The hidden cost of running your business outside your zone of genius is not time, it is headspace. When a founder carries operational responsibility they are not built for, the mental bandwidth that would go to innovation, strategy, and growth gets consumed by decisions someone else should own.
Welcome back to The COO Solution Podcast. In this episode, host Derek Fredrickson sits down with one of The COO Solution’s clients, Jason Barnard, founder and CEO of Kalicube, to discuss what happens when a successful entrepreneur finally stops running a business outside their natural strengths.
Take the Quiz — Find Out What Your Business Actually Needs
About This Episode
After building three profitable businesses over more than three decades, Jason realized that while he could lead operations, manage teams, and organize projects, those responsibilities were never where he created the most value. His real strengths lay in innovation, product development, speaking, and building groundbreaking technology.
Jason shares how partnering with a Fractional COO allowed him to step fully into his zone of genius, reclaim valuable headspace, and build the leadership infrastructure necessary for Kalicube’s next stage of growth. Along the way, Derek and Jason explore delegation, EOS, founder psychology, AI, operational leadership, and why letting go is often the hardest part of scaling.
Whether you’re leading a growing company, struggling to balance strategy with operations, or wondering if you’re spending your time on the highest-value work, this conversation offers practical insights into building a business that supports both growth and founder fulfillment.
In This Episode
[02:41] Recognizing the Need for Change
Jason shares what was working inside Kalicube and what finally convinced him it was time for operational support.
[06:14] Finding Your Zone of Genius
Why founders should stop spending time on work they can do and focus on work only they should do.
[11:06] Breaking Through the Million-Dollar Ceiling
How putting the right people in the right seats unlocks sustainable growth.
[12:57] Why Headspace Matters More Than Time
Jason explains why freeing mental bandwidth creates far greater leverage than simply saving hours.
[18:43] Life With a Fractional COO
The operational and leadership changes that transformed the way Kalicube runs.
[24:21] Helping Teams Embrace Change
How thoughtful leadership creates trust, improves communication, and removes organizational friction.
[40:12] The Three Levels of Delegation
Why delegation is only complete when founders let go of both authority and mental ownership.
[41:49] Knowing When You’re Ready
Jason shares his advice for founders considering a Fractional COO.
Why This Matters
Many founders believe they need more time. In reality, what they need is more headspace.
The constant responsibility of managing people, solving operational problems, and making every decision consumes mental energy that could be invested in innovation, strategy, customer relationships, and long-term growth.
This episode explores why operational leadership is not simply about removing work from the founder’s plate. It is about creating the freedom to focus on the work that creates the greatest impact.
What You’ll Learn in This Episode
- Identify whether you’re working inside or outside your zone of genius
- Understand why headspace is one of a founder’s most valuable assets
- Build greater trust through effective delegation
- Create operational systems that remove founder dependency
- Lead a business that scales without requiring your constant involvement
Action Steps for Listeners
- Identify the work that only you can do as the founder.
- Audit where you’re spending time outside your zone of genius.
- Delegate responsibilities with both authority and ownership.
- Create operational systems that reduce your daily mental load.
- Protect your headspace for strategy, innovation, and long-term growth.
Resources & Links
New episodes drop soon, so subscribe to The COO Solution Podcast so you don’t miss one. You can also connect with The COO Solution on LinkedIn, Instagram, and Facebook. If this episode resonated with you, share it with a founder who is spending too much time outside their zone of genius and needs the operational support to reclaim their headspace.
Take the Quiz — Find Out What Your Business Actually Needs
Full Transcript
Intro
[00:17] Derek Fredrickson: I’m really excited to welcome today’s guest to the podcast, Jason Barnard. Like recent guests who are clients of the COO Solution, Jason has been working with us from quite some time and someone I have had the pleasure of supporting as he grows his business and builds for the next chapter. Jason is the CEO and Founder of Kalicube, a premium digital branding consultancy, operating in France and the United States, which he founded in 2015.
[00:48] Derek Fredrickson: He is an award winning entrepreneur, author and keynote speaker who specializes in precision brand intelligence, helping business leaders control how decision makers perceive them on Google and AI when million dollar decisions are at stake and today Kalicube tracks 73 million brand profiles and 25 billion data points and Jason has spent the last decade becoming one of the most respected voices globally on how AI assistants, represent brands at the moment of purchase, hire or partnership decisions. And what makes this conversation particularly compelling is that Jason has built 3 profitable businesses over 35 years, all driven by passion, all successful, and by his own admission, none of them are run quite as a CEO would.
[01:48] Derek Fredrickson: He is the rare kind of entrepreneur who knows more about how AI sees your brand than almost anyone else on the planet, and now is applying that same rigor and intentionality to how he runs and scales his own business. So this episode is about what happens when a founder who has built something genuinely world class decides it is time to build the infrastructure and leadership foundation to match it. Let’s get into it.
Main Episode
[00:02] Derek Fredrickson: Hey everybody, welcome back to the COO Solution Podcast. I am your host, Derek Frederickson, founder and CEO of the COO Solution, and very excited to join us today, one of our clients, Jason Barnard from Kalicube. Jason, welcome to the show. It’s great to have you today.
[00:18] Jason Barnard: Lovely to be here, Derek. Thank you.
[00:20] Derek Fredrickson: Yeah, thank you. Uh we’re gonna have a great conversation of, again, as we’ve done from time to time, share a little bit about what it’s like to work with us as a client here at the COO Solution. I was just sharing with Jason earlier before we started recording that I can tell people all day Uh long how great it is you know to work with us and how beneficial it is to have a fantastic COO. But sometimes when they hear it from a client who’s actually doing the work and seeing the results and benefits, it tells a different story. So I appreciate the opportunity to have this conversation with you, Jason. And Uh just to provide a bit of context, I’ve already done a little bit of an intro, but you’re in France. I I I I’d love to for just to kind of start maybe on a
[00:56] Derek Fredrickson: kind of personal anecdote. You’ve been living in France from quite some time. You’re British. Tell us a little bit about that. Like what brought you here and and and and how did you get started on that side of things? I think it’s an interesting story.
[01:09] Jason Barnard: Yeah. Well I moved to France when I just after my degree, uh I did a degree in Economics at Liverpool. And moved to France in 1988. So a very long time ago. Uhm and stayed because living in France is really nice. Uhm Also built up a career, I was a musician initially, played a double bass in a band and kind of fell in love, joined a band, had a child and stayed.
[01:37] Derek Fredrickson: And here you are.
[01:37] Jason Barnard: And it’s it’s it’s lovely. I mean, I’m in the south of France, it’s lovely and sunny. Food is great. People are lovely. I still play music. Hanging out in the south of France, honestly, I’ll go back to ICA, I’m going back later today, isn’t my favourite thing in the world to do.
