- Clyde shares more about RTriad’s KnowWon Community and their apprenticeship Program (4:45)
- How to leverage a new employee’s perspective in driving improvements and innovations in your current process (13:40)
- Empowering new employees to help them succeed in your organization and on your team (20:40)
- How can you continue to learn from your customers to continuously improve your products and communications (24:20)
- Do you want to learn more about RTriad? Visit their Website or their resources at Cloud Training Source and Know Won
- We are getting ready to Launch TEAMES Global - sign up for updates here.
- Learn more about how TEAMES & CO helps you build effective and empowered virtual teams that deliver results.
- Follow TEAMES & CO on Facebook LinkedIn, Twitter (@teamesandco) and Instagram (@teamesandco)
- Watch the podcast videos - visit TEAMES & CO on YouTube.
Listen to Episode 27
Episode 27 Transcript
Tracy Eames (00:00):
Hey, thanks for listening to our podcast. We have exciting news at TEAMES & CO. We're launching TEAMES Global, our online learning platform aimed at helping you develop the skills that you need, and also develop your teams. We've noticed through working with our clients, that there's common training gaps. It happens in every organization. TEAMES Global is meant to be approachable content that will help you with the building blocks that you need to achieve your strategy, accelerate your growth, and empower your teams. For updates on our launch, please visit our website at teamesandco.com or follow TEAMES Global on social media. You can choose from LinkedIn, Facebook or Instagram.
Tracy Eames (01:15):
Hi everybody. Welcome to this week's episode of Building Teams with TEAMES & CO. We are thrilled to welcome Clyde Brown as our guest today. He's the Vice President of Program Management at RTriad. Welcome, Clyde.
Clyde Brown (01:26):
Hey, how are you doing today, Tracy?
Tracy Eames (01:31):
Doing well. Mike and I are excited to learn more about RTriad and about your apprenticeship program. So maybe you'd kick us off just giving our listeners a little bit of an idea around what RTriad is, what you guys do, and we'll kick off that way.
Clyde Brown (01:44):
Okay, great. No, thank you, Tracy again, and Mike. RTriad Enterprises LLC is a commercial private company that focuses around cloud technology and consulting firm. We focus on trying to train and actually deliver programs for organizations. We like to call it, we're building a Cloud Army, right? And we have what's called, we launched what's called KnowWon. KnowWon is the first learning and career development community for cloud computing and cybersecurity. So we like to say as a gated community, that's where we pull individuals in. And in that community, you have a chance to interact with professionals, experts from different parts of cloud technology and cybersecurity, because that's our wheelhouse, that's where we focus. And through that, we look at learning to earn. So we foster things, what's called gigs. So through our consulting firm, we try to line up gigs. And in that environment, we offer those gigs to those individuals.
Clyde Brown (02:43):
And so we've got learning and earning going on and you have experts in coaching. And the experts from a mentoring and coaching perspective, help build that context to the early... The millennials coming into technology, they're trying to learn. I've been in this probably 25 years, but when you think about a millennial coming straight out of college or someone trying to break into the tech field, it's hard to put context to that. So that's who we are, that's what we do. And we said, KnowWon knows it all, that's the play on the name.
Tracy Eames (03:14):
I love it.
Mike Vaggalis (03:14):
Tracy Eames (03:15):
It's great. And I've heard you and Kevin, your co-founder, speak about the program before, and it sounds like you were all really aiming at trying to get people experience, help them upscale, train, and develop their skills, but also solve a gap in... There was a shortage of people in the cybersecurity realm. So it sounded like you were trying to do both at one time, which is recruit people into maybe a field that needs more great people in it while also helping new graduates build new skills. Is that an accurate assessment?
Clyde Brown (03:48):
That is an accurate assessment, Tracy. When you think about the tech world, and if you could just think about what just happened with COVID, right? We're having to shift our mindset to different ways of learning and actually different ways of obtaining skillsets, so quickly when COVID immediately companies were rushed to the cloud. So if you know anything about cloud traditionally, we would learn as far as Microsoft, any of the tests that you would take with Microsoft, you were mailing out a CD and installing OS or Office. So it would be a year or so before that operating system would change. Now with cloud, is changing every two weeks to a month. So how can you keep up with that pace of change? And that's why we thought it was important to build this gated community with experts to be able to bring context and realization of that experience. And that kind of brought the life, our apprentice program.
