A Mission for Green Mobility - Daniel Krauss - Taking Flight: EO Atlanta Podcast Episode #037
Entrepreneurship is hard, so let's fix that and dive into our hero's journeys. This is Taking Flight, an Entrepreneur's Journey, and I'm Sarah Torvill. Join me as we delve deep into the passions, expertise, and experiences of those already in flight. This show is sponsored by EO Atlanta. Hello, and welcome to EO Atlanta Taking Flight podcast.
Speaker 1:I have been, very much anticipating this podcast today. I met this gentleman, probably about 6 weeks ago now. And I had the great experience of introducing not introducing, at talking to him on stage at Nerve this year. And if he didn't get a Nerve, what an incredible event. I learned so much, and I'm already counting down the days for the next Nerve.
Speaker 1:But I had the chance to interview this individual and so I had to have him on the show today. So who we are talking to is somebody who's extremely passionate about Mobility and Technology. He is an associate lecturer, School of Business for Economic and Law and Chair of Industrial Management at Nuremberg. I'm hoping I pronounced that right. That's in Germany.
Speaker 1:Founder and chief organizational plumber, Daniel Krause. Welcome, Daniel.
Speaker 2:Hey, Sarah. Nice to see you again this time virtually, and thanks so much for having me on the podcast.
Speaker 1:You are welcome. I'm so glad you said you would join me. It's like I didn't want the conversation just to end that nerve. I had to carry on, especially for those people who weren't able to join us. So, so let's let's get right into it, Daniel.
Speaker 1:As you know, this is all about the entrepreneurial journey and you have had an incredible one and continue to be on that journey. But I would love you to share with us, what did you get right when you took your first entrepreneurial flight?
Speaker 2:I think what was important, to board that airplane is that, I, yeah, in the beginning, I was a bit concerned thinking back and forth and stuff. But, ultimately, you know, when the doors were shut, I was all in. So I really had any skin into the game I possibly, could have. And, that's something which for me is ultimately important. The the the it's it's an all or nothing game.
Speaker 2:If you board that flight, you know, you may not leave anything behind. Obviously, you you eventually have a long haul, which is great. Sometimes it's more of a shorter thing and then you may have to pick another flight, but, you always have to board, you know, fully, mentally, emotionally with all the skills and anything you've got. And that's something which, we did. I have to admit that I wasn't a 100% there yet, but then one of my cofounders, he just literally pulled me in and I was it was too quick to think and that maybe from whatever, let it be 75, 80% to a 100 because it was like, Zach, Doors closed and they're moving.
Speaker 2:And I was lucky enough to really, have grabbed anything. So full skin to the that's something which I still believe is super important for anyone who is considering, you know, taking on an entrepreneurial flight.
Speaker 1:Yeah. That's actually I've not heard someone say that before and it's and I love the fact you played in the doors of the airplane. Thank you for that. Just, you know, builds on builds on our theme of course. But, but you're right.
Speaker 1:I mean, if you're not all in, what do you think starts to happen?
Speaker 2:You know, first of all, you start to question yourself. You start to question your business in moments where it might not be super great. And there are always some at any time, you know, they appear in. Usually we can solve most of them, but sometimes not. And if you have a plan B, our brain tends to figure out whether that's the more easy path.
Speaker 2:And, you know, becoming and remaining an entrepreneur is not an easy path. So you really have to close all those plan Bs, Cs, and Ds to really be fully focused on that path, even though it's ups and downs. And sometimes it's exhausting. But there's so much payback, which, I would not have missed. I love what I'm doing.
Speaker 2:But as I said, I also trick my brain because there is no alternative. I just
Speaker 1:Yeah.
Speaker 2:Not let that happen.
Speaker 1:No. That's great. Great advice. Thank you for sharing that. So on your journey, there have obviously been some important people, by your side, your copilots.
Speaker 1:Can you talk to me a little bit about who those copilots are and why why they are your copilots?
Speaker 2:So, you know, in the beginning, obviously, there's Jochen and Andre, my 2 cofounders, which, I consider my copilots. And they're still, they're still my copilots, and I'm really hoping that they will remain. You know, obviously, there's 2 pilots in charge and, there's one sometimes resting. So we have really, a very good, you know, grouping and mixing and matching to focus on our individual strength.
Speaker 1:Mhmm.
Speaker 2:And turned out that we're super complementary, which is great. In the beginning though, you know, yes, there were discussions, you know. The one is, you know, better on on on the throttle, the other more on, you know, the the steering wheel. It depends a bit. It takes time to figure it out.
