Tag: B Corp Certification

How businesses earn and maintain B Corp certification, from the B Impact Assessment to recertification, with real examples from certified founders and consultants.

  • Sustainability in Practice and the Evolution of Triple Bottom Line Businesses with Lisa Geason-Bauer of Evolution Marketing

    Sustainability in Practice and the Evolution of Triple Bottom Line Businesses with Lisa Geason-Bauer of Evolution Marketing

    Lisa Geason-Bauer, founder and president of Evolution Marketing, joins Kim Allchurch Flick to discuss sustainability/ESG consulting, impact storytelling, ethical marketing, and environmentally responsive design. 

    Lisa describes founding the firm on Sept. 15, 2007 to prove a professional services company can succeed using a triple bottom line lens – people, planet, and profit – while navigating Wisconsin’s long recessionary period after 2008. 

    She recounts building the state’s B Corp ecosystem through Be Local Wisconsin and helping companies certify, noting growth from a handful of B Corps to 26+ statewide and preparing members for B Lab’s new standards. 

    The conversation covers challenges like politicization of environmental and social sustainability, the need to find common ground, and Lisa’s optimism tied to launching Evolution Marketing’s 2025 Carbon Footprint and Operational Impact Report, climate education, and practical actions such as home efficiency, reduced plastics, local food systems, and Malarkey roofing innovations.

    NOTE: Lisa made an error, saying B Local Wisconsin started in 2007 when it was actually 2017.

    Listen Now

    Time Stamps

    00:00 Welcome and Guest Intro

    02:30 Evolution Marketing Origins

    02:40 Triple Bottom Line Explained

    04:43 Recession Era Lessons

    06:51 Wisconsin B Corp Growth

    11:26 New Standards and Recert

    12:53 Polarization and Language

    18:59 Finding Common Ground

    23:55 Climate Report and Hope

    27:52 Beyond Tech Fixes

    28:42 Clean Tech Optimism

    29:14 Off Grid Reality

    30:24 Low Cost Home Swaps

    31:27 Question Behind Green

    34:08 Responsible Consumption

    35:14 Local Food Mindset

    38:14 Farmers Markets Shift

    39:56 Beeswax And Preserving

    42:53 Eco Roofing Case Study

    46:07 Research And Community

    47:31 Dinner With Ancestors

    48:52 Land Stewardship Lessons

    51:16 Closing Reflections

    Kim Allchurch Flick: Hello everyone. I am Kim Allchurch Flick with the Mighty Measure Podcast. Delighted to be here today with Lisa Geason-Bauer of Evolution Marketing. She’s the president and founder, and our topic today is the 19 year journey of impact, sustainability and practice, and the evolution of triple bottom line businesses.

    Lisa Geason-Bauer is the founder and president of Evolution Marketing, a Wisconsin based woman owned, certified B Corporation, specialing in specializing in the area of sustainability consulting, impact storytelling, environmentally responsive, creative design, and ethical market. Lisa is a sustainability ESG practitioner and has been helping companies tell their impact stories for almost two decades.

    As a consultant, she has worked on projects in supply chain sustainability. For example, product transparency, social sustainability, for example, workplace or workforce engagement, culture and DEI, renewable energy, energy efficiency. The green building space. Lisa is a co-founder of Be Local Wisconsin and current co-president.

    Be local Wisconsin’s nonprofit. Mission is to connect, support and educate Wisconsin businesses on how to drive positive community impact. Through adoption of sustainable and inclusive practices since 2016, Lisa has helped companies become certified B Corps, and she is Wisconsin’s only consultant to have completed multiple to 2023 and 2026 blab US and Canada.

    Trained consultants program. So Lisa, it’s so awesome to have you here and reading this. I’m delighted because we got to meet in person at the Champions Retreat in Milwaukee, Wisconsin earlier this year, and I took one of the side programs, which was the Green Home Tour at your house, and I was. Jazz, I was awestruck.

    I was so happy. So welcome and thank you so much. 

    Lisa Geason-Bauer: Oh, thank you, Kim. I’m so excited to be here and I’m so glad we got to meet in person at the Champions Retreat and at my home. It was. It was. It was very nice. It was nice to see B Corps people and get to show the things that we’ve done over the last almost 10 years at my homes.

    Kim Allchurch Flick: Absolutely. So 19 years in business too. What has been your journey and inspirations to this point? 

    Lisa Geason-Bauer: Okay, so literally September 15th, 20 2007. Evolution Marketing was founded in Wisconsin, and when I started the business, my entire mission was literally to demonstrate that a pul, professional service company could operate in a triple bottom line manner, meaning that we could run all of our decisions through the lens of impact on community.

    So that would be the social side. So that’s people. We could run our decisions through the lens of environmental stewardship. So making sure that all the decisions we make actually we’re best for the environment. And then lastly, that we could be economically viable. Over long term. And again, it’s worked because we’re not, here we are 19 years later still in business.

    And that we’ve been able to actually make a profit, but also besides making a profit, have an impact on our local community. So that’s why I started Evolution Marketing and on our services, as you’d read. Our sustainability consulting and then marketing communications for sustainability consulting. So we’re, we work in this really intersectional space of public policy, operations, sustainability, and communication.

    And so when I started, nobody was doing this in Wisconsin and there were very few firms, I think honestly in the United States that were doing this really. I’ve looked to companies in the EU that were doing things similar. Again, maybe not exactly like evolution marketing. So when I started, I’m like, let’s just prove that we can do this.

    ’cause again. This is 2007. This is before the great Recession. This is, I’m in Wisconsin, so a truly purple state in the Midwest. Maybe a little bit more fiscally conservative, maybe a little bit more socially conservative, but big time environmentalists. So I really entered the market space doing a lot of environmental communication environmental communication tied to compliance like sustainability, storytelling about environmental actions a business was doing.

    And we’ve evolved over time. Of course, there was always the environmental consulting piece. Sustainability consulting piece or ESG consulting piece, pick a phrase in my mind is holistically I think of systems, but that’s how I entered the world. And at our 10 year anniversary we realized, hey, we’ve been doing this.

    We spent the first 10 years of our business literally beta testing my mission, and we were able to do it, which is gives us where we are now. But I think people forget that in 2007 the world was so different. We had a horrible, and then when the great recession happened in 2008 businesses in Wisconsin, really from 2008, actually, the recession, Wisconsin was under recessionary terms from 2008 to 2018.

    We did not come outta the Great Recession until quarter two. Our end of quarter one, early quarter 2, 20 18. So for 10 years we were under recessionary economic terms in the state. And so think about trying to implement really innovative sustainability stuff where there was a price tag associated with it would, it was very challenging.

    So we’ve come a long way since then, but I think people forget a lot of this stuff was new and triple bottom line from a concept. It, it only came out in the late eighties, early nineties. So that concept has only been around about, mid, like 30, 30 plus years. So we’re still perfecting what does that look like in practice?

    And so that’s what I strive to do with Evolution Marketing is to actually beta test it and demonstrate that it is doable to operate in a triple bottom line manner and also be successful and create impact and help my community, 

    Kim Allchurch Flick: and you’re doing such a good job of it. And as you’re speaking, I’m thinking I’ve been in the social enterprise world through corporate life quite a bit, but then with my own company fewer years, but over 10 and just how many landmarks you’re mentioning the great recession of 2008, and then there was COVID and how, I think part of it is companies that create resilience do so because they still have belief.

    In the triple bottom line and managed to work their way through it, but also how many things are changing and we’re both B Corps consultants and know that this new standards has been a topic of the last three years that is coming to fruition and actually being activated now, and how it’s like a great leap forward.

    There are a lot of these things happening, but I love how you’re hearkening back to. To the past and using some words that still have meaning. So with that what is your worldview of your community and what are you seeing happen with, how are people in your community rising up? How are people waking up to this and how have you been changing along the way?

    Lisa Geason-Bauer: Okay. So I think when you say community, I have a lot of communities that I’m part of. So there’s the, our B Corp community, which, as I said, this is my 10th year of helping companies become B Corps. So I was doing that before I was even a B Corp myself. And way before there was ever the B Corp consultant training program.

    Again, because I’m a sustainability person, right? So it’s really exciting to see in 10 years. We’ve went from when we started Be Local Wisconsin. We started rumblings of it in 2007. We officially launched January 1st, 2008. But throughout 2007 we were building the foundation for Be Local Wisconsin.

    And at that point we had. Five, certified B, either there five or six certified B Corp of the state, and it might’ve been five. And then that note, like November, December of 2007, the sixth one came in. My company was the seventh. And so I was like, well, we started this thing called Be Local Wisconsin. I’m helping folks in the B Corp community.

    My company really needs to be a B Corp. And I honestly, I just didn’t have time to do my own application because I was busy helping my clients. In 2018, my, we did, one of my interns, my intern that year she was like, I wanna do that. I’m like, fantastic. So she did our B Corp application the first time.

    And so July, I don’t remember the date, but I wanna say it’s July 23rd. Sometime in mid July 2018, we became the seventh certified B Corp in Wisconsin. And then. That fall, we had done a half day workshop for, with the, the handful of us that were B Corps in Wisconsin, half day workshop, and we had 20 plus people in attendance.

    Almost every one of those co people represented a company. Those companies have all, now, I shouldn’t say all, the vast majority, I wanna say it’s like 90% of them have now become B Corps in Wisconsin. So we went from this, this small scatter, like a handful, right? Or a. Whatever, six or seven B Corps, six B Corps mine mc became a seventh handful, to now we have over 26 in Wisconsin and that’s, to me, I know we think 2018 is a long time ago, but it’s really not that long ago. And I think we, we saw a big in influx of B Corps second half of 20 18, 20 19, 20 20. So we’ve seen a bunch of growth in that space, which is amazing. And these are folks from all across the state.

    And so we’ve really built up our community. And what I love about our little be local Wisconsin, I say little because we’re a mighty small, mighty nonprofit. Half of my board are folks that used to be at B Corps in other states, and they lived in Wisconsin, but they work for B Corps remotely and now over, career changes, job changes.

    They’re no longer at B Corps, but they’re still involved with B local Wisconsin which is really nice because that shows their commitment and maybe some of them are working in government or in other really social impact or social justice aligned positions. So I think. When you think about it that way, because there’s only 26 of us, we’ve really helped to grow the movement in our state by having folks associated with the B Corp community move into other roles and other jobs, which has, I think, been super helpful because in a state like Wisconsin we truly are a purple state.

    I mean our ballots are split ticket. One person votes, they vote for a for president, and you vote B for secretary sorry, Senator. So two diff from two different parties. But that’s how a lot of wisconsinites think. So with that I think it was really important for us to grow our community.

    And then in Wisconsin, we happened to have, it was originally called the Wisconsin Sustainable Business Council. They’ve rebranded to be the Sustainable Business Council a couple years ago. But I was on their board for a really long time and actually. Be local, Wisconsin came out of that board and out of that organization because it was the people in Wisconsin doing sustainability and said, Hey, we’ve got enough folks now in the B Corps space to let’s form a B local.

    So for me, when I think of community, I’ve got my sustainable business community, that’s B Corp. It’s folks that used to be a B Corps, but now in government and other jobs that maybe they’re not at B Corp, but they’re like B Corp allies or B Corp supporters. And then we have our sustainable business community, which is huge and continue to grow.

    And so that’s. That community in my mind is not stopping. It’s moving forward. We have a conference every year for the Sustainable Business Council and we bring together every year we have folks from the B Corps community who speak. It’s just a really nice, like holistic space where anybody who is.

    In, in that bigger holistic sustainability bubble, they all come together, right? And we meet, we talk, we learn from one another. And it’s not that, it’s like we’re learning about things that aren’t related to B Corps. Everything is related to B Corps at the end of the day. And I think in all sincerity, everything B Corps is doing helps the sustainability community, right?

    So I just think sometimes we need a little translator. And so I end up being that translator a lot of the time. Hey, we’re doing this in the B Corps community. What can the regular sustainable business community use? So that community it’s like it’s my family, right? I’m surrounded by them, they’re wonderful.

    But I think everyone right now is having just a challenging time from a community perspective, right? And so I think we doing programming where we can really help and educate the folks within the B Corp space especially about all the changes under the new V two version tube, I think is really important.

    And so that’s actually the theme for Be Local Wisconsin for the next year and a half, is what can we do to help folks in our community? Educate them to help them be prepared so that they can have a successful experience going through the recertification. And I say this as I was the first company in the US and Canada to submit for recertification earlier this year, and I’m still working through Evolution Marketing’s application.

    So it’s a process. The new standards are a big pivot, but it’s not a bad pivot. It’s just different. And I’m really excited about the new pivot. It’s just, it takes time to be prepared. With everything you need, meaning the documentation. 

    Kim Allchurch Flick: Indeed and with anything change can for some be a struggle.

    It’s always different and yet it’s still moving forward. And because it’s somewhat unknown. Maybe that’s part of it. And I was wondering if you could speak to obstacles and challenges you’re seeing some of which you already brought up. And you also mentioned that some B Corps have perhaps chosen this change in the standard as a window to, not recertify, but what are you seeing as obstacles and challenges for some of the people you work with, including those allies and everyone else in the community?

    Lisa Geason-Bauer: I think, at least in Wisconsin. So this is probably maybe a more Wisconsin or maybe a more Purple State issue, but many companies right now are afraid to talk about the things that they’re doing that might be pro Jedi, which is justice, equity, diversity, inclusion. Pro de and I, or I like to say social sustainability because they’re worried about what an elected official might say.

    There’s been proposed legislation in Wisconsin that has not gotten traction, but that. Doesn’t help the things that I’m doing say to say it kindly, right? And so I think there is a sociopolitical shift happening in some places where things have become partisan that actually are not. So to me, environmental sustainability is not partisan.

    I believe everyone. Republican, Democrat, libertarian, green Party wants clean air, clean water, right? They want to make sure that we have natural habitats for fish. When you go fishing, you want to make sure the fish you’re eating are healthy, you want to have the ability to go hunting. All of these things are all connected together.

    You. And I think in some cases there’s this partisan divide that’s occurred that’s made environmental sustainability a partisan topic, which it should not be. To me, environmental stewardship is not partisan, and the work that I’m doing is at these intersectional spaces. So I work with folks from all different sociopolitical and ideological differences on a daily basis.

    And I think ’cause of that, I’m very consciously aware that words have meaning. And especially right now, certain words may have been co-opted or influencers or media organizations may have attached meetings or co-created a new meaning for words. And so what you say to somebody really matters. And I am in one of, one of the, the Reds counties in, in the United States in the, I’m in the, the three, three most conservative counties in the state of Wisconsin.

    And every day I interface with folks who are different than me. And so it’s really important for me at least, to meet people where they’re at. And I think this goes to the challenges, but yet also the opportunity because I have young people that come to me all the time who are getting degrees or finishing school or in their first job and they’re like, oh my gosh, I had this problem.

    I got into a fight with my uncle at Thanksgiving. You know, about carbon reporting or about some, some nuanced thing, and. I said what happened? The young people are like I yelled at them and I was like, okay, hold up. Yelling at your family members is probably not a good idea, instead, I’m like, you need to take a step back. You have to be more neutral. And so this ends up being a conversation I, I have. A lot, probably more so than I actually wanna admit, but I, this also ties into how do we as sustainability practitioners advance sustainability? How do we as B Corps consultants encourage businesses to become B Corp and to advance the programming and the strategies and actually implement and op the, operationalize the B Corp standard.

    So I think we all really need to. Maybe take a step back Sometimes from the emotional response we may have to words and specific words or phrases that people put out because at the end of the day, I truly believe there’s more that unites us. Then separates us. And I think it’s hard to think about that sometimes because of the, the partisan nature of everything.

    It’s like everything’s been coopted by partisanship, which is a real problem. So I think that’s a real challenge. But we also have an opportunity because many of the people I work with, come across from very different perspectives, and I’m not saying one is bad or one is good.

    I have no I work in the nonpartisan space, because of the work that I’m doing. Because at the end of the day, it’s really about how can I help your company to advance sustainability? Whether that’s addressing your workforce issue and challenges or helping you to address environmental stuff so that you’re ready for your next audit.

    It’s, to me, that’s holistic sustainability. So does that answer your question? I hope 

    Kim Allchurch Flick: it does, and it makes me reflect a lot as well. There’s I have a, a couple of clients that have also, they are also in more conservative states, and when they share their values upfront with a client, sometimes they’ll get pushback, like what one said.

    She was, she would say, well, you’re just trying to turn me into a Democrat by a potential climate client. And we talked about okay, what can you bring to the table that makes the connection? Maybe it isn’t sharing the value so hard or leading with it, but what’s the work you can do together? And find a way to build that bond.

    But it also makes me laugh in a way, because when I was in Wisconsin with you and you’re very well run Champions Retreat, there was someone from Georgia who was talking about being a B Corps and going into a space which was clearly, clearly very conservative. Red hats and shirts everywhere. But she said she was going through this massive store.

    And seeing B Corps products on the shelf as well. So at the same time, two things can be together at once, and it doesn’t have to be opposing and polarizing. But I love what you said about being the interpreter. And I think that’s where it matters is because polarization helps people make assumptions and stereotypes, and that is no good at all.

    But when it comes down to it, yes, we all want clean water. We want clean air, we want to f. Feed ourselves and others. We want to live a basically good life and support our families, and you’re so good at interpreting across those lines and hopefully making the lines dissipate a little bit over time. So I love what you said about that.

    And we see it as well. I do wanna give some grace to also the people that are afraid. To speak up or present what they feel because potential backlash, which could come out of nowhere. And I live in a small rural town where that has actually been happening and happen yet with it. I, I think, that still things can still move forward and do well that serves everyone in a nonpartisan fashion.

    So with that, what makes you optimistic and what new things are you working on? 

    Lisa Geason-Bauer: Okay. I will address that in a minute, but I wanna say what you’re experiencing in your rural town. I think that’s very real right now and I just wanna voice over that. That it’s real. And I do, I, I had, I strive to give myself and my clients grace each and every day because these are really challenging times that we’re living in.

    And one of the things I’m a sociologist by training, so one of the things that we do here or that I do, that my team at Evolution Marketing does, when those situations arise. And I literally, I advise people on this all the time. Find something, find a common ground about something. Like for example, I was on our regional workforce development board for 15 years.

    I stepped off of it last year, and usually in the room I was, for a long time I was the youngest person in the room. I was one of the few women in the room. So I represented a lot of different diversity buckets, for lack of a better way of saying it. And of course, with my business being a B Corp.

    Very different than this room filled full of manufacturers that were owned by men. And so we would go to the board meetings and it don’t get me wrong, like I was on the board for 15 years, so it evolved over time. But when I first joined the board, I would find things that I could talk to elected officials about that we all agreed on.

    So innovation was something that everyone agreed on, saving money. Taking your operations, so finding efficiencies in your business operations, especially in manufacturing. So it’s finding whatever the, whatever those little pieces are. The other thing, at least in Wisconsin, and I think this is probably pretty universal across the US and Canada, a living wage.

    I was on the workforce of all award for so many years, and living wage was not a conversation point. And I’d say the last four to five years, living wage has become very important across the board. Vast majority of people, everyone I know says we should have a living wage. I don’t know, many people who are disagreeing that folks should be paid a living wage.

    And so I think finding those little nuggets or those little items that there’s agreement on, and then working from there, because I, that’s the only way I, and that’s, to me, that’s sociology 101 find our commonality and then work from that commonality towards a solution. But you have to also be willing to give and take, and I think that’s the part that’s hard. We’re told right now it’s like my way or the highway. And it’s like in actuality everything’s a negotiation, right? And you know what? There may be things that somebody else knows that I don’t know. So being open to hearing these ideas, and I truly believe the more diverse people you have at a table, the better the solutions are going to be.

    I know that’s a little off, off topic, but I just think it’s important to talk about. 

    Kim Allchurch Flick: Absolutely off topic, but on and here we are in 2026, more than halfway through the year. It also reminds me of some of something the British did. They took people from very different walks of life, but they knew they were, would be polarized, and they put two people in the same room and they said, you can talk about anything you want, but politics.

    And they started talking about. They’re church, they’re grandkids, they’re do I love dogs? Do, what kind of flowers do you grow? What type of work do you like to do? What makes you laugh? What’s your favorite music? And it started really breaking down some barriers. And there’s a little bit of magic that happens when we give ourselves a chance to be able to do that.

    And one of the things I’ve been doing in our small little town is no matter where I go. I smile and say hi to everybody in the grocery store, in the gas station line, whatever it might be. I’m just gonna approach everything in that fashion. And who knows maybe I’ll get a smile back, maybe I won’t but at least just not try to enter into anything as it might be a conflict, but enter into everything as it might just be a moment of grace in passing.

    Lisa Geason-Bauer: That is lovely and I 110% agree. My response in any situation is to smile. And I know not everyone does that. Sometimes people will frown or you can read facial expressions, but I’ve been in enough meetings over the last 30 years of my career where. Things are being said, and like my face, if I did not smile, my face would portray how I really felt, right?

    And so that, and that’s not gonna be helpful if I’m trying to negotiate and or come up with a solution that works for everybody. And so I think responding in a positive manner, smiling is really important because at the end of the day, we’re all humans, right? We are all people, and I think sometimes we forget that because we get into the emotions of everything.

    It’s like we take your step back, we’re all human. We all, at the end of the day, wanna take care of our families. We wanna support those that we love. We all should have access. I believe we should all have access to, to clean air, clean water be the ability to support ourselves and be paid a living wage.

    So 

    Kim Allchurch Flick: Concurs. And so what does make you optimistic and what cool things are you working on? 

    Lisa Geason-Bauer: Yeah, so what I’m optimistic about is we are just, we’re launching today the Evolution Marketing 2025 Carbon Footprint and Operational Impact Report. And Kim will be sharing out a copy of it with with the podcast, which I’m very excited about.

    And this year, because again, we’re working through the new standards and we’re going through our, verification part of that. Right now with Two cert, we have a whole section dedicated to our climate action plan. Again, my business was started in 2007. My first climate action plan was done in 2008.

    So I took, and we’ve been working on it for years, and I think what gives me hope is that there’s always something to do. I think a lot of times folks are like, here’s a goal. Let’s meet the goal and then we’re done. And it’s like, no, that’s not the case. We’re 19 years in. I have new goals for this year.

    We’re taking actions every year. Now, are the goals different today than, than they were actually, I should say were the yearly goals different? Yes, but the overall, the arching goals in our climate action plan have been the same. Our climate action goals were high enough level that we could implement yearly, and part of that is understanding holistic sustainability, which I don’t know if everyone does.

    I was in grad school in the late nineties. I’ve been working in carbon space since the late nineties, so I’ve been doing this a really long time. So when I started Evolution Marketing, I really wanted to make sure that we, in b in everything we’re doing. Operating in a climate responsible, climate friendly, environmentally responsible, pick a word manner.

    And to me that was decarbonization. And so we’ve been taking decarbonization actions for years. However, we’re at the point where we’ve decarbonized to the point where we can’t do anything else. Let get a sip of my water.

    But instead, now we do education. So once you’ve done the actions, then you need to educate about those. And so what gives me hope is that I truly believe and we joined this program, it’s called the Department of Natural Resources, so Wisconsin’s, department of Natural Resources, green Tier Charter for Climate Action.

    We joined it last year. It was a new charter last new charter. I think they came out in 20 23, 20 20, 23 or 24. So they’re pretty new. We were the, I think, the sixth business to join Wisconsin, either fifth or sixth. So there, there aren’t that many of us, but. When we did that we go we agreed to go to quarterly meetings with folks that are part of this program throughout the state of Wisconsin.

    And at our last meeting, our state of Wisconsin climatologist released a new state of Wisconsin Climate Impact report saying basically, this is what, what’s going on with climate in Wisconsin. And I’m borrowing his phrase, that’s why I’m talking about this. He said, we’re at a point in time where it’s all hands on deck moment, everybody.

    Doesn’t matter the size of your business, doesn’t matter the size of your home, right? Like everybody needs to start taking actions. And so in one way, it’s horrible that we’re in a climate emergency, but in another way, we have so many more tools now that we could use to address it. We have businesses like mine who are doing climate education on a regular basis.

    There’s so many more resources now. So my hope for the future is that every single person listening to this podcast can take action. And if you like something that we’ve done in our Impact report, copy it. That’s why we put this out there. We really want to help elevate the conversation and let business people know that small businesses could take action too.

    ’cause I also think sometimes we expect big businesses to make, Microsoft, we’re gonna decarbonize back to 1975. That’s amazing that Microsoft is doing that. However, they’re a huge multinational company. We can’t expect Microsoft to solve all the problems. Or the fact that, I love Google and I’m using the Google office suites and that’s running on renewable energy.

    That’s awesome. But that’s just one choice. There’s so many other little things we can do each and every day. And I know you were at my home, so we went through, like we compost. It’s just an example. We removed the buckthorn, which is a invasive species in Wisconsin, you know, so we do a whole variety of.

    Things that all tie into decarbonization every year. And that’s how we operate. But then we also educate and share what we’re doing with others so that other people ’cause you don’t know what you don’t know. And the older I get the more I’m really convinced that there’s a lot of things that, that I don’t know either.

    So being open and being curious to hearing about what things we can do to help address this challenge, I think is important. And just knowing that we all can have an impact. We can’t, we don’t, it’s not. We don’t want to put all of our hopes and dreams on technology. We can’t tech our way out of the climate crisis, right?

    So what can we do? We can all be empowered to take action.

    Kim Allchurch Flick: We can’t tech our way out of the climate crisis. That what a beautiful quote. And it’s so important and there’s small things we can all do as individuals. The other thing, as you were speaking, I was reminding myself how I’ve been so excited about innovations some things that weren’t there 3, 5, 10 years ago 

    Lisa Geason-Bauer: Yeah.

    Kim Allchurch Flick: That we can now embrace and future innovations are coming. And there are incubators for tech innovators, like clean tech incubators like Virtue Lab, which is based in Seattle and Portland. So there’s things there that even if we don’t see them every day, just knowing they’re there can help us with a little bit of optimism.

    And you’ve done so much with your house almost completely taken it off the grid in many ways. 

    Lisa Geason-Bauer: I wish we 

    Kim Allchurch Flick: could 

    Lisa Geason-Bauer: it, it’s illegal to go off the grid. Yes. We, so even if we wanted to, we could not leave the grid because it is currently illegal in the state of Wisconsin. 

    Kim Allchurch Flick: Oh, okay. That pardon my misstep then, but it does make sense.

    But your energy usage is so low and giving somewhat back to the grid. And I live in a house with solar panels as well, where every power bill is in the negative because it’s also giving back somewhat.

    There’s things we can do. 

    Lisa Geason-Bauer: Yeah. I wish we, this is a point of contention that I have with the state of Wisconsin.

    I wish we could go off the grid. But yeah, the way we have invest, we have five investor owned utilities, and currently that is not, if you build a new home, you could potentially build it not, and not connected to the grid, but it has to be a new home. And it has to be, there’s a bunch of criterion that have to, it can’t be like in a subdivision.

    It has to be, in a rural farm field surrounded by nothing for miles, but there’s a system in place that’s, that controls me in Wisconsin. 

    Kim Allchurch Flick: Yeah, indeed. And the other thing is it means we, we can continue talking about this and make a step at a time.

    Sometimes we can’t do everything at once. Some adjustments, particularly in environment cost money, like buying solar panels is not inexpensive and yet there’s an upside to it. But there are other things. That we can do that leave us pretty even. Some examples in my house are I decided I’m anti plastic as much as I can possibly be, even though food is almost impossible to wholly do away with it.

    But cleaning supplies, I now am down to zero plastic packaging and zero plastic content in any cleaning supplies in the house, and I start spreading the word the cost of that has. It’s been pretty much parody. It hasn’t cost that much more. And another bonus I hadn’t thought of in the beginning was because some of these things are.

    Dry capsules that you mix with water. I got so much space back inside of my cabinets that it’s just remarkable. So there are things and I think the other thing that you’re really wise about, you and your husband and I think about more is. Sometimes we tend to stop at the first question, and I’m gonna give an example.

    I was at the Oregon Zoo one time, which has a lot of conservation and whatever people might think about zoos, and I’m one of them. But this particular one has a lot of conservation science and is doing things behind the public view that are very strong for the environment. But there were some volunteers out of probably high school age who were standing by an exhibit that said There’s renewable palm oil.

    And I said, oh, what do you mean by that? And I said Palm oil grows, so once it’s planted, it grows and you never have to plant it anymore. And I said, but I’m gonna tell you a story about someone I know who’s a friend who happened to, at one point in time, be the US Ambassador to Malaysia. And in Borneo, there has been so much deforestation for palm oil that is yes, now sustainable.

    It is still growing in producing fruit every year. But all those orangutans lost a tremendous amount of habitat and. When the helicopter took off outta the forest and flew over the palm oil, the heat inside the helicopter increased. So what’s the question behind the question? Is this palm oil sustainable?

    Yes. If a plant keeps growing, keeps producing, all it needs is maybe some water, sun. But what’s the downside? What was before that? What was taken away? And I think that’s one of the mindsets that it’s hard for us to grasp. We tend to stop, like recycling is really good because we’ve been trained that, 

    Lisa Geason-Bauer: yep.

    Kim Allchurch Flick: Recycling has some huge downsides per the New York Times article of February 14th, 2025 and others before that, the green fence that I studied at Portland State University. Gosh, that was 2013. We knew then that recycling was bad, that China was sending full containers back of our recycling back to us because they wouldn’t take it anymore.

    Yes, exactly. So how do we reshape our questions and try to unpeel the onion a little more and ask the question behind that, that first point? Because. A lot of people would stop and say, oh yeah, recyclable palm oil. I feel better about that. I know that are renewable. So I think we’re. Framing that a lot has been done.

    We’re excited about where we are. We’re excited about innovations, but we can still challenge ourselves to keep thinking more and asking questions and saying, okay, this is good where we are at this point. What more can we do and what can we press against a little bit to challenge and say, yeah, but is it as good as we’re being told?

    What do you think about issues like that? 

    Lisa Geason-Bauer: I think you’re right and I wanna take it a step further and say. Again, I’m a sustainability person through and through, right? I’m a sociologist who worked in I’m a rural and environmental sociologist, so like that’s my classical training.

    So for, so me, for me, I’ve always watched people and watched companies and watched how things happen. And to your point, okay, what does responsible palm oil mean? How is it different than sustainable palm oil? And what third party certifications exist now? And I think. We’ve come so far from the late nineties when I was in grad school till now about factoring out or digging into, I call it, doing a deep dive right into these topics.

    And people are learning so much more. And I think taking, bringing the regenerative mindset is also really important. But also I think at the end of the day, we have to move away from this take, make, and consume model to. Do we do? First of all, do we even really need this? And if we really do need this, how can we do that?

    And I’m gonna use the word responsible because people define things differently, but for me, responsible is gonna be both socially and environmentally responsible. Okay? So should we be buying in the middle of summer tomatoes grown in a different state? Not state, a different country. In the United States.

    If we can grow our own tomatoes here, should we not be buying our tomatoes locally? And I remember being at a, a food ag conference, literally, I think it was like 2000, it was either 1999 or 2000 and Michigan State University. And the keynote speaker talked about apples and he said, I went to the, this was in the fall time, and he is like, I went, I think it was 2000 this happened.

    He went to, I went to the, the local co-op and he’s like, I looked at all the apples. There was only one, one set of apples that were local to Michigan. So fall and Michigan, there’s lots of apples, but they weren’t at the co-op. The apples were from Oregon, they were from Washington, they were from the West coast.

    So those, the food miles for all those apples. And so like that. Got me thinking about, okay. And I grew, and now I grew up on a dairy farm. So a lot of our food was local. Like we raised our food, we ate our food, we ate our animals, we drank our cow’s milk, we had our butter. All of that was from our cows.

    But I think a lot of people just go to the grocery store and they just, they want something, they get it. I remember being a kid. Avocados, were not at the grocery store in the wintertime, avocados and, I don’t know, I actually don’t know when avocados started showing up at the grocery store. But I was, I, from what I can remember, it was the nineties, like probably late nineties.

    I remember seeing avocados at the grocery store, unless you were in Hawaii or, ’cause trust me, like I’ve gotten lots of avocados awesome. In Hawaii or California or places where avocados go. But I think we’ve moved away from this seasonal diet, just as an example. And I think now, as we look towards the future, if.

    If we are, ’cause all the prices are going up. And my mother-in-law was really concerned about prices this fall for food because so much of the food that she buys at the grocery store is trucked in.

    An organic farmland surrounds us. It’s lovely. So I said to my mother-in-law, , well, you could go shopping at the Farmer’s market stores.

    And she’s like, yeah, but they’re only open Lisa from whatever, nine to five. And she started kinda giving me, like, pushing back and they don’t always have what I want. And I’m like. Yes. They won’t always have what you want, and you’re going to have to make the effort to go when they’re open.

    I get that you could go to the grocery store at any time of the day or night. Grocery stores are open 24 hours now. But I’m like, at the end of the day you’re also like, you don’t always need to have tomatoes. Don’t get me wrong. I love tomatoes. I love avocados, but I also realize I don’t buy tomatoes in the middle of winter unless I’m getting them at a farmer’s market where I know they were grown hydroponically by a farmer.

    Now I understand there’s a level of I have that privilege, right? And I know that there are people that don’t have that privilege, but I just think the more local we can eat as an example, that helps all of us. So then I can manage my pricing because I know, but I also need to realize that maybe in fall I’m eating different things and I ate in spring.

    And I think sometimes we want what we want, what we want it, and we don’t realize that there’s a cost to that. Not just a physical cost, but like a, like an environmental cost. And so to your point I mean I’m trying to use this as a good example, but I think people have started to really rethink food and food systems.

    I’m not saying it’s perfect. I’m not saying we’re done, but like I’ve been part of the farmer’s market food scene for over. 30 years now. A really long time and I know that we, during the great recession, more and more people across the United States went to farmer’s markets. More and more farmer’s markets opened in Wisconsin.

    Like I literally started a winter farmer’s market and then all these winter farmer’s markets started showing up all winter long during the Great Recession because people wanted to support farmers, but also help. Buy produce into the middle of winter. So you could buy 20 onions for, I don’t know, five bucks.

    I’m making up a number right now. But you could buy a lot of things at the farmer’s market that were gonna be cheaper, but you just had to know how to process it. I remember buying like bags of carrots and we made carrot cake, carrot muffins, we did all these different carrot things you know what I’m saying?

    So it’s like you have to understand how to process it and have the ability to do that, but. When we have less things and we, when we, when the price of things goes up, that I think encourages people to start to think about it. To do your point, ask these questions. What things can we do? That can change that, and I think growing up on a farm like I was taught, never waste anything. You only buy something if you’re, if you actually need it. Not because you want it, though. I do enjoy jewelry. That’s one of those things that it’s just. It’s an individual thing. My husband’s like, you don’t need any of that.

    He’s like, you just want that. I was like we can debate that. The point at the end of the day is, I’m not saying don’t treat yourself, but I think if we all start to look at our daily habits and the things we’re doing, there’s probably many things that each of us could do to live more sustainably or responsibly.

    And then the last thing I’m gonna say is, have you heard of bees wax paper? Oh my God. I love. I’m obsessed. I all of the presents, I do a lot of baking, so I gave vegan baking to all of our friends and clients. Last year for Christmas or for the holiday season, they all got it. It’d be bees wax, wax paper, and they all got their own set of bees wax paper with it so that they could start taking plastic out of their homes.

    Kim Allchurch Flick: I love that. There’s so much we could talk about. I think there’s a webinar in our future, you and I, about all the, the things that can add up by what seemed like small but mighty changes that we can make getting rid of plastic is a big one. And you’re also making me think of historically what did people do?

    They took their fresh produce and they preserved it. 

    Lisa Geason-Bauer: Yep. 

    Kim Allchurch Flick: Canned, and that’s where canning and freezing and in all, in some countries they pack things in salt, like fish and Yep, yep. There, there are ways to do it and, but also supporting local because I do think that a lot of us forget about what transportation costs are, and they’re not just monetary costs, they’re climate costs as well, 

    Lisa Geason-Bauer: discussion.

    Kim Allchurch Flick: So I do appreciate all these points you brought up. 

    Lisa Geason-Bauer: One, just with the transportation right now, the costs are going up because the fuel is went up. Right? 

    Kim Allchurch Flick: Fuel. Yeah. 

    Lisa Geason-Bauer: So my mother-in-law, she was really upset and concerned. She’s like, I don’t know how people, and she’s on a fixed income, she lives in a retirement home.

    She’s like, I don’t know how people are gonna be able to afford their groceries. And I was very nice when I said, there are winter farmer’s markets. There are things you can do. It may be inconvenient, but I think sometimes that inconvenience is probably gonna also be better for your health in the long run too.

    But people just, they don’t know what they don’t know. And so my mother-in-law’s awesome. And she means, well, she just, it’s from a generation that ha was, it had so many things like I can’t imagine. Growing up in the sixties and, and then looking at what we have in the two thousands, right?

    The fact that you could get any type of food you want any time of the day, it just it’s amazing, right? We have food from around the world in our grocery stores. And my mother-in-law loves to cook, so she loves exotic things, and I’m just like maybe tone that back a little bit, 

    Kim Allchurch Flick: yeah, indeed. Or get some exotic seeds and grow some under a, a light in the basement or something. There’s fun things we can do. 

    Lisa Geason-Bauer: Yes, exactly. She does not grow. She I literally, I’m growing organic lettuce for her and she’s like, oh my God, I want lettuce, Lisa. Because she’s, she does not grow. But that’s, we all, we each have our own thing.

    But the point, I just think we have to have these conversations though.

    Kim Allchurch Flick: Yes. And I loved what you said is responsible, what, thinking about what are things we can do responsibly that is a, and around a couple of layers of it. But there, there’s a future discussion here and I think it’s super important and ongoing.

    And also for everyone, everything will be in the show notes as well. There’s a lot of links that Lisa’s providing. Is there anything else you’d like to add before the final question? 

    Lisa Geason-Bauer: I think you should talk about the Malarkey River real quick because I think people need to know that. We have an Eco Home page on the Evolution Marketing website that’s in English and Spanish, and we showcased that page when we had our tour, the Eco Home Tour.

    But tell everybody your story, Kim, about what you learned and then what you did with the Malarkey RevX. I think this is just amazing. 

    Kim Allchurch Flick: Here we go. Because I was at your home tour standing outside as you were discussing with that group of people, all the energy efficiencies you’d added to your beautiful home.

    And one of them was these roof tiles, and you talked in detail about the roof tiles and how they actually reflect instead of pull heat in. And I know in older homes, if you’ve ever been in an attic in the summer, it’s in uninhabitable. And how that. This particular roof tile actually helped reflect that back out, but also that you said that, and these roof tiles were made in Oregon and two of us were standing there in Wisconsin saying, that’s an Oregon company.

    This is fantastic. And while my primary work is being a consultant in the same space in Oregon and Washington. I’m also a licensed real estate agent and we were selling, getting our house ready to sell in Beaverton, Oregon. It needed a new roof, so guess where I went for the new roof. Went over very well with the buyers and also two houses that I’m representing now have malarkey roofs on them as well.

    And it’s a very good company that. It has a lot of values driven I things baked into their charter and also my, our solar panels are from Oregon and they’re also from a benefit corporations for good benefit company. So that there are ways to do things that are really super, so it’s sometimes it’s asking the question, I need a new roof.

    What are some options? That are really good for the environment as well, and the good part is the price point was really no different than standard options, so I thank you for that, Lisa, because I didn’t know about a company in my backyard until I went to Wisconsin and saw it on your house. 

    Lisa Geason-Bauer: But you know what, that’s okay because what I did my research, and I think I drove my husband a little crazy before we put our new roof on, and I did all of this research and this was back in 2021, and I came down to it and I was like, okay, I want the malarkey roof.

    And so our roofer company was like, oh, okay, Lisa, they’re out of Oregon, so you’re gonna have to pay. A fee to get it shipped here. And I was like what’s the fee? And he’s like it’s $5,000. And I looked at him and he said, but you know what? Let’s, we’ll do Hals these, if you pay 2,500 for shipping, we’ll pick up the other 2,500.

    And I said, done. So like at the end of the day, yes, I paid a little bit more, but again, this is 2021. So I think the prices have probably come down since then, but. Well worth it because not only does it reflect the sun, it also pulls water out of the air and pulls well, actually pulls smog outta the air and makes, turns it into water, and it’s made with recycled materials.

    So O-M-G-I-I should just go work for malarkey because I’m so obsessed with our roof. But the reality is. There really are some cool companies, to your point about innovation and sometimes we just don’t know because these are newer companies, they have newer product lines, right? So it’s incumbent upon us to do our due diligence.

    But I think it’s hard because there’s so much going on in the world right now that we don’t maybe have the time. So I, that’s the other thing is I would just encourage people, if you have a big decision to make, take some time. Do some research, look into it, talk to people. ’cause that’s how my dad did it, 30 years ago or whatever, a long time ago.

    That’s how my dad and my grandpa did things, is they would talk to people. They were always asking, oh, we have to do this on the farm. Well, what have you done on your farm? And I didn’t ever fully understand that at, but now we, at, on our fingertips, we can ask Google and we, there’s so much more that we can find today where back in the day we didn’t have to, but I think.

    Reaching out to folks in our community is so priceless because let’s learn from each other. I don’t need to reinvent the wheel. So I think that’s a, something that maybe like a, a drawback or throwback to the way things used to be. 

