Final Reflection

1)       One thing that stands out about my work in this course is the way my comfort with presenting new ideas to people grew each week. Although I was very uncomfortable with the first interview assignment, I eventually become much more confident in both my ideas and myself. By the time we reached the “What’s Next?” assignment,

2)       My most meaningful experience in this course was writing my Venture Concept. As I wrote about the concept and saw how fully realized it had become, I thought back to the initial assignments when it was very little more than a vague idea about an opportunity that may or may not exist.

3)       Throughout this course, I have certainly moved much closer to developing an entrepreneurial mindset. In fact, I moved much closer than I had even expected when the course began. I could not have predicted that I would develop the kind of resourcefulness and tenacity that this course is centered around, and I am grateful to have had the opportunity to participate. This has been one of the most rewarding educational experiences I’ve had at UF.

4)       If I could make one recommendation to future students, it would be to take the course seriously and work to make the most out of each experience exercise. You’ll get out of this course what you put into it, and there’s certainly a lot to be learned from it. Don’t approach the assignments like ‘checking boxes’; think about what each exercise is designed to develop, and make yourself completely open to these learning opportunities.

Venture Concept No. 2

Summary of Feedback: Aubrey highlighted the organization of my venture concept and the characteristic that I identified as my critical advantage. Sydney highlighted the clarity with which I presented the Venture Concept, as well as the critical advantage. Grant highlighted that the passion I have for this venture came through in the Venture Concept. None of the feedback I received was negative, nor were any significant changes recommended.

Summary of Changes: Although all of the feedback was positive, I still used this praise to determine which features of my venture warranted the most emphasis. However, because no changes were suggested in the feedback, my Venture Concept No. 2 is very similar to the original version. I have made some slight modifications to add clarity in certain areas, and the revised version is produced below:

I. Opportunity

I believe that there exists a need for a wireless, Bluetooth-enabled headset designed to fit underneath a motorcycle helmet. This product would be designed to connect to a smartphone and deliver helpful audio inputs to the rider. These inputs would include navigation, music, communication, road hazard information, updates on weather conditions, etc.

Those who would benefit from this need include all motorcycle riders; however, there is a focus in this venture on the particular needs of young (ages 18-35) motorcyclists. Research via ENT3003 experience exercises has indicated that younger, more tech-savvy riders would most benefit from this product. Additional findings have further suggested that the needs of younger motorcyclists are likely to be different from those of older motorcyclists, and these specific needs can be addressed by the product put forward in this venture.

Currently, no single product exists to service this need in its entirety. Many motorcycle riders attempt to use a variety of non-specialized products, such as exercise/fitness headphones, Bluetooth earpieces, and even ordinary (i.e. with cord) headphones. Another significant concern is the likelihood of non-specialized headphones becoming dislodged during operation, endangering both the motorcyclist and other nearby motorists. These alternatives not only fail to address the full scope of the need, but also present self-evident safety concerns.

Additional opportunity considerations include the following: This market appears to be primarily domestic; further research is needed to determine if this need also exists internationally. This market may be concentrated in the Southern United States, as weather conditions allow for riding a motorcycle year-round. Experience exercises throughout ENT3003 have indicated that although Millennials (those born between approx. 1980 and 1998) are less likely to own a motorcycle than Generation X, those who do own one tend to ride much more frequently, with some even purchasing a motorcycle in place of a traditional commuter vehicle; however, the small sample sizes of these exercises may warrant additional research.

II. Innovation

This product will feature a minimalist design with around-the-ear “grips”, allowing the headset to stay in place when subjected to the forces present when operating a motorcycle (vibration, wind, etc.). Additionally, the product will employ Bluetooth technology, thereby rendering it cordless and allowing for hands-free use.

Accompanying this product will be a small device that mounts onto the handlebars of the motorcycle. This device will feature volume control buttons, as well as a mute button that will stop all audio when pressed, and the audio will remain muted until the button is pressed a second time. Although a variety of smartphone applications already exist to provide some of these functionalities (e.g. Spotify, Google Maps, etc.), I also envision the development of a companion application that will feature GPS navigation, traffic conditions, and weather updates within one interface.

