Tactical Wealth: From Military to Money

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We all have a little bit of narcissism. It's the impetus. It's the driver to some of our most audacious goals.

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Attributes don't direct our behavior. They inform our behavior. They tell us how we're going to show up to a party anytime we quit anything, it's because we've run out of. Believe me. What did you find to be the most important attributes in terms of people's success in making it through training? I think one of the most important attributes for anybody coming out of the military is courage.

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You can be a generally anxious person, but because every day, all day, you're stepping into your discomfort. You're stepping into yourself. Your courage level is very high. You have to get like your core cognitive functions, your outlook, your mental status ready in order to do everything else. Growth is looking for that next mountain decline. For too long, those that have worn the cloth of the country that have fought and sacrificed for our nation have been left out of the greatest financial engine the world has ever seen.

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My service paved the way for my success, and that's true for so many venture partners. In fact, some of the greatest companies were created by veterans. I'm your host, Carson, and in each episode, we'll bring you the stories and the wisdom of those who have gone from boots on the ground to successful careers, from military to wealth and how they've done it.

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So you can apply those insights to your own mission and life. Welcome to tactical wealth, from military to money. Today's guest is a high performing leader forged in one of the most elite crucibles of pressure. And I cannot tell you how excited I am. In our community. There are seals, and then there is an elite category of seals that you look up to who are mentors, not just in the teams, but afterwards.

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Rich spent 20 years as a Seal. He led elite teams. He developed groundbreaking training programs that are focused on resilience, on trust, and, most importantly, on optimal performance. He's the bestselling author of The Attributes and his most recent book, Masters of Uncertainty right here. Outstanding book and founder of Attributes Inc, where he now helps top tier organizations and people unlock human potential under stress.

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Rich, welcome to Tactical Wealth. So happy to have you here. Thank you, my brother. It's it's good to be here. And good to see you again. It's been a while. Yeah, I know it's been too long. So, rich, can you give people, just, like, a brief background on how you came to the Seal teams? Why you decided to enter military service way back.

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Way back in those days. Pre 911. We're both pre 911 seals. We are. Yeah. I mean, even before that when I was a kid I mean growing up as a kid, my my twin brother and I all we wanted to do was fly fighter jets for the military. That's that was our one goal. This is even pre top gun.

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We want to do it. Although we did say to ourselves we want to do Navy fighter jets because it doesn't get any harder than landing on a ship. And so so we were that was our bent from day one. It was the early 90s first Gulf War where I learned about the Navy Seals, and I was like, wait a second, this this seems pretty cool.

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And so going to Purdue University, in ROTC, I began to say, okay, well, I don't want to. I know I can be a pilot, but I don't want to wonder if I could be a seal. So. So that's really what drove me to apply and get it, get, get, get accepted and then went to Seal training in 96.

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Subsequently as an as a commissioned as an officer subsequently spent 21 years as an officer on the teams. Multiple I mean, I think Iraq seven times, Afghanistan five times and then multiple other ones. But as a leader, I both got to serve with fight with lead and also train and select and assess seals and in all those genres, and in those environments, I really became quite, interested in what it is about us and therefore humans that allow us to do what we did.

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And, and so that that kind of idea of, of performance and, and human performance and optimal performance really got stuck in my brain. And, our ability to kind of move through stress challenged uncertainty. So I retired in 2017. Began speaking and, and, in consulting on leadership with one of my buddy Simon Sinek and, and then but really wanted to drive towards this performance kind of facet.

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So, because I think even leadership starts at performance. So that's when I, I wrote the book attributes, which came out in 2021. My wife and I formed the Attributes Incorporated, which we are still doing, and helping organizations and teams. And then of course, the Masters Uncertainty book came out in February. That's the book I've always wanted to write, and I know we're going to talk about it, but it really is.

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It encompasses a lot of what we're talking about. So. So, yeah, I mean, along and along nice, career. Obviously it was it became very kinetic in 2001, but that was the that's that's part of the job. Again, I have a wife. We've been married 24 years to two boys, who are now 20 and 18.

