2020 MIM_SEPTEMBER

SEPTEMBER 2020

MUST-HAVE TOOLS FOR REMOTE BUSINESSES

Welcome to the inaugural edition of Military Influencer Magazine!

The idea for this publication came from a desire by Curtez Riggs, MIC Founder, to bring the magic of his annual event series outside the walls of those rooms. Since its onset, MIC was designed to bring entrepreneurs, leaders, and creatives together to shape and empower the military community.

Our mission with this magazine is to provide a platform to compliment that effort.

Like many entrepreneurs around this country, Curtez finds himself facing a new dynamic on the home front — where parents are becoming full-time educators while also working to adapt their businesses to the challenges of the coronavirus pandemic. This magazine is a symbol of that pivot.

This nation also grapples with a continuing struggle to create an America that is equal for all, as the losses of George Floyd, Ahmaud Arbery, Breonna Taylor, and countless others force those of us who have not experienced racism to take a role in effective change. It is among Curtez’s priorities to be a catalyst for awareness and social impact.

These significant events intersect as the military mission must go on and so do the realities of a community at war for 19 years. It is a heavy time and there is so much work to do on all fronts. Where does that leave you? That decision squarely lies in you. Collaboration is a founding principle of MIC and this magazine is one of many avenues to participate.

As we build this new addition to the MIC toolbox, we hope you will take an active part in sharing what you want this to be. We plan to elevate the lesser-told stories of those small business owners bootstrapping their American dream, of veterans striving for purpose after wearing a uniform with a clear intent, and of military spouses who continue to fight for opportunity in the wake of a lifestyle that does not make it easy.

Welcome. Let’s get started.

Tiffany Eve Lawrence

Natalie Gross

Stephen Ruiz

Lizann Lightfoot

Instant Teams

Blake Stillwell Lakesha Cole

Jimmy Norris

CONTRIBUTORS

Curtez at home with his kids.

Military Influencer Magazine is published by AmeriForce Media LLC, 4 times per year for active duty service members, veterans, entrepreneurs, and military spouses. Copies are available through participating family service centers, relocation offices, transition offices, base lodges, libraries, daycare centers, MWR activities and other locations by request. Individuals can subscribe to receive digital editions at https://www.ameriforcemedia. com/militaryinfluencer. Editorial comments can be emailed to managing.editor@ ameriforcemedia.com.

Military Influencer Magazine is published by AmeriForce Media, LLC, Bloomington, Indiana, a private company. Information and advertisements in this publication do not constitute endorsement by any branch of the military or the Department of Defense. No part of this publication may be copied without the express written permission of the publishers. AmeriForce Media, LLC, the publishers, and publisher’s agents make no endorsement of any advertised services or products and none should be inferred.

and Publisher

Todd Taranto

Managing Editor Bianca M.Strzalkowski

Combat veteran combines luxury with comfort

By Tiffany Eve Lawrence

A retired Army veteran is merging her military experience and passion for shoes to create the first womenfocused military combat boot.

Before her retirement from the Army, Maj. Natasha Norie Standard knew the next path she wanted to take. She’d already enrolled in design school and would later get her master’s degree in fashion and luxury management and shoe design. After graduating she worked in positions that didn’t fill her need to create. But she knew she loved shoes.

“I’ve always had an affinity toward shoes and my grandmothers were

always stylish and fashionable and both of them always told me you can tell a lot about a person by their shoes,” she said.

Standard attended a shoe school in Italy because of its association with a consulting company. The company helps small emerging designers create their own shoe line.

She is now the CEO of Norie Shoe Company, her own brand of luxury Italian-made shoes. Her items include high heel, sandals, sneakers and more. Standard’s product line is unique because although her shoes are high end, they are what she calls wearable and walkable.

“Most shoes are made by men and they don’t have to wear the shoes. They’re beautiful but totally unwearable,” she explained.

Standard’s business along with others worldwide hit an unexpected stall in sales earlier this year due to COVID-19. But this presented her with a new opportunity to pivot to other concepts. She has designed militarygrade combat boots for women sizes, specifically made for a woman’s foot structure.

“When I was in the military, I was airborne and air assault. The first time I jumped out a plane and landed I realized that my combat boots didn’t touch my ankles. Never touched my ankles! I’m 5’4, a slim woman and I

don’t have big feet. My feet are not comparable to a man with the same dimensions in his body. I don’t even understand why we don’t have shoes made for women’s feet,” she said.

Standard is excited to have real world soldiers sample her boots. She has the opportunity to work with both a military academy and an operational unit who are willing to test her product for six months. The data and feedback gathered following the trial period will give her the information she needs to produce a quality product that fully supports service women.

Her entrepreneurial journey has come with many lessons, she says.

“My military background being a leader and commander has equipped me to do this.”

Standard’s advice to new entrepreneurs is:

• Find a mentor who is four or five levels above where you are in your same industry so that person can fill the holes of what you don’t know.

• Always negotiate.

• Don’t pay for anything over $250 without heavily researching. There are scammers in this business.

3 ORGANIZATIONS

THRIVING MIDST OF COVID-19

Purpose-driven companies making an impact on society fare better in the public eye than their more fiscally concerned counterparts.

That’s according to recent surveys conducted by public relations firms Edelman and Porter Novelli showing people tend to trust brands that value safety and public interest above their own financial gain, even as millions of American businesses face uncertain futures in the wake of COVID-19.

It’s no wonder, then, that some military nonprofits have continued to thrive during the pandemic; social impact has been their purpose all along.

IN THE

By Natalie Gross

kids to participate virtually from home this year — encrypted messages, disguises and all.

“The goal of this virtual programming idea was always on our list, but we hadn’t ever really thought practically about how we were going to do that, and COVID has really accelerated the process of us getting there,” said cofounder Kelcey Liverpool, a mother of two former military kids.

Kids Rank, an Illinois nonprofit focused on building resiliency and community for military children, has been delivering secret agent-themed summer camp activities in boxes for

She said this move will enable them to serve more children, including those who have moved away or live in isolated areas.

1. Kids Rank

The organization also offers extensive entrepreneurship training and other programs teaching practical skills. And while COVID-19 has forced the organization to rethink the way it delivers its content, Liverpool said they’ve remained successful by sticking to their core values, even when taking on other types of programming for military spouses or other groups seems tempting.

“I think for me in terms of creating impact is not to stray too broad, where you kind of water down what your true mission is,” she said.