Speaker 2:And I always tell people, you know, take that time, figure it out. Because in the beginning it's fair. Later on, you have to blindly trust each other and each other's skill, which are different. And to us, I think it was a great benefit that we're that complimentary.
Speaker 1:Mhmm. Okay.
Speaker 2:But in addition, well, we over time obviously also had to find a good cabin crew. And there's an awesome leadership team, which I'm very proud about. But it's also about, you know, filling up the plane. So at the end, you know, making sure there's an offering we altogether, provided to our customers to fill these seats and enjoy the ride was ultimately important. And exactly therefore that shout out to the cabin crew is, you know, of utmost importance because if nobody serves the folks back there, you know, can be great pilots in front, but it doesn't really matter because then it's a boring flight.
Speaker 1:Mhmm. Exactly. Exactly. That's great. Okay.
Speaker 1:Thank you for sharing that. So, we know as business owners, I I think if there's not a challenge, we we just know a challenge is about to happen. Because that I think that's part of what we actually enjoy is the challenge even though sometimes it'd be nice to have a little bit of a break. But is there a challenge that you've been working on recently, Daniel, that you can talk to us about and, like, how did you overcome it?
Speaker 2:So Flix over the last years, had faced hyper growth, which is great. I mean I love it. It's an opportunity. Not every, every company has that, has that faith.
Speaker 1:Mhmm.
Speaker 2:But if you try to serve, you know, millions of people in more than 40 countries, you know, very very quickly, there's depth. And obviously, as the techie at Flix, you know, I always knew the concept of tech debt. I believe in the meantime, there's also organizational debt. And that leads to, you know, a lack of efficiency. This time, we we had, you know, started the budget discussion for 2025 again.
Speaker 2:And we really figured that we want and have to become more efficient again.
Speaker 1:Right.
Speaker 2:And this is you know, on the long term something very good I believe. On the short term you may have to tell people some of the great wishes they have had.
Speaker 1:Yeah. We
Speaker 2:have to reprioritize. Maybe not now. Maybe we even, you know, have to decide to not do stuff. Because, you know, really developing and recognizing strategy means quite a lot to also identify things to not do. And if this happens, one of the learnings is be very clear, very transparent, and very, very fast.
Speaker 2:So, you know, to just drag things around forever doesn't really, you know, that that doesn't help the organization. It's not fair to the people and it eventually reduces the potential of the outcome. So we were very clear, very fast and very transparent. And even though it hurt a bit, but then it's over. Then everybody can focus on you know, what what the great outcome can look like.
Speaker 2:And it's not like, you know, just being somehow annoyed forever and not knowing that's not good. Yeah. Uncertainty and ambiguity is nothing which is good. So you'd rather have it straight, clear and even though it's a bit painful, you know, very transparent.
Speaker 1:That's great. And actually that's a really good perspective because I think sometimes it's easy to imagine when a company is, you know, and I know you've shared some of the amazing growth and results you've had over the last few years in particular, you kind of think, well, the world is your oyster, like, what can't you do? You know, but the reality is, you know, you'll be still being very, you know, budget conscious, the strategic growth, you have investors, it's like you still gotta prioritize and, yeah, I think that mindset is is just important to keep. And I and I really do agree with you when you especially, I imagine there's people in your company who feel like there are great ideas, fantastic ideas, and it's like their passion to get it done. And to be able to say, you know what?
Speaker 1:Not now, you know, is, is hard, but you're right. Get it, get it out of the way, so they can move on, and yeah.
Speaker 2:And sometimes it's even because there's anyhow that much on the plate, you're not able to digest that. You know, it's very simple, similar, sorry, to, you know, discussions I've, been having with my kids. Obviously, sometimes they want to have more in their plate, more sweets, more dessert, more this and that. And sometimes I say no. That creates frustration.
Speaker 2:But at the end, you know, it would be even more stupid to throw things away because they're done already, you know. They they they they're not able to digest more. So and sometimes also for us as leaders or business owners, it's important to have that meta view because the folks in the situation, like my kid, obviously they would like the sweets, even though they might not be able to digest. And then it can become even unhealthy. So sometimes you take the discussion, say no, and yes, they won't be appreciated in that moment, but later on they might be.
