Todd Brady is the Chief Sustainability Officer for Intel Corporation, and Vice President of Global Public Affairs. As Chief Sustainability Officer, he leads Intel’s global sustainability initiatives including climate, energy, water, green buildings and circular economy.
Intel aspires to be a global leader in sustainability and enable partners and customers to reduce their environmental impact through their actions. Intel’s environmental projects and company-wide initiatives are driving reductions in water use, waste generation, greenhouse gas emissions and energy use around the world. To learn more, I recommend checking out our most recent CSR report on Intel.com/CSR.
John Shegerian: Listen to the Impact Podcast on all your favorite podcast platforms, including Apple Podcast, Google Podcast, Amazon Music, iHeart Radio Audible, Spotify, Stitcher, and of course, at impactpodcast.com. This edition of the Impact Podcast is brought to you by ERI. ERI has a mission to protect people the planet and your privacy and is the largest fully integrated IT and electronics asset disposition provider and Cybersecurity focused hardware destruction company in the United States and maybe even the world. For more information on how ERI can help your business properly dispose of outdated electronic hardware devices, please visit eridirect.com. This episode of the Impact Podcast is brought to you by Closed-Loop Partners Closed-Loop Partners is a leading circular economy investor in the United States with an extensive network of Fortune 500 corporate investors, family offices, institutional investors, industry experts, and Impact partners. Closed-Loop platform spans the arc of capital from venture capital to private equity bridging gaps and fostering synergies to scale the circular economy. To find Closed-Loop Partners, please go to www.closedlooppartners.com.
John: Welcome to another edition of the Impact Podcast. I’m John Shegerian and I’m so honored to have with us back for the second time Todd Brady. He’s the vice president of global public affairs and Chief Sustainability Officer of the iconic and wonderful brand Intel. Welcome back, Todd.
Todd Brady: John, good to be with you again. You look great. I don’t think you ever age, so [inaudible] for me to live up to.
John: Thank you so much. At 60 years old, I’ll take every compliment with regard to my aesthetics that I can get. Hey, Todd, Before we get talking about; a. the evolution of sustainability just in general and b. all the great important work you’re doing in Intel and sustainability with your colleagues. Talk a little bit for our listeners and viewers who didn’t have the opportunity to hear you back in 2015. Share a little bit about the Todd Brady story. Where you grew up? How you even got into this industry to start with and where did you find there’s some of your love of sustainability in the environment
Todd: Sure. Yeah. Thanks, John, and now, I’m going to go way back you start figuring out how old I am. I’m not sure how much I want to share here but. My dad was actually a professor. I grew up in Memphis, Tennessee. It’s been a long time since I’ve spent a lot of time there. That’s where I grew up. My dad was a professor at the local University and my mom was a teacher actually. And so, education was always something that’s very big for us and as I started to get my education and learn more about the world around me, I was a chemical engineer. I came out of the engineering side of the business. But while I was working on chemical engineering, I took a course on I think was called air quality or air pollution and that kind of thing and it really opened my eyes to, “Hey, as engineers, we can go solve really big problems.” And so, I went on to get a master’s degree in Environmental Engineering from the University of Illinois where that became my sole focus. How can I apply my engineering skills to address this thing little challenges? And Intel hired me out of grad school. So this will be my 28th year at Intel. The first job that Intel asked me to do was to build emission models. This was almost 30 years ago. That would predict what our emissions were going to be so that we can work on reducing us and some of those emissions that we were concerned about almost 30 years ago were greenhouse gas emissions. If you can believe that. I wish I could say that I was the pioneer that brought that to Intel, but actually, I had predecessors in front of me that were already thinking strategically about what we need to do to reduce our footprint and that includes our impact on the environment climate change, and greenhouse gases.
John: You were working on these some of these issues literally 30 years ago before it became obviously part of our vernacular and part of what we talk about in the media and also talk about in big business now. When did you become the chiefs Chief Sustainability Officer at Intel?
Todd: Yeah, so that title was a couple of years ago. However, I’ve been working my whole career in various fields of sustainability. And so, I was very honored to be named the first Chief Sustainability Officer, but in no way it doesn’t reflect my work as much as it reflects the work of the company and everything that’s going on. But what I would say is I think it’s really exciting to see this evolution of discussions around environmental topics, and sustainability and see it go from a group of scientists or engineers working on it to the mainstream that the world is aware of the challenge and what we need to do and now, really as I always tell my team, our goal is to basically eliminate our jobs over time so that it just becomes a course of what everybody across the company is doing and we’re seeing that more and more each year. Proliferate across the company and I’m seeing it with other companies as well.
