Networking Unleashed: Building Profitable Connections. An Interview with Natalie Jackson and Michael A Forman
Welcome to Networking Unleashed, Building Profitable Connections, the podcast where meaningful relationships become lasting opportunities. I'm your host, Michael Forman. Today we're exploring a different side of networking, not as a way to collect contacts, but as a way to build community, strengthen trust, and create experiences that remember, that people remember.
Our g- our guest has built a thriving business by helping organizations improve customer and employee experiences while creating a networking community where meaningful conversations lead to real growth. If you've ever wondered how authentic relationships can transform your business and your leadership, you're in a great conversation.
I would like to introduce to the podcast Natalie Jackson. She is a professional in everything I just spoke about, and I was very interested in this podcast because this definitely is in line what I go all the way across the country talking about. So Natalie, first of all, welcome to the podcast. Thank you, Michael.
And just give us the CliffsNotes of how you got where you are today. Sure. Yes, thank you for having me. And for me, I learned about project management and customer experience and employee experience along the way, and figured out how to carve that into something that I get to focus on every day.
So I was in-house in certain roles, I was at big consulting, boutique consulting, and had a few aha moments that I feel like there's something here, 'cause I don't see a thread that runs through everything where we put our customers or clients or patients or donors or members in the center of things, and considering how our employees show up.
And so much of that has to do with choices that we make as humans. So parlayed that into starting Crescent Consultancy about three years ago and then m- at the start of the year, Crescent Experiences. That's wonderful. That's wonderful. I can't wait to start asking you some questions. Okay. Okay, so you've built a business around customer and employee experience.
Do you believe the quality of a company's relationship ultimately determines the quality of its customer experience? And if you do, why? I definitely do. I think so much of what I see, there's such a gap between how employees and leaders and others show up, and how that translates into what we're doing.
So I usually ask the question when I enter an organization, "What's your brand promise? How are you showing up? Is there anything in there that explains how you show up?" And oftentimes they'll say we have a brand promise," but it doesn't talk about that experience and how it actually feels, how it feels for the customers and how it feels for the employees.
And I think to bridge that gap is by building those relationships, both internally and deliberately with our customers, and a lot of that has to do with listening. Absolutely. And, when I go around and I do workshops and I educate the employees on the customer experience, I often have to educate the C-suite executives because if they don't change, then the whole nothing changes in the organization.
And you know that as well as I do. And it's very important. Yeah. It's few and far between. Yes. Yes. I love to hear you say that. That's something, having worked in, helped in a cons- consulting capacity at very large organizations, some in the med device space and others, setting up a CX, a customer experience department, what I realized a few different times is that if we're building this department in one piece of the organization, but we don't have, like you said, that full alignment about just how we wanna show up, how we wanna measure, what decisions we can make, how to empower everyone, it stalls out.
They don't necessarily have all of that influence to make a change throughout, and access to leadership and the board and all other employees, or sometimes their customers or patients or employees. And sometimes they don't even have the full budget to go make those nimble changes that come up. So yes and yes.
And so I suppose it all boils down to the culture of the company. And the culture, as you well know, starts from the top. It doesn't start from the bottom. So if we don't change what's happening at the top, nothing will change at the bottom. That's true. That's true. Okay. I can even... Sure. There was a very quick example.
I was out and about at, speaking of networking, at a networking event, and I happened to meet the CEO of a company where I had purchased business insurance from, and through an agent, and it was... We were chatting in a group, and I will not name names of course, but it was one of those moments where I was so excited.
"I'm one of your clients, and sure I might be a small client, but I'm a client." And there were no questions. Not, "How are we doing? Now, what do you think about us? Now, what was your experience? Who are you working with? Which agent?" Zero questions. And that is- if that's indicative of the culture, there isn't that curiosity there or that wanting to keep growing, that tells me something for when renewals come next year.
