随着Spora Health的Dan Miller彻底改变了无障碍医疗保健医疗保健英雄PT。1

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这一集由Untold内容的创新讲故事供电雷竞技电竞竞猜雷竞技raybet提现. 在这种沉浸式、互动式、故事驱动的体验中，增加对您最佳想法的认同。您的团队为其最新项目、原型和宣传改进故事讲述技巧，并从25个具有影响力的创新故事的史诗性示例中获得灵感。了解更多信息，请访问https://undoldcontent.com/innovationstorytelling雷竞技raybet提现Trinning-2/．

凯蒂：欢迎来到创新的不陈述故事，在那里我们扩大了洞察力，影响和创新的解开故事。由无国界的内容提供支持雷竞技电竞竞猜，我是您的主人，Katie Trauth Taylor。我们今天的客人是丹麦勒。他是Backstage Capital的导师，他是Spora Health的创始人兼首席执行官。丹，我今天很感激你今天在播客。

丹：谢谢你,凯蒂。我很高兴今天能在这里和大家聊天。

凯蒂：你能告诉我们你的创新故事吗？

丹：是的，绝对。所以我认为我的创新故事 - 我相信AOL和AIM在90年代中期出现技术的推动力可能是我相信。

凯蒂：是的。

丹：我长大了 - 我猜这把我们带到了一点。但它很有趣，我现在在我的生活中进入一个舞台，我可以开始说这些东西，这只是有趣的。

凯蒂：这很奇怪，对吧。是的，我可能在那里的一条类似的船上。

丹：我在新泽西的东海岸长大，在一个叫弗莱明顿的小镇，离费城以北大约一小时，离纽约西南约一小时二十分钟。我们在新泽西州与宾夕法尼亚州接壤的农村地区。我就是，我阿姨说的那种爱管闲事的人。我非常积极，对学习非常感兴趣。当时我听到了互联网的风声，我们在小学有了计算机实验室，谢天谢地，我在五、六年级的时候，我说服了我的父母，你知道，让互联网在家里。我猜我卖得很好。不久之后我们就有了AOL。在那之后，我开始意识到我可以通过我的指尖和键盘来追随我的好奇心，学习并接触到任何我感兴趣的东西。好像从那时起一切就结束了，我被说服了。在那之后不久，我学到了更多的工程方面的东西——退一步说——我非常喜欢电脑游戏和视频游戏，总的来说，还有游戏。 So I loved to play sports, and when I wasn’t outside being active, playing sports, I was inside playing video games on the computer or on, you know, a gaming system. And so I had a group of friends that we used to play computer games a lot together, and we ended up building our own Alienware computer just to make sure that we could have the fastest computer possible with the best video graphic card that was out at the moment and that we could modulate what the performance was of the computer. And I also at around that time started to get into kind of software development, quote unquote, just by programming my first role-playing game, this was around sixth grade. And this was the — this process over these few years was the impetus of me really understanding my love as a consumer for innovation and technology, but also the very first glimpses of what would end up being a career and actually creating these technologies. But it all just started around curiosity, for myself.

凯蒂：太不可思议了。现在你已经参加了几个不同的加速器项目。你有什么最新消息要告诉我们吗ondeck.也这是新的吗？

丹：是的，是的。所以，OnDeck是托德的加速器。而所以实际上上个月我决定从Atheros的步骤，并开始创造什么将是我的下一个公司，我的工作，被称为孢健康的种子。而且，孢生将是一个初级保健网络，也是一个虚拟服务，以及，提供我们所定义的文化为中心的护理。因此，我们在设计医疗，初级保健特别是专门为在美国有色人种设计。And so our goal is to address racial and ethnic healthcare disparities across the Latinx, Black American, South Asian and East Asian American communities in particular, but we’re not exclusionary to any other groups, but we are very inclusive of these groups and are uniquely designing experiences for them with the hypothesis of if we do so, we’ll be able to address significant health care disparities.

