In this episode of the AlchemistX Innovators Inside Podcast, Ian Bergman sits down with Matt Brady, Strategy & Growth Advisor at Innosight, to unpack how the venture studio model is transforming corporate innovation. From rigorous problem selection to mapping internal pathways, Matt reveals actionable strategies that any intrapreneur or innovation leader can apply. 

Here are the five main takeaways you can’t afford to miss:

1. Prioritize Rigorous Problem Framing

Before you build anything, conduct deep analytical diligence on potential problem spaces.

• Use data and stakeholder interviews to rank opportunities.
  
  
• Avoid “willy-nilly” startup launches by validating demand, technical feasibility, and fit with corporate strategy.

2. Align Expectations Early

Mismatched timelines and ROI targets doom many corporate startup efforts.

• Define pilot goals (e.g., a “30% solution in 6 months”) and map the path to full-scale impact.
  
  
• Communicate non-financial ROI—strategic insights, capability building, and cultural gains.

3. Build Your “Sherpa” Network

Navigating procurement, legal, and compliance is a major barrier for internal ventures.

• Identify senior sponsors and dedicated innovation champions across business units.
  
  
• Map decision workflows up-front to avoid “mothership smother” scenarios.

4. Leverage the “Advantaged Startup” Model

Combine studio resources, experienced founders, and corporate partnerships for accelerated traction.

• Studio provides legal, finance, and go-to-market support.
  
  
• Founders bring 0→1 expertise without bootstrapping alone.
  
  
• Corporate partners offer market access, pilot customers, and credibility.

5. Measure Progress with Leading Indicators

Long-lead ROI in venture creation demands alternative success metrics.

• Track learning milestones: customer interviews completed, MVP tests launched, pilot agreements signed.
  
  
• Surface qualitative insights—process improvements, skill-transfer to core teams, and cultural shifts.

Successfully launching internal ventures demands intentional design: rigorous problem selection, clear expectation-setting, and a robust support network across the organization. By embracing an “advantaged startup” model—with deep diligence, experienced founders, and strategic partnerships—you can drive transformational growth while avoiding the typical pitfalls of enterprise innovation.

Have a question for a future guest? Email us at innovators@alchemistaccelerator.com to get in touch! 

Timestamps

🎙️ Introduction to Matt Brady (00:00:00)

🏛️ Matt’s Journey from Undergrad to Booz Allen (00:02:02)

📚 Transition to Innosite & The Innovator’s Dilemma (00:04:38)

🚀 Origin of Venture Studio Model (00:07:39)

⚡ The “Advantaged Startup” Approach (00:11:44)

🗺️ Mapping Corporate “Sherpa” Pathways (00:14:37)

🎯 Expectation Setting & ROI Alignment (00:19:46)

🔍 Core vs. Adjacent vs. Transformational Innovation Framework (00:22:05)

📊 Beyond Financial ROI: Strategic Benefits & Metrics (00:32:10)

🌟 Inspiring Impact: Opioid Crisis Case Study (Gold Health) (00:42:20)

🎲 Rapid-Fire Q&A with Matt Brady (00:45:07)

🔗 Connect with Matt Brady (00:48:26)

Full Transcript 

00;00;20;08 - 00;00;42;25
Ian Berman
Welcome to season six of Alchemist x Innovators Inside the podcast, where we explore the world of corporate innovation and dive deep into the minds and stories of innovation. Thought leaders crafting the future. I am your host, Ian Bergmann, and if you're an innovation agitator like me, then this is where you want to be. Matt, how are you doing today?

00;00;42;27 - 00;00;44;27
Matthew Brady
Doing great. Ian. Thanks for having me on.

00;00;44;29 - 00;00;56;04
Ian Berman
I'm just thrilled to have you here. I mean, I got to admit, as we're recording this, it's a Friday afternoon just before the holidays, so I really appreciate you being generous with your time now.

00;00;56;04 - 00;01;03;13
Matthew Brady
Absolutely. And as soon as this is done, I'm sure both of us will go do some last minute shopping. But I'm excited to to be on to wrap up the year.

00;01;03;17 - 00;01;28;00
Ian Berman
I don't tell anyone in my family right now, but genuinely, thank you for joining us on The Innovators Inside. For folks that don't know him, I'm pleased to welcome Matt Brady. Matt Brady is general manager at at High Alpha Innovation and motivated by some really tough strategic questions in business. How do we innovate? How do we think about driving change and strategic innovation?

00;01;28;00 - 00;01;33;26
Ian Berman
How do we think about bringing new value to corporations? Did I get that about right?

00;01;33;28 - 00;01;48;27
Matthew Brady
That is dead on. I am the general manager of the build team at High Health Innovation. My team within our organization, does the partnering with large organizations like corporations and universities to help them launch companies.

00;01;49;00 - 00;02;02;09
Ian Berman
Okay. I want to hear all about this. Let's start with you, though, Matt, if that's okay. I'd love to hear a little bit about how you came to be in this position. And my experience, innovators tend to follow wandering journeys. So tell me a bit about yours.

00;02;02;11 - 00;02;22;05
Matthew Brady
Absolutely. I'd love to. We can go all the way back. Let's do it. It'll help paint a picture. So, I fell backwards out of undergrad into consulting somehow I was able to land a job at Booz Allen Hamilton when I was all of 21 years old and was on the aerospace and defense team. So that's.

00;02;22;12 - 00;02;26;18
Ian Berman
I mean, as a 21 year old, that that sounds pretty cool. If I'm being honest.

00;02;26;20 - 00;02;51;00
Matthew Brady
It was. I would have a tough time designing a better first job because I was truly clueless coming out of undergrad. Zero business sense, zero experience and was able to to work with this amazing team at booths that cared so deeply about their like junior members of the team. And it was just a great proving ground for learning professional services.

00;02;51;00 - 00;03;11;21
Matthew Brady
And so I got to work with, you know, obviously amazing consultants at booths, but then amazing clients, mostly in the form of the Department of Defense. Yep. So 21 years old and and, you know, wandering around the hallways of the Pentagon trying to figure out how I could add value to an absolute behemoth of an organization, but loved that experience.

00;03;11;23 - 00;03;13;09
Matthew Brady
Learned so, so much.

00;03;13;09 - 00;03;35;04
Ian Berman
I actually have to ask you a question about that. Yeah, because I think it's hard for a lot of people to imagine being in their shoes. Did you feel like you could add value? Like, did you feel like they just had it all figured out? I mean, what is it? What is it like kind of being out of undergrad straight into, as you say, this behemoth institution that, you know, has a fairly important place in American society.

