Intuition in investing and decision-making by developing full-spectrum perception.

Arthur (0:01): Hello. Welcome everybody to another episode of Arthur's Roundtable. Super happy to have Kate Mulder with us here today. We have an interesting topic. I'll let her explain what we're going to talk about and give us a little bit of her history.

Arthur (0:13): I'm really grateful for you to be here today, Kate. Thank you.

Unknown Speaker (0:16): Thank you. It's great to be here.

Arthur (0:18): So let's start at the beginning, if that's okay with you.

Kate Mulder (0:22): Sure. Very? No.

Unknown Speaker (0:26): Yeah, whatever you want. Just give everybody context. That's all.

Unknown Speaker (0:30): Yeah. Exactly.

Arthur (0:31): Like I said, don't say anything you wanna don't wanna get published.

Kate Mulder (0:34): I understand. Yeah. Well, the topic for today is talking about how the role of human perception perception in decision making, advanced investments, etcetera, and how I got really fascinated about this topic and this skill, which is, I truly believe, a natural human ability that we evolve to sense and perceive more than what our eyes can see and what our logical mind can perceive. I have always been interested in the brain, the human brain. I studied biology and some neurobiology.

Kate Mulder (1:10): I, My father was an education professor. I was heavily addicted to being the smartest girl in the room. I was really into studying, amassing tons of information and getting perfect grades, and all of that intellectual capacity was just an addiction of mine growing up, which wasn't a bad one to have. And I was also interested in the intelligence and communication of bottlenose dolphins and their brains and how those compared to Super

Unknown Speaker (1:41): cool stuff. Yeah.

Kate Mulder (1:42): Yeah. Super cool stuff, and it's an interesting metaphor that we'll probably get into on, you know, how humans are a bit more like dolphins than we perceive, which is super great, but I did do cognitive and intelligence research on how they communicate, how they use their sonar, how they see the world, how their intelligence is. And so I had this interesting passion for the brain and the brain as it relates to biology and intelligence. I then actually went into the business world, into corporate sales and startups and things like that. I was still very obsessed with kind of human performance.

Kate Mulder (2:16): Right? When you go in sales, you want to be the best. You want to be the top performer, all of that. And something happened around 2010. I technically lost my job.

Kate Mulder (2:28): And right before that, I had done my first three day seminar in human performance, human behavior and performance. You know, what really makes up who we are, why we do what we do, which is something I've always been fascinated about. And there was a specific data point in that where we learned about how we make decisions and how are what's the root of our behaviors. And there was a specific data point that fascinated me, which was that we got different levels of our mind and our brain. And there's something about the conscious mind, which is the part that's like logical, analytical, the reason, the intellectual part of our mind.

Kate Mulder (3:03): And I learned this data point that it's really a very small percentage of why we do what we do, why we behave the way we behave. And it only really processes 40 bits of information per second. Right? And there are other parts of our brain and in our body that we evolved with that can process millions of bits of information per second. So I was fascinated at this from kind of my own career and business aspect on how it related to what I had just gone through, which was kind of a challenging time in a career where I felt like I wasn't performing as optimally as I had before.

Kate Mulder (3:37): But this data point around logic, intellect, small percentage of the brain, up to 5% of our decisions, behaviors, our potentiality, and then these other aspects of our brain and body that were just so much broader. For somebody like me, I thought, wait a minute. So there's, like, millions of bits of information and data and more things I can amass, you know, it was a You

Unknown Speaker (3:58): can harvest that. Right?

Kate Mulder (3:59): Yeah. Was like, I can be the there's more information I can get to be the smartest person in the room, and it was really kind of an unhealthy thing growing up, but it was just what I love. So instead of kind of resisting it, I dove into it. And in that workshop, I had an experience I had experience of what it's like to get out of that limited part of your mind, of your brain, of just logic and reason, and expand into other things, and it was experiential. And after I got out of that, my kind of world got a little bit turned upside down.

Kate Mulder (4:30): I was very interested then in the brain and human behavior, but certain things started happening to me because there was something that was ignited inside of me in this additional capacity to sense and perceive information, and I would start to get kind of nudges or thoughts in my head or ideas, and I realized that when I started to follow them, maybe go somewhere or call someone, wow, these interesting synchronicities would happen, right? There would be something that was faster or more interesting, or they had what I needed, or I ran into somebody, you know, they hadn't seen in a long time. And so I started really exploring what is this that's happening? When I look back now, was expanding my perception, my intuition, my ability to sense and perceive what we can't just see with our eyes, take that information, apply it, act upon it, and something interesting can happen. And then what turned into the experience of that in a short period of time, I actually had my own, because I was in this turning point in my career and I had some time on my hands and figure out what to do next and move to another job, there was something in part of this ability that wasn't logical, wasn't reason that I was getting these nudges or these ideas to technically, it was super wild and audacious at first.

Kate Mulder (5:44): Was something around helping to build the economy of South America. And I remember thinking and feeling that and thinking, I'm 33 years old. I'm working in startups. It sounds a little bit audacious to say, How do you go help build the economy of South America? But this ability to sense and perceive and get other information continued to kind of like intuitively hone, and it turned into moving to a specific country in South America with a guidance to go help build an angel investing network and look at what's going on with seed capital and entrepreneurship.

Kate Mulder (6:16): And it was very early stages in this emerging market. Nothing really was going on, but I could sense that it was happening. And a long story in a book of this someday, but the net net is that I kind of got this perceptive information that guided me on this path. I ended up leaving my whole life in The US and saying, Hey, I'm going to go down, and I'm going to go down to Peru, and I'm going go help build their angel investing network, and I'm going to go help build seed capital. And everyone thought I was completely crazy.

Kate Mulder (6:46): It wasn't logical. I had never been an entrepreneur before. I had never done business in Latin America. It's a very complicated market. I wasn't fluent in Spanish.

Kate Mulder (6:54): I wasn't backed by a fund or a Boston Consulting Group. You know, I wasn't with any of these things, and I just had this ability to say, No, this is the next road map. This is the next step for me career wise. I went down, and within two months I was hired by the American Development Bank to help improve the deal flow and investor relations and strategy for the First Angel Investing Network. We created the first intra regional partnership between networks down there.

Kate Mulder (7:24): We had the first co investment deal within two months. And then the other kind of a vision that I had that I wanted to complete was to also help teach entrepreneurial training to children in South America. And so after my consultancy ended with the Angel Network, that happened, and we launched that down there. And so when I came when things had started to happen after a couple years, when I came back, everyone was wondering, how the heck did this happen so fast? You know, you you've never done this before.

Kate Mulder (7:52): Never done business in Latin America. I was working with family offices down there. You know, it's not an easy nut to crack. There's a lot of, you know, it's very, you know, isolated network, and there was this ability to have what I call full spectrum perception, which to be able to, when there's no roadmap, to get the information about what to do next, who to trust, who to work with, new ideas, solutions. So even though I technically didn't have a roadmap, I had a GPS step by step, and a lot happened in a very short period of time.

