Who is Tim Sae Koo
Tim is co-founder and CEO of Tint. He is from Los Angeles, California and grew up with a single mother and an older brother and a sister. In his early days, Tim dreamed of becoming a hotel manager or president of the United States. When asked why he wanted to be a hotel manager, Tim answered, “Because I want to make sure my family is taken care of and has a great experience on vacation.”
In today’s interview with Tim, you’ll discover how that dream shaped his decisions and how that helped him be who is right now, as the co-founder and CEO of Tint. You will also learn:
- The story and the inspiration behind Tim’s company, Tint
- How they got funded through Shark Tank
- What you should focus on when raising money from investors
- Why they replaced sales commissions with monthly team bonuses in their company
There’s so much more in store for you in this interview, so be sure to stick around and listen to the full interview.
[4:36] Tim, what our listeners are really interested in, is how did Tint come about? Where did the idea come from?
Answer: It came out of a class project that we were working on. So as I was in entrepreneur class down at USC and the project was to say, “In this one semester, come up with an idea and take it as far as you can.” So I came up with an idea of what Tint is today, but it was a different product. I would say it was more of the consumer side of Tint and it was our other product, called Height Marks.
[6:53] Now Tim, we’ve all had that “aha” moment, that tipping point, that event in our life when we said, “This is it. This is the monumental event that changes the way I see things.” What was it for you?
Answer: I remember very distinctly. So this was back in January 2013, when we launched Tint. We came off a pivoted product and we were still – we didn’t have the confidence that meant: “Is this the right product to launch with, and is this the right move for us to not have to go through another expensive lesson?” So we launched it and we did two things including the tipping point I wanted to address. One was that we partnered up with a big CMS website called wicks.com then a huge distribution platform, and we launched with them and the numbers just started spiking up with the number of users who wanted to use our platform, and so that was a little boost of confidence.
[10:00] How do you define company culture?
Answer: I would define culture as the sort of feeling you get when you step into the office or you’re with a group. That feeling that you have, is it exciting? Is it just flat? Is it something that is dull? Or is it something on the opposite side that: “I’m so excited to wake up every day.” I don’t know why, and I can’t pinpoint it exactly, but I just had this feeling and it’s that feeling in that environment that you create.
Go To Quote for Inspiration
Emerging Companies to Keep an Eye on
Bufferapp.com – “They have built a very unique culture where they’ve been questioned so many times, but they’re still killing it.”
Culture According to Tim:
The reason why I think our transparent, fair culture has helped accelerate. Last year we were able to grow five times our team size and five times our monthly recurring revenue. A lot of that has to do with our not needing to worry about what others are making or why others are being competent in that way.
“First, Break All the Rules: What the World’s Greatest Managers Do Differently” by Marcus Buckingham
Links and Resources Mentioned in this Interview:
Where to Find Tim:
Connect with John on
FULL EPISODE TRANSCRIPT
John: We’re very excited to have you, and thanks for taking the time out there in sunny California, as we’re back here in New Jersey in the snow and cold.
Tim Sae Koo: Yeah.
John: We don’t hate you for it Tim. Trust me. Or maybe a little bit.
Tim: I’ve seen some of the pictures. It looks little brutal out there, but it’s okay.
John: We don’t have to go to the gym in the morning. We just go out and shovel every single day.
Tim: That’s your workout there.
John: It’s frightening, but then again, we do have summer. It lasts two weeks. Hey Tim, before we jump in, can you share with our listeners a little story, a little background about you, your journey and who you are and what makes you who you are?
Tim: Sure, absolutely. I’ll try to keep it tight and to the point, but I grew up in Los Angeles, California. I grew up with a single mother, with an older brother and older sister. I always wanted to be in politics and when my mom asked me when I was young, “What would you like to be?” I told her two things. One, either a hotel manager or two, President of the United States and she said, “Hey, why do you want to be a hotel manager?” And I said, “Because I want to make sure my family is taken care of and has a great experience on vacation.” And she said, “Don’t worry about me. Focus on helping others and focus on helping others solve their problems,” and that resonated with me, so I decided to pursue the political route.
