In this podcast, dive into a conversation with Byron Slosar, the CEO and Founder of hellohive. Byron shares his vision of revolutionizing the traditional talent employment landscape.
“That’s what Hive is; it’s a place where many different individuals come together to produce something very sweet. To be able to inform and understand what our identity is in addition to all of those around us so that we can carry that collectively into the world, and to make it fun through technology and not have it be so deep all the time.”
Listen to the episode here. Scroll to read the full transcript.
[00:00:37] Jason Rudman: Welcome to the latest More Elephant podcast, where we talk about and talk with idea agents and folks who are, in their own way, changing the way that we think about the world and building solutions to help people lead a better life.
I’m delighted to welcome Byron Slosar to today’s podcast. He is the Founder and CEO of hellohive, a virtual recruiting platform that connects companies with next-gen talent with an overarching diversity lens that, as we get into this conversation, we will learn helps companies find talent and go to places that they might not necessarily go to or know how to reach.
So, Byron, I’m thrilled you’re here, and I’m looking forward to hearing about your journey and the story of hellohive.
[00:01:27] Byron Slosar: I’m just excited that you pronounced my last name. It’s funny, we’ve been doing a lot of like, studying about our names and our name origins recently. And I’ve learned a lot about mine. So, my last name is Slosar now because I’ve been married, formerly it was Kantrow, but people always say like slow zar or, and so I’ve started saying, you know, it’s slow, not fast, sir, not ma’am.
[00:01:54] Jason Rudman: Slow enough, sir, not ma’am. All right. Well, well, I’m glad I got it right. So, would you take a beat and go a little deeper? I gave a very topline in terms of what hellohive was. Would you talk through the objective function, if you like, and the impact that you’re seeking to have – we’re going to go deeper on the impact that you’ve had – but if you would describe for our listeners what hellohive is, a few layers down.
[00:02:18] Byron Slosar: Sure. It is a way for talent to find companies and companies to understand talent better. A lot of people built for companies that built for the candidates first, just knowing that this process that we call recruiting is actually still just two human beings meeting each other, and we are trying to find a way to humanize that interaction and make it a little bit more meaningful.
So hellohive is a virtual recruiting platform, but really, it is intentioned to allow candidates, next-generation talent. to understand who they are first, to understand everything that’s out there in the world, rather than just the linear foci that we might benefit from coming into college with family resources or other mechanisms around us. And then make a decision about what they want in time and be competitive in pursuit of that. It’s a very long process but can start with a much less intimidating focus if we build it for them.
When you think about what hellohive looks like, sounds like, and feels like, put the career platforms out of your mind and take Tinder, maybe a little bit of LinkedIn, definitely some Uber Eats, all of those things that were driven for the user first to select things. That’s kind of where we are right now so that it’s a little bit more fun to engage with and not as traditional as one might have seen in the past.
[00:03:38] Jason Rudman: So trying to break the model of you have to find where the company is turn up at the conference or the job fair and do that in a digital way.
I’m fascinated – you said when you started to determine who they are. Can you go a little deeper on that? So, because again, I think you’ve said, this is a long process. Why is it important within hellohive to encourage and enable next gen talent to define who they are or to understand more about who they are?
[00:04:11] Byron Slosar: And to understand, in this moment, who they are. So, our company is grounded in our resume technology. Resumes for us are single sheets of paper that actually tell the whole story because the way that we build them is through an interactive dynamic, choose your own adventure book, so that as I’m putting words on paper, I’m actually being taught in real-time what those words mean.
An example of that is when a student puts in a part-time job; we encourage them to write about why they have the job, not just what they’re doing. And through that, the ghost text, right, the information that we share with them as examples. Say, you know, if you’re driving for Uber Eats, that’s great; explain why you’re doing that because oftentimes you’re doing that to get to career conferences in different cities and the recipient of that resume wants to understand the person component.
And so when you think about who I am right now, it’s going to be a forever changing kind of dynamic and fluid version of that resume, and it should grow with me. And so, a student coming into college is going to look very different than a student coming out of college.
