From Profits to Purpose: Why Angela Calzone Left Corporate to Lead Social Impact

[0:00]  Did you ever walk into a place and you've been a hundred places before and a hundred places after, but you walked into that one place and you knew you were home? That's how I felt when I walked through these doors. I saw the work that this agency was doing, the individuals that they were serving and how they were thriving and how they were happy and how they were engaged. And I thought everything I know, everything I've learned, I want to bring it to bear here. And when the opportunity arose that the CEO was uh going to retire, I threw my hat in the ring and she actually laughed and she said, "A business person like you, what do you want to come here for?" And I said, "For every imaginable reason, I can help. I can serve and this is my opportunity."

[0:47]  So here I am and I couldn't be happier and I'm finally feel like all roads in my career and in my personal life have led me here and this is where you know the powers that be the greater spirit God however you identify it um this is where I'm supposed to be. This is exactly where I'm supposed to be.

[1:25]  All right, guys. Welcome back to a brand new episode of the Heart and Hustle podcast. Of course, I'm joined by another amazing leader sitting across this digital table with me today. I've got Angela Calzone who's joining me. Now, today's conversation is going to be great because we're going to learn all about her heart and hustle. Now, Angela is the CEO of Inroads to Opportunities, and today we're going to be learning about what Heart and Hustle means to you. So, let's get started by asking a little bit about how is your heart doing today, Angela? My heart is great. My heart is filled with a lot of excitement and enthusiasm because this month we are celebrating autism awareness month. Oh my goodness. So, let's let's talk a little bit about autism awareness. So, one thing that people who tune into the podcast will recognize is that autism diagnosis rates, as an example, have been escalating every single year. When

[2:13]  I first started working in this space and supporting organizations, uh the statistic was one in 56 kiddos were being diagnosed with autism. As of the current year, 2025, and recording this, it is 1 in 36 children. So, why do you think awareness around this is so important? I think because you know it's it's beginning to affect a good part of our population. We still don't understand the why behind that. But the fact is uh this is at an epidemic level.

[2:41]  I mean if it were any other condition uh we would have we would have already uh deemed this an epidemic and so I think we have to look at it at that and um everyone knows someone who is affected by autism uh especially in the region of the country that we're in. We are in New Jersey and uh we have the second highest rate of uh autism cases in the country.

[3:09]  My goodness. Wow. That's a that's a statistic that I think we need to to lean into a little bit more. So, when it comes to advocating in your community, right, what are some of the I would I don't like to say opportunities, but I like are challenges. I like to say opportunities do you kind of see when it comes to advocating in the community for services and access and everything else that comes along with that? Well, I think for the folks at Inroads to Opportunities, both at the staff and participant level, the families, the guardians, the friends, we work very collaboratively with each other.

[3:42]  Information sharing is critical. Um, if a family's got information that maybe our counselors do not have because it was lived experience, it's so important for them to share with us what they know, what they've learned, and we do the same. So there's a lot of reciprocity in terms of information sharing and I think that's critical that we're all in the no because then we can band together and make our case to local uh you know politicians and and those who are making the rules the business community in terms of educating on employment uh for people with disabilities such as autism. Um, it it's important for our medical community to better understand uh our law enforcement to uh have a good sense of what it's

[4:32]  like at a traffic stop uh when you have an autistic passenger or driver. So I think that information sharing that education just the overall awareness and uh exposing each other to this topic and all the things that have to do with it is critical for for our success. I I want to I want to make a a bold statement here and I hope it's okay with you. But when we think about the rising uh diagnosis rates one in 56 like we talked about to one in 36 currently today. It seems like we're on a trend to this pe this being a more common experience engaging with people who are neurodeiverse in our communities more so than ever if we just extrapolate this out for the next 20 years. And so when I think about even terminology in how we think about people who have, you know,

[5:20]  neur or neurodedevelopmental disabilities, we're seeing a big shift that's happening, right? One of my partners in uh southern Nevada is talking about and has been talking with their board about how they're going to position the services towards the communities that they serve. Not people who have disabilities, but people who are simply neurodeiverse. Why do you think that simple even language change is important for how we kind of navigate the future and recognizing for people for being diverse? Because I think it redefineses uh the individual. Uh I think that language is super important.

[5:51]  Now at inroads we work with not only those who are neurodeiverse but those who have intellectual and developmental disabilities as well uh physical disabilities. We work with the blind and visually impaired. So we look at the community at large and then the microcosm of the community which are the folks that we serve and you know truthfully they are all a part of the community. So, it's incumbent on all of us to be able to make sure that we're agile and flexible as a society to be able to effectively communicate, educate, employ, and retire the entire population successfully and productively.