2. COVID-19 Military Support Initiative

Matt Borron, executive director of the Association of Defense Communities, called Blue Star Families CEO Kathy Roth-Douquet with an idea one day: They could team up to share information about support for the military community during the pandemic.

Roth-Douquet attributes some of that success to how quickly the organizations moved on the idea. It launched just a few days after Borron’s initial phone call — before they had a plan for funding or had signed on any partners.

“We live in a fast, agile world and nonprofits have to be fast, agile, too, which means not sticking with your old plan and not needing a perfect plan before you launch,” she said.

The organizers are now moving into the second phase of the initiative to focus more on compiling data and research to present to lawmakers and Defense Department officials.

3. Vets Who Code

Vets Who Code trains veterans in programming through free, remote courses and helps them find jobs in the technology industry. Since its founding in 2014, more than 250 veterans in 37 states have gone through the program, earning a combined $17.6 million in salaries.

“Each one of those is a family — a man or woman who is putting food

on the table for their families with a skill that they didn’t have when they left the military that they didn’t have to pay for,” said Jerome Hardaway, the organization’s founder. “That’s my social impact.”

Hardaway transitioned out of the Air Force during the Great Recession in 2009 and chose to pursue technology as a career because it seemed more stable than other industries. Now, he’s seeing a similar pattern.

“Our industry is the best industry to be in, and not only that, our nonprofit right now has never been hotter,” he said. “We’re pushing while everybody else is still trying to figure out how to pivot their programs. We haven’t changed a thing.”

And his best advice for other nonprofits? “Hire a CTO” — especially now.

That resulted in the COVID-19 Military Support Initiative that provided a slew of online resources, including newsletters and virtual town hall meetings, on topics informed by Blue Star Families’ Pain Points Poll survey of military family members.

The initiative’s impact exceeded initial expectations with nearly 24,000 video views and 40,000 newsletter opens. Borron said he heard of some attendees who took action in their communities based on information they’d learned through CMSI.

Marine teams up with former Disney exec to create new streaming platform

By Stephen Ruiz

It’s not just his father, Phil, who was nominated for five Grammys and won in 1984 for best gospel performance by a duo or group for the song “Keep the Flame Burning.’’ Driscoll lived in Woodstock, the city in New York for which the legendary 1969 music festival is named, as a child.

Now Driscoll is a driving force behind Loop Media, a premium short-form streaming service that he founded with former Disney and Electronic Arts executive Jon Niermann in 2014.

“I’ve always had an affinity for technology,’’ Driscoll said. “I remember as a kid getting my first Commodore 64 computer, and I was just amazed and enthralled about what that little box could do. Now you fast-forward 30 years, and here we are. The world is a whole new place. It’s a new frontier.’’

Despite his musical background, Driscoll, 48, did not follow that path directly after serving in the Marines from 1991-93. A lance corporal, he was a legal services specialist before an injury in a training accident ended his military career.

Driscoll used the VA’s vocational rehabilitation program to attend Lee University in Tennessee, graduating with a degree in business administration. He obtained his securities license and worked in investing before moving to Los Angeles. Driscoll met Niermann at a recording studio previously owned by Barbra Streisand, and his worldview changed while working with Billy Ray Cyrus on a video for “Achy Breaky 2,’’ a sequel to the hugely popular countrymusic song “Achy Breaky Heart’’ from the early 1990s.

That experience helped launch Loop Media.

“You can make a record on a laptop and microphone and a talented producer,’’ Driscoll said. “You don’t need a 30,000-square-foot recording studio that records symphonies. That’s where I began to look at that and say, ‘There’s this world that’s emerging with streaming. How do I get involved in that?’’’

With only one major music-video

company at the time, Driscoll saw a business opportunity. Loop Media began with music videos but has grown to include sports highlights, digital signage and movie trailers. Viral videos are in there, too. Loop Media’s content is marketed to businesses, airports, gyms, cruise ships and more.

Niermann said Loop Media, which has offices in L.A. and Seattle, has the only stand-alone, music-video app.

“[Shawn’s] just used to process and discipline and structure,’’ Niermann said. “I’m sure that background in the military has helped. … He has clarity. He’s just very clear about his position and where he feels we should be going.’’

As head of investor relations, Driscoll realizes Loop Media must continue to evolve. Remaining stagnant is a buzz kill in business, especially in streaming.

“The world of cable and satellite, I just don’t see a bright future for those mediums,’’ Driscoll said. “It is all going to be platform-based. Everybody is competing for that space.

“The future is more of the same, just different kinds of content, different kinds of platforms.’’

As the son of a Grammy Award winner, Marine veteran Shawn Driscoll has always been surrounded by musical influences.

Going outside the tank with Daymond John

By Bianca M. Strzalkowski

Photos courtesy of The Shark Group

The People’s Shark says life is a series of mentors.

Daymond John recalls sweeping floors in a corner store of his neighborhood as a kid to earn candy from the owner — a longtime business man who had seen it all. And John says that is the exact caliber of person to strive for when seeking a mentor.

“First of all, don’t go for the Daymond Johns and the Mark Cubans and the Barbara Corcorans, go for the local mentor. My mentor started off as, first my mother, second a teacher, but third was a man who owned a corner store in my neighborhood … the reality is he owned that store for 20 years and he dealt with everything from politics changing to new technology to competition. He understands the fundamentals of business,” he said.

It is that “grassroots approach” to relationship building that helped John find success with FUBU — a global lifestyle brand climbing to $6 billion in sales after starting with a $40 budget, according to his website. He said it is the people who believed in the products in its earliest development that convinced others to help John take it to the international level.

For new and aspiring entrepreneurs chasing the next level of success for their venture, John urges practicing the concept of making mistakes on a small scale especially as it relates to acquiring capital.

“We’ve been trained over the course of our lives — whether it’s TV shows or anything else — you need money to make money and all those things are not true,” he said. “If you come to the idea of opening a business with how much money you need and more and more and more, that’s the wrong approach. The proper approach is to come with what tools do you currently have, how can you execute

these things in a very small manner — meaning one step, two steps — you know, real entrepreneurs that’s what they do, they take affordable steps.”

The reason for making mistakes very small, he says, is because what is your worst situation? Your worst situation is you fail at the business — something he has experience with. John closed FUBU three times from 1989 to 1992, losing a few thousand dollars. But

what he didn’t lose was room to go at it again, because he made mistakes small.