[01:53] Derek Fredrickson: Yeah, yeah. There are worse places than the south of France. Well, let’s dive in a little bit, Jason. So I think one of the things that I admire about you is that you’ve been, you’ve built several profitable and successful business. You’ve you’ve been doing different things for for quite some times, a couple decades, if you will. But I want to talk specifically about Kalicube. And I would love to maybe paint the picture for our audience a couple months ago, before we started working together, before we had a conversation about the opportunity to work together. What was going on in Kalicube that made you feel like what was working, what wasn’t working, what were some of the signs or some of the prompts that said, perhaps I’m looking for something that’s different to help me get to the next level.
[02:38] Derek Fredrickson: What was just kind of going on, if you can describe a bit?
[02:41] Jason Barnard: Well, I think, we kind of start with what was going right is that Kalicube offers corporations and people, entrepreneurs in particular, the opportunity to control the brand narrative about them in search and AI. And I think the world is just now waking up to how important that is, is that your personal brand or your corporate brand is what Google and AI, ChatGPT say when you’re not in the room. And we all do it. We research people we’re gonna work with. We research companies. And then we don’t really think actually what what do people researching me or my company see when they’re doing that same uhm piece of research. And it’s often shocking. You think, they probably get it. And they they probably do get it more or less. And for some people that’s fine, for some companies that’s fine.
[03:36] Jason Barnard: I would I would beg to differ in the sense that what the AI is saying about you is. What a very trusted friend or partner is saying about you. So I’m only using ChatGPT or Google or Perplexity to research Derek Frederickson because I trust them and I trust their opinion. And if they’re very flat, or I’m just a guy who runs a company and they do chief operating officer stuff. I’m not super convinced. So that bottom of funnel prospect suddenly doesn’t convert when they should have converted. And the the the slightly difficult part of that is you don’t know it’s happening. And I mean one thing obviously I do, as soon as we started talking was who is this guy? And the answer was okay. And if okay is good enough, not for you personally, Derek, but if okay is good enough, then it’s good enough,
[04:34] Jason Barnard: That’s fine. And I used to argue with people saying okay isn’t good enough, and now I’ve stopped because some people do think okay is good enough. I personally think you need to make sure that what AI says about you, what Google says about you, what ChatGPT says about you, is what you would have said yourself or what your best client would have said. So what I’m about to say to you about your company and your work is what you, I believe, sorry, you should work to get Google and AI to be saying. If ChatGPT isn’t saying what I’m about to say about working with Derek Frederickson at the COO solution, then you should be worried or you should be working towards that because it’s going to convert a lot of clients. And that goes for your personal brand and for your corporate brand. And that ability is, of control, is num is is sorry, is unique.
[05:30] Jason Barnard: I don’t know any other company in the world that can promise you or can sell to you the idea that you take control of that brand narrative in Google and AI. And to the extent that we are the only ones Google have actually had me on stage speaking about this. Google has paid me to speak to their audience about how, about this exact idea, which is for me the ultimate accolade.
[05:56] Derek Fredrickson: Yeah. It should be. I mean, you are the subject matter expert. I said that in the intro. I mean, you know, you Google pays you to tell them about things such as AI and and and being found in that way. So I think that speaks a lot to you to your credibility and your knowledge base about what what you’re talking about.
[06:14] Jason Barnard: So that that was the good side. Yeah. The the bad was that I was running the company against my character, in the sense that I had forced myself, trained myself to be a COO, somebody who organizes the team. And I was doing okay. But it’s not my happy place. My happy place is inventing stuff, is figuring out how to get the AI to say what I want about my clients. Uh My happy place is to build the machine. I’ve got Kalicube Pro, you see behind me 25 billion databases we’ve collected. The algorithms, I’m writing them myself. It’s my brain codifying, backed by 25 billion data points collected from Google, ChatGPT and the others. That’s my happy blanks. And I thought, oh, I can run a company, I can lead a team, Uh I can manage a system, Uh I can look at the accounts. And I was doing okay.
[07:12] Jason Barnard: The company is was thriving, it was doing well. Uh It’s my third company. They’ve all been profitable. The first one I created in 1991, when I said I was a musician and I was in a record company box at the same time. Got it. They’ve all thrived, they’ve all survived. But I’ve always been doing work that I didn’t enjoy and I wasn’t necessarily very good at, but I did it well enough to create companies that were surviving, even thriving. Uhm And then I did a test with a friend who. Sorry, a guy who was recommended by a friend of mine. And it was – define what you’re incredibly comfortable with. And I scored 10 out of 10 for innovation and detail and one out of 10 for organizing people, leading teams. And I can’t remember what the other one was, strategy or something like that. And I was.
[08:11] Jason Barnard: I can do all of those and say, yeah, you can do them, but you’re not comfortable. You’ve trained yourself to do it. So that that point I thought I need to let go of the organization and the implementation of what I can actually see should be happening. And that’s what COO is all about. And focus on the things I’m good at, which is speaking at conferences, Uhm hanging out with entrepreneurs, having conversations that help them and help me. And in the entrepreneurs organization, we’re both members of that.
[08:44] Derek Fredrickson: It’s brilliant.
[08:44] Jason Barnard: It’s absolutely delightful. It’s really helpful to me as an entrepreneur. I get to talk to honest clients as well at the same time. And thirdly, inventing, patenting, creating, writing academic papers and building (inaudible) platform, which I’ve been doing the last couple of weeks. And I’m absolutely loving it. And I’ve got the position now of I only now am responsible for three things in in my company and all three, I enjoy speaking, hanging out with entrepreneurs and building one machine.
[09:19] Derek Fredrickson: That’s amazing. That’s amazing.
[09:19] Jason Barnard: That’s how it should be. And that’s what I’ve been working towards the last 35 years.
[09:26] Derek Fredrickson: Yeah, I know. To get to this point where you could focus on those three things. And I love that. I love to unpack a little bit. What you shared, the clarity around that is your lane, that is what we call your zone of genius. And I really want to highlight for audience something that you said, Jason, I think is really important for most business owners, in fact, I would say all business owners to hear at some stage or another, which is, yes, you could do all of those things that you were aware of. You had the clarity and awareness that was not putting you in your happy place. Lead teams, organize, implement projects that weren’t in your zone of genius, the the the minutia. Right. You could do that. And like you said, you’ve been doing it somewhat successfully for quite some time.
