460 Kevin Korte

Jeffrey Feldberg: [00:00:00] What happens when a German computer scientist finds himself running a US Tech company from across the Atlantic while championing open source software, growing teams globally and redefining what modern leadership looks like? 

Kevin Dominic Korte is not your typical tech executive. 

He's the president of Univention North America, where he leads the charge on bringing open source identity and access management solutions to schools, governments, and enterprises. 

But Kevin's work goes far beyond systems and software. He's part engineer, part philosopher, and part cultural bridge, operating at the intersection of technology ethics and impact.

With a unique transatlantic perspective, Kevin has spent his career proving that you don't need to be in Silicon Valley to lead in tech, and you don't need to chase the hype to build something meaningful. 

Kevin is also a speaker, writer and advocate for digital sovereignty, pushing back against centralized tech monopolies [00:01:00] and advocating for freedom of choice in digital infrastructure.

In a world where data is currency and privacy is power, his voice cuts through with clarity and conviction. This isn't just a conversation about open source, it's about independence, global thinking and what it means to lead with intention in an age of complexity.

And before we start the episode, a quick word from our sponsor, Deep Wealth and the Deep Wealth Mastery Program. Here's Sanjay, a graduate of Deep Wealth Mastery, and he says, the investment I made in the Deep Wealth Mastery Program, it's a rounding error compared to the value created today and the future value I'll receive.

Or how about William, who says, and I love this, A company that's attractive to sell is also a great one to own. The Deep Wealth Mastery Program gives me the best of both worlds. 

Now speaking of growth and adding value, check out what Leon says. He says that the Deep Wealth Mastery Program changed how and who we hire. We've now begun to hire talent today that we never would have hired if it weren't for the [00:02:00] program. The talent we're hiring today is helping both increase our growth and profits and our future enterprise value. 

Man, I love that kind of feedback because it's that kind of feedback that's what gets me out of bed every day.

Deep Wealth Mastery System, it's the only system based on a nine figure deal. That was my deal. And as you know, I said, no to a seven figure offer, created a system that we now call Deep Wealth Mastery, and that's what helped myself and my business partners all welcome from a different buyer, a different offer, a nine figure deal.

So if you're interested in growing your profits, preparing for a future liquidity event, whether that's two years away or 22 years away, and if you want to optimize your post exit life, Deep Wealth Mastery is for you. Please email success at deepwealth. com. Again, that's success, S U C C E S S at deepwealth. com. We'll send you all the information about Deep Wealth Mastery, otherwise known as the Scale for Ultimate Sales System. 

That's where you want to be. You want to be with other successful business owners, entrepreneurs, and founders, just like you, who are looking to create market disruptions. [00:03:00] Whether you're a startup, whether you've been in business for three or four decades, whether you're manufacturing, whether you're high tech, SaaS, low tech, whatever the case may Come in and network with other business owners, with other businesses, just like you, because they all want to lock in their financial freedom and enjoy both success and fulfillment.

Again, that's the 90 day Deep Wealth Mastery program. It has your name on it. All you need to do is take the next step. Please send an email to success at deepwealth. com. 

Deep Wealth Nation welcome to another episode of the Deep Wealth Podcast. Let me ask you this question, deep Wealth Nation, when you're looking at where you are today and where you wanna be. Do you have a way to get there? Is it strategic? Is it flying by the seat of your pants? I hope for me it was mainly flying by the seat of my pants.

Do you have people around you that had been there, done that? That can be a true asset to help you avoid some of the pitfalls, get there quicker and stronger. Do you know what's going on big picture wise with the change of technology, ai, all those other kinds of things that can affect your business [00:04:00] or even put you outta business?

And if you're like most entrepreneurs, you're probably saying no. That's where I was on my. Journey with my learning company. And so today we have a very special guest in the House of Deep Wealth. So Kevin, welcome to the Deep Deep Wealth Podcast. An absolute pleasure to have you with us. And Kevin, there is always a story behind the story.

What's your story? What got you from where you were to where you are today?