You just really said the difference between being a boss and a leader. And with- without you saying the words, that was... He just was basically a boss shouting the, what to do and having his minions do it without truly believing what he was saying. Yeah. So I understand that.
Okay. You created a c- a networking community- ... centered on learning and meaningful conversations. What did you see missing from traditional networking that inspired you to build something different? Yeah, thank you for that. For, for me I mentioned I went out on my own about three years ago, and yes, I was in a sales and business development capacity and delivering and working with clients, large ones too, but I didn't...
I wasn't out selling what I do and my own services. I had a, the team, the departments, the business. When I stepped out on my own, I realized, and I have an advisory board, and they're kinda like, "Natalie, this is when you're selling yourself. It's a service." I'm not selling a product at the moment.
And that made me realize I need to get out there in a different way. I started to join networking groups in a more formal capacity, and have to talk about myself. And for me, I had to do quite a bit of self-reflection. Which rooms felt the best for me? Which ones where I could be myself? Which ones couldn't?
I didn't like the formal ones that had 60 people, and you had 20 seconds to give a pitch or 30 seconds or a minute. And I'm in some of those, and I love parts of them, but I was finding my own kind of friction in the process in my own learning that I started to think, "Okay what makes me feel like I can show up with me?
Where am I finding that I'm actually connecting with a human? What's leading to those natural referrals, partnerships, collaborations?" And I think it was just my own journey of have and the whole self-discovery that goes with that to say, "Okay, what's gonna feel good for me?" And so we did a pilot at, I feel like I can say the name at TaylorMade.
It's we did a pilot to help women learn golf 'cause I'm thinking, "What's something that motivates me?" If I don't have to just stand and say, "What do you do? What do you do?" In a conversation, but rather I can gain something else and to learn a skill. I thought, "There's couple things missing." We want a setting that's comfortable.
People wanna learn s- a new skill, I think, and golf, especially on the women's side, there's, like something missing there, and it's intimidating. Decided to just do a pilot since, TaylorMade already has a robust internal program to teach golf to the women employees. We l- they said yes, and we leveraged that to do a pilot.
I got to invite about 20 executive women in January to come to their, the kingdom, the headquarters. And what I noticed about that, it was beautifully done, and their brand is so high-end. It was wonderful, and the lessons were great. But we asked each of the women, "Why did you sign up for this?
What made you wanna be here today?" And their responses were like golf i-" for this specific one, "Golf is intimidating," or, "The men walk really fast," or, "I never, I'm always helping at the tournament, but never participating in a tournament. I wanna boost my business this way." All these different reasons came up, and because we had a relaxed setting, I'd say out of the 20 women, like 18 of them came up to me and said, "Can we please do more of this?"
And, just that loud voice of other women feeling so energized and excited to be around each other in a comfortable place and learn something, that was, like, that one moment. And, I won't make this story too long, but fast-forward, I had to think about it a little bit and said, "You know what?
We can't host everything at Tailor Made. That's a once in a lifetime thing. How can we keep this feeling going?" Popped... I thought perhaps let's start our own," something like this. So s- it doesn't mean that it's only gonna be women forever, but starting a women's collective where it's skill-based connection, so kinda what you were saying, to take out the formal networking, to take out the need to pitch.
It's the human showing up in a place to just relax their shoulders and show up and get to know people for who they are. And of course, that's when natural connections happen. So for that particular track, we've had... We're s- approaching our, I think, fifth event, 'cause it's new for this year, our fifth event in golf, and it's been really well-received.
It's so nice to see the interest from different places. And because it's women to start, the different men in the networking circles have referred their different colleagues, their wife, their friend, or whoever to come join with these other executive women who wanna learn something. And we're gonna do some offshoots in wellness, which I'm happy to share more about.
