This episode features an interview with Dan Streetman ‘90, Chief Executive Officer of TIBCO. Dan is an expert at leveraging real-time data to enable faster, smarter decisions. In this episode of On Point, Dan talks about how always finding the right solution and having humility are critical in everything you do.
This episode features an interview with Dan Streetman ‘90, Chief Executive Officer of TIBCO, a revolutionary software company that allows communication within the financial markets to occur in real-time and without human intervention.
Dan is an expert at leveraging real-time data to enable faster, smarter decisions. Prior to leading TIBCO, Dan helped propel significant data-driven transformations, most recently at BMC, Salesforce, and C3.ai. He is a strong advocate for creating cultures of collaboration, and he honed his leadership skills as a U.S. Army officer, serving in combat operations and receiving decorations including the Bronze Star. Dan is a distinguished graduate of the U.S. Military Academy at West Point and earned an MBA at Harvard Business School.
In this episode of On Point, Dan talks about how always finding the right solution and having humility are critical in everything you do. He explains that teamwork is crucial for success both in business and the military. Dan provides career advice for transitioning veterans, talks about receiving the distinguished MacArthur Leadership Award while at West Point, and gives insight into his post-military career path.
-----------------
“You're never going to accomplish as much as an individual as you will with a team. And oftentimes that's accelerated by technology. Right? So there's a proverb: If you want to go fast, go alone, and if you want to go far, go together. Fast alone, far together. And, in technology we break that paradigm. That proverb was stated when we all moved by foot. Let's take the simplest example of technology, it's a rowing shell. So you take a rowing shell, and if the team is working together that are aligned, and by the way they're all pulling in the same direction, they'll go faster and farther together than any individual ever will. And so that's the biggest thing I learned is that every individual in service to the larger team makes a big difference.” - Dan. Streetman
-----------------
(01:50) Segment 1: AAR
(03:37) Dan’s West Point experience
(08:50) Dan’s time in the Army
(17:11) Receiving the MacArthur Leadership Award
(19:06) Impactful classes at West Point
(20:57) Segment 2: Sit Rep
(25:32) Leadership in military vs. corporate leadership
(28:09) TIBCO merging with Citrix
(31:46) Sales advice for transitioning veterans
(36:49) Segment 3: SOP
(41:59) Dan’s daily routine
(44:19) Balancing work-life and family
(47:10) Segment 4: Giving Back
-----------------
West Point Association of Graduates
[00:00:00] Narrator: Hello and welcome to On Point.
This episode features an interview with Dan Streetman, Chief Executive Officer of TIBCO, a revolutionary software company that allows communication within the financial markets to occur in real-time and without human intervention.
Dan is an expert at leveraging real-time data to enable faster, smarter decisions. Prior to leading TIBCO, Dan helped propel significant data-driven transformations, most recently at BMC, Salesforce, and C3.ai. He is a strong advocate for creating cultures of collaboration, and he honed his leadership skills as a U.S. Army officer, serving in combat operations and receiving decorations including the Bronze Star. Dan is a distinguished graduate of the U.S. Military Academy at West Point and earned an MBA at Harvard Business School.
In this episode of On Point, Dan talks about how always finding the right solution and having humility are critical in everything you do. He explains that teamwork is crucial for success both in business and the military. Dan provides career advice for transitioning veterans, talks about receiving the distinguished MacArthur Leadership Award while at West Point, and gives insight into his post-military career path.
Now, please enjoy this interview between Dan Streetman, and your hosts, Tim Hsia and Lance Dietz.
[00:01:29] Tim Hsia: Welcome to OnPoint. A podcast started by Eddie king west point class of 2008. I'm your host, Tim Shaw class of 2004. And I'm Lance Steve's class of 2008. And today we're joined by Dan Streetman class of 1990. Dan, how are you
[00:01:43] Dan Streetman: today? Thanks guys. Really a pleasure to be here.
[00:01:45] Tim Hsia: Awesome. Let's get into our first segment AR or for our non-military.
[00:01:49] Tim Hsia: After action review. And this segment we'd like to touch on specifically what other veterans can learn from you, your process and your journey. Dan, could you please talk about your decision to attend west point,
[00:01:59] Dan Streetman: [00:02:00] certainly. And, uh, that's one of those first places where you learn a lot about the process.
[00:02:04] Dan Streetman: One of the things I think was point in any tough situation teaches all of us is the importance of humility. And for me, that started actually applying to west point. I was a sophomore in high school. We took on. Family to New York city. We drove the 20 something hours from Florida, my mom's station wagon.
[00:02:21] Dan Streetman: And while we were there, my dad decided we would pop over to west point so I could see what it was about. So it was probably close to the last week at a March. Uh, it was a Friday afternoon. And so when we arrived, the entire Corps, cadets was out running, not in formation or any organized way. They're all just running and having a great time.
[00:02:39] Dan Streetman: And it really seemed to be like thousands of them and everyone, the picture of it. So then I didn't know it was, I first it was March. It was likely the first warm day of the year. I didn't know anything about gloom period coming from Florida. Second, the spring army physical fitness tasks, the APMT, uh, was like just a few weeks away.
[00:02:59] Dan Streetman: And essentially they're [00:03:00] all out running because they were worried about their performance on the APF D run in essence, Friday afternoon was the only free time they had all week. So since I preferred like athletics, academics, and knowing next to nothing about west point, I decided right on the spot that that was for me.
[00:03:16] Dan Streetman: So let's just say that I learned a lot about, you know, due diligence from that experience. And I think all of us can say that we learned a lot more at west point than we ever imagined. We would. On that day, we chose to attend. And I think there was a powerful lesson for me, right from day one when I showed up without knowing a whole lot more about it than look, there's a lot of people that like to run and they're in shape.
[00:03:35] Tim Hsia: So what was your west point experience
[00:03:37] Dan Streetman: like? So again, I think one of the key things you learned at west point is that idea of humility and, you know, obviously appropriately drilled into all of our heads where the three hallowed words of duty honor country. And I know that everybody can repeat that and treaty from general MacArthur, but I think I learned that kind of companion set of values, particularly for a leader in today's.
[00:03:57] Dan Streetman: Uh, and it starts with humility. And I think it's [00:04:00] like, again, not only applying it, I learned humility. I, one of those things is not everything at west point we learned was a hundred percent correct. So back in the day and your younger grads might not remember this every Saturday morning we had inspection, at least in our memory was every Saturday morning.