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And, and yeah, it's it's been fun. So, unbelievable. And I think people have a sort of vague sense, but they don't really understand, like, seals are obviously, you know, an elite group of special operations personnel and performers. But then you're in a category of the upper echelon of the Seal teams, and you were at, what in public parlance is known as a Seal Team Six.

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What do you think's even starting at buds, then? Going through green team, ending up, at Naval Special Warfare Development Group, what do you think were the personal attributes that were mission critical for you to get to the upper echelons, even of an elite portion of the military? Yeah, I think I certainly think, I mean, you have to lean on adaptability, have to lean on perseverance.

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I think you have to lean on narcissism to a certain degree in a healthy way. I mean, we, I, we we could talk that out a little bit for me. Well, narcissism is one of our attributes, and, it's one of the attributes. We talk about it. And the idea is we all have elements of this thing, you know, nasty people, people who shy away from because they think narcissistic personality disorder, which is a codified disorder in DSM five.

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However, when you look at the DSM five, there's there's nine criteria, 5 or 9 something. I'm going to show my area dish in here. That's the diagnostics and statistics manual is essentially the Bible of psychology. There you go. Humblebrag right. Yeah. Well you have all that all the psychological disorders. But you go in there and there's I think either a 7 or 9 criteria that the physician will read through.

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And if the physician can answer a yes to five or more of those criteria, then the physician can consider that patient disordered, right. They have the disorder. But only about I think I think it's 2 or 3% of the population, maybe, maybe four. Have the disorder. What I did and I got a copy of the DSM five.

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I read through those things. I was happy to say that I couldn't say yes or five or more. Okay. But I was not innocent of everything I was reading. Okay? I was like, well, sometimes I feel like this, sometimes I feel like that. So. So then I kind of backed off and I said, okay, well, why did I become a Navy Seal in the first place?

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Okay. I was it was in the 90s. You and I, we know there was nothing going on. Right? We are patriots. We you know, we want to serve our country. But when I was really honest with myself, one of the big reasons was I wanted to see if I could be a badass. I wanted to see if I could do something very few people could do.

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Okay, so then I rewind a little bit more and looked up the very general elemental definition of narcissism, which is the desire to stand out, be recognized, be adored, feel special, feel unique. Every psychologist on the planet will tell you that every human being on the planet, at some point in their lives wants to stand out, feel special, feel, adore, feel unique.

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Okay, it's a very elemental human desire and it's why we all have a little bit of narcissism in us. Okay, it's the impetus, it's the driver to some of our most audacious goals. And so, so all of these attributes should not be judged. It's just who we are. There is, of course, unhealthy narcissism, of course, but there's also healthy narcissism.

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And so just to unpack that, I think all of us who go to the Seal teams, part of us, we just want to do, I ask my Seal buddies, hey, why don't you become a Navy Seal? Well, I mean, yeah, they were patriots. They want to serve the country. It was like they wanted to do something very few people could do right there.

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So there's an element that that drives. That's why narcissism is a very, it's a huge driver of human behavior. Right. So, so all this to say, I think that's that's one of those attributes that feels, feels negative, or pejorative, but it's, but it's in fact not so. So I think those were some of the elements.

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Yeah. Yeah. I mean, my sister is a toxicologist, medical toxicologist, and they have this maxim in toxicology that the dosage makes the poison. Yeah. And I find this to be a good maxim for life. Right. Anything in extremism, water can can be toxic. You know, as we know, from Drager diving oxygen can be toxic to the body at depth, right, and into high proportion.

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So, I think that probably applies to narcissism as well. You're talking a lot about these sort of like individual attributes. How do you define the difference between attributes and skills and why is that distinction important? Yeah, that's things is very important because we often get confused by the two or the or at least conflate the two.

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Skills are not inherent to our nature. We're not, we're not, born with the ability to ride a bike or throw a ball or in the military case, shoot a gun. Okay? We're trained due to those things. We're taught to do those things, skills direct our behavior in known and specific environments. Here's how and when to throw a ball, right?