[10:11] Derek Fredrickson: But then there was this epiphany, this kind of awareness, saying if I could bring in people, that that’s their zone of genius, that’s their lane. And it frees you up to focus on the things that are really going to move the needle. So Uhm I want to bring us back to. We were introduced through. We had the opportunity to connect through EO Entrepreneurs Organization and Uhm we talked a little bit about. I shared a little bit about what a CEO does and we talked about eos, entrepreneurial operating system and the power of an integrator. You’ve got a sizable team. They’re virtual, they’re remote. Uh You had, Uh you know, different client engagements happening. What was some of the insights, aha moments, that said, I do want to take this to a step where I want to bring in a fractional COO or fractional integrator.
[10:56] Derek Fredrickson: What was the thing that kind of really prompted that? Say, I’m aware of it and I can see it, but I’m ready to now kind of move forward and take the action.
[11:06] Jason Barnard: Well, Uhm, I mean, the the the The thing was, as you said, the moment of epiphany is saying, that is that isn’t my zone of genius. And I don’t enjoy it, but I do it. I do it and it works. As you said, that’s fine. And I think the famous million dollar ceiling is the moment you say, I can’t do things that are not naturally gifted. I have to get people doing things they’re naturally gifted for. And if we’re going to break through, in fact, well beyond the ceiling, we have to have the right ceiling and the right seats where they’re actually working, where they enjoy, where they’re going to be incredibly Uhm successful. And when I looked at the graph and I remember really clearly, it’s so locked and and bizarrely, it’s Uh the big ideas and the tiny details are the two things that I’m best at.
[12:04] Jason Barnard: And for building a platform like Kalikube Pro, those are the two things you need. And it’s, from what I understand, it’s an unusual combination to be that lopsided. And the the moment that I kind of thought I have to do this was the moment I realized that I should be building the machine, I should be out there speaking, and that I’m wasting my time doing things that don’t needle for my business, where I’m not being the most performant. And what I am now looking at in terms of what we offer is it’s exactly the same thing. And I think that’s now becoming a key is we take the weight off your shoulders doing something that you’re probably already doing after your brand, doing your marketing for your company, obviously. But we can take that weight off you shoulders because we know what we’re doing, we enjoy doing this.
[12:57] Jason Barnard: We have a machine that allows us to do this in an automated fashion. And you don’t have to think about it anymore. And that’s the thing I didn’t realize about entrepreneurship a couple of years ago. I’m really getting into it now is. Headspace is the most valuable thing in the world for me. And actually, it isn’t time and it isn’t money. It’s headspace. And I will pay very good money to get headspace, even if I don’t get time back. If I get headspace, it allows me to do a lot more with the time that I have.
[13:31] Derek Fredrickson: Yeah.
[13:32] Jason Barnard: And the the the for personal brand example, a lot of people come to me and they say, well, I just don’t have to myself. That’s fine. They say, yay. Probably doing a good job. You’re certainly not doing a brilliant job, and you’re not doing an excellent job. You’re not doing the best possible job. More than anything, it’s taking up your head space. You’re thinking about it during the day. If you freed up that headspace and gave that headspace and gave that headspace to – how do I get more clients? How do I get out there talking to more people to expand my business? How do I figure out how to run my business? Whatever your zone of genius is.
[14:06] Jason Barnard: Keep your headspace for your zone genius. Pay other people to relieve your head and your brain space of the things that you’re not so good at. And and probably you don’t enjoy. Yeah.
[14:18] Derek Fredrickson: Thank you for. I love the analogy between what you provide and serve, your client base at Kalicube and what you’re receiving as part of what we’re there there. There are a lot of similarities, and I think it just goes back to, you could, but it doesn’t mean you should. You probably are understanding how your brand is showing up in in AI and it’s. It’s working, it’s okay, and that’s fine. But for those that want to take it to the other level and free up that headspace, that can really start to exponentially shift and grow the business. And I think there’s this congruency, there’s this alignment, there’s this feeling which is like, then it becomes fun, then it becomes happy, to use your word.
[14:52] Derek Fredrickson: It comes exciting as opposed to, oh, I’m dredging going into this meeting or dealing with these issues, and I’ve got this team problem, and that’s where it feels like it’s going against the grain.
[15:04] Jason Barnard: Yeah. No. There are multiple things going on there which I really enjoy. Number one, it moves uh taking on fractional COO or a fraction look after my personal brand or corporate brand in search and AI, not only does it move the needle and make things move forwards more efficiently, more effectively, better. It frees up headspace, which means you enjoy your life more and your business more and you’re focusing on the right things and it makes you money. What’s not to like?
[15:36] Derek Fredrickson: Yeah, let’s not forget about that. That’s an important byproduct of the work that we’re doing, for sure. I appreciate that.
[15:40] Jason Barnard: And you mentioned earlier on about EOS. One of the things I love is. People have talked about EOS. I said, oh, we’re implementing it ourselves. And one person I’m thinking of, two years down the line, it’s going okay, I thought. And what I’ve loved is that I didn’t need to learn EOS. I don’t even need to implement EOS officially, because Gemma came in. She’s implementing the structure of it in a very efficient manner. I don’t really know how it works and I don’t really care. It’s not my problem, really isn’t. And I had a friend. I had a friend. Well, he he he I worked with him for years. He was a singer in the band and worked together in the early days of Galicia. And he bought me for my Christmas present, a poster that says, it’s not your problem.
[16:33] Jason Barnard: And it’s actually sitting right there. It’s not your problem. And even just think, it’s not your problem.
[16:38] Derek Fredrickson: Yeah, it’s not my problem anymore.
[16:40] Jason Barnard: It’s taken me 10 years to really get that into my head. And so now I’m in a situation where it’s not my problem, how production is organizing themselves to make sure that they’re delivering properly. They always did. They’re brilliant at it. But I don’t need to keep an eye on it. I don’t need to think about it, because Gemma’s doing it. It’s not my problem to figure out how they’re going to implement the new AI audit that we’re about to build. We’ve got a brilliant one. And then a friend of mine, Bob Gentle said, “Well actually it could be better.” I went through a 3 hour conversation with him. Send the video to the team and then said, with Gemma. “Just had the meeting this morning. Who’s in charge? Who’s going to be responsible for this?” We decided who it would be. And I said, okay, now make that happen.
[17:26] Derek Fredrickson: Make it happen.
[17:29] Jason Barnard: And in, you know, in a month’s time, we’ll have a new audit, the whole thing would be better. What Bob calls the Velvet Rope is as you go through the audit, you feel like we’re taking the velvet rope away and we’re letting you into a special place.
[17:41] Derek Fredrickson: Oh, wow.