Kate Mulder (8:26): And people thought that was pretty interesting because usually takes a lot longer to do things in an emerging market. And I said, well, how did you do that so fast? And I said, look, I started getting out of my rational, logical mind and getting out of the different levels of data awareness and perception, and I followed it and it wasn't perfect, but in a very complicated, you know, environment, you know, was able to navigate through. And so I think it's a really good to, you know, so it, then it, that solidified my obsession. Then when I came back, it's like, how can you, can you hone this?

Kate Mulder (9:01): How can you aggregate the natural human ability to sense and perceive all of this information, apply it in business, apply it in emerging markets, apply it in investment thesis, apply it in strategy, and all of these things, say like, Hey, there's a way to do it. It's not mystical. It's not some mystical thing. It's really just physics, and we have the ability to sense and perceive more, and we can use it to our advantage, and put it in a very practical, tangible way for everything from a startup founder to an investor to a manager to say like, Hey, you know, I'm going to be able to take another layer of data so I have a full three sixty degree perception of what's going on, but also especially in times like now, right, where the water's a little murky, and things are a little uncertain, and, you know, and in chaos and uncertain environments, it's just an add it's a phenomenal added layer of intelligence. So it's kind of a long story, but that's how it happened.

Arthur (9:51): That's a good story. So, I don't know when there hasn't been chaos, let's just say that, right?

Unknown Speaker (9:57): True.

Arthur (9:57): And there's just times where it's more chaotic than others. But if you don't mind, Kate, some people would argue what you're talking about is called multiple things, right? Intuition, the invisible hand, the force be with you, all that kind of stuff, right? And there's lots of people who have talked about this in the context, I don't want to call spirituality like Joseph Campbell calls it the invisible hand, that people talk about having your radar on, listening to your intuition. And you mentioned, I think, probably going to get this wrong, that people tend to think that women have more intuition than men and may or may not be true.

Arthur (10:45): But I think it's like a muscle, right? And you build that muscle. What I have a, a, a one question I think people would appreciate knowing the answer to, if you have it, is that when you decided to do this, what to make that move and go down there and follow your intuition, let's just call it that because I don't have a better word for it. What gave you the confidence to do that?

Kate Mulder (11:12): The answer I gave the confidence to do that there was there was such a strong knowing that it was almost like if I didn't do it, it would have been worse. And this is just staying back and not doing it was very constricting to me. And I just I this is this is an layer of it. But to going back to your the question about the spirituality and what is this really? I'm really at the end of the day, there's the the we evolved as human beings to have a sensory perception.

Kate Mulder (11:50): Right? When you No live in a modern world, but we still have an ancient brain. We still have an ancient body. And the first thing you do when you walk into a room or a meeting or a call, your brain still looking for that saber tooth tiger. Thousands of years ago, we were like hunters, right?

Kate Mulder (12:08): And a hunter had to sense the terrain, had to understand where the prey is, where the safety is, what's going on, where's the food, where's the water, how do I bring it back? And going back to women, women used sensory perception to take care of the children and understand what they needed before they were sick and things like that. This is an evolutionary capacity. We didn't always have spreadsheets, and we didn't always have data rooms and traffic lights in grocery stores, you know? So for thousands of years, it is a natural evolution of biological capacity that the brain and the body is this antenna or like a sonar.

Kate Mulder (12:48): So in the spiritual communities, they do call it intuition. I do talk a bit about intuition and intuition as part of perception, but what I had to then step back and say like, look, what's happening here is just physics. Our brain and our body was naturally evolved to navigate and sense and perceive the terrain around us. And the better we did that, those are the ones who survived. And we haven't changed that at all.

Kate Mulder (13:13): So we're still naturally doing it. We have just so it's not mystical. It doesn't have to technically be it's it really is like the dolphin with the sonar, you know, that puts out a bunch of inform you know, puts out a bunch of freak, you know,

Unknown Speaker (13:30): The Frequency,

Kate Mulder (13:33): water is murky, maybe their eyes can't see it, but then it bounces back. Oh, there's a rock. There's our school of fish, right? Humans have a very similar capacity, and it really is just the same way that you and I are talking on a video, and you're in one state and I'm in another state, and there's instant information and, you know, information being passed and put into a full picture, our brains don't sit there and say that's spiritual. Like, no, we just understand there's, you know, there's physics happening right here when we turn on the radio.

Kate Mulder (14:06): So it's really just going back to, okay, we have, it is a muscle, we have this natural capacity, it's just we evolved or we grew up in a society over the past couple hundred years that said, we're gonna worship the rational mind. We're gonna worship intellect, logic, reason, and analysis. And it's not that any of that is bad. It's just a small sliver of the pie. And when we look to how we've been monitoring the electrical activity of our brain in our heart since the eighteen hundreds.

Kate Mulder (14:37): Right? This isn't anything weird. It's just being able to say like, hey, what's actually happening here? And is there a layer of information, you know, that's happening all the time? We're just shot off to a lot.

Kate Mulder (14:54): So from the from the science of it, it, you can go to spirituality. We can also just look at it just just traditional physics. And then also as it relates to then, how do I know what I know and what's right for me, even when it does seem a bit audacious? I mean, that's a very extreme example, but we're naturally always filtering those signals. And for me, was something that was like, I call it like one of the things I do with people when I teach this to people, I call it a red light green light, right?

Kate Mulder (15:20): At the end of the day, every decision that we make from what we eat to who we call, to who we hire, to who we work with, to what email to send at what time is thousands of micro decisions of yes, no, stop, go, true, false.

Unknown Speaker (15:39): Zero and one. Right?

Unknown Speaker (15:41): Zero and one. Yeah. True. Yeah. Good point.

Unknown Speaker (15:43): Actually, I never really, I never really thought of that. Right?

Unknown Speaker (15:46): And so Yeah. No problem.

Kate Mulder (15:48): That is the zero and the one, and our body and our brain has evolved to pick up that for us, for our business, for our life, for our strategy. Right? And so even if you are just aware of how your body's picking up, it was like another signal layer, you know, these hidden signals of how, of what is my red light stop, false, you know, don't, or wait, red light can be wait, or green light, go. My green light was so strong. It was so strong and there was so much data.

Kate Mulder (16:21): Look, a lot happened that fell into place. And what I think is so interesting is when you use this, and that's why I call it full spectrum perception and not necessarily intuition, even though intuition is part of it, because then you have to explain what

Unknown Speaker (16:31): it is

Kate Mulder (16:31): and it goes back. Know, know, there, you get faster solutions, more synchronicities, you know, and you start to see like, oh, okay, something's happening here. There's a momentum of yeses and things happening. So for me, it was like this deep personal thing as well, but there was also all of these things that led up to it that was a series of red light green lights and also ideas and information. Does that make sense?

