Daniel Beard: [00:00:00] Why am I here? Should I be here? But in fact, I think

What I've learned to do is try to introspect. Why are you in the room? Why are they listening to you? Why do they believe in you?

Yeah. So I was adopted straight from birth. And, and I think with any adopted child they immediately go through a level of trauma. It's almost, they are grieving from birth Because there's a switch from one parent to new parents.

I speak to a therapist every two weeks about internal, politics, about external things.

You know, I am an adrenaline junkie, But it, that's not jumping out of an airplane level, it's pitching for business sales, the boxing, the events, the rugby, it all ties into the, same part.

So Rob lost his son Oliver over 10 years ago, but born out of that was Oliver's Wish. The charity that we represent, they're currently Simon Pilkerton and Rob are running six ultra marathons back to back right now.

This is leadership, [00:01:00] right?

they could wake up and be. I'm not successful at work. I've got too much on, I don't look how I should, I'm not as fit as I should.

I don't earn as much money as my friends. I don't have the car I want. And subconsciously, before you've got out of bed and got to brushing your teeth, you're already bullying yourself across multi-facets.

Leo:  Welcome to the iGaming Leader Podcast where we uncover the human side of some of the most inspirational leaders in our industry. I'm your host, Leo Judkins and as an ex iGaming Director turned Performance Coach, I've worked with over 200 leaders from companies like Entain, bet365, Flutter and many more to help them build the habits to achieve sustainable high performance.

In these episodes, we share exactly what it takes for you to achieve the same.

So with that being said, let's dive in.

Leo: Welcome to the iGaming Leader [00:02:00] Podcast. I'm here today with, Daniel Beard, partner at Partners Capital, MM and a advisory in the gaming industry, um, 15 years of experience. Daniel, I'm super excited to, to talk to you. We've been talking for so long on getting you on this podcast and it's finally happened.

You made it here. Well done, mate. How you doing?

Daniel Beard: Very well, thanks for letting me join.

Leo: Yeah, you are. You are more than welcome. I'm, uh, so excited to have you here because you've got such an interesting backstory. And, and, and really, I, if it's okay for you, I'd love to start with rugby. My favorite topic. Um, you've been a semiprofessional rugby player for quite a few years, and, I'd love to hear a little bit more about how that perhaps shaped some of your. How you go about your position today and, and what kind of lessons you've learned from rugby that you perhaps apply to, uh, to leadership and to performance.

Daniel Beard: Sure. So I guess the, the rugby started really at university. I went to a, a top rugby uni, but [00:03:00] I didn't get there on my rugby background. I got there 'cause I got an A at PE of all things. Um, so that's where the, you sort of saw the, the, the commitment and, and dedication. These guys were all, you know, England representatives or Ireland and were already at the Premiership Academies and so on, and they were, they were just a league above in terms of their, their, their preparation and so on.

So I guess it's sink or swim. So at that point, you start to train with them, you start to see what they're doing. You start to see what needs to be done. Um, and luckily I was picked up to, to, to go to London Welsh, where the, the semi-pro was in the championship, semi-pro career started for eight years. And look, I think a, a lot of leaders or companies like to hire sports people.

Not that that's one true rule, um, but their, I guess their dedication to success. Uh, and [00:04:00] resilience. They understand their weaknesses, they understand the areas of improvement. They should be very, uh, accommodating for people advising, advising which parts, uh, need to be improved. So constructive criticism is, uh, continuous throughout work, as you know, and, and throughout rugby.

it's that resilience. Yeah, there's, there's so many times in our careers people will have had situations which could have held them back. Uh, whether that's clients, whether that's glass ceilings, whether that's their own internal capability, whether that's their internal thought mechanism around their capability.

I think, I think rugby and any sort of team sport as well, because the team element is, is one of the most important parts on, on both sides. Just allows you to, to understand that these roadblocks are here for a reason and you can continue to push forward. I mean, how many people on your podcast will have said [00:05:00] they've learned more from their mistakes than their successes?

