What I'm saying is that they seem to get that perspective. You get the perspective in your life and how to look at things and how to deal with challenges.
It sounds like adaptability was something that you gained for sure on that time, for sure. Also, probably, you can tell me if I'm wrong, but a degree of being able to push through discomfort.
Yeah, I think it's a very uncomfortable environment. You know, it's all uncomfortable in the army, and what you need to deal with there in many aspects.
This episode, you'll get to know Tice a day, the pollinator and you'll hear the story of how growing up in a commune led to him building a business that may solve the global problem of declining bee populations. I'm Dave Crenshaw, and this is my success Show. Welcome back friends to the Dave Crenshaw Success Show. This is where I speak to some of the most successful people I've met
in my life's journey. And I'm on a mission to find universal principles of success, things that you can apply immediately things that my family can apply immediately. In case it's your first time here, I'm a best selling author. I speak around the world to Fortune 500 companies. And I've taught millions of people how to be successful and more productive through my online courses. With this show, I wanted to create something first for my family to
help my kids succeed. But I thought you'd also enjoy learning along with them. I interview people who have multifaceted success in many areas of their lives, not just financial success. And I'm looking for actions, things that you can do right now to become more successful. And by the way, if you know someone that you think would make a great guest for the show or someone that you admire, please email your suggestion to guest at Dave crenshaw.com. Now, before we get into this episode, I want to
request one thing from you. I want you to look for something you can do. As you're listening, try to find an action you can take today or this week to make my guests success story, a part of your success story. And I'll help you out with that. I'll point out a few things as we go through the interview. And you're going to want to make Ty's story a part of your life he has created such a fascinating business. I think it really has the potential to
change the world. And he's one of the most remarkable entrepreneurs I've met. Ty su De is the founder and CEO of bloom X. Ty spent his childhood immersed in nature, dedicating much of his time to farming. And his passion for agriculture and food, combined with a strong aptitude for problem solving, drove him to expand his expertise into the realm of sustainable agricultural
technologies. This path ultimately led to the establishment of bloom X. Ty holds a bachelor's degree in sustainability in government, and is an alum of the esteemed Zell Entrepreneurs Program at Reichman University in Israel. Today also successfully managed his family owned business in the food industry for nine years. Ty lives in Israel with his wife and two children. Ty, thank you so much for being on the show.
Thank you for having me today. I'm very excited to be here.
I always like to ask my guests. Where are you at right now, during this interview?
I am in Israel, currently in Israel in Tel Aviv. Wonderful.
I've only had the opportunity to be there once but it was a beautiful place seemed like a very nice place to live.
Hopefully not in the summer. But yeah, any other time is very, very nice.
And you mentioned you have a family there. Yes, I have a
family, wife and two children. Three years old, and one is
oh, man, what a what an amazing time to be a father. I hope you write down everything that the three year old says because it's highly entertaining at that age.
deferential, right? Actually, we have this Whatsapp group, my wife and I, to put on all the words and sentences that they have. So they can remember long term. So yeah, yes. That's fantastic.
Well, okay, so I always like to start at the beginning with these interviews, we're going to explore your career journey and how you got to the place that you are now with Blue Max, how old were you when you started about what was your age when you first started getting interested in agriculture?
That's a very good question. I think that's getting me very back to where I was born. So I'm basically grew up in a kibbutz.
Yeah, if you could explain what that is for those who are not familiar. Yeah, for
sure. So kibbutz is a kind of a very unique way of living that was established in Israel when Israel was born. It's kind of a communal way of living that people share everything and basically manage equally, all the assets together. So kind of An ideal way of believing that everything is shown. And everyone's are equal to do any very labor task management and anything else that they are sharing. And it means in agriculture is an essential part of living in a
kibbutz. So when I grew up in a kibbutz for generation of the kibbutz, I was, you know, live into that agricultural space and landscape that I was grew up into, and specifically mean, you know, a very liked that field from a very young age. And that's what led me, I would say, to this passion for agriculture and how we produce food.
