Professional Goals For 2023

This is is part of my live-learning series! I will be updating this post as I continue through my journey. I apologize for any grammatical errors or incoherent thoughts. This is a practice to help me share things that are valuable without falling apart from the pressure of perfection. 

Speak With Tyler Bryden
Professional Goals For 2023

This is part 2 and the final part of my goal-setting series for 2023, I share my professional goals for 2023.

If you are interested, you can also view the main Goals For 2023 page and Personal Goals for 2023.

Professional Goals

Raise over $1 million in capital

This is still a tricky goal for me.  had this set as later in life in my current Google Sheet. But, that isn’t the full truth. The truth is I’ve tried to raise capital from investors and have struggled with that a lot. I’ve been successful with grants, tax credits, and investments from government institutions but I still haven’t quite figured out the final few keys to unlock outside capital being invested at decent terms and with the right people.

However, to continue Speak Ai in the way that I want, a capital raise seems like it will be required. We don’t just want to survive we want to grow. We recently finished the Techstars Toronto Accelerator Program and with Techstars Demo Day, we actually got some pretty decent attention we may be able to capitalize on. With that in mind, it is possible to achieve this goal earlier than originally intended or maybe even desired.


  1. Close deals with currently interested investors
  2. Continue to grow traction and create high-quality monthly updates
  3. Complete high-quality data room to drive quick and successful due diligence
  4. Get introductions from investors, mentors, and peers
  5. Leverage Techstars credibility and network to identify qualified investors


There are some mental conflicts I have with accepting investments, specifically from venture capital that I believe has kept this from crystallizing. If you have skepticism, seem unclear or undecisive, are unable to answer questions, or seem to lack confidence smart people can see it and will not invest in you. There are problems with the venture capital model itself with investors having expectations of companies they invest in reaching $100 million in revenue in a very short timeline. If you do not, they would often rather see you fail as a company for the tax write-off than become a “zombie company”.

To fully achieve this, I need to break this mental barrier, make a commitment, stay focused, and not stop until it’s done.

Other blockers are:
  1. Lack of sufficient materials in our data room
  2. Inability to articulate the story, go-to-market strategy, and differentiation
  3. Losing momentum with traction metrics
  4. Poor closing skills with investors
  5. Market environment stopping investors from investing

Hit $1 million annual recurring revenue (ARR)

This is another big ambitious goal that will be difficult to achieve in our current model at Speak Ai and market conditions. However, to validate I am capable of generating a business that can grow and be self-sustaining large revenue is required.

There is a lot of heart and strategic execution required to do this and I have to seriously self-assess if this is possible and desired in 2023.


  1. Get more sign-ups to Speak (ideally 100 to 500 per day)
  2. Increase the free trial conversion rate of Speak (from ~1% to 5%)
  3. Increase the average annual deal size and lifetime value of Speak customers
  4. Create more high-quality content at scale
  5. Find talented sales leaders to drive inbound and outbound sales
  6. Systemizing sales into a repeatable and profitable process


  1. Lack of focus and execution
  2. Giving up if not seeing success early
  3. Hiring the wrong person/people
  4. Making poor product development, sales, and marketing decisions
  5. Lack of funding to invest in building and selling

Pay off CERB Loan

This was a loan that was taken out on the business at the start of COVID when serious measures came into place and physical locations were shut down. Many businesses took this loan. For us, it was a $40,000 CAD loan, $10,000 of which is considered a grant if the $30,000 is paid back before December 31st, 2023.

That is why this loan has some urgency on it and is on the goals of the 2023 list.


  1. Keep money reserved for paying off the CERB loan safe
  2. Drive sales and reach break-even or profitability


  1. Failure to raise investment
  2. Inability to drive sales and decrease costs

Produce a successful generative AI project

This goal is also a bit unclear but at the end of 2022, we did a generative AI release at Speak Ai. The keyword in this goal to me is successful, but I haven’t defined what success is yet so I will be iterating on this throughout the year to find clarity and confidently feel like it is accomplished at the end of 2023.