John: Yeah, so interesting Todd. You’re one of these Sustainability OG’s that have been around doing this, doing the hard work with your colleagues now way before it was cool way before it was a hot topic or an unstoppable trend which it seems to have become but even since our last meeting in discussion on 2015. I mean, ESG back then wasn’t part of our lexicon. The shift from the linear to the circular economy wasn’t really major news back then nor was this sort of Institutionalized support i.e. Blackrock and Larry Fink and others. Basically, egging on their portfolio companies to really get with it and do the hard work. So it says you’ve been around and seen the whole evolution. If sustainability and ESG were a baseball game, where do you think we are right now? Are we on the bottom of the first or read the top of the fifth? Where are we in this evolution since you’ve seen it for so long?
Todd: Yeah, from my vantage point, we’re somewhere in the middle and then hopefully, we’re top of the fifth bottom of the fifth, but we’re up by a few runs, right? [inauidble]. You mentioned investors and I remember, it’s probably 15 or 20 years ago when I first met with ESG investors. Our first meeting, we’ll meet with them at least once a year if not multiple times a year to talk about what we’re working on, and what their key priorities are, but we would do an annual roadshow. I’m located in Arizona. We’re headquartered in California, so we go from the west coast to the east coast and go to New York, Boston Washington DC Areas and meet with the investors who cared about ESG. I remember the first meeting we had on ESG. It was with Calvert Investments It was one of the pioneers in ESG investment and I believe there was a Catholic charity at the time. I wish I could remember her name. There was a nun who was representing the Catholic charity and concerned about ESG topics. But that was it. Now, you fast forward to today, and as you mentioned, it’s a who’s who I mean. It’s great to see all the big names are there at the table all have ESG analysts. I’ll understand the importance of working on this and understand the importance of companies to be investing in ESG from a business perspective, right? Putting some of the other issues aside from a business perspective, it makes sense for us to be focused on this ESG space.
John: Todd, I’ve had the luck and the honor to interview so many folks since 2007 since the advent of this what was then a radio show now a podcast. And so, many of them like you were the first Chief Sustainability Officer at their brand and I always love to hear about the excitement and the responsibility of the blank page because of course, you and your colleagues were doing so much in terms of Predictive analytics in terms of how to reduce greenhouse gases and so many other things way prior to you being named Chief Sustainability Officer, but once you get that title, how do you then look backward in terms of what you had been working on but then also look forwards since you now have that new title and you had that blank page in front of you to decide what you want to tackle because sustainability could be really narrow or really wide. It’s really the vision of the folks running it?
Todd: Yeah, absolutely. And so, one of the things that we do and I know many other companies are now doing so-called Materiality Assessment. We’ll go through and look at all the various elements of ESG and where the biggest impacts are to us and quite frankly to where we can have the most impact And so, as we’ve done that year over a year, there’ll be some things that change and become a higher priority or lower priority. But there were two areas in the environmental space that have been over the past decade-plus a core focus for us and always risen to the top of that materiality, and that would be climate and water and those two are linked, of course as well, but for us and for Intel in our business those two always rose to the top. And therefore, looking at those not only what do we need to do this year but strategically over the next decade or as it relates to climate change and ultimately reaching net zero over the next two decades, what do we need to further do? And so, I think that’s the challenge but also the fun part about my job is how do you mix and we need to tackle some things this year and today, but at the same time, not lose vision of where we want to be two decades from now.
John: Intel sits in Northern, California. I sit actually in Fresno, which is Central, California, the heartland of AG in the United States. You sit in Arizona. Water is a big deal let’s talk a little bit about how Intel and your leadership are prioritizing water restoration and conservation efforts because water is not only a hot topic today, Todd, as you and I know but as a topic for years to come in terms of doing this right and making the world more water independent because we’re not only the only ones challenged here. Folks are challenged around the world when it comes to water and drinkable water and usable water and how to recycle it and handle it appropriately, so I’d love to hear your vision of what you’re doing at Intel right now.
