Disastrous Values

You never, ever, ever have to experience a disaster ever again for the rest of your life.

Not 1 time, not ever. You'll never have to experience a disaster again. But the way you approach what happens to you will impact whether or not a disaster develops or not. Alrighty, folks.

Welcome back to transacting value where we're encouraging dialogue from different perspectives to unite over shared values. Our theme for season 4 is intrinsic values. What your character is doing when you look yourself in the mirror?

Now if you're new to the podcast, welcome, and if you're a continuing listener, welcome back. Today, we're talking our April core values of growth stewardship and contentment.

With the President and CEO of Hytopade disaster Management and Author of Design Your Disaster Patrick Hardy. So without further ado, I'm Porter. I'm your host, and this is transacting value. Alright, Patrick. How you doing? I'm great.

Thanks a lot for having me today. Yeah. Of course. And, again, we spoke about this before I hit record, but I really do appreciate you taking some time out of your day and just giving us the opportunity to talk for a little bit.

So first off, thank you for that opportunity. Glad to do it. It's storming over here in Sacramento, so it's kinda nice to hear hear the the melodic sounds of rain on my roof.

Yeah. I bet it is it can be pretty calming, but it's sort of fitting for you. I think we'll get to that here in just a second.

But, you know, storms and disaster management is obviously part of your focus. So I'm sort of curious how everything comes together. I there's also a couple points I wanna bring up about your book.

But before we get there and for the sake of time, there's a really important aspect. Right? So for everybody listening, if you're unfamiliar with transacting value, our method, I guess, you could say, is just to or tray the audio only.

But Patrick and I are talking on video, so it's a little bit more natural, a little bit easier to relax some. But that doesn't necessarily mean that we really know who we're talking to.

Right? Doesn't matter if it's in person, doesn't matter if it's digital, but it's important nonetheless. So Patrick, in this opportunity, I'd actually like to open up with a little bit about you just everybody knows who to listen to.

Who are you? Where are you from? What sort of things have shaped your perspective? I'm an Orange County California kid. I grew up in the safest city in America, Mission Viejo, California. And I decided to leave the Orange County bubble.

So to really get to understand me, I've traveled the world. I've discovered disaster management because I thought Mission Vieo, California is the worst place in the world to learn how to be a disaster preparedness officer.

So I literally left right after hurricane Katrina, and I've never really looked back. So I've I've really had an opportunity.

I I get to visit Orange County from time and it feels nice to be back in Pleasantville, but then I go out and I do a whole lot of travel and I get to see people and I get to really utilize my skills to help people everywhere I go.

Now I'm sure we'll get into this, but you mentioned disaster preparedness and disaster management as your primary focus since you left Is that only storms?

No. I'm what's called an all hazards planner. I worked in homeland security, so I did work regarding mass shootings, and acts of terrorism as well as deployment of a weapon of mass destruction.

I was a hazardous materials guy for a while. I worked in I worked for facilities as well as I was the guy in the alien suits.

Mhmm. And I was a medic. So I used to work an ambulance. I was an ambulance man and, you know, did all day, you know, pick people up after traffic accidents and after illnesses and injuries of a myriad of type and sort.

And I also the other kind of planning I do are what we call technological emergencies. So things like power outages, or chemical spills. So I kinda have a little bit of everything.

I will go to the natural disasters, some of the technological disasters, and then some of what what we also call security disasters as well. And then what's a security disaster? Carism, mass shootings, riots, civil control acts of war.

Thankfully, I've not been in 1 of those, but all the others, yes. So more from a and an actual, like, DHS security disaster. Not like I locked my keys out of my house and my kids in the car and the doors are locked type security issues.

There you go. Gotcha, guys. Likewise. I feel like that's an important distinction, though. Right? Like, you handle all types of emergencies, but not for all types of situations.

So that's I think important to bring up. 1 thing you mentioned that's kinda cool though is it covers everything. It has to preparedness in your field of work, your focus covers everything.

Right? So I assume you didn't just learn that in high school and it was an elective or something. You know, how do you pick up all these interest in how do you align them all to disaster preparedness? Is there a place to study this?

How do you even do that? When I got into the fields, there were some graduate schools that applied specifically for emergency management But 1 of the things that I decided to do was I wanted to have experiences out in the field.

