Performance | The Barefoot Spirit

How to Turn Your Customers Into Advocates (even during a pandemic)

Michael Houlihan & Bonnie Harvey — Wed, 30 Dec 2020 18:00:48 +0000

The pandemic has resulted in many businesses closing. Many are hanging on by a thread. Others have been turned upside down. And many more have lost customers and sales. What can you do about it?

Some may advise you to advertise more. That can be effective. But there is a form of advertising is the most effective in these uncertain times, a form of advertising that folks are looking for right now: Quality. That’s right. Quality.

Tough times require longevity

People want to get the most for their money right now. They don’t know if or when they will get more. If they are going to part with their precious savings, it better to be for a quality product. They can’t really afford to buy disposable products that need regular replacement. Now they need products that will last, services that over-deliver, and brands that guarantee performance and longevity.

To read the complete article, please visit The Business 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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To Succeed in Business, Delegation is Not a Choice, it’s a Requirement

Michael Houlihan & Bonnie Harvey — Tue, 06 Nov 2018 15:24:50 +0000

We like to say, “Do what you do best, and delegate the rest!”

That sort of flies in the face of, “If you want it done right, do it yourself.”

Is there a middle ground that gives you the time you need to focus on moving the company forward using your best skill sets with

out being disappointed by the performance of those upon whom you rely?

One of the biggest reasons for failure we see as advisors to small and medium-sized businesses is owners trying to do everything themselves. This keeps them from scaling and also keeps the company from doing its best.

When owners try to do everything themselves, they think they’re saving money. Or, they think they’re saving the job from an undesirable outcome. But actually, they’re stretching themselves too thin and reaching beyond their skill set.

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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5 Ways to Get Good Ideas Out of Your People

Michael Houlihan & Bonnie Harvey — Thu, 21 Sep 2017 17:00:54 +0000

Companies ask us, “How can we get the entrepreneurial spirit?” The real question should be, “How did we lose it?” When their founders started in that garage or basement so long ago, there was no question in their minds, if they didn’t make sales, they’d go out of business. But something changed along the way. They lost the entrepreneurial spirit!

What happened? Did they get so carried away with the specialization of human resources, they forgot what their founders knew – that sales are essential to survival? Did the various siloed specialties, like engineering, marketing, R&D, and admin, actually begin to believe that they were more essential than sales?

The specialties began to organize, have their own groups, their own conferences, their own publications. And as they became isolated and insulated from sales, they began to take sales for granted. “Sales can’t happen without my skill set,” became the refrain. Or worse, “Sales? That’s not my job!”

A “good idea” was thought to be all about improving some part of the production process. But did the folks who executed and improved those processes know why their process was essential to sales? Probably not. Management might say “They didn’t need to know.” But knowing why you are performing a process is the backbone of the entrepreneurial spirit. Sales is the reason!

We were honored to be the Keynote Speakers for the 75^th Anniversary Summit for IdeasAmerica. These are the folks who brought you the suggestion box in the early 1940’s and have advocated for employee-authored good ideas ever since. We decided that our message should encourage them to explore the cultural conditions that allow for, and promote, the engagement of employees.

Here’s our short list:

Overkill on Orientation. It’s not just where the bathroom, coffee, forms, and go-to person are. It’s how the money that’s in paychecks, benefits, and bonuses gets to your employees. Show them a graphic “money map” that identifies everyone who touches your company’s products or services, and what each one wants from your company. They will see more clearly how they fit in.
Pay for Performance. At least some part of your employees’ compensation must be tied to sales, growth, and profits. When you put all your people on the same bonus plan, you create the comradery of a well-practiced team with the same goal. The most effective bonuses are given quarterly – long enough to get the numbers and short enough to stay attainable.
Know the Need. Some companies are convinced that their people don’t need to know about sales, marketing, or competitive challenges. But when your people get the big picture, see how they fit in, and realize that you view them as a valuable problem-solving asset, they become more creative, and more loyal.
Grant Permission. Mistakes will happen. Make them permissible, as long as they are followed by immediate improvements to the company’s processes and procedures so they will be less likely to reoccur. Grant permission to brainstorm and entertain “crazy” ideas to solve problems. They often lead to a bright idea and a practical solution.
Give Acknowledgement. Make acknowledgement both public and written, and copy the whole team. Everyone will know more about who is being praised and have more respect for that person. They will likewise anticipate public praise when they solve problems. Some studies show that being appreciated is even more important than salary.