But I noticed that it didn't always feel comfortable for me in certain rooms, and from listening to other, i- in this case, again, other women they're seeking something just a... where they can just be themselves and be relaxed. Yeah. I'm known as a network strategist, and because I developed my own networking group- about eight months ago. And it's a weekly group at night. I get either 10 companies or 15 companies or whatever the case may be, but I created it so that you don't have to pitch yourself. What I teach is you don't pitch yourself. You pitch the feeling you give after your job is done. So you never say hi I'm Michael, and I'm a, a network strategist," and everything.
No. I'm just turning conversations into clients. And I'm helping you keep all the money that you leave on the table, and things like that. And after a while they'll say, "Mike, what do you do? I don't..." And so that, that's what I'm trying to keep up. So I know exactly what you're saying.
And kudos to you for you having the fifth one, because that means that it's working. Yes. It's working. And referrals are it means so much to me that, 'cause it means that you're getting out there and you're actually doing it. Yeah. So that's very good. Thank you. Networking is often measured by how many people you meet Should it instead be measured by how many people become better because they know you?
I like that. Very fitting to that, that feeling, right? Yeah, I don't think it's... it's an interesting one, and I know you have these conversations all the time, right? It's interesting because you hear that, can- y- sort of canvas and get the numbers, and it's a numbers game. And I believe that there's validity to that, the perseverance and the wanting to stretch and explore the network out there.
But I really like, s- the, kind of the emotional connection, relational connection, and people feeling authentically passionate about what they encounter, and I see it. So I'd say I'm more in the camp of the second one, the second part of what you said. And, just the excitement that I observe when people are connecting each other.
You hear about those super connectors. "I've worked with for, a while. I saw how they interact, and they did this, and they did that, and it felt so great." And you're gonna get much higher quality referrals when it's coming from that authentic, emotional place, rather than a colder one, "Oh, I thought you should meet and you drop in the LinkedIn.
Which one's gonna land better? Which one's gonna convince you? Clearly it's the emotional one. Yeah. I'm known in this area as a super connector. Because I have to do it at least one or two times per week, and I've been doing this for four years. Yeah. So one or two times per week, I take two people, I put them together, I back away, and I say, "Go at it, but, I'm connecting the two of you."
And I really... the pandemic, I use that as a line in the sand. Pre-pandemic, networking was more transactional. You have $3, I have a widget, we're gonna exchange it. I'll build up my customer list, and that's all I had to do. But post-pandemic, it's become more relational. Where I used to go into a networking event, come back with 200 business cards and say, "Look how good I did-" Yeah
when I did horrible. I... It's not nothing. So now when I go to a networking event, and I go twice a week by the way to a networking event, I come back with 10, 15 cards. Because that's all that I can properly follow up with, create a relationship with, and everything else. And you get so much more out of that- than the other way, yes. I'll tell you, I was at an event last night. It's been a busy week this week. This was a very cool one. Three companies sponsored it. One of 'em Pacific Lending, I was invited through. I brought a friend of mine. And it's funny 'cause I just... I, we were on a, a hundred, oh gosh over a hundred foot sailboat here in San Diego.
It was the America Cup replica. America's Cup replica. It was a very cool experience, beautiful on the bay. And yeah, about 60 people or so. The appetizers, drinks, everyone was having a lovely time. There were overlaps, the sort of referral partners, different banks, all that. And I'll share with you, these are the cards that I came back with, and I had such good conversations.
That's not 60, right? So- ... and this is a, writing down each one. This person was in this group, and that's really interesting, and this person with the nonprofit, and this is an expert in AI, and really meaningful conversations that yeah, they're... I think they could lead to things.
So whether that's a connection for someone else or potential client, who knows? Here's a little tidbit for you- ... for when you network and everything else. The follow-up is so much more important than actually meeting the person. So on the back of the business card, write down the date, the name of the function, and something you spoke about.
