The Habit Architect
Hosted by Michael Cupps, The Habit Architect is designed to help you intentionally build the habits that lead to success and break free from those that hold you back.
Each episode, Michael guides you through practical strategies for designing focused, productive days that align with your goals and vision. Whether you’re striving for personal growth or professional success, this show will help you create the daily routines and mindset shifts needed to unlock your full potential.
Tune in for expert insights, actionable steps, and real-life examples to transform your habits and build the life you desire—one intentional habit at a time.
The Habit Architect
THA S02 EP#15 - Culture Over Compliance: Building Sustainable Businesses
Sustainability is not an initiative you bolt on. It is the ultimate time management question: what you do today either builds a resilient business or kicks debt to the next quarter, the next leader, or the next generation.
In this conversation, host Michael Cupps talks with William Pleasant, Chief Solutions Officer at Bridge House Advisors, who helps companies turn sustainability from compliance theater into competitive advantage. William spent 17 years in big corporate before dedicating himself to helping middle-market companies solve real problems.
They discuss why investors and customers are forcing change whether you are ready or not, what separates companies that genuinely transform from those just checking boxes, the early habits organizations need to embed sustainability into culture, and how to balance short-term business pressures with long-term thinking. Whether you run a company or just want to understand how business decisions compound over time, this conversation connects sustainability to the habits and values that drive lasting success.
Connect with William at bridgehouseadvisors.com
This Show is sponsored by TimeBandit.io
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Michael Cupps: [00:00:00] Hello and welcome to the Habit Architect. I'm Michael Cupps, your host Today, uh, the topic today is something that's really interesting and how we're gonna explore it is more so in the context of. Businesses. But I think when we think about sustainability, it applies to all of our lives every day. Uh, and think about what does that mean?
Michael Cupps: Well, when we think about building habits, what we're doing is not for today, it's for tomorrow. It's for next week, it's for next month, it's for next year. Uh, think about longevity as, as a, as a, as a goal or a value that you, you, you, you wanna support. You're building habits around longevity, whether it's your diet or your exercise, or many other things that you may do for that longevity.
Michael Cupps: Another example is maybe saving money. You know, you put yourself on a budget and you're not saving money for today. You're saving money for something in the future. That's that kind of practices sustainability in a, in a way. Now we're gonna talk more in detail about it in the business setting, but I think that that's an important concept.
Michael Cupps: And, and when we talk about habits, you know, I'm gonna mention it, uh, time bennett.io. I'd like you to go out there and look for the training bundle. We bundled our training with our app and, and all the worksheets. And [00:01:00] if you're in the US or in Canada, I'll send you the book for free. Uh, it's important because what I hear all the time, I meet people all the time and they say, what is, what is time ban?
Michael Cupps: And I talk about habits and they go, oh yeah, I read that Atomic Habits book by James Clear. Great. That's a step one. But they're not practicing it. And what I try to do in time ban is show you how to apply the principles of building strong habits, building something for the future. And in the training you'll get the values and the, and the priority matrix around priorities and how you face days and so forth.
Michael Cupps: So enough of the advertisement. Let's get onto the topic. I, I wanna talk a little bit about, uh, time because sustainability is the ultimate time management question, and we're gonna visit with William in just a bit about this. Uh, but when you think about sustainability, it's what you do today to compound a better tomorrow.
Michael Cupps: And so we're gonna dig into that. Uh, most businesses treat sustainability as an initiative and unfortunately, depending on the administration that's in, in, uh, that those rules may change and they may just use it as a checkbox on a compliance, but we've all been through. Those situations where our company is implementing something just to check [00:02:00] the box and they really don't serve anyone and they don't serve the employees either because the employees do feel strongly about certain things and we need to build it in as part of our culture, and we're gonna talk about that today.
Michael Cupps: So the leaders that take it seriously, that make it part of the culture. Uh, really thinking about their, their employees and the, and their, and their customers. Those that don't are just kicking debt down the road, whether it's kicking debt into the next quarter, to the next lead or to the next generation.
