. As a communications expert, how do you help them navigate that? Is it just about being authentic to their own story and trying to stay out of more divided issues?   A Lot of CEOs that I see in Silicon Valley they will get attacked for even staying out of the issues for not saying something at all. And so I wonder  what advice would you give to those CEOs? 

[00:21:31]Lloyd Rang: Everything starts with social social listening. So right now conversation. 

[00:21:35]Louis Beryl: What is social media listening? What does that mean?

[00:21:37] Lloyd Rang: So it means using, uh, various tools and there are lots of them out there on the marketplace right now. To scrape along through Facebook and Twitter and LinkedIn to find out what kind of conversations out there right now in the ecosystem. and then figuring out how to speak into them. Because it’s like listening in on a giant conversation. And if you know what people are talking about, uh, you can enter the conversation more easily and that’s really important to [00:22:00] do. So one of the things I would say is that you have to live out the mission of your company. Whatever that is or your organization. And so what you do has to grow out of the sense of mission that you have. This is the thing that I do run into a lot of founder-led companies folks with their hearts in the right place and really, truly trying to do the right thing. And again, our clients who we like to work with these change the world’s clients and they’re people with big hearts and who want to make an impact. And so sometimes they want to make a very big impression and say something very profound on a large stage. When an actual fact that the biggest change that they can make would be small and internal. we’ll be changing the culture within the company. We’d be looking at their own work and asking what they can do differently. As opposed to making a big grand sort of external communication. It’s a lot of it can be turned inside. It can be discussions that you can have with your own people. And that can be incredibly consequential. It can be the most important thing actually.   And secondly, I would say, you don’t have to show up for every argument that you’re invited to. Not everything is your purview. It’s [00:23:00] okay to say, I don’t know. It’s okay to say, I haven’t thought that through. if somebody sticks a microphone in a client’s face, I say. You have an option to say, I don’t know. I don’t know the answer to that. That’s a really good question, but I simply can’t answer that but I can think about it and get back to you. I’m reading a really great book actually, though. Uh, and in terms of bridging the gap, because you also asked how do you, how to communicate with people in a charged environment and how do you bring people together? A book I’m reading right now called the catalyst by Jonah Berger. It’s about that.

[00:23:31] Louis Beryl: One of my favorite authors. 

[00:23:33] Lloyd Rang: Isn’t he amazing ?

[00:23:35] Louis Beryl: His marketing book, I think his first book was called Contagious. And it just, honestly it changed my life in terms of thinking about marketing and getting your story out there. I thought it was just unbelievably good. 

[00:23:47]Lloyd Rang: I’m working my way through that because I started at the end.  The Catalyst is his most recent. The thesis is people do want to change. You just have to remove the barriers to them changing. And so being a catalyst is all about [00:24:00] asking the question, you know, what would it take for you to think differently? And then finding that thing that’s the impediment to change and getting that out of the way. So really it’s an interesting way of looking at it. Persuasion and actually that’s the other thing. I often say this in the context of politics. You can save yourself a lot of time and effort in life and in the world.  When you’re starting an argument with somebody and you ask the question, so what would it take to change your mind? What can I give you that would change your mind? And if they say nothing, you say. It’s great talking to you.  I’m going to step away cause this is just going to be aggravating otherwise. But if they say, well, we’ll take evidence or it would take this or we take that. Okay, well that’s an entry point into the conversation. 

[00:24:34] Louis Beryl: Well, I like that. I think that, you know, that’s really good tactical advice. In a deeply divided culture, maybe how to think about communicating to both sides. And I also like the advice you were giving about it’s okay to say you don’t know. It’s okay to not engage in every single topic. And I think that’s all really good advice. The last question I want to ask you is if you could go back 20 years and give yourself advice. What would be [00:25:00] the advice that you would give to yourself? Whether that’s 20 years or even three years ago when you started LRC. What would be the advice that you would give to yourself? Knowing what you know today . 

[00:25:09] Lloyd Rang: I think there’s two things I would say to my former self. One is your skills are transferable and never forget that and invest in your skills. So, the fact that I was a teacher before in a previous life, means I have leadership skills means I can multitask means I can evaluate both the past, the present and the future at the same time. Those are transferable skills to business. So always invest your time in your skills. And the second thing I would say is networks are everything. What I’ve done sort of accidentally through my career is build a great network. It’s the kind of thing that Rocketplace has done intentionally. And it’s the best way to find clients you love and to be loved back is through networking and through making those relationships happen. And not to pump your tires, but that’s the Rocketplace advantage as well. It allows you folks to connect people who otherwise wouldn’t have found each other [00:26:00] and help them fall in love. It’s great ! 

[00:26:01] Louis Beryl: Thank you for saying that. That is exactly what we’re trying to do at Rocketplace. Well, listen, thanks Lloyd for joining us today. This was great. I loved learning more about LRC and your story.

[00:26:11] Lloyd Rang: Woo hoo!

[00:26:13] Louis Beryl: For more on our conversation today, visit www.rocketplace.com/podcast. We upload a new episode every week, so if you haven’t yet, make sure to subscribe to “The Startup Stack” on Apple Podcast, Spotify or wherever you listen to them. Thanks again for joining us. See you next week.

[00:26:36] Announcer: The Startup Stack, written and edited by Hannah Levy, produced by Leah Jackson.

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