Interview with Kapil Agrawal

You're listening to One Sharp Sword cutting through to what matters Most with outfluencer Dr. Wayne Purnell. Welcome to One Sharp Sword Cutting through to what matters most. I'm your host, Dr. P. Dr. Wayne Purnell, your host, guide and coach on this journey. Today we have an amazing gentleman who has, oh, he's just such a contributor. He's just given of himself on the road to leadership and in his role in leadership as, oh, he's been in finance. He's, he's contributed meaningfully to some major learning organizations along the way. And every stop he's made, he's, he's made a difference and that's why he's here today. I've got with me Kapil Agrabal. And I just wanted to say welcome, welcome.

Thank you so much, Wayne. I'm very glad to be here and thank you so much for all your kind words.

Of course, you've earned those kind words. Now you're based in Northern California, near Silicon Valley and you've done, you've been connected with I don't know how many great institutions along the way. Talk to me a little bit about, obviously. Your accent isn't from the Silicon Valley. So how did you get from where you were to where you are? And talk a little bit about that journey. I think I like to go back in time, time with, with people that I interview and I think the journey of getting there, like how did you get there? I think that's always kind of fun, kind of interesting. Can you talk a little bit about that?

Definitely, Wayne. And this journey has been long but very, very exciting and would love to walk you through this journey, please. I'm born in India in a small town called Chitturgarh and my dad is an entrepreneur. It's a very, very small town and my dad is an entrepreneur there. He still runs his own business. I worked alongside with him during my childhood and I always had a dream that I want to work alongside with amazing entrepreneurs. And that has been the journey that I've been following the last many years. I went to one of the premier engineering institute back in India because that's the dream of every Indian parent either for their kids to be an engineer or a doctor. So I followed that path, really enjoyed that journey because I made some valuable connections and also got to meet a lot of ambitious people and it was a backbone of what I have done ever since then. After engineering, I spent some time doing consulting back in India because my motivation was I want to contribute in a meaningful Way across many different industries, working alongside with amazing leaders. Did that for two years back in India, but wanted to come to the US to get the formal business education which was lacking as I provide those consulting solutions to amazing leaders. And I came to the US back in 2007 to Darden School of Business. It's a very small school back in Charlottesville. And amazing thing about Charlottesville is it's a home to three past presidents of the US So very rich history, very great atmosphere and post.

So you decided, let me just ask you, you decided to come to the US because you felt like there was more for you here, like you could work as you could expand your entrepreneurial dream here?

Yes, when it was quite known back in India and among the engineering institute, I was part of that. US is the land for entrepreneurship. It's where the largest companies of the world are being made. And definitely. So that was one motivation. But the other motivation was also to get the formal education and connecting with the people across the world. And if you think about India, majority of the people are from India. It's not a good melting pot of people from across the world. While one other advantage of getting a formal business education from the US is it's a melting pot of the people from across the world. And 30 to 40% of folks in my MBA class were from across the different countries, European countries and Asian countries. So it was two or three different motivation. Get into the land of opportunity, but also meet different people across the world and get the best possible education that I can get.

That's so great. That's so great. And you did that, getting your mba.

That's great. Okay.

And then from there you started consulting. Was that part of your program at that point or how did that work for you?

Yeah. Before jumping into the entrepreneurship journey in the US I thought it would be a good idea to understand more about how businesses are being run in the US and there is no better path than consulting. I have done that previously and it was an easy choice for me to pursue a career in consulting after my mba. So I joined consulting again and got an opportunity to work across different industries, healthcare, high tech, hardware, etc, and really get to know how businesses are being run in the US and how it is different than in India.

It is different, isn't it? Yes. Let me ask you this. So I consult with businesses with organizations of all sizes and my focus is on scalable leadership development. So to say you were consulting, you're consulting very specifically around what? Business growth and finance. Right. That's your area.

Of specialty at that point of time. I won't say finance was my area of expertise at that point of time. It was more of a general management. And that could, that could have different problems that I need to solve. I need to solve problems around growth, I need to solve problems around profitability or developing a go to market strategy for a large cloud based company. So those are mostly meaningful problems that were close to the heart of the CEOs of those companies.