We salute IdeasAmerica and acknowledge the fine work they continue to do for both American and international companies. With a bit of encouragement, your people will provide a plethora of good ideas!

Who We Are

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

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Is It Time to Make Up or Break Up With Your Management Team?

Michael Houlihan & Bonnie Harvey — Thu, 23 Feb 2017 20:57:04 +0000

This Valentine’s week, as you examine significant relationships in your life, take a close look at your company’s management team. Are the views of those operating your business still in line with your company vision and mission?

“As a company grows, a shift can occur as the owner transitions from exercising a lot of control and begins to delegate to management,” says business consultant Beatrice Chestnut of The Chestnut Group and author of The 9 Types of Leadership. “If managers have different personality styles and world views than the founder, a misalignment can occur between the original vision and the management team’s priorities.”

Organizations evolve, and that process is a natural part of growth, adds Brad Deutser, president of Deutser, LLC, a consulting firm that advises leaders and organizations during times of transition, growth and crisis.

“The highest-performing organizations are those that grow from the inside out. When organizations are anchored by a strong culture, they are more effective at scaling and driving performance of their people and business.”

To read the complete article, please visit American Express Open Forum

Who We Are

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

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Become Indispensable by Taking Responsibility for Your Performance

Michael Houlihan & Bonnie Harvey — Thu, 10 Dec 2015 18:00:31 +0000

Successful entrepreneurs and their team members take responsibility for their own performance and the performance of others upon whom they depend. In other words, they get the job done. In fact, they take the success of their company, department, and job – well personal.

One of the most common questions we get wherever we keynote is, “What kept you going when times got tough?” We usually answer with the unending support of our customers, our unbeatable staff, and one more thing – we “owned it” literally and figuratively.

Sure, we owned the enterprise insofar as we paid the bills, owed the bank, and ran the company. But beyond that, we also “owned” the responsibility for the success of the business. No excuses! We couldn’t blame others for our mistakes, circumstances, or inability to deliver. It was always ultimately our responsibility, no matter what happened. In other words, we owned it. That realization also kept us going. It gave use the tenacity to keep trying different ways to make it better until it became a roaring success.

We were fortunate to have attracted a team of like-minded coworkers. It took us years to learn how to hire, orient and train effectively, but we finally got it right. We have even written about what we learned in our book The Barefoot Spirit. When we finally hired the right people they all had one quality in common. They owned their jobs!

We as owners did not have to worry about whether they knew their job, their mission, or their skill set. We did not hear excuses blaming others for poor performance. They took control over their jobs and progress, looked for ways around road blocks, sought help, listened to advice, stayed on top of the latest technologies, improved their checklists, and never blamed others for unsuccessful outcomes.

They took full responsibility. And why? Because they saw adversity, learning curves, and being outside their comfort zones as a personal challenge they took great pride in overcoming. It was like beating your personal best.

A big part of your success is feeling empowered to overcome obstacles and taking personal responsibility for getting your job done. Here’s six tips that you can use to overcome obstacles:

1. Start and Improve Checklists. Any time a mistake is made, the procedure to avoid it in the future goes on your checklist to prevent a reoccurrence.

2. Cleanup Your Own Backyard. Do all you can with the help of your colleagues and counterparts to solve any operational, communication, or procedural problems on your end so progress is more likely to be made.