Kevin Korte: Thanks so much for having me. I think what got me to where I'm today is other people, and especially if you are leading a company and if you're at the top, it can be really lonely and you don't know whom to talk to. You don't know what to do really, and I think most of us know that you wattle yourself through and you step into the same mistakes everyone does, but you don't have to.

You can always ask others, and I think that's a great thing of finding actually a mentor who has gone through it, because you don't have to repeat everyone's mistakes. If instead you can learn from them.

Jeffrey Feldberg: And let [00:05:00] me ask you this, because my goodness, what you said in those few seconds, there's so much. There's. So much wisdom there. It's absolutely lonely at the top. It's so hard. Who can I speak to? I can't really speak to the friends and family as well-meaning as they are, they wouldn't understand or I don't wanna scare them.

Certainly can't speak to some of the team members. Some of this is confidential or I don't want them to be concerned. So you're right. And lonely at the top, being isolated, not where we wanna be. So I'm wondering, Kevin, when you're mentoring. When you're helping other fellow entrepreneurs, I mean, you have an impressive background with what you've done with open source, with ai, with technology, with where you've been with that.

So you've seen a lot when you're helping other entrepreneurs. Is it the good old Oles law, the 80 20 principle that, hey, 20% of these same issues that keep on coming up again and again, that are creating 80% of the problems or really opportunities, but the problems. Are you seeing any patterns?

Kevin Korte: I think it's much like [00:06:00] 20% of the problems repeat, and they make like 80% of your work and 80% of the problems you have, and then you don't have time for the rest because you're focused on all that, sometimes even systematic error where you're, if you're talking about ai, what you release the tape.

Why isn't the computer doing it for me? I think we all know it by now. Scheduling versus via calendar has really taken off because it was just so much work to send three emails to find a schedule appointment and finding these resources and these things. That's a lot of the work of the mentoring, like where people like, they're fretting, they don't See that there's solutions out there because they're so focused on their problem. And at the same time, a lot of entrepreneurs really don't have anyone to talk to because you don't want to go to your wife and say, oh my God, if I don't get this deal, I go bankrupt. And you don't wanna go to your team member to tell them that If you don't close that, we all off the job because you want them to motivate you and you don't want to tear them down with your [00:07:00] worries. And. At the same time, a lot of us define ourselves with our work. I mean, if you go into a network and meeting us, oh, who are you? We typically lead with, oh I'm a CEO of a tech company, or I'm a tech founder. We don't lead with, oh, I'm a dad. Or, Hey, I like, to build model trains at home. Because it's what defines us in many situations.

So we have that constant double, we don't know whom to talk to about something which really defines us. So a lot of it is talking about everyday problems or what I now see as everyday problems, which most entrepreneurs see as the absolute catastrophe in their business, especially in the startup business.

Jeffrey Feldberg: You're talking about this, and I know Kevin, what stood out for me in preparing for today learning about you and what you've been and where you're going and what you've done. You took on a lot of leadership. You're very young. If I can. Throw that out there at a very young age. You took on some significant leadership back [00:08:00] then when you're still learning the ropes.

How did you navigate through some of the challenges of leading teams? And you have people around you that have been, quite frankly, they're older than you and they've been on this path a lot longer than you, but you're leading them. What's going on there?

Kevin Korte: I think a lot of the growth had to do with people allowing me to fail

And I think The story I like to tell, which I shouldn't call it my favorite because firing someone is never a favorite activity, but firing the first person, it took me like six months when in retrospective. Now I should have pulled the trigger after a month, but had the great luck that our group, CEO walked with me and got me to the point where I.

pulled the trigger and I still had that support network that someone was there saying, yeah, you made the call. It's your call. And it's probably the right call. But in the end it was my call. And I think that's something which when I'm mentoring people now, it's the same. I can't take the decisions from them [00:09:00] because I'm, 'cause if I mentor someone.

