Brian Wirtz, a retired Marine turned entrepreneur, will share his wisdom in playing the long game during the transition. Today, he will share his thoughts on creating your vision, setting up your revolving door, and taking opportunities to further skill sets.
02:43- Brian focuses on building his talent acquisition company that focused on high performing veterans.
04:09- Brian is trying to develop a strong pipeline to place the visionary integrators concept.
09:27- Brian defines playing the long game for transitioning veterans
13:25- Unpacking his epiphany with a couple of tiered processes.
14:45- The civilian context and creating your own trajectory.
22:58- LinkedIn approach focused on rotational tours, foundational tours, and transformational roles
24:00- The cutting edge of helping to integrate LinkedIn approach to military transition
25:00- The best pool of integrators are transition military
3 Key Points:
- Playing the long game is setting your goal a few years from now, making the plan, and being open to different routes to get there.
- Recognize the value in things that are outside the traditional things. Build skill sets, both from failure or success, put yourself where opportunities show up.
- Get a variety of experience in different types of companies that would make you a more well-rounded leader and entrepreneur.
- “Everything I've done has been in different industries, but that's part of what makes my path valuable. I've learned my lesson and continue to grow to the next level of leadership and business administration.”- Brian Wirtz
- The long game for transitioning veterans is to take the goal post and move it from getting a job to figuring out where you want your life to go. “- Brian Wirtz
- “You can get something that's income replacement, but it never changes. Put yourself in an intentional trajectory to take on higher levels of responsibility because the civilian sector is unbounded, but you're responsible for creating your opportunities. “- Brian Wirtz
- “The absolute pond of fish for integrators are transitioning militaries we just need the transitional experiences to get them ready and successful.”- Brian Wirtz
Transcript - 011 with Brian Wirtz Marine Veteran Entrepreneur - Play the Long Game
Scott Tucker: Don't expect post-military riches and happiness to fall in your lap. The day you put on your first civilian uniform. No, we got to play the long game. Hi, I'm Scott Tucker and welcome back to Veteran Wealth Secrets. When I Went to West point, one of the things like I was very excited to go and serve my country as a big Hill military history buff my whole childhood.
So I got it. I knew what it was about, but at the same time, the whole point of going to high school was to get good grades, to go to a good college based on the stories we've been told. So yeah, West point seems like a pretty good college based on. Us news and world report rankings every year or whatever the heck that means.
But I was told, Hey, there's this long gray line. And when you get out of the military, whenever that is, there's just going to be this sweet job lined up for you. And so all I thought in my head was okay, It's going to be a really good paycheck and all look good professionally, all of check those boxes and therefore, quote unquote, I will have the life of success.
I think, I guess I don't think okay. Ever wrap my head around. What money meant or what my goals were. I didn't grow up that way. I grew up in a small town. My dad was a football coach when mom was a kindergarten teacher. Yeah. My dad had coached at Ohio state and in Penn state, some other big universities, but for my childhood, he was coaching his Alma mater real small division three school called Wooster in Amish country in Northeastern, Ohio.
And he took that step back away from the big program. So we could go big, be closer to family. And this is the eighties, before ESPN came around and things got really crazy in that world. We saw it later in the two thousands, we went back to Ohio state. But at that time I think he saw the writing on the wall of, what a career in, in, in that, in college football would be like if he stayed with division one.
And so that's what I understood. As a kid that, that there were sacrifices involved and success didn't have to be about limelight or big dollars. We lived in a nice childhood and we didn't have a membership at the country club, but that was right down the street. But. Yeah, I pretty much got to do everything I wanted.
I didn't have as many Christmas presents under the Christmas tree is my friend Jeff down across the street from me. And that was always noticeable thing growing up, but I didn't care. But I also, wasn't living in poverty and in my mom, No. She was a kindergarten teacher, a school teacher, but she taught at the Catholic school and they didn't actually, she volunteered paid her I dunno, 500 bucks a month or something crazy, but it was giving her something to do and a lot of meaning.
