#2 - Creating a Million Jobs and Saving Ten Million Lives: Tommy Martin, Founder of Mammoth & Vestia
Summary:
How do you make money but still take care of your investors and founders?
Tommy Martin helped launch Mammoth because he realized there was a unique opportunity to bring venture funding to the startups that are transforming the future of health science and technology.
Join Tommy Martin in our newest podcast episode as he unravels the complexities of teamwork and modern work culture. Tune in as Tommy shares his unique insights on how to navigate your professional journey with grace and efficiency. Discover how to align your work goals, communicate effectively, and foster a positive work environment. This episode is a treasure trove of strategies designed to enhance your work-life balance and productivity. Don't miss the chance to transform your work experience. Listen now and start your journey towards a more fulfilling and efficient work life!
Links and Resources Mentioned:
Transcript:
Tommy Martin:
When you're having to support colleagues, not just yourself, when you're dealing with business partners, colleagues, a spouse, it's not a great way to live when you're constantly behind, constantly behind, constantly behind. Then, oh, it's the last moment, the adrenaline kicks in and we go catch up. It's not a great way that teammates want to live. When you have workflow that requires different people to do different steps, it really puts a crunch on the whole process. Fortunately, I was taking my daughter in a she was seeing a doctor, and on the table was this, you may have adult ADD if, and I go through the checklist and checked every single box, Tim, every single box. I talked to the doctor and he just started asking me a few things. And sure enough, that was my pattern was I had always made up for ADD by just the adrenaline kick in. And I vividly remember in high school writing a paper in 30 minutes that should have taken three weeks, getting an A on it and thinking nothing of it.
Tim Sweetman:
Hey, folks, thanks so much for listening to the Tension podcast. This is part two of two of an interview I was able to do. If you want to hear the full interview, go back one week, listen to part one, and come back here. I'm so incredibly grateful today to have as my guest, Tommy Martin. Prior to launching Mammoth, the company he now leads, Tommy was CEO of a nationwide wealth management firm that specialized in providing a broad range of consulting, financial, and investment services to physicians. As CEO, Tommy oversaw a team of 200 plus employees and advisors. Under his leadership, the firm grew assets under advisement to 1.5 billion before Tommy exited from the business. As an entrepreneur at heart, Tommy has been a partial owner and angel investor in more than 35 privately held companies, ranging across life sciences, fintech, real estate, professional services, and more. Tommy is an alumnus of Harvard Business School and Indiana University. He completed further professional executive training at the Wharton School and at the Booth School of Business. He authored the book Doctor's Eyes Only, exclusive financial strategies for today's doctors and dentists, and has authored numerous other financial and medical publications.
Tim Sweetman:
In addition to his role at Mammoth, Tommy is a board manager and CEO of Vestia Personal Wealth Advisors and its affiliated entities. I hope you enjoy this conversation with Tommy Martin. I imagine that you have thought about this. Have you thought further about applications outside of the medical sphere, or do you really want to prove this model first? In my mind, I'm listening to this and going, You guys have figured that out, or at least you're proving it there. I'm immediately thinking, Is there another space or there are other spaces that you guys have thought about and proving it out? Would love to hear more about that.
Tommy Martin:
Of course. Course, Tim, as we were building it, we knew immediately there was a use case way beyond health care here. This is a use case that could go across any discipline in the venture world. It really goes into private equity, private real estate, private credit, you name it. If you build the plumbing in a way that's highly scalable, ultimately takes this private investment experience from a one or two star experience, which is what most people classify it as today, and expands it to a five star experience where somebody has just a great experience when they invest in a venture capital fund or private equity fund or whatever it may be. If we could build plumbing that would help support that, we knew that would be a game changer for an entire industry. And so as we were building that plumbing for our healthcare venture capital fund, the entire time, we were building it to be far more scalable so that any fund could come in and white label it and use it for their use case or their purpose and that all these financial firms, we were making sure our fund could properly talk to, that any other fund could do that same thing and that their fund would then be able to properly talk to all these other financial firms.
