Execution Edge: Kim Perell on Risk, Resilience & the 70% Rule

Welcome to Possible Now Stories of Possibilities, the podcast where we dive into the leadership

frameworks, bold ideas and personal stories shaping the future of marketing technology

and leadership.

How many great ideas never see the light of day, not because they were wrong but because

someone waited too long to feel ready?

This is Possible Now Stories of Possibilities, I'm Christian Muhrer, global president, founder

of Possible and your host.

Today's conversation is about a truth most people don't like to hear.

Ideas don't win, confidence doesn't win, even timing doesn't win, execution does.

My guest today didn't learn that once.

She learned it over and over again by building, risking and starting again.

She began her first company at a kitchen table, she turned early ideas into real businesses,

she scaled them, exited them and did it again across different cycles, technologies and

moments when most people would have chosen safety over momentum.

Kim Perrell is not just a serial entrepreneur, she's someone founders look to when the

past isn't clear, when the doubt is loud, the clock is ticking and action feels uncomfortable.

She's founded an exited nine companies, she's back hundreds of early stage founders

and through her platform 100.co she's now doing something even more powerful, turning

execution into a skill that can be learned, practiced and mastered.

A best-selling author of the execution factor, jump and mistakes that made me a millionaire,

Kim is widely recognized for her practical no-nonsense approach to entrepreneurship, emphasizing

action over perfection and momentum over fear.

Her insights have made her a frequent guest on major media outlets including CNBC, Bloomberg,

Fox Business and the Today Show.

What sets Kim apart isn't the exits or the headlines, it's her clarity.

She doesn't glamorize the journey, she talks openly about fear, about rejection, about

moving forward before you feel ready, because waiting can cost you everything.

This is a conversation about momentum over perfection, action over certainty and why

the boldest move is often the first one.

Kim Perrell.

A very warm welcome, Kim, to possible now.

Thank you so much for having me, I'm thrilled to be here.

I'm absolutely thrilled to have you as my first guest of our season three.

So Kim, before we really dig into the details, I would like to ask you to take us back

a moment when you were not ready or when you didn't feel to be ready, especially before

your first venture, I would assume.

You didn't have certainty, confidence and a permission, but you acted anyway.

So what did you do before you felt ready and what would have happened if you would wait?

Oh my goodness.

If I take myself back, that was a good 20 years ago at the height of the dot com and what

an amazing opportunity to create and to build at that time.

I worked for a great internet company that had raised 100 million in funding and I thought

I was going to be a dot com millionaire, probably like everyone today, that's starting

AI companies, right?

And unfortunately, you know, the operating cost were too high and the company couldn't

sustain and it was a precursor to Dropbox.

So just cloud computing wasn't even a thing.

We had a lot of servers, a lot of infrastructure, not a lot of customers.

And unfortunately, just the economics of the business didn't work and the company went

bankrupt.

And I found myself unemployed, jobless, devastated, depressed and like so many people,

at any time it could have been 20 years ago, it could be today where you just don't know

what you want to do next.

And to your point, the uncertainty and the fears that I had around starting my own company

and the midst of the dot com bubble bursting and a minefield of internet graveyards, I

didn't feel ready.

You know, I was 23 years old.

I didn't have experience.

I didn't have any money.

I was broke, you know, I had never started a company before and I thought if I could

just get more experience or maybe get another degree, then I would feel ready to start this

company.

That's what I think most people is probably listening right now, think they have a great

idea and they're waiting to feel ready.

We will come back to this for sure.

And as you said, we will have definitely a lot of people who have something in mind

like this, but you didn't decide to be an entrepreneur.

You didn't wake up that morning, you know, and said, I need to be or want to be an entrepreneur.

I assume so.

You became one and I can't imagine this because I was in a pretty similar situation.

So what was the moment you realized there is no going back?

And what did that cost you at this time, maybe in your private life?

I mean, these are tough decisions for sure.

Yeah.

To your point, I never wanted to be an entrepreneur.