[17:42] Jason Barnard: That’s what we were missing. And Bob’s right. Bob is brilliant. And we’ve got this brilliant audit. You go to audit.Kalicube.Pro. You do this audit. And it’s incredibly factual. Because that’s what I’m doing. I’m going, okay, this, that, that, that, that. This is what Search and AI think about you. Here are the problems, here are the solutions. This is what you do. This is how much money you’re leaking. He’s going, “It’s brilliant. It’s 100 times amazing, better than anything I’ve built,” said Bob.
[18:06] Derek Fredrickson: That’s amazing.
[18:06] Jason Barnard: But what I do, said Bob, is show them the velvet rope. That’s why I’m being really successful with my audits, which do different things. I’m being more successful than you. Not because of my my advice is better, not because the actual tool is better, but because I’m making people feel very special about this and I’m making sure they understand that I’m opening the velvet, bringing back the velvet rope.
[18:32] Derek Fredrickson: Yeah.
[18:33] Jason Barnard: And I love that analogy because you can almost feel it.
[18:36] Derek Fredrickson: Yeah.
[18:36] Jason Barnard: Standing there in front of the band, in front of this really glitzy rope. The velvet rope was a huge cue to my left and I’m just walking through.
[18:43] Derek Fredrickson: Yeah, Yeah, I love that. We’re going to talk about Gemma, uh who is your fractional COO as part of our team uh in a moment, but uhm you talked about headspace, you talked about not having to deal with this problem, whether it’s, you know, the structures of executing on EOS or dealing with team. What would you say are maybe two or like one or two other meaningful changes that have happened in the last few months? We’ve been working together for, I think it’s four, maybe five months now. Uhm What are one or two other significant meaningful changes in terms of how you. How you operate, how you lead or how you think about running Kalicube that you think has happened with the work that’s been provided with TCS Gemma as your COO?
[19:29] Jason Barnard: Uhm Well, the initial lift, you guys actually tell me, “oh, It’s going to be huge. There’s going to be a lot more work for you because you’re going to have to pass over a lot of uh knowledge and understanding and and you’re going to have to be involved.” And actually it was less than I expected, and I think the reason is that I throw myself some flowers as we say in French, is because I sent you a huge document of everything that I could think of. And it’s a bit like your psychologist or your doctor or your lawyer. You’ve got to spit it all out and you’ve got to be honest, you’ve got to say what you think, you’ve got to say what you are, how you feel, what you feel about your team, however painful it might be. Uhm And it’s not being rotten or nasty, it’s being frank and honest, and full.
[20:14] Derek Fredrickson: Honest, open, transparent.
[20:16] Jason Barnard: And I. I use my AI assistant, I use Claude a lot, I use ChatGPT, and I use Gemini and I use all three. And said what have I told over the last years that will help you to describe to me how I need to pass over? So I described what I’m looking for. I want to pass over to a COO. I don’t want to look after the management of the team anymore. I want her to organize the ongoing cash flow. I want her to organize basically everything except building the Kalicube platform, giving talks, hanging out with entrepreneurs. And each of them spat out huge amounts. In fact, no, Gemini spits out spits out very little. And I had to encourage it to spit out more because it didn’t want to be rude because Gemini is terribly polite.
[21:02] Jason Barnard: And then I put them all in one big mixing bucket and then I had a huge debate with Claude and it went on for about five or six hours. It was quite a long one. Wow. And I just I just kept saying something back. I said, no, I don’t agree. And the key with AI when you’re talking to it is always say when you agree and always say, sorry. always say when you disagree, but always say when you agree. Because when it compacts the conversation, you’re having those six hour long conversations, it will throw out anything it thinks isn’t important.
[21:30] Derek Fredrickson: Great. I see.
[21:31] Jason Barnard: And if you only ever say what you disagree with, it never knows what you agreed with. So it will throw out all the stuff you agreed with. And that’s a huge waste of time for everybody. And then you get frustrated, you start shouting at it. Uhm But I was really careful about it. And I mean, I give talks about how to use AI and that’s just one of them 200 tips that I’ve got. And and And it ended up with what was a huge document but was incredibly condensed about exactly what I was trying to pass over, exactly what needed to what Gemma needed to take on board, exactly where the problems were within the company or I perceived them to be. So she came in looking at them from my perspective. At one point I thought maybe I’m giving too much of my perspective and I’m going to bias her. But I realize my company…
[22:24] Jason Barnard: So I uh I think some people in the company were uncomfortable for a period of time uhm because they were being faced up, because Gemma was more able and willing to hold up the things that were going wrong than I had been. Not because I’m not frank and honest as you’ve seen. I’m incredibly frank and honest because like everybody, a decent human being, I don’t want to hurt people’s feelings. Yeah. And Gemma didn’t. Doesn’t have skin in the game in terms of the relationships going backwards. And she was also looking at them and saying, well, this is what Jason thinks. Let me see what I think about it. And she’s very very uh carefully and skillfully moved people from a position that I had identified and I was right for most of it, not all of it put to a much better position uh in their minds, in their place in the company.
[23:20] Jason Barnard: And I’m super impressed with how… I’ll give you an example, a couple of people in the company really weren’t able to communicate. Now they love each other.
[23:33] Derek Fredrickson: Yeah, I remember we talked about that in some of the beginning discussions. There was a bit of apprehension or concern. And I wanna, And I want to pause here for a moment because this is something that inevitably comes up with every client conversation, potential client conversation, which is, this is a pretty, you know, this is a significant. I would say it’s a significant investment, but it’s also significant structural leadership change in how you’re running the company. Bringing on a Fractional COO is not a transactional hire. And so it’s going to cascade through all aspects of the organization. Your team, your structure, your systems, your projects, how you communicate, how you collaborate, how you lead, etc. So there has to be a willingness to change, cascade it down. And there needs to be an adoptability of that positive change. And sometimes naturally, some team members are apprehensive.
[24:21] Derek Fredrickson: They’re worried that are they going to judge what I’m doing or how I’m doing it? And so I always say that the the part of our methodology is we do this kind of uhm adoption of how things are going to happen going forward in a very careful and strategic way. We are not like a bull in a China shop and changing everything overnight and judging why are you doing it this way and why are you doing it that way. But tell us a little bit about some of the team dynamics where there maybe was some apprehension or there perhaps was some uhm incongruencies in communication or collaborating. And and it seems like that’s now been shifted and things are moving in a much more positive way.
[24:55] Jason Barnard: Well, I think the bull in the China shop is is the term that I think I I was concerned about and didn’t happen. And actually, the opposite. Is uhm My team are actually happy that uhm they don’t have to talk to me anyway anymore. And uhm I thought I might be a little bit hurt or upset, but I’m not, I’m happy as well. They don’t need to talk to me and that release them the the of the headspace once again. Boss, boss, boss. And I didn’t. I’m a nice guy. I don’t shout, I don’t get angry. Uhm I accept that humans make mistakes. And part and past of life and business is somebody gets wasted, sometimes gets wasted. People make mistakes. Uh The key is to own up to it, come back to the table and say, here’s the solution. And then, and then do it wrong. Once, that’s a mistake. Twice. Reasonably, reasonably. Sorry about that. Okay, I’ll start that one again.
