Agile Lead: Discoverer vs. Strikebreaker

One of the more complex challenges that we face in transformations is where the Agile Lead of the client is not fluent in Agile. Since we need to work with the Agile Lead / COE Lead head-to-head, it’s a key position for us.

In a perfect scenario, the Agile Lead is a mature Agile practitioner, but sometimes we have people who have received the ownership of the Agile dimension of the transformation with no experience. So, how can we transform this into an opportunity? How can we overcome the sponsor’s dysfunctional choice?

Before we can answer that, we need to distinguish the Agile Lead that we have to work with: are they an Agile Discoverer or an Agile Strikebreaker?

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Agile Discoverer

Challenge: support them to gain experience swiftly

Opportunity: Sounding Board

Tactical actions: Focus on both certification and hands-on laboratories

Agile Discoverer is an archetype that we run once in a while. It’s a lead that the enterprise sponsor thinks has the knowledge of agile and they don’t, or the right attitude. Either way, they do not have the experience necessary to help in the transformation.

This is an excellent opportunity: we can help them both gain the experience in Agile and in a transformation at the same time. Another advantage that this kind of Agile Lead has is that, being part of the organization but being relatively new to Agile, he or she can be a great sounding board for the opinions of the rest of the organization.

What can we do to empower the Agile Discoverer?

  • Pathfinding: We can create career paths and archetypes that map the ideal Scrum Master, ART, PO, etc. In that way, we can build up their general knowledge and also help them map certifications and courses.
  • Roleplaying: By existing a large experience gap, we can help them as consultants by showing them an embodied Agile perspective that they can gradually step into.
  • T3 (Train The Trainers): Being an Agile Lead, we probably expected them to coordinate and facilitate training. By focusing on a T3 approach, we can speed up their experience and quickly get to where we know if we’re going to need third-party facilitators.

The Agile Discoverer dysfunction is not a terrible situation; yes, it will probably require more work, but it is well worth it.

Agile Strikebreaker

Challenge: attrition-based death of a company

Opportunity: Non-Violent Communication

Tactical actions: Reduce and contain damage while extracting yourself

An Agile Strikebreaker is a different dysfunction. This is not someone who has received a responsibility without having the means to uphold it. This is someone who is actively against Agile principles, and yet is theoretically their champion. Maybe there is a particular sponsor that wants the transformation poisoned and has prevailed to nominate them. Maybe they’ve lied about their qualifications or mindset and now it’s too late and they are the Agile COE Lead. But what it boils down is that they will undermine Agile principles and mindset while claiming to uphold them.

You can expect things like:

  • Asking for a commited, multiepic release plan with fixed dates
  • A focus on nonessential metrics
  • Manipulation of indicators that show agile maturity
  • Redefinition of roles and methodologies away from their accepted meaning to conform to a customized Agile which will tend to Waterfall

The result of this is not only complex for you; but for the company. Most Agile specialist are very in-demand. If you want to force them to work in a manner that is anti-ethical to their principles, they will leave en masse. This will soon reduce any profit that the company can generate and stall every single part of the transformation.

You also need to exercise great care in communication. Since the Agile Strikebreaker cannot let you advise to generate more agility, he or she will try to force and redefine every aspect of what you propose. From bitter experience, I know how difficult is to work with someone who lies through their teeth. A framework that allows you to remain professional and focused, like Non-Violent Communication, can be a great help.

Ultimately, what you can do with the Agile Strikebreaker boils down to the relationship that the sponsors have with you and with the Strikebreaker. If they are unaware that the situation is like this, there is a possibility that they are open to change. Here, clear reasoning and concepts are key; It should articulate the major thrust of the argument for a change in terms of the losses that the company will face if in the future, not only for the transformation but for any project undertaken under the guise of the “agility” which the Agile Strikebreaker espouses.

If the sponsor is aware of the situation, the best course of action is to limit the damage and slowly extricate yourself of the situation. It doesn’t matter why they poisoned the transformation. Perhaps it was an internal power struggle. Perhaps they signed and then they realized it was too much effort. The bottom line is that you are trying to swim with a heavy anchor attached to you. I have found that the best way to deal with these situations is to elegantly remove yourself from it.

Do you have other strategies to deal with Discoverers and Strikebreakers?

Please comment below, if you do!