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A bike, shoot a gun. And then because it very visible skills are very easy to assess, measure and test, you can see how well anybody does any one of those things. You can put scores around skills. You can put statistics around skills. You can put skills on resumes, which is why we often gets to do seduced by skills when we're hiring or selecting or even performance evaluating the problem with skills.

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The skills don't tell us how we're going to show up and stress challenged in uncertainty, because in an environment, it's very difficult to apply a known skill. Okay, this is when we lean on our attributes. Attributes, on the other hand, are elemental. We're they're inherent to our nature. All of us are born with levels of patience, situational awareness, adaptability.

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Now you can develop attributes over time and experience. Yes, but you can see levels of this stuff in very small children. Any of it, any of us who have kids or I've even hung out with kids, will agree with me when I say there are one and a half year olds who are patient and they're a one and a half year olds or impatient.

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Okay, so there's a nature and nurture element to attributes. Attributes don't direct our behavior. They inform our behavior. They tell us how we're going to show up to an environment. So my son's levels of perseverance and resilience inform the way he showed up when he was first learning how to ride a bike and he was falling off a dozen times doing so.

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And then finally, because they're very difficult to see, they're very difficult to assess, measure and test. How do you measure someone's levels of adaptability or patience? But they show up the most visibly and viscerally during times of stress, challenge and uncertainty. And when we're talking about performance, especially high performance, high performance is often defined as those who can perform not only when things are going great, but also when things are not going great.

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And that's the key distinguishing factor. And when things are not going great, we're leaning on these attributes. So understanding what attribute combination we have is very critical and actually a superpower. And that's something it's a gift you and I were given because day one of Seal training you start you're at your most raw. So you're you start to understand who you are at your most raw.

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And then you start to understand your teammates at their most raw. And this is a gift. This is a gift of, of of high performance. Yeah. Rich, I'm going to connect this to the theme of the show, which is how we successfully transition from military service to the private sector, how we go from military to money.

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Before I do that, though, I would be remiss if I didn't give the audience some of their red meat. I have one of the highest performing operators in the world here. Can you give me, a tactical example from your time in the teams deployed, which was that high stress environment where you had to rely on those sort of internal attributes of grit and some of the things we're talking about?

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Well, yeah, I mean, it doesn't even have to be. I mean, there are so many different, experiences, but but just in a, in a gunfight, we're, we're going to talk about uncertainty itself and we'll get into that. But in any in a gunfight, for example, I mean, when the enemy begins to fire upon you or you're in a situation like that, you you don't you don't necessarily know exactly what to do in that moment because you have to figure out the moment, right?

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You in other words, you don't just you don't just spray and pray, you know, in terms of your weapon, right? You have to be able to say, okay, what is what's going on in this moment? And then how do I begin to react and adapt and and move in that moment? This whole mental process starts with attributes. It starts with your levels of adaptability and discipline and all that stuff.

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You then can apply skills, okay. And it might be a very it might be a very rapid transition and it might look almost that is happening within milliseconds. But what you're doing is you are leaning on your attributes first to understand and to navigate. And then you're deciding or applying a skill to that. Okay. And a great example outside of combat would just be parachuting, right?

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When you're parachuting, you're you're skydiving. There's, there's, you know, you know, there's at least, I think 5 or 6 malfunctions that you rehearse and you train. And then, of course, there's a, there's a myriad of things that could happen. But but when you have a parachute malfunction, the first you don't you don't start by doing something. You start by trying to understand what that malfunction is.

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So you can apply the Rights Act to that. And that takes actually it takes it takes compartmentalization. It takes task switching. It takes, mental. It takes all the mental acuity stuff, so that you can then apply the right solution, you can apply the skill to the problem. And so we just have to understand that, that our actions are, that are the other, the business end and literally the back end of a whole set of processes that go on prior to and attributes are one of the primary driving factors of that of that process.

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Yeah. Amazing. Although I did just get a flashback to my first cut away. Had just reached for that pull handle. Yeah, yeah. You guys jump a lot, right? Yeah, yeah. Oh yeah. And then. Yeah. Pretty pretty insane insane profile. So yeah. You're right. Yeah. Exactly. All right. I want to transition to your transition to the private sector.