So the next time you look at the card and go, "I don't know where the hell I know him from, but I know him." You turn the card over, and you can read and say, "Oh, that's right." That's right. I have a, I have a secret sauce, so to speak, for follow-up. Yeah. And it works, and it just... It changes the, the 2%. You have a 2% chance of them answering your emails the first time, a 2%. So I brought that up to 75%. So it's really incredible thing, but that's something else. Okay. Something for another day. Some people walk into a room Yes. Yes. Some people walk into a room asking, "Who can help me?"
Others ask, "How can I help?" How does that single mindset shift change the relationships build trust? People build trust. I really like that question, and, I might have a different take on it. So the how can you help defini- or how can I help, I believe builds trust, but what I've observed as I've, had to move through these different rooms and think of, m- even my clients in different sales roles, I've observed that getting to know the person and talking about whatever in their life or that day or the thing that they're facing or whatever they're feeling or the lunch or whatever it is in whatever setting for me, that comes first.
I feel like if I lead in with a little bit of that, like a little small talk and a little, "How can I help?" We don't have a rapport yet, and what... They don't know what to ask, or I don't know what to give, and we don't know anything about each other. So I feel like I, I, from my experience, just getting to know them and about them is, I, I'd say, first, and then we can find those connections.
And I... As humans we look for what's common. We live in the same neighborhood, or the kids are at the same school, or I love that restaurant, or I just did that or this breakout or... I do more of that, and that leads to I think more of a richness ev- and the trust-building before we get to that.
Unless there is a true immediate need, then it's a, "Hold on a sec. You need to meet..." And I... That does happen, and that's actually very fun when it happens, but I'd say it's one in every five times. Y- yeah, that, that's true. And for me it's one in every 10, yeah. But I go in with what's called a servant's heart.
Yeah. I go in thinking, "What can I do to help this person?" Rather than looking for what they can do for me. And I have a little thing called FORM, F-O-R-M- ... that I keep in the back of my head. Family, occupation, recreation, and a certain message. So I can talk to them about anything. Their children, their grandchildren, their occupation, their recreation, where'd they go for vacation.
I can get all that going because- ... there's a, the know you, like you, trust you, then they'll do business with you. Know you, e- everybody knows you. Likes you that narrows this just a little bit, right? Yeah. But trust you, there's a wall between the two of you. Yeah. And you're breaking that wall down, and that trust level's going up.
That's when you can start to, to do all that. So it really comes in handy. It does. Okay. And I'm... Oh, I was just gonna say- go ahead. No ... I'll share with you that the hosting, I... You're a host too, of course. I have had the aha that when I'm hosting something, I feel I can help curate that environment so that can happen more.
And that's why we were talking about the events. The events are 12 to 14 people, and everybody gets a chance to talk, and everybody gets a chance to feel the, like I'd say almost like the hospitality, the experience of it, and it's curated, it's personal. And every- you know, that fosters, it accelerates what you just described.
You being the host, you do that. You can control that. You can guide that. And as soon as somebody starts getting off that tangent, you c- you have the authority to bring them back in. Yeah. And so it... And you're absolutely right. It's just, it's such a wonderful feeling when you can bring other people up, you can help somebody else or connect somebody else or just whatever the case may be. But... And really that's the reason why I got into business. Because I'm in the business of helping others. Now, I may educate them, I may take them... I may mentor them, I may... they may be a client of mine, but it's all the same.
Okay. Yeah. So let's see. Customer experience and employee experience are often treated as a separate strategy. Are they actually reflections of the same organizational culture? Well done, yes. Yeah. Yeah. That's it. Just one. One-word answer. Okay. We're done. Yeah. It is. It- that's... there's different ways of approaching it, right?
I do believe very much, like I'll- I use the definition for customer experience, you can say the same for employee experience, it's brand activation across every single thing that you do, and that is every single thing that, you know, a customer and an employee does and experiences. They must go hand-in-hand.
And, I know some will use the term now, like total experience, to try to bring that to light. I do still believe that there are different approaches. So much like you would take a stakeholder group or a pr- persona and you would do a journey map across all the stages, you're gonna focus on one particular s- we'll say persona, right?