    Kim Allchurch Flick: Indeed, a little bit of research can go a long way and some good keywords, and we have for some that are certified.

    B Labs directory. Or other places, other ways to search too. But keywords like eco-friendly. There’s so many ways to run a search and try and hone it down just a, a little bit and also and. Certainly try and keep it local, but this is an example of where the options weren’t available. So maybe more and more will happen.

    But I think you and I are both so encouraged by innovations and taking advantage of them as well. So for the last question, this is, if you could have dinner with one to three additional people living or deceased, who would they be and why? 

    Lisa Geason-Bauer: So I was just talking about my dad. So my father, my grandmother, and my grandfather are all deceased.

    My grandpa and grandma died on my dad’s side of the family over 30 years ago. My dad passed away 11 years ago. So I would have dinner with all of them and I would actually talk about what we what my company does, and how the world has changed. Because I keep thinking back to, I grew up on a dairy farm.

    My grandfather was born on the family farm. He died on the family farm. My dad was born on the family farm. He died on a piece of land next to the family farm, which was his home. That’s not gonna be my future. I am. I the, where I was, the home I lived in my whole life as a kid, that’s not the home I’m gonna pass away in.

    And just these shifts that have happened in familial like agricultural families where you have a piece of land. ’cause our family farm is 110 years old, and so like I would love to talk with my grandparents and my father about just. My father, not as much as my grandparents, just ’cause my grandparents had been gone so much longer, but how the world has changed and.

    Most people today aren’t born in the same home that they’re gonna pass away in. And most people don’t have that relationship with the land. And so I think land stewardship is so important to me. So I would love to talk with them about that and just see their take on the things one that I’d also love to like.

    Okay. We’ve done these things in my house. We’ve done these things in my yard. What other things could we do? Because growing up on a dairy farm, we did a lot of things that one might say. How do I say it the right way? Were environmentally responsible farming practices, but they also were things that just made sense and it was the way farming used to be done.

    50, 70, 80 years ago, you planted cover crops. You wanted to make sure that in the middle of winter there was something growing so the soil didn’t road. Because we live in Wisconsin and we have snow, and snow comes down and then snow melts, right? So erosion’s always been an issue here, however. More mainstream farms or bigger production, ag farms change their farm management practices to do things that maybe weren’t as environmentally responsible, that then the short term produced results.

    But at the end of the day, there were long-term ecological repercussions, right? And how does what I learned as a kid and what our farm did, and all of us kids working on the farm, how does that then translate to what I’m doing today? I’m striving to use that same mindset, of like a addressing, not per se I don’t have cover crops because I don’t have that big of a spot of land to have cover crops.

    But I have trees and I’m taking care of my trees and I’m planting things with the trees and and just trying to. Make good decisions. And so I would love, I think, to talk to my grandparents about that because they lived through the recession and as a child, like we had a cellar, and then the, the cellar were jars of, everything was tanned, or it was pickled.

    And then we started freezing things. I remember we got the chest freezer, I don’t know, maybe I was seven, five or six. They got this chest freezer and it was this big deal because then the meat went to the chest freezer, and so just all of these things that. To me we’re like huge technological changes, but have actually revolutionized how we eat, how we feed ourselves, how we take care of ourselves, right?

    And to see, and then the sustainability space. ’cause my grandpa would always be like do you really need that? I said this earlier, do you actually need that? No, I want that. You don’t need it, Lisa. That’s fine. Don’t worry about that. You don’t, you only worry about what your needs are.

    And I think if all of us as a society, maybe we’re less consumer driven, consumer product driven, I, I think that would make the world a better place and maybe help to address some of the plastic problem and. Other overproduction problem that we have. 

    Kim Allchurch Flick: Oh, indeed. What a beautiful table. I am so appreciative.

    I think there’s future conversations and let’s talk about that. Everyone, thank you so much for being here, listening. This is really special. This conversation is going to continue and we hope that you’ve all picked up something. Show notes are there for you. And this is Kim Allchurch Flick signing off with the Mighty Measure Podcast.

    Wishing you a wonderful day. Thank you all very much. Bye-bye. 

    This Episode’s Guest: Lisa Geason-Bauer

    Lisa Geason-Bauer's headshot. She's smiling and looking at the camera with glasses on, standing outside with trees in the background

    Lisa is a sustainability, ESG practitioner and has been helping companies tell their impact stories for almost two decades.  As a consultant she has worked on projects in supply chain sustainability (i.e. product transparency), social sustainability (i.e. workforce engagement, culture and DEI), renewable energy, energy efficiency and the green building space.  Lisa is a co-founder of  B Local Wisconsin  and current co-President.  B Local Wisconsin’s nonprofit mission is to connect, support, and educate Wisconsin businesses on how to drive positive community impact through adoption of sustainable and inclusive practices.  Since 2016, Lisa has helped companies become Certified B Corps and she is Wisconsin’s only consultant to have completed multiple (2023 and 2026) B Lab US & Canada Trained B Consultants Programs.

  • Language Access, Impact Measurement, and B Corp V2 with Jeffrey D. Stewart of Enharmonic Encounters

    Language Access, Impact Measurement, and B Corp V2 with Jeffrey D. Stewart of Enharmonic Encounters

    Jeffrey D. Stewart, founder and executive director of Enharmonic Encounters, joins Kim Allchurch Flick. Enharmonic Encounters helps companies measure impact and amplifies non-English speaking stakeholders through language access.

    Stewart describes becoming the first company in the United States to certify under B Lab’s new standards (V2) and explains the need for real case studies to show compliance is possible across company sizes.

    He traces his path from a Fulbright experience in Brazil to working at B Lab as a Portuguese-speaking analyst certifying over 100 companies, then launching a translation practice combined with B certification consulting.

    They discuss global versus local impacts, the growing need for language access amid B Lab’s global consolidation, and key V2 updates including required climate action planning, continuous improvement mechanisms, equity integrated across standards, and higher-level governance buy-in, as well as early challenges setting qualitative climate SMART goals.

    Listen Now

    Time Stamps

    00:00 Welcome and Intro

    01:15 First on New Standards

    02:50 Fulbright to B Lab

    06:35 Founding Enharmonic

    11:20 Community at Crossroads

    19:38 Local Meets Global

    28:42 Climate and Improvement

    35:55 Purpose and Governance

    41:05 Obstacles and Optimism

    48:09 Stories and Next Wave

    50:13 How to Connect

    53:14 Dinner Question Finale

    56:21 Closing Thanks

    Kim Allchurch Flick: Hello everyone. Welcome to the Mighty Measure podcast. This is Kim Allchurch Flick and I am so delighted today to have someone who I met at the Champions Retreat in 2026. Jeffrey Stewart, who is the founder and executive director of Enharmonic Encounters, one of the coolest names I’ve ever heard, dedicated to helping companies measure their impact and amplifying the voices of non-English speaking stakeholders through language access.

    As an expert consultant on the B certification process, placing Enharmonic encounters at the helm of the world’s largest. Third party verified socially responsible business movement as the first company in the United States to certify on B Lab’s new standards, otherwise known as V two. Jeffrey is uniquely positioned to guide companies on their B certification journey, ensuring that companies values shine to the fullest extent.

    Today we’re gonna talk about trailblazing on B Lab’s new standards, and there’ll be a lot of takeaways and good discussions here. Welcome, Jeffrey. It’s so good to see you again. 

    Jeffery D. Stewart: Thank you, Kim. I really appreciate the invitation. 

    Kim Allchurch Flick: Yes. First of all, congratulations being the first. You are truly a trailblazer and I believe that you and I as other be certified or be meg, be trained consultants.

    I’ve been learning about the new standards and giving feedback on the new standards for a while, but to actually embed in them and complete, that’s a first, so congratulations. 

    Jeffery D. Stewart: Thank you very much. This achievement means everything to us, and you’re exactly right that for quite some time now, we’ve been speaking about the new standards we’ve.

    Been doing our best to study and prepare ourselves for compliance. What we ultimately needed was to begin seeing examples, real examples of companies implementing the requirements, verifying what works and what maybe doesn’t work. And we really needed to see how companies were approaching the requi, the requirements.

    I’m glad that at N Harmonic Encounters, we were able to set an example for our ecosystem and show that compliance is indeed possible for any size company and for any, well, almost any industry. 

    Kim Allchurch Flick: I concur. Let’s go back to your story a bit and what led you to this, and a lot of listeners may not even know what B Corps is at this point, but what has been your journey and inspirations that brought you to this point?

    Jeffery D. Stewart: Really, everything began for me with the Fulbright grant that I originally applied for back at the end of college. I applied for that grant in Jordan. At that point in time, and still today, I was very serious about studying Arabic and I wanted to put those skills on the ground in a real environment. I then applied for a Fulbright grant coming toward the end of college, and ultimately Brazil gave me a chance instead of Jordan, since the program is very prestigious.

    I decided to go to Brazil and learn Portuguese, which at the beginning was not part of my plan at all. I was so focused on taking Arabic to the next level. I had never considered Brazil Brazilian culture or the Portuguese language before. Then as it happened, that Fulbright experience changed my entire trajectory.

    That when I came home, I knew that I wanted to have my own practice in translation. One of the biggest things that the Fulbright did for me in Brazil was that they gave me experiences and real opportunities to leverage my language skills in the work I was doing in Brazil, in federal universities. I then saw that.

    The, the language profession was something very serious for me and I wanted to take it forward. When I got home, I then understood that eventually I would have my own practice, but I needed to get started in my professional career some other way. I wasn’t going to be able to have my own company and start making all this money right away.

    I decided that I would need to pursue a normal employment kind of experience first, that pursuit led me to B Lab as it happened. At that point in time. B Lab was searching specifically for Portuguese speaking individuals to serve as analysts for companies pursuing B certification. I knew nothing about.

    B certification. Nothing about sustainability really. My college studies were in music performance, but I did have the language skills that B Lab was seeking. So that’s how I found myself entering into this ecosystem of certified B Corporations through the year and a half that I worked as an analyst at B Lab, I personally certified over.

    100 companies, of course in Brazil, throughout South America, really all over the world. That showed me how it looks for businesses to run their operations in a different way, in a way that prioritizes people and planet over profit as it happened that could, that was the best thing that could have happened, because I originally had.

    An idea of what I would wanna do. And now through the experience working as an analyst, I had a much clearer image of how I would run my own company. Those two things were pivotal in those early days. And then when I departed from the analyst position at B Lab, a third element came into play that was.

    The experience gained as an analyst would be very beneficial for companies because as we know, the certification journey is sometimes long and complex. Companies often benefit greatly from working with someone who understands the in and outs of the process, knows what to expect from analysts, from the audit, and can guide companies accordingly.

    I then understood. Not only would I have a company based around translation, but we could also add this very niche consulting service to guide companies on their B certification journey. That’s what led me to found N Harmonic Encounters, which the name by the way is giving or paying homage to. My studies in college in music performance and harmonic is a music theory term to signal that when you have in sheet music two notes that look different on paper, yet they sound the same to the ear.

    That’s kind of where I was going in terms of aligning different voices or different viewpoints to be on one accord and I’ve. Been threading the needle in that where whatever industry or whatever company that comes to the B certification journey or whatever stakeholder that needs to engage in crucial conversations on people and planet, whether they be a Portuguese speaking individual, Arabic speaking individual, or English speaking individual, or even any other language that.

    Through our partnership, we are able to align all of those different linguistic backgrounds or all of those different business perspectives to be on one accord that is very powerful today and relevant to the new standards for B certification in that we’re making a larger push than ever toward collective action.

    That is to put all of our voices and all of our efforts together and to leverage them to be a much stronger force than any of us could have been individually. 

    Kim Allchurch Flick: That is so fascinating and what a beautiful gift you’re bringing to people and that is that of language and translation. And while you were talking, I was thinking back on all the opportunities I’ve had to perhaps learn a language to fluency and I have studied some and yet have fallen way short of the mark of really being able to communicate.

    Any other language I stumble upon and I really admire that you did that. And also this story of serendipity where going from Jordan to Brazil, totally different continents, perhaps even different hemispheres, and yet it was, ended up being a gift because it led you into the B Lab community where Jordan May not have who knows what that we can’t know what the other path might have been, but what an incredible story 

    Jeffery D. Stewart: Indeed.

    I often look back on it today, and you’re absolutely right that it’s impossible to predict how things could have been otherwise. Although what we often say is that hindsight is 2020. That, that particular decision the decision for Fulbright to give me a chance in Brazil instead of Jordan, that changed everything both in my life and for my family.

    Brazil has become very personal in my life, and now it’s a permanent part of my life. I was blessed to meet my wife in Brazil. Today, my in-laws, a whole new part of my family is in Brazil, and we go regularly and it of course informs the, the never ending journey of learning of the language and culture that plays a direct role in the type of language access that we provide at end Harmonic encounters.

    Kim Allchurch Flick: Absolutely. And it leads me to my next question. What do you see in your community and how is the community that you see solving it, solving problems that are of life experience, but also what is, what are you seeing as solutions? But I also wanna add that there’s. More than one community for you, there’s the Brazil community and the US community and your local community and more global.

    How does that feel for you and how do you think about issues in Brazil? Issues in the us Not necessarily as competition or contrast, but in their own worth. What is true for the people in Brazil and what you see there and what is true for the people in your local community in the US and how does in, Enharmonic encounters be a part of finding solutions and working with those communities?

    Jeffery D. Stewart: I’ve often seen myself and have identified in many ways in our. Global ecosystem of certified B corporations. I mentioned earlier that my start was as an analyst at B Lab. Since then, I’ve really grown and expanded how I’ve served this ecosystem, both in the United States and both in Brazil and on a larger global context as we know.

    B Lab as an entity is moving toward a global consolidation, whereas in the past it has been or focused on different regions. For example, United States and Canada has been one. There are various Sistema Bay presences, for example, Sistema Bay in Brazil, or Sistema Bay. Mexico and others. I’ve seen that our community, particularly now, is at a crossroads where the update in the standards has been implemented as a way to meet the current challenges that people and planet are facing.

    One of the biggest concerns with this update is. How companies will remain compliant and how they will rise to the occasion. And so what we’ve done in pursuing the certification on the new standards and being the first company to do so in the United States is begin to give our ecosystem a clear image of how it looks to meet the new standards, ultimately seeing others.

    Complete something that we are ourselves are pursuing, I believe, gives us a higher sense of confidence. It gives us more encouragement and really sets a path that we ourselves may consider adopting in some way. Of course, that’s going to look different in the case of every company, and the magic of this transformation is that gradually we will see different.

    Ways that companies spotlight their form of meeting the new requirements. Ultimately we need to see some real case studies and that was part of the biggest motivation for us, that End Harmonic encounters when we took that step. We want to do everything possible to, of course, build our credibility among stakeholders in our ecosystem, but also serve.

    As a resource to communicate to companies that in making this transition, companies are not alone in embarking on this journey, and from our part at an Harmonic Encounters, we’re here to serve in any way we can. That was one of the major points for us in how we identify and what we’re seeing in our community.

    There’s also another element. That element is really how we’ve been working to embed our language access arm at end, harmonic encounters with the global consolidation of B Lab. Ultimately, that’s going to mean a higher need for language access. That’s really what we’ve been seeing more and more in our community in September last year.

    Right before COP 30, which was held in Brazil, I had the privilege of attending the equivalent of Champions Retreat in South America is what is called, that is the, the premier platform in South America for, for everything B Lab related. Last year in Quent MAs Bay was held in Brazil, and it was my first time attending this conference.

    It switches countries every year and it’s on a biannual basis. The, the previous one they had was in Mexico. This current one, or this most recent one was in Brazil. That really did something for me in showing me and showing our team at end Harmonic encounters how we’re able to. Step up even more for our ecosystem.

    We’re not just about being one dimensional in how we show up and serve our community. We see that everything that we’re doing and every part of the expertise we have is applicable to our community, and we are fully dedicated to pouring everything we have into it in Entro MAs Bay in Brazil. Was a coming together of the entire continent of South America.

    Not only were there Brazilian companies, there were also Mexican companies, Colombian companies, Argentinian companies and stakeholders present. You can imagine the kind of linguistic celebration and cultural celebration that that was. That’s not something that we see to the same degree. In the United States or at Champions Retreat.

    And so what we’re looking to do moving forward is to leverage our linguistic expertise, our language access services, to once again be at the helm of driving this ecosystem forward. And we believe that we are uniquely positioned to do so on the basis of yes, our. Consulting work. Were deeply embedded in the standards and the jargon of this ecosystem.

    But then when you combine it with the lifelong journey, that is language learning and a never ending pursuit, I often compare it with the work of professional athletes that even when. An athlete arrived to the NBA to the NFL to is even on the World Cup platform. Those athletes do not stop training and refining their craft.

    That’s language learning, that is the provision of live interpreting services. We’re saying that we are uniquely positioned in a multitude of fashions to see our ecosystem. To make our for people and plan it and pushing it forward. 

    Kim Allchurch Flick: Wow. I’m gonna share an observation as well because BB Lab and a lot of social enterprise talks about how it’s important to think local and you have grown up and done many things overseas.

    I myself grew up overseas, mostly in, in Europe, was exposed to different languages, and then later in life I got an international master’s and have been part of the Global Trade Center in, in. The Oregon area and the way I see local is important, and yet there are chemicals internationally all the time everywhere, and it can be through a supply chain.

    For instance, one thing I learned one of my first B Corps journeys with another company was helping a winery very, very local. The grapes are on site, making the wine on site, and yet the corks and the barrels. Come from overseas. And so an international component. I see even in some service companies or growing companies sometimes.

    Sometimes the international connection is through who they employ. How the diversity comes in is someone an immigrant who is part of the employment as well. So local can mean something. But listening to you speak, it seems if we keep ourselves in a bubble that is defined by whatever individual might think what local means, we’re losing the beauty of that.

    That emphasis that the world is connected. And I also really appreciate what Rebecca Dre has done as being part of creating the purchasing with purpose movement, which is how to think about connecting. Across all sorts of networks to think about how do we purchase together, work with each other, network, work with each other for purpose.

    And it goes across a lot of local lines and you’re bringing up so much with the language piece, which makes you as, a B certified consultant or B train consultant, as am I, an and a growing number of people, that there’s this uniqueness to you that I’m really so happy to talk about today because it’s fascinating, it’s important, and I was wondering if you could address that a little bit before we dive into what.

    What V 2.1 looked like when you were deep in it? I, myself am in V 2.1, not even close to being finished with it yet. And and we’ve both been, trained in it and working with it and giving feedback on it. But before that I was just wondering if you could speak to that international and local.

    Local piece that I brought up because listening to you really inspired me to think that it is important to see the global impacts that we all have or the global influences. Even though focusing on local is remains important. 

    Jeffery D. Stewart: That’s correct. I believe that with the new version of the standards, we are of course encouraged to consider local in various ways.

    We’re also encouraged to look at the supply chain in general, and in fact, encouraged to be more deliberate about our relationships with suppliers and how those suppliers even treat their own team members. When we look at the, our global ecosystem in general, the majority. Of certified B corporations are located outside of the United States.

    According to my most recent numbers, there are about 1,800 companies, certified companies in the United States. I believe there were upwards of 3000 or so when you consider the United States and Canada. Then our global ecosystem is over 10,000 Now, I believe there’s something to be said about the, the collective power that we have when we look beyond the United States.

    There are plenty of case studies and plenty of examples of how companies are prioritizing people and planet that. We would benefit greatly from considering. Oftentimes, I feel that those stories don’t reach us either because of distance, oftentimes because of language barriers. One of the main pieces that we’re emphasizing, which we found in ourselves over our journey toward.

    Version two of the standards is that many of the voices, narratives, and solutions that are crucial in facing the challenges in front of people in planet today are with stakeholders, non-English speaking stakeholders. Those voices, narratives, and solutions need to be brought to the fore, and they need to be made accessible to the rest of the world.

    We believe that. That’s going to play a very crucial role in taking us to where we want to go in this ecosystem to creating a world that is more just more inclusive and an economy that is more regenerative that has to go well beyond the borders of the United States. And so through the new standards.

    Through the collective, the, the direction more toward a collective voice that we’re now emphasizing through these new standards. We believe that both local and global need to be part of the conversation. 

    Kim Allchurch Flick: Yes. And it reminds me of a friend of mine who is a professor at a variety of places, including in Paris and Berkeley and Portland State wrote a book called.

    Brand global, adapt local, and it isn’t necessarily B Corp focus, but the gentleness and the concern about how different cultures may not interpret something a company is trying to say. If it’s too broad and if the same message is going everywhere, it will mean different things. So to think about.

    Adapting local means taking a look at it. And when I, sometimes I teach a little bit at Portland State and small business development center, and one thing I teach is marketing and branding and we look at branding failures and there are some, and most of them are cultural, that the companies didn’t do enough research to find out how a culture will interpret what they’re trying to say.

    So it’s really a fascinating topic and I think that you also bring that expertise as well about what it means to reach out and communicate with someone somewhere else and be able to adapt language that suits their needs instead of assuming that our message will mean something. Because sometimes it can really, there’s some funny ones, but there are some, some crisis ones as well, and to.

    To know that is meaningful.

    Jeffery D. Stewart: Indeed, it is very meaningful and I’m so glad that it’s a topic that we can move toward having more and more and to make more commonplace. I maybe because it’s in my nature now, or from what I’ve been studying, I’ve always had a desire to. Engage with the world more widely through, through different languages.

    That, that seems to have been my channel or what I discovered in myself. But of course there are plenty of other ways, but I’m glad that we’re able to leverage not only our, what of course is now our vocation, but to for it to also be aligned with. Something that we generally, genuinely like doing, that’s a blessing for us and we’re proud to continue to move in that direction.

    Kim Allchurch Flick: I love that you said genuinely like doing. I think that’s something about this whole community, even though sometimes it can be tough, it is really a joy to work with companies that are trying to be a force for good. So as we go into your experience in B 2.1, could you also tell us a little bit about, just in general, what obstacles and issues are you seeing and in, in your work in the community and.

    If anything, how can V 2.1 shine a light on some of those issues, positive or negative? 

    Jeffery D. Stewart: One of the biggest additions about version two of the standards is all companies are now required to take some kind of action on climate change from the very smallest companies to the very largest companies. Taking action on climate change has, in a way been viewed with concern because of course, when you look at smaller companies, the resources might not always be available to measure greenhouse gas emissions or, step reduction goals, offsetting and so on.

    What the new standards require, even from the smallest company for us, from US at end, harmonic Encounters, for example, is to create a climate action plan that contains, among other things smart goals. The smart goals will list actions that we take to ultimately address and combat the climate crisis in some way.

    It doesn’t mean that we measure scopes one, two, and three of our emissions, in fact, that’s not part of the requirement for the smallest of companies. Of course, that is always the best and encouraged practice, but really the spirit of climate action for smaller companies is to not get bogged down with.

    Measuring greenhouse gas emissions, but rather to take some action because at the end of the day, taking some action is better than remaining stagnant. There’s nothing wrong with better Mo moving forward in some way. That’s ultimately what it’s about, and in fact is aligned with probably what I would say is, has become the slogan of.

    B Lab, or particularly around the new standards, which is a continuous journey of improvement. I believe that phrase has come to the fore in a way that was much stronger than before. On the previous version of the standards, companies weren’t really held accountable to making improvements over time as long as they.

    Maintained the minimum score of 80 points, then they were deemed eligible for certification and remained in the ecosystem. There was no mechanism to measure what has been done over the years for certification ultimately, that allow companies to remain stagnant in their journey on continuous improvement.

    The biggest update now with version two is that there are mechanisms in place that mandate progress be taken, that progress be made over the years of certification, and that shows up in new requirements that will only come into play in years after the initial certification on version two. I think that is.

    Going to be very significant in getting all companies aligned on the collective action piece that no longer are we identifying high performers or individual companies in the sense that they are different things that they’re doing, or they scored very high, they scored. Over 150 points on the previous version.

    It’s not about highlighting high performers anymore. It’s about leveraging the collective voice of an entire movement that is implementing a blanket set of standards. Climate action is one of those standards.

    Kim Allchurch Flick: I concur, and I love that you said it’s a continuous journey of improvement and you don’t reach a goal. You can celebrate it, but the goal’s not the end. The goal is the journey and part of it. The other thing I really appreciate about the new standards and part of it’s my training, I was also, I’m certified with the Institute of Equity Centered Coaching and just as a white person trying to learn as much as possible and be an advocate, be an ally, but I love that equity is not a category.

    It’s more of an imperative that overarches everything in the standards because climate considerations have to also consider equity. Employee considerations also have to consider equity. Community considerations should also consider equity. What does that mean? And I look at it as, as one of the benchmarks that are part of the values that I’ve learned is to look and examine.

    If there’s a question and a decision to be made, the question is who benefits, who’s burdened, who’s left out? And sometimes those left out, it’s okay because it, it’s not harming them to be left out, but to measure things against that. So when we’re making climate decisions, purchasing decisions employment decisions, that those three things, who, who benefits, who’s burdened, who’s left out can.

    Kimberly help us. And the V 2.1 standards seem to help us incorporate that equity decision making across the board. And I was wondering, since you’ve been deeply fully through and submitted the new standards, how did that appear to you? And was what is, was it as good as I think it is supposed to be or what challenges and obstacles do you see?

    Jeffery D. Stewart: I believe so that it is becoming as good as we would hope it would be. Certainly moving the needle from where we were before. One of the, to be honest, if we talk long enough, we could say that all of these pieces from the new requirements are so significant for this particular moment. Another of the biggest elements of version two is that there needs to be approval from the highest governing body for various requirements.

    That means that at the very top of any company there not, there needs to be not only awareness, but also buy-in and. A willingness to remain committed to those requirements that are held for a company, not just in the beginning, but over time. For us at N Harmonic Encounters, that was key. And really identifying our purpose.

    I, I, when we’re. When we continue to think about these standards and then serve our partners on their B certification journey, what we’ve found is that the new standards really move us in a direction of intentionality. In defining our purpose, I’ve discovered that the purpose is really connected.

    To every subsequent requirement that appears for companies that starts off from the purpose and stakeholder governance impact topic, where companies are required to define a purpose statement that is articulating why they exist and how the work that they do generates a positive social or environmental impact.

    That’s a bit different from a mission statement. We find ourselves distinguishing between the two, that a purpose statement can be a part of a mission statement, but a mission statement isn’t always automatically a purpose statement. When we got down to it, we defined our raison death, why we exist and connecting it.

    To a positive social and environmental impact. In addition to making explicit the integration into our strategy and demonstrating business relevance, when we did that, we found that every subsequent requirement goes back to that purpose statement. I believe that’s a huge discovery for our ecosystem and a nugget that we should take with us moving forward.

    Because the definition of that purpose ultimately leads us to make decisions for every other aspect of our company. For us, at End, harmonic Encounters, we defined our purpose as incubating a world. Really we were thinking about our ecosystem of certified B corporations empowering it. To be more inclusive, accessible, and representative of our diversity, particularly that last part, representative of our diversity, that then leads us to make certain decisions on the partners we serve.

    It leads us to make certain decisions on the, on our supply chain where we direct our spending. It leads us to make certain decisions on the community investments that we make and so on. It leads us to make decisions on our Jedi actions, our collective action examples and so on. It really shows up in every single aspect.

    And so I believe that we need to really focus on the purpose of a company, get that locked in, and then we can really. Take the next steps. It really guides us in how we approach the next steps on, on the B certification journey. 

    Kim Allchurch Flick: And what I’m hearing too is there’s kind of this joy of discovery that sometimes the purpose statement comes first and a company might build around it.

    But it also sounds like on your journey that the journey itself helped create, inform, and evolve a purpose statement. That can be a really dynamic process, and it doesn’t mean that a statement has to be static through time. It can last a long time, but as times change, and we’re recording this in 2026, there’s what I’m hearing from you is it’s also giving you some freedom to develop and question and hone a, a purpose statement as the company itself.

    Hones and grows and adapts and evolves and improves and all the things that companies do. Very few of us are standing still. I love what you said. I was also wondering if you could speak a little bit to what obstacles your and issues are out there for you and clients, what you might be seeing, and then we’ll go into what makes you optimistic too.

    Jeffery D. Stewart: Sure that’s a very relevant point to raise, particularly in the early days of version two, allow me to bring up the climate action plan again, as in this area as well. I’ve been seeing a little bit of un uncertain uncertainty, a few obstacles around setting the smart goals. I had mentioned before that small companies are not required to measure greenhouse gas emissions.

    In fact, that only comes into play for large companies and above. That means that for the majority of the ecosystem, a considerable number at minimum, companies aren’t gonna have to do that. I found early on that. Not measuring greenhouse gas emissions isn’t necessarily bad in and of itself, but it seems to make setting smart goals a little difficult in that, my sense initially is that we wanna have some kind of reduction goal very specific with a percentage.

    For example, we want to. We want to emit, 25% less emissions than a baseline year. You can’t really do that if you don’t first have a clear image of the inventory by measuring the different scopes and setting goals that way. However, the standards do allow for the setting of smart goals that are qualitative.

    The smart goals can be both quantitative, they could be quantitative or qualitative, but it seems, at initial glance in these early days, I repeat that we have a natural tendency to want to set quantitative smart goals on climate action. How does it look for companies to set qualitative goals? Are still compliant, that that’s an area where I still would like to see more definition, more examples of how that looks.

    We’ll get it in due time while we’re at this early stage. That’s still an area that we’re wrestling with a bit. 

    Kim Allchurch Flick: That’s. I concur. I hear you speaking, saying yes, this is a dynamic process and those are very good things to consider. What makes you optimistic?

    Jeffery D. Stewart: What makes me optimistic is the gravity and the weight of this moment for our ecosystem. The update for version two of the standards took four years, if I’m not mistaken. A lot of stakeholder feedback, a lot of things that were taken into consideration. Some four years it took for us to reach this moment.

    The moment has arrived at the end of September this year. The new European Union regulation will go into effect, and that in fact is what? In fact has driven in large part this, this significant transition for our ecosystem this year. Not too many companies, at least in the United States, will be certifying on the new standards, but for those who are subject to the new European Union regulation, they will seek to do that next year.

    A slew of companies, a myriad will be due for submission, and so at that point in time, we will really begin to see un mass, how our ecosystem is entering into compliance and making their case for all of these requirements. What makes me optimistic is that any initial kinks. Uncertainty in the new standards will begin to be addressed with that large number of companies that will be submitting, going through the audit, corroborating the requirements with their evidence, substantiating their arguments, and so on.

    That makes me very optimistic because it’s really through real live case studies. I think that we will most efficiently move forward. At present we work with the guidance and the information that the standards and that B Lab provides. Although real examples from companies give us it seems to me that gives us a, a.

    A clear image. And so my optimistic is really based on seeing this large wave of companies now come to submission and get to the other side 

    Kim Allchurch Flick: and stories matter and it’s fun. And I also see, and I’m one of them, my, my company re certified in the old. Version in November. This is a handful of months ago, and yet I’m in the V 2.1 and the way I’m looking at it, because I like to know how things work and if I’m going to share something with others and encourage others not to wait, because even though there’s a if companies are already certified, that’s a beautiful history of documentation and learning.

    And yet look at the new standards as a fresh start. It is a year zero, and it is a way to take everything, whether certified or not, and start to establish a new baseline that takes us into something. And learning how it works is, for me, is part of the joy. Yes, it’s part of the work and it can be part of the frustration, but yet it’s also.

    Part of the joy and everything you’ve said about this is a lot about the reasons why and the dynamic and the positivity that can come from it. So I truly appreciate your words about this and how the ecosystem can be stronger because of it as well. 

    Jeffery D. Stewart: In fact I wanna highlight what you noted on the storytelling.

    I believe that that’s really what it is, that stories. I’m not making this line up myself. I actually heard it somewhere, so I’ll give wherever I heard. The credit stories are what move us, I believe more than anything. When companies reach the end of the audit with the po, with the positive decision, it then enables them to.

    Tell a story of that journey, of that experience, that’s what’s gonna move companies, and that’s where B Lab is heading. I see. In amplifying more stories to highlight the innovation of such a wide array of companies in this ecosystem, yet somehow all aligning on. What is now a, a blanket set of standards applicable to everyone, that’s gonna look different for companies.

    We need to hear those stories in every case. That’s really what will move us forward and encourage companies to join us and continue to grow this ecosystem at Enharmonic Encounters, we are fully committed to contributing to that growth. Whether through retention or through welcoming new companies into our ecosystem, our pursuit and success early on in this b certification process hopefully will give us a, a jumpstart to, to that storytelling, to inspire other companies to follow along.

    Kim Allchurch Flick: Yes. And I do think that B Lab and we can all do a better job of sharing the stories and getting them out there so that people can find them. But that’s part of the journey. What else would you like to say and how can people reach you? 

    Jeffery D. Stewart: I would like to say that for all companies out there that are considering or concerned in some way.

    About compliance on version two of the standards. Please know that this journey is more than feasible and more than worth the effort, the requirements. I believe once companies begin to dig into them, companies will find that the requirements are doable. They may not be as intense. Some may not be as intense as the former version, whereas others may be more intense.

    Certainly there will be some new things that companies encounter, whether from Jedi or from a more deliberate focus on the supply chain to the consideration of certain impacts in procurement decisions. No matter where we are in the standards, there is a path forward and I want all companies to know that from our part at end, harmonic Encounters.

    The whole reason that we embarked on this journey so early was for this moment so that we could be as equipped as possible with as many resources to serve you. We are available. On our website at www.nharmonicenc.com. I’m also very active on LinkedIn at Jeffrey D. Stewart, and we’re also available on Instagram at n Harmonic e nnc too.

    I should say. And Harmonic ENC as well. We want all of you to engage with us. To learn more about our story and understand that we’re here to help you in any way we can. We’re so glad to have accomplished what we’ve accomplished early on. We know that it’s for a higher purpose, and we stand ready to play our part.

    Kim Allchurch Flick: Oh, beautifully said. And I see you as a community builder, a connector, catalyst, and, we can create more together. It’s also really interesting that B Corps is now not the only verifier of benefit corporations, and I think that’s a good thing, that there are other ways to go that create more of a common ground community and to consider purchasing with purpose.

    And I think the new standards are more key to embrace that possibility instead of trying to be. Exclusive. It’s more inclusive. Now. For the final question, it’s a fun one. If you could have dinner with anyone, up to three individuals living or deceased to have a table of four, who would they be and why?

    Jeffery D. Stewart: That is a very tough question, and I’ll tell you, I spent some time thinking about this one. Allow me to go back to my days in college. What exactly sparked in me? A desire to pursue languages in my career or to center things around being a language professional. In my very first Arabic class in college, Arabic 1 0 1 a, a basic course for beginners.

    There was a point where I was on YouTube. I looked up, I don’t exactly remember how, but I found myself watching this video in the aftermath of a very tragic event in Ra, in, in tortilla.

    The then Prime Minister of Tortilla was addressing the nation on that tragic event, and there was live interpreting into Arabic. Of course those early days, I understood very little of the live interpretation. It was on El Ja Zura. Yet somehow the words of that interpreter touched me and moved me a great deal.

    Still today. I remember it fondly that was, can you believe 11 years ago? I heard that YouTube video I listened to it time and time again over the years, gradually understanding more and more of the live interpretation into Arabic. But when I really get down to it, that video is what inspired me to pursue everything that I have as a language professional, not just related to Arabic, but really related to everything.

    Unfortunately, I don’t know the name of that Arabic interpreter on El Jazeera’s network, but if I was able to somehow obtain that information and contact that individual, I would want to have dinner with them and learn all about their life trajectory and how they achieved everything that they’ve achieved as a language professional.

    What they did on that video. On that occasion, which was tragic, really set the tone and gave me a clear image of what I would wanna do someday. For me, that is the equivalent of appearing on the World Cup stage or appearing in the Super Bowl or any other equivalent in sports.

    Kim Allchurch Flick: I hope you find that person.

    Jeffrey, thank you so much. I love. Time with you listening to you, your brilliance, and I appreciate every listener who’s here and the future ones. Thank you so much. This is Kim Allchurch Flick with the Mighty Measure Podcast and coming soon, Mighty Impacts Continuum cohort learning.

    We appreciate you. Have a wonderful day. 

    This Episode’s Guest: Jeffrey D. Stewart

    Jeffrey Stewart headshot - smiling at the camera and wearing glasses, a light blue shirt and gray suit jacket.

    Jeffrey D. Stewart is the Founder and Executive Director of Enharmonic Encounters LLC, dedicated to helping companies measure their impact and amplifying the voices of non-English-speaking stakeholders through language access. As an expert consultant on the B Certification process, placing Enharmonic Encounters at the helm of the world’s largest third-party-verified, socially responsible business movement as the first company in the United States to certify on B Lab’s New Standards (V2), Jeffrey is uniquely positioned to guide companies on their B Certification journey, ensuring that companies’ values shine to the fullest extent.

  • Embodying B Corp Certification: The Next Economy, Financial Gravity, and Mission-Locked Business with Ryan Honeyman of Lift Economy

    Embodying B Corp Certification: The Next Economy, Financial Gravity, and Mission-Locked Business with Ryan Honeyman of Lift Economy

    Ryan Honeyman of Lift Economy, co-author of the B Corp Handbook, about “embodying” B Corp certification and aligning stated values with lived leadership and culture – joins Kim Allchurch Flick. 

    Ryan shares his path from criminal-justice-focused psychology work to sustainability consulting and early B Corp advising beginning around 2010, helping over 100 companies certify and recertify. 

    They discuss takeaways from the B Corp Champions Retreat, including shifting from anxiety about new standards to implementation and the value of in-person community. 

    Ryan explains Lift Economy’s broader “next economy” work (worker ownership, racial equity, regenerative agriculture) and the Next Economy MBA, which has reached 800 participants across 16 cohorts. He identifies “financial gravity” as a key barrier and references Eric Ries’ forthcoming book Incorruptible on mission-locking structures. 

    Listen Now

    Time Stamps

    00:00 Welcome and Guest Intro

    01:13 Champions Retreat Takeaways

    02:38 Ryan’s Origin Story

    04:43 Discovering B Corp Early

    07:36 Why Lift Economy

    09:34 Next Economy MBA Explained

    10:53 Community Shifts and Principles

    13:37 Barriers and Financial Gravity

    17:32 Optimism and AI Ownership

    21:56 Equity Focus and New Standards

    24:16 Meeting Companies Where They Are

    25:10 Consumer Demand for Values

    26:17 Real World Barriers and Hope

    27:28 Champions Retreat Strategy

    30:17 Where to Find the Work

    31:32 B Corp Paradox and Standards

    34:54 Defining Social Enterprise

    38:17 Marketing Claims and Verification

    39:29 Future of the Movement

    42:24 Dinner Table Dream Guests

    44:41 Closing Thanks and Sign Off

    Kim Allchurch Flick: Hello everyone. Welcome to the Mighty Measure Podcast. This is Kim Allchurch Flick and I am so excited today to be with Ryan Honeyman. Ryan Honeyman is a partner and worker owner at Lift Economy and co-author of the B Corp Handbook. The next economy, MBA, both published by Barra Kohler. For more than 15 years, Ryan has helped over a hundred companies, including Patagonia, Allbirds, Ben and Jerry’s, and Thrive Market become B, certified B Corporations, and Recertify under evolving standards and use certification as a catalyst for deeper organizational change.

    In recent years, his work has expanded beyond standards and strategy into leadership, embodiment, and culture. Ryan works in long-term advisory and coaching relationships with founders, CEOs and leadership teams to address the gap between stated values and lived behavior, helping leaders build organizations where governance, decision making and culture actually reflect their social and environmental commitments.

    Today we’re gonna talk about embodying B Corps certification. Rain. Welcome. It is a joy to have you here in the room. 

    Ryan Honeyman: Thanks so much for having me. 

    Kim Allchurch Flick: Yes. So we’ve known each other through B Corp for a few years, but never met until last week at the Champions Retreat in Wisconsin. That was a delight. It was amazing.

    And I learned more than I’ve ever known before, and I feel like I’m pretty up to date with some things. But what did you feel about that event? 

    Ryan Honeyman: Yeah and thanks, thanks for having me on. I think the. The things that stood out about the Champions Retreat were, a lot of the B Court movement.

    I think in the, over the past few years we’ve been feeling a little bit stressed or anxious about the new standards and this, the content of this, champions Retreat was a lot on the new standards and luckily I do feel like people are moving from fear and an anxiety and. Feeling stuck to, okay we’re actually doing this and now let’s move into implementation.

    So it was nice to feel a little bit more of the sort of movement towards. Getting the work done and a little less of the stalling out around the new standards, so that, that stood out to me. And similar to you your opening comments I really found a lot of value. I’m reminded of how valuable it is to be in person with folks.

    I, I often forget that that is so amazing. And so that was also replenishing for me to be around other humans.

    Kim Allchurch Flick: Thank you so much for that. What, before this, what was your life journey and inspirations to this point? 

    Ryan Honeyman: Yeah, so I started out wanting to reform the criminal justice system.

    So I was into psychology and the psychological effects of incarceration. My, one of the professors I had in college was leading the Stanford Prison Experiment for folks who randomly know about that. But anyways I was doing this. Sort of, reforming criminal justice approach. And one of the things I did was work at a, in San Francisco at San Francisco General Hospital, had a mental health unit for emotionally troubled kids.

    Folks who were systems impacted. And that was both very. Difficult, very fulfilling. It was like, wow, this is really in the trenches. This isn’t just writing papers, in college or academia is like what? Writing papers on things. This was like one-on-one interventions and when working with the kids, but it was also so incredibly hard that I was like, wow I’m burning out.