Arthur (16:58): Yeah, yeah. So some people, it's a little woo woo, but there are things like human design, where it helps you decide, helps you analyze what type of person you are, and it's an overgeneralization. And the outcome of some of that is it tends to validate, for example, it validated for me that I'd been doing things on my gut feeling for my entire life, and my human design suggests that I'm more apt to do that than some other human design. Is the ability to harvest this information and take in those signals and build that muscle the same for everybody or more people aside from just being open to it, right, and suggesting that you make sense, Are some people more apt to be able to build that muscle and take those signals than others?

Kate Mulder (18:05): Yes and no. From a true potentiality standpoint, the potential of this, there's no ceiling to the potential because in my perspective, it's a human trait, right? It's a human, it's part of evolutionary biology we all have as humans. Going to your, so let me, but let me layer that.

Unknown Speaker (18:25): It's from original equipment. It's there.

Kate Mulder (18:27): Yeah, It's already there. Like, it's like, it just hasn't, it's just been dormant. You know, it's just been dormant. A good hunter, a good gatherer, right? Like, it's just been dormant.

Kate Mulder (18:36): But to answer your question, if you are, and we'll go back to the gut thing, there's actually a point I want to talk about. It's not always great to listen to gut, but let me, I'll explain why. If you have built up a pattern recognition of what you're calling, okay, a gut feeling, and you're seeing a case study of how it has served you, right? You're still building your own, you know, plus and minus P and L red and black in your in your in your subconscious and your conscious like parts of your brain, you're naturally building a pattern recognition that you're trusting and you're seeing there's something that it served me. So maybe I'm more predisposition to it.

Kate Mulder (19:13): Right? Because maybe I've trusted it

Unknown Speaker (19:15): and Yeah. Followed it

Kate Mulder (19:17): I have worked with people who don't even believe in any of this. I there was a guy once that I was literally specifically in my own perception said, go to this location, sit at this chair, and move your 3PM meeting to four that day, which I did. And because I ended up meeting somebody who was a CRO in a tech company, and he had been going through like, he's like he's like, well, what do you do? And I say, well, you know, I help people use their perception and intuition, make better business decisions. He said, look.

Kate Mulder (19:45): I don't believe in any of this. I think it's all BS. I don't meditate. He's like, but I am drowning in a min in an m and a decision right now, and I haven't been able to sleep for months, so I'm willing to try anything. Do you have some time to work together today?

Kate Mulder (19:59): And he said, well, when can you work together? He told me a time, and I said, well, it's a good thing. I got my own notion that morning to move my meeting later because then it opened up a slot for us to me. Like even starting that morning, was move your 3PM meeting to four. I did, and I met him.

Kate Mulder (20:14): And I didn't give all I did was what I like to do is walk people through exercises because this is experiential because they we naturally have this ability. So I didn't say anything. I didn't ask anything. I walked him through very specific exercises as it related to this M and A deal. And he was so natural.

Kate Mulder (20:35): He was able to uncover certain red flags and risks about how the deal was constructed, kind of find a better strategy for some aspects of the investors. He was able to look at it holistically and how it was affecting his family or the future of his family. And all I was doing was just being the trainer and the facilitator and guiding him through. He had never done anything. He had never even meditated in his life, And meditation does help with this, but it's not the only way to enhance your perception.

Kate Mulder (21:06): By the end of it was literally by the end of the time, he looked at me and he said, I know exactly what to do. 5,000 pound gorilla is off my chest, and I know exactly what to do, and thank you. And I was just like, look, it was there. He was one of the most natural. He was so good at it.

Kate Mulder (21:25): Right? And and so it's just a dormancy, you know? So are some people more conditioned to use it because somebody like yourself has maybe been a bit more in touch with it, or, you know, some of it has to do with how we kind of get at or ahead and into our feeling body and not our feelings, because our feelings can be wrong and distracting, but what we're sensing and perceiving, how we grew up with that, etcetera. So some people are more predispositioned to it. Some people have never done it, but can be amazing at it.

Kate Mulder (21:59): And then there's a lot of people in between that are, you know, it's because we haven't been taught it as a skill in society in school. So we're kind of flying blind, right, with the ability and the skill set. And we haven't often been put in a situation where, how am I receiving this? What is it specific to me? How do I hone it?

Kate Mulder (22:22): How do I perfect it? How do I apply it to this, etcetera? So, it is a range of everything to answer your question if that does.

Arthur (22:31): So, in your example, while he was inherently opposed to it or didn't buy into it from the beginning. He I'm interested in knowing did you know of the details of the M and A deal?

Unknown Speaker (22:50): Nope. And

Arthur (22:52): then you said you didn't say anything or ask anything but you did, right? You just

Kate Mulder (22:56): Well, mean, I walked him through exercises to help him uncover. I mean, knew enough of, you know, an M and A deal has specific categories.

Unknown Speaker (23:04): Right.

Kate Mulder (23:05): Right. But I didn't take a big intake on who are you dealing with, what are they like, etcetera, etcetera. Right? An M and A deal has specific categories. So I was lead, I was more like Sherpa ing him down certain lanes to like really understand one of the things I love about this or like, where are those red flags?

Kate Mulder (23:21): Where are those unknowns, unknowns that I can't see? Right? And when you practice some of this and you use exercises that get you out of like the logical part of the data room or the aspect of the deal, but you can use more sensory and metaphorical information. You can start to be, oh, oh, here's a red flag with this thing. So I knew enough.

Kate Mulder (23:44): I know enough about, you know, business and investments to go down specific categories, but I wasn't like fully abreast of everything that was going on. There was just certain things like, okay, how do we, you know, what's going on with the investors? Where's the deal structure? Like, what's, what's clogged and why might it be clogged or like, what's causing the stress and, and unpacking each of those. So I guess I'll just clarify that, but I wasn't, I didn't do some big intake privy to the deal.

Arthur (24:11): Yeah. Super cool. Yeah. Would you say that in his case, I think it's a good example to demonstrate what you're talking about. In his case, the kind of the can't see the forest for the trees, as well as not being willing to be open to the construct that he was opposed to?

Kate Mulder (24:41): You're asking like I'm

Arthur (24:44): sorry, Was he just so involved in the deal that he couldn't see these things? And he just needed, he needed a catalyst open up not only his view intellectually of it but open up the vibrations that he wasn't taking in.

Kate Mulder (25:00): Partially, yeah, because what happens when we start to overthink, right, we narrow our perception. When we're in stress, we're in chaos, when we overthink, and again, the analytical part of the mind is about 5% of the full capacity. What I like to explain when we use what I call full spectrum perception, right? The ability to sense and perceive what we don't see with our eyes, right? Just because we don't see the gamma wave or the radio wave doesn't mean our food doesn't get cooked, right?