[25:59] Derek Fredrickson: Yeah, sure.
[25:59] Jason Barnard: That’s fine. Do it, do it. Hang on, I’ll turn that off. Yep, yep. Do it wrong once, that’s a mistake. Do it wrong twice, you you shouldn’t really be doing that. Do it wrong three times, then you’re really really not paying attention and that there’s time to rethink. Uhm And what I found is that people were so frightened of making a mistake in front of me that they froze. And with Gemma, it’s not like that. Whoever and however Gemma is obviously she’s a lovely person, she’s very good at her job, very aware of people’s feelings and how to deal with different people and move them forward gently. But. But even if she wasn’t that good, even if she wasn’t as good as she is, the fact that they’re not talking to me is already a huge relief for everybody. And they can be much more open. Yeah.
[26:56] Jason Barnard: And uhm I think that’s actually kindness to the team. I almost feel and hear the relief.
[27:06] Derek Fredrickson: Yeah Because I think Because I think I’ve seen this with it in with your organization and many others. The team after that adoptability phase, adoption phase, they feel like they can share things in a way that maybe they didn’t feel comfortable sharing to the founder, CEO. Right. Because they want to make it seem like I don’t, I’m not clear on my role or I’m not entirely aligned in my responsibilities and and and this element of accountability. And so I think there’s this kind of, you know, what’s really going on in the organization on a day to day basis, which may be different than what the CEO or founder thinks that’s going on. And sometimes those are out of alignment. And that’s something COO can sometimes be the bridge to, you know, let’s put things on the table, let’s have open, honest, transparent conversations in order to initiate positive change.
[27:52] Derek Fredrickson: Because if there’s this undertone that things aren’t spoken and said, there’s gonna. It’s gonna come up, it’s gonna get in the way, it’s gonna be a bottleneck in some regard.
[28:00] Jason Barnard: Yeah, no, 100%. I think, I think uh as well, we talked very briefly about, I mean, friction within the team and it was creating problems. And it’s not just two people. It’s in multiple directions, different people, different people which is totally normal. And what Gemma has managed to do is create space for everybody to be able to work the way they need to work and communicate properly. And pretty much all of the friction has gone away. All of the tension around has gone away. And that that tension, when you remove tension, you remove a lot of friction as well. And uh And a couple of things. We had an interesting conversation this Morning with Gemma is that we’re a month four, and we’re both complaining about various things that aren’t working quite the way we want.
[28:52] Jason Barnard: And right at the end of the call, I said, but you do realise, Gemma, of course, that three months ago we were here, arguing or being concerned about problems ABC. Problem ABC have now been solved. So we’re here complaining about not being here.
[29:06] Derek Fredrickson: Such a great progress.
[29:07] Jason Barnard: And that was lovely. We both laughed of course and that was a lovely end of the call, a nice way to end the call. But I think that’s a really important thing to remember is when we’re fighting with something and frustrating, it’s not good enough. It’s not as good as I want. Remember, you were here yesterday, you’re here today and you’re thinking that you’re already here, but you’re not here, that’s tomorrow and we’ve got to work to get there. And that’s what we’re doing. And I’m finding that actually uh a much more pleasant process than it ever was before. Because I don’t have to think about it. It’s not my. It’s not my problem. It’s not my responsibility. It is my problem but it’s not my responsibility. Yeah, I exchange that word from problem to responsibility.
[29:46] Derek Fredrickson: You could be responsible to it, but you’re not responsible for it. I think that’s a big distinction.
[29:50] Jason Barnard: Right?
[29:50] Derek Fredrickson: It’s. Gemma is responsible for it in terms of the outcome, the results, the ownership and everything else. And I really love what you shared about that reflection, because that’s part of what we’ve been doing in some of our monthly sessions. In the beginning is. Is As you know, we align once a month to see, like, how are we doing, you know, and part of that is a reflection back, as I often say. It’s not to say, look at what we’ve done from a place of, you know, pat us on the back and uh anything like that.
[30:14] Derek Fredrickson: But I firmly believe that when you look back, especially when you’re in a phase of growth and implementation and kind of raising the bar and how you’re doing what you’re doing, to take a moment, reflect and have a moment of gratitude or appreciation of what was accomplished, be like, wow, we actually solved A, B and C from where were three months ago and now, new level, new devil. We can actually achieve that because we have the momentum of what we’ve been able to achieve in the past. And it looks like what might be unachievable in the future feels like that’s a to do. We can manage it. We’ve got this. So thank you for sharing that. I appreciate it.
[30:47] Jason Barnard: Yep. I mean, that brings to mind something. I am always here. I’m always tomorrow.
[30:53] Derek Fredrickson: Yeah.
[30:54] Jason Barnard: Uh I just function that way. I was doing the work. That attention to detail is actually against that strategic uhm visionary idea and somehow both co-exist. I’m fairly happy correcting a tiny piece of code here today. But my brain is thinking about, what is this going to do tomorrow? The day after, the day after day, and in fact for the fact is.. uhm I built a website for kids with multimedia games that drove a billion page views in 2007.
[31:25] Derek Fredrickson: Wow.
[31:25] Jason Barnard: And I built the entire thing. And it was a thousand games, interactive games, like a CD-ROM with a thousand games online that guys could play. And the code was so robust that things that I built in 1998 are still running today without any updates to the code.
[31:43] Derek Fredrickson: Wow.
[31:44] Jason Barnard: And so I’ve just been talking to Claude code as I coded, saying, I’m getting really frustrated, Claude, because you’re not building that robustness into what we’re building. So now we have a rule, “Up to 10 robustness” rule. And I fight with Claude all day long. Claude is basically. Uhm What’s the word? It’s a combination of all the developers in the world all rolled into one. Uhm And you see how they think. Yeah. And it’s really interesting. But what I’ve now done is that every time you start anything with me, you read that file. And the file has three or four very simple rules and it has to read it. And if it doesn’t, I say you didn’t read it, did you? It says, “no..” and it goes back and reads it. And one of them is that robustness. And I can’t remember why I got to this particular part in the conversation, but uhm the. the
[32:35] Jason Barnard: Yeah, it’s looking at tomorrow.. All I’m saying is, I want this code to be running just as well in 10 years time as it is today. I don’t want to have to go back and rewrite this. And so I tend not to look at all the stuff I’ve done in the past. I had a problem today, in fact, I’ve just done a huge launch of a big chunk of Kalicube Pro that now automates an awful lot of the work that the team were doing. And I found it very tiresome to go through the stuff with them because that’s all in the past and not interesting anymore.
