Creativity and a learning mindset are essential to succeed. Learn how these innovators put these skills to use to become the best in their fields. Welcome to Innovators to Know. Brought to you by Idemics. Laura cyl is an experienced executive and leadership coach with thirty plus years of experience with leaders and teams across industries.
She is a relatively rare combination of business psychology and coaching qualifications and her passion is to support individuals and teams to feel good while doing good in the world. Laura, Welcome to the ideamicx podcast. Thank you. When you say thirty years, I'm wow. Well, if it's gone by quickly, this is a good thing. It's more like, am I really? Am I really? Had old? I think you know someone said this to me the other day. Forty five is than you thirty And then you can just
translate that up the chain. So well or so feel good, do good and profitably make a difference. This is one of the phrases that you've used with frequency. It's part of the reason that you do what you do and that you have this focus that the profit motive at companies and among teams consequently often simply takes over at the expenses, at the expense of other organizational values, team dynamics, individuals being cared for. Right, And you know,
the truth is, it's a business. It needs to make money. I mean that's if we talk too much. I mean, I think we can go too far the other direction. Right, it is important. It's a
critical piece. And there's research now that shows that a lot of the aspects that maybe have been ignored for a while having to do with the human component actually are you know, they're starting to show how it is tied in to that profit, how it is tied into let's say, sustainable growth or innovation or engagement of your team members, and that all connects back into how the company you know, serves its its customers and therefore how it how it brings
them money and what that what that profit is, what those revenues are. So it's I think it's an and rather than one or the other. Um. It really is important to to look at both. And I think people are starting to become aware that the human component is as critical as other aspects
of the business. Yeah, you know, you're reminding me of a story that I happen to be discussing with a friend last night over dinner about um a CEO and the healthcare industry, Roy Vagelus, who is now retired, but he was telling a story of how ivermectin was a medication that was discovered by their team of scientists at Mark when he was there, and the company sort of said, oh, you know, this cures a river blindness,
Like, who cares about that? There's no market for that, right, so let's just well, just we don't need to publicize this drug or market it actively or do much with it. And the scientists protested and said that absolutely is unacceptable because this is a disease that affects some portion of people, even though that might not be a profitable market segment. And they forced it to go to market, and they acted, you know, in their capacity
as a key stakeholder at the company. Of course, later on this had
a whole bunch of unintended consequences. It became behind penicillin, the second most important drug in terms of impact on humanity, right because then it was applied to lots of other diseases, and it's a it's been a key you're an amount of different things, and I think it goes to this point of the stakeholder based model that that you I think spend a lot of time thinking about and focusing on where companies and organizations and teams and individuals ultimately work best when
there is alignment among the various voices and they're heard and listened to and it isn't sort of a one sided equation constantly. And I love that word. Alignment is something that we use a lot in our work, and because there are a lot of different aspects of an organization where you can where you can look for and you can fine tune that alignment and when things you know, simply if things are not aligned, we're not accessing as much as we can.
And that that that could show up in many different ways in an organization. But what you're you know, the example that you gave is there was some alignment with the scientists around what they were doing and what their bigger picture impact was at the company, which and they felt that it would be out of alignment not to say something and not to move this forward, push it forward. And I think there's such a great opportunity there for so many companies
right now, especially because the world is changing so rapidly. We don't know what it's going to look like in twelve months. We don't even know what it's going to look like in six months. So the way I think about it is we have all this incredible energy available in a lot of different forms, and if we are scattered, we lose impact. When we are aligned,
we really focus that impact. And I think that that's an opportunity right now for leaders and companies who are asking themselves, how can I show up in this really rapidly changing world and make a difference. And I'm talking about profit as well as people, right Like, that's I think, and make a difference, have a positive impact in multiple ways. Yeah, absolutely so important. So one of the foundational ideas Laura, underlying your nine Q methodology
is that we talk a lot about problems and not enough about solutions. I think this is a problem that is afflicting most of our society at this point. It isn't merely limited to organizations or teams. We see it a lot in our business. Customers come seeking coaching because they don't just want to talk about the problem, right They want to talk actively about solutions and have a
roadmap and act on it and be held accountable. Tell me what made you come to this You okay, Well, it's a pet peeve of mine to focus only on the problem because what that does is it unfortunately. And let's just say fortunately at the same time, because look, I'm a human. I'm all about human behavior. That's just been my background. Right, we do things, We actually do things that might seem kind of strange for us
to do because we are gaining some value from it. So when I say fortunately, unfortunately, when we point to the problems, we are putting ourselves into a victim stance, a victim energy. And the fortunate part of that, say, and in quotes, is then you're not responsible. It's someone else's fault. Someone else has done something, some group of people, an individual would accompany. However, whoever it is that you feel has done this