Both my parents are entrepreneur and growing up, it was a never ending roller coaster ride

of uncertainty.

I was always worried my dad was going to go bankrupt or we couldn't pay the bills.

It was this, as a small child, it's really nerve-wracking.

And so I thought I'm going to get a stable job and I'm going to work with the corporate

ladder and I'm going to have security.

And what I realized is there is no job security.

And the best bet you can make is the bet on yourself.

And at that point, after I thought I had job security and I thought I was going to climb

the corporate ladder and then I got fired and I had hit rock bottom, I decided to make

that bet.

And that is why I became an entrepreneur, not because I wanted to.

I wasn't thinking I'm going to be an entrepreneur, but because I realized that there was no job

security.

So if I wanted security, I had to make it on my own.

Or you have an idea in mind which you believe and only you can do it, right?

I mean, this comes together, right?

It is, you know, to have maybe no other option, which is a fair reason sometimes.

On the other hand, you know, sometimes you wake up and think, that's it.

This is something I have to do, right?

Yeah, I had a crystal clear vision of what I wanted to create in my mind.

And most people do.

They have this vision and that clarity of thought and that vision is so important.

However, ideas are a dime, but doesn't and putting that vision and grounding it in reality

is so difficult.

And so that's why so many people never actually get started because it's easy to dream.

It's so hard to do.

Let's come back for a moment when you start such a business and earlier on, how did you

know which ideas deserve your energy and which ones were just distractions dressed up as

opportunity?

I mean, as an entrepreneur, you talk to so many people normally, you know, have always

people with, you know, a good intention behind and you're pushed into different directions.

So how could you identify what deserves your energy?

Yeah, for me, it was very clear where there was opportunity in the market that I thought

I could take advantage of.

And regardless of, and this is what most happens to most people is people say you're crazy.

People say you should get a real job.

People say why it's not going to work?

Why it shouldn't work?

Why can't work?

And they're actually imposing their own beliefs onto you.

And so even trying to say, I have an idea and I believe more than you doubt me.

That's what you have to believe.

And that's why you have to, that belief will carry you through.

And that's when I took the first step because everyone told me not to do it.

The internet's a fad.

It will never be big.

And obviously, you know, we see how that worked out.

But I had a belief in most entrepreneurs do that.

I had a belief in my vision and I had the passion to like bring it to life.

Right, right.

When I listen to your recent interviews and of course reading your books, et cetera,

you talk a lot about your kind of failures or mistakes say it like this.

Is there a specific mistake, maybe out of many, but one you want to share with our audience

from your early career that still influences how you build today, how you act today,

something which comes immediately into your mind?

Well, I started making my mistakes really, really young.

And so not even early in my career, early in my life.

So honestly, I think a lot of the mistakes we make come back to beliefs that we held

from a very young age.

And I'd say childhood and this is beliefs that, you know, I have a twin sister

and growing up, she was smarter and faster and better basically at everything.

And I believed I was underqualified and I was not as good as her.

And so that belief is something that stayed with me for, you know, decades.

And I think the challenges is most of us are still carrying beliefs that we learn at a young age

that are just fundamentally not true.

And we're still carrying them around with us.

And so we have to ask ourselves, what limiting beliefs are we carrying with us today

that are inhibiting us from becoming the best versions of ourselves?

And so for me, that was really believing I was underqualified.

And to be a woman in business and really young founder at the start of the internet,

there was a lot of things that, you know, really reminded me of that limiting belief.

And so how do you push through those limiting beliefs and become

confident in your own beliefs and your own talents and your own strengths?

And so for me, that was a huge mistake I made early on, which unfortunately,

it started, you know, from when I was young.

And people can relate to that because a lot of people had a sister like my sister who's really smart.

And you just assume these labels and they're fundamentally not true.

So trying to make sure that you are able to push past that and create regardless of circumstance.

And I think that's really important for anyone right now is what are those beliefs that we think

about? For me, it was really believing I was underqualified.