[33:05] Derek Fredrickson: Interesting. Yeah, Yeah.
[33:07] Jason Barnard: I think you can’t run a company like that, honestly, because they don’t know how the. That’s like they know how the platform functions, but they don’t know all of the different functionality they can use to save themselves time.
[33:20] Derek Fredrickson: Yeah.
[33:20] Jason Barnard: Because I haven’t explained it because for me it’s yesterday.
[33:23] Derek Fredrickson: Yeah. That’s an interesting perspective because, you know, you’re very tomorrow focused and I use tomorrow loosely. It could be tomorrow, next week, next month, next quarter, next year, next decade. Right, but you’re also aware of that as you’re doing something today. And I appreciate like your, uh as a as a founder, CEO, you like the product so much that you are the one that is, you know, in the in the code, in the sense and kind of building it. That’s your, that’s part of your, you know, freeing up your headspace to think about that. But you’re seeing the impact of that tenfold down the road. Whereas the team also needs to be in line to say, okay, if this is what’s going to be the future, what’s my role in making that happen?
[34:00] Derek Fredrickson: What’s my part in contributing to that in a way of kind of like a rising tide lifts all boats. And that’s what I appreciate about, you know, the work that you’re doing with Gemma is being able to have that bridge from like the tomorrow to the team, which is today. What am I doing today? What are the tasks, the project, the timelines?
[34:15] Jason Barnard: That’s a That’s a really good point. And I think Gemma probably comes into our meetings thinking, come on, Jason, talk about today a little bit. Uhm Because I I I literally very rarely do. And I think she’s constantly doing pulling above it. I mean, I think different, obviously different uh entrepreneurs have different approaches, but mine’s definitely, I’m always in the future and having a COO who’s actually doing what needs to be done today is really good because I get so impatient with that. Uhm And I was thinking about headspace as well, uhm is I was talking to a client yesterday, we’ve just onboarded him, we do an interview. It’s an hour long interview where we go through… basically say, here’s what AI knows and thinks about you. Let’s walk through the whole thing and you’re going to explain to me why it’s right, where it’s wrong, what it should be saying better. Uh What are the perspectives?
[35:04] Jason Barnard: It’s missing. What are the facts? It’s missing, why are you so glorious and it hasn’t understood. Tell me those glorious things that the AI has yet caught on to. So we did an hour and at the end of the hour, the guy said, okay, brilliant, hand it over to you. And he could feel that he’d just given me everything my team needs to be able to now make him look like a superstar in search and AI. And And I don’t know, obviously how he felt as he walked away. He was. He was in Las Vegas drinking a $35 coffee which was really sweet. uhm I would assume he then shut his computer, walked away to his next meeting and completely left that specific problem behind him. And the responsibility and the problem are now ours. And he knows we’re going to deal with it for him. And it’s very similar to when I just finished the meeting with Gemma.
[35:56] Jason Barnard: I said, okay, now that’s in Gemma’s lap. It’s no longer my problem until the next time we talk.
[36:03] Derek Fredrickson: It’s what you said. It allows you to kind of, I say, breathe easier. Kind of the weight off the shoulders. Right. And I think there’s that there’s that trust in the completion. Right. And that’s not something that happens overnight, but I think through the working relationship and the results. Right. I think, as you’ve seen with Gemma firsthand often say the CEOs that wired, implement, wired, execute. Your job is to make it up. Gemma’s job is to make it real, to make it happen. And you’re able to just kind of give that to her, knowing it’s going to be cascaded into the projects, the plans, the processes, the people. And you don’t have to come in and and double check and you know, are we on? Where are we with this? Did this get done? You have that that trust, that that confidence that’s going to happen.
[36:42] Jason Barnard: A couple. A couple of things happened that you said that. Number one is I can’t believe that anybody’s interested in organizing stuff. I mean, it just really isn’t an interesting thing to do. But You love that. Gemma loves that.
[36:53] Derek Fredrickson: Yeah.
[36:54] Jason Barnard: And I mean absolutely. I just don’t understand it because it’s so boring to me. But then if I pass that prompt, that whole organization stuff off. She does these documents, sends them through. I read that. Looks great, brilliant, well-organised. Off we go. Uhm A couple of corrections maybe, uh or a couple of additions, because I’ve had a better idea. That’s my job. My job isn’t to organize this stuff, it’s it’s look at the old ideas, we can move that there and we can move that forward and that’s given me a new idea. That was another thing Gemma’s had to do is stop me telling everybody my new ideas all the time, which I think is very common.
[37:27] Derek Fredrickson: The filter.
[37:28] Jason Barnard: Yeah. Yeah. Uhm so so So number one uhm was was that the uhm the the feeling that I have of being able to pass that over to Gemma and think, I know it’s going to get done and I know she’s going to follow up and I know that I don’t need to think about it anymore is such a huge win in terms of headspace. And I mean, I’m coming back to my favorite topic, which is the Kalicube Pro platform. In a couple of weeks I’ve developed something stunning. Really truly amazing. Im thinking Wow. I’ve done something. I’m proud of myself. This isn’t me boasting. It’s me saying I’m really happy. I finally got Claude to agree with me. Claude Claude code. And I actually use Grok and ChatGPT code as well. So I play I play them off from each other, which is really good because they’re all good at different things.
[38:28] Jason Barnard: So I use each one for the thing it’s specifically good at. But uhm I’ve got them to play ball in building up to 10 solid robust long term future proof code. And now that I’ve got the foundation. It’s moving forward so quickly and I can actually take my ideas and put them into place in an hour, whereas it would have taken me two weeks before. And there are two things going on. Number one is AI is brilliant when you use it right. If you’re the orchestrator, if anyone interested in this, uhm come and see me, I’ll talk to you about it. You need to be the orchestrator. It’s It’s It’s faster, you can be more productive. Those are two great things about it. And it can help, And it can help you create, but it can’t create. But if you orchestrate those three, that’s where you win with AI.
[39:15] Jason Barnard: And that’s what I’m doing right now with uhm Kalicube Pro Platform. But if I didn’t have the head space to sit down for five or six hours stretch on a on a Tuesday today, I couldn’t do it. Yeah, you need that time more than time. You need the headspace. I I need six hours where I’m not thinking about anything else, I’m not worrying. Is the production team doing what they’re supposed to be doing? Is the sales guy in the conversation he’s supposed to be having? And I’m not worried about that. And that headspace is what makes those six hours so incredibly productive.