Long story short there, I interned in the US senator’s office, I did a lot of student government in high school and in college, but after a little while, I realized, that every time someone would try to call me and ask me to help them to resolve their problem, I was completely blocked and had to record their message on an Excel spreadsheet. And I thought, “Wow, that was very inefficient and not the thing I want to be doing to help others.
I decided to pursue my own business one day, and told myself I would, because that way I could really focus on helping others and solving problems. So I decided to study entrepreneurship at the University of Southern California in Los Angeles, and I came up with this idea of Tint in my class out of a class project, and have been pursuing it ever since.
John: Now, Tim, today we are going to talk about how open book culture helped Tint succeed.
John: And to that end, I think that’s a phenomenal approach because in our company, that I was fortunate enough to start with my best friend, my partner, my wife – and I see you are a co-founder – so you’ve got to have someone you are pretty tight with you to go through what you go through. We as entrepreneurs must know that, right? I mean, come on. Someone you can laugh with, cry with; you swear at each other and everything is okay when you’re done.
Tim: It’s a lonely journey at times, and having that other person next to you makes you feel like it’s okay.
John: Or they are the only person who can tell you what a jerk you are sometimes.
Tim: Straight on to the topic.
John: Tim, our listeners are really interested in how Tint came about. Where is the idea coming from?
Tim: Yeah, absolutely. So I was just finishing off – I was explaining a little bit about myself, my background – it came out of a class project that we are working on. So, I was in entrepreneur class down at USC and the project was to say, “In this one semester, come up with an idea and take it as far as you can.”
So I came up with an idea of what Tint is today, but it was a different product. I would say it’s more of the consumer side of Tint, and it was our other product called Height Marks. And pretty much, it was all about the social media aggregation of all your content in consumer web applications, and it would be on heightmarks.com. You have a profile on there with all your shared content and the idea was to allow consumers like you and I to discover content very easily through people who we followed or admired or had interest in. And so, we launched that and it just didn’t work out.
Consumers, like you and I, just didn’t see the problem needing another web application to go to. So all we did was we started with toddlers and asked them what they find so valuable with the product and they liked the underlying technology, and we realized that was more the brand that we’re really resonating with this technology and what we did was we shifted the model from targeting consumers, like you and I, to businesses.
And so, that’s how the idea was born. We failed with the previous product, and it was a sucky, sucky feeling, and we refocused all the efforts on helping brands to engage their audiences by allowing them to display social media content on their websites, on their TV screens, inside their restaurants or retail stores, on big projector walls at events or even jumbotrons at game stadiums.
John: Tim, I’m not sure you ever failed. We, as entrepreneurs would like to say, I want to share with our listeners, you just gained more experience.
John: Now, some experience is more expensive than the others.
Tim: It varies by its expensiveness. Yes, absolutely on that.
John: Now Tim, we’ve all had that “aha” moment, that tipping point, that event in our life when we said, “This is it. This is the monumental event that changes the way I see things.” What was it for you?
Tim: Yeah. I remember very distinctly. So this was back in January 2013, when we launched Tint. We came off a pivoted product and we were still – we didn’t have the confidence that meant: “Is this the right product to launch with, and is this the right move for us to not have to go through another expensive lesson?” So we launched it and we did two things, including tipping point I wanted to address. One was that we partnered up with a big CMS website called wicks.com then a huge distribution platform, and we launched with them and the numbers just started spiking up with the number of users who wanted to use our platform, and so that was a little boost of confidence.
Man, we can be a website that a lot of people like to use, but is that big enough and is that something that we really want to become? And so we kept talking to users, talking to customers about how they were using it and then, lo and behold, after a lot of content marketing, a lot of blogging that we did, we got discovered by NASDAQ.
