Neil Patel

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In this episode of the Dealmakers’ Podcast, we delve into the extraordinary life and entrepreneurial journey of Paris Wallace. From a humble upbringing in section 8 housing to graduating from Harvard Business School, Paris’ story is one of determination, resilience, and a deep-rooted passion for making a positive impact on the world.

His latest venture, National Cycling League, has attracted funding from top-tier investors Kevin Durant, ESPN football analyst Desmond Howard, DraftKings CEO Jason Robins, and Rich Kleiman’s Boardroom Sports Holdings.

In this episode, you will learn:

  • A journey from Section 8 housing to Harvard Business School exemplifies the transformative power of education and determination.
  • A strong foundation in early education and an unwavering belief in the value of hard work were pivotal factors in shaping Paris’ entrepreneurial mindset.
  • Commitment to improving women’s health, inspired by his mother’s struggles, led him to found Ovia Health, revolutionizing digital healthcare for women and families.
  • The lessons learned from the first venture, Good Start Genetics, emphasized the importance of timing, intuition, and surrounding oneself with like-minded individuals.
  • The latest venture, a professional cycling league, challenges traditional ownership structures, prioritizing diversity, gender equity, and sustainability.
  • Inclusivity and diversity are not just ethical imperatives but also strategic advantages in building successful ventures.
  • Paris’ story serves as a powerful reminder that with passion, vision, and a commitment to positive change, entrepreneurs can leave an indelible mark on the world.


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About Paris Wallace:

Paris is the founder and President of the NCL, the first majority-minority and female professional sports league.

The NCL is revolutionizing cycling in the United States and building the professional sports league of the future – one that embraces technology, diverse ownership, gender equity, sustainability, and community investment.

Paris is also currently an Entrepreneur in Residence at the Harvard Business School. In 2021, Paris sold Ovia Health to Labcorp (LH). Paris was the CEO and founder of Ovia Health, the leading women’s health and technology company.

Ovia Health’s fertility, pregnancy, and parenting programs helped over 20 million families and improved obstetric and fertility care around the world for women and infants.

Paris also founded and led Good Start Genetics. Good Start Genetics is a genomics technology company focused on fertility and reproductive health. Good Start Genetics was acquired by Invitae (NYSE: NVTA).

A recognized expert on entrepreneurship and DE&I, Paris has lectured extensively in academic and corporate settings, including Harvard, MIT, and Wharton.

Paris holds a bachelor’s degree from Amherst College, and an M.B.A. and M.P.A from Harvard University, where he was a Reynolds Fellow.

He is an avid cyclist, and he and his wife split their time between Miami and New England to avoid cold weather at all costs and keep riding bikes year-round.

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Connect with Paris Wallace:

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty hello everyone and welcome to the deal maker show. So today we have um, a really exciting founder. You know we have a founder that has been really thinking through the you know the whole entrepreneurial ah journey you know since he was in high school. And he’s done several companies. You know that he’s had the opportunity to ah to exit you know now he’s on his latest one which we will talk about as well. But I think we’re going to be learning quite a bit you know quite a bit on successes on failures on building a strong mission around your business also on. Being thoughtful when it comes about fundraising and really discovering. You know the power of entrepreneurship early on so again, super inspiring episode ahead of us and without further ado. Let’s welcome our guest today Paris Wallace well as welcome to the show.

Paris Wallace: Um, hey thank you so much for having me I’m really looking forward to this conversation.

Alejandro Cremades: So originally you grew up there in Northern California so give us how walk through memory lane. How was life growing up. Okay.

Paris Wallace: Yeah, had ah had a great childhood but definitely a humble one I’m a son of a disabled single mom so grew up in section 8 housing. But although she didn’t graduate high school. She understood the value of education so got me in the best private schools starting. Before Kindergarten and and made it all the way through Harvard business school.

Alejandro Cremades: I Mean that’s pretty unbelievable like how like being able to do that especially on financial aid I mean that is absolutely remarkable. So ah, unbelievable hats off to your mom.

Paris Wallace: Yeah, yeah, no, she was an incredible inspiration. Incredibly strong woman and someone who’s really inspired me through everything I’ve done.

Alejandro Cremades: How do you think that has influenced you and also your entrepreneurial drive.

Paris Wallace: I mean I think from a personal side. You know I spent 15 years trying to improve the world for women and families specifically around women’s health and it’s something I saw my mom struggle a lot a bit ah about when we were growing up and so that’s something that really inspired me um and then I think just. You know she never ever ever. Quit. Um, she just worked so incredibly hard and did whatever it took to to make it happen which in my mind is kind of what makes good entrepreneur.

Alejandro Cremades: So in your case, it was high school when you got the bug and you got to really discover how beautiful the whole entrepreneurial thing was so tell us about this first.

Paris Wallace: Yeah, so ah, all throughout high school I worked full time in a bike shop I was already riding bikes then to help support myself and my family and I got the idea you know in the late late 1990 s in the bay area to to start an online. Online bike shop. So I I got a couple friends together we put. Ah we put a ah ecommerce bike specific ecommerce site together and one day while I was in high school and this is before you could you know? check check your email and what was going on from your phone. Um I get home and it turns out I had made more money on this ecommerce site. While in school and in class that day and I did monthly working at the bike shop and the light bulb kind of went off and was like okay one yeah I need to work for myself to any donate and through I need to be able to to make money while I’m um, well I’m not working um and that really is what set me down the path towards entrepreneurship.