to you. The really and I say fortunate quotes because there is a little like I don't have to deal with it. It's that that if that person or that group would change, then I'd be good. Right. But the unfortunate piece of that is, and this is why I'm so passionate about it, is you completely give up the ability to make any change yourself. Yeah, and that doesn't First of all, it doesn't feel good. It feels
really bad. Passively disempowering and they scampoilely disempowering. Why should you? You don't need to look at your piece of it if it's someone else has made this happen. Right, So I'm I am such a firm believer in this is where the empowerment. So you know, our company's big purpose is empower people. That's that's big. But it's this idea of when people recognize that they do have the power over many different things, not everything. There's there
are things external that we don't have control over. Then you start to get to look for the solutions. So then that's piece one, and then piece two is how right? So I think it's first shifting that mindset from a victim mindset to really looking at what what can I do? What is my piece of it? What can what kind of change? Positive change can I drive forward? And then the second piece is how how do I do that?
So you might have someone who wants it, probably at your compright people, potential customers, they're wanting they've made a little bit of that shift, they're wanting to know how how do I move forward on this. Now that I've made this shift, there are a whole lot of people who are still stuck in that mindset of a victim place and they're you know, moving forward isn't going to work until that there's an acknowledgement that there's something that they can
they can have some control over something. I couldn't agree more with you. I think you were almost out of really difficult societal point where this victimhood idea has taken route to the point where it is now. The explanation for you know, just so many things that go on, whether it's individually or societally, and they really prevent us from focusing on what is the core problem and
how do we get to a solution set for it? Right, because, as you said, you just sort of hide behind, Oh, these are circumstances beyond my control because somebody did this to me and it's deeply, deeply unconstructive, if not destructive. Yeah, and then you know, you add the peace and this is something we talk a lot about it and I think it's it has really increased since the pandemic and it's continuing. Is when you are are in more of a victims stance you, there is usually some there's
there's usually some anger, frustration, and fear in that. And when there is fear, and we all know this intuitively, we might not put it into words, but when there is fear running through your body, you're you're actually physiologically you're being cut off from the multiple solution solving component of your frontal cortex. And so that's the other piece is if you're in this reactive, fear based state, you're already just physiologically going to you're not going to be
able to access all the potential solutions, right you. You you you you lock into maybe one or two response sets that have been you know, have been a part of you for a long time, and you lose access too. So that's another reason why for us, it's it's individ visually one hundred
percent, but it's also collectively. So if you're speaking within an organization, if you have a leadership team, which we have had before, where you have let's say post merger, and you have someone who is in a very much of a fear state about the other people right from the other company, and very reactive and victim stance, the possibilities of what that leadership team and thus the organization can create are they're just they become so few right whereof you
can shift that and if you can help everyone to align with the bigger picture, which you know, hopefully for most companies is what they're bigger purposes, you know why they're there, what they're doing, and and shift that. Oh, I have some sense of empowerment around what this looks like going forward? Then we have this, We have so many, so many more potential solutions that we can assess moving forward. Do you think, Laura, that for many of us, I mean, I think back on my own experience,
which is so this is just bear with me for a second. It's a purely annecdata point, right, But we all go through difficult moments and periods in our lives, some super traumatic even, and at some point you will almost confront this question. I mean I certainly did at a point when I had been through a fairly traumatic thing of am I going to be a victim? Or am I going to emerge from this with strength? And it's
almost like this kind of weird, bimodal sort of outcome. And I think when you make a decision to try to solve the problem rather than kind of wallow in the problem itself. There's a muscle memory that develops around Okay, I see the problem. It sucks, but I'm going to begin to solution it. And I may or may not get that right, but I'm going to keep trying until I find a viable solution. How for people who fall into that victim mentality? Do you help them develop that muscle memory around,
Hey, here's this different approach that actually is a lot more productive. Yeah, I'll speak I'll speak to individually first, because again, when you go collectively, if it's a leadership team or any team, you have all the different individual factors, right, So there's a certain amount of aligning within each individual before helping a team align. So you said something really interesting in your
anecdote. You said you could see and you made a decision, right, you could see, am I going to stay in this or am I going to shift out of it? Not like that's step one and and it's quite challenging for some people to get to that point. So there's two. There's
two. So based on what you said, I would say you've had some in your in your past, you've had some ability to take a challenging situation, take a step back and ask yourself what am I, what am I going to do with this, or how do I want to move forward? Right? So I know, just based on that short piece that you have had some success or at least some practice in doing that, and not ever, you know, some people don't. So it's it's you at that point.