Speaker 1:Yeah. That's great. But what about I know in your role, you take you you are the HR person as well as, like, the CTO. Just share with us, you know, what is like in your mind best practice when you're, you know, maybe sharing not so good news with an individual who you don't want to lose, you know, like maybe they've maybe they they are the ones with a vision of there's something they want to do in 2020 5. You don't wanna lose that person, but at the end of the day, you cannot do that thing they wanna do.
Speaker 1:How do you have you know, what does that conversation look like? Is it one to 1? How do you how do you do that?
Speaker 2:So on the details, particularly with the leaders, it's rather in smaller groups or one to ones. The general message, so I clean up their runway, so to say, has also been distributed to each and everybody.
Speaker 1:Mhmm.
Speaker 2:But then, you know, how exactly we figure out the details is rather small groups or one to ones. And there, I'm fully transparent. So what's the root cause? What's the reasoning? Why do we think this is the right decision?
Speaker 2:And then I try to get them on board for the the flight to the solution actually. So it's not just a negative no, but it's something like, hey, you know, let's let's take eventually the freed capacity, you know, the reduced the reduced plate which is much more, you know, clean and and and polished. And look how great, you know, kind of outcomes or solution we can work on together. So to really bring them back on board. It's a little bit like just, you know, switching switching the flights, and, what you have to convey is that the new flight we'll all be now hopping on has an even better, and more enjoyable destination.
Speaker 1:Yeah. We're now going on a maybe it must be the the concorde of our days, which are no longer around, but I am loving these flight analogies that you keep throwing in, Daniel. I think you are.
Speaker 2:Is it I mean, isn't it isn't it a flight podcast? It's like you take a flight, right, doesn't it?
Speaker 1:It is, but, like, not not everybody aligns it quite like you have, and you're just making my heart sing, so so thank you for that. Because this is season 3 of Taking Flight, we've rebranded, so you're just you're just helping fuel the flight and the energy, so thank you. Okay, so because I'm in such a we're in a hyper gear right now, I'm gonna ask you my next question, which I love. And I'm I I I get a sense of what the answer might be, but I need you to share everybody. So what excites you about your future flight?
Speaker 1:Where is Daniel heading? Or where is Flix heading? Or maybe that's just the whole integration of itself. So
Speaker 2:I believe 2 things. I believe we have to take care about our planet.
Speaker 1:Mhmm.
Speaker 2:On one hand, in general. So there is something to live on and enjoy also, you know, in generations from us. On the other hand, today we have to really make sure it's integrated. It's it's inclusive. It's diverse.
Speaker 2:People really only learn and remain open minded or become even more open minded. If they have the opportunity to travel, to look around, to, you know, enjoy, certain things, destinations, other people, friends and family. And I truly believe that collective, transportation, whether it's trains or buses, is something which matters. It's a great alternative to move, in our case, you know, hundreds of millions of people on a very, you know, carbon dioxide friendly, even the best carbon dioxide currently possible way. So a very sustainable, but on the other hand also very affordable, you know, way of, making people travel.
Speaker 2:So there is a good portion of the the 100 of millions we've been, able to move around, which didn't have the opportunity without us to do so. And, that's great I believe, because that integrates us as humanity. And why is it important? A, because what I said I believe it it really makes the society more stable and integrated and we don't, you know, shout at each other or even shoot. And that is also important because we only together can really solve the actual real challenges of our time, which again comes back to, you know, our nature, the planet, carbon dioxide to just make sure we, protect, what had been given to us.
Speaker 2:And that's something where I have the feeling, what we do matters. And, is, you know, it really, you know, sums up to a greater good. Even though it's a super small part, there is, you know, so many other great companies, so many other great ideas, awesome people out there. But it seems that I'm, like, in Star Wars on, you know, the bright side of the force. Mhmm.
Speaker 2:And that's something which creates, quite some energy for me to really, you know, keep on doing what I do. Mhmm.
Speaker 1:That's a very big, audacious thing to be part of, and and you must be very proud that Flix is is part of trying to solve that problem. Because it you are, aren't you? You're like you. You are trying to do things in a much more sustainable fashion. You're with the fact that you people can travel long distance on buses and trains, take small cars away from the streets.
Speaker 1:I mean, talk to me a little bit about that.
Speaker 2:So, you know in general we have, you know, about 50 or more people in a bus depending whether it's a doppler or a single decker. And in trains it can be even add up to, you know, multiple 100 up to almost a1000 depending on the train.
Speaker 1:Mhmm.
