Special Episode: Stories That Sell with Tech Summit 2025 Keynote Speaker Neal Foard

[00:00:01] Neal Foard: What people should realize is that now you and I live in the age of video. That is a tool. This device has changed the game for us because now you can become a known quantity to customers. You can be a trusted resource, a friend even, and they’ve never actually spoken to you because of this device and because video is the new in-person. It just is. You have to accept that. You have to embrace that, and you have to say to yourself, “I don’t want to be the slower guy in the zombie apocalypse. I want to take advantage of this tool.” And I say, “I don’t have to be the best in the world at it, but I should be better than I am now. Let me try to get good at this.”

[00:00:47] Intro/Outro: Technology has transformed how we live, work, and connect. And behind that change are visionary people with bold ideas. Welcome to the Bridgecast, where host Scott Kinka explores hybrid work, AI, and our evolving future with tech’s brightest minds. Presented by Bridgepoint Technologies, the nation’s leading tech advisory firm. Experience a better way, the Bridgepoint way.

[00:01:14] Scott Kinka: Hi, and welcome to another episode of the Bridgecast. Today, I am joined by Neal Foard, social media personality and principal of StoryFire. Neal has spent over thirty years helping global brands like Budweiser, Sony, Lexus, and Toyota tell stories that inspire action, build loyalty, and drive measurable results. He’s held leadership roles at Saatchi & Saatchi, Wieden & Kennedy, and Sarnoffsky. His expertise through StoryFire involves teaching lessons to leaders on how to turn ideas, data, and experiences into compelling narratives that move teams, customers, and stakeholders. And importantly, we’ve invited Neal to join us at our upcoming tech summit this fall to work with our strategists to talk about storytelling in particular. In today’s world of AI, hybrid work, and rapid digital transformation, technical skills alone are not enough. Leadership and organizational success increasingly hinge on the ability to communicate vision, and that’s what we’re here to talk about today. So I’m thrilled—and we’ve been talking about this episode for a long time—to welcome Neal Foard to the Bridgecast. Welcome, Neal.

[00:02:16] Neal Foard: Hey. Thanks for having me. It’s really nice to be face-to-face, Scott.

[00:02:20] Scott Kinka: Amazing. And I can’t wait to be actually face-to-face and not doing this over the screen. And I think it’s maybe nine weeks now. We’re looking forward to that. So before we dive into your professional background, I think probably everybody does this. And I usually start every episode this way, so it’s incredibly pertinent that I’m asking you this. But tell us a story from your career, something that shaped your vision, the way you approach what you do on a day-to-day basis.

[00:02:45] Neal Foard: Briefly, for a couple of years, I was in the experiential business. So instead of doing advertising, I was doing live events. And in the course of that, I discovered how incredibly fulfilling it is to give somebody a real experience and treat them like a friend. Live events are a terrific way for brands to establish relationships with people in a much stronger way than simple propaganda. And it was really brought home to me—I was based in New York for a while, and I had taken my children to go see the New York Yankees on opening day in their brand new stadium. I thought, “Wow, what a memorable occasion.” The kids—my daughter was six and a half and my son was eight—they wanted to leave by the fifth inning. They couldn’t have been less impressed by the best players money can buy. And what we subsequently did was—I go, “But I want them to love baseball.” So we started going to our local minor league team in New Jersey, the Somerset Patriots. And what happened was that every seat was great. It was $8 a ticket. You were close to the action. Parking was free. Hot dogs were a buck. Because you were so close to things, people felt like—look, none of these players were going to the majors. Okay? They didn’t have any names on the backs of the jerseys because they were probably going to need that jersey in about six weeks as they rotated you out.

But we happen to be playing one day against one of the farm teams that was really loaded with up-and-comers. And we were getting our brains beaten in by this club. And come about the ninth inning, I think we’re down by eight runs. My daughter sees this young guy warming up in the on-deck circle, and he has no name on the back of his jersey. So she turns to me and she goes, “Hey, Dad. Who’s number 10?” So I look up in the Xeroxed program and find, “Oh, that’s Sanchez, sweetie.” And she runs down to the third baseline, and she yells at him “Hey, Sanchez!” And he turns around, and she goes “You can do it!”

