entrepreneurs | The Barefoot Spirit

How Resourcefulness Can Help Your Business Survive Major Disruptions

Michael Houlihan & Bonnie Harvey — Wed, 22 Jul 2020 16:05:01 +0000

Since some of us are still locked down, we may as well have some fun perfecting one of the two most commonly heralded ingredients of entrepreneurial success, resourcefulness.

The other one is tenacity, and together they make an unbeatable duo that most successful entrepreneurs will readily credit for their success.

But for now, let’s just explore resourcefulness (or self-reliance).

Spoiled?

This is almost a lost skill when we live in an age of “push button — get banana” and “write business plan — get financed.” What happens when the buttons don’t work so well and the investors starts to pull in their horns, sort of like now?

To read the complete article, please visit The Busines Journals

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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How to Avoid Corporate Blockage Strategies and Keep the Ball Rolling

Michael Houlihan & Bonnie Harvey — Fri, 18 Oct 2019 15:58:27 +0000

Has this ever happened to you? After a series of meetings with the big organization, suddenly there’s a new person in the room, they monopolize the meeting, and set the progress back to square one.

“I’m not convinced we should do this!” they say, and then spend the rest of the meeting trying to shoot down the proposal.

Translation? They were unprepared for the meeting and are using this tactic as a smokescreen.

Different strokes

Entrepreneurs must be “hustlative.” They must be thoroughly briefed. The must keep a consistent and comprehensive view. They must stay focused. Their income depends on it because their future is not guaranteed.

To read the complete article, please visit The Business Journals

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Casting About or Fishing Where the Fish Are

Michael Houlihan & Bonnie Harvey — Thu, 03 Jan 2019 18:00:51 +0000

One of the biggest challenges that entrepreneurs face is not coming up with a good idea as much as it is deciding on which one of their good ideas they want to focus on. You don’t want to put all your eggs in one basket, but you don’t want to be so distracted that you can’t put the proper amount of energy into the one idea that will bring you the greatest return.

This dilemma is especially perplexing as we begin the new year. We’re determined to make a change. We’re determined to stop beating on dead horses. And we’re determined to seek out and recognize alternatives. There’s been books written about how entrepreneurs on the edge of success have been distracted by the shiny ball. If only they had worked a little harder a little more focused… But no, they were distracted.

Somewhere between the dead horse and the shiny ball is the answer. Is that horse really dead after all? Or maybe there is something in that shiny ball that will save him.

Most entrepreneurs have just completed a year working hard on their main project while, at the same time, entertaining new opportunities. As we start the new year we should take a lesson from the ancient Japanese craft culture. At the end of every year they clean their shop. They do this to show respect for their workplace and it is their opportunity to sort things out mentally and physically.

Take Inventory

By looking at their inventory, they discover what sold and what didn’t sell. Although this simple exercise seems obvious, most entrepreneurs just plow ahead without really taking the time to acknowledge and validate what worked! What’s left in inventory are the un-sold products and slow moving items. Now they’re taking up room in your physical and mental workspace. It’s time to reflect on how much energy you put, and continue to put, into your slow movers. You’ll need that space and mind share in the new year!

Clean House

Pick up everything you’ve made and decide if you want to keep it, change it, or just plain get rid of it. When you look at each initiative you have pursued in the past year, the ones that didn’t work don’t have to be a total loss. What did you learn from each experience? How can those lessons help you when applied to your main pursuit?

One approach is to reorganize. Take your failed and nonproducing initiatives and incorporate them into the one or ones that worked. Have you acquired new skills, new contacts, or new referrals that will help you in the new year? Identify them and make a list to acknowledge them, so you will have gotten the most out of those “shiny balls.”

Refocus

Use the experiences of the past year to help you focus on your true customer. They may not be the people you have been pursuing. Like a fisherman casting about hoping for a bite, now it’s time to pull in the lines, check your bait, and move the boat in the direction you experienced the most action.