You're starting to build on it. And and it's a little bit easier if I were working with someone like that, then you can start to connect back to that past experience. Right, this happened, Therefore, this this happen, And it's not you know, for anyone listening, And it's not like you may shift and then everything works out perfectly, right, that's yes. And I think, honestly think this is part of our life learning.
I I you know, I think that historic. You know, for me, when I was younger, I somehow had this weird illusion that if I did everything right, then everything would turn out all right. That is not true. And you know, I think that's one of the things that age brings that a different perspective of what we actually have. So going back, I was shocked at one point that I was doing everything right, that it wasn't working so I had to shift. I had to shift, you know.
Those We all have these different constructs that we've developed over our childhood, and that's from family, and it's from school, and it's from society. And each one of us has a different one based on you know, based on who who we are, based on their environment we grew up, and based on you know, where we grew up in the world. All these things m but we all have that ability to to take a step back.
For us, part of the training is to pause. It's really important to pause because when you don't pause, you're in that reactive You're in that fire fighting. Got to take care of this. I got to take care again, and then you that can go on forever the way the world is set up, So it's really helping people to trust themselves that pausing for brief moments and then we train. Our super basic level training for everyone has to do with some really simple habits that help you to to pause. And this is
all done pretty quickly. It's not like you have to go out and meditate for ten hours, but but to pause, to connect with you, you know, and to connect with what's important to you, what matters, what are your values? What are you grateful for? You know, just to reconnect with and then to move forward from that state, because if you're in more of a state of pause, I would say proactive setting intentions and clarity around who you are and what matters to you. That's when that mindset starts
to open up a little bit. You're like, oh, maybe I could do something differently, Maybe there is maybe this could look maybe I could change this maybe if I you know, and and that's when those those potential solutions start to open up. So a lot of our initial training is really about getting to that that mind, that that state of mind where you're not reacting and you're in you're in touch with again. And this doesn't have to be real woo who, It's just like who who am? Who am I?
In the sense of what matters to me? Right? Look? My mom died suddenly. Um, this is one of those learning lessons for me twenty years ago. And one of the things I one of the gifts that that gave me was I could die tomorrow, I could die tonight. Am I doing right now? What really matters to me? And not everyone thinks that
way because we all don't. We don't want to think about Dath and I would say it's probably a freshness of that after twenty years is a little bit less, obviously, but but there is that that was a lasting gift that my mom in her death gave me, was we don't know how long we have and if that's the case, when if you can, if you can, any one person listening to this, if you can pause and just ask, you know, what really matters to me, meaning what matters to me
if this were my last day on planet Earth. It shifts the way you look at things, it really does, and you become way less reactive, You become much more grateful, and you realize it all. The other thing it does is it puts some of those really stupid, annoying things into perspective, you know, the things that seem to really I don't know. Sometimes I have things in the back of my mind. I'm like, just stop, it's not a big deal, and for some reason, some part of
me has latched onto it. But the more that we can let go of the things that really don't matter, then we're letting go of some of that stress and anxiety, which then opens up again possibilities. What might it look like going forward? Totally, totally, so, Laura. A really key element connected to reframing how we think right and taking time to think as you've described, which is so critical is the role that coaching and mentorship play in
our lives. I think that many people have this misconception that somebody mentors you, like it falls into your lap like some bolt out of the blue, and oh I found this amazing mentor and that was so great. But it actually takes an active seeking out of mentors. At different times in your life. You have different mentors. Sometimes they are also your friends, at other times they might even be your partner, whatever it is. But it's a
it's a dynamic and shifting role that that plays in our lives. And I suspect you have had strong coaches and mentors as I have had, And the singularly most useful thing that I have found is they're particularly in instances where they were disconnected from me other than that I knew them, but they weren't. There was no bias. In other words, that there wasn't like a boss mentoring me. You know that there was great value to that. Very objective
advice and coaching in a sense is that same thing. It's this objective advice from a trusted third party, even though you don't know them super well, right, what is the role that that's paid for you? So I feel like I have a little bit of an unusual journey in this area in that I noticed at a very young age that the questions I was asking and the insights that I would share were pretty intense. And how young are you?