[00:04:53] Neal Foard: And he gets this look on his face, this sort of strange cocktail of emotions. He gets into the batter’s box. Now he’s a lefty, so he can still see her on the third baseline. And she’s up there dancing and pointing at him. And all of a sudden, this big unit pitcher that they’ve got, he blows the first two balls past Sanchez—fastballs. And he goes, “Oh, okay.” And she’s still up there pointing and going, “You can do it! You can do it!”

[00:05:22] Neal Foard: And next pitch, hanging curve, and he gets all of it, and it goes into orbit. And as he’s rounding second base, he looks into the stands and he sees her, and she goes crazy—a rebel yell you could hear in Bergen County. And she thinks she just caused that event. And so what happens is two or three other kids come running down to the third baseline, and they start yelling out the players’ names. And it starts a rally, and guys are hitting for extra bases, and they’re stealing. And next thing you know, there’s 15 kids down at the baseline, and the game is tied.

And Sanchez comes up again, and it’s bedlam. And this pitcher who’s seen him before says, “Yeah. I’m tired of your shenanigans.” So he starts throwing at Sanchez. And next thing you know, the count is full, and it’s crazy. It’s chaos. Well, Sanchez is in the box, and he takes a step back because he kind of sees that he’s out of his depth. And my little girl looks at him, and she goes—he digs in—”Damn it!” And same as before, he hit the ball so hard, they found it in a backyard pool filter three blocks away. But before he could even round third, every kid in the stands had rushed the field, and the mascot had taken off his hat and was running around with the kids. The owner’s giving away free hot dogs. The place goes berserk like nothing I’ve ever seen at a major league game.

And at that point, I’m down on the field too because I’m terrified Tony’s going to wind up on the team bus. And the manager is standing next to me when they are taking a photo—a team photo with the kids in it. And he says to me, “Is that your little girl there by Sanchez?” I go, “Yeah.” And he goes, “That guy hasn’t hit a home run all season, and he hits two tonight. So my question to you is, is your daughter coming back tomorrow?”

Now I have been to great major league stadiums, and I have seen literally the best players money can buy, but what I saw that night was, “You matter here. We care that you’re here because you make a difference.” And that to me was incredibly instructive about what an experience is. I want to participate. I want to be here. I want to make a difference. I don’t want to be yet one of 40,000 people coming in here that if I don’t show up, it makes no difference. I want to be in the team photo because I made a difference. And from that, I just said, “You know what? The only thing that matters is a brand that actually cares enough about the people that buy its products to make the event a kind of love letter to them.”

[00:08:30] Scott Kinka: Neal, that’s a great story. And you talk quite a bit about the differences of large events and small events and tips around that. Keep in mind, and obviously we talked about this in the pre-show, that our listeners are generally CIOs, directors of IT, who are now post-COVID sort of thrust many times into this C-suite where those people ascended to those positions because they were good orators or they had training in it. And now they’re being asked to tell stories around investments, and they’re kind of part of that club. And we hear often from our customers, CIOs, and IT directors, like, storytelling is a challenge for us. If you could give them a tip, one thing to take from this, what would it be?

[00:09:11] Neal Foard: So I’ll give you something very quick and tactical and then something bigger and larger in principle. So the first, the tactical thing. It’s really important to remember that the first thirty seconds of any presentation, any speech, or any story, that first thirty seconds, that’s the beachfront real estate. That’s the best piece of property you can own. Don’t waste any time with things like “How’s everybody doing this morning?” “Oh, I’m not a very good speaker.” Don’t use any window dressing. Get right to it. And in order to get right to it, it really, really helps for you to have the first thirty to sixty seconds down. Rehearse it like an Olympic swimmer. Give yourself—demonstrate enough self-respect that you prepare so much so that on game day, when they press go, you are absolutely in command of that room. Nobody knows this material as well as you do, and you have practiced it, and you have given yourself a chance to do it for somebody else so they can critique it. If you want to go pro, if you want to be the guy they call on to talk to people, you have to practice, and you have to take it seriously.