Tommy Martin:
That was apparent to us from the very beginning that we were building something that was far more usable than just our fund. It was crazy, Tim. Within about a week of launching our software initially, I had 20 some funds contacting us saying, Can we use your plumbing? This is really exciting. We're off to the races on that side of the business as well.
Tim Sweetman:
Now, switching gears a little bit, maybe zooming in just slightly closer into Mammoth in particular. I know that you've talked about this before, but you're doing a lot of due diligence and you obviously represent a number of investors. But your perspective is, man, I want to make sure that I'm doing what's best for founders and investors and balancing the tension that's there. And you said before, I want to operate and treat other others how I would want to be treated. And so I'd love to hear, I think my question of that is, how do you balance that posture of treating everybody you're really about everybody wins in this process? How do you balance that with you need to deliver for your investors at the end of the day, you have to make money for everybody. How do you balance all those tensions in the fund?
Tommy Martin:
Well, the most important part of that, Tim, is pick winners. Because if you pick winners and you help those winners succeed, everybody is going to be happy. When you have challenges or when you pick companies that don't make it and you lose everybody's money. Crazy enough, it turns out people are a lot happier when you make them a lot of money than when you lose their money. So that's the fundamental principle under the hood. Physophically, we think of it this way. Most importantly, go grow a really big pie because then nobody cares what their percentage is to a degree. So So that's the biggest thing. Go help these founders grow a business that is just absolutely fantastic, where the founders are going to make a lot of money. Our investors are going to make a lot of money. We're going to make a lot of money. Along the way, there are some clear principles of investing, though. We have to build in reasonable protections for our investors. And so I think the way that's accomplished is just asking for what's reasonable from the founders and not stepping into this point of unreasonable. And again, it turns out the industry as a whole understands we want incentives aligned properly.
Tommy Martin:
Nobody wants to take too much advantage of the founders. At least the good firms I know of don't want to take advantage of their founders because they want their founders incentivized to come in every day and do the work. There's a lot of work to do to make these companies successful, but you also want to protect your investors. And so that's where things come to the table, like the difference between common stock and preferred stock. I don't mean to be overly technical on your show, but those are some of the ways that you can put in reasonable protections for your investors so that if things go wrong, that they are going to be protected and that you're not creating an environment where a founder can just be thoughtless about your investors. So creating proper investor protections where founders are fully incentivized to achieve great things for themselves, but along the way, that they're not disincentivized from doing what's really great for our investors as well. And I believe both of those can exist simultaneously. It's just all about having reasonable investor protections in the terms of the deal when we want to invest the money or the oxygen into this team.
Tim Sweetman:
So in order to give investors and founders, everybody, a fantastic experience, you have to have a phenomenal team and phenomenal organization that's backing it all up. What are you thinking about when it comes to the idea of building a world-class organization? I would love to couch that perhaps in the context of what are some of the mistakes that you've made along the way? And how have you learned to avoid those as you've continued to build the organizations that you've built over the last couple of years?
Tommy Martin:
Well, I would say the biggest mistake, Tim, that I've seen, and I've been a part of it in business over the years is anybody thinking that their role is so much more important than the rest of the world. And here's what I mean by that. In any business, yes, you're going to have people that are compensated differently than others. We all expect that. But nobody can do their job without the great team around them doing their jobs. And I've seen it happen where it'll just go to the head of a founder or a business or certain group of people inside of a business where they just begin to believe, I can do all of this and it doesn't matter who's there to support me. One of the outcomes that I've seen happen when that occurs is they start treating people not so great because they really are thinking of them as unnecessary. When you start to treat somebody like their only reason for coming to work today is to serve me and make my life better, you don't always treat them very well. I think the companies that realize we're in a work environment today where people don't just want to come and punch the clock and feel miserable all day.