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But before I do that, I think, like parachuting, right? Like a halo or a halo. People see a lot of the sexy stuff. They see, you know, jumping at night at, you know, 28,000ft, right on O2, you know, and it looks real cool with nods on, it just looks cool. Yeah. Right. Exactly. That's that's people don't realize.

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I tell those people all the time. You're actually paranoid. Is my skin exposed? Am I getting frostbite? Is like, my O2 are going to get tangled if I pull away. I don't write all this stuff. Right. And they certainly don't see you pre-reading on the plane for two hours, you know, for oxygen, trying to get your body oxygen saturated.

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So I think despite the fact that you had this extraordinary career as a Seal team six commander, I think one of the more interesting and probably underreported aspects of your career is that at one point, you had this incredibly tough job that many Seals talk about, but you were actually tasked with of trying to figure out how do you identify the highest performers amongst high performers.

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Right. So we always say this thing, you know, like, how do you determine who makes it through, but there's no size or shape or exact profile that gives you a 100% predictability for whether somebody is going to make it through training. Right. But what did you find to be the most consistent attributes? And I think this ultimately will transition to how people transition in in civilian life.

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What did you find to be the most important attributes in terms of people's success in making it through training? I only know the dumbest. What'd you could, like disprove me of this myth? Like, what I seem to know is that water polo players and wrestlers have a higher percentage of completion of training, like right? Right. Is that actually refers to crew and rowers and rowers.

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Yeah. Amazing. So that's true. Actually I did that in mythology. It's not. Yeah. It's not it's not urban legend. Yeah. So. And why is that. Oh gosh. I mean, you know, how many, how much time do we have here? I mean, there's okay, so, so there's a couple of things here, but I think, I think one of the let's, let's talk first about attributes and then we can talk about uncertainty.

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Because I think a lot of it has to do with uncertainty, as much as it does with attributes. First of all, when we talk about attributes, the attributes that are required to be a great seal or on a Seal team are going to look different than the attributes required to be a great teacher or surgeon or salesperson.

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Okay, so so the groups, every group, every renovation, every team has its its unique set, when it comes, however, to making it through Seal training or even just military service, I think one of the most important attributes for anybody coming out of the military is courage. And that is a distinct attribute. Okay. And the reason is because courage is is it it has nothing to do with what you've done for a living.

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Okay. Courage is literally this ability to step into our fear. When we start to feel that fear arise, our our autonomic arousal, our mechanical, it's amygdala gets tickled. And we are presented two choices. We know those choices, their fight or flight. Okay. What neuroscience has discovered is whichever we choose is a specific switch in the brain. Okay? So if we choose to flee, that's one switch that kicks gets clicked.

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If we choose to fight it, step in to our fear a switch. That's another switch. And that's known as the courage switch. Okay. And we by the way, get a dopamine reward when we do that. As soon as we hit that switch we get a dopamine reward for doing that. Okay. Now all this to say that, that that fear response.

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Well, first of all, that proves to us neurologically what we've all known philosophically, which is you cannot have courage in the absence of fear. You must have fear presence to access that courage switch. That's one. The next thing we have to understand is fear is subjective to the human. Okay, it takes different levels to tickle that amygdala.

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You could have a group of Navy Seals in a gunfight with Al-Qaeda in Afghanistan who are literally in that moment, feeling less fear than the eight year old. You just asked to step in front of the classroom and introduce themselves. Okay. So you can be a generally anxious person, but because every day, all day, you're stepping into your discomfort, you're stepping into yourself.

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Your courage level is very high. Okay. You could be someone who does crazy stuff. Okay. I think you've seen the documentary, free Solo about Alex Arnold. Yeah. I mean, it's insane when you watch this guy. He climbs the three, petrified to even watch. Yeah, you get sweaty palms watching, no ropes climbing, you know. But they looked at his brain in this, in this documentary.