A bit of the goal is to make yourself obsolete as a mentor, to get them to the next stage and then say, okay, I taught you everything I know. And if you take advisor the decision making power from someone else, they don't grow because they're like, ah, thank you. Kevin said it's a bit like Or in the big business, people like to joke. People hire KPMG just so that the CEO can say, oh, I fire 500 people because KPMG tells me so, or because now AI tells me so. But 

Jeffrey Feldberg: And so part of what I'm hearing is part of your secret formula, your secret sauce. You surrounded yourself with the right kind of people, even though they may have had more experience than you or older than you, they're also open having someone younger lead the way and be more forgiving that, yeah, you're gonna be making some mistakes.

That's okay. They gave you that runway. How am I doing with that?

Kevin Korte: Yeah, that's exactly giving the runway to make mistakes and learn from the mistakes. I think [00:10:00] a lot of it's also the learning part and asking them question, okay, what did you learn from that? What would you make difference the next time?

stick with it. Hey, did you make it different when the next time it happened?

Jeffrey Feldberg: And Kevin, when you look back on your journey, so you've made the transition from. Having executive roles, having the leadership, and you're leading the charge to now being on multiple boards and you're really coaching and mentoring and helping. You're writing all kinds of articles and Forbes Council and all those other kinds of things where you're affecting and affecting many people.

So I'm wondering what had you make that shift?

Kevin Korte: I think I discovered that I didn't really to be like the CEO type who leads teams of teams

Because it's a lot of personnel responsibility and a lot of invite versus I, I really love to do the strategic work like. Going the five year plans, finding [00:11:00] out, okay, is that really a target group?

Questioning the salespeople, do they make sales where people talk to each other and, And that's something which, setting strategy, analyzing the strategy. That's really what happens in the board role that happens when you mentor founders these both roles have less of the direct personnel responsibility and much more of the strategic oversize of strategic work, which I find both engaging and which also is a great talent of mine.

I.

Jeffrey Feldberg: Yeah, so that's interesting. So now that you're doing this, how has it changed your perspective on leadership? Because effectively now you're really both sides of the table. Leading companies on the leadership side there. Now as a board member, mentor coach, you're seeing it up close, but also from at a distance.

How has your perspective on leadership changed? What would you want us to know? I.

Kevin Korte: I think one of the big changes is that I'm much more focused on [00:12:00] others grow, and if I would go back in a company leadership position, one of my, I. Top KPIs would be to find out who will replace me one day and make sure that person grows. I think it's also a. The only thing which is famous, which Warren Buffet asked for the CEOs and their companies.

Okay, send me a letter with a name, who will be the next CEO of that company? And I think helping others grow in their roles, grow in their position, reach the next level would be much more a focus than it was when I was starting out in my leadership journey.

Jeffrey Feldberg: Interesting. And as you're helping other entrepreneurs now, you know, I'd be remiss. Us if I didn't bring up ai, artificial intelligence and what's been going on there and the whole open source side of things. Both areas. Something that you're very familiar with, you're an expert in. How is AI affecting business, not just today.

By the time this podcast airs, things are already gonna be outta date, they're gonna be changing. [00:13:00] What do you see in the very near future with ai, with business? How are the two gonna be intersecting? What would you want us to know?

Kevin Korte: I think for a lot of our roles, we'll see the AI take over what was when I was young and so my grandfather lead a company was actually the what's now called the personal assistant and then the secretary, that role has disappeared really for most mid and even for upper level management because we think, oh, we can do it with a computer. Unfortunately, that has meant that now the managers are taking over that time and losing that time, and I think AI will take a lot of these, scheduling, a lot of the routine email tasks and a lot of the. Answer notes and note taking and all these important administrative tasks, which. Very valuable, but not a good use of an A manager's time.

We'll see them being taken over more and more, and I think if we're in a Zoom [00:14:00] meeting, we already know that Zoom's note takers there to tell you, okay, hey, that are the four takeaways and that are the six tasks you have to do. And I think that will be much more prevalent and much more common in all kinds of meetings, which really allows us to focus on the meeting.

All these kind of tasks will more or less go to ai.