Right. I think this is definitely also something I felt over the last, you know, years.

How can you sometimes change such an experience or such a feeling into a positive momentum?

And sometimes you have to just ignore things like this, right? Negative things,

whether it comes from a childhood or, you know, from recent events.

I think that's definitely one one challenge every day again and again. So how did your relationship

with risk taking all these risks change as you moved from first time founder to serial builder?

Did success ever make you too cautious or maybe at some stage altered too reckless?

Have you experienced both situations?

I have experienced both and I think I've learned more from my failures than I have from all my successes.

I truly have. And when I was growing up, you know, it's interesting how much your parents do make

an impact on you. You know, my parents would sit around the table and they'd say, hey, Kim,

what's the worst thing that happened to you today? They didn't talk about school. They didn't

talk about sports. They weren't entrepreneurs. They talked about business. And so,

imagine me nine in debating business resilience over macaroni and cheese. It is something that just

wasn't normal. But the reality that I face is that they were teaching me how to embrace failure

and risk and normalize it from a very young age. So after you get fired and hit rock bottom,

I mean, listen, the only place to go is up. So that really is a great place to start.

And for me, having seen that, you know, personally growing up made me more secure in

watching my own parents have some of those challenges that, okay, I can do this. I can do hard things.

And it's hard whether you're working for someone or working for someone else, right? It's all hard.

Too hard. That's true. That's true. So at the very beginning, you've mentioned that waiting would

have cost you everything. How do founders recognize the moment when action beats preparation?

What is the danger of waiting just a little too long? Obviously, somebody else can come up with

a similar idea, right? This is an obvious one. Or sometimes, like, you know, based on my own

experience, there is maybe not the completely new product or idea you have in mind, but you need

to adjust it into a way which provides completely new experiences. When was the moment for you?

Or where there are several moments because you found it, several of companies.

I'm a perfectionist, right? So after I didn't want to fail, no one wants to fail. No one shows up

thinking you're going to fail. And I remember when I had started early on at my kitchen table,

and I remember listening to this Marine Corps general talking about what he used in battle,

and it was called the 70% rule. So if you have 70% enough information, you should move. If you

get to 100, you've already lost. And so I said, hey, if he's using that, that's a good,

that's a good rule for me to use. And so I started using the 70% and everything I did, 70%

on my pitch, 70% on my marketing. If it was 70% ready and I felt 70% ready, I would act. And it

really helped me find the balance between analysis and action. And that's where everyone gets stuck.

It's just waiting to feel 100% ready. You will never be 100% ready. You just have to have the

courage to start. And 70% is a good place to start. It sounds like a good number, yes, for sure,

for sure. You also mentioned that your ideas were not, you know, or at least it looked like,

you know, good enough that to convince others. So rejection is part of your story, obviously,

as for many other founders as well. At what point did rejection stop feeling personal,

which is hard, right, to take this? And at what point did rejection start feeling more directional

for you, that you could turn it into your own kind of power, right? That you pushed and you knew

which direction you need to go? Yeah, for me, rejection hurts. It doesn't matter for

this today. And I still get rejected. So if you're not getting rejected, you're not trying hard

enough. I truly believe that. And you barely, very early on, I had a great mentor that said,

rejection is your best friend. It's a numbers game. And each rejection will get you closer to success

because you learn and you grow and you adapt and you pivot. So if you look at rejection in a new

way and say, if I have to get 100 rejections, then what number am I now? And like go for the

no. So every time I get rejections, I'm just going for the no. Eventually someone's going to

say, yes. And it's a mindset shift. So it doesn't hurt so bad when someone rejects you. I mean,

always kind of stings. But now it makes you stronger and better and failure is feedback. And so every

time I get rejected, I learn what about the product isn't working. Why is it the pricing? Like, what

is it about what I'm offering you? Why you won't want to buy? And I think it's been a, but that

mindset shift is about going out and being okay with rejection. Yeah. Is really a unique way

to view success actually. Yeah. Yeah. I think that's very important. That's very valuable.