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I don't know if you remember, but they recognize that his amygdala doesn't get tickled the same way other people. It takes a while for that to happen, right? Which means he's not necessarily accessing his card switch as often. Now, again, I'm not saying Alex is not courageous, but I'm saying that that we as human beings need to understand that we we we are very and can be very courageous people.

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All this to say, our transition, whatever transition we're making from one mountaintop to the next hill, okay, courage is a huge piece of that. And we have to understand as military people that we have already exercised this, this attributes a lot and we are good at it. And if I were, if I were to to have anybody record or recommend anybody lean on anything, lean on their courage because that means you are good at stepping into your discomfort.

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It's going to be uncomfortable. It's going to be you're going to feel that fear. But we can do it. And that the confidence alone in any military, member making a transition should be, you know what I do courage pretty well. This is what I'm gonna do. Yeah, yeah. So let's talk about that transition, how it was personally going from that military mountaintop to the private sector.

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There's going to be fear, there's , there's uncertainty. Yeah. How did you deal with that? And what was your sort of strategy after a, after an extraordinary career. So let's, let me just talk about the neurology of uncertainty and dealing with it, which gets in the second book, when we are, when our autonomic arousal goes up.

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Immediately. It's tickled. We are feeling uncertain. We're feeling anxious. We have to understand that there's it's because our brain is constantly trying to make sense of our environments. Okay? And in doing so, it's trying to distinguish or determine three important factors. Those factors are duration, how long. This is going to last. Pathway. What's my route in out or through.

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And then outcome what's what's going to be the end state of this. If we are in absence of one or more of those three things, we start to feel uncertainty, channels of stress, our amygdala gets tickled, all that stuff starts to happen. Give you an example. Okay. Illness. You and I get strep throat. Okay. Strep throat is a known disease or a known, known illness.

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Okay? We know that people get better from strep throat. And there's a known antibiotic for strep throat. So if we get strep throat, we are an absence of only duration because in other words we know that we know the pathway antibiotic. We know the outcome. We're gonna get better. You might react to the antibiotics a little bit different than I do.

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It might take me three days, might take you one day. So duration is the only . There are uncertainty stress. Anxiety level is moderate or mild. Now maybe we get the flu. Okay. Flu. Also known illness. Most people, at least in today's environment, don't die from the flu. Okay, but there's no real thing you can take for the flu.

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There's no medicine for the flu. Yeah, there's there's techniques people say, but there's no real known thing. And we don't know how long typically it takes for someone to get through the summer. So we're an absence of duration and pathway. But we know the outcome. Our anxiety or stress or uncertainty level is moderate. Now, say there's a disease that shows up and, no one's seen it before.

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Some people are dying from it. Some people are not dying from it. There's no vaccine. There's no cure right now. And the and we don't know how long we're gonna be in this thing, this might sound very familiar because this was 2020, right? Yeah. And in those case, in that case, we were an absence of duration, pathway and outcome of the whole thing.

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So all this to say, the technique that can be used in any environment of uncertainty, challenge or stress, really anywhere is what I call moving horizons. All moving horizons is, is you're looking at your situation. You ask yourself, what do I know what kind of control? You pick something and you move to that. And in doing so, you've created certainty by creating your own DPO, your own duration, pathway, outcome.

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So a simple example that you will resonate with is in buds. You spent hundreds of hours running around with those darn boats on your head. Okay. And I remember being, during health week, I was like, three in the morning. We're on the beach running with these things. And, you know, there's, you know, there's sand berms, your next race and boom.

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And I'm miserable. And I say to myself, you know what? I'm just going to focus on getting the end of the sand berm. What I realized later on that I did was like, I picked a horizon and created my own DPO duration from now on to end a sand berm pathway from here to understand berm outcome, end of sandbar.

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And in doing so I created a dopamine. I gave myself dopamine to get to the to get to the end of the goal and then gave a dope, got a dopamine reward at the end that allowed me at the end of that to come back out, ask the question, pick another horizon and move to that. And so all this to say is, first, every single one of us as human beings has done this before.