  1. Continue to embed generative AI capabilities in Speak
  2. Create the content on large language models and generative AI
  3. Experiment with new releases and share insights as soon as possible
  4. Market generative AI successfully to Speak users and prospective customers


  1. Failure to execute at speed and see the loss of market opportunity
  2. Technical limitations in dealing with the length of data we have in Speak
  3. Failure to find differentiators for how people use large language models
  4. Steep competition

Automated Video Transcript By Speak

Hello, hello, hello. Tyler Braden here wishing you a happy New Year. Before the new year closed, I had started making a video around goals for 2023. As got part right through that video, I was on sort of the personal goal set and I was like, wow, this video is getting long. I’m getting nervous, I’m starting to talk fast. I’m not starting to elaborate on these goals as much as I’d like. And so I decided, hey, in the moment I’m going to split this into here, his personal goals and here’s professional goals. And I think one of the overarching sort of missions in my life that has sort of. Had some conflicts sometimes that I really want to merge my professional and personal life and and so sometimes it’s really hard to sort of separate these personal and professional goals and lives in in my life and I think many of our our lives. But it’s interesting because you also once you start to build a really strong personal life that you love then you do want to also create some separation. So that’s just an interesting trend that I’ve seen emerge especially as it maybe gotten a little bit older as I have a lovely partner a lovely dog you know you’re.

Their love for your family grow is even more you really do want to carve out that time in a in a different way and and so while I’m speaking about these professional goals in this video today there is definitely an important place for these sort of personal goals to have priority in my life as well too. And I do have you know if you are interested in more of the personal goal side again the videos were sort of made to not obviously they’re. You know, reflection for me and some time for me to sort of, you know, build this habit of creating goals, setting, trying to set them right. Sharing them publicly and having some accountability on them I talk about in this video you can see here I have like there’s some, you know, some challenges around sharing goals publicly and how it can you know remove motivation but then also shared about and again links there and everything, but also shared about, you know, manifesting and the idea of that and putting out your goals in the universe and how powerful of a thing that that can be. And so as always links are there. I’ve made a couple other videos sort of just rounding up sort of a 2022.

Your theme and and sort of you know what’s coming for 2023. So some predictions, what am I grateful for and then this personal goals. But today we’re moving on to professional goals for 2023. I’m going to try to elaborate on these as best as I can and if you’re maybe a founder, you’re an entrepreneur, you’re running a startup, you’re running a company. Maybe this really starts to resonate with you. Some of these goals if they do please send me a note and even if you’re not you know I think it’s super interesting to see sort of goal setting.

Frameworks and maybe you get some insights along the way and for anyone who has been following the journey of myself and and speak I you know maybe this is an insightful look at you know what I’m thinking about for 2023. And you know for anyone who doesn’t know PKI is the company that I cofounded with an incredible man named Batshaw. Coming up we have 10,000 people on the platform where some great names using it and we’ve built this since 2020 a software that basically automatically transcribes and. Analyzes audio, video and text data takes sort of like unstructured language information that’s often very qualitative and turns it into quantitative information and insights that can be shared and reported on really easily. And the goal there is like to unlock sort of actionable recommendations, give you competitive advantages and if you’re working with customers, build better relationship the customers and just help make better decisions. And so we been working on this for a long time and in the early stages, I mean building.

Software is much more difficult than building a website, I can tell you that. And so there’s been a lot of building and now it’s we’re in this really interesting time where we’ve got almost, yeah, 10,000 people here with 10,000 people who have signed up for the platform. And, you know, we’re trying to say, hey, how can we, you know, put this into a really good position? And at this say the flow is there, we’re trying to understand why people are signing up better, how to get them to get more. Value out of the platform, getting them signed up and paying for subscriptions and then, you know, continuing to create more value. So the size of those subscriptions increases and more people on their team use it and they continue to get more value out of it. So we’ve done some super interesting, you know, things. I guess that’s a personal thing, but I think that we have done a really good job as a small team. You see, I’m scrolling through all my personal goals here and there’s a little teaser. I guess I got mad at elementor for removing my bullet points.