[6:40]  So, one of the things that I I love to say um in these conversations and I think we need this message a little bit more in just the macro lens of society is we are stronger together. And I want to talk to you about an experience that um I was actually told about in a family group chat the other day. So, there is an app that I downloaded on my phone because of my sister's personal experience. It's called Be My Eyes. So there's an app out there where you can help people who have who are visually impaired, right, or blind navigate simple challenges. And the the way in which my sister introduced this to me, she said, "Kenan," and the entire family chat, she said, "Guys, I just had the most amazing experience a couple years ago. I downloaded the app Be My Eyes."

[7:22]  And I just had somebody who pinged me on the app who was attempting to watch and listen to Formula 1 over the past couple weekends. I was able to hop on the app. It helped them navigate their TV menu to get back to the race that they were looking forward to. I'm a huge F1 fan, this person said, but for some reason, I can't find it on my menu. Can you help me? When I heard that experience and how it just natively impacted my younger sister, she was so proud to be somebody who somebody in a time of need could lean on. And I think it's so important to recognize that we are stronger together as a society. And I think we need to lean into how we can all come together to support people who need assistance at any point in time. And that was in the front of my mind because that was just such an impactful story for me. Right. Right. No, that's wonderful. And that speaks to collaboration. And that's sort of the ideal in society, communication,

[8:11]  collaboration. We're all successful when we do that together. So, one question I love to ask, and this is a little bit of like a a time machine mind exercise, right? Is today you're the CEO of Inroads to Opportunities, right? But I often recognize that when our teachers ask us in fifth grade, "What are you going to be, Angela, when you grow up?"

[8:30]  We often don't say the or, you know, the the CEO of an amazing organization like Inroads. So, where did you start in your professional career? Did you have goals? And is this something that you always knew that you were going to be doing? Absolutely not. I had no idea this is where I was going to end up, but I couldn't have uh I couldn't have dreamed a happier scenario. I I started in uh marketing and public relations uh marketing and selling and uh doing publicity for uh professional services.

[9:00]  So accounting, consulting, um technology, law, um always serving wealthy clients, always having uh very concrete KPIs and goals, very businessoriented. Uh but there was always something a little underneath that you know in my heart um that wanted to serve and wanted to be of service. So I was a passionate volunteer of anything and everything. Uh I committed a lot of my personal time to uh helping kids aging out of foster care system uh domestic violence uh women's initiatives and advancement and individuals with disabilities. uh we have uh a number of

[9:49]  individuals in our own family to include my daughter who uh have various challenges whether they're neurodeiverse or have uh developmental delays. Uh so this was always a part of who I was and it was a very natural part of you know wanting to help and be of service. Um when I established my own business it was a consultancy in the early 2000s. Uh my business partner at the time was came from social services and we were very different people. You know, he was that warm and fuzzy and touchyfey kind of guy and I was this very business-minded matter of fact uh young executive. Um and then hearing some of the stories that he would come back with, I thought I am really missing the mark here. I'm

[10:36]  making rich people richer, which is lovely for all of us because we all make a great deal of money that way. But um there was so much more I could do with all that I knew in terms of how to run businesses and how to be effective and how to communicate and and uh leverage networks of leaders and things like that. So I started my foray into nonprofits serving on boards and and things of that nature. And um I walked into a client of mine about 12 years ago and it was this place. It was in Roads to Opportunity and I was doing some strategic planning work with them and some uh leadership training and uh communication initiatives, some marketing and I knew them for about a

[11:24]  decade and they were a lovely bunch. But you know, Kenan, did you ever walk into a place and you've been a hundred places before and 100 places after, but you walked into that one place and you knew you were home? That's how I felt when I walked through these doors. I saw the work that this agency was doing, the individuals that they were serving and how they were thriving and how they were happy and how they were engaged. And I thought, everything I know, everything I've learned, I want to bring it to bear here. And when the opportunity arose that the CEO was uh going to retire, I threw my hat in the ring and she actually laughed and she said, "A business person like you, what do you want to come here for?" And I said, "For

[12:10]  every imaginable reason, I can help. I can serve and this is my opportunity." So here I am and I couldn't be happier and I'm finally feel like all roads in my career and in my personal life have led me here and this is where you know the powers that be the greater spirit God however you identify it um this is where I'm supposed to be. This is exactly where I'm supposed to be.