    This is, it had been I think two years of doing that work and it was really not, it was just so hard. And also I felt like the. Where I was intervening with, kids that were already 13 to 18 had already been through so much trauma that it was feeling like I was catching folks, later in the path.

    And so what happened is that my. Brother had studied environmental studies in college and he had some of these early sustainability books. I think things like natural Capitalism, I dunno if you know, readers May, listeners may have heard some of these. Cradle to Cradle, which was a funny book, but it was like made outta plastic and it was all about remaking things and and then, some other books around about Paul Hawkin and I read these books. This is around 2010, and I said, wow, this is pretty cool. I could be, I would much rather do this green thing than what I was doing, before. And so I convinced the. The executive director of this nonprofit I was working at to allow me to be a sustainability person, sustainability manager for a year.

    So I was at the nonprofit working, but I was more looking at, lighting and, energy efficiency and water and waste and how to, make sure the kids were getting healthy food, et cetera. And then at the end of that, he the executive director was like, we can’t really keep you as a sustainability person, so what do you wanna do?

    And I was like I think I’m gonna just start a solo consulting business to work, with a number of companies around sustainability. And this is pretty early in the B Corp movement. And so as I was starting this solo consulting business by fall of 2010, I had found out about B Corps and was like, oh, this is cool because this is, all this social and environmental things.

    In one wrapped up in one thing, was the legal structure, but also the certification. And so I said, instead of sustainability more broadly, what if I just talk to companies about B Corp as a way to, to become more, socially and environmentally conscious and, so I started doing that.

    IB lab had just opened an office in San Francisco around I think 2010 or 2011. And I met folks know Andy Fife from B Lab. He’s one of the. He’s back and he was an intern. It was funny we met pretty early and yeah, I started helping companies with B Corp certification and that was the good old days when the Bay Area, we had I think there was 200 B Corp and it was like 20%, I think there was a thousand in the world and there was 20% of all the B Corps were in the Bay Area.

    But now that’s those are, those days are over. The other, I think Portland’s probably ahead of us and, and definitely places like the UK are head of the United States now. So yeah, that was the history and how I got into B Corp work. 

    Kim Allchurch Flick: That’s fabulous. And I was listening to the dates ’cause B Corp, as we know, Dar B Lab just turned 20 years old.

    So you’ve been doing this for 16 years, so you were really on the cutting edge. And I got into it through Portland State University kind of sideways because I’d been laid off and had to find something to do. But my values came with me and that was around 2013 and it felt like there weren’t that many people out there doing what we do.

    And now there’s a lot. Yeah. But progress is really amazing. But you’re definitely one of the headliners for the B Corps movement and have always been there. I think to your question, Portland is above a hundred B cores, the state of Oregon. Just slightly above. We’re like getting toward 1 30, 1 40.

    I don’t know the exact number, but it is growing and it’s so fun to, to watch and be a sideliner of, as well as doing the work with, so how has the lift economy created and what are the solutions that you’ve been bringing about? 

    Ryan Honeyman: Yeah, so you know, one of the things that led me to lift economy, so I was a solo practitioner.

    From 2010 to 2014 actually till 2016 technically, but I met Kevin Bayou and Sean Berry, my current business partners in 2014 or so. And what I was intrigued by, so they had started Lyft. As a company to redefine success, basically to create an economy that works for the benefit of all life.

    And it felt like they were talking about things that the B Court movement wasn’t quite talking about yet. Things like, worker ownership or. Racial equity and, also regenerative agriculture, really getting into like carbon sequestering and how do you manage land in ways that yeah.

    Is beneficial for the climate. And so I was like, wow, this is what they’re talking about is are some things that. Pretty far past what my, at the time in 2014, I was, I thought B Corps were like the highest you could go. I was like, wow, this is the top of impact. And there are some B Corps that really live into that.

    But also, there’s, the movement has some large, larger companies and large businesses that are not necessarily looking at, permaculture and regenerative ag and worker ownership. And so I was intrigued and I started to work with Kevin. On a few projects where I would do the B Corp side, and then he would help with the vision and culture and strategy around like, how do you change your business to actually be more regenerative or more aligned with all life.

    And I said maybe I should just stop being a solo consultant and work with Lyft Economy to be, a team member there so that I can handle the B Corp component of the business and still participate in some of the other pieces. And so one of the things that. Yeah, so Lyft economy more broadly so we do B Corp certification.

    We do some of the nuts and bolts consulting for vision, culture, strategy, operations, but we also have some other things that are pretty cool, like the next economy MBA, which is a, an online MBA course that we started in 2018. And we just put it out there as this. Idea of what if people wanna learn business, but they don’t wanna do a traditional MBA and they wanna learn business a different way.

    And so we had worked with 300 social enterprises more customized to help them with their business. And so we took some of the learnings from that and some of those permaculture principles and other ideas and put it into this curriculum. And we had 50 people sign up in the first year.

    Of this online course, and that was the first cohort. And now we’re actually, we’re just launched cohort 16. And so we’ve had 800 people take the next economy MBA over the last, eight or nine years. And the. Cohort 17 is gonna be launching in the fall. I think that’s September. And yeah, those are some of the different things we do as well as our other podcast, next Economy Now and The Beyond The Be Podcast.

    Kim Allchurch Flick: So I’m going to switch my question in order a little bit because it leads me to, you’re getting to know so many people who are going through this program and also working with companies. What are the communities doing in response and what is, what do you see in your community as a growing worldview about these topics that you’re teaching?

    Ryan Honeyman: Yeah. I think the cool thing about the MBA is we go into some of the first six sessions are really like, let. Define the problem set and some of the, and some of the solutions. So it’s like really getting clear with folks about why we’re in the situation. We are, like, one of the things we talk about is just we call it the business as usual economy versus the next economy.

    So business as usual, we don’t really use capitalism or those things. ’cause there’s, people often have strong views like capitalism is this, or socialism is that. So we just say business as usual versus the next economy. And the business as usual is constant pressure to grow, constant, make money extraction at all costs.

    It’s the sort of standard operating model for business that we all know about in the B Corp world, in this impact world. And what we do is take folks through, like here’s some of the basic principles of what’s happening and then what are some next economy principles that could help you change your company.

    So things like defaulting to open source, something that we don’t really do in the B Corp world, which is kind of cool. Like I feel like it could be more open source. Components of things we do. Definitely shared ownership democratizing governance not just ownership, but also how do you run the company and how do you create organizations that are, vibrant and can operate more on a flat model.

    And, talk about regenerative operations. Talk about deliberately developmental. So it’s like how are you developing people? And we go through all these components and then set people up for then. Okay, let’s now go through specifically how do you do marketing from a next economy lens?

    How do you do sales? How do you do culture? How do you do, all of these things? And it’s been great ’cause there’s been a lot of B Corps who’ve come through. A lot of B Lab staff actually have taken the course and I think the way that people are responding in their communities is to say.

    Hey I’m either starting a new business and I want to integrate some of these principles or ideas from the start, or I’m within an existing company. There’s also folks who work at B Corps, maybe even large B Corps, who are like, I’m not gonna start something, but how do I bring some of these principles within my organization?

    And, yeah, people are doing different things. It’s just depends on what their role is, but it’s it’s been a vibrant community and people are building towards something that goes beyond even what B Corp can offer. 

    Kim Allchurch Flick: Yes. Thank you. This is so inspiring. And what, along the way and currently are some obstacles and challenges?

    Ryan Honeyman: Yes. Some of the obstacles and challenges and know I can go in a little bit too. One of the things that I have learned recently is there’s a author named Eric Rees who wrote the book, the Lean Startup many years ago in 2011, and he became very famous for that because he was all, the basic theory was like, how do you create the minimum at MVP, which is a minimum viable product, which is basically tried something, test it, and then iterate instead of doing a lot of work to create these fully fleshed out things.

    He’s been. He started something called the Long-Term Stock Exchange, which is also a, for publicly traded companies who want to go public but associate their their going public with long-term investors. And so they’ve got a couple companies, I think thread up is one and Asana, and there’s another one.

    So it’s in the earlier stages. But the reason I mention Eric is one of the main barriers. For a lot of us in the mission-driven world is what he calls Financial Gravity, which is like the business as usual idea that we talk about, but financial Gravity is just that. Ultimately everything comes down to how are you going to, how.

    Make money and protect against the pressures of, what it means to run a business which is usually to maximize shareholder value. And so he talks about benefit corporations in there, but he also talks about some of the things that benefit corporations are one aspect of this.

    Sort of, he calls it like creating armor for your company. Like benefit corporations are one thing, but you can also do things with the board of directors where you have your board take an oath to like always uphold the mission, which is pretty important. You can also create. He calls it spiritual holding companies, which is like a nonprofit, which owns a a for-profit entity.

    There’s also purpose trust, like Patagonia with their purpose trust. I think Tony Choon also has a trust ownership structure. So the, I think some of the barriers to this expansion of the B Court movement or the next economy has been just, the financial gravity of always feeling pressure to do more with money.

    And so what he’s been able to do is to create this, his book is called Incorruptible that’s coming out and it’s basically how do you structure your company not just as a benefit corporation, but other unique models that will really mission lock your company for the long time and help us better prevent.

    Things like what happened to, to Allbirds or others who were, Allbirds was a benefit corporation and a certified B Corp, but they still felt that pressure to expand and grow and they weren’t even, they were never actually profitable and it led partially to their unraveling of their company and like an AI company now, which is crazy.

    Yeah, there’s a lot of, there’s a lot of barriers and I think the Eric’s book, incorruptible is a great resource for folks 

    Kim Allchurch Flick: and in a timely fashion. As we’re recording this in spring of 2026, I just saw your newsletter come out this morning with that book mentioned, so we’ll put that in the show notes too.

    It’s great that people are thinking along those lines in a pragmatic fashion. The what? Businesses, but not the old ways where it used to be the corporate world that I came from, where you live and die by your quarterly numbers and. The stress level is just beyond, but it’s all for the stakeholders and it’s like, what have you done for me lately?

    Ryan Honeyman: Yeah. 

    Kim Allchurch Flick: And so I’d love the way you’re talking about that. I’m gonna get the book Incorruptible and I’ve read your books as well. Also wanna mention to the audience that the B Corps handbook is going into version three, so keep our eyes out for that. Really, really interesting topics. All of this what makes you optimistic?

    Ryan Honeyman: I think going to something like the Champions Retreat and just. Getting that sort of feel like the live contact with other people and the sort of inspiration from being around other B Corps. That’s, that makes me optimistic. I’ve got a, an 11-year-old and an eight 11-year-old daughter and an 8-year-old son who are like very cute and.

    Joyful, but also pushing my daughter’s pushing into tween zone, she’s still, she’s very sweet and so I just, I’m optimistic because I see it’s just so fun to be with them and to parent them and things like that. And this is kind of a weird way to go, but I will say that maybe 12 to 24 months ago I was.

    Much more pessimistic about all the AI stuff. With I, I still know that it’s like using a ton of energy and it’s, potentially changing a lot of things for the worse. And at the same time, like I just am. I feel like I’m more, it’s more like it’s here. And I think maybe a year or two ago it was like, wait, we should stop it.

    And slow down and things like that. But now it’s just it’s here. And then, so how are we working with it and using it in ways that are actually beneficial to folks? And creating, creating an economy that works for all. My, my business owner, my business partner Kevin, talks about, with ai you need to pair it with inclusive ownership. The example he uses was in the seventies when, Ford Motor Company would come in with robots and say, we’re gonna lay off, 5,000 employees because we’re gonna have robots build the cars.

    If you are just an employee of Ford Motor Company, you’re like, this is terrible. You’re gonna fight it as hard as you can. You’re gonna push back. If you’re a co-owner of Ford Motor Company, like if there was broad based ownership of Ford or something and you’re, the robots came in, you’re like. I’m an owner of Ford, and so the profits and benefits of these robots coming in is actually gonna make my work easier.

    Like I don’t have to, it’s not as unsafe as maybe it was and blah, blah, blah. And so that changes the dynamic of technology advancing because you’re participating in the upside. And so Kevin’s thing with AI is like, how do we make sure that the. The, there’s more broad based ownership of AI models and the sort of profits that come because then the sort of wealth creation and benefits go to the people.

    All people as opposed to it being a, just more financial gravity and shareholder primacy and going to these super rich billionaires. So that, that makes me optimistic too, about that possibility. 

    Kim Allchurch Flick: It’s interesting you brought that up because a AI is still something I find hard to define.

    Because of so many things. I use it a little bit to help correct my grammar. That’s way different than flying airplanes and a lot of other things that it does. But I love how you phrased that. And also anytime there’s change and people worry about losing jobs, you mentioned the robots. I said, yeah, but somebody’s gotta build the robots.

    So that’s creating jobs. So there, there also seems to be that along the way and we. Now we have more and more B Corps. So also looking for who are those innovators that are doing some really amazing things with good values. And I think that’s why I find optimism is in the innovators. And there’s one I’d love to support.

    It’s called Virtue Lab. That’s mostly Cleantech. Not every company’s gonna make it from the get go, particularly when they’re. Inventing something that has to have prototypes. It takes a lot of money and research. Often it cannot prove out, so some companies never get off the ground. But the ones that do can do some amazing things, and maybe AI is helping them go faster.

    I think AI can help medical research be clearer and go faster. So there’s so many possibilities, but I’ve gotta admit, I can’t understand. That the two little letters that are bigger than me. Yeah. And then there’s the energy concerns as well that come up with that. But I’m glad you brought it up because this is real conversation in real time.

    It’s talking with you is the other thing that comes to mind is we work in a world where we’re working with businesses and each one of those businesses has a silo or a niche. Or something that they’re very, very focused on. And we get to see a global view of all that. But I love that you brought up really specifics that people are focusing on, like permaculture, regenerative, ag regenerative business, how to do things better for people, employees doing it with equity and not backing away from that.

    And I think one of the things I really appreciated right from the get go at Champions retreat was they put equity and current affairs on the table and said, we are here. To talk about it, to do the right things, not shy away from it and stand for our values. And that made me feel really optimistic because it’s the not shying away from it part, nobody tread lightly.

    But it wasn’t combative. It wasn’t anything that was anything. But like Michael said, this is about all people. What else would you like to share? What else is on your mind about the world you work in and what you’d like to do?

    Ryan Honeyman: I would be curious, maybe we could talk a little more about. What you’re sensing from your, we could talk about the conversations around B Corp, did you find folks, in your conversations, did you find people still feeling overwhelmed by the new standards or were you finding people get grasping it a little more?

    What? What did you see from your conversations at the Champion retreat? 

    Kim Allchurch Flick: I think it’s twofold. One is people who haven’t looked at them yet still have trepidation. And the other discussions I’ve had with the organization that I’m in, in Oregon, the on purpose Oregon, which used to be local PDX.

    Also talking about how it almost seems like the companies that have recently recertified or certified and still have some time are postponing. So there’s that gap too. I, what I did is, as you did, worked with B Lab along the way. So the last two years have been aware enough. My company just recertified in November and I just jumped right into the new standards.

    But I’m plotting along and taking a bit at a time as I do other things in life as well. I’m a visual learner. I really, really like it. I think another thing that I’m seeing that. For me, and this is my world of view about it, is I wanna meet people where they are. And I love B Corps. I’ll always say that.

    Not every company wants to become a B Corps, so how can I help other innovations have come along? B Corps is definitely the, the stake in the ground 20 years plus. And yet there’s benefit Corporations for Good, which was created seven years ago, almost eight now, and it’s a lighter version. It’s also more accessible to companies at a lower price point.

    And then there’s the purchasing with purpose movement and people in planet first, and somewhere in there there’s something for almost everybody who’s mission driven. The other thing I never forget is Nielsen’s data from, one is from 2014. One’s from 2017, I think, and I’m always paraphrasing, but it’s that globally, 66%.

    Of consumers are willing to pay more for products and services when they know a company is sustainable and has good values. So there’s a lot of interpretation in there. The world sustainability can mean a hundred different things to a hundred different people. It’s kind of overused term, but knowing that people are looking.

    That gives me optimism. So how can they find us? And all these B cores, that’s to me is the missing link. And it comes with the marketing, the expression, all of that. And then the other study was about millennials. Same kind of questions, but they were in the 73%. And I also believe that as we’re growing and innovating and becoming more prolific as B Corps and mission driven companies, that the price point doesn’t always have to be higher.

    That maybe even if they’re willing to pay more. They can also know that they’re gonna pay the same to transition and find a company that has good values. So that’s what I’ve been operating with. And, but also being really realistic. For instance, there’s a couple of companies that really wanted to strive for B Corps.

    They’re also consumer products. They also import, and guess what happened? The tariffs went from 15% to 50, and the last thing this business owner can do is become a B Corps. And she’s just struggling to survive right now. So that’s the worldview. I really hope that through this year that more opportunities arise for people instead of fewer and that they find their way.

    But I do think the possibilities are endless, and I love seeing that there are people in agriculture. That are getting certifications, like regenerate certifications, and they really know what they’re doing in that realm. And that really gives me optimism too. And there’s people in different sectors who really know what they’re doing in these realms, whether it’s energy environment, but also with equity, with hiring, with treating people well things that they’re doing in community.

    So it’s out there. 

    Ryan Honeyman: Yeah. 

    Kim Allchurch Flick: Yeah. But how do you see it? 

    Ryan Honeyman: Yeah. Yeah. I think other takeaways for me from the retreat were, it’s funny, one of my strategies. For B Corps retreats is I actually don’t go to that many formal sessions. I just more hang out in the hallways because I I tend to see a lot of people that I wanna talk to.

    And, usually at retreats it’s they’re quite heavily scheduled of you have 10 minute break and then you go into this 90 minute session, then there’s an eight minute break, and then you’re, but most of the. People, there are the people I wanna see. And yeah, I just tend to go to the hallways and also pace myself ’cause, it’s also hard to, and I’ll mention it to Karen for the feedback on the retreat, but a lot of the events also had really loud music. They’re like, and it was like hard to have communic to like communicate with folks. But yeah I think that that was a piece that, that stood out was just the sort of, the whole retreat strategy and like how do you get, go and meet the right folks and get the most out of it? For me, my retreat strategy is mostly to go to a couple sessions, but mostly hang out in the hallways just to communicate with folks.

    Kim Allchurch Flick: That’s so smart. This is my first Champions retreat and I was all in, and I did find it exhausting at the end. I also noticed the noise level like you did. I met so many new people, but it was also great to see people that I’d been on Zoom with for years and never met in person. So things of that nature I thought were, it was so interesting.

    I also made an error. I, because I needed to come home, so I had to leave before the end sessions. I also missed all the. Banter and everything at the end that was coming up in LinkedIn. I’ve seen photos of, and I said, oh, I should have not done that. So lesson learned, but I also go to really specific conferences sometimes, like one was Go Green that I haven’t heard of anymore, but Clean Tech ones that are more focused on a specific type of industry, but still doing it with values and optimism and what I see as the.

    Connectivity and how much of that champions retreat like touched on, things like that they touched on. I went to one about water. It was really interesting. Even though it may not affect me directly, the indirect knowledge is still important. So it’s, the thing about general business is we can’t always be too general.

    It’s nice to know some really deep specifics and I think Champions Retreat did touch on that as well. Yeah, absolutely. The vendor marketplace was great. It was fun. Yeah, I came home with stuff. Yeah. 

    Ryan Honeyman: Awesome. 

    Kim Allchurch Flick: Is there anything else that you’d like to add? 

    Ryan Honeyman: I. Maybe we could I’m happy to jump on the, like the dinner with the three people or like the dinner one question or something.

    Or I dunno if you had other questions as well. 

    Kim Allchurch Flick: One is, how can people reach you? And I do wanna make sure that people know that in the show notes is your books, that newsletter. Everything. So how would you refer people to reach you? Yeah, 

    Ryan Honeyman: yeah. Folks wanna reach out? I definitely would suggest folks check out the Next Economy mba.

    That’s at lyft economy.com/mba. The Lyft economy.com site has all of our. Sort of content. I’m probably, I’m most active if folks are on social, on LinkedIn. I’ve removed myself from Twitter whatever the platform is now. And I never made it to the other transition platforms like Mastodon or anything.

    And I also never really signed up for Instagram. So LinkedIn is is where folks can go if they want to connect. And. Yeah the other podcasts I mentioned, so Next Economy Now is it’s more of a broad podcast that we’ve been doing now for 10 years at Lyft. And we’ve had. I think 300 people on now.

    But it’s things like, climate activists racial and racial justice activists. Also like business leaders. Like we had the, a number of people from Patagonia on there’s one gonna be coming out. With Eric Rees on the, his new book that’s coming out soon. And so it, it ranges the gamut.

    And then our Beyond the Be podcast is more B Corp specific. We also like to get into the, so we talk about the new standards and things and developments, but there’s also the bigger juicy questions of one of the recent episodes we did was on the paradox at the heart of the B Court movement with todd Ling and Ante Kim, and if, have you heard of that? The h the Harvard Business Review article that they did? 

    Kim Allchurch Flick: No, I haven’t. I’d love to. 

    Ryan Honeyman: Yeah, so they did a an article called The Paradox of Growing as a Values LED Company and it was a Harvard Business Review article from 2024, and it was about the B Court movement and how the B Court movement has.

    Grown but not collapsed like a lot of other social movements. Famously, like there’s been a lot like Social Venture Network, which started and then is like not really as, as strong anymore. I think it’s trying to be revived, it’s a little unclear. There’s like the American Sustainable Business Network, which I think is still going, but also had merge with Social Venture Circle and the Investors Circle and so there’s been a lot of.

    Communities that have been shifting. And so their research was on B Corp and they’re trying to say, why has it lasted? And so their paradox was that B Lab has both relaxed the standards or relaxed the sort of. The requirements at times, like for example, to allow in Ben and Jerry’s in 2012, but at the same time it’s tightened the standards.

    So for example, if Ben and Jerry’s could get in 2012, but then they also required Ben and Jerry’s and other companies to have, fully transparent, like a hundred percent of their. Their B impact assessment answers are transparent and it, and you have to have a full audit of all of your answers on a much more strict frequency as opposed to the frequency for other B Corps.

    You have to have the governance, they have to examine the governance of the sort of subsidiary to make sure it’s truly independent and has their own sustainability management system, et cetera. And so there’s they’ve both relaxed and strengthened, and they called it the paradox.

    Another word they use is consistently inconsistent about some of the changes. But it I think it’s a really helpful article and like framework to think about why B Corps have grown and been successful, and at the same time why there’s. Tensions in the movements because, like they, they list organic as something that had a lot of early momentum and then they had a lot of, or some of the fair trade controversy, but then a lot of multinationals came in and took over and it felt like that got co some of those things got co-opted, whereas opposed to the.

    The true purity side. They mentioned like the craft beer movement where it’s like you literally cannot be a large brewery in it. So it’s, it only stays small. And they would, were saying that maybe limits the effectiveness of the B Corp movement, if it was like never allow any multinational, like we would probably never.

    Reach effectiveness threshold or like a public awareness of how we are. So it’s a really fascinating article and it’s we did an interview that’s coming out on that just came out on beyond the b but I also recommend folks check out the Harvard Business Review article as well.

    ’cause it. Nerds out on B Corp stuff. 

    Kim Allchurch Flick: I’ll do that. And it also makes me think about some of the large B Corps that have chosen not to recertify and what is the definition of social enterprise. Can a B Corp be a P corp and not a social enterprise? And there’s another podcast out there and I was listening to one about an alcohol company.

    Tequila is tequila social enterprise. Probably not. Is alcohol’s been around since the dawn of humans almost. And yet how they run the company is another example is a company that I love locally. That is, they do oil changes in auto mechanics. They don’t sell fossil fuel, but they work with cars that use fossil fuel.

    Oil is a fossil fuel, and yet they’re a B Corps. And. And he says I can’t stop people from driving, so I might as well help people take care of their car and do it in a way that the other oil change companies don’t. So what are you seeing in as far as that goes? What is a social enterprise?

    Can you be a B Corps and not be a social enterprise? And what about these ones that have been B Corp for a while and are choosing not to? Yeah. 

    Ryan Honeyman: It’s funny, I. That oil, that car mechanics company, do you know if it’s run by someone named Farhad? Farhad 

    Kim Allchurch Flick: Kadi, yes. 

    Ryan Honeyman: Okay. So I went to college with him.

    Oh, at uc, Santa Cruz. 

    Kim Allchurch Flick: Yeah. That’s 

    Portland. 

    Ryan Honeyman: Yeah. Yeah. And now I know, I knew that he had opened up at B Corp auto mechanic. It’s so That’s great. Yeah, tell him hi, if you say, if you talk to him. But yeah I actually, the whole social enterprise thing is interesting to me because. It wasn’t until Aaron Sahan from Donate Economic, formerly of Donate Economics had made some, critical statements of B Corps allowing espresso in that I ever thought that the B Corp movement were not comprised of or composed of social enterprises. Like I thought everyone was just a social enterprise and I, and it was helpful to have some conversations on beyond the b and otherwise with a, to, to have him clarify well look, social enterprise is you’re doing this for the benefit.

    Of society and your, probably donating or you’re probably putting a majority of profits back to the mission as opposed to taking them out for shareholders. And so he is like not, not every B Corp you could say is doing it. For the for the benefit of society and the environment, you could argue that something like, I don’t know, maybe Allbirds or others was like more of a profit driven company that had some sustainability components.

    But is it a social enterprise? I think they would, Erin would’ve quibbled with it. So it was interesting conversation and I do, that’s one reason I like the people in Planet Firth first certification and Rebecca Dray’s work and Erin’s work as well because as but just for listeners who don’t.

    It’s only five requirements and one of them is you have to donate or you have to give a majority of profits or reinvest or give a majority of profits to your purpose. Like you can’t just say you’re a social enterprise and then take like 98% of the money out for shareholders, to enrich shareholders or something.

    And that I think is a really great, like litmus test for a lot of companies is what are they doing with the majority of profits that they make. 

    Kim Allchurch Flick: Yeah, I agree with that. Thanks so much for that. I think it is important to talk about definitions and where definitions can be lacking, so they can mean different things to different people, and yet it can still all be good.

    You have words like sustainability, words like impact. They all mean different things to different people. So in conversation I think it helps to discuss it in some ways and say what does it really mean to us or to a person or to a company? And have that be defined? And for me, I find the frustration when I know a company is doing really good things.

    The frustration is the lack of expression not strong marketing, not. Making a claim and not having a way to back it up. All of these things. So that’s where I see a lot of work can be done is, and if companies aren’t, they don’t say so. That’s, I think that the verifications are really terrific for helping weed out what might be potential greenwashing and.

    Which we’ve been through before in, in recent and long histories. There’s long history of making false claims. So I do think there’s tremendous value in making claims and being able to prove it and have a third party verification. Yes, absolutely. Yeah. I’d love to talk to you about the future a little bit.

    What Sure. That comes with the optimism. And then let’s go to dinner with your four people. What is there anything in the future. That you wish for or think about might happen? 

    Ryan Honeyman: One thing that’s, that is weighing on me a little is you mentioned I’m writing the third edition of the B Corp handbook.

    And so that’s probably gonna come out in September, 2027. A little bit TBD, but I think. The, so the, you know what I’m hoping for the future is to write something that’s both, takes into account the things that have happened because I feel like in 2019 when the last edition was written, it’s like a whole new, it’s actually all the racial justice uprising, all COVID, all the anti woke.

    Everything has happened since then. So it’s actually interesting to write a new edition, but I think what I’m hopeful for is doing some writing something and. That can be a tool for expanding and growing the movement in a way that takes into account everything that’s happened, but also, helps I think, position the B Corp movement for the next 20 years.

    That like some of the founders of B Lab have said. ‘Cause I’ve spoken to a few for this book and they’re like, don’t look backwards in the last 20 years. Let’s look forwards the next, the next 20 years. And I’m like, yeah, that’s true.

    There’s a lot of exciting stuff. So I think it’s like balancing those things while staying sort of authentic. And I’m optimistic that B Corps can maybe adopt some more some of these potential like mission lock structures that Eric Rees talks about that we can create more systems change with the new the new B Corps standards being focused on systems change a little more than individual company performance and that.

    Fingers crossed, we don’t have any more big negative scandals in the B Corp community. Seems like we’ve gotten out of that pattern a little bit, but, honestly, with with 10,000 companies, Bart Houlahan at the Champions Retreat was saying this is the largest business for good movement in the world now.

    And I did ask AI to verify that it’s the UN like global compact for business is larger, but those aren’t verified third party. So I was like, okay, it’s the largest, maybe it’s the largest third party verified of business for good movement. And so yeah, I’m optimistic about what’s possible in the future.

    Kim Allchurch Flick: Great. And I think the global B Corps is also growing. Yes, B Corps is around the world that’s faster than 

    Ryan Honeyman: us, 

    Kim Allchurch Flick: and the purchasing with purpose movement is actually growing more quickly. The US is the slowest growth. It’s growing more quickly and in Africa, Latin America, Asia, Europe. So yes. Thank, thanks so much.

    I think we could geek out for a long time, but let’s wrap it up with the dinner question. If you could have dinner with up to three people living or deceased. For a table of four, who would they be and why? 

    Ryan Honeyman: Oh, wow. The one person that popped into my mind just, so alive is Yon Scho from Patagonia because he’s such a, he’s such a, a I would, I will say like weird or like eccentric or he’s just so out there that it’s like, who is this guy? And what, what really makes him tick? And I’ve only, I’ve seen some of his talks. I did many years ago in, I think 2014 or something, I did see him speak live and got to meet him at a 1% for the planet event.

    He’s not very, he’s not like a gregarious, he doesn’t like open up and just let loose. But I feel like in a dinner table context, he might just say more about, about himself. So that’s definitely one person that, that comes to mind immediately. Another person would probably be.

    I think Barack Obama would’ve a lot of interesting things to say about what he sees in the world and what it’s like being president and all the balances, all the things that he’s had to go through. And so that’s someone I’d probably want at the table. And then, yeah, maybe some. I think I’m like searching for more of a historical.

    Figure that’s been through some stuff that could maybe put all the, like global unrest, in context. ’cause that, someone who’d been through the civil rights movement, like the easy answer would be like Martin Luther King or something. But maybe it’s maybe or may not, it’s that, but just someone to be like, how are we doing?

    And is this, are we like way outside the norm of what we’ve been through in America or the world? Or is this like just. It’s a cycle and, these are the moves that like, keep doing this, keep pushing forward because things will change rapidly and then, suddenly what you’re doing could really break through.

    So I think I would be yearning for someone to have that like historical perspective, a little bit of like systems change. 

    Kim Allchurch Flick: Oh, that’s so intriguing. Oh, I think having you at that table too would be pretty awesome because you have done a lot of systems change for a lot of people, and it’s been terrific. I really appreciate you being here.

    Ryan Honeyman: Thanks so much for having me, Kim.

    Kim Allchurch Flick: Thank you. Everyone, thank you for listening. This is Kim Allchurch Flick with the Mighty Measure Podcast. Signing off and wishing you a good day. 

    This Episode’s Guest: Ryan Honeyman

    Ryan Honeyman is smiling in an outdoor setting.

    Ryan Honeyman is a Partner and Worker-Owner at LIFT Economy and co-author of The B Corp Handbook and The Next Economy MBA, both published by Berrett-Koehler. For more than 15 years, Ryan has helped over 100 companies—including Patagonia, Allbirds, Ben & Jerry’s, and Thrive Market—become Certified B Corporations, recertify under evolving standards, and use certification as a catalyst for deeper organizational change.

    Ryan is the co-host of Beyond the B, a podcast exploring what is working and not working in the B Corp movement, and a co-host of Next Economy Now, a LIFT podcast highlighting leaders advancing regenerative and whole-systems approaches to business.

  • Building Healthy, Inclusive Cultures Without Burning Out with Mikaela Kiner of Reverb

    Building Healthy, Inclusive Cultures Without Burning Out with Mikaela Kiner of Reverb

    Mikaela Kiner, founder and CEO of Reverb, an HR consultant, leadership coach, and B Corp that helps organizations build healthy, inclusive cultures – joins Kim Allchurch Flick.

    Kiner shares her path from 15 years in corporate HR at companies including Microsoft, Starbucks, and Amazon to launching Reverb over 10 years ago, influenced by her parents’ plaintiff-side employment law work and early HR experience at a rapidly growing coffee startup.

    She describes Reverb’s evolution from supporting venture-backed startups with foundational HR systems to serving nonprofits, schools, and small businesses through fractional HR, leadership development, and coaching.

    Kiner explains why Reverb pursued B Corp certification, discusses challenges like continuous business development and shifting economic conditions, and explores post-COVID workplace polarization around remote work, advocating data-driven “place with purpose” approaches.

    She notes optimism about growing focus on wellbeing, belonging, and employee resource groups, and discusses continuing equity work despite backlash, including pay equity practices.

    Kiner emphasizes building a company with boundaries, trust, and flexibility to avoid sacrificing time and energy.

    Listen Now

    Time Stamps

    00:00 Welcome and Introductions

    01:01 Mikaela’s HR Origin Story

    03:52 Why Reverb Exists

    06:06 Services and Client Types

    08:18 Becoming a B Corp

    12:13 Founder Challenges and Growth

    14:51 Remote Work Reality Check

    18:59 Place with Purpose Hybrid

    22:33 Workplace Trends and Introverts

    28:46 Equity and DEI Backlash

    32:46 Build Without Burnout

    36:46 Connect and Closing Questions

    Kim Allchurch Flick: Hello everyone. This is Kim Allchurch Flick with Mighty Measure Podcast and I’m delighted to be here today with Mikaela Kiner of Reverb. Mikaela is founder, CEO and leadership coach. Her company Reverb helps organizations create healthy inclusive cultures. Prior to reverb, Mikaela held HR roles at Northwest Companies, including Microsoft, Starbucks, and Amazon.

    She enjoys coaching leaders at all levels and working with mission-driven organizations. Mikaela, welcome. Thanks so much for having me, Kim, and thanks for doing this podcast. Thank you. We met because we’re both founders of B Corps companies and we met through what’s called the Beehive, and I’m so delighted for that.

    And it’s great to have you on as a B Corps company. We’re recording in March, 2026, which is B Corps month. So welcome. Tell us about your journey and the inspirations along the way that have led you to this point. 

    Mikaela Kiner: Sure. So I spent about 15 years in corporate human resources. I was born and raised in Seattle and wound up back in Seattle after a number of years away.

    So people laugh at my resume because it’s this it’s a who’s who of some big northwest companies like Microsoft, Starbucks, and Amazon. I also led HR for a couple of startups before launching my firm Reverb just over. 10 years ago. But I think if I take us a big step back. Both of my parents are actually employment lawyers on the plaintiff’s side, which means for those who might not know.

    They’re the ones who sue companies in cases of wrongdoing, things like harassment or discrimination. And so I literally grew up at the dinner table hearing these kind of horror stories about things that happen in the workplace. And I think even then it planted a, some seed in the back of my mind about there’s gotta be a better way.

    There has to be a way at work where people can. Come in and focus and do their job and also have a good time, but without being subjected to some of this really inappropriate treatment. And as a young person, I did not know what human resources was, but fell into it in a job I had during and after college.

    I was working for a startup coffee company in New York City. This will age me, but they were in New York before there was a single Starbucks in New York, and I know it’s a long time ago. They wound up growing to the point where they had 30 stores in three states. They were in New York, New Jersey, and Pennsylvania.

    And I had been working as a store manager and when they embarked on this kind of rapid growth. They pulled me aside and said, would you be willing to do the hiring and training as we expand? And so that was a great opportunity and that was my first foray into human resources. And it was a very small company.

    I really enjoyed the work and I thought, if I’m gonna do this work, I should go learn to do it well and do it correctly. And so at that point I left the company, I went back to graduate school and got a master’s in human resource management. And I guess in a way the rest is history.

    Kim Allchurch Flick: That’s incredible. And thinking about. Growth and the reverberations that happen in corporations when there’s growth. And you and I do have that in common. I also come from corporate background and have been through some of those things on a very different side. So thanks for sharing all of that.

    So you created reverb and what do you see as problems that you’re creating solutions for and. How do you see the world around you that reverb can affect? 

    Mikaela Kiner: It’s interesting because I think this is something it’s changed quite a bit over the last 10 years and one, we’ve evolved and so the way we think about and approach some of our work, I think has matured.

    But also the world and the markets, have changed in different ways. It’s been quite a dynamic past 10 years. So we really started by doing human resources for growing startups, mostly venture-backed tech. And they needed what we do because. They’re growing rapidly. Almost no startup ever begins by having an HR person or frankly really by thinking about hr.

    But when they’re growing at that pace, suddenly they’re we’re hiring our first 15 people and they begin to realize we don’t have an offer letter, we don’t have an employee handbook. Maybe we don’t know quite what benefits we’re offering or what some of our policies are. And then they’re going from 15 to 25 to 50 very rapidly.

    And so they start running into questions. We have, people, managers who have never managed before. How do we train them to do this well? And then they start to mature a little bit and, they have more questions, how do we increase diversity? How do we make sure that we’re welcoming and that we have a sense of belonging for everyone in the organization?

    And then also more tactical things like our employees have been around, some people are asking, how do I get promoted? Or How do I move, from job A to job B. And they don’t have answers for those things because, typically they’ve just been focused on their product and focused on who their customers are.

    So we can help them think through that. We can help them anticipate what to think about and be ready before it hits them. We can also help them think about what are some priorities in the people and culture space that maybe you don’t need to worry about right now, a year from now, 18 months from now, we’re going to remind you, right?

    We’re going to prompt this type of conversation. So that was the beginning. I’d say we’ve evolved in a few ways. One, even though we started out really supporting these tech companies. We now work with so many different kinds of businesses. In fact, we have a large and growing nonprofit practice.

    We work with some small businesses. We work with a number of independent schools, which was a bit of a surprise to me, but we got one or two. And it’s a close community. It’s very word of mouth. And in the greater Seattle area, we love our school clients and, I think a lot of the commonalities is that we’re working with folks who have little or no HR of their own.

    It might be because they’re new, like a growing startup. It might be because of their size that they don’t need full-time hr, and therefore they’ve never really figured out a solution. That speaks to a lot of the schools, many of which will never need full-time hr and nonprofits as well. Often they’re small enough that they don’t have the need, possibly they don’t have the budget, and we can help them on a very fractional basis.

    We can also come and go as needed, so if we come in and do some project work things quiet down and, we can part ways and just say, call us back when you’re ready or call us when you have a question. And then in addition to the HR consulting. We do leadership development and we also do leadership coaching.

    So in the leadership development side, which I think, most of us need this, helping teams think through things like mission, vision and values goal alignment and other things that can be hard for senior teams or, for new teams or teams where members are changing out things like decision making or strategic planning where.

    There’s the business and the process aspect of that. But then there’s the human behavior aspect of that, right? And we know that teams need to gel. They need to build trust. They need to get comfortable being candid with one another, having hard conversations, having conflict conversations. And those are just things most of us don’t learn in school and don’t have a lot of practice with.

    And so we really like to help teams build those skill sets. 

    Kim Allchurch Flick: I love that. And also your company is a B Corp. Tell us about that journey and what led you to certify. We, 

    Mikaela Kiner: yeah. We are, we’re about two and a half years in and it’s actually interesting ’cause I, I mentioned earlier of how I had gone back to graduate school early in my career.

    I think I still have this, I recently moved and I pulled out these case studies. So it was actually in graduate school that I first heard of a B Corp and what is a B Corp? And we studied in particular, Ben and Jerry’s and Patagonia. I have those case studies. I was really inspired by that at the time.

    I was in my late twenties and this idea of, I think at the time they were describing it as an additional bottom line, right? That doing good in the world positive social impact, positive environmental impact. That this could be something that was important to a company and that could be measured just revenue and profitability.

    And I was really taken with that. It spoke to me. I guess it, it spoke to my personal values and actually in the very early days of reverb, I started filling out the initial B Corp assessment. So for those who have never done this, the first step is you fill out the assessment just as is, and you see how would I do if I was applying to become a B Corp today?

    And then you do all the work so that you could actually become one. So I started filling that out. It’s a very comprehensive process. I think there were only three of us in the company, three staff and a few consultants. I got a little ways into it and I, it wasn’t the right time, I just thought we’re not in a position, to really invest and do the work that’s going to be required.

    But then as we grew, it was something that we came back to. And, I think the reason the staff and the whole team were so on board was that. Being a B Corp, it really reflected the values that we already had as a company. It reflected a lot of things that we already did, whether that’s, working with nonprofits charitable giving, volunteer events, having really high standards for how we treat our workers in terms of compensation and benefits and flexibility and things like that.

    And it just felt very aligned, but it also felt I think if it is a shorthand, if someone sees the B Corp like you and I oh B Corp, like we know what that means. We know what each other stand for. And so we felt like it was just really symbolic of what we felt we already stood for.

    It’s also it’s a wonderful community, and I think getting to be a part of that community is a huge benefit of being a B Corp. 

    Kim Allchurch Flick: Yeah. Thank you for sharing that. I concur and things are changing. New standards out in early 2026. We’re in the middle of it and been monitoring that for the last two and a half years.

    And it is a community and it’s a growing community. 

    And it gives me a lot of optimism because I see how companies are striving to do good and really carrying that forward and spreading the word. And the work you do is important. It reminds me of out of my corporate life I was laid off and I found a startup with a wonderful guy was tech startup.