The core component is we find ways for that process to help me continue to understand who I am, the basis of that definition being what I’m interested in. Then, from the very beginning, we get to start teaching.
Let’s take finance as an example. Finance hires more operations and engineering than it does finance, but if I’m a first-generation student coming into college, if I know anything about finance, it’s investment banking because they’re the loudest in the room. But, if you had taken me in college, who knew nothing about numbers, and said, you’re actually really good with people, and you can still do wealth management. I would have been on a different track much earlier in my lifetime.
There’s a lot that we can empower in education just by giving them a little bit of the driver’s seat.
[00:06:02] Jason Rudman: So, giving them the driver’s seat and encouraging and helping them through your, like a discovery process. It’s almost like design thinking.
[00:06:09] Byron Slosar: Sure. My basic version of that, and I don’t know if I was obsessed when I was little with ‘choose your own adventure’ books.
You know, you would take a book, you would read to page 12. You would say, these are the two options that the character can do. Do you want him to do this or do you want her to do this? It said go to page 27 or 32. Same thing.
Just getting them to the next point, which has been my entire career, by the way, is you get to an inflection point, you make a decision, and you get to the next inflection point. You make a decision. Five-year plans or a thing in the past. Right? A six-month plan? We’re lucky we get that right now.
[00:06:45] Jason Rudman: And I assume creating some degree of optionality, right? That’s the other thing, right? You want to be opening up apertures and creating options for people to say Hey, you could do this or you could do that.
So, you mentioned that’s been prescriptive of your life. What’s the More Elephant moment or series of moments that got you to say hellohive is what I want to curate and build as an entrepreneur. And what in your lived experience prior connects to who you were and your experience when you were the next gen of yesteryear?
[00:07:22] Byron Slosar: Yeah, so let me kind of give you a couple of layers of where I’m coming from and I’ll do it very quickly.
I have always been the passenger seat of my career. I have never been able to look too far ahead. I didn’t, whether that’s, I didn’t know what existed, or I just didn’t have the capacity to, but I have a very disjointed career.
I’m originally from Louisiana. My career and a lot of what I’m doing now is empowering the diversity of lived experiences, not only identities. What I mean by that is I’ve looked backward at my childhood, and I am a gay Southern Jew from Baton Rouge, Louisiana, who went to Catholic school my entire life, that has five (5) siblings, and I’m lower middle, number 4, which is like the shittiest positioning ever in a family, but that is my lived experience, right? That is something that actually gave me a lot of relevant workforce skills that, I now realize, looking backward on.
But I think the first thing that we do is before we get to work is look at what we’ve done and say what matters at work that actually we weren’t thinking about. Following that, lived in Louisiana, ended up in New York by way of Hurricane Katrina, worked in politics for Joe Biden, had an early midlife crisis, and joined the circus for a year and a half.
The only thing that I ever knew throughout that entire, you know, now 20-plus years since college, is that I wanted to be a dad. That was the only thing that ever mattered, that had been so clear to me.
My career and careers, I think, developed from an unintentional professionalized passion of wanting to have kids and not knowing that I could at the time. And so, I just ended up with thousands of college-age children, which was fun for a while. And they’re actually very similar to babies. You know, they cry a lot. They throw up, and they drink too much. There’s a lot that’s very similar, but that was the through line.
Then I met my husband, Matt, the world changed in a wonderful way in which I actually saw myself having my own children. It’s only going to be one, though. So, we’re going to change children to child.
[00:09:22] Jason Rudman: We should acknowledge that you and your husband, you have a child; we should acknowledge that, right? You do.
[00:09:28] Byron Slosar: We do. One and only. Being a parent is the hardest job I’ve ever had. So, a lot of that is, you know, none of it made sense until now. So, when I look at Hive, right, and I look at why I’ve done this. I never set out to do this.
Oftentimes, more often than not, I still really don’t want to do this, but I saw a moment in time where I think I had a healthy frustration with a very traditional process that was not working, right?