Todd: Yeah, absolutely. Our current goal as it relates to water is to be what we call Net Positive Water by the year 2030. Water’s an area that we’ve invested in for many decades and I’ll take a step back and talk a little bit about semiconductor manufacturing where our water is used. When you make a chip, you’re building something that’s about the size of your thumbnail. On that, we’re putting today over a billion transistors, so we’re working at the atomic scale. It’s hard to even fathom how small that is if you think about your thumbnail or fingernail and putting something that’s a billion of those on that surface. And then, by the way, each of those transistors is turning on and off over a billion times a second. So it becomes mind-numbing a billion little transistors turning on and off over a billion times a second. That’s what the chip inside your computer, inside your phone, inside the servers, the Backbone of everything. That’s how they’re computing. And so, to do that, we’re building things at the atomic scale and so, there are hundreds of process steps to make that chip but in between, many of those steps we have to clean off the surface of the [inaudible]. The Semiconductor is made in what we call a clean room. It’s way [inaudible] magnitude more-clean than say an operating room where there are very few particles. The air is cleaned so that we have very few particles at all in the clean room and that’s because we’re operating at that atomic scale. And so, any contaminant at all can ruin the [inaudible]. And so, as we are rinsing off the surface of that [inaudible], we are using what we call ultra-pure water This is water that we receive from the municipality, but then we clean it to remove as many if not, all of the impurities as possible.
Well, when I first started at Intel, the state-of-the-art ultra-pure water system was about 50% efficient. That is for every two gallons of water you took in, you got about a gallon of ultra-pure water. Fast-forward to today, we’re over 90% efficient. So for every gallon of ultra-pure water, it only takes about 1.1 gallons of water. And then, what we’ve been able to do is recycle that water over and over and over again to reduce the amount that we’re using. So that’s been our first focus was how we use less water as a company. It’s a critical resource as you mentioned. It’s becoming more critical in many parts of the world where we operate. That was the first focus. But as we were going down that journey, we took a step back and say, “Okay, what should our ultimate goal be?” And this is where we came up with the idea of Net Positive Water. And ultimately, for every gallon of water that we are pulling from a watershed, an aquifer, river, lake or whatever that is, we want to put back a gallon or more of water. And if we can do that, then we’re actually having a positive impact on the community on the watershed in which we’re working. And so, we said, “Okay, how can we do that?” So we set about doing a bunch of things internally to, again, reuse and recycle water over and over again, be much more efficient how we use it But what we found is we can only get about 80% of the way there through our own conservation efforts and that’s because you lose water from evaporation and other things. And so, to get to that other 20%, we said, “We need to do things outside of Intel.” And we actually went and benchmarked with the other companies and I’ll do a shout-out to Coca-Cola. It was very forthcoming in its approach the beverage industry was one of the first industries to look at this and say, “What can we do?” We said, “You know what? We need to invest outside of our own walls in the watersheds where we work” As an example, I’m in Arizona, and 75% of the water in Arizona is used in agriculture. You’re in California very similar.
John: Similar. Right.
Todd: And so, if we can go and invest with the agricultural industry to put or either leave more water in the watershed or become more efficient in the use of water, we can have an exponential impact and close that gap and reach Net Positive Water. And so, we’ve done that I think we’ve invested in about 40 different projects so far. And we actually did achieve Net Positive Water in the US and India and so, now, we’re working on the rest of the world. But thinking and this is one of the things I’ve learned over the years with sustainability. You can’t do it all yourself. You got to think broader. What other people can we bring to the table? And as we do that, then we can have this outsized impact and what we can just [inaudible].
John: Todd, was the IP that you created for this water recycling and reclamation your own IP, or was it borrowed from the beverage industry or inspired by the beverage industry? I just wanted to understand the nexus with the great folks at Coca-Cola who gave you some great guidance.
Todd: Yeah, the internal work that we did, the IP, and whatnot is done with our suppliers leading water companies. That work was separate from Coca-Cola. We actually purify the water far more than what you need to purify for say drinking.
Todd: Yeah, the water that we use the ultra-pure water is actually you wouldn’t like the taste of it. I don’t know if you’ve ever tasted the ionized water but it doesn’t taste good because it’s pulled out all the minerals and stuff which give it flavor. So that is actually far beyond but what Coca-Cola did was open our eyes to the ability to work with companies outside of Intel. They had done some very innovative projects around the world where they were partnering with farmers, where they were partnering with Forest Service, where they were partnering with various NGOs to reclaim water. And so, they walked us through their process and how they did that. Invited us to join a couple of the projects we did. And from there, we took off and so, we offer that same invite to anyone else who’s interested in learning about what we’re doing outside of Intel partnering with NGOs, with government organizations, with the agricultural industry because together, we can really accomplish quite a bit and ultimately, put more water back into the aquifer than what we’re taking out.
