From Dropout to Executive + Resiliency with Dan DeVries (part 1)

What if the key to unlocking your career potential lies in harnessing the power of hands-on learning and soft skills? Meet Dan DeVries, an extraordinary career coach from Australia whose unique journey from university dropout to executive success is nothing short of inspiring. Dan's career took flight when he embraced a hands-on pre-vocational course in aircraft maintenance engineering, sparking a passion that propelled him into senior management roles with the multinational company Talus. Throughout our conversation, Dan reveals the pivotal lessons he's learned about personal fulfillment and the transformative power of coaching, as he now dedicates his life to empowering young professionals to carve their own paths.

Our episode unfolds with Dan sharing his rewarding experiences mentoring young professionals in Canada, which inspired his shift towards career coaching on LinkedIn. He addresses the crucial gap in soft skills education and offers a structured approach to mastering these essential interpersonal skills. Discover how embracing challenges and maintaining a competitive spirit can lead to personal and professional breakthroughs. As Dan emphasizes the vital connection between a coach and a client, he offers insights into achieving significant growth through enthusiasm and commitment. Whether you’re looking to advance your career or reignite your passion, this episode offers the strategies and inspiration to help you thrive.

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Chapters

• 0:06 Unlocking Resilience
• 11:48 Empowering Young Professionals Through Coaching
• 19:52 Navigating Through Career Challenges

Transcript

Speaker 1: 0:06

All of us reach a point in time where we are depleted and need to somehow find a way to reignite the fire within. But how do we spark that flame? Welcome to Reignite Resilience, where we will venture into the heart of the human spirit. Resilience where we will venture into the heart of the human spirit. We'll discuss the art of reigniting our passion and strategies to stoke our enthusiasm. And now here are your hosts, natalie Davis and Pamela Cass.

Speaker 2: 0:41

Welcome back to another episode of Reignite Resilience. I am your co-host, natalie Davis, and I'm so excited to be back with you all and joining us today, of course, is Pam Cass Pam welcome. How are you?

Speaker 3: 0:55

You know what, when we got on the call today, I was like, oh my gosh, we have not recorded in two weeks, which is so rare for us, and we've had a couple of weeks where we've recorded every day. So you've been traveling, and then I think we record today and tomorrow, and then I'm traveling for two weeks. So we had a little bit of a lull. So I know I dust off my microphone. I was like listen.

Speaker 2: 1:17

I got on today and I was like, oh wait, I've got to plug my mic in. What am I doing? What am I doing?

Speaker 3: 1:22

Yeah, a little rusty, a little dusty, but of course we've got a guest, so I'm excited.

Speaker 2: 1:28

We got to get our poop in a group. We have someone else in the room with us. We got to get it together.

Speaker 3: 1:33

Totally have to get it together. So we got this.

Speaker 2: 1:36

Oh, my goodness. Well, as Pam alluded, we have a guest today and, yes, it has been a little bit of time since we've had a chance to record, but I am really excited about our guests. Ham, why don't you tell our listeners who's joining us and then we can dive in to learn and get some guidance, I think, in our professional lives. I'm so stoked.

Speaker 3: 1:55

I'm very, very excited about this and I think our listeners will be too. All the way from Australia is Dan DeVries. With two decades of corporate ladder climbing behind him, culminating in senior management and executive positions, he has turned his insights to a personal passion, guiding the next generation of professionals on their best career path. His journey was one of self-discovery and determination. He found his own way, reaching a six-figure salary by 27 and stepping into an executive role by 36. Along the way, he learned the unspoken truths of career advancement. Dan is passionate about career coaching, with a unique focus on supporting young professionals. With his highly personalized mentoring approach, dan digs deep into individual needs to help them advance in their careers, on a mission to empower 1 million young people. So excited to have you with us today, dan. Welcome.

Speaker 4: 2:59

Thank you for having me. I really appreciate it so much.

Speaker 3: 3:01

Yeah Well, we would just like to hand it over to you and just share your story with us as far back as you want to go, and then let's just dive in.

Speaker 4: 3:11

Far back. Okay, okay, so Well I was born. Well, yeah, I was born in a little country town, no, so it's probably not super relevant, but I was born in a bit of a rural area here in Australia, a little place called Rockhampton. It's a further 600 miles north from where I am in Brisbane and moved to Brisbane when I was quite young. So for me, where I live now is my hometown and I'm really very strongly connected to it. And so I guess I'll start with my career story, because a bit of an origin story never hurts, and this I often share with my clients and my students.