So in my intro, I've mentioned that it's all about execution. Many founders believe execution

skills, you know, something you either have or you don't. Would you agree or disagree?

No, I completely disagree. Execution is a skill you can learn. Yeah. It truly is. I mean,

I wrote a whole book on it. So I definitely believe it's a skill that you can learn. And I've invested

a metric tens of thousands of people. I've invested in so many entrepreneurs. And the one thing

that separates the good from the great is their ability to execute. And to today's world of AI,

it's even more important speed, agility. This is so important to every single founder out there

in every single business owner. They need to be able to move quickly. The markets moving,

regardless of they do or not. When do you intend to start a business when scaling? What is the first,

I don't know. Let's call it system or infrastructure or network. Founders should build, but almost

never do. So you're an advisor. You're investing into so many companies. What should they think about

from the start on, you know, when having a scaling business in front of you?

The most important thing for me that has been really pivotal to my success was getting a mentor

in a vertical specific category that's been there that's done that to help me in any business I

choose to get into. That is a game changer. They don't have to be 20 years ahead. They can be 10

years. They can be one year, but they have to know more than me and they have to have been successful.

And having those mentors and I still have them in every single one of my companies and they're

different, whether it's a CPG category, a tech doesn't matter, but having those mentors increases

your likelihood of success by 10 times. So why wouldn't you do it? That is so important. So many,

I mean, I get it because I am as an entrepreneur, you have like a lone wolf characteristic.

Like I can do it myself. I can do everything myself and it's so wrong actually because

no one's successful alone. So you have to surround yourself with people that are able to help you

get to the next level. How do you find mentors? I mean, you have your network, you know, people,

but not necessarily, you know, you don't have such a mentor in this group of people surrounding you,

right? Great people, but not necessarily a mentor. So how can you do this?

For me, to be honest, I've had a lot of great mentors on the boards that I've sat on or the

companies I've run that had boards that came my mentors over time, investments that I've made that

I found, you know, synergies with individuals. I think, to be honest, I really look

category specific and ask, who do you know that's great at this? Who could you introduce me to?

Again, I'm risking rejection every single time I ask, but I don't care because I know I'm getting

closer to success. So you have to ask for a mentorship and the easiest way is finding someone,

let's say, you can look out on LinkedIn, someone you admire, make a list of 10 people that you admire,

that's close, that you think have done something that you want to do. And literally, the easiest way

to ask is, I mean, I ask for coffee, you know, it's so simple, like, let's have coffee,

Christian, let's sit down for 15 minutes and have coffee and let's see if there's a synergy

between us because mentorship is not a paid relationship. It is, I want to help you because I know

I can contribute something to what you're building. And I think it's also fair to say that, you know,

when it comes to such a tremendous experience as entrepreneur based on your story,

you're one of my mentors, right? I mean, I founded two companies, not nine, not ten, like you and

others. And therefore, you know, I remember when we sat down and talked about this idea of

possible, et cetera, et cetera, you became my mentor in many ways, you know, when it came,

you know, from the entrepreneurship and when it comes to, you know, that you follow your past,

but let's talk about this for a second because there's also a challenge when you have to know

when it's time to pivot versus push through discomfort. Yeah, this is the way I want to go,

but of course, it's not always like this, right? So when is that moment?

Oh my gosh. Well, thank you very much. I talk about pivoting a lot, especially in entrepreneurs,

and mentors can help guide you because they've been there. And I think, think of the most

successful companies that we know. I mean, YouTube started as a dating platform, Twitter started

as podcast, right? Netflix started sending DVDs by mail. Every single company has pivoted

at least once. Even if I look at the investments that I've made, 99% have pivoted. And I think

that's okay because they're adjusting, they're iterating, they're trying and testing and learning

and failing and growing. And it's so important because to your point, if you just think it's one

way, you know, there's only one way to get to a disease, that is mistake. There's a lot of

different ways and success is not a straight line, right? So looking back, thinking about what are

the detours, the offerings, the setbacks, like what other ways could I do it? And could I do it

better? I'm always open to learning. And I think for me, being really curious and now being across

so many different industries, just continuously understanding and learning from individuals that

are smarter than myself. Let's talk about you as an engine investor. We've mentioned this

several times. How many companies you invested? More than a hundred? 150 now, maybe more.