Michael Cupps: So enough of the intro, I'm gonna bring on William Pleasant, who's from Bridge House Advisors, a firm that helps companies move sustainability from concept to practice. Uh, welcome William. While he comes from backstage, I mentioned you can go find Bridge House advisors@bridgehouseadvisors.com. So welcome William.
Michael Cupps: Hello, how are you?
William Pleasant: Great, Michael. Thanks for having me. You. Excellent.
Michael Cupps: So, yeah, good to see you. I'm really looking forward to this topic and, and your, your expertise in it. Why don't we start with, just introduce yourself to the, to our audience.
William Pleasant: Sure. Be happy to. So, uh, my name is William Pleasant. I'm the Chief Solutions Officer and General counsel [00:03:00] at Bridge House Advisors.
William Pleasant: Uh, maybe I'll talk for just a second about Bridge House to start with. Sure. Bridge House, uh, is a full service sustainability and environmental consulting firm. We, we primarily serve, uh, middle and upper middle market private equity firms and their portfolio companies, uh, we are helping them, um. Sort of across what we call the deal arc.
William Pleasant: So that's everything from pre-acquisition, due diligence, uh, on environmental and sustainability matters to program strategy, program development, ongoing, uh, program support and uh, compliance support on a day-to-day basis. And, and generally, these are firms that don't have large dedicated teams that are focused on.
William Pleasant: Sustainability, uh, or compliance. And so, uh, I mentioned I'm the Chief Solutions Officer and general counsel there. That means I spend the bulk of my time really trying to understand and anticipate, uh, sustainability and environmental compliance challenges that our clients are facing and help them [00:04:00] develop solutions to address those.
William Pleasant: Problems. I've been doing this lawyer thing for over 30 years in, uh, law firms and corporate settings, and, uh, so that's, that's what brought me to today.
Michael Cupps: Yeah. That's great. Thank you William, for that introduction. I'm curious, when did you leave the corporate lawyer? I mean, you're still a lawyer, but when did you join Bridge House?
William Pleasant: Uh, so I joined Bridge House about three years ago. I was in big corporate for, uh, almost 17 years. I left in 2021 to start helping, uh, smaller companies with these problems.
Michael Cupps: Yeah, that's great. Good, good, good. It's great to have you. Uh, so let's start with the fundamental question. Why should A CEO or their, their complimentary leadership team really care about sustainability and, and why?
Michael Cupps: Is it kind of urgent for them, or should it be?
William Pleasant: Uh, yeah, it should be, uh, I'd say fundamentally sustainability should be or is about good resilient businesses. And so what do I mean by that? Uh. Companies should be recognizing and [00:05:00] dealing with the risks to their business, whether those are legal risks, reputational risks, financial risks, uh, excess cost, uh, what we used to call profit leaks in the corporate world.
William Pleasant: Yep. Um, and, and focusing on revenue opportunities. And all of those things really play into sustainability. That said, the other big pressures we're seeing now, and you alluded to it in your introduction, are customer demands around sustainability. Right? Uh, but also access to capital as investors. Uh.
William Pleasant: Whether those are European, uh, limited partners in private equity firms or large institutional investors here in the United States continue to focus on these sustainability topics. Yeah, that, and so if you're ignoring, if you're ignoring your customers investors, you could have a problem.
Michael Cupps: Yeah, that's interesting.
Michael Cupps: I I, I, I didn't, I didn't think about that connection, but you, you, you're right. If you're trying to raise money and you're, and you're not doing the right things, then certain funds are [00:06:00] gonna eliminate you as a, as a pro prospective, uh, portfolio company and, and, and then the consumer thing, right? Consumers don't understand the power they have sometimes when it, when it relates to that.