[00:04:14] Dan Streetman: So this Sammy inspection and open your medicine cabinet, everything had to be perfectly displayed and we would blow up our toothpaste tubes. So they were perfectly new. Never touched that toothpaste too many other time and it just sat there. So my yearling year, I'm down in the university of Florida visiting my high school, sweetheart, but we'd maybe drawn apart during the year.
[00:04:35] Dan Streetman: And she was one of the few dorm rooms, university of Florida that had their own. And I opened the medicine cabinet and sure enough, there was a very poorly displayed toothpaste tube. So I blew it up to show them what it should look like. Let's just say she wasn't impressed with that. Fortunately, she overlooked that mistake and she's been my partner for 31 years now, but I think that those lessons in humility we learn are critically important.
[00:04:58] Dan Streetman: And I had a great [00:05:00] tactical officer. I got in my Pete, his nickname was cold steel champagne. And, uh, he taught us all a lot about humility. Pete was a stocky and short a lot like me. In fact, his nickname for me was fireplug. And so that was another lesson in being humble. This guy gets to be called cold steel and my nickname was fireplug.
[00:05:18] Dan Streetman: He managed to turn that into a compliment. He said, look, if you ever run over by a car, there's likely to be a lot more damage to the car than to you. I took that as a compliment. But a cold steel. Wasn't a grad. He went to Norwich and he had a little bit to prove because of that. And so he was going to demonstrate his leadership prowess as a young captain by transforming my cadet company, which to be honest, didn't have the best reputation into that highest performing company in the Corps.
[00:05:42] Dan Streetman: So he took a personal interest in everything. So not only was our beast barracks demanding. I'm sure it was harder than everybody else's ever, but as soon as the academic year began, we were doing voluntary physical training at 5:00 AM. Now the Dean found out about that and put it to a halt, but it was a really good indicator of how tough he was on us, [00:06:00] but he gave us lots of feedback and attention.
[00:06:03] Dan Streetman: And so one of the pieces of feedback he gave me, which stuck with me ever since west point and cause I was doing well, I had done well at beast barracks. My grades were doing fine and not captain champagne and his best Norwich accent said, you know the problem with you that five. Is your almost always right?
[00:06:21] Dan Streetman: And I'm thinking, well, isn't that what we're trying to be like more right than everybody else. And more accurate, more precise, you know, Strack, we called it and he explained it really clearly that wasn't the idea you want to find the right solution. Always not, almost, always in the way to do that is to get input from a team and to make sure that everybody understands what you're trying to do.
[00:06:41] Dan Streetman: And if you don't get there, then you quickly begin to adapt. So from that point on, at west point, I kind of adopted. Two ears and one mouth rule and take the time to listen, to gain feedback and understand the situation before speaking. And I think that was profound for me because west point, I think Stan McChrystal [00:07:00] that a good job of highlighting doesn't measure everything it takes to be a great leader.
[00:07:05] Dan Streetman: And in fact, some of the metrics that you use to measure us, aren't perfect by most of those measurements I was doing great, but this idea of how to become a humble, who bleeds, we all had this idea lead from the front take charge. That's what they taught us, particularly as infantry officers and light engineers.
[00:07:21] Dan Streetman: And I think again, to quote cold steel, that phrase is almost always right. We absolutely want to set the example from the front to hold ourselves to higher standards that everybody else, but I actually think. That's the way we think about it. It's not lead from the front. It's set the example from the front and lead from the middle, because we're in the middle of your team.
[00:07:40] Dan Streetman: You get a way better feel for what's going on. And that was one of the real takeaways for me at west point that by class rank, I was doing fine. I got to be first regiment commander, even in the dark ages of the eighties. We were the first class to get issued personal company. Now there were personal, but they were the size of Footlockers.
[00:07:58] Dan Streetman: We had to lug them across the plane. But I [00:08:00] knew at that point, that information was going to start going so quickly. And so pervasively and no single leader would ever be able to comprehend the entire situation. They'd need their team. And of course, Stan McChrystal also has this book team of teams, which I think is fantastic.
[00:08:13] Dan Streetman: And it tells that idea, um, that what be humble, don't try to be the expert. You must be tactically and technically proficient. You must know your. And the job of those you're going to lead, but to think you can do it better than them is stumbling. The west porters can encounter. And if I didn't have a great tactical officer like Pete champagne, I might not have learn that, but that was a powerful takeaway for me.
[00:08:35] Dan Streetman: And I really did enjoy most of the aspects of west point. Like all of us, it's a lot better than the rear view mirror, but I think there's really no finer institution for learning how to lead in the modern age, fast pointing
[00:08:46] Tim Hsia: a bit. What was your time?
[00:08:48] Dan Streetman: So I was very fortunate. We all know at west point you get sure branch by your class rank and then your post.
[00:08:54] Dan Streetman: And when I was going through in 1990, All of the infantry slots [00:09:00] anybody could want. And so when I chose to go infantry and I put stacked rank my options, I knew I was going to get in for tree. Like the great part is, is, you know, the next semester later you get to pick your posts. And I was the number two infantry officer behind a Rhodes scholar.
[00:09:16] Dan Streetman: So I like to say often that I was the smartest person at west point. That was dumb enough to choose infantry, but I really enjoyed infantry and I love leading soldiers. And my first duty assignment was in Italy. Which was, uh, now the one 73rd back then it was a combat battalion team and our battalion combat team.
[00:09:32] Dan Streetman: And my leader was a guy named John Abizaid. So those of you who graduated, remember John is the CENTCOM commander. At that time, John was a frocked major. So he'd been promoted basically to Lieutenant Colonel on paper, not even on paper, right by rank in order to lead our battalion. And it was the largest standing battalion in the army.
[00:09:52] Dan Streetman: And I learned so much from that time working under general Abizaid now and have stayed close to him throughout my whole life. That [00:10:00] looking back on that moment in time as really a tremendous leadership and growth experience, he taught me tremendous lessons about holding your team members accountable, holding yourself accountable, being adaptable.
[00:10:11] Dan Streetman: I remember working and I finally got through being a platoon leader and support between leader is on staff and we worked all night on a plan. And now there are a lot of eyes on this. We were jumping in to start India along with fellow NATO troops. And we were part of the allied mobile force, the AMF, which was all the NATO paratroopers.
[00:10:29] Dan Streetman: So the staff worked super hard on this plan. And Colonel Abizaid said, no, we're not going to do that. Here's what we're going to do and change the whole plan. And this is a person that obviously put his own career at risk, probably introduced more faults into what might happen, and we might not look as good in order to make sure we are very well-trained for the time that that could occur.