I think 25 percent of students used career centers for internships last year. There’s an appetite for students to have something else as a resource, not to replace, but to enhance that, when thinking through the diversity piece, the equity piece, I had worked in a space with Tulane University. I started doing some work with the Abaarso School of Science and Technology in Hargeisa, Somaliland. There can never be more opposite types of schools. But the same thing was broken. The system was not built for the student that was there, it was built for the student that was there 20 years ago. And so all of that wrapped together, these components of my life, right, those moments that you talk about now made sense.
With history in fundraising, I was able to start my company because I knew how to raise money, right, but that never made sense to me as an entry-level fundraiser at Tulane. And there’s a through line that I think there’s a really interesting opportunity for us to encourage entrepreneurship by focusing on students that work in phone rooms as you are learning how to ask for money.
I look at my time in politics, and I look at the relationship development skills that I learned; at the circus, I learned what diversity was, right? That was the first time that I met everything different in my life, like age, socioeconomic status, all this stuff.
So of course, in retrospect, it all made sense, but that’s what Hive is; it’s a place where many different individuals come together to produce something very sweet. To be able to inform and understand what our identity is in addition to all of those around us so that we can carry that collectively into the world, and to make it fun through technology and not have it be so deep all the time.
[00:11:36] Jason Rudman: So, you mentioned, I’ve talked about this, in a number of podcasts that entrepreneurship is not for everybody and it’s bloody hard, right? My first podcast, Ben Brooks, he was very clear – I’m an entrepreneur, I’m nine years in, and it’s not for everybody. Look, you mentioned sometimes you question whether you should be doing this. I would like to think if you, as you threaded the needle on your series of More Elephant moments from entry-level development at Tulane to the circus to understanding the psyche of the next gen and what they need in the palm of their hands… like you were made for this! You were made for this!
And yet you live with reservations. So, talk us through that. What’s the experience of running this company because there are many people that listen to this podcast that are saying, I’ve got an idea, want to be an entrepreneur, let’s go right. Part of this is inspiring people to take their idea and be an agent for change. And yet there is a reality to that, that you live every day.
[00:12:44] Byron Slosar: Yeah, I mean, I think that for me, it’s horrifying. I mean, I think that there are people that were born to do this. I was not born to do this. And so, I have had to learn a lot in a very quick period, three years, four years of my life.
And I think that what should be motivating to other people and to folks like me is that I never saw myself doing this, but the impact that we’re making outweighs the significant levels of insecurity and questioning that go on every day. I am a sociology major running a tech company that has two patents. Full disclosure: I barely know how the stock market works. Five years ago, if you had asked me what I was going to be doing right now, I was going to be at home raising my son.
And so, it has been a lot in a short period of time, but I think that it makes sense. I also am not a serial entrepreneur giving everything to this one. You know, I don’t have to fail four times to be successful. This is going to continue to be successful, and that will be done. I think I’m a little bit of a different profile of an entrepreneur in that I think, unfortunately, the universe kind of aligned around what I thought was important, and I saw a moment where I needed to do this.
The other thing that I would say is interestingly, I’ve always wanted to do good for the world, and a mentor of mine, maybe six or seven years ago, said something to me that catalyzed a lot of this, which was at some point you’re going to realize that you can do good for the world and good for yourself at the same time.
And that was such an epic piece of advice because I’m also extremely motivated by money, right? I want to change the world as much as I want, you know, for everyone else’s kids as well, as much as I want to make sure my own kid is good. And so that has been very motivating to see a life that we can create for our son where he’s a little bit more, more comfortable. It’s fun to think about that.
[00:14:41] Jason Rudman: I think that the twin pulls of I want to be altruistic and I’ve got this idea that I think can impact people at scale. You mentioned impact. So, would you color for us, what does impact look like for somebody that is part of the hellohive family? Do you use the bee analogy? Are there bees in a hive? I know you mentioned that there’s a sweetness to what you deliver; I don’t know. But if you’re part of the hellohive family or you’re part of this experience on the next gen talent side, what does impact look like?