Michael Cupps: Mm-hmm. And it's not just about. Buying from a certain vendor, but it's about all of the things, right? And, and it's just about awareness and things like that. So that's, that's interesting. Yeah. So, uh, you work with a lot of companies it sounds like, at different stages in their sustainability journey. Uh, what separates organizations that kind of see that real transformation versus the ones that are just trying to create a compliance checkbox?
William Pleasant: Yeah, I think it's really about systems or management systems that are integrated or embedded into the business. It, it should not be a standalone program or a siloed sort of thing, but instead you. Sustainability becomes part of the company's DNA or, or culture as I know, um, you like to talk about. Yeah, and I'd say when a, when a company approaches sustainability in this way, trying to develop a culture of [00:07:00] sustainability, it really becomes focused on actions that positively impact the business or preventing actions that negatively impact the business.
Michael Cupps: Right. Yeah. Yeah. And that's probably what we hear most about in the news, unfortunately, is that mm-hmm. When there's a spill or a a, some sort of, you know, leak into the environment or what have you. But, but there's, there's other things that are positive in there. So, um, when, when leaders connect sustainability to performance, can you tell us about that?
Michael Cupps: Because, um, there's, you know, when, when you talk about culture, everybody kind of has to believe in it for it to be real, right? As, as we were talking about. So is there a business case for. Sustainability
William Pleasant: there. There absolutely is. I there, there's sort of two ways we approach it at Bridge House as we, uh, address, um, whether it's private equity firms or whether it's management teams at our corporate clients.
William Pleasant: First of all. We talk about money and we talk about sustainability using business terms rather than language that would only make sense to a [00:08:00] sustainability professional. So we talk about exit value, we talk about ebitda, we talk about opex and CapEx. We don't lead with a bunch of acronyms or sustainability jargon.
William Pleasant: Uh, you know, just to use an example, we would lead with, we think you could save money on energy as opposed to. Hey, let's establish a long-term decarbonization goal, right? Yeah. Management teams understand saving money on energy before they understand why they should set a decarbonization goal. Uh, I'd say the other way we talk to businesses about this whole topic is to think about must dos and should dos.
William Pleasant: Mm-hmm. Yeah. This seems to resonate really well with business folks. Most dos are, are really essentially the compliance tasks. These could be legal compliance, but also those. Those customer requirements. Yeah. If it's a requirement, you want to do that thing as cost effectively as you can. You want to do it right, uh, you want to do it to the proper degree.
William Pleasant: [00:09:00] Uh, but then you have another bucket of things that we call the should dos areas where there's real value to be found. And there again, you think about energy savings or. Cutting your scrap or reducing employee injuries, those things that you should do because they make good business sense. And of course, these two things, the must dos and should dos often create sort of a Venn diagram.
William Pleasant: And where there is overlap, that's where you should really focus your efforts. And that seems to really resonate with business leaders.
Michael Cupps: Yeah. Yeah. I, I, I like that. And, and the must dos and should dos. I, I really like that. That's a good takeaway for me at least. Uh, I, I, I'm gonna get off our, we, we had talked about some of the questions I'd asked you ahead of time, but I, you know, it struck me this morning.
Michael Cupps: I was walking and I was thinking there was a big announcement yesterday that Google's putting 40, $40 billion in data centers in Texas, middle of which is this little south. Texas Dallas, I'm sorry. Uh, I went home to Abilene, Texas, uh, where I grew up at least. Uh, and, uh, there's three data centers going in, about $20 billion of investment going in there.[00:10:00]
Michael Cupps: Yesterday I was reading about one of the local lakes, and, and I grew up, you know, on, on a farm and ranch, and we, we were close to nature and, and when we could, we would be at a lake and there was one called Lake Abilene, and I saw pictures of it yesterday. And it's completely dry. Completely dry. There's not a drop.
Michael Cupps: In the, in the basin. There not a drop in the, in the basin there. And then I started thinking this morning about the data center, pull on water. I mean, this is an interesting thing. I mean, it's good to have the jobs coming to Texas, the investment in Texas, there's, there's all that stuff. But I, it made me really want worry this morning about what's the balance?