#agile #digitaltransformation #agility #scrum #safe #scaledagile

Creative Partnerships

So, you’ve started your Journey to Digital.

Let’s focus on the first step: finding a partner that has done it before.

Why? Why should you need a partner for a transformation?

The Digital Transformation Journey

There are several reasons for having a partnership in a Digital Transformation process:

  • You will not probably have the number of people who can leverage the Transformation within a reasonable amount of time.
  • You won’t also have dedicated resources, unless your business IS DTs (in which case, you are the partner)
  • Even if you have people who have been through a DT before, you need the experience that only comes after having done many DTs.
  • Ready-made content and training will reduce cost and duration of the DT.

But the more important reason is that a suitable partner can help you envision the transformation itself and how can you measure its impact, value and effort, reducing the resistance you’re going to face.

Because you’re going to face resistance. There’s no such a thing as a frictionless organization.

So, let’s say that you buy this. This is how you start:

  • First, of course, you create consensus on the leadership of the organization. I’ve seen more DTs that I can count derailed by having just the support of the sponsor. Everyone doesn’t need to agree on everything, but there should be a broad consensus that a Transformation it is both desirable and necessary.
  • Then, we move onto metrics: How are we going to know if we’ve achieved the DTs? Are we going to look primarily at methodologies? Are we going to be focused on Value? Time 2 Market? What are our driving concerns and pain points? We don’t actually need to list the metrics involved, but we need to have a rough consensus of what type of metric are they. They will guide our search in the next step.
  • The result that you want will dictate the search for the right partner. Looking for a focused, Journey-to-Agile short impact transformation? Then a good specialist provider in Agile Coaching can be a good bet. Bigger Enterprise Cultural Transformation? Find the experts with a wide base of people and experience in Enterprise Agility.
  • Once you have someone you think might be a good fit, you can do this to gauge their compatibility: ask them to tell you a story. In the past, when has a DT clicked for them? What were the challenges of the Client? Do they seem familiar to you?
Finding the right partner

You are trying to craft your own Origin Story and to see if the potential partner’s a match, you need to see if they have what it takes to help you.

Your Origin Story is the first artifact of the transformation. It will answer the first question anyone in the organization will ask themselves: Why, oh why, are we doing this?

And we’ll soon broach some structure ideas for the OS. But for now, you should be set to look for a partner.

Good searching!

How do we gain experience?

##agile #digitaltransformation #learning #seniority

At my first corporate job in the 1990s, I used to work on several projects with someone nicknamed The Futurist.

The Futurist was called that because, at the beginning of each project, he would calmly tell you: “You know, this project will go this way, it will probably crash because of this and we’ll be back here in three months.”

This was usually spot on. It wasn’t an ironic nickname. The Futurist’s prediction came to pass.

So, a couple of months, I asked him: “Then, why we do it at all?”

His answer: “This is the way projects are done.”

That answer never satisfied me. When I worked alongside The Futurist, he would work on things that he knew that were useless. In the projects, they would discuss everything perfunctorily and then push on ahead. When questioned, the usual answer was: how do you get experience if you don’t work, then?

Almost a lifetime later, this answer still rings hollow to me.

Experience, theoretically measured by seniority, is just not a matter of simply doing work. You can keep working and be able to forecast a project’s fate, like The Futurist could, but I wouldn’t call that experience. The Futurist had worked for a long time, but that work hasn’t translated into experience and seniority.

This translation’s not automatic. It takes time and effort.

We can think of the generating of experience as four steps; four steps that should be the base for all Retro ceremonies within Scrum, but even outside Scrum, they are precious.

The Four Steps are:

  1. Do The Work: you need to put the time into doing things. You need to fail fast. You need to test your hypothesis. This means two things: getting your hands dirty and getting things done.
  2. Reflecting Together: Every once in a while, reflect as a team. Yes, self-reflection is a vital part of your personal journey. But as long as you are in a team, working towards a common goal, reflection needs to be refined and validated between you all, like anything else.
  3. Getting Feedback: Even if you do your reflection, feedback is the blood that drives improvement. Metrics, pulse surveys, business results. Crave them.
  4. Implementing Changes: So, you have your feedback. You brainstorm, you reflect, you know what to do. It is vital that you do it. While seemingly a trivial thing, I’ve lost count of the number of groups that I’ve seen that know what to change, but never get around to change it. Don’t be like them.