[00:10:49] Dan Streetman: And so that kind of selfless and brave and encourage and leadership. With something I carried through, I got to command again in Fort Benning and the third infantry division. I had another [00:11:00] great battalion commander and tad Davis, and my assignments were really top notch. We were obviously going through a bit of a drawdown and things were tight.
[00:11:07] Dan Streetman: So I wasn't able to go to ranger regiment as a Lieutenant. We weren't allowed to leave Europe. So now I get to the end of my company command and I come home to my wife. Who's there with my one-year-old and my three-year-old and explain, I'm going to get a chance to go to regimen. The ranger regiment for those that are tracking.
[00:11:23] Dan Streetman: Cause I was there at Fort Benning and that's when she proceeded to explain to me that she wasn't having as much fun in the army as I was. So I chose to go teach economics at west point. And so I was on that path. And when you get to do that, you go visit business schools. So in early 98, I'm visiting, you know, all the main business schools that I'd been lucky enough to get into.
[00:11:45] Dan Streetman: And, you know, I asked her probably naive early and obviously in hindsight, really incorrect. Felt that we did an air of American and attainable global peace. And I knew the military would continue to play an important role. I just felt that technology. [00:12:00] From what I was seeing in 1998 and business school had this potential to make even more impact than our society.
[00:12:05] Dan Streetman: So I chose to leave active duty. I went to business school and then joined the technology industry. Uh, clearly what I didn't know is that all that would change very quickly as we entered the global war on terror, less than a year after us. So given that I chose not to resign my reserve commission, my thought it was just my duty to stand ready for our country ever needed someone.
[00:12:23] Dan Streetman: I tried to drill actively for two years in the reserves and it really wasn't compatible. Both a young family and my civilian career, but I still remained in the IRR in 2008, 10 years. After that decision, I was called upon to go back it involved now retired general Abizaid, which is a kind of different part of the story, but I returned and I deployed to Baghdad as part of.
[00:12:45] Dan Streetman: On their first combat deployment since the Korean war. So that's my military career in a nutshell. And of course, what I learned in between and the civilian world was very applicable. Uh, when I was in Iraq, my wife and I had a 13 year old daughter, 11 year old son. [00:13:00] And at that time they were still mostly happy to have me around anybody in our audience who has teenagers will find that hard to believe, and certainly they'd get harder.
[00:13:06] Dan Streetman: But at that point it really was a hard decision to leave our family and obviously to put my civilian. Um, when I was the chief operating officer of a FinTech company with a lot of potential. So to step away from that role, you know, in a critical year in the company's development was, was a challenge. I guess I should kick continue that part of the story feeling sorry for myself, I'm leaving all these things behind.
[00:13:28] Dan Streetman: Once I got there very quickly stopped feeling sorry for myself, because my eight years of service immediately after graduating had been super fulfilling, I got to go to ranger school. I became a jump master. But add its opportunity to train and parachute with fellow NATO paratroopers in the allied mobile force, but I'd never been sustained in a real combat zone.
[00:13:47] Dan Streetman: And now I was in Baghdad, alongside young women and men who are on their third or their fourth combat deployment in the same time span. And I changed my perspective and that humility that I learned at west point made me even more [00:14:00] humble and serving alongside them was difficult. And the tremendous. And I was very proud of all we accomplished right in service to our country and certainly our ideals, but it left an imprint.
[00:14:11] Dan Streetman: And then the final piece to that is the individual augmentee. So after my 13 months of deployment, I returned home early and those flights went through Dallas twice a week. The regular occurrence, the community knew it's 2009 and there must've been 400 people lining the corridors of OD Dallas Fort worth airport, welcoming us back.
[00:14:30] Dan Streetman: And there were flags, banners and stuff. But I looked closely at the crowd was even more touching to me is how many of them probably more than half were Vietnam, era veterans, veterans, who'd never received such a warm and dignified welcome that experience influenced everything I did from coming home for 13 months, I've worked alongside young women and men who were fully committed to serving in harm's way.
[00:14:52] Dan Streetman: And there I was being welcomed by veterans who we'd failed to do that for three decades. So I wanted to make sure that our [00:15:00] current generation of veterans who served would have the support resources, they need help them overcome challenges and make their transition, which is why you're providing this service with this podcast.
[00:15:09] Dan Streetman: And I've been really lucky to be involved in many other programs. I started the vet force program at Salesforce. Where we gave free training to veterans and families and Salesforce technologies that is still an ongoing program now called Salesforce, military, many other programs, which I'm happy to share with anyone of interest, which have helped tens of thousands of veterans make the transition.
[00:15:32] Dan Streetman: And then selfishly, uh, and I'm gratified to say many have helped my own teams and, and even better using the techniques that have accelerated veterans transition. We're also now recruiting and transitioning under selected minorities and women who might not think about coming into technology into our teams.
[00:15:49] Dan Streetman: So all of these things have been the ultimate win-win for me, none of these things are past that. I set out that I thought when I was a Lieutenant and you're filling out your spreadsheet about what your entire [00:16:00] military career is going to look like, whatever. But by essentially being willing to serve and putting your best foot forward and remaining humble.
[00:16:07] Dan Streetman: Now you find yourself in great positions and I'm very fortunate to be in this one, surrounded by a lot of great veterans, a lot of great people who might not have thought they'd have careers in technology simply because I got that call from general Abizaid I'm now 13 years. So your
[00:16:23] Tim Hsia: path is similar to interview that Lance and I recently did with Rodney Manzo who's at west point classmates.
[00:16:30] Tim Hsia: So Rodney went to west point, crushed it at beast barracks. I was a firsthand witness, a crush it as a kid, ed ranger school Sapper school, aerosol airborne. What's the track team captain just has done amazingly well. And then you can contrast that with Han Kim and Stan McChrystal, who really struggled at west point, but managed to figure out what they needed to do to Excel.
[00:16:52] Tim Hsia: And so it's interesting that despite all your accolades and achievements, you talk about humility. I want to flip that script that real quick and talk [00:17:00] about the MacArthur award. Cause you mentioned duty honor country. Speech and saw that as an officer, you got the MacArthur leadership award, which I'm tracking is only given to like the top 25 junior officers.
[00:17:11] Tim Hsia: And so could you elaborate about being selected?
[00:17:14] Dan Streetman: Sure. Uh, I think it's a tremendous program. So the MacArthur leadership award to your point is awarded the 25 officers. It's split half and half between reserve national guard and active duty. So you're one of 12 or 13 active duty officers that's nominated.