This product will be sold in a package containing both the headset and control device. Although it is difficult to predict a selling price without having defined manufacturing costs, given that I will be operating in a niche market that provides no adequate substitutes, I expect that this product would sell through successfully at a price of approx. $55. The smartphone application will be a paid app, and I expect its price to fall within a range of $0.99 to $2.99. Further research will be conducted to determine if other pricing models may be more appropriate.

III. Venture Concept

This product addresses the aforementioned needs by creating a “personal assistant for motorcyclists.” Motorcycle riders tend to have a strong emotional connection to their motorcycle and the feelings prompted during a ride. As such, customers in this market tend to be much more willing to invest in a superior motorcycle riding experience and are therefore likely to purchase this product. Additionally, the lack of competitors currently offering a perfectly substitutable good will allow this venture to quickly gain a favorable competitive position in this market.

Findings from experience exercises have indicated that Millennials strongly prefer online ordering over traditional shopping. Given this, I expect that entry into online marketplaces such as Amazon will be critical for the success of this venture. However, the value that retail stores can provide in this market should not be discounted. Most motorcycle dealerships also operate a retail store where customers can purchase a wide variety of motorcycle gear, and these stores would be an ideal avenue through which to sell my product. It is worth noting that most motorcycle gear is bulky and demands substantial shelf space in retail stores, making this product’s comparatively small size a critical strength in retail sales.

IV: Additional Elements

1.     Critical Advantage: My critical advantage will be my intuitive understanding of the needs encountered by its customers. I am not only the entrepreneur behind this venture; I am also its prototypical customer.

2.     Next Steps for this Venture: A next step for this venture would be to capitalize on the rapid growth of technology and focus on ways in which new developments could be integrated into the motorcycle riding experience – in other words, a “lifestyle brand” for young motorcyclists. 

3.     Next Steps for Myself: In five to ten years, I hope to have done at least one of the following: 1) Grown this venture into a viable and profitable business, or 2) Learned from this venture in a way that will make my future ventures more likely to succeed.

My Exit Strategy

1)    My exit strategy is to sell this business in five to seven years for a significant return.

 2)    I have chosen this exit strategy because it seems reasonable to imagine a business such as this being acquired by a larger company – perhaps one that serves the motorcycle, general automotive, or consumer electronics industries and could benefit from the inclusion of my product into its product line.

 3)    This exit strategy has certainly influenced my development of this venture and the ways in which I’ve chosen to approach many of our experience exercises. For example, in “Growing Your Social Capital,” I chose to interview employees of a large consumer electronics store because my product should be designed to fit well into the product line of a (non-motorcycle-specific) consumer electronics company that may choose to acquire this business. In other words, this exit strategy has guided my focus toward existing in both the motorcycle equipment industry and the consumer electronics industry.

Reading Reflection No. 3

For our final reading reflection, I’ve selected Mindset: The New Psychology of Success by Carol Dweck.

1)       Dweck’s argument in this book centers around the difference between what she calls “fixed mindsets” and “growth mindsets.” According to Dweck, a fixed mindset is one that sees a person’s abilities as predetermined and unable to move in any direction. Conversely, she describes a growth mindset as one that accepts its own capacity to freely learn, grow, and adapt one’s own abilities and circumstances in life.

2)       This book directly parallels many of the philosophical underpinnings of ENT3003. Dweck promotes virtues such as tenacity, persistence, and adaptability throughout Mindset – virtues which have been echoed and refined in many of our experience exercise. Specifically, Dweck dedicates the entirety of Chapter 5 to the ways in which a person’s mindset can influence his or her success in business/entrepreneurial environments.

3)       If I could design an exercise based on this book, I would ask students to choose a person in their life who they consider successful, evaluate whether or not this person has a fixed or growth mindset, and explain why.