And so this one big tipping point was when we were confident that, “Okay, there is something here,” so they used us, and they said they are actually using us, and if it wasn’t for the website – So we said, “Okay, what are you trying to use it for.” They said, “We want to use this on our big jumbotron right in the middle of Times Square,” and so I said, “Okay, here’s what we do, here’s what we can provide and let’s do it.” Within a week, they replied back with a picture of the Tint technology on the big jumbotron, and that when I showed the team that it was the tipping point for us, saying, “Okay, there is something here. There is something that people trust us with to display social content on their big jumbotron on Times Square. Let’s keep figuring out how we can keep improving”.
That gave us a huge boost of confidence in knowing that this was the right product that we pivoted into and now what we could do to keep succeeding and keep growing and one of that was going to be then the open book. We can talk more about that later.
John: That is so cool, and what my listeners don’t know is that I can see Tim on Skype and he had such a grin and such a look of passion when he talked about the jumbotron and his company in that moment of basically giving birth. It is so cool to see the passion in your face.
Tim: Thank you. I appreciate it.
John: Kudos to you. Now Tim, let me dig in a little bit here because you have a great background; you have a business development background where you worked for a couple of years and for a while in that. You are a residential adviser, residential senator, guerrilla marketing intern, office intern… I bring all these points up because if you haven’t seen a number of corporate cultures by now, then you are not looking and paying attention, and I don’t think any of our listeners for a moment would think that Tim doesn’t pay attention.
Now Tim, that being said, how do you define company culture?
Tim: Yeah. Like you said, I’ve been through a lot of student leadership positions and so culture meant the corporate side as well. I would define culture as the sort of feeling you get when you step into the office or you’re with a group. That feeling that you have: is it excitement? Is it just flat? Is it something that is dull? Or is it something on the opposite side, that “I’m so excited to wake up every day. I don’t know why, and I can’t pinpoint it exactly, but I just had this feeling,” and it’s that feeling in that environment that you create.
So for us, I try to really nail it down to having an environment or culture that is all about excitement, all about autonomy, all about smiles. In the end, if people are smiling by the end of the day when they leave, I know that I did a great job because that means that they might have learned something new, talked with someone and learned and been able to get to know someone better, or they might be feeling that accomplishment after they tackled that big challenge that they were facing at the beginning of the day. So that’s how I define the company culture; it’s that feeling of that environment that you create.
John: We have a saying at Be Furniture: “There’s no crying in office furniture.” So, that resonates with us.
Tim: Great. That’s great to hear.
John: I’ve shared with our listeners before, that we only have one rule in our company, and we built this company twelve years ago with the theme that we could create a client-centric environment, that everybody had skin in the game and in the company. So your transparency also resonates with us because my door is only closed when I’m doing a taping. Other than that, my door isn’t.
Tim: Your door is only closed because we’re here talking right now.
John: It’s always open and we operate in a very linear organization where a lot of cultures we’ve seen are hierarchical in their approach and so for us and what I hear you telling us, everybody matters equally; everybody’s valid equally, and I think that’s so cool.
When I started to look and do a little research, you mentioned watching “Shark Tank”. I loved that show.
John: It helped you get funded.
John: Tell us about how you got funded, because that is just a great milestone for any company.
Tim: Yeah. So I started watching “Shark Tank” back in 2009 or 2010, right when it first came out and that was right when I was thinking about going into entrepreneurship. I’m still watching it, each and every show, every week, and I’m caught up in it completely every single week and I dissect, really, what the problem is that they are trying to solve and I dissect how they stand and how they pitch and what their tone is and I try to analyze each of the sharks, and their reactions to certain things that people say, and I focus a lot on what the questions are that investors asked.
But beyond that, you try to understand the strategy that a lot of people play. There are a lot of different strategies but the biggest one, in terms of advice that I would give, is that when you are investing or you’re trying to raise money on investments, it’s really a game of leverage.