Speaker 4: 3:43

So I was not an immediate success at all, so I dropped out of university when I finished high school. I didn't get great grades in high school. I was more into the social life, I guess, of high school. I enjoyed being around friends and going to parties and that sort of stuff which is, I'm sure, quite relatable to a lot of people. And so I finished high school, went to university, did a year of uni and we don't call it college here in Australia, by the way, we call it university and I dropped out because it was kind of boring. I was an 18 year old boy not interested in sitting in classrooms and you know, attending lectures and writing assignments and so on. Because, as an 18 year old male, you just want to do stuff. You want to get out there and do something interesting instead of feeling like you've just done 12 years of sitting in front of a teacher, listening, sometimes writing, doing exams, writing assignments. And so my mom actually was the person who said are you enjoying this? Because it doesn't look like you're enjoying this. And I said not, really no. So she actually just spontaneously found me this other training course, which was ultimately where my career ended up heading.

Speaker 4: 4:56

So I dropped out of uni one year through the proverbial university dropout and I started what's called a pre-vocational course here. It's part of our trade skills sector in aircraft maintenance, engineering, avionics, which is the electrical and navigational and that part of aircraft. And so I did that and it was great because I got to touch things and do things hands-on. There was a heavy practical element to it which, for my 18-year old brain, was just amazing. It was, I guess, exactly what I needed at that point in time. I wanted to do tangible physical things as well as use my brain, but not just one or the other, and so I ended up doing that, for that took about a year. And then I got an apprenticeship as an aircraft maintenance engineer, and that's where it all kind of kicked off. I did that, I did my apprenticeship. I finished that in a couple of years.

Speaker 4: 5:48

So I was doing my apprenticeship through a multinational company called Talus it's a big French company and I was doing flight simulation. So I worked on flight simulators for training pilots so big, expensive, high-fidelity machines, and so that's where I started and I did a bunch of roles in that industry. It's an ultra niche industry. There's not many people who do that sort of thing. It is a lot bigger in the United States than it is here in Australia, but it's still on the relative scale to most things. It's pretty niche and most people you meet have probably never been in a flight simulator or seen one or had anything to do with one.

Speaker 4: 6:24

And so I jumped around a few different companies doing the same kind of role, kind of like not an entry level role, but like maybe one step above doing the same thing, fixing equipment, working for different companies on different aircraft types and I got to about I want to say maybe eight years in or so and I kind of felt like I was ready to do something more and I just couldn't make it happen. There was definitely this point where I okay. So I'm inherently a very confident person, it's part of my personality and I was very good at what I did. Right, I was really quite a high performer in terms of being able to perform the high levels of maintenance and troubleshooting complex problems and that sort of stuff. And I was wondering why, for there around that eight year, eight to nine mark, why I wasn't being promoted and what was going on. I was looking at the people who were being promoted ahead of me and I was going.

Speaker 2: 7:14

I'm not that modest. I'm so much better than you I'll say it, so you don't have to say it.

Speaker 4: 7:20

I'm better than them and I was, and I could talk to them about it and they say, yeah, look, you're a better technician, you're a better at this job than I am. And it took me to batter the ego a little bit to kind of be passed over a few times. And it's even though and I received the feedback which was it's not about being the best at what you do, it's the other skills that you don't have, it's the people management, it's the soft skills, it's the negotiation, it's the working, it's the team dynamic stuff, it's all of that soft skill piece that was not at the right level for even just that minor next step into like a shift leader kind of role. And so I didn't listen for the first little while. I can do all that stuff, but I had no experience doing it. I wasn't kind of taking that on board in any serious way, and so eventually, being passed over several times kind of got to me where I was like all right, I have to do something, and I eventually let that feedback sink in and say, okay, those are the things I need to work on. That's where I need to go if I want to take the next step, and that is one of the key teachings that I bring to the people that I work with Don't well I do say don't be the best at what you do, because then you won't be able to do anything else, because people will want you to keep doing what you're doing because you're so good at it. It doesn't make sense to move you on into other roles other than to keep you if you're a high performer and you've got lots of potential. And so I ended up moving to another company again and I used that role to really try to build my soft skills and eventually ended up just putting myself out there.

