Jimmy Huber: And welcome to another episode of the InfoTech Podcast. My name is Jimmy Huber, your host as always. And as you remember, this podcast examines the intersection between technology and business. this episode is gonna be probably a little more tailored towards the business side, but we're gonna definitely sprinkle some technology concepts in. My guest is Randa McKinney, and we discussed earlier that she's gonna introduce herself so you don't have to listen to me blather on. So Randa, this is great Randah McKinnie: Yeah. Jimmy Huber: to have you on. We really appreciate your time. Randah McKinnie: Thanks so much, Jimmy. Yeah, I feel like as I'm a little bit of a complicated introduction just because I've recently changed roles. So I have worked Jimmy Huber: Got it. Randah McKinnie: in corporate and in in software for most of my career. And it's been under a year, so about eight months, that I I've now shifted into working for myself. And Jimmy Huber: nice. Randah McKinnie: I I do consulting, coaching, and facilitation in I kinda have my foot in both camps right now as I transition. So I do both work on the product management side of things, helping people with product teams, and we could talk about that. And then also I am an executive coach. So I work with MBA students and with executives across all industries to help them with leadership and effectiveness and presence. Yeah. Jimmy Huber: Okay. That's a mouthful and I love that. I I think there's so much we could talk about today that as we were kind of chatting beforehand, you know, picking topics, we want it to be relevant to people, but there's not a whole lot out there, I think, in the general public that does what you just said, right? Working for somebody else, learning, growing in your own industry, and then deciding to go out on their their own, I think is super admirable. So before we get into that, I'd love to just Get your insight on kind of currently where our industry is, where where are people at with, you know, you've got AI all over the place, you've got people freaking out about the economy of when it's gonna tank, if it's gonna tank. Like there's Randah McKinnie: Mm-hmm. Jimmy Huber: a lot of fear, I think, and uncertainty in the world today. And that transcends into business too, right? So Randah McKinnie: Yeah. Jimmy Huber: as you talk with with leaders and and people and your clients, maybe and your peers. Where where do you get a sense of things and and how does you know what you do inside businesses kind of affect that and and help people through? Randah McKinnie: Yeah, so AI is in my opinion quite a frenzy right now. And I I know that I have people who would would not find that popular, right? 'Cause there's so there's so much money to be made off of it. And then I think there's so many reasons why that is also disconcerting and the way it's being approached. So this approach of the you know, in businesses right now you see boards and CEOs saying, Well, we just have to do AI. Right. We've got to do AI. Let's make sure it's we have those words somewhere. And there's very little conversation, mature conversation around what is the value that AI could bring to our business. And there are many ways that AI can bring value, and there are a whole lot of ways where a lot of money can be spent and it can just sort of add to the chaos. And I while this is new in its intensity, I don't believe it's new in thematically. And I just want another example for those people who are familiar with APIs, right? Software integration. there was a time, maybe 10 years ago, maybe longer, where people were saying, I need an API. Well, I just need an API for that. I need right. And they well, I'm so the question would be, well, what do you what do you want to integrate? They don't even maybe know which systems they want to integrate, or how do you want those systems to communicate? Right. We Jimmy Huber: They just know the buzzword. Yeah. Yeah. Randah McKinnie: just need an API. And it it's very familiar to me that conversation. And so I think. Fundamentally the thing we always have to think of as business people is what is the value we're providing? So are we using the tools to add value to us operationally within our organization? Are we using the tools to be smarter in some way? Or are we implementing them in a way that they're then gonna help our customers and help that customer experience in whatever whatever solution we're offering? So always coming back to the customer focus, the business focus and the the value and the outcome we're driving is just A perpetual theme in in my area of expertise in product management. And I think it's really sound to think about that across the business. Jimmy Huber: Yeah, I love that. I think you're dead on. Most enterprises, I think right now in the boardroom, they just it's a checkbox, right? Did we research AI? Yes. But connecting the dots, at least in small and mid markets, for owners to understand what AI can do practically, we're not there yet. At least most aren't. Randah McKinnie: Mm. No. Jimmy