There is a market for what you have sold in the past year. It’s time to move closer by better addressing that market. How did the customers who bought products from you last year find out about your offerings? How can you improve those channels? Identify and endeavor to utilize any new communication skills you have learned over the past year.

Has the market for your main pursuit changed? How can you modify your product and your presentation to become more relevant and compelling? Time to talk to your customers.

We know that years are just arbitrary measures of time. But they also represent a period of work that we can learn from if we take the time to take inventory, clean house, and refocus. So while everybody is feeling compelled to blastoff in new directions, maybe we can emulate those Japanese craftsmen with reflection, analysis, and redirection.

Here’s to a New Year made better by the last!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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5 Ways to Deal with Frustration When Your Work is Stopped by Another Team

Michael Houlihan & Bonnie Harvey — Mon, 23 Apr 2018 18:30:26 +0000

We have all been there, the place where we feel stuck, the place where our work seems to be stopped, the place where we just want to scream, “Dang it!” and tear our hair out.

Entrepreneurs spend a lot of time in that place. It’s called frustration.

One thing we learned about frustration is that it can be blinding. It can blind you to alternatives and solutions that you can’t see when all you’re seeing is red.

So much of entrepreneurship is just a grind. You have to get through a period where you seem to be putting out a lot of energy and money for very little return. It’s like trying to move the Queen Mary with one hand. You could push for years before you finally overcome the inertia and it begins to move.

This type of frustration is ongoing for most startups. It goes with the territory and is to be expected.

To read the complete article, please visit The Business Journals

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

The post 5 Ways to Deal with Frustration When Your Work is Stopped by Another Team appeared first on The Barefoot Spirit.

Are We Creating a Risk Adverse Generation?

Michael Houlihan & Bonnie Harvey — Thu, 15 Mar 2018 17:00:40 +0000

Starting any new business requires a certain degree of risk tolerance. Without risk there are no rewards. Entrepreneurs face risk every day and must make short-term, long-term, and on-the-fly decisions to mitigate those risks. We are constantly asked by young people “How do you handle risk?” and “What about the unknown?” We tell them about our own painful experiences, what we learn from them, and what they can learn from their own.

But where do young people learn about risk tolerance and risk mitigation? Where do they learn the confidence to take on a risk and reduce the downside?

A new movement in Great Britain believes risk should be taught at a very early age, starting in the grammar schools. Some of their methods are alarming by American standards. Rather than providing playgrounds with shock absorbent pads, no sharp corners, and super safe equipment, they’re doing just the opposite!

According to Ellen Barry of the New York Times, one experimental playground near Kensington Gardens in London has a sign which reads, risks have been “intentionally provided so that your child can develop an appreciation of risk in a controlled play environment rather than taking similar risks in an uncontrolled and unregulated wider world.”

She goes on to point out, “Limited risks are increasingly cast by experts as an experience essential to childhood development useful in building resilience and grit.” These are the exact ingredients required for successful entrepreneurship – resilience and grit.

Are the Brits onto something here? Have we in the US, in our desire to litigate every injury, and mitigate every potentially harmful situation, created play environments that actually prevent our children from learning the lessons they need in order to take on risk? Are we creating a generation of risk-adverse children? Are we denying them the healthy risks of childhood?

With risk comes pain. With pain comes lessons. With lessons comes risk tolerance. One of the parks in Shoeburyness, UK, includes boards, bricks, and boxes. Educators report very few injuries, mostly minor, and almost never repeated. The children there are learning lessons that protect them going forward.

Another playground in Tumbling Bay London, offers real rocks, real ground, and real sticker bushes. Authorities report that the children will touch them and learn they are spiky (and presumably avoid them going forward).

We do a lot of speaking on entrepreneurship. We encourage young entrepreneurs to learn lessons quickly, so they can move ahead and mitigate the risks they must face. We like to say, “Never waste a perfectly good mistake!” If you’re never allowed to make a mistake, you certainly can’t learn how spiky the bushes are and how to avoid them.