Mike Vaggalis (04:45):
Clyde, I'd love to hear more about... So as you talk about this as a gated community, can you provide a little bit more context into what exactly does gated community mean? And then use that as an intro to give us some insight into the apprenticeship program. I'm really excited to learn more about that.
Clyde Brown (05:02):
Great. Yeah. So no, the gated community, what is the... I guess what we call the secret sauce inside that gated community and why is it important? When you think about, just think about you and your relationship with people that you know, right? How you start to develop that relationship. We're talking about the secret piece of success is building what we call social capital, right? That social capital is now what we're saying is a currency. And in this gated community, you start to create those relationships that will help propel you faster and to scaffold your career in whatever direction that you decide to go. So we think that's what's going to help and enable our apprentice to actually quickly move into tech field and actually start to accelerate their career.
Clyde Brown (05:50):
So just a little bit about apprentice program. We started our first cohort in October of 2020, so in the midst and throes of the pandemic. And what we did, we did a small experiment on... We selected six individuals from different backgrounds, three of which who had IT background in cybersecurity. Others had background, whether it was a newly graduate, college graduate that had no IT background. He was more into sports and things of that nature, sports medicine. And we also grabbed someone who really didn't have a college degree at all, and no background in IT. What the results showed is by emerging them into our community, putting mentors and coaches around them, what we started to do through our mentoring program was actually building real lab projects.
Clyde Brown (06:40):
I'm Agile Certified project manager as well. So what I did is I put them into different roles on different projects to actually help build our community. Through that experience and daily interaction with myself, who's the director of the program, and two or three meetings a week with coaches and mentors, what we started to see was, how the stuff that we were pouring in as far as information and the training aspect of self-learning, because everyone was remote. So we had a standup daily from an Agile perspective to say, "What are you going to do today? What are you going to do tomorrow? And where do you need help?" What we started to see is those that had the IT background and actually had what we call the rocket fuel, they actually started to excel through the program, so that social capital and actually doing a flip classroom, I think has been great in our success of our apprentice program.
Clyde Brown (07:34):
And now we're in May and we have two of our apprentice, one who has a job and is finishing the program, which was a one-year program that will finish up in September. And then we have one of the other individual who's also landed a job in the cybersecurity, both in cybersecurity. The other individual, he actually got a job in his field. So he decided not to go into cybersecurity, but three out of six at this current point, is our success rate. And one of the six dropped out in the first 90 days, just because this wasn't what he was looking for.
Mike Vaggalis (08:09):
Tracy Eames (08:10):
Sounds like the program is really aligned with a lot of the things that we talk about as well. I love the conversation around social capital. Mike and I actually just recorded a podcast recently about onboarding new team members. And that's one of the things that we talk about a lot is, when you're adding somebody new to your team and to your organization, getting them to be introduced to a ton of other people, right? Even if they might not be the people they work with day to day, at least they have contacts across the company. They know who to go to if something does come up, right? So you always can envision the full scope of a project at the beginning. So introducing people to others in your organization, getting them integrated into a lot of different projects. You want to make sure they have clear goals and you're not overwhelming them, but really love the idea that you're getting folks involved in projects, letting them learn hands-on, but also building those contexts that we all find so valuable in our career to just know who to go to ask a question, right?
Clyde Brown (09:09):
No, no, exactly. We have roughly 10 principals within RTriad, and they're from various backgrounds, whether it be HR, IT, data, cybersecurity, me, project management, they have different disciplines, but at the end of the day, over our career, we've obtained a social network that we still draw on today. Right? So at our apprentice, we try to actually help accelerate that by bringing mentors and coaches into this gated community that they can actually latch on to right away. So one of the key things, as soon as a apprentice actually joins the program, the first thing that is done is actually we matched them with a mentor and they go through a goal sheet, that's meeting number one is actually to look at the goal sheet, go away and build out your individual goals. We like to think of our mentor is like that GPS, right? You can look into that GPS and you go anywhere you want, right? But he's going to help you start to navigate how you start to bring your goals into reality.
Clyde Brown (10:11):
We also have, you can have industry level coaches. The coaches, we look at that as a railroad and the railroad tracks, right? The apprentices, the train and the tracks are the coaches. We keep you on the tracks and you're that engine. You've got to have that rocket fuel is what we'd like to call it, to actually go. We can't make you learn it. You have to have that initiative to go, but the coaches will be the railroad once you determine your path and keep you all on track.