“If you go out and take the $200,000 to $300,000 loans and you go bankrupt after seven years, you have lost a lot of friends, you have lost a lot of money, you haven’t been able to come back from it — you’re potentially bankrupt, your credit is ruined and that’s why I say all that to say, you have to get

money at the smallest amount and create your proof of concept first. And then go out there and grow the business,” John explained.

He adds doing your homework is an important step, including researching what has worked and not worked. The evidence is out there. But entrepreneurs also need to anticipate for the unexpected that may happen. Cue a global pandemic.

When John was writing “Powershift,” his latest book, he had no way of anticipating the emergence of the coronavirus. But what experience had taught him was, something was coming.

“I didn’t know a pandemic was coming, but I knew no matter what something was coming because I was around the ’98 crash, I was around the .com bubble crash. I was around when planes flew into buildings, I was around the ’08 crash. Today it’s going to be a pandemic, tomorrow it’s going to be a war, and after that I don’t know what’s happening these days … something’s going to happen,” John said. “I wrote it [Powershift] because I studied so many subjects in the book — everybody from Kris Jenner to

Pitbull to Mark Cuban — and I noticed that these subjects, as well as myself, managed to navigate life and shift from being a designer to an investor to a TV personality to a motivational speaker to an author. Why can I do that and other people can’t? And why can Kris Jenner create one of the most notable families on the planet … or Lindsey Vonn be the most winningest skier in history? She practices for four years to win under a millisecond over

the best on the planet. And I put that all in the book as a student going down the path … so if you didn’t learn from me in that book, you can learn from other people and some people you never heard of, especially Charlynda [Scales] — a military vet who came out and created her own sauce that her grandfather had put together called Mutt’s Sauce.”

Scales, an Air Force veteran, didn’t set out to own a business. Initially she was just looking for a way to recreate a special recipe from her grandfather, Charlie “Mutt” Ferrell, Jr., who also served in the Air Force. But she was told to think bigger and in a period of four months she went from concept to manufactured product.

Later, Scales was connected to John after she was named the grand prize winner of Bob Evans Farms’ 2017 Heroes to CEOs Contest. She says one of the biggest takeaways she learned from him is to understand the return on investment.

“Take the time to do the math about how much it cost to operate that

company. Every little bitty thing, every piece of interest or tax or a label, your stickers. You have to examine the whole of the business — will that pay my bills?” Scales said.

The two entrepreneurs share similar humble upbringings, both being raised by single moms and both going from no money to money. They have stayed in touch since that initial meeting.

“He gave me all of those life lessons when we met and I was so grateful for them because you can lose money fast. And not realize that, when I sell a bottle of Mutt’s Sauce, it’s not just putting money in my pocket. It’s food on the table. It’s paying the lights, the rent,” she said.

John said life is a series of mentors. His recommendations for others trying to find places to learn from are:

1. Read as many books as you can in the space you want to be in.

2. Try to find mentors in your local community or online, but also think about how that relationship can be mutually beneficial to all involved. One example is to explore the idea of a reverse mentorship where you offer up your strengths, like social media skills, to the person you asked to mentor you.

3. Look for mentors in different categories (health, religion, business, etc.)

And whether it’s a formal mentorship or just general relationships, John said a critical component of sustaining a business through a crisis, like the pandemic, is taking stock of your Rolodex for collaborations.

COVID has only highlighted people’s weaknesses or strengths, he says, citing a recent example of a friend who owns a gym with 1,000 members. It was one of many brick-and-mortar locations forced to close after mandatory orders were put in place.

“He decided, you’re not a gym. That’s not what you sell. You don’t sell gym; you sell healthy lifestyle and because you can’t have them in here, what do you do?” John said.

The business owner gave out his workout equipment for the members to use at home, utilized his personal trainers to provide at-home workouts, then partnered with other storefronts in the area who offered products that aligned with wellness, like fitness apparel and fresh juices. Now, his business is expanding.

“Why? Because he knew that what he was selling was a healthy lifestyle, so he collaborated. Businesses today are

either going to find ways to pivot and make something they’ve never made before; they’re going to find a way to deliver what they delivered to their customer in a better way or a new way, or they’re going to shutter and close. People are still consuming; they’re just consuming in a different way. … It’s going to unfortunately make or break some businesses,” he said.

As for John, like others he is evaluating the effects of the pandemic on his own interests — including the companies he’s invested in that have done well and those that are not. And at the heart of it all is keeping himself, his family and his employees safe.

“And just like I’m telling everybody now, I’m taking small steps in different areas to see what works and how can I enhance the businesses that are working; my relationships, how I check my inventory of my Rolodex — who can I collaborate with,” he added.

Want to learn more from “Shark” Daymond John? His new book “Powershift” is available at all major boot retailers. Visit https://daymondjohn.com/ pages/powershift for updates.

FUN FACTS ABOUT DAYMOND JOHN

If you weren’t an entrepreneur, what would your career field be: Something to do with fishing.

What is your go to destress activity: Drinking Tito’s and soda

Name a surprising fact about yourself: I’m a big outdoors person from knife throwing to dirt bike riding and snowboarding.

Startup, franchise or existing business

By Lizann Lightfoot

There are many roads to entrepreneurship. Each is filled with its own obstacles and challenges. Becoming a successful entrepreneur means determining the type of company that fits your skills according to Blake Hogan, a Marine veteran and Bunker Labs CEO.

“Your experience in the military influences the business you want to start. People will be what they can see. Entrepreneurship can seem unattainable if you don’t see a lot of people doing it,” Hogan said. “The Military Influencer Conference is so important because it shows that entrepreneurship is a viable option. Here’s people who have done it and are willing to show you the way.”

For military entrepreneurs considering a startup business:

The most important thing is for veterans to consider their objectives and the business that will work best for their post-military lifestyle. As Hogan puts it, “There’s a big difference between enjoying baking cakes and owning a bakery.” The first step is to come up with honest answers to these questions:

• How much do I need to add to my bank account to survive?

• Is this something I really enjoy doing or is it a hobby?

• Do I want to commit to a brick and mortar where I show up every day?

• Do I want to work from home?

• Have I considered a high-growth company with stakeholders and investors that I may not control?

• Am I looking for something locally that my family can control?

Hogan said the next step is to focus on getting your idea to the customer.

“Build the cheapest ugliest thing you can and get someone to give you money for it before you decide to move forward,” he said. “If there is a problem and you are providing a solution, then someone is going to pay you. It’s all about customers and feedback.”

The feedback loop means that a business plan will need constant adjustments, especially in the beginning.

