Andy Molinsky: [00:00:00] Robert Harary is 21 and runs a tech startup but refuses to wear a hoodie and jeans to work. He runs a platform that connects startups with investors and enables them with the tools they need to grow but despises startup culture as we know it. He has a fundamentally different way of envisioning and mapping his company's growth that avoids thinking in buzz words. He believes in growing on a balance between hustle, radical clarity, and grounded but intense optimism. In the same way Mark Zuckerberg runs the most successful social network in history but may be the most socially awkward founder in the planet, Robert may be the least startupy the founder you have met in a long time. And so, let us meet him. Thanks, Robert, for coming on the podcast.

Robert Harary: [00:00:50] Thank you for having me.

Andy Molinsky: [00:00:51] Let's start by having you tell our listeners about your job, about what you do, about your company, about your job, and also actually about the transition from college to what you do. Set the stage for us.

Robert Harary: [00:01:06] Yeah. So, sure thing. So, I'm 21. I'm the founder and CEO of OneH. We're building an online platform that connects startups with a global pool of investors and partners based on their shared financial and strategic interests. So, based on what they have in common and their ability to be able to work together.

Robert Harary: [00:01:26] We built a software called Investor ID that takes into account all of our investors' investment interests, and all of our partners' partnership interests, and then pinpoints opportunities with startups through our platform that would excite them the most. And that saves everybody a lot of time and makes for a lot more meaningful interactions on the platform.

Robert Harary: [00:01:48] The goal of the company was to consolidate a very scattered startup ecosystem. When you're starting a company, and I'm actually very fortunate to be starting a company, so I get to be a customer and build for my own needs, there's very little guidance. I mean, there's no rulebook. When you're starting something inherently disruptive, there's not a lot of systems in place by design because it's something brand new. So, there's not a lot of systems in place that would actually help you get there.

Robert Harary: [00:02:14] OneH was built to, actually, be able to provide startups with a place to take them to what I like to describe as from idea to IPO with all the resources that they would need. So, everything from capital, to strategic partners that could open up new sales channels for them or enhance their product, to exposure to the public, exposure to the press, and things on that end. So, basically, everything that a startup would need, or an early-stage company would need to evolve and grow most effectively.

Robert Harary: [00:02:44] So, that's kind of the basics of what we're building, but I started the company while I was in college, while I was in GW. I founded it out of my frat house with one of my close friends and, actually, a friend of my older brother's, [Deida?]. But I had been working in this space. I'd actually been working in marketing venture capital since I was about 15 years old. So, I had been kind of well-versed in this for a pretty long time.

Andy Molinsky: [00:03:09] So, that's interesting. So, you're at a frat house. And I imagine by frat house, like that's where you live. So, the equivalent of the dorm room, essentially.

Robert Harary: [00:03:20] Yeah, it was. Exactly. It was the school-sponsored frat house. Technically, yeah.

Andy Molinsky: [00:03:27] And it's funny because-

Robert Harary: [00:03:28] Exactly. So, it was [crosstalk].

Andy Molinsky: [00:03:28] Yeah. Like the title of this podcast is From the Dorm Room to the Board Room, but you were literally -- your board room was your dorm room, it sounds like.

Robert Harary: [00:03:36] Exactly. No, I was literally making investor calls from my frat house. And if you're listening closely in the back of those, you could hear kids playing Madden.

Andy Molinsky: [00:03:46] Right. So, you said you went to GW. Can you -- It's George Washington University, right?

Robert Harary: [00:03:54] Yes. So, I went to the George Washington University's Elliott School of International Affairs. So, I was studying International Affairs and International Economics out there.

Andy Molinsky: [00:04:02] And so, tell us about your college experience. I mean, it sounds like you had a foot in the "real world" and a foot in college. Did you like college? What did you major in? Like just tell us a bit about the college experience and how you transition from there to what you're doing now.