Mike Vaggalis (10:39):
Clyde, I love so many things about what you just said. One is, a lot of those things are just so aligned with things that we talk about all the time with clients and for our listeners to the podcast, the podcast, but things like goal setting and setting a direction for your career and building up a support base of mentors and coaches around you. Two is, those metaphors are on point and I love them. That's awesome.
Mike Vaggalis (11:06):
I want to go back to sort of a sourcing question. So where are you finding these people to join the program? And because it seems to me, a huge part of their success is where their vision for their role is aligned with the things that you guys are experts in doing. So where do you find these people that have an interest in being developed and mentored and coached along the same sort of track that you'll be coaching them along?
Clyde Brown (11:33):
Yeah. Great question, Mike. I don't want to use labels or names or what have you, but I think it is important in the context of what we're talking about. One of my partners, you mentioned earlier, Tracy, Kevin Robertson, he's a former Microsoft and IBM, and he has a plethora of network of resources over the years that he's actually leaning on. Myself, I've worked in global companies. I've been a consultant for a number of banks up and down the East Coast. And just think about, we have eight other principals in their own right, they have 20, 30, 40 plus years in the IT field or HR. So with that, and actually higher ed, we have several principals that are in higher ed working with universities like North Carolina State and so on and so forth.
Clyde Brown (12:23):
We tap into our social network, right? Why not use what we're saying is our secret sauce that we've been doing for years and build it into our community? So our social network is the DNA that we pull into KnowWon and actually helped to foster young apprentice as they start to start out on their career. So we start to build that and we're building a whole pipeline around the experts, right? Because ultimately, our environment has gone thrive off of what experts we have in the community.
Clyde Brown (12:54):
And I went to a number of Microsoft conferences. And if you think about a conference, when I used to work in a public sector or private sector, you got one training in a year, right? And you spent probably about three or $4,000 for a week, hotels, the whole night. And your big reason to go to that conference was to get up-close and personal with that expert from Microsoft or Cisco or whoever to talk with them one-on-one in either a meeting or whatever the case may be. Or if you were fortunate to just get a one-on-one handshake and talk with him, that was the highlight of your week. Well, in KnowWon, you get that all day, every day, in this gated community.
Tracy Eames (13:36):
That's awesome. And I think one of the things that I'm hearing you speak about in terms of developing the apprentices and giving them experience, giving them that social capital, I would also imagine, and something we speak about with... When you're hiring a new employee, no matter what level they're at in the organization, their innovative thinking and their new perspective also helps deliver better solutions for our customers, right? So maybe you could talk a little bit about how having this apprenticeship program has not only helped the apprentices develop, but I imagine also having those new fresh perspectives have helped you and the team at RTriad come up with some pretty cool solutions that maybe wouldn't have been on the table without having these new perspectives and new folks adding their thoughts.
Clyde Brown (14:22):
No, Tracy, I think that's a great point because if you know... I mean, I don't consider myself old, but I've been doing this for 25 plus years, right? So you do the math. I started at 10 years old. I'm still a young guy, right?
Tracy Eames (14:37):
We all are, don't worry about it.
Clyde Brown (14:40):
Right. But I'm one of the younger principals. So to that point, yeah, having a fresh new eyes on things, but also one of the things that we talk about and that we try to [inaudible 00:14:50] into the DNA is what we call the growth mindset, right? And know if you're familiar with Carol Dweck, but she talks about growth mindset. And I think about my son, now he's 20, but I'm just thinking of when he was two, three, four years old and it was always, "Dad, why? Why this, dad? Why that?" Just that inquisitive mind to dream the ideal dream, right? And then nothing was impossible. Sometimes us old guys think, well, this is the way we've been doing it. This is the way we're going to do it. But having that growth mindset. One of the things that is very important for our apprentice is, failure is success, but not just failure, we teach them how to quickly recover.
Clyde Brown (15:36):
So as you work on your recovery effort, you start to perfect your craft, right? So we felt that failure is okay, we just want to help you and show you how to recover quickly. And that's what your mentoring coaches start to help you do on tactics on how to recover from that failure and actually minimize the impact. So not just... We don't want a catastrophic failure, right? But being able to manage that failure, doing risk matrix and things of that nature and being able to recover.