John: For those who just joined us, we’ve got Todd Brady on. He’s the Vice President of Global Public Affairs and Chief Sustainability Officer at Intel. To find Todd and his colleagues, please go to www.intel.com. To find their CSR report, it’s intel.com/csr. Todd, what I get from your story about the Coke story is something that’s a constant theme I keep running into with regards to Chief Sustainability or ESG or Impact Officers, is that the fraternity is small. It’s small, but it’s big. We live in one big world, but we share this world and this environment together. And it seems as if Chief Sustainability Officers or Impact Officers get it to understand that, “Hey, we all win if we help each other with our goals because the better the environment becomes, the nicer world we all have to live in.” Is that something that you’ve seen over your 28 to 30 years at Intel, that sustainability and ESG and Impact is really a fraternity that folks are willing to really be open and share and help each other achieve their goals?
Todd: Yeah, absolutely. As much as possible, we try to treat the space as non-competitive, right? I’ve been in many meetings with competitors to Intel where we talk about sustainability challenges and how we can work on them together. We just kicked off, shift gears a little bit and I’ll come back to water. We just kicked off a consortium within the semiconductor industry, which includes all of our competitors and all of our suppliers called the Semiconductor Climate Consortium. And again, the idea being, “Okay, as an industry, we’ve done a lot to reduce our greenhouse gases, but to get to that final 20-25%, because we’ve reduced them 75-80%, we’ve got to work together to come up with novel solutions. So it’s not a competitive space. How do we work together to get there? Another, back to the water, within the past year or two, one of the projects that I’m really excited about is actually one we did in India. And again, in conjunction with a nonprofit organization in India. We’re located in Bangalore. That’s another key part of our water initiative and our Net Positive goal is we want to do the projects locally that impact where we physically are located and operating. We don’t want to do a project in, I don’t know, pick another country, Japan or India. No. We need to be in India where we are and where we’re located. And so, the project in India, Bangalore was a city of hundreds, if not thousands of lakes. That’s why it was originally founded.
Well, over time, as the population is really expanded and it’s become more and more commercialized and developed and whatnot, those lakes slowly disappear. Well, the purpose of those lakes was, India has a dry season and a wet season. During the wet season, those lakes played a critical role in collecting all the monsoon water and allowing it to sink into the ground and recharge the aquifers so that then the water was available in the dry seasons. Well, over time, all those lakes, it had been, whatever, they’ve been covered up, they’ve been filled up with all the development and whatnot, resulting in some challenges there in Bangalore for groundwater availability, groundwater levels have dropped. And so, we’ve done a couple of projects there where we have restored those lakes. They’re now urban lakes. And what’s really cool about that is you can physically see the difference from nothing there to all of a sudden you have this massive body of collecting the water. You have people who can recreate there, and nice trails, and shading. And so, again, in solving, as you mentioned before, not only are we putting that water back into the aquifer, but we’re creating a place for the community of which, by the way, we’re part and we have employees who live there. They want to enjoy the community. So yeah, we feel very strongly about that connection to the community wherever we operate. That’s definitely part of our sustainability strategy.
John: Yeah. So it’s even though you’re a global iconic brand, and you think globally in terms of marketing and sales, your projects are locally based. There’s a nexus directly to where you’re working in that community for the net positive.
Todd: [inaudible] benefit. [inaudible]
John: Yeah, that makes total sense. Let’s shift gears and talk about waste. In 2020, you guys talked you made the goal of achieving zero waste to landfill in your 2030 goal proposals. How’s that going? Because there seems to be, you read about, and it’s a lot in the sustainability media, the Net Zero goals. How is that working for Intel? And where do you feel you are in that evolution?
Todd: Yeah. We’re making good progress. We’re not there yet. We’re about globally. We have some locations that have reached the zero waste landfill. Globally, we’re about 5% going to landfill, which again is a significant improvement over the past decade-plus. But again, if you take a step back, you go, “Okay, well, why would you do this?” Well, what it has helped us to do is to, and I would say we have another goal in association with that, which is to upcycle over 60% of our manufacturing waste. And so, you put those two together. The reason we’re doing that is because we realize there’s a lot of value that we can extract from our waste. Instead of treating it as waste, how do we treat it as a potential revenue stream? And by the way, this past year, by implementing a number of these programs and identifying these opportunities to recycle waste, we generated a hundred million dollars for the company. And because you’re not just saying, “Okay, this is a waste stream, let’s throw it away. Let’s figure, let’s pay for somebody who can’t take it away.” It’s what value exists there. And how can we extract that value from that waste being reused in another application? We may not need it, but somebody else can, and they’re actually willing to pay for it. Why wouldn’t you do that, right?