But I’ll talk about those professionals I’ve got a screenshot of here at that speaking. The first one and then again, no real, I mean I guess maybe there’s some thoughts around the priority here, but I didn’t actually list them in priority, I just wrote them down and this was all taken from a Google sheet that sort of helps me sort of plan out my life. And I talk about that in the personal goals video as well too. And in this case the one of the goals is raise over $1,000,000 in capital. And interesting I had set this a little bit later, but for you know many reasons this is an important sort of next step in the business for speak. I think we want to see that it’s.

You know, I think we want to see that it’s a good enough traction of a business that is is ready for additional capital to be invested and we can use that capital efficiently. We want to be able to show that we can articulate the vision of what we’re doing here at JFK. I show that we can differentiate and you know make this an exciting and meaningful investment for anyone who’s involved. And you know I’ve I’ve tried to raise capital from specifically I would say more venture capitals venture capitalists and in general that have struggled with now I’ve been successful with grants, tax credits like even investments from like OC I which said it invested government institution here in Canada and then. Leverage lots of great you know, sort of like Iraq and things like that but from actual sort of venture capitalists had some interaction with Angel investors who maybe I should even be prioritizing, you know, more if I want to see this goal achieved.

You know, it’s been a it’s been a difficult thing and I think it’s a reflection of where we are in the business. But I actually think ultimately it’s a reflection of myself and a reflection of, you know, everything say it’s more reflection of myself because I’m usually the one presenting, talking about sharing the mission. That’s what I think has lots of, you know, you know, credibility as a CTO who’s built this incredible software. But you know, we don’t come from these big name schools or have you know other exits or anything like that. And so there’s some things working against us.

From that credibility standpoint and if I’m failing to articulate the, you know, the mission, the ambition, the goals, the opportunity here, then that is truthfully on me. And I think many people would say, well, Tyler, I would agree, like, you know, in past years, 202020 and 2021 seemed to have been an easier, you know, a really good time to raise capital. Whereas as the market has changed, 2022 has gotten, you know, really difficult to be a fundraising environment. Valuations have dropped the multiples. Evaluations on revenue has dropped significantly and great. Thank you Norton. You know I can’t believe Windows still that’s Norton pop up like this and you know overall like it’s it’s been harder. The due diligence has taken longer. There’s a lot of things going you know probably not in the positive directions for say a first time founder trying to raise money. But that being said there is a great software platform that we’ve built. We’ve validated there’s traction, there’s actual.

OK. Customers the growth this year was in in many metrics was actually quite strong. But then we’re also looking at you know a great sort of I guess you know headwind which I think was it was articulated really interestingly by Salesforce about you know basically companies that are removing the number of seats and say maybe even having people logging in on the same, you know maybe logging on the same emails to reduce the team size so their subscription cost. Every company is looking at, hey, what subscriptions are necessary and what are not. So if you’re truly trying to achieve traction and success and growth that you need to be sort of mission critical in the year that is coming. And you know there’s a lot of companies that maybe even failing. And so people who are predicting, you know, their revenue sort of their annual recurring revenue a year out have been even recommended to maybe drop that because they don’t know exactly how some of their customers are going to do and so they might need to pull that back.

And then almost, you know, start say if it’s 80%. That stay on from the 100 that you would have predicted, you’re going to have to build those customer base back up in a difficult environment where you know most people predict a recession is coming if we aren’t already in one and it could be you know in between pretty bad and like really, really bad. So that’s also going to affect how this plays out. So for us it’s interesting we’ve done this Toronto Techstars accelerator program. I’ll pull a link here just so you can take a look and I think it was a really worthwhile.