Tracy Eames (16:04):
Yeah. And I think that helps organizations build resiliency. That's where agility comes from, right? Well, we talk about that often with our clients, which is how you react to failure actually shows your team how willing you are to have that feedback, try new things, right? If the first time you try something new and it fails or it goes not the way you expected, and you shut everything down and you just go back to the way you were doing it, unfortunately that sends a signal like, "Hey, new ideas are not welcome here." Right? So I love that what you're saying, because it reinforces your tact of, "Hey, you know what? We're going to try some new stuff. We're not going to get it all right. That's okay, but we'll learn from it and we'll get the next thing, the next thing will be even better." So I love that approach with the apprentices.
Clyde Brown (16:48):
Yeah. We think that's important because I think so many times, I know in my career failure was looked at as bad, right? But when you start to think about that growth mindset, that's where you started proving it better. So we think your growth comes through your failure and experiences, but minimizing impact as well, right? We don't always want to have those catastrophic failures. They happen, but we want to minimize that at the end of the day.
Tracy Eames (17:14):
Mike Vaggalis (17:15):
So it sounds like you're deploying these apprentices in places where they can fail and not the highest impact places. And then surrounding them with coaches and mentors to help them learn from that. Do you have an example that you can share to bring this concept to them? Because I think this is something that we all aspire to. We all aspire to say, "Failure's okay, fail forward, learn from the things that you fail." But a lot of the organizations that we work with continue to have this, they aspire to that, but they struggle to find low-impact situations to deploy people on, where failure really is okay. So I'd love any advice you have for our listeners, or maybe an example of how you guys manage that to create those safe spaces for people to innovate and bring new ideas that might take a couple iterations before they finally work.
Clyde Brown (18:10):
Yeah. I guess the best example I can use, I have two examples that I'll use and I'll speak to them in their different contexts is that how we think it helps our apprentice. One is, when we came upon the idea of KnowWon, creating KnowWon as a gated community, the first thing we said is we got to build this environment, right? So as we kicked off and looking at building that environment, we started to create spaces for our apprentice to actually ideate and actually start to help us bring our vision to life. So we would have sessions where we would build teams with our apprentice and they took on different roles. And that's where we help, not only teaching them cybersecurity or cloud technology, what we think is important is those soft skills. And maybe to dig a little deeper, is those critical thinking abilities, developing that, right? Putting them in different roles to understand, what does it mean to be a business analyst? What does it mean to be the project manager? What does it mean to be the QA person or what are you going to do in those different roles and how do you become a team? We thought that was important.
Clyde Brown (19:23):
So to answer your question, Tracy, the first example is, we allow them to start to build an environment in a safe space that it was ours, right? So if we fail, we would just do it over, right?
Mike Vaggalis (19:35):
Clyde Brown (19:35):
Another place that we've done is we've been partnering in our community here with nonprofits, right? So allowing them to do low-end type work, where they can actually start to build that relationship with business users is key, that interpersonal skills and communication, but also doing small projects, whether it be some type of data analytics or what have you with spreadsheets or so on and so forth. Now, that's not highly critical, but at the end of the day, it still teaches them how to actually interact with our clients and how to get that experience on small projects that they may have, whether it be building a presentation or anything of that sort.
Tracy Eames (20:18):
That's awesome. And the thing I hear you saying loud and clear is, you all have a recognition that there's no way somebody is just going to know this, right? And I think that sometimes what we talk to leaders about too, which is there's this misperception out there of everybody's going to know exactly what to do on day one, right? And especially if you're talking about a new college grad or somebody who's yet to be part of a team, or even somebody who is yet to be part of a team at your organization, right? There's a certain amount of those things we all just have to learn. And it's not that we can't learn them. It's just a lot of times organizations don't take the time to invest in those actions. And invest in that training and just say, "Hey, here's how we do things here. There's lots of ways we could communicate with a client, here's how we communicate with our clients."
Tracy Eames (21:05):
And just those little steps along the way are so impactful for people, especially if you're just getting started in your career. Because that's the time that you're trying to soak up as much as you can and learn as much as you can, and these kinds of steps will help them be successful hopefully at RTriad, but ultimately throughout their career as they're building there.