Jeffrey Feldberg: For the entrepreneur, Kevin, who is sitting there hearing us talk and they're saying, I read about AI in the headlines technology. Yeah, it's never been my strength. I'm not really sure where to begin or what to do with ai. Where would one start? Ease, even as of today, because people saying, okay, I missed the AI train.

It's already coming, gone. Actually, it has, and it's still very early days. Where would you recommend from one entrepreneur to another entrepreneur to get going with ai? What would that look like?

Kevin Korte: I think it's independent of ai. AI is just a tool to solve a problem, so really find, start with a problem. I. A problem you have, and then hopefully with a problem you discover it's not [00:15:00] just you, but everyone has it. And that way you can find a solution and you can sell the solution. Because in the end, AI makes a great label.

And yes, we had a bit of a hype for startup valuations, which went beyond good and evil, we should say. But in the end, people don't buy a product because you. Can write in big letters, AI on it. They buy a product and especially if you want them to repeatedly buy your product if you solve a problem and become valuable to them.

Jeffrey Feldberg: Okay, so it's, look at it as a tool. Put that tool to work, get to know it, figure out what's going on, and slowly you, the team become acquainted with it. How am I doing with that?

Kevin Korte: Yep. That's probably a good way to get started. I.

Jeffrey Feldberg: And what was interesting, you don't really hear a lot about this. You've written about AI and employee wellbeing, and so I'm wondering very high level when it comes to, and instead of employee, I like to call them team members. So for the team. Their [00:16:00] wellbeing, what's gonna be the good, the bad, perhaps the ugly from ai?

What should we know about this now so we can be proactive?

Kevin Korte: I think as with many things it. Be open about it, say what you want, what you wanna achieve with ai, and then get your team to either find their problems that you can solve it, or at least make it clear that AI is a tool for them and available to them instead of going in there oh, I'm gonna replace you, and you with AI now.

Because that's, first of all, it destroys your morals, but it's also. Very unlikely to be successful because we've had thousands of years of building human relationships, of building societies around human to human interactions. It's very unlikely that an AI is going to replace that aspect of doing business.

Otherwise, we wouldn't have a podcast here. We would've an email exchange and everyone would come and say oh, that's a great email. I'm gonna buy your product. But instead we are talking about different aspects. We're talking about [00:17:00] people. And not just about how to write the best email.

Jeffrey Feldberg: That puts some perspective. And so really what I'm hearing is independent of the technology, it goes back to. Human dynamics, human relations of communicating with each other and whatever the medium happens to be, whatever it's gonna be, leverage that, use that, get the message out there, but really have open kinds of discussions.

I.

Kevin Korte: Yeah, let them know what you're doing and let you know what you wanna achieve and get their input.

Jeffrey Feldberg: And I'm wondering, Kevin, with your role now from leading companies, from your own entrepreneurial side of things to now being a board member here at Deep Wealth, we focus a lot on how do I grow the value of my company today? I. And down the road at my convenience, when the timing is good for me, go to market and sell my company.

And part of that transition may involve a business owner having a board. They've never had a board before. The board was them, themselves and themselves, and that was it. They didn't answer to anyone. [00:18:00] They're now on a board. So for someone who hasn't had the experience of having a board for their specific company and what that means for them, walk us through from a board member's perspective.

What's your role? What are some red flags? What are you looking out for? What would you want us to know of how we could be the best possible company to really have the board appreciate what we're doing and help us get to the next level? I.

Kevin Korte: So a lot of it is similar to if you have investors, it's just that the board can force a bit more onto you than an investor can, which also means that it's really different what a board member does for a startup versus a mid-size. And if I talk to some of my peers at large companies, I'm like. You wait that long to really do something.

But it's just that at a large company that's formalized organizations and then that different than when you work with a founder who says oh, I need help immediately. But in all these cases, it's often looking at what's happening [00:19:00] and what, the leadership team wants as a strategy. That's what the board member really does and kind of has the perspective on, okay, what's five years down the road?

How can we grow the company value five years down the road? And then it's up to the CEO and his team to say, okay, that's the KPIs for the next five months or for the next six months. And in many cases, what, when I'm coming on as an investor or first time board member to founder. What's the first thing is okay, let's actually write down what's your KPIs?