And she created a lot of new innovations actually in that space. She wasn't even Catholic, so that was interesting, but I just saw all these, I guess I just grew up around these sacrifices and my dad used to have these. These quotes that he would, that would, he would share with his football team.
And there are these drawings he had up, it would be like of a bicycle bicyclist, going down a Hill and the quote underneath would be pedaled downhill. And so in that's how I grew up in and recognize that, Hey, things don't happen quickly. You gotta work for it. A football season is a long season and we didn't.
Have a whole lot of success at the, or my dad's Alma mater the college Worcester when he was head coach, a lot of reasons for that, but whatever. I saw it. He didn't give up, don't give up the ship. That kind of thing. That was another quote I saw from my dad never give up because we don't know what may come next.
And, whatever success is defined as you know for you. That's your choice. Now? I think a lesson, nonetheless, I learned from my dad. I didn't recognize till unfortunately after he passed is I think he may have divined himself a little bit around that. Let's call it lack of success at Worcester. At least when you're looking at points on a scoreboard or wins and losses in the history books of that college sports program.
Really what happened was even when they let him go after 10 years, I've not really given him some support. What happened is. He got asked to join. Might've heard of the guy named Jim Tressel. He's an old family friend of ours. We coached at Ohio state together at Youngstown state, or he was before he became the highest state football coach asked my dad to be the defensive coordinator.
We won the national championship that very next year. Like boom, like that. The success. I remember, I even made a video. I was in my high school video journalism class, and I cut together all these videos of my cause at the championship game, they actually played it on TV. That was at the time for one AA, anything that wasn't big time programs, it wasn't on TV, but they played the championship game on TV.
So I remember I took all these cuts of the video and I cut it up and I said to my dad, Hey man, you deserved it. Yeah, that's what success mean to me. He didn't get, he wasn't getting paid any more than either. Then we followed, went with Jim Tressel to Ohio state. A couple of years later, we won the national championship at Ohio state 2002.
And I never got to see the joy in my dad's eyes from those championships, because that's what success should have meant to him. But I think based on how that world, that identity, that coat, football coaching, put them in, once you become the head coach,
if you're. Identity is based on that success, did you succeed or not? And technically my dad didn't, but my dad's real role was those roles he played when he was a national champion in man, he was good at it. And gosh, the amount of people that came to his funeral that talked about how vital he was to those championships can meant a lot to me.
And I always wondered, I was like, man, why didn't I get to have that level of understanding when my dad was alive and not to mention later on when we started hearing from his former players. So at Wooster, when we didn't have a whole lot of success, those players would write them years later and talk to them and talk about them and say, coach, I get it now, as they were.
Fathers leaders in their corporations or whatever they were doing. Like they got the message. And my dad was talking about, regardless of the wins and losses, as hard as that was. And for me, I'm part of that long game, because that's what. Helped wake me up to be like, Hey I'm 37 now.
I don't think I've done anything. I don't even know what I'm supposed to be doing. I'm going to go figure out what is success mean to me? And that was almost 10 years after I had gotten out of the military 10 years into a career where I thought success was based on how many clients I had or how many.
Assets I was managing and how many, how much fees and commissions I was bringing into my firm. And that's how my firm had told me to identify identity. That's how my mentor had identified for himself. And I was supposed to be looking up to him. That meant nothing. So I just share those lessons for whatever the worth that were lessons for me, at least.
But hopefully they're meaningful for you. And we got an interview for the rest of the show today. I think you're really going to enjoy it. We're talking with Brian Wirtz and Brian like he and I got to know each other because of around a book called rocket fuel. So make sure you read that book Rockfield it talks about visionaries and integrators.
And actually, if you think about it, My dad gave a shot as being a visionary as a head coach, but reality, his role was an as an integrator and he helped in as director of football operations for Jim Tressel at Ohio state. And he was basically the XO of the unit. He got the mission done, as defensive coordinator.
Youngstown state, he was the integrator of the defense, right? Coach Tressel held the vision of how the team is supposed to roll. So that works at all levels. We have it all the time in the military. You've got your commander, then you've got your XO and you got your Sergeant major.