[00:17:28] Dan Streetman: And, you know, it comes back to just applying all those proper lessons that we learned around leadership at west point. And then you hone and refine. And I was very fortunate in my experience. To work for great battalion commanders, including John Abizaid. And I just applied those lessons learned as a company commander and our company delivered strong results.
[00:17:48] Dan Streetman: It was a mechanized effort, your company. I know I made them foot March a lot more than anybody in the past had like Stan McChrystal. I think that's, that is a strong driver of discipline in cohesion and it worked for us [00:18:00] and we excelled. And so I was really honored. To get the opportunity to go to Washington DC, to receive the award.
[00:18:07] Dan Streetman: And it's fun now because I have several classmates, including a roommates who are generals and they have their name on very big plaques in the Pentagon, but I tease them that they can go down the hall. And one of them walks by the platinum MacArthur, black every day. And my font is tiny. It's about six point, but my name's going to be there after there's goes away.
[00:18:27] Dan Streetman: So plan to tease him about that. I know several leaders, general Bernie banks, who, if you guys haven't spoken with yet, you should a tremendous leader is also on that board. And so it's an honor just to be among those folks. And there was a great way to leave active duty and continue the transition. And to remind you that your first obligation is to serving those who are.
[00:18:48] Dan Streetman: And, uh, I think it was doing that was probably the biggest reason that I was nominated and selected for the award. One
[00:18:55] Tim Hsia: more question. Before we go to Lance's section, were there any particular classes at west point [00:19:00] that were super impactful to you?
[00:19:01] Dan Streetman: I actually loved almost all our classes. I really did. I thought Westport structure was phenomenal in that you have.
[00:19:07] Dan Streetman: And most colleges, all of these kind of paths you take. And I love the fact that we had to take a lot of classes at west point to become right knowledgeable and a great number of things. And I really appreciated that as a matter of fact, I appreciate it so much that I studied national security and public health.
[00:19:25] Dan Streetman: That was actually a field of study at west point. And of course, you know, my classmates would say that NSPA stood for not studying particularly anything, which I'll accept because I was lucky to be good at math. I got them skip a few math classes upon arrival by testing out. So I went deep obviously into political science and economics and into history, which I think history absolutely rhymes doesn't repeat itself, but the ability to learn and dig deep into that was powerful.
[00:19:51] Dan Streetman: One of my favorite courses was two of them were on Russian history. Taught by a, at that time major Dan Bolger, who's [00:20:00] now retired and has written several good books. And I wouldn't have thought all the things he taught us about the Soviet union and Russia, you know, 10 years ago, I thought, geez, that's old news.
[00:20:08] Dan Streetman: And guess what? It's back to being very important. And so I harken back to a lot of those lessons from understanding the history of the Soviet union, the history of Russia, which motivates a lot of their, like the activities that the Russian government is undertaking now. And I don't probably regret a single class at west point, even boxing was, it was a learning trip.
[00:20:28] Dan Streetman: So I'm a great hog in that. I think it's a tremendous institution. I love the fact that every cadet must be well-read. I love the fact that even if you major in English, you graduate with a bachelor in the, and I think that's a standard that west point continues to uphold. And I love everything that our Dean and our academic faculty at west point are doing.
[00:20:44] Lance Dietz: Dan, let's move into the next segment, which is what we call the sit rep or the situation report. And this is where we go into what you're doing now. And you alluded to this previously in the podcast, but could you walk us through your career, post the military from business school, through to where you're at?
[00:20:58] Dan Streetman: Life is about [00:21:00] intentional non-intentional mentors and finding them because I was at business school with a one-year-old a three-year-old I actually split my summer and did two internships. So I didn't take any time off. And I did an internship at McKinsey and internship at a software company, then I thought, all right.
[00:21:14] Dan Streetman: So I want to work at McKinsey, tremendously smart people, fantastic ethics, and how they do consulting. So I thought I'd go up to essentially San Francisco. See the McKinsey office, because clearly they're doing a lot of software work. It was like most all banking. And while I was there, a classmate of mine, John knew hard, said, Hey, while you're here, come visit Tom Siebel.
[00:21:36] Dan Streetman: And Tom was running Siebel systems, which was really a first of its kind, at least of its scale, CRM, customer relationship management software. And Tom is phenomenal. And I loved working for him. And I learned a lot of lessons from Tom, but he did. Leaned across to me and say, so I understand you're going to go to McKinsey and there's a lot of smart people there, and they're going to tell people how to run their companies and that's what you'll be doing.
[00:21:56] Dan Streetman: I said, that's great. I understand that. And you're clearly smart enough to do it, [00:22:00] but just remember, you're always going to be a Virgin telling people how to have sex, and I can relate to that analogy. So I went to work with Tom Siebel systems and I learned a tremendous amount about enterprise software.
[00:22:10] Dan Streetman: And Tom took the charter of CBO very seriously. All of our conference rooms were named after our customers. This focus on customer success was critical to him. And then I've carried that through my career. From there, I worked at a FinTech startup after I got back, Tom was starting a new company, so he recruited me to work there, company called C3 AI.
[00:22:31] Dan Streetman: And interestingly, one of my early conversations at Siebel was with a person named mark Benioff who had started a different company called Salesforce. And the market recalled that conversation, but also recalled that because I was working at Siebel, nothing legal, there's nothing that would prevent me from going.
[00:22:48] Dan Streetman: I just, at the time felt with my ethics. It wasn't the right thing to leave Siebel and go to it's up and coming competitor 10 years later, I didn't feel the same. I guess I can position against that. And mark was doing a lot of [00:23:00] exciting things. Expanding into enterprise. Salesforce started as a very call it small, medium and business, easy use case, but to go to enterprise becomes much more complex.
[00:23:10] Dan Streetman: You need a lot of partners. I had built a lot of my knowledge building and working in partner ecosystem. So I went to Salesforce and spent five years there, then went to one of their partners, a company called BMC. And part of that drive was I absolutely believe systems of record, you know, like Salesforce are important, but one of the things I was seeing was.
[00:23:30] Dan Streetman: All the information we collect, not just about customers, but about everything around us is growing exponentially. We look at right now, more things are connected than ever before. And each of those things that's connected is throwing off more data in order of magnitude more data. So we're having tighter and tighter, exponential increases of data.
[00:23:50] Dan Streetman: And that led me to, uh, be here. Tipco, you know, we have TIBCO. What we do is we unlock the power of real-time data for faster, smarter. And we solve the world's most complex [00:24:00] data challenges. So all of my career, again, not intentionally has been around, starting at a great system that used some data to understanding that now data itself is the system and a great organization like TIBCO, which manages data at high speed delivers hyperconvergence analytics, connects everything that needs to be connected and intelligently manages.
