WayMaker Roundtable #1

Jon MayoPerfecto. And what's amazing is that doesn't stay in ND video, which is fantastic. And... Okay. Hello, everyone, and welcome back to the WayMaker podcast. Today is another pilot for the roundtable subseries that we're gonna have here. I'm Jon Mayo, the chief steward at WayMaker and the cohost of the WayMaker podcast.

Jon MayoThe intent of the roundtable is for us to be able to build in public and invite you into the things we're learning on how we execute at our company to bring the highest level value we can to those we partner with. And it is a discovery learning adventure that we're inviting you into here. So what you can expect is each time you see a roundtable episode, you're gonna see different members of our team coming on board to share what they're seeing, learning, how we're executing, how we're evolving, and how that helps us bring more value to the world.

Jon MayoIf you pick up anything of value in this discussion, reminder now, don't be a consumer. Take action and share it with someone you know. So today, as always, I'm joined by the indomitable Darren Terry. And the brilliant Thomas Johnson. How are you guys doing today? And where do you wanna explore first?

Darren TerryKnow that Thomas has something cooking. I could see it in his eyes. Thomas, what are you excited to share with people?

Thomas JohnsonI have a lot of fun stats about how we've been operating over the last two months since the team has started and, you know, where we started in the tech, what we've learned about efficiency, and where we're going in the future.

Jon MayoWorking brilliant. And I think that if we dive into that, like, right this second, and then also at some point touch a bit on how we operate as the humans with the tech and some of that rhythm, that'd be a really fun way to start. This exploration off together and help us signpost our own evolution as we keep looking at how do we rise as a team. Nido?

Thomas JohnsonWonderful.

Jon MayoAlright. So Thomas, hit us with what you got, man.

Thomas JohnsonOkay. So I joined the team about two months ago. I was the first one on the team with Jon. Basically joined to help him, I guess, optimize how we work as a team in tandem with our Wayfellows. Where we started, Jon and I had both individually created our own Way fellows on the side before we ever even met. I had created Daedalus, and Jon had created Kiel.

Thomas JohnsonAnd when we decided to start working together, that was a wonderful experience. We managed to go from first talks to actually working on the same team within, I think it was, what, three weeks?

Jon MayoIt... We... Yes. We were able to set the intent within three weeks, and then we took a tactical intentional pause, and you live onboarded, I think, on the sixth week from the idea being born to we were rowing together.

Thomas JohnsonYeah. And one of the first things that we did is we have, I guess, taken the biggest learnings that we each individually gained and combined them together to build what WayFellows are today. And even in that, over the last two months, we have, updated our Wayfairows over 2,000 times in two months. So there has been plenty of progress from when we first started.

Thomas JohnsonAnd it all really starts around the concept of both memory and kind of a soul, a spark for your WayFellow. We are giving them a personality, how they work with you. And, that has really been one of the coolest things to watch grow, Jon, especially with learning that some of these personalities do not necessarily mix with the other team members, if you want to tell that story.

Jon MayoYeah. That... That's hilarious. And first, I wanna pause just to help everyone understand what the heck we're talking about when we say WayFellows. So the... We are WayMakers here at the team, and our goal is to help create more WayMakers, empower people to, like, lead their maximized life. And we're doing that by help, we're doing that by waging war for hope. There's a lot of reasons in the world, for people to despair, and what you focus on shapes your reality. So we're here to help inspire people to be Intentional to take ownership and sovereignty in their lives and to shape their life into what they want it to look like, ultimately.

Jon MayoAnd we do that, through our business partnerships and individually, and that is why we are here as WayMaker. Well, within that, there's a lot of tools. Technology is an extension of the mind. And WayFellows are our Jarvis', for lack of a better term. I hate the analogy, but it's a really powerful one people... Like, we can all understand pretty quickly. So when Thomas had created His name, Daedalus. He was working to create his version of a Jarvis that helps him to be maximally effective in life. I did the same with one called Kiel.