These Four Steps are deceptively simple. What’s hard is the discipline needed to always implement them. But if you achieve it, you move beyond The Futurist into the Changer of Ways, the most important of the archetypes for a Transformation. In order to become that, change yourself.

Learn. Become experienced. Don’t accept things as they are, but always strive to learn. Don’t accept the future just because you see it. The big difference between The Futurist and the Changer of Ways is not the knowledge of what is coming. In that, they are matched.

The difference is on the experience and seniority needed to know that change is possible. And to get there, you need to create both those qualities out of the alchemy of work, reflection, feedback and change.

#agile #digitaltransformation #learning #seniority

Why Mindful Transformations?

Why Mindful Transformations?

Leaders, executives, managers. If they’re old school, they often ask it with an incredulous look.

What does Mindfulness have to do with an Enterprise? The no hierarchy thing is disruptive. Yes, the idea of focusing on value and cross-functional teams is new. But it makes a kind of sense.

Meditation? Meditation is for hippies, for yoga teachers, for people other than us.

I’ve responded to this kind of questioning by throwing the book at those who asked me. There are books I mention. I mention studies. The research backs it up. Websites like helps land the statistics on concrete cases. But lately, I do nothing like this.

Lately, I just summarize it into four main points.

So, here’s my new answer to why do you need Mindful Transformations which you can count in one hand while saving the thumb:

  1. Creativity: Innovation is the name of the game. Innovation drives business, creates legendary products, makes a difference. But there’s another layer to Innovation: Innovation geared towards your work process. And let’s be frank: innovation feels great. When we innovate, we can see the effect that the change has on long-suffered problems. If we pause and recognize the moment, we want more. But that’s a great “if”. Mindfulness gives your people the tools to empower themselves to recognize the feeling and amplify it.
  2. Joy: Often, work is very dull. Even if you feel challenged by it, the continuous burn down and stress can sap your energy. And in a Transformation, this translates into resistance and disengagement. Once R&D’s are in place, every single action becomes an uphill battle. Mindfulness helps counteract the effects of R&D in your Transformation by introducing moments of connection and joy in the middle of the workday.
  3. Future Vision: If the day-to-day business is a slog, there’s zero interest in knowing the future of the company. If the routine brings only stress, our capacity to focus on long-term goals becomes compromised. By introducing stress-management techniques, we regain the enthusiasm for the future of our work and we can engage in a more creative fashion again.
  4. Fly: One thing that Mindfulness techniques specialize on is not removing or crashing against obstacles in our path, but making those obstacles the path. Not reaching enough ratio? Instead of trying to brute-force our way, agility can help by testing hypothesis via MVPs. Are our metrics too innocent? The inherent fuzziness of User Story Points can help us adjust. But one thing that all these actions require is Mindset. If we try to implement an Agile framework without working on the Mindset of the people implementing it… we’re going to crash and burn upon that land called That was not my mistake. Mindset is the key to Agile and Mindfulness is a tool to work it. Not the only tool, perhaps not the best, but one that’s reliable, proven and has a great number of practitioners.

So, what do you think? Is throwing the book at people a better approach? Does Mindfulness make sense in a Digital Transformation? Do we need to create Mindful Transformations?

#mindfulness #digitaltransformation #agile

Digital Transformations: an Agile approach – Part one

So, you want to perform a Digital Transformation?

This is, today, the most common and most risky type of transformation, post-pandemic, at an enterprise level.

Digital Transformations are always changing, complex beasts, but they have a couple of things that stay the same and allow us to group them together:

· They focus on moving from a location and paper approach to a digital remote one.

· Usually, we do them via a shift of methodology. Depending on the Enterprise itself to adopt a new methodology or to adopt a methodology. This results in changes at a cultural, organizational, and work stream level.

· The primary goal of most Digital Transformations is better client satisfaction, greater innovation, or a clear focus on efficiency.

Having defined a Digital Transformation, I will do an overview of what are the best practices and approaches.

This will be, of course, my experience and opinions.

I will first divide the Digital Transformation in four arbitrary phases, which I call A.I.M.S., which means:

· Aiming: The phase in which we plot our way through the Transformation itself and we align expectations and goals.

· Inoculate: we go hard-for-broke with a skilled team, to build the beginning of the Transformation and gather momentum with a series of pilots and proof of concepts.