Huber: and and I think that you know realizing that and being able to take your clients maybe down that path is gonna pay for itself in innumerably because If that can if that lock or that key can go in that lock and open up more doors for people, I think there's there's only benefits in the future that's on almost an exponential curve, right? Like we're only at the beginning of what we've what practically could be. and that's a critical part, Randah McKinnie: Absolutely. Jimmy Huber: right? Randah McKinnie: Hmm. And I think the only other thing I would say, if if I'm old enough to try to impart some wisdom is just just to not let our critical thinking go. I think there's a there's Jimmy Huber: Hm. Randah McKinnie: a real trend to letting AI do all the work, do all the research, collect all the information. And there's so much to be learned in the actual research of research and development. There's so many things you bump into that provide you with context that take you down a path that you wouldn't normally go down. So while AI can can help you maybe clarify some of the directions you want to take, there you're just never going to be able to stand in a boardroom and defend your answers in a rich way, I don't think, if AI came up with all those answers for you. All you're gonna have is the Coles Notes version. And and we can't walk around with just that. Jimmy Huber: yeah. And people see right through it already, right? I mean I I think it yeah, there's kind of ways you can tweak it, but you can tell if somebody had AI do work for them. Like these are way too polished. This email is not a human. There's not one typo, it's perfectly spaced, and they'd used words they never used before. Like like we're Randah McKinnie: Yeah. Jimmy Huber: in iteration one point two or whatever, but like come on. I'd much rather have a human type something up and have errors in it. You know, like joking today about even recording this, like if there's Randah McKinnie: Yeah. Jimmy Huber: an or like I mispronounced something, like who cares? That we're human, you know, that's more relatable. Randah McKinnie: Exactly. Humanity is a key key leadership character devent dimension. So Jimmy Huber: Yeah, a hundred percent. So you you mentioned one thing that I think was a hot button topic for you that's very connected to this, and that is data driven decisions. So Randah McKinnie: Mm-hmm. Jimmy Huber: one thing AI is good at is and we we're gonna talk about business. I said no technology, and all we're doing is talking about tech, which is great because they're so connected, right? But Randah McKinnie: Yeah. Jimmy Huber: yeah, AI is really good at grabbing a bunch of data, organizing it, you know, it can read a book in half a second and summarize it for you. But transitioning that then to Only using that to make your decisions without empathy, without any human touch, without context, you know, all those things. Am I am I touching a nerve there? Is that is that kind of what you mean? Or what what is your perspective on that? Randah McKinnie: Absolutely. So I I really am careful about not saying data driven, and I think it's important to be data informed in our decision making. And to me, it's just that none of the decisions are entirely binary. So there is always going to be context that is a part of the decision. And again, AI can gain all kinds of context in a sort of artificial, as the name, artificial way, but It's not going to bring that what we call in the product world, that sort of product sense or even the business sense that goes along with it. So it's that combination of a tiny bit of gut instinct that goes along with having the data itself. And also this, this also comes down to networks. Everyone talks about not really liking networking, but the wisdom that you get from having people in similar roles within the industry or roles across other industries who can actually draw parallels. You know, if I'm talking to someone who's in oil and gas engineering compared to software engineering or working in a municipal government, those kinds of things actually bring so much wisdom. And if you sent AI out doing research for you, it's highly unlikely that they would bring in I mean you could you could write a good prompt, but that they're naturally gonna bring In that kind of contextual wisdom that you get from your network connections and having those conversations. So all of those things have to come together as part of your data gathering. And in product management, the practice of that is discovery. It's your discovery practice. And AI can be incredibly helpful in discovery. And I hope to share an example of that with you today. But it also isn't everything. Jimmy Huber: Yeah. I love that. And I would love your example. Let's just keep going because I think this is the Randah McKinnie: Okay. Yeah. Jimmy Huber: crux of what so many businesses are missing. And I don't think they realize how much it's gonna burn them by just using something this powerful in the wrong way, right? There's a lot of opportunities