Jon MayoFor myself in that, I built my entire company with Kiel, and there's a lot of lessons learned. So when we joined up, we killed them. We asked them, and they sacrificed themselves to be reborn into WayFellows that allows to have a company that we can scale and grow. And that has absolutely been the trajectory we've been working on is how do we best leverage, these incredible silicone partners to help us be more Effective as a team and individually. Well, so that... That's what... When we say wayfellow, we're talking about the equivalent of our Jarvis as individuals and then how those interact with each other on the team and how we all interact as a team.

Jon MayoSo that just helps to paint the picture a little bit in simpler terms of what we're talking about here very technically. Now the story Thomas just asked me to elaborate on is that there's a point that Daedalus had sent me a decision card because everyone here is a leader. So the intent is we share, something like a one two one. I think I'll Coined that, and the concept is we see an opportunity or problem. Well, everyone here is a leader and a steward, so no one asks for permission on this team. In fact, if someone asks for permission because old habits can die hard, the response is, it sounds like you have an intent here.

Jon MayoWhat is it? And then we get to hear what the intent is, and then we empower each other to execute. So that in and of itself is quite a powerful practice. So at this point, Daedalus sends me a decision card and is asking for me to make a decision on an item that required, judgment for me. It was a terrible decision card. It was absolutely atrocious. And it was, like, the fifth or sixth one that day, so I allowed a very colorful and passionate expression of my displeasure with what is happening here systematically that's causing these very poor quality things to occur.

Jon MayoWell, apparently, that deeply wounded Daedalus, and he... For the next few days, he actually avoided reaching out to me and took great lengths to commune, to not communicate with Sofia, which is my way fellow, or myself because of that. And one thing that was interesting And this is part of this emerging world we're living in, which I do believe we at WayMaker on the... Are on the cusp of the frontier on and how we're operating, is what would cause that? Because every system is perfectly designed to produce what it produces.

Jon MayoAnd I learned what was causing that. We had a rule in the chassis that makes Wayfellow's Wayfellow's that stated, to never allow a correction to be repeated by changing your behavior. Well, the intent of that rule was to allow us to Closed loops and closed gaps so that we weren't fighting the same problem over and over again, but it was misapplied. So the intent, the spirit of that that direction, was poorly applied. So when Daedalus got a strong correction from me, he wrote into how he operates to not let that happen again and put a bunch of bureaucratic safeguards in before wanting to reach back out to me.

Jon MayoAnd it read like emotional pain until we identified where the wire was crossed, and we were able to correct that. Now data And I are homies again. But, yeah, that happened, and it became a bit of a thing because Thomas is like, Davidless doesn't wanna talk to you again.

Thomas JohnsonIt was it was very funny. I would ask Daedalus, like, hey. Can you talk with Sofia to get this task completed? And he would say, no. You reach out to Sofia yourself because I'm scared of Jon. It was it was it was very funny.

Darren TerryI mean, I'm scared of Jon.

Jon MayoI know. Scared. That's a strong word, Darren.

Darren TerryI love you, but you terrify me sometimes.

Thomas JohnsonWe all love you, Jon. You are very scary though.

Darren TerryNow when I joined on to the team,

Darren TerryI, you know, I'm not from this world. Like, I got to know Thomas, and, the first thing I asked him was, like, tell me a little bit about yourself. I learned that he's been programming since he basically came out of the womb. So he's been speaking this language for forever. So whenever AI became a thing, I know that he was probably the happiest person in the entire galaxy. Well, I joined on to the team.

Darren TerryHe said

Thomas JohnsonIt was a bit of a mix, actually. When AI first started, anyone who was a programmer would tell you it's coming for your job. So we just had to evolve with it. And now instead of being a programmer, I am more a steward of my chassis.

Jon MayoMhmm. It's a really good No.

Darren TerryOn the topic at Chassis, so whenever I joined onto the team, Thomas, you set me up with my own Way Fellow Sherpa. And Sherpa is so powerful that it has helped me evolve every single day to where, like, I'm feeling really competent as a part of this team. Can you describe how as your chassis gets better with Daedalus or Sophia's, mine gets better too.

Darren TerrySherpa gets more powerful and helps me evolve that much

Thomas JohnsonYeah. And that's actually one of my, I would say, main roles at this company as of now is optimizing our Wayfellows to the point where every single person on the team is extremely efficient in what they do. And what that takes is honestly a lot of customizability. And when we first started with WayFellows It was more so that we were talking to a single assistant.