Michael Cupps: Because if you're already having a drought like symptoms, which is, you know, happens in West Texas, mean, how are we gonna, how are we gonna sustain that? Just it's, you may not have an answer, but I'm curious if you think about, uh, how, where should we, where would we even think about starting that?
William Pleasant: Well, I think this is, uh, gonna be one of the big challenges of our, of our age, Michael.
William Pleasant: I think, uh, when I sort of put on my academic hat a little bit, we think [00:11:00] about these externalities that, uh, current rules of the game let us play or let businesses play. Uh. Somehow that's gonna have to change. I do feel like from what we see with data center clients, uh, that we have, there is some focus on, uh, trying to.
William Pleasant: Mitigate the impacts on water and, uh, on the energy grid. I mean, these are known problems. Right now. The energy grid just can't support the number of data centers that are, uh, currently planned. And if you look at the chart, I, there was an article in the Wall Street Journal last week about the, uh, the, the, uh, unbelievable.
William Pleasant: Pickup and pace of data center planning and development. Yeah. The, the electric grid can't support it. The existing water resources can't support it. Uh, and I'll also tell you just, you know, anecdotally, here in [00:12:00] Catawba County, North Carolina, where I'm sitting, we've had, uh, we, we do, we are home to an Apple data center.
William Pleasant: Today and, uh, just our county commission just rejected in a, an application for a new data center in the county, people will start to push back. Yeah. And so I, I feel like the data center industry will have to address the, uh, uh, the use of natural resources.
Michael Cupps: Yeah. Yeah. I appreciate, I appreciate that little tangent.
Michael Cupps: It, it was just top of mind for me and I appreciate your perspective. It, you, you said it, I think it's one of these generational things that the decisions we make over the next 10 years with this ai, uh, influence and, and the need for power is gonna be mm-hmm. Be impactful for our children and our children's children.
Michael Cupps: So, all right. Let's talk a little bit about company culture and sustainability. Uh, how do you see that relationship growing and when you, when you're consulting with a new firm and, and maybe they haven't really had this top of mind, is there a way that that culture kind of can elevate? [00:13:00]
William Pleasant: Yeah, I think it, it has to, if you want to create a more sustainable business, and I think this is true about any sort of, uh.
William Pleasant: I'll use the word initiative that that is important for a business. I know you talk a lot about culture being a collection of ingrained habits, and I'm completely tracking with you on that. An organization is just a collection of people, and so to create an organizational culture, what that means is you have to get people behaving in certain ways, thinking in certain ways, measuring their performance in certain ways, and.
William Pleasant: And so essentially with sustainability, as with anything you're trying to create within an organization, you have to build those habits. I'd say a sustainable company is one in which the people are routinely doing the things that lead to sustainability for, for the business. They do those things routinely when you train them to do those things in a [00:14:00] particular way, and particularly when you measure them in a particular way, right?
William Pleasant: When you measure the right indicators. Reward or not behavior that matches up to the habits you're trying to, um, develop. Um,
Michael Cupps: that makes sense. And what, what, what would some, could you give some practical examples? Maybe you're, you've got a new customer and they're starting their journey. What are some practical examples maybe that, that of the habits a company might use to, to grow their sustainability culture?
William Pleasant: Yeah, I'd say, uh, the playbook is fairly well defined in the world of sustainability and compliance right now. I mean, we think about management systems, um, similar to an ISO compliance related management system, though the whole plan do check act approach, and so the steps really are. Really starting by understanding why you are doing sustainability.
William Pleasant: What is the goal? What are you trying to accomplish? And I'd say as a, as a business, this may [00:15:00] change over time as you become more mature. Mm-hmm. Secondly and critically, uh, the company has to figure out what's really important for the business. In sustainability speak, we talk about a materiality assessment or a double materiality assessment where we're looking at what's significant for the business itself and where are the areas that that business may have external impact, positive or negative.
