Speaker 1: Welcome to Made by Women by the Seneca Women Podcast
Speaker 1: Network and I Heart Radio. At a moment when businesses
Speaker 1: face some of the biggest challenges in recent history, we
Speaker 1: bring you inspiring stories, practical insights, and shared learnings to
Speaker 1: help you successfully navigate in today's environment. I'm Kim Azzarelli,
Speaker 1: and thanks so much for joining us. Today was an
Speaker 1: unprecedented year of disruption. The pandemic dramatically changed the way
Speaker 1: we look at even the most simple tasks like buying
Speaker 1: household essentials at the grocery store. Today, we'll be talking
Speaker 1: to a CEO who can give us a unique perspective
Speaker 1: on that huge disruption. She's been Da buck Hill, founder
Speaker 1: and CEO of Resilink, a company that focuses on supply
Speaker 1: chain risk management. Now you may not know supply chain
Speaker 1: risk management by name, but you definitely felt its impact.
Speaker 1: During the early days of the pandemic. Everything that you
Speaker 1: depend on to get through your day depends on a
Speaker 1: supply chain, from toilet paper, to food to essential and
Speaker 1: nine masks. Each supply chain was pushed to its limit
Speaker 1: as the world reacted to the new challenges of COVID.
Speaker 1: That's where Bindia and Resilin come in RESI Link is
Speaker 1: helping companies reimagine supply chain management through software that takes
Speaker 1: into account the impact of issues ranging from natural disasters
Speaker 1: to strikes to yes pandemics. I met Bindia through Springboard Enterprises,
Speaker 1: an organization that for twenty years has worked to accelerate
Speaker 1: the growth of women led companies through access to essential
Speaker 1: resources and experts. I recently spoke with Bindia about her
Speaker 1: struggles and her triumphs in bringing supply chain management into
Speaker 1: the mainstream. Her perspective on resilience provides a lesson for
Speaker 1: all of us. I hope you enjoyed my conversation with Bindia.
Speaker 1: Thanks so much for joining us today. Thank you for
Speaker 1: having me so tell us a little bit about supply
Speaker 1: chain risk management. I think for our listeners it's really
Speaker 1: interesting to know what it is and why it is
Speaker 1: such a crucial topic right now. Supply chains have been
Speaker 1: around since humanity has been around, and supply chain management
Speaker 1: has been just as important today as you know the
Speaker 1: earliest days. I think we all have probably heard some
Speaker 1: of those from that little limerick about how for want
Speaker 1: of a nail, a kingdom is lost. Um. I think
Speaker 1: that I would say was probably the humanity's first documented
Speaker 1: case of a supply chain disruption, So it is it's
Speaker 1: always been important. I think why supply chain is more
Speaker 1: critically important today or what has changed in the last
Speaker 1: ten day, twenty years, is that we now have a
Speaker 1: global supply chain. We take advantage of suppliers um overseas
Speaker 1: in lots of different countries. We ourselves are global, certainly
Speaker 1: all of our suppliers are global. So we are now
Speaker 1: more vulnerable in some respects than ever before. Do these
Speaker 1: things that happen in countries that we are our suppliers
Speaker 1: operate in, and a lot of times we don't have
Speaker 1: enough inventory because we've also taken a lot of inventory
Speaker 1: out over the years to become more cost effissient. Well,
Speaker 1: we've all experienced a little bit of that firsthand during
Speaker 1: this pandemic, and we'll get to that. But tell us
Speaker 1: a little bit about what your company does. The biggest
Speaker 1: thing you need to fix in supply chain in order
Speaker 1: to manage risk effectively is to get information. The two
Speaker 1: things that you need to know are I buy five
Speaker 1: thousand parts, which are the countries or what are the
Speaker 1: global sites that make those? And I know it seems
Speaker 1: so simple, right but because suppliers change, because the tools
Speaker 1: are different, there's a lot of dynamic dynamic shift going on.
Speaker 1: A lot of companies over time lose this visibility to
Speaker 1: that global supplier base where their parts originate. That's the
Speaker 1: first problem. And the second thing is what are the
Speaker 1: things that are going wrong or things that are happening
Speaker 1: in those countries or those cities or towns which might
Speaker 1: affect my ability to secure the raw material I need
Speaker 1: to build and ship my own products. If we had
Speaker 1: this little two bits of information, then we could be
Speaker 1: a little more proactive, a little better prepared. We could
Speaker 1: predict what could potentially go wrong and manage it a
Speaker 1: little more effectively. And so you created res a link
Speaker 1: to provide that solution exactly we were created. We created
Speaker 1: a digitalization of supplier data solution before digitalization was a thing.