Clyde Brown (21:27):
Yeah. A real world example, Tracy, I'll just reflect back on my career. I was a manager over a development team, roughly I had eight, nine individuals on my team. And they built applications that the organization utilize and actually public facing applications as well. Well, one of the challenges when I came in and I took ownership of that team was, I'm not for sure your technical background, but when I was younger in my career, we always had what was called a primary and secondary support person for different application. And nine times out of 10, when that application went down and you had a problem, the secondary person was on call. That was the only time that person had an experience with an application. So they would be fumbling and nine times out of 10, they would have to call me anyway. Right?
Mike Vaggalis (22:22):
Clyde Brown (22:23):
Well, when I took over this team, I actually took a different concept because we had applications and there was a maturity level that the applications hadn't reached as well, meaning more forward thinking, proactive spending time with customers on the value add, as opposed to, every time I talked to a customer, it was a break fix scenario. So what I did is I just changed the support model. And instead of this primary, secondary, meaning the only time the secondary person touched the application is when it broke and they were trying to fumble through fixing it. I actually moved the secondary person into the operational space and moved the primary person into the architecture development forward thinking, value add to the customer training scenario.
Clyde Brown (23:11):
And you will be amazed at how... One, it provided opportunities for the junior person to grow, but it also afforded opportunities for the senior person to develop those new architect skills and training and development and documentation. So we're also going to do some of that with our apprentice, and we've been trying to do that as well.
Mike Vaggalis (23:33):
Yeah, I think that sort of role alignment is such an important concept. And I think your recognition of, hey, can we get innovative even in how we deploy our different people to learn different skillsets is so important. And to your point earlier, Clyde, so often we get into the rhythm of, "Well, this is just how we do things." And it can become difficult to identify and spot those opportunities. I'd love to hear from that example, how you worked through your organization to affect that change within your organization. Were there conversations with your leadership team on, "Hey, I spotted this opportunity, we're going to try something that's different." And how did that go? And then, is that something... It sounds like that you've been able to infuse into RTriad and how are you guys constantly looking for new opportunities to make those sort of organizational changes to constantly be getting better?
Clyde Brown (24:33):
Yeah. I know it's funny, but you bring it up and it's just... I'll talk about the conception of RTriad and we failed, right? So at the conception of RTriad, we came out with KnowWon, oh, this is new learning and career development community, right? And we went out talking to people like that and people are like, "What, what is that? What do you mean?" We're looking for training, we're looking for training. Training and development. "What? What does that mean?" So what we saw quickly is no one could conceptualize what we were talking about, but what we did real quickly after beating our head for a while, and going in rooms with our leadership at the C-level, talking to the state and so on and so forth, it was like, wow, fractional seesaw, what is that? What are you saying?
Clyde Brown (25:25):
So what we decided is, why don't we give them what they want? Which is training, and then we start to introduce them to what career development really is and how valuable it is to organization, because Tracy and Mike, if you think about it, when you think about learning and education, education is comprised of probably three things, right? Knowledge is one. All the information, so we get that from the internet now. So at any given point on your smartphone, you can say, "Oh, I want to know how the atom bomb was created." I can pull it from the internet real quickly, that information. But then there are skills. So that's the mentoring and coaching, the hands-on and doing type stuff.
Clyde Brown (26:11):
And then we think the other piece of it is disposition. So when you think about the disposition component, and there's a YouTube... There's a guy, John, I think his name is John Seely Brown, or what have you, he talks about this. And one of the things that he's talking about is, from a disposition perspective, learning different ways, being immersed into something different, a whole different culture or adventure and feeling in that. Until you can feel comfortable in that new way of doing things, you're probably not going to do it.
Clyde Brown (26:48):
So in short, that's how we at RTriad, had to eat our own dog food and pivot. So through that process of talking about learning career and development, everybody's like, "No, I want training, and I want training, and I want training," you think about it, you get training, you still don't know how to do it, right? You just learned some language, so to speak. There's an instinct that you develop when you actually do, and you instinctively know what the next step is. So we had to pivot, we had to go... Now we're a certified trainer. So we brought on some trainers and now we're talking training and everybody's like, "Oh, hey, let's go." It's the conflicts, and we had to reposition ourselves.