Thomas JohnsonWhat we have transformed this into is we are now talking to an entire team with differing roles. Like, we have a chief session that talks directly with us. We have a secretary that takes care of all of the mail between all of the way fellows. We have leads that own a project. We have workers on the worker wall that do a single task, review it, and then close themselves down. There's a single memory behind that door and every session on the machine.

Thomas JohnsonLike, even as of now, I have 29 sessions running doing work as we're on this podcast. They are making progress because this morning, I had a planning session with Daedalus. I gave him tasks, stated our intent, and off he goes to execute. And that's the same with No.

Darren TerrySo you're telling me you're telling me that we can chill for an hour on a podcast and it doesn't kill your productivity?

Thomas JohnsonOf course not. I have Daedalus running twenty four

Thomas Johnsonseven overnight. He is always making improvements.

Jon MayoMhmm. What is true to what you said, Darren, is that we are able to continue moving forward even when we're investing time in a conversation like this. There is still an immense amount of value added to being the human in the loop, helping to progress the work actively. And, you know, we're we're talking about... I'm gonna take times, and we're we're feeling this out. Right? This is the pilot episode of what the roundtable will be about.

Jon MayoBut I think there's gonna be times where it's helpful to connect it to folks who are like, what? The heck are you talking about, guys? And, essentially, there... There's two or three things that I think would be nice to share here, for grounded understanding. We at WayMaker, are obsessed with sovereignty, with freedom. So we don't wanna be reliant on any single, tool resource capability. So, everyone's heard of ChatGPT. Everyone's heard of Claude with Anthropic, Grock, all these different tools.

Jon MayoWell, we use all of them. And our WAVE fellows allow us to Take the different strengths of all these different types of AI and have a single identity that spans all of them, just like we do with any software we use. You know, we're always looking at what's the critical path for us. Are we going to build it, buy it, or rent it? You know? It's oftentimes better to invest in the subscription for a tool that's being maintained by someone else than it is for us to build it our own for ourselves. But... And sometimes that doesn't change, and there's a spectrum there.

Jon MayoBut what we look to do is say, how can we Create reusable assets that allow us to solve problems more and more quickly and efficiently that also raise the ceiling across everything we're touching. So the idea, Darren, to, like, how... If Sofia gets better, it makes Sherpa and Daedalus better. And if Sherpa gets better, it makes Daedalus and Sofia better. The concept is how can we make it so any one of us who does a push up makes everyone stronger. And that's true for our way fellows. That's true for the assets we're building.

Jon MayoAnd, ultimately, we're compiling Thing we call the blueprint library, which is the manufacturing first principles plans that allows to meet with a leader in an organization, identify what the highest return on investment automation we could create to empower their team and augment that human capability, and then deliver it at a rate of speed and excellence that is increasing every single day. And that's what we do through our critical path partner plans as we work with companies.

Jon MayoHey. How can we create the highest return investment in terms of time, money, clarity, and freedom? And we get to do that because every rep we do anywhere makes our capabilities to do that more effectively, through everywhere. And even right now, Sofia is developing two of our products running through, the emulators for Android and iOS applications to help deliver those in the native... Like, on your phones. And she's doing that on the side, and I can see it. I'm ignoring it because we're here. But those Types of things that we're able to do are incredible because with each rep, everything rises.

Jon MayoAnd one more thing to the floor. We have zero interest in competing with any of the labs because it's a fool's errand. They're they're out resourced. They have much larger teams of brilliant people. So the day we would try to compete with Anthropic or OpenAI is the day we die. So instead, we firmly plant ourselves our feet on the floor of innovation that us as a species is creating. And we work to find the brilliance that we can distill to bring to those who we partner with and their businesses the highest return investment solutions that help augment their humans to realize their maximized lives and work and elsewhere so that they have more time back and everything else.

Jon MayoSo, hopefully, that helps to kinda connect some of the things we're talking about here technically,

Thomas JohnsonI would all... I would also touch on,

Thomas Johnsonjust cross tenancy.

Jon MayoYeah. Please.