    And we were working mostly in medical and educational types of technologies. And I was the business development person hiring. I had hired over 50 people before in my other career, but in this startup, there was no hr. And I kept asking what, who’s our HR person? Because I thought, I’m hiring people. I need to submit, I need to have a process and procedure.

    And there was none. And it was a train wreck trying to, ’cause I knew enough, but I didn’t know how, because I’m not an HR professional. We, when you were talking about that, I thought this is something enormously important to have. Even if there’s no full-time HR person to have someone like you, because there’s so many things that can go wrong if we don’t know what we don’t know in hiring.

    And I’m glad you’re out there to via support. What have you found as obstacles and challenges? 

    Mikaela Kiner: Oh, so many. We, you mentioned having been in business development. Kudos to you. That is not all of us are cut out to do that. I think because my co-owner and I have made an intentional choice to continue to grow the business, it does mean continuous business development, marketing speaking, events.

    We, there are events we put on for the communities where we’re based. And when I started, I was on my own. I spent the first six months independent. I knew I would face the question of whether I wanted to build a team. I just I wasn’t ready, I just kinda wanted to kick things off, get some work, see how I felt.

    And then six months in, I had an opportunity to work with a really amazing biotech company that was coming up with innovative therapies to cure cancer. And it was more work than I could do on my own. And I had to think about that. And then I said, this is an amazing company with an amazing mission, and if I’m not going to do this kind of work, what am I out here to do?

    And so that was a turning point for me where. I made that choice to to bring on a few team members. But because we’ve chosen to grow, I think sales and business development is it needs to be continuous. And I did not know that as, not someone who had gone to business school. I thought, oh, you’ll, you got some clients who build a good reputation and then, you’re golden.

    Right? That is not the case. So that’s okay. We found ways to work with that. I think the shifting just the economy shifts, the market shifts. Currently there are so many changes that are a affecting people and affecting business, right? And whether that’s some of the global unrest that’s going on, it’s tariffs, affecting different types and different sizes of business.

    It’s ai, which of course is affecting all of us. And yeah, I think there’s just a continuous need to navigate that too. Make sure that we’re looking at our business and our services that we offer with a critical eye. What may have seemed very affordable to a startup a few years ago. Some companies today may be balking at that because they’re keeping a closer eye on cost, on budgets.

    They’re not investing in certain functions like human resources that, isn’t making them money. So I think it’s important to just continuously reevaluate the business and make sure that we’re staying relevant. I think tho those are the biggest challenges that I’ve personally seen.

    Kim Allchurch Flick: Indeed. That makes sense. And the topic of this talk is how to build a business without sacrificing time and energy. And what are you seeing out there? What are your impressions of founders, leaders? Operations people, their time and their energy, and how do you help? 

    Mikaela Kiner: Yeah I’m such a huge fan of this, which is why I am, currently sitting here working remote from Mexico.

    I’m just a big fan of, let’s figure out ways to live and enjoy our lives, even while owning a business or working hard or doing a great job. I think there are ways to do both. It’s interesting, because I think a lot of us, we saw so many big shifts during COVID. That were positive for many people, especially parents and caregivers, this ability to work remote, perhaps work in a little bit more of a flexible schedule.

    Maybe people who hadn’t had time previously to drop a child off or pick them up or see them over lunch or see them before bedtime, just as one example. That was something that many people got to experience and thought, I don’t wanna go back. Or remote work where many people had the opportunity to live anywhere and work from anywhere.

    And it allowed them to make different personal choices. Even just giving up a commute, for an average person, that could be a huge time saving. Cost saving if I’m not having to commute to and from work every day. So I see a split in what’s happened post COVID. I see that many companies have just continued to.

    Embrace those things. And we have a number of companies now that are just being built as a hundred percent remote. There isn’t a headquarters. They don’t frankly care where people are. They’re just looking for the best talent and, finding other ways to stay connected and have those important conversations.

    That, that could be a little bit harder to have when you’re distributed. But some other companies, more recently, I think have been really buckling down around things like return to office and. We want people in three days a week, or we want people in five days a week and we want people, during core hours.

    A lot of the things that were very normal pre COVID and I, for some companies, some industries, I think that could make a lot of sense. The challenge I see is that a lot of companies are doing it. They’re not providing data or information or there may not even really be a clear justification on why they’re asking people to do that.

    Maybe it’s more the comfort of the leadership. I wanna see people at their desk. I don’t know what people are doing, when they’re not coming in and out of the building and that, I think I think that’s frustrating to people, especially to people who enjoyed that, that hybrid and remote work.

    So it’s a little bit polarized right now, to be honest. 

    Kim Allchurch Flick: Wow. And how do you work with people around that polarization? Because I can only imagine, it is a different world and I personally love being remote. I can also understand industries need to have people there and there are some industries where like politic or governments we’re there for the public.

    So the public needs to be able to walk in and be able to talk with people, but. Also there’s the benefits of a lot less overhead cost when there’s service work to be done and you don’t actually need a building. I was just wondering what is, what does that tension feel like and how do you work with companies where they might feel the tension of employees who would prefer to work from home?

    Probably more. 

    Sure. That pull to say, no, we wanna justify having desks and having location as well. 

    Mikaela Kiner: Yeah. Yeah. And I think there were certain businesses that could never operate remote even during those times. Simple example would be Starbucks, right? I have to be able to go in and order my drink and someone’s gonna make my drink.

    So once it was safe, of course companies like that were back in person. Sure. We support a local chocolate company, so as long as it was safe, they obviously had people, in the manufacturing side producing chocolate. That was what they had to do, but for the others, for these, I dunno if we still use the term knowledge worker, that’s probably very dated, but these other kinds of jobs where people could have flexibility, a couple good examples I’ve seen, there’s this term that I heard, I didn’t coin this, I wish I had.

    It was called Place with Purpose. The idea behind this is when, where, and how do we gather and being intentional about it. So for meetings or tasks where it doesn’t matter where you are, we’re just going to let you be, wherever and have flexibility. But for work, that this, that these companies deem it’s important to be face-to-face.

    It’s important that we can physically, stand up and whiteboard out a solution or something like that. Then they’re gonna be intentional and they’re gonna come together in person and they’re going to do that. So I think that’s really smart because you heard these stories early on when people were going back to offices that were like.

    I would go to the office, but then the person I needed to meet was home. So now I’m on Zoom. I had to travel to the office to be on a Zoom call, which I could have just as easily, sat at my desk at home to be on a Zoom call. So I think that’s really smart. The other one was I heard this particularly about a study that was done in the game development industry.

    And, they actually gathered data and they did research and they interviewed people and they saw, that while building games, creativity was higher, connection was higher. Innovation and productivity, all these things that were really important to the practice of developing a new game.

    It really was more successful when people were working together in person. And so then they were able to put together guidelines for. If you’re in this type of a role and you’re in, this part of the life cycle of building a game, we’re going to ask that you’re all coming together so you can collaborate and work with your peers.

    So I think those are great examples. And, while people might think, gosh, yeah, I, I wish I could, work from home every day. I think when we give people these really valid. Reasons that are logical and rational and they can understand and oh, I see where this is important for my work. I see where this is, important for the company to be successful.

    They’re at least not gonna feel cynical or have that resentment versus if you’re just like, okay, we just want everybody to come in. And everyone’s going, well, why I was actually even more productive at home. Some of the kind of conversations we have with leaders as they’re going through this decision making process, it really is about.

    What are your needs? What are your criteria? Let’s not just start by making a blanket statement of we’re virtual, or, we’re in person. Let’s actually have conversation think this through. Think about what are the needs? Is this in fact gonna be better, for the company? Come together as a leadership team and really have some meaningful dialogue.

    And then. Think about one, how do you message it if you’re making a change where, oh, we were remote, now we’re asking people to come back. And then I’ve seen companies do really fun and creative things as they’re welcoming people back. Trying to make it celebratory. Having executives in the office, welcoming people back.

    I remember one company was doing some in-person work. This is years ago, but it was around the holidays. They had decorated and they had brought in a barista, they were doing holiday drinks. So I think, not only making it fun, but I think it was their way of expressing appreciation to people and saying, yeah, we know.

    We know this might not have been your first choice, but it is something we need to do as a business, and we wanna really help you make the most of it. That 

    Kim Allchurch Flick: makes sense. What makes you optimistic? 

    Mikaela Kiner: I do love some of these really positive changes that we’ve already talked about that have come out in the last few years.

    I think. Greater flexibility for people, more asynchronous work or the ability it’s, oh, if I missed that meeting, I can, maybe it’s recorded or transcribed, I can catch up later. So if I had something going on in my personal life, or I had a work conflict, I’m not suddenly, out of the know and and scrambling.

    But there, there are other really positive trends. So if I’ve been doing HR for, let’s call it o over 20 years, easily. Things that we’re talking about today, wellbeing in the workplace, that really increased sense of belonging bringing the whole person to work. And then, more and more I think employee resource groups that are welcoming employees from all different backgrounds and recognizing.

    Intersectionality. This is just not language that we were using in human resources 10 plus years ago. I actually got to do a talk with a group called Quiet Leaders at a large organization, and it was an employee resource group for introverts. Which, I had never heard about that and it was modeled on the book, quiet by Susan Kane.

    I’m an introvert and I worked in some really extroverted, big tech companies and I thought, oh my gosh I would’ve. I would’ve just soaked this up if there was a group like this for me. When I was early in my career I actually got written performance feedback in one of my first ever performance reviews, which was at Microsoft.

    And it said, it literally said something like somehow you’re effective even though you’re quiet. And I thought first of all, I didn’t know those things were mutually. Exclusive. But what interesting feedback, and I just I think it, it took me a long time to understand that especially, I was here, I was like quite on the introverted side and there was these companies that were quite extroverted and that was what they valued.

    And so when I had to show up differently a lot of the time, the, my natural tendency but two, which also that can be very exhausting. And if you’re not aware of that, you might not realize, why am I so drained or so fatigued beyond just the work I’m doing? There’s something else that’s going on because that’s a workplace where maybe I’m not going to be as successful if I’m following my own natural tendencies.

    But I do I think we’re just recognize people, recognizing people much more today as whole human beings and trying to really provide. A broader array of both opportunities and benefits than what we were in the past. 

    Kim Allchurch Flick: I am so happy to hear you say that. I also, in corporate life, an introvert in sales and it was scientific medical sales and finding a place to hide enough to be.

    Introverted becomes rather difficult. And as I was a manager, we were also given a profile to hire, and it was young, hungry, vivacious all these things that high energy, and I don’t ever wanna say one’s better than the other. That’s not the point. But what I found back then is it wasn’t a, it wasn’t discussed and there’s a cultural expectation.

    So when we have to show up as vivacious and on. All the time, particularly in places like sales meetings, how some people thrive on it and some don’t. And it doesn’t make it good or bad, but it’s the lack of discussion and the lack of understanding and also trying to hire people who are so much the same, like a profile doesn’t work out that well either.

    The other thing is it doesn’t answer the questions of who is the customer, the client, or the other interactions because there are extroverts and introverts out there as well, and I found it’s that book Quiet by Susan Kane really helped me understand a lot and that I could really own the interactions, the type of quiet introvert that I am in the interactions with.

    With the clients and yet still put on a mask and act differently in the corporate culture. And I remember one time I just like to find places to hide. And if it was a sales meeting issue, it was a hotel room just to go be by myself. And one of my bosses said, oh, you’re kind of a loner. Like it was a bad thing.

    I think I just had to make a phone call. I’m so happy to hear you say that this is being recognized and also the value of having people together and recognizing what they bring to the table and that all of it is valuable. The introverts and the extroverts don’t have to be in opposition. It’s, it makes a lot more sense in giving people what they need to be able.

    To work. Work. And also there’s some of the science on those, cubicle nation open concepts where people complain they couldn’t get anything done because when people are dropping by saying hi regularly and there’s so many interruptions and they’re the gregarious ones and the ones who wanna hide, it’s hard in an open space and I love that you brought up that there’s research in science on some of these things as well.

    Mikaela Kiner: Yeah. Yeah, thanks for sharing that Kim, about your own experience. First of all, that’s really sad hearing you say that word that you wanted to hide, but I totally get it. As introverts, we need quiet to recharge. It doesn’t mean we’re not great around people. It just means we need that time to ourselves.

    And so I’d say good for you for finding it, even if manager, or whoever made a snarky comment about it. But I think you’re absolutely right there, there is room, for all these different styles and. Like you said, teams are better when we are ref reflective of multiple styles. And I’m sure your clients, we’re also people with different styles and different communication preferences.

    Hopefully that organization has learned, just a little bit more since that time. 

    Kim Allchurch Flick: Hope but I, but I think there is a lot more recognition for it. And also another question for you, particularly being in the B Corps world and with. The form of standards and the new standards, there is a focus on equity and it is 2026.

    And we know that three letter, three letters are denounced in a lot of places but yet there’s so much room for the goodness of equity. And how do you see that in your work? 

    Mikaela Kiner: Yeah, first I’d say, while we’re not a DEI firm, our work really intersects with DEI, as you would imagine for human resources.

    And we do have some people with deep DEI expertise. I think we’re really fortunate because we’ve always been pretty clear about our mission and values and who we are. And so when DEI came under attack last year, we felt like. We were in a fine position to stand up and speak up for who we are and what we represent.

    And I say we’re fortunate because I recognize that there are organizations, for instance, who are receiving government funding who didn’t have the luxury to do that, but we did. And we took advantage and just reiterated our values and we didn’t lose clients over that. I think those clients were never gonna choose us to begin with.

    Our clients are very like-minded. But yeah, as far as all kinds of equity and I, my brain always first goes to things like gender pay equity. It’s really interesting. First of all, our firm is 80% women we’re certified, women owned, and. I think because we offer a good deal of flexibility, we’ve always attracted a lot of women to the organization.

    But I have this story that, that I actually mentioned in my book, which is when I was first bringing consultants onto the team and I was reaching out to people I knew. And I spoke to a couple of the men and they were really clear and they said, this is what I need to make, or this is my hourly rate.

    And I said, that’s great. And then I spoke to these women colleagues who were, often also friends, and they said, I wanna help, pay it doesn’t matter. Don’t worry about it. Which first of all, just that was, and this is a small sample group, but it was very interesting. And I knew, of course I had to pay them equally, for their skills and experience.

    Just because the women said, I’m happy to help, I don’t wanna take advantage of that. And as an HR firm, we obviously have a very strong bias for pay equity. And as a B Corp, we have someone from the outside do an analysis for us every year to make sure that our pay equity is intact, but.

    I see two sides to this. So I think people who were not believers in the benefits and value of DEI, whether that’s from a business standpoint or just a humanitarian standpoint, they were ready. They had the excuse, oh, this isn’t popular anymore. This isn’t necessary anymore.

    And they were ready to ditch that work, unfortunately. At the same time, those who are committed, I’ve seen really continue to pursue and double down and even, grow their work. And I think the one thing I saw early on was people maybe changed the language because they didn’t wanna flag, okay, DEI isn’t popular.

    Let me just call it something else, but let me, keep doing this work. That’s good and important work. That was really encouraging because I was nervous that now everybody’s going to set it aside. It’s not popular. It feels risky. All of a sudden it felt like, is diversity like a dirty word?

    Is inclusion bad word? Should I be saying exclusion? What are we supposed to be talking about here? But so many leaders and so many of the HR professionals I’ve talked to have told me. We’re continuing to embrace this. Nothing has changed. We’re continuing all the work we’re doing and I found that really encouraging, especially since the work has been under fire.

    Kim Allchurch Flick: I am so encouraged to hear you say that, and I feel it as well. People gathered together and still do the work. What else can you share and would you like people to know about your work about. Building a business without sacrificing time and energy. 

    Mikaela Kiner: Yeah. I think we hear all the time how hard it is to be an entrepreneur, right?

    It’s hard to start a business. They don’t all succeed. It’s hard to run a business, et cetera, et cetera. And these are true, i’m not, suggesting they’re not true. I just think. These are things that potentially scare people away or, maybe make people not opt in to entrepreneurship.

    And I felt like after starting my company, and I think it was year three when we passed year three I sighed and thought we’ve made it like we survived. We survived the, what could be the hard early years. But then what I found was, ah. I think it’s a great deal of fun. I get up, I have a great day, almost every single day.

    I love my colleagues and clients who I get to work with. As an owner, you get some choice in who you work with, which is not true in the corporate environment. You get to choose the mission and values of your organization. You get to choose norms like. Do we work an eight hour day? Do we work a 12 hour day?

    Am I expected to respond to messages, at 10:00 PM or on Saturday, right? We’re in control of a lot of these choices, and I would just say don’t take that for granted. What I’ve really done, I sometimes joke that reverb has been a social experiment in. How do you build a company that values people, that is flexible, that lets everybody have all that time and energy to enjoy life outside of work?

    And yet, we work hard, right? It’s not a lifestyle business. We’re a multimillion dollar business. We’re responsible for a lot of people’s livelihood. But both things can be true. And that’s what I really want. Founders and business owners too. Embrace, if that is important to them, if that is a value to them, is that it?

    It really is possible and it will look different, depending on the type of business, the size of your business, et cetera, et cetera. But I believe there are a lot of if that’s something that you’re committed to like I’m very committed to having a business that I enjoy working in.

    Life is too short. And I’ve worked the 60. To 80 hour weeks for 15 years, and not super interested in doing that more. I frankly, I don’t think I have the physical or mental energy, even if I wanted to. I just don’t think I could do it. That’s my biggest takeaway and I think it’s, there are I put these practices in sort of two camps.

    So one is about the individual leader. It’s what are my. Boundaries. My values, can I say no, can I delegate? It’s like these things that kind of keep us true to ourselves. And then there are some kind of HR and people practices in who do you hire? And, are you trusting people? Are you giving them ownership over their work and frankly treating them like adults, letting them do their job well and manage their own time effectively.

    And I think. When you combine those two things you really can have a business that you enjoy running and you really can have room not just for the life outside of work, but life has bumps, right? Things happen. We get sick, loved one gets sick. Child gets a snowboarding, concussion or COVID.

    All these things happen, and when you don’t have any wiggle room in your life to begin with. A life event like that happens it’s incredibly stressful. It’s already stressful, but the stress of, I don’t even know how to fit this in ’cause my life is so crammed. That was something I found really difficult in a corporate environment, but, which I’ve been really grateful in this environment, that I feel like I can take a deep breath, I can have a little flexibility.

    I know a coworker’s gonna jump into cover for me, and so it’s just less hard to navigate. 

    Kim Allchurch Flick: Yeah, well said. Thank you so much. How can people reach you? 

    Mikaela Kiner: I am most easiest to find on LinkedIn. That is the very best place. And then also the company website, which is reverb people.com. 

    Kim Allchurch Flick: Reverb people.com.

    I love the name too. Thank you. Our final question is, if you could have dinner with up to three people living or deceased, who would they be and why? 

    Mikaela Kiner: I always find these questions so hard. I don’t know why. The very first person who comes to mind is Michelle Obama. I know I’m not unique in saying that I’m just a fan, an admirer.

    I listened to her first book on audio, which she narrated, and that was just, it was a lovely experience. I, if anyone hasn’t read it, I’d say if you’re willing to do an audio book, just hearing her, tell the story was remarkable. I would say my grandfather I lost my grandfather over 20 years ago and he was just a lovely man.

    I feel like on the outside he was pretended to be a little like cranky or curmudgeony, but he was really just soft and sweet and a fun person and a great influence. If I had to add a third. No, I don’t really, I’m not like a celebrity fan, but I would probably pick I’d say a favorite musician or artist just because I don’t possess that kind of creativity.

    And so I really admire people who do. I always say the most creative thing I do is cook. Which is fine. But I think, people who have musical talent or can, performance or visual arts, I admire them and I love to know what makes them tick. 

    Kim Allchurch Flick: Oh, what a beautiful table you have.

    That’s so awesome. Thank you so much. I appreciate it. Everyone, this is Kim Allchurch Flick with the Mighty Measure Podcast. Thank you so much for being here. Take care. 

    This Episode’s Guest: Mikaela Kiner

    Mikaela Kiner Headshot. Smiling with a gray sweater and blue background.

    Mikaela Kiner is a founder, CEO, and leadership coach. Her company Reverb helps organizations create healthy, inclusive cultures. Prior to Reverb, Mikaela held HR leadership roles at Northwest companies including Microsoft, Starbucks, and Amazon. She enjoys coaching leaders at all levels and working with mission-driven organizations.

  • Human-First Operations in Business with Maxine Markovitz, MBA Candidate and B Impact Project Lead

    Human-First Operations in Business with Maxine Markovitz, MBA Candidate and B Impact Project Lead

    Maxine Markovitz, an MBA student at Portland State University with extensive experience in operations, change enablement, and project management – joins Kim Allchurch Flick.

    Maxine, who is currently a project lead for a B impact program, shares their journey from labor planning at Amazon to managing projects at A to Z Wineworks, the first B Corps winery in the country.

    They discuss the concept of being ‘human-first’ in business operations, the evolving B Corps certification standards, and the importance of community and innovation in creating a positive social impact.

    Maxine also reflects on the value of inclusive work environments and the role of education in shaping future leaders in social enterprise.

    Listen Now

    Time Stamps

    00:00 Introduction and Guest Welcome

    02:00 Maxine’s Journey: From Amazon to B Corps

    04:25 Experiences at Amazon and A to Z Wine Works

    06:15 PSU Program and Net Impact Involvement

    09:50 New B Lab Standards and Fair Wage Discussion

    14:12 The Importance of Community and Innovation

    30:03 Diversity, Inclusion, and Generational Perspectives

    35:40 Optimism and Historical Perspectives

    38:15 Final Thoughts and Farewell

    Kim Allchurch Flick: Welcome everyone. I’m Kim Allchurch Flick. Here today with Maxine Markovitz, an MBA student in Portland State University with a background in operations, change enablement and project management. They’re a project lead for B impact program that helps businesses in the Portland area work toward B Corps certification.

    Maxine’s experience spans industries from labor planning at Amazon to project management at A to Z wine works. That, by the way, is, I believe, the first B Corps winery in the country. They care about human first values, forward approaches, and translate into practical business decisions. So we’re here to talk about what it means to be human first in operations.

    Welcome, Maxine. So happy to have you here. 

    Maxine Markovitz: Thanks Kim. I’m happy to be here. 

    Kim Allchurch Flick: So what we have in common, we discovered at the 2025 B Local PDX build conference is that I was in the same program that you are currently in. I was in the PSU certificate program called the Business of Social Enterprise in 2013, and also did a B Corps certification with a winery, and we just had.

    Found that a, it’s so great that even though the program has evolved quite a bit, that it continues. So kudos to PSU and I’m happy to have you here. 

    Maxine Markovitz: Yeah, happy to be here. And 2025 now going into 2026, PSUs social impact is still going strong. It’s nice to see, especially in the Portland community.

    That long term community building through PSU for, social impact. 

    Kim Allchurch Flick: Isn’t that wonderful? Tell us about your journey and particularly the spanning of industry from labor planning at Amazon to what you’re doing now. That’s broad. And what is labor planning and what has been your journey to also looking at life through a social impact lens.

    Maxine Markovitz: Yeah, so I’m gonna start back March of 2020, which a lot of us remember very fondly. That’s when I moved out to Portland actually. So moved out here at the start of the pandemic and was, looking for work. And at the start of the pandemic, I ended up. Working at a startup company trying to deliver directly from farmers to people in in their homes.

    Farm to table kind of style. And so yeah, just started develop. It was an essential industry at the time. The goal was 70% to the farmer versus, six or 7% at the grocery store. It’s like, okay, I like this operations thing. After that went to UPS and operations again. Then to a to Z wine Works where I was a project specialist.

    It’s the first B Corp that I worked at, and it was just, really cool to see the mission alignment running through, every part. Of the business and just the connection to land there. And then last two years I was at Amazon. So doing labor planning, which, there’s a huge number of humans that are working at those Amazon sites.

    The shift I was on had up to 700 people. So being, human centric, especially at a company like Amazon I realized pretty quickly nothing gets done if you don’t, treat people well and understand. How do you build relationships, with people. So, finished my undergraduate degree in 2023.

    Also at PSU. And now doubling down. I’m a MBA candidate at PSU again and working with net impact at PSU to help get local companies in the Portland area B Corps certified. 

    Kim Allchurch Flick: That’s fantastic. And could you dial back a little bit about it? It almost seems polar opposite to be with A to Z, which is fairly large.

    Yeah. It’s a large winery, but not nearly as big as Amazon. And what how did you feel about that dichotomy and how did you observe both and what were some of the good, the bad, and the ugly of those experiences? 

    Maxine Markovitz: Yes, and the beautiful. So two completely very different industry models.

    We’ll start there. Wine is connected to land. It’s connected to people and there’s a lot of art, art and pride in the wine industry. It’s a little bit on the slower moving side compared to say, a company like Amazon where. Rollout changes, every two days. I learned from both and, at Amazon it was challenging to stay, people focused and really feel connected to the work that I was doing with the community.

    But at the same time. The ability to have influence over so many people’s lives. Doing planning for 700 people, even if the role that I play in their lives is just so small, maybe all I do is I wave and I say hi or just smile at them or help them with what they’re going through.

    That was really meaningful for me. I think long term, I liked the fast moving, learning part of it, but I want to be a little bit more connected to, community and making long-term change in a positive way. 

    Kim Allchurch Flick: Oh, that’s so fantastic. And what has been your experience so far with, currently with the PSU program and net impact?

    Maxine Markovitz: Yeah. So I have a. I’ve probably told you this, I have a soft spot in my heart for PSU. Yeah. Just since I started classes back in 2020 to finish my undergraduate degree yeah. My experience with PSU, I really like that the school encourages non-traditional students. So just, the academics are very good and the, like the community.

    I’ve gotten to meet people I never would have met before. Working in nonprofits, working in government, working in, dental technology, manufacturing a friend of mine will, and just getting to meet all of these people in the Portland community has been so, like, through PSU has really helped me understand, how important that community is for.

    Not only just your career, but also like your, your value forming as a person. At for net impact. It’s cool for me to see a lot of these, ’cause even at A to Z. It’s a big company, comparatively for a B Corps, right? Cam one of the bigger B Corps. I believe it is.

    Yeah. And so to see these, companies with, 1, 5, 10 employees who want to make, this positive change and to see that process has been really cool for me. Just to see all of the people. Who, you know through what, the business school students can, provide a lot of that the technical work and organization for that.

    But to see that a lot of people in the community have those values, that are so important to like, making our future better. 

    Kim Allchurch Flick: Oh, that’s so impressive. And it’s so much fun and you’re in the cutting edge because it’s crossing academia with. Being out in the community. And so far, how many B Corps certifications have you done and what has been your impression so far?

    Maxine Markovitz: Yeah I joined this year and we’re actually just starting out okay. For 2026. We have three companies we’re working with and our goal in the summer. Finding and networking with folks to find companies to work with. And now January with the start of the winter term kickoff and begin that certification process by by the spring. Yeah. I’ve just been very impressed with people’s commitment to doing the right thing, it’s. It’s been very heartening for me to see, just the, people in the community that want to drive like positive, impact and willingness to work with, pSU been very cool 

    Kim Allchurch Flick: in Indeed. And what I remember telling you when I met you earlier at Build was that I loved the program so much in 2013. I created my company Mighty Appify Consulting because I enjoyed that work so much and have continued doing it, and it’s so great to see students still doing it and seeing you still doing that and you’re on a cutting edge that is going to affect everyone in the B Corps community.

    And that is the transition from version six of the B Lab assessment to the new standards. Which are quite different. And I wanna also reflect back on the Amazon a bit and thinking across the country there’s the pillars are similar but different and deeper in the new standards. And one of, one of the things that they will focus on is fair wage.

    And I was wondering what, how do you view things like that? Have you had any previews of the new standards? And when you think about Amazon and Wage and then working with B Corps and wages and equity and things of that nature what strikes you about moving forward in 2026 and beyond? 

    Maxine Markovitz: Yeah. So first of all, Kim, if you’re okay with it, I, you just recently completed the new E Corp assessment.

    Yes. 

    Kim Allchurch Flick: No, I re-certified in version six because it was still in 2025. So I recertified in November actually started it in the beginning of 2025 and it’s been a long process for. A while it is becoming shortened for a variety of reasons. And so my next recertification will be version six.

    But in, in my work, because I am a B certified consultant, I and many people across the country were part of feedback sessions when B Lab was. In the initial phases of building those new standards. So they give us draft versions, we give feedback. So I’ve been aware of it for over two and a half years, and I’d still go to a lot of classes through B Lab to continue cycling through and classes on portions of it, like the equity portion environment portion, things of that nature.

    So I’m aware of it, but have not yet done that for myself. 

    Maxine Markovitz: Gotcha. 

    Kim Allchurch Flick: But it’s coming up it for everyone. It’ll be 2026 is the year that if anyone’s doing a certification or recertification in 2026, after I believe January, February, it will probably be the new standards. 

    Maxine Markovitz: Yeah. Yeah. Thanks for that background.

    Yeah, so your original question was about the new standards and a living wage. Correct. I so there are, hundreds of millions of people, in this country. And I think just, I know this is, a bit systemic, broadly, I don’t think we’re doing a very good job of looking after those people to provide that living wage and provide people with, the stability they need to.

    Find kind of that comfort and community in their life once you have those kind of basic needs met. Some of the good of Amazon before I talk about, some of the challenges, the good is, to find an employer that gives you good benefits gives you time time off and the ability to pay for school, but.

    On the other hand, we’re working without these, roles that are really anchoring our, people to community and providing like long-term ability to develop, like skills in the workforce that, help people grow and provide for their families, I think 

    From that standpoint.

    It’s really important if you want to be an equitable, company forget AI and forget, all this technology. You’re responsible for the people who you know, work with you and work for you or are in your community. And, by providing that wage. And it’s not just the wage, it’s the ability to grow, right.

    People want skills. And if you can provide them with skills and the future and the way to, take care of their families and, their education and their bodies, that’s, something I think we need to be much more focused on as like a community. 

    Kim Allchurch Flick: That’s beautifully stated. And how are you seeing that play out as you’re out and about in the community?

    Maxine Markovitz: You know, I see, a lot of people are calling this a khap economy. 

    And, I see people on the extreme end of, very high income doing really well, and I see people falling below that part of the k kind of getting squeezed in a way that it’s it’s hard to see where a lot of folks doing, necessary jobs or trade jobs.

    We don’t have a lot of the things like, union representation that we need to protect, workers and that mobility of just, people to get a good job in their community, stay in their community and grow. I don’t really see that being prioritized because people are prioritizing, technology and advancement without understanding that.

    If you don’t focus on the people in the community, the technology may sustain us for a while, but it doesn’t look after like the actual responsibility of being a person in a position of power who should look after, the people, the responsible for. 

    Kim Allchurch Flick: That’s profound and I think important. And looking forward, how do you also view.

    As a, an MBA candidate and academia. The Portland State, granted, I think has very mission-driven instructors as well and professors, but MBAs often focus on what makes business strong, profitable pivots, exits, things of that nature. And more. And yet the social enterprise portion that you’re also in with net impact.

    And do you see, where do you see those aligning and where do you see them doing? What you said before is that split where profit is the most important and the purpose and planet part may not be as strong if they’re at all. 

    Maxine Markovitz: Yeah. That’s a good question. And. We’re living in a system where the rules favor the accumulation of wealth, right?

    So the adage, no money, no mission, right? In the B Corp space, which is you have to make a profit and build resiliency to keep your business, stable and protect the people that you work for. Then on the other extreme is, this is not my responsibility. Somebody else will take care of this problem.

    My responsibility is to my shareholders. And I try to see a lot of the nuance in that where, you, unfortunately, the system is set up in a way where businesses have to run a certain way to make. Money and be survive, no matter how mission aligned, if you can’t fund the business, it won’t operate.

    But somewhere in there is that room to realize I’m responsible for my impact in the business environment. And my impact in the community. And that kind of critical thinking to realize that, the decisions we make. Impact what happens, especially for people, right?

    There’s an enormous amount of privilege to go to an MBA program, right? That’s a master’s degree. It’s a very highly skilled, set of knowledge that’s organized, primarily to, to run due strategy and, processes for businesses. How do you take that? One of the things I think about is how do I take that and say, I also need to be able to provide for myself, and I’m responsible for, the privilege that I have to get this education, and what I can do with the cap, the social capital that I get from my, knowledge and my working experience, 

    Kim Allchurch Flick: what to do with the social capital.

    Maxine Markovitz: Yeah. 

    Kim Allchurch Flick: How do you feel about that looking at your future? 

    Maxine Markovitz: It is honestly a hard question. So it’s a newer question. I’m grappling with, in the last few years I didn’t have a college degree until I turned 26. So I finished college one class at a time, working, full-time.

    And so this is now a newer. Problem. I wouldn’t say a problem, maybe. Maybe an opportunity to be, positive a newer opportunity for me to think, okay, I’m in this position now where I’m very soon going to have this, degree where I can make a lot of change. And it’s something honestly I’m still thinking about as I decide what role I want next for.

    Working, where I want to contribute in my community. So I don’t think I have a good answer as much as it’s something that, I’m thinking about now that I know is important and it’s, it takes a lot of time to really understand your place in that. 

    Kim Allchurch Flick: Indeed. Do you think through time with your experience now with Net impact and your experience with Amazon, that you have an intuitive sense of what a company’s values are?

    Mission and whether you would want to be with a company or create your own? 

    Maxine Markovitz: I think I’d like to be with a company. Working for a company. Just from a personal standpoint, the stability is really helpful, at least for right now, while, building my, life and really trying to figure out my place in that.

    And I think every, role that I’ve had has, taught me a little bit more about where I want to be. So I don’t think I’ve ever gotten it. Right. But I think I learned a little bit from, each one and my, my question now is how do I take the things that I like and that I’m, good at?

    I’m a strong, analytical thinker. I like to solve, big problems and how do I find companies that, you know. Because I, I don’t know if there’s any way to perfectly, exist with the way our world is set up, but find a company. I can say, look, I can sleep well at night knowing what I’m doing.

    I feel like the thing that we’re producing or what we’re doing or how we’re treating people is meaningful and, go from there. 

    Kim Allchurch Flick: Indeed. I think what always drives me and is stuck with me for a few years since I read it, is Nielsen reports, and a couple of statistics stand out.

    One, I believe it’s from 2014, was basically that two thirds of consumers globally are willing to pay more for products and services when they know a company has good values. 

    Maxine Markovitz: Yeah. 

    Kim Allchurch Flick: And then another study with millennials said that same question was about 73%. So the consumer base B2B and B2C. 

    Maxine Markovitz: Yeah. 

    Kim Allchurch Flick: Large part is looking, and my question has always been, okay, companies, how are they going to find you and what are the ways?

    And so it seems as though there’s this broad spectrum of things that can be true and opposing and connected all at once. And there are some companies that. Say things, make claims, but aren’t doing good things for the world. There’s some that are trying to get by and do the very best they can, but there are obstacles and sometimes it’s just impossibly hard to pay a lot of people more than the living wage if the revenue isn’t great.

    Yeah, and there’s some things like tariffs that are coming in that have been reality bites in 2025. For companies, even though their mission and values are very strong. And then on the other end of that spectrum, there are groups of innovators that are innovating for making the world a better place.

    And it can be through medicine, manufacturing, agriculture. There’s movements for land healing and regeneration. There’s movements for. Better technology for energy. I read a book called, here Comes The Sun by Bill McKibbon, talking about how China is leapfrogging everyone in terms of solar. And even though yes, they’re polluted and they have a history and they have a coal history, they’re rapid acceleration forward thinking, it’s solar, that they wanna put solar panels everywhere and make them so accessible that people will be able to.

    Put solar panels on a railing of a deck and it’ll help make coffee. The innovation part is, seems like it’s on the other side, and granted there can be nefarious innovations as well, but people doing innovations as a way to solve a problem and heal the world seems, gives optimism. Me at least. And I’m wondering what are you seeing, because you’re still in this cross hairs of good cross hairs of academia and the world, and you’ve also been in your past around policy makers.

    How does it look for you with those things in mind? 

    Maxine Markovitz: That’s a good question and I appreciate you bringing up that people will pay more. It’s helpful as a reminder, people want. A way to, make positive change or know what they’re doing, is bringing positive change.

    And no I’m pausing for a second, but I’m trying to, it’s, I see we’re on this, on the edge of a lot of changes in our 

    Yeah. 

    In, in the US right. And globally like the acceleration of. Climate change, but also the acceleration of a lot of you know what? Energy is the cheapest energy now it’s solar, wind is cheaper.

    Now we have all of these, on the innovation side, it’s finding, that mission or the focus of, maybe you take just a little bit less on the profit side just a little bit less, maybe that’s not the only thing we focus on, and we broaden that scope out to make sure that, what we’re doing has the positive impact for, people and communities. There’s a, give you an example. There’s a community solar project in the Cully neighborhood. Shout out to Verde. They’re a great company. I have a friend who works there. And they’re making solar accessible to everybody in the community. You all pool in so you don’t have to lower income community.

    Everybody gets access to solar and that’s. Innovation and how are we, getting resources to people. But I think, we have the innovation side figured out. 

    Clearly that’s, the US has been on the forefront of innovation for a long time, but I think one of the ways that this, the country is really lacking is the long-term planning for, human.

    Impact. 

    And I do see innovation happening in a positive way, but not in the kind of cohesive, connected way that I think, we have the potential to really do. 

    Kim Allchurch Flick: Oh, I hope listeners are really pondering that statement, because therein lies something that’s truly important. And I do think there are innovators who are trying on that piece as well.

    And I’ll reference Rebecca Dre, who I think is just a genius visionary who created a nonprofit called Purchasing With Purpose to create a network and of networks, a web of mission-driven companies that can seek and work with each other, including things that we often don’t think about in the B Corps world, but should be players as well as logistics.

    Shipping companies, where are we gonna get our packaging? All of these areas. And in each of those, it is intriguing to see innovations popping up and it gives me some optimism. Like one of our local companies, chocolates spelled with a dash e has found packaging that is zero plastic. 

    Maxine Markovitz: Yeah, exactly.

    Where did they find 

    Kim Allchurch Flick: it? They’re working with innovators and. 10, 15 years ago, some of those didn’t exist. So we, people had to work with what they had and as the innovations pop up and it gives us more choice, that’s more to be supported. So I really, really appreciate the innovations to come that aren’t here yet, but also those that are and embracing them, and sometimes it becomes a cost barrier.

    Sometimes, but sometimes perhaps not. And I love your way of framing everything because it’s so pragmatic. You also mentioned that you would like to work with an established company, and you strike me as somebody who’s also very caring and innovative. And a friend of mine wrote a book, Louis Gump wrote the Insight Innovator.

    And it’s a beautiful way of thinking about entrepreneurship, how to be within a company, but also be mission-driven social enterprise within what do you think about that? 

    Maxine Markovitz: I think everywhere that we go, we make change everywhere. So every company we’re in, every role we’re in, we’re making change with just with the people that we, you know.

    Talk, talk to, and what we do in our work, I am a very, you’re absolutely right, I’m a very by nature very practical, pragmatic person. And I try to say, okay, even if I’m only, interacting with, two coworkers in this organization, how do we make this a little bit more equitable from this, level?

    And it’s, a lot of these like big, systematic changes for organizations can start with just little, little changes with, how people relate to each other and how seriously they take, their responsibility in their, in either, if you’re in one little part of an org, you can kind of spread out or almost trickle out that.

    Positivity or that community focus. So I’m gonna, I’m gonna take you read that book. I’ll let you know. I’m very excited on that. Yeah. 

    Kim Allchurch Flick: And what also do you think about and this is dabbling on a hot topic from 2025. Yeah. And three, three little letters that have been pretty much banished, but in, in terms of really creating.

    Community within workplaces that is open to everyone. And that in across spectrums that words inclusion might be one of them. And I’m purposely dancing across the words because the people that do the work are also saying it. It was never about three letters. It’s about what is the humanity. 

    Maxine Markovitz: Yeah.

    Of 

    Kim Allchurch Flick: being in a workplace and making a living and providing, and contributing. So I was wondering what are you seeing, what discussions are in academia and what are you seeing out in the world around people being able to bring their whole selves to a workplace and be able to contribute in the workplace also being accepting?

    Maxine Markovitz: Yeah, that’s a good question. If everybody were like me, the world would be a bad place. If everybody were the same, the world would be a bad place. I think, having a lot of different kinds of people in the world with different kinds of, ways of looking at things. I mean, that’s a tremend. Even if you just wanna look at it from like a business standpoint, ignoring the fact that, these people are your neighbors and people, just you have a human right to care about, as another sentient being on this planet.

    But even from a business perspective, diversity makes things so much better. You get different types of ideas, you get new ways of thinking, you get new ways of. Problem solving. And if we come to viewing, prosperity or community as something that’s fixed, I think that’s where you start to lose.

    It’s not, a fixed pie. When somebody, when my neighbor does better, I do better. Right. When I bring somebody else into an organization who comes from a different background, I have a better. I have a better time. I get to learn and, it’s just so crazy to me how, terrified we’ve become of people who are, different in the, one of the things I really like about the Portland State community particularly in the MBA program is you get a lot of people who are coming from different. Backgrounds. And that for me makes the program so much more rich and so much more interesting than just, you lose a lot of the Yeah.