So when I graduated college, I'd already been an EMS professional for a number of years. And I graduated college, and I decided that I wanted to focus on emergency management because I saw what was happening in in New Orleans.

And I said, this is a problem that if I properly apply myself professionally and otherwise, I can literally be someone who can change the history of the world, and I mean not and I'm not lacing that statement with any amount of hyperbole or or dramatic.

I firmly believe that this is something that can be solved in our lifetime if we apply the right kinds of methods.

And I I wanna correct you a little bit on on something you mentioned just a moment ago. Please. In most instances and disasters, are we talk about natural technological and security emergencies? But I talk about this in the book.

It's also something called common disasters. So it's something like praise, I've kinda coined. It's essentially disasters that affect you, that maybe don't affect people around you or affect the community at large.

So things like a death in the family, or if you lose your job, or some kind of a crisis that occurs in your family that interrupts the natural flow of life, then it challenges you.

Because I tell people all the time, 1 of the biggest value I have when we talk about intrinsic values, 1 of the intrinsic values that I've elected to adopt as part of my professional credo is that your disaster is my disaster.

The an event that impacts you is as far as I'm concerned, that's a disaster.

I tell a funny story in the book about I work with a number of RV parks around the country, and My company, we maintain a 24 hour emergency line, and someone called the line at 2 in the morning and said, wow, we're having a disaster here.

And we said, well, what disaster is it? And they said, well, the Internet went out. And we said, well, how is that an emergency?

And they said, I have 35 people trying to stream the final episode of Game of Thrones. Trust me. This is at his ass service. So we help them figure it out to get the Internet back on. So there are ways that we do that.

And so for me, that's the way that I I believe is very different from other disaster planners in my profession is that I firmly believe that if I can apply myself and apply the methods that I have developed over time that it actually can encompass a variety of events, not just the 1 you see in the news every day.

I mean, that's admirable. Right? That's sort of the whole point of which we were describing trying to help as many people as possible in changing history.

And, obviously, that involves all different walks to life and cultures and situations and perceptions of those things. And so moving that direction, I'm curious.

You've been focusing primarily the last handful of minutes on the events themselves. But what about the people that those events impact how do you relate to them and, you know, calm them down and help people through these things?

My philosophy is this, no 1 ever. And for everyone who is hearing this, I am talking to you too. You never, ever, ever, have to experience a disaster ever again for the rest of your life.

Not 1 time, not ever. You'll never have to experience a disaster again. But the way you approach what happens to you will impact whether or not a disaster develops or not. That's the thesis behind the book.

That's what I've told audiences. And I tell them all around the world, I speak worldwide on disaster preparedness, and I tell them you don't have to experience a disaster because I take a people first approach.

And what do I mean by that? I don't mean things like making sure you have your little red backpack that you bought a Home Depot or make sure you have a binder which says, you know, here's the disaster plan.

That's not what I talk about. I examine lifestyles and I say, an event that is gonna impact you will develop into a disaster only if you let it.

And so what I look at people as I say, what's important to you? And so you wanna talk about values. I asked p equal what's important to you on a daily basis? Physically, mentally, socially, professionally, and financially.

And some of those are very quantitative. Right? The financially, we say, okay, to make rent, we gotta have this amount. We have to have this Mhmm. But then there's things like what makes you you that's what I ask people all the time.

So when people say, I go go my my backpack and they say, oh, no. The obligatory thing, you know, food and water and this and that. And I say, but now I'm not as interested in that. I want you to look at what is important to you.

Are you somebody of faith? So is it important to have a tech with you of some kind, or is it important to have an icon, or are you somebody has to have people around you, or do you an animal parent?

Whatever is the most intrinsic value to you the rest of the response is gonna matter very little if all you're doing is completing some prearranged list.

So I look at what the person is holistically and I say, now I can recover you and I can prevent what happened from turning into an event into a disaster. But I do that through a people first approach.

I think it's a killer idea. You know, there's definitely schools of thought talking about a podcast about values, for example, where I don't know what impact values have on my life because they don't make me money.

They don't buy me groceries. They don't It's a sort of What would you say?