Children who are exposed to risk early and often learn how to learn. They remember the pain caused by their mistakes. They are more likely to stop and analyze any painful situation knowing that there is some action they can take to prevent its reoccurrence. They are less likely to blame others and be victimized. In other words, they are more likely to take responsibility for their own behavior.

When you make mistakes in business, you have choices. You can ignore them, you can minimize them to the point of convincing yourself and others that they were not important, or you can seize upon them as a learning experience. In this latter case you may ask, “What did we learn here?” You may ask, “What steps do I need to take next time to make this mistake less likely to reoccur?” Or you may ask, “What policies, procedures, checklists, sign-up sheets, job descriptions, signage, labeling, or contract clauses need to be created, changed, or improved?”

This is the positive, creative, and practical approach to mitigating risks, improving the odds for success, and ultimately moving forward in the risky world of entrepreneurship. Are people born with risk tolerance or do they learn it in the schoolyard? How did you learn risk tolerance?

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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5 Ways to Deal with Frustration

Michael Houlihan & Bonnie Harvey — Thu, 01 Mar 2018 18:00:54 +0000

We have all been there, the place where we feel stuck, the place where our work seems to be stopped, the place where we just want to scream, “Dang it!” and tear our hair out. Entrepreneurs spend a lot of time in that place. It’s called Frustration. One thing we learned about frustration is that it can be blinding. It can blind you to alternatives and solutions that you can’t see when all you’re seeing is red!

So much of entrepreneurship is just a grind. You have to get through a period where you seem to be putting out a lot of energy and money for very little return. It’s like trying to move the Queen Mary with your hand. You could push for years before you finally overcome the inertia and it begins to move. This type of frustration is ongoing for most startups. It goes with the territory and is to be expected.

But there is another kind of frustration, one that can seem to visit us daily. It usually occurs when we are working with compliance, authority, or some other kind of legal paperwork. Their one-size-fits-all approach to regulation and management can be especially frustrating, especially when you don’t have all the information they require. Or when the agencies you need that information from shunt you around to other agencies that are even less helpful. The hours and days and even weeks can go by before these fine administrative folks get back to you – if they do at all. And meanwhile, you’re up against a deadline.

What to do? Here’s our 5 tips you can use to overcome frustration:

Take a Short Break. Do something else that you can accomplish in a reasonably short period of time. Do something that provides immediate results. This will empower you and remind you that you are effective and encourage you to get back to the “beast” – later.
Take a Walk. Go outside. Get some fresh air. Get some exercise. But get away from that screen and that phone! Walking will give you some perspective and clear your mind if only for a little while. Nature demonstrates balance and functionality. Colors will cheer you up.
Escalate. Ask a supervising official at the agency you are dealing with for help. Tell them what you’ve been going through. Recount the steps you’ve taken so far, and to no avail. Ask them what you’re doing wrong and what advice they can give you. Tell them you’re frustrated. You might luck out and get someone with compassion who can actually help!
Get an Extension. If at all possible, ask for an extension on the deadline based on your inability to collect the required data from other agencies. Give it up for a while. You will come back fresh. You will be much more likely to make progress once you take the blinders off and have a chance to see the big picture. You’ll be much more objective and receptive to suggestions. Sometimes just the time you’ve committed alone can turn tenacity into stubbornness which can only add to your frustration.
Be Open to a New Approach. Go back to the beginning and look at the path you’ve taken so far. Is there another path you could take? Is there something you missed? Remember, frustration is caused by not making progress over extended periods of time. This time go at it in short bursts instead of the marathon approach. You can ease your frustration with shorter time periods devoted to your goal.