Well, I mean I remember being four and being I was overtaken by a feeling that there was suffering in the world, and I felt like I needed to do something and I couldn't put it into work, you know, I couldn't put it into great words at the time. And you know, all my amazing parents, but all they really knew is I never slept, I never stopped asking questions. So I was like, okay, can we just
take a break? But um, and I don't know. I don't know if this was a time period that I grew up, but being being female and being very very intense seemed to people kind of wanted me to, let's just say, play the game I was supposed to play. Okay, So periodically I'd have little glimpses of in my mind, who I think of what I think of when I think, when I especially when I was younger, mentors brief mentors that they probably don't even know the impact that they had,
right um. And and you know, one of them was a high school teacher, and I thought I was failing the class. And it was it was a speech class, and I didn't love speaking. I was very,
very shy. And we were doing a leadership practice thing in a small group, and I was listening to the other people in my group, and in my mind, I'm thinking, we need to approach us differently, right Like, I had all these thoughts, but I had learned at this point, well, don't show up too big or too intense, because then people will just go whoa. And so I was listening, listening, and a teacher stood by me and he just said, okay, group, you know,
just remember the leader is not always the most talkative person. Okay. I felt it in my bones. I was like, oh, almost, like he knows I'm thinking about things so super tiny example. And then as I got older, and look, you know, I mean have my doctor in psychology. We do a lot of our you know, we're encouraged to do a lot of our own exploration and therapy and so lots of practice with a
lot of different people. And one of the things that I learned is, and I want anyone listening who thinks that they might be too something to hear this. Not everyone could work with me, And in fact, most people who I talk to were felt, I can reflect now, they felt so challenged that they lost the ability to hold the safe space. And this is what I think as coaches and psychologists as well, like we're holding a safe
space for people to do their work. We're not doing the work for them, and sometimes we might be directive, but we're not telling them everything. We're creating a really vibrant safe space. And so to anyone out there who maybe hasn't done much in this area, because I doubted myself for a long time, I said, I just said, well, no one, no one understands me. I'm just gonna have to do it myself. There was
really the sense if I had to do it on my own. It took a while for me to go, oh no, I just need to keep looking for the right person. Right. So it's there is a matching that's super important when you're seeking out. And I would say the same thing for you know, a mentor anyone who you're looking you want to And again different, if there's that personal relationship like you, like you mentioned, you don't
have the same autonomy to you know. But if you're choosing someone who's not doesn't have that other relationship with you, you know search and you will know it inside because you will know that you can show up a hundred percent as you are without fearing that you're too much or too whatever, right not to whatever it is. I mean, there are a lot of those, lot of those too much. I think a lot of people have that sense that somehow, at some point in their life there were too whatever it was right.
But you need to find the person who can be and create that really safe space. And the same thing is true when we work with leadership teams. We've got a you know, several high level, very bright, very you know, have their own opinions and their own experiences, and the goal is to create a safe space that that team can co create something even better than any one person could create on their own. And that's the key. I think it's that onepens one is three right, yeah, yeah, absolutely,
and it can only happen if each of us do our work. Yes, there's the individual piece, there's a collective piece, totally all right. I want to take a quick look at a short video that you sent to us about living in flow? Go What do we mean by flow state? Flow is when you feel great, Your energy is focused and intentional, and everything seems to move effortlessly. When you're in flow, you're fully engaged in highly productive and inspired action. It's the opposite of non productive busy work.