So when you are ready to go and raise some money, I compare it to the analogy of asking a really pretty girl to prom and you’re someone who is not noticeable because in their eyes, you’re just another venture or another person whom they are probably getting courted by. So, I really focused into trying to – and I learned this all in “Shark Tank” – it’s trying to get one person interested and to get them talking about you, or getting them excited about you, and then the other sharks or the other people will pick up on something like, “Am I missing something? Is there something here that I’m not being made aware of?” And they get a little more excited or a little bit more interested in talking with you, or getting to know you a little bit more. I picked up all of that in “Shark Tank” because out of so many pitches, you realized which ones got funded and you analyzed why was the case, and a lot of times it’s because they got one person interested and they focused a lot on that one person, and then it had a snowball effect for the other sharks or the other investors to get interested in it.
I took a lot of that practice and applied it when I was trying to raise money, and there are a lot of things that you have to be humble about it; you can’t be arrogant. As soon as someone picks up and smells the arrogance, I know they’ll just back out. It’s game of leverage but while being humble, I would say.
John: Arrogance kills. I got to tell you, anytime that I’ve ever gone through life and ever even approached something with a level of arrogance, it always ended badly for me.
Tim: Yeah. No one likes working with arrogant people and it just brings some bad air to it. Then people will just be like, “I have so many opportunities. Why would I spend my precious time and energy on someone who gives bad vibes?”
John: Now, Tim, you are incredibly passionate about your transparency and your transparent culture. Why is that?
Tim: The easiest way to explain it is that it just feels right. As you said and as other people may see it from my LinkedIn, I’ve worked in a lot of other places, even in the politics realm, and all the way to businesses, and it just didn’t feel right whenever something was hidden from me or something was excluded.
In essence, the main thing that I ask myself was when I work with this company, I want to build a company that a lot of people are proud to be working at and are happy to be working at, and it’s about how you make sure that people are motivated and excited. A lot of it just comes down to just trust, and trust is built with transparency.
John: I can’t agree more.
Tim: Good. And so some of the things that we practiced were really like challenging and made us question a lot. It was like, “Okay, we are going to practice transparent compensation, so everyone will know what everyone’s making and the equity that they have,” because that makes people make sure that they are always focused on their day to day operations versus “Oh, is this person making more than me and why is that?” I don’t know why, but it just happened that way because they negotiate a little bit better. So we have a lot of fair structure and processes set in place that then lead and allow us to be that transparent culture that we foster and adopt.
John: Now Tim, on your blog I noticed, you replaced sales commissions with monthly team bonuses. What made you do that?
Tim: Yeah. That’s another example of how we try to be very transparent about it, and fair. The two things, the two words, that I would say our culture really represents is fairness and transparency.
The main premise behind replacing sales commission was firstly, the one thing that I always practice is to always question what conformity says. Just because it’s standard practice, it doesn’t mean that someone is actually correct. There might be some other situations or some circumstances you have to compare to that match your business.
So with us, I question it firstly by saying, “Why is there a sales commission, and does it fit with us?” We practiced a little sales commission and what happened was that there was one person, the sales person, closing the deal and then they look at the commission afterwards. The support person, myself, would have to take care of the client. The developers would have to go build stuff for the client, and why weren’t they rewarded either? Why weren’t they compensated for anything after, or even before, they helped with the deal?
So it just didn’t feel right again, and so we decided to say, “Okay, let’s take away commissions and let’s practice an interesting concept that we want to foster, which is a monthly team profit sharing bonus,” and luckily, we were profitable at that time. But we’ve created a formula that allows any company to practice this without even being profitable, and you guys can take a look at it in our blog later, but essentially, now we say everybody is helping close the client because the marketing will find the client, the sales person will close them, the support person will help them and the developers will build for them.
So everybody has a stake in the game, like you mentioned in the beginning. Everyone has an incentive to work just a little bit quicker or just a little bit harder or just a little bit more to close that client. It’s not just one person anymore.