Okay, so the consulting was around go to market. That's, there's a lot that goes into that. All right, so talk a little bit about some of the decisions you had to make both personally. Like this is where I'm going, this is how I landed here and this is what I'm ruling in in terms of my focus and this is what I ruled out. And then talk a little bit about the, the guidance that you offered people, leaders, CEOs of organizations around their go to market strategies. What specifically were some of the issues that you think people were facing that you got them through?

Yeah, a couple of areas when that comes to mind. And some of the challenges that I help the CEOs to focus on was one specifically around when one of the largest tech company, they had an on premise solution and the world was moving more towards cloud based solution. And the problem in their mind was how we do the pricing of that cloud based solution that we are providing to our customers. And how does this particular business offering cannibalize our existing offering? And if we offer the new offering at a specific price, what is the margin pressure that I will have my in the business in the short term while I continue to scale it for the longer term growth. So I think the question becomes that yes you have to expand the tam, but as you expand the time, there are some short term challenges that you have to go through both in terms of cannibalization of existing product that you offer and the margin pressure that might be very, very different from your legacy product. So a lot of the time amazing founders and entrepreneurs, they take more of a long term vision and they are okay to disrupt themselves in the short term to meet that long term vision or the mission of the business. And I see the similar dynamic play out at Uber when I was leading the pricing for Uber. And one specific example was when Uber was launching Uber Pool and Uber Pool would have disrupted UberX business. But that was very, very important to, you know, expand your time from taxi market to more of a public vehicle ownership and the transportation market itself.

That's, that's Tough, you know, when you've got competing, competing services in the same business, you know, you're positioning, you're asked to position yours right here's your area, position that and try not to damage this other one. That's tricky. I am curious about leadership's vision, right. And how much you influence that. When you come in and you go, yeah, I could help you with pricing, I mean that's great. But it's based on a vision and a longer term strategy, isn't it? I mean that's where I start. I start with values and then I go to what's the vision? Where we headed? What do you see? And then I look at, well, what's the strategy behind getting to what you see? Is that your approach as well?

I completely agree, Wayne. I think it all starts with the vision of the leaders who are running the organization, how ambitious they are, where they see the company in the next five to 10 years, what motivates them and how they want to take the people along the ride in terms of executing to that vision and the strategy that they have. And my goal or goal of lot of the leaders in the company is partner with those ambitious founders and the leaders in making sure that they are reaching that successful outcome by the vision that they have. Another example I would give Wayne here is that after my consulting experience I joined Capital One again. A very large successful company with a large portfolio of credit card offering. But the vision of the still run by its founder CEO Rich Fairbank, one of the amazing founders that I got an opportunity to work with and one of the vision he had that I just don't want to be focused on credit card business but I want to off be a whole bank, one of the largest bank in the US And I want to expand my offering across different areas like auto loan and home loans. And I was part of the business as head of strategy for home loans business to expand that particular portfolio and integrate that to the core offering of capital one of banking and credit card products. So that was another amazing journey. But that was only possible because Rich had such a large vision and a long term focus that I want to own the multiple pieces of the financial services that we offer to the consumer. If we want to serve the consumer in a very holistic and a complete way, we can't be just focused on credit card business. We need to offer them the saving products or automobile products or home loans product. And you have to have that vision before you can bring people along that journey and deliver it to the consumers.

It's so great. It's exactly right. K. That's, that's, you need the journey in order to get, I mean you need the, the vision before you get people on board with the journ. You're, you kind of just are, are so understated in your style. You're just like, oh, I did this. And that was really interesting and that was really important. It's like you helped to shape Capital One. That's pretty big. You helped shape Uber. That's pretty big. So, so it's not like, it's not like, oh, I, you know, I did a few things along the way. I'm just, you know, sort of this finance guy. It's like, no, no, you've got finance and strategy and I mean the whole, you know, when, when people talk about go to market, they don't always, it's not always the same thing for every single person. Right. And so for you you've got a more holistic approach. And I just, I'm, I really just wanted to point that out that it's, it's like you've, you come in and you do explore what is the vision, where are we headed? What is it you want to see? And then you work your magic in the background to make that happen.