Leo: Yeah. Yeah. It's always true, right? And it's, I think it's one of the difficulties when you're in a high growth business that is just anything you touch turns into gold, is that you don't have those challenges that you grow through. And, uh, sometimes it, not that it makes you lazy, but it does just doesn't give you the opportunities to, uh, to, to grow through it. So, yeah, that makes sense. I like, one of the things I, I'd love to hear a little bit more about, rugby or team sports in general, is that

I think one of the things that most people find difficult in their, in their teams at work is to create that high performance environment. You know, where when you're on the pitch.

Or at, on the, on the training field, just expect more from the guy next to you, right? You expect them to hold themselves to a high standard. You push them to, to work harder and you support each other. That's not always true on the workflow, like how have you, like, have you seen that develop maybe in your career with, with holding each [00:06:00] other to a higher standard?

Not necessarily through, you know, the manager pushing you, but more as, as peers together.

Daniel Beard: it's a team sport. And I, and I think in work, certainly what we've tried to do, and I've been very lucky to work for, um, for bosses who held the same idea, is there needs to be one common goal. Um, and in order for all of you to achieve that, you have to be doing your job properly and be, allow your peers to, to hold you accountable.

I think in work there, there's definitely some self-promotion. Promotions or, you know, fear factor of, of even losing their job. So I think any leader needs to be able to display that this isn't an individual. Game. This really is a team, a business with one common goal. And if you all move towards that, then, then you should be successful.

Leo: Yeah. Love that.

Daniel Beard: Yep.

Leo: Daniel, I, I wanted to talk [00:07:00] about kind of your early beginnings and, I saw you talking about is, um, you've been adopted. Right? And, um, talk a little bit about how that's influenced some of the feelings and some of the difficulties that you've had throughout your career in maybe breaking those, those mental barriers perhaps that you've had, how that's shown up and, and yeah, how you've grown through that.

Daniel Beard: Yeah. So I was adopted straight from birth. And, and I think with any adopted child that they, they immediately go through a level of trauma. Um, it's almost, they, they are grieving from birth because there's a switch from one parent to new, new parents. And this in inevitably will, will lead, lead to abandonment issues, self-esteem issues.

Um. A really a, a, a loss of belonging. Even, even though in my situation, I had two extremely loving parents who I'm best friends with both of them now, and we have [00:08:00] arguably the tightest bond we could, I don't know whether that would be tighter than a, a blood relationship. I was very, very lucky, but I still struggled a lot from that moving forward, certainly in my teenage years.

Where that comes into business is, it's a, it's a pro and a con, um, again, common traits of adopted people in, in business is a perfection, perfectionism. what I suffered from being completely honest is imposter syndrome. Two ways. So, um, to give you an example with parties, I have it from an intellectual level because three of our team went to Oxford.

, They've gone to like Swansea University, they've got business, uh, you know, MBAs from Warwick Business School. I got tutu in sports science from, from Bru now. So internally you have, you know, should I be around these people? You know, am I good enough? That's not the normal sense you are already feeling.

Am I good enough to be. [00:09:00] In this world, per se. Um, and, and then certainly externally, you know, we work with very, very bright, um, CEOs. , A lot of your, your guests would be our counterparts who are very sharp, very polished, very professional, um, very, very, uh, intellectual. And you sometimes wonder, you know.

Why am I here? Should I be here? Um, but in fact, I think what I've learned to do is less see that as a weakness, but more why are what, you know, dig into to try to introspect. Why are you in the room? Why are they listening to you? Why do they believe in you? Um, and it became more a, okay, I'm fantastic at this, which is why I'm here.

My colleagues are fantastic at this. I can't do what they do and they can't do what I do. And once you start to appreciate, and you'll talk about this a lot, and have gratitude for what you are [00:10:00] good at, then the narrative within it starts, starts to, uh, to, to change it. It's been a long process to get to that.