Ethereum, sort of superficial, nice to have. Right? Mhmm. And so what's really cool about the point that you just made is you might lose your house, but it doesn't change you as a person or it doesn't have to change you as a person.

And to your, I guess, more impact and direction, to help somebody recover through something, through an event, through a situation, through a problem.

I think a lot of the time we focus on how's that other person? How are they doing now? How's your house? How is the whatever? And I don't know that what gets asked often enough is, yeah, but how are you? How are you managing?

How are you getting on? How are Do you feel more like you now? Have you gotten over it? How are, you know, whatever type questions? That I think make all the difference when we're talking about people to people, businesses.

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A foolish man learns from his own. And I don't know that what gets asked often enough is, yeah, but how are you? How are you managing? How are you getting on? How are do you feel more like you now have you gotten over?

You know, whatever type questions that I think make all the difference when we're talking about people to people businesses. When I talk to people, and I have a story in the book.

And for those of you who hear this, I hope you order the book, and I want you to read this part about the recovery, which is I had a client in Northern California who ran an Italian restaurant.

She was a fourth generation restaurant tour, and I asked her a question that no other disaster planners really ever ask, but I ask it of every single client.

I asked them this question, do you want to recover? And I always get these shocked looks from people going, well, Of course, so, well, you know, they think to themselves, well, that's an obvious question.

I said it's not an obvious question because I am not interested in recovering you if it doesn't make you stronger and more successful in life. I don't wanna rebuild that restaurant if you don't wanna be a restaurateur anymore.

If you don't wanna be something else, I wanna be a graphics designer. I, in my heart, feel as though I wanna be a sculptor or I wanna do y'all wanna travel the world, then you know what?

And in that story, I talked to her and I said, tell you what we're gonna do. Do you wanna run the restaurant anymore if it burns down and she said, no, I don't.

I said, what do you wanna do with yourself? She goes, I would love to be a graphics designer I've always wanted to do that. So I I literally wrote this in her disaster plan.

If the restaurant is destroyed in a wildfire, the owner is gonna take the insurance money and gonna go back to school. Mhmm. And you know what? And people would say to me that's a very strange thing for a disaster planner to say.

Now, let's say, of course, it is, because I'm not interested in recovering the building. I want to recover the person. I want to recover you. And get closer to what is most valuable to you.

So I'm recovering a person, not infrastructure. So that's what I do when I ask that of everybody because my goal as a planners, how can I I'm not interested in getting you back where you were?

I don't care anything about that. I care about making you stronger, better. Because every disaster everyone always says, oh, things are now worse.

Really? They don't have to be. We can make them better. So let's position you in a place that is gonna make you a better person because that is what matters to me most. Yeah, that's huge.

That's huge. And frankly, even just in perpetuity I mean, and now I get it a little bit more too. You mentioned earlier, well, you know, this going to change and revolutionize type more grandiose, verbs, but I think you're right.

It's not just a branding shift, it's not profit and business strategy and marketing, It just sounds a lot more humanistic, a lot more people driven, which -- Mhmm.

-- until you just brought it up, Now, it makes a lot more sense. It seems a lot more common sense, even. Why is that not the model? Yeah. Because I I tell this funny story I used to watch Seinfeld in in the nineties.

Do you ever watch that show? I mean, obviously, you we watch episodes of that show. Well, there's a really great episode. I tell these people all the time. I say, listen. There is an episode of Seinfeld called The Fitted Hat.

That's the title of the episode. And I talk about in the book, In the episode, George is being asked by New York Yankee's owner, George Stein Brenner. And he said, I want you to create a fitted hat day.

And George gets really upset because he's like, in order to do a fitted hat, which is a half that is directly contoured to your head. So in other words, there's no way to make it larger or smaller to fit your head.

And he goes to Jerry, and he says an exasperation I have to figure out the hat size of 59000 different people. I mean, what if a pin head shows up? I gotta be prepared for that.

And I include that because I say, that's FEMA's job. That is what FEMA's trying to do. That's what the insurance company is trying to do. That's what law enforcement and the government trying to do. They have an impossible job.

They have to find a fitted hat for a hundred thousand, 500000 people. So inevitably they're going to fail. So I say instead of letting them handle your disaster response, you handle it so that we can get you a fitted hat.