Tommy Martin:
We understand mental health better than we have in the past. We understand work's impact on our mental states, and we also understand how that carries over into our home lives. I really believe part of those companies that are going to be successful is trying to treating their people well. And that doesn't mean it all has to be equal. It doesn't mean they have to be overpaid. But here's what we want. We want people to always look at their compensation and say, Yeah, that's fair. If somebody is a different gender or a different minority classification or something, they should never look at their compensation and think, I'm getting paid less because I just didn't fit some particular grouping. Those things are not going to work for businesses. One of the things we expect from any of the founders that we support or any of the companies I'm involved with these days are treat your people fair. That doesn't always mean equal, but treat them fair. Treat them equal for the work that they're doing, for sure. Treat them fair and make this a place where they want to come work. And so there's some things philosophically, I'm not a huge fan of non compete agreements because I think people should have a fundamental right to work.
Tommy Martin:
Now, I don't think they should be able to take trade secrets or clients or things of that for free, but I do think people should be able to continue to earn a livelihood. And here's why I think that's so important, Tim. If we don't have a non compete, now the onus is on the business to provide a reasonable path for our people. Instead of the opposite of we can treat our people like garbage, but they're stuck because we have them chained by our non compete. I'm not a fan of people only working somewhere because they feel they have to because there's a legal restriction on them earning a livelihood unless they up and move their family to a different state. That's nuts to me. We have to expect our businesses to treat people better than that so that they want to see us be successful and that they want to come and work with us and not our competitor.
Tim Sweetman:
Are there more core values that you look for or that you would hope to see in the companies that you're choosing or even in your own company?
Tommy Martin:
Something I think about a lot these days, Tim, is this idea of how do we create a deeply inclusive work culture where we're welcoming and embracing people who don't think the way we do. Maybe they don't look the way that we do. They don't worship the way we do. They don't eat the same thing we eat. But when they come to work, they feel like they're right at home. So how do we build that inclusive culture without having mine trampled on? And as a business owner, there's a tricky balance to that. And the example that I like to give, Tim, is we used to at company events, occasionally, we would say a prayer at a meal. If we were all together down in Florida for an annual gathering, we'd say a prayer at that meal, and employees would come up and say, I love that I get to work at a place that will actually pray. Well, another employee came up to me and said, It makes me uncomfortable. And my immediate reaction was, How can we build a place where both of those people can absolutely love working here? So I took that out to our team.
Tommy Martin:
One of my partners, Kim mcRoll, she's very, very thoughtful on things like this. Kim said, How about we do an optional opportunity to come pray at the beginning of a meal? And those that want to show up can come do it. But now, those that are uncomfortable don't have to participate from a distance. It was a flip because what I had been doing before is I would say something like, Those of you that this isn't your thing, feel free to just join us in a moment of silence. What I was doing is I was putting people in that position where they had to either participate or not in a very public setting. And instead, by making it optional for somebody to come and join us, it took the pressure off of anybody that that wasn't their thing. And I loved that. And then very quickly after that, I heard an example from a friend of mine, Jason Lipart, who's the CEO of an incredible public company. And they have a leadership newsletter and devotional that goes out every single morning. But here's what Jason did that I respect so much. He made it opt in.
Tommy Martin:
From their 15,000 team members, they don't force it on anyone, but they have over 600 people that have opted in to say, We want to get a daily devotional and leadership guide from our company. I think it's just fantastic. With the idea of this, here's my dream state for us in work, at least in work in America, because I think we have a unique culture that could actually pull this off. I don't think most cultures could. But to have a workplace where somebody from America could come to work and they could be the same person at work as they are at home, as they are with their friends, as they are in however they choose to worship or wherever they choose to worship, that they wouldn't have to check themselves at the door to fit into some corporate culture. But somehow that we could build that where that could happen for people coming from very different walks of life into the exact same company. Why do I think that's important? Because we know the businesses that succeed the best are those that really approach things from lots of different perspectives. The companies that freak me out are the ones where everybody is a yes person and they're just constantly in agreement.