So you're thinking about your client, you're gonna go and do that. You wanna put the overlay of what the employees are sp- experiencing, but I really enjoy looking at the employee experience from what does the brand look like to employees? How are we getting our word out there? Are we... do we have a robust onboarding program?
What are we doing for training? Are we fostering engagement? Are we thinking about what's gonna happen when that employee moves on? Are they advocates, or are they kinda, badmouthing the company? That's so important in its own right, but we're asking employees and leaders to show up and serve who?
The person who is buying our product and service, so we really do need to link those. And it all comes back to the culture of the company. That's right. On how that, So the experience is always, I owned restaurants in my before life. Yeah. And I treated my employees very well.
Because if I didn't do that, how can I expect the waitress to treat the customers- ... so well? So I treat them well, then they'll treat the, the customers well, and it's a big loop. But they felt very good, plus they always knew that I had their back. As long as they didn't do anything stupid, I had their back.
And and that goes a long way. It really does. Yeah. And I'm sure you set the parameters on here's how we show up and here are our expectations and here's where- Oh, yeah ... you have that freedom, and here tell us when it's working great, right? That is the culture that's fostering that openness. I'm a military guy.
Yeah. Yeah, so when I came out and I went into business, I set things up that strict, right down to the uniform, to everything else, and but w- I had customers tell me how nice it was that all the waiters and waitresses all, I didn't let them wear jeans. I didn't... black sneakers, the whole thing. And they all looked sharp. And of course they all, all the clothing had to be clean when they came to work. There you go. And believe it or not, that was a big one. Okay. So what's one leadership behavior that quietly destroys trust inside an organization, and one habit that consistently strengthens it?
Yeah. That's a tough one. It's tough because there's... I think there's a very long list. But for the- Yeah ... first one, destroying trust I think, again, based on observations and seeing how much- Employees and teams rely on who's setting that stage and who's setting that culture. Leaders who maybe haven't done the work to get out of their own way I think that's one of the biggest blockers, and aren't bettering themselves and thinking about really strong, you mentioned like a servant, like a servant leadership model, or just taking that extra mile to think about the human and how the way that you show up affects other people.
I see that quite a bit, and that limits employees to know, it's just employees, like teams, leaders, whoever, right? It limits the organization from moving forward when they feel like there's sort of that, like a wall there, I've noticed, and I think that can be across any small team, any large team. And then the flip side, those who do the work and are
For me, I guess selfishly because I live very much in the experiential space, I see experiences that thread through every single function and department that is measurable, that does contribute to growth and ROI. When I see a leader who gets that and can pan out a little bit and look across everything and want to collaborate, like I work with chief commercial officers who willingly collaborate with chief technology officers and COOs to say, "What is that experience that we wanna deliver and what do we need to change?"
I'll help with that. That, to me, is, helps them get to that next place, and leveraging those ... like you could take any structure, whether EOS or scaling up or just like lean or any of those disciplines, just rising above and finding that thread throughout and teaching employees to show up that way.
I'd say those are, that's the positive. Oh, great. I agree 100% on all points. Great. So kudos. Thanks, Michael. You've facilitated countless conversations. Have you noticed that the most influential people tend t- tend to ask better questions rather than provide better answers? I love this. I listened to your conversation with Priya, Yes
from the other day, and that r- 'cause that's a lot of the messaging or what was coming out for me when I got to have my own perspective was that gap in listening. Yes, 100%. The momentum that can be felt when you keep listening and keep asking questions and, although I'm talking a lot today, sitting quietly really does- that's it
draw out the most. That's my job is to keep you talking. Okay? That's right. You're doing that. But yes. You learn so much, and if you pay attention to the undercurrent, the tone, the body language, like listening between the lines is as valuable we know as only the words only mean so much.