[00:15:15] Byron Slosar: Feeling recognized, feeling seen, and you don’t have to get a job or interact with a recruiter to feel seen, right? You can, as a first-year student or a sophomore with creative ways that we teach, see a full version of yourself on a resume and feel really good about that.
You can see that you have no internships, but you have so many extensive academic projects that are actually more relevant and experienced anyways. It really is like you start with tangible words and you need to see stuff on paper to actually believe it. And so, I think the first piece is really looking at that resume; it’s just a current version of myself rather than a thing that I need to get a job, right?
Impact also is defined by Jacob, who is the first kid in his family in four generations to not be a farmer. To look at his resume and say, wow, I’ve actually done a phenomenal amount of work in my life, and for companies like Goldman Sachs to look at it and realize that, too. And so, it really depends on where you are on your journey.
It’s okay just to get a job and not have a whole career laid out, and it’s just taking a minute and taking a beat to say, you know, take a breath, and focus on step one, not step seven.
And I think we can do that, at scale, through technology, right? We can, of course, do it in person and that was the majority of my career, and there are awesome nonprofits to do this work, but you got to use technology to get that equity and that access and that learning out, at scale, to people who just don’t know what that entity or doesn’t don’t have access to that person in their reach.
[00:17:00] Jason Rudman: Where we’ve been in a moment, right where we’re living through questioning DE&I and, you know, diversity programs and the importance of equity. We won’t drain that here in terms of who’s saying what and what we think, except to say what are you?
It’s an important part of your platform, an important part of the objective of what you’re trying to do. Would you provide some color as to the reason that’s important in terms of what you see and what you’re solving for with that particular element and some of the challenges that are still prevalent that hellohive can attempt to solve?
[00:17:40] Byron Slosar: You know, I think it’s interesting. Our biggest challenge, so diversity at hellohive, I’ve said it from the very beginning, is ever-evolving, all-inclusive, and self-identified. It is as much about first-generation college students, student-athletes, and socioeconomic status as it is about EEOC categories, race, ethnicity, gender, and sexual orientation.
When you focus on the diversity of lived experiences, and you give people a chance to share out what about their past they believe is relevant and empowering. If we only focus on those lived experiences, every identity that companies are focused on would walk in their doors organically.
And so, whether in good times and in bad, and healthy worlds or not, there is a very interesting piece that we have always focused on around diversity being all-inclusive that in times like this is massively relevant. And when we launched was just as relevant. It’s not intimidating when you say no to no one, and we say no to no one, right? Everybody, everybody is welcome here. And through that, we get to inform industry of things that are coming at them that they haven’t thought about.
You’ll appreciate this – we are the protectors of candidate privacy. Nobody sees anything about our candidates until that candidate shared intentionally data about themselves that they want someone to see.
And so, as a piece of that on our resumes, you’ve got a line called my diversities, which are our self-identified backgrounds, that we just line up on a resume. And a student self-identified as the dependent of a military family. We talk about that all the time. We do not talk about their kids.
And you want to talk about workforce-relevant skills, being able to acclimate to new environments, travel, all of these things that these kids are doing, no one’s thought about that, but they will, because we actually gave voice to that student first, right, the candidate first to say what matters to you.
And that’s been the biggest challenge too. So let’s, just for a second, in a world where DE&I is very important, it’s been a new thing for us to communicate that definition of diversity. It really doesn’t have a definition for companies that are very linearly focused on individual lanes of diversity.
[00:19:59] Jason Rudman: Well, and I think, not only individual lanes of diversity but to your point, EEOC-led diversity generally, right?
If you connect the dependent of to the example you provided of the student that would be the first in four generations, who isn’t a farmer, right? That level of surgical diversity and opportunity, it’s not something that’s measured, tracked. And indeed, I think the power of technology at scale is it enables students such as the farmer to find their way into organizations where very traditional methods would have either not seen them or maybe not even found them.