Who was someone who early on was teaching you how to be successful in growing food? Was it your parents, was it someone there at the caboose,
I think both my parents, my father specifically involved in you know, in agriculture and lucky boots, being every afternoon with My Father on the tractor going to do some activity together. And from there a bit further down the road. Also, when I studied, you know, my high schools time, and a bit even earlier, you have been also committed to, in addition to your school to walk in the field that you'd like to provide back to community. And
for me, that was agriculture. In a sense, other people that were involved in teaching me different skills and growing techniques in the agricultural environment, you
continued to study it in your high school years? Is that what you're saying? You continue to pursue that? Yeah. Did you think you were going to be a farmer when you were growing up?
I think you should be a farmer, definitely, I will say that agriculture is in food, generally, that's something that drives me. I'm also coming from a French family, my mother is from Aries. And a huge passion for food, not only agriculture, but you know, cuisine, and the table, and how we treat food as a very essential part. That combination with agriculture in my environment, seeing a very shrinking my passion, to agriculture, and food, and then a bit further as we go there.
That's where after the army, I basically opened the restaurant with my mother and sister, and manage that restaurant for nine years.
So let's back up on that for a little bit and talk about your time in the army. My understanding is that in Israel, part of it is mandatory. Is that right? Yeah. And is it the full five years? Or did you extend beyond that mandatory period? Yeah,
so I extended a bit more to is more, it's like three years, that is mandatory. I was a combat infantry officer. So I extended my two years more, and therefore, it was five years. For me, it was also growing up in the cube roots, a lot of doubts related to a pass that is very ideological, and how to support in a patriotic way to
the country. And that drove me to give more also, in my army service, so three mandatory years, but to other as an officer, and follow that I didn't want to have a military career. So I said, thank you enough and moving to the next phase, which led me to prove the restaurant with my family.
So I'm starting to see a pattern tie early on, which is it seems like for you, it's very important to give to your community. Yeah, that you are contributing to the community, whether that's in the caboose, whether that's part of the military, it seems like that's part of your personality and how you want to live. Could you talk a little bit more about that?
Yeah, I think that you're touching an interesting point. I don't know. Well, exactly. That was shaping. But like I said, in a kibbutz, everything is quite shared, and everything is basically the own assets and property of everyone else. And there is this, you know, community, aspect and depth. It's not only about, you know, using the visual, but it's also you in your part of the community, which is very, very early on in your life educating
into. So I think that from there, also, when we're talking about our agriculture community, and to do the other day to day activity and how you can support back early on there, which for me was agriculture, in terms of passion about and also Moving a
bit further to the army. I think that when you look at the landscape here in Israel, the keyboard plays a significant role in contributing to this defense force to the Israeli army, because it's very related to how the coverages has been shaped which as I told a big part of it is agriculture but also, it's how we use land, how we treat land and in many aspects the voters shapes the borders of Israel, and protect
them. So it also was not only a communal and socialist way of living, but also a military kind of perspective of how we protect the land. And therefore a lot of people from the kibbutz continue to their past in the military, and grow them. So my environment was a lot, also how we can provide more value to the country, but we can protect it from no service wise. And yeah, I think it's definitely linked to where I grew up into, as
you think back on your military service, what's a moment or a lesson that really stuck with you from that time you say? Well, I'm grateful that I learned that during my service,
by the few, I think that the intensity and the responsibility that you have in the army and people's life, and the ability that you need to get eventually decision in the world of uncertainty, which is death for life situation. I think that that gives you a lot of perspective in life when you finish the army. So I think that in a sense, you can deal with many, many challenges that will
come. So what I'm saying is that I think you'll get a perspective, you get a perspective in your life, and how to look at things and how to deal with challenges.
It sounds like adaptability was something that you gained, for sure. On that time, for sure. Also, probably you could tell me if I'm wrong, but a degree of being able to push through discomfort. Yeah,
I think it's a very uncomfortable environment, you know, it's all uncomfortable in the army. And what you need to deal with there in many aspects, or when you're starting from a soldier, kind of being re educated and to build yourself to be more adaptable, to be more flexible to basically under the values that will give you the right perspective, but the white components that you need, when you're operating in as a
military operation. And from there, what stuck with you is those reeducation on your personality, that basically shrinking you and give you the adaptability, the length of how you look on challenges, and how you deal with them. Also, another point is that everything is kind of possible, you know, because the stress is so so hmm. I think that after that, everything seems easier. Have
you seen that come into play in either of your businesses?