凯蒂：丹，这是令人难以置信的。

丹：非常感谢。是的，这是一个非常宏大和雄心勃勃的目标，所以这是我现在的工作，加入OnDeck作为这项工作的一部分是随着时间的推移尽可能减少机会的风险。因此，第一次迭代将是虚拟的，专注于为美国黑人社区提供专注计划和营养计划。然后，我们将从中学习，并找出我们应该水平增长还是垂直增长。但是OnDeck和其他一些我们正在使用的程序应该可以让我们更容易做出这些决定。

凯蒂：你能告诉我们什么激励你开始孢子的健康？

丹：是的。所以，Spora Health的动力更多的是一个过程，而不是一个特定事件的刺激。我在15年和16年创办的上一家公司也是在医疗保健领域，一家名为“水平疗法”的公司，我们专注于为持有执照的心理治疗师提供视频服务。我们是心理健康诊所，我们只是通过你的手机提供服务。RAYBET雷官网但我们也开发了自己的软件，如果你不一定有兴趣与专业心理治疗师交谈，就可以自己管理焦虑和抑郁。这是我对美国医疗保健系统的第一次身临大境的体验和理解科技可以成为一个很好的解决方案来提供护理或增加护理的采用，最终改善治疗效果。快进到现在，我们在Atheros工作了一年之后，我并没有那么兴奋。我们做了一些非常棒的工作，我们每年增长300%，我们建立了自己的平台，我们真的帮助很多人找到了工作。但我心里痒痒的，想干点别的。所以我花了一些时间——留出一些时间，认真思考我有独特资格去处理的机会，那绝对无疑地仍然是在医疗保健领域。 Digging a little bit deeper, what, you know, opportunities did I uncover or did I notice were kind of picking up in terms of velocity in the marketplace. Wellness is obviously one, and that’s not that uncommon. However, there is still an opportunity to create culturally relevant wellness products. And so there still is this disconnect between the producer of content and the consumer of content. And so these things aren’t necessarily linear in that, like, they’re not ubiquitous in that — let’s say if you have a, you know, the common cold you go to a physician, and most physicians are going to prescribe the same sort of medicine. We’re talking about wellness specifically around mindfulness and meditation. The consumer’s relationship with the content is extremely important in bridging the gap and helping them stay engaged and increase adoption so that you can increase outcomes and the benefits from the actual programs. And so the thought is that if we create something that is a bit more culturally local to how people are experiencing the world, what they actually are experiencing in their environments, then at the very least we can bridge the gap around adoption, which again, at the very least can start to suggest that we can increase treatment outcomes and engagement, which is extremely important when talking about nutritional programs and mindfulness and wellness. So after having that sort of realization, I still thought that that was compelling, but not compelling enough for me to want to leave my full time job and start something again, knowing that starting companies is very costly. So yeah, I just took a step back and thought, okay, if I’m operating from a place of abundance, what’s the largest that this potential approach could be? Like how much impact could we create through this approach? And I arrived at primary care, which has similar issues, and really spent a lot of time reading about the foundations of health care disparities and socially competent health care. And it turns out a lot of folks have been doing research on this for a few decades now. There still isn’t anyone nationwide trying to take this approach towards health care, and so that was a signal for me that there is an opportunity there and that there’s still some more research to be done. And so we continue to do some more research with consumerism or primary research. We had our first acquisition at Twitter where we — last week — where we actually developed for Black History Month, a Black wellness fair. And we brought in competent practitioners of Black acupuncturists, psychotherapists, massage therapists, folks teaching, or we had a Kung Fu Master teaching Qigong and Taichi, I led a guided meditation. And folks were really engaged and we had about 120 individuals come and participate. And that was a really strong signal that we’re heading in the right direction. So now moving forward, trying to figure out how we productize that and make sure that we are incentivizing the right actions and engagement behaviors.