Robert Harary: [00:04:17] Yeah, definitely. So, I had been working since I was 15, since I was in high school. I actually found my first investment opportunity when I was in detention for cutting class for making a conference call when I was 17. I was leading the investment arm of a company called Research Frontiers. I was their Director of Market Development. And so, I was in charge of it also. And part of what I did was managing their investment arm.

Robert Harary: [00:04:40] So, I was kind of -- I mean, if you read my yearbook profiles, students wrote bios for one another in our yearbook. And in mine, it was, "If you see someone walking down the hallway in a suit on the phone holding a nice coffee, it's Robert Harary 100% of the time." So, I had always been very much in between the "real world" and the bubble that was education, the education system.

Robert Harary: [00:05:06] When I got to college, that became more and more present. That divide became so much larger and so much more consequential, I would say, is the best word for it. My company, OneH, was finally starting to ramp up. The idea was starting to turn into a reality. We were attracting the interest of some investors, and our team and our product as well underway, and things were beginning to move.

Robert Harary: [00:05:31] But what was happening is I went to school in DC, which is about 250 miles away from the rest of my team in New York. So, I actually spent two days out of the week in New York, and then the remainder in DC, and then, would split weekends between the two. So, I was traveling hundreds of miles each week, which was pretty mentally tasking and ultimately kind of put me in the situation where I felt that I was chasing two rabbits. You chase two rabbits, you lose them both.

Robert Harary: [00:06:00] I felt that I was not committing the time that I needed to my company at a time where this idea really needed to start to make its -- I mean, bring itself to life. But at the same time, I wasn't performing as well as I usually do in school. And when you're in high school, at least, for me, it was pretty easy to because I could fake my way through a test, I could cram 15 minutes before, and get everything I need to memorize information.

Robert Harary: [00:06:24] When it came to college, the workload was harder than ever. I was studying in a competitive school where students were dedicating 100% of their time to that; whereas, I was hardly dedicating 50% of my time to that. So, I found myself falling behind my peers at school. But then, when I got to work, I was also competing with other founders who were dedicating 100% of their time to their company and not splitting that between their company and school. So, I felt myself dividing my attention in two places that would have required 100% of my attention to be able to be my best self. And that became really frustrating.

Robert Harary: [00:07:02] And I hear so many people who talk about college or speak about their experience at college, and they say, "Oh, none of it was relevant to me, and that's why I left school," or something like that, or "I was too good for college." I don't see things that way. I very much enjoyed being in college, but I could not be my best self. I could not be the best student that I needed to be because my heart and my company was somewhere else. I found myself just abandoning school at a time where I felt I really needed to.

Robert Harary: [00:07:34] And so, that was my biggest struggle as a student. And I wish I could give -- I wish I could say there was a secret balance that I was able to find between school and my job, but there wasn't. It was something that required too much of my attention on both sides. And that was a really big moment for me to make the decision of, where do I commit myself? And, ultimately, I committed myself to OneH. I ended up moving to New York and taking night classes in New York at NYU. But I ultimately made that decision because I said I want to be able to dedicate myself in one city, in one place, to something that I'm passionate about.

Robert Harary: [00:08:13] And my father was actually the one who told me, "Go for it. Take this company. Take this thing you're passionate and dedicate yourself to it because you can't live in two spaces like this." So, that was a really interesting thing for me and a really interesting existential crisis at a pretty young age to be able to deal with. But I think I made the right decision. I am happy with what I do now.

Andy Molinsky: [00:08:35] Very thoughtful way of describing all that. So, I think this actually is a great segue to what we'll call the advice section of our discussion. And I'll ask you a couple of questions. And I think you'd be a great person to give some advice and some perspective. So, the first question is what two to three - it could be one even - real misconceptions do you think young people have when entering the workforce? And I know you have just your own experience, but you've probably seen others, and you probably have some thoughts about it. What misconceptions do you think young people have, or recent college grads?

Robert Harary: [00:09:12] Or just in general people entering into the workforce?