Yeah, actually, from continuing from what I've done in the army to the business of, you know, restaurant, which I think is my far more intense than any other business, even what I'm doing today, yes, which have a lot of challenges in blue maximal effect compared to the restaurant, restaurant life, far more intense, and uncertainty that you need to deal with on a daily basis, which is chain in education in the army, and the ability to deal with that, for sure that something that was
built in the army. And moreover, in the restaurant time, during my time there, so I think there, it's kind of an upgrade of that adaptability and perspective that you get in this business.
Yeah. And I think that people don't understand, like I was just having a conversation with my kids the other day, I try to use the interviews that we've had as an opportunity to have a discussion with them about success. And I mentioned something that surprised them, which is, owning a restaurant is perhaps the most difficult business venture, you can create
your offset, if you're right, I think that's statistics in Israel, we're talking about 90% of the restaurants that are opened in the first year are closed, then the other 95% is closing the second year. So it's very, very, very challenging, because with so many risk and variance that no one can really, for example, I don't know in the US in other places, but I know it's kind of similar. Not a lot of credit, a lot of loans very, very tight cash flow that you need to manage and eventually is not
very predictable. In that regard. You always push, you know, you're always pushed by a lot of factors that you cannot control. And it's very, very hard to manage. I mean, also mentally to deal with. So I think it's a very stressful business that you need to deal very tight and even a successful business, because I can tell you that we actually sold the restaurant in a good way at the end, which we'll talk about, but it was a successful business at
the end of the day. It was rolling four months, two months for nine years, very, very stable. But it was very hard to maintain that and yeah, I always think about other businesses that were not in our position. The restaurants pays, I would say, I don't know how they survive, you know? Yeah.
Could you give an example, a story that illustrates the complexity of decision making and challenges that you faced in your restaurant, for
example, I can give, you know, it's kind of unique to Israel. But in our only this time of July, August, this is the time that you look in most of the get the most of the fat and the expenditure of the business in those months that can run the business for the EU. So all your ear is in those months and months and a half to get you to a place where you can really be saddled. But then you need to deal with empty pockets
to continue the operation. And that's required a very hard decision in how you need to continue with the business and to see how you can maintain. So does
that mean, cutting costs? Does that mean laying off employees? What does that look like?
It looks like you need to understand how you maintain that and to get challenging decision in terms of laying off people making some other financial loans are everything that you need to get into the company to continue running, which have some other costs. Put, you're always in a very tight cash flow in order to maintain the business. And I think that in that sense, you always feel very, very, very tight. Yeah,
I think most people don't comprehend how difficult those decisions are as an entrepreneur, especially because and we've already established that your background, you care about people, it's about the community, so that when you're put in a situation like that, where you've got to let someone go, that's extremely painful for you to do that. And
that's something that is right for my restaurant, and for Bluemix, which we'll discuss. And also, you know, maybe I can jump ahead, but we can discuss it also in the context of Bluemix in this regard, but we didn't try anything, also in Bluemix, to add more people and to expand this play of VC to really grow rapidly. And then to layoff people. If we didn't, we didn't ever thought about that, also, from the human aspect of, we
need to grow responsibly. And that also mean, take into account people that are here, at the end of the day, people that are part of your business, this is also the business. In my perspective, it's an essential aspect, because this is the day to day, this is what you're creating here besides the value of pollination or whatever value you're trying to provide in our case. So we definitely take that seriously. It's always painful process if you need to lay off people in whatever business.
Yeah, that leads to a question that I want to ask about this, which is, you grew up in a situation that is very communal, it's very much about the society with the boots. And yet entrepreneurship is a very capitalistic approach to things. Right? Definitely. So how do you reconcile the two? In your mind?
I actually really liked that question. Because I think that reflect a lot of my process, you know, I come from a very ideological, socialist way of living. That's how I understand the world, then I understand that this is not how the world is playing, right? The world, what drives the world, my understanding, the driver forces are definitely the capitalism, as we are all very affected by. So in my perspective, this was this transition, when I grew up that effectively if European,
not beat them, join them. But in a sense, what I wanted to create is this. And that's what I'm doing in Bluemix. And what led me to let sustainability is the to bottom line approach of how we can better treat our environment, but using this way
of capitalism to do that. So when I will create a business have a will need to have two bottom lines, that not only will drive the financial positive outcomes for my business, or my partners, investors, but also want to drive positive environmental or social outcome out of the activity that we will pursue. And that also led me to eventually learn sustainability degree in university, and therefore, to shape where I can
fit in. From my perspective intrapreneurship that ability to venture to bottom line proach business, that's how we can drive change in the structure of the world. We're living today. Talk to me a little bit about
that degree in sustainability. As I graduated in 2000, in entrepreneurship, that wasn't something that was around so talk to me about what you learn when you Get a sustainability degree. Yeah.