Just real quick, during the zombie apocalypse, I think everybody would agree that a loaded shotgun is of great value, but of even more importance and more valuable is a slower companion. We live in a competitive world, and in a competitive world, you don’t have to be the fastest man on earth. You just have to be better than your rivals. If you take it seriously, if you get that first sixty seconds down, you’re going to earn yourself points that get you invited to do more of it. Now that’s the tactical thing.

In a larger principle, let me just remind you that fifty thousand years and more, telling stories is how we communicated with each other. We sat around after we killed the bison. We were eating the meat over a fire, and everybody talked about the things that had happened to them. “Why does the volcano god not like us? What is with the locusts?” Everybody explained our world around us by telling stories. We made up stories. We gossiped. It is the default system for how human beings communicate: to tell stories. And I’ll give you an example of what I mean. When you’re at a meeting and somebody has 12 bullet points on their slide and they read them to you, I guarantee you you are not going to remember any of it because the hippocampus is staggeringly good at sorting and discarding information. We can’t remember everything we see or everything we hear. And when somebody has such disrespect for you that they just list stuff and they think, “Okay. Now I’ve done my job because I pushed it in front of your face. Now you’re as educated as I am.” No. No. No. No. If you want to communicate information meaningfully, you have to come up with a metaphor or a story from your own life to explain the context so that you can set how important it is, what the consequences of failure are. Storytelling is a way to communicate so that you will be remembered and that the information that you’re communicating will be understood. It’s not what you say that matters. It’s what people hear that matters. It’s what they take away that matters. And if you have any affection for your audience at all, you will do them the solid of presenting information in narrative form.

[00:12:53] Scott Kinka: Got it. What’s interesting in that is, I mean, you just talked about tens of thousands of years. I think I’ve heard you say storytelling is in our DNA. It’s how we communicate forever. We have just crossed probably the first threshold that makes that different in ten thousand years, which is we’re doing it this way. We’re doing it in video. Like, how do you feel that’s changed? I mean, literally, even six, eight years ago, we were storytelling the same way we were around the campfire, and now we’re doing this. Like, how has that changed in your mind the way that we tell stories? And how are you coaching people through that as part of the work that you do?

[00:13:31] Neal Foard: What people should realize is that now you and I live in the age of video. That is a tool. This device has changed the game for us because now you can become a known quantity to customers. You can be a trusted resource, a friend even, and they’ve never actually spoken to you because of this device and because video is the new in-person. It just is. You have to accept that. You have to embrace that, and you have to say to yourself, “I don’t want to be the slower guy in the zombie apocalypse. I want to take advantage of this tool, and I say I don’t have to be the best in the world at it, but I should be better than I am now. Let me try to get good at this.”

Now here’s the first thing about how to get better at being on video and talking—looking the way that you and I are talking, being comfortable talking on camera. You have to accept that you’re going to be bad for a while. You just have to accept that. But what you can do is what stand-up comedians do. Night after night after night, they get their teeth kicked in in front of a drunk audience. And because they stand up there and they can take it, they get better. They get really good. You ask any of the stand-up comedians that are really famous now and they will all tell you they sucked at first. They were terrible at first, but because they’ve got thick skins, they stuck with it, and they got better.

So you don’t have to stand up in front of an audience. You don’t have to get your teeth kicked in. What you have to do is you have to be able to record yourself doing a presentation or a speech or a story and have the nerve to watch yourself back. You have to have the guts to watch yourself, and this is uncomfortable for most of us. It’s very uncomfortable. It’s like jumping into a cold pool. We don’t like it. You feel like, “I’m terrible.” Brother, the day you can get comfortable watching yourself, the day you don’t cringe anymore and you say “I have to do it to get better,” that day you turn pro. That day you become dangerous to your competitors because getting good on video means you can reach people emotionally.