凯蒂：我认为，这是一项非常重要和关键的工作，尤其是当我们听到医疗界以及更广泛的公众对健康的社会决定因素有了更多的需求和理解，需要真正接触到他们所在的人群，了解我们如何与患者或医疗保健消费者沟通。你知道，这与我的心息息相关，尤其是在我的许多早期研究中，当时我正在完成博士学位，实际上是在阿巴拉契亚健康中心，在世界的这个特定地区，你如何弥合医生、提供者和社区之间的差距，努力建立关系，制作教育材料，真正用他们自己的语言和他们自己的家乡与人们交流。所以，你知道，所有这些都非常重要。我觉得你所做的，可以为其他文化和身份铺平道路，真正挑战整个医疗保健，思考创造多样化的方法，这可能会说话-真的，我认为这是关于打破假设，对吗？

丹：对，就是这样。确切地。是的，你绝对是正确的。而这些事情，因为他们在美国社会的面料中，他们出现在工作场所，但特别是在医疗保健环境中。这导致缺乏信任。而且因为缺乏信任，往往缺乏适当的沟通。Sometimes there’s more acute barriers between being able to communicate patient-to-consumer, and just lack of trust and lack of communication leads to just conversations around one’s care not taking place, which is its own issue, but then also potentially a lack of trust leading to a lack of adherence, which is also costly. Many things end up trickling out to being public health issues at a macro level and at a micro level, just not — they are impacting negatively the patient’s health, unfortunately, as well.

凯蒂：是的，肯定是他们的生活质量，他们的健康，他们的家庭和他们自己，个人和社区。你完全正确。另一件对我来说非常有趣的事情是，我认为，它激发了少数族裔提供者的更多关注度，或者，你知道，让人们看到——其他可能不是刻板印象的，你知道，种族或性别身份的人实际上在不同的提供者角色中服务，对吧。你提到针灸和物理，你知道，医学，很明显，初级保健。美国的初级保健提供者严重短缺。因此，不仅要有与美国黑人相关的患者经历，还要能够让更多的人了解黑人供应商，能够看到更多的黑人供应商，鼓励和激励更多的年轻人说，是的，那可能是我，我可以选择这条职业道路，因为长得像我的人已经这样做了，也

丹：是的，是的，绝对。这对于我们所建立的实践的成功和确保我们代表我们所服务的社区来说无疑是非常重要的。但是，你知道，在这方面要非常透明和清楚，比如，我理解，从纯粹的数字角度来看，我们永远无法——我不会说永远不会——但在短期内无法为同一种族的医生提供服务，特别是在美国黑人的情况下。目前，只有不到1%的住院医师，或者说，与美国13%的黑人人口形成对比。那么对于我们的实践和规模来说，这是什么样的呢？它的真正含义是，是的，我们将建立一个我们认为对初级保健医生和其他类型的临床医生有吸引力的实践，加入我们的实践来提供护理。这对每个人都不起作用，我也非常清楚这个事实。那么，我们如何应对这些挑战和潜在的差异呢？因此，我们专注于教育，我们仍然专注于确保我们正在创造工具，以帮助在我们的实践中的医生和临床医生成功地沟通和理解个人所处的环境，并将其带入与提供者的关系中。当我们这样做的时候，有一些工作和研究在这方面，但是，如果我们能有效地做到这一点，我们将比我们现在所做的跨越式发展，就像这些东西不存在一样，尽管他们总是在一份又一份研究报告中出现——这只是在研究方面——但他们也表现出不信任感，只是感到不满意、听不到，并且在离开医疗机构的办公室时，在患者层面上有消极的经历。因此，了解到我们目前还不能建立一对一的供需关系，我们确实相信，最终在未来，如果我们能够实现这一点，也许会令人惊讶，但也要明白，我们的工作仍然是确保我们在教育其他医生和其他临床医生，让他们了解社区存在的环境、社会经验，以及他们在工作中可能带来的东西。

凯蒂：当然，我完全同意。你真的会——这个概念真的会改变所有人和所有提供者对待他们的护理的方式，所以我认为它是非常强大的。当你推出这个项目的时候，我知道它还很年轻，但是当谈到这家公司的故事时，你现在在想什么呢?