Kate Mulder (25:26): It's like in business and in the decisions. When we're in our conscious mind, the limited part of our analytical and thinking aspect, again, not bad, just partial. It's like we're in a maze and we've got the 20 foot ceilings in the maze and we know we need to get to the other side of the maze and it takes a lot longer and we're one, do I go right, go right, left? When you expand your perception, your brain, your body, your awareness to the full capacity of what it's able to do, it's like getting in a helicopter and going on top of the maze and being able to look down. So yes, you're kind of out of the forest from the trees a little bit, but you're expanding the data set and you're looking down at the path and there's more information, more data that's able to come in.

Kate Mulder (26:14): And when you also leave this analytical part of the conscious mind, you're getting away from your own personal cognitive bias, right? Your own desires, you're getting in a neutral state, and neutrality is the highest form and best form of perception, right? Where you you see just, everything neutral. It's not good or bad. It's not what you really want.

Kate Mulder (26:42): It's not what your parents told you you need to do or what your wife wants you to do or what the fund or this or that, right? You get in this neutral state, you get into a helicopter and you've got this vantage point now of the whole maze. And now you can look down with more information than what you've just been ruminating over or what you've been seeing. You're expanding so much perceptual intelligence about these specific things that then you can say, okay, yeah, there's the shortcut. If we go left there, there's a dead end.

Kate Mulder (27:11): No, there's a little secret door till the end. Right? So it was a bit for him. It's a bit about the stress and the compression, which happens with everyone when we're overthinking and we're in stress. And then it's just then also the ability to just kind of pop that thing open that probably isn't open for a lot of people and using that, like, all those layers of data, all those layers of signal, all those layers of intelligence from a neutral state and and choosing from there and being able to see more from there.

Arthur (27:40): So is this hard to do?

Kate Mulder (27:43): I don't think it's hard. I mean, everyone has it's like with anything. If you if do you play tennis?

Unknown Speaker (27:51): Yes.

Kate Mulder (27:52): Yeah. Okay. Or if you want to start a skill, right? It's anything like where some people are just more natural at it and some people are, you know, takes a little bit more natural ability, you know? I don't think it's hard and I work when I work with people.

Kate Mulder (28:09): All right, well, if, if there's a little bit of, because sometimes you need to, like, clear little blocks or whatever, but it, what happens, it turns into being fun.

Unknown Speaker (28:18): Sounds

Kate Mulder (28:18): like Yeah. It'll be It's, it starts to shift of like, it starts to shift into being fun. And then that's actually a good example of, you know, when you get into a higher perceptive state where you're expanding your brain, your multisense awareness capacity to sense and perceive, you know, millions of bits of invisible information, again, the kind of tighter, more compressed you are, the harder it is, and having fun and being lighter opens that up a little bit more. So it's not necessarily hard. You know, some people, like with any skill, pick it up.

Kate Mulder (28:50): They might have just a better affinity for it, and some people don't. But I think the key is it's always practice. Right? I can teach you how to do the perfect biceps curl. Right?

Kate Mulder (28:59): But if you wanna look like Arnold Schwarzenegger, you gotta go to the gym, you got to go to these repetitions. And what I like to do with people is like, the end of the day, a trainer and say, here are your different exercises. Here's how you hone it. You've got to practice, practice, practice, practice. And there's a couple things you do when you practice.

Kate Mulder (29:16): You, you, you first learn how you're receiving the information, you know, people might sense things or hear things or see things or everyone's different. Like, where is my signature? And once you know your signature,

Unknown Speaker (29:27): your

Kate Mulder (29:27): own unique way of how your brain and your body and your physiology perceives these unknown unknowns, when you know your unique signature of what to look for for you, because for you, it's different for me than different than every single person watching here, then it becomes a lot easier. The challenge is, there's a lot of, like I said, a lot of people are trying to do these type of things, they're flying blind. There's not like a framework and they don't know how they're receiving the information. And this is why I say, don't always listen to your gut. So why does somebody who teaches us say don't listen to gut?

Kate Mulder (30:00): Well, that's not where everyone receives that communication.

Unknown Speaker (30:05): When

Kate Mulder (30:06): people say, listen to your, just follow your gut. Okay. They mean well. And what they're usually talking about is that some people, not everyone, when something's off, right, it's a red flag, I don't feel right about this person or this deal or the situation, they might feel a tightness in their stomach. Right?

Kate Mulder (30:24): That's usually what people say when they listen to your gut, because some people feel this thing in their stomach, right? They feel like, not everyone's that way.

Unknown Speaker (30:32): Yeah.

Kate Mulder (30:33): When you, your silent alarm signal, that red light not isn't in the gut for everyone. Some, you might hear something, you might see something. I know somebody that her red light signal is literally a bad taste in her mouth. Literally gets just, she's like, taste copper. And that's what I know.

Unknown Speaker (30:49): What metaphor that turned out to be, right? It was like, we probably read it when we turned into a metaphor, right?

Kate Mulder (30:55): Yeah. So, it gets a lot easier once you know your own framework, kinda like where you're saying human design. Right? Human design is another layer of data about how who I am and how I respond as a person. Now I have a framework.

Kate Mulder (31:09): And when you have a framework on how you're receiving all of this invisible information, who to trust, when to move, where to go, who to call, is this the right fit? What's going on with the supply chain, etcetera, etcetera. Right? When you have that framework of, oh, here's my thing. Here's how I receive it.

Kate Mulder (31:24): And then you practice it and practice it and apply it. And when you practice it, you want to also practice it on things that aren't so serious. Crucial. Right? Right.

Kate Mulder (31:35): Like, leave your job or you're married. You know, don't start with whether or not you should get divorced. Right? Like, know, store or hire the specific person or whatever. You start with things, and you build up the muscle, and you build up your own case study, because the logical part of your mind is always going to kind of be like, Are you sure?

Kate Mulder (31:52): You sure? You sure? You know, like, logical part of your mind is going to want to keep you safe and is always going to try to butt in, right? And you want to start practicing. Yeah, the results, build your own case study, and just go to the gym and keep doing those bicep curls.

Arthur (32:06): So, is the first step generally to discover your signature?

Kate Mulder (32:13): Yes. When I work with people, one of the first steps well, one of the first steps is how to set your own system, right, to be able to be able to access if it's like the sonar coming back at you, right? Or the radio station and you're turning to different dials of the radio station to set your system and how you set your system, your body and your brain is in the most effective state to be the receiver. Okay. And in practicing that is usually the ground framework.

Kate Mulder (32:49): Right. And then layering on what I do is also then layer on. How is Ian, what is that unique signature? How is it coming in through specific to you? And that can happen in a short period of time where you start to, but it can also change over time and you want to keep monitoring it.