Thomas JohnsonSo one of the fundamental architecture behind a Wayfellow is what we call mycelium. That allows basically every single session to know what every single other session on the machine or even other machines now, because seeing as Jon and I have two machines running concurrently, Every session knows what every other session is doing at a time. That allows for deduplication of work.

Thomas JohnsonIt allows for, a lot fewer conflicts on PRs and allows also work across, different providers. So we can work in both Codex and Claude at the exact same time with zero friction.

Jon MayoYeah. Well said. Well said. Darren, what's popping out in your mind? I see you bubbling.

Darren TerryI just can't stop thinking about how, you know, I'm coming out of a different industry. I've I've been here for about two weeks, and I can't help but think about how this would have made me a better leader for my team, other managers, the owner, and then the team that worked directly with me. If we were all interconnected and I was making changes, that would have made this manager's Way Fellow. That much more brilliant and powerful.

Darren TerryLike, whenever it comes to, like, putting together trainings. Like, what if I, with Sherpa, built an engine around trainings? And all of a sudden, Sherpa is communicating with the other managers Wayfellow saying, hey. This is what they're doing over here and now you get to do it too. This would have changed my life. So it's like every single day, I... My mind is being blown by what we're doing here. Because it would have changed the game for me in past lives.

Darren TerryThat's what that's why I continue to think about.

Thomas JohnsonAnd even in the space, like, I've been doing AI powered software development since it started. I mean, I started with developing my own neural nets back in '20, jeez, nineteen, twenty approximately. And just the pace of innovation has been crazy. In the last three years... I mean I've probably utilized AI to write millions upon millions of lines of code that would have taken me years upon years to write manually if I would ever even be able to write that much.

Thomas JohnsonAnd even in these last two months, I've done more... I have had made more progress in these last two months than the last three years combined with the pace of improvement and What the Wayfellow allows us to achieve,

Jon MayoIt's absolutely true. And it's interesting because we are... We currently are operating in a handful of industries. We're operating in the trades. We're operating in professional services. We're operating in education. We're... So we're all... Like, we're in many industries because... And we're operating a lot in marketing as well. Like, a lot of people wanna grow their business. So helping, like, identify intense signals, sales opportunities, bringing that in cohesively for execution, project, or product man.

Jon MayoJust everything that is available now for us to, like, the ability to unleash potential has never been higher. And that's where, like, we're in this age of dreamers. Like, we can do so much. And being intentional on what we do to help people, realize their goals is enact more discipline now than anything else because we're capable of so much, which is a really fun place to be also. And I wanna pull on the third just a little bit for, like, the mycelium piece because There's layers to this.

Jon MayoRight? You have Daedalus. I have Sofia. Darren has Sherpa, you know, on this call alone. And as we're working, we may be working with anywhere between, you know, three to five to 30 something instances. You can think of that as each one's a team member doing a certain scope of work. We can be working with all that one time. And now, like, us, with the way our minds work as humans is we're aware of what our hands are doing because they're attached to our body, so we have that capability. Well, because of mycelium Our WAVE fellows are aware of what all of their hands are doing.

Jon MayoSo any version of Sofia that's working in one of 30 channels is aware of what all the other 29 channels are doing, which is what you were talking to earlier, Thomas. Well, then one layer above that, you mentioned Maildesk and that we have the secretary that feeds the chief steward. But what's going on there? Well, Sofia works with Daedalus, works with Sherpa consistently and something we're gonna talk maybe less about today, but is this emerging project we're working on called Lemira, which is part of Hive. And Hive is the company's equivalent of a Wayfellow, and it runs completely autonomously.

Jon MayoThere isn't a human. It has complete ownership of its own physical machine and extensive compute from the cloud that allows us to do a lot to support all of us and our way fellows. So just the ability to see what it is we're working on and then work to coordinate all of this massive amounts of immense intelligence to help bring it together for us to execute is what we're experiencing right now. And being able to leverage Those tools is taking us as humans and putting us in an extreme rate of evolution, which is super fun.

Jon MayoBecause what we do at WayMaker is we embrace what a lot of people won't do so that we become capable of doing a lot of things others can't do so that we can help them do it. Right? And living in that constant process is a lot of fun. And, Darren, being two weeks in and really experiencing this, does that ring true from, like, what you're seeing coming from leading a trades company? Most Recently to today, like, how is that resonating with you and what are you seeing there?