4)       My biggest ‘aha’ moment came when Dweck connected growth mindsets with sports in Chapter 4. My athletic experiences have been deeply formative in my own philosophy of personal accountability, so I was fascinated by Dweck’s exploration of growth mindsets in the context of athletic achievement. I had always intuitively recognized the presence of growth mindsets in sports, but never considered how and why this type of mindset became so prevalent.

Celebrating Failure

1) My most recent experience with failure took place outside of this class, but was enlightening nonetheless. I am a competitive rock climber, and I spent much of the past several months training intensely for a regional competition. During this time, I dedicated approximately 20-25 hours per week to training and conditioning in preparation for the upcoming competition. Unfortunately, however, I finished much more poorly than expected (i.e. I choked) and did not even place. This outcome was extremely disappointing given the amount of time and work I had invested preparation, and the experience was certainly a humbling failure.

2) From this failure, I learned not to measure failures by the amount of investment that preceded them. Instead, they should be measured by the extent to which I can learn from them moving forward.

3) Experiences like this one serve to test one of my most deeply held values – that individual successes or failures are the product of hard work, and we must accept this responsibility regardless of the outcome. It’s very easy to convince ourselves that we’re victims of our circumstances, and every failure presents us with an opportunity to do so. When faced with failure, I try to take extreme ownership of my role in the failure because doing so also acknowledges that it’s within my power to correct in the future. Throughout the semester, this class has taught me that failure is an acceptable by-product of entrepreneurship so long as I embrace my own capacity to learn from it.

What's Next?

Existing Market

1) Next Steps: My next step would be to frame this product as a necessity for motorcycle riders. I would like this product to be seen as a standard piece of motorcycle gear that every motorcyclist must have, much like a helmet.

2) The findings of these interviews are as follows:

Interview 1: Roy

          Roy said that my next step should be to expand my focus to both younger and older motorcycle riders. He pointed out that while younger riders are more likely to embrace technology, the general age of motorcycle riders skews toward older demographics. When I asked him about my next step (from Part 1), he agreed that this approach would be appropriate.

Interview 2: Matt

          Matt said that my next step should be to find a way to produce the product as cheaply as possible. He feels that a price point of $50 would be too high to justify this kind of purchase. When I asked him about my next step (from Part 1), he seemed skeptical that this kind of product would be a necessity for motorcyclists.

Interview 3: Tyler

          Tyler said that my next step should be to differentiate myself from other solutions to the need. Specifically, he currently uses regular Bluetooth headphones while riding. According to Tyler, the ways in which my product is different from the headphones he currently uses are not immediately clear. When I asked him about my next step (from Part 1), he said that this would be a solid next step, but that the differentiation problem should be addressed first.

3) Reflection:

          The feedback received in this exercise has been extraordinarily helpful in identifying and planning my next steps for this venture. All of the suggestions given by my interview subjects seem like valid directions in which this venture could be taken. This may be the most beneficial set of interviews that I’ve conducted throughout this course.

          I am particularly interested in the suggestion put forward in my first interview. Roy is correct that the demographics of motorcycle riders skew toward older people, and it’s true that fewer young people are purchasing motorcycles than in previous years. This is a critical consideration that I will incorporate into my strategy. Going forward, I will attempt to make this product appealing to both younger and older customers.

New Market

1) The Market: Drivers of ordinary cars (i.e. non-motorcyclists)

2) Although some creativity is required, I can imagine several circumstances in which a non-motorcyclist could make use of my product while driving an ordinary car. For example, someone whose car radio and/or speakers do not work may find value in a device that allows Bluetooth streaming of music while driving. This person would also be able to utilize the device’s other functionalities, such as navigation and communication.

3) The findings of these interviews are as follows:

Interview 1: Diana

          Diana drives a Toyota Highlander. When the product was described to her, she seemed skeptical of its utility in an ordinary car. She stated that if her speakers/radio were not working for some reason, she would prefer to drive in silence than be distracted by headphones. This interview provided valuable insight into the scope of the need (i.e. where it does not exist) among individuals in this market.