Speaker 2:Which means, you know, in Europe, usually a car is been used by 1.8 folks. And, you know, if it's 50 or so, and you we obviously have to look at the load factor. Therefore, there is a very high load factor. This means we always have, you know, bunch of people running with individual routes. So, you know, that takes away you just have to have to do the math, you know, 20 or more cars per trip.
Speaker 2:And eventually, some of the super large cars we've been seeing, whether it's the SUVs or in pickups, they have the same diesel or, or fuel consumption as those modern buses. So it is just really a very simple blunt math.
Speaker 1:Yep. Thank you to our strategic alliance partners for their support to our EO Atlanta community. Check these partners out as they can help you soar further into your entrepreneurial journey. Thank you to Chase, Belay, Trainial, EOS, Insperity, American Express, CEO Coaching International, Ashford Advisors, Clifton, Lars, and Allen, and Homrich Berg. Okay.
Speaker 1:And I know I mean, and for people in the US, I didn't know this until I did my research, but, you know, you did a very big acquisition a few years ago. Do you wanna talk about that? Because that's a brand very it's a legacy brand in the US. And I don't know if many people actually know that Flix is now they own that company.
Speaker 2:That's that's that's true. So Greyhound, meanwhile, belongs to the Flix group. So, Flix North America has some green buses, but eventually, like, 100 of blue silver buses running. So, we had, the pleasure to take one of the most iconic long distance bus brands, like almost back home. You know, we were talking about that and had that as something which we used in the early days to explain people in Europe what we're doing.
Speaker 1:Mhmm.
Speaker 2:So that made us particularly proud that, you know, the ones who more or less invented that are now part of the group. And, that was funny because I remember, we closed that deal during COVID. So, us as Europeans had to have, you know, special, special grants to fly into the US. Mhmm. Whatever COVID, stuff.
Speaker 2:Mhmm.
Speaker 1:And at
Speaker 2:the end, you know, you needed to explain the reasoning. And that was funny because it's like, okay. What what what's your business purpose? And I'm like, we're like, I need to fly over to sign that stuff and we're, you know, buying Greyhound. And people were like, I beg your pardon.
Speaker 2:I'm like, no. No. No. You understood correctly. It's like, oh, okay.
Speaker 2:You can buy that? I'm like, eventually, you can buy everything. And, yes, it used to be owned by a British, corporate and, well, now I think it found a better home with us. And we
Speaker 1:Yes. I'm really I mean, that must have been a very proud moment. Very proud moment. It's a brand that you said, not just known in I didn't know it as well in the UK. Were were Greyhound ever in the UK?
Speaker 1:Were were they just in No.
Speaker 2:No. The brand itself, is, present in, North America. So kinda in the US. Yeah. And, eventually in Australia.
Speaker 2:But this is not part of the group. It's a separate company.
Speaker 1:Right.
Speaker 2:But they also use the brand. In in UK, Greyhound as a brand was, to my knowledge, never never heard
Speaker 1:of it. I've never heard of it. But when I came to the US, actually, it was if anything, it was like don't travel on the Greyhound, if I'm honest.
Speaker 2:This is not this is this is now different, and we keep on improving it further. But, yeah, there were there were things to be done. And one of the reasons is that, you know, if a company has an asset but has no parental advantage, and that's also something I learned concerning m and a activities in general. If you have a parental advantage, it's a good idea because then you can invest. You have a vision.
Speaker 2:You have an idea. If there's no parental advantage and it's just an asset
Speaker 1:Yeah.
Speaker 2:Yeah. Then, you know, you may not take the right decisions. In that case, no proper, you know, in invests and stuff like that. So not not on bad faith just because, you know, it was the wrong asset in in that former owner's structure. And I believe with us, you know, having really a vision and idea about long distance transportation, it just fits better.
Speaker 2:And therefore, you we now can, you know, further improve the service. So at the end, people will love to take a brand.
Speaker 1:Yeah. It's it's it's so great that you've done that. I really want to experience the new Greyhound So it needs to be done for sure. So anyway, so fantastic. Let me ask you then.
Speaker 1:So I want to learn a little bit more, Daniel, about you as an individual, as an entrepreneur. But like, you know, what do you think, you know, you are running, you know, you and your founders are running a significantly larger organization maybe than you ever thought you would? I mean, how many That's for sure. Yeah. Is it 6000, 7000 employees now?
Speaker 1:Yeah.
Speaker 2:Yeah. Around,
Speaker 1:six
Speaker 2:thousand people, a bit more, all across those, meanwhile, 44 countries. So it's all the way from India, in in the east, to, you know, not only the US, but if you go further down south, there's Chile and, and Brazil. And so Mhmm. It's almost, covering the globe or painting it in green color. Mhmm.