“The military mindset can work against us: we often think a business concept has to be fully finished and ready to go before we present it to a customer,” Hogan said. “We have to sometimes stop and zoom out. Build a plan, execute the plan, learn from it, then adapt it.”

When developing a business model, Hogan advises not to create everything from scratch. Instead, consider partnering with companies that will be steady, repeated supporters.

“Share a larger platform and be willing to share revenue,” he said.

Pros and cons of a franchise

Buying into a franchise can be a business compromise. Purchasers have the benefit of working for a large company with established procedures and products, while managing their location independently. However, there are limits to a franchise owner’s ability to grow, since they can typically only manage one location.

Hogan said veterans can be successful franchise managers, but it all comes down to personality.

“Franchises are a great way for people to get into business. If you just want someone to give you the book so you can follow through, you’ll do well,” he said. “The negative is that you are operating something, but you aren’t in charge of it. Are you willing to run someone else’s company? It’s important to self-reflect and know your own personality. Does the franchise align with your personal ambitions?”

He also recommends studying the numbers before buying into a franchise. The initial franchise fee is a large investment, but there are numerous resources to help veterans and military spouses get started.

“When leaving the military, many veterans don’t have great savings or credit, so franchises are willing to work with you” Hogan said. “There may be veteran incentives through the company like a franchise fee discount, or you can do the financing through them. But be careful—if it sounds too good to be true, then it probably is.”

One useful resource is VetFran (Veteran Franchise), founded by an Air Force veteran. This organization helps educate veterans and facilitate their entry into franchising.

Should you focus exclusively on your business?

“Keep your day job until it’s no longer tenable to do so because your business is growing so much,” Hogan said. “The ‘burn the ships’ mentality of going all in can be difficult to do when you have a family and mortgage or an upcoming [permanent change of station]. Make sure your family is on board or you’re setting yourself up for failure.”

According to Hogan, veterans shouldn’t rush to jump into new businesses.

“As long as you are getting your job done and being honest, then you can grow your business at home and on the side,” he said “I kept my corporate job the entire time I was doing a startup company, and thank goodness I did because I was able to pay off debt.”

ABOUT BUNKER LABS

Bunker Labs helps the military community fulfill entrepreneurial dreams by plugging veterans and military spouses into a local entrepreneurial network through Bunker Connect

“Entrepreneurship can feel like something reserved for a gifted few,” said Todd Connor, co-founder of Bunker Labs. “If you have a specific problem or opportunity that you uniquely understand and are uniquely passionate about, and are willing to put in the work, then you can bring an idea to life. Focus on the problem / solution and the business will follow.”

BunkerLabs is in the process of launching a Capital Access Strategy, to:

• de-mystify the process of how to access capital

• provide a network entry point to that group,

• provide resources to partners who connect you with capital

Visit https://bunkerlabs.org for more information.

VETERAN BLACK CULTURE BLACK OWNED

By Stephen Ruiz

Growing up poor in North Carolina, Mike Loyd was always looking for a way out.

He found one by enlisting in the Marines in 2010. After seven years in the military, Loyd rose to become a captain and was stationed at Camp Pendleton, California. As a combat engineer, he built bridges. Loyd, 36, is still building them.

He is the co-founder and CEO of Dope Coffee, a minority-run online business that aims to uplift the Black community through a product Americans consume at a rate of 146 billion cups annually. Each drop comes with a message.

“We can’t let other groups of people define us,’’ Mike said. “When you start building your own self-worth off someone else’s values, you’re always coming out of the bottom at that point.’’

Loyd and his wife, Chel, owned a couple of drive-thru coffee shops called Solar Cafe near Camp Lejeune, North Carolina, but they were destroyed by Hurricane Florence in 2018. They left the brick-and-mortar scene, moved to Atlanta and focused on Dope Coffee.

The Loyds did not follow a traditional business model. They use hip-hop to connect with customers.

“If you look around America, there’s

not too many places where we get to speak in a way that our voice is heard in a way we want it to be heard,’’ Mike said. “Hip-hop gives us that opportunity.’’

For Dope Coffee, which employs eight people, a key mission is to empower potential Black entrepreneurs and show them how to create jobs in their communities. The Loyds call it “elevating Black culture.’’

“What we saw happening in the world not only was directly happening to us, but we also wanted to change it,’’ said Chel, who is in charge of product development and logistics. “We knew that’s not how it should be, especially for people who are very, very talented and want good change for the world.’’

The Loyds put a lot of thought into selecting their company’s product and name. The history of coffee can be traced to Ethiopia, but Chel said it traditionally has not been marketed to Black people.

“The way it’s given to people of color is more along the lines of Folgers or instant coffee or some sludge you’re supposed to drink,’’ she said.

Dope Coffee wanted to change that, along with making consumers think. The term dope has various meanings, which the Loyds said they found appealing.

The name doubles as a conversation starter.

“Some people are going to get it and say, ‘That’s cool,’’’ Mike said. “And some people are going to hate it. [I wanted to] create such a polarizing proposition where you’re going to have to fall on one side or the other.’’

Loyd has evolved from the boy raised on the wrong side of town.

He is working on his MBA. He holds a bachelor’s degree in history at Wake Forest University, where he ran track before earning a master’s in education from North Carolina A&T. The father of three also operates a nonprofit, the 1G Break the Wealth Gap Foundation.

Loyd wants the Black community to see what is possible, one cup at a time.

“As Black people, we can’t always

be talking about 15-year investment schemes,’’ Loyd said. “A lot of what we’re talking about in America right now is long term, but that’s not where my community’s at. They need cash tomorrow. This is a lot of what I learned in the Marine Corps, with the ranks and the buttons and the symbols. I get it. They’re building a culture around this visual of what a Marine is. I was like, ‘That’s all my community is missing, is those levels.’’’

We protect your smile

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Federal Employees Dental Program is administered by the Federal Government Programs division of Delta Dental of California through its subsidiary Delta Dental Insurance Company (DDIC).

HELPS

VETREPRENEURS BUILD SUSTAINABLE

WARRIOR RISING BUSINESSES

By Jimmy Norris

Almost every military career ends with the service member making a decision: find a job or start a business.

Veterans who choose the path of entrepreneurship have an added resource to lean on. Jason Van Camp founded Warrior Rising — a nonprofit organization dedicated to helping veterans and their immediate family members start their own businesses.

“When you were getting out of the military you had a question, and that question was ‘now what? What am I going to do with myself?’” Van Camp said. “You probably thought to yourself ‘you know I could just sit back and collect my retirement or I could get a job or I could start a business.”