John: But Todd, that totally debunks. Do you remember 20 years ago, I was in the recycling industry? You were already doing great work at Intel with regard to reducing greenhouse emissions and other sustainability work. Back then, sustainability became like sort of a code word for Net Negative dollars. But you’re really saying that sustainability is really just good business if done the right way.
Todd: That’s exactly right. When people come to me and say, “We can’t afford sustainability, it’s too expensive.” I say, “You’re not looking in the right spot.” We’ll tell you, “Whatever your business is, there are opportunities to be more efficient, use less energy.” Right? That’s going to save you money. And we’ve got a whole program there. And I’ve been amazed at how much we’ve been able to save hundreds of millions of dollars [inaudible] by finding more energy-efficient solutions. Waste is another example. Instead of looking at it as a waste, how could that be a feedstock to something else? And in looking at things differently, you can turn it into a business advantage for yourself. And so yes, I think sustainability is not just going to writing a check to a nonprofit and walking away. It’s how do you find value in your business?
John: As you said, what used to be deemed your waste or other people’s waste is now new material resources for just purposing back into the circular economy.
Todd: That’s right. And we’ve even identified opportunities for us to reuse that waste at Intel. Use it again. So we can use that chemical, we can spend a little bit of money cleaning it up, and then reusing it, which is much cheaper than buying the virgin material. So there are so many opportunities there to really go after.
John: Todd, in terms of process, when you’re creating diversion rates with great goals, such as Net Zero, landfill, which really when you’re doing 5% to landfill on a worldwide basis, still 5% falls within the 10% parameters. So really, in theory, you can be still called today’s zero landfill. You still have five points to go through. In your mind, how do you challenge your operational team when you’re working with so many facilities across so many geographies to share best practices to get the diversion rates down to where you want them to be and where the goals are set?
Todd: A, Yeah. It’s a great point. So I think one is, you’ve got to set a vision of where you want to go. And that’s the longer-term goal. Years ago, when I was first working in sustainability, we would set annual goals, which were good, but we didn’t have long-term goals. Back in 2010, we started to set decade-long goals. So over the past couple of decades, we’ve done 10-year chunks. Now, you have annual milestones to move you towards that, but you need to have a vision of where you want to go. And so once you say, “Okay, ultimately, we want to get to zero waste to landfill.” That changes your mindset, right? Because we’re going to look at these waste streams differently. And then, for us, we’re fortunate, we’re more centrally organized. And so we have a number of different teams that are working on each of these goals, they meet on a regular cadence. And so, we are sharing best practices from site to site, “Hey, we figured out how to do X.” “Great, where else can we apply that across the world?” And so, that that sharing of information, we talked about the external partnerships, you got to make sure you’re doing that internally too.
John: That’s great. But that’s a great circular practice in terms of your Net Zero to landfill goals. What other circular practices across Intel’s work streams from manufacturing to product design, to even the issue of product longevity, do you get involved with and drive change in?
Todd: Yeah. If I start on the manufacturing side, there are a number of different applications. We use copper in our process. And so, there’s all your chips have copper in them and so, we have a process, when that comes out of our factories a waste stream to electroplate that copper out, which then we can resell that copper and it gets reused in all sorts of various applications. We have recovered some of the acid wastes that we use, and we can recover those sulfuric acid and reuse those in our processes. We have various solvents that have a value that is various waste streams, we can either directly reuse those solvents, or we can upcycle those solvents there. At times, there may be a mixture of half a dozen different solvents. And by going through some distillation, I won’t get into all the technical details, but we can separate out the ones that are more valuable. And then, those can be resold for reuse. And so, ammonia waste gets reused in fertilizer. Another waste stream that we have gets reused in cement. So the list goes on and on. And it’s a matter of understanding what your waste streams are, and what potential value you have. And then, it’s a lot of legwork to go around and find the partners who are in that space that you can make those connections with.
John: All right.