So sustainability became a big issue actually. So I grew up in near the scene in the mountains very late to the environment as well. So environment was a big role in my life, and the passion for the environment. So when a few years down the road in my restaurant I looked for, where I can take my step into agriculture, food, and a more related to the Environment Initiative. And that led me to research that, and I came from that research to the sustainability and impact one.
And that eventually took me to land sustainability, the green University, which the question of what you can do, what you can do there, and what was the focus about things that are sustainability is very wide, I took that to a more focus on agriculture and food. So to understand the fundamental challenges that the world is facing today, and how we produce food, and how the value chain
looks there. And then also, what are the challenges and potential solutions, potential patterns, to solve them, or potentially solving them? So my focus there during the years of studies was to understand better what the world is facing, what challenges we are facing today? And how we need to change that, which led to the other question we talked about to enterpreneurship, for me was the answer, how we can try and change.
As a teacher of productivity and leadership, I like to look for tools, meaning, mindsets, things that you can use in any part of your life or business to solve problems. Is there a particular tool or way of solving problems that you learn in a sustainability degree or with a sustainability mindset that someone could perhaps apply on a day to day basis?
So I think that what I took from a sustainability degree was more, no. Okay, I'm very open minded, to really enrich myself with what's going on in the world today, you know, to really understand what are the challenges in that regard, I think that a lot of the data is out there, the steps that they do the in terms of the learning process, understand better what we are facing today. For me, that was an eye opening experience, the first year of university to really dig in into
what we are facing today. A bit further in terms of tools and practical tools. I didn't only combine the sustainability alone, which for me, was monetary, ironical power to understand fundamentally, the challenges and what is the pattern for solutions. But then, as I got a bit further, I needed the practical approach of how do I translate that to something that is more tangible that I can do, now, the approach to solve
it. And for that, one of the combination that I took, you know, with the sustainability part was, I've been accepted to the ZIL intrapreneurship program is actually, the reason why I joined the school was that I wanted to apply for that at the Serbia, which is when you can apply for this program, which gives you in one year, the practical tool on how to venture by own a technological venture.
And basically to be guided and monitored throughout this year with high level professionals, people that have a lot of experience and how to give you the right advices what to do, what not to do. And during the time, you can team formation and gather up and launch your ideas and execute that. So for me taking the sustainability to that practical phase was the right combination. So
with my entrepreneurship degree that I got from the Marriott School of Management, learning from those who had already achieved something was so valuable to me, listening to them talking about their stories, and gaining from their mentorship. Was there a particular mentor? Or is there still one that has had a great influence on you someone that you met perhaps during that program? Yeah,
definitely. So wanting to get into this program, which is very, very selective. And in this process, I think that I learned a lot about intrapreneurship. And the process that needed to be take what are the steps needed to be taken there. And then into the program, the program manager Reatta onsen who established the program many years before, I learned a lot from her about enterpreneurship about the risk we need to take in order to venture my own and together decision. When is the right time
and how to do that. And also about the business aspect of it now a lot of the startups that was there, the time and also a bit further was playing this VC world and how they can expand the After and to show gross, but I think that a lot of what we talked about, which I really aligned with, is how you can really create value in business that have the right financial and unit economics that will be sustainable. And not be tempted to play this game of just, you
know, swing magic. And stories really create something that our value. Yeah.