00;03;35;07 - 00;03;58;15
Matthew Brady
So I absolutely could not conceive how I would add value. I could not believe that they would hire someone who was, you know, as as nascent as I was. And that's putting it kindly. And so I found, though really quickly that I had to be comfortable just starting small. Yep. Like attending the meetings, taking good notes, capturing, you know, insights on a page.

00;03;58;18 - 00;04;20;21
Matthew Brady
And in the fullness of time that just kind of snowballed on itself to the point where you're you're actually delivering recommendations to a general or whoever it might be the head of a you know, an administration, but had to follow that kind of stepwise approach to figure out what to do with my hands before any of that work could be even marginally impactful for an organization like the DoD.

00;04;20;23 - 00;04;37;05
Ian Berman
I mean, what's funny is, like, I hear what you're saying, like, do it my hands. But like, I could also imagine in a military environment that maybe that actually is like capital letters, like, what do I do with my hands? Yeah. But you know, you're following in an iterative learning process, which sounds a lot like innovation. Let's. All right.

00;04;37;05 - 00;04;38;25
Ian Berman
Let's talk about the rest of your journey here.

00;04;38;27 - 00;05;04;14
Matthew Brady
Yeah. No. Absolutely. And so had great celebrated the apprenticeship model, which is also, I think, in some ways celebrating innovation in the spirit of it. After graduate school, I went and started working in strategy consulting. I worked for a firm called in a Site, which was founded by Harvard Business School professor Clay Christiansen. Yep. And so, perhaps unsurprisingly, we focus on aspects of strategy that were relevant to Clay's theories.

00;05;04;22 - 00;05;31;22
Matthew Brady
Things like how do massive corporations rage against or embrace the innovator's dilemma? Yep. And disruption. And so we worked together with with really big companies to help them chart out the next chapter of their growth. Think differently about strategy, think differently about innovation, and hopefully make recommendations that would actually move the needle for these these absolute behemoths of an organization.

00;05;31;24 - 00;05;53;18
Matthew Brady
I spent nine years at NSA, again, like with Booz, an amazing organization, an amazing mission and wonderful apprenticeship that got me up eventually to the to the ranks of the of the partners where I was in the, you know, chair to to lead teams and lead some of our clients through this really important journey of discovery and thinking about what was next.

00;05;53;19 - 00;06;12;12
Ian Berman
Absolutely. Yeah. Well, and it's I mean, you talk about it, I put it it's an apprentice model in an organization, but also under the umbrella of a set of, of theories and research that has been very impactful and is and has moved beyond the sort of the, let's call it the innovation community to, I'd say, the general business lexicon.

00;06;12;15 - 00;06;17;09
Ian Berman
Right. Like Innovator's Dilemma is something that every MBA. Yeah, years.

00;06;17;09 - 00;07;01;03
Matthew Brady
We even found that insight, like if you were to look at the the full life of, of the firm, it moved with the clients moved from like chief innovation officer to chief strategy officers to CEOs. Yeah. Because this this idea of disruption is so top of mind for organizations. And so the idea of taking the nuggets from Clay's research and instilling it into the very strategy of the organization, not siloing it off into innovation and saying things like think differently, but actually baking it into how the company thinks about its own business and therefore opportunities for growth of that core business, but then also of of maybe new tendrils, new new new, different opportunities that

00;07;01;09 - 00;07;02;10
Matthew Brady
pursue.

00;07;02;13 - 00;07;24;25
Ian Berman
You know, we're going to come back, I think, to some of the theory and how this ties into strategy, because I think we all I, I don't know, I feel like all of our audience is kind of this deep, visceral, emotional feeling that now more than ever, paying attention to methods of adaptation, change and value creation is probably important, and we have less time than ever to deal with it.

00;07;24;27 - 00;07;38;28
Ian Berman
But I think this is a perfect launching off point to talk about. You know, tell me a little bit about what's happening at High Alpha Innovation and how that builds on this imperative that you talk about for corporations.

00;07;39;01 - 00;07;58;17
Matthew Brady
Yeah. So so two things are happening simultaneously. One is that my friend and colleague Elliot Parker, departed insight, and he went and started to work for High Alpha Studio. High Alpha studio. He's a pioneer of the venture studio model. It was created in 2016. It has launched itself a big portfolio of companies, and it's done very well.

00;07;58;20 - 00;08;22;15
Matthew Brady
Interestingly, along that journey, a bunch of large organizations started to come to High Alpha and say, how do you do this magic trick of finding a problem in the marketplace? You diligence ideas, you launch them yourself as startups, you then support them, and more often than not, they do pretty darn well. How do we do that? Can we do that?

00;08;22;22 - 00;08;26;06
Matthew Brady
Can we do that with you? Please. And thank you. Well. And which, by.

00;08;26;06 - 00;08;34;16
Ian Berman
The way, is a dangerous question for an incumbent organization to ask, but the how do we do it with you is probably, maybe a smart way to frame that.

00;08;34;19 - 00;08;52;27
Matthew Brady
It's a great way to think about it. And like, ever the entrepreneurs, the the partners at High Alpha said, well, actually, this is different if we are going to be partnering with really big incumbents. That is not what we do. But there's something there. Like we're tapping into some sort of a needs that maybe we didn't even know existed.

00;08;53;00 - 00;09;21;09
Matthew Brady
So five years ago they spun out our company, High Alpha Innovation, and we were created to bring this model of venture studio to incumbents so that when they did have questions about how could how can we do this? How can you help us with this? They would have an avenue to pursue. And so for the last five years we've been working on just that, bringing the venture studio model to really big organizations that might want to pursue innovation in a in a different way.

00;09;21;10 - 00;09;27;02
Matthew Brady
Maybe, maybe the old toolkit in some circumstances wasn't working quite well enough. Yeah.

00;09;27;04 - 00;09;45;13
Ian Berman
Well, and I want to come back to a little bit of that old toolkit, because I think that there have been a number of kind of waves, a number of attempts over the last few decades to adopt the methodologies, the ecosystem and infrastructure of startup entrepreneurship inside corporations. And so I want to talk about what's changing and what's new.

00;09;45;13 - 00;10;00;12
Ian Berman
But first I want to ask you a question. You partner with corporations, but you also partner with universities and entrepreneurs to figure this out. What does it look like to be at the intersection of these sort of three distinct sets and distinct communities?