But you know, we're here. I, I still get it. You know, you're still around. Mega. Um, and even, you know, our competitors, uh, there are investment banks or other boutiques. Yeah, these guys are fantastic. Um, but, uh, yeah, look, it's more appreci appreciating where your cards are, uh, and what you're strong at.

Leo: Yeah. I love that. Um, I, I wanna go back a little bit to kind of when you were at Penia with Rob and, and, um.

Daniel Beard: Yep.

Leo: You know, before kind of, or when you were starting parties, one of the things that, uh, happened, I guess, is people were seeing you as, uh, as a bunch of recruiters, right? That now all of a sudden we're in this area.

And I can imagine that that even accelerated that feeling of, you know, feeling like an imposter. Take me back to perhaps the first moment that you sat in a room across [00:11:00] from someone know. Being part of capital now, and, and you feeling, oh my God, I like, what am I doing in this room? He's gonna find out he's gonna find me out. What, what did that look like?

Daniel Beard: Yeah, sure. So the back, the backstory is I got my first job outta rugby working for Rob as as a recruiter, which was I. Fantastic, uh, you know, a place to go and learn how to work hard and learn the industry and really start to form the relationships in, in this industry. Um, I then went into selling software Open bet.

Same at Progress Play. Um, and then finally at at GSI, um. And then Rob and Gideon were shareholders in GSI and they said, would you like to come and launch, division? They already had a world class strategy consulting, but this seems like a natural progression. I said, yes, without fully understanding what m and a meant, [00:12:00] not from a, you know, you buy and sell companies, but, but really how difficult it is and the capability that's really required.

Um, so yeah, we, we started off with, you know, smaller deals trying to broke, not really getting anywhere because I, I guess it was, it was twofold. It was one, people weren't taking us as seriously as they should. Certainly people in the industry must have thought we were mad. You know,

two old, these two old recruiters trying this like banking game.

To be honest, we didn't know what we were talking about. Um, but you've got, you've got two people who can, you know, sell ice to Eskimo type and, uh, and we sort of muddled our way through. That was very, very difficult. But I think in any sales role or in any industry, any position.

You need to be robust and resilient. Um, and in fact, one of the traits of adopted people is your, your ability to adapt and, and sort of push through [00:13:00] because of the fear of failure. So we, we left it zero doubt we were gonna build. An industry leading capital team. There was nothing that would put us off.

Um, I mean, we laugh and joke at some of the reactions we've had, um, but it had to be, you know, learn, adapt, move on, get better. Um, and that, that's something, from rugby all the way through it is like, if, if you're not learning, then, then why are you doing this? Um. But eventually we learned how to, to sell it as a process and then, and then built a, a very strong team.

Leo: I'd love that whole story, tell me a little bit more about some moment, uh, a any moment really, uh, Daniel, where you were sat in a room where you feel, oh my God, I, this, this person's gonna find out.

I, I don't know what I'm talking about. You know, he's got me out of the room. did that, like, what was the first time you experienced that?

Daniel Beard: there's one in particular, I can't mention their name, but they're a Canadian private equity client, [00:14:00] um, that, that we were working for. And again, PE guys are, uh, no nonsense, very sharp,

and, you know,, they're asking me quite detailed questions around my thoughts around the market and business valuations and, and so on.

And it, it's utter panic. But even, even within that conversation, your ability to just flip to what you are good at and what you know, and pivot very, very quickly to at least be able to, at that point get through the, the conversation without sort of letting yourself or, or the company down. I've had panic attacks before. Via various means and measures. It's utter fear. but also weirdly, I quite enjoy it. I quite like these like high stress situations where, you know, live or die style, which I guess lends to the boxing. It lends to, you know, my personality.

Leo: I remember we were even talking about it with fitness, right? [00:15:00] How you have these really extreme sessions where you just gotta do a complete blowout, otherwise it feels like it's not even a workout, you know?