Experience and we did do our demo day at the video, should have linked the video, actually have the pitch video in here. But after that we got a lot more interest and attention than I actually thought. So a lot of meetings have been set up with investors and you know it’s up to me to again execute on these. I could have these meetings, all of them could pass and I could come back to you here and whatever time period and say, well, you know we had some good leads but we didn’t quite execute the way that we wanted or maybe it wasn’t the right fit, the right time somebody variables and factories go on it but that. Which has been a little bit bigger than we thought, continue to get people reaching out to us and then tech stars is continuing to push our company and team. And so I talked about this in the previous video. There’s this goal, it’s $1,000,000 in capital. I haven’t figured out exactly the configuration of this because it could be say some Angel investment, could be some VC, it could be grants that are given out, it could be investments from a government institutions like we’ve seen before, which maybe have, you know, less stiff.

Roy, the goal is you want the capital to survive, you know, at least say 24 months, but you’re also not trying to dilute the company too much, but you also then want to have the team that you need to be able to execute on the vision that you have. And so all of these things sort of run in parallel. They also conflict. And so you’re working through that on an ongoing basis to figure out what is the optimal path to take. And Rollie, as a founder, that comes down to how much. So you know, how much can you, what valuation can you get on your company. And a lot of people don’t want to get caught up in these things.

You know, there are some things to think about here because if what valuation can you get on your company, that’s one fight that you’re sort of having or one thing that you’re setting. But then what we’ve seen as the market has sort of struggled a bit is if you raise it too high of evaluation, it’s going to be hard to continue to raise at increased valuations, especially in this market. Now if you have two years, you can accomplish a lot in those two years and maybe you can set yourself, you know, up for a really good next fundraise. And generally if you are fundraising, a lot of companies would say hey. Now moved or a lot of people would say move towards break even and profitability which is the overall recommendation in today’s market, but at the same time.

Most companies do raise successive rounds of funding if that is their plan for growth and ultimately to be the big enough company to get the returns that people investing in from especially the VC side demand. So all these factors are coming into play. You know, maybe it’s more, you know, more valuable for me to then actually say focus on Angel investors and see their appetite for investing us and reaching this number with still ideal, you know, significant returns but not in the same ballpark. Of the 100X or whatever that VC is looking for. And so when I look at this implementation layer, something I talked about in the last video, looked at, you know, first of all need to close these deals with currently interested investors and make sure these terms are right and everything there continue to grow traction and create high quality monthly updates. So one of the things that I recommend if you are on this journey and you’re looking at raising funding is creating a monthly update, you know, trying to make that as high quality as possible. Some people have different sort of, you know, thoughts around this I’ve always gotten.

The feedback on that list is growing for me about to about 800 people that I send. It’s a nice little monthly update with some traction, some, you know, images of graphs, what’s next, some really interesting sort of teasers and things like that. Maybe some testimonials and just a lot of good pieces that show the traction, show that you’re doing the work, show that you’re consistent. And so if you are on this journey, I I do recommend that. Another one that is a big part of this is this high quality sort of data room and you need to have this to drive due diligence, which is of course as I mentioned is increasing.

So to have a good data room ready at your disposal that you can flip out, give what they need and not more than they need, but then is also you know instills confidence in them as they look to those documents is super important. Overall, I think that you are trying to continue to get introductions from an investment standpoint. It’s much easier if you can get an introduction from someone who maybe has received investment from that investor and done well in the past or overall referral based into this space is really good one and use and leverage the power of your network to get these introductions. Whether, again, it’s a VC, it’s an Angel investor, it’s a government institution. Those relationships are super important and you know, definitely need to lean on those in 2022 and ideally at the start of the year. You know, where I’m driving through as this sort of time boxing element as I take a journey to India and figure all this out and I’m definitely not Sam, whatever, all bankman freed playing League of Legends while I’m talking to investors. But there is this interesting balance that is emerging for me and I think of.