00;10;00;15 - 00;10;21;27
Matthew Brady
Yeah, it's it's been fascinating, honestly, and we're so lucky to be at this juncture, the need for universities. Just as an aside, the need for universities was actually a surprise. We were created to work with ostensibly large corporations, and then some universities started to come to us and say, we think that this would work within our organization as well.

00;10;21;29 - 00;10;51;02
Matthew Brady
We experienced some of the same challenges of a big corporation. They might manifest a little bit differently. And so one of the awesome things about our model that's so exciting is that we are able to address massive problems for these huge organizations, but act as a conduit to other ways of doing it. When we work on a problem, we come up with ideas, potential solutions that might be better suited to startup creation.

00;10;51;04 - 00;11;11;19
Matthew Brady
They might be a way to to work around the failure modes of a core business. Sure. And if, if, if it's a corporation, if one of our partners, a university or corporation, believes that that concept is venture basketball, at that point, we engage with entrepreneurs, we bring on founders to then take that startup and make it real, and we will then work with them.

00;11;11;21 - 00;11;23;15
Matthew Brady
And so we act as kind of a bridge between the big company and the world of venture. By launching these companies and bringing all the right players together into one advantage to startup.

00;11;23;17 - 00;11;40;29
Ian Berman
And it's interesting you talk about it as an advantaged startup, right? And I think you talked about, you know, part of the advantage is bringing in an experienced entrepreneur, because I think we all know that the attributes and patterns that lead to success in a large enterprise are often quite different than the ones that are sort of a 0 to 1.

00;11;41;01 - 00;11;44;17
Ian Berman
What are some of the other advantages that the startup would have?

00;11;44;19 - 00;12;10;21
Matthew Brady
Yeah, we talk about advantages a lot, and we try to dimensionals that across a couple of different categories. So so first of all, the idea of advantage manifests at the earliest stages by choosing the right problems and then diligence in potential solutions. So we're not just launching startups willy nilly. We are doing months and months of of deep analytical work to know whether or not one approach is better than another.

00;12;10;24 - 00;12;30;23
Matthew Brady
So before we even get to a point of saying this should be a startup, we've done all of the legwork to think about all the things that could go wrong and all the things that could go right. So there's an advantage to that. That level of rigor and intentionality is something that you don't always see if you're operating in a silo.

00;12;30;25 - 00;12;55;28
Matthew Brady
Another huge advantage is the founders that we bring on. We are finding, like the purpose built right founder for the right opportunity. More often than not, the founders that we bring on are like multiple time entrepreneurs. They've they've done it before. They've done 0 to 1 in particular a few times before. And they see the value of working with a studio like ours because they maybe don't want to bootstrap it.

00;12;55;28 - 00;13;25;00
Matthew Brady
They don't want to go it alone for years and years and years. They want all of the advantages that we bring. Some of the advantages that we ourselves bring are the kinds of support we bring to that startup. There's there's all the nitty gritty stuff like legal and finance, of course, incorporating all that minutia. But then there's just deep, deep support in terms of market traction, finding more customers, and then importantly, getting that startup to the next stage of funding and getting them and so on in front of the right kinds of investors.

00;13;25;03 - 00;13;52;17
Matthew Brady
But the the final thing I'll say in is, or one of the most important aspects of advantage that we can bring to bear are are corporate and university partners themselves. Right. We we are launching with, we are never launching solo. And so when you are a pre-seed startup and you're, you're, you've got high alpha innovation in your corner, but you've also got this massive incumbent in your corner.

00;13;52;17 - 00;13;54;03
Matthew Brady
It's a game changer.

00;13;54;06 - 00;14;22;01
Ian Berman
Well, and so let's talk about that for a second because I agree with you. But like I'm sure you have I've seen instance after instance after instance where the corporate squeezes loves the startup to death. Right? The the mothership smothers the baby, whatever, like metaphor after metaphor, but also where the startup kind of ends up putting all their eggs in one basket and then kind of, you know, paths diverge over time.

00;14;22;01 - 00;14;36;29
Ian Berman
And guess who who fails there, right? So, you know, how do you make sure that the resources and capabilities of the partner organization are actually useful without kind of breaking this baby that you're trying to nurture?

00;14;37;02 - 00;14;51;10
Matthew Brady
Yeah, it's this is an absolutely critical question. And we've learned a lot over the last several years of of doing this. You have to do a lot of that pre wiring yourself before you can ask a founder to do it. Yeah.

00;14;51;11 - 00;14;57;06
Ian Berman
You being the studio or you being kind of the team with the corporate the studio the people building the environment. Yeah.

00;14;57;06 - 00;15;26;10
Matthew Brady
But both and so it's like it's very, very important for us as high alpha innovation to be working to map out that organization. How are decisions made to with the customer be what kinds of, you know, compliance would need to be in place for there to be a pilot to begin with? And you know what? What are the decisions and all of these important aspects to getting a startup within a big incumbent organization.

00;15;26;13 - 00;15;50;25
Matthew Brady
And if you don't do that, you're absolutely right. It can be an a massive drag on the startup itself. If we are asking them to to figure all of that out, do all of that legwork. But then, just as critically, there need to be representatives from within the organization that are acting kind of like Sherpas. You know, they're having the conversations behind the scenes, they're connecting the dots, and they're acting as an advocate for that startup.

00;15;50;25 - 00;15;55;08
Matthew Brady
And if we don't do that legwork, we will see a lot of pain in the future.

00;15;55;16 - 00;16;12;11
Ian Berman
And who are, you know, who are these people, these Sherpas like? It's that's a really tough role in most organizations, in my experiences. Right. You tend to have, you know, kind of a fair bit of accountability but minimal authority. And you're busy like trying to do the right thing, but you're going up against people with conflicting incentives, etc..

00;16;12;11 - 00;16;17;29
Ian Berman
So are these like dedicated innovation teams? Is this an executive team? Like who who's doing this work?

00;16;18;01 - 00;16;30;06
Matthew Brady
The more executives, the more senior we can get. Great. There does exist and this might be a hot take. There does exist a challenge for an innovation team. If they are the only conduit, if they if they're the oh like that's.

00;16;30;06 - 00;16;37;10
Ian Berman
A hot take. I hate to wildly agree with you, but like most innovation teams, if they're the only ones, are just set up for failure. There's my yeah.