And we've seen that a few times of, you know, I'm just thinking recently of like Elizabeth Holmes with Theranos. Right? She told a great story. But she didn't actually have something. Yeah, it seems like that you actually have something I saw some of the videos of seeing it in action. How did you discover this idea? Or what led to the idea of creating a product? Like the pollinator it's called the Robie? Is that right? Yeah,
one of our solution called the Robie. It's a biomedical pollination solution for blueberries. But as a concept, maybe a bit before that Blue Max has created for my first passion for solving challenges in the agricultural space. I envision myself, you know, initiating something that have passion to walk with the goal was with the fields with the plants, something I really
like. And then that led me after this enterpreneurship program to find challenges and solutions to present that I would like to focus on. One of them was pollination, pollination, you back from where I grew up working with honeybees and in the field and understanding that. But then, a bit further, when I finished this Zelle program, I had the tools to really look into the challenge and solve that in the process that I learned there. And with my own experience as an
entrepreneur, at that time. So that led me to dig in into pollination and challenges be out there. And I understood that the pollination process we have today is crucial to set up fruits, or more than 80% of the commercially growing crops that we use today that are relying on insect which is a very fragile layer that is totally dependent on honeybees, bumblebees and other natural insect that we
cannot control. And that we need to change the paradigm in how we use that basically what led me to that space.
How did you come up with the technology for that? And I asked because your background isn't necessarily in bioengineering. So did you partner with someone to do that? How did you start to develop the first prototypes of what you use now?
So actually, that's a great point, because, you know, I come from Operation agricultural experience, but not from like I said, I don't come from any biological engineering degree. But for me, the processes Zell, for example. So I've been in Zell. And the process there that I learned that was not good for me is that first Zell, you have this information. So people are regrouping in teams, together fast them venture together, an
idea they want to pursue. For me, I understood during zealot, I need to be very connected to the problem of problem solving. And then I first need to be really addicted and focused on that. And from there, I need to add the team that will be relevant to solve. So when I started to look into the nation, it wasn't limited myself to the area or to the solution, because I wanted to be very focusing on the problem understand that
first. And then to understand what is the pieces I need to combine together in order to create a team and to launch and that was the process that's
happened here. So first, I created the fundamentals, understanding of the challenges, you know, doing all the market research, understanding what are the challenges that we are facing you perform them, understanding that pattern form solution will be to develop this what we call biomimicry and pollination solution that in a sense will mimic the natural production process, and will better distribute pollen in the
field. And that's what led me to partner up with my technological founders AdvoCare and those Sanish that complement me in the technological stack. And that's what created the founding team. And it's important because I got to enjoy an AVI, in a pond where Bluemix needed those people. We needed those people in order to execute what we want to achieve here in this vision of pollination challenges and biomedical solution. And from
there I'm telling that story. I always grew up to many other people who is now part of Bluemix
of this source. How many employees do you have now? Bluemix.
We have 14 employees. Is that growth throughout almost less than four and a half years, since Bluemix, was established in late 2019?
Okay, so there are a couple of things I want to highlight here. First, the importance of if you're a visionary, like you clearly are tie, marrying that vision with experts, you have the idea of, hey, this needs to be solved, we need to remove the variability of let's say honeybees from the equation and take a little bit more control of the pollination. That's a great idea. Yet you recognized in order to execute this idea, I need somebody who has a little more experience and
understanding than I do. And so you went out and found that person, I think that's so critical, because I see so many people who think they want to start a business, they make it dependent on them 100%. And that just isn't going to work for the long run. Definitely, yeah,
totally agree here. And it's not finishing with that, I think it's not only the founding team, any chain here, like my perspective on Bluemix is rather, we would like to have less pieces in the company, but potentially would be much valuable. In a company full of the right people that will take
part of what we're doing. And that's starting with me and enjoy an AVI, then our new employees that we on boarded, investors, distributors, business experts, professional advisory, you know, we have amazing professional advisory coming from the pollination space throughout all the life, they learn and study about automation with insect and they're facing the same challenges that we are. And so we complement what they're
saying with our approach. So we're working together with done, they're part of what we are doing so many years that they research about it, and today with this new initiative. So in these different angles, I think that is very, very important to understand that you don't understand many, many things and need to define how you can complementary that as a business, some
of the best entrepreneurs that I've seen, make it a point to not be the smartest person in the room. Hire people who are smarter than you. I want to dive into the details just a little bit because you mentioned VC. And for those who are not familiar, that's venture capital. These are people who invest money into businesses. For those who are not familiar. Could you get a little bit more specific as much
as you're comfortable? But how do you get the money to bring on 14 employees, especially when you're just in the beginning stages and maybe haven't sold too many of your technology to people yet?