3. Ask, “What Did I Do Wrong?” Even when it was “their fault,” ask yourself, “What can I do better next time?”

4. Anticipate Misunderstandings. Proactively look for ways you could be misunderstood, your packages mis-delivered, your outsourced work done wrong, or a deadline missed. Improve your policies, notices, reports, and communications to better achieve your milestones and goals.

5. Use Calendars. Anticipate not only the approach of important dates, periods, holidays, and seasons, but also the leads times, deadlines, and current progress of the folks on whom you depend.

6. Notify Customers and Superiors of Your Progress. Don’t make others have to ask if you completed your project or not. Give them the sense of security that only comes from your timely, accurate and regular progress reports.

You want your business to be successful, your department to meet its goals, and your boss to find you indispensable, right? So take responsibility for your own job, your own progress, and your own difficulties.

If you want to become indispensable, JUST OWN IT!

Who We Are

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

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7 Ways to Reduce Your Need for Capital

Michael Houlihan & Bonnie Harvey — Wed, 11 Nov 2015 17:28:09 +0000

Happy Veterans Day, everybody! Today, November 11, 2015, it is our honor and our pleasure to speak at the first annual Vets Rock event at Mohegan Sun in Connecticut. What would we share at this keynote event with more than 100 veteran-owned businesses that would be of the greatest value to them? What lessons have we learned, often the hard way, in our own business experience that they could use to improve their own businesses – tomorrow?

Of all the challenges aspiring, launch and growth-phase entrepreneurs face, the top has to be capital, or should we say the lack of it. The key to success of any business is simply making more money than it costs you to stay in business. So we decided to share how to reduce the need for capital in the first place.

Here are 7 tips that worked for us:

Discover Your Hidden Assets. What do you already bring to the table, and what can you find if you look with expectant eyes? Discover how you can repurpose something you have for something you need. Be resourceful. Solve problems creatively. We used a door for a desk and a laundry room for an office.

Identify and Work With Your Strategic Allies. Those who succeed if you succeed are your strategic allies. Learn how your products or service benefit your customers, suppliers, and the community. Find a small company you can work with that is poised to grow, and grow with them. We provided a small company called Trader Joe’s with a fun California product and together we spread across the country.

Use Your Suppliers and Buyers as Bankers. Treat your suppliers like business partners. Enter into long-term contracts so they can see a future with you. Keep them up to date on your progress, challenges and opportunities. Notify them in advance when you will be late on a payment, and show them how you will get current. Then ask for extended credit to expand your business and increase your purchases from them. We offered our buyers quantity discounts for cash.

Pay for Performance. Discover the metrics that demonstrate sales, growth, and profitability, then reward your people for achieving those goals. Keep the bonus period short term, such as every month or every quarter to keep the goals active and achievable in their minds. We matched our people’s 401K either 50%, 100%, or 150% based on quarterly achievement.

Outsource (Locally) Everything but Sales, Quality Control, and Accounting. Don’t invest in a ton of bricks and mortar or other overhead that require monthly payments whether you have sales or not. Try for just-in-time production and avoid holding large inventories. We outsourced production but held our producers to a set of quality specifications in a contract.

Reduce Turnover. The #1 hidden cost in any business is turnover. It can result in the loss of your company knowledge, supplier relationships, and even customers. The key is to hire, orient, train, and compensate properly. If you are paying your people right, the producers can’t afford to leave and the non-producers can’t afford to stay.

Reduce Your Cost of Advertising. Think about your customers as belonging to a community which is interested in more than your product. That community has needs and cause-based groups that work to satisfy those needs, such education, conservation, human rights, and support of the arts. By supporting community fundraisers and non-profits , we gave their members a social reason to buy our products.

These 7 tips can help anyone who runs a business, and we are happy to give back to our vets by sharing these lessons with them today, Veterans Day, 2015.