Daniel Beard: Lots of people. I speak to a therapist every, every two weeks and we, we go through, you know, I talk to 'em about work a lot, about bits I get stressed about, And one of the things we, we worked out is, you know, I am an adrenaline junkie, but it, that's not, that's not jumping out of an airplane level, it's.

I am not interested unless it spikes my adrenaline. So, you know, pitching for business sales, you know, the boxing, the events, the rugby, um, it all ties into the, the, the same part. So yeah, these highly stressful, um, situations, they're almost cathartic for me.

Leo: yeah.

Daniel Beard: though you get anxiety, before you're going in.

It can, it's stressful when you're in there. Um, but then afterwards you, you, you feel like you've, you've ran up a mountain.

Leo: So, so let's talk a little bit about the boxing [00:16:00] Rob in that context and, and, and what that's all meant for you. So, take me back to when you first met each other and,

how that relationship has formed over the years some of the best things. that you've done throughout your career with him. because I, like, I was so inspired when I first heard it, so I'd love to hear it kind of from your, from your side.

Daniel Beard: Yeah, sure. Um, and. Who's been the biggest influence on me, uh, and by far number one is, is Rob. Um, from giving me a chance at 22 to come and work for his business, but obviously that that relationship has, has formed. It was, it was work and I'd say we are more sort of best mates and friends than, than than colleagues now.

Um, but we, obviously worked for him at Penia. He was a shareholder at GSI, he then allowed me to come back in as a partner in, into parties. Um, so over that time, we've, we've sort of worked in, [00:17:00] around, or completely together for 22 years now. Um, it's the longest relationship I have with the industry.

We've, you know, we, we, we debate, but we've never fallen out. There's never been crosswords. Um, and that's really indicative of Rob. Um. He, he's one of the only guys I know that will always see the best in people and, and gets the best outta them. Um, he allows you to believe so big above what is, uh, could be perceived as achievable, uh, and, and gives you absolutely everything to be able to go at it.

And then unfortunately on the, on the boxing side. Rob. Rob lost his son Oliver over 10 years ago, but born out of that was Oliver's Wish. The charity that we represent, they're currently Simon Pilkerton and Rob are running six Ultra ultra marathons back to back right now.

And this, this is leadership, [00:18:00] right? This is a guy who's a heavy, a heavy bloke, showing the world, you know, pushing himself through things. And he is like this in business. Um, there are no obstacles. So we, we, I'm a patron of Oliver's Wish, um, and we raise money for the, the, the charities. We always wanted to do a boxing event.

So the, the, the last two years we've had 12 executives fight each other and we're, you know, pushing towards. Um, making over half a million now for the, the, the charities.

Leo: Amazing mate. Tell me back to that first boxing event, uh, Daniel, how did that go and, and what was some of the I don't think we had even spoken to each other back then, but I still remember all of the media attention around it and like how big it was. And so take me back to the buildup to that and how that eventually unfolded. That very first time. I,

Daniel Beard: Yeah, and I'll tie this into leadership as the, that's the name of the, the, the podcast. 'cause this is where I think the industry is unbelievable. So we had 12 people raise their hands, you know, they'd [00:19:00] never boxed before. You know, they, they are putting themselves into a, uh, quite an exposed position in our industry.

We sell it out. There's 55 tables at the Hilton. It sells out in two or three weeks. Um, and this is where they're leaders in my mind, because they're boxing. All the sponsors that came in, they are not doing it like a B2B award. They're not doing it to, to, to win clients. They are doing it to be a community, to stand behind A wonderful charity, um, which was obviously came outta an awful, awful event. Um, and then everyone else who contributed the videos that people sent, you know, the buying of tickets. This, I, I'd say collectively the, the, the industry is leading by, you know, helping these organizations for absolutely no return.

That is so humbling when you, you launch these events. So we sold [00:20:00] out, we had uh, we had six fights. A fantastic event, massive follow up. Everybody was asking afterwards. I. When's the next one? So we did one the, the next year,. And SBC were fantastic. They run events like no other, extremely professional.