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You can think of times you've done this. It's basically the neurological equivalent of eating the elephant. One bite at a time. The other thing is that we can apply this to any aspect of life, but especially in these moments of transition, the most important thing we have to remember when we're transitioning, where we're diving off our mountaintop into the new valley, is that we have to a have an objective.

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We can talk about the overall objective that that new mountaintop, but then we have to chunk our environment. We have to start picking horizons and moving through those horizons. What do I know? What can I control do that? Once you do that, what do I know if control do that? So I would say the best, most important tool is moving horizons in a transition.

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Yeah. Outstanding. So you're coming out of a service. It doesn't matter whether you did a four year enlistment or whether you did 24 years of service. You have to have a dive plan. You're gonna, you know, plan your dive and dive your plan. But no dive plan, goes from entering the water to hitting the ship. Right?

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You're going to have waypoints along the line, and then along the way, and you're going to and you're going to hit those small, achievable goals, right? That cumulatively will get you over that next horizon. Yeah. Fascinating. And manipulating your neurology. Right. You're manipulating your dopamine reward system in a way that allows you to continue to stay motivated and not quit.

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Anytime we quit anything, it's because we've run out of dopamine. And so as we as we pick out these horizons, there could be there could be. I'm going to take ten breaths. They could be on the way to the next meal. They could be I'm going to make this phone call. But those horizons are managed subjectively by the individual.

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So you're managing that that motivation system, our dopamine system, in a way that that moves you through effectively and efficiently. Yeah. Amazing. Amazing. And I think really like the thesis when I'm synthesizing everything that we've been talking about. What I'm here hearing you say is you have to get like your core cognitive functions, your outlook, your mental status ready in order to do everything else.

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And there's all kinds of tactical and practical things we could do. But I, I think the, the value of, of understanding you as a high performer and a high achiever is getting your your inner monologue and your inner your mindset, your mindset focused in order to achieve on the outside world. Well, I know this. This is this is the the great myth of Navy Seal training is that people think from the outside that Seal training is about athleticism, right?

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And it's about being, you know, athleticism has nothing to do with making it through Seal training. That's why we've seen Division one athletes go to buds and quits okay. It's all about the fact that they're going to take you to zero mentally, physically, psychologically to zero and say what do you got now that is all in your head.

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That's all in your head. Everything starts in your head and with your mindset. And once you realize that, you realize you can do a whole host of things you didn't think you could. Outstanding. All right, Richard, this next little section, as we're coming towards the end of our segment, it's like shoot and steal rapid fire, you know, instant feedback, we call it we call it under rapid fire.

00:25:54:14 - 00:26:16:08

So, real quick, best investment you ever made. My wife, you know, not really investment. I guess that's a decision, right? So, Yeah. No, no, it works. Right? Yeah. Yeah, yeah, it pays dividends over time. I think that works as an investment. It's also very real. I take it very, very nice to hear, but also true.

00:26:16:08 - 00:26:34:04

I don't say it for my life is that there's an honest truth, but, yeah. That's it. Well, actually, you know, Scott Galloway, who does the algebra of wealth and stuff, says that the most significant financial decision you'll ever make is the partner. Oh, so I think I think that's a reasonable answer. How about, dumbest financial mistake you feel like you ever made?

00:26:34:06 - 00:26:52:13

Oh, gosh, there were several. But my dumbest one of my dumbest and funniest is coming out of Purdue. When I graduated, I wanted to buy a car. My dad says, okay, find something, used that's reliable. You know, I had to go from, you know, Purdue all to San Diego, use reliable, affordable. I went to the Ford dealership and leased a 96 Mustang Cobra.

00:26:53:11 - 00:27:15:17

And this was in 96. This was a 96, right. That for which the monthly payments were, I think, 550 a month, and the insurance was 250 a month. So I was paying, you know, what, 800 bucks and my ensign paycheck was about $1,000 a month. So, yeah. So 80% of your paycheck was going to your your new cobra that I had that car just in bonds, and I had to sell it and get a guy who was eating me alive.

00:27:15:19 - 00:27:28:09

Just just proving that officers are not immune to bad Apr. What about, how about a book, outside your own that, that changed your mindset?