You get your chiefs. There's a difference between visionary and integrator. Now, some people get put into the visionary roles when they shouldn't be and put in the integrator roles and they shouldn't be, but I think that's a big lesson from today's, but you're not going to find out unless you're playing the long game.
So that's what Brian and I talk about. So hope you enjoy the interview. If you haven't already make sure you subscribe to the show and rate and review, we'd really appreciate it. Check us out on YouTube. Got so much more content there. And of course, if you want to learn more about. You know how we're implementing all these ideas into helping people build a financial strategy for their post-military life, regardless of where you're at, if you're already out, if you're still active duty, it all ties in, we can all relate what it means to be prepared, to take control of your potential.
In post-military life. And our strategy is based around an idea called financial flexibility rather than financial freedom, which means nothing you need to be able to act. Okay. So that's what these shows are all about. Hope you enjoy the interview and check us out at US. VetWealth dot com.
Hey everyone, Scott Tucker here with Veteran Wealth Secrets, I'm very excited to have launched our new book, Veteran Wealth Secrets, where we talk about what is coming in the modern economy. What do we need to be aware of? How do we look at things like jobs and money and identity differently? So that's what we lay out in this book. But you can't always do it all alone.
You need to find people on your team mentors people working for you with you, whatever it is. But that's where I'm really excited to bring on our guest today. Brian wort words, I would always say verts, cause I spent so much time in Germany. land governance. And so I see a name like that and I want to say it, but really I think we're going to talk about today is the idea of.
Of integrating and we know how to get missions done in the military follow orders and that kind of stuff. And those rules work differently in the civilian world. Typically there is no enlisted and officer ranks and stuff, so there's a lot of things that we need to translate. First let's start off.
Tell us a little bit about that, about yourself. What's the life like for you these days? How have things shifted and changed? Probably related to the recent pandemic that we're all still in, but what's life for for you these days, Brian.
Brian Wirtz: Great question. Thanks for having me, Scott really excited to to be here.
I know you and I connected, some sometime back and life I think has changed a lot for both me and I think probably everybody else that's out there. In terms of, when you and I first connected, I was really watching some of the things you were doing on LinkedIn, and I love the way you were growing an audience and focusing on marketing.
And you were one of the veterans that and have been one of the veterans that have been on my must, must connect with and must follow lists. I've shared your name with lots of folks. Yeah, absolutely. Absolutely. And I was focused up until a year ago, up until February 28th, 2020, when I voluntarily left my last full-time job.
Think of that timing. I had been focused on trying to. Build out my own basically talent acquisition company focusing on high performing veterans. I think I, I hadn't different viewpoint. Not that there's not just a ton of people already in that space, but I thought I had a different viewpoint, both from military recruitment, civilian recruitment, and being a transition Veteran myself, having sat on both sides of the table.
I knew enough about. Retain search and how to and had been preparing myself for basically the six years, since five years. At that point, since I've been out of the Marines to be an entrepreneur. Obviously if my, my paycheck stopped on February 28th. Two weeks later when I was getting ready to get my.
First retainer for a search on a Monday the 13th, I think it was it was probably two or three days into the week when the whole world had changed. And if your of recruitment was in question, thrown out and it really did cause some soul searching. And I I followed some advice from a friend colleague of mine who said his he's a career coach.
One of the things he talks about is. The real estate term highest invest use, like how do you apply that to yourself? One of the things that I had planned on doing from a recruiting standpoint for my company, which was a winning with warriors was fo gon I was going to try and develop a strong pipeline to place what we're calling an integrators or, the.
Group US worldwide. And the authors of the book, rocket fuel, who talks about this visionary integrator comp concept. And I think we can probably, unpack that a little bit more about how do we, I thought, Hey, there's veterans people that have been military officers senior enlisted advisors are great supporters of a lead person.
And I thought that there was the possibility to build a real pipeline there. That was one of the things I was going to try and do for my placement business. But then I figured, you know what? I want to be an entrepreneur. I've spent all this time preparing myself to be an entrepreneur. The next best thing is now's not the time to take on the risk of entrepreneurship solely myself.