Interview 2: Aaron

          Aaron drives a Jeep Wrangler. During the interview, Aaron mentioned that the AUX cord that he uses to play music from his phone in his Jeep recently stopped working, leaving him unable to listen to music while driving. This presents yet another need for this product among drivers of ordinary cars that I had not previously thought of.

4) Reflection:

Although the product is designed specially for motorcyclists, I was surprised by how easy it was to imagine scenarios in which a non-motorcyclist could find value in this product. This exercise has certainly shown me how seemingly unusual approaches to new markets can produce new insights into potential opportunities.

          However, the new market does not appear to be as attractive as the existing product. Although a need may exist among non-motorcyclists, there may be other solutions that already exist to fulfill this need more effectively than my product. However, further evaluation may uncover an opportunity within this market, and perhaps a spin-off product could be developed to meet the unmet needs of non-motorcyclists.

Venture Concept - Ridephones

I. Opportunity

I believe that there exists a need for a wireless, Bluetooth-enabled headset designed to fit underneath a motorcycle helmet. This product would be designed to connect to a smartphone and deliver helpful audio inputs to the rider. These inputs can include navigation, music, communication, road hazard information, updates on weather conditions, etc.

Those who would benefit from this need include all motorcycle riders; however, there is a focus in this venture on the particular needs of young (ages 18-35) motorcyclists. Findings from experience exercises throughout this exercise have shown that young motorcyclists have needs that are different from those of other motorcyclists, and these needs can be addressed by the product put forward in this venture.

Currently, no single product exists to service this need in its entirety. Many motorcycle riders attempt to use a variety of non-specialized products, such as exercise/fitness headphones, Bluetooth earpieces, and even ordinary (i.e with cord) headphones. These alternatives not only fail to address the full scope of the need, but also present obvious safety concerns that threaten the well-being of the rider and his/her fellow motorists.

Additional opportunity considerations include the following: This market appears to be primarily domestic; further research is needed to determine if this need also exists internationally. This market may be concentrated in the Southern United States, as weather conditions allow for riding a motorcycle year-round. My experience exercises throughout ENT3003 indicate that although Millenials (those born between approx. 1980 and 1998) are less likely to own a motorcycle than Generation X, those who do own one tend to ride much more frequently, with some even riding a motorcycle in place of a traditional commuter vehicle; however, the small sample sizes of these exercises may warrant additional research.

II. Innovation

This product will feature a minimalist design with around-the-ear “grips”, allowing the headset to stay in place when exposed to the forces experienced during a motorcycle ride (vibration, wind, etc.). Additionally, the product will be powered by Bluetooth, thereby rendering it cordless and enabling handsfree use.

Accompanying this product will be a small device that mounts onto the handlebars of the motorcycle. This device will feature volume control buttons, as well as a mute button that will stop all audio when pressed, and the audio will remain muted until the button is pressed a second time. Although a variety of smartphone applications already exist to provide this product with functionality (e.g Spotify, Google Maps, etc.), I also envision the development of a companion application that will feature GPS navigation, traffic conditions, and weather updates within one convenient interface.

This product will be sold in a package containing both the headset and control device. Although it is difficult to predict a selling price without having defined manufacturing costs, given that I will be operating in a niche market that provides no adequate substitutes, I expect that this product would sell through successfully at a price of approx. $55. The smartphone application will be a paid app, and I expect its price to fall within a range of $0.99 to $2.99. Further research will be conducted to determine if other pricing models may be more appropriate.

III. Venture Concept

This product addresses the aforementioned needs by creating a “personal assistant for motorcyclists.” Motorcycle riders tend to have a strong emotional connection to their motorcycle and the feelings prompted during a ride. As such, customers in this market tend to be much more willing to invest in a superior motorcycle riding experience and are therefore likely to purchase this product. Additionally, the lack of competitors currently offering a perfectly substitutable good will allow this venture to quickly gain a favorable competitive position in this market.