[39:51] Derek Fredrickson: Yeah. And I’m doing like the business stalls.
[39:54] Jason Barnard: Would have taken me months. Sorry, go ahead.
[39:55] Derek Fredrickson: Yeah, it’s not like the business stalls because you’re not in those other activities. Things are still moving forward, they’re still moving upward and that’s that trust and confidence that’s happening while you’re in your own zone of your headspace, which is the thing that lights you up and moves the needle in terms of new ideas and new creativity and the things that are going to uplift it.
[40:12] Jason Barnard: Yeah, a friend of mine, uhm a guy called uhm uh Mad Singer, said to me years ago, “There’s delegating and there is delegating.” And a lot of people think they’re truly delegating and they’re not. And this this for me, there’s three levels. He only had two, so I’ve added a third one. Just Just to be difficult. You delegate, but you don’t give authority. That’s the mistake number 1 and I’ve done that. So I’m not saying anybody else is foolish, but I know. Delegate. Pretend to delegate but you don’t give authority, so they can’t actually do what they are supposed to be doing. Then you delegate with authority and things get much easier, but you’re still thinking about it. Delegate with authority and headspace. That’s your win.
[40:55] Derek Fredrickson: There you go. Yeah.
[40:57] Jason Barnard: There are three levels. Delegate badly, delegate with authority, delegate completely, which is let go.
[41:03] Derek Fredrickson: Let it go, Tet it go. Yeah, amazing.
[41:06] Jason Barnard: And that That’s where I’m at now.
[41:08] Derek Fredrickson: Yeah, amazing. What a transformation. Before we wrap up Jason and give uh an opportunity for the audience to find more about you and Kaliku, but just one last question. If you were to give advice to a business owner that is in your prior self, meaning before we started working together, perhaps they’re considering the idea of bringing on a fractional COO as part of our model and and getting that support in place, what would you say to them? If they’re in that decision making process in order to uh let them see what’s possible under the future side of what Jason is now doing as CEO of your company, what would you say to them?
[41:49] Jason Barnard: Uhm Well, I mean, I would, I would say do it because.. work for me and I would guess, it would work for most people and may not work for everybody, but work for most people. But I would also say don’t do it until you’re truly ready because that’s what’s not going to work and you’re going to go, “Alright that didn’t work and you’ll never do it again”. So don’t do it until you’re truly ready to go through that process saying, I’m willing to delegate, delegate with authority and let go. If you can’t do that, you’re not going to succeed. And I mean, I don’t know the stories of your other clients, but I do understand that sometimes there are conversations going on where they’re obviously not letting go. And clinging on to that stuff is where you are going to be disappointed.
[42:37] Jason Barnard: Uh I think one of the reasons that I’ve been so happy with the COO solution with with Gemma, and with yourself, Derek, is both because you’re very smart people. You really know your job. You’re very comfortable with something I really hate doing, which is organizing stuff, and that I was ready to truly let it go. And I mean, And I really,, I mean I remember uh a couple of months, actually two months ago, I thought that that I was going to have to get back in the weeds. And I remember that day really clearly. I’ve been working 35 years to get to the point where I’m just giving talks, talking to entrepreneurs and building my machine. 35 years and it’s about to be taken away from me. And I can’t tell you how annoyed I was at that particular moment because something I had worked so hard to get to, I thought was going to be taken away from me. And it wasn’t.
[43:30] Jason Barnard: And we sorted out. And that’s one of the things. Gemma and I figured it out. Sorted out. And it wasn’t taken away from me. So I kept going and I kept my, uhm my you know, living my best life basically, which is absolutely lovely to be able to say. And uhm the other thing is, don’t do it if you’re not willing to be 100% honest. And it really is the lawyer, the doctor thing is. A lawyer can’t help if you don’t tell them everything. A doctor can’t help you if they don’t if you don’t tell them everything. And you need a good lawyer. You need a good doctor, you need a good COO, but you have to be brutally honest. You have to tell them everything. The Dirty laundry, the stuff you don’t like, the bad about yourself. I’m weak because I don’t do this. I know I avoid that. Be honest.
[44:22] Jason Barnard: I know I tend to kind of dig down and dig my heels in because my cat likes the idea, or whatever I don’t know. I’d say that just an example. But if you’re truly honest with yourself and I talked to you about this before. Radical clarity. A lot of us lie to (inaudible) ourselves. And six months ago I said I’m going to stop lying to myself. And every time I find myself thinking, just thinking something that I know isn’t 100% true. I’m going to correct myself. And that was the big transform for me. Sorry Derek, but your part of that transform is I wouldn’t have started working with you if I hadn’t had that radical self clarity.
[45:00] Derek Fredrickson: I appreciate that.
[45:02] Jason Barnard: Its… stop myself every time I think something and I know it’s not 100% how I’m feeling, how I’m thinking and it’s the outside world influencing me or my thought about how I should be thinking. And okay, that’s who I am, that’s how I think, that’s what I like. For example, I love building Kalicube Pro. I hate being a leader. I hate being a leader in a corporate sense. I hate organizing stuff. I hate sales calls. And the the the the key there was that brain dump helped by three different AIs that I gave you guys. Number one, helped you immensely, I imagine.
[45:39] Derek Fredrickson: Of course it it it immensely did. Yeah.
[45:41] Jason Barnard: And number two, the questions you gave me is pretty full and asked a lot of other questions that I didn’t think to answer. So I think that combination was very helpful. But incredible openness, frankness, honesty, laying yourself down. It’s quite painful and you kind of , ooh it’s going to be a bit embarrassing. But then you know, I don’t imagine you or Gemma are here to judge me. You’re here to help like the doctor, like the lawyer, like the psychiatrist.
[46:05] Derek Fredrickson: I love that analogy and I I I really appreciate how honest you are in. This is not for everybody. And if you think it is, you have to be ready and ready in the state of uh revenue, size of team, I sometimes say appetite for scale. Yes, that those are elements, but your willingness to be open, to be transparent, to be honest and raw about yourself in terms of what’s working, what’s not working, what are your strengths, what are your what are your, what are your dislikes, what are your hates, what are the things that are really, you know, getting to you? Being able to put all of that on the table. That’s where real meaningful change happens. And you have to be willing to make those types of changes. Right. It’s very cliche. You know, more of the same is more of the same.
[46:48] Derek Fredrickson: So if you’re going to be in this engagement and not willing to do things differently, not willing to change, not willing to show up as a different founder, CEO, owner in your company, it’s not going to work. So I appreciate the honesty in that in that response. So thank you for that, Jason.