Very important time for us as speak. I’m lastly, I think I talked about this actually, but like leverage that Techstars credibility from the demo day. I think that’s a huge network. There’s a lot of valuable people in it and you know I think overall that’s something that is important in this implementation layer. Now I talk about the blockers here and this is something I did for the personal goals on this and I know I’m going pretty in depth on this goal as a whole, but this is a sort of a huge weight that you know is sitting on.

Myself, and I think sitting on many people, if you’re a founder, if you’re in startups, you know something to think about. So I’ve, I have, you know, skepticism about the model of venture capital. I think a lot of people do. And but when you have that skepticism where if you seem clear, undecisive, you maybe that comes off as lacking confidence or you’re unable to answer questions, people can see, especially if they’re smart, they’re investors, they’re not going to invest in you. And and then generally there are still these expectations of venture capital model, I think.

Adjusted where they’re saying, hey, if you can grow two times that’s just as good and any two times in a year that’s just as good as three times as a year, two years ago. But ideally they’re still seeing you skyrocket on growth. And yes, there is more focus on growth and or sorry profitability and sort of revenue generation than in the past because of the sort of market conditions we’re in. But they sometimes want to see you, you know, they almost see you fail. For the tax write off then become what this idea of a zombie company. So take a look into some of those thoughts if you have and I’m more than happy to chat about that. I think I’ve talked about these in a couple of previous videos and just other blockers lack of like again bad data room inability to articulate for us it’s the story why are we doing this, how we doing us, what’s the mission that go to market strategy, how do we go to market in this and especially in this market. And then I think differentiation as a whole because it’s a you know it’s a competitive space that a lot of people are hearing things about and a lot of people investing in but that also creates a bubble.

Creates nervousness around the, the hyper competitiveness of it, the saturation of it and and I think that that’s going to continue and I still question that for any market, but it’s a trend that has come up with us. Couple last things are like losing momentum with traction metrics. So if our attraction starts to fade, that’s a difficult thing to talk about and maybe there’s some understanding about the market conditions, but overall a super difficult thing. Just generally poor sales I guess for my side and then the end investment is sales. I don’t have good closing skills with investor which I feel I don’t have that skill set at the time. I have it better with customers than I do and even with customers sometimes it’s not ideal, but they’re much usually smaller, at least right now smaller numbers than what I’m investor might be doing. And then the last part there is the market environment, but there also are some sort of thoughts that with valuations becoming more fair, more due diligence, dry powder, sort of capital sitting on the sideline that needs to be invested that this may be.

A decent year for investors to invest in businesses and if you can sort of set that scenario up properly, there is still a chance for you to move forward successfully. So that is one big goal and I promise these are sort of I had more sort of smaller chunks for the personal goals this I’ve just got a couple sort of big ones that I’m I’m touching on. This next one is the hit 1,000,000 in annual recurring revenue and this is a R annual annual Conrad makes sense is a big ambitious goal. It’s it’s something that I’m trying to think about at the you know with the current model that speaking with speak you can sort of like go and you can customize plans. It’s this great you know software as a service free sort of this model where you can self sign up you can get the free trial you can do that and and and it’s allowed us to.

Get clients at a, you know at a pretty good rate and customers at a pretty good rate. Get a lot of data, get a lot of feedback and understand how people are using speak and and that’s been super, super helpful, but we’ve also. And we’ve sort of adhered to this product LED growth idea. And with that we’ve seen success in this journey and especially with sort of the, you know, the, you know the the sort of funnel of like getting people to hear about us then sign up for the free trial and then test it. And then if that test goes well and there’s value proposition there, then signing up for the paid plan. But what we’re finding in that product flow especially maybe in the market that we’re in is that it’s hard to get.

The conversion rate that you want and it’s hard to get the the the deal size that you want. And I think that’s something that we’re working through this year. And you know there’s a lot of sort of really sort of strategic self-assessment of how to do this. And one of them as an example which which is counterintuitive is that we don’t let people sign just an example. We don’t let people sign up. We actually make them do a demo with us or at least maybe a subset of customers to do a demo with us because.