00;16;37;12 - 00;17;00;21
Matthew Brady
Yeah, no, they can be. They can be. What we've found is it's wonderful to have someone on the innovation team that is acting as a day to day champion. That's that's great. It's probably not enough. Yeah. There need to be business representatives. Maybe they're leading a business unit, or maybe they're in, you know, the C-suite themselves, which would be even better.

00;17;00;23 - 00;17;17;27
Matthew Brady
But there needs to be a champion beyond the innovation team. If we're going to be able to say with confidence, there will be a pilot, for example, up and running in the next six months or so. If there's not, we do experience some of that lag, and it can feel like a drag and a burden, quite frankly, on the startup.

00;17;17;29 - 00;17;42;29
Ian Berman
Yeah. So what to your entrepreneurs? I don't know if you call them ears in residence or your founders or CEOs that you bring in, but what do they tell you is is different. And I want to know what's both better and worse about building a company inside a studio versus what they may have done before as a typical venture backed, outsider bootstrapped or however they did it.

00;17;43;01 - 00;18;07;09
Matthew Brady
Yeah, I think the prevailing feedback that we get is that it takes a village and we bring the village. And again, very importantly, part of that village, are the partner organizations that we're working with. And so the we almost seek out, not just because the folks who have done it before have all of that wonderful experience, but because they know how hard it can be.

00;18;07;09 - 00;18;27;07
Matthew Brady
And they're drawn to this model of doing it with the village versus going it alone. There just so many instances of talking to corporations where they say, we engage with the startup and we love them, but it did about 60% of what we needed it to do. Yeah, it didn't go all the way. And so we didn't we didn't re-up with them.

00;18;27;09 - 00;18;48;04
Matthew Brady
And if we can all come together and say, well, what's the model that would get you 100% of the way there and then swarm those founders, co-founders together? We think that that that can absolutely be a tailwind, and we see just faster traction and faster growth for the startup itself. And it's because of that village mentality.

00;18;48;06 - 00;19;06;17
Ian Berman
You know, makes a lot of sense. It it does run a little bit contrary, I think, to some of the advice that like for instance, we at Alchemist might give a 0 to 1 stage founder, the type of folks we tend to work with to like, nail that 60%, get the ship right. Don't worry about the the 9599.

00;19;06;19 - 00;19;26;25
Ian Berman
Sure. But the reason I mention that is, you know, I'm not not to say, hey, Matt, I disagree with you. Right. But it's I think there's, I think there's a natural tension there between the expectations that are just so deeply ingrained into corporates, especially if they're thinking about this from a procurement lens, which I realize is probably what you try and avoid.

00;19;26;28 - 00;19;45;29
Ian Berman
But you know, those expectations and the models and the iterative model and the agility required for a startup. So yeah, how do you help your partners navigate that? So many people who listen to this podcast have like, kind of pulled their hair out and exploded trying to navigate that difference of expectation is.

00;19;46;01 - 00;20;07;16
Matthew Brady
You're using the exact right word. It really is about expectation setting. And and I don't think you're right. I don't think that you should or could ever promise the 100% solution. You know, day one, I think you have to describe the journey that you could be going on. What what could go right in the next six months with it, with a lightweight pilot.

00;20;07;19 - 00;20;31;16
Matthew Brady
I was on a call even just earlier today, an investment call with a group of executives where we're having that expectation setting kind of a conversation. They were going through build by partner kinds of rationale. And we would argue there's this other category of venture building itself. Yep. And if you pursue build by partner or venture build de novo startup, the expectations should be adjusted.

00;20;31;18 - 00;20;32;07
Ian Berman
Yes.

00;20;32;10 - 00;20;57;29
Matthew Brady
The timelines should be adjusted. The returns should be adjusted. And so you might have something that's a 30% solution after six months. But can you describe how that startup, by working with that big corporation, could get them closer to 100 over time. That is the kind of expectation setting and communication that that needs to be present in order to tell that hopeful story.

00;20;58;01 - 00;21;21;21
Ian Berman
Got it. Well, okay. We could talk about some. I think of the mechanics of the venture building and studio model forever, and we might come back to this, but sure, I want to step back a little to kind of a higher level. And, you know, the these executive conversations that you do have about what is the right innovation approach or portfolio of innovation approaches, how does venture building fit with build by partner, etc.?

00;21;21;21 - 00;21;43;00
Ian Berman
Because that's a yeah, I like I get asked this a lot and this is a tough set of questions. And yeah, so you talk about failure modes and I will tell you I've seen quite a few and up and down. But I will tell you one that I have lived personally. And then I see over and over and is a really tough one for me and is very classic is the oh, like, I've worked in tech my whole life.

00;21;43;00 - 00;22;05;18
Ian Berman
Oh, we're we're an engineering organization. We're a tech organization. We can build it and like, excuse my French, holy f that never works. Yeah. And so how do you sort of help people think about the right decision framework for their innovation strategy? I know this is a huge question, but it's you know, I'm curious for your thoughts.

00;22;05;19 - 00;22;33;06
Matthew Brady
No. It's great. So the first thing is that we are not creating silver bullets. You have to be very choice for about where it is that you're even deploying startup creation. The reality is, if you go all the way back to strategy, like in every boardroom, in every fortune 500 company in the country right now, they're engaged in some sort of strategy to refresh, let's say, and they're there.

00;22;33;07 - 00;22;57;16
Matthew Brady
Maybe they're doing it themselves. Maybe they've brought on some really amazing consultants, consultants that help clarify the choices that they need to make. Yeah, but in 100% of those efforts, they are saying, you have to do new. You've got to be innovating. Yes. The problem is they'll tee up really great opportunities of the kinds of new that they can do.

00;22;57;16 - 00;23;18;24
Matthew Brady
And where it falls short, if we're being honest, are the tactics of how, yes, how is it that you're going to do that? The single most helpful framework that I found, goes back to the idea of core versus adjacent versus transformational innovation. Yeah. And other other firms might use like the horizon one versus horizon two versus horizon three.

00;23;18;24 - 00;23;25;08
Ian Berman
But oh, don't don't get me started. I want to I want to I want to I want to come back to that because I think that's a dead framework. Now there's my.

00;23;25;11 - 00;23;49;02
Matthew Brady
I would be fine with that. So we talk we talk about, the core versus adjacent versus transformational. We think it is a helpful heatmap to tell you when and where you should. You should be thinking about build versus buy versus partner. Yeah. And our argument is that innovation teams are actually really, really good at innovating within the core.