William Pleasant: But you have to figure out what's important. Yeah, and once you've figured out what's important, then you can map out where you stand on those important topics and define where you want to be. Yeah. This is where it gets into the habit bit. I'd say, Michael. But once you've done that, then you have to agree on how you're gonna measure performance and success on those topics.
William Pleasant: Yep. Build a roadmap, put it down on a piece of paper or a virtual piece of paper to identify and prioritize what needs to happen. Yep. And And then you just have to do the [00:16:00] stuff and keep track. Right? Yeah. And then continue to reevaluate and refine.
Michael Cupps: Yeah, you're absolutely right. I, I put together two, two worksheets a while back on how to build habits and how to break habits.
Michael Cupps: And you almost just described the playbook for a company as I would for an individual, right? You first have to answer the why, why are you doing this? Then you have to set up the systems, whether it's cues or triggers to make sure that you're doing certain things and then track it. I mean, that was how I ended it.
Michael Cupps: So the similarities are, are there, so what role can a leader. Play in this because I've, I've, I've been around companies, I've talked to other people. I know that they say they're just doing something because they've got a new compliance director telling 'em to do it, and that's why they're doing it. Yeah.
Michael Cupps: But can, can A CEO, A CFO, I mean, can they play a better role in this process?
William Pleasant: Well, it, it really has to start at the top. If a company wants to go beyond checking the box, yeah, I'd say a siloed sustainability officer or director of sustainability who's brought in just to. Sort of do that box checking [00:17:00] exercise will rarely be effective.
William Pleasant: Yeah. But as with anything important to the company, the leaders have to be talking about and promoting that goal. Yeah. And so what we see, companies that are successful have broad support among the executive teams. They realize why they are doing sustainability, uh, and once that message is, uh, delivered.
William Pleasant: Then employees know that's what they should be doing. Uh, I'd say the other thing is supporting the, the policy framework and the ongoing management of a sustainability program. Keeping it top of mind, communicating regularly about it. Those are things that leadership can do to, to make the company more sustainable.
Michael Cupps: Yeah, that's great. And that, and it's practical. Um, so if, if a company's serious about embedding sustainability in operations, what are the, you know, what is the first step? I mean, they, they just called you, William and your firm, and they say, help us [00:18:00] with this. What is, what is step one? Is it you, you, you mentioned a, i, I won't get it right.
Michael Cupps: Material assessment material, something like that. Materiality
William Pleasant: assessment. Yeah. Something
Michael Cupps: else. Yeah.
William Pleasant: That's, I mean, normally if we are starting out with a company, we're gonna walk through and in many ways the playbook. Playbook we just talked about, we are gonna ask the question, why are we doing this? And then we're gonna go through a this materiality assessment process.
William Pleasant: To help the company really identify where they should be focusing their efforts. Yeah, right. Uh, you know, a good example is if you're a manufacturing company, then energy will be important to you. Health and safety of your employees will be important to you. If you're a consulting, you know, a boutique consulting firm, energy.
William Pleasant: Probably isn't as important for you. Uh, ergonomics may be important for you. Making sure your employees eye health is maintain, may, may be important for you. Uh, but, but other areas will be important for you. Privacy, [00:19:00] cybersecurity, those sorts of things. Yeah. So you, you really have to figure out what's important before you dive into developing a policy or building a roadmap.
William Pleasant: Uh, that, that's where we would start.
Michael Cupps: Yeah. Yeah. And, and where do you see that companies struggle? I mean, I mean, maybe they had the best intentions to get started, but it, the program just doesn't go where they expect it to go. Uh, what, what are those trigger points that stop 'em or slow 'em down? Maybe I should say?
William Pleasant: Uh, you know, what we see is the big challenge is the ongoing program management or actually building this culture. We're talking about companies. We've certainly had it happen to us and, and, and companies do this. In many other ways, they say, well, we need a sustainability policy. So they just write a sustainability policy or they get chat GPT to write 'em a sustainability policy.