[12:38]  I had a a CEO on the podcast from the uh Senica Zoo Society. So in New York State, right? There's a zoo there, uh, the Senica Zoo. And she said, KKan, her name is Pamela Sanchez, so I need to shout her out because I'm sure she's tuning in today. She said to me, KKan, it's interesting how we think our careers are going to be a ladder, right?

[12:56]  But what we truly find out is they're more like a spiral staircase where we have all these different experiences, we continue to go up, but then we have a moment of culmination where all of our experiences, the things that we've been through, the opportunities, the challenges that we faced come into the perfect moment. And it sound like when you walked through the doors at Inroads, you had that moment of aha. So my question for you is I was also having another conversation with the CEO um in the greater Knoxville area um of a United Way. His name was Matt Ryerson and he said, "Kenan, we have to do a better job of understanding what impact and business looks like in the nonprofit sector." I came speaking from the business sector.

[13:37]  And when I came to this organization, I recognized we really weren't running like a really welloiled machine because when we are in the helping spaces, we often think that, hey, we're just going to show up and do the best that we can. But there does need to be an element of how we run effective businesses. And that's where leaders like you come in that can take that spiral staircase of experience and implement them into the organization. So how has been the I would say process of redefining impact and business structure kind of been with inroads in your experience? Well, I think you make a strong point in terms of um those that are educated and have chosen to help as their profession. Um that's their priority as it should be.

[14:18]  Uh and so the back office tends to uh not get as much attention uh or focus and is a lot of times in these organizations underdeveloped. And that's where sort of I live right at the intersection of impact and business. Um, so in order to have a greater impact, a a broader influence and absolutely more effectiveness in programs and services, you have to have folks and they may not always need to be the CEO, but you have to have folks who have that discipline in business planning, uh, finance and accounting, you know, a real understanding of technology and how technology works. folks who were uh fluent in marketing and advertising and

[15:05]  and public relations when and I don't have all of those skills necessarily, but um you know in business we have vast networks of people who are smarter than us and we know how to leverage those folks. And so when you take that same practice into the nonprofit sector, you are pulling people in who are experts in their area. And I would say in the last 18 months we've seen such a dramatic shift in terms of uh not only how the world sees Inroads but how Inroads sees itself. And that's really important because Inroads staff not only sees this agency differently. uh more of a a a total community provider and uh an an agency that's a part of the community,

[15:55]  not necessarily segregated just serving this particular population. But our participants, the folks who are a part of the team here, who are getting services and enjoying the programs, also see this place very differently now. And that's the most exciting thing ever. If the Heart and Hustle podcast has ever sparked any idea or made you think differently, do us a favor. Make sure to guys share this, post it on LinkedIn, or even text that nonprofit friend that you just have. Whatever works. This is what keeps the conversation going and allows us to just grow this community together.

[16:31]  Seriously, we appreciate you. Um, being a a truly impactful leader often means helping people see the world a little bit differently. And so I have to ask the question because I'm sure people are wondering right from where you were to where you are now. Was it difficult to get to the the team to embrace this new businessminded version of impact and vision for what you guys were going to be to the community and how you guys view yourselves?

[16:56]  Absolutely. And you know oftentimes people want to hear oh no it was such a smooth transition. Everybody embraced it. You know, when you're a business person, you come into a social services organization and the chosen profession for the folks here are uh that those helping professions, they don't speak accounting. They don't speak KPIs. It's a completely different and foreign language to them. They don't understand the concept of leveraging these relationships, bringing in people smarter than us. You know, it's it's uh counterintuitive, I think, a lot of times for them. Um, and and that's okay because my job is to serve them and to bridge that gap so that they can still do the amazing work that they've chosen to do with their careers and experience

[17:45]  and life's work and uh folks like me and the the team of people that and the leverage of of network that we've got is amazing. um that we can come together as as collaborators and someone can handle the marketing and the advertising and the public relations and the finance and accounting. And our and our social services folks still don't have to worry about that. But they do have to have some basic understanding that this has a place at the table now because that's what keeps the lights on. That's what keeps the services robust. that's what allows us to pay them to serve the amazing people that we serve. So, it's it's been a learning and there's been some curves and twists and turns, but I

[18:32]  think everybody's really on board and very excited about where we're headed. I know that you're a catalyst for that change and so you should be incredibly proud of that. You know, one of the things I like to ask very transparently and in a bold manner is Angela, do you ever get time to slow down, right, and appreciate the impact that you've made since you joined the organization? And I want to give a little more context.