Todd: On the product side, we make the chips. However, we’ve worked with our customers for many years on e-waste and what happens to those chips and end of life and what happens to those products and end of life. One of the things that people don’t realize is for every chip that we manufacture, we also release what we call reference designs. And so, we’ll give the customer, “Hey, here’s a chip, but here’s how you can build an entire laptop around that chip.” And so, in that reference design, we can put forth and integrate sustainability. Here’s how you can also build it so that it’s readily recyclable. So it uses fewer materials and it consumes less energy. And so, we regularly partner with our customers on those designs as well. So many touch points throughout the process here and many opportunities.
John: Todd, you’ve been doing this now for a long time from the first time you were modeling out how to save greenhouse gas emissions. Where are you now, Intel, in the journey, and what are you most excited about in the years to come with regard to sustainability and all the great work you and your colleagues are doing?
Todd: Yeah, the big challenge we have in front of us, and it’s we as Intel, but it’s all of us, and that’s climate change. And so, how can we reduce the greenhouse gases to a level that we slow or reverse the trend that we’re currently seeing with climate change? And so, to do that, as I mentioned before, we have reduced our emissions by about 75-80 % but we’re now down to that 20-25%. It’s very challenging, but we know we need to get to zero or Net Zero, and we set a goal to achieve that by 2040. But to get there, we have to work with others and we have to work on this collectively. So that’s what, I guess, I’m excited about, but it’s also our biggest challenge is how do we get everybody together to work? We’ve all set a variety of these goals, “Okay, great, we got the goals in place. Now, we got to do the hard work, and let’s figure it out. What are we going to do? Is there a replacement we can use for natural gas, which is used throughout not just the semiconductor industry, but all industries? How do we get more renewable electricity on the grid? How do we replace some of the chemicals that we use in semiconductor manufacturing that are greenhouse gases?” These are things that are challenging, but working together, I think we can get there, and that’s what makes me optimistic about the future as well.
John: When you came on in 2015, I remember you shared that you were, back then 2015, the largest voluntary purchaser of green power in the United States. So you were leading the way on this already. Is that still the case? Is green power still a big part of what you do?
Todd: Absolutely. It is still a very big part of what we do. We’re 100% green power in the U.S. and now, in Europe. Also in Israel, where we have a major investment in manufacturing, 15,000 plus employees, as well as Malaysia. We recently worked with the government there to get green power for our manufacturing operations in Malaysia. And so, we ended this last year now at over 90% globally electricity, but we got to get that last 10%, and we want to continue to encourage more renewables onto the grid. And so, in the past year or two, we’ve signed new power purchase agreements with solar installations in both Oregon and Arizona to supply us with power. So this is an area we’re absolutely spending a ton of time on to encourage that. When we start looking big picture, how does the world get to reducing the greenhouse gas emissions we need to, we need more renewable electricity.
John: When does your CSR report come out every year? What month do you typically drop this?
Todd: This month, and I want to say, Chelsea, you would probably know.
I think it’s next week [inaudible]
Todd: All right. Next week.
John: Good. So by the time this show airs, your new CSR report will be out and people can find it at www.intel.com. To find Todd Brady and all his great colleagues that are making the world a better place and making a huge impact, just go to intel.com and look at that CSR, report/csr. Todd Brady, you’re always welcome back on this show. Let’s not wait 8 years this time, and I’m so grateful for everything and all your hard work and everything you’ve been doing. I’m still trying to do the math though, honestly. 28 years there, I don’t understand. You started when you were 14 or 15. You do better than I do, man. I don’t know how you’re doing it.
Todd: Thanks, John.
John: Thanks again, Todd. You’re the best. You’re really doing great work and very inspirational stuff. Thanks for just sharing with our audience today. This is really important stuff. Thank you, Todd Brady.
Todd: Great. Thanks for having me, John. Take care.
John: This edition of the Impact Podcast is brought to you by Engage. Engage is a digital booking platform revolutionizing the talent booking industry. With thousands of athletes, celebrities, entrepreneurs, and business leaders, Engage is the go-to spot for booking talent for speeches, custom experiences, live streams, and much more. For more information on Engage or to book talent today, visit letsengage.com. This edition of the Impact Podcast is brought to you by ERI. ERI has a mission to protect people, the planet, and your privacy, and is the largest fully integrated IT and electronics asset disposition provider and cybersecurity-focused hardware destruction company in the United States and maybe even the world. For more information on how ERI can help your business properly dispose of outdated electronic hardware devices, please visit eridirect.com.