Oh, wow. That's unbelievable. A lot of good exits. I've had at least half of them have

exited. So that's good on you. Good on you. Also, when you look into something new now,

another company you might be interested in, what do you notice about founders within the first

10 minutes that others miss? And I'm not talking about the typical elevators beach, right? And not

about the presentation itself. More maybe about the personality, how people talk to you and try

to sell this idea to you. Yeah. For me, looking at founders right now, I know how hard it is to be a

founder. So I am a founder. So I'm not just an investor. I'm going to founder. I have an operate,

I've scaled businesses to a billion dollars. I know how hard it is. And I sat there at my

kitchen table wondering if I'm ever going to get out of my own house, right? And so

when I invest in individuals now, and honestly, I invest 100%. Yes, you have to have a great idea.

And yes, there has to be a great market opportunity. But at the end of the day, I'm investment

in the individual and their ability. When something goes wrong, they got to have grit.

Like can't quit. They have to keep going no matter how bad it gets. And that's what I'm looking

for in the individuals that I'm backing. The ones that are open to pivoting, open to new ideas,

open to find a solution. Because the market again is moving so fast that we don't know what's

going to happen. We just know, I mean, in my world, I just know something bad is going to happen.

So I need to bet on a founder that is resilient and has the tenacity to keep pushing forward.

And how do you support farmers without taking the wheel? I mean, if they need some adjustments

and some guidance, I think that's a tricky part, right? To give them advice, but not taking the

wheel. So when do you step in heart? Oh my gosh. Well, you have to know in any relationship,

I think this goes with marriage or friendships. Like, am I the passenger or am I the driver, right?

Well, in the marriage, you never step in heart for sure. I'm the passenger of the driver.

You have to know in any situation. Where are you? And if I'm investing, if I'm co-founding,

I'm also, you know, we're co-drivers, right? If I'm just investing, you're the driver. And I'm

here to just offer support and guidance and, you know, a network, right? And so I don't lean in

because unless you want me to, I have a lot of found, usually, if founders call me something is

really, really wrong. Like, really wrong. And they're calling me as like the lifeline. Like,

what should I do? Either I lost my best employee or I'm going to run out of cash or the market

changed or something happened really dramatic. And I feel I'm a really good mentor and advisor

and investor at that point because I'm an entrepreneur. So like, I will always favor the entrepreneur,

which is a difference than being a VC who really has different motives. They're not on the ground.

They don't know how hard it is. Something I can't definitely confirm. Yes, that's

you. You're good at that. You know how hard it is, man. No, I know how good you are. You know,

having you next to me and to giving me that kind of advice and guidance all the time.

So let's talk about something very serious. In 24, 25 VC funding for all women

founding teams remain low consistently, hovering around 2% to 2.3 or 2.5% of total US and global VC

capital, which is unbelievable. Our women founders being evaluated on traction while others are

evaluated on potential. What is the reason for that? Actually, I don't think so. I don't think

that's it to be honest. When I look at how much deal flow I get and I get a lot, one out of 20

is probably a woman founder asking me for investment. Maybe less. So there's just not enough woman

coming to the plate. There's not enough woman asking for the money in my experience that I invest

across category. So it's interesting. And I think A, there should be more, but you can't be what

you can't see. And so what I try to do in most of, in everything that I do, I mean, I love

the entrepreneurs, like, is to try to be a role model. Like, you can do it. You need to help. I'm

actually mentoring at least six women right now, women founders. So I think just trying to, like,

in whatever way you can, helping to understand how to raise capital, helping to expand the network,

and helping to show that you can ask for help because as women, we don't ask for help.