The traditional, oh, we’re going to go to these eight schools and I would like to think corporations they’ve moved on a little bit from there, but if all you’re doing is the face-to-face stuff, there’s only so much shelf space that you actually can give that in terms of the schools you go to and the diversity that you get at.
[00:21:01] Byron Slosar: Yep. 1000%.
[00:21:02] Jason Rudman: So, you’ve talked about hellohive, the family, and enabling people to be seen. And I’m curious because your through-line was, and you said, if you’d asked me five years ago, ‘I was doing this and that and this and that, and I was going to be a Dad.’ What’s the connection to you building Hello Hive and you being seen in the world? What does it solve, or start to solve, or maybe doesn’t solve, but part of me believes, if I listen to your story, that there’s something within this experience, challenging as it is, that enables you to be seen.
[00:21:44] Byron Slosar: No, you’re right. I think that my first kind of initial reaction to that was I never knew that I was smart in the way that I saw people who ran businesses. I was a good student, right? I studied sociology. I think there was a piece of me that through my career, I thought, well, I’m just good with people. That’s all that matters.
So, the chaos in the mechanics of building this company have actually helped me realize that I’m a decently-abled intellectual, but being seen for me is, you know, you’d go back to that lower middle-child moment.
We have a lot of press about this company. My favorite piece ever has nothing to do with the company. People.com did a spot on me, Matt, and Byron for Father’s Day. And so, and I’m also not embarrassed to say, like, I actually like being in the spotlight. Right? I’ve never been in the spotlight. It’s fun. I’m comfortable here now. I had to learn how to do it. I can speak to you now because I had a coach for eight months before we launched the company to help me understand how to do this. But, there is a piece of this gratifying from being a little bit more external than I thought that I could be.
And so, for me, being seen is about the company having its wings on it and also for, like, me being a cool Dad and Byron having something to talk to his friends about, hopefully at some point. I actually did something a little bit different.
[00:23:16] Jason Rudman: You and I talked about fatherhood and for me, what I’ve learned, when Roman and Edyn, and they’re at the age like I get, what did you do today?
And, not, oh, I answered some emails. Edyn will specifically, will come back and say, she said yesterday, I came home from a business trip, and she said, so how was the week? You know, she’s eight going on eighteen. How was the week Daddy? And what impact did you have? That literally was her question, right?
And, I think, like you, and probably many people out there that have gotten to that place of comfortability and being seen, you want to be able to have a good answer, right?
I always think about the question that I’m sure Roman will probably ask me first – he’s a little older – which is ‘Daddy, have you ever taken a risk? And I don’t think you want to turn around and say, no, I’ve never taken a risk, but you do want to have a conversation that says, yeah, I did take a risk. It was a calculated risk. This is why I did and this is how it benefited me. So there’s just those, you know, as our kids get older, there’s those meaningful life questions that are going to come our way.
And what you’re saying is you actually have a really proud and credible answer when those questions come because I put in the work, and I’ve even surprised myself that I can have more impact more broadly than I even thought that I could.
[00:24:40] Byron Slosar: When you look at that definition of success for me, I’m here right now, I’m very present in what I’m doing, but it’s been very intentional, right? I’m working as hard as I can. This is not for forever.
Because when I want to have time to have that conversation with Byron.
We were sitting at the break…, and by the way, for those listening, my son’s name is Byron too. I’m not talking about myself in the third person, and, uh, that was my husband’s decision to name him Byron. We just get all that out.
[00:25:07] Jason Rudman: Thank you for that clarity.
[00:25:08] Byron Slosar: See, I feel like I have to do that sometimes.
[00:25:10] Jason Rudman: You’re trying to be humble and say, look, I could have called him Byron. That was not my choice. Matt, your husband said it should be Byron.
[00:25:18] Byron Slosar: It is. We did, we did, we did Matt’s last name. So now I’m Byron Slosar. I get to sign all of my checks BS, which is hilarious.