William Pleasant: They may even go through this materiality assessment process. Uh, I'd say less frequently. They'll put together a one year roadmap. But then what happens? Wherever they have gotten to, they [00:20:00] just lose momentum. The regular cadence of putting these topics at the top of the pile, holding people accountable.
William Pleasant: Yeah. Uh, reporting on the, the KPIs or metrics. Those, those things fall by the wayside. And, and often that's even crazier when you think about that. These are, these are activities that make business sense. Yeah. But they just, they fall off the radar.
Michael Cupps: Yeah. Yeah, yeah, yeah. That makes, that makes perfect sense.
Michael Cupps: So, um, so we talked earlier about raising money or, or, you know, selling their companies, et cetera. Uh, we all see it. I mean, if you just read the, what you mentioned, the Wall Street Journal earlier, you listen, the first thing that's mentioned is earnings, right? The, the report about how they financially perform.
Michael Cupps: They don't start the conversation with how they, you know, sustainability perform. So, you know, what, what, how do you balance that short-term business pressure, uh, with the long-term sustainability goals?
William Pleasant: So Michael, this is the, the wicked [00:21:00] problem, as academics would say in sustainability when it comes to business, right?
William Pleasant: Ultimately, return on investment, time, value of money. These are math. I mean, this is math. You can't escape, right? Even, even if you're creating a harmful externality or temporal externality, we talked about. You know, the, the cost being born down the road. I heard you, you mentioned it may be the next management team, or it may be the next generation, but you've got this temporal externality that you're creating.
William Pleasant: And I'd say right now for most of our business clients, as a practical matter, you just have to focus on things that have a short term return or that makes sense. And, uh, short term. I'd say ultimately from my perspective. The legal and regulatory framework around us has to change in some way to drive different behavior.
William Pleasant: We have examples of this historically, if you think about the Clean Air Act or the Clean Water Act, or the Occupational Safety and Health Act, [00:22:00] these are legislative initiatives that change the, uh, the balance. Yeah. And, and probably that's what has to happen.
Michael Cupps: Yeah. Yeah. And I, I think it's in, it's interesting to me how, uh.
Michael Cupps: And not to make this all a Texas conversation, but when, when, when the Do Not Don't Mess with Texas campaign came out. I mean, it was everywhere. There were, there were litter barrels along the sides of the roads, you know, with that, with the, with the brand on it and stuff like that. And it made a difference.
Michael Cupps: It made a huge difference. 'cause I unfortunately, or fortunately, I've lived long enough to see the way it used to be where people just were fine throwing out their, their garbage on the side of the street. But when the state actually made a choice to. Think about it publicly, it made a big difference, uh, made.
Michael Cupps: Did it clean it up altogether? No, but, but it, it made a difference. And I, so I, I I take your point there. Is it, yeah. That even down to the city, county level, I think that they can make programs that help, uh, sustainability and, and that's what we all strive for. You know, we want where we live to be, you know, where, where we enjoy.
Michael Cupps: So I, I [00:23:00] think that's right. How does that, how does that happen? I mean, how is it, is it, I hate to say, is it down to a single politician or is there a way that it, it can sustain?
William Pleasant: No. So I will say, maybe just to go back a second, one of the interesting things we do see, and you, you mentioned this earlier, that consumers may have more power than they realize, but Yep.
William Pleasant: One of the, uh, interesting things we see with our clients is that there are a handful of large companies. Big retailers or um, cosmetics brands, or even in some cases, uh, companies like tire manufacturers Yep. That are putting a lot of pressure on their supply chain because their consumer customers are demanding it.
William Pleasant: Yeah. And so in some ways, uh, not. Do some free advertisement for anybody, but Walmart has made a tremendous impact in sustainability by pressing their supply chain to improve. [00:24:00] Yeah. Um, and so consumers are also voters. Right? And that's, that's where things start. I don't think this boils down to a single, uh, uh, a single politician or a single party.