· Measure: when we make sure that what we’re doing is having the desired effect or we correct it.

· Scale!: when we have found the correct list of recipes, and how to measure them, it’s time to deploy them Enterprise-wide.

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I’ll be covering the first phase next (Aiming), but what do you think? Does this sequence of phases, the A.I.M.S., make sense?

Please comment on and thank you!

#agile #enterprise #digitaltransformation

My Mindful Time with COVID

An experiential defense of vaccination

It finally caught up with me. After successfully evading the Corona Crown for all the pandemic, after dodging every risky situation, a PCR found me positive.

Mind you, I already felt sick. Headaches, fever, body pains. The works.

‘Ok’ I thought ‘we should be alright. We are not at risk since we have all the vaccine coverage. This will just take time’. I learned experientially about the importance of vaccination through the application of mindfulness.

Just to be clear about something, before we begin: I’m not any kind of qualified medical doctor or practitioner. I’m not a medic, nurse, or specialist in any biological science.

I’m also not any kind of untraditional practitioner of health, like a Reiki devotee or a crystal healer.

My work is mainly as a Strategy Consultant, with a specialization in Mindfulness as a tool to generate both systemic and personal change in corporation and their workers.

I found interesting, as both a meditation practitioner and teacher, how to apply my awareness to the process of my sickness and healing.

There was a very interesting correlation between the experience of vaccination and sickness.

This is just a personal and singular experience, but I found it helpful to document it.

I have three vaccines which followed a pattern.

After the first shot, I returned to work. Slowly, a general feeling of dullness dawned, followed by headaches and body pain. I found out that I couldn’t continue working, not in any useful way.

I went to bed to read, thinking that I’ll be up soon. Then, the fever came.

I had a pretty strong fever until the small hours of the morning. After that, I could sleep. I felt tired, but nothing else.

Second shot. I did this on a morning. By midday, I felt headaches. I went to my bed, fearing the repeat of the first.The fever came right on cue. I struggled, trying to distract myself, but I had to wait for the fever to break.

Third shot. ‘Ok, Fede’ I thought to myself ‘you’re slow, but even you can learn’. I had the shot, then went straight to my bed. Fell asleep as soon as I could. Slept through the fever. Woke up feeling refreshed.

Then, COVID came this week. I found out that it behaved the way it was supposed to. It was the experience of the vaccine, but amped up.

Every day, the same pattern: wake with headaches, mucus, body pain. Fever started mounting towards the end of the day. If I fought against it, I couldn’t sleep until the fever abated. If I tried to relax and sleep as much as I could, I just sailed past it.

Lying on a bed is easier said than done. My body, at least, hurts once the twelve hour mark is past. With mindfulness of posture, and small stretches, when I could do them, I managed.

Our thoughts are the main thing. All those questions. When I’m going to feel better? Should I call the doctor again? Do I have to lie here feeling bad?

This is where mindfulness comes into play; to help both manage our expectations and to relax on the experience.

On the expectation side, yes, we’re going to feel sick. But that’s what we can expect, isn’t it? By framing our expectations against our experience of the vaccines and seeing a similar pattern. We can be sure that this is not going to kill us. It’s not a bridge that we haven’t crossed already; it’s just that the intensity’s a little higher, nothing more.

On the experience itself, mindfulness can help us to manage those things, like posture, that we can manage and relax ourselves to those things we cannot. I don’t think that anyone can be fully comfortable during COVID fevers, but one thing that mindfulness teaches is to be comfortable while being uncomfortable. We need to relax into the pain and the fever.

Is it a good time? No, not at all.

Will it pass soon enough if we relax? Yes.

I did what I could. I took the strategy of my third shot iteration and reused it for COVID. I slept as much as I could, going to sleep at non-regular hours; just when I felt the fever rising. And it worked like a charm: I woke up refreshed and soon I was back on my feet.

The experience taught me more respect for the heroes of this pandemic: the scientists and immunologists who created a vast array of vaccines in a short time. Of course, I know that testing has proved them in a laboratory setting.

Still, it amazed me to see how well they prepared me for the actual thing. Not only did they create defenses in my system to not fall to the virus badly. It trained me on how to take the best course of action if I were to be infected.

So, this is my brief, mindful conclusion: if you still haven’t fully vaccinated… please do so now! I know you might read many people telling you about their personal experiences. This is mine, and I’m telling you, not only for yourself but for everyone else: this works.