What we’re finding in user interviews and customer interviews, they’re not understanding a lot of the valuable functionality that’s in the system because it’s sort of hidden and that’s up to us to then increase the improve the onboarding experience and the discoverability of the value within the platform, but then also to educate people properly and maybe part of that is the demo when a conversation. So from that implementation side, it’s need to get more signups. Right now we’re at like say 50 signups a day, that’s a good day for us and a lot of that’s coming through organic search. We’ve got some Facebook ads running, got some Google ads. Meaning that all sort of accumulates. We’re we want to see hundred, we want to see 500 per day and ideally if we can get that free trial rate to 1% then we’re seeing or sorry the free trial conversion rate is already around 1%. If we can increase that more and then sort of increase those signups we are going to see.

New customers signing up every single day, revenue being generated every day and that’s a great spot. That’s obviously the spot that we want to be in. We do think this is a big market whereas multi language capabilities that we’re building and there’s a lot of good stuff on its way that’s going to allow us to do that. And I think we’re continuing to release features, continuing to rank on SEO and continuing to find other channels to drive acquisition. But then there’s that work to do on the actual acquisition of user sign up to paid user and you know a couple other things.

On this or just creating more high quality content at scale, that’s something we worked at. It’s hard with the team size that we have. So we’re trying to figure out the best way to do that and there’s some interesting things that we’re doing right now that I’ll share another piece. I think there is this need for sales people and for anyone who’s doing product LED growth. It is a beautiful thing, but I do think it’s a bit of an anomaly that you can fully.

Drive growth to get to where you want to be on a self-serve basis. And so we need a, you know, inbound, a sales Rep to talk to the valuable subset of people who are signing up for our platform every day as well as start to build that outbound sales process that is repeatable, that’s profitable and that’s the next point on that is systemizing sales into a repeatable and profitable process. And you know with those things if executed right in the right timeline there is the chance of this goal happening. But I think there’s also some things for us. To do and you know if I look at blockers from a security and compliance standpoint, maybe ISO, sock too and things like that’s why we’ve looked at the investment to be able to achieve that quicker. I just think overall lack of focus and execution. I think if we are doing you know sales person there we hiring the right person for this and we’ve struggled with this in the past and it was a much earlier stage where we didn’t exactly know who was selling for. We didn’t have that many data points. We were lucky to get 50 people signed up about not 50 people a day.

So that’s another thing and I think overall we could. And you know, we’ve been in the ballpark of getting it right where we’re making decisions about product development and sales and marketing. You know, we generally get it somewhat right, but I think they’re, you know, it’s always a risk of making poor decisions and we’re trying to mitigate that risk by talking to users, talking to customers so that we’re building the product that they want that actually creates value and when the value is created there is you know, the opportunity for revenue generation. And so the last part there I think of on the blocker is just like lack of funding. Whether that’s self funding it ourselves or taking on additional capital.

To invest and I say it you know all the time to people now is we’re in the stage right now. We’re building, we’re selling, that’s all we’re really doing and and so we’re going to continue to to do that. And if we don’t have the capital to do that or we don’t execute this early enough maybe especially some of that capital raise or figure out some things, then the end of the year could be you know a difficult you know difficult time. So we want to make sure that that’s avoided and a couple last things that that I’m touching on here. Go quickly over this one, just a loan that you took on the business. This is one that many took which nice, that’s not personal reliable, but there’s a super interesting one. It was a Serb loan that, you know, there was parallels to this in many countries. We took one that was I think it was $40,000. It was $40,000.10 of 1000, which was very nice of Canada, which was considered a grant if 30,000 is paid back before December 31st, 2023. So we’re going to see what happens with this, especially depending on where the market goes. But the reason why this was on this Google sheet list is because that deadline and so there’s some, some sort of urgency.