Maybe if I'm not. Positioned to be the visionary right now, I can become an integrator and help somebody else. Who's a visionary, grow their business and continue to develop myself personally and professionally in the process. And that's exactly what I did. I S I reset myself retooled, how I was focusing presenting myself out there as an applicant.
And I found an opportunity. I started in may. Been doing it, six months now working in complete another completely different industry. Everything I've done has been different industries, but that's part of, I think what makes it makes my path valuable. I'm basically helping to grow a commercial, photography studio in the e-commerce space.
And it's a cool job. I'm learning a lot continuing to grow to the next level of leadership and administration of business. So it's been a good tool for me, and it's also helped me when the time comes in the future. If I can get back into that recruitment side of things, having been both an integrator and a visionary now, I think I'll be really well positioned to help fulfill those needs in the marketplace.
Scott Tucker: love the story. Glad you brought it up. I think it. It there's so many lessons just in that, just few minutes of of a, of an, our arch there, because our cause you had to. You had to make some decisions on the fly. You had been doing this on the side, so to speak, to build it up for the moment to be right.
And yet when you do it, wow. The flu comes out of nowhere, all ducks don't always line up no matter how well you may plan. And so I think that's why you want to talk about the long game more, but before we do that, yeah, I think we should unpack the. The visionary integrator thing.
I highly recommend everybody read this book. Rocket fuel. Gosh, who's the author.
Brian Wirtz: It's Gino Wickman and Mark
Scott Tucker: Winters. Mark Winters. Okay. Yeah. I know with Mark on LinkedIn, I was like, thank you for that book. It was amazing. And. Any business that, that tip any entrepreneur or startup, usually when they get started, it's all because somebody had an idea to solve a problem.
That's what entrepreneurship is. And usually they're really good at the idea, not so good at making sure people understand the idea of what the mix is and that's where this integrator comes in. And I think you make a great point that. The idea to have both those skillsets. I got out and talk about a crazy time to get into a new job in 2008 is when I got into the financial industry.
So right. The crashes, I was like who's Lehman brothers. I didn't know anything. I was starting off from scratch and. And, we got, I got treated as the junior guy versus I was working with a guy who was more or less by himself. Anyways, he had all these ideas and stuff. I would have loved to go in there as more of an integrator to implement his ideas, learn the backend of the system.
And unfortunately I never built that skill set. I went down the idea guy. Route, but I'm glad that you brought that up because it's, rocket fuel has been a powerful book for me, finding, the opportunity can be for you to help somebody else with their vision. Maybe that's not where we end up, but gosh, doesn't it seem like a logical place to start for so many Veteran versus just the corporate, still a job.
But yeah. Or you can be classified that way. You can get it with so many startups in all. There's always the inventor who doesn't know how to explain to people or to get their invention to market. How does that play into the longer game, Brian? Because you did, gosh, I was looking at your LinkedIn resume.
You look like you're 32 and yet you've did a full career in, in, in the Marines. And and have been out already six years, you've had multiple experiences. So I know, and then you're taking these steps. Just in the last six months, making big decisions, how has played the long game or worked
Brian Wirtz: in your favor?
That's a great question. It's something I didn't realize that I was actually doing upfront, to meet the long game is. For transitioning veterans, it's taken the goalpost and moving it from getting a job to figuring out where you want your life to go. And that changes everything because it changes the perspective of what matters.
It maybe takes some of the focus off the dollars and it maybe puts value on other things like time experiences. And it really helps you take into account the things that are going to get you further toward what really matter. If what matters is more time with your family. If what matters is getting to a certain level of professional achievement or growth, then that's going to have a different trajectory and it might.
Put into perspective, the value of taking roles that maybe either don't pay as well. Don't have the nice title may be, are not going to be as easy for you. Maybe they're closer to entry level. All those things have a value associated with them from an experience standpoint that is different than the dollars that may be attached to them.
I think a lot of people, when they think about their military transition, They're focused on how am I going to replace my income. That can be an important thing. And I think we all have to be realistic about what is required in our income, as opposed to, what we want to get, but , there's a lot more to it than that.