Let’s agree on one thing, Scott. People do not make decisions rationally. Oh, they think they do. They think they do. “I’m very careful about comparing attributes of this.” We make our decisions emotionally and then we rationalize it with our big brain, and what we all have to recognize is this rule of the universe: Life gets so much easier when people like you, and you can use this tool—you can use video, you can use Zoom calls, and Riverside, and podcasts—you can use this tool to make an emotional impression on people, and no it’s not easy at first, but it’s so valuable.

Now let’s just assume for a moment that your audience are likable good people who like to deliver value. That’s a pretty good guess, actually, because about 98% of us really are pretty cool. And, yes, 1.4% of the population are psychopaths. Okay? So I’m not talking to them. But if you really, really want to deliver value, if you want to be helpful, it’s really, really helpful for you to be a good storyteller, for you to be a good presenter, for you to be able to tell people what value they’re going to get and then deliver the value and then wrap it up in an emotional way so that they go, “I don’t just get it. I feel it. And the person delivering this information, I kind of feel like I know them. I sort of know who they are. And because I feel like I know them, I’m a lot closer to trusting them.”

Some of the best car dealers I ever saw would do their own commercials, and they would be goofy and silly, and they were not great actors. But because people felt like they knew them, they felt like they had a guy in the car business. When push came to shove, they know you. They don’t know this other guy or this woman. One of the best car dealers I ever saw was a woman in Buffalo who used to hug her customers when they would buy a car, and people never stopped buying from her. They wanted that hug. This is how primitive we are, Scott. We’re primitive creatures. The phrase is—we have paleolithic emotions, medieval institutions, and space age technology, but we still make decisions on our emotions. So let’s take advantage of the space age technology to pull us back into the campfire and do what you know is true, which is people buy from people they like. People buy from people they trust. People have a choice.

I’m not doing a good job of this—I’m not explaining how a story can communicate data—but there are… every piece of data means something, and because it means something, it’s easy to talk about the meaning. Like, moments ago as I’m trying to persuade you that storytelling is important, and I’m saying, “Look. It’s a 50,000-year-old technology. We sat around the campfire talking about bisons.” Okay. That’s a story. Just producing an image in your mind is theater of the mind.

And I want to just do a quick tangent of something I find fascinating. If you get a very, very big band—Coldplay. I don’t know how many people they pack into the stadium. That’s like 60,000. Okay. It takes a lot to mount a Coldplay concert. It’s tractor trailers loaded with gear and an elaborate stage and a light show and effects. It’s astonishing how much money they spend to hold people’s attention for ninety minutes. Imagine the very same audience and Kevin Hart with nothing more than a spotlight, a microphone, and a bottle of water can do the same thing. Why? Because he’s a master storyteller. When Kevin Hart tells a story, you are there. Dave Chappelle, same thing. Louis CK—my personal favorite of all is Bill Burr.

There’s a paradox of stories, which is that the more personal they are to you, the more universal they are. That is, when something affects you emotionally, chances are it’s going to affect all of us but the psychopaths the same way. Everybody… when you tell stories about your parents or your childhood or your sisters or brothers or even if you were an orphan and you talk about what that was like, we can all empathize. We can all understand what that’s like, and what happens is let’s acknowledge something about business, all of us. We think business is all about the numbers. Business is still a human being on the other side of a transaction. All business is personal. In The Godfather, they’re talking about murder, and they’re saying, “It’s not personal. It’s just business.” There’s no such thing as “just business.” It’s personal.