That will recover you directly without having to worry about it because Otherwise, you're asking people to do something like that that simply can't be done.

And unfortunately, because of our political realities, we live in responsive democracy where political officials and technocrats and bureaucrats feel a strong responsibility to recover people very rapidly.

And what ends up happening is they fail most of the time. Mhmm. Because they just don't know how to do it because they can't create a fitted hat for you. Only you can do that. Let me ask you this then.

That -- Mhmm. -- ability to help yourself, that level of ownership, I guess you could say. Or the flip side, that level of ignorance because you're unfamiliar in in either case, but that aspect I mean, it has to be reactionary. Right?

I understand you can plan. You can have flashlights and batteries and candles and all the usual type go tos. But then how do you recommend planning or the human factors in the situations. How do you account for those things in advance?

We live in a material world. Donna was absolutely right. We live in in this materialistic world. So what I tell people is I say, listen. Forget about the disaster plan. K? Forget about that.

Forget about also. Here's what I want you to start with. I want you to buy a backpack, a nice big backpack, and I don't mean the 1 that your kids takes, the school, I want you to get a good outdoor backpack and I want you to empty it.

I want it to be totally and completely empty. Everything you fill into that backpack, you need to do a look at it from a personal examination. Look at yourself physically, mentally, socially, professionally, and financially.

And start to fill that backpack to say, if I were to lose the primary way I get food, the primary way I get water, the primary way I get I keep myself mentally balanced -- Uh-huh.

-- the way that I engage with people socially, the way that I get my money the way that I get professional satisfaction and use that backpack as your backup.

That is your backup. So fill that up with all those things. And in the book, I give people a very clear methodology. I say, listen, if you don't plan in advance, okay, so what? Don't plan in advance.

You're not gonna plan in advance anyway. I get it. I've been a disaster planner for almost 20 years. You're not gonna do it. So that's okay. Follow the book and I tell you exactly what to put in there. Is it gonna be perfect?

No. Because you're doing a fitted hat at kind of a last minute, but it will be pretty close. And anything you miss, you can do it. You'll learn for next time. Already folks sit tight and we'll be right back on transacting value.

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Follow the book and I tell you exactly what to put in there. Is it gonna be perfect? No. Because you're doing a fitted hat at kind of a last minute, but it will be pretty close. And anything you miss, you can do it.

You'll learn for next time. But that backpack will mean an awful lot. So you tell people, don't center on the plan, and don't go to, you know, FEMA dot gov. And what do you worry about? Don't worry about all that stuff.

Just take the empty backpack, look at the 5 planks of your life, and develop that and fill that backpack up with everything you need to ensure that those things that make you you actually fit into that backpack and that is your disaster program.

What a sick plan? It's super simple. I mean, conceptually super simple. I'm sure it's a very time consuming and introspective process, but conceptually super simple.

Let me ask you this. You spend all this time giving people advice, and this isn't meant to antagonize or instigate. I'm just curious. Given people all this advice, What about you? Let's do this.

This is a segment of the show called developing character. Developing character. And so it's 2 questions. Alright? Both sort of time centric but all about you, so as vulnerable and open as you wanna be, it's totally fair game.

But so this first question then, Let's take you back, I assume at least a couple decades then. What were some of your values, growing up as a teenager? I was an iconoclast. I'm the kind of guy who challenges the Zeitgeist.

Okay. I discovered very early on that I am not made to be a gear in the machine. I am meant to be the guy that the machine looks to on how to improve. So I am a kinda person that I love to learn things.

If you were to ask me, Patrick, what is your Most highly touted value that you have intellectually, I would tell you it is about learning new things. I believe in dissemination of ideas and discovery. I love discovering things.

Emergency management has been stuck for so long in these old ways of doing things that from what I learned as a high schooler, and I brought in as a college kid, And when I graduated is I said let's challenge these old ideas.

Let's find new ways of doing things.

But because this is a health and safety issue, because it is so important to people's lives, I didn't wanna do it until I had tried it and worked it and practiced and made sure that it was exactly the way that it would work well before it would hand it out to folks.

So if you were to say what's 1 of those main core values, it's about learning new things.

I find that people who are really closed minded are the ones who fight those who try to make real change in our world because that's how civilization works and that's how things improve.