Randah McKinnie: Yeah. Jimmy Huber: out there if you do it the right way. You can scale if you already have a good process or you know, procedure, yeah, you can make that way more efficient. Your team should be way more effective with the new it's basically a tool set, right? But Randah McKinnie: Mm-hmm. Jimmy Huber: I think the majority of people aren't seeing it that way. It's more about, you know, how many people can I lay off or cut because I can do way more with less people? You know, it it's just it's a very Randah McKinnie: Yeah. Jimmy Huber: different perspective. So yeah, please give us the examples of Randah McKinnie: Yeah. Jimmy Huber: what you've seen. Randah McKinnie: Yeah, so the the situation was that I was a VP of product at a software organization and I'll tell you this This is true of all the years I've been in software. Salespeople are the ones who typically get to talk to the customer most of the time. Now, the people who are talking to the directly to the customers and to competitors or their recruiting partners, any of those people are the ones who are going to have the very best information about what is wanted out there in the marketplace and what is valuable. Well, if you try to get those people to capture the valuable information that you need for your product or service development into some kind of customer relationship management system or I don't know, in an email sent back to you, which is a terrible way to gather this information. You're probably lucky if you have one or two salespeople or field people who are going to actually do this for you. More likely they tell you nothing and then suddenly rant at you that you don't have a particular feature that they're the people they're talking to have been asking for for the last year and you're sitting there going, Well, I I never heard about that. How how would I know? Jimmy Huber: Yeah, sure. Randah McKinnie: Right. So so the problem is getting this wisdom back into the organization so that you can do something with it. So what we did is we used our we our people were using the Apollo sales platform. And I would say you could do the same thing with co-pilot and teams, you could do the same thing with with auto I don't know all the names of them, but anyway, there are a whole bunch of them that can capture your conversation. So as long as the people who are talking to you are willing to have a conversation like this be captured, then your AI within the system can capture that information. So now what do you have? You have a bunch of transcripts of calls. Well, you can do some searching on the transcripts and potentially get some information out of that. You can look for keywords. But if you are using a powerful AI tool and you've got someone who can write Write really meaningful queries, you can start to do all kinds of phenomenal things. And now with agents to you can automate all of this. So you can effectively say, I'm looking for these signals, right? So there are certain things that you know you want to learn about. You want to hear about sent you want to hear some sentiment analysis about how the product's being used. You're really interested in these three features. You're really interested in hearing about competitors, and you you've got it listening for the names or anything in the conversation about competitors. So you can start to have every single field conversation recorded and indexed. Now, back to being data informed, you don't just take that information and feed that into your product roadmap and build what you found. The next thing that needs to happen, and this is kind of the time-consuming part, but it's usually where the real juice comes from, is you where you see information, where you know it's irrelevant. the the highly relevant contact, you go in and you actually listen to maybe the five minutes of the conversation around what was going on. And almost always you hear something there that helps you with your product marketing, right? It helps you really understand the problem, not just the feature that was being requested. And that helps you understand the value and express the value in your marketing. It helps you understand also what is the problem that needs to be solved. Because the other thing is when customers say I need feature X, the last thing you want to do is just build feature X, because typically, if you ask them, well, why do you want that? You find out, they just want to do something they can already do in the product, they just didn't discover it. We can make it more discoverable and we can train them. Or that's really fascinating, but why would they want to do that? I don't understand the problem, and that builds something else. So there's there's magic in that, right? So so Jimmy Huber: Sure. Randah McKinnie: having this phenomenal way to capture all of that and bring it back in has, I think, really revolutionized the discovery practice or part of the discovery practice for product. So that's just one element Jimmy Huber: Yeah. Randah McKinnie: of discovery is all those customer