[00:24:21] Dan Streetman: It is a powerful place to be. And so it's really fun now to take all those lessons I learned. Conference rooms named after customers, then go deep into how we are helping our customers transform. And our customers range from, you know, federal express to United, to most, all the wet, all the Western pharmaceutical companies.
[00:24:39] Dan Streetman: For example, there's not a vaccine in the Western hemisphere. That's not produced by typical customer. There's not a plane flown by a major airline in the Western hemisphere. Including Europe, which is empowered by TIBCO in some way or another, almost all the financial transactions at the world's largest banks are powered by tip 21 way or another.
[00:24:57] Dan Streetman: So it's very fun to be part of an organization [00:25:00] where your focus on customers is so important, because if you let that customer down, they're letting down millions of customers, they're letting down our economy know. And so it's a very fun place to get an opportunity to be a leader. And I'm very proud of our team and I'm certainly proud of the way we serve our patients.
[00:25:17] Lance Dietz: You've been at various companies in leadership roles. Very curious how your leadership experience in the military has set you up for your leadership roles at these companies. And if there's any one, two or three things that have really stuck with you from the
[00:25:31] Dan Streetman: military. Yeah. So I think it comes back to this idea that you're never going to accomplish as much as an individual as you will with a team.
[00:25:38] Dan Streetman: And, you know, oftentimes that's accelerated by technology, right? So there's a proverb. If you want to go fast, go alone. And if you want to go far go to. Right. Fast alone, far together. And in technology, we break that paradigm like that proverb was stated when we all moved by foot, let's take the simplest example of technology.
[00:25:59] Dan Streetman: It's a [00:26:00] rowing shell, right? So you take a rowing shell and if the team is working together, they're aligned. And I know by the way, they're all pulling in the same direction. They'll go faster and farther together than any individual. And so that's the biggest thing I learned is, you know, that every individual and service to the larger team makes a big difference.
[00:26:18] Dan Streetman: So, as I mentioned, I get this opportunity as we're recruiting, transitioning, military folks, and one great program is a program called a break line, which I highly recommend to anybody who's making their transition. Please check them out and I'm happy to connect you with them and break lines, mostly around transitioning people into it.
[00:26:37] Dan Streetman: So information technology. And what I tell each of those team members or prospective team members is the most important int you're going to bring our integrity and teamwork. You can bring integrity. You can say what you say. You can say what you mean, do what you're going to do. That's integrity though.
[00:26:53] Dan Streetman: All those aspects of holding stuff to a high standard, but you can also be. Hey, man, I'm in this for me. I'm going to be [00:27:00] not to pick on bankers, but the best banker in the world. And I don't need to work with the team. I need to have the best idea. That's awesome. You're just not going to work in my organization.
[00:27:09] Dan Streetman: Modernization. If you understand that you're always going to be better. When you have shared consciousness, do you use right general McChrystal's term and you recognize that you're in this together with a team who will do better if you're rowing in the same direction and you're aligned on. So it almost comes full circle to this whole duty honor country idea for me, my new mantra, if you will, there's three hollered words are humility.
[00:27:33] Dan Streetman: As I said, the idea of leading from the middle integrity and teamwork, I think there absolutely as powerful for a leader in the modern age as they work for us then. And I think indirectly, we all learn those at west point. They just weren't part of our pleat knowledge and that's helped me become a leader and help me more importantly, develop leaders in the organizations I've had the opportunity to, to.
[00:27:54] Lance Dietz: Dan the company recently announced that you'll be merging with Citrix. What [00:28:00] has that experience been like? And more broadly, what has it been like working with
[00:28:03] Dan Streetman: private equity? That's a great question. People haven't worked in private equity. There's a lot of misconceptions and you know, one book in particular paints, private equity and.
[00:28:13] Dan Streetman: And bad light. I actually find it very intellectually stimulating. You're typically working with technologies that are super meaningful, that have an opportunity to do better, but the public markets aren't always, and I was just with Dina Friedman at NASDAQ, and she's phenomenal understanding this, not always the best place to go through transformation.
[00:28:30] Dan Streetman: There's now fortunately, plenty of examples over the many years, since that first book came out about private equity. Where you're able to transform an organization to put it on better footing and either to recapitalize it, go back out public. And I think private equity is exceptional at doing that. And I love this idea of that's very leadership driven.
[00:28:51] Dan Streetman: You have to make tough decisions. There's no marketing flash and private equity. There's more than one public company out there who market something really cool that [00:29:00] has a future and their stock trades on that. And I think that's the. What I love about private equity is right. You trade on the fundamentals and if you go back out through the market, it's on the fundamentals.
[00:29:11] Dan Streetman: So that's been very exciting for me, Vista as my current private equity owner. And I'm partnered, uh, with Elliot, as we are merging with Citrix can speak about what that looks like, but I can say I'm very excited about what we're able to unlock as you think about again, this idea that what we do at Tipco is give our teams and our customers access to data no matter where.
[00:29:32] Dan Streetman: For those of you that understand data, there's never going to be in one data center ever again. It's not gonna be in one data lake. It's likely not even to be in one hyperscaler ever. Again, some of it's going to be out on point systems. So at TIBCO, we make you an organization's able to access that data seamlessly to intelligently unify it, and then confidently predict the next best actions around it.
[00:29:53] Dan Streetman: With our analytics portfolio, Citrix was dealing and supporting the same thing. Customers people, [00:30:00] cultures are going to be, let's say in more places than ever before. We used to come to the office to answer the phone. And then we came to the office to access our systems. Now we're going to do all those things everywhere.
[00:30:11] Dan Streetman: So this idea of. Data from wherever it is to team members, wherever they are is powerful. And we're going to help collectively help organizations unlock that with right fast, seamless and secure access to everything they need no matter where their team members are. So that's pretty exciting. And I think it's got great.
[00:30:31] Dan Streetman: An industry analyst, you'd call it tailwinds. And I believe it is, but I think it's also driven by just the incredible innovation of our teams. The tip team members are excited about this and really, you know, I've built a fantastic reputation with our customers. The Citrix team is obviously leaning forward and has delivered a lot of great product and they're market leaders and all the segments they care about.
[00:30:52] Dan Streetman: So we see a really fun opportunity to bring the two teams together.
[00:30:56] Tim Hsia: I want to go back to your career and talk something that's [00:31:00] more operational and tactical. So when we talked to Ben fall, he talked about the importance of sales and he said, sales is an infantry, but it's also not infantry. And he also said that some veterans, and this was a conversation and Lance and I had back and forth with this, that some veterans, when they transitioned.