    Texture of life when everybody just is the same. And I know there’s a huge engine we could go off on, on a lot of, what’s going on. Politically right now, but just to keep it, try to I try as hard as I can to be positive. You’re not losing anything by, supporting somebody else.

    Your life doesn’t get any worse if somebody else’s gets better, just we can just, we can all be nice. It helps. 

    Kim Allchurch Flick: Absolutely. Oh, and I remember when I took the certificate in 2013, I was also in what doesn’t exist anymore, but it was Portland State’s Masters of International Management. 

    Maxine Markovitz: Yeah. 

    Kim Allchurch Flick: And that was created to be more than 50% students from overseas.

    And it was incredible. But the other dynamic that was there was because I’d had a corporate career and had been laid off and decided I’d like to carve out something new. The other thing is I was an outlier because there was only maybe three of us who were over like 35. And yeah, so it, so there’s also this thing about diversity of thought, generational diversity and inclusion across all these different spectrums and with these people from different countries.

    And it, to me, that was a highlight as well, being in a room. Such an array of backgrounds. It’s just incredible. And then to add the social enterprise certificate on top of that, I really am grateful to PSU for and I’m like a lot of people that have been in corporate careers and have been laid off.

    It’s like, what do you do next? A lot of people start to create their own. Company, they still have something to give them and wanna work with. And I found PSU was really supportive of that. 

    And I also wanna give you the appreciation that one of the things I noticed when we met is you gave me a lot of grace as well about generational diversity and a feeling that.

    My ideas are welcome. Your ideas are welcome. And that also is something I feel that we can really learn from ancestry, from experience, from innovators, from new thoughts, from a variety of things that swirl into this pool of how can we communicate together and create community and do better and do good things 

    Maxine Markovitz: well, that’s, and you 

    Kim Allchurch Flick: that.

    Maxine Markovitz: Thank you, Kim. I appreciate that and I feel the same to you. I appreciate you, talking to me and, listening to my perspective. Humans are meant to be in community, right? Yes. We’re meant to live multi-generationally. We’re meant to think, generations past to generations future, and, no.

    One of us is, an island. Don’t blame the person before you, talk to them. Don’t blame the person after you, talk to them. And I think it’s, it’s great a to be one of those voices, like you were saying when you were in the program, of one of the older students to, you, we all have different perspectives and things that make us, valuable.

    To realize that and to find people that are, interested in, exploring that with us is, is beautiful. Yeah. 

    Kim Allchurch Flick: Thank you. Thank you so much. So what gives you optimism? 

    Maxine Markovitz: What gives me optimism? I think what gives me optimism is knowing that. What people are capable of when we really come together to make things better.

    In my undergrad, I was a history major, so we’re, I’m looking all the way, all the way back, right? 

    And 

    you see these periods where things get bad, and then things get good, and then things get bad. And then they get good and, we come together and we fall apart, and we come together and we fall apart.

    But realizing when, you know what? We’re capable of in, community. I look back at, for example, like post world Wari when income inequality was at its lowest in the country and people were, buying houses and the economy was growing and, there’s a lot of problems Right.

    In that time. But just looking at that kind of arc of history. And, seeing what we can do, and how even in a decade, we can say, oh, well that was pretty crazy. I’m not sure. I’m not sure why we did all this. And 

    Really make like positive change come together, realize that we’re all part of this, human equation and that.

    The people, we have everything we need. We just need to come together. There’s enough good people trying to do the right thing, and sooner or later, I’m hoping we’ll get it back on track. 

    Kim Allchurch Flick: Oh I appreciate that and I am thinking we need a second podcast with you to talk about the importance of history because Yeah I find.

    I’ve kind of always been this way, but more recently because there’s more authors writing incredible books that are like novels, but they’re true history and how the importance of history because it helps us anticipate what might be happening. And I see that resonating now. So we’ll have to come back and talk about that because that’s a big topic, but Absolutely.

    You know, reading a book about what happened in Teddy Roosevelt’s time and they’re using the same words that are being used now. It’s like this is a mirrored 130 years later. We need to know to anticipate, to be able to respond. So let’s bookmark that for a future one, because sounds like do history sounds like a plan.

    Think history matters. Indeed. 

    Maxine Markovitz: Yeah, absolutely. 

    Kim Allchurch Flick: How can people get ahold of you? And this will also be in the show notes, but we want people to know you’re out there, business owners, and so that you can find, help, find your way in the future. Yeah. How can we get ahold of you if you’d like? 

    Maxine Markovitz: Thanks, Kim. I appreciate that.

    Yeah. You can connect with me on uh, LinkedIn. My name is Maxine Markovitz.

    Kim Allchurch Flick: Fantastic. Is there anything else you’d like to add before the final question? 

    Maxine Markovitz: I just wanna say, thanks Kim. I appreciate you taking the time to do this.

    I think now now more than ever, we need, people like you doing this kind of work. Appreciate you taking the time and having a good time, and thank you. Yeah. 

    Kim Allchurch Flick: Thank you as a voice of the future as well, because you’re on the cutting edge of the education part and you have some deep experience, so I think the future is bright.

    The next question, final one, is if you could have dinner with anyone living or dead up to a table of four that includes you, who would they be? 

    Maxine Markovitz: I think number one I would pick Octavia Butler. Octavia Butler is one of, Kim. Do you know Octavia Butler? 

    Kim Allchurch Flick: I do, yes. 

    Maxine Markovitz: Yeah, so Octavia Butler is my number one.

    Not personally, but I know. But for the audience, if you don’t know please, I highly recommend read Octavia Butler’s work, Afro futurism. And her work as one of these seminal black sci-fi authors talking not just about our connection to the past, but our relationship to the future, across continents, across cultures.

    Just such a beautiful and very interesting mind. My second choice is Judith Butler. One of the philosophers behind post-structural feminism created a lot of the discourse that we have now on identity formation and gender differences. As a non-binary person really was one of the people that helped form a lot of my thinking.

    On my identity number three is a little bit of a wild card. It’s gonna be, I’d say David Bowie, just such, just so cool. I don’t know if I have, a deep seated reason for that one, but just, oh my gosh, the, the music such a beautiful, human and I would just love to hear.

    What he has to say. 

    Kim Allchurch Flick: Oh, what a beautiful ending. I’m gonna ponder that. I wrote them down, 

    Maxine Markovitz: but 

    Kim Allchurch Flick: yes. David Bowie, someone whose artistry lives on. 

    Maxine Markovitz: Yeah, well 

    Kim Allchurch Flick: said. 

    Maxine, thank you so much. I’m so appreciative. 

    Maxine Markovitz: thank you, Kim. 

    This Episode’s Guest: Maxine Markovitz

    Maxine Markovitz is sitting in a chair and smiling. They wear a peach suit coat, blue bow tie, and wide framed black glasses.

    Maxine Markovitz is an MBA student at Portland State University with a background in operations, change enablement, and project management. They are a project lead for a B Impact program that helps businesses in the Portland area work toward B Corp certification. Maxine’s experience spans industries from labor planning at Amazon to project management at A to Z Wineworks. They care about how human-first, values-forward approaches translate into practical business decisions.

  • Transforming Investment Strategies: A Scientific Approach with Corey Kaster of Inbundance Wealth Management

    Transforming Investment Strategies: A Scientific Approach with Corey Kaster of Inbundance Wealth Management

    Corey Kaster, founder of Inbundance Wealth Management, joins Kim Allchurch Flick to share his journey from being an insurance broker with Farmers Insurance to becoming an independent investor coach. He discusses the pitfalls of traditional investment strategies, often rooted in speculation and prediction, and presents a scientifically-backed alternative focused on long-term growth based on 50-70 years of research. Corey also emphasizes the importance of aligning investments with personal values and educating investors on the hidden fees and misinformation rampant in the industry. He highlights the role of B Corps, such as his own, in promoting ethical business practices and contributing to the community. The conversation touches on various aspects of financial literacy, including the significance of teaching investing principles to younger generations.

    Listen Now

    Time Stamps

    00:00 Introduction to The Mighty Measure Podcast

    01:03 Corey’s Journey into Investment Coaching

    02:15 The Birth of Inbundance Wealth Management

    03:47 Understanding Money and Investment

    06:05 Challenges in the Investment Industry

    09:53 The Importance of Values in Business

    22:50 Educating the Next Generation on Finance

    24:39 Volunteering and Financial Education

    24:52 Investing for Entrepreneurs vs. Employees

    26:14 Transforming the 401k Industry

    28:39 Understanding Investment Strategies

    30:33 Ethical and Impact Investing

    34:47 Donor-Advised Funds and Charitable Giving

    36:31 Core Values and Client Alignment

    38:14 Optimism and Positive Mindset

    39:42 Final Thoughts and Contact Information

    43:49 Building Large Companies with Strong Values

    Kim Allchurch Flick: Hello everyone. i’m Kim Allchurch Flick. I welcome here a wonderful person that is so interesting about money, and I’m gonna let him introduce himself, but Corey Kaster is here and basically.

    Corey brings 20 years of experience to his role as an investor coach, helping people eliminate speculation and gambling from their investment portfolio. As a certified B Corp benefit corporation for good and 1% for the planet member business and Inbundance wealth management is committed to business as a force for good.

    Corey, welcome. Yeah, thank you. Please. Thank 

    Corey Kaster: you. Kim, 

    Kim Allchurch Flick: please tell us a bit about yourself and what has your journey in this sector, in this life and money and B Corps been like. 

    Corey Kaster: Yeah, so well, 20 years is a fair journey. Where I, how I first got into this industry is I was recruited by Farmer’s insurance.

    So I actually started mostly on the insurance side of things, auto, home life, all that kind of stuff. And they encouraged me to get my investment license and, which I did, but I didn’t really do much with which I’ll loop back to later, but it was mostly because. Anytime I started to do some digging into the investment side of things.

    Nothing really added up. So I kept my license. Fast forward to 2019, I left Farmers to go independent, so I became an insurance broker with access to multiple companies instead of just farmers, not only for my own business, but as much for my clients. And then in 2022 advisor invited me to a two day event that she had.

    And she said, come to this two day event at the Sheraton Portland Airport. And I thought, that sounds very boring, but okay. And that two days rocked my world and changed my whole career direction. So the first day, we talked a lot about money and scarcity versus abundance and how money exists in language and our money beliefs from childhood.

    And all that kind of stuff. And then day two, they started to pull the curtain back on the investing industry and really put some data behind all these suspicions that I had about the investing industry, and also revealed that there’s an alternative way to invest. That’s all based on scientific research that’s back tested for 50 to 70 years.

    So that’s where Inbundance Wealth Management was born, was out of that two days. Knowing that if I had had that information 20 years prior, I probably would’ve been able to help a lot more people. So we still do all the insurance stuff, but we focus on educating people that there is a scientific way to invest.

    Kim Allchurch Flick: Wow. And what a clever name. 

    Corey Kaster: Yeah, it’s one of the things I love mashing words together just ’cause it’s fun and it’s unique. So that’s how Inbundance came together. Insurance investments, inspiration and abundance. 

    Kim Allchurch Flick: Indeed. In the entrepreneur world and company startups, we hear about investing all the time and it seems like there’s always some potential good.

    Some dark side. And what are your, what’s your take on the importance of money as a B Corps and a benefit corporation for good? 

    Corey Kaster: Yeah. Well, money is one of those things where, as much as we try, or some people may try to ignore it or put it in a silo in their lives. It’s the thread that weaves through everything in our lives, whether we like it or not.

    Having that conversation around how we view money, I feel is one of the most powerful conversations we can have. So the investing side doesn’t just become, I want more which can be really prone to fomo and chasing returns and getting on the next fad or crypto or scheme, that sort of thing.

    But. One of the things we focus on is helping people develop a purpose that’s greater than just having more money. What do they actually want to do with that as a tool? And then as a business owner, the, I became a B Corp, oh, I don’t even know how many years ago, but it was one of those things where one of my clients was a B Corps and just said, wait a minute, why aren’t you a B Corps?

    And I said. I don’t even know what that is. So, because this was many years ago, and then he’s like, well, you should go get certified because you’re already living the values. And so it was somewhat easy to get certified just because I just had to basically prove what I was already living and then also join 1% for the planet just because.

    Like one sort of hierarchy of needs. Saving the planet, I think is the base level. Sure. And our biggest charity that we contribute to is Charity Water. So getting sustainable drinking water systems to communities that don’t have access to it. And so I think like having a, an empowering context around how money works and then having a purpose for money.

    Can profoundly impact not only how you invest, but how you look at life in general and how you make your investing decisions, how you make your purchasing decisions, what charities you support, all of them. 

    Kim Allchurch Flick: That’s so fascinating. What what are some of the obstacles that you see for your clients and for you?

    Corey Kaster: Yeah, so the obstacles for clients are. There’s a lot of misinformation in the investing industry. I say misinformation generously. There’s also just a lot of lies out there. The core class that we teach is called dismantling the myths of investing, and we actually go over the four key lies that we argue this investing industry is built on, and then the data behind why we believe their lies.

    And a lot of it just comes down to a core message from the traditional investing industry that. The success of your investment portfolio has to be based on some sort of prediction of the future, and so there’s a lot of movement of money moving from fund to fund buying the next hot thing. There’s this constant churn and no real plan.

    And then often when we audit portfolios, what we see is what we call a Frankenstein portfolio. It’s just been basically pieced together year after year. And the result is when we actually look at. Actual investors’, actual results, like their actual returns over long periods of time. They’re dramatically below just basic market returns.

    So it’s very destructive to their long-term wealth creation to be in this model based on constantly moving things around and trying to predict the future. So we basically say, if you’re. Portfolio success is based on a prediction of the future. It’s already broken, and so there’s, that’s why we teach that there is a scientific way to do it where you don’t have to fall into that and it’s.

    The founder of the company that I work with, when he started this company in 91, he thought, oh, there’s a scientific way to do this. When people see this, it’s just gonna become how everyone invests and people won’t be trying to gamble and pick stocks and beat the market and all that. And it’s now easier than ever to basically treat it like a video game.

    I mean like you can open an app on your phone and trade it and they even gamify it to make it look like a video game when it’s real people’s real money that they’ve worked for. And I think the biggest challenge for me as a business owner is I sort of fell into that as well. When I came across as technology, I thought, oh, I’ll just teach classes.

    Everybody will get this. People understand and appreciate science. But because of how. This industry sort of gate keeps information around investing and makes it seem way more complicated than it needs to be. Most investors are outsourcing their investment portfolio design, so they’re blindly trusting an advisor just like, Hey, they’re the expert, but with no sort of audit or feedback loop.

    They’re like, oh, my person’s great. They’ve been doing it forever. And it’s like, well. Awesome. I’m sure they’re an amazing human, but what kind of returns are you getting? What are your actual results? And people have no idea. And that has let this industry get away with, basically be what we call Wall Street bullies.

    Like they can essentially do whatever they want with people’s money because people don’t have a way to see what’s going on and actually even audit returns and see what their money’s actually doing. 

    Kim Allchurch Flick: Wow I’ve heard of that. And also, sometimes people don’t know the fees that they’re paying or even where to find them.

    Corey Kaster: Yeah. And 

    Kim Allchurch Flick: I’ve heard that is an issue. For people and company founders as well. 

    Corey Kaster: Yeah, and there’s the problem too, and we teach this in the class, is there are fees that can’t be seen anywhere. So there’s some fees they do have to disclose like how much you’re paying your advisor and how much the expense ratio of a fund is.

    But there’s hidden costs behind the scenes. Based on the biggest one is the amount of churn or turnover happening in the funds in your portfolio. So a lot of people put all their money into X, y, Z fund thinking, oh well that’s a set it and forget it strategy. And then what we often discover is that’s active management.

    And so what’s happening is there’s fund managers buying and selling. Stocks and bonds within that portfolio. And the more turnover there is, the more loss there is to what’s called the bid ask spread. So a lot of people don’t know there’s two different prices for a stock and there’s a little juice in the middle, as I call it.

    And so the more turnover that’s occurring, the more that juice in the middle is coming directly out of people’s returns. And how much is lost to that turnover doesn’t have to be disclosed. But most people don’t even know when I ask. They’re like, oh, well I love my person. I’m like, oh, awesome. Do you wanna have a conversation?

    Maybe have a third party audit this and see let’s look at some data versus just trusting this person’s personality. 

    Sure. And 

    then I ask them like, do you know how much you’re paying your advisor? They have no idea. And it’s fascinating to me from the psychological perspective that people notice when a gallon of milk goes up a dollar, but yet where all their money is with an advisor or even a, even if they’re doing it themselves, they often have no idea what they’re actually paying.

    Kim Allchurch Flick: It’s just fascinating and yet I think it’s somewhat rampant, isn’t it? 

    Corey Kaster: Oh yeah. I can’t remember the last person that I talked to that actually knew how much they were paying their advisor, 

    which 

    is just boggles my mind. But it’s very much how this industry is built. That’s, and it’s so common, I think it’s hard to unravel sometimes for people, and that’s one of the biggest challenges for me is.

    Because I’ve seen both sides, like I’ve been on the dark side where it’s, oh, just put people in funds and if the funds don’t do well, move ’em to another fund. It’s very sort of that the cup game where you just move things around and hope people stay happy and have seen the scientific way to do it. And I think the hardest and most frustrating thing for me is when people won’t even have the conversation.

    Like they’re so blinded to it and. I guess maybe they think like I’m coming for their money or they’re, oh, I just, I’m just like their advisor and I just want to be managing their money and getting their fee different than their advisor. And that I think is the hardest part, is having people realize that I’m not just another advisor.

    That we have a to, like a fundamentally different strategy for how we invest money. 

    Kim Allchurch Flick: And can you talk more about that and also. Your values were noticed even before your company was certified or verified as a benefit corporation. Yeah. And how has that guided you and how has it guided those conversations when you say I’m different, what I have is different for you.

    Please listen. How do the values that you started with guide you through that with this industry that might in many people’s minds have somewhat of a black cloud effect for them? 

    Corey Kaster: Yeah. My. Commitment that everyone has access to under at least understanding that there’s a different way to invest is what drives me.

    And one of my personal main purposes in life is meaningful contribution. And so I think that’s what keeps me going. Even though I’ll have maybe numerous conversations where people just shut down or I don’t want to talk about it. It’s one of those things they don’t even wanna look at it. And it’s interesting ’cause I had I’ll never forget, I had this conversation a couple years ago with a woman. We were going over all the data and science and here’s 50 years of historical information and stuff. And then she was going to my website to do a final double check of. Who am I and what am I about and everything.

    And she’s like, wait a minute, you’re a B Corp. Why didn’t you lead with that? She’s like, yeah, here, invest my portfolio. And I was like, well, I appreciate that, that you want to invest a company that is values aligned, but it always does come back to. I wanna encourage people to trust data when it comes to investing versus blindly trusting me because I think that’s what’s led this industry so far astray is it’s not data driven, it is just relationship driven.

    And I’ll even tell people, I was like, trust the data, don’t trust me. But. The values aligned, I think definitely helped. And I know when I first got certified and put out a press release and shared it with clients and stuff, it was, I think a lot of my clients already knew that, but they acknowledged me for taking that extra step to actually go through the certification process and continues to stay certified.

    Kim Allchurch Flick: Wow, that’s fantastic. And I think. In my world where I’m working with companies, particularly as they have their impacts, but they’re not expressing them very well, is to help with that expression, that marketing piece as well. And I base that on, Nielsen’s done several amazing studies about the social enterprise space and some highlights of a couple of them are that two thirds of consumers are willing to pay more for products and services when they know a company has good values.

    Yeah. So my question, yeah. Right at the beginning it was okay, so how do they know how we make that connection? How do they know a company has good values? And verifications and certifications can help, but it’s not the end all be all to it. It also has to be the expression, the marketing of true values, but also measuring and documenting and not making claims without a proof source.

    Yeah. And Nielsen did another study very similar and said of that if it was millennials, that 70, 73%. But what makes me optimistic is that globally, a whole lot of people are looking to support companies with good values. And where we’ve missed the mark is the connection. So lead with B Corps is, that’s a great quote that you heard.

    So how do you feel about that now? And are you a re-certified B Corps or it’s still in, in the first term? 

    Corey Kaster: I’ve re-certified at least once. 

    Kim Allchurch Flick: Okay. 

    Corey Kaster: It all starts to blur together. ’cause it has been a while.

    Kim Allchurch Flick: It does. Yes.

    Corey Kaster: And it’s definitely, congratulations. It’s, thank you. I mean, we feature the B Corp logo along with the 1% for the planet member business logo in all of our emails and it’s front and center on our website.

    I don’t know, to be honest, I don’t know how much I bring it up. I think it’s even on our voicemail when people call in, but I don’t know how much I bring it up during meetings because I guess because it is so prevalent. But yeah, I guess something to consider bringing up more often. But I think for me it’s one of those, I’m living the values and running the company that way and feature it prominently, so I guess it doesn’t come up in conversations as much, if that makes sense.

    Kim Allchurch Flick: It does. And sometimes we admit in the B Corps world that some companies want that logo and Yeah. So they’ll do what they can to get it. And then there’s others that are living the values and would do that anyway. And adding the B Corps logo helps them be found. But it’s not the end all, be all.

    It’s the certification isn’t the end all be all. It’s the growth and the moving forward and the learning. To do better and better over time and still be a very viable company. And I’m just wondering, what does B Corp benefit corporations for Good and 1% for the planet mean to you personally and how does it affect how you look at your forecasts, your goals, your visions for the future?

    Corey Kaster: Yeah. What it means to me personally is. Anytime I see that logo, I know that the business has. It’s an inherent values alignment. Like I don’t have to do a lot of digging through their website and mission and values and that sort of thing. I know that they’re aligned with my values, and so that was the big reason that I wanted to get certified is, not only from some strong encouragement, but Sure.

    Just so when people see that associated with my business, that they inherently know that I align with their values and. How it impacts my future, I think. It always keeps me committed to. My core principles of delivering value, because in the advisor world, there’s very much a pressure to constantly grow.

    With any business. Sure.

    Yeah. 

    And anytime that I start to see myself drifting towards, oh, like how much is my assets under management, for instance, and how much has that grown? I translate it back into how many people have I saved from. Speculation and gambling with their portfolio because that way, even if, because like our onboarding process is pretty thorough and time intensive.

    Like we’ll do a quick 20 minute discovery call just to see what they’re looking for. But then there’s a 90 minute what we call an investor inventory basically. What’s worked, what hasn’t? What got you to where you are today? And then if it does make sense to move forward from there. We do a 90 minute class, and then after that we do a two hour follow up meeting.

    And so it’s fairly time intensive and for me it has no correlation to their level of assets. Like people can come to us and literally have nothing to invest and maybe want to just consider starting a Roth IRA with $25 a month or something. 

    And. 

    A lot of advisors would think, why in the world would you spend that many hours with someone that doesn’t have a huge portfolio for you to manage?

    I’m like how is anyone supposed to grow wealth if we don’t help them at every level? Oh, I love 

    Kim Allchurch Flick: that. Yeah. 

    Corey Kaster: And a lot of advisors won’t even talk to investors if they have less than 500,000 or, I actually heard, and this was appalling from a, I think it was a fellow B Corp, they wouldn’t talk to people that had less than a million dollars to invest.

    And it just boggled my mind how one could be a B Corp and be committed to. People and yet not want to work with anyone if they didn’t have a certain level of assets. So that’s what drives the future as I don’t get disheartened if maybe they choose a different strategy or they don’t want to invest, so they want to loop back later.

    It doesn’t bother me because at least I’ve shown them that there’s a different way to do this, and so it can give them some access to a different way to do it if they ever choose that. 

    Kim Allchurch Flick: That story touches me so much. I think that’s so key and so important because when people are left to feel small or you’re not there yet, and I hear this with business investing a lot that companies that are.

    Really building something, doing well, but revenue isn’t great yet and they wanna go to the next step. And they’re looking for investors. And the investors say, you’re not there yet. So there’s this gap where they can’t get there yet until they get some in investment or some capital from somewhere.

    Yeah, that can help get them over. And usually it’s either research or marketing expenses or somewhere. And I think you’ve seen that with companies quite a bit and people as well, individual investors, that there’s a point where without somebody who’s understanding and sending, sharing a lifeline of sorts, there’s a place where people get stuck because the people that could help have a bar.

    Or limit and they’re not there yet. And I’ve heard that so many times. And what do you think about education, about money and investing for children or lack thereof? And this is a postulate, but what would it look like if children that are really young were taught some investing saving basics?

    Corey Kaster: Yeah. It’s funny that you bring that up because I had the idea over the last year to start bringing this information to kids. So while it’s not a really accessible for young children, I did recently volunteer to teach a junior class at a local high school. They have a personal finance class.

    So they were just learning like what is a stock and what is a bond and what is a mutual fund, and that sort of thing. And then I came in and taught our core class, dismantling the miss of investing, just like we teach to adults. And it was incredible. I didn’t, to be honest, I didn’t really know what to expect going into a high school if they were gonna sort of tune out or. But I thought alternatively, they’re close to being able to make money and invest, so they have a vested interest in learning about how this stuff works. And they were super engaged, asking really good questions, and how do we pick an advisor and how do we understand the fee structure of one advisor versus another?

    And. It was incredible. So they definitely want to continue to bring me back every quarter to teach because it’s like they can learn these core concepts of what things are, but if they don’t understand how to apply them in an actual portfolio and what to do when they actually start investing it leaves a gap there.

    I think the next step would also be maybe going back at the university level so they understand it. Again ’cause that 90 minute class is distilling over 50 years of academic research into 90 minutes. So it’s a little bit of drinking from a fire hose. Definitely for junior high schooler.

    But it was really fun to go in and 

    Volunteer to school and provide that information. 

    Kim Allchurch Flick: That is so awesome. How do you see helping people invest if they’re entrepreneurs or self-employed and helping people invest who are already in a company that is giving them a 401k or giving them access to investing?

    And where do you see differences in how you speak with people and where are some similarities? 

    Corey Kaster: Yeah. The nice thing is, so entrepreneurs or people that run their own business they might even have their own 401k for their employees, or they’ve got a simpler, a set plan that they can control and.

    Those are fun because they can implement, if they do choose this scientific strategy, they can implement it with all their portfolio, they can share it with their employees. So we’ll come in and teach the class to their employees. And so the employees have access to the scientific option through these plans.

    And it is distinctly different though when people work for a large employer because. As most people know, they give you a very short menu of options of where you can put your money. Yes. Which is a real disservice. It’s very nice of course, when employers are doing a matching, which of course is basically free money.

    But by giving them a limit option to choose from and not really often, much guidance, we. Really see that there’s an opportunity there for a couple different things. One, to provide the individual investors more education. 

    But also to start to move up into bigger and bigger employers and help them realize, and I think there could be a good avenue to do this through B Corps.

    How much. Their 401k plan impacts their employees because a lot of people think, oh, we’re doing a matching, like we’re being competitive. Oh, wow. But it’s like, well, wait a minute. Let’s dig into this and see how much do your employees understand these plans and the options? What is your engagement like?

    How many people are actually taking advantage of those? Because nationwide, I think the numbers are about 50% of people use their employer plan and actually contribute, which is incredible because most plans are probably doing some sort of a matching. And so the fact that half the employees in the country aren’t taking advantage of that is a horrible disservice.

    And where we can come in is. Not only helping the employees understand how this stuff works, but for instance, if they want to come to the two day event that we have, like they can have a profound shift from scarcity to abundance, which impacts the employer directly because we all know if people are more comfortable back to that hierarchy of needs, if their financial needs are met and they’re living in a world of abundance versus scarcity, they’re gonna be.

    More happy, more productive at work, it’s gonna create a greater workplace environment. So yes, we really see that there’s a way to transform the 401k industry, because currently it is typically the employers are looking at it from who’s got the lowest fee. ‘Cause that’s the only thing they really know to compare.

    And they’re not, I think looking at it from the side of, well, what’s the cost on the employee side and how much turnover do I have as a business? Because employees aren’t participating in the plan or they don’t understand how it works. And so they don’t, they’re not feeling that commitment to their success from their employer.

    And as we know, unsupported employees are most ripe for going somewhere else 

    Kim Allchurch Flick: and Oh, absolutely. What do you think are some of the reasons for the people not to engage with their 401k? 

    Corey Kaster: I think a lot of it, I haven’t really dug into research about it, but I think one of the biggest things is their, the way they look at money, because typically when they first get employed, they get the big packet of, okay, here’s matching and here’s how you log in.

    Set it up. So I think it’s two different things. One, it can be overwhelm, but I think more commonly it’s. They’re feeling like they’re paycheck to paycheck. And so they’re very much living in a world of scarcity. And so even contributing 3% or 5% of their paycheck seems like an insurmountable hurdle.

    And it’s very, of course, destructive to long-term wealth creation because their 3% could be an immediate 6% if it matched by the employer. And so I think it’s the combination of those two and. With plans that I work with. Those are the people that I would be the most committed to is figure out what’s going on in their lives that Yeah.

    Is having them look at this way and how can we help support them? 

    Kim Allchurch Flick: Oh I love that. And it’s so important because the future people don’t always look at the potential for the future until they get there and when there’s no savings. In that future that’s now present it can be a scary place and for a lot of people and often not their fault.

    And I myself have someone who’s been laid off a few times in good company with like 50% of the employee base, so surrounded by people who are in the same thing, but knowing that there was still something there. So I love your passion for what you do and for helping people. And you uttered the word gambling.

    Yeah, and I was wondering if you could talk about that in terms of investing. And then another question I have for you is how can people decipher from like those 401k funds, and I know what some of them look like to the words impact investing, green investing, and if they want to invest with ethics or their own morals and values.

    Where would you steer someone but first to just those people you’re talking to. 

    Corey Kaster: Yeah. I think the gambling part, I’m trying to think the easiest way to distill it down. The data shows that if you’re trying to pick individual stocks, either yourself, which some people do, or like they’ll have Robinhood on their phone and they’ll buy individual stocks.

    But the most commonplace we see it is within mutual funds in their portfolio, whether it’s with their employer or outside of their employer. And that’s where I think people don’t realize that there’s gambling happening in their portfolio because. Basically to simplify it, that fund manager that’s managing X, Y, Z fund is trying to predict where the market is going, or even segments of the market, green energy tech, et cetera, and then trying to make trades, trying to beat the market.

    But most of those underperform the market, meaning that you’re basically paying them to lose your money, so you’re paying them to. Yeah, you’re paying them to perform below the market. And so that’s where I think a lot of people don’t even realize that that’s happening and it’s very destructive. So usually once we show people what’s really happening there, then they obviously want an alternative, but, and I think that’s where it can even go into like ESG and sustainable investing.

    In that, well, one, I think there’s a lot of greenwashing, which is I think dangerous in and of itself. Indeed. And we have a deeper conversation with people around basically what their values are and what they want that to look like in their portfolio and where that shows up in their life. Oftentimes due to the overhead for being in that ESG category, those funds often perform, I think the numbers are around 3% below comparable funds. So they’re taking a, basically a 3% calculated loss in their. Expected return by that commitment and unfortunately not knowing well, are those companies actually committed to that or did they just pay to get this certification like that?

    That’s where it gets into a very gray area, and we think that people can have a lot more of an impact with their purchasing decisions versus, even you think about oh yeah, I’ve got half a million dollars in a portfolio and I’m putting it all into ESG funds. It’s like, well, yeah, but if that’s spread across 500 different companies, 

    right.

    Is 

    that having a measurable impact on that company versus. Or on those individual companies versus, oh, I’m going to buy a different type of vehicle, or I’m going to boycott this company, or I’m going to get the word out that they have nefarious practices. Alternatively from the positive side I’m gonna support B Corps and spend my money there and.

    By the way, we do things and just letting the market do the work and getting market returns, then you also have more flexibility to donate to charities and to support the causes that you care about versus basically trying to strong arm companies based on the money that you have in a small percentage of their stock in your portfolio.

    Kim Allchurch Flick: I just learned a new term in the last couple years that hadn’t occurred to me Uhhuh, but it’s donor-advised funds and for people who want to have. Either trust or have donations, in into their future and beyond to have something to be able to give. 

    Corey Kaster: I 

    Kim Allchurch Flick: heard that about donor advised funds.

    What do you think about those for people who wanna give back to the world somehow to have some charitable donations? What are your thoughts? 

    Corey Kaster: Yeah, and I think, are you just factoring, like for passing on their estate or? What do you mean specifically?

    Kim Allchurch Flick: The way it was described is a little bit of both.

    It’s helpful for people who are retired and have to do the mandatory withdrawals. A place to put that, and also for those who feel philanthropic, philanthropic to do it in the near term, but also for longevity as a trust, like after death or something as well. 

    Corey Kaster: Yeah. One, I think it’s a great opportunity to do and this sort of dabbles, which we aren’t providing tax advice, but it, there’s also can be some very nice tax advantages to structuring things that way.

    I don’t specifically have as much experience with donor-advised funds, but I know it’s one of the things that I. Could bring our same methodology to of yeah, how exactly do you want this portfolio to be managed? And then what sort of impact do you want it to have in the world, both while you’re living and after you pass.

    Kim Allchurch Flick: Exactly. 

    Corey Kaster: Yeah. That 

    Kim Allchurch Flick: is amazing. And how, what are your values in this space and in life, and how do you find as you’re talking to someone that they resonate with how you are and your values? 

    Corey Kaster: Yeah, my core purpose is meaningful contribution, epic adventure, and deep connection, and when it is pretty easy to recognize out in the world, people that align with that, and I used to refer to it a long time ago before I refined it into that current iteration, is having a growth mindset.

    People that want to grow, experience life, develop themselves, contribute to the world and live life to the fullest. And so those are the people that I resonate with the most, and I think that’s. As I mentioned before, when we go through our process and have that quick 20 minute discovery call, I’m very strategic in that is this, yes, I wanna help as many people as I can, but also is this going to be somebody who I.

    Align with and things like me, because I’ve definitely had those conversations where they’re like, Hey, what fun do I go into? I was like, wait, wait, wait. Let’s back up a little bit. And I remember one of those specifically, he’s like, I don’t really want to hear anything or learn anything. Just tell me what fun to buy.

    And I was like we’re not a fit. Not a problem. Best of luck. But yeah, so that’s what. I find resonates the most is finding people that align with my same core values, and that’s pretty easy to find out right up front. 

    Kim Allchurch Flick: Oh, that’s so awesome. And what makes you optimistic? 

    Corey Kaster: I think I’ve always had sort of that sunshine and rainbow look of the world.

    Even in the current state of things, I’m like, oh, well maybe everything will crumble and then we’ll really rebuild it new and amazing. So, I think it’s just, it comes back probably the same sort of framework of scarcity versus abundance. 

    I am a big believer in. How you look at the world creates the world.

    Another way to say it is a term called terministic screens. And it’s interesting, it just popped into my head of talking about people that I resonate with versus don’t. I definitely try to stay around people with a similar mindset that. If you look at the world through a positive lens, you’ll see things that align with that.

    ’cause that’s just how the brain works. But if you look at the world through a very negative lens, then that’s all you’re gonna see and the, the brain will find the things that align with that. And not to say I have not fallen into some negativity for sure, but absolutely. Yeah. I keep that as a focus of like, wait a minute.

    The world is just happening as the world is happening, and I choose to interact with it and see it as I wish. And so having that optimistic mindset, if I can choose my belief, why not choose the one that supports me and works versus the one that’s gonna be sad and depressing. 

    Kim Allchurch Flick: Makes so much sense.

    And for those listening, would you share again, your website and contact information? How can they reach you? 

    Corey Kaster: So my website is Inbundance.com. And the best way to get in touch is there’s a schedule button all over. The website is to book a quick 20 minute discovery call and we can just chat a bit, see if we’re a fit and if there’s anything that we can help with.

    Kim Allchurch Flick: And this is all, this is in the show notes as well. Is there anything else you’d like to add before I ask the final question? 

    Corey Kaster: I think the biggest thing that I would encourage people to do is to do the looking and be open to learn how investing works. I definitely understand outsourcing and trusting a professional in a lot of areas, like I have a CPA and attorneys.

    And that sort of thing. Sure. But this is definitely an area of the trust, but verify.

    Kim Allchurch Flick: That’s a really good thing to think of. And I’ll add too I’m a visual learner, a little bit left-brained, and when it comes to things like columns and numbers, I need a lot of repetition. 

    Or I need visuals and I think some people are like that as well. And this isn’t the final question yet, but how do you adapt to how people look at.

    Money and figures and text. And if they can’t get it, like I’m one of these people that sometimes it just doesn’t literally compute. And it’s a pun. Yes. But it’s also just the way my brain works and, but when somebody can show me pictures or graphs, 

    Corey Kaster: yeah. So it, it’s a 

    Kim Allchurch Flick: big difference. And do you see that with people and how do you adapt to.

    How someone can actually take the information. 

    Corey Kaster: Oh yeah, yeah. ’cause it definitely different people and absorb information in different ways. Our class is very visual, so we often, well, most of our classes we teach over Zoom, so they can do it right from home and see, we’ll go over graphs and charts and often those classes are in a small setting and so I can take the time.

    One, I’ll know the people that are in the class. So as I’m going through the class, I can speak specifically to like explaining what a mutual fund is and what goes into a mutual fund, meet them where they are and we try to make all of our content. Accessible for everyone. And I was amazed that even when I had that, took that same slide deck to a high school, that they pretty much understood the bulk of it.

    Even they were brand new to knowing what a stock was. And I’ve taught that same class to somebody 65 years old. 

    Definitely as accessible as possible. And then when we do the follow-up meeting, we do a thing called a portfolio, MRI. It’s a tool that we built that basically, once people understand how investing works and where returns come from the class, then we can actually do an analysis of their portfolio and then we show them in multiple different ways, both numbers, side by side, percentages, et cetera.

    But then even on a graph of how efficient or inefficient their portfolio is, how much risk they’re taking for how much return it’s engineered to get. And we definitely walk through everything until they get it. Like I always ask on every page, like any other questions, is this making sense? And giving them that space to feel comfortable to ask what they might think is a stupid question.

    Because one of the biggest complaints I hear is when people go to ask any question of their advisor that they feel either talked down to or talked over. 

    And I am out to change that ’cause I don’t want to feel, have anyone feel shame about asking a question about how their money is managed.

    That’s just gross. 

    Kim Allchurch Flick: Yeah. Well, and this is their livelihood and their future. So thank you for that. And everyone that do look@inbundance.com. So for the last question, if you’re in community with some of your favorite people living or dead who would it be?

    Corey Kaster: Yeah, I think actually the first. People that come to mind are people that have built very large companies. It’s really fun to spend time with. So the company that I work with that does all the engineering of these portfolios and provides the education is a company called Matson Money, and I’m down in Scottsdale with Mark Matson, who founded the company every couple months for training.

    So the nice thing is I get. Not a sit down meal with him, but I get a lot of interaction and anybody that’s built a big empire, like he started this company back in 91 when he came across this technology. And like him and I think of even founders of. Large companies like Apple, that sort of thing.

    Not that I want to emulate or become that large but just to see how they look at things such that they can build a company so large. Because it’s fascinating to me how, again, I don’t want to necessarily build something that large, even though I do see that the larger my company is, the more people that I can help and the more education I can provide.

    It seems like just such a different lens through which they see the world. Talking about those terministic screens of like, oh, I can build a company from my garage to. Apple or Amazon or something. And again, not that I want to emulate all their characteristics, but it’d be interesting to see how they see the world such that they can build something that large.

    Kim Allchurch Flick: This also makes me think because we’re both so much in the B Corps world, it’s also, and I’m pondering with you, how could somebody build something that large. With strong values. 

    Corey Kaster: Yeah. 

    Kim Allchurch Flick: As a potential B Corps. ’cause the ones you’re the ones you’re listing. Well, they’re publicly traded first of all, but also probably not in the B Corps realm as much.

    What? Yeah. That’s why I say I don’t, do you even think it’s possible and yes. They employ a lot of people. There’s a lot of things about those companies. Do you think there’s a way to do it with a really strong. True north values like you have. 

    Corey Kaster: I think there is, because especially now with, as you mentioned before, the stats about how many people are willing to pay more for those products and services that are produced by B Corp.

    It might not be as explosive as a growth trajectory as maybe some of these companies have seen. But I definitely think it’s possible and I’m. Back to the optimism. I hope that’s our future. Yes. Is that as we continue to vote with our dollars, that it supports the companies growing that large. I’d love to see like a B Corp, Amazon, something that isn’t doesn’t have as many destructive practices, but can provide value and services to people and. Support small businesses and be green and support the planet. 

    Kim Allchurch Flick: Indeed. And we are seeing them crop up, aren’t we? There’s different little pockets or different sectors, but this just popped into my brain as you said that there is one. And I’m very happy about this company, bookshop.org.

    Is a B Corps and they are dedicated to bringing books to sale in several countries and supporting independent bookstores in the process. And they’ve, to date given something like almost $43 million to independent bookstore owners. And every time you buy a book that a, it’s not from Amazon, it’s from bookshop do org and every purchase.

    Gives a little bit of money to this fund that goes back to independent bookstores. And independent bookstores can create their own shop on bookshop.org. So if people can’t go to their store, they can go to curated online shop. And that way, in a way, I’ve answered the question I asked you with one example.

    Corey Kaster: Yeah. Yeah. There are companies that are doing that and I think we’ll see bigger, 

    Kim Allchurch Flick: bigger, more. If you’re big enough to give away 42 million it, it doings. Doing some big number business. Yeah. And I find that very exciting. And then they partnered with Libro fm, which is also a B Corp, which is the audio book portion of Oh yeah.