Um, the music, the, the theater, um, our, our presenters, we had Natalie Pinkham and James Haskell that year. Obviously rugby would be close to you. We had David Flatman the following year. We are looking to do it this year. There's gonna be some surprises again. So like, uh, from a leadership, from an individual to, to, to companies, to managers within, you know, that's fantastic leadership right?

To, support an event

Leo: really

you know, coming out such a dark, like horrible, horrible thing. I, I I, that getting together. I think that's one of the beautiful, beautiful things about gaming, right? It's such a, it's global, but it's also super tiny. I. Right. With such a small industry [00:21:00] really where everybody knows everyone and, um, yeah.

Amazing.

Hey, if you're a VP, a director, founder, or executive in iGaming and you want to achieve sustainable high performance without sacrificing your personal life or your well being, then the iGaming Leader Mastermind might be your kind of thing. It is a highly vetted community in which we work together with other iGaming leaders in the industry to achieve that sustainable high performance. Because leadership in iGaming can be really lonely and isolating.

But when you've got the right people around you, it can make such a difference to your performance, your productivity and your personal life. So if that's something you want to know a little bit more about, head over to iGamingLeader. com and apply to join.

Leo: if you think about today, Daniel, what are some of the things that you've taken away from organizing those events and, and how has that [00:22:00] affected you professionally?

Daniel Beard: seeing what, what happened to , and Anna, his wife, um, obviously you can't help but reflect on, on your life. Um, and you can't help reflect on what's important. You know, we talk about value trees, you know, what are your top values and priorities? And of course, you know, because I suffer from some of the parts that came out of, of being adopted and,

I over compete. I'm a perfectionist, I take on more work than I should. I drive myself. I work weekends, I work evenings. So it did help. We talk about burning out, I, I take myself to the limit, I think most weeks, um, to, to the point I am better. Um, we can come on to, you know, Craig, who's been a bigger influence.

I'm better at managing. But that, the huge sense of being overwhelmed for the majority of the week is, is quite common. So I think having [00:23:00] seen what happened from that has quite helped me reevaluate what's important, you know, building when's the time to compress, uh, and, and allow myself to, to feel.

Less pressure, the fear of failure and the fear of being rejected by a client. I will take that way more personally than someone that doesn't have my background. You know, they say, it's not personal, it's business. Well, for me it's all personal.

yeah.

Look, it, it's made me reevaluate. life's not about success and money, , success linked to money and deals. There's much bigger, um, values out there.

Leo: Thank you for sharing that. That's so powerful because there is it's easy to always power through. Well, it's not easy, but that's the default mode, right? Power through, keep going. I. Pressure through, don't take rest. Never stand still, because standing still is like going backwards. , You mentioned Craig in, [00:24:00] helping you with that. a little bit more about that and, what, what's happened, how that kind of materialized itself and what some of the outcomes are of, of that help that you've had.

Daniel Beard: Yeah, so it's a gentleman called Craig White. He was the strength and conditioning coach for wasp, um, for Wales and the British Lions. So he effectively took himself as far as he could from a physical performance of. Humans and then pivoted straight into, I wanna get to the best in the world at mental performance.

so he, he works with people who are really struggling with trauma from their past, um, but also works from a, uh, an executive function. So he works with, you know, CEOs of, footy, 100 businesses and so on, high, high level elite sportsmen and sportswomen so I've been working with him.

On sort of how to build performance at a gradient that it doesn't [00:25:00] lead to, being burnt out. I've done five day men's retreats with him, because I guess a lot of it, anyone who's done therapy will know it's about talking to their inner child a lot of times. Right. And, and hugging that inner child or, or apologizing or forgiving or.

Whatever it needs to be. So it's really sort of modules around loving yourself before being appreciative of yourself and, and gratitude. Um, and that can be for people that just want to get on in their, their, their relationships. Um, maybe that that's not where it needs to be, but for me it was less the relationships, but it was more, you know, trying to disconnect.