Andy Molinsky: [00:09:14] Yeah, essentially. Yeah.

Robert Harary: [00:09:16] I don't think I could speak for your run-of-the-mill workplace necessarily because in my professional history, the most exposure I've ever had to a corporate environment or larger corporate environment was through my client interactions. But from there, I could tell you a lot of what I've seen from people growing inside of my own team and people moving up the ranks inside of my own team, as well as the experiences that I've seen in growing my own company.

Andy Molinsky: [00:09:42] Yeah, absolutely.

Robert Harary: [00:09:43] So, some of the misconceptions I've seen, two big ones. The first is people see starting a company or even entering the workforce in general as having some kind of finish line. People look at companies that "made it" or executives that "made it." And they try to mimic their growth trajectory and the hopes of making it themselves. But I could almost guarantee you that the leadership at these companies don't think they've made it. The leadership at companies that made it are constantly looking ahead by design. That's what makes them such incredible leaders. But in doing that, and kind of a curse of doing that, is they are more aware than anyone that problems never really go away. They just evolve and change with your company.

Robert Harary: [00:10:33] So, that would be the first misconception is there is no finish line. And while you could get a promotion, or you could raise another round of financing, all that will do is change your responsibilities. The only reason that you've been trusted with that is because the people who've entrusted you with that - so, either be around the financing or your new promotion at a larger company - is because they think you have the leadership capabilities to be able to take whatever challenges come your way. So, there is no finish line. Your problems are just going to change. It would be the first misconception I think a lot of people see.

Robert Harary: [00:11:07] The second, and this is one that I see more than ever - especially when starting a company - is people like to strategize a lot. I like to strategize a lot. Strategizing is easy. It's rewarding. It makes you feel like you've achieved something just because you've announced a solution and a plan to get there. I mean, physically speaking, it literally releases a shot of dopamine down the body. So, it triggers your reward system to tell you to pack up your things, go home, and pat yourself on the back. But executing, getting it done, actually going forth with that plan, that's the frightening part because there is a chance that you're going to have to accept that the strategy that you just patted yourself on the back for didn't work. And then, you're going to have to go back to the drawing board.

Robert Harary: [00:11:51] And so, what I've learned is that the best leaders know how to marry execution and strategy. So, during execution, my advice to people would be, again, whether you're starting a company, or gunning for a promotion, or working on whatever you need to for one of your clients, lean into negative feedback on your plan, lead into all those little failures that you've seen along the way. Understand it quickly before everything else falls apart. Understand it fast, fast enough to amend your strategy, and then continue executing. Create this feedback loop where you're constantly looking back at all the things that have happened and quantify success along the way.

Robert Harary: [00:12:28] That's kind of what I would describe as radical clarity. Constantly looking at what's going on, establish how this makes sense, if this makes sense, if this is what you wanted, if this is what you planned. And if not, amend your strategy along the way to be able to accommodate these changes because changes are going to pop up. Nothing ever goes according to plan. And the best leaders know how to marry these two things, know how to marry strategy and execution, if that makes sense.

Andy Molinsky: [00:12:53] Yeah, that's really, really interesting. And it actually brings me to the third question because it's funny, I was going to ask this question as you were talking. It's nice that it's set up here for us, which is when you think to college then, what you learned in college, you just talked about execution is being so critical, and sort of feedback in that process, and getting into that cyclical process, and being willing to accept it, and figuring out ways to get it, and so on. Did you learn any of that in college? Is that just something that you developed? And what from college, if anything, was useful to you?

Robert Harary: [00:13:34] Yes. So, there's two kind of big things that I'll always carry with me from my time at GW. The first is that my strategy of trying to just fake it like I used to in high school, study for a test 15 minutes before, whatever it'd be, write a paper in two hours just wouldn't work. I remember one time, I actually wrote a paper. I thought that I was going to be able to fake my way through this paper. I submit this 50-page paper. I did so poorly that my professor didn't submit comments. He sent me a recording, a 15-minute recording going line by line on my paper, walking through every single thing that I had done wrong on this thing. I mean, down to how I even formatted this. I did every single thing wrong because I thought I could just wing it.