Starting a business after leaving the military is a journey Van Camp knows well. The former green beret left the Army after a seizure disorder forced him to medically retire. He founded Mission 6 Zero, a leadership development firm with high-profile clients including the NFL and Major League Baseball.

Warrior Rising was launched to help other veterans make the transition to business ownership. The resources provided by the organization are free to veterans and their immediate family members. It is funded by donations with 82.4% of every dollar going to veterans. The rest, Van Camp said, goes to overhead. He added that initially, 100% of donations went to veterans, but the company grew too

large and he had to hire paid staff to keep up with demand.

In the five years since its founding, Warrior Rising has grown exponentially. In 2015 the company helped six veterans establish businesses. Last year the number was 1,016. This year, Van Camp said, Warrior Rising is on pace to help 1,500 veterans start new businesses with about 40 signing up every two weeks.

Despite frequently saying during an online interview that “business is hard,” Van Camp said Warrior Rising already has some success stories.

Firebrand Flag Company, for example, recently sold out on a limited run of fireproof American flags.

“They’re ramping up business right now and I have no doubt this is going to be a multi-million-dollar company,” Van Camp said.

People interested in using Warrior Rising’s free services should first go to the organization’s website and sign up at https://www.warriorrising.org/apply Van Camp said an intake specialist will call the applicant within 48 hours.

“So, you have an intimate one-on-one conversation with someone about your business idea, what you’re trying to accomplish, why you’re trying to do it. Is it a good idea? Do you have the money for this? Does your spouse support you?” Van Camp said. “Questions about the actual journey you’re about to embark on.”

From there, applicants are sent to Warrior Rising’s education platform, Warrior Academy – online training that translates a military operations order into a business model. Van Camp said the training is designed to be difficult to prepare would-be entrepreneurs for the realities of owning a business.

“You can’t start out with $150,000 salary. That’s not how it works in business,” he said. “You’re going to have to grind and go without pay and suffer for a while before you start seeing revenue — before you start seeing everything start to pay off and you see a return on investment.”

After the training is complete, applicants are paired with mentors who are successful in the industry the veteran hopes to succeed in. Van Camp said the mentors are usually, but not always veterans.

Eventually, after the veteran has met all of the requirements, they can ask Warrior Rising for financial assistance and the organization will assist them in finding investors, loans or grants.

But that’s not the end of a veteran entrepreneur’s journey with Warrior Rising.

“What I realized is it wasn’t just about starting a business and finding your purpose through business ownership, it was also about creating a community and joining a community and joining a tribe of people that can support you and you can feel comfortable with like you’re part of the family with,” Van Camp said. “We have platoons all over the country.”

In the past, the organization hosted numerous in-person events, but the ongoing coronavirus pandemic has forced Warrior Rising to turn to online venues for events.

Van Camp described coronavirus as a game changer in many ways for those hoping to start businesses. First, he said, more people are applying for Warrior Rising’s assistance.

“It’s been even more prevalent because of COVID,” he said. “Because people are at home looking for that next step because they ask the question ‘now what’ and they come to Warrior Rising for help.”

He said the pandemic will continue to affect the business world for the foreseeable future. He said trucking and logistics, online services and recreational vehicle sales businesses are doing well. His outlook is equally optimistic for credit card processing companies, home security and solar sales.

The outlook is less rosy for commercial real estate.

“Clients of mine that have office space, they’re realizing right now that they don’t need office space. They can work from home,” Van Camp said. “They’re putting as much product out the door as they did before. Private equity firms, venture capitalist firms, the companies that basically control their finances are going to say ‘listen, anything that doesn’t affect the bottom line, get rid of’. They’re going say ‘we don’t need office space. We don’t need to pay rent.’ Coronavirus is going to change the game.”

Van Camp said it’s hard to predict what kind of businesses will be successful. The deciding factor usually has more to do with the would-be entrepreneur than the business itself. Even those with ideas others think are bad might succeed if they’re tenacious and adaptable, he added.

“We try to make it difficult for them and if they continue to try to move forward and if they say ‘I don’t care what you think. I don’t care if you laugh at me, I’m doing this no matter what’, those are the guys that succeed,” Van Camp said. “We try to make sure they understand all the risks. We try to help them understand there’s no guarantees and they’re probably going to fail. We give them all the stats. For some people it scares them off. That’s a good thing because they would have been scared off during their business endeavor anyway. I’ve seen some things that I thought ‘well that’s a dumb idea.’ Because they didn’t quit, they proved me wrong.”

Veterans interested in starting a business can find resources on the Warrior Rising website at https://www.warriorrising.org.

Active Duty Passive Income arms service members with investment opportunities

By Stephen Ruiz

Jun Shin realized he needed to secure his financial future shortly after his battle with testicular cancer began.

At the time, Shin was a senior at the Naval Academy and did not have time to waste.

“I really started to think about what’s really important in my life,’’ said Shin, an ensign stationed in Norfolk, Virginia. “For me, that was the freedom, the freedom to spend, freedom of money, freedom of financial burden, freedom of time most importantly to do what you want with who you love.’’

Shin’s pursuit led him to Active Duty Passive Income, a financial program founded by Marine Capt. Markian Sich in 2017 to help service members build nest eggs through real estate as they serve.

The ADPI community has grown to nearly 12,000 people and has netted investors profits registering in the millions of dollars, Sich said. He currently owns private properties in

California and Louisiana, where he serves as a communication strategy and operations officer in the Marine Reserve in New Orleans. Sich also is involved with three large multifamily complexes, totaling more than 200 units, in Indiana.

“The road to passive income is not passive,’’ Sich said. “It’s very much an active process. It’s a tough road, but it is very achievable — or a large degree of passivity is achievable. I don’t think anything will ever be completely passive unless you’re getting royalties from the ‘Lion King’ soundtrack.’’

ADPI offers a variety of investing options online, along with a blog, podcast and other resources. Some material is free, but registering for an academy teaching basic realestate investing principles costs $397. Educational tools about larger, potentially more lucrative models, such as commercial real estate and multifamily investing, begin at $1,500, Sich said.

Sich is originally from Ukraine.

“Dad was a diplomat,’’ Sich said. “He was making good money, but everything was all about saving, saving, saving, storing away, a very different mindset than taking advantage of the entrepreneurial and capitalistic functions that America provides.’’

Chasity Rosales, an ADPI-certified, real-estate agent in El Paso, Texas, sold about 180 homes last year. Most were to military members.