A lot of it was around adoption trauma, which obviously we've talked about, stems into work and then work life balance. Um, but uh, yeah, it was, it, it's about how to, to continue to perform a trajectory, um, that is accommodating of also having a life.

Leo: [00:26:00] Yes, and I, I bet a lot of that is also around just not being self-destructive. Right? I think that's one of the big things that I often see with. all high achievers that it's not just about performance, it's actually about the real suppression mechanism of, and, and being self-destructive around some of the things that maybe suppressing those feelings or, or whatever that is.

Like, was that the same for you, uh, Daniel with you look at the journey that you've gone through, is that something that you've had to battle and overcome?

Daniel Beard: for me, it wasn't a suppression of feelings. It was, you know, I'm showing, I'm being triggered too much. That's been a constant, constant battle. I mean, it could have gone one or two ways. My brother, who was also adopted, became a heroin and drug addict and alcoholic and has had a 30 year battle with that, whereas I sort of found sport and I guess the right people around me.

So we, we had the same trauma. but You'll see, you could go two ways, but with my [00:27:00] way it was more, I was still very triggered, uh, and emotional and, allowing things to, to, to be, very personal with me, rather than, um, seeing it as another. If you said, look. Go and win 10 deals, I'll see it as a challenge.

But, if someone doesn't respond to me on email or ignores me, I'm offended by that. It helps me. But for me it is really just to, to just to stop the triggers and be able to, to move forward.

Leo: Yeah. Love it. Okay. I also asked in our mastermind for some questions for you, uh,

Daniel,

What are you seeing in terms of appetite of buyers and valuations? So very, I know we're diving straight into business, bit of a weird switch, but I wanted to, I wanted to ask you.

Daniel Beard: We, from what we're seeing, we don't see the turmoil affecting m and a at all. Um, in fact, we're seeing a, a, a complete U-turn from the last 12 to 24 months, where buyer appetite has increased. What you have seen is valuation [00:28:00] multiples be reduced, um, and a number of the, the very large strategic players.

Have now said they will consolidate into existing positions, which they haven't done before. Uh, the buyer market is very buoyant. There are a number of new funds that have been created to look at m and a on both gray and white. We don't play at the league where. Perhaps, you know, raising debt for DraftKings to go and buy.

We don't play at that level, so we, on small midcap m and a, it's, it's extremely buoyant. Um, there's cash available, there's cash on balance sheets. Uh, they have debt provisions, have credit, um, facilities. So we we're seeing it as that there is no issue right now. Um, but m and a is cyclical. I've, I've been through this twice now.

Like the ups and the downs. You know, the three years ago there were all the SPACs that happened in the us um, and, and then that, that, that wave entered and then there was a different [00:29:00] vertical. So look, this is the busiest we've ever been at Partis. Uh, last year we did the most deals we've ever done. We did six deals, um, for a small boutique.

We're, we're very proud of.

Leo: I love that man. That cyclical kind of behavior or a cyclical kind of, , environment, right? That, that must be so challenging as well, uh, from, from feast to famine. What are some of the things that I. For someone like you where you, where you take a lot of this stuff really personal and as a big challenge, like how do you deal with that?

That is market, right? That's not your performance. That is the, the wider market that is going up and down and, and you like, you know, maybe slightly affect that, but certainly not to a very, very large degree. So how do you deal with these things that are outside of your control that still affect you personally?

Daniel Beard: I think initially you get quite worried. I'm so used to, I'm 10 years into doing this now. Would you believe so? I'm so used to the, the, the cyclical nature. I. [00:30:00] I think the larger boutiques have been fantastic at having different industries to be able to do m and a. So it might be sports, iga and gaming.

So the cycles are different upon each, so one year they'll just do more deals within that industry vertical. We are looking to do that as a business. Partis is lucky because we, like I said, globally, we have the largest. Strategy consulting business that does very well. So, you know, some years m and a might do more than consulting and, and vice versa.