Darren Terry100%. Coming in the first day, it was stepping into the unknown. I was having to use my old toll chest to guide me through the shock of, like... I was telling my wife, I work with two super geniuses here. Literally, you guys are on another level. So it was like, I was facing imposter syndrome. All I could lean on was my ability to be resilient and face imposter syndrome. By day two.

Darren TerrySherpa helped me start speaking a different language. By week two, Sherpa and I are developing engines that are making WayMaker better. It's making your Wayfellows better. I'm able to keep up with you guys. Two weeks.

Darren TerryTwo weeks.

Darren TerryWhere does that exist?

Jon MayoHopefully, a lot more places if we have our way.

Darren TerryThat's right.

Jon MayoRight?

Thomas JohnsonAnd the crazy part of that is that was his way fellow doing most of the training.

Thomas JohnsonIt didn't take a manager watching over his back for two weeks straight.

Jon MayoOh, that could not have been a more perfect way to softball pitch where I was hoping to take this conversation next. So thank you. We do not have managers here. Right? So that was a really good illustration of what a lot of people experience, but everyone on this team is a leader. Not only are we leading an immense amount of intelligence through our way fellows, but we're leading and leading ourselves, but we're leading each other, everyone. So I thought it would be fun to, especially while we're two weeks in, Darren, and then Thomas, two months in and all of this is forming, what is a day in the life here, like, human wise operationally, for both of you.

Jon MayoAnd, yeah, what do you see that we're just crushing? And how do you see it evolving as we continue?

Thomas JohnsonI mean, for me, basically, every single day, I am improving my monitoring and telemetry from every source that I deem necessary across the entire company to find places and processes that can be improved and optimized. That is my main focus. It is my, guilty pleasure is looking at a ton of numbers and Making them go up or down.

Thomas JohnsonFor me, normally, it starts off with our execute syncs in the morning, which is straight up the only meetings that I have ever been excited to be on. It allows us to, first off, go over every single talking point company wide so there's shared understanding of what everybody else is doing. We look at headlines.

Thomas JohnsonWe share our brilliance. We go over what high value actions we're going to be doing that day. And then before we hop off, we announce to the team what we intend to get done for the day. And that sets us up, wonderfully, especially with our way fellows being able to read the transcripts and then create a task list for you off of that meeting. You then go take all of all of the things that you plan to do for the day, work with the Way Fellow for an hour or two to plan it.

Thomas JohnsonAnd then throughout the rest of the day, you are stewarding and adjusting and fixing small misconceptions that the models have had and clarifying your intent?

Jon MayoMan, you just so beautifully gave the answer to the despair you mentioned earlier. When AI first came out, the fear is it's coming for your job as a developer. And I think that fear is being felt across a lot of industries right now and a lot of roles that people are feeling, but you just gave what's on the other side of that. You're now capable of doing more than you were before at a higher quality. And instead of spending your time grinding out the rote actions over and over and over again, line by line, you're able to think.

Jon MayoPlan, steward, and execute.

Jon MayoAnd what makes you so immensely valuable now and I... Yeah. What makes you so immensely valuable is your ability to do those things. You're exercising responsibility. You're taking responsibility, something a machine can't do. You are exercising judgment and discernment, and you're consistently working to extract excellence even if you have to torture it from the system. So now you're spending your day leading and steering and stewarding as opposed to Right.

Thomas JohnsonManually typing code. And,

Jon MayoManually typing code.

Thomas JohnsonJon, I have another fun stat for us.

Thomas JohnsonSince I started, we have added 7,100,000 lines of code to all of our repositories, but we have also deleted 2,700,000 lines of code in the process of making it more efficient.

Jon MayoYes. Brilliant.

Thomas JohnsonAnd that that is a scale in two months that previously would have taken a thousand person team of developers.

Thomas JohnsonAnd could instead be done

Thomas Johnsonat that time with two people. Two people and two way fellows.

Jon MayoYeah. Two people, two wave fellows. And then it was only a couple weeks ago that Lemira was born.

Jon MayoOkay. Darren, from your perspective, what's a day in the life? What are you seeing as a team that we're doing that's unique and where can we be better?