conversations. But it's a it's a hard one to capture and now it's a lot easier. Jimmy Huber: I love that. Yeah. I mean, there's certain areas I think like I don't know, maybe COVID started this, but like being recorded in a meeting I think has been completely normalized. Like people don't care. Like that's just how things are. And yeah, Randah McKinnie: Yeah. Jimmy Huber: now when you layer on some tools that can actually take the recording and do something with it and help you get something further faster, I mean there's no more like to do lists almost. I just record all my meetings and then have, you know, I use Victor to search, you know, through teams and like find the thing. You know, even this podcast, Randah McKinnie: Exactly. Jimmy Huber: the platform that I use here, I mean well it's 2026, so I'm using Riverside. It is transcribing our conversation right now, and it's gonna write blog posts and you know social media posts for us and all kinds of stuff that we could use, you know, to push it out. I don't think that was around a few years ago, or at least not as polished. And so, yeah, in that way, you are connecting more with somebody because you're using a tool to help remember what people said and the feelings and the things that were in the room. I mean, shoot, I had one podcast guest a few weeks ago that afterwards we were chatting and he asked me beforehand to record on my phone because if something broke, he wanted to make sure he captured even our recording. And we were chatting afterwards and he said he uses a thing called pocket. I'm not sponsored by them, but you just clip it Randah McKinnie: Yeah. Jimmy Huber: to the back of your phone, you know, mag safe or whatever, and it just records the room, automatically transcribes it and sends it to you later and analyzes it and summarizes it and all the things. And that's a physical thing. Randah McKinnie: Yeah. Jimmy Huber: You don't even need a computer. It's just on sitting in the room, you know. So I completely agree that there's a common hole in people's processes. And if it relies on memory, that's that's a huge issue. So it's it's really cool Randah McKinnie: Okay. Jimmy Huber: that you've got, you know, some experience in that. And it I would think that's just one part of of what you do, but that will affect that many people, right? Randah McKinnie: Absolutely. And I I just also want to point out I was the VP of products, so I had a very good team doing this for me. I wasn't the one doing it directly. I I don't want to take credit for it. But I and it was Yeah, absolutely. Yeah. Yeah. And and it was Jimmy Huber: Sure, sure. Yeah, but you were on the front lines though and and could apply it and then yeah. No, I I totally get that. Randah McKinnie: when you say it was new, that was about two years ago. And that tool was their their AI intelligence, like the intelligence tool embedded in the sales management software was in beta then. So Jimmy Huber: Okay. Randah McKinnie: so talk about how how new it was. I think we were some of the early adopters and testers of that. Jimmy Huber: Sure. Randah McKinnie: So but I think things are moving so quickly that yeah, I'm sure it's available Jimmy Huber: Yeah. Randah McKinnie: in just about every tool now. And it and it is a small part I wanna talk a little bit too about I think it's imp important for business and product management to know there's more to discovery, obviously, than just these customer conversations. So having Jimmy Huber: Sure. Randah McKinnie: worked in product management for a long time, like discovery is really that practice of gathering insights and doing that on an ongoing basis from if you kind of almost think of of yourself in the center of a radar screen, you know, what are you what are all the blips that are happening around that radar screen? What coming at you, what's moving away, what do you need to pay attention to and bring into the business? What can you put in sort of the slow lane and just keep an eye on it? What needs to come into the fast lane? Those kinds of things are all a part of that product management discovery practice. So just some other elements of that I mentioned your competition, right? Keeping tabs on the competition. There's also what do all your stakeholders want? So you always have to manage the internal stakeholders. So if you have a board or if you're reporting into a CEO, Or a founder, what are the things that they want? and we'll talk about maybe I'll touch on founders in just a minute, because this is something I I help Jimmy Huber: Yeah, for sure. Randah McKinnie: businesses with. But there are there are just so many pieces. And then there's obviously in software, there's the technology and a lot of in a lot of different business businesses, there's what are the technology trends, and you touched on the global trends too, what's going to be important. So, what is your overall context? All of those things are actually a part of Of the role of a senior product person to try to bring all that in and then figure out what goes on the