William Pleasant: I think. I happen to be a pretty hopeful, optimistic person. Yeah, I think that any, any trend of improvement has blips and, uh, you know, I'd like to believe that we will continue, uh, to move toward a more sustainable business environment and a more sustainable world.
Michael Cupps: Yeah. Yeah. Yeah. And it's just about thinking about it before you buy that particular product.
Michael Cupps: It doesn't. Mm-hmm. Nowadays research is at your fingertips all the time, so, yeah. Yeah. That's that's great. I, I really enjoyed the conversation. William, thank you so much for walking us through that. Uh, it's not something that maybe some people would say sustainability and habits don't link, but I think there's so intrinsically linked, it's, it's, uh, amazing the more I thought about this episode.
Michael Cupps: So let me ask you a question just personally if I, if you don't mind. Do you [00:25:00] have a non-negotiable habit that you do every day that you can share?
William Pleasant: Yeah. So I try really, really hard to get in some sort of physical activity every day. Ideally outside, if at all possible. Yeah. Uh, like you, I grew up outdoors and, uh, I love to be outdoors.
William Pleasant: It differs from day to day, depends on the situation, but pretty much every morning I'm walking my dogs or heading to the gym. So I admit I struggle some when I'm traveling. I know that's, uh,
Michael Cupps: you
William Pleasant: try to
Michael Cupps: maintain. We all do. Yeah. The amazing thing about walking is you can do that just about anywhere. So, you know, sometimes you can't, but most of the time you can.
Michael Cupps: So that's great. That's a great habit. So the other thing that I, that I ask every guest, I, I've been talking about this concept of, you know, tomorrow's more important than yesterday. And, and I'm guessing as a sustainability business, you, you, you think about this all the time, but you know, what do you think about that phrase and do you have a particular thought on it?
William Pleasant: Yeah, I do. I, I've mentioned a few minutes ago [00:26:00] that ultimately I'm a pretty hopeful, optimistic person. I, I tend to believe that the arc of history bends toward justice in the broadest sense. Uh, I'd say as a society, we are where we are. Each business is where it is. Yep. But I believe that over the long term, uh, companies will continue to become more focused on sustainability, uh, because I think the people who, the people who make up those organizations.
William Pleasant: Realize how critical it is. Yeah.
Michael Cupps: Yeah. That's great. It makes a lot of, it makes a lot of sense. I mean, and, and that's the work you do. That phrase kind of embodies probably what Bridge House is, is doing, whether that's your, it's not your motto, but it's kind of, that's what you're helping companies do, so For
William Pleasant: sure.
Michael Cupps: Excellent. So I think we had a ticker running cross, but just real quick, could you share with, again, with how people can find Bridge House if they're interested in picking up a conversation?
William Pleasant: Uh, sure. So Bridge House, uh, you can find us on, on LinkedIn or on the website, bridge house advisors.com. Uh, you can also find me on LinkedIn.
William Pleasant: I'd be happy [00:27:00] to connect with, uh, with any of the listeners.
Michael Cupps: Absolutely. Thank you so much, William, for spending the time with us today. It's a, it's an important topic and I, and I really enjoyed the way you framed the, the, not just the responsibility, but the, the, the practical. Actions we can all take. So thank you.
Michael Cupps: Thank you very much for that and for everybody, uh, thank you
William Pleasant: for having me, Michael. Oh,
Michael Cupps: absolutely. Thank you. Uh, and for everybody listening and watching, be sure to share the, the episode with others. And if you're watching on YouTube or LinkedIn, just be sure to subscribe or follow or like whatever their mechanism is so you get notifications on the next podcast that we publish.
Michael Cupps: So thanks everyone and have a great day. Thank you very, very much. William and Bridge House Advisors.
William Pleasant: Yeah.