And I've been fortunate, Wayne. I would say that I have not followed a very classical traditional path and a lot of people, they have figured it out that what's the path they want to follow. I have let myself embed into different experiences and I think and those different experiences now gives me very holistic perspective that how founders think about building their businesses and how I can be helpful to them in taking that vision forward. And some of those choices were deliberate, but some of those choices were also, it happened over a period of time. To give an example, I had a deliberate choice that I want to work in tech companies which are founder led, high growth and disruptive. But I let it open that what that role could be. And the pricing was the role which came naturally to me because I was leading a part of the strategy which was defining the pricing at Capital One. So while I had a clear picture in my mind that I want to work with the ambitious founders in a high growth tech and disruptive companies. And Uber was one of the fastest companies at that point of time. But I didn't chose that I want to lead the pricing, it came, the opportunity came and I, I, I like to solve challenging business problems and I'll, and in lot of the time you have to become uncomfortable and it's okay. To be incom uncomfortable, because that's where the growth lies. If you are operating in your comfort zone. One thing I realized that there is no growth. You plateau yourself with your learnings and what you can achieve. But you have to get uncomfortable. You have to explore what's possible and continue to learn in the journey to broaden your horizon as well.

I love this. Okay, so that is, that is definitely worth underscoring big time. It's too easy to live comfortably and you know, there's some sense of, well, why not be comfortable? Why not just live comfortably? And I have this concept of happily dissatisfied. It's like if you stop everything right now and you look around, it's like, I'm pretty happy. And you also know there's more, there's just more. And so you could be happy where you are and dissatisfied with just staying put. And I think that's where that's the edge of discomfort, which is, okay, I could be just happy where I am. It's good. It's good. And yet like the next thing, what is that next thing? Well, it requires me to grow, to learn. Right? And so you forced yourself into, into different industries where you had to learn more. You for folks, forced yourself into different roles where you had to learn more. And you seem comfortable enough. Like your comfort zone is talking strategy. Let's just have a conversation, right? A lot of people would go, oh my gosh, the head of an international bank, Yikes, right? The head of Uber, oh my gosh, I could never talk to this person. And you're like, it's just a person. We're going to talk about where that person sees things. And I think that's really, really important because that's how you become who you are, right. You, you take those steps and go, I'm gonna have that conversation. I might be over my head a little bit, but not for long. And I think the. There's a confidence you have too. So that also comes from being uncomfortable. Right. Working through the uncomfortable. The discomfort gives you the confidence.

Yeah. When the thing that I have learned and very similar to the philosophy that you have laid out in terms of happiness versus unsatisfied. The mantra that I have for myself is grateful but ambitious. Grateful for what you have.

I love that. Grateful but ambitious. I love that. That's good.

And I think other thing I would not. One of the framework that I have noticed over of time is leading indicator and lagging indicator. And what I mean by that is if I'm comfortable right now, it's a leading indicator that the life in front of me will be painful. And if I'm uncomfortable right now, it's also a leading indicator to me that I'm learning and the life in front of me eventually will be full of happiness because the hard work that I put right now will take me to the success. And there is no path to the success without the hard work, without the uncomfortable, without continuous learning. And the good thing about Valley Wayne, is there's so many amazing people around you that it's hard to get over your head as you write, as you mentioned that, hey, I may be full of confidence and full of. You're still grounded, but I think the value teaches you because there's so many amazing stories, so many amazing people around you that, yes, you continue to play your part, but still you get humbled with amazing stories around you. So, yes, you need to be confident, but it's great to be humble so that you can give away also to other people to help in their journey.

Yes, balancing. That's. It's so great, Kevo. That's so great. The. The balance of confidence and humility. And. And some people do mistake confidence as arrogance. Like, I need to be so confident that nobody can touch me. And it's like the confidence is actually from inside. Like, you know that like confidence really comes from knowing you have the ability to figure things out. That's the confidence. I have survived. A hundred percent of the days that I've been alive, I've survived. So somehow I got through. And that's the confidence. If you can rely on that, then you don't have to be arrogant. You can live, I believe, engage humbly. I love that. I love that about you.

Yeah, no, that's correct, Wayne. And one thing I realized that the confidence is the most important, one of the most important factor for people to lead the organization. I think people are looking for to work with the leaders who are decidu and who are confident and very, very motivated and optimistic about the future of the company. Every company goes through up and down and one of the goal of the leader is having that optimism and the confidence. And a lot of the time you have to make those decisions without with a lot of uncertainty. And that's one thing in the startup world, there is a lot of uncertainty. You don't know what the future holds. You are trying to create that future and it has not been done that way in the past. So there's a lot of uncertainty. And if the leaders are not confident, then it's hard to provide that optimism. Or hope to the entire organization. And in that journey, you'll make lot of long wrong decisions. But that's okay. I think if you are not making the decisions, then I think that's a bigger mistake rather than making the wrong decision. So I think I completely agree with you, Wayne, that level of confidence is very, very important for you to lead the organization and drive the organization forward, because that's what people are looking for.