[00:21:01] Scott Kinka: I was just going to say two things, and that whole exchange kind of popped in there. One is you were talking about practicing, and I think that that’s, like you said, it’s probably unnatural if you’re not someone who does it on a regular basis. But if I’m an IT person and I’m looking at—I’ve prepped my sixty seconds. I’m looking at my video. I’m trying to get my—what’s the, like, number one mistake you see being made? Like, what should they be circling on, “Don’t do that again,” particularly on video, like in this model? What’s the number one mistake you see people make that they should be looking out for?

[00:21:32] Neal Foard: When people are telling stories, especially personal stories, they will sometimes make the mistake of making themselves the hero of their stories, and that is a catastrophe. That is a very, very bad idea. Even if you are the hero of the story, give somebody else credit. Because what happens when you are the hero of your own story is you think that we’re all looking up at you in great admiration and amazement when in fact what happens is one, we don’t believe you, and two, we’re jealous and want to see your demise. Somebody self-aggrandizing is very unpleasant, and we are hoping for your comeuppance.

So by contrast, if you’re not the hero of the story, if somebody else is the hero, and you are expressing your admiration or what you learned from watching that person, here’s what happens. Now you are standing next to the audience watching it. Now you are a friend and you’re experiencing it together. And now the lesson that you learned is a lesson they can learn, and that’s a very powerful dynamic. Again, remember, you’re trying to make an emotional connection. Nobody’s going to think you’re wonderful when you tell them you’re wonderful, any more than they’re going to think you’re funny when you tell them you’re funny. Instead, make the story about somebody you admire, something in principle you admire, something that you thought was inspirational or incredibly instructive, a mistake you made that you’ll never make again, humiliation you suffered and what it taught you. These are endearing. So that’s another mistake people make: they’ll sometimes make themselves the hero of the story.

[00:23:15] Scott Kinka: Amazing. I had a professor in college. It was a script writing class. And we did a bunch of presentation work, and he was like—he gave us one cardinal rule. And as I was listening to some of your other talks, I was thinking this through, and I was curious how you feel about this. He would just say, “It’s really, really simple to construct a story at the end of the day when you’re doing your presentation. Tell me what you’re going to tell me, tell it to me, and then tell me what you told me.” How do you feel about that as a construct? We’ve talked about all the emotional connection piece, but when we’re kind of stringing our story together, does that work for you, or would you take umbrage to that kind of characterization?

[00:23:53] Neal Foard: No. I understand it. But, unfortunately, when you tell people this simple rule, they do it pedantically. They sort of do it robotically. “Today, I’m going to talk about this,” and then they tell you point 1.2, and they’ll usually do it in bullet points. And at the end, they’ll say, “So in conclusion, number one, number two, number three,” and you’ll go, “Okay. All right. Well, thank you for that.”

Let me give you a by-contrast. I’m going to do the same thing, but I’m going to say it differently. When I told you that story about my little girl at the minor league baseball game, the way I traditionally tell that story is I say, “I believe that minor league baseball is better than the majors.” So even though I haven’t said “This is what I’m going to talk about,” I just indicated what I’m about to tell you is going to persuade you that minor league baseball is a better experience than Major League Baseball, which is kind of—it’s not controversial but it’s counterintuitive. So right away, people are going, “Oh, okay. Tell me your logic.” Then I tell you the story. And then at the end, instead of saying “This is what I told you,” I’m going to summarize with something like this: “I have seen the greatest baseball stadiums on Earth, and I have watched the best players money can buy, but there is nothing there for me if five kids yelling from the third baseline don’t make any difference.”

It’s the same thing, but there’s an art form to it. And so that’s why I find the rule is sort of like, “Yeah. It’s a good rule, but, unfortunately, when you tell it to people that way, they get its face value.” The end should pay off what you said at the beginning. The great stand-up comedians, the greats, their act ends where it began. And Chappelle’s really good at this. Louis CK is exquisite at this. What they’ll do is they’ll come out and they’ll have a really nice, a big joke opener. They know this first joke’s going to produce an explosion of laughter. When they get to the very end, they’ll say something that references that opening joke, and what will happen is not only will they explode in laughter, but they’ll see what you’ve done and they’ll go, “Oh, that’s a magic trick,” and they leave very satisfied. It’s like a happy ending in a romantic comedy. You leave very satisfied.