But we were sitting at the table this morning at breakfast and I was doing a little work on my laptop. And he goes, is working fun? He saw me typing really fast on the computer, and I was like, actually, no, right.
And I closed my computer. I was like, no, I don’t want to have him think that this is something that he needs to always be doing and he needs to always be on his computer. And so, while I’m working extremely hard right now, there are little things that remind me that this is not forever. There was a meme that I saw, I think, two months ago that said the only ones that will remember that you worked late are your kids, and I was like, that blew my mind.
And it was, it was the reality of I need to not work late anymore. Right. I need to figure out a way to – I was so present at work, and I still am – but the definition is not to be as present here and to be more present at home in the next 10 years.
[00:26:19] Jason Rudman: Well, I look, I think that is a goal that many of us not only can aspire to but aspire to. Right. Again, I think, you know, the path to fatherhood, particularly for gay men, is not a straight line. It’s not easy. And so, I know that I cherish the time very, very deliberately.
And, you know, to your point, we’re at the point where there’s no phones when we’re having conversation, we’re not distracted. So, you’ve got to find those moments. You’ve got to find those moments, the hardest part.
It really is because, because you are caught, as you described right in this…I’m trying to build something, future-proof something, that enables me to do what I just described that I want to do, which is to step away and spend some more time.
[00:27:01] Byron Slosar: It’s like, are you working hard enough to guarantee your kid a great life or are you working so hard that you’re going to miss out on your kids? Right. Every day of my life. It’s a, it’s a different, but it’s, that is the constant struggle of not just having entrepreneurs, but just working professionals, working parents.
[00:27:20] Jason Rudman: That’s right. I mean, it’s not, it’s not a gay dad thing, just to be clear, I think of it as a working professional thing.
You have partnerships or you’re the intersection between next gen, your partnerships with some of the best corporations and companies that are global forces. Can you just round out that connection and how that works For the audience?
[00:27:45] Byron Slosar: Sure. I think there are three things that we do differently for all our clients and our clients are, I say, as diverse as our communities of students are. So, we work in technology with Block. We work in consulting with Bain and KPMG and Accenture. We work in finance with Morgan Stanley, Wells Fargo, and Goldman Sachs.
And it’s intentional because we focus on job function, not just industry. So, when you look at all these companies together, 80 percent of their teams aren’t doing the same stuff, right? So, in Finance, you have 20 percent that are really focused on finance. You have 80 percent that are in engineering, operations, enterprise solutions – same across the board.
So, one, we recognize that. And so, when we engage students and help them understand pathways into Goldman, we’re teaching revenue, non-revenue engineering from the very beginning. But really, the three major things that we do, I think enhance everything and replace nothing because the last thing I want to do is put anybody else out of business. There are awesome nonprofits to do this work. I think we could all be doing it perfectly, and it’s not enough.
But three components: number one we help everyone, period; number two is, we focus as much on building talent as we do recruiting. And so, we treat that first-year, second-year, really early college students, we build and curate experiences for them to understand what’s out there so they can be competitive when they decide this to be interesting. And so, a lot of that programming that we build for a virtual lens is pretty unique.
And the third piece is we actually make our kids work, right? We don’t charge anything. We are free for students, for schools, for nonprofits who work on behalf of students or schools. But the students do have to put in a little extra work. They have to go through some training. They have to build their resumes with our technology. So, these big enterprise companies who are now looking for more resumes, by the way. We actually help them micro-focus on the qualified candidates who are willing to demonstrate interest and not need to have predisposed or previous resources to get noticed.
[00:29:56] Jason Rudman: Right. And so, the corporation connection then, like, is that feet on the street for you? Is it like, you know, who do I know? So you’ve got, you have supply. How do you generate demand on the corporation side?
[00:30:11] Byron Slosar: It really depends. I think that one interesting piece has been even when the market is, is somewhat volatile and hiring is a little bit inconsistent. Everyone’s still betting that the world’s going to get better.