[00:31:15] Tim Hsia: Don't think about sales or think it's a bad word and looking at your career, you've been, you've had a lot of sales roles. What advice, if any, would you give to transitioning veterans on
[00:31:25] Dan Streetman: sales? So it's a great question. I have had, you know, general manager jobs where I ran R and D et cetera, but I absolutely gravitate towards the customer company interface a lot.
[00:31:35] Dan Streetman: And the reason it's so powerful and software is in the end, we're there to solve customer problems. And right. If you are an account executive and I'm very careful in our terminology because it Tipco, as I mentioned, we are unlocking real-time data to solve the world's most challenging data problems and make faster, smarter decisions.
[00:31:53] Dan Streetman: That's not a sales reps job. That's an account executives. They're thinking about multiple [00:32:00] factors are understanding the value they're delivering. And so our team members who are customer facing our account executives and customer success managers or executives, and I believe that language matters because it absolutely describes what they're doing.
[00:32:13] Dan Streetman: And I encourage anyone who's thinking about the transition to go do it. And many people will be like, it's a little scary because it's the one job to be clear where there's a score sometimes every week, certainly every quarter and absolutely. And in the military, that's exactly what we had. We had an APF D or now that you're a CFT two times a year, you had marksmanship scores and guess what you studied, you practiced, you trained and you did well on those.
[00:32:41] Dan Streetman: And I see veterans making the transition to extraordinarily well in customer-facing roles to your point. Sometimes it comes with a negative connotation. They all think everything is the sales person that they might see in a car lot or somewhere else. But being an account executive in a world-class software company, I think [00:33:00] is a very rewarding role.
[00:33:02] Dan Streetman: And again, it puts you right where your software is making the most difference, which is with your customers. So I wouldn't change that aspect of it. I'm glad I took the time to run. A a software development team because it teaches you right. That it's not easy either. And when you're an account executive, you have this idea of, they just built this into our product, or we just add this feature.
[00:33:25] Dan Streetman: This would be so much easier and understanding, right? Why some things don't happen overnight and everybody is doing their best is also powerful. So no matter what role you take and product managers, R and D leaders program. Take the time to understand what the people do your left and right are doing right in the same way.
[00:33:43] Dan Streetman: At west point, you know, we did combines our week. We wrote in and Abrams. The next day we were using Bangalore torpedoes. I think this idea of knowing what everybody is doing is powerful and then being an account executive does help you get. Experienced very quickly. So I agree with Ben [00:34:00] in almost all things by, and I would encourage people to look at it very carefully as they make their transition.
[00:34:04] Dan Streetman: And again, great programs are available. BreakLine is one example where we've hired several of our account executives and several of our leaders who go through that program and vets and tech based in San Francisco is also phenomenal. There are resources to help you make the train. I definitely appreciate that I went to business school, but I don't think that's a requirement.
[00:34:23] Dan Streetman: As a matter of fact, the very first veteran I recruited was a Naval academy. Grad. Who's a phenomenal leader named Ben Stein. He's now running all of our international sales and our small medium business unit. He went straight right through from being the speech writer in Annapolis through break line.
[00:34:39] Dan Streetman: But I could tell that talent now, since then he did it. MBA while he was with my company, but I don't think you necessarily have to get your MBA either. I do think it's important at some point, because coming back full circle, it gives you exposure to things that are outside your day to day. It's harder work than certainly had to put an extra time.
[00:34:58] Dan Streetman: But I think he's getting that benefit [00:35:00] in space.
[00:35:01] Tim Hsia: Tying a few themes. You said around being a generalist and how you really liked west point, you get an English major, but you're still a BS. And it feels like between west point infantry generalist and the AAE role, it feels like those are all very generalist roles in a sense that you have to be customer facing and yet know many aspects of the business.
[00:35:23] Dan Streetman: Yeah. I look, I'm a Lieutenant in the military is you're ideally right? Your saga. Or you're out of your machine, gun gutter. They're better at that than you, but you know how to do their job. And you know how to recognize excellence, to know how to train them. And I've certainly had squad leaders that were more proficient than I was had more time in the field and better, but you learn their jobs and you set the example, as I said, from the front, by holding yourself to a higher standard, but you lead from the.
[00:35:51] Dan Streetman: Acknowledging their expertise, holding them accountable when they're not, you're not trying to be their buddy. And there's a big difference. You know, that's a different lesson that I learned from general. Abizaid one time, but [00:36:00] you shouldn't be afraid to get to know them and get to appreciate what they bring to the table and then recognize them for that.
[00:36:06] Dan Streetman: And again, it's not so much being afraid of being an expert. It's being excited about knowing more, being excited about taking the time to understand what's happening. Around you and raising your head up and you try to do that in your own personal habits everyday to
[00:36:22] Tim Hsia: we're going to move into the next and third segment, the SOP or standard operating procedures in this segment.
[00:36:27] Tim Hsia: We're going to talk about the personal routines, habits and words to live by that have been instrumental to your success. So we know you do triathlons, not just triathlons, but iron man triathlons. And we know. You also escort visually impaired runners. So we'd love to talk about that. But the first question is what routines or habits do you have in the military or west point that you still have?
[00:36:48] Dan Streetman: Yeah, I think Tim, you said this once, which is great. Aside being a professional athlete, the military is the only place where you get paid to work out. And I think that was obviously a habit that's instilled into [00:37:00] everything. Yeah. You learn how to do it with less sleep than most people. And I think that's also powerful as well to have the discipline, to get yourself up when you might be tired.
[00:37:08] Dan Streetman: And no you're going to feel better later on in the day because you worked out and I'm like, Stan McChrystal, you're under shared this. I'll get up as early as I need to get my workout out of the way. It's too easy for something to step in over the top of that. So that's the number one habit of keeping myself able to do this?
[00:37:25] Dan Streetman: The way I think about my habits are my body, mind and soul. Your body has to come first because if your body breaks down, that's the carrier for all those other things. And so that training that we developed and I loved leading people. I wasn't the biggest, uh, Lieutenant there, but as a result, I had to be in the back.
[00:37:43] Dan Streetman: And I was either on the APF T or I would even get in that. I don't know if you guys still call it the king of the Pitt game, where we had to throw people out of sawdust. I would step in there with anybody because you had to be able to set that example, right. And know that you were willing to, you know, shoulder more than your share of the task.
[00:37:59] Dan Streetman: So I think that's [00:38:00] the number one thing I learned is taking care of the machine that you're buying. Getting the workout in the reason I do iron mans and run marathons is so that I have something to train for nothing more motivates me better than the fear of like failing. So I signed up for races. I have, I had a half iron man coming up in June, a full iron man coming up in October.