Kate Mulder (33:04): So it's setting your state because when you're stressed, when you're in panic, when you're in fear, when you're in judge your own judgment, right, of

Unknown Speaker (33:15): the and

Kate Mulder (33:16): even your own even your own kinda deep desires, right? Like, again, you want to get neutral. You want to get to that neutral state where you become a receiver, and then and then layer on the the the signature, right? How it what the language is for you, practice practice and then continue with the exercises. It's not, you know, it's not just a.

Arthur (33:40): Seems to me like by definition everybody since we have this embedded in our original equipment could benefit from knowing how to use it, right?

Unknown Speaker (33:49): I think so. Yeah. Yeah. I mean, especially oh, go ahead. Sorry.

Arthur (33:53): No. Was just gonna I I don't want you to give away the secret sauce because you're commercializing this. And so, you know, is your business around doing this for people who are investing in a founder and you go in and see what the founder's all about? Or are you going and helping the investor become a better investor by building this muscle or both?

Kate Mulder (34:18): Both. Right. So in, and the secret sauce is actually, you know, isn't really a secret sauce in the sense that it's like it is experiential. Right? You can't you can't read your way to a buff body.

Unknown Speaker (34:33): Right? You have to still you gotta practice. You gotta pick up the tools.

Unknown Speaker (34:36): Gotta do the work. Yeah.

Kate Mulder (34:37): You do it. You gotta do it. You gotta practice. So yeah. And and it's what I'm noticing now is because of AI.

Kate Mulder (34:45): Right? Everyone's getting access to the same data. What AI is doing and kind of a beautiful example is outsourcing that analytical logical part of our mind, which is so limited anyway, Right? Like I said, 40 bits of information per second. Fine.

Kate Mulder (35:02): Go let it do the modeling. Go let it do the strategizing. Go let it crunch all those numbers.

Unknown Speaker (35:06): For that. Love me.

Unknown Speaker (35:07): Thank god. It's not fun. It's never been fun. You know?

Arthur (35:11): And love that. People have made a lot of living a good living with that. There's all kinds of I mean, there's some people that are happy to sit behind the screen and do that sort of thing all the time and are good at it. But, I mean, there's a lot of people that just can't be bothered with it.

Kate Mulder (35:27): And we shouldn't be. That's not the truest of our capacity. So when you're saying like, how does it play out and how do I help people? It's yeah, it's like we have this edge that humans have that AI will never be able to replicate. AI doesn't know how to sit in the room and negotiate and be able to sense and perceive maybe what they mean and not what they say.

Kate Mulder (35:47): What are their truest desires? The value of humans now are now moving up the value chain in the relation, the part that we were designed to do, relationship Right? The strategy-

Unknown Speaker (36:02): And that'll become so valuable. AI can't do it. Right?

Kate Mulder (36:05): Exactly. So you can go in and you can, what I'll, I can go in and help a team or a company in due diligence and help, I have a very advanced perception and I can sense and perceive certain things about people in the deal that aren't showing up in the spreadsheet, you know, that might not show up in the data rooms, or even I, I get things about like cogs in the wheel of like supply chains, you know, that go check on this, you know, supply chain or go this, this or that, or, you know, the COO doesn't really like hiring great people because of this belief that they have or whatever, right? So I can go in and I can help be an added layer of due diligence, an added layer of signal saying, here's, you know, at the end of the day, here are the things that aren't necessarily showing up. These are some of the unknown unknowns, but doesn't necessarily mean don't do the deal because some of those things could be changed, right? It's not my job to say do the deal or don't do the deal.

Kate Mulder (37:02): I'm just saying like, here's some of the stuff that's going on underneath the surface that could bite you in the you know what, or that could even be better than you're thinking because there might be a hidden gem in here that you're not even aware of because you can just start to sense and see around the corners. But my passion is also training people to just unlock this natural ability across teams, across diligence teams, across management teams, founders, etcetera. Because when you take this ability to sense and perceive the red flags before they get expensive, to know who to hire, who to trust, maybe what's happening around the corner, to have better solutions to problems, because also when you get out of your conscious mind in this expanded perception, you get access to more solutions. You get access to more innovations. You get faster, better ideas.

Kate Mulder (37:54): When you start to do that across teams, whether they're diligence teams or operating teams, even trading teams, etcetera, you compound this edge, right? And even Jensen Huang spoke to this recently about, and it was just so funny, because I'm like, I've been saying this for years, so it's kind of nice to see the head of Navidea say like, Look, the smartest people in my world right now are the people who can see around corners, who can use their intuition and can see, because the data's being commoditized, and we have access to all the data. And the data's only fed, the only, the data's only what it's fed, what it can model. And I truly also believe we are in this kind of shift of economics and business and there's things, you know, things are moving really, really fast.

Unknown Speaker (38:43): No, So to use, to

Kate Mulder (38:44): use our ability, like, we're not where we're going isn't really where we have been. I mean, I truly believe where we're headed is not where we have been. And so we have to use this edge as we go up the value train and working with people and building relationships and all of knowing who to trust and who to walk away from, at the same time knowing what's around the corner. Where are we headed collectively? Where is the innovation going to be?

Kate Mulder (39:08): What are things going to look like? Because there's still going to be continued chaos and breakdown of certain systems, And the more we widen our perception from the neutral space, we're going to be able to make better decisions long term. And again, have a bit more fun.

Arthur (39:22): Yeah, totally makes sense. Some people would, so tactically, can we talk about like how it works when you sat down and with this particular person and went through some exercises? Is it would you liken that tactical process like the Socratic method just asking a bunch of questions?

Kate Mulder (39:42): No, no. It's again, without it's questions that train the brain and the perceptive ability to get out of the logic, get out of the conscious mind and use that muscle that is available to perceive. So they're more a series, you know, I've been studying this now for ten, fifteen years, human performance behavior, you know, energy psychology, neuroscience of intelligence, you know, all of this. So it's a mix of a lot of the things that I've studied and learned myself over the past fifteen years, and again, they're not just questions that make you think different. You know, I know the coaching world, right?

Kate Mulder (40:26): So you ask a, an open ended question or it's not that you're actually helping the brain and the body get beyond that limited state and expand perception and awareness into, into that in a myriad of ways. Does that make sense? Yeah. It's not just asking an open ended or a thought provoking question. It's an actual physiological, neurological response to the pathways that are more open to perceive.

Arthur (40:54): In contrast to the example you gave with sitting down with this person and helping him, if someone doesn't have a problem they're trying to solve, is it the same exercise just to build that muscle and open up those avenues of perception? It's like

Kate Mulder (41:13): the Yeah, I mean, yes, a lot of the tools can be replicated in a lot of different ways, right? So if you're not really ruminating over a problem, but you still, again, you still kind of are, you're making a bunch of decisions that have a lot of mitigating cause and effect factors every day. It's honing in and, and being able to use that in specific situations. So if it's not necessarily a problem that you're solving, but you want to, let's say you're in marketing, right? And you're like, what do our customers really want to hear?