Frustration happens! But we can mitigate our frustration by recognizing where and when we are exacerbating it ourselves. We can take steps to manage it, save a few hairs, and a few vocal cords!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Your Attitude Can Predetermine Your Business Success

Michael Houlihan & Bonnie Harvey — Thu, 14 Sep 2017 17:00:53 +0000

“You’ll never make it with that attitude!” You’ve heard it in sports. You’ve heard it in school. And you may have heard it from your parents. You attitude is the filter through which all the input you receive passes, is judged, and is acted upon.

In business, having a constructive and positive attitude is crucial to success. Having a negative and fatalistic attitude can bring on a self-fulfilling prophecy totally detrimental to business success. If you expect negative outcomes, then situations that hide an ultimate advantage will be judged solely and quickly on their apparently negative surface. You may never look deeper to discover the gold.

When we were delivering the Keynote speech for the International Conference on Entrepreneurship in Dublin a few years back, we had the pleasure of meeting a professor from the St. Petersburg State Institute of Technology in Russia. We got talking about the shape of entrepreneurship in his country. He said the biggest obstacle they faced was the negative attitude of the general public toward entrepreneurship. From their perspective, risk taking is fool hearty, destined for failure, and puts a burden on families who have to support failed entrepreneurs. Ouch!

You don’t have to go to Russia to find counter-productive attitudes that doom business success. We have our own home-grown variety. They are baked into the way we were raised, the neighborhood we grew up in, and the schools we attended. They have to do with whether or not you have seen enough success in your life to believe it’s possible. They have to do with whether or not you have a history of overcoming adversity, solving problems, and seeing things through.

We found it very telling that the largest percentage of Inc. 500 entrepreneurs had parents who were also entrepreneurs. This apparently shaped their attitude. At least they knew more about what to expect and that challenges could be overcome with patience, tenacity, and open mindedness.

Can you develop a “can do” attitude without that environmental support? We think so. But it requires listening closely to your own words, expressions, and comments. Terms like, “It’s just my luck,” and “This will probably fail,” and the ever popular, “Sh*t happens!” can erode your positive attitude and incline you to give up at the first sign of adversity. This can blind you to solutions staring you right in the face.

One of the ways we describe “The Barefoot Spirit” is that it is an attitude that says, “This is possible, and I am going to find out how. Sure, it’s going to require more work, more research, and more anxiety, but I can handle it!” The Barefoot Spirit doesn’t just hype you up rah-rah style like a pep rally. It provides actual tools you can use that help make success happen.

If you believe it’s possible and you have the tools, you are more likely to find success. For instance, “Who gets rich if I get rich?” Those are your strategic allies. “Who benefits when this problem is solved?’ Those are the strong players on your team. “Who has already solved this problem in other industries?” Those are your mentors. In other words, with the right attitude, you are not alone.

It’s easier to change your lexicon to positive self-talk and remarks when you know you have access to the tools that can help you handle the unknown. It’s not about luck, it’s about preparation meeting (and recognizing) opportunity. So, prepare yourself with a positive attitude and grab some time-tested and proven tools you can use!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Taking the Inc. 500 Survey is an Eye Opener

Michael Houlihan & Bonnie Harvey — Thu, 24 Aug 2017 17:00:00 +0000

Is there a set of characteristics all entrepreneurs share? What differentiates them from other folks? Below are the questions asked in the September issue of Inc. Magazine. In this issue, they list their annual Inc. 500 greatest and most inspiring entrepreneurs of the year.

The interviews with the entrepreneurs that made the list make it well worth the read. But the CEO surveys they ran on the new 500 are even more telling. As folks who have done it from ideation to monetization, we thought you would appreciate a brief summary and our answers to the key questions they asked.

Do you have any entrepreneurs in the family? 45% had entrepreneurial parents. 36% were the first. Bonnie’s mother had a blueberry farm. Michael was the first.

How old were you when you started your first business? 42% were under 25. 25% were 25 – 35. Bonnie and Michael were both under 25.

How much personal savings did you use to get started? 76% used personal savings. The next biggest source was credit cards. For Barefoot Wines we used personal savings, credit cards, and we also took over a client’s debt and converted it into supplies and services.