Speaker 2:You're right. We never envisioned that size. And at the end, it's a question of, you know, again of leadership and of a certain culture and values. I believe what we did over time is, you know, by more being into the thing because we were able to everybody was in the office. Now we really take care that, you know, the coding, the surface, whatever is really around the entire group, including Camille Koch in Turkey, including Greyhound in the US, and, you know, the other, countries in Europe with Flix.
Speaker 2:So the outside is very clearly defined what it means to be part of the Flix family. In the inside, we, you know, aside of our values, give a lot of freedom because you obviously, you know, have to be able to adapt to local necessities. Mhmm. On both ends or in three ends actually, on our partners end, with our people, and ultimately with the customers. And, and that's important to really have that, you know, that global, you know, kind of membrane which makes you belonging together, but have the ability and the will to be locally free and adjustable to whatever is needed.
Speaker 2:Yeah. That's something which, only came after the time when we became that big. That wasn't really necessary. And was also not that easy to have that almost twisted mind around those both ends, local and global.
Speaker 1:So do you have I'm assuming I mean, this maybe this is answer very standard obvious quest question and answer, but, like, to be able to know the cultural differences in different countries and know how to treat people. I mean, you're obviously hiring you're hiring HR people, are you, in the country who, you know, really understand the the people that they have on board. And, I mean, I just can't imagine how I just know from my experience when I used to do a lot of PR and communication press launches in Prague and, Dubai and Russia and and Moscow, it was a different kettle of fish each time we would go to those. You have to have nuances to understand the market. So that I'm assuming you have a team, a structure where the HR people are the one implementing.
Speaker 1:So any
Speaker 2:and in the beginning, it wasn't on purpose. It was more luck, but we're super international in headquarter. So we have different colors being represented, which is good for, you know, some of the more, you know, horizontal discussions. So you also, you know, eat your own dog food a bit, even on the conceptual phases. And then where where it matters, so where the business, you know, is run.
Speaker 2:There we rely almost a 100% on on locals. So, you know, the first people starting, with the managing director, but also then, you know, all the support function including HR. We, we look for, you know, local folks. Mhmm. Sometimes we obviously group support functions.
Speaker 2:So there's a North American, you know, grouping where the HR person is not only in charge of the
Speaker 1:US, but also Canada, eventually, Mexico,
Speaker 2:and further down. So, but it it always have has to have that local touch. If not, you may, you know, trap yourself in inventing stuff, which, you know, beside yourself, nobody really needs. No.
Speaker 1:Okay. Yeah. Yeah. Sounds like they're a very important asset to have on the ground.
Speaker 2:Fully agree. So without it's, you know, which is fair. Traffic and transportation mobility is still relatively regulated. Mhmm. I mean, it's concerning our safety.
Speaker 2:So Yeah. Fully get it. Makes sense. But what does it mean? It means you need to have local people to understand how it works on the ground.
Speaker 2:Yeah. And not how it theoretically works, how it in fact works. And therefore, we always and only start with, you know, finding some locals who run the show.
Speaker 1:Yeah. That makes sense. So I mean, this this is for anyone who isn't aware of of Flex, and I know we've been alluding to it during, but let's just kind of say it outright. Like, what problem does Flix solve, and what impact do you believe you Flix is making in the world?
Speaker 2:So as I said, Flix stands for sustainable and affordable ground transportation. Mhmm. So we move people from a to b, to whatever needs they have. Whether it's, you know, a business need or it's, you know, taking a vacation or seeing your beloved ones. And we do that in, you know, the cheapest and the most eco friendly way possible.
Speaker 2:Mhmm. And, we not only do that all around the world, wherever we're allowed to, but we do it in a very tech enabled and modern way. So you don't have to queue somewhere to figure out how to get the cheapest price. The system itself always figures out what's the best route, what's the cheapest price. And you eventually have that stuff on your mobile in our app at your fingertip.
Speaker 2:Mhmm. And that makes it not only affordable and sustainable, but it makes it also super easy and convenient.
Speaker 1:Mhmm. Who can say that that was impressive, Daniel? You just you know, so many of us entrepreneurs really struggle to have that tight response. Like, what is that elevator pitch? And you just deliver that part perfectly, probably in less than 50 words.
Speaker 1:So, but that that was great. Thank you for sharing that. Because I think, the Flix name, I don't know what your goals are as a company to build the brand more, but the Flix name is probably understated right now. We don't know too much about it in the US maybe, but we definitely know Greyhound. And so it's really good to hear.