“They teach you, ‘What is your financial freedom number? What number do you need to quit work today?’’’ said Rosales, a command sergeant major in the Army Reserve. “Then they work backward to teach them to buy properties, buy multi-units, buy duplexes.’’

To begin the process, investors can take out a VA loan, dip into personal savings or money-market accounts, or consider a home-equity loan or line of credit. Like with any business venture, risk can’t be eliminated totally — “some people have a different financial temperature,’’ Rosales said — but it can be mitigated through education and learning from others’ experiences, according to Sich.

“I would say the biggest mistake is not putting enough on the line to really take action,’’ Sich said. “I know that’s a little vague, but the best way to distill it is not going into the trenches, not sacrificing enough to really figure it out.’’

Shin, 24, was willing to try anything after his cancer diagnosis.

Shin purchased a duplex through a VA loan and said he makes $600 in profit a month through house hacking. He does not intend to stop there.

Shin, whose cancer is in remission, has a plan if and when he achieves financial freedom, and it’s not to bask in the size of his bank account.

He wants to help one million children with cancer.

“You don’t have to wait until you’re 60 to retire,’’ Shin said. “I have a goal to be financially free in five years, so this changed my life.’’

Markian Sich with his wife

Chasity Rosales

BURN SURVIVOR

FINDS POST-MILITARY CAREER IN HOLLYWOOD

By Stephen Ruiz

After a roadside bomb burned 34% of his body, J.R. Martinez could not escape the change in his appearance when he looked in the mirror.

What lay underneath was worse.

The attack in Iraq on April 5, 2003, left Martinez scarred and angry. He only had been in the Army for seven months, and now he was confronted with the end of his military career in one explosive moment. He also no longer recognized himself.

“Both of my identities were immediately stripped away, which, to me, felt like a matter of seconds,’’ Martinez said. “That is challenging, man.’’

Martinez, 37, is perhaps best-known for his role on “All My Children,’’ which he landed with no acting experience. “All My Children,’’ the long-running ABC soap opera, went off the air in 2011, the same year that Martinez won “Dancing With the Stars’’ and not long before he served as the grand marshal of the 2012 Rose Parade.

Before those opportunities arrived, though, Martinez dealt with a combustible mixture of bitterness and self-loathing bubbling just below his damaged skin.

He needed help.

Martinez needed Dan Vargas, whom he now calls his best friend.

“It’s more than a friendship,’’ said Vargas, a tech sergeant who retired in 2007 after two decades in the Air Force. “He’s family. I love him unconditionally.’’

Martinez was in a coma for three weeks after the attack. He was hospitalized for nearly three years, enduring close to 40 surgeries.

He met Vargas in 2004 while recovering at a military hospital in San Antonio where Vargas was volunteering. The first time they went out together was when Vargas took a

group of wounded veterans to a Toby Keith concert.

Martinez was standoffish in the beginning, Vargas recalled. A few years later, they were in Indianapolis when Martinez challenged Vargas, 17 years his senior, to fight.

Vargas did not start throwing fists. Instead, he countered with honesty.

“I said, ‘Look, you’re holding on to a lot of things that are going to end up ruining you and killing you if you don’t deal with them,’’’ Vargas said. “I understand you’re angry at the situation, but you need to realize it’s OK to cry and let it out, and let’s deal with it and move on.’’’

At the time, Martinez said drinking and reckless behavior fueled his anger.

“[Vargas] created this safe space where I didn’t feel threatened or alarmed to cry and to share with him my feelings,’’ Martinez said. “It was in that moment that I felt this huge weight was coming off my shoulders.’’

Vargas encouraged Martinez to audition for the role of a wounded veteran on “All My Children.’’ They live about an hour apart in Texas, where Martinez shares a home with his wife and young daughter. Vargas is her godfather.

They talk daily, ending each call with “I love you.’’

“I can’t even tell you how proud I am,’’ Vargas said. “I get emotional talking about it.’’

Martinez and Vargas often play the what-if game.

What if Martinez hadn’t been injured? Martinez said he still might be in the Army, might have deployed multiple times or might have been killed.

And Martinez, a motivational speaker averaging about 45 engagements annually, likely would not have seen his message of perseverance and survival resonate so widely.

“Yes, it has been a struggle to remind myself that I am still an attractive man, that I’m not disgusting, that I’m not this horrible, disfigured individual walking amongst a society that looks completely normal,’’ Martinez said. “I have to remind myself that my wife loves me the way that I am.

“Those are things that I constantly have to do, but it’s not to say that if I had not been injured, I would not have another set of obstacles that I have to daily remind myself that I am enough, that I am worthy.’’

5 MUST-HAVE TOOLS FOR REMOTE BUSINESSES

all across the nation but want everyone to have a Texas phone number — that’s possible), file sharing, real-time collaboration on document and slide deck creation, and so much more.

Canva: Creative/design tool

Have you been a “remote first” company since inception? Or, were you forced to adapt quickly to the demands of COVID-19 workflows? No matter what category you fall into, here are some must-have tools that make a big difference in how you and your team work, communicate, and succeed together in a virtual setting.

Trello: Project management tool

Trello is an amazing collaborative workspace, allowing you to work virtually in real-time. It offers the opportunity to organize different departments of your company, create workflow/approval systems and set task lists with assigned team member duties. Excellent maneuverability of assignments and color coding is always a plus.

Humaxa: Culture pulse check tool

Keeping track of how your team members feel is not only key to thriving as a company but also critical when working remotely. They need a place to provide feedback, be heard and trust their ideas and concerns are genuinely welcomed and valued.

Humaxa offers exactly that with a fun, useful bot named Max, who lives in Slack. There, Max asks for feedback, initiates discussions, provides mentoring and delivers recognition.

Slack: Communication tool

All this talk about Slack may have you curious about what it is exactly. As a team messaging service, it gives you a solid reason to stop using group texts to communicate throughout the day. Slack is best for quick, daily correspondence and file sharing for reviews. At Instant Teams, with over 100 remote team members, we like to imagine Slack as our virtual office space. Just as we would walk by each other and say good morning or pop in and out of department meetings in a traditional office setting, we can do it virtually thanks to Slack.

Google Suite: File and remote office management tool

If you haven’t already, open up a Google Business account. The suite of tools available for remote teams is comprehensive. Think company email addresses, customizable phone numbers (if you have team members

Canva, a graphic design platform, allows you to create social media graphics, presentations, posters, and plenty of other visually-appealing content. It’s available on web and mobile, and it includes millions of images, fonts, templates and illustrations. You may be thinking: graphic design? Not in my wheelhouse. But this tool makes it easy with simple drag-and-drop functionalities. So, if you can’t hire that dream design team just yet, Canva will be your best friend in the meantime.