When did you start paying yourself a salary? 25% said immediately. 32% said within a year. 20% said within two years. For us it was 8 years because we put everything into growth.

What was your biggest challenge? 54% said managing fast growth. Attracting and retaining talent was the next biggest challenge. We agree. The launch is the easy part. Growth requires the right people, a cool head, and a well thought out cash flow management plan.

How much of your growth was funded internally? 40% said all internal. 34% said mostly internal. We grew Barefoot Wines without outside capital, all based on the advice of our cost accountant and judicious use of our cash flow.

Where did your company get ideas for new products and services? 35% said from their leadership team. 28% said from their customers. Only 14% said from their employees. This is where we differ. We got most of our ideas from our employees and the employees of our distribution and sales partners.

What is your primary goal? 82% said scaling. Only 14% said selling. We think the two are inseparable. You can’t monetize without a capital event, whether that’s a sale, merger, infusion, or public offering. And you can’t do any of those without demonstrating scalability.

What is the biggest danger of growing too fast? One said, “Keeping our company special as we grow.” Another said, “Making hiring mistakes that hurt your company irreparably.” And another said, “Unaddressed problems become much harder to solve later.” We agree with all these answers. Our biggest challenge was moving into new territories before we knew how to properly service the distributors, retailers, and our end-users.

Do you think tech companies are being overvalued by Venture Capitalists? 66% said yes. We agree. The inflated values are creating the self-fulfilling hype that caused the last bubble to burst.

Have you ever turned down VC capital? 51% said yes. We think this is wise. Most VC’s are looking for short term returns. They can force a premature sale just to get their money back. They can take so much equity, you wind up working for them. Focus on sales, work with your suppliers to extended your credit, and work with your bank on a line-of-credit based on receivables. Choose the “get rich slow scheme” and own it all when you cross the finish line!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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The Countdown to Success

Michael Houlihan & Bonnie Harvey — Thu, 04 May 2017 17:00:51 +0000

Every year we are delighted to be part of the Nanyang University in Singapore’s U.S. Immersion Program. The students visit businesses in Silicon Valley and the East Coast with a trip to the Sonoma County wine country. This year we hosted 120 international graduate students studying for their Masters in Technopreneurship and Innovation.

What could we give these aspiring entrepreneurs that would help them the most in their journey? How about a “Count Down to Success”? This is our best list of understandings necessary for a successful launch and happy landing:

FIVE! The Top Five Guiding Principles for Success (GPS)

Make Mistakes W-R-I-T-E. (Not just Right) Write down all your mistakes, and more importantly, identify all the documents that need to be created, changed, or improved so there will be no repeats.
Put Yourself in The Other Guy’s Shoes. In every relationship with your people, your vendors, or your customers, ask what is important to them. Then give them what they want first to get what you want.
Forge Strategic Alliances. Ask, “Who benefits if I benefit?” Those are your potential allies. Vendors can be bankers by extending credit and terms. Customers can be bankers by paying in cash. Threat them like partners and share your plans.
Sales Is King. Achieve a positive cash flow as soon as you can. Don’t expand too quickly. Start small and learn how to get your act together before you take your show on the road. Without sales, all else is moot.
Service What You Sell. You are not judged so much by how well you do when everything goes right, but by how well you do when there is a problem.

FOUR! The 4 stages of Business Development

Startup. Goal is proving the viability of the concept. Danger is chewing up investment money on overhead and production without sales.
Buildup. Goal is securing a few big customers that can sustain the business without more investment. Danger is having all your eggs in one basket and being discontinued.
Buildout. Goal is diversifying your customer base so you can sustain a significant hit. Danger is spreading yourself too thin, not servicing what you sell, and significantly underestimating the cost of sales.
Enterprise. Goal is continuing to deliver high quality and service until you get noticed and become an acquisition target. Danger is losing the entrepreneurial spirit and taking sales for granted.