Speaker 4: 8:54

I was at that stage in my career where it was me. I want to do everything. There's an opportunity, there's an extra project. Yes, who wants to lead this team doing this? Yes, like people get sick of me saying, yeah, I'll do it. And I found that that was definitely one of my, I guess, superpowers at that stage was huge capacity for work and willing to take on anything. It sounds if there was a call out. So does someone want to do this? Immediately? Respond to email or phone call? Yeah, I'm in. How do I do this? I'll figure it out. It's fine, I'm confident in my abilities. I want to do whatever it is that needs to be done, and so that was really good.

Speaker 4: 9:25

In a few ways. I got that more broad exposure, I got to do some informal team leadership sort of stuff, and also my name was in front of everyone's eyes constantly, and so my visibility within the organizations that I was working in increased drastically. And so once that visibility happened, I did that for a few years and that's when the opportunities started to come up. And so that's when I moved into my first leadership management role. And interestingly, as I'm sure you've probably both experienced at some point or have heard of it, was a global restructure, and those can be huge opportunities for some and it can be quite difficult for others, because restructuring typically means job losses, moving people around. So that came up.

Speaker 4: 10:09

I was offered a role. It was right up my alley, it was exactly everything that I knew how to do and I kind of got that role and that step, that kind of jump from individual contributor to people manager, people leader, that big step, that was the step that I wanted to make. That took me quite a few years to achieve, but that was the thing that after that the rest just started coming. They just kind of, once you take that step, the next step into more senior management roles or to executive roles, they kind of they come easier because you're more visible, you're more seen and you get opportunities to present the best side of yourself and your highest level of capability on a more regular basis.

Speaker 4: 10:48

And so that's how I ended up getting into those kinds of roles. And I mean, the end of that story is that I got sick of working in corporate. So I don't work in corporate anymore Because, you know, at some point we all maybe reached that point where we think we've done enough or we just can't deal with the politics or we just can't. There's something about it that just doesn't do it for us anymore. And so after that I moved out into small industry and started my own businesses in the industry that I work in, as well as the coaching that I do for young people.

Speaker 3: 11:16

I love it. What got you into the coaching of young people? What made you decide to do that?

Speaker 4: 11:20

So this was. I was a global mentor at my last corporate role. It was a corporate mentorship program that was run by the business that I was in and they'd announced it as it was launching while I was there and I looked at it and went that sounds like something I would enjoy Working with younger engineers, talking to them about their career aspirations, what they want to do and so I just raised my hand for that and ended up speaking to a handful of earlier on in their career folks all over the world. It was a Canadian company, so quite a few in Canada, and I just loved every moment of it. It was really just. It's a beautiful experience and you get to talk to these people who are not yet cynical, they're not yet jaded, they're still enthusiastic, and you can help them out in ways that is so genuine that you can save someone years of time. If you build a strong relationship, like if I had had someone that I trusted and that I believed sincerely in that point where I was struggling to climb the promotional kind of ladder, I think I would have been able to do it so much quicker because I would have trusted them. I would have taken their thoughts on board, rather than that attitude of oh they don't know what they're missing out on, kind of concept. So I did that.

Speaker 4: 12:30

I did that for the last few years that I was at that company and I really enjoyed it. We would meet weekly or monthly depending on the person, and it was always. I always left those meetings feeling so energized and so just, I guess, happy. I'm really keen to help these people, these young people, accelerate their careers and progress them in ways that maybe it's just a bit hard when you're by yourself. And so when I left working corporate, about six months after I left, I had this kind of epiphany, I guess, of like what am I missing? I feel like I'm missing something. And it was that. And so I decided that well, if I can do it inside a company, I can do it outside a company.

Speaker 4: 13:11

And I made the decision to start writing on LinkedIn every day and put myself out there and say, hey, if you're young and you want to talk to someone about your career, who's maybe been there, done that in some ways and in some ways not, or a diverse perspective, then drop me a DM, give me a call, I'll connect up. I do lots of video calls and really just put myself out there to help the young people genuinely, with no strings attached. It was not a business idea where I think I was going to, you know, retire on a beach somewhere. It was really about the impact, about that ability to connect with young people and help them through whatever kind of experience they're in, whether they're currently struggling with something or whether they're just super ambitious and like okay, I've done this, I'm feeling really good, I want to plan out the next steps. That was the genesis of my coaching business and it's still probably the business that brings me the most passionate excitement out of all the things that I do.

Speaker 3: 14:04

I love it. So the young kids that you're, the young professionals that you're coaching all industries, or is it specifically kind of in the engineering?