    Corey Kaster: As well. Yeah, I’ve heard of them. 

    Kim Allchurch Flick: So how do we, the questions for us both that don’t have to be answered now, but how do we keep looking? How do we, there’s, there are. My optimism is the innovators, the people that want to bring the similar products and services to us in a better fashion, in a way that is better for the planet.

    And they’re innovating new ways. 

    Corey Kaster: Yeah, and I think it’s just our role as consumers to constantly be looking for that. So just like when you go to the store and you see two different shampoos and one’s a B Corp, but one isn’t. Like I love it because it makes it a very easy choice for me. I don’t really pay attention as much to the price, but I know that it’s a sustainable business, and I think the more we focus on that, whether it’s services or products, it’ll continue that movement.

    Kim Allchurch Flick: Oh that’s fascinating. I think we could talk for a very long time. Yeah, 

    Corey Kaster: for sure. Look 

    Kim Allchurch Flick: forward to seeing you and networking out and about in the new year. Yeah. But I wanna thank you and everyone, this is Cory Kaster with Inbundance Wealth Management, which is a great title for our company. Thank you.

    Thank you. Look at the show notes and we appreciate you.

    Corey Kaster: Yeah. Thanks Kim. 

    Kim Allchurch Flick: Take care. 

    This Episode’s Guest: Corey Kaster

    Headshot of Corey Kaster, smiling at the camera, with trees in the background.

    Corey brings 20 years of experience to his role as an investor coach – helping people eliminate speculation and gambling from their investment portfolio. As a Certified B Corporation, Benefit Corporation for Good, and 1% for the Planet Member business Inbundance Wealth Management is committed to business as a force for good.

  • Integrative Leadership and Entrepreneurship with Lindsay LaShell of Buffalo Collective

    Integrative Leadership and Entrepreneurship with Lindsay LaShell of Buffalo Collective

    Lindsay LaShell, founder and lead navigator of Buffalo Collective, joins Kim Allchurch Flick to discuss her journey as an entrepreneur, the values that drive her work, and the mission behind Buffalo Collective, a community offering solopreneurs and lone leaders the support they need to thrive. Lindsay explains her vision of creating ‘communities of integration’ where personal and professional growth go hand in hand, emphasizing the importance of connection, self-acceptance, and courage in facing challenges together. She also explores the potential of psychedelics in facilitating self-actualization and healing, and shares her future plans for the Buffalo Collective, including her unique approach to retreats and ongoing integration support.

    Listen Now

    Time Stamps

    00:00 Introduction and Guest Welcome

    01:18 Lindsay’s Entrepreneurial Journey

    04:20 Founding the Buffalo Collective

    06:11 The Concept of Herd Mentality

    07:09 Building a Supportive Community

    09:45 Challenges and Insights of Entrepreneurship

    17:57 The Importance of Integration and Authenticity

    25:26 Embracing the Buffalo Spirit

    25:50 The Power of Community and Connection

    27:26 Psychedelic Retreats and Integration

    28:58 Future Vision and Business Strategy

    31:21 The Role of Psychedelics in Healing

    33:35 Addressing Psychedelic Hesitations

    37:55 Upcoming Events and Personal Values

    43:39 Final Thoughts and Reflections

    Kim Allchurch Flick: Welcome everyone . I’m Kim Allchurch Flick. I am really pleased to be here with Lindsay Lashelle, who is. An amazing human being that I met at We The Change. And Lindsay is the founder and lead navigator for Buffalo Collective, a community of integration that gives lone leaders and solopreneurs the support structure and connection that they need to thrive.

    She’s an experienced digital strategist and purpose-driven founder with a deep belief in the power of entrepreneurship as a path to wealth, justice, and self-actualization. Lindsay, welcome. 

    Lindsay LaShell: Thank you. Thank you so much for having me. The second we got introduced, I feel like we just clicked right away because we have such, so many of the same goals and so many of the same values.

    So I’m really, I’m very happy to be here. 

    Kim Allchurch Flick: I’m too, I feel really blessed. Blessed that we got to meet in person in April at the We, the Change conference in Denver. And then in October you came to Portland for the BUILD Conference and it was exciting to see you there as well. So could you tell us all, what has your journey been to we, the change and now this new endeavor, the Buffalo Collective?

    Lindsay LaShell: Wow. Okay. Where do I start? I was a reluctant entrepreneur. I. Had, it’s so funny looking back like many times, actually started businesses a little bit out of necessity. I was tutoring when I was in grad school. I had like a farmer’s market business. For some time selling cotton reusable.

    It was like right when Swiffers were like brand new and very popular. And so I like, I sold washable, cotton that we had knitted, we had a knitting machine and we like knitted us. So anyway, so like I was dabbling in entrepreneurship all the way. As for as long as I can remember.

    And then when I started my agency, of course I didn’t. Know what I didn’t know. But I knew right away that part of what I wanted from that business was to use it as a vehicle for good. So I wanted to be able to pick my clients so that I knew that when their marketing was successful, it was putting more of what I want to see out into the world.

    It was always a very ethical, inclusive, thoughtful, progressive place to work. Like all those values were really important to me and so. I started to l learn about triple bottom line businesses and all these different, I was in California at the time, so it was all the different formats of what it looks like to be business for good.

    And of course, I had been familiar with B Corp community and getting B Corp certified the first time was just for us, it was just. Proving that we were, who we said we were, right? I didn’t have to change any policies. I didn’t have to update anything. It was just like some stuff we had to write down because it wasn’t formalized, but it was just this, it was very easy for us.

    ’cause we were already, and also because we were a service business. So it was pretty straightforward from a, accountability context. Yes. Yes. But that immediately got me introduced through somebody who’s still a very, very dear friend, Maya Holiday who’s also the B Corp and a we, the change member.

    And she brought me to the we the change session at the first champions retreat that I attended in LA after we got certified. And that was it. And I was like, oh, these are my people. Okay, cool. And so I just immediately started to like, attend every meeting. And as the organization evolved, then it became pretty clear that I was like, I wanted to be a volunteer.

    So I started to volunteer and then I got asked to be in the leadership circle and it’s right. It’s been a wonderful community to me for, I don’t see a lot of. Lines between friends and clients anymore. It’s one of the real, like amazing benefits of being what I call an integrated leader, right?

    We need to be your whole self at work. Then friends and clients can be the same. There’s no, no downside to that. So, yeah, those are people. It feels really good. 

    Kim Allchurch Flick: That is fantastic. Yeah. And this new venture, the Buffalo Collective, what’s, 

    Lindsay LaShell: yeah, it’s wild. It’s still very, very new. I’ll tell you about the name first, because you were there when it started.

    While we were in. Colorado for that retreat. The woman who came to do our land acknowledgement told us a story about Buffalo women in her culture and how Buffalo women were the women that were, they did what Buffalo did, which is that they were the bold ones that ran into the storm.

    That’s, they were like strong enough and confident enough that that was the characteristic of these women who were just bold leaders, bold problem solvers in her community. And that stayed with me. And I even have this little stuffed buffalo that came that was a gift from somebody else who was at the thing that weekend.

    ’cause we really bonded over that story. And so when I was looking for inspiration for the brand, for this new business. That’s what came, that’s what sort of presented itself because, so I did a bunch of Googling and learned about it and buffalo are really unique. Like American bison are these creatures.

    When they see a storm on the horizon, they will get into a group and they will run headlong into the storm together and it’s, it is a defense mechanism. It’s a safety. It’s a safety. Basically it, they know that the fastest way through that storm is straight through it. You can’t go around it, you cannot run it.

    Cows will run away. Buffalo right into it. And they know the safest way to get through it is together, because then you won’t get separated. You won’t get lost. You use it’s the herd mentality is literally the thing that protects them. And that became the image, like I’m reclaiming herd mentality.

    This business is built on the idea that humans need connection. We need reflection, and we need accountability. Those are the things that help us to be our best selves. We can do a lot of work with a coach or a therapist. We can do a lot of work on our own and self-help, books and podcasts, whatever, but there are some deeper level things that need deeper support.

    And I like experienced that for myself. And so I’m just building the business that I want to exist. So that’s it. 

    Kim Allchurch Flick: That is so fantastic. And what are some of those things? Because it sounds, it feels very new and different and yet there’s like a deep residence that probably through history has been something that’s been lacking.

    So how do you describe how you envision it? 

    Lindsay LaShell: So

    I think I call it the communities of integration because what I envision is that it is a small group of individuals. The communities are like the herds, right? Our eight people max, and it’s a like sort of. Bring your own framework. Bring your own identity. So folks who sign up for a herd. They tell us who they are.

    Okay? And that is, if you like, bring me your Astro chart, if that’s how you understand yourself, bring that, bring your Enneagram, bring your Myers-Briggs, like whatever it is that helps you get a clearer picture of who you are. Bring that, and then bring your goals. Where do you wanna be? Who do you wanna be?

    What do you wanna learn? Where do you wanna go? Whatever. And then through, there’s like digital systems of accountability, right? So we’re in like, there’s a Slack community where we, if you want daily accountability for like, here, I’m doing this today. I’ll tell you guys when it’s. Done. Like that, so we can get out of our own heads and just get it done.

    So there’s like those kinds of cheerleading, right? I need help. Does anybody have an accountant? Like whatever. So the Slack community’s always on for that. And then on a weekly basis, we’re having things like virtual coworking spaces. It’s such a bizarre thing how our brains. We can talk ourselves out of doing things like, oh, I’m too busy, or I don’t feel like it, or, oh, it’s not whatever.

    But if I just show up and turn on my camera and tell people like, for the next 90 minutes I’m working on this, I’m gonna do it. It’s like a, it’s so bizarre that that’s how our brains work, but we really do. And there’s, I like know a whole bunch of coaches who do offer virtual coworking sessions.

    And again, this came out of like conversations I’m having with my peers who are also, B Corp leaders. And it was just like, I just wanna not do this alone all the time. And so then that makes so much sense. The right and so then there’s the real work gets done in the meetings, right?

    So once a month, four hour block of time, chunk of time where with only eight people, that’s a lot of space for everyone to take. And the idea is again, that it’s just like you bring your identity and you bring your goals, and you bring your questions and you have the wisdom of the other individuals in the group.

    You have their guidance, you have their support, and you have their accountability. So that like at some point, I mean it’s funny, like my vision for this is I really think there’s potential for new models of business finance and business investing because when you can imagine. That group working together.

    Every entrepreneur thinks that they don’t, that they need marketing or money. That’s what every single entrepreneur will tell you, but that’s not the case. Most of us need some perspective and some accountability. Interesting. Because we’re not doing what we could. What we can’t. This is where the whole business was born from, was for me because as a marketing consultant.

    We had a, I had always had a saying back, even when I had an agency, you can lead a client to water. And that was just always true. And the more that I worked with women leaders and with underestimated entrepreneurs, the more that it became clear. It was like not, knowledge is not the thing that’s holding us back.

    A lack of knowledge is not the thing that’s holding us back. We have all these subconscious blocks. I’ll speak for myself, right? I was so programmed to believe that asking for attention, that speaking up and speaking out, that being ambitious. It was unlikable. It was unattractive. It was undesirable.

    Don’t ever do it. And I was in my thirties when I started, or in my forties when I took the Gallup strengths finder. And it was like, significance is my number two strength. Yeah, I want your attention. I’m here. And then obviously, I mean, maybe it’s not obvious, but I’m a Leo and I spent my whole life trying to pretend like I didn’t want.

    To be in front of the room when I do. And so I think there’s all, I’m not the only person who’s in this world of trying to perform what culture and what our families have taught us to be against who we really feel like we are. And then you add my, like neurodivergence, all these other things into it, like it just gets real crazy, real fast.

    And it’s. You need humans. You need other people that you can trust to reflect the truth back to you. That’s what I need is like somebody who could say, yes, you’re being crazy, or No, you’re not being crazy. Or here’s how I dealt with it and here’s what my outcome was. Right? Our brains haven’t evolved in like.

    10,000 years. A hundred thousand years. Something wild. When you think about the amount of time that we spend isolated, especially women leaders compared to what our bodies and brains and like emotional regulation systems are built for. We’re doing it wrong. We just need other people. And I think I just, I see.

    I see that need in my friends. I just, I’m gonna write a newsletter about this. There’s a New York Times article about these women who started group it, like they just call it group. And it was like a half a dozen moms in like the seventies or maybe eighties. Started to meet twice a month with a therapist as like group therapy for moms.

    It was all about trying to be like good moms and good people and good spouses and whatever. Twice a month for 44 years, these women have been meeting together. Can you imagine what they have been able to give to each other in terms of support and encouragement and knowledge and validation and like that just sounds beautiful.

    I don’t believe in organized religion. I think church structures can do this for some people. Honestly, I think 12 step programs do this for a lot of people, but I kind of want to build like a small group for the rest of us,

    and there’s such beauty there. 

    Kim Allchurch Flick: You and I are both entrepreneurs. We know a lot of entrepreneurs and there’s always the work. Yeah. And the work sometimes never gets completely done. Yeah. It’s a striving and also stress and joy. Yeah. And what you said about connecting and communicating, I think there’s really something magical there to be able to share.

    Otherwise, we’re very insular. And I know I work from home, so there’s really nobody to have chats with. And sometimes I borrow in so much I feel like I don’t have time for it anyway. And until it happens and

    Lindsay LaShell: We lose sight of how important it is. We’re not, it’s not available to us, it’s not handed to us.

    If it were built into a structure. A lot of us really benefit, I mean whatever you’ve got your like book club or like all these other things, right? But I think especially women, you tell me if this is different for you, but like I think women entrepreneurs, part of why we do this is because we are very capable and part of why we do this is because we feel like we have to prove that we’re very capable. And both of those things together serve to further isolate us. Like there’s just , we don’t do things for ourselves. We hire coaches for our business or consultants for our business, but it’s just wild to me that this is such a deep seated human need and there are so few people walking around talking about why they don’t have it.

    Or trying to solve the problem of having it, like they solve the problem with a couple glasses of wine or they saw it, right? Or like some other mechanism that isn’t really, really, really what we need. And yeah. I just, I think it’s wild. How we have been conditioned, this is not what humans are supposed to be 

    And in isolation and showing up with

    with the work. Yeah. 

    Kim Allchurch Flick: So how, and have you experienced good opportunities for you to engage, with the way you wanna build the Buffalo Collective. Have there been sparks of inspiration? 

    Lindsay LaShell: Oh, so many. This is the, it’s taken me a long time to really narrow in on it. I’ve thought I’ve been like zigging and zagging and exploring.

    For, I don’t know, I would say two or three years ago was the first sort of seed of this idea. And the seed was was actually around, this is, it’s gonna sound far field. It’s not I promise, but like it was actually around the potential for supporting. Home use of psychedelics for therapeutic purposes.

    I was like, why isn’t there a DIY guide for a couple that wants to, that has some hard conversations they need to have and if they do that supported with MDMA, then it becomes these are. Clinically, all these things are being tested, but they’re all pretty much clear, right? Like I’ve, and so I was like, why doesn’t that exist?

    And then it led down this rabbit hole for me, where in my own experience and in that of my peers, I just get really fired up about professionalism and how what, like, how messed up it is. That’s not usually the word I use, but it’s ruins us. And so that, so I, that really just I following the thread and trying to figure out like where, what do we need?

    Where’s the healing? Where’s the opportunity? Where do I think I can build a business that serves the future of who we are? That’s part of it for me also is just that this is a need today. It’s been a need for many, many, many, many, many, many, many hundreds of years in, in our cultures, every maybe not hundreds since the invention of the atomic family, right?

    This has absolutely just been like brewing since then, and I. I don’t know. It just led me to this place of, I think the most precious thing that we can be working towards is integration. Just this idea of who we are is who we are, and we can fully accept who we are, and we can’t expect the people around us to fully expect who we are or to fully accept who we are.

    And then there’s no. Professionalism. There’s no pretending to be a certain way when you’re not. There’s no, the downside of professionalism, if you’re a like solopreneur or a leader of a small business is. You have all this baggage, all this subconscious, like every human does.

    There’s no judgment. We all do. You bring that crap to work except for you pretend like you don’t because you’re acting like prof, like a professional. And so the same person who is not balancing their checkbook is then showing up and managing their business finances and thinking that those are two different.

    Pathways for them, where it’s really not an integrated leader is like, no, this is, I have money baggage and this is how it shows up in my business. And that is how we get the freedom to work through it and move past it. So that’s why I focused on that. The entrepreneurship is a, it’s the playground, but it’s not.

    The requirement, right? This is like being an integrated human is available to all of us, and I want it for everybody. But because I’m building a business, it starts with entrepreneurs. That’s where my community is. That’s where my audience is. 

    Kim Allchurch Flick: And that makes sense. And I think you’ve touched on so many things that are important and what’s been going through my mind thinking about it is like corporate life and burnout, and what does burnout mean?

    And often it’s, I was talking with someone else about having to go to work and in a way put on a mask and be professional. . And bury the other things on the, on someone’s mind. And when you do that long enough and the stress buildup is, becomes very physical. Very neurological.

    I’ve also been burnt out to the. Point where I went on a vacation and sat on a balcony of a hotel for two and a half days to the point where the hotel actually called me and said, are you okay? Because all I did was order room service, didn’t even read a book or anything. It was just like time to, to let the brain decouple a little bit.

    Yeah. And I’m a reader. I’m activist. I usually get out and start exploring right away. But that particular one, and I’ve heard this from other people as well, and. Particularly with women and women of color who are also masking even more. 

    Lindsay LaShell: Yeah.

    Kim Allchurch Flick: To get to a place. And I read a book about a woman who made it to CEO and when she got there, she thought she could create a gateway for other people it was more free and open, but like the board and others expectations of assimilation.

    Made it even more difficult to the point of physical illness for her, and I do see. I think CEO groups that get together so people of the same level can sit and chat and in Portland through Be local. There’s a grassroots group that I’m a new member of. 

    Lindsay LaShell: Yeah. Those CEO circles absolutely informed.

    I talked to a lot of people about those that definitely informed some of what I’ve planned here. Yeah. Sorry. 

    Kim Allchurch Flick: It’s, it is starting. It is. And. And also being, taking longer time, maybe not as frequent, but longer time. So that people aren’t just going around and expressing what might be their need of the day.

    But it’s shallow. Across everybody. And the groups are learning to say, let’s focus on one person’s issue today, but it’s confidential and everybody listens deep. And gives that person a chance because sometimes we don’t even know unless there’s a question or even a comment. Like, oh, tell us more in a safe space.

    And that’s what I see you bringing to it and I. And I’m just wondering if you could tell us more in the design or how you envision this happening for people where it’s unpeeling layers and they wanna come back And reveal more. Learn more. Heal more. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: How would that look? 

    Lindsay LaShell: Yeah, I think so. It, along the way, like I said, I’ve been digging and zagging and exploring a lot, and somewhere along the way I started to collect these sort of rules of engagement, if you will, right? I have they’re on my bulletin board here, like the like indigenous like very, very traditional laws of nature, right?

    And it’s like cause and effect and relativity and like these ideas that are like, you can observe them everywhere. And if you. Employ them, embody them, they can, help how you think about things. And then I got the economic regeneration, whatever, eight laws of economics.

    So I’m like putting all these like guides together. And I wrote one and it was like the. Ways that I strive to be part of them are ways that are very easy for me to be, and part of them are ways that are very hard for me to be, but there are things that I have observed are maybe unique or remarkable.

    The thing that your therapist says too is like, whoa, that’s unusual. Right? Cool. Like, hold onto that and I wrote these down, wasn’t really sure why or what role they were gonna play, and then I realized that there actually are community guidelines. So I’ll grab a couple of ’em for you so you know what I’m talking about, like the very first one, kindness, directness, and authenticity, right?

    Because anything that you accomplish by pretending, hiding, or forcing will not satisfy. 

    Kim Allchurch Flick: That makes 

    Lindsay LaShell: sense. Number two, and this is very consistent with what you already know about me. Give generously, ask boldly, receive graciously. Because if you want full participation in regenerative abundance, you have to give and take both in equal measure.

    And that’s we have to name that because so many of us are conditioned to give more than we take no matter what. And so that, it goes on, there’s a whole bunch more of ’em. But it occurs to me that these are the touchstones of we’re not always going to accomplish this.

    We’re not always gonna be able to do this, but these are the guidelines that we can strive for and that we can hold ourselves to. That we can say, okay, this is the, these are the way that I wanna show up in the world. So with those in hand. Every person having the encouragement and support and internal motivation to go where they wanna go.

    I think that’s all we need. I really do. I’m like so deeply, I believe that the people who see these community guidelines and resonate with them and they’re like, I wanna be challenged in that way. Those are the people who are gonna sign up. And the thing about being a buffalo is you have to be ready to do the hard thing.

    You have you gotta sometimes it’s gonna be listening to the hard thing. Sometimes it’s gonna be saying the hard thing. We’re all on the same page with that together. But it’s not for everybody. And it is not for some people right now, it’s not for like it’s okay because it’s not a support group.

    It’s not, and it’s not a coach, it’s not a class. We are here for people who know that they have work to do, and they know that they will be able to do it stronger, better, smarter, faster, more pleasantly if they have a team rooting for them while they do. That’s really, that’s the crux of it, is.

    Isolation is our enemy, the echo chamber of our brains that don’t have perspective and can’t give yourself grace and can’t give yourself the validation that you need. All of that stuff. Isolation is the enemy. And so that’s why hurts. That’s why our small groups 

    Kim Allchurch Flick: well and there it is.

    And yet I think many of us don’t always acknowledge what you just said that. Sometimes we sit back and say, okay, during a storm, I just have to weather through it by myself. Or like some people do run 

    And I love the metaphor of the group head down, forcing through. And that breaks open something good because the rainbows on the other end.

    Lindsay LaShell: Yeah.

    Kim Allchurch Flick: And then how do you envision it with a group that’s working like that and they. Breakthrough the other edge of the storm together. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: There could be other storms coming, but what else? Of course. Yeah. Wonderful things can be on the rainbow side of it. 

    Lindsay LaShell: It is my hope that people will come and go in the seasons.

    When they need this, right? The other offering, right? We have these heard small groups. We’re also gonna offer psychedelic retreat, like weekend retreats. And the idea is that if you’re like participating in one of those, then you join a herd with other folks who are at that retreat, and then that is what supports you through the like post psychedelic integration process, right?

    So like that is hopefully gonna be the mechanism that starts to get, ’cause we can offer that integration for psychedelic retreat facilitators all over. That’s the thing is that right now in the very best. Most well-respected programs for certification and training for psychedelic for psychedelic facilitation.

    They want you to provide resources for your clients to get integration, which is for most folks, that’s one conversation and like a bunch of links or a bibliography or something. It’s not, there’s very few facilitators that are building communities of practice around actual ongoing integration and like investing time and space in it.

    And so that’s the future that I see for this is that like we are gonna. I don’t, there’s all kinds of things from a business perspective, there’s all kinds of things. I don’t know. Like I, what is our lifetime customer val value? I have no idea. Because how long are people gonna be in groups?

    I don’t know. I love the idea that like this group that’s forming now for January, maybe we are around in 30 years, like maybe it has that value and we have that stability and that’s how that goes. But the. The vision, like what I’m imagining is folks, some facilitators will bring their clients and use our structure, right?

    They can use all of our technology and frameworks and tools. Some folks are gonna come to our. Retreats and then they’ll work with our facilitator. And it’s really similar to the CEO circles that what I was, what I’m planning is folks who come on with a facilitator, with a facilitating group.

    The facilitator will be with them for six months. So it’s a long enough to establish relationships, communication standards, culture, expectations. And then the group can carry itself from there. Partly because I want the price point to be really accessible and obviously if there’s a staff facilitator, it changes the price point quite a lot.

    Sure. But also because I’m not. I’m not offering wisdom. That’s not what this business does. The point of Buffalo Connected Collective is just to provide connection. It’s just get, I, everybody knows where they need to go. That’s not my job. I just wanna give people the retainer that they need to get the support in order to go where they want to go.

    Kim Allchurch Flick: What a gift. I think that just sounds so fantastic. Thank you. 

    And i’m sure people will be curious about the psychedelic component. 

    Lindsay LaShell: Yeah.

    I’ll pitch it because it’s actually I very strategically have scheduled the very first one, so it’s gonna be just right outside Milwaukee, the weekend before the champions retreat.

    So if anybody is planning to travel to Milwaukee for the B Corp Champions retreat in April of 2026, the weekend before, they can come in the weekend before and do this retreat with us, and then go to the Champions retreat. 

    Kim Allchurch Flick: That is a fascinating idea. 

    Lindsay LaShell: Thank you. I’m really excited. I love the B Corp community.

    I, I, and I’m very lucky to be connected to lots of folks in the B Corp community and beyond, who are really. Really, really, really wonderful, experienced, empathetic practitioners of this kinds of facilitation. And, for me it’s just, it’s that it’s like jumping the next level, right?

    For women entrepreneurs, for every human, but for like women entrepreneurs, it feels especially cute, the power of our subconscious and our conditioning. We don’t even realize the things that we tell ourselves and the way that we hold ourselves back. You just, you don’t even know because you’ve been told one thing, right?

    And you push forward in that paradigm because that’s the guidance that you have and. I think what psychedelics can do in terms of allowing for self-acceptance and self-actualization. ’cause you can actually see a different vision of how you fit into the world and your role in it. Yeah, I think the power and potential for that is really endless.

    And I, I think, from a business perspective, our mental health care system is not sufficient. It’s not going to be sufficient. It can’t catch up fast enough to the need. And psychedelics offer a real solution to that, but they. Can’t do it with the work on their own. Their medicine.

    They still need people to participate in their own healing. And that’s, what I hope Buffalo Collective can provide. 

    Kim Allchurch Flick: Indeed. And there is, more information like Michael Pollan’s book of a couple years ago. Yeah. More books are coming out it seems oh yeah. A lot of it is about trauma.

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And you’re talking about a different look at it. And some of it can be. Trauma of within a business that may not be breaking through or doing what people anticipate or just the stress of holding onto everything with no support system. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And to offer something that is about making a living as well.

    Yeah. And how to really consider opening that up. I. I would love to have you back for a podcast in after the Champions retreat. And yeah, if there’s some feedback on what that’s like, because it’s really Yeah, opening up new ways to look at business and life and leadership integral and leadership and yeah.

    And it’s a choice as well. And what do you say to people who are hesitant about psychedelics? Haven’t tried or don’t know? What to expect or how it helps. 

    Lindsay LaShell: So I am the only one. The only medicine that I am really a passionate, outspoken advocate for is psilocybin, and part of that is. Because it’s like deep cultural history in North America where I’m from, right?

    So like for part of it is because that is from here as I am from here. Part of it is because it is so safe. You literally cannot overdose on mushrooms. You cannot hurt yourself. The worst thing that happens is you have a bad trip. You may become deter, have to face some things that you don’t wanna face.

    It’s not. Always pleasant, but it’s never dangerous. And for those two reasons, this stuff is getting mainstreamed real fast, like there’s a, I don’t, there’s a community called Moms on Mushrooms. The woman who founded that community’s been on Good Morning America, and it’s all, it’s a microdosing community for moms.

    So they didn’t belong in. Like they’re not schedule one drugs, like they don’t belong in that category. They were, and we don’t need to like get into the politics of it. But like the whole thing has been politicized in a way that has caused our culture to be really confused and scared.

    And. When you start to do just a little bit of research, you see that this is medicine that arguably created human consciousness, right? There’s like a real strong argument that it was psilocybin mushrooms that actually sparked the evolution that led to humans in the animals in the apes or whatever that consume them the first time.

    And the benefits. For trauma healing, for self-acceptance, all that stuff. Yes. But even just as on a microdosing level, they provide benefits like reduced anxiety and stress, which means reduced blood pressure and hypertension. And so there’s like all of these ways in which I think they are a, an absolute necessary part.

    For the next phase of our human health, of the, of our human existence right now, we need them as coping mechanisms as teachers. They do those things, but I think they’re, they are gonna help us even beyond that. And so if I don’t wanna push it on anybody if you’re scared, but I’ll say the if you have gotten to a point where.

    Your SSRIs, your therapist, and this is in your business or in your, yourself, right? If you’ve hit the wall, you’re, you can’t you’re not making any more progress with your therapist. You’re not making any more, your SSRIs aren’t doing enough, whatever it is. If you’ve hit the space where you don’t know what else to try, there’s really no downside to trying these medicines because they’re completely safe.

    Yeah. And you can get them legally all over the place, even though technically they’re illegal. So 

    Kim Allchurch Flick: true. Oh, and I live in the other Pacific Northwest where there are clinics and, but they’re actually legal and therapists and Yeah. And that is in the news and it’s people are writing newsletters about their companies, so 

    Lindsay LaShell: Oh yeah.

    Kim Allchurch Flick: There’s definitely more to learn. 

    Lindsay LaShell: Yeah. The. But like business startup stuff that’s happening around it is huge, but it’s also just lots of really wonderful growth and education, right? And studies. So many clinical studies are showing the benefits. And I’m far from the expert to talk about this, like for PTSD for addiction, right? For substance for substance abuse. Like it’s really. Really quite compelling. So yeah, so that’s all I would say is just know that it’s safe and keep an open mind and make sure you’ve got, make sure you got some people. Don’t do it alone, that’s all. 

    Kim Allchurch Flick: Yeah. And what else is on the horizon for you?

    The Buffalo Collective is just brand new. It

    Lindsay LaShell: is, yeah. Our first two herds, so I’m launching the first two herds in January. Very, very, very excited. And then our first retreat will be in April. As I said, and that’s in Wisconsin so that we can, piggyback on the Champions retreat.

    And then, the world we’ll see, like I, my intention is to build this really targeting entrepreneurs to start with since, those are my people and I really get them. The idea is that year two we’ll do probably. I think if we do three retreats next year, we’ll do maybe twice that many in the following year.

    And then, as I said, like our goal by year three is that we have partnerships and relationships with psychedelic practitioners of all kinds who, who recognize our community as the recommended community of integration for the group, for their work. Yeah.

    Kim Allchurch Flick: And on a personal level what are your values that are leading you to create this and how do you envision this affecting you as well?

    Lindsay LaShell: Oh God. At this point, I’ll be honest. Like at this point I just want to, I wanna be financially stable like I’ve been, I’m like, I’ve been a marketing consultant for the last five years and that. Been rough for the last three. And so I. I love, like part of how I got here, right? My, I am a Scorpio moon, which means I have all the feelings and they’re complicated and they’re messy and they’re huge.

    And that’s the Scorpio. I’m Sagittarius Rising, which means I’m really adventurous and I’m gonna try everything that’s. Offered to me, like I’m gonna go, explore everything. But I’m a Leo sun, which to me is like the, that I’m here to talk about it. I’m here to tell you about those things.

    And so I’m really excited if this business gives me the opportunity to tell more of my healing stories, more of how I got to. Realize these things and learn these things and evolve from those things. If that is what I’m here to do, then I am just really excited for that opportunity to do it and I’m, and I love.

    That this journey for me has been so much about knowing what I’m for and knowing what I’m not for, right? I’m not a facilitator. That is not my strength, and I can’t wait to bring on other skilled, passionate values, aligned, progressive people to do that, right? Because I just wanna tell everybody about these opportunities for healing and connection.

    That’s really what I wanna do. I wanna make it for myself. I wanna make it for others. And then. I just wanna, I’m an activator, that’s another one of my Gallup strengths, right? Is getting, and you’re like, I recognize that. Like I know that about you. Yeah, exactly. And and that’s just so whatever, like the greatest gift you can give yourself if you’re an entrepreneur is to set yourself up to spend all of your time in your zone of genius, right?

    Getting other people on board is my zone of genius.

    Kim Allchurch Flick: And you’re good at it, and thank you. And that’s how hopefully others like me can help as well. I, my tagline for me and my company is Connector, collaborator. Catalyst. 

    Lindsay LaShell: Yes. 

    Kim Allchurch Flick: It’s like I love to connect people. I love to collaborate, but a catalyst is like an enzyme.

    Lindsay LaShell: Yes. 

    Kim Allchurch Flick: And that’s like introducing two things and getting out of the way and stepping back to let that. 

    Lindsay LaShell: Yeah. And like Catalyst happen to create something new, right? I love it. That’s great. 

    Kim Allchurch Flick: And hopefully the word will spread and the people that go through the first two herds will also be the ones that are talking to other people who.

    Create more herds. You and I both seem to be people of metaphor. My company was named off basically after a metaphor based in nature and the buffalo herds that it’s always gonna stick with me. That together we can make it through a storm. 

    Lindsay LaShell: Yeah, 

    Kim Allchurch Flick: and I think that’s particularly relevant now and I am seeing some real optimistic things happen.

    There’s another person who. Wants to create a company based on finding ways to work with the activists, the people that are on the front lines. The very wonderful people who are speaking up.

    But there is always a, price to pay for giving too much. Especially giving too much in stress. And this person wants to create a place for those people to step back, relax in their way. And it’s like sharpening the ax. It’s a metaphor, but also a story that I used to tell when I was a manager is that there’s.

    Two people and they have an ax and they’re cutting trees and one of them just keeps cutting and cutting and the other one takes a break. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And in the end, the person who took the break cuts more trees. Why is that? Because during the break he sharpened his ax. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And so I think what you’re giving people is a chance to sharpen the ax.

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And like the other woman who’s not gonna be working with business people so much, but with nonprofit people, activists, legislators, judges, attorneys, people who are pushing forward a chance to step back and sharpen the ax. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: And I see this. For you and the people that are in your herds as well.

    Lindsay LaShell: Yeah. Thank you. I hope so. I, this is, it’s it feels to me very much like a the right people are gonna raise their hand.

    And because they are the right people, when they raise their hand, they are gonna get what they need from this. That’s, that there’s a very I’m just, it’s like if you put a pond in your backyard if some ducks need a place to chill, they’ll show up there, right? And so that’s, but there weren’t ducks sitting on your front porch waiting for your pond, so that, so exactly. Yeah, that’s how I’m thinking about it. It’s feels crazy ’cause I spent my whole career being like.

    The internet is not a, if you build it, they will come situation. That’s not the way marketing works, but I think that is how this works. We’ll see. 

    Kim Allchurch Flick: Me too. So could you remind everyone of the website and how to reach you? 

    Lindsay LaShell: Yeah, so it’s BuffaloCollective.co definitely please go sign up and subscribe.

    I’ve kept it once a week. Newsletter. I’m gonna keep doing that. That’s my work to do. So what makes that hard for me? ’cause it’s not, and I’m on LinkedIn, Lindsay Lashelle. That’s the easiest way you get to hear all of my ranting about my internal critic and all my criticisms of our current work environment and entrepreneurship expectations and all that kind of crap.

    But yeah, like I said, I’m, I realized a long time ago that. I have, for whatever reason, I can say things that other people can’t say in a way that doesn’t cost. I don’t have the same social capital at stake that other people have. 

    Kim Allchurch Flick: I see. Interesting. 

    Lindsay LaShell: So the reasons why people don’t speak up when they see something, when they have a problem.

    The reason why people don’t speak up when something’s been wrong for them, when the, whatever those are, it’s very little risk for me to say those things. And so I have to say them because somebody has to say them because that’s the only way we can learn and grow and people feel seen and right, all of the reasons why, right?

    Those hard things need to be said. I get to say them. So that’s what happens on LinkedIn. 

    Kim Allchurch Flick: That’s great. And that’s also breaking through, running through storms, getting, breaking things apart. It can be I love that. 

    Lindsay LaShell: Yeah. 

    I just wanna make it easier if I go first than other people can.

    That’s, I just wanna make it easier for others to do that too. 

    Kim Allchurch Flick: And it makes a difference. And we’re seeing that in the world too. Those who speak and those who don’t. And knowing how to get ahold of you will be very important. So everyone I do hope you go to the website in LinkedIn and connect.

    Before we break off, I have one more question. That I wanna ask every podcast guest. And that is if you could have dinner with one to three other people, so you have up to a table of four. 

    Lindsay LaShell: Yeah. 

    Kim Allchurch Flick: Living or dead.

    Who would you choose and why?

    Lindsay LaShell: That’s a really good question. Three people. 

    Kim Allchurch Flick: Up to you. You could start with, you could have dinner for two, three or four. Just more than four.

    Lindsay LaShell: I don’t want a one-on-one. I want like conversation.

    I’ve gotten recently a lot of ideas about.

    You know how like God always used to talk to people in the Old Testament, and then at some point he stopped talking to people. There’s a lot of historians now that are making good arguments that like that was psychedelics. The people that were talking to God were actually having psychedelic experiences.

    You can get there without lSD like there’s lots of other ways to do that. Psilocybin, mushrooms being one of it, but there’s lots that like, don’t even require medicine, right? Breath work and stuff like that, that can get you into a non-ordinary state. It’s really bizarre, but like that, like I think of I wanna talk to like Rachel or Moses or one of these, like an Old Testament.

    Maybe it’s Queen Esther. Like an Old Testament prophet to understand that experience for them or, I could say like Ram Doss, like somebody who’s a, he’s a, he was, he’s a spiritual teacher now. He was a psychedelic researcher right in the seventies alongside Timothy Leary and some other crazy people.

    Yeah, I feel like those folks, maybe even like a, like an Einstein sort of character. ’cause he was like the . Humans that were not bounded, that were thinking in ways that were not bounded by the time and place where they were. And I. Those are the ones that I wanna talk to. And, I don’t want to just talk to them. I wanna sit and listen to them, talk to each other.

    Yes. So it’s definitely three of ’em. And those are some rough ideas, but Yeah, that’s kinda, that’s how I think like a cross section of folks who are exploring boundaries a little bit. That’s what I would want. 

    Kim Allchurch Flick: Indeed. Indeed. I so appreciate you. I thank you everyone listening.

    Thank you. And we always wish you the best. We’re here to help.

    Lindsay LaShell: Thank you so much, Kim.

    Kim Allchurch Flick: Thank you. 

    This Episode’s Guest: Lindsay LaShell

    Lindsay LaShell smiling at the camera.

    Lindsay LaShell is the Founder and Lead Navigator for Buffalo Collective, a community of integration that gives lone leaders and solopreneurs the support, structure, and connection that they need to thrive. She’s an experienced digital strategist and purpose-driven founder, with a deep belief in the power of entrepreneurship as a path to wealth, justice, and self-actualization.

  • How to Stand for the America Your Business Needs with Camilla Taylor of the American Sustainable Business Network (ASBN)

    How to Stand for the America Your Business Needs with Camilla Taylor of the American Sustainable Business Network (ASBN)

    Camilla Taylor, executive director of the American Sustainable Business Network (ASBN), joins Kim Allchurch Flick to discuss her path from a Maryland family business and roles at B Lab Global and European sustainable fintech to leading business-driven systems change through nonpartisan policy advocacy.

    Taylor argues businesses need three essentials—security/predictability, affordability, and opportunity—and says small businesses are uniquely strained by turbulence, misinformation, and shifting costs like tariffs, as well as community impacts such as ICE actions.

    She explains ASBN’s role translating issues into business cases, collaborating across the sustainability ecosystem, and using its political capital to influence legislation.

    Taylor outlines concrete actions: visit ASBNNetwork.org to contact representatives, sign letters, join quarterly “amplifiers” briefings, and host elected officials with ASBN toolkits. She shares why owning a business is political now and what keeps her both optimistic and urgent.

    Listen Now

    Time Stamps

    00:00 Welcome and Guest Intro

    02:05 Camilla’s Origin Story

    04:35 B Lab Lessons Learned

    08:35 Small Business Reality Check

    09:41 Three Pillars to Fix

    13:42 What ASBN Actually Does

    18:00 Obstacles Misinformation

    22:00 Advocacy in Action

    25:48 Collaboration and Staying in Lane

    28:37 Finance Levers Map

    29:51 Collaboration Over Competition

    31:12 Finding Help and ASBN

    31:47 Tea and Contact Congress

    32:51 Host Candidates Toolkit

    34:09 Quarterly Amplifiers Briefings

    36:18 Your Voice Gets Counted

    37:45 Empowerment and Optimism

    42:26 Thanks and How to Reach

    44:13 Dream Dinner Guests

    46:58 Host Shares His Picks

    50:31 Social Links and Farewell

    Kim Allchurch Flick: Hello everyone. Welcome to the podcast. This is Kim Allchurch Flick, and I am so happy to be talking with Camilla Taylor, who is the executive director of the American Sustainable Business Network. She’s globally renowned leader, focused on changing economic systems into stakeholder driven economies.

    Over the years, she has held positions at B Lab Global. Is the owner of B, or which is the owner of B Corps certification where she has respons, has been responsible for their impact operations, as well as Holland FinTech and FinTech era, a network of sustainable European FinTech companies working together toward the democratization of financial services in the developed and underdeveloped global economies.

    Camilla’s passion is in systems change through empowering the collective voice of business to influence regulatory change. The title of our today Together is How to Stand for the America Your Business Needs. Wow. That is an impressive bio. 

    Camilla Taylor: Oh, thank you. 

    Kim Allchurch Flick: I’m so happy that you’re here and as a fairly new member of the ASBN.

    I’m doubly delighted, so welcome. 

    Camilla Taylor: Oh it’s wonderful to have you. I think every voice in this moment, I know we all, I’ll speak for myself, feel so disenfranchised right now and powerless. And so really leaning into community and places of. Collective action that celebrate the really, the power and influence that we all have is particularly important at this moment, I would say.

    It is a, an honor right back at you, having you here. 