Because everyone has these great dreams in their head, what's going on? But very few people have it written down, like then ask themselves, okay, how can I reach it? And it's actually the strategy aligned with what our vision and our missions are and all these. It seems a bit gritty and formalized, but it's often, it helps if they, if people can then visualize it and have it like written in front of them.

Jeffrey Feldberg: So interesting. And so when you're talking about KPIs, key [00:20:00] performance indicators, my next question, Kevin, you'd be perfectly right to say, well, Jeffrey, every company, it's different. They're on their own journey. No two companies are alike. Understood. That said, generally speaking, what would be some standout key performance indicators that I should be having for my company?

What are some tried and true?

Kevin Korte: I think the one which is really my favorite as an investor is how many or is looking at how many customers are brought in by other customers.

That's number one, because no matter what your revenue growth is, it's so much easier to make a warm sale and then to do cold calling or anything else.

So that's really the KPI, which. I'm mostly focused on how do you get customers who push your product to their friends and their connections, and how do you kind of build a micro target, which is self-supporting? And then I think that the second important one is, okay, [00:21:00] how's the. Also the company in itself.

What's a morale? So doing okay uh, doing service within the company, asking everyone, okay, how do you feel about leadership? How do you feel where it's going? And making sure then as a performance measure, is it going up or at least staying stable or are people having concerns? I think that's then the, then you have, it's a human resource point because. We like to count, okay, how many computers are there? How do we spend money? But we forget that our employees and the knowledge is often the biggest resource we have.

Jeffrey Feldberg: That's right. The biggest valuable resource that we have, it. Is really our team members. And you know what's interesting is you're talking about those two KPIs. What's interesting about that, they don't show up on a profit and loss or a balance sheet. It's really, I'm gonna put it on what some people would call perhaps the soft side of business in terms of what you're talking.

And it's interesting. With your technology background that you're saying, well, hey Jeffrey, [00:22:00] these are the two KPIs that I'd be starting with. What led you to go to these two As, yeah, here's where you wanna start.

Kevin Korte: be honest, if you have a lot of money in the company, you can weather problems, but you also have a problem because you suddenly sit on a huge stack of money, which does nothing. So yes, you have to balance your books, but it's always a back and forth there with human relations.

It's, unless you go really into, stupid ideas, which some founders have. And it's really hard to destroy human capital and human relations.

And so no matter where your company is, you can always build on these.

That's the knowledge of having. Gone through it myself and but also have others that it's a lot harder for people to build human connections, build sustaining human connections and utilize them for the business because we're always afraid of if I ask something, I own someone.

And it's it's an interesting point. If you talk about wealth creation, you often can figure out whether someone grew up rich or [00:23:00] poor

By looking at, do they ask you for favors without. Without being really like I'm so shy, I don't wanna ask you. So, versus a lot of the more wealthy people, it's just normal to ask for a favor without thinking, oh, what do I give him back?

Oh my God.

Jeffrey Feldberg: Interesting. Some of the human dynamics that you're going into. So as a board member and also as an investor, let's take the glass as half empty, not half full. Usually it's half full. As entrepreneurs, what would be some red flags in terms of you're looking at a company, maybe it's with the founders, maybe it's with the company culture.

What would be some general red flags that would have you say. I'm gonna take a pass on either investing in this company or being a board member for this company.

Kevin Korte: I think honesty is always the first one. If there's a, even just a feeling that someone is dishonest with me, You have to do a lot of convincing to get me to invest and even more to come on and spend time with you.

we're back to human relations. You can't really work on a human relation if you feel I mistrust you

And.[00:24:00]

It was just a feeling and I don't have anything honest, then I might even tell you that. Okay. I don't think we connect on a human level, the other thing is I'd like to ask people for the financial projections. I don't really care about the numbers because if you build a startup, okay your financial production six months out, out will be wrong.

But it's great to see how people's thought process worked. Have they thought about what problems could come up?