So that second piece of what I talked about, about building programming and really brand awareness in front of first-year, sophomores, and future talent pools, that’s really interesting because the majority of platforms in the virtual space are focused on that transactional hire, not necessarily on who’s got deeper benches of talent.
So, I think that has been a big, interesting piece of what our clients are here for in the way that we’ve kind of curated them, as I’d like to build communities of clients, like our students. So, we put our clients together in programming. They learn from each other. They show up together, they help influence, our candidates and our students by making it easier for them to show up. And while the first set of our clients, obviously with anything that you’re starting from a startup lens, you go with who you know, those who you know, don’t pay you, right? You can get anyone to say yes.
[00:31:20] Jason Rudman: For friends and family, right? True friends and family.
[00:31:22] Byron Slosar: So, when all the friends and family start paying us and the movement went from betting on the horse, not the jockey. So, that was like eight months into our company, and we were like, oh, they’re actually going to, we’re going to make some money here. And so now they’re here for the product, not for the person who talked them into the product.
[00:31:40] Jason Rudman: Maybe there’s a little bit of that. I mean look you you had a coach who enabled you to have this conversation. And you’re, you’re in People magazine. So, there’s maybe a little bit of that.
[00:31:48] Byron Slosar: There is a very cute kid got us into People magazine and my very attractive husband. I just kind of tag along for a second.
[00:31:54] Jason Rudman: We’re almost at a time. So, if you were to double-down on one key thing you’ve learned, one key moment within your experience of building this company, as people think through their own idea journey and wanting to be a change agent in this world – we talked a lot about the impact we want to have beyond, you know, a small circle – what would that be?
[00:32:18] Byron Slosar: You know, I think that what we perceive as our weaknesses are actually, in an ironic way, our strengths, right?
So, I talked about not knowing a lot about business because I’m willing to say that and be transparent about that. It’s actually a huge strength because people are so used to b.s. that my not knowing and acknowledging that I was so scared of that, but it actually is what makes a difference.
What our kids, my college kids who might be very insecure about, you know, the fourth-generation farmer or not having a full-time internship, but when you explain that, and you tell the story behind it. That’s what makes you stand out.
So, I think at the end of the day, people hire people; anyone can do the skills, but it takes a really interesting perspective to understand how you separate yourself as a person, and that’s a big win professionally.
[00:33:20] Jason Rudman: Almost turning your perceived kryptonite into a superpower.
[00:33:26] Byron Slosar: Yeah. A thousand percent. Thank you for that Marvel reference because I needed one more; my son is, um, Spider-Man by the evenings.
[00:33:37] Jason Rudman: Well, Edyn is Spider-Man. She’s like, I don’t need to be Spider Girl, let’s go with Spider Man. Like, I’m, I’m good with that. How do people learn more about hellohive and the work that you’re doing?
[00:33:48] Byron Slosar: hellohive.com or byron@hellohive.com
[00:33:52] Jason Rudman: And do you have an Instagram presence,
[00:33:55] Byron Slosar: @hellohive, yes and on LinkedIn as well.
[00:33:58] Jason Rudman: Okay, so we will make sure that we put that in the show notes. I want to thank you for your time. It was great to reconnect. Love what you’re doing. Keep doing what you’re doing because the world needs it. Even when sometimes you’re like, why am I doing this?
So, and you know, for me to you, I have no doubt, no doubt, that when Byron asks, tell me about the thing you did that you’re most proud of and the impact that it had. When you tell him this story and you weave in all the connection that got you here and how you turned a perceived piece of kryptonite into a superpower, he’s going to say, I’ve got the best Dad in the world.
[00:34:36] Byron Slosar: I appreciate that. I’m a dad who happens to have a cool job.
[00:34:39] Jason Rudman: I think you’re a, you might be a cool dad that has a cool job. How about that?
[00:34:43] Byron Slosar: I’ll take that. Take it, sir. I appreciate it so much. Kiss those kids. All right. Talk to you soon.