Think about a time you've been in flow, Remember how good it felt, and remember the results you experienced. This training will help you learn how to achieve this state more consistently, and more importantly, when you fall out of flow, you will learn how to quickly move back into this yummy space. The more you practice this training, the more empowered you will feel. So why is it? So? Could you quickly summarize the nine Q method and
particularly the terms flow, grow, and create for our listeners. Sure, and we're playing around with the third one, the naming of it to create innovate, so um, so flow, grow, create is really the basis of our method. So we see nine Q solutions as the how Right, So we've got all these problems and organizations and we can identify a good chunk of them, but how are we going to move forward? And that's that's what we feel we answer that question. So flow, the flow framework is
the foundational piece which I mentioned just a little bit earlier. This is about each person individually being able to get into their own state of flow. And for anyone who hasn't heard that term, you know it intuitively. It's when you feel everything's lining up. You feel like what you do is done really efficiently and in less time than normal often, but there's a sense of oh, you feel free, you feel creative, you feel good, and that
you're creating from that space. Again, back to multiple solutions, right, an open mindset and and a curious mindset. So it's what the individual does to pause and get out of victim stance, pause and get out of a fear base or reactive stance. It's what they do to set themselves up. And it's interesting because even with people who have trained for quite a period of
time with us, we do some private executive coaching. A lot of our work is with organizations teams, but even when they have gone through multiple levels of leadership training, we ask what has been most valuable it's been this flow piece because without it the rest of it, you can't access the rest of it. You can learn it, right like you can learn the knowledge of it, be can't really access it and integrate it in a powerful way.
So I like to think it is this is how you get yourself set up to really, you know, nail it and when you get thrown off, which so what the world does, it's going to happen. Sorry, it's not like you hit it's not like you check all the boxes and then you stay there unfortunately. But but you can reboot, because one of our habits is reboot. So it's it's about recognizing you could be in the middle of a meeting and get triggered by something and you have the skills to be able
to reboot and get back into that flow zone. So super critical and super simple, right, and it's the foundation of everything we do. The second framework is grow and this is simply if you think, like big picture, we're all meant to evolve and to grow and to expand, you know,
I mean that's something I feel really strongly. You can look at nature, it's always evolving, it's always expanding, there's always something new and fresh, and different, you know, like this, the recent rains in California have been unbelievable. We have poppies, which is our state flower, beyond anything we've seen in years and years and years. So there's there's it doesn't it doesn't stay the same, you know, you think it stays the same maybe,
but it doesn't. And we're the same way. So the Great Growth Framework is really helping each person to look at all aspects of who they are, and in our training we connect them with elements. Um so you've got the element of Earth and for us that's connected to your physical quotient. All the things are are you sleeping? Are you eating? How? How are you physically doing right? And is there are there opportunities to grow and expand in that area? And then we have IQ, which is beyond just IQ,
your IQ. It's really that mental it's the mental training, it's the knowledge, it's the hey, you know, are you learning how to use AI right now? Because it's going to be in our world and right and it's like what what are the different aspects that where I can stretch my mind, not partly for my role at work, but also partly for me, you know, like I love languages. So I'm I'm I'm on duo lingo learning a couple of different languages because it stimulates my mind. It's not specific
to work, but it stimulates my mind. I love it, and it gives me a different perspective. When you're learning another language, the way that you communicate is very different in that language than it is in my primary language. So I love that that expansion. And then EQ most people know about emotional intelligence. This is really you know, how's your relationship with yourself doing?