Have they thought about, okay, what happens if we don't reach targets, if we grow faster then than expected? And getting that into a financial projection. That really tells you a lot about the thought process of, first of all, how creative people are, was coming up with problems. How methodical they go for it and how well they can do the analytic part of saying, okay, that translates into the following numbers because yeah, that's just what research shows and kind of then get the, how well read they are, how well your research on their own [00:25:00] thoughts.

Jeffrey Feldberg: Well, you know, as you're talking through that, I would never have really thought coming into this. That's where you're coming from. You're right with what you're saying. By the way. It's just a really interesting perspective. And so let me ask you this, Kevin. It might be somewhat of an awkward question out there, but you're right.

Perception is reality. And so for an entrepreneur who didn't come from any money. And they're now in the business world. They're looking to attract capital. They're looking to build a board of investors. What would be some habits that they may have or how they present themselves to the world? What should they be working on?

Because you said something I haven't really heard really at all before. I'm fascinated by this, Jeffrey. I'm looking at how someone ask for a favor if they even ask for a favor. Because if they come from wealth, if they come from privilege. Hey, not a big deal. They're just gonna ask for it. And that's just what they're accustomed to.

They're not really looking to give anything for it. Hey Kevin, I've got this question. Maybe could you help me with this? I'm wondering, what are your thoughts? As opposed to, oh, Kevin, maybe if you help me with this, I'll buy you a [00:26:00] cup of coffee, or I'll take you out for this or do that. So how do we really put our best foot forward, but still being truthful to who we are and what we're all about?

Kevin Korte: a lot of sense. It's a, it's habit building. So start with your own networks. Ask in your alumni group if you went to university or asking a friend group that, Hey, can you do me a favor? Can you look at this website? Doesn't look good.

Start with these small things. And then you get into the habit of being like. Accepting. And on the other hand, you can also turn the whole thing around. If you go to networking events and or industry events, go into this networking session with the idea of, okay, I bring two people together to help each other not only forces that. You to talk to people, but you also really have to listen to what they're saying and what they're looking for.

And that way you can, if you don't want to lead with asking, you can lead with giving others help and they'll remember you and I'll happy to help you next time.

Jeffrey Feldberg: And [00:27:00] what's interesting about that, Kevin, it's that old saying that practice makes perfect. Whether you're just starting out in business, whether you've been in business for decades, to fine tune how I present myself to the world, and so I know if I'm gonna become a public speaker, there's an organization, Toastmasters, that's the one that comes to mind for me.

It's known worldwide. Okay. I'm gonna go to Toastmasters, I'm gonna go through some of the programs I'm gonna practice. I'm going to take my speaking to the next level. On the flip side of what I'm hearing you say for business, hey, go to some networking events. See what that's all about. Help people get yourself out there, introduce yourself, and it sounds like putting yourselves under pressure, just like coal under pressure becomes a diamond.

We're gonna take our rough edges, we're gonna smooth those over, so we're gonna be more polished and really show up in an authentic way. How am I doing with that

Kevin Korte: Yep. I have to say I, I've went to Toastmasters as well, so, before I started going to networking and because I was like shutting up and standing in the corner and not knowing what to say, and it's really, yeah, practice makes perfect and. Just getting into the [00:28:00] habit of actually speaking, even if just for two minutes, new elevator pitch it.

It really helps you, even if you're not an entrepreneur, if you just wanna move your career along and speak after the meeting.

Jeffrey Feldberg: It can make all the difference. Absolutely. And let me ask you this before we start going into wrap up mode. I'm wondering with your background with both open source with ai, I. A hard question to have you predict. No one really knows. Take us out though. Three years, five years, 10 years doesn't sound like a lot.

It really is a lot though at the rate of change of what we're seeing and how everything is redefining itself. And it could be for business, Kevin. It could also be for society. Where do you see this whole AI path going and changing societal norms and business norms? [00:29:00] Mm-hmm. Mm-hmm.

Kevin Korte: And I think we'll see a lot of redefining in the next.