So that- That influence to be able to draw patterns and signals from conversations is very powerful, and I think there's an art to it A- absolutely. It's called active listening, and there's an 80/20 rule. You always have the other person talk 80% of the time. But your 20% of the time, most of that 20% is listening to the other person and figuring out what they're saying and ask them questions about what they're saying.
That's right. So it really comes out to 95/5, but it's an 80/20 rule. I do interviews with my clients across their customers or their clients, but very much their employees to get that sort of baseline. Some might call it like a 360, but they're interviews to draw out signals. And I noticed just very recently we had a, a senior leader join a ca- volunteered to join a call when I like to meet one-on-one with leaders.
So we had two team members and the leader, and that was the ratio of who spoke up. That leader spoke the most, and the team members who we were there to listen to, I think they probably spoke five minutes in the call, 'cause that trust wasn't there, the baseline wasn't there, and I couldn't properly, actively listen.
No, you brought the person in that would make them shut up. Exactly, which I don't like to do. Yeah. No. You know- It was weird ... and regardless of how it happened. And you had... I don't know how you could tell him, but that's the reason why you couldn't get the information out, was because he was there.
Yeah. No, it's true. And, yeah. So- It's ab- ... that- Yeah. There's a... there's something to that, for sure, to keep in mind. Ab- absolutely. Absolutely. Okay. If you could redesign networking from scratch for today's world, what would you eliminate, and what would you keep, and what would you add? Can you ask me one more time?
Okay. If you could redesign networking from scratch in today's world, would you... what would you eliminate, what would you keep, and what would you add? Okay. I would eliminate overly formal rooms that are too big. Okay. I would eliminate, keep or add, I would keep the ability to create our own spaces and to just, to meet each other and to ask good questions in a place that's maybe, yeah, accessible.
And I would add what we're starting to do, more human connection. It's, I do a, a ton of these podcasts, and everybody's always trying to stuff AI into the conversation- ... because that's the new buzzword. And I try to tell them AI is a great tool- ... but it's not a replacement for networking.
That person to person, that feeling of the vibe of the person, feeling the vibe of the room, getting the idea of what's going on around you, AI cannot reproduce any of that. So true. Can't... and, so I can tell them, because they are... they have AI companies, they're trying to network or communicate with certain other industries, and I say, "That's great, but don't approach them as if AI is your company.
AI is a tool. It's a quiver in your arrow, and that's all it is." Because otherwise you'll never... You'll make it here to a certain point because people, "Oh my God, we have to have AI." Soon as they realize what they have, you can't go further. So- Yeah, I know ... it's just- And we haven't talked about AI at all until that moment, so yeah.
I, it's because, you know what? I... it... especially in networking it's important but it's not the most important. What you do is a whole lot more important than any AI company because you are bringing people together. You're, you have the emotional... when I go on a stage, I just- my earlier meeting.
Here's the difference between AI and me going on a stage. AI can't bring the emotional what I bring to it emotionally. Also, if the room is big enough, and look, I've had this happen also, is that I hear my own heart in my ears because I was so nervous. Yeah. 'Cause I was talking to 300 people, a- after the first five minutes, that goes away and everything's all good, but AI can't reproduce that. AI can't... they'll tell you exactly what to say, but what about the pauses and everything and... it's just not the same. All right. I didn't mean to take your time, but- no.
It's... I see it. It's when you're preparing for something, it's easier if you can internalize what you want to say rather than reading a script, unless you're acting- Yes ... and even then they- Yeah ... you have to embody and become your character, right? Okay, so let's bring this podcast- Yeah
full circle. When people leave one of your networking events- ... what do you hope that they've gained beyond a new business opportunity? Yeah. In the model that we're starting up, they will have learned something. They will have felt like they could totally be themselves, and they felt... m- I've heard it, right?
"I felt like energized. When's the next one, and how can I support?" So they'll feel motivated to do more, and I've noticed they'll... I want them to feel inspired to go find other ways to kinda keep going. Absolutely. And Natalie, I gotta tell you, you're a great podcast guest. I could probably talk to you for another two hours about certain situations, and we can do this all day long.