And if you’re already have, please join me in thanking all of those who made these vaccines possible for all! The unsung heros of these years. Thank you!

#mindfulness #covid #meditation #vaccionation #experience #yoga

On Creative and UnCreative Writing and how this works on corporate storytelling.

Once Upon a Time in Hollywood, there was Uncreative Writing.

So, this weekend has been a long weekend here, in Argentina. I took advantage of it in several ways: did a lot of exercise and I took a lot of long rides in my bike. Before the pandemic, I used to travel the crowded, difficult to navigate by car or public transport downtown Buenos Aires by riding my bike. I used to do 20-30 miles a day, on weekdays. But it seems almost in another life; for the last year and a half, my daily commute is from my bedroom to my living.

I also read a book that was recommended to me: the novelization of Once Upon a Time in Hollywood , the 2019 film by its own creator, Quentin Tarantino. This novel was…very surprising for me. Not only because of what Tarantino wrote, but because of how he wrote it. I’m going to very briefly go into it, so SPOILERS ahead.

Quentin Tarantino's Once Upon a Time in Hollywood book: 8 things to know -  Polygon

What Tarantino does is not so much a novelization of his movie, but rather a re-edit and remix which only works juxtaposed the actual film itself. In the book:

  • We learned that Brad Pitt’s character, Cliff Booth, killed his wife. Not only that, but he got away with murder three times and was planning on either killing or crippling Bruce Lee. He fantasizes on starting a cult like Manson and constantly treats women like disposable objects. We forget it when we look at Brad Pitt’s genial smiling face, but the book does not shy away from the fact that the character himself is a psychopath who just hasn’t been caught.
  • He expands the story of the cowboy show where Leonardo Di Caprio’s Rick Dalton is working, and he uses to self-insert into their universe.
  • But the most impactful change is the ending. Remember the flamethrower scene? How the Mason family attacked the protagonists?  Well, here it’s broached, out of time and sequence, in two paragraphs towards the first quarter of the novella, as something that will happen later on, in relationship to one of the protagonists’ wife. With that scene and that build up no longer there, the novel is an entirely different beast that the film.

This has been received with criticism across the internets. Blogs accuse Tarantino from being non-creative, derivate, just writing a script in novel form. But to my eyes, what Tarantino’s doing here is another kind of art, something that we do almost all the time, as consultants.

He is being UNcreative.

The poet and literary critic Kenneth Goldsmith defined Uncreative Writing as that writing that doesn’t produce new content by writing new material, but by remixing, re-matching existing materials and shining a light on some previous parts that weren’t in focus before. Now, this might require you to write some more detail, but it should be done in a way that does not contradict the previous material. So, Tarantino’s greater detail on Cliff Booth’s murdering ways, while (in my personal opinion) wasn’t very present in the movie in the book it doesn’t derail or contradict the character. But most of the new effect of the novel is done by remixing and rearranging focuses on characters, expanding and shrinking time on the spotlight, or introducing details that illuminate but do not contradict.

This, is effect, requires the existence of the film itself. While you might theoretically read the book by itself, with no prior knowledge, Tarantino has very astutely played for his audience, who probably by now (two years after it is debut) have seen it. In a scene, he shows the power that Roman Polanski has as a director to influence the way the audience thinks. I think he is aiming for the same here with his book.

(That he feels no compunction in making Polansky one of the more admired characters is in my opinion, either the most Tarantinesque virtue or his tacit admission that movies, for him, are the only thing that matters)

Whatever his aims, what Tarantino does is, in my opinion, a form of art. But a form of art which is much maligned, yet vital. The capacity to not be creative when you can be, when you are expected to be is a virtue that is very much absent in most of us, but, at the same time: how many consultants are creative? By “creative” I mean creating frameworks all the time, new concepts, new ways of working, etc.

I would think that most of us do that creative part of work not that much. Most of our work is Uncreative Writing. And that is ok. That is more than ok: the worst epoch in the Agile World, at least according to me, was the long stretch from 2008 to circa 2014, where everyone and their mothers had their own Scrum, their own way of doing Agile.

Wanted to do a Sprint Review? Sorry mate, these are called “group expositions” now and they are done via PowerPoint. Doing a daily? We do not do that, we do “chat-attack” via slack, but you need to upload topics via mail. And so on, ad infinitum.