[18:55]  There's a a book which I really uh love to reference here on the podcast. It was uh written by a guy named Dan Sullivan. He's an executive coach. He works with some of the highest performing leaders across the country. He talks about a mindset shift that helps high achievers appreciate things a little bit more. He says, 'You know, when you have a high achieving mindset, we're often driven on what the next outcome or goal is going to be when we accomplish it. But when we find ourselves in a place between how our mind identifies where we are and where we're going, we can often always find human brain, right, what we don't have until we get there. And that puts us in a place of the gap, right? But rather than finding ourselves in that gap which can often be a horizon. If you've ever gone on a walk or rode a bike or been in an airplane, you can fly as fast as you want towards the horizon but you never catch it. Right. Right. It

[19:42]  becomes the moving goalpost analogy. Instead of being in the gap, what if we tried to be more intentional about coming and putting ourselves in the space of the gain. And the only way that we can do that is by pausing, turning around, and seeing how far we've come in the work that we do. Do you ever get an opportunity to appreciate the gain because you've accomplished so much and now you're doing so much for the community? We do.

[20:07]  Uh, you know, there's there's that initial phase when you come into an organization like this and you take on this role where you're right, it is just head down, busy, busy, busy. Let's straighten, let's reorganize, let's uh, you know, overlay some lean six sigma practices on this and so on and so forth. Um but you're right there there is a time that you pause because you know the organization can only go so fast as well and you don't want to overt tax um the staff uh the leadership team by driving anyone including yourself so hard that it becomes unbearable. So we do we take our breaks. Um this is a very heavy heavily regulated environment. you know, you're always subject to, you

[20:54]  know, uh, the various departments in the state coming in and doing inspections and audits and so on and so forth. And those two are very stressful. So, we try and schedule time whether it's our uh, executive leadership team meetings or whether it's an inservice day with everybody and we just shut the place down and it's staff only comes in. um and we do that reflection and we've we've done that a couple of times already in the 18 months um that I have been CEO and I think it's remarkably effective and I think it also takes a lot of the fear factor uh that staff who work in helping professions and suddenly have this very different type of person leading the organization. And I think that gives them a break, gives them an opportunity to hear from me, me to hear

[21:43]  from them, and and we can just talk as people who have the same goals and aspirations for this agency. I uh I love to and my when my my marketing director Dante um looks at this video, he's going to say, "Dude, you did it again." So, I have to brace this for him. So, there's a guy out there named Gary Veaynerchuk. Goes by Gary Vee on social media. Have you ever heard of him? Okay. So he owns um a company that's like a Fortune50 marketing agency in New York City. They work with the Pepsis, the Coca-Cas, the big brands. And he says, you know, I am trying to build a honey empire. I am competitive. I am a businessman. I want to win at all costs, but the way in which I'm going to build an organization is going to be based on the concept, you attract more flies with honey than you do with vinegar. And he released a book

[22:31]  in 2022, so this is for you, Dante, called 12 and a half. And the sub uh context of this book is leveraging the emotional ingredients necessary for business success. And he says, you know what, in the future, especially with the new generation and their expectations for what work represents and how they want to be seen as people, there are some skill sets that our future leaders need to be able to become incredibly good at. And these are all in the I would say the realm of EQ. And I want to hear about your prioritization, if you will, or the importance of this coming from your highly successful business background. The first skill set that he talks about or ingredients is gratitude, self-awareness, accountability, optimism, empathy, kindness, tenacity, curiosity, patience, conviction, humility, ambition, and the half ingredients is kind cander. Right.

[23:19]  Having transparent conversations, but doing them in a nice way. That's right. What do you think about those 12 and a half ingredients in the future of leadership and meeting people where they are on an emotional level? not just being the excuse my language but the business badass who like you know is willing to put people down to get objectives done right I I mean I think that's the path to uh anyone's future success whether they choose leadership or um whether they are in a helping profession and never want to be an executive I think that that is th those 12 and a half items are part of the human experience and I think that's how we have to navigate our lives with those 12 tenants Um, there's a thing that I emphasize often when we're in meetings is, you know, the numbers are what the numbers are. The the funding sources are

[24:08]  what they are and we have to be accountable to them. But at the end of the day, it's all about kindness for us and transparency. And those two have to be married. Um, if we're hurting each other, whether personally or professionally, nobody wins, certainly not the people we serve. So, I think kindness and transparency. And it it was amazing to hear. I got to get the book.