Robert Harary: [00:14:24] And that taught me a really important lesson, which is winging it doesn't work as well as you think it does. When you're in high school, or when you're just studying for tests by test, and you're being graded on things like that, it's kind of easy to if you're just regurgitating information. But one thing that I saw in college is that it required a lot more understanding of what was going on. And you had to train yourself to think critically.

Robert Harary: [00:14:46] And it was only after I got that big wakeup call from teacher that I trained myself a lot more to think critically, at least, about any objective that was being handed to me. And I've extended that to how I think about my clients. There's no more just get to the yes, and then figure out what to do later. It's establish how my company was going to be able to take on this project, do it the right way, plan ahead regardless of whether or not we got the yes. I'd rather have my team set up to execute on a project, and then get told no by a client, than get told yes by a client, and then have my team scramble to figure out how to do it and watch it all fall apart.

Robert Harary: [00:15:20] So, one thing I would say that I've learned from college is make an effort to understand the problem or understand the project in front of you, the thing that's being put on your table -- I mean, put on your desk. Understand that as best as you can, so you could execute on it effectively. Take that extra 10 minutes, 15 minutes to really understand it and sit on it would be one.

Robert Harary: [00:15:43] But then, the second is a little more -- So, that was kind of a life lesson, but there is one actual piece of literature or a piece of advice, I would say, that I've directly executed on for my company, and that's something I learned in one of my classes on Marine Corps strategy. So, as this class in the International Affairs Department on Marine Corps Strategy. It's a 20-person class taught by a major in the US Marines who did tours in Iraq and Afghanistan with 19 ROTC students coming in full uniform, and me coming in in sweat pants with an iced coffee. And I did terribly in that class, but one thing stuck with me that I found was the most useful for our company. And that was something that I call the five-paragraph order.

Robert Harary: [00:16:26] The five-paragraph order is how Marines, and from what I remember, the military, in general, actually inform everybody involved on a strategy on what is going on and their role inside of that strategy. So, the way that it works is situation, mission, execution, administration, and command or communication. Basically, it guides how objectives move from the command center to the people on the ground with their rifles in hand. It makes everybody aware of the situation, the solution they'll be executing on, what their superiors and their peers are doing to execute on that solution, and where they specifically fit into executing on that solution. Then, lastly, the logistics and resources that they'll actually use to do their part. So, this make sure that everyone's on the same page and know how they fit into this larger thing.

Robert Harary: [00:17:16] So, I use this or a form of this. I don't mimic it exactly, but I use this approach in communicating strategy to my team. I start with, "Hey, this is the problem we're trying to solve." Then, I go down. I say, "This is the goal, and this is the solution, and this is my intent, and this is the strategy that we plan to go for." Now, I don't micromanage every element but making sure everyone knows what's going on and where they fit into it is really important.

Robert Harary: [00:17:42] So, a good example actually is the launch of our product. Every single week, I come in and revisit where we are on the launch of our product, and I move from there. So, right now, I could explain that the problem we're facing is that our product isn't launched yet. Our new product isn't launched yet. We're finishing it up, and we have a lot of customers waiting to use it, which is exciting but means that we have to we render a lot of good pressure to get this done. So, the goal, the solution. The mission is launch the product.

Robert Harary: [00:18:14] From there, the product team knows that they have to fix up bugs and develop any remaining key features. Our startup growth team, that's the team that focuses on interacting with startups, has to run through each of the companies on our platform to help them make even more complete profiles on our site, set a good example for future users.

Robert Harary: [00:18:32] Our analysis team, these are the people that actually analyze each startup. That's done find out what they could be doing better. Our analysis team has to formalize and consolidate some of the remaining analysis procedures, be one to put into place. Our investor relations team is working with investors right now to bring some of our early investors onto the platform and set up their most complete profiles to set an example for future users.