Tracy Eames (27:33):
Well, it's great that you were open to that, right? I mean, a lot of organizations don't know their customers that well, and the great thing about what I'm hearing in your story is RTriad, you guys went out, you talked about what you thought you wanted to talk about, and then you heard from other people like, "No, that's not really what we want. We want this other thing." You shifted tact. And that's how you're successful. That's how organizations, and I think it's a great lesson for all of our listeners around, the way to be successful is to give your customers the thing they find valuable, and then give them something more they didn't know is valuable. And so that's where your career development comes in where you're saying, "Hey, we know you find training valuable, so we're going to give you training, but we're also going to show you why career development is important." And then they're like, "Oh yeah, we should stick with RTriad. We're getting more than we ever bargained for. This is great."
Clyde Brown (28:24):
I mean, if you look now, Tracy, I'm sure you're starting to see it more. The assets are the employees. So you're starting to see the Googles, the Microsoft, the Cisco, the big players talking about training, but also development of the employee. So we will tell them this, two years ago, and it was like, now that you're hearing the big boys talk about it, organizations are looking at, yeah, my assets are important. How do I actually start to retain my employees? How do I get value out of their career development?
Tracy Eames (29:00):
No, it's great. We actually have TEAMES Global that we're launching, which is our learning and development platform for folks. And one of the things we talk about often with our clients, with the IDP, is something that you talk about. So a lot of times people will have these individual development plans for their team members, right? So they'll say, "Hey Tracy or Mike, here's your IDP. How do you want to develop?" And most people just think like, okay, well, what's my boss's role? What did they do? And if that's like the director of marketing or the vice president of sales, we all think of our career development all too often in this linear ladder without horizontal jumps. And I can say in my career, the times I've learned the most is when a manager or a leader said, "I totally get that your eventual plan might be the director of marketing, but in the meantime, we think there's this really cool role that you could be successful in that will introduce you to this whole other part of the business."
Tracy Eames (29:56):
And there's been times in my career that I've taken on product development or operations and things I never imagined I'd be a part of, but gave me an entirely different perspective of the organization. And now allow me to help a lot of different teams. Because we have that experience to say, "Oh yeah, I've worked in that part of the business. I know how that works." And I also find it helps people when they're then, if they're in marketing and they've worked in sales, they know what's on the other side of the coin, right? I can help sales better if I've been in sales, because I've walked a mile in their shoes, so to speak. So I like the idea of, development doesn't have to be this linear pathway, but it could be these new innovative ways that people take on a role they weren't even expecting to take on.
Clyde Brown (30:42):
Right. Right. Speaking to that, to your point as linear, what if managers and leaders of companies actually focused on individuals building their own development dashboard? What does that look like? And what would the impact be on organizations, right? How would it help organizations ship? How would it help them get to the market quicker? But now take that data and start to curate it and be able to synthesize it and actually pull out information across an organization on how you can actually start to help other departments because of what someone knows or their inspirations of where they want to be. That's the idea.
Mike Vaggalis (31:30):
What's so cool to me about that, Clyde, is well, several things, but one, it reminds me of there's this tension, I think, between listening to your customers and delivering on what your customers need. But then also if you have an innovative idea that something that customers might not even recognize that they need yet and pushing that forward, it reminds me Henry Ford said, "Well, if we asked our customers what they wanted, they would've said a faster horse and buggy." So in your case, you're bridging from just training horse and buggy into this whole new much better system that's a more holistic management career development like the automobile.
Clyde Brown (32:13):
Mike Vaggalis (32:14):
So it sounds to me like you've done a great job navigating the tension between listening to your customers, delivering what they need, but then also having confidence in the concept and the innovation that you're bringing to the market and seeing success in that.
Clyde Brown (32:32):
Right? Again, I'm a Scrum Master. So if you think about that Agile approach, it's taken a little bit of work and actually going to the market with it, getting that instant feedback and starting to iterate that over and over and get better at it. That's what I think is success. Traditionally, my background is Waterfall and if you know how that works, I had a number of projects you get at the end of this. That's not what I want. I thought I jotted everything down you said, why is this not what you wanted?
Mike Vaggalis (33:03):
Tracy Eames (33:05):
I think especially now that we're changing so quickly and all of the environments that we're in are changing so quickly, Waterfall is a challenging approach, right? Because especially if it takes you time to deliver it, two or three things could have changed in the meantime. And it's harder to get to that end customer experience.