    Kim Allchurch Flick: Oh, thank you so much. What along the way through all of these. Wonderful things in your bio, in this broad and deep experience that you’ve had, what have been your inspirations and the values that have led you through your journey? And to this point, an ASBN.

    Camilla Taylor: Yeah, so it really starts back in, in as most good stories do back in the day. I am the product of a family business and my dad, when I was little girl, he was the CEO and president of our family business that was founded by my great-grandfather. Almost a hundred years ago in Maryland.

    Kim Allchurch Flick: Wow. 

    Camilla Taylor: And this family business has really been the center in nurturing ability of my entire family. And I saw as a little girl, my father really being a leader in not only our family and we’ve huge family so many children. But really the community as a business leader, and he felt that weight and he didn’t hide that weight from his children.

    That, that responsibility that you get inherently as a business owner and it’s so much pride and respect for him in doing this. And it’s something I think every. One should have the opportunity to do my, great grandfather not only in starting this business, but he started a small trust fund for his descendants that helps pay for our education.

    And so when I think of what this business has created, it’s not huge by any means. It’s not a national, known, known business. It’s a small company in Maryland. It is produced from this business, this compute community, family centric business has come teachers and lawyers and nurses and that have also gotten support from education from this.

    And I think that this is, I have no interest in going into the family business. It sits in in real estate, which is not that particularly interesting to me. But the way that I do service to my family and this gift that was given to me is by trying to ensure that all others have the ability to start businesses, to run businesses and run them in a way that is rooted in community.

    And so working constantly in service of that. So a lot around accessibility, seeing how there are ways of moving. The new economy really spoke to me a decade or two ago and moving in that direction has always really been my northern light and just a constant curiosity that we can do things better and how can we do things better and how can we challenge what is better at this moment to drive forward and just this constant.

    Curiosity and how to expand. 

    Kim Allchurch Flick: Wow. And you spent time in B Lab and how was that how did that, it 

    Camilla Taylor: did 

    Kim Allchurch Flick: shape your worldview and 

    Camilla Taylor: It was phenomenal. So I worked at B Lab Global, which is the overarching entity where the standards sit, as well as the global impact management and really. They I was fortunate enough to be brought on to really assess for the first time in a very intentional way, what is the impact of B Corp certification in policy, in climate, in growth, in economic terms, and really be able to assess that.

    I had the pleasure of working under Bart Houlahan as well as working really closely with Andrew. And I think what I. That was incredible and an incredible place to work and I’m very honored that ASBN, we work very, very closely with B Lab still, and that is very much a home for me. And what I saw there and what I really have carried with me is that same sense of.

    We can do it better. There’s a lot of humility, a lot of, ’cause I think for growth, you need to be able to hold a mirror up and the development of the new standards came from that reflection.

    Kim Allchurch Flick: Sure. 

    Camilla Taylor: I learned how to tackle really, really hard. Questions that don’t have a right answer to them.

    And this is something that I, mission-driven leaders, we experience this a lot where there’s just no right answer. And in the B Corp community, I can think about the questions that I was involved with. Around do we allow multinationals in. Do we, what is the role and the theory of change for small businesses in systems change?

    How do you still look at, you still have to have a business model, and how do you balance the necessities of a business model with the necessities of an impact model? And that’s where I sat. I sat at that. 

    At that fulcrum and seeing people move through that. But the, what I loved about B Lab, and I love about ASBN ’cause we do this as well, and what I was able to really carry over is we talk with business leaders all day.

    Business leaders have to make payroll. Business leaders have to worry about their cost and their overhead and being able to speak in that language. Especially larger business leaders, they work on a quarterly cadence. That’s what their, that’s what their shareholders, they want a quarterly report.

    Also you didn’t ask, but if I could change one thing in the sustainable business community, it would be that I would change reporting to an annual basis and not quarterly. Also it 

    Kim Allchurch Flick: would be, that would be a relief to many, I think. 

    Camilla Taylor: And it would save CEOs some board meetings, which like, there are a lot to get together.

    So I just feel like that would be, that would that, I think that would. The case for sustainability wouldn’t be such an uphill battle if we could work on that timing and that cadence. But speaking in that way because you have to, a business has to exist. I used to always tell people and I still do today ’cause they’d be like, oh, sustain, you don’t want businesses to succeed.

    You just want them to be non-profits. And I’d be like, no, my friend. I, in fact, am your best friend because I need you to financially succeed because I need you to prove the business case that this is better business. And we learned that in COVID. We pulled the data from that. So I, in fact, I love business.

    I think it’s a structure that is going nowhere. This capitalist structure we live in. I just think we can do it better. Yes. And that was something at Blab of constantly speaking those two languages is something I think it’s more people should do and more people are doing. Was definitely a big takeaway.

    Kim Allchurch Flick: Indeed. And as you were speaking, I was thinking about, because I live in Oregon. Yeah. Have worked with a small business development center and get a lot of data. And a state like Oregon has. Some really big businesses, heavy hitters like Nike and Intel that employ a lot of people and create a lot of money.

    But collectively, it’s the small businesses that are like the economic engine of the state, including some of the biggest exports and pretty heavy importers as well. And every state has their own, and it’s that collectiveness of small business. And also when a business fails, just because they’re small doesn’t mean it doesn’t hurt and and the whole idea of profit as being a value, it, I think, can really mean something because profit can move things forward. It can move growth, it can pay people, it can pay people more. So I love what you were saying about that. And as you look at the communities and a worldview and the good things like that, what do you see as problems to be solved and how did you transition from B Lab to A SBN?

    Camilla Taylor: Ooh. That’s a very easy question to answer right now. What problems need to be solved? There are a number of them, I would say. So I’ll tell you how we are breaking it down at a SB on this coming year in terms of the problems that need to be solved. I will also preface by saying we are a non-partisan organization.

    The world is non nonpartisan at this moment, but we are nonpartisan. So the largest issues, and I’m really gonna focus on small businesses because in, in this economy, with the stock market acting as it is, the problems of big businesses and the problems of small businesses have never been farther apart.

    They’re not experiencing the same realities. So I’m gonna sit with small businesses for a moment. The first is security and safety. 

    Kim Allchurch Flick: Yes. 

    Camilla Taylor: That’s being experienced and that I think, I would argue is the foundation of the other two. And for safety and security, this goes from what we are seeing in communities with ice.

    And a business. Have their employees come in, can deliveries be made? Will customers come in? What’s happening? Security of that nature. Also, when I say security, predictability and security within, are the cost of my goods going to increase 400% next week because I haven’t forecasted that and I can’t expect that.

    So also security within. How they’re able to forecast and move forward within the world is not there. If you are, let’s say a small company that works with energy costs and that works with clean energy, do you have an AI data center coming? Do you know what? Affordability you don’t? And so small businesses, they run on such slim margins.

    They need security of physical self, but also financial security and predictability. Businesses thrive when things are boring. They do not thrive in turbulence. So the foundation is affordability. Next affordability. Oh, sorry. So first is security, then affordability. The cost. Of, existing America is not a country where you can afford to run a, to start a business for sure.

    Right now, unless you have some sort of external help, you can’t afford it. And the risk of, once again, even if you’re able to find startup money right now, goes back to security. You can’t forecast anything. You can’t look at costs. You look around your community. Can you afford to hire people at a living wage?

    That’s a pro. I, it’s hard right now if you’re a small business. That’s a hard question. But then can you also run operations on such a skeleton staff that you can’t scale, that doesn’t make ownership of a business, running a business seem appealing. So security, affordability. And then the third is opportunity.

    And this really goes into, support and ability that, and credits, tax credits that you get from starting a business and the opportunities that you have to be able to rent and expand opportunity, access to information, access to supplies, incentives from communities to open businesses and start, and so those.

    Those for us are really the three pillars of what businesses need right now and need to be fixed. And they have nothing to do with politics. We need to have a country where you can afford a business where you feel safe and where you have the American dream. That’s what our country was founded on, was this dream of opportunity.

    And we need to fight for those back. 

    Kim Allchurch Flick: Oh indeed. And how what is your role like in A SBN and how do you see A SBN in the community and what’s looking for people? 

    Camilla Taylor: So there’s always one, one of the reasons I love business, not just because I’m the daughter of a business owner, but one of the things I love about business is it is an institution in America that regardless.

    I’m based in Houston, Texas. If you’re a business owner, you’re respected. If you are in Brooklyn, in the city, if you’re a business owner, you’re respected there. There is something about the institution of business that speaks to a really core fiber within American culture, and so what we do is we look at policy and legislation.

    That are good for a just economy that lead us on that path one step closer, or which we’re doing much more of now. Those that, that shove us way back and we take out the politics. And we put in a business case for it, and we put in a business case, we put in a name and we put in a face. And we have amassed over the past 17 years of our existence, quite a bit of political capital.

    That politicians know us. They know we come to, they know that we are smart. They know that we’re focused. We are action oriented. We do not give into greenwashing and they’ll say, Hey, we’re trying to build this piece of legislation. Can you build the business case for it? And we’re able to move forward in a lot of spaces and open up the door for collaborators behind us who might be politicized and who might have.

    Especially in this moment, certain attitudes placed on them and they’re not able to enter the rooms that we can enter. And that’s what A SBN does. We, yeah. 

    Kim Allchurch Flick: Okay. 

    Camilla Taylor: We are, we hold the line, we are the front line with a business case that whatever side of the aisle on, you understand, we work with businesses to tell their story.

    So I think a good example is like when the tariffs were coming. The first one, right? And the media was like these tariff some media, it’s like these tariffs are gonna be great for business. And that’s what it was being sold to America as. This is so great for business. And we went out and we spoke to our community and we said, Hey, how good affecting your business?

    And they’re able to say. I’m not gonna argue with an economist. I’m not, but I know I can’t afford my business right now. And getting that story to the media, getting that story to the policy makers. ’cause that’s the story of America. We are the majority. And so once we can build these robust channels and connections, we become the pro business voice.

    And that’s what ASBN does is we are the business voice. On the hill and continuing to grow that. So we, even, the word sustainability is because we work towards a just economy. We don’t represent every business. You have to have shared values. But we are the business voice ’cause we are multi-generational thinking and legislators and policy makers know that.

    And so we continue to push forward with that case. 

    Kim Allchurch Flick: I love that so much. And. Collective voice has power. And it goes back to what I was saying before. Sometimes I feel so small 

    That I couldn’t do anything by myself to ever reach a legislator. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: But by supporting SBN and other heavy hitters, it can make a difference.

    And it strikes me that a ASBN’s business cases can be over a variety of topics and sectors as well, and. The safety issue, but also environmental issues and issues of employment. I think, I know the fair wage is a question because it’s not the same across the nation because cost of living have so much variability.

    And what do you see as obstacles and challenges that I know unique now, perhaps, but also some that are rather consistent. 

    Camilla Taylor: Yeah, I think the, for obstacles and challenges it really comes down to well, funding. If you have a lobbyist while we represent the majority and we work for the seven tech companies that are controlling the stock market at this moment are paying a lot for lobbies, and we lobbyists and we are not political.

    We even in some of our works and our regenerative agriculture work, that is a majority very conservative constituency, but they’re die hard fighting for. Regenerative practices because that’s really smart farming and and we really pride ourselves on being a space that’s so issue focused. So it’s this point of really building up these connections and being able to speak with people ’cause you believe in something so core that maybe in otherwise you don’t have the same topics in mind.

    I think what we’re fighting now, and we have always fought this, but what has really, really. Just come to, to a new fever pitch is misinformation. Oh, 

    Kim Allchurch Flick: goodness. Yes. 

    Camilla Taylor: Yeah. I, let’s just go back to the tariffs for a moment. They’re so good for business. This is a American manufacturing is coming back.

    None of that was true, but it. Right now there’s an odd thing happening where truth and perception have kind of inverse values to them as they do in normal times, right? Perception is far more important than truth. And so it, and it’s that and what is also a very well documented strategy of the current administration that we struggle with as a small nonprofit is the flooding the zone. There’s so much, there’s so much, and I. I’m a yes girl. I’m a like, we’ll fight the fights because what we do is very personal to me, and it’s very important to me that this succeeds and, but we can’t pick every fight right now. And that is really hard. It’s really hard for people that this work is their life and having to say, I think I Ira is going and we can’t.

    We can’t stop that. That’s really hard. And so winning right now looks very differently than it has in past administrations. It’s another challenge, just staying motivated, staying feeling, not alone feeling. ‘Cause sometimes right now winning is the work. Fighting is the win. And waking up every day and doing that, and still finding some way of joy and connection with similar people that’s a win in a way that, that just used to be your day.

    And now that might need to be the w that day, so yeah, tackling the misinformation and just tackling just how. Full on that destruction is right now. 

    Kim Allchurch Flick: And somebody had a quote that said they thought that running a strong business is a form of resistance, and so to have. A SBN out there is champions for that.

    Yeah. And others, s BDCs are another that are really trying to help businesses at least get off the ground and thrive. Yeah. And have the tools to do so as a form of resistance and 

    That helps me get through a little bit. But you also, tariffs have been a blindside and when they shift in a day from say, 15% to 50.

    That’s a real story. 

    It makes it difficult. And then the people are trying to say should I sell in Europe instead and all this time to make decisions in the brain space. That used to be for the part that you said that businesses thrive when things are boring. 

    It hasn’t been boring.

    We do, it’s been very disruptive. 

    Camilla Taylor: Yeah. And I do, I we, this past. This past week we created a joint letter to Congress. 

    Kim Allchurch Flick: Oh no. 

    Camilla Taylor: That we coordinated and led around Minneapolis and demanding the business community demands that ICE needs to be pulled. The national business community is demanding that ICE needs to be pulled back.

    And there needs to be accountability in place that is required by law, by all federal agencies. And the rule of law needs to take precedent in leading and structuring what any immigration policy looks like. And so we put that together early this week. We have 30 founding signatories from organization.

    So B Lab is one fair trade, a number of impact investing, state agencies, local networks, about 40 that have all come together to be, have it be our joint statement. And then we all go to our businesses and are speaking to, to our members and our networks to sign on. And I have been saying. I found myself as I’m talking to people ’cause people are scared and rightfully so, really scared about saying, I don’t know if I can sign, I’m gonna lose my 5 0 1 C3 status, or if I’m a business owner, what if I get doxed and.

    All these things and it really 

    Kim Allchurch Flick: Real fears. Yeah, 

    Camilla Taylor: real fear and they’re valid. And I run an advocacy organization, so I’m, I’ve made my choice. But I hold no one. I have no judgment for anyone that is not willing to make the choice that I have made. I fully respect the decisions everyone makes, but it dawned on me as I’m having all these conversations with really brave leaders who I deeply respect and look up to.

    I think owning a business now is political in and of itself. Owning a business is a political act right now, you. You cannot separate yourself, especially if you are willing to lean in and own the responsibility that comes with the leadership of owning a business and what that means in your community.

    You’re political. I don’t like, you’re, what you stand for or doesn’t stand for is being translated by customers. And so I, I don’t know if we have the luxury anymore to. To fly under the radar because this time is gonna pass. This time is going to pass. I’m saying that as much to myself as I am to you.

    That’s gotta become my motto. Recently this is gonna pass too. And your community and the people around you are gonna remember what decisions were made. And I, as a mom I look at my kids and I’m just like, ah. This is gonna be a moment in the history books. And when they say, mom, what did you do?

    I can tell them with honesty that I fought, that I stood up. And there is gonna be a moment where you can’t be like, oh, I had no idea. No you’re gonna have to say that. And so I think owning a business, whether you like it or not, is leadership. And that is political right now. 

    Kim Allchurch Flick: It is. And it’s, I’m you said that, ’cause I’m also thinking of small businesses that closed on Friday and one put a sign in the window and put it out in his newsletter and I replied back and I just said thank you. And I know the owner and he wrote back and he said the response has been overwhelmingly positive. And that hurts small business, little retail, but there’s opportunities that we’re seeing for that is happening.

    And you brought up something that I was gonna ask you a question about and led into it. Like collaborations with other organizations like B Lab and some of the others, what are some of those collaborations like, and what are some of the discussions that are happening about who, who takes the lead on one thing?

    When do you pass a baton? When do you go together as signatories? What does it look like? 

    Camilla Taylor: Yeah. I, as it comes to collaboration, that first you gotta. In this moment in time, you have to collaborate. And I think something that I always chuckle about is and this is holding a mirror up to the sector and the ecosystem that I love and hold so dearly.

    We are so bad at having 12 people do the same thing. We are, we’re really, we’re not great, especially when there are a finite amount of resources in the nonprofit world. We are not great at coordinating that. And so coordination is key and I think where it starts and something that, that was such a gift coming from B Lab to moving into A SBN is.

    We all need to know our lane and be in our lane and be really clear about it. Like ASBN, we do advocacy. So I will have, we will have businesses come and say, oh, do you do work on how I can become a better business, like my sustainable practices? And I’ll be like, no. I don’t but I know what do you, are you want like a consultant thing?

    Do you want a community more of a and work and build that out and pass. People pass people along to where they go. And I think that when I see organizations that really stay in their lane is when they do the best, is when they’re like, this is my role and it is so important and I’m gonna get so good at it so that I can then help others to pass that on so they can be really good at their role.

    And so what. What the ecosystem looks like now from where I sit, is there are a lot of different levers and aides for sustainable business. So you have certification and performance focused ones.

    And I do always encourage businesses when I get to work with them about asking like. Why what are you looking for?

    Because there are a ton of certifications and what, like what are you trying to achieve? Because the certification in and of its self can be out there flow. You need to know is it because you want your performance and your operations to be effective? Are you expecting a customer facing kind of idea?

    It’s really figuring that out. And then looking. The financial side, CDFIs. Impact investors. The whole gamut over there, which is also within our ecosystem, but I had the pleasure of sitting in that world from the foundation side for some time. And looking at those levers and I think just understanding who is existing around and then people like you that are there to individually work with businesses and help them design and that consultancy side.

    But just so important. ’cause this is mad. I cannot imagine. Could you imagine? You probably can ’cause this is what you do, but we having a business just be like, huh, I think there’s a better way to do this. But I still need to have a really good running business. What do you even do? Where do you, like, where do you the businesses that we work at, with at ASBN are on the tail end of that journey looking for systems change and advocacy. Like you’re already like really comfortable and in with your identity as a business that focuses on sustainability and what you do, and we have a lot of collaboration in the ecosystem, which I’m very proud to take a part of, mainly ’cause I also love the people that do this work, so I get to talk with my friends.

    And sharing best practices is very important. Understanding like what we are seeing in the business world with the stock market doing great and small businesses not. And so sharing what we’re seeing, what we’re experiencing, and. At the same time respecting our various communities and what the needs of them are.

    But there, I would say within the sustainability community and ecosystem, there is a high amount of. Collaboration. And so for example, this sign on we’re doing on ice. A SBN is coordinating it, we’re leading it. I had the honor of authoring much of it, but it still is, you’re getting input into it and you are, you’re saying, does this feel right from this angle?

    And creating joint projects and moments that speak to all those different levers is challenging. But I think it’s the only way. I truly, we are the majority, right? We are the majority. So anything we can do to capture that, do it. I always tell people, I’m like, I’m fine if you don’t put my logo on something I like, let’s just do it.

    And I think as long as you’re respected and known for that collaboration, it goes really far. 

    Kim Allchurch Flick: I love that you’re inspiring me a whole bunch. What can people do for themselves once they’ve gotten some help from somebody, whoever it might be? What are some things they can take initiative on, or if they had, or if they’re not even that far?

    How do they know to find A SBN? Like how would they even know to search and say, I need this help. I’m not sure where. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: Okay. What would be, and that, I apologize, that was two questions in one. No, but it was my thought process thinking, yeah, somebody’s out there, they’ve got the initiative and they’re lost in the largeness of.

    The possibilities. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: And they don’t know where to look. 

    Camilla Taylor: Okay. And this is one of my favorite things because I, the idea for people of I’m gonna communicate with the government sounds so huge and scary. It’s not. It’s really not. So there, there are two things that you can do. One, I recommend you get a nice little cup of tea and you go to asbn network.org.

    We have sign-ons. We have contact your representative. Put on your favorite power music, get a nice little cup of tea, and you go through and there are we’ve platforms in place where you just put in your zip code. We’ll find your rep and you can shoot off. I do not accept ice. I do not accept what you are doing to my community.

    I do not accept. You’re using my taxes for, I do not accept how you are representing my community on the hill. I do not accept, clean water. Requirement, fix that. You can go through and really be able to use your voice in that moment. Then the other thing that you can do, and we’re building this out for the midterm, this is a little teaser into the midterm.

    If you’re a business, you’re a center of community and one, we have midterms coming up. Holy cow. What an opportunity. We are building toolkits, how tos, and we will do the backend work for you of host an elected official. Or host. What a great idea. A idea. Yes. And when I tell you this is easy, if you have a candidate elected officials come out, host them, we’ll help you.

    We’re right. We got the email templates. We will send those to get someone to come to your business. Get the community, the other business owners, ask five sec. Ask your friends to come. And talk with this candidate, give you talking points on affordability, security, and opportunity. And you say, what are you doing?

    And this is my lived experience, and how are you going to this? And listen to what they’re saying. And they weren’t for you. They work for you. You make them say what their plan is and then decide if that’s who you want representing your community. And so I think that’s a really powerful way. And in doing that, you’re also connecting with other business leaders saying you’re not alone.

    This is a problem that we have too. And so I think, and we at ASBN have. A quarterly amplifiers meeting, and this goes back to the first point where grab your tea.

    So we have quarterly, I love doing these. They’re an hour and you come and as you said previously, A SPM, we work in a lot of different areas, we tackle a lot of different parts that, that we have identified will have the largest impact on promoting, adjust, and regenerative economy and all of our. Actions that you can take. So sign on letter to the Congress, we give you the download of, Hey, like clean water. That’s, that was decimated very recently.

    But there’s still a chance to voice your opinion about Hey, I need clean water and accessibility to water within my community. And we give you a download. This is where things are going right now. This is how we fought. This is how your voice is meeting. And while we do that. We’re also feeding you all the synod, so you could be like, yeah, I do wanna talk about this.

    Or maybe it’s something really specific and it doesn’t speak to you as much, and then you could just be like, oh, but that’s great to know that’s what’s happening in the indigenous community and that’s how DEI is impacting X, Y, and Z. And now I know and I’m informed about what’s actually happening, not the news side, if of what’s going on. 

    Kim Allchurch Flick: And it also strikes me that you’re creating a web and some of these issues standalone, but not really because they’re also connected to something else and something else. And any disparity is usually connected to resources like, 

    Camilla Taylor: yeah, 

    Kim Allchurch Flick: lack of water, lack of a variety of things.

    And each one of those. It may not directly impact what you might want, but it indirectly impacts a lot and when it impacts indirectly, but it impacts our communities, that’s better for everybody. So it’s like a high tide that lifts all the boats. Yeah. If we’re looking at a lot of those different issues saying, I may not fully appreciate that I would personally be impacted by this issue, but others are therefore.

    It’s a really good idea to speak up on this one too. 

    Camilla Taylor: Yeah. I, when you and we work through and write the letters for people that they send off an email to Congress, but when you start a letter to Congress with, I am a business owner in your district, that does something and people have to read those.

    I think that’s also a really big misconception that I will spend my entire life. Fighting. I might get a t-shirt that says, people ha when you call and leave a, I like calling my congressman after hour because I like leaving a message because as an elder millennial, I don’t like speaking on the phone to people.

    People have to listen to that. It is required. It is not. I hear all the time people are like, Ugh, shoot off an email. No one’s gonna read it. No, no, no. They’re required to. It goes into record. This really has an impact. And it’s something, especially with platforms locally use at A SBN, you can do it in between meetings.

    If you have that reoccurring meeting that you don’t really listen to, jump on over and stand for your community. It’s really great and easy to do and people have to read them. 

    Kim Allchurch Flick: And thank you for making that service to make it easy, because that also in itself is inspirational and a one-stop shop for a lot of that is super important.

    I was gonna ask you, what’s your style in helping people, but I think you pre-answered some of that with that resource. And what is your style in helping people and also what makes you optimistic? 

    Camilla Taylor: Yeah, I, I really like to empower people. I’m really I like a good combination of I’m happy to lead the charge.

    I really I don’t have the same, I think things are too important to be afraid, and it’s not that I’m not afraid right now. I am I work in policy. I have a target in my back For a lot of the things that we stand for. Really do put a huge target on me, but I think it’s too important not to. To work.

    So I’m very happy to lead by example, but empowering people. At the end of the day, if I, when whenever I get to talk to a business owner, particularly small business owner, I do have a soft spot in my heart. We work with the big guys too, but it’s the small one that really just, and hearing them say, I felt empowered and I didn’t feel like a victim for the first time in a long time.

    My, my job is done. My, my job is done like that. It’s working in service of this community is it’s just an honor. It’s just an absolute honor. And I would say to your second question what keeps me op, what keeps me optimistic is also what keeps me terrified and working around the clock at this.

    I truly believe anything is possible and for better and for worse, and that can be good. I was recently speaking with another kind of leader in the ecosystem and he was challenging myself and a group of other leaders to say, let’s imagine a world after this moment. That’s radically better.

    We got in this moment because people imagined a world that was unimaginable.

    We’re destroying democracy right now. Democracy is in threat. That was, didn’t seem possible, but someone dreamed it and they executed it. So let’s do that. But for good, let’s rebuild. The systems that we have in place that we took for granted, and let’s make them work for everyone.

    So I think that’s possible. I think that’s possible to do it. I think if we can get enough people to care, if we can get enough businesses that are shielded from the politicization because they’re businesses to speak up, I think a lot is possible. And on the. But I think also losing democracy is possible, and I think losing the foundation of our country and what we have all reaped the benefits of to this point is also very possible.

    So it keeps me radically optimistic, but it also scares me because there’s another side to it. It means we can’t, it just can’t give up. 

    Kim Allchurch Flick: Yes. I appreciate that too. And history teaches us that it doesn’t end well. And, but also Jane Goodall spoke in Portland just last year.

    And one of the quotes besides all the work that she did and all her stories, one of her quotes was regimes.

    And so people walked out with that, but we can’t really wait. We have to push it and 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: You’re giving us the tools. To push and help the legislators because they’re hearing voices and they work for us. Yeah. I love these messages.

    Camilla Taylor: I heard something at a gathering last weekend that really stuck with me and it was said in an ominous tone, but my overly optimistic self translated it into positive.

    But they said, America is our problem. No one’s gonna come and fix it for us. This idea of oh, systems work, it’s just not true. America’s our problem. But I also, what I heard when I heard that was America’s still ours. I stopped there. I didn’t, I did the last part stopped there and it’s true.

    America is ours. We have votes, we have rights. We are, if you are working in this moment, this is yours, that you are shaping by apathy or action. Either way, you are shaping it and I think that’s incredible.

    Kim Allchurch Flick: That’s quotable and that’s amazing. I love that. And working together. What, is there anything else you’d like to add before we ask how people can reach you and have the final question? 

    Camilla Taylor: Yeah. If someone is listening to your podcast and interacting with your company. I would just say thank you.

    What they’ve decided to do is really, really hard. Running a business is hard and then adding another guardrail of, oh, and I’m gonna make the world a little bit better while I do it. That’s extraordinary. And I hope that they take a moment just to sit and think. Wow, what I’m doing is really incredible and feel that.

    ’cause I don’t think enough people do. So I would just say thank you for making that hard decision and executing 

    Kim Allchurch Flick: well. Thank you. And how can you be reached? And I also wanna encourage everyone listening to become a member because I found ASBN to be dependable. Have a lot of foresight and for all the reasons you’ve just heard, why not support these efforts?

    Camilla Taylor: Yeah, happy meet you. Yeah. Thank you. Yeah, so I always encourage my team yells at me ’cause I give out my personal email a lot. ’cause I like speaking with people. People can always reach out to me personally, which is at Camilla@ASBNNetwork.org or our website, ASBNNetwork.org.

    We’re all in this together and I welcome everyone. We have an equity model specifically because I wanna make sure that I am representing a community that is representative of America. It’s extremely important to us. All are welcome.

    Kim Allchurch Flick: All are welcome. I love that. And it’s sincere and we need that to be real too. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: Thank you. So the final question 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: Is if you could have dinner with anyone living or deceased up to a table of. Three individuals. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: So you’re a table of four. Who would they be and why? 

    Camilla Taylor: Yes. So I was thinking about this while we were speaking.

    All right. I would choose Michelle Obama. It would be a ladies dinner. I would like Michelle Obama. I would like, I love the Good Hang podcast, so Amy Pohler, because the idea of having dinner with her is absolutely fantastic. And my 102 year old grandma

    I know, wow, she’s 102. I would, I think that would be a really good laugh. And I think my southern grandma would throw in some zingers. Great. 

    Kim Allchurch Flick: Wow. And what would be a favorite recipe you’d want for that? 

    Camilla Taylor: Oh, good. Now we’re on the recipes. Excellent. Okay. I’d either do one of two things. I’d go down home cooking and Id make homemade fried chicken. Delicious. Or I try and be fancy and I’d make like a pa.

    Yeah. What do you think that crowd would like? 

    Kim Allchurch Flick: Michelle Obama has probably. Tasted and been exposed to almost every cuisine in the world on multiple times. And she might really appreciate, like sometimes there’s just comfort food that Yeah. Is so nice. Can’t speak for Michelle Obama. And, but your grandmother likes singers.

    Is she adventurous, which she like, like pay. 

    Camilla Taylor: Yeah, I think 

    Kim Allchurch Flick: the fried chicken on the side or something. An okay 

    Camilla Taylor: or something. Yeah. I think she would lean more towards the fried chicken. My, once again from the south. Grandma has an unsubstantiated by scientific evidence belief that olive oil in replace, in replacing butter is a character flaw in people that shows that they don’t have sound judgment.

    So I, I might have to do fried chicken, I feel like Amy Pohler would just be down for whatever and there for a good laugh. But I feel like we could talk about what’s happening right now, just being a woman in this moment. And in the case of my grandma 70 years ago how that’s changed. I feel like we’d have some really good laughs.

    That would happen. Share some great face cream techniques. Yeah, I think that would be really fun. 

    Kim Allchurch Flick: Well, enjoy your dinner. I think it’s gonna be wonderful. 

    Camilla Taylor: Wait, what do you tell people? What’s your answer? 

    Kim Allchurch Flick: You know, no one has asked me.

    Camilla Taylor: Oh, 

    Kim Allchurch Flick: but thank you. I think about it all the time. Jane Goodall is one because.

    I love animals. I love what she did, but also she taught people that, and she was criticized for actually talking to like big oil companies. And looked like she was being nice and kind to them. But she said it does mean no good to keep them on an enemies list that she actually used to, she made more progress by.

    Learning to negotiate with them through conversation and through seeing things that would benefit them as well. So I think there’s pearls of wisdom in the Jane Goodall story. 

    Camilla Taylor: Yeah. 

    Kim Allchurch Flick: My grandparents in England, or people that my grandmother lived to be 99, and, but all the men were long gone. But because there’s so much Victorian era they died early, but the Victorian era principles were.

    You have to be polite and don’t tell stories. So there’s so many hidden secrets in the family that were n never told. I’d love to go back and talk to my Nan and maybe some older relatives and say, okay, what’s the real scoop about this? What happened? Because we found some things in archives, like we think My father may have been a spy.

    He was very old. When I was born. He was 50 and he was in prison. Had written letters to Churchill and because they thought he was with a German spy. So there’s that story, but we know very little about it except there is the actual letter to Churchill. So I think my dad, Jane Goodall, and I almost think I’d like to go way back to any.

    I’d like to go to a tribal community that really understood, like Robin Waki writes about, really understood land reciprocity, no extraction and how to live in that way where they kept the buffalo healthy because they knew in the buffalo kept him them healthy and they, there are tribal leaders here who talk about.

    How, even though their land was taken, they look at land like a grocery store. They, it’s like walking up an aisle. You know where things are. You know when they flew me, when the harvest is, and to other people, it looked like they weren’t managing their land well.

    I’d love to just sit and listen to the tribal wisdom about being human on land.

    In a reciprocal fashion. 

    Camilla Taylor: Yeah. See my other, I was thinking of Cleopatra. I find her fascinating and just how history has shaped the view of this influential leader, but always through a patriarchal lens. So to actually 

    Kim Allchurch Flick: really 

    Camilla Taylor: understand, but here’s my problem. If I’m also gonna have Michelle Obama and Amy Poer, we would just end up spending the whole dinner explaining to Cleopatra what a light bulb is, and I don’t, so it would have to be just a solo dinner with Cleopatra and it would have to be a very long dinner to , explain some of the things that she was experiencing before I could get to my questions that I would have for her.

    But that’s 

    Kim Allchurch Flick: gen generational differences for sure. 

    Camilla Taylor: Yeah. Oh, and I’m also being reminded really quick back to your question about reaching us. We also do have social media. You can find American Sustainable Business Network on LinkedIn, on Facebook, on Instagram. And we use all those quite robustly.

    ’cause we know a lot of small businesses also use those platforms. And we wanna make sure that we’re easy to find. 

    Kim Allchurch Flick: Oh, thank you so much. Thank you. And everyone, this will be in the show notes. Thank you for listening, and this is Kim Allchurch Flick saying have a great week.

    Be safe out there.

    Camilla Taylor: Thank you so much. 

    Kim Allchurch Flick: Thank you. Bye-bye. 

    Camilla Taylor: Bye.

    This Episode’s Guest: Camilla Taylor

    Headshot of Camilla Taylor, smiling at the camera.

    Camilla Taylor is the Executive Director of the American Sustainable Business Network. She is a globally renowned leader focused on changing economic systems into stakeholder-driven economies. Over the years, she has held positions at B Lab Global, the owner of B Corp Certification, where she was responsible for their impact operations, as well as Holland FinTech and FinTech Aera, a network of sustainable European FinTech companies working together toward the democratization of financial services in the developed and underdeveloped global economies. Camilla’s passion is in systems change through empowering the collective voice of business to influence regulatory change.

  • Reforestation and Permaculture: Reconnecting People with Nature with Jason Yhost of Planet A-mor

    Reforestation and Permaculture: Reconnecting People with Nature with Jason Yhost of Planet A-mor

    Jason Yhost is a Miami-based permaculture designer working with Planet A-mor, a reforestation and improved forest-management project on 1,000 hectares of previously deforested land in Peru.

    Yhost shares his path from farming and professional volleyball to permaculture work in schools and communities, then joining Planet A-mor after reconnecting with its Danish CEO and learning the project’s origin story involving a Peruvian landowner.

    Jason and Kim discuss the need for transparency tools, monitoring, and funding to scale infrastructure, greenhouses, lodging, and technology, plus the challenge of engaging local communities through practical benefits like food and clean water.

    The conversation covers regenerative agriculture, native plants, trees’ role in urban resilience, examples of ecosystem recovery, and individual actions, partnerships, and investment opportunities to support Planet Amor.

    Listen Now

    Time Stamps

    00:00 Welcome and Guest Intro

    00:40 B Corp BeeHive Connection

    01:33 Jason’s Path to Permaculture

    03:26 Planet A-mor Origin Story

    05:46 Building Transparency Tech

    06:58 Reconnecting People and Forests

    09:06 Costa Rica Reforestation Lessons

    10:21 Miami Challenges and Tree Solutions

    15:05 Small Actions Create Big Change

    18:20 Scaling Planet Amor Obstacles

    19:57 Community Buy In and Food Culture

    27:09 Perception Shifts and Rewilding

    31:31 Optimism and the Soybean Example

    32:14 Let Farmers Farm

    33:31 Regenerative Proof Stories

    34:27 Seed Banks and Forest Recovery

    35:40 Common Sense Over Culture Wars

    37:07 Staying Positive by Solving

    38:07 Trash Pickup and Accountability

    39:28 Propaganda and Nature Perspective

    41:49 Local Wins and Dam Removals

    46:17 Rethinking Lawns and Beauty

    48:57 Kids Gardening and Real Food

    51:57 Meat Debate and Local Farms

    55:26 Convenience Culture and Waste

    57:24 Support Planet A-mor

    59:18 Banana Flour and Closing

    Kim Allchurch Flick: Hello everyone. This is Kim Allchurch Flick with a really, really interesting guest today. This is Jason Yost of who was a permaculture designer in Miami, Florida. Born in San Diego and working with Planet Amor for about four years. He’s passionate about prosperity, joy, neighborliness, and celebrating cultural differences as gifts that we give to each other.

    The topic of this is reforestation, improved forest management. Welcome. I’m so happy to have you here. 

    Jason Yhost: Thank you very much, Kim. It’s a pleasure to finally connect after a little back and forth.

    Kim Allchurch Flick: Absolutely. And we met because of B Lab. B Corps companies have what’s called the beehive, which is a place where people share information, and that’s where I found you and planet more.

    And I thought, oh. We have to have a conversation, so I’m so glad you’re here. 

    Jason Yhost: Absolutely. And it feels like, the beehive might be the first really functional application of social media. Kind of feels like a social media platform when I’m on there and it’s just people trying to do good work. So it’s a nice one.

    We’re B Corp certified actually, so that was just pending for a while and then now

    the last few months. So I just got on there. 

    Kim Allchurch Flick: Congratulations. Yeah. And as, as listeners know from my company, I help companies certify and my company just re-certified in November. I understand your pain and also the excitement of going, getting it done, so congratulations.

    So talk to us a little bit about your, the journey that brought you here to this place in time and what values led you to Planet a more. 

    Jason Yhost: So I’ve always been a nature lover and a bit of a green thumb. After college I did some farming, just for fun and while I had some other things going on.

    And then you fast forward I was involved in some things. I had played professional volleyball for a while in Europe. And then I came home and I wasn’t really sure what to do. I got involved in some tourism stuff and had started a business which the pandemic destroyed thoroughly. And I was talking to a friend of mine and he was a permaculture designer and he was doing installations and all that, and I just started volunteering for him and I loved it, it was nice to be back connecting, digging holes, planting trees, all that good stuff.

    And. Over a few years. I, he, right away he offered to start paying me just ’cause he liked working with me and things were going well ’cause I was doing it for free for a while, for fun. And so then I got into it for a few years, worked from for some different people and really getting to learn a lot.

    I got certified myself. Did some really interesting like school and apartment projects, really working a lot with kids and trying to replace the food in people’s grocery carts, with things that were growing at their school. And it was pretty cool. A lot of fun. Then I reconnected a few years ago with, at the same time I was doing this with our CEO, who was a friend of mine from beach volleyball.

    And we just started chatting. We hadn’t chatted for a while and then he said, Hey, what are you doing now? He’s from Denmark, he’s from Copenhagen. And I said, oh, I’m working in permaculture, this and that. And he said, no way. That’s crazy. I just started a permaculture company. We’re in Peru let’s meet, I’ll tell you all about it.

    We’ll talk and come to find out it was this planet of More, and it was one, it is 1000 hectares that was deforested a long time ago I believe by a European agriculture endeavor. And and then sold and left bear. Wow. So it was bought originally by our Peruvian owner. Then my friend Michael, I’ll try and it’s a really beautiful story.

    I’ll try and tell a very short version. He was on a motorcycle tour of South America. He’s like a sustainability guy, entrepreneur, et cetera.

    At this point, he was in his fifties and in the very remote part in the mountains of Peru. He got in a motorcycle wreck in the middle of the night and serendipitously.

    The Peruvian man who owns this land, rescued him, helped him, found them there. They were remote, no hospital, no hotel, no nothing. Helped him get back to Lima, get the bike there, took care of ’em, helped him get to a hospital. Thankfully he could speak a little English. My friend could speak a little Spanish.

    So they got all sorted out. Some months, maybe a year go by and he says, I’d like to thank you for helping me. How can I do that? My friend, the my friend the Peruvian guy said, well, I’ve got this land and I know I want to fix it. I bought it to do something with it and I don’t know what to do. And my Danish friend said, I’ll write you a plan.

    How we do that? Did it, studied permaculture, studied all these things, carbon markets, all this. Wrote ’em the business plan. And he loved it so much. He said, let’s do this together. Then there came in a third guy as well, a friend, another Danish guy who the two Danish guys had done business and worked together throughout their lives and other things.

    And he said, this is the third guy we need to make it happen. And then it was formed and they started planting trees very slowly. As anyone who has any experience in the snows, it goes very, very slow. So I got involved first. Helping to write some grants some uplink grants, and just getting to know the project, started studying carbon markets a little bit to help ’em out.

    Giving them some ideas. And then it just blossomed into this relationship where all of a sudden I was in, and we were working together and doing things, and it’s a startup and everyone’s been working for free for most of the entire project. And and here we are now and I’m responsible for a lot of our technology stuff.

    A lot of the things that we’re doing, we found there’s, a lack of the things we need to provide transparency. So we’re building a lot of things ourselves. Okay. In order to do things with, transparency, data verification, monitoring, all these kinds of things. We have to piece together a lot that will be, known to the world here pretty soon.

    And I do that, I do a lot of, 

    Trying to connect investors with our land. And 

    yeah, I do a lot of the white collar kind of stuff you could say. I’ve got my own business here doing permaculture designs, vegetable gardens, that stuff here in south Florida, my blue collar where I go and sweat and get my hands dirty.

    And then and then I’ve got this beautiful, beautiful thing. I’ve been to the land in Peru. I’ve seen it. It’s. The most inspiring thing I’ve ever done. When we first met, you said you didn’t want to do anything else, and that was the very same feeling that I got when I was there. I would like to finish this land that we have.