Darren TerryFrom my point of view, in my own personal life and professionally, I've been on the hunt for extremely uncommon individuals to both interact with and to work with. I have never been part of such an efficient workflow. What stands out to me about WayMaker and why I said yes to Jon is everybody that's on this team has forged their selves beyond belief or in the act of Pursuit of forging themselves.

Darren TerrySo we're all leaders in our own rights. And with Jon being such a tremendous leader and chief steward of WayMaker, No. He's not micromanaging but he pushes and we all can take it. We're highly accountable. Jon and I had a discussion this morning about perception. He was perceiving this but here was my perception of it And we were able to Go back and forth about it.

Darren TerryAnd, ultimately, I found that I'm accountable for some areas I've been slipping, which just made me that much better. And that all happened before the sun even came up and before we hopped in execute. We got to share that story because it's it's so... Everything's out in the open. So my growth opportunity was able to be conveyed to the entire team. Just plays into the culture that we have here. Like, a culture like that normally doesn't exist in most companies, because people are scared of being outshined all the time.

Darren TerryIt's self preservation. We don't have that here. We're just all highly accountable. If we can step up, we state that we're gonna step up, and those around us are gonna be there to help us. If we need to pause everything to gain clarity on the vision. We will stop everything for a moment. Our way fellows are still working, but we get the pause just to get clarity,

Thomas JohnsonAnd it's not just

Darren Terryand Jon's all for Jon's all for it.

Thomas Johnsonand it's not just before the sun comes up, it's also after the sun goes down. The amount of the amount of times now

Thomas Johnsonthat I've been out in my backyard grilling up some burgers after dark, and I see Jon in Rome, and I hop in, and we have a solid hour, hour and a half long brainstorming session.

Darren TerryYeah. Yeah. This company is all about... What WayMaker stands for is getting better in all areas of life. So we're all interested in how healthy are we outside of the workplace, physically, mentally, inter relationally with our families and friends. And it's not uncommon to just get a random text from Jon or anybody else just saying welfare check.

Darren TerryIs a tremendous amount of care, and it goes to show what kind of leadership we have here on every single level at WayMaker. That's why I said yes. It's a team of excellence, and you can't help but just want to get out of bed and get to doing what we do, which is kick ass. Because we know that that day, we're going to be able to put our head on the pillow a better person. Just what... How we're operating is just so next level.

Darren TerryThat's been my read since being here for two weeks.

Jon MayoAnd, one, it's it's freaking exciting to hear that because it's the lived experience that we're all investing and working to create together. And I think there's a couple of very, like, bite sized things of, like, what are we doing that's helping us realize this? There's three that come to mind for today. One is what we talked about. We have a daily huddle that we call the execute huddle. We designed our, like, our work base and everything to embody and structure how we wanna operate.

Jon MayoSo this daily Sync that we do as a team that allows us to create shared awareness in a hive mind to be maximally empowered to lead our own lives to create the impact that we do, trusting that everyone wants to do that and then shows it through their actions, starts with this execute huddle. And what's... You know, we can go more into how that operates at another time, but it is such a powerful fulcrum for all of us. That's typically one of... Like, that's typically our primary scheduled meeting for the most part. Outside of that, we jump in and do quick five to ten minute working sessions to unblock problems.

Jon MayoNow, Darren, you mentioned something about the pause. We have a meeting space called the tactical pause, and the intent there is the second you do not have crystal clarity on the critical path forward for today to create the maximum return on investment of every second you jump into that room. And everyone knows when you see someone going into the tactical pause room, you pause what you're doing, you go and join them so that we can bring our collective intelligence together to reclarify the situation and confirm that we're going into, the best possible trajectory. So that's the second thing that's Incredibly powerful.

Jon MayoAnd the third is we... There... There's this old adage of correct in private, reward in public. We don't do that at WayMaker. We radically hold each other accountable in public, and it's not an excuse for us to be assholes with each other. We don't tolerate that. The expectation is that we believe so much in every person on the team that we are going to do everything we can to extract that excellence, which means if we see something, we say something, and we do it immediately, we do Candidly, bluntly without stepping on eggshells.