Speaker 1:And obviously your mission, your your purpose, it means so much to really everybody. You know, like, we all want to be able to travel, we want to be able to save money and not always spend too much money. And I think many of us care about the environment. So, you know, there's so many, so many kind of angles for people to hang on to and be part of that story.
Speaker 2:Yeah. Fully agree. And, as said, that is also part would not only drives me, but would also makes me thankful and, you know, keeps you some more humble and, you know, doubters.
Speaker 1:Yeah. Exactly. And then then then there's big rationale for getting up every day, doing something as important as what you're doing. Absolutely. Yeah.
Speaker 1:So, okay, the question I I I I don't know why I asked this question because I get the same answer each time, but I always find it interesting because sometimes the way people answer it is what makes it interesting. So Daniel, I don't think I put this I don't think I put I don't think I shared this with you. This is an easy one. Okay. If you wanna do this all over again, I mean, being an entrepreneur, if you're gonna start back when you did, would you do it all over again?
Speaker 2:Yes. I mean, no question asked. It beside all the other cool things I, you know, did in the past jobs or, I've been doing as hobbies or sidekicks, this is the only thing which fuels me with almost an infinite amount of energy, which keeps me my personal system running. So this is just great. You know, I always had fun working.
Speaker 2:I love working, but there were always topics which exhausted me. Mhmm. No doubt. There's exhausting discussions that flicks too. But all the sum of the parts has always, you know, a positive result.
Speaker 2:So it literally fuels me up. And, that is the reason why I would do it exactly the same all over again.
Speaker 1:Okay. That's great. Great answer. See, it's it's just the context that we assign to that answer that it fuels you. It feels like it's, you know, I know you're a big runner.
Speaker 1:So, and to be able to be to run, maybe part of the leadership team, a cofounder running the company, but still get up early in the morning and run, it just means surely your business goals are aligning with your health goals with they're all just fueling each other.
Speaker 2:That that's that's a very good anecdote. Not the running itself, but the getting up early. Everybody knows that either during school or university or the jobs. And with everybody, I particularly mean, you know, business owners and entrepreneurs. Obviously, I got up and went to school and university.
Speaker 2:And obviously, I did the same when I used to work for Siemens or Microsoft or others. But once in a while, you know, my alarm clock rang and I was like, nah. And I hit the snooze button and I was like, I don't know. Today is not my day.
Speaker 1:Yeah.
Speaker 2:This did not happen a single time. For the last 13 years, I'm always awake before my alarm clock. And That's magical. And that is something which shows me I love what I'm doing.
Speaker 1:Mhmm.
Speaker 2:And as long as this keeps being like this, I have no doubt. So I'm all set.
Speaker 1:Mhmm. You are all set. That you're right. I I I wish I could say the same about me. That snooze button is is used a lot in my household.
Speaker 1:I'm so energized, but, like, I need to learn from that. I need to learn from that. So thank you for sharing that. So, Daniel, if any of our entrepreneurs want to connect with you, what would be the best way? I know I think you're more of an email than you are on your LinkedIn.
Speaker 2:I'm just So, finding me on LinkedIn is easy, and then, reaching out and connecting is easy because, you know, for all the ones who are connected, they can just, you know, read the manual on LinkedIn and just click through the contact data and and shoot me an email. This is where I, work best, because, you know, managing that many channels, I'm not really good. I'm not the most productive person. So email is, on top of my mind.
Speaker 1:Email is good for you. Okay. That's great to know. So this has been so lovely. Thank you for joining us again.
Speaker 1:I've really have enjoyed getting to know you over the last kind of several weeks, Daniel. And I I think your story is empowering for so many people, and I'm really excited to watch where Flix goes, for sure. I'm gonna be your brand ambassador over here. So waving the flag for, you know, everything you've got happening in the US. So thank you for joining us.
Speaker 2:Much appreciated. Thanks for having me.
Speaker 1:You're very welcome. And thank you to our listeners and our watchers of EO Atlanta Taking Flight. I hope you are enjoying all the taking flight voyage analogies, which are coming to play definitely with Daniel today. If you heard something inspiring, if it's something felt it resonated or you could, you know, it would resonate with one of your peers, please do share this podcast. And maybe we even made you giggle or laugh or just smile or set your day off right, then please join us for our next podcast.
Speaker 1:And everybody have a fantastic day.
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