[24:30]  I have to get that book. That's great. So, I want to share that with the entire team because it it does a nice job of quantifying everything that we talk about. Yeah. I mean, it's just those skill sets are so necessary. And I think about, you know, in the world that we live in today, especially on the other side of the pandemic, we had a really interesting mindset when it came to work in a precoid world, right? We had the ability to kind of compartmentalize.

[24:52]  This is me at home. This is me at work. But once everybody started hybrid working and everything was changing, the lines between those two became incredibly blurry, right? And so when I think about some of the challenges that we face in society today, I think that you know over the years work has gotten a bad rap. It's like, oh man, I don't like my job XYZ. But if you think about the amount of time you spend at work, that is your community. That is your sense of connection. And when that community emphasizes those 12 and a half ingredients, if you will, being able to show up as your whole self, feel validated, be seen, there's empathy that runs through the organization. What a way to create a sense of connection that may be often the world of isolation that we live in today. We don't get in our personal lives. What do you kind of think about that? That's right. No, I think it's spot on. And I think when

[25:40]  when individuals can demonstrate those 12 ideals and really put them into practice and live by them, I think what happens too is we allow ourselves to be a bit more vulnerable, which is the entree for creativity, for productivity, for bonding in terms of professional friendships and we we offer each other mutual respect. Then the guard can come down, the defenses can come down when we live our lives under that philosophy.

[26:12]  And I think you know from a from a business perspective and and a production perspective, I think everybody becomes much more creative, much more um just productive overall. So there's a phrase um calm seas never made a skilled sailor, right? And if it's fair for us to make the assumption that with our new administration and things that are happening in our country, right, funding, all of the other type of I would say security blankets that we might have had at one point in time don't seem so secure in the future. So, how are you helping the organization navigate some of the uncertainty when it comes to community- based funding and government dollars and grants and everything else with this, you know, changes that you're obviously having to navigate, right? And I think

[26:59]  well that's where really the business acumen comes to bear. Um what I have been relentlessly preaching throughout our organization and and I see it starting to take hold uh in a variety of ways is security through diversity. So we can remain an organization that provides all these incredible programs and services to individuals with disabilities. But let's look at redefining what disability means. Let's diversify what that means because a as we as we talked earlier uh how we viewed what a disability was 10 years ago is not necessarily the same as we look at it today. Um sometimes a disability is simply you know someone who doesn't have

[27:49]  the access that others do or uh you know there's there's challenges mentally or psychologically. So you know we have to look at everything in a very holistic and creative sort of way. Um and also in terms of as the demographics change as the population ages as folks come into our center or into the school system uh with with neurodeiversity issues or other types of challenges we hadn't seen in decades or generations prior. We have to be agile enough to understand those needs and match them with programs and services and not be so steadfast and to say, "Well, what we started with 66

[28:37]  years ago when we founded the agency, this service and that program and this service and that program, you know, that that's our cornerstone. We want to keep that exactly where it is. We c we can't do that anymore." Flexibility, diversity, that's our security into the future. That's what's going to sustain us. I'm going to be bold and uh use another world word here which is uh curiosity right we talked about that as one of the 12 and a half ingredients but we have to be curious about how we are going to navigate this future right and so what I love to be able to do is you know when we come from the nonprofit space right often we are not the most sophisticated when it comes to leveraging tools like technology automation AI as an example so how are you helping the organization stay curious or are you curious about how these tools are going to help you guys f fulfill on the mission and

[29:24]  meeting people where they are and help you guys be able to support the community. Well, I I think the first thing is is we as a leadership team have to let the organization know that we are open to everything. Bring bring the idea, bring the tool, bring the technology. And you know, this younger generation too of counselors and program aids and staff members and participants uh use whether it's social media or artificial intelligence or other assisted technology in their everyday personal lives. We welcome that here. Let's bring it into the organization. How can AI assist with program notes? How can AI assist with writing a a developmental plan? Um, so we're using it. We're we

[30:13]  we'll use everything. You know, we've got folks who will uh work remotely from a park on a tablet, you know, participants doing a a service or a program or a project. So, we don't hesitate. I think you have to invite curiosity and you have to normalize it so that it's not something that happens in the margin that it happens in every day here at the office. That's what we do. We're curious. We ask each other questions. We test things. We play around with things. We invent. We reinvent.