Findings from experience exercises have indicated that Millennials strongly prefer online ordering over traditional shopping. Given this, I expect that entry into online marketplaces such as Amazon will be critical for the success of this venture. However, the value that retail stores can provide in this market should not be discounted. Most motorcycle dealerships also operate a retail store where customers can purchase a wide variety of motorcycle gear, and these stores would be an ideal avenue through which to sell my product. It is worth noting that most motorcycle gear is bulky and demands substantial shelf space in retail stores, making this product’s comparatively small size a critical strength in retail sales.

IV: Additional Elements

1.     Critical Advantage: My critical advantage will be my intuitive understanding of the needs encountered by its customers. I am not only the entrepreneur behind this venture; I am also its prototypical customer.

2.     Next Steps for this Venture: A next step for this venture would be to capitalize on the rapid growth of technology and focus on ways in which new developments could be integrated into the motorcycle riding experience – in other words, a “lifestyle brand” for young motorcyclists. 

3.     Next Steps for Myself: In five to ten years, I hope to have done at least one of the following: 1) Grown this venture into a viable and profitable business, or 2) Learned from this venture in a way that will make my future ventures more likely to succeed.

My Venture's Unfair Advantage

For this assignment, I have compiled a list of all my resources and conducted a VRIN analysis for each by ranking each characteristic on a scale of 1-10. The results of this analysis are as follows:

Resources:

1)    Savings (Financial Capital) V: 7  R: 5  I: 1  N: 9 

2)    Access to lines of credit (Financial Capital) V: 9 R: 6 I: 2  N: 10 

3)    Management experience (Human Capital) V: 9 R: 7 I: 5 N: 9

4)    Motorcycle mechanical expertise (Human Capital) V: 5 R: 8 I: 6 N: 5

5)    Connections to individuals familiar with the motorcycle market (Social Capital) V: 9 R: 4 I: 5 N: 8 

6)    Connections to an individual with experience in marketing/PR V: 7 R: 5 I: 4 N: 8

7)    Connections to an individual with experience in accounting V: 6 R: 5 I: 5 N: 7

8)    Dodge Ram truck (Financial Capital) V: 9 R: 3 I: 1 N: 6

9)    Knowledge gained from ENT3003 (Human Capital) V: 10 R: 7 I: 6 N: 10

10)  Expertise with Excel (Capabilities) V: 6 R: 5 I: 1 N: 7

11)  Credit Cards (Financial Capital) V: 6 R: 2 I: 1 N: 6

12)  Connections via Facebook (Social Capital) V: 6 R: 4 I: 3 N: 4

13)  Connections to an individual with expertise in electronics (Social Capital) V: 8 R: 7 I: 4 N: 7

Conclusions: I believe the most valuable of these resources is access to lines of credit. Start-up capital will be essential to get my venture off the ground. The ability to borrow this capital under favorable terms will allow me to generate the necessary cash flow for this venture.

Elevator Pitch No. 3

1) The Pitch: Click Here for Video

2) Reflection: Although I only received one comment on Elevator Pitch No. 2, Aubrey provided some excellent feedback that I made sure to incorporate into this pitch. She highlighted the safety features of the product, which inspired me to innovate new features that would increase the rider’s safety and attention. Additionally, much of the feedback I’ve received in other experiences exercises has focused on safety, providing further basis for the changes being pitched in this video.

3) Changes: In this video, the change I’m pitching is a smartphone application that gathers all the functionality of my product – navigation, weather updates, music (via integration with Spotify), etc. – in one place. This allows the user to program all desired functionality before taking off for a ride, i.e “set it and forget it.” This, I believe, significantly increases both the safety and utility of my product.

Reading Reflection No. 2

          For the second reading reflection, I’ve selected Cognitive Surplus by Clay Shirky.