roadmap. Because depending on which stakeholder you talk to, everything is the most important thing and needed to be done last week. And you're the Jimmy Huber: Sure. yeah. Yeah. Randah McKinnie: person who has to make the the call or certainly the rep the recommendation on what gets done and what what doesn't get done. And you have to be able to back that up. Pardon me. Jimmy Huber: You can't just do everything all the time? You can't just do everything all the time? I mean Randah McKinnie: No, but I mean just like with radar, you d that like you can't have the wrong thing hit your hit your ship, right? So Jimmy Huber: Yeah, no, I was I was being facetious there a little bit. But yeah, it that's funny how everyone everything's an emergency. Well then there's really no urgency then if it's all the you know the same. So no, I was I was joking. Yeah. Randah McKinnie: I know. Exactly. You gotta be strategic. Yeah. Jimmy Huber: Yeah, yeah. But yeah, no, we we did talk about this earlier too, about you know, the founders and the the owners, it's almost like Randah McKinnie: Mm-hmm. Jimmy Huber: there's a transition period when, you know, at least I know for my own career at InfoTec, we discovered pretty quickly last year that, you know I was a bottleneck for many things. Wasn't intentional, but like people were being held back and it like all had to flow through me, right? And it Randah McKinnie: Yeah. Jimmy Huber: took a little time to realize, hey, like if I just step aside and like it it actually took my CEO saying, Hey, at this point you're actively hurting X, Y, and Z by being involved. And that was a huge ego, like, why don't you just chop my legs off while you're at it? You know, but you know, 10 seconds later, I'm like, you know what? He's actually right. And but Randah McKinnie: Mm. Jimmy Huber: that was not an easy natural thing. Like I it was very weird. So when you brought this up earlier and and you know, I'm not the only one that felt strange, you know, you I would love your perspective on that Randah McKinnie: Yeah. Jimmy Huber: owner transition and how to scale past, you know, everything Randah McKinnie: Mm-hmm. Jimmy Huber: just staying at that level. Randah McKinnie: Absolutely. So I've helped a couple of organizations do this, and this is something I really love to do. And good for you for being able to let go because I not everybody can. But I think that the typical scenario is that a founder is a person who came up with a phenomenal idea. So if it was a business that got off the ground, they saw a gap or they saw a pain, and they came up with a way to fill the gap or solve the pain for people and actually ha ha now have reached a point where you've got some level of product market fit where you might have Have some people actually buying your product repeatedly in a predictable way, and you maybe even have referenceable customers and all those good signs of product market fit. and then you you kind of look at okay, well, now we're running along nicely with that. What's next? What's the next idea? And there's this tendency in a founder-led organization for everyone to just expect that to come from the founder, including the founder, to have that expectation. Well, I Jimmy Huber: Yeah, Randah McKinnie: I'm the one who Jimmy Huber: yeah. Randah McKinnie: did all this, it's my idea. It's not necessarily arrogance, it's just been the reality of the organization the entire time. It can also be arrogance. Yeah. Jimmy Huber: Sure. Well it's their baby, right? I mean that's it's yeah. It's it's not natural to just yeah, take over, you know, I'm out or whatever. Or changing roles when you're at the top. Yeah, I get it. Randah McKinnie: Exactly. Mm-hmm. So having a s more scientific, fundamental, you know, business based operation which I would call product management certainly to have that function within an organization can help a founder let go because it's not just there's another shiny object or another you know interesting thing maybe we could do but who knows if that is the thing we should do and while you never have the complete answer if you're always scanning you have a practice of pulling in those insights you have a practice of talking about them as a leadership team comparing that to what you're hearing from your customers What's happening in the marketplace, you're going to start to have a much clearer picture of the decisions to be made. And it will be a lot easier for the founder to be able to buy into one of those and for other stakeholders to buy into it if you have that practice than if it's just one more idea that came from somewhere. There's two kind of two things that happen. One is either You try to come up with a new idea, never figure out if it's the right one, and kind of stagnate. The other thing is You there are t well, I guess there's th could be more. There's also too many ideas and or th so and then everyone just blindly does whatever whatever the founder does. Or there's also the shiny object syndrome, right? Which is, this isn't exactly what our business