John: That’s an outstanding program. I can’t tell our listeners enough, if you don’t create the equity, the fairness, the trust, it will never take you to where you want to go. For us, when we started our company – Kyra has an organizational management background – and so we looked at it and said, “The sales people have the commission and they can earn it, but there is the other half of the company which supports them and then there are the founders.”
We looked at it and said, “Listen, if the sales people do their jobs, we’ll have this thing called a revenue stream. We are going to take that and before we pay taxes, we are going to take twenty-five percent of that and share that among all the non-commission people.
Tim: Very interesting.
John: And then, we are going to pay taxes.
John: So what happens is that here at Be Furniture, everybody’s got skin in the game. We don’t manage anything other than client experience. We don’t manage anything other than being client-centric, because we realized that if we don’t take care of the client, they don’t need us.
John: Funny how that works. So what happens is that it becomes a self-fulfilling philosophy where we all work together because it is in everybody’s best interest and everybody is challenging. As I like to say, “I get challenged more than anybody else in the company,” and so I just laugh and so I’m just the idiot that owns the place.
So from time to time, not time to time, I’m totally wrong more than I’m right, and I usually am because I’m surrounded by some of the greatest people around and I’m fortunate to have them because we were able to have a transparent, honest conversation about everything we do and nobody is going, “Hey, John, you’re the founder, so you have to be right.” As I like to say, “It’s just my idea. It doesn’t make it right. It just makes it mine.”
Tim: Exactly. With us as founders and CEOs, we don’t know everything, and it’s okay to admit that and to work it out in a fair way with the rest of the company to find the most fair, honest and transparent process to implement for the future as well.
John: I think you are right on track on what you are doing. Tell me something, Tim. You have a story about how company culture accelerated your business. Can you share it with us?
Tim: Yeah. I mean, overall – and I can dive into the story afterwards – but overall, the reason why I think our transparent, fair culture has helped accelerate is because last year, we were able to grow five times our team size and five times our monthly recurring revenue. A lot of that has to do with just our not needing to worry about what others are making or why others are being compensated that way. I talked to so many of my friends, people who work at other companies, and one of the biggest complaints they always get but that they are scared to talk about is, “Why is so and so getting more money?” And when that happens, you start feeling more degraded or you feel frustrated, and that impacts your work and your focus on work and with none of that here – Because it shows exactly how so and so is making this much or how so and so is getting rewarded this much, it allows everyone to just focus and be happy and work on what they need to be working on and executing.
There’s no like, “Hey, why is so and so making this much? I’m just getting pissed off,” or people are being passive aggressive and not talking to certain people because they feel like they are being treated unfairly. I can talk to so many people about this and it happens all the time and I’m just like, “Wow, why hasn’t it been fixed yet? I’m sure there is a lot of other reasons that needs to be accounted for,” but for us, we just now are able to focus on the business versus focusing on having to have conversations, a lot of distracting conversations, about why is so and so getting compensated this much when I’m working two times as hard.
John: On your blog, you have an impressive documentary on how you hit profitability milestones in a really short period of time.
John: Is there a secret to it, Tim? Does the culture have anything to do with it?
Tim: The premise behind the culture really helps and so it’s transparency. As much as we practice transparency within the company, and it brings a lot of happiness and smiles, it’s the same as practicing it with your clients. So, we try to practice as much transparency in terms of facing a problem, “This went on at our end,” and what I imagined as an estimated time of delivery for the bug fix and, “This is my number, if you need to call me,” and “This is all the information I can provide.” So I’m as being transparent with it as well.