Who We Are

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

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Busy is Not Necessarily Productive

Michael Houlihan & Bonnie Harvey — Thu, 29 Oct 2015 17:12:46 +0000

Are you paying people to stay busy or are you paying them to be productive? Having a great deal to do or keeping occupied is no measure of productivity. If you pay employees no matter whether the company succeeds or fails, folks will actually look for ways to appear occupied. This makes them feel comfortable that they have filled up their time. But are they making a contribution? Or are they just being busy?

We think this happens because it is allowed to happen. The way these folks have been oriented during the training process, the way they are paid, and the level of their knowledge of the company’s sales, growth, and profitability can make all the difference. With the right preparation, incentive, and visibility, employees will know how to set their priorities so they’re not just busy, they’re productive!

Orientation. This is not something that has to do with the coffee room, the bathroom, or the forms. It has to do with where the money for the company that pays their salary, bonus, and benefits actually comes from. It has to do with how their job impacts that process. It has to do with really breaking it down graphically so there are no misunderstandings about who the real customers are, what they expect, and why they continue to pay good money for the goods and services the company provides.

We developed a “Money Map” to make this clear to all new hires. Not too different from a treasure map, it showed our people how the money travelled to them, who were involved at each level, and what they wanted. This kind of orientation is not a one-shot deal. It should be revised and repeated annually to keep people focused on the real priorities which change as the company strives to remain relevant and advance in the marketplace.

Compensation. We believe at least some part of an employee’s salary should be based on the performance of the company. Sure you can get granular and bonus on specific production, but in order to build team peer pressure and cooperation, you must focused their attention on the customer. And that goes for everybody in the company.

Since most people are coin operated (respond to monetary incentives), a quarterly 401K matching contribution gets the attention of your staff. Base it on agreed upon metrics of sales, growth and profitability. Since the employer’s matching contribution is voluntary, you have the ability to send a powerful message to your people every quarter. This works better than annual bonuses because the one year time period is simply too long and allows your employees to give up if the first quarter is poor, or lay back if the bonus number is met mid-year.

Visibility. If you have their attention with a well-thought-out performance bonus, they will be very interested in how the company is doing simply because it now reflects in their paycheck. So share with them your monthly reports, identify key challenges and focus on priorities during regular monthly meetings. This will help them zero in on the tasks that really make a difference to the bottom line. It will give them the perspective to understand what they can do to improve the picture.

By practicing what we called “Know-the-Need’ rather than “Need-to-Know,” we got great ideas from our people on a regular basis that solved problems in production, quality control, and marketing. We were able to cut costs and increase profitability because they knew what was needed, they knew we would listen, and they were members of a team interested in achieving quarterly bonuses. Suddenly they were focused on being productive and not merely busy!

Who We Are

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

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Millennials Want a Positive Company Culture

Michael Houlihan & Bonnie Harvey — Thu, 14 May 2015 17:00:33 +0000

Seems like every week there’s a new report out on Millennials. The latest one from the management consulting firm Accenture is an eye opener. 60% of the 2015 grads in the survey said they would take a pay cut to work for a company that had a “positive social atmosphere.”

Sure, 70% of all those responding also said they were being subsidized by their parents, and perhaps that’s why they have the luxury of making such a choice. But we still find it interesting that what we call “positive company culture” is the deciding factor for so many young people today.

An analysis of the Census data by the Pew Research Center showed that Millennials now account for the largest share of the US work force. So, if you are an employer, you’d better take positive company culture seriously if you want to attract and keep the largest and fastest growing segment of potential employees.

So what does a positive company culture look like?

Fun. That’s right, just plain fun. Fun titles, fun events, and fun environment. The ability to laugh at yourself and not take yourself too seriously. Working in teams that are highly collaborative with clear goals and celebrations for accomplishing them. Colorful work spaces, with natural light, and playful graphics.

Respect. Staff is recognized for outstanding performance with public acknowledgement. New team members receive mentoring to help them achieve their goals. Staff is viewed as an asset, not as a cost. The company practices know-the-need instead of need-to-know so challenges are shared and everyone brainstorms solutions.