    I would like to expand and buy more land. I’d like to move into other countries ’cause it’s really all about, and I think we’re touching on some of the things you wanted to chat about today. It’s really about reconnecting people with nature. We get all these terms, these buzzwords, all these hot things, oh this is, climate finance and this and that.

    And really what it is a remembering of how people live with nature. There’s nothing new about what we’re doing. It’s actually, in my opinion, quite old. And we’ve labeled it new and we’ve tried to put science into it, which can help and that’s great. However. It’s just what we’ve always done before we had the capacity to do things at such large scale with technology the way it is, you, you just didn’t have the means to cut down a whole forest in a meaningful amount of time to sell the whole forest.

    You had to work with your part and you worked with nature and you found value in having the animals around. So for me, permaculture is just reconnecting people with what’s around them. Reimagining how we deal with forests, improve forest management is one of the real topics now.

    It’s like how do we get forest products and have more forest? People will never stop needing what comes from the forest. So how do we do that? And it’s easy. It’s not easy, if everyone gets on board, it’ll be easy. Yeah, 

    getting 

    easier more support.

    Kim Allchurch Flick: And I think, yeah, what we’re both chatting about as well is people don’t know what they don’t know.

    Sometimes we don’t look deep enough into where does our food come from and what are the alternatives if where it’s being sourced from is a burden on the planet, there are some alternative ways to get food that makes the planet healthier. And as you were speaking, I was thinking about the native wisdom.

    That there are people even alive now that were children when their land was taken, but they tell stories in the local tribes here about how being out in the forests and in the prairies was like being in a grocery store. Yeah. They knew where everything was. They know the reciprocity of everything.

    And then. It was taken away and now it’s a Superfund site. So there’s all this, but I’m also very optimistic. I was mentioning to you a short trip to Costa Rica for almost three weeks, only in eco lodges, but I’d been there before and thought it was beautiful. What I didn’t know when I was there before was it was deforested down to 25% remaining forest in the country.

    And when we went back last year, just a few months ago, every naturalist guide to a person said that the country has invested, and it is now re forested to slightly above 50%. And a lot of it is small plots, small farmers who are doing everything in a biodiverse way, which means native plants are growing with crop plants.

    The crop plants are native and they, every single one of them won’t buy a pineapple if it’s mass produced. They will if it’s off of their farm, but it’s changing a country. And so what we’re going to talk about during this time is also how can we think as individuals, even if we don’t have land, but if you have something or know somebody who does, how can it shape our perceptions about a, how we buy, what we think about, where our food comes from, and helping others who are the heavy hitters, like Planet Amor, who are doing some really big things.

    Jason Yhost: Yeah, I I’ve been able to have some really interesting conversations actually with people because in South Florida, I live down here in Miami and most of my time has actually been spent living in Fort Lauderdale. Just for those who are detail oriented and really care, it’s just normally easier to say Miami.

    And we have some really interesting issues, obstacles, heat flooding. Income inequality, all of these things, right? Like I, I personally am not on a crusade against wealthy people. I just think there’s a bare minimum that everyone can be afforded and we can probably find that, scraping the barrel a little bit.

    I think, such a place like the United States could really provide a quality of life for others. And, wealthy people, that’s cool. Most of them work very, very hard. I think, not to go on this crazy tangent, but I think wealthy people often don’t get enough credit for how hard they work and a lot of the, where their mind goes.

    And we have some really interesting dynamics here and I’m constantly preaching to everyone about how we need more trees. Trees will solve all of it. We have flooding problems, let’s. Plant trees, let’s we don’t see animals anymore. Let’s plant trees. We are hungry. Let’s plant trees.

    It’s too hot. Let’s plant some trees. We can do all of these things and solve so many of our problems. And, I’m constantly on this work to get people to replace their ornamentals with natives. 

    Kim Allchurch Flick: Natives, yes.

    Jason Yhost: We, it’s like I recently met a park ranger who gave me A-A-P-D-F that somebody in Florida had produced where it’s like, if you wanna produce or if you wanna plant this, consider planting this instead.

    And it’s all this beautiful, like substitutes with flowers and butterflies and birds and it’s really magical. And I think that those are some of the, when we say we don’t know what we don’t know, it’s sharing with people the value in that. I think that this is such an interesting place because it’s, it’s hard to talk about certain things because it automatically comes, with the climate of our culture at the moment. If you have an opinion, it comes in a basket of all the opinions. And so I tow the line here a lot with the conversations that I have. And it’s also unique because even the most diehard of people that you would think normally are not gonna care about the environment here, they love it.

    They’re water people. They love the Everglades, they love the ocean. 

    They love their stone crab and all of these things, and they see the value right away their houses on the intercoastal, on a waterway. And so we can bridge a lot of gaps. I always talk about let’s think about it simply, let’s talk about water.

    Do you feel comfortable drinking the water that comes from your faucet? Do you feel comfortable diving into the nearest waterway? Could we maybe reimagine how we’re treating that? There’s muscle repopulation programs in the intercoastal to start cleaning up the waterway, right? Like, I think so much common sense has been removed from our system, and I think that’s where we start.

    We start by sharing with people and connecting and meeting ’em where they’re at and finding what they care about and saying, Hey, this is how it’s deteriorating and this is a really simple way that we can bring it back. I don’t want to take things away from people. I want to have healthier systems so that we can all have more and have easier lives and enjoy our lives.

    And I think generally speaking, that if people feel like their baselines are taken care of, they have the capacity to care about others more. This watching out for themselves, and the selfish mentality comes from feeling not safe. And so if you could feel a little safer, if you could feel like the people around you were your allies instead of trying to come to get something from you, I think in your intro I had forgotten that I wrote that neighborliness is something that I really pray for a lot in my life.

    And it’s it’s like a fundamental thing that to me is what it is to be from the United States to be an American, you could say. And I think that comes with a level of caring about the people around you. And I think that’s missing from us a bit. And so that’s, being willing to talk about a group of people the way that you might talk about one person.

    We all, 

    you 

    could point to any group of people that has a stereotype, however, everyone knows someone who isn’t that. And it’s like, we’ll begin to talk about that group of people the same way that you would talk about that one person that you actually know. And I think there’s so many of these simple common sense things where we be kind to each other and we start to just pay a little more attention.

    And that’s where I think all the change comes from, whether you’re a big fish or a little fish, I shared with you earlier the universal arises from the specific, it’s something that, that really touched me in my life when I heard it, the idea that nothing was something that everyone did until someone did it, and

    until someone did it, and it catches on. And so these little changes that feel like it’s too much for one person to do that’s just not how it works. If you want something to be a trend, someone has to do it first. Someone has to be a thing. And let that be inspiring to others. Let them see you. We all probably have stories where we’ve been touched by something that someone did and they didn’t know we were watching, or they didn’t know that we knew that they did that.

    And we carry that with us in our lives. And so lives 

    Kim Allchurch Flick: Indeed. And sometimes just a little pearl of information. Like this happened to a friend of mine who started a restaurant based on the information that a hundred percent grass fed beef is much better for the planet and the individual than factory farmed and veganism is important too, but this is just to, to share some information.

    And his doctor told him that if he was going to eat beef at all, to eat a hundred percent grassfed, so he’s the kind of PhD scientist who did a deep dive on it, came out with Joel s you know, regenerative ag and. Books and data that showed why. And the why is stressed animals are like us. If we’re stressed, we’re not healthy.

    There’s high. Cortisols affects our lipid levels, blood pressure, everything that passes on down the food chain, grazing animals. It’s known that grazing is important for grass, for prairie, for a lot of things. And every animal contributes in terms of manure, which is healthy. Walking through it and cutting the grass makes everything healthier.

    And they’re healthier because of it. They’re eating things, their bodies were planting seeds, seed, stomping those seeds into the dirt, making the soil healthier. So the seed bank is so much better. And there’s a couple of films that talk about this. Kiss the Ground common Ground, which is the sequel biggest little farm.

    And there’s another one called the Serengeti Rules. And it’s more of a global film, but it’s a beautiful film about what is an apex predator and sometimes apex species are grazing animals. Why It makes the world so much better. And anytime I drive by a field that someone’s plowing and dust is rising up, I know the soil’s not healthy just because of watching one of those films saying, okay who’s planting their crops with cover crops?

    Who’s doing it? So the soil is getting healthy and everything you’re talking about are things that we can think about doing on a small scale too, even in a backyard. And so I was wondering what, you’ve talked about the problems that that were first noticed when the, your company was started.

    What are the problems are rising up that you see in the company sees as problems to be solved and what’s happening around you, where people are catching on?

    Jason Yhost: Wow. So I think there are, for anyone who’s involved already in the things that we’re doing who might be listening, they know all of the bureaucracy that it takes to do this. Yes, how expensive it is. That’s been actually one of the most mind blowing parts to me, is for all the good intentions, it is not easy.

    Our biggest problem is, yes, funding to scale, to pay more workers to be able to commit to a salary for people there. Like we’re creating a bunch of jobs and we can only create what we can guarantee. We need better greenhouses, more greenhouses. We can, we’re really interested in scaling up.

    Workers. So we need more places for them to stay. It costs money to to get the materials there, to build and to assemble all that, all of these things you would do to scale up. Eventually we’re gonna be planting with a thousand hectares, we’re gonna be planting far away, so that’s gonna take investment to be able to make that possible.

    Iot devices, all of these things that come with not just a forest, but also what you might need for carbon credits or for B Corp certifications. Sure. Like liquidity must be everyone’s number one issue when it comes to on the ground. I would say from my time there, speaking for myself, I think if you were talking to one of our owners, you would get different answers and they would also probably be very interesting.

    For me, the biggest hurdle. Is is helping the, because we do a lot of support for the local people we work with the, we work with, local communities as much as we can. We do a lot of support, some interesting things. And I’m 90%, maybe 99% sure that basically all of them, except for maybe our engineer and some of our workers, don’t grasp exactly what we’re doing.

    So Ashika is like a huge, there’s millions of people with different, I don’t know a ton about it. I just know that it’s, it’s a, people from the Amazon before these borders of countries were here. Okay. And so they’re extremely buried from A to Z. What type of practices remain?

    What new ones they have? It’s a huge community and so I, I certainly don’t speak for all of them in our area. I can only describe it as disconnected. They grow yuca and plantains and like sweet potatoes. We get all these interesting local things, Peruvian things. And the main staple for many people is rice with a small side of yuca and potato and plantain, right?

    Like they’re buying an imported starch that has basically the same digestive function as most of it. And having smaller portions of these foods that they grow around them. It’s almost like someone played a trick on them and convinced them something. The last time I was there we picked vegetables, peppers, and turmeric, different things 

    From the garden right outside the kitchen on the land there that they the lady that we pay when we go and visit, we hire a lady to cook meals. We bring like investors and different things down to see it. It’s the most touching special. I absolutely love it. It was my Thanksgiving last year.

    Thanksgiving’s my favorite holiday and I went down there instead and I had two pieces of white bread. ’cause we got there late and, it was like a little late night snack. I had two pieces of white bread with a fried egg as my Thanksgiving dinner and it was like, it was so touching.

    Normally I go crazy. But, they, it took us going out there to pick the things and in showing her how to incorporate them into the food, she didn’t realize that there was food and things out there. They were buying like broccoli and rice to feed us. And it’s like, I don’t want this rice, I want twice as much yuca, plantain and sweet potato.

    And it’s, and you don’t go demanding things. You don’t want to go and tell people how to live. It’s like showing them and reconnecting and inspiring. Like we, this is my favorite story. 

    Absolutely. 

    They under, they have chickens, right? They know chickens give you eggs, you can eat the chickens, whatever, the ducks.

    No. So we gave them ducks on the land to start breeding the ducks. Then they can get eggs and eventually we can be eating ducks. Just trying to provide food sources. Biodiversity, the whole thing, right? It’s a fantastic thing to have more animals. And it’s like a working farm and people live there.

    They go, you have to get there by boat. So they spend a few days there at a time, and then they go home and back and forth. So there has to be lodging, food, a kitchen, et cetera. Right away they just ate the ducks. No more ducks. And when you scale that out, when you extrapolate that to all the changes we would like to make and all the things we would like to do to improve the quality of water, right?

    I don’t want to tell anyone how to live. I wanna make sure they have clean water. I wanna make sure their food is good. I wanna make sure that they can meet the opportunities that they want for themselves. Live the life you want. Not really a too much concern to me. As long as it’s a good, healthy one your children have options.

    You feel safe, you feel well fed, right? And so there’s a minimum need, kind of what I touched on earlier, where we have to touch their lives and inspire their lives, the local people and let them see a benefit to their own lives personally, in a small way in their stomach, in their kids’ opportunities, in their wallet.

    Somehow that, oh, I’m interested in what they’re doing. Nobody’s listening. We can’t show up with a thousand ducks and say, now you have ducks. Your problems are solved. That’s like a month of good eaten, and the ducks are gone. What it is two ducks, four ducks per family, three families over and over again until they really are like ducks.

    I love this. Thank you. And they tell somebody else. And those people want ducks. And in a year, then there’s a thousand ducks because we started one at a time. And if somebody eats the ducks, we give ’em four more ducks. And we say, try it again. You see those guys, they got eggs, there is there is this level of disconnection where they’re buying food, buying medicine and buying water, we can clean the water instead, they can have clean water themselves.

    These kinds of improvements and. I before I went, I thought it would be easy to do that. And it’s not. People have to really it’s like the old saying, I used to do a lot of coaching. And especially with young kids, they say, and maybe teachers know this, they don’t care what you know until they know that you care.

    And so if you are less hungry and we sit down and we have some beers, then maybe you’re listening to me about the ducks. You’re not listening to me about the ducks when I show up and you speak a dialect that I don’t understand and you’re not listening to me and I get that.

    I wouldn’t wanna listen to you either. And so working like, can we produce things at a higher quality on our land in a really good regenerative agriculture way? That cost slightly less. Like organic people are not gonna pay extra for organic. They don’t care. Nobody cares. And so they just see that a kilo of limes is 5% cheaper, 10% cheaper, the quality is as good or better.

    And then they’re interested and they notice that maybe our presence is helping. And they’re curious. They see that we helped send a kid who wanted to study something to a university because she was really interested in music or art or agroforestry or engineering or whatever, and it wasn’t gonna happen.

    And we were able to help with that. Then they’re gonna listen. And so there’s the way, one of the biggest obstacles is, the World Economic Forum has nothing to do with the Han Inca. They don’t care at all about the un And these goals, they don’t care at all. Zero. Explain a carbon market to them.

    They don’t, they, it’s, they could understand if they had some idea of the reality that we are living over here and they don’t care about any of that. And so finding ways to connect with them to improve the life of the people around there, to make a ripple in a way that is inspiring, that we can have clean water, clean food, less import, right?

    I would love for them to import less rice from Asia or wherever that rice is coming from and stick to local products that are more delicious, healthier, cheaper, just all, it’s just all around better. Of course you can still have rice if you want it, but that’s not the biggest part of your plate.

    So that’s where I find, hopefully I answered your question. I, I find a lot of words very easily

    Kim Allchurch Flick: I think you’re touching on something too. And a lot of it has to do with perception and. And it makes me think about what people see now, what is their perception?

    A golf course can look beautiful to someone who doesn’t know what was there before or didn’t think about it. I grew up in England where when I was a kid I thought pastures and mall and hedgerows were absolutely beautiful and rolling hills and all of that. And then I grew up and start learning more and more about what was there first.

    And those are overgrazed and England is in trouble. And there are people like a man named Jake Fis, who wrote Land Healer just recently about, I was trying to turn that around, but I hadn’t seen a forest in England except maybe a couple small spots and what it would mean to reforest. There’s a farm in England called the nep, K and EPP that was dying.

    And Elizabeth Tree and her husband decided to do something differently. They were almost going bankrupt. And she wrote a book called Wilding about the 20 years of them bringing a variety of grazing animals in not to eat, but to actually wander to plant some more native plants to save an oak tree that was living by itself.

    And oak trees like to be closer together and to really learn about healing the soil. And now they have a place where you can go and stay in a tent and eat from the land and tour and learn. And it’s our perception. And I brought up golf courses because there are a couple places now that are actually reforesting golf courses and turning them into public spaces for everyone.

    And the amount of water it takes goes way down. The amount of heat generated way down, the amount of joy for the people that are visiting way up, more birds, more all sorts of things. And in Costa Rica, that had been down to 25% deforestation. We stayed in two eco lodges, one in the Caribbean side, one on the Pacific.

    And on the Pacific, a man from France came in and bought it cow pastures. And now it’s 10 years in. And he said, with planting, he said, the first ones to show up were the birds. Took five years for the monkeys to come back. And when they did, he said, now I know I’ve made it. Now I know that this is a habitat.

    This is a biodiverse habitat where everybody gets to play and be in like a, it’s a community and how important it is to support all the layers from soil to pollinators to bigger creatures. And I think that’s what you’re talking about. And, but you talked about the obstacles. Some people are against that.

    Some people see land is developable for a lot of money. How can we balance that as a species? And I was wondering what makes you optimistic and what can we tell people to look for, even if it’s small, to think about ways that we can support what people like you are doing or the biggest little farm or people that are truly doing regenerative ag.

    Where I live, Carmen Ranch is the first, I believe it’s the first regenerate certified ranch in the country. Because she’s actively restoring tall grass prairie with a hundred percent grass fed beef. And even if people don’t eat the beef, know that that land is becoming healthier. So it’s sometimes it’s not about what is the cow part of it, except they’re the ones making the land better.

    And how do we reframe things? So I was wondering if you could speak to that a little bit about what people can start to notice, how they can contribute, how they can contribute to planet and more so you, your work grows bigger and affects more land, more people. How can we make progress together as a community when we don’t always see that there’s a problem?

    Because what we’re looking at, like a golf course or a beautiful pasture look beautiful. And yet can, our framing is all what we know. 

    Jason Yhost: That’s true. My, my favorite example actually, i’ll touch on one and share maybe a little more in detail. My opinion on the other. One that most people will probably know is most recently we had this soybean debate, this big debacle about what are we gonna do with all of our soybeans?

    If I’m not mistaken, the government subsidizes the farmers to grow those soybeans. Someone is in the comments or knows better than me please help. I believe we make that viable for the farmers through subsidies and the fact that when there was not a buyer for our soybeans, right?

    We just had this big thing with China and they buy the majority of our soybeans, but they also don’t eat, they give it to animals. And that’s a separate thing. So we spend all of our resources to feed animals in other countries, which is absolutely insane to me. But never once in the entire conversation did I ever hear anyone, no matter what their opinion was.

    I’m shouting from the rooftops, but nobody’s listening is, how about we just let the farmers farm? How about we stop subsidizing the food that isn’t food, that’s, that we can use as like a leverage tactic and other countries are using as a manipulation tool. How about we just let farmers farm? I bet they don’t want to grow only soybeans.

    I bet they’d like to plant trees and have animals and have healthy biodiverse systems where they feel comfortable walking outside and eating their own food. I feel like we have enough land in the United States that we could start to localize a lot of people’s products. So much of it, imagine all these subsidies go to helping farmers convert to biodiverse stable systems to improving the logistics and supply chains of connecting local people to their farms of sharing all the data.

    Like, all you have to do is listen to the testimonials of farmers of ranchers who have switched to letting their animals graze. Like there, there isn’t a single, I’ve never heard of anything. Maybe they’re out there of somebody saying, you know what? This made things worse. I have to go back. I haven’t heard it.

    I haven’t heard it. 

    Kim Allchurch Flick: I agree with you. And that brings me to those two films. The first was Kiss the Ground Second, the sequel Common Ground. About that very thing. And there’s a farmer in both movies who was losing so much money because the industry had said, you need all these chemicals to support your soil, to give the plants more nutrients, all purchased.

    And his boundary is with another farmer. He decided, no, I’m going to do this differently. I’m not gonna plow anymore. I’m gonna have cover crop. I’m not, I’m gonna regenerate. I’m going to throw compost back into the soil. We’re gonna churn everything back into the soil. And there is a line where the neighbor is doing it.

    The well, the current more factory ways. Conventional way. Yeah. Would say conventional. And that land looks almost barren next door to the southern man that it bounced back. And I’ve noticed. Even in a small forest that I live on that is being regenerated with the help of a grant from Clark Conservation District the person who owned this before us used to mow down in the forest.

    We started letting everything own except for noxious weeds and just have pathways. And in six years, more and more comes up each year. And one of the experts that was down here was saying, it’s the beauty of a seed bank. And when you, when a tree falls, leave it there or wood chip it, put it back on, let things start to rot back into the ’cause.

    It’s not wrought in a bad way. It is, it’s a beautiful cycle of nature to have things be able to go back into the soil. And I started taking pictures year over year to see the change because you can’t always remember it. There’s a place where the first picture I ever took it was just trees and nothing but moss.

    Now it’s several species of ground cover and medium sized shrubs. That all came from a seed bank that was just waiting to be left alone. 

    Jason Yhost: Waiting to be left alone. Exactly. Yep. Exactly. Yeah. I think of all these kinds of things, and I think I tend to be kind of a one trick pony.

    I have a lot of opinions about a lot of things, and really it just comes down to like common sense and paying attention is like my number one thing. The other example that I, that we don’t have to dive into, ’cause it isn’t exactly nature related, it’s similar in thought process to me, to the soybean thing, which is when we maybe a couple years ago we had the big baby formula thing, and everyone was losing their mind, we don’t have enough baby formula.

    What are we gonna do? And. Never once. Never once did I hear a conversation about breastfeeding. I get it, that maybe there are not, maybe there are women who can’t breastfeed and they need formula. However, if we were having actual conversations about women’s health and about nutrition, then there wouldn’t be, there would be plenty of formula for the women who actually naturally couldn’t breastfeed.

    That must be such a small percentage compared to the norm, right? And not wanting to is not the same, right? That’s a stigma thing. That’s a cultural thing. Never once did we have a conversation about women’s health, about breastfeeding, about why do we actually need all of this baby formula.

    And we don’t have to dive into that. However, there’s all these things, right? When the conversation starts about formula, about soybeans, I’m like, why are we talking about this? It’s all dumb. Why are we arguing about the best way to preserve a system that doesn’t help anybody? It’s like, it just doesn’t compute to me.

    And so that’s naturally where I go. You asked me about staying positive. I’m just like that. It’s never had to be any work for me, to be honest with you. I just am happy to be alive. I think the world’s wonderful. And, for every problem there’s a solution, and it’s like, where does your mind go?

    If you were to tell me that you were thirsty, I don’t sit around thinking how sad. And imagine a dry mouth. I think of water, maybe a beer. If you’re old enough, maybe you’d like some juice or some lemonade. Like, where’s a water fountain? Do you have a bottle? Like, when you tell me you’re thirsty, that’s where my mind goes.

    I’m just like that. It’s easy for me. I love being alive. I love connecting with people. I love. All kinds of things. And for me it’s easy to make that connection to, I don’t dwell on things, I’m pretty sensitive to negativity. So when people start saying, a lot it’s you’re gonna get whatever you focus on.

    You’re part of shaping all of this, just like the rest of us. And so our attitudes mean a lot. The effort that we give, it’s, it’s kind of that universal to the specific thing is do you want to complain or do you just want to be able to live with yourself? Like I pick up trash everywhere I go.

    I have this big project that I’m working on for the city of Fort Lauderdale. There’s a venue, a big festival where they leave a lot of trash on the beach. And I’m kind of on this crusade to, to get some accountability so that when it’s over, they clean it up. And I pick up trash everywhere I go, boom, boom, boom.

    I just put it in my pocket, I throw it away, whatever. I don’t pick up gross stuff, but and it’s easy to be like, how can people don’t throw away their trash? And then, and it’s easy to feel overwhelmed and it’s also easy to look at that and say, if I don’t pick it up, it’s gonna sit there and at least that one won’t be there anymore.

    Kim Allchurch Flick: I call this karma pickups that it’s not my trash, it’s somebody else’s, but I still picked it up. So the world’s a better place in that little, 

    Jason Yhost: yeah. Yeah. That’s nice. I frame it a little different. I just say there has to be balance in the world, and there’s some people not picking up enough trash, so some of us have to pick up a little extra.

    And then soon everyone will just be responsible for their own. And so there will be balance and nobody has to pick up more trash than their own. That’s where my mind goes with that. But it’s the same as the karma thing. It’s just I don’t get defeated because things are a certain way, I always imagine that.

    Things are a pendulum and we’re swinging back the other way. For everything that’s happening, there’s a bunch of people who are sick of it, and no matter what you really believe in our society, I believe most people are very level-headed, very reasonable, ready to be neighborly.

    And really we live in, now get a little, bigger picture. We live in a giant propaganda machine, and what that machine feeds you is the really extreme ends of everything. And the majority of us live in the middle. However, many people are not stopping to think, wait, this person actually doesn’t represent no matter what they believe.

    This person doesn’t really represent what most of us think. And if I talk to anyone that I know, they’re far more reasonable and level headed and somewhere falling in this just want everyone to be happy kind of area. And so it’s easy to feel overwhelmed if you have that sort of personality where you think that the person screaming way over there and the person screaming way over there somehow represent most of us.

    They don’t, and it’s, there’s no money in, there’s no revenue, there’s no profit in letting a bunch of reasonable people be the voice for the majority, and so in knowing all of that, I just, I don’t get too down, I just like, I don’t think that we can really pollute water. I don’t think that we can ruin nature.

    I think we ruin water for ourselves. I think we ruin nature for ourselves and the other animals that are around. And if we make it bad enough, we are toast. And then nature will be fine. I don’t grieve for the earth, it’s not the earth. It’s not nature that suffers, right? Like it’s a very.

    Arrogant human thing to think that we can contaminate water and somehow the water is ruined. The water is the water, and the stuff in it is bad for us. The water will be fine and eventually the water will figure out how to clean itself. The landfills are cleaning themselves. All that will sort itself out.

    It’s just us. We’re cutting ourselves out of the equation. And that is something I would like for us to also keep enjoying life and live it in a balanced way, so I don’t think that I think it’s a human thing to think that humans are in control of everything and we’re not. And I find also a lot of peace in that, we’re gonna swing the pendulum and it’s gonna swing.

    And I think, hopefully it lands in the middle. I don’t know if that’s ever a thing. However I’m full of optimism. I’m full of belief in the power of nature and the power of inspiring people. And, that’s just where I’m at. It’s easy for me to be that way. 

    Kim Allchurch Flick: Can I share a couple of observations that were sparked in me while you were talking and it’s observations about where I live, but I think we can all ask questions wherever we live or wherever we go.

    But in the Portland, Oregon area of what I’ve noticed is there’s, over the last 20 years ago or so, and I didn’t even know this until recently because of the expert who does the planting, but there’s been an increase of what’s called bioswales where instead of putting water down a storm drain from the road, ’cause we get heavy rain here, it goes into a bioswale and they’ve been able to test it and they know how much pollutants and matter are captured that are not going all the way down the sewer system.

    So that’s one on small scale. There are so many nonprofits that are doing really niche and wonderful things. Like we have growing gardens, which deals with. Underprivileged and underserved communities to help them with gardens, even if it’s as small as containers on a patio or a deck. But they work in larger scales for community gardens as well, and they’re teaching people how to grow food, how to create nutrition out of it.

    And it’s such a bonding experience. There’s another one, a friend of mine has created a nonprofit to make medicinal gardens so physicians can actually write a prescription for these people to be able to go and cool and get the produce as a prescription. Friends of Trees is planted well over a million trees now, and we have a problem in Oregon where I’d say probably 30 years ago, plus no one built buildings with air conditioning, but heat in the summer that.

    Demands it. And most people who are underserved can’t afford it. So trees are a big part of that shade really, really helps. And underserved communities often don’t have the trees that richer communities. Do you know these organizations are doing that? And on scale from local, the things that you’re doing internationally as well?

    I think what we can all think about is what’s, what small things can we do on our own? If we don’t work in an organization that’s doing really, really big things, what can we do on our own? And then also, who can we support? Who are the heavy hitters, like Planet A more that we can support? So we’re all making a con contribution for regeneration.

    And it, and I know a lot of the references I had like Reading Healer, it’s quite scientific. It’s a wonderful book, but lighter reading is anything by Robin Wall, Kimmler about. Reciprocity and regeneration. She makes short books that speak to the heart of exactly what we’re talking about, and it brings in community as well.

    And another thing that just recently happened, and this involves the local tribes as well, is there are dams all over the place in Oregon and four were taken down, I think four four at the Oregon California border. It’s the Klamath area. And Senator Merkley was involved in that as well. Those dams came down after 60 years of no salmon.

    And wow. There were plantings like hun, tens of thousands of new plantings along the stream bed, making the stream better for young salmon. The native people reported that they saw salmon coming back within four to six weeks. 

    Jason Yhost: Wow.

    Kim Allchurch Flick: If you give nature a break. It’s amazing what can happen. And the same thing in Washugal Washington, a smaller dam that was built for Girl Scouts primarily 60 years ago so they could play and have camping and getting canoes.

    The water level got so hot, well too high and too hot. Salmon couldn’t live. And on the Wild Boy, boy Creek that comes out of that, they decided with the tribes to take the dam down. It’s a process. You don’t just knock it down, gotta prepare all the downstream. The stream had been denuded to bedrock and salmon can’t live on bedrock.

    They need organic matter. They planted, the dam came down within six weeks they had salmon, DNA. Wow. Amazing. So that makes me so optimistic. If we give things a chance to breathe the way they were supposed to. I’m a big com proponent, and I know I get pushed back on this ’cause people love lawns and they’re a place to play.

    Think of something else you can put there. Lawns take a lot. They release a lot of carbon. They take a lot of water. Yes, people like to play on lawns, but as I have literally killed a lot of my lawn through, shading it out and put in bark chips and pathways and ground covers that the dogs can run through by water.

    Less the number of birds and butterflies and all sorts of breeders that are, and it’s a small little backyard. 

    Jason Yhost: And your trees, 

    if there’s trees there, they’re probably doing better. 

    Kim Allchurch Flick: They’re every, everything’s healthier. And it’s such a remarkable thing to think about, but there was a time when I thought lawns were beautiful.

    I don’t anymore, but it’s, so we gotta give ourselves a little grace for having grown up with, ’cause most of us were born after a lot of deforestation. After a lot of sub developments with lawns. So we didn’t see what was before. So I want to really say that giving us all grace, that we only, we have a baseline and that baseline may be devoid of the knowledge of what the possibility of what had been.

    And to see something regenerate and come back can help us reset. And that’s where we can see beauty again. And to me, a forest with trees that are half down and all sorts of variety of plants coming up to somebody it looked, might look messy and chaotic. Nothing’s in rows, but to me it’s abs absolutely beautiful.

    And I think that’s what you’re talking about as well, is there’s a new beauty to be observed. And that’s in the movie, the Serengeti rules too. That’s about nature being regenerated. There’s, it’s amazing what we, what I didn’t know. Was possible when we leave nature alone. 

    Jason Yhost: Absolutely. It’s really amazing.

    Really, really amazing. We got it took almost no time at all, and we got leaf cutter ants back on our land. 

    there, there are, we have two kinds of monkeys. They don’t come into what’s been reforest yet. They stay, we have some places in our plot that were never cut down.

    And so those stay preserved. And so they, they tend to live in there. I think they know that they could be dinner, to be honest with you, if they come around the people there will, if it looks like it has meat on it, it could end up on a grill. So I think the monkeys are smarter than that, than to come around.

    Eventually they will, but yeah, I mean it’s really amazing how nature works. In terms of making an impact. I guess I would start with like an individual level. We talked a little bit in the beginning, I like to take my own to-go cup, whether that’s like my metal steel thing to get my coffee or my little ceramic espresso mug.

    If I don’t have the other one, I’ll take that and I’ll ask them to put my to-go coffee in there. Typically your small businesses are the ones that will do it and the big places are the ones that won’t anyway. So you’re doing yourself also a favor avoiding that moldy giant brand coffee.

    It’s got mycotoxins in it, so watch out. Those little things. For me, like every time you’ve mentioned the balcony gardening, I think of the value of connecting kids with food and with plants. Like adults are gonna be adults in some care and some don’t, and there’s not really much changing that in any significant way.

    However children are the action. I, I remember when I first started doing this, my first project I ever worked on, we built. A food forest, a farm, like row beds, this giant thing in a school. And there was this particular tree that was always fruiting. These little red berries, we call it like bubble gum tree or Jamaican chariot has all these cute names and the fruit are delicious.

    They’re highly perishable. You never see ’em in the store. It’s a beautiful tree. And I would eat a bunch while I was working. I’d be working, I’d eat some, and the kids would walk by and they would look at me like I was crazy. The idea that somebody would be eating something from a plant was entirely foreign to them.

    If it doesn’t come wrapped in a bag from Publix, from the grocery store, they do not recognize it as food. And over a few years, slowly, we had a garden club. We had kids taking things of produce home. The, when the kids were walking by the tree instead of looking crazy, they would 

    Show their friends how they were edible. And they’d all be picking ’em and eating ’em. And those are the ones who grow up to care about having their herbs on their patio. Those are the ones. If a parent is out there and really wants to affect the world in a meaningful way, grow some cilantro on your balcony.

    Like if nothing else, it’s cheaper, it’s more delicious. They’ll have fun planting the seeds. The, you can send them down ai, rabbit holes. You’re not gonna stop them from the technology, the computer stuff. So give them something interesting and meaningful to study. Tell them to tell you all about it.

    Find out about soil. There’s interesting videos and books. If you can connect kids with food and disconnect them from the idea that everything has to come from the grocery store. We’ve solved so many problems at once. We’ve solved people, getting outside, getting fresh air. We’ve solved a nutrition problem.

    We’ve solved a sustainability problem. We’ve solved like a circular finance kind of thing. We’ve taken at least a little bit of the revenue from these giant places that don’t give a crap about you and probably put it somehow in some, unless you’re getting, everything from Home Depot.

    Find a nursery around you. Be really mindful. You were talking about grass fed beef to tell a personal story, I tried for a while to stop eating meat. And it was terribly unhealthy. My, and I was with a woman at the time who was like vegan while she was a power lifter, and we were doing all the beans and doing all the, doing all the food, right?

    I’m not a processed food kind of guy. Like I was eating a ton. I was doing my best with all the, mushrooms and chickpeas and black beans and all these ways you can get all your protein and all that. And my hair was brittle, my nails. I looked unhealthy, I had no energy, and I couldn’t eat enough by the end.

    And I started eating meat again and I instantly felt better. Like right away. There are just those people who are not gonna be vegetarians. We’re never gonna force veganism or vegetarianism on the world. As an American, I highly resent the idea that people would produce these like fake patties and try to convince us that it’s somehow healthier than, this processed fake meat is somehow a healthier and more environmentally sustainable alternative to animals.

    This idea to me, and I’m probably ruffling a lot of feathers when I say this good thing I did it at the end is I don’t think that burping or farting cows are an issue at all. I think that people who want to change what we feed these animals so that they’re less gassy, I think that is stupid. Sorry to be offensive.

    However, if we put these cows in pastures where there’s biodiversity, nobody’s talking about the methane, are there more grazing animals and cows now in the world? Or are there less trees, bigger cities, more people, entirely different cultures, right? And so I don’t think that, I don’t think that old things are the problem to our new or to our new or the cause of our new problems.

    I think the way we treat animals, the way that we farm, the way that we do all that is an issue. And so I’m less about these high tech solutions, the stuff you can spray on grass. I had a long conversation with a guy who said, it’s made from seaweed, and it’s so good and it’s so interesting. Like maybe that just doesn’t seem, that doesn’t seem like there’s a lot of common sense, and so I’m all for natural common sense solutions that make people healthier. I think where we spend our money matters. It really matters that you support that farm that’s trying to produce beef in a different way. Unless you want Bill Gates who owns all of your farmland to tell you, you know what nutrition is, you have to support the small farms.

    You have to support local. You have to care about what you’re putting in your body. You have to reconnect children and your family with plants, with this idea, even if it’s something simple, growing a flower watching a butterfly turn or caterpillar turn into a butterfly. All these little things they really, really add up.

    And that, so if you wanna do things in your life, care about where your money’s spent, care about the trash that you’re making. And I think in just a way, I’ve probably by now saved thousands of to-go cups by just bringing my own assuming a little personal responsibility, making the commitment to remember it.

    To clean it, you’re gonna forget whatever, right? And you need your coffee. You forgot that day. Ha. Like you said, have the grace with yourself to just take the to-go cup. That’s fine, right? As long as it’s not millions of people every day after day, billions of cups every day. I think if you’re a, an entrepreneur, a small business, consider, especially if you have a lot of regulars, consider rethinking how you do business.

    If you’re a young person and you wanna start a business, consider that. You don’t have to subscribe to the same rules that were laid out to you. Some of it makes sense and other things don’t. My favorite example is I bartended for a long time and people always wanted to go cup for their water, and I always dreamed of just being able to say no.

    If you want a glass of water, I will give you a glass of water. You can sit here, I’ll give you 10 glasses of water. You can drink all the water you want. If you have a bottle, I’m happy to fill your bottle up with water. I’m not giving you trash that we paid for, that you expect for free, that I’m gonna pick up in the parking lot later, half full anyway.

    Because you think right now that you’re thirsty, wherever you’re going is between five 20 minutes away, there’s water there, you’re gonna survive. That’s my dream for businesses is to say, no, that’s dumb. You expect something that is unreasonable, and this is actually how we play it here. Thank you for your understanding.

    Thank you for caring. I think there’s an overhead in business that comes simply from cultural expectations that can make it easier. You don’t want your food to get more expensive. Stop demanding garbage just comes to you automatically, like you deserve it. I can I got a lot of strong opinions about things and I sometimes I could use a prettier bow on the language.

    However, I like to just be really straight and that’s really what I think, is we can readdress, we can address our relationship with convenience, with what we expect from people. With what we see as disposable. We can reconnect children these kinds of things. And that’s in the small day-to-day life, we can control where our money goes.

    And they trick us with packaging and it’s okay to make mistakes, right? And we all have a computer connected to the world in our pocket that we can check on a brand if it’s really important, those are the ways I think you gotta always check the back. The front they say is advertising and the back is information.

    So always look at the back, your, that’s good of your products. And then when it comes to the big picture stuff, there’s a lot of big projects out there. A lot of really great ones. I personally wouldn’t plug any of them. Now I would take this moment to plug us at Planet a more like every single project, we always, the number one thing you can do for us or any project is if you have it, is always investment. Some sort of liquidity. Invest in infrastructure, invest in some way, find out, if you want to talk to us, I’m sure we can get all my info, my contact info to people. There’s tons of ways that people need always financial support to scale to make, to invest in technologies that they need in order to do this work in a good, transparent way.

    All the bad actors have forced those of us doing the right thing to really have to go through hoops to prove that we aren’t monsters that we aren’t taking advantage of anyone. Your data is a huge asset that all of us have. Your infor your attention and your data, sharing our social medias, all the social medias of projects, searching things train your algorithm to send you things that are more enriching, that are like our stuff.

    Share our stuff. We always need help with. If you’re an influencer out there and you wanna help share our stuff if you’re involved in a university and you want to team up with us and send some students out there and start doing some really interesting, 

    there you 

    go. Research, like, we are very open to public partnerships, private partnerships.

    We work, we plant trees with tourism companies, with hotels, with private investors. We do all kinds of things. Your attention sharing, educational research opportunities. If you have experience in this work already and you want to go and check it out and work with us, somehow there’s no.

    Partnership collaboration that I’m not willing to explore. I can’t say yes until we talk, but there’s any way that you’ve ever dreamed of to get involved in this kind of work. Fantastic. We export banana flour if one of our forest commodities is green plantain flour. And we’re looking for somebody who is interested to start importing that from us.

    Organic regenerative agriculture, it’s a resistant starch, so it doesn’t spike your blood sugar. It’s gluten-free. Super, super good stuff, really high quality. So we’re looking for a bakery, a restaurant, a retail shop, anything who’s interested in our banana flour, so 

    Kim Allchurch Flick: I love that. Well, Jason, thank you so much and they can find you@planetamor.org.

    Jason Yhost: Correct. And I am jason@planet-a-mor.org. It’s, so, it’s planet hyphen a hyphen MO r.org. So planet hyphen a planet more.org. So it’s kind of a little play on words there, more planet and planet love. 

    Kim Allchurch Flick: I love that. Well, this is a very rich topic and I think this set the record for one of the longest podcasts.

    And the reason being, it’s a very rich topic. There’s so much to it, but we can all do something. We can definitely find ways to support your work. And is there anything else you’d like to say in closing before we say Adios? 

    Jason Yhost: Thank you very much, Kim. It’s been really a joy. And happy to work together, Chad, anytime.

    And thanks to your listeners, for checking us out and we’re here and happy to work together, thank you. 

    Kim Allchurch Flick: Thanks for all the tips and everyone, thank you for listening, the planet’s really worth taking a look at, and even on small scales, seeing where we can make change because it can all be good when the right changes are made and the planet gets a chance to breathe.

    So much, Jason. 

    Jason Yhost: Thank you, Kim.

    Kim Allchurch Flick: Take care everyone. 

    This Episode’s Guest: Jason Yhost

    Planet A-more logo. Reforestation for nature and people. Certified B-Corp logo. A smiling child.

    Permaculture Designer in Miami, FL.  Born in San Diego.  Working with Planet-A-mor about 4 years.  Passionate about prosperity, joy, neighborliness, and celebrating cultural differences as gifts we give each other.