THREE! The 3 Core Competencies of Any Business

Cash Flow Management. Goal is reducing your need for capital by identifying and working with strategic allies, growing slowly, and relying on cost accounting. Danger is too much debt, not enough income, too much focus on production, and inadequate sales.
Personnel Management. Goal is hiring good people, building great people, reducing turnover, and engaging your people in finding solutions. Danger is high turnover, and loss of communication, knowledge, and customers.
Distribution Management. Goal is discovering and satisfying everyone who touches your product. Danger is your product gets stopped in the system on its way to the eventual customer.

TWO! The Two Division Company. All businesses have only two divisions.

Sales. The customer can only give you payment and feedback. Feedback goes to your Sales and Customer Service people. Danger is that this feedback never gets to your production and marketing people who can keep your products relevant.
Sales Support. Everyone who is not in Sales is in Sales Support – everyone! Everyone’s check comes from sales. Everyone’s job should support sales at some level. Danger is that non-sales people think they are more important than Sales and won’t listen to their feedback.

ONE! Have Fun!

Don’t take yourself too seriously, lighten up and have a little fun! Your employees, vendors, and customers will love you for it!

ZERO …IGNITION!

We wish all the Nanyang students happy launches and landings in their new businesses!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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The 3 Core Competencies Entrepreneurs Must Master to Succeed

Michael Houlihan & Bonnie Harvey — Thu, 30 Mar 2017 17:00:04 +0000

We see too many entrepreneurs falling in love with their products and kidding themselves into believing that their idea itself is all they need to make them a screaming success. Warehouses are filled with great commercial products that never got to store shelves. Founders of promising start-ups wind up working for their investors, or worse, close their doors. All hopes are dashed and they are back living with mom. Why? Because they failed to master the three core competencies of any successful business.

Cash Flow Management. You’ve got to pay your bills! And when you can’t? You have obvious two choices. Go out of business, or raise more capital. But that comes with a price; diluted stock or loss of control. So many companies try to get financing to pay for staff without sales. They may be financed and even refinanced before they make enough sales to support their overhead. In other words, they are top heavy and reliant on multiple rounds of new investment to stay afloat. One different solution is to make sales a priority, sell in a small territory, service the heck out of it, and use the proceeds to finance growth. Another solution is to identify and forge strategic alliances with your vendors and your buyers. Vendors who trust you will extend your credit and terms to help you make ends meet, especially when they believe their business will grow if you succeed. Buyers will pay in cash for volume discounts which also help you pay the bills.
Personnel Management. You’ve got to get some help! And it ain’t easy! Probably the most important skill successful entrepreneurs have learned in their years of experience is how to hire the right people. But even if you hire well, you still have to train, incentivize, and encourage your people to do their best. It’s a tall order, but absolutely necessary. Just discovering and implementing a productive compensation system can take years of trial and error. We suggest you start with bonuses for sales, growth, and profitability. Get everybody to agree on exactly what the metrics are and how their jobs can contribute. Then offer a quarterly bonus to everyone, regardless of their job, to put them all on the same team. This builds a positive company culture.
Distribution Management. You’ve got to get your product to market! This requires satisfying several levels of distribution before it gets to your ultimate customer. This is perhaps the most important skill set new product producers overlook. They tend to focus on production and think, if their product is good enough and priced right, it will sell. But you will run into distributers who want to know what the strategic advantage is of carrying your product. Their sales managers want to know how you will help them make their numbers. Their salespeople want to know what the incentive is. The retailer wants to know how fast it turns, and his clerk wants to know why he should stock it on the shelf. Nobody but your end-user customer cares about quality or price. Everyone has their own requirements and you’d better satisfy them or you simply won’t make it to market. Distribution is more important that your product because nobody can buy it if it isn’t there!

These 3 core competencies may vary from business to business, but they generally fall in to these basic proficiencies. Master them and your great idea will be much more likely to succeed.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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