Philanthropy. A company that stands for more than the mercantile value of its goods and services. A company to be proud of, to tweet about, and to share its good deeds with a social network of friends. A company that is making a difference in the environment, society, health and education. A company that is committed to a better world, not just a better product. A company that matches employees’ charitable donations.

Flex-hours. A company that allows more time to live life outside of work. Deadline-based timetables rather than strict work schedules. Financial rewards for performance rather than attendance. Allowing for working at home as much as possible. Minimizing commute hours and maximizing remote production.

Family. Smaller companies over larger ones. Knowing the owners. Integrity and stability. A feeling of kinship. A tribe, a team, a support group that has your back and your best interests at heart. Basically, a friendly group you look forward to working with during the majority of your waking hours.

Success in business requires personnel management with a positive company culture, and this is essential if you intend to build a team of Millennials to power your company.

And what happens when their parents can’t subsidize them anymore? Think they’ll settle for less in the workplace – just to make a few more bucks? Soon enough your competition will woo them with higher salaries and a positive company culture. So now is the time to get in front of the curve and attract the folks you need to build your company and more importantly, keep them.

After all, shouldn’t work be fun? Isn’t that when we all do our best anyway? Isn’t that the fertile ground for the best solutions and disruptive ideas? And aren’t challenges and respect the basis of company loyalty? With the right people in the right environment your company will be more likely to hit its numbers and be able provide those increased salaries when mom and dad pull the plug.

Who We Are

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

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Send Your People a Valentine

Michael Houlihan & Bonnie Harvey — Thu, 12 Feb 2015 18:00:17 +0000

This is a great time of year to show your people how much you care. It’s still the beginning of a new year and what you do now will set the tone for many months to come.

By now, last year’s reports are finally in. Find something positive in those reports that you can share with your people. This is the perfect opportunity to show them how much you appreciate their efforts on your company’s behalf.

Send a “Valentine” that acknowledges them for a job well done. Show them positive numbers on your company’s sales and growth. Throw in a few concrete examples of important milestones that were achieved during the past year. Tell them you know it took team effort and couldn’t have been done any other way. And do it in writing. Here’s why:

Appropriate Timing. What could be a better time to send an appreciative message to your folks than on a day when Valentine cards are already being exchanged? Your “valentine” will fit right into the spirit of the day. It will be unexpected but welcomed, which will make it even more appreciated. It’s really your last chance to thank them for the past year’s efforts that resulted in company growth.
Improved Performance. Acknowledgement and appreciation are still the best ways to validate positive behavior and encourage your people to perform. Aside from income, one of the main reasons why they work for you is for recognition from an authority figure, and that’s you! If you put your appreciation in writing, such as in a valentine, it will mean more to them than simple verbal recognition.
Promotion of Teamwork. It’s the team that is being recognized for their cooperation, communication and support for each other. This is a great opportunity to tie the work of especially the office people to the success of the salespeople. After all, the salespeople depend on excellent products, relevant marketing materials, and timely data to bring in the sales that pay everybody’s salary.
Building Positive Culture. By demonstrating gratitude to your people you are also showing them that you and your company value gratitude. A valentine will reinforce that value and encourage your staff to do the same in their relationships on your company’s behalf. When your people get in the habit of sending notes of thanks to your customers, vendors and other business partners, your entire company will benefit.
Reducing Turnover. One of the main reasons people leave your business for your competitor’s is not just for more money, it’s for more appreciation. Too many employees say they made the move because their last company “just didn’t appreciate me!” Don’t let that be the reason why you lose your top people. If you do, you’ll lose corporate know-how, critical relationships, the cost of replacement, and even your customers.
Small Investment. Sending a note of thanks and appreciation is a very small investment with major returns in performance. Sometimes it can have a greater impact than a staff outing or even a special dinner. It speaks to them personally and it is documented proof of your gratitude. Your people will be more likely to give you the benefit of the doubt on those hard decisions you have to make that may not be so popular.