When we restrict those things, that's when things begin to deteriorate. Well, I mean, that's where growth happens too on the sort of inverse perspective.

Right? So let me move you then, I guess, more to present. Same sort of perspective. So then what are some of your values now? Or how have any of those changed if they have?

Well, I'm very much the same. In that way, however, 1 of the things that I have kind of discovered about myself and learned about myself is that when you're collaborating and working with people, you can't simply be a Yoda. K?

You can't just be like these are things that just develop somewhere in in a in a faraway land, and this is the way it has to be, and it can't change Instead, I take every idea that I develop and I put it through what I call the baptism of fires.

So I ask people, I challenge it when you're young and you're not used to interacting with other people in the world.

You think that every idea is perfect, and then it doesn't need anyone else, then you never have to listen to anyone else.

Yeah. When you get older, you realize that's where most of the value comes from, is when it gets challenged, is that when people look at your idea because when they refine it, they are doing you a great service.

I think 1 of the problems in our country is that there's too many people who say, My idea is perfect and I don't want anyone to challenge it, and you're wrong if you ever challenge it.

So it's something where we'd look at it and say, let's put an idea through the gauntlet.

Right? And we do that, and that's when people are doing you the greatest service not the greatest disservice. And that's why when I put my ideas into clients, I say, what do you think of this?

We're gonna try after this. They always say, Sounds good, or maybe I wouldn't do that, or let's not do that, or let's refine it in a way that it would make it work.

So as I have refined my values over the years, And as I've looked at the way that I approach ideas and talk to people like yourself and the people who are actually hearing all this, when I get that feedback, that's what helps me to get better.

Because if we don't, then the world will never improve, and I will never be able to learn and grow as a person. Already folks sit tight and we'll be right back on transacting value. Alrighty, folks.

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Buzzprout can do that too. And as I've looked at the way that I approach ideas and talk to people like yourself and the people who are actually hearing all this, When I get that feedback, that's what helps me to get better.

Because if we don't, then the world will never improve, and I will never be able to learn and grow as person. Amen man, man.

I hear that. So let me take you this direction then. You mentioned in a manner of speaking sort of ordinary government policy and not to dive into politics, but because the topic came up, I'm just gonna go that way as an example.

So as disasters happen, as organizations step in like FEMA, for example -- Mhmm.

-- or any other organizations that this may apply to, you know, NGOs or or whatever wherever. So reactionary yes because they're not gonna allocate budgets or finances toward things that haven't happened yet.

There's not enough proof for anybody to risk losing money when it comes to government budgets, but, I mean, isn't that ultimately just stewardship too?

Waiting there's a proof of concept to allocate your resources effectively, you know, that level of patience?

I think that in the society in which we live in where our demo chronic pluralistic society, which is when we are challenged with a heterodox idea.

I don't think we have the forums. That are appropriate for those things. Right? Because if the liberation with that, what you would need to have for people to feel a safe space, in my opinion, don't exist.

So what ends up happening in disaster management, when things have to happen very rapidly, people are defaulting to instinct. Or to survival mechanisms.

Uh-huh. That's why I challenge people when I work with them in disasters, I say, let's get you ready in advance if we can to minimize that, but in the book I literally say, hey, it's okay if you don't, no big deal.

You're just here, you may not be as efficient as you would if you'd planned a little bit in advance. But let's still put some things to the test so that they don't have to do it because you're right.

That is what puts people at a disadvantage. When they are turning and saying, I don't need to do disaster planning. FEMA will handle it. The Red Cross will handle it. The guys in the badges will handle it.

Everyone will handle it for me, and I turn to people and I say, once you do that, you are now a victim. Congratulations. You are now a bystander. Congratulations. You have now surrendered your emergency management to other people.

When you should handle it yourself and when you do that, That's how you can maintain your own values. That's how you're gonna be successful in these disaster responses because when you don't, you are going to be disappointed.

Fair point. Parallel point to that. You're talking obviously sort of fulfillment and then all the way down to more materialistic like I need these basic things filled and everything in between when it comes to disasters.

But I think as a parallel so my I guess you would say my hobby, my preference to focus on is physical fitness out of all of these modalities, and I guess that's where I'm gonna take this.