And I think it's recognizing value in things that are outside. The traditional things we've thought about. And to me and a lot of that is getting a variety of experiences in different types of companies doing different types of roles that would make me a more well-rounded leader and entrepreneur when I got to this point and it's paid off and I learned a lot about it.
And I think now also in a position where I can help. Tell other people about that process. And that's the long game it's taking it away from what does that first paycheck post-military look like? What does that paycheck two months post-military look like, and it's, where do I want to be three years from now?
Five years from now. And then what's the plan that I need to get there, because if you put it that way, it's a lot easier and more attainable to take the steps along the way that are going to get you there.
Scott Tucker: Yeah. Isn't that ironic? That. However long you're in the military, I was only active duty six and a half years.
Many different jobs I held in that and that probably four or five, different abilities in different units and all that kind of stuff. We're so used to moving quickly, build a skill set, learn something. I had this experience, this job, these people all built in the network and.
Yet it seems to be, when we're told to go to the civilian life, it's get a job that will be your new career. And so I think I wish I would have stumbled into, I stumbled into it in a different way, but it was still an in one industry. But you, I dunno if you've been in multiple industries, would you say that?
Obviously you are now completely differently. It is each one I like falling. Do you? Scott Adams is the guy who does Dilbert the cartoon. Yeah. He's got a show where he just talks about his career to directory based on his book, how to fail at everything and still win big.
And he talks about, I'm just constantly building skillsets and that I stack on top of each other. And then I put myself. Creating luck. I put myself in the places where luck shows up or opportunity shows up. It sounds like that's happened for you in a lot of ways. Yeah. Do you have a story about when did you have your pithany?
It's Oh my God, this is what. I'm doing it and then I can help other people do it in this way.
Brian Wirtz: It was a couple of tiered process. The first one came, I actually left. I had a, an, a job offer in hand when I had my retirement ceremony in 2014. It was a job offer. It was far from the right job offer and it turned out to be w One of my best bad experiences, but it was a really bad experience.
It was not a fit for me. But it was an introduction to the civilian sector. And, one of the things that I realized was a lot of the advice that I'd taken on board. One of those things being, Hey, take the burden hand because you don't know when the next one is coming may or may not have been the right advice.
I don't regret it because I learned a lot and I hit the ground running and I've been going ever since, but that really triggered the there's gotta be a better way. This was five plus years ago. The transition community has grown a ton since then. So there's a lot of other resources, but some of the things that I learned as I.
I got an MBA while I was still active duty, but I didn't have any financial experience. I didn't have. There was a lot of things that, and I didn't have civilian context and management experience. And I think that civilian context is something we all, and I use the word all that's probably not a fair term, but a lot of us think that becoming a civilian is just going to be easy.
We think that, Hey, I've been a great, Military member, Marine, soldier, whatever, but being a civilian is not necessarily easy. There's a climatization process to it. And it takes time. It takes soaking in the environments around you and by making in some regards job decisions, but also trying to re you know, take in, I got from that first job, which was in healthcare, I realized not only was the company I was in the wrong company, but healthcare was not where I wanted to be for a variety of reasons.
Not worth digging into, but I realized, okay that's not my sector. I went to work at a biotech company. I stayed there for about a year and a half as a contractor, working, helping to support somebody on strategy and project management, program management. Learned a ton there. And had probably the opportunity if I would have stuck around longer to eventually get get accepted into a full-time role for that company, which is, a real Genentech, really high, highly regarded company.
But I wa I still thought, you know what I haven't had any financial experience. If I want to be an entrepreneur, I need to get that. I went over. I, I. I started applying for other roles, got a a leadership role a manager role with Encore capital group did some corporate finance for less than a year.
I was gonna stay there longer. But the, then somebody that I knew well recruited me into Kitchell contractors to do a talent, acquisition and development. So getting. Fully into the skill set. That was most important to me, which is in the talent acquisition skillset. When I got that re when I was recruited for that was a huge, door opening thing for me.