So write your people a valentine this year and tell them how much they and their efforts mean to you. Build your credibility by showing them that you are a real human being that respects their human need for acknowledgement and validation, and get ready for a fantastic year!

Who We Are

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

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USASBE Is Dedicated to Excellence in the Education of Entrepreneurship

Michael Houlihan & Bonnie Harvey — Sat, 11 Jan 2014 22:57:50 +0000

USASBE, The United States Association of Small Business and Entrepreneurship, is a non-profit organization that provides support for the colleges and universities across the country that are teaching entrepreneurship. They serve as a forum to share best practices, leading edge techniques, and most effective curriculums. There are effectively raising the standards for this relatively new degree.

Unlike other degrees, a degree in Entrepreneurship can’t really be used to land a job or impress anyone. It’s all about self-employment – creating and running your own business. Today there is an explosion of interest in entrepreneurship and in entrepreneurship education.

The advent of USASBE couldn’t have come at a better time and we are avid supporters. Last year we spoke at their annual conference in San Francisco and we were honored to be invited back to their 2014 conference in Ft Worth. During 2013, we traveled the country, speaking at colleges and universities that teach entrepreneurship. We spoke about how to navigate your business from here to there given the unforeseen and seemingly insurmountable challenges ahead.

In business navigation, like tennis, boxing, or almost any sport, you have to assume the action-ready stance with your knees bent, ready for anything. You don’t know where the ball or the blow will come from, but you do your best to be prepared for it. You make yourself both as stable and as flexible as you can. You also need a few tools like a compass, a hard hat and a flashlight, because you can easily get lost, take a hit, and lose sight of your objective.

Having a set of “Guiding Principles” to hold every decision up against can help you make more right decisions. We attribute our success to those guiding principles which we collectively refer to as “the Barefoot Spirit.” Here is a very brief summary of the top 7:

Empathy. For every major decision, put yourself in the other person’s shoes. Understand what they want first. Then figure out how to get what you want by helping them get what they want. This goes for your customers, investors, employees, vendors and especially your community.
Alliances. Who are your strategic allies? Who benefits when you benefit. Look around you and see who’s going in the same direction. What suppliers will sell you more if you sell more? How can you help the community achieve its goals and give them a social reason to by your products?
Mistakes. Instead of blaming others, ask what you can do to make the mistake less likely to happen again. Identify and improve the documents that will prevent them from reoccurring. Maybe it’s a sign, label, check-list, sign-off sheet, policy, procedure, contract clause or a job description, but document it somewhere and fix the problem! Never waste a perfectly good mistake, and give your people permission to make them.
Sharing. Always take a smaller slice of a larger pie. Include those you depend on most in your success. Don’t be put a limit on your sales people’s commission so they can “sand bag” you, leave for a better paying job, and take your customers with them. Don’t be concerned if they make more than you; it’s “found” money.
Two-Divisions. Your company only has two divisions, Sales and Sales Support. Everyone who is not in Sales is in Sales Support. This includes Production, Marketing, Legal, Accounting, and even the Receptionist. Sales advises Marketing, not the other way around.
Performance. If you pay for attendance alone, you will hear, “I was there, pay me.” Give bonuses based on profitability. That way the non-producers can’t afford to stay and the producers can’t afford to quit. Turnover is the #1 hidden cost of doing business. Make sure everyone knows exactly where their salary, bonus, commission, and benefits come from, and that’s the customer!
Partnering. Treat your people like partners. Share the good and bad news with them. Publically acknowledge people for improving your company. Treat your bankers, investors, suppliers and vendors as partners, too. Share your challenges and your accomplishments, and ask them for their help and advice.

Our talks are beyond the structure, organization, and function of entrepreneurship. They are about the business philosophies and attitudes that can help prepare you for the unexpected and help you navigate your business to success. We are grateful to have the opportunity to promote the Barefoot Spirit to the next generation of entrepreneurs, and give them a big head start.

Who We Are

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

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