Like, we just don't for whatever reason. So in other words, you're saying they're not falling out

you know in pitch meetings or term sheets or follow on rounds. It's really at the beginning,

right? When sourcing, when getting the attention coming out and say, hey, I'm the one,

I know how to do this. Well, because they'll wait likely till they're 100% ready where the guys

are like, I'm 70, let's go. 70% they're like, I'm going to pitch you. I'm like, okay,

pitch me. You should pitch me at 70%. The women wait till they're 100%. The business is already

formed. Right. And then at that point, you know, usually they're cashloin. So maybe they don't

need investment, but they do need the support, which is interesting. But it's not

personally from what I've seen. It's at the beginning. And we need to encourage more women to ask.

Okay. Let's do this. Let's start with that podcast here. For sure. We would like to see more

applications reaching out to you in the next couple of days. I'm like, oh, my gosh, because

actually it's interesting. I personally try to prioritize women founders underrepresented

found like founders that I know I can help, right? And but the reality is when I look at who's

pitching, it's a very small sliver. And I think it's reflected in the funding. Right.

You already mentioned AI and touch base on the influence of AI, but let's talk about technology

in general because technology always played a role, right? I mean, when we started our businesses,

what is it? 20 years ago, 25, something, whatever. There was already a lot of technology development.

So how has technology changed? Who gets to be an entrepreneur? Not just how companies are

built, which is obvious, you know, as technology, you can do it faster and easier and that. But

how technology changed the entrepreneur themselves? Do you see a difference there?

Yes, it's never been easier to start a company. Oh, my goodness. Why is that?

Oh, because there's so many tools you can test and iterate and get something to market

within literally an hour. It's insane, right? And I think about all the companies that I'm working

mentoring, you can test and learn so quickly and get proof of concept, get out to market.

Now with all of the tools, it's never been easier, which is so exciting because

it lowers the barrier to entry. But it also makes it, you know, more competitive.

What about the VC market? I think you also found a company recently or maybe some time ago already,

so please correct me, which use AI to change the investment market, the VC market itself.

So how will this impact how you could collect money as an entrepreneur, as a founder?

Well, when you get the VC market, you want to, especially because there's tools,

you're looking for more, you know, you see later, later stage, right? Because you're seeing less

money going to early stage, a lot more money's going into later stage because you now want to

see traction, you want to see a path of profitability, you want to see consumer adoption. There's a lot more

metrics that you're looking at because you want to be more confident in your investment, which I

get as an investor, I do, I do too. The other day, someone was pitching me and they didn't have one,

they hadn't even gotten to market. I'm like, this is an amazing idea, absolutely amazing. How many

consumers are actually testing it? None. I'm like, this is ridiculous. How are you even pitching

me right now? Get to market, stop. You've been doing this for a year, a year. I'm like, you should

be doing this for a month and then get to market, get some feedback, go back, develop, like, think

I'm money right now. You could have 10 solid engineers, which kind of goes back to 20 years.

Like, really, you can get a lot of smart people that move really, really, really quickly. 10 solid

engineers can be as much as 100 if you're actually all focused on executing at the same time.

So the right balance between the latest tech stack using in some way, at the same time,

at least I believe, you know, funding, starting a business, make it successful, also depends on

I would say, I would call it some kind of traditional values still. So what opportunities do you

believe most founders are overlooking right now, independent from all these technology, influence

decisions, because it feels too unglamorous. Is there anything you would say, hey, let's get

go back to the old values, you know, which are still relevant in today's time as well.