But in the end, you know, we’ll see at the time and as that date arrives, which will be the right action to take with this, I’m still not sure as I’m sort of looking at. And then my last one, I did talk about this fun time. I’ve got some goals here that were the fun time. Those were my personal goal lists. I’ll just end on this sort of last goal from a professional standpoint, that is to produce a successful generative AI project. And if you know me, you have seen, you know, content all around.

This stuff, I’ve been following it for a long time. There was even early prototype videos of me hacking away at what I would consider generative AI through very simple functions a few years ago, and I just didn’t know exactly how quickly and amazingly this was going to come in. I haven’t truly defined what. What sort of success is in this journey if you you know haven’t seen we did do this sort of speak I magic prompts where you can actually leverage prompts and that’s what the big large language models to get like incredible sort of responses and concise answers and super interesting things that are coming out of this. So I actually feel like this was a a goal that I had, but I didn’t exactly know what it looked like and I still don’t. But we’re already taking the steps from the implementation layer by embedding and speak creating content around it.

I’m, you know, experimenting with new releases and new prompts. We’re sharing insights as quick as possible because I think there’s a huge education component to this. And then obviously it’s up to us to market and do this properly. And there’s even some technical limitations with these systems around, you know, character limits that you can analyze at once. So how can you analyze longer files? Compile that context altogether to make, you know, meaningful outputs without, you know, if you have, you know, say, transcript is split into four things and four.

For chunks, it doesn’t have that understanding of each chunk. And so you say you want a summary, but it has to split each chunk. You have 4 summaries. So then what you might need to do is then say, hey, summarize these four summaries, but how much are you abstracting the understanding away and how accurate is the actual output? So these are some of the interesting things that we’re thinking from already, a technical limitation layers. We’ve seen our customers and users interact with these prompts. And you know, I think just a couple last ones are just like the speed of this market is just going crazy.

So Umm, you know, we could see, we could fail, we could fail to execute. We could see the sort of market opportunity fade away. I think this is going to be a very bubbly market. And this year a lot of people move from, you know, crypto and even FT to AI and generative AI. It’s a hot space right now. Everyone wants a piece of it. And when that happens, you know, the competition rages and you know it can be a difficult spot to be in and lots of companies will be successful, but lots of companies will fail. Technical limitations as I touched on. And then yeah, just like.

Failures to find differentiators, because if everyone can simply hook into these systems, then where’s our differentiation sitting within the stack? So super interesting those are. I mean, I know those are, it’s only like 4 goals, but those are what I found in the past, is that the more goals you have, the more diluted your effort gets, the more diluted your focus gets. And those can all be, you know, harmful. To you wanting to see your main ones go forward. So I’ve talked a little bit about prioritization in the last in the last video in sort of our business we also use this OK R model which is super interesting. If you are you know if you want to check out this that which you know companies like Google, Netflix, a lot of great.

Sort of organizations who are set precedents in success have used it. And so we use this for setting. So there are more subtasks for achieving these goals, but you need to have the overarching sort of vision to then be able to successfully complete the, you know, the milestones that you need to actually get there. So this was my, I guess, professional goals for 2023 video. I hope you got some sort of insight from it. You can see a little bit about what I’m focused on. I hope that.

If any of those goals aligned with anything that you’re having in your life that they may be helped you think about it or, you know, set you up for maybe a way to lay it out that resonates with you. And overall, I just as always just appreciate anyone who follows these logs. I know these videos are a little more sort of personal to me and I’m sort of sharing that, but I think it’s a sort of important meditation, important time, especially at the start of the year. You know, we’re about to jump back in depending on who you know who you are and what you’re doing. You’re going to be hot going back into sort of the world as we’re coming out of the holiday season.

Here and I’m wishing you all the best, if you, if you ever need help or any thoughts, please feel rich. If just the comment or whatever. I always try to respond back and thank you again for everything as we finish off 2022 and we head into a big year in 2023. Bye, bye.

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