Kate Mulder (41:49): Like, what are their true pain points? What is the language that's going to land on their hearts? People don't make decisions out of logic, right?

Unknown Speaker (41:57): That's true.

Kate Mulder (41:58): People don't make decisions out of life. So it's like, even if you're marketing or you're prepping for a pitch and you're pitching to an investor or you're pitching to a big, you know, corporate client, or you're on the other end of receiving the pitch, and you want to fully better understand, like, what do I truly need to say? What do I truly need to hear? Or what are they actually saying to me that they're not? So you're using the spidey sense, right?

Kate Mulder (42:27): You're using the ability to read the room in all situations. So you could use it in marketing. You could sit there and have a whole brainstorming session about what's the message that my customers truly want to hear? Or how do I really talk to this person that I want to work with? Or how do I know if this person that we're going to hire for our fund manager or for our strategic partner is really the right fit?

Kate Mulder (42:54): Using this to get that three sixty perspective, not necessarily a problem, but a decision, you know, is there. And also with the innovation. I mean, this is also, I mean, of the reasons why even Silicon Valley and all, you know, there's like microdosing going on and there's all these, you know, meditation and all this stuff, because it's like, is the limits of our Yeah, yeah. Where's the edge? And you don't necessarily have to take something.

Kate Mulder (43:20): You can get that edge by working with your own brain, your neural pathways, and your physiology. And so it's really just expanding that level of intelligence and awareness that also then leads to innovation, leads to better solutions, even if you're not you know, stressed about a specific problem, if that makes sense.

Arthur (43:39): So how does yeah, it does make sense. How does one because, again, I don't want you to reveal the secret sauce, and I understood what you said about that. Is the process okay, I don't have a problem, but I'm making decisions every day, I want to be optimal performance, I want to develop this muscle, Is it like 10 sessions with you or is it one session, go home and practice, come back to this, you have a baseline and continue, how's that all work?

Kate Mulder (44:13): Yeah, it can be a mix. The one thing I like about this is some people, if they want to work and learn specifically one on one, and I work specifically with them, that's fine. But this is, and that's great, but this is also, and then that can be, we do an hour, go home practice, come back, but this is also a scalable, trainable skill to do across teams. Right? So I can come in, do like a one, one and a half hour primer on like the theory, right, of like these things that you need to know, here's what the skill set's about, etcetera, etcetera, then do a workshop where every that's an experiential workshop, and then they've got a lot to work with and a lot to play with.

Kate Mulder (44:53): And then, so depending on the audience, right? Because if it's a group of traders, right, you might go in and say, okay, we're going to do these specific exercises as it relates to, you know, all of your trading mechanisms and decisions with that. If it's for a group of investors, we can also take these pools of exercises and practice looking at, you know, data rooms and term sheets and assessing founders, right? So you can take a lot of the same exercises and skills and then apply them either one on one in a workshop scenario, like you don't learn, you know, you don't, you're not perfect by the end of, you do got to go practice, right? But you get a lot done in a pretty short period of time, especially with like a half day workshop where you've got, you know, you've kind of nailed some of the things, you've got specific exercises to work with.

Kate Mulder (45:40): But I think what's different about me is because I come from this world is I'm like, okay, now when you practice, practice in this specific situation, practice in your vertical. You know, if you're in sales before you do the pitch, if you're looking for leads or you're, you know, certain things, here's how you do it when you're doing lead generation. Here's how you're doing it when you're doing due diligence. Here's how you're doing it when you're hiring, etcetera. And it's taking some of the this repertoire now, right?

Kate Mulder (46:10): Taking that repertoire. Once you got some of the basics down to once you start to like you start to build the muscle and then you apply the muscle in the very specific tactical framework or vertical that is most important to your day, your decision, you know, your money, your time, your energy.

Arthur (46:27): I like it. So, I don't mind saying this to you on camera. We have a whole bunch of very smart rich people, family offices, principals and others, and we just get together and have cocktails, you know, every now and then just to trade notes and have fun and, you know, build relationships. There's no agenda except to get to know everybody, right? Is that the sort of thing where I could have you come out, you know, with a room of, you know, ten, fifteen people, all of which are rich, smart, successful investors, you know, they're or operating companies, and just do a half day workshop and that would I'm asking you a question that I know the answer is yes to, but that would that be productive for them?

Kate Mulder (47:19): Yes, very. A lot can happen in a half day workshop. Yep. You get a lot of the foundation, you get exercises. And again, most people, when you get to a certain level of success, you're already using this to some degree, right?

Kate Mulder (47:34): You know when the deal is about to go bad or you know to hire this person. People don't get People don't get there through logic alone. They already most successful people What are using they the only so so they don't disagree with me often, right? They just might not know that it's trainable, that it's scalable across everyone, or maybe there's that guy that always just has the Midas touch. He just understands people, you know, and he just always know how to then go in and close the deal, right?

Kate Mulder (48:05): He's not some enigma, right? He's naturally using that, and then you take that and you apply some of those skills then to maybe the analyst or the person that isn't as good as that people part because they just haven't been shown how to read a person better.

Arthur (48:22): Or somebody that's younger that's that's younger that's building, you know, relationships, skill sets, the whole thing, right?

Kate Mulder (48:31): Yeah, that. So yeah, a lot can happen and and younger, mean, it just depends on younger, older. I think some of the younger people like are coming out with this a bit more naturally, some of the older, because this isn't necessarily like a traditional, just executive pattern recognition because the whole key is building up an intelligence with the team that when something is an anomaly, you can still pick up a data point that isn't part of the pattern recognition. Right? That's where you get snuffed.

Unknown Speaker (49:04): Right?

Unknown Speaker (49:04): Yeah.

Kate Mulder (49:05): It's not this like, oh, I've seen this 10 times before. It's like, no, it's the thing that you haven't seen before. It's the thing that's going underneath that like is new or you, you know, that you need that unknown unknown that you're like, what's the thing that's going to keep me up at night or bite me in the, know what? Right?

Unknown Speaker (49:20): Blow the whole thing up. Yeah.

Kate Mulder (49:21): Yeah. Blow it up. So it's like getting everyone to have this added layer of edge and intelligence, everything from decision making to the human side of it, right, is I just, as we look to the future, especially, right, like this is the edge that we all are going to need for our companies and our funds and our teams to stay ahead of the curve. Because again, the data, the analysis is outsourced and now it's all pretty much the same, Right? So if you want to, like, hone that part, like, for the existing investors and make sure that everyone underneath has this additional capability, this is why, you know, it's a competitive advantage.

Kate Mulder (50:08): Is who doesn't want to be able to sense and perceive what, what their competitors don't or what the other investor, you know, etcetera. Right. Who doesn't want to.

Arthur (50:16): So what's, what's a good customer for you?