I think this is great. I've made some notes. I want to just say. So I'm looking over here at my notes. Confidence plus optimism. So I turned it into a formula that you might appreciate. Confidence plus optimism equals good leadership in the face of uncertainty. And I love that you brought that forward. Like, you need that blend of confidence. You need the optimism, and that's what leads you through uncertain times. Fantastic. It does make for good leadership. You also talked about hope, which is a. Which is a big deal because it is one of the three key ingredients. You know, psychological safety has been a buzzword topic kind of thing. And I don't know that anybody's defined it. Really great. I know there are multiple definitions out there from the literature. What I found is that there are three key components. And one is hope. Like, and if a leader can inspire hope, that's amazing in terms of providing psychological safet. The other thing is to provide really meaningful work. Like what you're doing matters. And for a leader to keep that in front of the people he or she is working with. And then the third thing is to actually acknowledge that people are doing that work. Like catch people in that. What? Talk to me about your role in managing teams and how you have either mirrored or echoed some of that for your own team members. How's that showing up for you?

When I think you touched upon the right points, that people care about the mission, people care about the impact that they are making, and they are also looking for the growth in the process. So that's definitely the one pillar of my leadership that provide an opportunity to people to do the amazing work and in that process continue to grow and create lot of impact. That's one side of it. But the second side of thing that I learned over a period of time, Wayne, is people do business with people. What I mean by that is people are looking for empathetic leaders as well, who listens, who understands and who have their back. And what. What it also entails is being very, very transparent, both in the providing the feedback, but also how the things are evolving and what it means for them. So I think There are two or three aspects of it when you have to carve out. The one is you want to open up doors for the people, to give them a meaningful, challenging work and create a path of growth and continuous learning which allows them to create an impact and grow themselves as a leader itself. So I think one of the biggest aspect of leadership is how you can enable others to become the leaders of the future. That's one. The second thing is having that empathy to understand people at a personal level because people will have great, people will have great opportunities and they would like to work only with you compared to other opportunities, because they like working with you. Because you treat them with respect, you treat them with dignity, you consider them as an equal partner rather than, hey, the person is reporting to me or is part of my team or so. So I think that's also very, very important. And the third thing is build that long term relationship based on trust and transparency. I think a lot of the time it's again, comes to the confidence and the decisiveness you need to decide and deliver the message to your team members, whether it is the right message or the wrong message for the good of the company, good of the business, and good for the time. So I think those are the three aspects from my perspective. Having empathy, creating a path for growth and learning and being very. Build a trustworthy and transparent relationship with them.

I love that. All right, I'm gonna, I'm gonna repeat it. It's in slightly different order. Growth. And what you said about that was how can you enable others to become the leaders of the future? And I think that that's really important because I see each of us as a leader, right. And so we're being watched and how we treat others matters. And that goes to your next point. But I want to, I want to hang here for a second because whether you're a parent or contributing to maybe a school somewhere or you're leading your own team, I think how you enable others to become the leaders of the future makes a big difference. And then you talked about empathy and you know, treating others with dignity and respect. And it's so important you said consider them as partners. And it's really interesting. I never use the term staff and I seldom use the word employees. I use the term team members. And when you said consider them as partners, I think that's so great because you're, you're enlisting their support on a project. You know, you're, you're helping guide them toward a very particular thing. And then you said that the Long term relationships are built on trust and transparency. And you know, turnover is one of the biggest expenses in any organization. And if you've got engagement and you can stop the turnover or stem the tide of that, that is amazing growth. Building leaders for the future. How do you enable others? Empathy, huge As a foundation. And that is something that you can actually work on. You don't. You're not born with it or born without it. You can actually build that. And it starts by listening, which is great. And listening both for what's said as well as for what's not said. I like to, I like to say make just one assumption. If you're gonna, like, usually make no assumptions, make one assumption and that is you might be missing something. So really get curious and ask what you might be missing. And then you talked about long term relationships with employees and employers and the people on your team. So team members, long term relationships are based in trust and transparency and I think all three of those are gigantic. So thanks for sharing that.