Speaker 1: So I started wrestling. I mean, it was still early
Speaker 1: days for digitalization. I started wrestling in. The idea was
Speaker 1: to take data that was out there in people's heads,
Speaker 1: in the suppliers laptops, not in any kind of RP
Speaker 1: system sitting in rows and columns, bringing it all through
Speaker 1: our network and our platform into a digital footprint up
Speaker 1: in the cloud, where many many companies could need collaborate
Speaker 1: exchange this information seamlessly with each other. Well, we'll get
Speaker 1: into how it all works and some of the data
Speaker 1: science behind it, but let's start with your early days,
Speaker 1: your personal journey. Did you always want to found a company?
Speaker 1: It's very interesting, UM. One of my mentors, you know,
Speaker 1: she was the first person to interview me here when
Speaker 1: I came here in two thousand and to the United States,
Speaker 1: And in the interview, she always tells this story that
Speaker 1: I asked, Vinthia, what do you want to be? What's
Speaker 1: your ambition? And I that apparently I told her I
Speaker 1: wanted to be the CEO of the company, and um,
Speaker 1: so she said that inside she was laughing. But that
Speaker 1: was ten years later I was the CEO of Resilink.
Speaker 1: So she, she says, apparently you wanted to you just
Speaker 1: never realized it. So I knew that I wanted to
Speaker 1: be at the top of whatever field I chose, but
Speaker 1: I didn't really know that the paths to getting there
Speaker 1: would be through starting my own company. So I know
Speaker 1: it's a long answer to a fairly simple question. UM,
Speaker 1: but I will say, no, my ambition was not to
Speaker 1: found my own company. Um. But that's the path I
Speaker 1: ended up taking to accelerate it a lot. So take
Speaker 1: us through the early days of resling. How did you
Speaker 1: get it started? And you know, were there any obstacles
Speaker 1: in your way? The journey of wreslink, or the journey
Speaker 1: of any founder, I should say, is riddled with obstacle
Speaker 1: that you overcome, as you know, uh, and each one
Speaker 1: makes you stronger. You know, whatever doesn't kill you make you,
Speaker 1: makes you stronger. It is very true, and it's certainly
Speaker 1: very true for us. UM. It started for me. It
Speaker 1: started with being at Cisco where I was in working
Speaker 1: in the supply chain risk management space in procurement and
Speaker 1: recognizing that someone needs to start a company for this
Speaker 1: solving this problem because we were building some tools in
Speaker 1: house and couldn't find any company that had a plug
Speaker 1: in play type of solution. And so that was kind
Speaker 1: of the German Nation of this idea that there I
Speaker 1: had stumbled upon. It seemed, um that I knew something
Speaker 1: unique and different about a space that no one else
Speaker 1: was really tackling, and it was a little bit of
Speaker 1: a niche space, supply chain risk management UM. And I
Speaker 1: ended up becoming one of the experts in this space
Speaker 1: just because of my passion for it. Risk just appealed
Speaker 1: to me. Doing something about risk became my um purpose,
Speaker 1: you know. So it was somewhere deep inside of me
Speaker 1: that I really believe that what I had, uh to
Speaker 1: my my solution to this problem was real, unique and
Speaker 1: could solve a very large problem for the industry. Um
Speaker 1: And from there on I was I will admit, the
Speaker 1: day I started wrestling, I was a much naive procurement person.
Speaker 1: I had never thought about being an entrepreneur. I knew
Speaker 1: I wanted to start my own company, but I had
Speaker 1: no idea what to do. What is the first thing
Speaker 1: you do when you sit down you've quit your job?
Speaker 1: And uh, it was this profound moment and I still
Speaker 1: remember I sat staring at the screen for ten minutes
Speaker 1: thinking what am I going to do now? You know? Um,
Speaker 1: But that from that moment on, you know, you just
Speaker 1: talked to a lot of people. You never look back.