[00:38:22] Dan Streetman: And then into your point, I will guide in a marathon in December one of my visually impaired friends. So having that in your cycle and building the discipline around your training schedule. Is everything. And that helps tremendously. Now you go from body to mind and in the military we learned the same thing.
[00:38:39] Dan Streetman: Like you were constantly go into a course, you finish being on the team leader. You go to the career course, you finish the career course, right? You go to another course and doing that day in and day out and learning is key as well. So much. Like I work out every day. I always try to read something that's not directly related to my work.
[00:38:58] Dan Streetman: Now audio books [00:39:00] and podcasts are awesome. Cause I do cheat and count that as reading, but because I do long bouts on the bike, when I usually do that, when I'm on a train or during the week, I can listen to a book and process that and I try to have it be wide ranging. I love history, but I also read every pin general.
[00:39:16] Dan Streetman: McChrystal's put the paper. I think that the modern leaders have so much to share as well. And that's really been powerful for me is thinking, okay, first I take care of my body. Then I focus on my mind and how I'm always expanding it. And the course, like all things, it's not a tribe saying, the more you learn, the more you realize you don't know.
[00:39:35] Dan Streetman: And that's a powerful place to be, because if you then able to continue to think, learn about other things and the second you stop doing that, I think that it becomes very difficult to be the person you, you set up. And those two things obviously come back to the soul piece. We're on this planet, right? To engage with other humans and make the world a better place in whatever small way we can.
[00:39:59] Dan Streetman: And that's kind of what [00:40:00] I like to do in every evening is reflect on the day. And have I been the best person I can be if I've been the best father, the best spouse and partner that I can be and a resolve to fix it either right there on the spot, if it's my spouse, or as soon as I see that person the next day.
[00:40:16] Dan Streetman: And I think thinking in terms of that throughout your day is really powerful, which is body first, get it out of the way, knock it out your mind if you can do it during that workout. Great. But make sure you're setting aside time to learn something new or explore something you wouldn't have done otherwise.
[00:40:31] Dan Streetman: And then Sol is great in the evenings when you have that quiet time reflection and think about your day and what you did or didn't do. And we all make mistakes. As you know, too many to list here each day. But never going to sleep satisfied that you did your absolute best because you can always be better.
[00:40:50] Dan Streetman: And so that's kind of the way I think about my habits and it's the mindset I've developed in this idea of, you know, body, mind, and
[00:40:57] Tim Hsia: soul two things I want to riff off [00:41:00] one we've mentioned Ben fall off, but he also said when he journals, he feels like you get to X model. And like you just, you get to reflect, you get to think, and then you get to react and understand what to do next.
[00:41:12] Tim Hsia: And that feels like you do a fair bit of that. Uh, the second thing I want to say is you're able to combined body and mind, and so it feels very productive in the sense of working out and also learning. And I actually want to quickly talk about another routine that Stan McChrystal talked about, which is around sleep.
[00:41:29] Tim Hsia: So I feel like. Probably have very little sleep. And so I'm curious how you approach that and how that might have been changed over the years.
[00:41:37] Dan Streetman: Well, look at it, Stan. I know he talked about his four hours sleep cycle when he was commander of CENTCOM. And I think the military teaches you that you can do without sleep, but not forever.
[00:41:47] Dan Streetman: So what I learned is never feel sorry for my. Um, if I'm sleepy and tired, I do a lot of international travel. I always set the clock to wherever I'm going and I never remind myself what the time zone is wherever I came [00:42:00] from, unless it's a remind myself. It's okay. You can stay up later. Get up earlier. I average a little over six hours of sleep.
[00:42:06] Dan Streetman: So I do track my sleep score via various tools. And I'm always very. Above average, I sleep very soundly. There's a joke when you're a CEO that you sleep like a baby, you wake up every two hours crying. I don't do that. I'm able to reflect and go to sleep pretty quickly, but I do usually get up early because I want to get my workout in and want to make sure I get a good start to the day.
[00:42:27] Dan Streetman: I think, you know, Stan talked about four hours a night. It was not sustainable. And now he sleeps a lot more. I do know that doctors say otherwise, and you want to have established sleep schedule. I think mindset has a lot to do with it. I just try not to dwell on it if I'm on a different time. So. And if I arrive, let's say in Europe at 9:00 AM, I played through till evening and then I can go to sleep.
[00:42:48] Dan Streetman: And those things are powerful. So much of it's mindset. And I drive my family and some of my colleagues crazy by never letting them talk about what time zone they came from or why they're tired. Just doesn't matter. [00:43:00] It's yes, you want to be performing your best. You want to make sure you don't neglect your body by not getting enough sleep.
[00:43:06] Dan Streetman: But in those moments where you can focus and ranger school, a national training center, I did six rotations to the combination of national six or six to national training center, including time as a cadet, to, to JRTC and like four to the training centers in Europe. So like, those are absolutely sleep depriving moments.
[00:43:25] Dan Streetman: Then you learn where your limit is, but you also learn, you can push harder than you usually think you could. Certainly before you went.
[00:43:32] Tim Hsia: I have one last question on this segment before we move on to Lance's final segment, which is around family. So we recently had the good fortune to talk to Mark McLaughlin and also a CEO.
[00:43:42] Tim Hsia: And we talked to Ronnie Manzo. I referenced earlier a classmate of mine and also a CEO, and they both talked about the importance of family. And you've talked about your family and how that impacted your decision to transition, but we love to hear any thoughts you have. Bouncing [00:44:00] all those things and
[00:44:01] Dan Streetman: family.
[00:44:01] Dan Streetman: Yeah. So I do think that there's this idea of particularly in this modern age, right? How does work integrate into your life and not separate from your life and how do you find ways to make time and set things up? So for me, I create some structures at a point I picked up my daughter every Monday night from gymnastics.
[00:44:19] Dan Streetman: That was our time. And after her gymnastics and we were good at. I'm so happy. I did that because it makes a big difference. Now in that really powerful, strong 27 year old woman, she is, but you carve that made that time. I coach my son's soccer team, as I mentioned, you guys offline and the committed to do that, I started it.
[00:44:39] Dan Streetman: I think when they were in first grade and coached them all the way up through high school. But I did that by being, you know, how do you think it creative? I was there on Monday night. I would read out of wherever I needed to be for work or otherwise. And on Wednesday I had a professional trainer who worked with them on their skills.