Um, how's your and then and then therefore, how are your relationships with you know, family, loved ones, colleagues and nurturing and monitoring and really attending to that. And then we and that's the fire elements that connection UM and I should mention that IQ is the water element. It's just it's like research based, UM. Scientific. It's doesn't have a lot of emotions
to it. It's just knowledge. And then after that fire element, that connection that EQ SQ which we call either service quotient or spiritual quotient, so you know, just depending on what people are comfortable. But the idea is this is how are we bringing who we are and our unique gifts out into the world, Yeah, in many different ways. And so you know, someone could be working really hard at building their IQ, but maybe they've maybe they've neglected reaching out. You know, how am I? How am I
serving the world? That could be at work and could be outside of work. It doesn't know, it doesn't matter M. And then nine Q, which we call energetic intelligence, and this is in the void and the void is kind of everything and nothing right, and so nine Q is about it's much less tangible than the other elements, but it's it's about alignment. If you look at all your different quotients, how aligned are they? So that framework is all about looking at where where have we been? What have we
been neglecting? And where do we have opportunities to grow? And it's a it's a it's not a once and done either. It's an ongoing. And then the last framework is the creator I think we're now calling it innovate framework, which is you've got to have those other two in place, right, and then the magic happens because this is the this is where you actually create, whether it's creating a new product, whether it's building a new business,
whether it's developing a new relationship. It can be any painting and painting, creating a song, anything, And it's not so much that we made it. It really is just what happens, and we just put we just put words and a um, you know, a framework to it to make it
so that you can you can leverage it. And so you're looking at each of those elements that I just went through, and you're looking at the flow of an innovative creative method, and you're going from imagining something to declaring what it looks like, to being clear that you have all the resources, the knowledge of the training to execute, to checking in and looking at why does
it matter? That's the fire element, and then executing it, which is in the wind element, and that's like let's go do it and pulling back into the void and checking and see what's working, what isn't working, and what are we going to do going forward? And that's it's just a super fun you can you can you can look at that as a year long project. You can look at it in a very small you know, before a meeting or after a meeting, you can do it. So that's as brief
as I can go. Well, Laura, I'm spining because I feel like in this conversation. We just closed the circle and it's and it's always wonderful when we do that because everything you've described is, in a sense the answer to where we started, which is that at a framework like yours really empowers an individual and then over time a team or it can be applied in various settings. Right to take ownership of their own self esteem, motivation, and
confidence and then hold themselves accountable for the food of their labors. Right, And if each individual unlocks their ability to do that, then you can see how it has such wide applicability across not just teams and organizations, but families, you know, groups of friends, whatever it may be. Write any kind of collective communal setting that we can think of. So it's fantastic.
I have one last question for you before we run up. You know, particularly among young college and post college young professionals, and we see this a lot in our business, that they are often struggling even though on the outside all seems well, that they're often struggling on the inside with you know, I call them kind of the Big three, which are stress, anxiety,
and a lack of self confidence. And there's this, I mean, we can you know obviously there are lots of things we can do to dissect the reasons why there's this inconsistency between the external and the internal self, but it affects a lot of people these days. What would be your advice to individuals in those situations in terms of both the importance of reconciling that internal and external self and how to do that. Oh, there's a couple different layers on
this, you know. The first thing that I think of that I just feel compelled to say, is this age group that you're talking about. I have such incredible compassion for them. It's not like I didn't have my hard times, but the world is changing so fast. They don't even know what to look forward to or what to set as goals for the most part,
because it's changing so fast, and I think it's just really fascinating. And I think of them as these incredible warriors for change, and they can be really again this is generalization, but as a whole, can be really challenging for older generations because they're not going to tolerate what we have tolerated. So that's why I think of them as these warriors for change. And I believe that some of what many of them experience is there's a lot of inner turmoil
because there's a lot of outer turmoil. And one of their so this is
my belief. I think one of their incredible opportunities that they have with all the gifts that they're bringing, is the opportunity is to really get clear about who they are and what matters to them and be very proactive and very clear and proactive because they're going to be most likely, given what I see, most likely they're going to be asked, you know, by the external events to quickly, more quickly change, more quickly make job changes, you know,
life changes, maybe even location changes than any other prior generation. That's what I believe. I don't know. I'm just saying I think that they are coming in they have a unique as a general group, have a unique piece in this evolution that our planet is going through, and and in order for them to be as impactful in a positive way, they really need to
do the internal work, probably more so than anyone in my generation. So what I would say two things, whow super courageous beings, and please because we all know the records of substance abuse and suicide and all these other mental health issues that may not get to either one of those, but still negatively impact their lives. With all of that increasing, we have evidence that they
are probably dealing with way more now. You know, some of it is my generation didn't disclose at all, so maybe some of it is that we don't know how much, but I believe it's it's happening a lot more. They need to start taking care of themselves and really ask what it is that they need. Yeah, yeah, that's great advice, you know, and I don't know. It might mean, it might mean doing something that maybe someone society or family doesn't understand it. We can't figure it out for them.
We can support their exploration, and we can support their decisions as parents, as elders in the community, and potentially as guides and coaches. Right, but it's like they need to they need to come a path to cread Absolutely. Yeah, absolutely well, Laura, thank you so much, You're welcome. Thank you so much for having me on here. It's it's a joy to talk big picture as well as Hey, what could be a path forward? Right? Yeah, totally Thanks for listening. Please subscribe wherever you
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