[00:26:23] Scott Kinka: So speaking of future happy endings and time on stage, we’re getting ready for our summit. We’re going to see you in eight weeks, nine weeks, whatever that is. Can you give us two minutes just sort of let those that are going to be in attendance at the show know a little bit about what you’re going to share with us?

[00:26:32] Neal Foard: I want to deep dive onto the ROI of kindness. I think what stories are good at is communicating to business colleagues, customers, suppliers, prospects, they’re very, very good at communicating to another human being that you’re human and that we have a relationship here. We’re all in this together. When you think about doing people favors without being asked, it’s a very powerful thing to be the first mover, to say, “I like you before you need to prove to me that you like me. I want to be in a relationship with you, and the way I’m going to demonstrate that is I’m going to give you a gift here that you didn’t ask for and that actually I could have charged for. But I’m going to do it because it’s so much more satisfying for us to be friends and conduct business than for us to be suspicious of one another and for us to just always make it about the money.”

You know how people are in business. They’ll compete on price, and the next thing you know, it’s a race to the bottom. And in order to get the cheapest product, they’ll cut corners, and the product will fail, and “You get what you pay for” becomes the ultimate sort of excuse. But storytelling is a way to communicate to people that there’s another human being on the other side of this. I have a certain way of doing business. I take a certain pride in my product. I want to share my passion for it. I want to share my enjoyment of it. And in doing so, I want to establish that you and I can have more fun in business than if we don’t have a relationship. Let’s tell stories and communicate with a certain vibe so that you become beloved in your organization or by your customers because you will be the first mover. You will see the ROI of kindness.

[00:28:28] Scott Kinka: Can I rapid fire a couple fun questions at you before we go?

[00:28:30] Neal Foard: Go for it. Let’s do it.

[00:28:31] Scott Kinka: All right. I need a bold prediction, twelve to eighteen months. It could be sports, politics, business, you name it. Just what’s going to happen, and we’ll look back on this in a year.

[00:28:39] Neal Foard: I’m going to take a page out of my father’s book. Don’t try to predict the future because you won’t. Try to predict what’s going to stay the same. I will make the bold prediction that stories will become a bigger part of our technological journey because it’s so old-fashioned, I know it’s never going to go out of style. Also, Dale Carnegie will continue to sell books in the future because if it’s still true after a hundred years, it will always be true.

[00:29:10] Scott Kinka: Two more. What are you reading right now? What’s on your nightstand?

[00:29:13] Neal Foard: Let’s see. I’m reading Marshall McLuhan. It’s a book called The Mechanical Bride, and it’s about advertising. And I like to read old books, Scott, for the very reason I was just saying about Carnegie. If it’s a hundred years old and it’s still true, that means it will always be true. And I am told that McLuhan had a better understanding of the art form of propaganda than anybody and how not to use it as a weapon of oppression, as a weapon of submission, but rather to celebrate it as a tool for helping us make more human connections.

[00:29:50] Scott Kinka: All right. One more. We used this—this doesn’t always happen, but we’ve actually talked about the zombie apocalypse on this. You mentioned it earlier. So the zombie apocalypse happens, and we’re in this dystopian future. One app still works on your phone. You get to choose which one it is. Which app is indispensable for you?

[00:30:08] Neal Foard: Maps would be good. I don’t think Waze in particular is still going to be useful because there’s going to be so little traffic. That’s a fantastic question, Scott. That’s really a great thing to think about. I just want the phone to work.