Tommy Martin:
They're in their executive meetings and nobody's arguing about anything. That's a sure sign that we got a problem because we want to see discord and disagreement from people saying, No, I see life very, very differently, and this is how we can take that concept and make it even better. That's what I want to be part of building in companies. When I say I want to create a million jobs, I really want to create a million jobs for people that don't have to check themselves at the door, that if their faith is important to them at home and with their friends, that it can be important to them at work, whatever that faith background may be, even if it's different than mine. But in return, I earn the right that that gets to be the same for me, that I don't have to check my faith at the door, that I get to be the same guy at home, at church, with my friends when I'm at work as well.
Tim Sweetman:
Are you looking for new ways to navigate the many tensions in your life? Do you want to learn how to embrace these tensions to create innovative solutions you never thought possible? Then you're going to want to check out the Tension Newsletter dedicated to exploring all of the many, many tensions we encounter in life. Each week, we delve into topics like work life balance, profit versus people, profit versus purpose, the political and social tensions that all impact us. Our contributors, including myself, will offer insights and practical advice on how to embrace these tensions and create solutions and innovations that can transform your life. So if you're ready to take your life to the next level and learn how to harness the power of tension to drive innovation and growth, I ask you to sign up for our newsletter today. You won't want to miss out on this incredible opportunity to explore the tensions that shape our lives and discover new ways to thrive as human beings directly to your inbox. All right, back to the show. It's so needed. And I think as I, in particular, work with a lot of folks that are in the Gen Z generation.
Tim Sweetman:
There is a big desire from that group to go beyond just this presence and attendance of being in a location, but actually a sense of belonging and wanting to be their full and complete authentic selves in the workplace. It's going to be so incredibly important as we move forward. It's inspiring to hear that and I hope many people take that to heart. I don't want to move past or get to the end of our time without talking talking about you personally. You've had lots of different challenges and have a really incredible life and life story. There's a few topics that I want to touch on as I've learned a little bit more about you in this conversation. Before we started recording, I realized that there's some similarities between the two of us that I'm going, Wow, there's a lot of things. But first, tell me about the health challenges that you've had in your life. You share with me that at one point you dealt with blindness and possibly even loss of hearing. How did that happen?
Tommy Martin:
Yeah, it's pretty crazy, Tim. So I had LASik surgery and just like anybody else, they give you all the disclaimers. And if you actually read them, which I did after the fact, so a spoiler alert, I did get my sight back. But if you read them after the fact, you find out there's a 1 % chance of blindness or somewhere in that neighborhood in doing LASik surgery. And sure enough, I woke up from LASik, things were fine. And over the next few hours, when you're supposed to be able to see, my vision kept getting progressively worse. And what I ended up having was something they call sands of the Sahara. We happened to know in my case, it was because a machine probably didn't get cleaned properly because two or three more patients that same day got the exact same outcome that I did. But I ended up going basically fully blind in both eyes, rushed back for surgery again the next day to start to clean it up. And unfortunately, because of the location of the clinic, they were not able to numb me that time. And so they had to reopen my eyelids with no numbing.
Tommy Martin:
It was a crazy experience. Fortunately, I had an incredible eye surgeon, and she cared a lot about me, worked very hard, and started to get the sight in my right eye back over the next few days. But my left eye was out for about two weeks. So it was a really scary period of life. Actually became a time where I had to do some really deep reflection because there was a chance I wouldn't be able to stay in the same industry. Just all the those things flashing literally before my closed eyes became an opportunity for me to get re centered on my faith, realizing the things that I value most, I may not be able to value in the same way moving forward. And fortunately, I did get my sight fully back. Would I do LASik again? Yes, I would. Would I just go into it knowing there's that 1 % chance? Absolutely. And then you also asked about going deaf, and this one was a little worse on my end. So out of my left ear, I started noticing that I couldn't hear. I have headphones. I'm constantly listening to audiobooks or podcasts. And in my left ear, from my wireless headphones, I was just hearing remarkably less than I was hearing from my right ear, to the point where it really started to concern me.