It was such a relief when the Scrum Guide took over. Now we could agree at least on the basics of it and focus on what we wanted to emphasize. We looked at it Un-creatively and we made it work.

This is the kind of approach that, I think benefits our clients the most. We should focus on how to highlight and be artful in the way to combine previous, standard material. Bear in mind that every time we create something ad hoc for the client, this is something that must be factored in the training time of every single person who starts there. Time that, blown up to the level of even small corporations, adds up. Time that is not spent creating value for their clients, but rather in simply basic training to function. We should not only stop insisting that there’s more value in originality, but we should actually focus on the Uncreative skills that we use all the time. I think we are doing this already, without any reason or rhyme. How many of us are reusing templates, remixing presentations, jury-rigging Murals or Miro’s?

I would love a course on Uncreative Writing for consultants. I’ll look for it, and if I can’t find it, I’ll write it myself.

But only if I cannot find it first someplace.

Yesterday, I finished my first Podcast. Let me tell you what I’ve learned.

Hi! My name is Fede Andino, and I’m, at work, a Culture Crafter. But outside work, I am also a University Professor and Researcher, as well as a Buddhist Teacher. One particular thing that I love to teach is the story of the 84 Mahasiddhas: a group of bizarre, funny, disruptive hindu and buddhist practitioners who broke down assumptions and inagurated a new style of practice: tantric buddhism and hinduism (which, to be honest, has nothing to do with the sex-obsessed new tantra taught in the west).

Usualy, since it’s a big story, composed of 84 mini-chapters or stories, it tends to be taught (by other and myself) in one of two ways: as a multi-day teaching, usually in a retreat setting or in an abbreviated, written form. I wanted to bring this story, which is funny, warm and profundly humane, in a more relaxed setting; the kind of thing that I would love to hear in this never-ending quarantine. Thus, I started a podcast this year.

Yesterday, Sep.17 I finished the Podcast. It was, surprisingly, kinda a hit in the spanish-speaking countries (let’s be honest: it’s also quite niche, so that helped) averganging 453 views per chapter (the most listened chapter has the record of plays at 4.112 at the time of writing).  The audience started low (near 10 people per chapter) and climbed to stability (1.391, with people listening from Argentina to Mali). This, of course, is small potatoes to really big Podcasts (not even compared to Joe Rogan; the most listened Podcasts in Argentina averange between ten times that volume) but, for someone who was doing his first attempt…it was surprisingly solid, at least to me. This was enough to Anchor (my publishing tool) to offer me a paid sponsorship program; Alas, living in Argentina I cannot access it, but it was a nice touch.

Having completed my goals, the feedback that I’ve got tells me that I will probably create another in a couple of months; meanwhile, I’ll also upload one-shots for requested Mahasiddhas which are not in the general list.

What I’ve learned? Well, a bunch of things:

  • First, I read some books and courses for Podcasting. Bar none, the most useful in my opinion is Amanda Mayo’s Podcasting ( – a very useful how-to guide, from idea to podcast
  • The main investing should be geared towards a good microphone: the quality, from a simple headset mike to a Yeti condenser was incredible (
  • Audio mixing: I used Audacity quite successfully; you don’t need expensive software for a podcast.
  • Niche is king: as much as you can laser-focus your podcast, you’ll reap benefits in the same amount
  • On a not-so known path: there’s a lot of discussion here in Argentina, in academic circles, about the use of gender-inclusive language. The main consensus is that it helps visibilize inequalities, but it is a hot-topic for conservatives. I received a lot (I mean a lot) of well-meant “advice” on the topic, that I should not include it in order to broaden my reach. While I respect the “advice” (and the insults/threats from more overtly concerned people) I think that a very important differentiatior is the authenticity of your voice: since I use it in daily talk I included, which helped solidify loyalty and build the audience
  • When I started, I tended to do one story per episode. But since stories vary a lot in content (some are long and detailed, some you can tell in two minutes) I wrestled with adapting the format a quarter of a way in. I finally adapted (thinking the Agile way) and was rewarded by a climb in audience

So, to recap my Lessons Learned: Be niche, invest in a good mike, be authentic and agile.

Is there any other thing that you might think it helps? I would love to learn, if that’s the case


PS: If you’re curious about it, I’ve made a Spotify list with the episodes. Warning: it is Spanish only.