丹：谈到这家公司的故事，我在很大程度上思考差异化。所以我正在考虑“我们如何以非常清晰，非常可理解的保健网络，供应商和最终用户的方式推广自己？”所以我一直在想很多语言运作良好。我一直在谈论很多不同的各方。这是我的设计过程和我最终启动的任何公司的品牌流程。在我有一种了解假设可能是这样的理解之后，我立即出去，然后在我知道之前开始与个人交谈，你知道，任何清晰的电梯沥青或真正有什么样的understanding of how to package specifically what I’m working on. And, you know, for the first few conversations, I just sound like I’m rambling because I am, but, you know, to me, I know that I know the information and I know I’m competitive in being able to acquire information, retain information and, you know, speak to the right types of information to different people when I need to. But part of it is for me to go out and have conversations and gauge how individuals are responding to what I’m saying, understand the types of questions that they ask, understand visually reading body language and understanding if they’re in positions of agreeing with what I’m saying or if they’re feeling kind of contentious against what I’m saying, as well. And this process helps inform what I say and when I say it for subsequent conversations around the opportunity. And to why that’s important is because for technology companies in particular, but also healthcare companies, individual health companies, there are a lot of new entrants in the market every single day. Branding is going to be increasingly competitive. If individuals are not able to create a strong brand that effectively communicates what it needs to communicate to the market, they’re not going to be around in 5, 10, 15 years. And I’m trying to build a company that is going to go public in 10 years. So I’m very focused on making sure that we are doing the groundwork to start from a strong position, from a branding perspective, and so part of my processes to get out there and talk about these things, but also make sure that we have a strong process to synthesize the learnings from these conversations and the value propositions that we’re creating into an online presence. So whether that’s a landing page, whether that’s an app, or offline experiences that we’re creating, as well, they all need to feel the same way and speak to the same things.

凯蒂：这是一个很好的建议，不要等到你的电梯宣传完美了，就在那些-

丹：Yeah, it’s — even if you think it’s perfect, you’re going to go out there and, you know, try to rehearse something or try to recite something that is rehearsed and memorized, it’s — I’ve been, I’ve had that approach very early on in my entrepreneurial career as well. And it just doesn’t feel genuine and authentic. And you could tell when — well, at least I can tell when — an individual just knows the material and they’re just really connected with the problem that they’re solving or it’s something that they’re just kind of, you know, regurgitating, something that’s rehearsed because they know they need to have something to describe what they’re working on. And, you know, authenticity is going to win that battle any day.

凯蒂：是的，绝对。I think it’s almost too there’s a level of an openness to participation that you’re enabling when you come at it a little less polished, right, you’re sort of inserting opportunities for your listener to give you feedback, and you’re humbling yourself too.