00;23;49;05 - 00;24;15;06
Matthew Brady
And we should celebrate that. And they should celebrate that. Yes. When it comes to adjacencies, in the further away from the core business that you get, it gets harder. And it's a question of where are you starting? If you're starting from within the core business itself, like you're you're always going to be stuck in that gravitational force. You're just gonna I'm not going to say it's 100% failure rate, but it's it's not high.

00;24;15;08 - 00;24;40;19
Matthew Brady
And so our model says, hey, up here where there be dragons with transformational innovation for some of those problems, a startup might be the more logical end point, because the startup itself will avoid that gravitational field, and it'll allow you to get the benefit of solving a problem, the upside of something that could grow to be tremendously powerful.

00;24;40;21 - 00;24;47;03
Matthew Brady
But you leave it alone. And that's the how. For some things, that is the how. Leave it alone.

00;24;47;06 - 00;25;13;12
Ian Berman
Yeah, it's it is interesting. I think you hit on something pretty important. Right. And that is that it's relatively easy to present your innovation choices. There aren't there aren't that many approaches out there to driving enterprise innovation. It's relatively easy once you've made the decision to either execute yourself or find partners to execute with. I'm doing venture creation.

00;25;13;12 - 00;25;33;07
Ian Berman
I'm doing an open innovation play. I'm doing an accelerator. Whatever it is that I'm doing right. Building in-house. I do think that that, decision moment is where a lot of executive teams struggle and they struggle to find advice that they can trust, right? To help them really understand, like, well, is this thing actually core or adjacent? Maybe.

00;25;33;08 - 00;25;45;22
Ian Berman
Maybe that's not fair. People know that. But like to really make a set of decisions. That's where I get so much inbound from people just being like, am I making the right decision? How do you help people navigate that with confidence? Like, do you bring examples?

00;25;45;24 - 00;26;03;13
Matthew Brady
We do. And I actually I would agree with your point that you don't even know if it's core or adjacent or transformational, because if you took any one problem in the suite of solutions that might exist for that, depending on how you cast them. Yeah, yeah, they might be a core solution or they might be a transformational solution.

00;26;03;20 - 00;26;17;19
Ian Berman
I literally I literally live that in a software engineering organization where we thought it was core, and it wasn't because we were framing it incorrectly, like, yeah, that's that's super fair to point out because that that was a traumatic moment in my career.

00;26;17;21 - 00;26;40;04
Matthew Brady
Yeah. And I experienced even now with high off innovation, that there there are times when actually the instinct to come seek us out is because they were working on something that they thought was core, and then it didn't have a home, because it's like it grew to be something that that wasn't quite right for any one business unit leader, for example, to, to take over.

00;26;40;06 - 00;27;00;09
Matthew Brady
And so now you've got this, you've got this idea that might have tremendous potential. It just doesn't fit anywhere. Yeah. And so sometimes the instinct is like, can you come and look at some of our ideas? We've been working on them in some instances for years. And maybe like we just need to let this, this baby bird fly the other way that we we all do.

00;27;00;09 - 00;27;21;20
Matthew Brady
That is, in early conversations to take a problem space or a suite of solutions and actually paint them as core versus adjacent versus transformational. Just to illustrate the kind of thinking that needs to take place not just on my team, but the kind of thinking that that they will need to go through in order to be comfortable with doing something new and different.

00;27;21;22 - 00;27;40;14
Ian Berman
Yeah, that makes sense. It is a really fascinating space. And I think one of the things that I kind of want to put a point on, you can tell me if you disagree, but I think it's actually really important is that these are prerequisite conversations for so much of the work that innovation teams, whatever they're doing with their companies, need to be doing.

00;27;40;14 - 00;27;58;11
Ian Berman
And I feel like, I'll be honest, I feel like I talked to a lot of innovation teams who either aren't aware of or perhaps feel that they're executive team has skipped over these steps of being deliberate. Instead, they've kind of hired a bunch of people to give them an innovation title and said, go innovate. Yeah. Is that your experience?

00;27;58;13 - 00;28;00;28
Matthew Brady
It is. Or it can be.

00;28;01;01 - 00;28;12;21
Ian Berman
And let me actually, I mean, I like and in as much as it is, what do you tell these people? What do you tell the people in the innovation role as well as the leadership role about how to fix this disconnect?

00;28;12;23 - 00;28;34;24
Matthew Brady
Yeah. The single most helpful advice that we can give them is if you are at a point where you feel like the innovation team is unmoored, you do probably need to go back and think about how this fits into your overall strategy, that that is like, yeah, there are instances where we would be excited to work with a partner, an amazing brand, an amazing company.

00;28;34;24 - 00;28;56;28
Matthew Brady
We could do great things together. But if you do not have that connectivity back to like Top Cover, it's pretty important to go back and say, how does this fit in? Yeah, and if it doesn't fit to the strategy, it can make us a little bit nervous. And for the same reason that it's probably making that innovation officer nervous or their, you know, their team.

00;28;57;05 - 00;29;09;05
Matthew Brady
So finding the ways to tie it back to the very specific goals and objectives of the strategy, the goals and objectives of the executive team is, I think, a prerequisite.

00;29;09;07 - 00;29;29;02
Ian Berman
Yeah, that makes sense. So from your perspective and sorry, you're not allowed to directly say I you can maybe indirectly go there. But what has changed over the last, let's call it 4 to 5 years and how corporations think about innovation. Have you seen any trends or any changes in your world that strike you?

00;29;29;04 - 00;29;44;17
Matthew Brady
Yeah, I do think the I think the idea of build by partner or maybe create new, create new startup, those kinds of choices are becoming a little bit more clear, I agree.

00;29;44;17 - 00;29;45;00
Ian Berman
Yeah.

00;29;45;03 - 00;30;11;27
Matthew Brady
I like the idea of partnership was, I think, kind of a, overlooked even within that, that framework that like everyone who's studying for case, interviews right now is thinking through the build by partner, options as they get ready, you know, through there case in point book but partnerships even was was really squishy. And I think that I think corporations are getting a lot better about when do we deploy one versus the other.

00;30;12;05 - 00;30;31;12
Matthew Brady
And so just even bringing clarity to like when it is you pursue one avenue versus the next is a trend that we're, we're seeing a lot of which is which is great because I think just provides a more rich and more truthful set of options for a corporation, because not everything is a startup, and not everything should be a startup.