Speaker 1: You tell people why you want to do this, and
Speaker 1: they From there it takes on a life of its own,
Speaker 1: but it is definitely riddled with a lot of nose
Speaker 1: for every yes. And I don't want to mince my
Speaker 1: word words there I have said it many times that
Speaker 1: for every yes that I got, I got sixty notes
Speaker 1: that I had to you know, write, overcome, overcome yes,
Speaker 1: and those I used to call myself. And sometimes I
Speaker 1: still feel like humpty dumpty. You know. I walk into
Speaker 1: a meeting sometimes and I feel like I just got pounded,
Speaker 1: and then I have to kind of put humpty dumpty
Speaker 1: back together, put a smile on my face, and go
Speaker 1: pitch it again to the next person, or the next investor,
Speaker 1: or the next customer. Well, it's so interesting that you
Speaker 1: say that, because much of what you said I feel
Speaker 1: like the universal experience of entrepreneurs, you know, looking at
Speaker 1: that blank screen after you quit your job and and
Speaker 1: saying to yourself, now what, but then pushing through and
Speaker 1: then facing all those knows. I know, you know, we've
Speaker 1: talked about this a lot, but this idea of getting
Speaker 1: comfortable with hearing no seems so critical because if you
Speaker 1: can't hear no, it's very hard to get to they s.
Speaker 1: So how do you deal with that? That has been
Speaker 1: one of the most difficult things that as a founder
Speaker 1: I have had to get overcome. You know, it's it's
Speaker 1: it comes from a deep place. So so here's the thing.
Speaker 1: It's not just to know that you hear from friends
Speaker 1: or family or someone. This is a know that comes
Speaker 1: from people who are extremely successful, extremely rich. They've been there,
Speaker 1: done that, um started and sold a large company. You know.
Speaker 1: These are people who are your potential investors. These are
Speaker 1: people who are your potential customers, people who you would
Speaker 1: look up to or respect. And when those types of
Speaker 1: people tell you and no, I do feel it is
Speaker 1: a lot harder to take that fine that in our
Speaker 1: why am I doing this? Is this really help? Going
Speaker 1: to help? And and for me it always took. I
Speaker 1: always went back to know what I'm doing is important,
Speaker 1: and here are the three reasons why. One was I've
Speaker 1: seen firsthand paying millions of dollars when things went bad
Speaker 1: and we couldn't get parts. We were losing hundreds of
Speaker 1: millions of dollars when those types of events happen. So
Speaker 1: people who are saying this no today may not have
Speaker 1: lived my life, and so they don't understand what I understand.
Speaker 1: I am an expert in my space. They may be
Speaker 1: an expert in something else, but in this space, I'm
Speaker 1: an expert and go. That does not come easily. That
Speaker 1: self confidence, particularly when you're younger. When you're not an
Speaker 1: entrepreneur by by design. When you're not, you know, you're
Speaker 1: just I will say a lot of times I say
Speaker 1: I wasn't nobody when I started wrestling. You know, I
Speaker 1: had no personal brand, I had no experience starting a business,
Speaker 1: and so it took me a long time to really
Speaker 1: put that note into perspective, find that deep place within
Speaker 1: me where that spark was there. That No, what I'm
Speaker 1: saying is correct. The world doesn't see it today, but
Speaker 1: they will see it eventually, right, because you're breaking new ground. Absolutely.
Speaker 1: In fact, I can I say that my biggest salesperson
Speaker 1: today is our president are in the White House, because
Speaker 1: he last week made it an executive order that supply
Speaker 1: chain risk management is a matter of national security. We'll
Speaker 1: be back with senecas made by women after this short break.
Speaker 1: That actually brings me to what you've been doing during
Speaker 1: this pandemic, because if anybody didn't under dan why supply
Speaker 1: chain is important when you couldn't find toilet paper or
Speaker 1: you know, other essentials in the early stages of the pandemic,
Speaker 1: I guess that's a great example. So what has been
Speaker 1: your experience with this pandemic? The pandemic was the disrupter
Speaker 1: of disruptors UM. When I say I have been in
Speaker 1: supply chain risk management for twenty one years now that
Speaker 1: I have lived through earthquakes, hurricanes, obviously, the swine flu pandemic,
Speaker 1: of all nine, multiple supplier bankruptcies, UM, multiple force major issues,
Speaker 1: capacity problems, I've seen it all. But over a period
Speaker 1: of fifteen years, twenty years, we saw covid bring all
Speaker 1: of those things within the space of four months in
Speaker 1: that's covid UM. So it was an incredible moment for
Speaker 1: supply chain practitioners because it was the Black Swan of
Speaker 1: ax Wan event and it moved on us. It started
Speaker 1: in one region that was economically and very critical region
Speaker 1: for our supply chain, which is the Hubei Province of China.