Speaker 4: 14:14

No. So I do any industry because it's very well, almost any industry. There's some things that I don't touch because I genuinely don't understand them. It's all industries, because I focus on the soft skills, the human interaction. It's about the. I don't teach people how to be a better engineer, I don't teach people how to be a better chef or nurse or anything like that, but I do help them with the human side, the soft skills and even the relationship, the professional relationship piece.

Speaker 4: 14:38

Managing your manager, managing up, managing down, managing sideways, doing all those things that for most of us we learn through sheer, I guess, experience, and going through the parts where we get frustrated and we fail, and we have all these things that happen that teach us the hard way, the slow way, primarily that's what I focus on.

Speaker 4: 14:58

There's some technical stuff too, around self-marketing, self-promotion, optimizing resumes and cover letter templates, but that's kind of the, I guess, the boring stuff. It's the necessary stuff, it's the technical piece of the trade, but it's necessary, but it's not the exciting personal development, trying to understand yourself in a way where you can extract the best performance out of yourself in any given environment. So yeah, any industry except for sorry, any industry except for I don't do creative industries, so typically not actors, singers, dancers that aren't in a corporate structure or an environment where you are around you know it's a business or making money, because that's what business is for. Other than the impact that we try to make and all of the vested interests and the relationships and the human element of how that all works, that's where I focus.

Speaker 3: 15:46

Yeah, which is such an important piece of it that we don't really get. Like you said, we could kind of all stumble through it when we're in it, but younger kids, especially kids that have gone through the pandemic and weren't in a classroom setting, weren't around other kids and did a lot of stuff online, they just really didn't get that human skill. So I love it.

Speaker 4: 16:09

Yeah, definitely, it's something that I mean. The way I explain it is it's the stuff that you never get taught at university. You never really even get taught it in the workplace. You're just it's one of those things that we expect people to pick up and I thought that's kind of silly in a way, because there's so much that you can learn and put into practice. I guess it's always been done through informal mentorships and those sorts of relationships in the workplace and it's just not structured and you can't not everyone can access it. I didn't have any mentors when I was early on in my career. I wish I would have known the concept. I think it's an absolute kind of like cheat code for getting a better understanding of yourself and getting ahead quicker.

Speaker 3: 16:48

Yeah, Well and I love that you volunteered for everything, because I think that's a huge piece of it as well you just kept saying yes to everything, which exposed you to so many different people and different opportunities, and I think that in itself opens up doors for you.

Speaker 4: 17:03

Absolutely. That's one thing that I recommend to, especially people early on in their careers, is get involved in absolutely everything that you have the capacity to get involved in. But there's also a learning piece after that is that when you do once, you do use that to advance your career and get into those more senior positions. You got to learn eventually to turn that off, because if you do that for the rest of your career, you will burn out and you won't have a fun time because the demands on you will increase and if you keep saying yes to everyone, quite quickly it gets out of control.

Speaker 2: 17:36

Yeah, yeah, you end up saying no to yourself. Yes, exactly yes, yes.

Speaker 4: 17:41

When you say yes to something here, you say no to something there, and the easy thing to say no to is yourself, because you're only disappointing yourself.

Speaker 2: 17:46

You say no to something there, and the easy thing to say no to is yourself, because you're only disappointing yourself. Well, Dan, I'd love to hear if you wouldn't mind sharing and maybe this is a part of the journey that you're on you were very clear when you set your mind on doing the technical training, getting the promotion and working your way through the executive positions. Now you've taken on this fabulous mission of impacting and empowering a million young people. There's nothing that seems to stop you or getting in your way once you've identified what your next goal or objective is. Is this something that has been natural to you your entire life? Have you learned this along the way? What's really behind that spark that continues to drive you towards that next big obstacle or big goal?

Speaker 4: 19:23

I think it's innate in my personality I love doing challenging things. But I think we all like the right level of challenge right. The right level of challenge for all of us is the challenge that's just challenging enough that keeps us engaged, occupied, interested, keen to pursue and continue, but not so challenging that you feel overwhelmed and you feel like you're going to drown and that's it's hitting, that it's. It's a really kind of sharp point there to get right at that peak between challenging enough but not too challenging. But for me I've always I don't know, I think it's in my personality I've always enjoyed doing hard things, and it doesn't necessarily have to be hard hard. Like I don't do things that are hard purely for the sake of them, like you've probably both heard of 75 hard and I look at that and I go, yeah, that's not for me, as much as I want to look after my health and do all those sorts of positive things. I kind of do it in my own way. But I think the other piece is I like to do things that are, I guess, less mainstream. I like to think of myself as maybe slightly more unique. I mean we all like to think that at a certain level right, that we're in our own way, trying to do things a little bit different to everyone else, but the drive I've always been driven to achieve things.