I think it's about not getting caught up in the hype, to be honest, and just building a great,

let's go back to basics, let's just build a great business, a business that makes money,

a business that has a path of profitability, like those businesses will always have a great

outcome. Like, business fundamentals should not get lost. And I think that's really important,

because now reminds me of 20 years ago, we're just trying to get millions and millions of consumers,

but there's no actual business. Like, we have to have a functioning business that people are

willing to pay for. And I think that's really important to just go, let's go back to basics at

this point. Yeah, not running crazy because of the hype. This is, I think, absolutely true,

find the right balance, which is also speaking on my own experience, one of the biggest challenges,

you wake up every morning and you think, you know, the world change completely. It feels quite often,

feels like this, but then looking stepping back for a second and say, okay, what has really

impact on societies, on your own business and the market you're acting? And that's then

potentially not always as you look into this in the first second. So I think that makes absolutely

sense. So we talked about glamour, especially when you're successful, you only see quite often,

you only see the big successes, right? The multi millionaires and the billionaires who did this

several times. What part of the journey deserves far more honesty? Oh my gosh. Yes, you see,

even in my case, you see 235 million dollar exit, you do not see the decades I spent just grinding

it out, flying and traveling and, you know, having the worst things that you could possibly, you

get sued and then it's so tragic. So many mistakes, right? And honestly, that's why I wrote a book

about mistakes because I wanted to share it because everyone waits till the end and they say,

oh, look at this great exit, but the reality is that exit is one moment and that journey was so

hard. And I made so many mistakes that I wish I wouldn't have and you learn from them and you grow,

but reminding ourselves that like it's a marathon, not a sprint. Success is a very,

is a long game. And I think actually in companies too, entrepreneurship and entrepreneurs are not

built overnight. The companies I invest in, it is a five to ten year day to day 24 seven grind.

But it's motivating at the same time, right? It's so fun, it's so fun.

Forward all the time, in most cases, at least. So right now, as we said, we also have listeners,

maybe in this situation right now, thinking about the next great idea, good idea,

and a long list of reasons to wait. So if they don't act in the next 30 days,

what do you believe they will lose, not theoretically, but in real life?

I think looking back at my own life, right, thinking you're listening right now,

where do you want to be one year from today? If it is not moving forward, I would say you have failed

yourself. Truly, because we should always be learning, we should always be growing, we should always

be taking that risk and pushing it to the next level. And if you're not, and if you're not stepping

up so I had your comfort zone, if you're not taking risks, you're going to regret it. And who,

right, you don't want to regret, right? I don't want to look back as I regret not doing it,

because you will regret it. And the market's moving, they'll never be a better time to start. It

doesn't matter how old you are, it doesn't matter how much experience you have. Nothing matters

other than the desire and the belief in your idea and the courage to take that first step.

So whatever fear you have that you're telling yourself, like it's all a lie and you're just making

excuses. What a great final statement of our conversation. And for those who are interested,

right? And maybe we'd like to reach out. So where can people find you, Kim? What is the best?

Please, yes, connect with me on LinkedIn, on Instagram, on my website, Kimperel.com. I've got

some amazing tools for putting your dreams into actual reality and executing. And I would love to

connect. I love hearing about the stories. And actually to your point, Christian, what are you

going to do in the next 30 days? Please reach out and tell me. Right. Okay. So that's a clear call

for everybody out there. Kim, thank you so much for reminding us that success rarely belongs to

the most prepared. It belongs to the ones willing to move forward. And to everyone listening,

the distance between an idea and a life changing outcome is almost always execution as we now

said and learned. Start before you feel ready because waiting might be the biggest risk of all.

I'm Christian Moore and this is possible now. Stories of possibilities. Thank you.

If you're curious to learn more about possible, sign up for our newsletter. Or if you want to

join us at the possible show in Miami, visit possible event.com. Possible now is a co-production of

iHeart Media and possible. Our executive producers are Ryan Marx and Yasmin Melendez. Our

supervising producer is Meredith Burns. Special thanks to Colleen Lawrence Mack from our

programming team. Our theme music is composed by Anthony Kettakoli. For more podcasts from iHeart,

visit the iHeart app, Apple Podcast, or wherever you listen to your favorite shows.

This is an iHeart podcast. Guaranteed Human.