So, you know, you get to a point physically where you're unhealthy for any number of reasons. Maybe it's natural, maybe it's not, maybe it's both, whatever.

But you're unhealthy for any number of reasons. Decades down the road because of years of some sort of self neglect. Inadvertent -- Mhmm. -- unwitting or it's just then of, you know, a habit or something.

You mentioned when things get difficult, essentially, I'm paraphrasing, you fall to these instinctual responses. So why not groom these instincts to be more effective or proactive for you later.

When we're talking about physical training, there's a lot of those same parallel concepts, where as your technique and your form starts to break down when fatigue sets in, or when your body and your CNS start to panic, so to speak, you default to whatever you've built in as your sort of baseline posture and baseline stability and baseline impacts of remembering and increased load.

Yeah. Exactly. Muscle memory. Mhmm. And so a lot of what I focus on with a lot of the marines that I work with now is, like, that's great if you can squat 300 pounds for reps.

That's cool if you can bench the same amount for reps and your squats double that, but it doesn't really matter.

At what point does your technique break down and how can you sustain effective form so that way when fatigue does set in, you're creating better habits or subsequent reps and sets.

And I think that's a lot of what you're describing. Right? It's habits, it's habits of thought, and habits of action, and increasing stability when mobility gets wild.

Right? Yes. And what I do is because we live in the kind of country we have where we have a variety of people with a variety of physical abilities, intellectual abilities, emotional abilities, etcetera.

What I tell people is I say, look, in the end, no matter what you do, no matter what your requirements are, I want you to default to 1 thing and 1 thing only.

If you forget everything else I tell you, I want you to remember 1 assumption.

If you make this 1 assumption, It will dictate how you're going to behave. Mhmm. And that is this. If I do nothing, no 1 else will either. Mhmm. I'm gonna repeat it again.

If I do nothing, no 1 else will either. If you default to that, watch how your body changes, watch how your response changes and everything else. And I'm a physical fitness guy that's had number of Dennis world records and push ups.

I'm a push up guy. I love doing them. And 1 of the things I always say to myself is I say, if I skip a workout, that's fine, but then I have to realize no one's doing the push up for me.

Mhmm. I'm not gonna improve if I don't put on this 06:60 pound weight vest, that's my specialty.

I put on this 60 pound vest. If I don't do it this week, it either has to be a rest week or it has to be something strategic because I know that otherwise I'm gonna start to atrophy.

Right? So what I say to people is I say, you have to identify when you've gone too far. If you're overtraining, right, and this is in physical fitness, If you're overtraining, you need to be able to recognize that too.

And I'm sure when you deal with the marines, I'm sure that's an issue from time to time. Oh, yeah. Where you say, hey, listen, guys. You gotta take more rest days. And they probably are like, what?

You know, and you say, well, you gotta take the days off because the muscles have got to build up. You gotta give it time to come back. And when it comes to disasters, I say the same thing which is I say, in the end, you have to do it.

In the end, it's gotta be you. If you take the approach that no 1 is coming to help you, no 1 is coming to help you. You'd be amazed at how that will change your behavior.

Already folks sit tight and we'll be right back on transacting value. Who even talks about who we authentically are or why it seems like people care more about the characters they create than the character they have.

We even talk about what values are socially governing a business within a particular industry or which personal values are aligning a corporate vision. On transacting value, we do.

Transacting values of podcasts showcasing the role and impact of values and character development within the future of a respective industry mechanical, social, parental, or any other industry that fits within a society.

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And we'll meet you there. And when it comes to disasters, I say the same thing, which as I say, in the end, you have to do it.

In the end, it's gotta be you. If you take the approach that no 1 is coming to help you, no 1 is coming to help you, you'd be amazed at how that will change your behavior.

No one's coming to evacuate you. No one's coming to suppress the fire in your house. No one's gonna do So now you're on your own, and that will change the way you approach as you deal with any disasters that you're faced with.

Oh, yeah. Yeah. Definitely. Your control point changes. Once you start to internalize it, you for that matter, you can learn all kinds of new stuff. You know? You you start to identify, like, well, I didn't wanna deal with I don't know.