All that to say, just because you’ve moved away from a corporate office or coworking space and are working from a home office as an entrepreneur doesn’t mean workplace systems go out the window. If anything, working remotely requires extra planning and accountability. And that starts with setting up systems, providing tools, and empowering your company to continue to work at its most productive level.

Written by Army Spouses and Instant Teams’ founders Liza Rodewald (CEO) and Erica McMannes (COO). Instant Teams proudly serves mid-market and enterprise-level customers with functional remote team solutions through its remote team software (Arti), fueled by a remote workforce of 10,000+ military spouses geolocated around the world, enabling 24/7 support. The multi-million-dollar company employs more than 120 remote team members worldwide, offering the perks of in-house teams with the benefits of outsourcing plus a built-in social impact and diversity fulfillment solution.

Outsourcing is often the first big growth step for a business. For an entrepreneur on a start-up budget, this can be a difficult decision. Laura Early, a military spouse, is the co-founder of WISE Advise — a virtual team helping small businesses fulfill needs in public relations, business strategy, bookkeeping, digital marketing, web design and more. Early guides companies through outsourcing decisions and connects skilled remote workers with clients who need them.

When to outsource

There is no magical timeline to help an entrepreneur decide when to share their workload. Instead, they should consider the value that will be added and overall return on the investment. Early says that consistent income is a key factor.

“If you are having consistent income month over month, then you’re in a good place to outsource. For some people that happens sooner than a year; for others it takes longer,” she said.

By Lizann Lightfoot

Questions to consider before outsourcing:

• Will outsourcing free up time and allow me to achieve goals quicker?

• Will outsourcing give me the best return on investment compared to hiring another employee or taking on more work myself?

• Will this task take me longer to learn than to pay someone else to do it?

• What do I have available in the budget to spend on outsourcing?

What tasks to outsource first

A first step for any entrepreneur is to examine what specific tasks are worthwhile to outsource. Ideally, these are the tasks that you are not an expert in, but have the funds to pay someone with the skills. Early says this is both a financial and an emotional decision.

“When you outsource, you’re handing your baby to someone. The easiest thing to outsource at first is whatever you aren’t good at: finance, bookkeeping, web design, technical things, etc. It’s easy to delegate because you aren’t an expert and you are able to let go. Administrative services can give you a lot more time back, but those are harder to let go of, especially in the earlier stages,” she said.

How to find the right people

Outsourcing means contracting with either freelancers or an agency for certain tasks, rather than hiring an employee. You can either reach out directly to a recommended contractor, or work with an agency to match you with one. Begin by asking for recommendations from peers in your professional community. Early recommends treating this stage like the hiring process rather than jumping at the first recommendation.

“Think about the relationship you are looking for. When you get recommendations, ask why they recommend that person. Treat it like hiring an employee: you interview them, discuss communication styles, and determine whether they fit with your company culture.”

Freelancer vs. Agency

Whether you contract directly with a freelancer or hire an agency depends on your budget and the services you desire. While a freelancer is typically more affordable and involves less time

to manage, an agency guarantees more consistency and fallback options if someone gets sick. The right answer depends on the scope of work and the level of service your company needs.

Early explains, “Agencies can be more expensive, and some loop you into long-term contracts. The benefits are that you have more accountability, better coverage, more oversight and quicker resolution of disagreements. If there is a disagreement about cost or quality of work, the agency handles that. Also, an agency can pivot to offer you additional services as needed. You get access to more than one mind: a project manager will consult with a team for more answers and info.”

If you hire a freelancer directly, there typically isn’t a long contract or upfront cost. An individual may provide faster turnaround without regular check-ins, but you are relying on their schedule and their health. If you develop additional needs, you are limited by your freelancer’s skills and may need to hire an additional contractor.

Ensuring success in the outsourcing relationship

An outsourcing relationship can only be successful with good communication from both parties. Not only do you need to be clear and concise about your project expectations, but you also need to be available for your outsourced

partner to answer their questions and provide feedback. Early offers these recommendations for success:

1. Have an onboarding call to discuss your preferred methods of communication.

2. Explain what a successful completed project looks like and elaborate on details.

3. Discuss deadlines and expectations for check-ins and completed tasks.

“That’s a big investment in the beginning: making that call and giving a few weeks to get into a rhythm takes time. But it’s necessary, and you have to let people fail forward so that you can improve together,” Early said.

It’s also important to put everything in writing, so both parties can refer back to comments and details, she added.

“I suggest using a project management tool like Asana or Trello because it keeps things trackable. You can upload all the deliverables, and all the comments and requests are listed in one place.”

Outsourcing is a great way for an entrepreneur to gain expert support to grow a business. To learn more about how Early and her team work with companies, visit https:// wiseadviseteam.com.

MANAGING YOUR MILITARY TRANSITION DURING A PANDEMIC

By Blake Stillwell

An estimated 200,000 veterans were supposed to leave the military this year. Because of the global COVID-19 pandemic, however, hundreds have deferred their separations and thousands more have opted to reenlist. Those still leaving the military face increased uncertainty as they enter a new, civilian life.

They will enter an ever-changing job market, many for the first time. Unlike previous years, once-solid companies are filing for bankruptcy protection, businesses aren’t hiring in high numbers or are laying off workers and the market is flooded with record-high unemployment.

Adrianne Phillips, founder and Chairman of the Board of Directors for Southern California’s Strategic Alliance for Veteran Integration (SAVI), believes that while things may look unrelentingly bleak, there is still ample opportunity out there.

“The important question is, how will we adapt to the new job market process and develop our skills to meet the demands of the marketplace?” Phillips said. “The job search, application and qualification process has been lacking for some time. The current circumstances only brought greater awareness to this fact.”

Phillips, a service-disabled Air Force veteran and entrepreneur, founded SAVI after her own transition nearly led her to a path of unemployment and homelessness. Using the lessons she learned after leaving the military, she created a time-tested program tailored to individual needs that shepherds separating veterans from their last six months in the military through their first six months of civilian life.

“[Leaving the military] is a personal decision that incorporates many elements of consideration,” Phillips said. “Unfortunately, it’s not one-sizefits-all and depends heavily on the individual’s risk tolerance ... you should know why you’re leaving the military and focus on building your next chapter around that. Wherever there is challenge, there is always opportunity.”