Robert Harary: [00:18:56] Our marketing team has to finish up some of the marketing materials that they've had in place that are all geared towards our launch. And our operations team has to get everyone's contracts put together, all the platforms contracts put together and organized. So, that includes things like the terms and conditions, the privacy policy, the investor use contract, the startup use contract, things like that, working with our legal team to get that put onto the site.

Robert Harary: [00:19:19] And so, this one strategy of product launch is guided by me, and communicated by me, led by each of these team leads. But, now, each person, so the start of growth team knows that the marketing team is setting up the marketing materials for them. The investor relations team knows that they can count on the operations team to get the investor contracts in place. And all of them know that the product team is fixing bugs regularly to make sure this thing is done. So, everybody knows from the top down what's going on at the company, what the focused goal is for this week, and exactly what they need to be doing to hit this larger goal. If that makes sense. So, that's kind of more-

Andy Molinsky: [00:20:00] It does, yeah.

Robert Harary: [00:20:02] Yeah, that's kind of the more practical lesson I've learned from college is this five-paragraph order.

Andy Molinsky: [00:20:06] Yeah, it's cool that really stuck with you. Excellent. So, actually, it's now time for a student question, speaking of college.

Robert Harary: [00:20:13] Cool.

Andy Molinsky: [00:20:14] And today's question comes from Ali, who is a student majoring in Social Sciences. So, I'm going to play you Ali's question, and let's hear it right now.

Robert Harary: [00:20:25] Sure.

Ali: [00:20:26] Hi. My name is Ali. I'm in the Social Sciences. I'm majoring in Anthropology, Psychology, and Sociology. And I'm from Boston. I was wondering if you could discuss how you were able to adapt to a new work culture? And what was most difficult for you?

Andy Molinsky: [00:20:46] So, what it's like to adapt to a new work culture, which, I guess, for you, is a little bit different. It wasn't that you were joining a big company, but however you want to respond to that question would be great.

Robert Harary: [00:20:55] Yeah. I guess, one of the big things for me was evolving out of this company that I had started with my friends and moving into this company that was going to compete with all of these other legacy players in the game. I'm 21, and that sounds really great for a headline, but the reality is I'm competing for my customers' attention against people that have been in this industry since before I was born. And at the end of the day, if I'm not building enough value for my customers, they're not going to care that I'm 21. They're going to care about the platform that I have in front of them.

Robert Harary: [00:21:32] And on top of that, I've been working and bringing on people to the company that aren't in their 20s, that are in their 30s, 40s. I mean, we've had people in this company up to their 60s that have been working on things. So, I've been pitching investors that are in their 80s. So, I've been working with people kind of across every generation.

Robert Harary: [00:21:51] And one thing that I'm starting to see as the most important, and one lesson that I'm starting to learn a lot, I'm learning a lot about what it means to be a leader. I'm learning a lot about what it means to pass the baton, and take something that I'm passionate about, and take a vision that I'm passionate about, and communicate it to a team that could actually execute on it. When I look at OneH, and when I look at my team, they have to be able to execute on an incredibly large intricate and elaborate mission, the one that we've established at OneH. We've set out to consolidate the scattered startup ecosystem in a way that empower startups and empowers investors. And everyone that's party to start a development to be able to work together effectively and meaningfully.

Robert Harary: [00:22:42] And right now, we have to do all of that and with the vision of connecting every single startup investor and everyone involved from around the world. We have to do that with a team of 16 people. And for them to do that, I have to learn, and I have to be able to guide each individual of the company to be their most effective selves.

Robert Harary: [00:23:01] So, one thing I've learned is taking a lot of cues from my team and understanding my team. When I look at the people in my company who are the most effective and the most dedicated, they're people that I've developed the closest working relationships with. That's because I'm able to listen to what they need for me to do, and I need to be able to listen to what they need from me to do what they need to do most effectively. And then, tailor my leadership accordingly.