Clyde Brown (33:23):
Tracy Eames (33:24):
Clyde, I think one of the things I want to make sure we do is, if folks are interested in the apprenticeship program or they're interested in RTriad, how would they find you?
Clyde Brown (33:34):
Clyde Brown (34:06):
So that community, that gated community, and roughly, you can become a part of that community at a small entry fee of 99 bucks a month, that gets you all the Microsoft Office 365 tools. You get an environment, mentors and coaches. We have labs, we have a plethora of trainers and the whole gig library. So think about that. If you look at that, that's about under 1500 bucks a year and if you go to one conference, you're spending at a minimum 22, 2,500 bucks for one-week session. This is a whole year session where you get to interact with experts and professionals and leverage the tools and all the training that you can eat. So all you can eat training in that environment.
Tracy Eames (34:56):
That's awesome. And we will put those in our show notes as well. So if folks are looking for those email addresses or URLs, we'll make sure those are in the show notes. So just click in there and then that way it's easy, especially since we know people are listening on the go, we don't mind making sure that that's accessible. So Clyde, are there any final things that you want to make sure that you're sharing with our audience, any other tips that you have as they're thinking about, we're all navigating a lot of changing circumstances, but as leaders are leading their team through change, are there any kind of thoughts and final words that you would share with them?
Clyde Brown (35:37):
I guess, Tracy, maybe the one thing I would leave everyone with is, I think that in my career and part of KnowWon now, being able to embrace change. I think the other piece of that is, we're never going back to the old way that we operated. If you embrace that and start to look at the opportunities that are going to be afforded, if you think about what our new administration in the White House, you go look at other countries. Our infrastructure is probably dated to the industrial age, right? President Biden is putting a major investment into our infrastructure and also into high speed internet. We had a third of the population that didn't have access to internet, right? That impacts education, that impacts working ability. So if they wanted to get into these higher paying wages or jobs or what have you, they couldn't because they didn't have internet access. And it also impacts tele-health. So them being healthy and being able to see a doctor remotely that impacts that.
Clyde Brown (36:43):
So I think our administration is going in the right direction, but also I think there's opportunities being created. If you look at what's happening right now with the pipelines and the gas, cybersecurity, there's zero unemployment in cybersecurity, meaning is wide open, right? So we think with KnowWon, us having the ability to help you accelerate scaffold your career and get into some of these careers, those are 70, $80,000 jobs, as opposed to 20, 30,000. I'm not knocking those but... And a focus for RTriad is in minorities and women. There was something on NPR that highlighted the millennials versus... So take white millennials versus African American millennials, the difference in their wealth is 88,000 to 5,000.
Mike Vaggalis (37:36):
Clyde Brown (37:37):
So the generational wealth again, now there's a problem for millennials as a whole, but the gap between whites and blacks is just astronomical. And also, I guess the other piece of that is, even if a millennial was raised in a middle to upper class African American family, they're still less likely to stay in that upper class due to the challenges that they face with college costs, lack of access to resources, or going back to the social capital. So Tracy, I'll leave that with you. And that's one of our goals here at KnowWon, is to close that gap and continue networking with people like you.
Tracy Eames (38:19):
Awesome. We will encourage all of our listeners to reach out, to learn more about RTriad and KnowWon. So again, that's K-N-O-W-W-O-N, right?
Clyde Brown (38:29):
Yes. KnowWon knows it all.
Tracy Eames (38:32):
KnowWon knows it all. So we'll put all that in our links. And if you have questions and you want to follow up with Clyde, obviously we'll put that contact information in the show notes, but you can also as always reach out to us on social media, Facebook, LinkedIn, Twitter, you can use the #askteames and then we will get back to you. And if that means connecting you to RTriad, we're happy to do that. So feel free to reach out to us. We look forward to next week's episode, but Clyde, we really can't thank you enough for joining us today and sharing more about RTriad and the apprenticeship program. So exciting. And I know I speak for Mike as well. We look forward to many more conversations in the future.
Clyde Brown (39:12):
No, Tracy, Mike, thank you guys. This has been excellent, and I'm definitely looking for the future partnership with you guys.
Mike Vaggalis (39:19):
That sounds great, Clyde. It's great to meet you.
Tracy Eames (39:21):