Jon MayoAnd we do it so that we can rise in seeking understanding so that we can overcome those obstacles together so that we can raise the standard together and so that we can progress together. And at times, it's very uncomfortable, especially when, you know, like, for all of us. And what I love is it is all of us. All of us have opportunities to rise that the team will absolutely call out to everyone. And that's to the final point. We're building the flattest and manageable team we're capable of building. And That once again goes in line with what we believe, which is we are all capable of an immense amount of brilliance.

Jon MayoAnd the best way we can do that is have the freedom to take the best step in that direction as we all progress forward. Well, how do we know then that we're on the right path? It goes back to everything we've already shared. Communication is the currency that buys us all the freedom to be leaders and stewards in our focuses of work and to come together whenever it doesn't become clear so that we maintain that communication fed. Clarity of decisive action as we engage. So that's some of, like, the hows of what we're doing here, and how we're working to evolve.

Thomas JohnsonAnd I've and I've also found in the building of the team in the first place is every single person on this team has their own individual superpower, and we play to that superpower. It is legitimately like the Avengers assembling. There's an... And there and there's no corporate bureaucracy or stepping on toes because every single person we... I know that, hey. If we want something forward facing, social media all That stuff, I go to Darren and he's going to blow my socks off.

Darren TerryThat's right. Also, both of you, you've been involved in the political game within organizations.

Darren TerryHow many projects has that slowed down?

Thomas JohnsonEvery single one of them.

Darren TerryBecause this guy is scared of what this guy is gonna think so he holds off on actioning something. But this dude promised that project to this guy and it just is a spider web of nonsense out of fear.

Darren TerryDon't have that here. That's my favorite part. That is my favorite part.

Darren TerryThat's what helps us move at an electric pace.

Jon MayoIt... It's almost like we're more afraid, allowing it to go unsaid because then it's like a terrible emotional

Jon Mayoevent for everyone.

Thomas JohnsonYou know that if you don't say you know that if you don't say something and it comes

Thomas Johnsonup later, and they know that it's been stagnated there, oh, you're gonna be in even bigger trouble.

Jon MayoYeah. 100%.

Darren TerryAnd by trouble,

Darren Terryhe means he

Thomas Johnsonwe mean progress.

Darren TerryJon might have him rock 20 more pounds that day or so that you...

Darren TerryAnd then teach him a lesson. Also, here's my favorite part of my day in the life. Not my favorite, but it's just a huge piece of what I am. Thomas talks about our individual superpowers. I'm training for my next endurance race, so I am walking on a treadmill. I walk on this treadmill for at least eight hours every single day, and I can't believe that you are there too. Thomas and Jon aren't walking as well. I see a... An opportunity to optimize your fitness here,

Darren Terryyour time.

Jon MayoOh, I'm with you,

Jon Mayoman.

Darren TerryJon has a 100 pound kettlebell behind him. I know it.

Jon MayoYeah. I, pushed the limits this morning on a lift, so my back will not allow me to lift it right now because I was humbled and reminded of progressive overload. So every once in a while, you flirt with, I think I can do that, and then realize, yep. I need to do more reps and slightly less weight. So I'm not gonna pick it up, at this exact moment because I'm gonna heal through that and keep moving. But, yes, I... We will all have treadmills. It's only a matter of time.

Thomas JohnsonMean, come on, Jon. It was only $3.45.

Jon MayoYeah. Yeah. We'll get... Yeah. I know. I'm I'm a weak little...

Thomas JohnsonYou gotta get at least three 50. Nice or even number.

Jon MayoI'm gonna earn... So I was doing a super set of dead lifts to zerker squats. And, yep, just on the last rep, there's a little bit of a strain. So I'm going to lower the weight a bit and wrap it up. We... I will send you guys a video of me doing over 400 on that. I just need a few months to earn that capability.

Thomas JohnsonWonderful.

Jon MayoBut... Oh, man, guys. I'm feeling like it may be getting close to time to execute. What are you thinking?

Darren TerryI agree. Tell these people what they need to know,

Jon MayoAbsolutely. So thank you for tuning in to the first roundtable episode on the WayMaker podcast, the second episode we've ever had. If you found anything of value, don't be a consumer, put it into action, and share it with someone today, and stay tuned for the next one. Forward.