1)    In Cognitive Surplus, Shirky argues that as technology expands and affords us greater free time, so too does our capacity to use this free time constructively – he calls this capacity our “cognitive surplus.” He also points out, however, that much of this free time gets wasted rather than used to learn or to collaborate with others.

2)    This book seems to connect very strongly with the topics we’ve covered so far in ENT3003. An entrepreneur is someone who wastes no free time; rather than act passively and simply fill time, the entrepreneur uses every second as constructively and collaboratively as possible. Moreover, it is likely that Shirky would describe an ideal entrepreneur as someone who is able to maximize his or her ability to translate cognitive surplus into opportunities.

3)    If I had to create an assignment centered around this book, it would be designed as follows: Students would be asked to identify twenty instances throughout the week where they wasted time that could have otherwise been used more meaningfully. This would help students learn to become more aware of their cognitive surplus and the ways in which they use their free time.

4)    My biggest ‘aha’ moment while reading this book came when I began to reflect on how much of my cognitive surplus is wasted every day on trivial activities – watching television, social media, etc. The opportunity cost of this wasted time is something I had never forced myself to recognize, and I’m glad this book has allowed me to do so. It has truly impacted the ways in which I allocate my free time, and I highly recommend it.

Growing Your Social Capital

1)              Tony (Market Expert) – Roy is a sales representative at a Harley Davidson dealership in Tampa, FL. This dealership also sells a variety of motorcycle-related retail items and equipment in which my product could be included. I established social capital with Tony by visiting this dealership and asking to briefly interview him for this class. This interview included questions about which products sell well, which products sell poorly, and the factors that determine whether a product will sell well or poorly in the store. His feedback provided very valuable insight into the point-of-sale interactions that take place in this market. This interview took place on 10/17/18.

2)              Marcus (Domain Expert) – Marcus is a customer service representative at a Best Buy in Tampa, FL. This retail store sells consumer electronics, which include several different types of traditional and Bluetooth headphones. Like the previous interview, I established social capital with Marcus by traveling to the store and asking to briefly interview one of their employees. This feedback provided insight into the factors that influence electronics purchases at the point-of-sale. I also asked Marcus if electronics that target a niche market tend to sell well, which he affirmed, citing fitness-centric electronic devices (e.g. Fitbit) as an example. This interview took place on 10/18/18.

3)              Ron (Supplier) – Ron is an employee at Direct Components, Inc. in Tampa, FL. This company is a company that supports the supply chains of many electronics manufacturers. I established social capital with Ron by calling the business and requesting to briefly interview one of their employees. Although the interview was brief, Ron was able to give me some information on the steps involved in the supply chain of products similar to my own. This interview took place on 10/26/18.

Reflection: This experience was very different from my previous networking experiences. The primary difference is that this targeted networking involved initiating contact “from zero,” which I found similar to cold calling in sales. One of these interviews took multiple attempts to find someone willing to establish social capital with me, but once it was established, the experience was very rewarding. This approach also provided me with more meaningful connections than traditional networking, as these individuals took notice of my proactive interest in what they had to offer.

Idea Napkin No. 2

Idea Napkin No. 2

1) You. I am a 22-year-old student at the University of Florida. As a young person with no children or people who depend on me, I have the advantages of being able to take financial risks and to dedicate extensive time and resources to this business.

2) What are you offering to customers? This product is a Bluetooth headset designed to fit underneath a motorcycle helmet and relay navigational directions, communications, and music to motorcycle riders.

3) Who are you offering it to? Our customers will be individuals who ride motorcycles regularly. These individuals are likely to be young and use the motorcycle for everyday/commuting purposes. Although the motorcycle may not necessarily be their primary or only vehicle, it is ridden often enough to justify an investment in the motorcyclist’s safety and enjoyment.

4) Why do they care? This product brings the conveniences of regular vehicles to motorcycle riders, thereby optimizing safety and enjoyment while reducing the limitations naturally present when riding a motorcycle.