00:27:28:11 - 00:27:50:23

I love everything that, Yuval Harari writes. Sapiens. His newest I have to read. But, I love the I love reading about the history of humankind. I love that type of, that that type of those types of books, because I think it really grounds me in who we are, as a species. So I'll, I'll give you that one.

00:27:51:00 - 00:28:11:01

All right. And, I think, I think we all believe that discipline and habits are part of the keys to success. What are what are the habits? First thing you do in the morning? What what are some essential habits that you think help optimize performance? Yeah, I sometimes I sometimes have trouble keeping morning habits. I try to work out when, especially when I'm not traveling.

00:28:11:01 - 00:28:28:09

I would say the habit that I've had since I was in high school, that I think is one of the most important, is the habit of self introspection. Being able to honestly and humbly look inside yourself and ask yourself, okay, what am I doing? What can I do better? What, what do I need to work on?

00:28:29:04 - 00:28:52:08

And, and constantly being curious about your own growth and your own performance. I think that's something that I've made a habitual over my, over my life. And I continue to do so. And I think the people I see who are young and vibrant, successful into, into their 80s, they're constantly doing that. Amazing. And for, for our service members who are out there who are facing that next mountaintop.

00:28:52:15 - 00:29:14:11

What's what's the final piece of advice that you would give them as they think about how to be successful in the private sector? Yeah. First of all, know that, you have all of the attributes you need to be successful in whatever you want to do. Because the military, in whatever genre you served, it's given you this, this sense of yourself that is very, very powerful.

00:29:14:11 - 00:29:30:16

And you can lean on the very same attributes you used in the military to, to start your next journey. So that's one. The other one is there's so much help out there. If I, if I hear if I hear veterans say, oh, there's no one out, there's no, no one to help me or there's no one out there.

00:29:30:16 - 00:29:50:22

They're not looking hard enough. In fact, they're not looking at all. There is. So there are so many resources out there, so many organizations and even beside the organizations, there's so many people who are willing and and want to help service members with their transition. So, so be optimistic. Lean on your confidence and strengths and know, hey, I'm there's there's people out there who can help you.

00:29:50:22 - 00:30:15:05

So find those people. I love it, and rich, how can people follow you? Continue, to learn from all your wisdom books, obviously. Right? Yeah. Shameless. For my friend's book. Yeah. Yeah. I mean, the books are on Amazon, of course. Attributes, Masters of uncertainty. The attributes.com is our website. You can get everything there. You can see what we do, with, with consulting and get the books there.

00:30:15:05 - 00:30:40:09

So the attributes.com and of course I'm also on Instagram, Rich DaVinci and and LinkedIn as well. So amazing. Well, Rich, it's such an honor to be on with you. You're such an extraordinary ambassador for our community. Thank you for dropping some serious wisdom on tactical wealth. From combat missions to building elite human performance, you show us that leadership under uncertainty is not about controlling chaos.

00:30:40:09 - 00:31:05:21

It's about mastering yourself. Your legacy isn't just the missions you've led, but the lives that you're now helping reshape through clarity, resilience, and purpose. Thank you for being on with me, my friend. Hey, thanks again for walking in with us today. I hope this episode stimulated the old brain housing unit. Step one to becoming richer is becoming smarter, and I hope some of the lessons and ideas from today have sharpened your knife.

00:31:05:23 - 00:31:28:04

As always, I hope you're taking notes and more importantly, that you're taking action. Thanks again to Siebert Valor and Siebert Financial for the support. And remember, stay tactical, stay driven, and don't forget to bang that subscribe button.

00:31:29:05 - 00:31:37:20

I.

00:31:37:22 - 00:31:57:19

Tactical wealth is a b a media production brought to you by Siebert dot valor, a military focused initiative from Siebert Financial. The Tactical Wealth Podcast is for informational and entertainment purposes only. The views expressed by guests are their own and do not necessarily reflect those of Siebert Financial. This podcast does not constitute investment advice, an offer to sell or solicitation to buy any securities.

00:31:57:20 - 00:32:04:05

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