Adequately prepare

“Networking will become essential to distinguish ourselves as candidates in a flooded market,” she said. “What we do with our ‘down time’ will be looked at much more carefully. Just because you’re out of a job does not mean you cannot be productive and invest in your marketability.”

Phillips acknowledges that the pandemic adds more uncertainty to an already tense process. She says those who are still in the military will have their work cut out for them.

“Military members need to start prepping earlier then they would normally anticipate, invest into networking and learning about diverse industries, spend time cultivating

new skills and becoming comfortable working in an online environment and be open to locations they may have not previously considered,” she said.

Phillips notes the pandemic will affect the rate of military separations for as long as it affects the economy. But there are positive long-term changes to come of these effects.

“Remote work has changed the opportunities they have access to as well as the skills they’ll need to be effective in those roles,” Phillips said. “Early exposure, training and demonstrated knowledge in these areas will add tremendous value to their portfolios.”

No one is immune

Phillips believes all industries and careers could be affected in the long run. Some may become obsolete — though not while the pandemic is ongoing — but employee roles and the way employers do business is definitely subject to change.

“We can’t see the full impact of this situation because it hasn’t been realized,” she said.

For areas likely to change (or already changing), Phillips believes it’s important to know which direction that industry is headed. For separating vets, they need to know where they actually can win.

“Anything technology related is a no brainer. As we continue to digitize more and more processes, these skills are going to be essential in many industries,” she said. “Technology also has diverse needs from leadership to administrative, so it doesn’t mean veterans have to work on computers. Renewable energy and healthcare are huge industries with a lot of innovation. Design and marketing are in constant demand as businesses begin to rebuild and open.”

The biggest misconception about job hunting in the pandemic, she says, is that no one is hiring right now.

“You have to get creative and be willing to dive into areas you did not consider previously,” she said. “Although it’s changed, there are still very viable opportunities in the job market right now both for individuals who are unemployed, underemployed or looking to transition into a new career.”

To the two-time entrepreneur, networking and developing relationships with the people in your personal and professional life is the best way to find work or advance your career.

“There’s hope and the most valuable asset is other people,” she said. “Invest into your relationships knowing that through them, the right opportunities will align themselves.”

Your oral health matters

Your oral health is connected to your overall health and quality of life. Regular dental care is critical and shouldn’t cost you anything. That’s why preventive care is 100% covered under the Veterans Affairs Dental Insurance Program (VADIP) from Delta Dental.

Enjoy affordable dental care

Veterans enrolled in VA healthcare and eligible CHAMPVA beneficiaries can choose from three Delta Dental VADIP plan options to meet your needs and get access to our large network of dentists nationwide.

Enroll at any time during the year. Visit deltadentalins.com/vadip and take charge of your oral health today!

Delta Dental’s Veterans Affairs Dental Insurance Program (VADIP) is administered by the Federal Government Programs division of Delta Dental of California through its subsidiary Delta Dental Insurance Company (DDIC).

WHAT’S MISSING FROM YOUR TEAM?

By Lakesha Cole

World events are causing businesses to review, reflect, and take action on inclusion practices. The drive for companies to make positive changes around inclusion and diversity in the workplace is now more critical than ever before.

Cody Horton, Founder of Diverse Recruiting Experts, has over 20 years of leadership, training, and recruiting experience. Working for some of the most recognized companies globally such as Walmart and Deloitte, he has extensive experience leading talent acquisition teams and driving diversity initiatives. Through his years as a diversity talent recruiter, his passion for the industry has only grown.

The following are a few highlights of our Q&A.

Lakesha: Please tell our readers a little about your background and experience.

Cody: I served in the Navy for 14 years. When I joined the Navy, I went through a program called BOOST (Broadened Opportunity for Officer Selection and Training), designed to get women and people of color into the Navy’s officer ranks. My recruiter was intentional about doing that, and as a result, the program changed my life. So, while I was in the Navy, I earned my undergrad and master’s degree. Thanks to the I.T. work that I did in the Navy, when I got out, my first job was with Microsoft.

After working for several prominent corporations all over the country and having this big passion for recruiting and diversity, I wrote a business

plan. Subsequently, that plan was launched, and it started Diverse Recruiting Experts. The focus has been on trying to get more women and people of color into jobs that may be inaccessible otherwise. It’s all a direct result of my initial experience with diversity and inclusion in the Navy.

Lakesha: Diversity and inclusion are often lumped together, but they carry different meanings. How do you define the two?

Cody: If I keep it simple, diversity means different. So, when you look at diversity, it’s people with different backgrounds, experiences, races, ethnicities, orientations, and preferences.

Someone once told me that with diversity, you get invited to the party. Inclusion is when you help plan the party. Your ideas are being heard. When you have a seat at the table, you feel like you can have your respected value in that organization. Inclusion is the foundation of having a company with a competitive edge. You can produce better products when you’ve included someone in that process of development, which brings a different perspective.

Lakesha: What are some of the necessary steps a brand should take to be more diverse and inclusive?

Cody: You’ve got to make sure that your brand resonates with a broader audience. It is about making sure the brand language and your job description is inclusive. There are tools that you can use to make sure that happens.

Here is a perfect example:

Sometimes when we write, we write at a 12th-grade level. A great deal of the population does not read at that level and likely will not pay attention to your content or be able to process it in the same way as others. So, I use tools like Hemingway that help you write at the grade level of the audience to make the content more considerable and relatable.

Lakesha: How can business owners make diversity a priority?

Cody: You have to start with the end in mind. Ask yourself these questions: What’s the worst-case scenario? What is the workforce that you want to see? Who is the customer that you want to serve? It’s essential to be intentional and mirror your expectations in the workplace and workforce you want to see. People buy from people they relate to and that they like. You’re not going to get it right every time, but you shouldn’t freeze and run from it. You have to take risks, and when you don’t know things, do some research and ask for help.

Lakesha: Talk to us a little bit about the importance of cultivating diverse relationships?

Cody: Cultivating diverse relationships lets us support, learn from one another. We should make friends and build relationships with people who are of different races, religions, ethnicities, genders, and socioeconomic status and who attend different schools and live in different neighborhoods. To do this, I think the best thing that you can do is get good at saying hi and get good at just reaching out. You can’t be afraid of showing up. Having diverse relationships gives you a greater range of resources to tap into.

For more insight from Cody Horton, visit Diverse Recruiting Experts on YouTube.