Plumbing before. Okay. Well, now your water heater's overflowed or there's a flood in your house for any other number of reasons. Like, well, I guess now I'm plumbing.

Right? And you start to assume these new skill sets that in your case wasn't until from what it sounded like. Out of necessity due to Katrina, you finally got into emergency planning, and now what look what you've become.

It's crazy the opportunities we can create for ourselves once we start to I'm gonna say this with a little bit of a cringe here, but manifest destiny.

Right? So it gives you the opportunity, I think, to harness a lot of skill sets that you might not otherwise have into when you start putting ownership on yourself.

I think you got a killer model, man. I think it's super cool how you've actually revolutionized for 1 disaster management, but to the approach to it in general.

And I can only imagine how many people you've helped as a result, not just to rebuild the livelihoods, but their lives.

And sometimes that counts for quite a bit more than than revenue or adjusted gross income. Right? So I hope you continue to keep doing everything you're doing now for as long as you can.

And I look forward to I know you just released your book recently, but I look forward to the next time you write another 1 as well. And just see how you've grown and and the insights you've gathered, man.

So I just wanna thank you for the opportunity. Again, I know I said it before, but what we were able to get to in this conversation for 1, is drastically different than what I was expecting.

And for 2, carried so much more value, I think, coming from your background and your perspective and your insight and your experience that I can't speak for all of our listeners, but that I don't know that they were necessarily prepared to hear coming from disaster management as a topic for a conversation.

So Super cool, man. Super awesome.

If anybody wants to get your book, if anybody wants to reach out to you or just get in touch with Hytrophy and be able to work through all sorts of aspects of what you've got available on your website or get in touch with you, responding, recovering, reversing these disasters, so to speak.

How do they do that?

For my books available on Amazon, it's available now, and I am doing a brand new brand relaunch on June first of this year. So that's gonna be tremendously exciting. My company's current website is reverse disaster dot com.

But what you see today you will not see in 60 days. It will be brand new. And as a matter of fact, I'm actually hoping I can come back on the podcast in the fall because I will tell you something.

I have got an amazing event we are putting on. It is gonna be October nineteenth of this year. That is the day of the California shakeout. I have an incredible incredible disaster drill to historic.

It's the first time it's ever been done anywhere in the world. It is gonna be massive. 3000 people are coming. And talking about the way we're gonna do it has been it's unlike any that has ever been attempted by anyone before.

So it's gonna be a massive event, fire department, it's gonna be at school, it's gonna be incredible. So I'm I'm hoping I can come back, and I am hoping I can talk a little bit about it. I think they will absolutely love it.

I think the listeners will love it. And we'll be able to talk about the values in that too because you'll be able to see the book and the core portion, not about buying stuff or writing, you know, writing disaster plans or anything.

But the core element of this is your event, this is your disaster, and you have full control of it.

So when I come back, I hope I get come back. I will talk all about it. I think that they will absolutely love it. We're doing it live on social media. We have drones and GoPro helmets and it's gonna be an amazing amazing event.

So thanks very much for having me. Yeah. Definitely. And for the record, I'm all about it, man. We're covering gratitude and appreciation among a few other things in November anyway.

Which will be perfect timing. And by then, you'll have just rounded out October. So if not during the month, but it sounds like you'll be pretty busy.

So we'll see how we can time it. Anyway, yeah, again, I really appreciate it. And everybody listening. Obviously, thank you for tuning in and listening to our core values of April for growth stewardship and contentment.

I'd also like to thank, obviously, your company reverse disaster for giving up their president for a little while, to your family, to your clients, to your friends for giving you and keeping your inspiration in this industry.

I think you got some serious massive changes in impact coming in your future man. And to whatever extent I can say that at the very least from my own opinion to you, I really hope you stick with what you're doing, dude.

It's such a cool thing you're designing and I I think it's got a killer reach far beyond disaster management. But I also need to thank Keystone Farmers Market, Hophen Clucker Farms, and Buzz Broad, obviously, for your distribution.

Now folks, if you're interested in joining our conversation or you wanna discover our other interviews, Check out transacting value podcast dot com.

Follow along on all our social media, and we'll continue to stream new interviews every Monday at 9AM Eastern Standard Time, on all your favorite podcasting platforms. Until next time, that was transacting value.