Yeah, I think that could come from a different direction. You know how to get to that point, specifically from Bluemix. And our you know, journey. What's happened is that after Indo Aryan myself, were founding the team establishing the company, the process we took was to really organically receive, the challenge we're trying to solve here is relevant
for the industry. So we will first focusing on avocados, or reaching out to companies in Latin America, where the market is, you know, Peru, Mexico, Chyna, just cold emailing those companies saying, Hey, this is our solution would like to make a POC without have an interest to you a proof of concept. And
let's see what's going on. And then happily, luckily, we got very positive feedbacks out of this process from those companies, which initiate the process of design partnership with those very big goes on those, let's say where the market is, which exposes to other growing crops such as blueberries that suffers from pollination, and and others that not only shaped Bluemix vision, but does get traction interest on the industry, which is the most important from the customers that are showing that
they're willing to solve the problem that they have. And they're spending money on it, what's called willingness to pay. And that basically led from our journey, an Israeli VC venture capital, that's come from the agricultural space to invest our $1 million that allows them in two years to validate the technology in most
breweries and avocados. So for that we see was interesting for him is that very fast, we got very good signal from the market on the T T one customers that is now in a design partnership with us. And like you said, people that are not from the industry, don't know the industry, but now facing and trying to solve major challenges with this bet. So from our entry point, that's what get us into the loop and give us the runway we needed in order to validate in the first
two years in 2020 and 21. Our technology will show you the value for those customers.
And you mentioned as we were preparing for this interview that you're moving into another round of funding, correct? Yes. So what does that look like on a practical level? Like how do you get more money and reach out to people so that you can get them to invest in your business?
Yeah, first, I think it's very, again, everything I'm trying to be cautious also to people to listen, to understand that that could be to not be so deterministic, right? Because the answers could be, there was many truth. In our case, I think that what people investors see in Blue Max is that major challenge that we're facing today, which is getting bigger and bigger every day, with a very interesting and simple approach for growers to address
that challenge. And then in the short time that we are existing as a company, we did a very significant progress in terms of our r&d, operation, manufacturing processes. And most importantly, I think that is the key is the traction in the market, we as a company, we're always focusing on showing
the value to the customer. And at the end value for us, meaning the customer will pay, because you will see the value, if that exists, and we can show our we increase the customer base, we increase the number of actors that we serve our customers and get paid for that. That's the most powerful signal for investors to say, Hey, I think that, you know, Bluemix has the product market fit, and they're in the right spot, the right team, with the right solution.
In our case, I think that it's important to say that as well, agriculture is more challenging than seeing from other industry, because you're the proof of concept for us, for companies here, not for all of them. But it's take much more time to show the value because you're working with nature, at the end of the day goes want to see the value in the fruits in the harvest, and you need to wait many months, is being established.
And you're leaving a lot of uncertainty until you pick that harvest for each goal that you're working with. So that's what I call for more long term investors. And you can see that by our investors, we have some VC in our cap table. But most of our investors coming from a strategic point of view strategic investment distributors in basically leverage our solution in the market that can also benefit from a strategic point of view.
Yeah, I didn't even think about that, because they're investing in something that takes time to show the outcome, right, most of these businesses like look, it does it immediately. And you can see it immediately. But in this case, it's like, well, we gotta go through the growing season and see what happens. But what I did see, at least from the promotional video you have is that the numbers are pretty positive, that the yields are higher, and the quality of the fruit is better with your
product. Right? Yeah, that's
our value proposition, the end of the day. Also, we're not trying to replace honeybees today that's trying to enhance the natural process, but not to do that very carefully, I was raised no changes in this environment, which goes wolves in us for many, many years. Our statement is, look, whatever you have, we
can enhance the value. By using our solution, we are going to show you that, let's say in a range, what we see today 10 to 30% yield increase, that's our value proposition, we have tools to show you that you're going to work with them throughout the season, and you will see the value. And if that exists, that's how you build trust. And goals. Usually don't take that road for one year, you know, we talked about avocado, it's nine months, you need to wait till the audit is done. But it's not
finished there. Because if you started in five actors, and the goals of 2000 actors, you will not give you after five to 1000, right, because they want to see that it's good in five, then maybe it's good in 50, then
that's the process. So it's take also time to expand to the position that the company is well established and see that this is where Bluemix is in a very interesting point because we are very well positioned now to grow 24 and 25 to those places where, like I said before, we have the recognition from the market on the value and demand is starting to come and pull us there. So hopefully that's where we are in the journey.