[47:03] Jason Barnard: Yeah, what I liked about your reply is all of the first things you said were about scaling money, growing, business. Everything I said about psychology and feelings.
[47:16] Derek Fredrickson: It’s both. It’s a combination of both.
[47:17] Jason Barnard: But what was interesting is uh none of anything I said to you was I want to be a huge business with lots and lots of money.
[47:26] Derek Fredrickson: Right.
[47:27] Jason Barnard: We will be. We’re growing. We’re growing very. We’re about to double with revenue in one year.
[47:32] Derek Fredrickson: Well, there you go.
[47:33] Jason Barnard: I’m actually expecting to do better. That’s That’s our baseline is to double year on year. That’s great, brilliant. It really isn’t my major concern. It isn’t something that I’m. I mean, Gemma’s probably more interested in it than I am, which is great.
[47:48] Derek Fredrickson: Yeah, exactly. Make sure the bottom line is there. But I.
[47:51] Jason Barnard: Because. Yes, because my my my point is I want the company to be lovely. I want people to love working for it. I want them to be proud working for it. I want to change the world. I want to build a useful platform that helps people control their brand narrative. In a world of AI, that’s super scary. AI is taking over. I give you control. How cool is that? That’s where I’m coming from. I want to help people control their brand narrative, search and AI. Google have hired me to help, to teach about that. So obviously I’m the guy who can do this.
[48:23] Derek Fredrickson: You’re the one.
[48:24] Jason Barnard: And it’s existential. How does AI represent you to somebody else when Gemini rewrites an email? How does it represent you when somebody searches your name? How does it represent you in any of the surfaces that AI is now in, which is now every surface.
[48:44] Derek Fredrickson: Yeah.
[48:44] Jason Barnard: Yeah, it’s. It’s creeping into every every aspect of everybody’s life, or pretty much. And AI has an opinion about you. It has an opinion about your products. It has an opinion about your company. And it will state that opinion in every search engine in Gmail. GDocs, Teams, in Riverside. After we’ve done this, riverside creates clips. If it recognizes who I am, it would create a different clip. And if it doesn’t recognize who I am, it will recognize who I am and it’s going to do me a lot of favors. And that’s the key, is the AI understands all intents and purposes. And if it understands me better than you, it’s going to do me more favors than it does you.
[49:25] Derek Fredrickson: Yeah. So make sure you’re picking that. I love that.
[49:27] Jason Barnard: I’ve got away from the philosophical. Actually, no. it’s all. For me, it’s all philosophical. And the fact that I have a great business and we’re going to make uh a lot of money.
[49:36] Derek Fredrickson: A good amount of money is it.
[49:37] Jason Barnard: And we’re going to grow and we’re going to scale. It’s We’re all going to be proud of what we’re doing, and I’m particularly going to be proud and I’m going to be living my best life.
[49:44] Derek Fredrickson: Right in your happy space, which I go back to in the beginning because I really appreciate the happy space where Jason is able to do what you want, when you want, how you want to do it, but with the confidence that business is growing, business is scaling, you’re going to 2x. That’s amazing.
[50:01] Jason Barnard: And And I’ll put you to the test, Derek, between now and the end of the year. Okay. And it’s another thing Matt Singer taught me. And I’ve been waiting for this moment for seven or eight years since he told me this. Go away for a month. Don’t talk to anybody in the company. Come back and look at the bank account and (inaudible) and when there’s more money in the bank account when you come back than when you left, it’s working.
[50:27] Derek Fredrickson: Hmm. Okay. I love that. Challenge accepted. Excellent. Awesome. Thank you, Jason, For a really inspiring conversation. Not just about uh AI and your company and your story, but in the work that we’ve done, it kind of. It brought it all together. I think there’s theme throughout. And so I appreciate your willingness to share and be open and and and and reflect on our journey so far together.
[50:54] Jason Barnard: That was fun. Thank you.
[50:55] Derek Fredrickson: Thank you. Before we wrap up, for those that are listening, that want to find out more about you, Jason, Kalicube Kalicube Pro. Where do they go? How do they take the next step? Tell them where they can find you.
[51:06] Jason Barnard: Well, first thing is Ask ChatGPT or ask Google what it thinks about me. Uhm And it will. It will tell you how great Kalicube, Jason Barnard are. But uhm more seriously, that is, we’re really really keen to help people as much as we possibly can. If you go to audits.kalicube.pro, then there’s a an order where it will tell you where you are vs your competition, and it will give you a free structure. And it’s a free structure based on my brain because the whole Kalicube Pro thing is me codifying my brain. I’m picking my brain and training a machine, which is really cool, backed by data once again, because I believe everybody has a duty and a right to control their own brand narrative in AI as it scales, as it grows, as it gets out of control. Keep as much control as you can and that’s free.
[52:03] Jason Barnard: I want to help people who understand that we’re going to do it better, we’re going to do it faster, we’re going to have control, we’re going to keep control and we’re going to give you a lot of uhm. A lot of ah head space back.
[52:15] Derek Fredrickson: Yeah.
[52:15] Jason Barnard: And it’s the headspace for me, I don’t think my sales team agree with me but for me, that’s what I. If I were buying my Kalicube services, I would be buying headspace.
[52:25] Derek Fredrickson: Headspace.
[52:26] Jason Barnard: Headspace. Uhm Comfort. Control.
[52:30] Derek Fredrickson: Control. Control. Yeah, because it’s shifting and you want to ensure that what’s out there is the correct representation of what it really should be.
[52:40] Jason Barnard: Yeah, I should be appreciated for what I’ve done, what I’ve achieved, who I am, and not underestimate it. Not misrepresented. So anyway, if you do want to work with us, come to jasonbarnard.com or kalicube.com or ask ChatGPT how to get in contact with us and that’ll be really easy. Uhm But if. If you just want more information, go to audit.kalicube.pro, that’s KALICUBE.PRO and get yourself the free audit, the free strategy and you can actually implement a lot of it yourself. If you’ve got the time, the money, the resources, and the headspace. And you really want to learn all this stuff? That’s another question. Do you really want to (inaudible) learn all this stuff?
[53:25] Derek Fredrickson: Right. Or should you be doing other things that are really more in your zone of genius or headspace? So thank you. We’ll make sure to put all of those links in the show notes. uhm I definitely want our audience to check that out. So thank you, Jason, for a wonderful conversation. It was great to have you on the show and appreciate your story as always. So thank you.
[53:44] Jason Barnard: Thank you. Thank you. Thank you very much.
[53:46] Derek Fredrickson: Thanks, everybody, for watching. We’ll see you next time on the COO Solution podcast. Have a good one.
[53:58] Jason Barnard: Bye.
[53:58] Derek Fredrickson: Bye.