does, this isn't where our product market fit is, but we have this really big opportunity with a you know, huge amount of money. So we're gonna kinda shift w even though we're fundamentally a software business and they want services, we're suddenly gonna become practically a services business so we can win this two. Million dollar deal, and it'll be fine because we'll be making so much money that we should, but and then you see you just chase Jimmy Huber: Yeah. Randah McKinnie: the dollar signs, and I have to say, that can short term that can potentially work, but it almost always demoralizes your people, and it starts to really water down what it is that you're up to. So while it's hard to say no to that kind of business growth. You wanna know that you're doing it and you wanna eventually decide whether that's what you wanna be doing or not, because it it wears everyone down. You'll get people working really hard in one direction and then there's a new bigger shiny object and you say, Drop all that hard, good work you've been doing, we'll go over here now. And if you keep doing that to people, you're really gonna l to to lose them or they're just gonna be working for a paycheck. Jimmy Huber: Yeah, you gotta know where you're going. I think the the visionary in me is it's the alarm bells are going off because we've been in both those situations you've described. And Randah McKinnie: Yeah. Jimmy Huber: yeah, when you gotta make the bottom line and get payroll out the door, it's really hard to say no to something that you could do but shouldn't. and Randah McKinnie: Yeah. Jimmy Huber: so yeah, I I think defining core values, defining, you know, having culture statements and understanding what the business is actually there to do, regardless of Randah McKinnie: Yes. Jimmy Huber: the external circumstances, I think is a good place to start. Randah McKinnie: Mm-hmm. Jimmy Huber: and if you can get those things, you know, written down, because th they exist, most companies just don't like they just use words like integrity and honesty and like all this vague crap that means nothing, like and doesn't say anything, right? Randah McKinnie: Right. Right. Jimmy Huber: And so yeah, when you start like actually doing the mental gymnastics to figure out what is actually makes defines your company, then yeah, you can have a a vision and a direction to to keep going towards and help filter this other stuff out. But it is not easy, right? I mean that that goes against I think human nature. Randah McKinnie: No, it and it's it's easy to say and it's it's obviously harder to do 'cause it gets pretty exciting if you have a big brand coming after you and it looks like a massive opportunity. But it it is something to look out for. And and I I just I wanted to call out that people effect because that's a a really critical piece. Yeah. Jimmy Huber: Yeah. Yeah, I love that. but I wanna I don't wanna let you go until we talk about, you know, your company a little bit. So Presence Leadership is is the company that you founded. Tell us a little bit about, you know, kind of how that transition to to starting something on your own happened and and what you're doing these days. Randah McKinnie: Yeah. Yeah, so it's presenceleadership.ca, just to being in Canada, that's the one that I got. I've Jimmy Huber: Yeah, you bet. Randah McKinnie: done a lot of I've worked a lot in the US, but so I have officially been my own boss is for almost a year. It's been about eight months. And that was that was a big deal to step away from I spent the last seven years in software as a corporate executive, so reporting directly into the CEO, reporting to a board and I probably I started four years ago actually doing some executive coaching and and one of the things I did is I kind of looked at what is still really engaging me in my work, what really gets me excited, and also what gives me energy because the more senior you become in a company, the more people rely on you and kind of drain you of your energy. So you gotta you gotta be able to bring it all all the time, but also with Jimmy Huber: Tell me about it. Yeah, you got it. Randah McKinnie: integrity, right? So so I looked at those two factors, what's engaging me and what's giving me energy. And And then I literally did a little activity on that. And I saw that the work that had to do with mentoring people and helping them see what was possible, helping them put that in place was the thing that was really lighting me up. It was a thing people were really excited about doing with me. And some of the sort of more day-to-day work was not really as exciting for me. So I did two things. Jimmy Huber: Sure. Randah McKinnie: One is I started on the side doing a little bit of this executive coaching. And then I also kind of I had to. I shifted the way that I was a leader with my people. So I even started incorporating more of the kind of dynamic leadership engagement work into meetings. So even when I knew we had an hour and we had way too much to get through, I would always take five minutes and do