Okay, so we've talked a lot about sustainability on a global scale on a company scale. I would like you to speak briefly about sustainability on a personal scale with your family, what are some things that you do in terms of your daily schedule your weekly schedule, to make sure that you're making time for them and making time for yourself, so you don't get burnt out? At
the end of the day, I think that everything is about balance. I tried to be very balanced in my life, and to be very focused on the stage and understand every decision I take, how it will affect me, and what will be the outcome of it, you know, so I put a lot of emphasize on planning my week on a weekly basis. So the following week will be planned. You know, our Thursday is your Friday, every Thursday, I you know, sitting myself planning next week, and extending, what do I
need to do there? How do I need to prepare myself on a personal level with my family, I have a shared calendar with my wife, okay, everything is basically there to see what and how we're managing our house together. And that's an ongoing conversation. And also, maybe to get a bit back before that, even to start Bluemix. That was a lot of cost, also to my wife and my own. And this decision I took was not alone. That was together with my wife. And all we're always
joking about that. She was my first investor, by to give me the ability to one year, take the risk, not walking in walking on Blue Max, and to initiate that with all the risk on ourself and mainly for her because she needed to find that
process. So from that foundation, everything I do, in a personal level, is very, very communicative in open with my wife, now we manage the our day to day life, if we need to go for two weeks now in Peru, getting back and then two weeks in South Africa, getting back. It has cost on my life. But we know that this is where we are in the Bluemix journey. And she's a partner from the beginning to that. And that's how I approach that.
Do you say no to things do you sometimes look at and say, Okay, I can't do that. Yeah,
there is quite a lot. That I think if it's not in my priority, you know, we have our business goals. I have also personal goals in my every year, my personal goals and how I want to develop myself. So if that's not aligned to that, and I need to choose, I need to say no, and I'm fine with it. I think it's also releasing me, you know, from many things that, like, I'm very connected and focus to the understanding that our time to the time perspective to the time limitation, we cannot achieve
everything. And we need to choose every single trade off.
But if I'm okay, with the goals that I'm setting up with myself, as a CEO of Bluemix, and the role I need to do here, as a husband, as a father, as my personal goal, I need to make sure that all is aligned, how do I approach it, which of course can change from year to year, but I need to be balanced with found not fully balanced, the thing that effectively the way I will function there in every different space will be very, very, very challenging and porn. That's how I look at it. Yeah,
this is something that I encourage my entrepreneurial clients, which is, hey, the business is dependent on you doing the work that you need to do to reach that future level. If you're not taking care of yourself, the longevity that you have and the business has is going to be impacted. So you do need to say no, so that
everyone can say no, but if also other practical experience, which you can talk about, yeah, you see yourself as an info, whatever function you have in the company, but if you are an important infrastructure in the company, you need to treat yourself to be in a position where you can actually deliver the best performance of yourself here. And so for me, for example, doing sport, I need to do three times per week at least to be balanced. And if I don't have it, I'm out of
balance. Okay. And so if I need to have another meaning on my sport, I will not take it. Because that's more important for me. Yes. Good for you. Yeah. So that's kind of the understanding on what is your limit? What is your infrastructure as a person, and then effectively, it will translate into time and how you're going to do your day to day activity during the week. That's effectively who you are. Yeah. Well,
this has been fascinating tie. We do need to wrap up but I want to ask one more question, which is five years ahead. Where do you see yourself where do you see Blue Max?
First I see Blue Max in a position. Now we're talking about almost 2030. I think that five years on Bluemix will be, hopefully in a very good position to scale the solution for different pollination challenges, not only in blueberries and avocados, and really duplicate what we are doing too many other crops potentially can add value from
our solutions. I really, really believe that we're solving major challenges in the industry today, I really see that day to day and I hope we will be positioned well, to overcome the next few years and to grow the company to that point, and wishing to myself to be leading that process, I really look on Bluemix long term, I see that a long term business, not something that will be out very
soon. And I understand that the journey in agriculture and the paths they took the time and so I have the patient to be here and to lead us there, hopefully. Well,
I'm thrilled with what you're doing. I think this is an important business. I think this is an important model that you're providing to the world. And thank you for creating it. And thanks for sharing that with us.