We're always underpinned by one or the other. Um, so, but at the start then, yes, we'd never do a deal. Um, but at, at the moment, we're structured , to be able to absorb any volatility in the market. However, Rob and Gideon won't allow us or the team to sit on, sit in our ass and not do deals for a year.

Leo: Uh, and you probably wouldn't either, right? [00:31:00] That's very much against your nature.

Daniel Beard: No, I I I just can't do it. I like to be busy, so, not overly busy that it's every weekend, these days and evenings. This is a whole new world, you know, what you'd call m and a within investment banking. Uh, it is very stressful and the, the, the hours you sign up, you sign up to it.

There are, you know, large rewards for people that work in this, in industry. The pay is is great. So, you know, with that, you know the territory you're in.

Leo: Yep.

Yep. a lot of sense. I wanna ask you one last question, which is, um, there's a lot of people that are. Struggling with similar things that you've gone through. Imposter syndrome, working through things, you know, overworking, not necessarily feeling that they're burnt out, but perhaps feeling that they're very, very stretched. if you're in that situation for somebody listening, right. If somebody is in that situation, what's one [00:32:00] small step that you feel someone could take that would, uh, that would help them the most?

Daniel Beard: If they feel overwhelmed you have to start putting workloads into buckets. Then those buckets into priorities, uh, because, you know, our to-do list could be, you know, a hundred by the end of the week. So I feel as long as there's, um, progression and you're working on the highest priority, I am the king of doing 20 things at once.

Um, and then not completing any, to give you an example, I haven't put my expenses in for 16 months because I can't, the, the thought of doing it sends is, is worse than actually doing, um. No, I think prioritization and, and putting things in buckets. What's, what's the mo most important and also what, what do you need to do that day?

Um, and maybe that is not all a hundred items. It's if I can get these 15 for today, that's a good [00:33:00] day. And then reward yourself with, some kind words towards yourself. and that's actually an interesting point.

I once did this, um, three day retreat called Landmark, um, uh, which was again, personal development.

One of the things they, or teach you is how many people wake up in the world and subconsciously are already bullying themselves. So they could wake up and be. I'm not successful at work. Uh, I've got too much on, um, I don't look how I should, I'm not as fit as I should.

I don't earn as much money as my friends. I don't have the car I want. And subconsciously, before you've got out of bed and got to brushing your teeth, you're already bullying yourself across multi-facets. At the end of the day.

Just look back and say, I've had a good day. This has been a great day. Well done. Now you've, you can go to the gym and enjoy yourself, or you can walk your dog or be with your children so that, that, you know, affirmations and so on. But yeah, if you're [00:34:00] just kind to yourself towards the end of the day,

you need to talk to yourself in a kind manner.

Leo: Yeah, I think that's so powerful, and thank you for saying that, Daniel, because I think for high Achieves people that are in a very, you know, commercially driven environment. They don't buy into the soft stuff, right. Like self-talk.

It's because that internal voice is unfiltered, right? We don't put a filter in between it and we would never allow anybody else to talk to us like that. So,

Daniel Beard: So one of the parts that I've, I've worked on, I'm actually quite strong at, because you, again, leading back to the adoption side, is emotional intelligence and empathy. Emotional intelligence, like EQ is actually something that's become prominent in business now. So obviously before it was purely iq. Now you'll see and, and I imagine lots of your leaders look for eq.

It is so important, but how can you have strong emotional intelligence if you talk to yourself in a certain way,

Leo: Thank you very, thank you very [00:35:00] much Daniel for, uh, being on the podcast. Absolutely loved, uh, your stories and thank you for sharing.

Thank you for joining me on The iGaming Leader Podcast. If you enjoyed today's episode, head over to iGamingLeader.com for more conversations and insights. Don't forget to subscribe to this podcast.

I'm your host, Leo Judkins and I hope to see you next week.