Speaker 4: 20:37

I'm highly competitive. I've always been highly competitive. I'm a lot less of a sore loser now than I was when I was like a teenager and in my early 20s. So I've definitely grown in that sense. But I'm still very strongly driven by competition in the, I guess, positive sense, in that I like to compete with people, but not in a way that I like to drag other people down, which you know. Not that competition. I must win at all costs. It's the. I'm going to compete and I'm going to do everything I can to win. I'm here to win, but if I don't win I'm not going to come around and break your legs. I mean, if it was a sporting game, it's not. And I had that conversation with our head of HR when I was back in corporate and it was. She asked me are you ambitious? And I said yes, I am very ambitious, but not in the kind of I'll come around and break your legs if you're getting in my way, kind of ambitious.

Speaker 4: 21:24

And for me that's the unhealthy way and for me that's really important. I was a little bit of you know back in high school days and just after playing sport I was always ultra competitive, pretty high performer, would play first division soccer and, you know, national level athletics, and it was always at that stage I was not a great loser. I was very like I would get down on myself when I didn't perform to my expectation but was because I was driven by purely by the competitive streak at that stage. And now I've have since learned to harness that competitive streak to bring out performance. But I guess be kind to myself afterwards if I don't necessarily reach my initially set targets and move towards more of I use the competitive nature to get what I want to achieve, the things that I want to do, to drive me towards doing these things that I love, rather than use it to the negative side of being competitive.

Speaker 2: 22:16

Absolutely. Do you look for that characteristic in the individuals that you're coaching and working with now? Because you have to have a little bit of a competitive edge in a healthy fashion.

Speaker 4: 22:28

I think so. I think what I look for, genuinely what I look for, and what I encourage people to look for in me if they're looking to work with me, is just a strong bond connection liking the way that I talk, liking the things that I talk about, my energy as well. I get quite excited about things, as you can probably tell, and that enthusiasm I guess you might call it is a really strong piece. I think early on, when I just started this business, as you do, I put the call out and said, hey, I'm taking on anyone, any clients, for free. And when you do that, there was a downside for some of the people I took on just didn't have the I guess the commitment that there was a downside for some of the people I took on just didn't have the I guess the commitment. So I'm looking for enthusiasm, commitment and those things that mean that I think that I can push this person and extract the best out of them. Because, like anything, I'm not for everyone. We're all kind of drawn to the types of people we're drawn to and if we're a good match to work together, that's what I look for in people.

Speaker 4: 23:23

You have to be enthusiastic, you have to be committed to a certain level. You'll go through ups and downs. Your career is an extremely personal thing. People tie a lot of self-worth into their work and their roles and so if you go through a negative experience like a restructure or a redundancy, it can take a huge hit to your confidence and your ego. So those things are expected huge hit to your confidence and your ego. So those things are expected. I've worked with people in those sorts of situations before. But as long as they have the right, you can get it. After the first conversation usually maybe the second you can see and feel that this is someone that I can relate to, that I can connect with, and once you can connect on a meaningful level, that's where the magic happens, as they say.

Speaker 3: 24:02

Yeah, you've got that connection and that trust. I think the relationship between a coach and a client is probably one of the most important if you want it to be authentic a relationship.

Speaker 4: 24:13

So yeah, yeah, it has to be. And as a coach, it's important to be selective in who you work with, because you're, of course, protecting your own relationship sorry, your own reputation. So you know, if you work with because you're, of course, protecting your own relationship, sorry your own reputation. So you know, if you work with just anyone and you're not confident you can get the results, it's going, it's not going to reflect well on you. So you need to make sure and this is something that I learned early on in the pieces.

Speaker 4: 24:35

Again, I approached it with maybe a little bit of hubris and overconfidence and like well, I can help anyone, of course, but like any coach or mentor, you can't help people who aren't ready to help themselves. And that doesn't mean they're not going to be able to. It just means maybe right now they're not in that mindset of what is the change I need to make to achieve the things that I want to achieve. Because ask anyone, you say, do you want to be successful? And the answer is always yes. I've never heard anyone say oh, no, no, success is in me, not really.