Five to 10 years there when it comes to copyright law, when it comes to privacy law and how businesses can interact with it. And it might spell the end of big tech companies if if everyone outside us says, okay, you can't host stuff anymore on a global SaaS scale, and we might need to learn to live in a world where Google doesn't exist as such anymore.

I think that's a big scary part on the flip side, we might all enjoy the fruits of labor. If our politician decides, or really I should say, if we as society decide, not give away the, the choice only to our political actors, if we decide we all should share the layers of ai, we might all sit down and have robots cater to us and we should just remember to move around Still.

Jeffrey Feldberg: [00:30:00] Wow. It sounds, on the one hand, exciting, on the other hand, somewhat scary in terms of what's there. And Kevin, to me, as you're talking through this and as I think through ai, what it means for me personally, what it means for the business community, for my fellow entrepreneurs. It really takes me back to the late 1990s, the early two thousands, where there's this new thing called the worldwide web later to become known as the internet and e-commerce.

And looking back then, so much of that reminds me of AI Today. I. When AI first began very utopian, just like the internet was, oh, this is going to change the world for the better. It's gonna bring the global community to be local and we're gonna interact with each other. And all these positive things came.

And of course, there's always a dark side with that. Same thing with ai, oh, it's gonna make our life easier. We're not gonna lose any jobs, and life is just gonna be terrific. And now we're looking at massive shifts and not necessarily. A bad thing. Very high levels, not great, losing a job. That said, [00:31:00] if we look around society today, so many of the tasks or the jobs that people are doing, those didn't exist five years ago, seven years ago.

It was created by technology and the massive change that came with that. But it's interesting, the opportunity, just like those companies that got involved in the worldwide web, AKA, the internet very early on with e-commerce and websites. They were the winners back then. It looks like the same thing with AI today.

Thoughts about that?

Kevin Korte: I don't know whether the first ones on the, playing field really was winners in the internet. Some of them were, but if you remember, MySpace was there before Facebook and now it's not there anymore. I. It's in many cases the ones who, who make the product and who find the target group better. But yes it will end up very similar to the internet that we have jobs disappearing and other jobs, which get a lot better.

I mean, I mentioned before and secretaries aren't around anymore in this, in the numbers. Neither [00:32:00] stenographers. But on the other hand, if you are a researcher pre-internet age, it means going to the library, going through hundreds of little note cards to find the books or the references you needed, versus now it's a Google Scholar search to find it.

And the same will happen with ai. There will be jobs which will be lost jobs, which will get fundamentally more efficient and other jobs which won't be affected or will be very little affected because. Let's be honest, we still need a plumber who goes under the sink to work with it. We will still love to have a nurse in the hospital who talks to us, who makes sure, instead of just a robot who says okay, I'm ripping off the bandaid now. And yeah, there will be all three of them.

Jeffrey Feldberg: So interesting and absolutely, and great observation. You don't have to necessarily be the first, you just gotta do it better, but you've gotta be there early enough to do it. And so Deep Nation, one of the takeaways. Get involved in ai. Why not pull up one of the AI bots in your next leadership meeting?

Ask it a [00:33:00] question. Have your area leaders do the same thing? Have it, take it to their team, and slowly begin to immerse yourself into what this is all about and become familiar with it. And I know new ways will be found of doing things better, faster, maybe even eliminating things. And so, Kevin, before we go into wrap up mode.

Is there a question that I haven't yet asked that you would like to address and put out there to the Deep Nation or maybe even a topic or a theme we haven't yet covered?

Kevin Korte: I think we've covered almost everything and done a good job to make a really round circle.

Jeffrey Feldberg: Love that. Okay. Well that said, it's a terrific segue into wrap up mode here. I. And here on the Deep Wealth podcast, it's our tradition. Kevin, I have the privilege and the honor to ask every guest the same question. It's a fun question. Lemme set this up for you. When you think of the movie Back to the Future, you have that magical DeLorean car that will take you to any point in time.