Tommy Martin:
One of our local ear, nose and throat physicians is a dear friend of mine. I called him up. I was like, Adam, I need your help. I'm really worried about this. And so he got me in right away. And I go in and we do the hearing test. We do all these things. And he looks at all my results, looks at them and I see on his face, he's just pondering, pondering. And he's one of the most brilliant surgeons that I know, Tim. And I see him pondering, pondering, pondering. And then this light bulb, I could see it happen on his face. And he looks at me and his question was, Did you try switching the headphones into the opposite ears? And ultimately what he was saying is, Maybe this is just a problem with your headphones, not with your ear. And sure enough, I went home that day, I switched the ears on the headphones, and I had a left headphones where the volume had started to act up. And that's all it was. It's a simple headphones glitch. I downloaded the update for the software for the headphones. It fixed itself and I never had an issue.
Tommy Martin:
But I kid you not, I thought I was going deaf in my left ear because it was too stupid to check if it was the headphones instead of me.
Tim Sweetman:
That's amazing. Hey, the beauty of technology, it comes full circle in healing all kinds of things. I love that. You have talked a lot publicly about this idea of having a hard time turning things off, never wanting to waste time. I think you've shared elsewhere to the point where you got speakers in your shower. You don't stop. For audiobooks, I'm always learning constantly going... You mentioned that you've talked publicly, I think, before about ADD and some of those challenges around that. Those seem to be all embedded together. How have you dealt with those challenges? Do you see that as a negative, as a positive? How do you manage that desire to just constantly be on? How does that work with your relationship with your wife and your family?
Tommy Martin:
Well, ultimately I'll take it all as a net positive, Tim. For whatever reason, I believe God wired me to just be a very curious individual with a lot of passion and with an engine that just doesn't turn off. My mind is constantly running 100 miles a minute. I'm always curious, always wanting to learn more. I'm curious about people too. In a lot of ways it's a positive. Where it becomes a challenge is I'm obsessive about anything. If I'm going to do it, I want to do it all in. There's some things that you just don't need to do all in. That's a challenge. Fortunately, I have incredible family members members who helped ground me in some of that, incredible friends and colleagues. But I never knew I had ADD. Going through school, I was always the top kid in my class or close to that. My teachers never complained of my parents as a result of that. And so I didn't know I had ADD. In the workplace, things are different. You're not graded on one assignment or one 60 day stretch in a class. You're really graded on this ongoing performance. My mentor could see it immediately like, Oh, my gosh, this guy struggles to run through the tape.
Tommy Martin:
Sure enough, when the deadline was fast approaching, I would run through the tape. But that's a symptom of ADD where adrenaline kicks in and you can finally focus at a level of attention needed to actually complete the project. But when you're having to support colleagues, not just yourself, when you're dealing with business partners, colleagues, a spouse, it's not a great way to live when you're constantly behind, constantly behind, constantly behind. And then, oh, it's the last moment, the adrenaline kicks in and we go catch up. It's not a great way that teammates want to live. And when you have workflow that requires different people to do different steps, it really puts a crunch on the whole process. Fortunately, I was taking my daughter in, she was seeing a doctor, and on the table was this, you may have adult ADD if, and I go through the checklist and checked every single box, Tim, every single box. I talked to the doctor and he just started asking me a few things, and sure enough, that was my pattern was I had always made up for ADD by just the adrenaline kick in. And I vividly remember in high school writing a paper in 30 minutes that should have taken three weeks, getting an A on it and thinking nothing of it.
Tommy Martin:
But that was my norm. And so that just doesn't work the same in real life. And so I ended up talking with that same doctor. He prescribed something. I didn't tell my wife because I wanted to see, we would she even notice the difference? And we had three children in diapers at that time. My wife is a saint, and she left the house to go grocery shopping. And while she was gone, I cleaned the garage and changed some diapers, had a kid fed, had a kid asleep, had another kid playing. She came home and the garage was clean and our children were safe and taken care of. She just came out, she looked at me, she said, What are you taking? She knew immediately that something had changed and my business ended up growing by 129 % that year. It was a pretty remarkable change. There's some stigma around ADD. I don't understand why there would be. It's just some people's brains are made where they don't produce chemicals at the same rate that other people's do. S o some of that chemical regulation was just outside of the norm for me. It's a blessing and a curse to be on the medicine tom because when I take my ADD meds, I can focus more, I can get more accomplished and be more productive, but I lose some of my creativity.