丹：我同意，谢谢。

凯蒂：我对“快速打破东西的概念”以及可以在健康启动空间中兼容的方式感兴趣。你能分享一些关于你的一些想法吗？

丹：是的，这是一个很棒的话题。这是一个很大的话题。所以从高水平上退一步说，我们，我说我们作为技术领域的技术专家和企业家，并没有处在一个很好的位置，因为它与公众舆论有关。这是我一直在思考的问题。我意识到了这一点——这些趋势在2016年就开始了。没什么——你知道，他们没有现在这么糟糕，但是，仍然有重大的入侵发生。当我真正理解产品是如何被设计,用户体验的阴暗面会是什么样子,它看起来像什么,以及这些方法对制造产品,所谓的,粘性和上瘾的消费产品中得到实现,我真的知道,你知道,这并不是一个很好的场景,你知道,激发市民和市民的信任。但我也知道另一方面，数字健康产品要想成功，我们确实需要数据，并真正了解方法是否有效，获取数据是至关重要的，收集和共享的数据点的数量远不及Uber、谷歌、Pinterest或Twitter等消费品的比例。 And so whereas you may be having access to hundreds of millions and billions of data points, as something like Facebook, within a digital health company, you may be lucky if you get access to, like, 100,000 Macs, like, you’re going to get — and that scale is very hard across different patient populations to understand which approaches are working well in it and providing statistical significance, so we can be smarter about, you know, the products we’re building. And so why start there is because it’s important to understand the context and the environment that we are in currently. So when we talk about notions like “move fast and break things,” parts of them have their place within health care companies, largely they do not at all. And it’s good, the only places that they really do hold a, you know, hold a place within a digital health company is when we’re talking about internal decisions around design and product decisions that don’t necessarily impact, or don’t involve, a user to move forward, or user’s data to move forward. Depending on the type of product that you’re working on, you know, this may be a large part of your — a large percentage of the decisions that you have to make day-to-day, or very few percentage of the decisions that you make day-to-day. But that seems to be the barrier for me, is that if we’re involving any data points that pertain to any patient or user’s data and leveraging that to make decisions, we can’t disrespect that and throw caution to the wind and move fast and break things. This is not, this is not a you know — we’re not in an environment where we can just, you know, a product can break. And so potentially this could be, like, life-threatening scenarios if one of our products breaks or goes down for a second or a particular, you know, a few minutes, or half a day, etc. And so it’s analogous to, you know, not one-to-one, but it is analogous to the financial services industry and a lot of the companies that are in that space, and they’re facing similar challenges from this lens around trust with the general public and not being able to really move fast and break things, you know. That type of rhetoric is reserved for consumer products that, you know, don’t necessarily have that much potential negative impact on individuals and society at large, but even still at that level, I don’t necessarily prescribe to that. I think we should be moving as quickly as we possibly can, for sure. If we’re gonna be resorting to breaking things, let’s break them internally in process and not in production where people are —they’re not being exposed to, I almost said our negligence, but you can make the case that it is negligence, actually, in some cases, but I don’t want to just externalize, you know, a particular system or industry’s intent to move fast and try to grow as quickly as possible to building bad experiences for the public.

凯蒂：正确的。是的,没错。我也认为，在Theranos之后的世界里，对负责任的行动和任何形式的举报的需求都比以往任何时候都多，但对于医疗保健公司和其他创业公司，甚至是医学以外的公司，也要有有效的发现来支持他们的发明，并在一定程度上发表，让他们的工作得到同行评审，让发表论文的科学家进入他们的顾问委员会。我认为现在的压力比以往任何时候都大。和我们开始看到这些行动的需求上升,尤其是在卫生技术。但这是一个巨大的挑战的工作内的创业文化,但也准备好,水平的责任和信任从一开始这就是要求。在医疗保健行业，或者你提到的金融科技，或者你知道的，航空是另一个浮现在脑海中的行业，我认为，在这些行业，从头到尾都必须高度可靠。没有错误，真的，没有关键的错误。

丹：是的。

凯蒂：你能告诉我们 - 我想在我们离开的一点时间内切换，因为我们甚至没有能够谈论后台资本以及令人难以置信的组织，以及如何反对它是如何形成的赔率Arlan你知道，几年前。现在你是那个不可思议的风险投资公司的导师。你能跟我们说说你作为导师的角色吗?