00;30;31;12 - 00;30;55;11
Matthew Brady
That's true. Similarly, you should not be pursuing everything like that. That is a great way to light a bunch of money on fire if you're trying to pursue it all yourself. And so I personally have seen a lot more clarity on that front. With that said, another major trend that we've seen in the last few years is a growing cynicism around innovation teams.

00;30;55;14 - 00;31;21;03
Matthew Brady
Yeah, there's there's almost a natural life cycle for innovation teams where there's a new CEO or a new strategy that does say we're going to prioritize this and then it, it it starts to rise and there's a lot of momentum and there's a lot of goodwill towards those innovation teams. So and it starts to hit a little bit of an apex when there's not quick wins, there's not a demonstration of ROI.

00;31;21;05 - 00;31;24;05
Matthew Brady
Probably unfair expectations for ROI by the way.

00;31;24;08 - 00;31;25;14
Ian Berman
Almost always.

00;31;25;17 - 00;31;37;13
Matthew Brady
Yeah. And but that cynicism starts to grow. And then the innovation team starts to get nervous and, eventually things start getting cut. And then you go through the next, you know, instance of that, that growth cycle.

00;31;37;14 - 00;31;52;19
Ian Berman
I mean, I think of it as, I think of it as a pendulum. You think of the cycle, but it is real. It is true. And I, I will say, I think that expectation setting is really important. And one thing you didn't directly mention, but I've seen people really struggle with is like, I mean, expectations are ultimately held by humans.

00;31;52;19 - 00;32;10;17
Ian Berman
They're not institutional, right. And so the second you get that organizational turnover, that that leadership turnover, anything else, expectations get reset. And I think that feels very unfair to a lot of people that have been working on a five year time horizon or are now trying to defend it. But but it's also a reality, right?

00;32;10;25 - 00;32;11;13
Matthew Brady
Yes.

00;32;11;15 - 00;32;28;23
Ian Berman
Yes, it's an acute reality in venture building because venture building is I'm going to go out on a limb and say probably the longest lead to ROI approach that you could take as a corporation, at least in the world of kind of startup modeled innovation. Yeah.

00;32;28;28 - 00;32;53;28
Matthew Brady
So how do you do that? What do you do? Yeah. So I think if you were relying entirely on an ROI argument for launching startups, you're going to be in a tough position, right? So like if you and I right now we're talking to a hospital system and we were arguing that you should launch a startup or a portfolio of startups, they would go back to their core dev team and they would build out a model.

00;32;53;28 - 00;33;16;26
Matthew Brady
And that model would definitely suggest instead of doing that, why don't we just build another hospital? Because that like that has the ROI and there we can just double down on the existing business. So it in my opinion, it cannot be a financial argument alone. Yeah. You have got to be thinking about what other strategic advantages this could be creating.

00;33;16;26 - 00;33;41;09
Matthew Brady
What other like positive experiences you might be looking for that you know, for your consumers or your patients. And in the case of a of a hospital and try to find like a cohesive argument where startup is maybe a better option than just doubling down on what is known, I just don't I personally don't think that the financial argument alone can get you that well.

00;33;41;09 - 00;33;56;04
Ian Berman
In fact, I'm probably, you know, bastardized Christensen's arguments. But like fundamentally, that is the core thesis of his argument is that the financial model that you understand is always going to lead you to the thing that you are efficient at and you know how to do, like building a hospital.

00;33;56;07 - 00;33;57;02
Matthew Brady
Right? That's right.

00;33;57;05 - 00;34;14;03
Ian Berman
And and so you need to identify non-financial ROI, strategic ROI, but also indicators of progress. Right. And I think that's one of the things that I, I've seen people forget about, they they forget about communicating indicators of progress along the journey.

00;34;14;06 - 00;34;39;28
Matthew Brady
Yeah. Indicators of progress that can include the learnings that then inform the core business itself. And so there's like there's a whole myriad of of, you know, positive opportunities to, to explore. But you're right. If if you don't if you don't start from a vantage point from outside the core business, it's you have to really squint on how it is that you would you would get there.

00;34;39;28 - 00;34;53;16
Matthew Brady
And so for for us, it's such an important change is to say, well, actually, what if it was a startup and it wasn't even something that you were trying to build yourself? Yeah. Which is the kind of one of the unique attributes of this model.

00;34;53;19 - 00;35;14;28
Ian Berman
It's really it's really fascinating. I, I'm going to go back to this three horizons thing. Like I some people agree with me, some people disagree. But I actually think that for most organizations, the whole notion of the Three Horizons framework is probably dead or should be for the simple reason that things are moving too quickly and like those three horizon, you know, research experiments are going to be here tomorrow.

00;35;15;02 - 00;35;37;09
Ian Berman
But for me, that leads to a thesis I should probably be better at articulating. But I'm curious for your thoughts on it. But it's basically a thesis that you actually need to value that knowledge about what's coming and what's happening in the world much higher than you do. Right? You use the word knowledge, and I think that is something that so many leaders in institutions today, they don't understand.

00;35;37;12 - 00;35;46;29
Ian Berman
They don't understand how to value that nugget of insight coming from a builder who is building something for the future that is going to, you know, make them a better decision maker.

00;35;47;01 - 00;36;10;15
Matthew Brady
It is one of the squishier value propositions. It's very hard for a leader of an organization to put a dollar amount on some nugget that, that, that might be stumbled upon, even things like getting exposure of, of a team to the world of venture to the world of entrepreneurship, like how do you how do you put a price on that?

00;36;10;19 - 00;36;25;16
Matthew Brady
And yet, right, I think we can say with a straight face, there's a tremendous value there. I don't quite know how it will manifest, but someone will do their job a little bit differently because they were exposed to a, B or C startup. There will be some some insight.

00;36;25;16 - 00;36;46;02
Ian Berman
Yes. And or like I don't know, we we spend a lot of time in these kind of like closed door completely off the record know selling discussion sessions between builders and investors and corporates and things like that, but that are basically built around the idea that you may not be able to quantify it, but there's probably going to be a nugget of insight, but also even some of the methodology.

00;36;46;02 - 00;36;54;09
Ian Berman
Right, like that line of business product team that is now thinking from a problem perspective rather than a solution perspective.

00;36;54;12 - 00;37;12;20
Matthew Brady
Amen. So, so the very processes that a team follows could be informed by going on this kind of a, this kind of a journey or like even more tactically, you might learn just how brutal it is to work with your procurement team. Like that's actually that's good to know.