Kate Mulder (50:24): It depends. I'm doing advisory, when I'm using my own perception and decisions or deal, know, due diligence, it could be a fund, it could be a family office. When you're looking at private companies, it's much better when it's assessing, you know, private capital and teams than public markets. I can do work with public markets, but it's there's a lot of it's a lot it's a much cluttered signal just because of everything that's going into it. And then yeah.

Kate Mulder (50:55): I mean, I think just because I'm just so passionate about allocating capital to the best ideas, the best solutions, and the best return, I love that cycle, right? And I think it's a fascinating cycle. So I really like to work with funds and teams and say to the investors and be like, look, okay, we can have this added layer if you're looking at, you know, deal, you know, certain deals and private capital placements, and then we can go in and train portfolio and then go in and train portfolio companies so that your investment is protected. I truly believe and know that IRR is downstream from this level of information. It's not only downstream from what you're not seeing in due diligence, but it's also downstream on how the people that you work with are making decisions, how they're acting, how they handle, you know, crisis and stress and hiring the right people that I, you know, the total amount is compounded so that IRR can be increased and compounded when everyone has.

Kate Mulder (52:00): So it's coming in and showing the fund cycle, right? The capital cycle of like protecting and preserving the capital to be the, you know, to be the best inflow to the teams that can also use this level of intelligence to then get ahead of the competitors, see the right thing, hire the right people, do all of that. So I love that cycle flow of funds, offices, portfolio companies, because it is a true circle. And it, and that, yeah, so that's one of the, that's one of the things I love to do.

Arthur (52:35): So, I, I have, you mentioned the guy with the Midas touch. Have friends of mine that they can't do anything wrong. I mean, it's just, and I don't really know, except for maybe a couple of them, how they make what their decision making process is. But the ones that I do know, it's totally, Oh, good idea. Here we go.

Arthur (53:02): Like there's, there's not even an analyst on the bench. Right? They totally use their intuition and gut or whatever you want to call

Unknown Speaker (53:09): it.

Arthur (53:10): And, And I'm not saying it's right or wrong or anything, but then there's a whole group of people that are on the other end of the spectrum that have analysis paralysis don't make any decisions because they need to have all the lights green. In the context of, is the middle part of that better for you from a customer perspective?

Kate Mulder (53:35): Oh, Not necessarily. If the person's already using it and their bets are, you know, so what's their batting average, right? When they're just going off of that, and I don't call it instinct either, but going off that perception, intuition, The spectrum. Yeah. The full spectrum of information, you know, what's their batting average?

Kate Mulder (53:59): Do they want to improve it? If they already have it naturally and they're happy, great. If not, and it could be improved and just make one more better bet or one less. I mean, nobody's 10 for 10 ever, right?

Unknown Speaker (54:12): Yeah, that's

Kate Mulder (54:13): true. So taking that and honing it, it's just taking somebody who's already fit and likes to eat healthy and say like, all right, now we're going to Iron Man, right? Whatever, right? It's like taking it and honing it and saying, you know, there's something you've already figured out that you've naturally figured out, and you're doing a really good job of it. Do you want to take it to the next level?

Kate Mulder (54:32): Yes or no? And most people that want to win and want alpha, they do, right? Then, yeah, then there's the person who maybe is just super, super analytical in their head, and again, it doesn't make them bad or wrong. Nobody teaches us this. We don't learn this in We don't even, we're not even told the level of intelligence is, so it's nobody's fault, right?

Kate Mulder (54:52): And again, there it's just like helping, you know, just build that muscle. You know, it could be either side. I I I obviously when I do work with people who are natural at it, right? Like, there's a level that we can go to that I can go with them, right, that can, that just can be its only thing, like any other sport or any other skill, right? So I don't, I don't, it's not my job to say, who's like, you know, do you see what I'm saying?

Kate Mulder (55:23): It's not my, it's like to self select it's more like if somebody wants an edge, let's do it. Let's play. Let's let, you know, like, I'm not here to tell you, you know, just because we took a, you know, a test in the beginning and you had one out of 10 versus nine out of 10, you know, I like working with people who are like, yeah, who, who, who want, who want to win, who want the edge, but also understand, you know, it's not just about that because there's so many other things that come into play, right, than the number, right? And typically people who understand that there's a behavioral aspect or a little bit of, you know, behavioral finance and that kind of thing, it's just a bit more of a natural fit, but could go

Arthur (56:08): either way. So is this, I think you mentioned earlier that, for example, if you came in to a company that had a bunch of staff and helped the principal get that edge, can you teach somebody in that organization to then teach it to everybody else?

Kate Mulder (56:29): It's a good question. It hasn't gotten to that point yet per se. Would I love for it to get to a point where like, you know, you have that kind of funnel approach and like, you know, it just it I haven't scaled it to that kind of like the train, the trainer type model personally. I haven't, I haven't scaled it yet to a train, the trainer model type thing. Not to say that that couldn't happen.

Unknown Speaker (56:58): Oh, I just lost your sound. Your battery die on your mic? Take your time. So on the screen, it shows that the the microphone say something now. Nope.

Unknown Speaker (57:37): Yeah. It just sort of happened out of nowhere. There you go. I can hear you now.

Unknown Speaker (57:43): You hear me now? Yep. Yeah. Okay. I took it out.

Unknown Speaker (57:47): I don't think it died. I'm not sure what happened. Maybe it unpaired. What I was, I don't know. I don't remember what I was saying.

Unknown Speaker (57:53): Was just, yeah, it hasn't gotten.

Unknown Speaker (57:54): Whatever, whatever was going on, nobody wanted to hear it. Or you didn't want to say it. Let's just say that.

Unknown Speaker (58:06): Yeah. So don't know if this would be edited, but to answer your question, it hasn't gotten to the train the trader model, but it doesn't mean it can't in the in in the future.

Arthur (58:14): Yeah. I'd love to have you out and just visit with the group. Not only would it I think it would be good for the group because it's super interesting to me, and I think they would think it, but it also would be a great place for somebody to say, Well, this is amazing. Let's hire Kate to do it for our team. Yeah, we got lots of interesting people out here.

Unknown Speaker (58:30): Yeah, I would love that. I love it. That'd be great. Thank you.

Arthur (58:33): Yeah, we should do that. This has been fascinating. As you can probably tell, this isn't woo woo to me. Yeah, I

Unknown Speaker (58:42): like that. Yeah. Well, and that's I mean, I have some videos on this on YouTube, but I talk about it and I was like, look, it's not woo. It's physics. The end of the day, it's woo.

Kate Mulder (58:52): It's physics, you know? And if you want to just layer it to that, I was, I was, it was almost like I was taught this in one world and then I learned the science behind it. And then now I can teach the science about what it truly is, if that makes sense.

Unknown Speaker (59:07): Yeah, it's fascinating. Yeah.

Unknown Speaker (59:09): Yeah. And I Oh, go ahead.