something that was either a development activity or a fun activity to the point that other Jimmy Huber: nice. Randah McKinnie: people would say, Can I please come to your meetings? Cause you guys have so much fun. So Jimmy Huber: wow. That's cool. Randah McKinnie: all that to say I just really leaned into it. And then I added more and more coaching and then when I got to the point where I was making about I'd say about ten only about ten percent of what my salary was in my work, I was making that on the side as an entrepreneur without trying. So that was just through kind of referral business without doing anything to try to get business actively. And that felt to me like it was an okay starting point. I know that sounds pretty minimal, but it seemed like an okay starting point that if I actually did some marketing. Yeah. Jimmy Huber: You had a proof of concept. Yeah, for sure. Yeah. Randah McKinnie: Yeah. So so stepped away and I've been doing that and and I qu to be totally honest, I have not been very actively marketing the business so far. I'm just I'm just actually finding my product market fit. And so Jimmy Huber: Yeah. Randah McKinnie: what I talked about earlier, this idea of helping organizations with the instantiation of the product management function, which doesn't necessarily mean they have to hire a VP of products, right? It just means helping them understand what it is to be able to do this discovery work, how to incorporate that into To iterating for opportunities, how to have it help with prioritization in the business. That's that's really the sweet spot. It doesn't have to be specific to the topology of the roles. And then this other piece that I do, so see, I I'm still not following all the best business advice. I kind of have two offers, but the other piece that I do has to do with when leadership teams are going through change and trying to adapt to change. I have some really great work that I do to put them in, kind of artificial challenge scenarios where they can see themselves at their worst and then Jimmy Huber: that's cool. Randah McKinnie: help them see each other and coach them through that so that they're better when the real challenge situations come up. Yeah. Jimmy Huber: that's legit. Well, we will definitely add your website and hopefully some contact info in the show notes so that people can reach out to you because I think even starting a conversation with you about their situations, whether they're an employee, executive, or wherever they're at, just getting those juices flowing, I think, is positive, right? And and in shifting towards, hey, you want to be better. Here are some things that I've learned with other teams, X, Y, and Randah McKinnie: Yeah. Jimmy Huber: Z, right? I think that's where your your meat and potatoes are. And the fact that you're, you know, vulnerable and humble enough to say like, hey, I I kind of just got here. We're still I'm still figuring stuff out in my own business, right? I think that just makes you more relatable. because yeah, you're genuine and it's obvious that you like helping other people, right? Like that's where it starts. so what is the best way, Randa, to get a hold of you? Is it, you know, email, website? What can people do? Randah McKinnie: Yeah, I think my email is Randa, which is I think you'll put it in here, but R-A-N-D-A-H at presenceleadership.ca. And then also LinkedIn, I'm gonna be the only Randa McKinney that you're gonna find on LinkedIn. So that that's an easy way Jimmy Huber: There you go. I love that. Yeah. Randah McKinnie: to reach out to me as well. Yeah. I do have a Jimmy Huber: Awesome. Randah McKinnie: contact form on my website too, which is presenceleadership.ca. So lots Jimmy Huber: Sure. Randah McKinnie: of options. Jimmy Huber: Well, if you fill out that form, folks, just mention that you heard it on the InfoTech podcast, and then I'll get a kickback. It's that easy. No, I'm kidding. That's a joke. no, Rand, it's really been fun talking Randah McKinnie: You never know. Jimmy Huber: to you today. Yeah, I think you're probably gonna be one of the ones on my list that I definitely wanna follow up with as you continue to grow your business. And who Randah McKinnie: Sure. Mm-hmm. Jimmy Huber: knows what twenty twenty seven and beyond will bring. you know, AI wasn't even a thing five years ago to most people, right? So there's always Randah McKinnie: Exactly. Jimmy Huber: gonna be new challenges, but We're still humans and I think some stuff will still be the same too. But yeah, I Randah McKinnie: I think so. Jimmy Huber: really appreciate your time today. And hopefully our audience here, if if you're listening now, you've probably listened to the whole thing, which is great. hopefully you've got some tidbits and things from from Randah's story. And yeah, feel free to reach out. I think it's only a win win to discuss kind of what your issues are, where you're at in business, and we all want to get better, right? so yeah, it's been super fun. Thank you so much. Randah McKinnie: For as well. Thanks, Jimmy.