So Kevin, imagine now it is tomorrow morning. You look outside your window. Not [00:34:00] only is the DeLorean car curbside, the door is open, it's waiting for you to hop on in which you do, and you're now gonna go to any point in your life, Kevin, as a young child, a teenager, whatever point in time it would be. What would you tell your younger self in terms of life lessons or life wisdom or, Hey Kevin, do this, but don't do that.

What would that sound like?

Kevin Korte: I, I have to say, I'd probably go back to my. A 10 or 11-year-old self, because I have to say, I had really bad PE teachers who got me off of sports for a long time, and I would tell myself, it's not about the PE teacher, just about moving sometimes and get myself to do, actually do sports instead of being turned off by it and not starting before my thirties again.

Jeffrey Feldberg: So interesting. So what if that were to be a sentence that you tell your younger self? What would that be in a sentence or two?

Kevin Korte: Don't let teachers demotivate you. They'll be gone soon.

Jeffrey Feldberg: That's [00:35:00] great advice. You know what? We can take that not just to teachers, but really anybody could be a family member, could be a friend. Don't let others demotivate you. Believe in yourself. Just do it.

Kevin Korte: Yeah.

Jeffrey Feldberg: great advice, particularly as entrepreneurs, when we have a new and novel idea, everyone says we're crazy.

Until it works and then, oh yeah. It was a natural, it's just the journey. And Kevin for the DE both community, they have a question. They wanna reach out to you, they wanna have a conversation with you. Where would be the best place online to reach you?

Kevin Korte: I think best places through my website was this. That's K-O-R-T-O-R-T e.co, so that's K-O-R-T-E co, my last name. And there's also links to social, there's a contact form and ways to reach me and to see what I'm up to.

Jeffrey Feldberg: Terrific and Deep Wealth Nation. It does not get any easier. It's all in the show notes. It's a point and click. Well, Kevin, congratulations. It's official. This is a wrap and as we love to say here at Deep Wealth, may you continue to thrive [00:36:00] and prosper while you remain healthy and safe. Thank you so much. I.

Kevin Korte: Thank

Jeffrey Feldberg: So there you have it, Deep Wealth Nation. What did you think? 

So with all that said and as we wrap it up, I have another question for you.

Actually, it's more of a personal favor. 

Did you find this episode helpful? 

Have you found other episodes of the Deep Wealth Podcast empowering and a game changer for your journey? 

And if you said yes, and I really hope you did, I have a small but really meaningful way that you can actually help us out and keep these episodes coming to you.

Are you ready for it? 

The dramatic pause. I'll just wait a moment. Drumroll, please. Subscribe. Please subscribe to the Deep Wealth podcast on your favorite podcast channel. When you subscribe to the Deep Wealth Podcast, you're saving yourself time. Every episode automatically comes to you, and I want you to know that we meticulously craft Every one of our episodes to have impactful strategies, stories, expert insights that are designed to help you grow your profits, increase the value of your business, and yes, even optimize your post exit life and your life right now, whatever you want that to look [00:37:00] like.

And every time you subscribe and a fellow entrepreneur subscribe, it's a testament to how together, Yes, we are. We are changing the social fabric of society. One business owner at a time, one liquidity event at a time. So don't let the momentum stop here. Subscribe now on your favorite podcast channel.

You'll never miss an episode. You'll be the first to hear from the top industry leaders, the innovators, the disruptors that are really changing and shaping the business world, and maybe you're commuting, maybe you're at the gym, maybe you're taking a well deserved break that we spoke all about on this episode.

The Deep Wealth Podcast, it's your reliable source for the next big idea that could literally revolutionize your business. So once again, please hit that subscribe button, stay connected, inspired, and ahead of the curve. And again, your next big breakthrough moment, it might just be one episode away. Maybe it was even this episode.

So all that said. Thank you so much for listening. And remember your wealth isn't just about the money in the bank. It's about the depth of your journey and the impact that you're creating. So let's continue this journey together. [00:38:00] And from the bottom of my heart, thank you so much for listening to this episode.

And as we love to say here at Deep Wealth, may you continue to thrive and prosper while you remain healthy and safe. 

Thank you so much. 

God bless.