Speaker 1: Wrestling AI picked up that initial alert on December twenty eight,
Speaker 1: when the local Wuhan government asked the hospitals in the
Speaker 1: area to be on the lookout for an unknown pattern
Speaker 1: of pneumonia. We alerted our customers January fourth, and then
Speaker 1: from there on, it was this unbelievable journey of alerting
Speaker 1: our customers on a daily basis about what was happening,
Speaker 1: assessing suppliers. When WUHAN shared down on January twenty two,
Speaker 1: we had already launched a supply chain pandemic readiness assessment
Speaker 1: out to twelve hundred suppliers. Now, remember it wasn't declared
Speaker 1: a pandemic until Margie Leven. We weren't even calling it
Speaker 1: an epidemic yet. When we created that assessment, and we
Speaker 1: put out a maturity model, and we began doing these
Speaker 1: bi weekly UM webinars telling our customers and the broader
Speaker 1: community at large what to expect over the next few weeks.
Speaker 1: What are the numbers to watch, you know, how will
Speaker 1: the spread affected, how will media coverage, how will government react?
Speaker 1: All of those things we began to talk about since
Speaker 1: January twenty two, every two weeks, and sometimes we have
Speaker 1: chose when we look back because all of those things happened. Wow, unbelievable.
Speaker 1: Who could have imagined, as you said this, this would
Speaker 1: be the disruptor of disruptors, but that you were so
Speaker 1: well positioned to help so many organizations. I mean, you've
Speaker 1: really been credited with bringing supply chain management into the mainstream.
Speaker 1: How did you educate people about this? Yes, so, suppling
Speaker 1: risk management, which is the space that I UH pioneered
Speaker 1: a solution for our back into thousands ten um. That
Speaker 1: was not as as we talked about there. There were
Speaker 1: no solution providers as such in that space. There was
Speaker 1: a lot of consulting and all of that going on.
Speaker 1: Companies that wanted to do something in this space would
Speaker 1: do some in house tools, using in house I t
Speaker 1: um so and here I am UH. And at that
Speaker 1: time I was the ten I looked ten years younger
Speaker 1: than I do today. And again remember I was an
Speaker 1: individual contributor at Cisco, had never started another company. So
Speaker 1: when I started wrestling, it was a little bit of
Speaker 1: a shock to me that the rest of the world
Speaker 1: was not on the same page. I thought, we take
Speaker 1: risks so seriously at Cisco. Of course, everybody knows that
Speaker 1: risk is important and it's an area that we need
Speaker 1: to invest in. And I left Cisco started wrestling, and
Speaker 1: it was the wild West out there. You know, everybody
Speaker 1: was so driven by cost and cost reduction in procure
Speaker 1: are men that they weren't really considering risk to be
Speaker 1: a critical need. That they thought risk management was nice
Speaker 1: to have a side project that we would do. And
Speaker 1: I think for me that was a huge and rude awakening,
Speaker 1: and from there began my journey of educating these very
Speaker 1: seasoned procurement leaders and experts about the need for doing
Speaker 1: this using data and um you know things like a
Speaker 1: lot of times people say, well, I'll just build another
Speaker 1: factory in another country, or will hold extra inventory. You know,
Speaker 1: those types of things take billions of dollars in many,
Speaker 1: many years, right, and your customers aren't going to pay
Speaker 1: you ten dollars for what they want to pay two
Speaker 1: dollars for. So how are you going to fund that factory?
Speaker 1: How are you going to recoup your investment? Whereas having
Speaker 1: a risk management program with digitalization and cloud based technologies,
Speaker 1: that's nothing in terms of your investment and you can
Speaker 1: use that to be resilient today. So explaining those concepts,
Speaker 1: calculating that return on investment, convincing customers, using each event
Speaker 1: as a learning mechanism to say, let's see how you
Speaker 1: experience that event. How many millions did you pay in
Speaker 1: expediting freights, are buying extra, paying extra for around materials,
Speaker 1: and using each event as a learning tool to go um,
Speaker 1: create that awareness. Well, we're so grateful for what you did,
Speaker 1: because when this pandemic happened. As we talked about, you
Speaker 1: were well positioned to educate people early and quickly, and
Speaker 1: you worked with numerous hospitals from what I understand, to
Speaker 1: step up and fill the PPE gap. Can you tell
Speaker 1: us a little bit about that. Yeah. PPE is one
Speaker 1: of those products that hospitals by um In terms of
Speaker 1: what the hospital spend on PPE, it's three to five
Speaker 1: percent of the total dollars of spend. But when you
Speaker 1: think about the time you walk in as a patient
Speaker 1: to your clinic to the time you exit, the hospital
Speaker 1: needs PPE in order to treat, process you all the
Speaker 1: way to discharge you. They need PP, which means the
Speaker 1: huddent of the hospitals operations need PPE in order to
Speaker 1: sustain themselves. Meaning you could have all the drugs, you
Speaker 1: could have everything ready to go, but no PPE, and
Speaker 1: it hampers your ability to admit patients and provide critical care.