Robert Harary: [00:23:26] So, I always say this, and I always think about this a lot, I don't need someone to write a textbook on my leadership style or any of that because I don't need to be the best leader that's taught about in a college classroom or in a textbook. I need to be the best possible leader for the team at OneH. I need to be the best possible leader to Yue, to [Deida?], to Amina, to all these people that are involved in the company and the leadership of the company who guides their teams.

Robert Harary: [00:23:54] One thing I've learned is that leaders listen, and a great leader knows how to develop close enough relationships with the people that they work with directly to be able to understand what they need and tailor their leadership style to that individual's needs. So, every single person you work with and every single person you interact with, either as whether or not you're the membership of the leadership of the company, or if you're brand new to the company, you want to get there.

Robert Harary: [00:24:20] One thing that I've learned is that the people who move the fastest and the people that grow the fastest who get my attention as one of the leaders at the company or who execute most effectively are the people that took the time to listen, to understand, and to build enough of a working relationship, or we can create a rapport. And if you're trying to impress a boss, don't lick their boots, don't gas them up, but develop a relationship with them, so they know that they can count on you, and they can talk to you candidly about achieving what it is that you guys have to achieve because at the end of the day, they need to be able to count on you.

Robert Harary: [00:24:56] And so, what I would say is the biggest lesson I've learned about entering the workforce is listen to what people need, whether or not it's how to be the best leader or how to achieve the project that you've been assigned most effectively, listen to what people need and take each project and each situation as its own, and think, "How can I do this specifically most effectively?" if that helps. when I think about my team members, I think about each one individually, "How can it be the best leader to this person individually? How do I communicate with them effectively? How do I communicate with this person effectively?" if that makes sense.

Andy Molinsky: [00:25:38] That absolutely makes sense. It's a good lesson for anyone. And we're actually now getting to the end, and we have something called our quick-fire round. And I'm going to ask you of five, sort of, super quick questions. They're meant to be just quick answers, maybe two sentences each, but just off the top of your head just to get some -- just sort of play with a few ideas really quickly. And the first question is in a couple of sentences, what gets you motivated at work?

Robert Harary: [00:26:06] A few things, but in a couple of sentences, I'll give a good example. The other day, one of my team members was learning how to do yoga from another one of my team members. These two people have never met before they joined OneH. And, now, they're friends, and they go for drinks together all the time, and they hang out. And now, they've developed this close relationship. When I think about the success of my company, and I think like 5-10 years down the line, I don't think about how much money we have in the bank. You know that's obviously very important. I think about how large this team, and how much are they actually interacting with each other, and befriending each other. To me, that's incredibly important.

Robert Harary: [00:26:40] And when I think about this -- And, again, it sounds kind of corny, but when I think about the friends that I've made along the way in building this, that's what gets me really excited. Just like how in the military when people are at war, you're not fighting -- while you are technically, yes, fighting for your country. What you're really fighting for are your buddies, your people on the ground, your people in the trenches with you. You're fighting to protect them, and you're fighting to work with them.

Robert Harary: [00:27:04] So, most directly what gets me up in the morning is coming back to seeing my team, seeing them in the office, and working with them, and talking to them, and having a good time with them while we build this. I have a grand vision for the company, and I have the next 5, 10, 15 years mapped out for this company. But as I said before, all of that is subject to change. So, what gets me up every single morning is these people that I get the show up to.

Andy Molinsky: [00:27:28] Another question, what makes, in your mind, a good mentor for young professionals?

Robert Harary: [00:27:35] A good mentor calls you on your BS. I find myself, the people that I've learned the best lessons from are the people that tore apart my ego. They didn't give me some lessons about irrelevant things, and then just teach me a bunch of great headlines or word candy about leadership. They heard what I had to say, and they said, "Robert, that's incredibly dumb, and you and I both know that. You know what you're doing wrong. This is what you're doing wrong. Fix this about yourself."

