Kevin Eikenberry

And so I moved myself in the direction of that to get myself into the training and development group at Chevron. Took some coursework, some master's coursework in adult learning and that sort of stuff. And it's during that time, like I went to work for Chevron without the intent of being there forever. My goal was to start a company. Of course, that is what I ended up doing.

And so I moved myself in the direction of that to get myself into the training and development group at Chevron. Took some coursework, some master's coursework in adult learning and that sort of stuff. And it's during that time, like I went to work for Chevron without the intent of being there forever. My goal was to start a company. Of course, that is what I ended up doing.

And what I discovered over that several years was that doing the work of Training and speaking and developing others was really what I was put on the planet to do. And so after about eight years in corporate America, I left to start my company.

And what I discovered over that several years was that doing the work of Training and speaking and developing others was really what I was put on the planet to do. And so after about eight years in corporate America, I left to start my company.

I would say no one should do it the way I did it because I didn't do it well. First of all, when I started a long time ago, there weren't near as many that whole genre of coach. That didn't really exist, but there were certainly plenty of people that had gone out to do the kinds of things that I was doing. The first clients were all internal Chevron clients.

I would say no one should do it the way I did it because I didn't do it well. First of all, when I started a long time ago, there weren't near as many that whole genre of coach. That didn't really exist, but there were certainly plenty of people that had gone out to do the kinds of things that I was doing. The first clients were all internal Chevron clients.

So I left the company and I was working at the corporate level. And I was doing a number of projects for other parts, operating units, business units in the organization. And when I let them know that I was leaving, they asked me what I was doing. I told them what I was gonna do. And they said, we don't really want your replacement. We really want you.

So I left the company and I was working at the corporate level. And I was doing a number of projects for other parts, operating units, business units in the organization. And when I let them know that I was leaving, they asked me what I was doing. I told them what I was gonna do. And they said, we don't really want your replacement. We really want you.

And so I actually left with a bunch of work, which was great in the short term, but wasn't necessarily great in the longterm because it got me, first of all, it made the exit very easy in reality. But it postponed my need to really think about how do I market myself beyond those clients. And that's, I think, something that I've advised many folks over the years since.

And so I actually left with a bunch of work, which was great in the short term, but wasn't necessarily great in the longterm because it got me, first of all, it made the exit very easy in reality. But it postponed my need to really think about how do I market myself beyond those clients. And that's, I think, something that I've advised many folks over the years since.

That you can't just do the work. You want to just do the work because that's why you started to do it. But you can't just do the work because. Because if you're not always marketing, you're going to have these cycles where you've got a lot of work and no work, a lot of work, no work. You really don't want that. You want something a lot more consistent and a lot more sustainable.

That you can't just do the work. You want to just do the work because that's why you started to do it. But you can't just do the work because. Because if you're not always marketing, you're going to have these cycles where you've got a lot of work and no work, a lot of work, no work. You really don't want that. You want something a lot more consistent and a lot more sustainable.

So that was a life lesson, a business lesson that I suppose I knew back here, but that I learned much later than I might have learned when you first start like many do. Yeah, we certainly had cycles. And it was always my goal to get people to the point where they didn't need us.

So that was a life lesson, a business lesson that I suppose I knew back here, but that I learned much later than I might have learned when you first start like many do. Yeah, we certainly had cycles. And it was always my goal to get people to the point where they didn't need us.

In other words, to work ourselves out of a job that we were then doing the work we were supposed to be doing if we were getting to the point where we weren't necessarily needed. And that's been sort of one of our core goals.

In other words, to work ourselves out of a job that we were then doing the work we were supposed to be doing if we were getting to the point where we weren't necessarily needed. And that's been sort of one of our core goals.

competencies and kind of our core beliefs is that we want people to become self-sufficient and not to simply rely on us for the long haul, which strategically has led to times where like, how do we get a new piece of business somewhere else in that company or whatever?

competencies and kind of our core beliefs is that we want people to become self-sufficient and not to simply rely on us for the long haul, which strategically has led to times where like, how do we get a new piece of business somewhere else in that company or whatever?

But fundamentally, the approach of we want to develop you to the point where you don't need to rely on us as a crutch or in any sort of way has always been our approach.

But fundamentally, the approach of we want to develop you to the point where you don't need to rely on us as a crutch or in any sort of way has always been our approach.