Tommy Martin:
And so there are certain days I've had team members come and say, Hey, can you not take medicine today? Because we want the fully creative, outside of the box, just wild thinker version of you. Now I've had enough time on it that I know, Okay, this is a day it makes sense not to take it, or this day I'm going to take a lower dose, this day I'll take a slightly higher dose. I've just learned how to regulate it. So anybody that's in that position, it's been an outstanding thing for me. But I always just encourage people, talk to your doctor, just have a conversation with them. And some people just need executive skills, and those are just having a consistent morning routine, maybe, or knowing what they're going to accomplish throughout the day, or my heavens, people getting rid of every single ding on your computer and your phone. The way our technology is set up with notifications, we should all have ADD. So your first line of defense is just clearing the deck of all that stuff. I promise you don't need any of it. I haven't had a ding on my phone or computer for over a decade.
Tommy Martin:
The most successful people you know do not have constant notifications popping up in their lives. They're able to focus their attention. That might help a lot of people just get rid of the dings. But if it goes beyond that into an actual chemical imbalance, then don't be ashamed of that. Go talk to your doctor and work with your doctor and how to address that.
Tim Sweetman:
It's awesome. One last thing, and then I want you to have a moment to be able to call people to action. To have this level of success and to drive and to go hard, you have to have a family and a spouse that's supportive. Can you talk a little bit about that? What's the important role of having a spouse that supports you in what you're doing and what you're attempting to accomplish?
Tommy Martin:
I'm playing for really big stakes, Tim, and I'm proud of that. I'm proud God wired me to want to do that. I'm proud that we want to go create a million jobs. That solves a lot of problems. A lot of problems. But to do that, it takes incredible support. I'm very blessed to have just a phenomenal world-class team that I get to work with day in and day out, both at our financial firm, Vastia, and at Mammoth, where we're doing healthcare venture capital and building the premier private investment experience platform for the industry. I have incredible colleagues. But yes, I also am so thankful I have support at home and not everybody has that. I feel for those people. My wife is just truly an angel. My cousin says they will write songs about her someday, and that is accurate. That is an accurate statement. They will. But we had this philosophy early on as I was a business owner and entrepreneur, the reality is you're going to go out and have a lot of hard days. Anytime you're trying to build a company, there's sales involved. And to get a lot of yeses, you also have to get a lot of noes.
Tommy Martin:
We had this concept of every single day I'm walking in the door to come home, she has a shovel in her hand and she's got a choice. She can either beat me over the head with it or she can scoop me up. And I am so thankful she has chosen way more often than not to scoop me up, even in those times where she probably should be beating me on the head with it. So that is a level of support. There's no way I could be where I'm at without that. We are now past 21 years of marriage and she's really scooped me up throughout some very, very, very difficult times in building companies over the years. Because as an entrepreneur, I'm not one of those where it just always was rosy. I did not become successful in business until my fourth company. Even then, I became an overnight success after a decade of failure. Having her scoop that up has been huge. Then she's also said two of the most profound things that have impacted my world outside of Scripture. One of those was I came home at one point, she was just very real with me, Tim.
Tommy Martin:
She said, We feel like we're getting your leftovers as a family. I needed to hear that. I was putting so much into the businesses I was building that they were getting my leftovers. So they were only getting me when I was completely tired and exhausted and stressed out. I wasn't leaving anything in the tank of substance for my family. I'm so glad she called that out. I've now been able to call that out in other business leaders and say, Who cares if you build a multibillion dollar business if you have no one to share that with because you gave them your leftovers for a decade while you were building it. People do that to their kids. They do that to their spouse. I just decided I was not going to be that guy. It doesn't mean I'm not going to work hard or bust my tail in business, but knowing that all the studies show it doesn't matter how many hours you work, what matters is how engaged are you when you walk in the door with your family? And I decided I was going to be that guy that I was going to make sure I had enough gas in the tank most of the time that when I walked in the door with my family, it was fully engaged, not like, Oh, I got to go clear my head and decompress.