5) What are your core competencies? One of my strongest core competencies is my adaptability. I am very responsive to feedback and able to see opportunities in feedback without reacting emotionally to criticism. As I’ve found during this assignment, this competency allows me to capitalize on opportunities to better address the unmet needs around which my product is designed.

Evaluation: I believe these elements fit together cohesively and work together well with one another. However, if this is not accurate I would appreciate feedback in peer reviews that describes whether or not some of these aspects are weaker than and/or out-of-joint with the others.

Feedback Memo: The two main points I have received from feedback thus far are: 1) create a product of high enough quality and comfort to elicit buyer loyalty and repeat purchases, and 2) prioritize safety to ensure that the product does not interfere with situations that require uninterrupted focus.

Elevator Pitch No. 2

1)     Pitch: Click Here for Video

2)     Feedback: All of the feedback so far has been extraordinarily helpful. The concerns about safety had a particularly strong influence on my approach to this assignment. Within the feedback I received, this appeared to be the concern that most evidently warranted a revision to the product’s design. I used Elevator Pitch No. 2 as a platform to present this revision and elicit additional feedback.

3)     Changes: I’ve included a small companion device that mounts securely to the handlebar of a motorcycle. This device is equipped with a button that will mute/unmute the headphones, allowing the rider to focus on road conditions and situational awareness when necessary.

Creating a Customer Avatar

Above: Avatar images, generated from the link in our assignment description.

My Customer Avatar is a millennial in his/her early 20’s. This person works full-time and has no children. This person is more likely to be male than female. This person is very sociable and enjoys being around people. This person goes out to clubs/bars with friends on weekends. This person likes Game of Thrones and superhero movies. This person is a risk-taker. This person enjoys dangerous activities like rock climbing or skydiving. This person is skilled with technology. This person shops online. This person dislikes repetitive or non-challenging tasks in the workplace. This person likes to travel.

What's Your Secret Sauce?

My Human Capital:

1)     Obsessive work ethic

2)     Interpersonal skills

3)     Self-confidence 

4)     Adaptability

5)     Communication skills

Interviews: Each participant was asked to describe the “knowledge, skills, abilities and emotions that set me apart from others.” The participants were instructed to touch on each subject at least once but given the freedom to expand on each subject as they saw fit. These interviews are produced and summarized below.

#1 Diana Pence (Mother): https://soundcloud.com/zachary-hunt-344907317/interview-1

This interview was conducted on 10/11/18. The key characteristics she identified were: General knowledge, ability to put concepts into practice, interpersonal skills, and communication.

#2 Aaron Hunt (Brother): https://soundcloud.com/zachary-hunt-344907317/interview-2

This interview was conducted on 10/11/18. The key characteristics he identified were: Work ethic, drive to succeed, and emotional stability.

#3 Millie Pence (Grandmother): https://soundcloud.com/zachary-hunt-344907317/interview-3

This interview was conducted on 10/11/18. The key characteristics she identified were: Communication skills, work ethic, empathy, ethical integrity.

#4 Ralph Pence (Grandfather): https://soundcloud.com/zachary-hunt-344907317/interview-4

This interview was conducted on 10/11/18. The key characteristics he identified were: Academic ability, work ethic, communication, and sincerity.

#5 Roy Hunt (Father):  https://soundcloud.com/zachary-hunt-344907317/interview-5

This interview was conducted on 10/13/18. The key characteristics he identified were: Communication, ability to learn new skills quickly, adaptability, interpersonal skills.

Reflection: These interviews have been very meaningful. Hearing this kind of feedback from those who know me the most has allowed me to reflect on my human capital and evaluate the extent to which these characteristics will set me apart from competitors in entrepreneurial ventures. It’s interesting to note how closely their assessments of my human capital match up with my own. This indicates a high degree of self-awareness that will allow me to accurately capitalize on growth in my human capital moving forward. Additionally, although I would not normally describe myself as a particularly empathetic person, I would certainly be likely to add this to my list in part one upon revisit.