So- Great ... it j- it was really that good. But if somebody wanted to hire you for your services or just say hello, how could they get hold of you? Yeah, of course. LinkedIn is always a great option, Natalie K. Jackson, not Natalie Jackson, as there are so many of them. My website, thecrescentconsultancy.com, and our events are n- I wouldn't say invite only, but reach out to me directly if you would like to be included.
We have a Luma site out there for The Crescent experiences local to San Diego. Oh, good. Yeah. And you can see on my LinkedIn all the different speaking opportunities and networking things that I do, and it's really incredible when you have the right people doing it. So if you are championing the, this idea of the networking groups and meetings- you're doing a great job. And just keep going the way you're going. Thank you so much. That's all. It's been so nice meeting you. This, this- Yeah ... this was a fantastic conversation. The biggest takeaway, the best networkers don't just build co- don't just build connections, they build communities.
They create trust, invest in people, leave every conversation better than they, what they found it. If you enjoyed today's episode, like, follow, and subscribe to Networking Unleashed: Building Profitable Connections so you never miss a conversation on networking, communication, leadership, and building relationships that create real impact.
Now, if this episode resonated with you, share it with someone who's passionate about people and purposeful leadership. If you're looking for a keynote speaker, executive communication coach, or workshop leader to help you t- help your team communicate more effectively, build stronger relationships, and turn conversations into opportunities, visit michaelaforman.com.
Again, Natalie, thank you so much for coming on the podcast. You were wonderful. Thank you so much. I enjoyed the conversation.
Hello. I would like to welcome you to the Fusion Alliance Business Expo II. That's right, we're having another networking expo. Now, this one is gonna be even better than the first one in March. This one is October 22nd, held at Ifon Restaurant and Event Center, 6000 Medlock Bridge Parkway, Georgia. Now, this is your chance.
This is your chance to showcase your business, connect with the community, and gain unmatched exposure. This event is designed to highlight your thriving business, and is a must-attend gathering for most local leaders and entrepreneurs. So, now, what's, what is there gonna be? First of all, it's free admission to the public, so come one, come all.
There's gonna be a large audience to see your business. You're gonna gain new customers, build your brand, and establish strategic partnerships. So whether you're looking to gain new customers, build your brand, or establish strategic partnerships, Business Expo II is the place to be. Don't miss your chance to be part of this exclusive annual showcase of Johns Creek's best businesses.
Remember, it's October 22nd, remember that, October 22nd, between the hours of 11:00 AM and 4:00 PM. The location, 6000 Medlock Bridge Parkway, Johns Creek. You can go to the website, and it's www.fusionalliance.info, F-U-S-I-O-N-A-L-L-I-A-N-C-E.info. You can get all of it there. You can be a vendor, you can be a sponsor, or if you want, you can just come on and enjoy it.
So come on down, everyone else is gonna be there, and just enjoy yourself.
📍 That's a wrap, folks. A huge thank you to our guests for sharing such incredible insights today. And of course, a big shout-out to you, our amazing listeners, for tuning in and spending your time with us. If you're interested in my digital courses, being coached, or having me come and talk to your company, just go to MichaelAForman.com and fill out the request form.
Remember, networking isn't about being perfect. It's about being present. So take what you've learned today, get out there, and make some meaningful connections. If you've enjoyed this episode, please don't forget to subscribe. Leave us a review and share it with someone who could use a little networking inspiration.
Let's keep the conversation going. You can find me on Apple, Spotify, Pandora, YouTube, or my website, michaelaforman.com/podcast
Michael is a business networking expert specializing in enhancing professionals' networking and communication skills to drive profitability. As a leading authority in this field, he is highly sought after for his dynamic presentations and workshops. His extensive experience has consistently led to significant improvements in corporate profitability by empowering individuals and organizations to connect more effectively and efficiently.
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