[00:30:20] Scott Kinka: Perfect. I love that. You wouldn’t believe—I’ve had many answers. Usually, people try to qualify. They’re like, “Well, are we still playing sports?” And I’m like, “Listen. It’s your dystopian future. You choose which way you…”

[00:30:30] Neal Foard: Oh, hey. Let me throw something out at you that I think is absolutely fascinating. There’s a principle called veneer theory. Let me make another book recommendation which is—it’s called Humankind by Rutger Bregman. Humankind, I think it’s one word. Okay? Veneer theory is the hypothesis that when we lose the grid and there’s no more power or we have some kind of emergency, we’re all going to revert to roving bands of gangs, and we’re going to be heavily armed killing each other, and it’s going to be the zombie apocalypse. Rutger Bregman does an excellent job of debunking the veneer theory. And in example after example after example, what he demonstrates is that when things get really bad, people start to get very good. They show you their best side under the worst circumstances. And so what that tells me is that we need fewer and fewer luxuries and more and more connection, that even when you yank people’s things away from them forcefully or by disaster, it brings out the best in people, proving to me that we really do need nothing more than the campfire and each other’s company.

[00:31:44] Scott Kinka: I love it. And I think that’s a perfect way to end. So with that in mind then, Neal, if our listeners want to learn a little bit more about you or StoryFire to work on their own skills, what would you recommend that they do?

[00:31:56] Neal Foard: StoryFire—I highly recommend it. I’m actually a terrible self-promoter, but I believe very much in this course. It’s not that expensive for the value that you get. If you just spell my name right, N-E-A-L F-O-A-R-D, you can find me. I’m very easy to find on Google, but to find StoryFire it’s www.storyfire.net—StoryFire, one word, .net. And the name comes from telling stories around the fire. And then, again, you can just look me up anywhere. If you can just spell my name right, you’ll find me on TikTok, on YouTube, on Instagram, and I have nealfoard.com where I am putting together a show as a premium giveaway for my Patreon subscribers. I’m doing an audiobook called Rancho Mad Hammer, which is the true passion of my life.

[00:32:50] Scott Kinka: Got it. Well, I wanted to dig into that. I think you have, like, a chapter out there maybe or a sample.

[00:32:55] Neal Foard: I do. I have a free chapter on nealfoard.com, but I’m up to chapter 20. I’m releasing chapter 20 today.

[00:33:01] Scott Kinka: I love it. All right. Well, that’s amazing. I’m going to dig in. And for those of you who enjoy Neal’s storytelling, we got connected because, frankly, Gene, who was our producer, and I just started following Neal on LinkedIn. You’ll get him on all the socials. He’s an expert storyteller. It’s a bit of happiness when he pops into my feed, and it’s a story I haven’t seen. So absolutely check that out. Neal, looking forward to doing this not on either side of a video camera in a couple of weeks. Well, that’s a wrap. I appreciate your time. Thanks.

[00:33:30] Neal Foard: Pissed off for greatness.

[00:33:31] Scott Kinka: Pissed off for greatness. Let’s go. Thanks so much. I appreciate your time. And that is a wrap on this episode of the podcast, the Bridgecast. If today’s conversation gave you something to think about, please hit subscribe, leave us a review, share with your team, and tell those stories. Let’s be pissed off for greatness together. Thanks, Neal. Listen. If you made it this far, there must have been some good content, or you’re just a fan or a relative of mine. In either case, we appreciate you spending your most valuable asset with us, your time. We don’t take that lightly. We’d also like to say one more time that we’re appreciative of Bridgepoint Technologies and their belief and sponsorship of this show. We hope that if you or someone you know is thinking about your company’s digital transformation or simply the next IT project that you may not have the resources, budget, or time to get to, I’m sure that Bridgepoint, one of the country’s fastest growing technology advisory and procurement firms, can help. Check out bridgepointtechnologies.com. Don’t forget the “e” on Bridgepoint, or simply reach out to me at skinka@bpt3.net. Also, take a minute, please, if you would, to give us a five-star review on your favorite platform. It helps give us the visibility to reach other people like you. Thanks for listening to this episode of The Bridgecast. I’m Scott Kinka. And until next time, there’s a lot of noise out there in business and in life. Do what you can to be the signal.