That's great. When. Thank you so much. I think you summarize it much better than I narrated it out. Appreciate it.

You did great. No, it's. That's one of those things where when people say things, I'm like, oh my gosh, that's so important. Like, if that's, if those key elements are, are what we have as takeaways, that's. That's pretty amazing. Let's talk a little bit about your journey, if we can. The. Yes. You've. You've worked with Uber, you've worked with Cap one, you did some work with a school, you're doing some work with a logistics organization. You've got a broad, broad background. And. I guess it's. My question is what pushes you to feel like, wow, I could, I could do something differently or I could do something more. I could make a, like, are you contribution driven? Are you keeping your eye on what's next? Are you, Are you. I'm bored. I need to do something else. Like, what drives you personally?

I think a couple of things.

Wayne, I love how you almost smiled when I asked those questions, by the way. That was great.

No, thank you. Because these questions are very, very personal. And a lot of the time I also continue to think about it, that, hey, what motivates me, what drives me? And there are, there are times in my life where after a successful journey I wanted to take a pause. But after taking up that pause, I realized that, hey, no, I'm much more ambitious and I want to, I want to get more. And that helps me reflect also that what drives me. And there are a few things as I reflected back over a period of time. It's lot of my drive is based on the people and the people. There are different sets of people, people who have shaped my journey, so that could be my parents, people who have given me opportunity and who believe in me. And a lot of the time my drive is based on, hey, I can't let those people fail, or I can't let those people think about, hey, I have not lived to my potential. And that may be not how most of the people have their own drives. They may be very inherently motivated. But for me, that definitely is one of the factor. The other thing is I have two young kids and I want to be a role model, and they consider me as a role model, and I want to be a role model to them. And it's hard for me to limit my ambition because I want them to be successful, I want them to achieve great things. And if I can't role model in the right way, it's very, very hard for me to paint that picture to them. So I think those are a couple of factors that definitely are very, very personal and that plays in part what drives me. The other thing is, again, it's people who are surrounded by awesome things. And one thing which comes to my mind when I think about building something or being part of building something is when Steve Jobs, he mentioned that whatever we are using in this world, it has been created or built by someone. And I'm grateful to everything that I can use on my daily basis. And I want to pay back being. Being grateful of what I have been able to leverage or use for my own benefit. So I think those are the. That's the other thing that drives me, that, hey, I want to make a valuable contribution. The life is limited, and I want to make a valuable contribution before living this life because I might not have any other life. And the time is also limited. So I think those are some of the factors that drives me. And those continue to also vary depending on different time frame as well.

That is so great. All right, so you're talking about legacy, right? How do I. How do I make a difference in the world? And, you know, each of us do. We each do that in our own way. I think that, you know that I will talk about phases or chapters in a person's life. You know, when you're in your 20s, it's a lot of look at me. And when you're in your 30s, it's about stability. And in your 40s, it's about a little more about adventure. And you start to think about Legacy. In your 50s, you start to think about health and adventure and yes, legacy. And in your 60s, all of that sort of winds together and it's just, it's this beautiful path and where you're saying time is limited, it's this sense of, I really want to make my difference now. And I think for each of us to reflect on how do you make your difference? You know, and it could be, you know, I smiled at somebody and they smiled back and I know I made a difference in that person's life today. And maybe by making or helping them smile, by making their day a little easier, maybe they made a difference in someone else's life. And so it's, it's as simple as that. Or maybe it is.

Wow.

You know what? I made a difference by directing the way this company was going to offer different products and services.

Yeah. And I think on reflecting back on that thing, one thing jumps out to me when that between 20 to 35 year old what was driving me was people who supported in my journey, my parents and the people who gave me the opportunity that was driving me from 35 to 50. It was more about being a role model to the people around me. And I think now, as I think about going forward, I want to leave a legacy behind and that's the driving factor. So I think when you touched upon those factors, I think it also helped me create that framework as well.