丹：是 啊你知道，这太疯狂了。我的故事与后台的几个不同的人有重叠，所以现在作为他们的一些加速器公司的导师，它只是把它带到了一个完整的循环，它真的很酷和有趣。当我从事Level Therapy（我早期的投资者之一）的工作时，他知道Arlan和Arlan通过NLP与他有联系，所以这个特别的人向Arlan介绍了我自己。她完全掌握了后台资金的筹款模式，即初始资金。现在，她没有投资，所以，好吧，很酷，没问题。所以我继续我的旅程，当时我正在筹款，实际上在一个名为使命和价值观由绅士的名义布莱恩着陆器．如此快进到今天，布莱恩着陆器刚刚宣布为他们的一般合作伙伴，也许一个月或两次，在布莱恩接受了一些剧集之后，他采访了阿尔兰，然后他开始工作 - 好吧，我实际上认为阿兰获得了任务和价值观，部分是，你知道，收购团队。我相信，布莱恩开始致力于设计工作，成为他们的首席设计官员，然后他是一家公司正在使用很多其他组合公司的企业家居民，然后成长为COO，然后是普通合作伙伴。只是说 -

凯蒂：就是不可思议的。

丹：是的，这太酷了 - 这些故事有时候会活着 - 所以对我来说，去年后舞台上的导师呼吁在三个不同的城市宣布他们的加速计划，我相信这是L.A.，费城和伦敦。And at the time, I was based in New York and the time difference wasn’t that difficult, and so I was very interested in mentoring some of the companies that were building out marketplaces and/or health care or music related startups and it ended up being a good fit, and so I’ve started mentoring some of those companies while they were in the accelerator, the companies are based in London, and yeah, excited to continue to do so for some of the cohorts of companies. It’s something that’s really close to my heart and making sure that the next wave of innovators and entrepreneurs have the right understanding of considerations to take into account when they are building their businesses. And yeah, that was something that was very successful for me when I was just starting as an entrepreneur and helping identify what I didn’t know and how to go find the information and the resources to learn those skills or just learn the information, get access to the information. And so I want to make sure that I’m being as supportive of the next generation as possible so that we can, you know, at a high level and at a kind of society level, make sure that we are shortening the on-ramp to innovative products and at a kind of local, zoomed-in level, making sure that we’re decreasing the amount of negative interactions that entrepreneurs can experience in their path of trying to create a lot of impact in this world.

凯蒂：对是的，绝对是。这真的改变了方程的方方面面。它赋予了创始人权力，它改变了出资人——谁决定投入资金，它给其他风险投资公司施加压力，以表明他们在招聘实践和领导实践中更加包容，围绕谁成为这些公司的合伙人。我只是，这是一项非常重要的工作。我想，你知道，即使在我的创业公司总部所在的中西部，人们也在不断地交谈。至少，如果我们没有取得进展，至少，该死的，我们正在就此事进行对话，尽管有时这感觉就像是在碰壁，试图改变获得风险投资的少数族裔创始人和女性创始人的数量。但我非常尊重你花一些时间在后台指导的事实，我是阿兰在那里所宣扬的一切的超级粉丝。

丹：是的，我干掉了。我超级所有作品中获得灵感是阿兰做了，并继续通过后台的投资组合公司，一般后台资本的只是精神，这是在特区多么重要和一般只是融资行业做。所以，你是绝对正确的，我也是 - 我同意，我认为这是非常重要的工作，有很多非常重要的元评正在发生的，所以我要支持尽可能多的。

凯蒂：Dan，当涉及到，你知道的，关于我们，每个人，真的，当我说我们，任何投资于创新或对创新感兴趣的人，以及任何方面想成为创新社区的一员的人——关于继续挑战假设和挑战过去那种刻板的创业文化，你有什么建议？在我们致力于更多元化地理解创业界应该接受和庆祝哪些类型的故事时，您有什么建议吗？