Tommy Martin:
I'm walking in so glad to see my wife wanting to hear about her day and actually listen, wanting to talk with engage with my children and find out about their days, and then saying, How can I help? If you don't have enough gas in the tank when you walk in the door at home to function like that, then that is what leads to burnout in the family. That is what leads to the family saying, This wasn't worth it. Then you find yourself, you got this incredible company and nobody's left. Most people I know would trade it all back. I just didn't want to be that guy in that position. So that question of who's getting your leftovers, make sure it's not your family. And then last, certainly not least is she came to me and said, again, one of the most profound things. It was a situation that was happening in our home where I just wasn't being the example that she needed me to be. And it wasn't anything egregious or anything like that, but she just needed me to be a better example for our children. And here's how she told me that, though.
Tommy Martin:
Anybody listening, any wives out there, if you say these same things to your spouse, oh, my goodness, they have nothing they can do except respect you. Here's what she said to him. She said, Look, I'm not calling you out. I'm just calling you up. That was huge because it wasn't something egregious. And if she had approached it as just calling me out, I probably would have tuned her out, not listening from the very beginning. But she said, I'm not calling you out. I'm just calling you up. This is something we haven't talked about before. We need more out of you. We need a better example in this area, not just this baseline. We need something that's five star. Guess what? When she said that, guess how I wanted to respond? I wanted to go up. Just an incredible way to approach it. Having a spouse that brings that level of care to the relationship and is supportive, scooping me up when business is hard, being that partner to call me up when I need it, pushing me, making sure I'm not leaving leftovers for the family where I'm going to regret it for the rest of my time here on Earth.
Tommy Martin:
I'm really, really thankful and no way I'd be where I am without that.
Tim Sweetman:
Yeah, it's absolutely incredible. Thanks for sharing that. So for folks who want to learn more about you or Mammoth or your incredible podcast, where can they find out more?
Tommy Martin:
Yeah, thanks, Tim. I appreciate it. Most importantly, come hit me up on LinkedIn. Just come find me, Tommy Martin. You'll find me on LinkedIn. Go hit me up and I will absolutely accept that request. I can't answer all my messages. I get lots and lots of messages every day, so I can't commit to answering all those. But absolutely come hit me up there. It's a way they can stay engaged. Additionally, if they're interested in Mammoth and what we're up to in either the healthcare side of the world or if they're interested in this premier private investment experience, they can come find us online. Our healthcare venture capital is at mammoth. Vc and our premier private investment experience is at mammoth. Is. Or if they are a health professional that's wanting support with their overall financial life, our company, Vastia Advisors at vestia advisors. Com, they can go there and engage with us there. We would absolutely love to talk with them. And last but not least is our show Beyond the Ordinary. We do have a podcast out there. Actually, Tim, I'd love to invite you to come on our show. I think it'd be absolutely fantastic to reciprocate and hear your story as a business leader, as a guy trying to do incredible things and build jobs and help have great cultures in your company.
Tommy Martin:
I'd love to have you come on and share with our audience as well. But they can definitely hit us up on Beyond the Ordinary wherever they get their podcasts. And it'll be, at least right now, it's the purpley looking one. But they click on it, they'll find it, and we'd love to have them engage there as well.
Tim Sweetman:
Hey, folks, thanks so much for listening to the Tension podcast. This was part two of a conversation that I was able to have. If you want to listen to part one, just go back one week. It would be fantastic if you would take just a couple of moments to leave a review or rate us on Apple podcast or wherever you get your podcast. It really does help the show. Thanks so much for listening. To find out more about the tension podcast, visit www. Tensionp od. Com, or you can find me on Twitter @TimSweetman.