Yes. Well, that's great. And I think being a role model is exceptional. I mean, that is, that is part of the legacy. The other, you know, as you, if you back up the clock a little bit, you'll, you've talked about the people that believed in you. And I think that is so important because you never know the difference that you're going to make in someone's life when you go, I believe in you. Right. When you actually say those words out loud. And you could say them to kids, you can say them to your team members. I believe in you. And you're, you're helping them spark the, the power that they have. You're empowering them to step into a different level of their own potential when you do that. I've told people, I've told people, look, you can borrow my belief in you so that you can get to the next level. You only have to believe in yourself 51% to tip that scale so that you're, you're in it and you're going and you're, and you can see, you know, what's next for yourself. So I just, I'm really appreciative of your journey, that you've talked about some really important things. You've talked about empathy. You've talked about role modeling. You've talked about hope. You've talked about vision. You've talked about legacy and how that shows up and what's shaped your journey. I'm looking at this. People who believe in you, your parents especially, and not being driven by, not wanting to let them down, which is also kind of, kind of great because ultimately it's about, it's about yourself and how you judge yourself. Did I let myself down? Do I know I have more potential? And the truth is I believe we all have that ache for more. We all, we all know that there's like, we're good, we could be better. You know, like there's that ache for wanting to do more. I love that you incorporated gratitude in some of the words you said. And you know, I'm grateful for the things I use for my benefit was what you said. And you talked about time being limited. And I think there's an urgency to being able to make a difference. I think that's, that's huge too. So, you know, when I interview people, I never know where it's going to go. I'm glad that it went sort of to this philosophical place with you because that's different than. Yes, I'm, you know, I, I am the CFO for these organizations. It's like there's a human in there and, and I love it. Thank you.

Thank you so much. I really enjoyed this conversation and a lot of the time being part of this conversation helped me also reflect that what drives me and why I'm doing what I'm doing. And you mentioned it exactly right. It's all about being on a mission to build those amazing companies and maybe generational companies where products are being used by people on a day to day basis. I use my Uber rides every day. I use my Poshmark account every day. And my kids take classes and outschool and that definitely is a driving factor and motivating factor for me. And sharing this experiences and journey with you has been incredible experience for me as well.

I'm so glad. I'm so glad. This is great. You know, the. I talk with leaders from around the world and you know, everybody's different and, and the humanity is what ties us all together. It's, it's really kind of beautiful. Anything else that you would like to share or that I didn't get to ask you that you thought I would, would or could or should ask you anything else that's sort of brewing that you want to. To share?

Yeah. One thing that comes to my mind, Wayne, recently has been believing in yourself. I think that's a very, very important factor. And I think that a lot of the time I wish I believed in myself even more than I believed at that point of time. I think a lot of the time, people believed in myself much more than I had belief system myself. And that has been a lot of the time because of different setbacks, failure, etc, and those are the natural. Now reflecting back, I think those are the natural part for the growth. So never have. Never be set back by the failures. Always believe in yourself and continue to move forward. I think that's one thing I'll give back to my young self, and I'll continue to learn that every day as well.

That is so powerful that it's just like, it makes me smile. It is so powerful. That's great. I. I love that. I'm gonna just read it. Believe in yourself. It's a big factor. You said a lot of the times I wish I believed in myself more. And I think that is such a huge reminder that what you said was the setbacks are a natural part of growth. We do have setbacks, and it's not a reflection of our identity. It's a reflection of the journey. And. And so being able to say, look, I look back to confidence. Like, your confidence comes from being able to fig out. And if you know that, wow, this is just a setback. It's just a setback. It's. It doesn't define you. Even if it's a horrible setback, it doesn't define you. Right. And. And so it's coming back to, can you believe in yourself? Can you believe in your ability to figure it out and get through it and actually choose to learn from it versus fight against it? Right. So the last thing you said, believe in yourself and, and continue to move forward. It's pretty powerful. It's pretty powerful. Thank you.

Thank you.

All right. Amazing. Kapil Agrawal has been my guest, and I never know where conversations are going to go. I have the honor of meeting people ahead of time for a short amount of time, and then I say, I don't want to talk much because I want to do this on the. On the podcast itself. It was really great, Kapil. I really. I really do appreciate this. So, again, thank you. This is one sharp sword cutting through to what matters most. My guest today, Kapil Agraval. And I am Dr. Wayne Purnell, your host, guide and coach on this journey. We'll see you again next time. Thank you so much for being here. Thanks for listening. To one sharp sword cutting through to what matters most. With out Flenser, Dr. Wayne Purnell. For more information, please go to onesharpsword.com.