I had a chance to do things that, that. Yeah, do talent acquisition outside the military, just like I did it inside the military. Sit on the other side of the hiring table. I did that for three years. That was, that, that changed me. It got me ready for that entrepreneurial experience. And. Each one of those steps were making me more well-rounded they, they trended in the right direction.
From a financial standpoint, I started I knew this intuitively, but I think one of the things that, that seeing it actually hit my bank account made it made a difference is, there's some people, again, when you focus on that first job and maybe trying to find something, that's just an equivalent.
That's great if it's an equivalent, but is it permanent? Is it consistent? Is there growth opportunity, you can get something that's income replacement, but it never changes ever. And putting yourself on an intentional trajectory to take on higher levels of responsibility because the civilian sector is unbounded.
But you're responsible for creating your own opportunities. And so that's the way I've always looked at it. And when, we started off talking about why my jump out into, on, onto my own didn't work, but now I'm back in another foundational and growth oriented role. And that's, helping, I, helping to manage and lead a company managing profit and loss and overseeing the daily operations.
That's. A skill set that if you look at six years coming out and being a line manager or individual contributor to being a, at a C level P and L type role. Wherever this role goes, it's putting me even at a greater opportunity to continue growing and having fun, having just an awesome time, doing cool stuff with cool people along the way.
Scott Tucker: mean that's what I love so much about a story like yours just now you move you miss quickly. You're very agile. Clearly you're building up skillsets, not to mention the amount of people you build in your network. Of course. But I've always been curious. I had a theory that, you know, being in a small startup for, former senior guys that were career military, whether enlisted or officer they've got, some get it done mentality in them, but they're also collecting some version of a pension.
Is there opportunity for maybe some delayed gratification where, why do we have to get paid every month? What if it's more money? But it comes every two years, why is it always have to be on this monthly thing? There's a reason for that, but, but I used to think, Hey, if there's that Lieutenant Colonel who doesn't want to just be a project manager, but we'd like to get into something, Hey, Mo mid joining a startup.
Is a place to go it's a little bit more risky maybe. Maybe there's more opportunity there. I'm wondering, given the way you went into it versus coming straight out and going into this new role as an integrator, sure. We were integrated all the time in the military, but do you think.
You would have fared as well. You've had some serious skill set development. I'll clearly you're going to be better off, but I guess I'm wondering, if you just showed up at conveyor six years ago, had they existed w would you have grown in the same way? I don't know. I'm just spit balling there, but I wanted to believe that you come out of the military, go into one of these startups and really help it.
Maybe that's bad advice or bad. Maybe we need to get some of these real corporate gigs and skillsets. Down the, go ahead.
Brian Wirtz: I think it can cut both ways, I think. Yes. Could, I don't think it would have been the right call for me. I think that my climatization was valuable.
I think it's going to skyrocket the next stage, so you can, you're gonna, we're all gonna learn lessons and have we're going to make errors. We're going to have. We're going to have things that don't work our ways. If you, one of the challenges of walking into to senior level of a role right off the bat is you're impacting a lot of people and you're also setting, you're creating a reputation and those errors have an amplified impact.
Building, putting a little runway between you and your transition before taking on to senior of a position can have its advantages for some people, particularly the more you want to get away from traditional defense sector type work. That's familiar with what you've done. If you're just going straight private sector, I think there are advantages to delaying that growth into the role that said, yeah.
I'll go back to what I talked about at the beginning is I believe there's a very clear career path. It can be done a lot faster than I did it. Yeah, I D I took six years. I'd love to take somebody and get them on a couple of rotations and get them the experiences in a much shorter period of time.
And I also love to help companies design those sorts of experiences to do that internally, because then it becomes. A great a great internal function for growing the team. And, I book that I picked up recently and it's been around since 2014. The lead author was, I think Reid Hoffman is that the founder of a founder of LinkedIn.
A couple other co-authors, but that it's it talks about LinkedIn and some other Silicon Valley's approach to taking tours of duty, similar to military tours of duty. But basically this is something that, to my knowledge has not been integrated into the military transition yet, but at LinkedIn, they focused on having rotational tours for kind of junior people.