00;37;12;26 - 00;37;27;11
Ian Berman
I did that. I did that, I mapped it, I okay, so I, I'm going to those I sat in a room I'm not going to name the country. But it was out there was on the other side of the world from the US. I sat in the room with seven executives from seven very large enterprises that weren't competing with each other.

00;37;27;18 - 00;37;41;13
Ian Berman
And we were we were having a, conversation about open innovation. But and I said, we are going to go to a whiteboard here on the side of the room, and we're going to map your procurement process from beginning to end. And we did it. And I took them through it like I just asked. I was like, what's next?

00;37;41;13 - 00;38;01;15
Ian Berman
What's next week? Six they they were looking at me like, this is the most inane, pedantic thing. And then when the end they looked at that and, you know, you're sitting there like, Holy cow! And in that case, there were some really simple things that I was trying to point out, like, oh, hey, by the way, did you know your procurement team requires three years of financial statements to bid?

00;38;01;17 - 00;38;20;15
Ian Berman
That's a problem if the company is two years old, right? Right. But like, you know. Yeah. So I don't mean to get so energetic, but like, people don't know because these or what is what is a sharkey's rule or something like the organization is designed to solve problems, end up perpetuating them. I might be misquoting. It happens.

00;38;20;17 - 00;38;48;05
Matthew Brady
It happens. It happens almost every time. And what's kind of unfair about that is that an executive team might say, we want we want to make it a priority to work with more startups. But three layers down, someone is doing their job. Yes. And actually the rules that were established in order for them to do their job say, in short, like it's going to be really hard for us to work with startups.

00;38;48;07 - 00;39;19;11
Matthew Brady
So that disconnect is a bit unfair in the sense that a, you know, an executive team is saying, do this thing, but then not understanding how cumbersome it will be to actually accomplish that goal. Yeah. And so, you know, just to add on to your examples of pain points like the, the, the level of insurance that a startup needs to have in order to work with a company where code is developed, like there's all of these nooks and crannies that are just waiting to explode.

00;39;19;18 - 00;39;27;21
Matthew Brady
Which is why earlier I said it's it's it's kind of on us to figure out that that pathway, we can't just ask a founder to go figure that out on their own.

00;39;27;23 - 00;39;53;05
Ian Berman
Well, and the one thing that I do think is important here, like I, I completely agree with what you're saying, and I think it's important to bring empathy for that. You know, I refer to them as kind of the stuck middle, but like the people who are doing their job. Right. Yeah. And but I think one of the things that is really important is that you have all of these organizations like legal, IT, compliance, procurement, whatever, and they have a job.

00;39;53;05 - 00;40;21;23
Ian Berman
It's a very important job. And it is fundamentally a risk management job. Can you really boil it down. And that is critical for these organizations. Right. But then you're introducing this inherently risk based approach. And and there is conflict. So since you're nodding and not argue with me, I guess my question for you is, is that easier on the inside in a studio model, or do you kind of have to tackle these same problems just as if you were on the outside?

00;40;21;25 - 00;40;49;02
Matthew Brady
I think some things are easier, you know, having the ability to because you're not a part of an organization, you can explore problems and potential solutions that are untethered to the core business. That gives you more degrees of flexibility, probably, than if you were inside. You're so accustomed to the rules and the boundaries, you might not be thinking expansively enough about all the things that could go right.

00;40;49;04 - 00;41;14;13
Matthew Brady
Yeah. With that said, if we're going to leverage the advantage of working with a big company, you do have to obey by the rules, right? So there is some degree of gravitational field that you need to acknowledge. And so it's probably a bit of both. We are not unconstrained. It would be naive of us to think that we were unconstrained just because the resulting product is a startup.

00;41;14;16 - 00;41;19;16
Matthew Brady
That startup needs to be able to figure out how it will operate within that solar system.

00;41;19;19 - 00;41;37;06
Ian Berman
Yeah. Well, okay. So let's at work. We're coming up on time here, but I want to hit a few things before we wrap up. The first one is I want to I want to acknowledge that sometimes in innovation it's easy to get into the problems. And how are we going to fix them and tackle all that. But let's let's go positive for a second.

00;41;37;08 - 00;41;51;11
Ian Berman
What have you seen in your work recently and high office work that has most either inspired you, given you optimism for the future, or just straight up energized you?

00;41;51;14 - 00;41;54;14
Matthew Brady
Yeah, we are, I have a pretty cool job.

00;41;54;16 - 00;41;56;03
Ian Berman
That no, no doubt.

00;41;56;06 - 00;42;20;07
Matthew Brady
That we're hired by really big companies, big organizations to solve what are sometimes intractable or conceal intractable problems. And so every single day I get to to fill my cup with, the optimism of what could go right. One, one example I would give that, that I like to talk about is some of the work that we've done with the University of North Carolina, the state of North Carolina as well.

00;42;20;08 - 00;42;39;29
Matthew Brady
We were we've been partnering with USC, Chapel Hill for three and a half years, and the state was aware of the work that we were doing together with the university. And they said to us collectively, hey, what if you took a big swing at the opioid crisis? Every state gets a little bit of, opioid settlement money from the pharma companies.

00;42;40;01 - 00;43;04;25
Matthew Brady
And they said, what if we took a little bit of this money and we said, what could what could go right through a startup lens? We built out a team of, of, care providers out in Asheville. Unfortunately, Asheville is kind of an epicenter of the opioid crisis, in the United States. But because it's an epicenter, it's felt more acutely in that part of the country, perhaps, than in others.

00;43;04;28 - 00;43;34;02
Matthew Brady
There were novel approaches to the opioid crisis. So we worked with this this big team of experts out in Buncombe County and with the university to come at this problem with a very different lens through the lens of startup creation. And ultimately, we launched one of the companies that that we we generated through that that work and through that diligence and partnership, which is called gold Health, there was a very novel approach to care delivery.

00;43;34;02 - 00;43;51;27
Matthew Brady
It was kind of a community health play and something that they call peer overdose response teams, people who go out into the field and swarm people after an overdose and try to get them into treatment. Yeah. And we said this could have legs across the country. This kind of an approach. And we could get people into recovery.

00;43;51;27 - 00;44;13;19
Matthew Brady
We could provide workflows, we could provide standard of care for community health workers who are just trying to get people well. And we launched that company. And, it's already got traction in North Carolina and beyond. And, it's just it's just a really nice reminder of the kinds of problems that we get to solve, the amazing partners that we get to work with.

