[laughs]

It's not sustainable, but, uh, you know, nobody wants to talk about that, and, you know, understanding exactly where the breaking point will come is a little bit difficult.

But yeah, I mean, we- we're already running out of sand in some places.

You know, in South Florida, we're running out of sand.

I mean, they're having to truck haul a lot of sand in, which is not ideal.

It's really expensive.

It messes up your roads, and the cost is accelerating, and, you know, ultimately, local communities are going to have to take more responsibility for, for, for paying for beach nourishment, I think, which would be a good thing in my opinion.

Can you explain the system that kind of, again, incentivizes that we rebuild in the same way, rather than taking a beat and saying, "Hey, how can we do this better?"

And then so can you go through the different stages? Are there just three stages for most businesses?

No, technically, I think there are five.

The fifth one is decline and death, so I'll ignore that.

The first one is startup.

And so at that point, you're simply trying to prove the viability of your business, trying to prove the upper product or service that can work.

Stage two, I refer to that as early childhood.

And so you've proven there's a need for your product.

Is that at the heart of kind of in order to jump to stage three, you really have to get the operational side of your business executing pretty smoothly?

And you mentioned a little bit about what level three is, but can you share a little bit more about how you define level three before we dig in?

Well, if you think about the business life cycle, technically there are five stages, but the last one is decline and death.

And I don't want to deal with that.

But let's say that you have an idea to start a business.

And so you have a startup.

I'm going to call that infancy or stage one.

And at that point, your mission is just to prove that the business is viable, that you have an idea that can gain traction in the marketplace.

So what would you say key things to track are? And then how do you build a simple monitoring system for them to do that?

Talk to me about what are some of the common problems that you do see.

Well, they've never been trained to run a business.

So I wrote a book, and in the book I talk about the three essential functions of a business, and I don't care if you're a one-person startup or if you're a multinational corporation, there are three essential functions.

One is, uh, product making, which is providing the product or service that you sell.

The second main function is customer getting, and so that's selling and everything upstream of sales.

And then the third component is navigating, which is running or managing the business.

So people start their own businesses for a couple of reasons, but usually they are tied to either the craft, they want to practice their craft the way they want to do it.

How do you work with these companies to get them to create a process and then hold a team accountable to actually execute the process?

Geologist Rob Young and his team at Western Carolina University are now assessing the risks to all 107 coastal national park sites for the National Park Service, including the Statue of Liberty, Fort Sumter, and Pearl Harbor.

We have increased flooding of roads, parking lots.

It impacts visitor access, you know, all kinds of changes like that, that, uh, that parks just haven't had to deal with before.

But it's one thing to move a lighthouse, another thing to move a Civil War fort.

Yeah, we're not gonna move Fort Sumter.

So, no, it's not gonna look like what it looks like now for your kids or for your grandkids.

Honestly, w- we can't protect them all, and the trick for us as a society is to admit that and have a good national conversation about what we do about it and where our national priorities are.

But unfortunately, I just don't see us having that conversation.

Geologist Rob Young and his team at Western Carolina University are now assessing the risks to all 107 coastal national park sites for the National Park Service, including the Statue of Liberty, Fort Sumter and Pearl Harbor.

We have increased flooding of roads, parking lots.

It impacts visitor access, you know, all kinds of changes like that that parks just haven't had to deal with before.

What are we most at risk of losing? The greatest vulnerability in the national park system, without question, are the barrier island parks in the southeastern U.S.

Yeah, we're not going to

move Fort Sumter.

So no, it's not going to look like what it looks like now for your kids or for your grandkids.

Honestly, we can't protect them all.

So people that don't know you can get to know you before we get going.

Okay, sure.

Yeah.

I'll tell you my story.

First of all, I'll start off by saying I am the last person who should be doing business coaching or I've had a business career.

It was not in my DNA by any means.

I grew up in Cincinnati and my dad worked in construction, never went beyond the eighth grade, but a super smart guy.

Deep diving into it, who it's for, how it can help people.

I wonder if you could just take us on that journey from when you started to where you are now, as best you're able to in the in the time frame that we have to give us a sense of what that was like.

Yeah, absolutely.

I'd be delighted to.

So going back to kind of 2012, 2013, we were developing lots of exciting and interesting ideas.

And so it was clear that there was going to be new IP, but it wasn't clear what our first product would be.

And so this was the base reason for founding QuantumBase.

We saw this future where There were a whole series of different technologies that we developed which could underpin security.

So maybe if you could pick up from there, tell us the rest of the story.

Yeah.

So I've always been interested in racing, um, since I was a little boy, and fortunately my father took me to some of the Grand Prix.

And I don't know, I must have been a bit of a collector of programs and whatever.

And these particular cars, when our local chaps were unable to buy a racing car because they were too expensive or the factories didn't want to sell them, they had to build their own.

And over the years, I collected all this information, and as I had got to know a lot of these, uh, drivers and builders, I put it all together, and then one day I decided to, uh, compile this book.

Um, fortunately, Gordon Murray, the famous designer, was a good friend of mine, and he encouraged me to go ahead and have it published, so that's where we are.

I mean, as you say in the book, when some of the cars like the Brabhams appeared and the Lotuses came over to race with people like Stirling Moss, et cetera, behind the wheels, the Africans, South Africans, with no compunction whatsoever, got their tape measures out, measured them, and more or less built replicas of some of the famous racing cars, didn't they?

Yes, that's partly true.

Um, but it's, it's every car, every engine in the world seems to be in the back of a South African, uh, single-seater.

Yes.

Um, you used what you could afford.

That was the first thing.

Um, in the case of Borgward, there was a entrepreneurial fellow called Wolman who supported motorsport in a big way, sponsored the saloon cars, and he had his top mechanic, Hels- Helmut Menzler, build a beautiful little special, and even later bought a Lotus 18 and fitted a very rare, uh, Borgward motor into it.

Uh, Jason Wright has, runs that car in historics at the moment.

Anyway, so, um, Wolman sought to promote his showroom cars, you know, win on Saturday, sell on Monday, um, that way by f- uh, building the Borgward special.

So, um, I mean, that's a, a nice-looking car, isn't it?