And like you mentioned, as long as you can be client-centric or customer-centric and give them the best experience to stay with you, they’ll tell others. And so we practiced that very similar practice, which is that we are not going to be hiding anything. We have very transparent pricing. We have transparent opportunities for you to try everything out. Whereas our competitors actually don’t; they all hide their pricing. They don’t have trial plans and they hide a lot of things, and it doesn’t build that trust or foster that sort of honesty with your clients. And so it builds—it keeps people—you put a little gap in between the relationship and so I feel that when we are able to practice that transparency and in a way the beginning helped a lot with people trusting us and then putting their credit cards in and staying with us, because I built that trust through the transparency with them.
John: Now Tim, do you think that your office design and layout matches your culture and if you do, has it helped you in regards to staff engagement and attracting new talent?
Tim: Yes. I’ll share an article that just came up highlighting our office. I’ll make sure you guys take a look at the beautiful pictures there. But basically, absolutely, when we moved into our new office, we knew what we wanted to ask. “So, how do we practice transparency and fairness here?” So fairness is that everybody gets the same thing that they need, but they can also like purchase some new things if that is what they need
Everyone has an extending desk. Everyone has a fun little lamp next to them, a computer, a screen monitor. Everything is very fair. There is no special treatment for anybody because that just builds that hierarchy that we don’t want, and then with transparency, we are all right next to each other, so it fosters a lot of communication opportunity. There is a lot of like other places around the office that just allows people to sit down and chat with each other or work. There are no cubicles whatsoever. The walls are only the walls that hold the structure up and we are all right next to each other. So it allows people to create conversations with each other and never hide anything from each other to foster that sort of transparency.
And to your second question, in terms of staff engagement and attracting new talent, so staff engagement, absolutely. Because you guys can’t escape each other, you might as well, if there’s ever a problem, bring it up next to them and talk about it and figure it out. In terms of attracting talent, I know everybody who comes in, they are always like “Man, this place looks homey, and it looks so fun and calm and relaxing.” And that’s absolutely the sort of environment, the sort of feel that we wanted to build. It’s just half-fun here. Let us make sure that we give you all the necessary tools and environment you need to succeed with us and the rest is up to you. I trust you and hopefully we can grow together.
John: Now, speaking of growth, what are your growth plans at Tint?
Tim: This year in 2015… So 2013 was about product market fit. Do we have a product that works well and do they have a market that we can sell to? Then 2014 was about growth in terms of like scaling the team to build up the foundation and infrastructure to then build up a bigger company. So that was hiring new cases that we can sell them. And now 2015 is pretty much all about like scaling. We have the product market fit, we have the foundation set in place, now it’s about executing it and scaling it to more industries, more use cases and more innovative opportunities and so that it means some international expansion.
So we have some presence in the UK and in Dubai, in the Middle East right now. We are looking at maybe Australia as well as Brazil. And that means also a lot of partnership so we partnered up with a lot of non-profits to big organizations to scale this out. And then making sure we—I myself, my main role is to make sure everybody in the team is still very motivated because there is no way to grow if our employees are idle. So those are a couple of things that I’ve been really focused on to help grow the company.
John: That sounds like you’re heading in the right direction. What tips can you give our listeners and our entrepreneurs who are starting to hire and build their business? What would you share with them in building a great team and the correct culture to go with that team?
Tim: I think I said it a little bit in the talk today, but really, I think to nail it down to one thing in terms of how to build a great team in culture is to question what conformity tells you today. Is there a reason why it’s so widely adopted? Sure, and there might be science behind it, but your business and your start-up is unique to your DNA and just because someone says what’s supposed to be, it doesn’t mean that that’s the case.
So if there is one tip I can give to building a great culture and a great team, even up to your recruiting techniques, question what conformity says. And if you can find a way that matches you, don’t be afraid to go and do it and just test it out. Treat everything as an experiment. It’s not necessarily like, “This is the one process that we have to follow.” Just position them more like, “Hey, this is our gut feeling that it is right for us and we going to position it as an experiment and we are going to learn and then enter it from there.”
John: I’ve talked to quite a few very high level CEOs from emerging companies. Guys, they’re your peers and everybody that says the same thing, Tim. Stop asking “what” and start asking “why.”