Robert Harary: [00:28:04] So, to me, the best mentors I've ever had were the ones that were able to look at me and tell me, "What the heck are you doing? This is the totally wrong thing, and you and I both know that. Don't try to sell me on anything otherwise and be honest with yourself." And seriously, every single mentor I've ever looked to are the ones that have done that, are the ones that I've learned the most lessons from and carried.

Andy Molinsky: [00:28:26] That's great. I like that. And then, finally, if you could rewind a couple of years, what's one piece of advice that you'd give to the midstream college version of yourself?

Robert Harary: [00:28:38] Learn how to say no.

Andy Molinsky: [00:28:42] Good. Say more.

Robert Harary: [00:28:44] I found myself in the early stages of the company saying yes to everything, either to attract the interest of an investor or to land the client that I knew would bring in key revenue for the company. I found myself saying yes to more than I can handle. And, ultimately, what that turned into -- or making promises to people and to employees while they were joining the company. And, ultimately, what this did is it set me up for a lot of failure because I said yes to more than I could achieve.

Robert Harary: [00:29:12] My father told me this. He said it's not about the business you take, it's about the business you don't take. And that's become more true than ever. And when you're this early, you take all the help you can get, and you bring on all the people you can. But it's a lot easier to hire someone than to fire someone. And it's a lot easier to say yes to a client than it is to fail for a client. And that's something that I've seen firsthand. And I'll admit that fully that I've made those mistakes, and they've cost me a lot more than I would have liked.

Robert Harary: [00:29:42] Now, obviously, we've made it, and we've made it past these mistakes, and we've learned from them, and we've grown from them because we're able to learn on the fly and execute accordingly. And I know how to nip a problem in the bud now, but the best lesson I could tell myself is learn when to say no.

Robert Harary: [00:29:57] I mean, we just had a situation this morning where a client that we had spent way too much time on in the past, way too much mental energy just reached out to us again to have us take on this project for them. And this is coming at a time where I know that our core objective is to launch our platform. And so, while the money would have been really good on this client, and that would have been something that I could be chalked up as like a nice, went and pat myself on the back for, I know that two weeks down the line, I'm going to have to delay the launch of my platform because I'm too busy working on this one client. I'm too busy dedicating resources there when I should be keeping my company in one mission.

Robert Harary: [00:30:33] And so, learning to say no and knowing to say no allows me and everyone that I'm working with to stay focused on the things that we need to, without over-promising to anybody, and performing again on the things that we set out to do, achieving those goals, and knowing where we fit in together, hitting those, and focusing on those. So, learning to say no.

Andy Molinsky: [00:30:54] I think that's great advice. I, actually, have written a column about that myself in Inc.com. And I am fully aligned with you on that. And that actually brings us to the end of our chat. It's been really interesting. And I wanted to thank you so much for being our guests. Can you tell us, if someone wants to learn more about you or certainly your company, where can we find you?

Robert Harary: [00:31:18] Absolutely. Well, if you want to get to know more about OneH, just to visit oneh.com. Go to oneh.com. And if you are running a startup, you're running an early-stage company, or if you're an investor looking to invest into some early stage companies, definitely just go to oneh.com/join. Create a brief on our site. Brief take all of five minutes to complete and plug you into the ecosystem where thousands of startups, and investors, and people party to all of this in your growth will be able to interact with you directly and immediately.

Robert Harary: [00:31:49] On top of that, never hesitate to just reach out to us. I try to end my day with zero emails in my inbox. So, if you ever do reach out, I'm always happy to answer. I'm always happy to grab a cup of coffee, and talk, and help you out in any way that I can. And we're about to be launching OneH across the United States in a bunch of different cities. So, keep an eye out for a OneH rep in your city too.

Andy Molinsky: [00:32:14] Excellent. I'm sure people will. And thank you so much for taking the time to share your story with us. And I know it's going to be very useful and inspiring to the listener. So, thanks again for coming on.

Robert Harary: [00:32:28] Absolutely. Thanks for having me.