00;44;13;19 - 00;44;27;29
Matthew Brady
And then on the far side, the kind of traction like it's it's quite literally saving lives, which is just a really amazing testament to the power of the kind of entrepreneurial spirit and the work that we can do together.

00;44;28;05 - 00;44;50;26
Ian Berman
What a I mean, that's just amazing, right? And it ties a nice bow on, you know, with a little patience, the impact that you can see in the scale of the impact. Right. Like the ten acts, 100 acts. That's amazing. Well, so this you you're right. You have a very cool job. And like, you like I love working at this intersection of of big ideas, entrepreneurship.

00;44;50;26 - 00;45;07;08
Ian Berman
And frankly, the scale, the distribution, the impact that can come by partnering with governments with with corporations, etc.. Super cool. Maybe as we wrap up here, we just get to know you a little bit better. Can we, can we play a little a little game for two minutes here?

00;45;07;10 - 00;45;08;27
Matthew Brady
I would love that.

00;45;08;29 - 00;45;14;12
Ian Berman
Amazing. I'm just going to ask you a question, Matt, and I want you to respond as quickly as possible.

00;45;14;14 - 00;45;15;12
Matthew Brady
Okay?

00;45;15;15 - 00;45;21;09
Ian Berman
Your dog or cat person? Dog. Oh, tell me about it. Like you got it. You got it. You have a dog, you got three.

00;45;21;09 - 00;45;32;28
Matthew Brady
We have one dog, Rudy, named after the movie, and I have. I was scratched as a little kid by a cat, and I have been mistrustful of cats ever since time they are.

00;45;32;28 - 00;45;43;04
Ian Berman
Yep. I can see that. I won't speak ill of them. I have two and a dog. Okay, I get it. Yeah. Rudy's a rock. Rocco. Rudy. All right. Beach or mountains when you're getting away.

00;45;43;06 - 00;45;57;02
Matthew Brady
Beach. I think you either grow up skiing or skiing terrifies you. Any mountain sports, quite frankly, terrify me. I'm, I grew up, going to the Cape, Cape Cod. And so I'm beach all the way. That one's easy for me.

00;45;57;04 - 00;46;14;17
Ian Berman
That's fair enough. And this is where I get to, make fun of you. I. I grew up near you on the East coast in the the what they call mountains there for a while, but I was actually born in Washington, where there's real mountains, and I gotta. I gotta tell you, I think you made the right choice for where you live in New.

00;46;14;20 - 00;46;19;26
Matthew Brady
Yeah, I agree, we've got hills here, but we we sometimes. Lovely. We call them mountains.

00;46;19;29 - 00;46;33;13
Ian Berman
Lovely hills. That reminds me of butternut basin skiing as a kid. It's, it's about 110ft of vertical, if I recall. It's better than, All right. Well, okay. Do you have a famous innovator that inspires you?

00;46;33;15 - 00;46;51;29
Matthew Brady
I got to go with Clay. Yeah. I mean, I was so lucky. I mean, I was lucky to to land a job at Booz. I was even luckier to land a job at an a site. I got to work a little bit with clay. And not only was he a juggernaut in terms of thinking about innovation, but he was also a just a tremendously decent, kind, thoughtful person.

00;46;51;29 - 00;46;54;26
Matthew Brady
And he was an inspiration for for a lot of us.

00;46;54;28 - 00;47;13;27
Ian Berman
Yeah, I think that's awesome. And I think there's a really good reminder that there he has written a lot, and a lot has been written based on his work. That is is a worthwhile read. Okay. And my last question then, like, what are you just nerding out on right now? Is there a piece of tech, an idea like what have you seen recently or just like that?

00;47;13;27 - 00;47;16;01
Ian Berman
That's so cool.

00;47;16;04 - 00;47;39;18
Matthew Brady
I am nerding out. This is such a lame answer. I'm nerding out on a on a handful of big problems that we might tackle next. Okay, we're we're kicking off a few engagements, early in, in the new year, and I'm pretty jazzed about them. One of the ones we're looking at right now is mental health. For transition and age folks who are, you know, don't 18 to 24 year olds, for example.

00;47;39;20 - 00;47;53;05
Matthew Brady
Yeah, we're looking at, drug interaction. We're looking at clinical trials. We're looking at all kinds of really important problems to solve. And I'm just trying to get, as well versed as possible before we hit the ground running in January.

00;47;53;08 - 00;48;13;05
Ian Berman
You know what? Good on you. That is something that is incredible and nerd out about. And it's important. And we live in, we live in what feels like and probably is a very fast changing society and people are adapting to. So that's really cool. Well, Matt, thank you so much for joining innovators Inside. There's a bit of a wide ranging conversation, but I had a lot of fun.

00;48;13;09 - 00;48;26;14
Ian Berman
I really appreciate that your time lasts. You know, there is one last question, which is how do folks follow your work and get in touch? Or are you on LinkedIn? Should they head over to, hi, Alpha's website? What's the best way to stay in touch with you.

00;48;26;16 - 00;48;44;12
Matthew Brady
So you can find me on LinkedIn? I am notoriously bad at LinkedIn, but, my team has has told me that this has to be a New Year's resolution for me is to take LinkedIn a little bit more seriously. And so, if you want to ping me on there, I will, do my level best to get better at that.

00;48;44;15 - 00;48;58;08
Matthew Brady
Beyond that, you can you can visit our website. And if you ever had any questions, you can reach out directly to us, at High Off Innovation. But I genuinely appreciated this conversation. It was awesome to be on with you. And thanks so much for the, for chat.

00;48;58;11 - 00;49;05;07
Ian Berman
Super fun. Well, enjoy the rest of your day. Your weekend, and your holiday season. Thanks for joining us. Some innovators inside.

00;49;05;10 - 00;49;07;25
Matthew Brady
Thanks so much in.

00;49;07;28 - 00;49;28;17
Ian Berman
And that's a wrap for today's episode of alchemists Dax Innovators inside. Thanks for listening. If you found value in today's discussion, be sure to subscribe to our podcast and check out our segments on YouTube. Links and follow ups are in the show notes, and if you have questions you want us to feature in future episodes, email innovators at Alchemist accelerator.com.

00;49;28;19 - 00;49;33;09
Ian Berman
Stay tuned for more insider stories and practical insights from leaders. Crafting our future.