Speaker 1: So it's one of those products in supply chain that
Speaker 1: nail that brings down the kingdom. This is a classic
Speaker 1: example of supply chain disruptions on things we don't watch
Speaker 1: carefully or care about. So the PPE supply chain entirely
Speaker 1: relied on supply as predominantly out of China, where of
Speaker 1: what we bought came out of various sites there. And
Speaker 1: so when the initial disruptions began and ships began to
Speaker 1: leave China with thirty percent full from various ports, that
Speaker 1: PPE became a massive issue. And what ended up happening
Speaker 1: in the US is the hospitals had disparities. You know,
Speaker 1: some hospitals had and nine, others had K and some
Speaker 1: had different sizes of and nine available some that they
Speaker 1: desperately needed. And in the absence of that transportation UH
Speaker 1: networks being available, what the local hospitals with and then
Speaker 1: I say local, I mean nationwide. What we needed was
Speaker 1: a way to find the ppees inventories that were available
Speaker 1: between hospitals in country. And so what we did was
Speaker 1: obviously wrestling being a cloud system hospitals. We have about
Speaker 1: more than forty hospitals nationwide as our customers. We brought
Speaker 1: them together and then invited other hospitals, created a free
Speaker 1: digital almost like a matching matchmaking program where the procurement
Speaker 1: expert could say, Hey, I have this size of n
Speaker 1: N I'm looking for that size, and the system would
Speaker 1: match a hospital that had that particular model or variety. Wow,
Speaker 1: I mean amazing. I think what you've done in this
Speaker 1: period is so critical, and as I said, we're grateful
Speaker 1: that you started this business when you did, so you've
Speaker 1: seen firsthand how hard some of these world disasters can
Speaker 1: be and obviously the pandemic. What makes you optimistic in
Speaker 1: this moment? I feel that there's always something you know risk.
Speaker 1: The other side of risk is opportunity, right, That is
Speaker 1: it's you have. It's all about the lens with which
Speaker 1: you view a situation. And I always have been that
Speaker 1: person that sees the opportunity in risks. Right. Um, I
Speaker 1: feel that. Um, and again coming back to my point,
Speaker 1: whatever doesn't kill you makes you stronger, right, So I
Speaker 1: feel that the world did learn from this. You know,
Speaker 1: companies that have survived COVID and COVID related disruptions. Um,
Speaker 1: we see this topic now, you know what, you know
Speaker 1: that we we have an issue. When John Oliver is
Speaker 1: talking about supply chain disruptions, ar no Noah is talking
Speaker 1: about supply chain disruptions, we all percent of humanity experienced
Speaker 1: a supply chain disruption in their personal and professional life.
Speaker 1: And so this to me is that moment of transformation.