[00:44:54] Dan Streetman: And by Friday practice, I'd be back to get ready for the game on Saturday. So I do [00:45:00] think things, all of these things are possible. If you're creative and you make it a priority, I like to make things a priority by scheduling right in the same way. I make sure I have an iron man on the couch. I made sure I had that Monday night dinner with my daughter on the calendar.
[00:45:13] Dan Streetman: And if I didn't make that, that I had to make it up and I made sure I had practiced to seem work with my son now through all of this, my wife, Terry is just a phenomenal life partner. Uh, she was there in Virginia with me and when we would be gone. For weeks at a time and come back, she was kinda like snow white and know seven dirty.
[00:45:31] Dan Streetman: And for treatment, she would drag us to different places. We went to Montreux, jazz Fest after coming out of the field, simply because she planned it. And so we've got a great partnership on that and she now runs her own college planning business and is very successful. But, uh, she certainly, uh, you know, made sacrifices for our family when the military.
[00:45:50] Dan Streetman: And not, you know, that's powerful too, but I think Stan covered this as well. Like mostly you look back, not at the mistakes you made, but the things you did, but the things that you didn't do. And I [00:46:00] always want to make sure I still carve time for friends who are retiring one of my soccer players from that same team that my son was on, who I coached from about first grade on just graduated ranger school last week.
[00:46:12] Dan Streetman: So I flew the red eye on Thursday, showed up for graduation pendis tab on Friday and flew back out Friday night. And that was crazy. It wasn't the healthiest thing to do. I did get in my run as well on the chatter hoochie, but the tire is over now. I'm recovered from that. And that experience for him and for me was.
[00:46:31] Dan Streetman: Take that extra time to do those things for the people you care about because you remember that far more than right. The extra meeting you might've scheduled or attended, or you're going to have to do those things too. I guess you'd say that TV show you might've watched this. Don't watch much.
[00:46:44] Lance Dietz: Dan we're at the end of our Thailand.
[00:46:47] Lance Dietz: Fortunately, the last segment is what we call giving back. And, you know, as we alluded to prior to the show, a lot of this podcast is listened to by transitioning veterans, for example, as well as cadets and a few others. And you've already given [00:47:00] tons of nuggets of wisdom on this, but is there any final advice that you'd like to share for someone who is leaving the military and transitioning to the
[00:47:07] Dan Streetman: civilian?
[00:47:09] Dan Streetman: Sure. So first, if you're transitioning out and you want to work at a world-class software company, make sure you reach out to me and we'll get you in touch with our team and make sure you also check out brake line and vets and tech two great programs and there's many others, but those are two that I would highlight, because again, there's are people who are.
[00:47:25] Dan Streetman: Built programs all about helping people transition. And as I mentioned, BreakLine now runs great programs for under selected minorities and women as well. So there are resources available. You're not out, you know, this on your own. Don't pick somebody randomly and ask what advice you have. Right. But build that network.
[00:47:42] Dan Streetman: And in the end, it's you gotta be a little bit more flexible. I think in the military. There's a pretty clear career path. And as I said, as a Lieutenant, I blocked out what every two years would look like. And I shared it on the spreadsheet with my wife out here, you got to have evaluate. And I think Dan Stan mentioned as well, some opportunities just come up and they're not what you were planning [00:48:00] for.
[00:48:00] Dan Streetman: And if it's people you want to work with with a product that's making a meaningful impact and you believe in it and you think you can make a meaningful difference, consider it and evaluate it. Don't ever do. Uh, that's not, for me, that's not my area. Continue to explore those opportunities because I say that somewhat facetiously, but somewhat true, like all the best career planning is done in the rear view mirror.
[00:48:22] Dan Streetman: Yes. Your life will make sense as you look back, but I don't believe you have to plan out every two years. Like we thought we had to as lieutenants in order to make an impact. And then along the way. Look for those opportunities to get outside yourself. For me, it was creating programs for veterans. One of the veterans that I got to know really well was visually impaired.
[00:48:43] Dan Streetman: And so I started training with him. Um, and before long, we were doing marathons and now I support organization called United in stride and other organization called team with a vision. We run in the Boston marathon every year. We run in the California national marathon, which is the national championships for blind after.[00:49:00]
[00:49:00] Dan Streetman: And, uh, it's like all things you think, uh, you know, I'm going to help this person. And then you get to know these visually impaired athletes and the challenges they've overcome and the people that they are. And again, it's a silly saying, we all say it, but you'd get so much more from those people than you give to them.
[00:49:18] Dan Streetman: For one, when you're running a marathon or the visually impaired. They talk the whole time. And so you're occupied, it's a blast, but running a marathon alone, it's just a struggle. And you're bored. Like when I finished your marathon with rich hunter who, oh, by the way, is a fantastic marathon. Or we actually ran a Boston qualifying time again.
[00:49:36] Dan Streetman: At Boston as a, and he was visually impaired. It's a blast because he has more stories and more thoughts. And since he's not taking in the same visual stimulation, you have a great conversation. And, you know, I'd love to say all 26 miles go before it's over, but they don't just don't feel around mile 20, but that's just a micro version of this macro that you really do.
[00:49:58] Dan Streetman: When you step up to, [00:50:00] to volunteer, to give something, you do get more out of it. And that's one of those areas where I've been very lucky to get to know a lot of great athletes have now run 10 or 14. I don't even know exactly probably 10 or 12, uh, visually impaired marathons. I guess if I do half marathons in the 15 or six.
[00:50:18] Dan Streetman: And it's great. And I've got to know all the different athletes and their backgrounds and what brought them here. Some are impacted veterans. We lost their vision in service. Some have not had vision their whole lives and some have lost it. And just like all of us out here, each person is different and getting to immerse yourself in somebody else's life and understand that just makes you a better human.
[00:50:39] Dan Streetman: And so I really know. And your
[00:50:41] Tim Hsia: career more than any other guests we have interviewed has been a reflection of humble leadership and of doing well and doing good. Thank you for giving back to the community, hiring veterans, creating programs for hiring veterans. I'm sure I'm going to miss an organization, but break line vets in tech IVA, wounded warrior project, United and stride.
[00:50:59] Tim Hsia: Thank you [00:51:00] so very much for taking the time to chat with Lance and me and for giving back to the west point community.
[00:51:04] Dan Streetman: It's my honor. And now you did a great job. Those were all great organizations and I'm happy to support them. Take care of.
[00:51:11] Narrator: Um, point is a production of the WPA O G broadcast network.
[00:51:15] Narrator: Please take a moment to rate and review the show and join us each week for a new episode. Thank you for listening.