Tim: That’s a great way to position that. Absolutely.
John: Now, what was the most common mistake, and I’ve asked a lot of you guys this question. You’ve got to see the same thing over and over again and you’ve got to be saying, “Man, what are you doing?” What is that thing that makes you just walk out and shake your head and go, “This can’t be happening?”
Tim: The one thing that pops into my mind immediately is the one big mistake that I look back on. I was just mad and what I was thinking was that a lot of first time entrepreneurs or a lot of excited entrepreneurs will figure out a solution before they figure out the problem. So they will be like, “Man, wouldn’t it be cool if we could have this?” But they never ask like, “Man, I’m having a problem and I’m going to ask other people if they have the same problem, and then I’m going to find other people to come up with a solution to fix that problem.”
And so, my rookie mistake was when I first started this company, Height Marks actually in the way beginning, where I was like, “Man, wouldn’t it be cool if we could have a platform that pulls in all your content and you can see it all visually?” And I never fully understood what the problem was, and I tried to jam-pack my problem statement into that and it just never fitted; it just never felt right.
So if there is one piece of advice that I would give it is that I feel that a lot of common mistakes starting entrepreneurs make are just that they find the solution before they ever find what the problem is. So reverse that and figure out what the problem is you’re facing, and then find solutions to that.
John: Great answer. All right Tim, I’m going to take you into the lightning round.
Tim: Do it.
John: What book changed your life?
Tim: So there is one book that I’ve been reading right now. I feel like it’s really changed my perspective; it’s called “First, Break All the Rules” and it’s been very helpful. Take a look at that if you have time.
John: Okay. What is your go-to quote for inspiration?
Tim: It’s actually tattooed right on my arm. It’s that “Everything happens for a reason,” and I truly believe in that. To think optimistically about everything bad that happens but also everything good that happens. There is a reason for that, so always try to see the brighter side of things because it will come; you just have to be a little more patient.
John: I couldn’t agree with you more. As I like to say, “Someone is in charge; it’s just not me. There is a higher power.”
Tim: Sure. Exactly.
John: Now Tim, you can’t say your company because your company counts, just not in this question. What company do you admire the most as it relates to their culture and why?
Tim: For those who have not heard about them, it’s Bufferapp.com. They have built a very unique culture where they’ve been questioned so many times but they’re still killing it and there is a secret sauce in there that I’m still trying to—and I’m such a good friends with the co-founders—and I’m trying to discover. But take a look at their blog and if you think we are transparent, they take transparency to a whole new level that I admire a lot and I’m still trying to learn from.
John: I’ve heard great things about them. With that being said Tim, I can’t thank you enough for spending some time with us today. And I never end the show without sharing my favorite quote with our guest and my favorite quote is from Maya Angelou. She says, “People will forget what you said. People will forget what you did. But people will never forget how you made them feel”. And we hope we made you feel welcome and we hope that we made you feel like your opinion matters and that it’s valid here.
Tim: I love that. Thank you so much for sharing that.
John: Now Tim, can you tell our listeners how to get a hold of you? How we can write to you? How we can follow you because I know they want to talk to you?
Tim: Absolutely. After these talks, I always leave my email and if you want to find me on the social media, I can give you my user name. You can email me at email@example.com and my social media user name is very consistent. It’s just Tim Sae Koo, and feel free to connect and I’ll be happy to chat and help, and do whatever I can to make sure everyone succeeds.
John: Great Tim. Thank you again and Tim, in your travels, if you find people you think would benefit from sharing with our listeners, please send them our way.
Tim: I absolutely will. I can’t wait.
John: Super. Thanks so much. I wish you the very best and we want you to come back. Can you come back in about six months and talk to us again about how it’s going?
Tim: I’d be happy to.
John: Thanks again so much. I appreciate it. All the very best, and be well my friend.
Tim: Thank you. Bye.