Just getting there, getting a climatized to the organization and taken on some basic functions. They talked about foundational tours, where you're doing things that are in key roles and helping to grow the organization. You're an integral part. And then transformational roles. Those are the roles where you as an individual are truly developing and building new skills.
And what the w the way LinkedIn approaches that is, that rather than thinking people are going to be around forever, it's like our enlistment contracts are, are our commissions being for defined periods of times. Hey, let's enter an agreement and do this for a specified period of time and then grow to the next level.
I think that's an approach that would. Just absolutely kill it in military transitions, but now I'm thinking of it is doing it yet. So I would love to be on the cutting edge of helping to integrate that concept in there. We talked a little bit about rocket fuel and I think there's a clear path to using some system like that into getting people into these like integrator level roles.
And for me being an integrator is going to help me. I'm one of those Mark Winters in the book, he says the rare birds, people that can be both an integrator. And I think I can do it both. I think a lot of people that have been EXOS and then CEOs or senior enlisted and then taken on the top role have.
Have bridged that gap. And I think, for me, this is another development role to help me be an integrator or to help me be a visionary. But I think there's a path that can be drawn. And the other thing that Mark will say in his book is that integrators are so hard to find, but I think the absolute, Endless pond of fish for that category is transitioning military.
We just need the transitional experiences to get them ready and successful. So that's my,
Scott Tucker: No I think that's a perfect idea when you're talking about this internal system. LinkedIn did it internally. But it sounds like what we could do with, we're starting off with this DOD skill bridge program where somebody can go be an intern somewhere for three to six months, but you don't know if you're going to stay there.
You just picked one. What, if we did that with three different companies or even internally, and just had this whole thing is that kind of what you're getting at? That sounds.
Brian Wirtz: It is, but I'm talking about it AF I'm talking about post print. Post-transition you're getting track.
And my inspiration from this actually comes from that time. I was at Genentech. Working at a contract as a contractor, I was a utility player there. I was doing. I, I said I was working on strategy and project management. I was a project guy that, whatever needed done. Hey, Brian what's your bandwidth?
Can you take this on? And I would do it. And. I got to know people. I got to know the organization. I got to know the culture. And I went from being like this person that felt like a sore thumb, sticking out everywhere. I walk, I walked to a year and a half later ever knew everybody. Everybody knew me. I was well accepted.
And again, I think had I chosen to stay the opportunity was there for me to take on a role that frankly, I have no bio. I have no. Biotech background for them to hire me would be crazy except for the fact that they knew that I knew how to work and that I fit in well with the organism.
Scott Tucker: And eventually, figure things out, adapt and overcome as we like to say.
Brian, I really appreciate you coming on and sharing that idea. Of the long game, Hey, until you create this thing, the idea is go create it for yourself. And we can, set up those, the revolving door or whatever you want to call it, but you'll get yourself in a position.
Don't be afraid to maybe jump on a new opportunity. For further skill set development. So eventually you can go create your own vision if you want, or maybe help somebody else integrate theirs. But the, when you get into a smaller organization where you can be more influential that's how you develop more lifestyle, freedom, so to speak and yeah, versus being in a cubicle.
And I honestly think, Hey, you can go get that quote, unquote safe job. Or we can build our skillsets to eventually do what you're doing. And we're going to change the world by helping these smaller companies, not just working in the cubicle, just because it pays well. If you really want to be of service and have meaningful income, eventually it's either going to be nonprofit or some sort of startup that you're involved in one way or the other.
And that's where I've seen people go. Ah, yeah, man, I'm excited. I'm happy. We're not making any money, but man, this is awesome. It's what's, what was the service for our country if we didn't want to have to experience that opportunity. No, I applaud you for being on the forefront of that.
I'm looking forward to. Supporting you and seeing where this thing goes and staying in touch more as we're getting off the ground ourselves over here. But thanks again, Brian. Really coming on, man.
Brian Wirtz: Thank you, Scott. Really appreciate the opportunity. You
Scott Tucker: bet. All right, everyone.
We will see you next episode.