Arthur (59:12): No, was just gonna say I have a performance record that is anecdotal and somewhat empirical because I can't tell you how many times I've, you know, I've had some massive failures and some massive successes. Let's just talk about context of business. And I'm ahead, right? So, which is But I can go and have hundreds of examples where for whatever reason, my intuition or whatever you want to call it, whatever signals I was getting was saying, Nope, not that or yes, that and they've been really accurate like and so I I count on that regularly. So

Kate Mulder (1:00:00): yeah. And I think that's, what's exciting is when there's that level of, okay, that's like, I've got like what I call red light green light, right? I've got that. Yes. No.

Kate Mulder (1:00:09): Stop. Go. True. False. And then you can start to layer and have some really fun with it.

Kate Mulder (1:00:15): Right? Then it's like, then it's like, well, I use an example of, you know, years ago when I was dealing with this whole big vision of mine and a voice in my head came to call a specific person. And I was like, call that person? I haven't spoken to that person in five years. I knew him from a completely different industry.

Kate Mulder (1:00:36): It had nothing to do with what I was kind of trying to do, but I called him up and I said, hi, how are you, by the way? I said, I have no idea why I'm calling you, but here's what I want to do. And I laid out the vision and the market and everything that was going on and like where I was at until that point. And he said to me, you don't know this, but I'm in that exact industry in that market right now.

Unknown Speaker (1:01:00): Wild, right?

Kate Mulder (1:01:01): We've spoken in five years and he had the piece of the puzzle that I needed. Right? And I literally saved months. I mean, there's months of going through messages and calling people or like, whatever. It just, it was this very clear directive call this person and make no logical sense.

Kate Mulder (1:01:21): Right? So moving from the red light green light. Yes. No. Stop.

Kate Mulder (1:01:26): Go. Trust. Don't trust to that instant solution, that instant idea that call this person, you know, send this email, go over to this store for coffee shop for some reason, right? You know, go to this conference and like where you start to then get layered and layered directives. Directives, right?

Kate Mulder (1:01:46): Of how to get from point a to point B faster is when I think it starts to get really fun. Right? Cause then you're truncating timelines, whether it's with a product, and a situation. So, and then, and, or, like I said, you're getting up and you're practicing getting in that helicopter looking down. Right.

Kate Mulder (1:02:08): And then that perceptive information, that intuitive information is feeding you the strategy. It's feeding you the roadmap about the product or maybe about the situation, right? And I love truncating timelines with this. Know, timelines that could be six months can turn into a very short period of time because now you're like the layer of information that's coming in is making things faster and then a lot more fun.

Arthur (1:02:33): So we could talk about this forever, but let's there's two more things if you don't mind or whatever comes next. Some people would argue that that thing that came into your head was might not be physics with your signals telling you that. It might just be the universe delivering you a message. Whatever that is. Like I don't, I'm not religious at all, I don't buy into any of the dogma, blah blah blah, so just so you know where I stand.

Arthur (1:03:05): But I would argue that there's some divine going on simply because you can't look at a flower and think, wow, that's amazing, right? But some people would say that message was delivered to you because the universe wanted you to know because it was going to truncate your time to deliver what you needed. What say you?

Kate Mulder (1:03:27): I say it all personally, right? So it depends on what look, I grew up in the church, right? So for many, many years I would say it was the Holy Spirit or it was God that gave me that insight, you know, and I had a divine inspiration, right? And all of that. And some people label it as the universe.

Kate Mulder (1:03:51): Some people label it as the unified field of intelligence. Right. And other people might label it as this massive dataset, right? The IOT device pinging the cloud. Right.

Kate Mulder (1:04:04): For me, you know, is there maybe some orchestration possibly, but I also know that at the end of the day, no matter what you label it, it's there. You don't have to have belief in any specific thing. You know, you know, everyone has had the experience where they think about somebody and then that person calls them. Yeah. Right?

Unknown Speaker (1:04:26): So, has had the experience right Go over the phone on your ahead.

Arthur (1:04:29): Yeah. I just want to say, I agree with you. Meaning I know it's there, I don't need to know what it is. Like I just accept it. You call it what you want, doesn't matter.

Arthur (1:04:41): To me it doesn't matter, right? I don't need to know what it is. All I know is it's there, right?

Kate Mulder (1:04:48): Yeah. And, and, and this isn't whatever the human needs and wants to know about it, they will find the right framework. But the physics and the physics and the framework of the, of the kind of the reality of the situation can be put in a lot of different categories in different buckets. Yeah. Right.

Kate Mulder (1:05:09): Non local information. Right. Or, or, you know, Schrodinger's cat or, you know, the observer effect. Right. I mean, you can, yeah.

Unknown Speaker (1:05:18): So it really, I'm not here to put like

Unknown Speaker (1:05:23): define it.

Kate Mulder (1:05:24): Yeah. To define it for people because I want it, I want to make it as accessible and as powerful as possible. Right. And at the end of the day, it's ones and zeros and frequencies and, you know, data and data sets and things like that. You know, and I, I can, I can go with?

Kate Mulder (1:05:45): Look, I can, we, we could have another discussion and go certain ways as we want. We could, you know, and I think, and I think that's maybe why I sit so in the middle of this, especially when it comes to business and finance. And it's like, how do we, you know, for people who want to go down whatever path they want to go down with, that's great. And then for people who want to just say like, all right, is there, is there something here that I can work with? Let's do it.

Unknown Speaker (1:06:10): Yeah. And keep it for each, each to them.

Unknown Speaker (1:06:14): Yeah. Yeah. So again, I'd love to have you out. We should do that. I would love to.

Arthur (1:06:18): And I really appreciate you doing this and coming on. For the record, everybody, we didn't know each other. Just the universe delivered us to do this. So thank you, Kate, for doing this. And I apologize, I have a little hard stop here.

Arthur (1:06:34): I've gone beyond the time, but I need to run. Thank you again, and thank you everybody for joining in. And Kate, they can get in touch with you on LinkedIn?

Kate Mulder (1:06:44): Yeah, LinkedIn, Kate Mulder. My website is mulderkate.com. So it's a little bit backwards. I do have some videos and topics on this discussion on how perception relates to investing, due diligence, sales, decision making, trading on my YouTube channel, which is Molder Recode, I think actually just changed it. Recode Institute is the organization that teaches this, so yes, if people want to dive deeper into some of this with topics, there's some videos of that on YouTube and website Mulder Kate or LinkedIn, Kate Mulder, M U L No O.

Unknown Speaker (1:07:18): Yeah, we'll we'll let everybody have that information when we post this out too as well.

Unknown Speaker (1:07:23): Okay.

Unknown Speaker (1:07:24): Great.

Unknown Speaker (1:07:24): Great. Thank you so much. It's been fun. Yeah. Appreciate it.

Unknown Speaker (1:07:28): K. Okay. Bye bye. Take care. Bye.