Speaker 1: It's that tipping point where risk no longer became a
Speaker 1: nice to have. It not only went in the business
Speaker 1: world from being a nice to have to a compliance
Speaker 1: issue to a national security issue. And we see this
Speaker 1: more and more across more and more country days over
Speaker 1: the next couple of years, that governments will prioritize certain
Speaker 1: sectors where mandates around compliance in transparency should be coming out. Obviously,
Speaker 1: the executive order came out from President Biden creating four
Speaker 1: industries um and this is very critical and quite frankly
Speaker 1: asked you, and I've said this years ago in I
Speaker 1: did a webinar where I said that semiconductors have the
Speaker 1: potential to end the life as we know it because
Speaker 1: every device today uses semiconductors from medical devices too. As
Speaker 1: we go into a more electric vehicle world, there's all
Speaker 1: these routers and switches in consumer electronics. Heck, Nike shoes
Speaker 1: have electronics in them, right. So this is this one
Speaker 1: little minute sized part that is now of different types
Speaker 1: obviously that has applications all over and there's fast pace innovation,
Speaker 1: which means you need to bring up expensive capacity, clean
Speaker 1: room dependency, the need for continuous water and power in
Speaker 1: the manufacturing process. Billions of dollars to bring up a
Speaker 1: way for fat and this is a single point of
Speaker 1: failure in the global supply chain today. Well, that's fascinating,
Speaker 1: UM and scary at the same time. My last question
Speaker 1: would be, I mean, obviously you've accomplished so much, and
Speaker 1: you've really shared some great advice for us, especially around
Speaker 1: you know, having the resilience to hear No. Is there
Speaker 1: anything else that you would tell women who are just
Speaker 1: getting started, who have a dream, who want to go
Speaker 1: after it, especially these difficult times, anything you would impart
Speaker 1: on them. I will say a few things. I mean,
Speaker 1: I think from a COVID standpoint, I feel very strongly
Speaker 1: that COVID was very rough on women in general in
Speaker 1: the workforce, UM, in particular especially women who had children,
Speaker 1: and we saw news about how record women dropped out
Speaker 1: of the workforce to take care of children. So I
Speaker 1: just and I have tremendous empathy um for the struggles
Speaker 1: every day UM that women face in keeping things moving
Speaker 1: in their personal lives and their professional lives. And the
Speaker 1: nose will always outweigh the yeses UM. I feel also
Speaker 1: that women as in general, and I don't mean the
Speaker 1: general life, but I do feel there are people men
Speaker 1: and women who take their personal confidence, who derive their
Speaker 1: personal confidence from what others are saying about what they
Speaker 1: believe in UM. And I think that in that moment
Speaker 1: when you're down, when you're struggling, you are hearing those nose.
Speaker 1: Remember there's a yes right around the corner. Keep walking
Speaker 1: towards that, because every no brings you closer to the yes.
Speaker 1: The question is are you willing to keep walking towards it?
Speaker 1: And there was one very profound interview that I read
Speaker 1: several years ago during my lowest point that said that
Speaker 1: I will remain the CEO of wrestling until the day
Speaker 1: that I give up. Until that day, I will be
Speaker 1: the CEO of wrestling. So just in your personal life
Speaker 1: and your professional life, you are the CEO of your life,
Speaker 1: and just wait for the yes. Don't let them know
Speaker 1: stop you from taking that next step. What's a no?
Speaker 1: A no is just you know something. You put yourself
Speaker 1: out there, and you put yourself out there, you got
Speaker 1: to know your you got to try again. You're no
Speaker 1: worse off when you ask for what you want then
Speaker 1: where you were before you asked it. So just keep
Speaker 1: on asking. You know, ask different people well, and you
Speaker 1: need one person to say yes, don't stop. Such great
Speaker 1: advice really super important, and I think that's something that
Speaker 1: all of us can learn from entrepreneurs, not entrepreneurs, but
Speaker 1: particularly women entrepreneurs who are trying to move their businesses forward.
Speaker 1: Thank you so much for joining us today, Thank you
Speaker 1: so much for having me. Best of luck and best
Speaker 1: wishes to all of the listeners. I'd like to thank
Speaker 1: Bendia for such great advice for aspiring entrepreneurs. Here are
Speaker 1: three things I took from the conversation. First, we shouldn't
Speaker 1: be afraid of getting a no. After going all in
Speaker 1: and starting her own company, Bendia pushed headlong into the process,
Speaker 1: never looking back. As Bindia says, for every s she
Speaker 1: got sixty knows and even though at times she felt
Speaker 1: like vote humpty dumpty, she just put on a smile,
Speaker 1: pulled herself back together, and went at it again until
Speaker 1: she got to yes. Second has been your points out.
Speaker 1: We should have confidence in our own experience. Others may
Speaker 1: not share your experience, but you need to trust your
Speaker 1: firsthand knowledge. As bn Da says, look deep inside to
Speaker 1: find that spark of confidence. The world may not know
Speaker 1: what you bring to the table yet, but they'll see
Speaker 1: it eventually. Finally, perspective is powerful. As Bendia told us,
Speaker 1: there's always some risk, but on the other side of
Speaker 1: risk is opportunity. It's all about the lens through which
Speaker 1: you view a situation. You can find opportunity inside most challenges.
Speaker 1: It's just a question of perspective. Made by women. Is
Speaker 1: brought to you by the Seneca Women Podcast Network and
Speaker 1: I Heart Radio, with support from founding partner PNG