丹：是啊，我觉得我已经沿着我的旅程了解到，我会再打回两个值。他们可能听起来比较笼统，但它们植根于经验和我们的物理现实的方方面面。因此，首先是一切皆有可能。而我的意思是 - 我在说的一切是非常具体的，而不是任何事情都是可能的 - 我指的是存在于宇宙中的一切机会在这一刻当前存在。如果我们购买到热力学定律含义 - 不创建其解释这个宇宙在物质的基本组成部分，它只是改变了形式 - 然后创造未来所有的可能性在这一刻当前存在。而且这是我们作为创新工作，作为企业家的连接点，以确保我们可以创造未来。有时，这需要很长的时间，很长的时间和很长，量非常大的思想和大量的合作，有时少的话，但那是工作。And so for the folks that want to, you know, walk down this path and be innovators, entrepreneurs, I want to share that, because you’re going to need to rely on that sort of level of faith to understand that what you are working on can be done. And if all opportunities that exist to help that successful be successful exist in this moment. But it’s also a recognition that everyone’s not going to be Thomas Edison, right. We can’t all be the person that actually is known for the creation of the large invention, sometimes we — it’s our role to do all the work we can to build, I say, the little filaments that’s in the light bulb. And that takes a lot of time, right, but we don’t know — the inputs are exactly the same. And you don’t know where you’re going to be on that path of innovation. And so do not be so attached to the outcomes. And just understand, this is the work that you want to do. Saying that, you know, again, the inputs are exactly the same, you don’t know where you’re going to be on this chain of innovation for a particular set of products, but to do your best to understand that, you know, the universe is on your side and all these opportunities to help you be successful are already present. And the last thing is to show up. And so, I’ve learned that over my career, 80 percent, if not 90 percent, of my success could be attributed just by doing the hard work that it takes and the easy work, honestly, that it takes just to show up and be in the room or to be in a position to be lucky. And so by that, I mean the hardest thing — I’m a long distance runner — the hardest every single time I go out to run, the hardest actual actions to take are, you know, putting on all my gear in my apartment early on the morning to get ready to go out and run. As soon as I get outside of my door and start running, like, it just — my body takes over and I understand what I need to do, and it’s just easy peasy after that. The hard part is showing up, the difficult part is staying in the game and being committed and doing the small — the actions that other individuals are not willing to do to get to the places that you as an innovator want to be in, right. And so making sure that we’re not just showing up, but also over time, you’re going to want to try to optimize those moments that you are showing up, right. So this is a really quick story about this is like if you’re going to be in class in university, you know, you go to class and, you know, there’s a range of places that you can sit in the actual, in the classroom. By and large, when I sit in the front row of a class I am more engaged, I feel like I learn more, I actually do believe I learn more, and I feel more connected with the material because physically I am much closer to where the source of the material versus when I sit towards the back of the room, I’m physically further away, there’s all these types of distractions to grab my attention, and it’s not the same experience. And so if we’re going to show up then show up and do our best and make sure that we’re 100 percent present. And those two notions have taken me a very long way and understanding that everything that we experience was created by someone no smarter than me, and that largely all I need to do is to find the information that I need to create and make the next decision I need to make and to do it to the best of my ability. And then we’ll see where the chips fall.

凯蒂：绝对地。我喜欢这种建议，真正思考，你知道，只是如何倾向于出现的纪律和剔除。我喜欢那个。谢谢你。谢谢你，丹。这是一个令人难以置信的对话。我迫不及待地想看到你的下一个大东西出现了。我真的很感激你今天才能分享所有见面的时间。你能告诉我们我们在哪里可以在线找到你吗？

丹：是的，绝对是。我的投资组合和网站是danmmiller.com.．在社交网站上，我是@mauricemillerrr，最后有三个R, On啁啾和Instagram.. 我的电子邮件是hi@danmmiller.com对于任何想要获得任何东西的人。

凯蒂：太棒了。非常感谢。一定要关注Dan的工作，我很感激你是创业社区的导师。再一次，我迫不及待地想知道你接下来会有什么。非常感谢你来到播客。

丹：绝对地非常感谢你邀请我，凯蒂。

凯蒂：感谢收听本周的节目。一定要在社交媒体上关注我们，并在对话中加入你的声音。你可以在@untoldcontent找到我们。

你可以听更多的剧集不为人知的创新故事播客．

*采访不是对个人或企业的认可。