Speaker 2: 25:03

I'm good, I'm great.

Speaker 4: 25:05

Take it or leave it. Yeah, yeah, I like where I'm at, yeah.

Speaker 2: 25:09

Wow, well, I mean young people. You might get that I think I've shared this on the show before. My oldest daughter, when she was in middle school, was taking a leadership class and I've served in leadership roles for quite some time, so she's seen me serve in leadership roles. And she came home one day from school and she said I don't understand who wants to be a leader anyway. Why do I have to take this class? And you might as well have just ripped my heart out of my chest and in my world that's like oh, so you don't want to be successful. I don't understand what is the meaning of life if you don't want to be a leader.

Speaker 2: 25:37

But you're right Unless that's something that's in the stars for you, then it's. The coaching relationship is going to be challenging to connect with someone like that if they don't want it, if that's not their purpose, if that's not their true.

Speaker 4: 25:51

Absolutely you have to. The want is critical. It's for anything that we do in our lives. You have to want something to really, because it takes a lot of effort and time and energy to do anything meaningful, and so if you don't want it, you're either doing it for someone else, or doing it for the social pressure, or doing it for your parents or one of those things that is ultimately going to lead you somewhere and probably end up in some pretty extreme disappointment. Yeah.

Speaker 3: 26:15

Wow, now you've talked about, you've helped people through challenges that they face, whether it's a job loss or I think you had said burnout. In one of the things I read how do you help somebody through that? Are there tools that you use that you give them to help them with that?

Speaker 4: 26:31

I do have some tools that I use, but my approach is very collaborative and, I guess, mentor-y in nature, so we don't, when I work with someone one-on-one, I don't typically send them away with a whole bunch of homework and like here's a tool, go and use this and everything will be better. It's a hey, here's some things we can think about together. Let's do it together, because I'm a firm believer in doing something with someone else is the strongest way I mean, it is heavily taxing on your time, but it is the strongest way to get the result that you're looking for, because, especially if it's something that I've done before which, in this case, I've done it plenty of times before and this is new to the student on the other side, to my client it helps to have someone there holding your hand, taking you through the whole process, explaining why. I find that's a huge piece. If you give someone a tool and say, hey, here's a tool, go and use this to make change. Why this tool? Why is it important? What can you expect to see? You're kind of preparing people for change, because humans are typically not good at change and we typically rely on other people because you want someone there to go hey, actually, what about this? I'm confused about this, I'm concerned about that, I'm scared about this.

Speaker 4: 27:40

And if you've got that very open, transparent and trusting relationship, you can feel like you can say those things and not be ridiculed and not feel like you're going to be oh what, you don't understand this. Oh, look, that's a shame you don't have that relationship. So, yes, there are tools. They're all very, very simple. They're actually really super simple, but simple in nature, not easy to use. So there's a lot of self-reflection, there's a lot of asking yourself questions about what do I actually want? Have I actually stopped and thought deeply about this?

Speaker 4: 28:13

Because most of us, myself included, we think we know what we want. We think we're like well, of course, I know what I want. I want to be successful. Well, that's, you know what does success mean to you? Another question Okay, how do I define that? Well, that's, you know what does success mean to you? Another question Okay, how do I define that? Well, successful just means X, you're like. But does it? Where did your concept of success come from? Because we're all shaped by the communities and the societies that we grow up in. We're shaped by the stuff we watch on TV and on the internet. All of that really comes in to shape your worldview and for most people, especially when they're younger, they have less of a clear idea of what they really want and why they want it for themselves, and so figuring that out is no small feat. Yes, simple, but not quick, not easy, not. I guess it's complicated for the self-reflective piece of doing that process.

Speaker 2: 29:03

We hope that you have enjoyed part one of our two-part interview with Dan DeVries, sharing his fabulous personal story of more than two decades of corporate ladder climbing and senior management and executive positions, now on a mission to empower 1 million young people. Make sure that you come back and join us for part two, because we're going to continue to dive into some of the tools and modalities that Dan uses in his own personal coaching practice and how he is continuing to fulfill that mission of empowering a million young people. We'll see you soon.

Speaker 1: 29:39

Thank you for joining us today on the Reignite Resilience podcast. We hope you had some aha moments and learned a few new real life ideas. To fuel the flames of passion, please subscribe on your favorite streaming platform, like or download your favorite episodes and, of course, share with your friends and family. We look forward to seeing you again next time on Reignite Resilience.