Thank you very much for the conversation, Dave. It was very enjoying fascinating. Thank you very much. Yeah.
So there's one thing I do at the end of every episode, and I'd love for you to help me out with this. I want to help people who have been listening move beyond just listening and being entertained or being educated and move to doing something about it. So what I'm going to do is I'm going to share three lessons, practical applications that someone can use right now. And the goal is to help them make your success story a part of
their success story. So I'm going to share three practical things that I pulled out of your story. And then at the end, I'd like you to share one thing that someone can do today, one simple practice that they can add to their day. So sound good, ready to do that? Yeah. Okay. So I'll kick us off. The first thing, and this is sort of a recurring theme of your story. But it's where you started. Think of ways that you can give to the community, you don't have to be
in cahoots to do that. You can look for ways wherever you are right now to say, who is someone in my community that needs help? And what's one small thing I can do to help them and serve them? And put it on your schedule, do that thing and give to the community? The second, and this came up several times is ask is this sustainable? And I would encourage someone who's listening to this to yes, of course, we want to do that on a
global scale. But I think in practice, it starts with you doing it on a personal scale. And ask yourself, is there something that I'm doing on a recurring basis that maybe isn't sustainable? Maybe you're, you're staying up too late at night, maybe you're not taking care of your health and not exercising, ask yourself is what I'm doing sustainable, and then make one change, to make a more sustainable life. And that's going to help you contribute more to the world around you.
Because you are sustainable, you can look for ways to help the world be that way. And then one more that I'm going to highlight is the idea of associating with people who are smarter than you. And Ty's case, he's hiring experts to work for Blue Max.
He's surrounding himself with expertise and mentors, you can do the same, even if you're not an entrepreneur, even if you're not hiring people, you can find people and say, Hey, let's get together, let's hang out, you can create a mastermind and say, let's all meet, you know, once a quarter and share ideas with each other. So that way, you're stretching yourself and you're associating with people who have more knowledge, more expertise
than you do. Ty, what's one practical step that someone could take that you would like to share? You know, we've
talked a lot about sustainability. And I believe that sustainability at the end of the day drills down to, to our choices, in a very personal level, everything we do have an impact. And the choices we make eventually created our sustain, we can give a practical example that it can be our transportation, okay? If we go to work, buy a car, if we will buy bicycles, if we walk, which is having even more health to our personal level. It could be
by how we consume food. So do we think about all the value chain that created that food you know very well, always saying that we're working in this world of abundance today? Everything we need to deal with abundance, not with shortage, right? So we need to first be grateful to what we have. And second to our Understand, if I'm eating this, I don't know, how you can say hamburger, or whatever pizza, everything behind that created this product that I'm pursuing now, what is the output of that?
I think that if people will understand that there is the trade of their, which could also be beneficial for their health to be beneficial for the environment. And they can save not only carbon, but I think in their mindset, they can understand how they can be more sustainable from their choices. That's a very practical mindset. That should not be very deterministic, it's not zero or one. All our choices have an
impact. And we need in my perspective to have that when we're taking that into account in our day to day choices. So that's something practical, I'm applying to myself, which I think would be relevant to everyone. Pay attention to the wise
words, thank you for sharing that. And it doesn't have to be big, you know, it starts small and just a little more awareness. Ty, thank you so much. It's been a pleasure talking with you. Thank you for spending the time to share this. If someone wants to learn more about Blue Max, perhaps they're even thinking about, you know, investing in it. What's the best place for someone to go to learn more,
so you can reach us through our website at Blue max.ag. AG, okay. And then we have the contact, we'll be happy to engage and follow up.
Fantastic. Thank you so much, Ty, and thanks for sharing this with us.
Thank you very much, Dave.
It's been a pleasure. And thank you, everyone for listening. Remember, it's not so much about the stories that you heard. It's not so much about the things that you learned. What's most important is what you do. So please do something about what you heard from Ty and you'll make his success story, a part of your success story. Thank you for listening.
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