[30:46]  This is a amazing conversation because um it hits on so many of the other conversations I'm having with leaders right now. And I want to talk a little bit about risk with you. One of my uh favorite CEOs who I've been able to watch from the sidelines is a guy named John Jason Frerieded. He created a company called 37 Signals. Uh they created like a Slack equivalent called Base Camp, right? And Jason said in an interview recently, he said, you know, the role of the CEO is to be able to intentionally inject risk into the organization. And I'll tell you what that means. He said, 'You know, if you have an employee, right, often they're more, I would say, concerned and focused on doing their job to create security in their life and in their role in the organization. Often I, as the CEO have to come in and intentionally inject risk into their world by saying, "Hey, let's

[31:35]  do things a little bit differently, right?" And creating that psychological safety that comes along with injecting risk. How do you think about that intentionality behind injecting risk? And how do you do that? Well, I think it's it's very appropriate especially for organizations like this. Uh but you walk a fine line with that u in terms of making sure that you're providing enough risk and that beyond a shadow of a doubt they understand the staff understands that there is a safety net so that if they walk into that risk and take it and explore it they're they're still going to be okay um and that their job is still going to be there. So, um, while we're very careful in terms of the type of risks that we go out on the plank for, um, we again, just like curiosity, we invite it.

[32:25]  Angela, you're a gangster. I love this. It's so cool to hear like your perspective on all this stuff. I want to in the last couple seconds here of the podcast, I want to give you the opportunity to call your shot. So, I'm a lifelong baseball fan and, you know, baseball guy. Okay. Um, one of my favorite moments in baseball history was when Babe Ruth stood at home plate, called his shot to center field, and then hit a home run for the Yankees.

[32:48]  Now, what is your shot that you want to call at your at bat as CEO for 2025, 2026? What are you thinking? I think we're positioning ourselves, my my personal shot with this agency is to double the number of people that we can serve and support in our community. I want us to be a community center and not a place where only certain types of individuals go. I want everybody to come here. And for the last 18 months, that's what we've been doing. You know, we've got everyone from local legislators and and and community activists here to members of various churches and synagogues and congregations showing up to have meetings to chambers of commerce. This is everybody's space and that helps us normalize and integrate

[33:37]  the people that we serve so that it's not a a curiosity of those folks over there in that building. This is everybody's space and everybody in the community belongs here. So our tradition on the podcast is our previous guest wants to ask you a blind question. A little bit of context is this is a CEO from another organization in your area, actually New York City, the Bronx, and they're in a a time where they're having some trouble where they're trying to navigate what the future of the organization is going to look like and even their role in the organization. So their question was kind of a personal one and I'm interested in your perspective when you know that the roles that you provide in the community, right, are so fundamental to people who are underserved and people who need your

[34:25]  support on a daily basis, but the writing is on the wall where maybe we're going to have to pivot and reinvent what the organization does from a size perspective, even access to services in order for us to stay sustainable for a long time. How do you navigate that incredibly challenging and emotionally challenging time as a leader in the organization and recognizing that this might not be the most sustainable path?

[34:49]  How do we pivot in order to stay sustainable for the future and the people who we serve? That that's tough and that and that takes a lot of I think self-reflection on the part of the leader. Um and so really doing that environmental scan. It's like how do I stay true to my core? So I'm here I'm answering the question with a question, right? How do I stay true to my core but still pivot the organization so that it's agile enough to be sustainable?

[35:16]  Um I think you know everything we do on the nonprofit side is you've got to have your mission in mind. Um and in terms of of that leader I think it's the same thing. What is your core? What is your mission? um stay true to that and build what you have to build around it, but protect that mission and make sure that it's everpresent in your future.

[35:43]  Now, I'm going to give you 30 seconds to run an Angela Focus commercial for the words that or for the impact that you guys are doing at Inroads. How can we find more information about the organization? How can we get involved? How can we kind of, you know, support what you guys are doing? Well, the the best place is certainly our website and that's inroadsto inroads2.org. Um, all of our social media information is there. Stories about uh the successes of our participants, all of our programs, how to donate and support us is all there.

[36:14]  So, that is the one-stop shop is the website. Amazing. Well, everybody, once again, it's easy to understand how Angela is the definition of heart and hustle. We've heard so much about her story, how she's handling the turbulent times we're going through, cultivating a culture where people want to show up and continue to do the important work every day. Angela, thank you so much for coming on the show. We really appreciate it. Thank you for having me. This was great. And that's the podcast, guys.

[36:38]  We'll catch you in the next one.