Alejandro Cremades: So you eventually ended up going to harvard and they they’re out at Harvard while you were doing your dual degree. You know, basically that’s the moment where you know really you know obviously the the dual degree here you were doing business and such business and then also let me see here. You are doing. Social entrepreneur entrepreneurship and public leadership. So how is that they just had a curiosity. How is that blend. How is that combination of those ° why did you think it was interesting to blend those °

Paris Wallace: Yeah I had made the decision by the time that that I had made it to business school that I only wanted to work on things that were going to positively impact the world you know based on all the generosity that I had received from financial aid and folks helping me out to that I really wanted to to use everything I was given to give back and so. I spent 3 years getting my my Mba at Harvard business school but also across the river as they say in Cambridge at ah, the Kennedy school of government um specifically worked on a fellowship program in social entrepreneurship so had the opportunity to talk to some of the best. Nonprofit leaders ah in the in the in the world folks like Jeffrey Canada and Wendy Kopp um and asked them kind of what inspired them and and what sort of organizations could really create a positive impact in the world and kind of three years of of that plus you know, ah. Class in government and and obviously my business school classes kind of decided that the way I wanted to try was to create for-profit businesses with a double bottom line so companies that could do incredibly well that could make money that could fund themselves. But if they were successful could have a really large impact on society um and change it for the better. And so my first foray actually started my last year at Harvard business school I figured out statistically I couldn’t fail out at that point. So I stopped going to classes and started sneaking into harvard medical school and mit to learn about genomics and launch company. Good star genetics out of my dorm room at Harvard business school.

Alejandro Cremades: So how did the idea come knocking to you and how did you go about bringing it to life.

Paris Wallace: Yeah, it was ah it was a combination of the excitement at that point. Um, the human genome had recently been cracked and the first kind of cost-effective ah developments of gene sequencing had come out. Everyone said it was going to be. You know a multibillion dollar industry but no one knew how to commercialize it and I found myself at the perfect intersection of being at the business school having access to the medical school at mit with a lot of the scientists who had actually invented the technology so really got. Interested got nerdy on it learned enough met the right people and said hey look um, there’s real opportunity here to to make an impact and then did the business research with with ah the resource the business school to figure out where the best place to commercialize it was and the best place to commercialize this next generation sequencing happened to be. Ah, in in diagnostic testing specifically carrier screening testing mom and dad before they had children to see if they’re at risk of passing a genetic disorder so entered the Harvard business school business plan competition. Um with that business ended up coming in second. Um, raised a little bit of money and that kind of set me on the on the odyssey and in ah in 2008 to to build the business.

Alejandro Cremades: I Mean you ended up bracing quite a bit of money. How did you raise in total for the business prior to the acquisition.

Paris Wallace: Yeah, so in debt and equity we raised over 80000000 for that business. Ah, you know we started out with the series a with the idea of you know, getting the patents setting up the lab um building the people. Ah, to be able to to make it reality and then we did Series B we put we put debt on top of that the business grew incredibly quickly. Unfortunately, um, you know we definitely had some hiccups along the way and a couple deals. Um, that we promised the market that we couldn’t deliver on which really set us down a different path so you know saw the the towering heights we were actually you know a few a few months of going public we had We were actually working with the Golden Sacs to go public and then one of these deals went sideways. Um, then it was a very different situation. Um, by that time I had left to start Ovia Health and was on the board um trying to navigate. Ah you know the the kind of ah diminishing situation of the company and I learned you know everyone’s like oh you must be so upset about that I go no. Everything that I’m able to do now was based on the lessons that we learned on the on the growth and the and you know the eventual kind of sale of that company.

Alejandro Cremades: Now in this case, you know like when the when they when they failed you know Ipo happened because of you know those say those initiatives that you had gone going On. You know it didn’t It didn’t go as Planned. How was that the process like I mean how how do you guys? go about. Doing the transaction that you ended up doing you know?? ah and when it was acquired by Mbi Ti and and and and what did you learn from from the full cycle of a business that you start out of school all the way to the company making it to the finish line.

Paris Wallace: I mean a lot of lessons I think a few of them. You know I was very young when I started that business and this was you know before kind of the rise of the of the 20 year old Ceo um. And so I felt really compelled to hire kind of a professional you know a professional team that had done it before you know the gray hair. Um, and frankly, they never understood the business and the business model and they made decisions that I would have never made as the entrepreneur who wrote the business plan who really deeply understood and it’s pretty simple. You know we were a. Low cost high volume play and they played it as a high-cost low volume. Um, and ultimately when the technology matured and the price started going down. Um, there wasn’t enough volume to sustain us. I understood that from the beginning and I wanted to get out you know and sell the business when we were at that intersection right? before the technology became a commodity. Um, but I think a lot everyone around the table that that didn’t understand that got greedy and said hey we got to do this um and held on for it too long. So I think a lot of it is. Around. Um, you know, really understanding your timing um getting out when you can especially from your from your first business and really trusting in yourself right? I mean I had so much more confidence in my ability to stand up to you know older more successful.

Paris Wallace: Ah, more experienced folks at Ovia Health and really do it my way and have confidence that I knew versus a good start I said hey you know I I think this but maybe I’m wrong because they’ve done it before turns out that that doing it before doesn’t mean that you know what you’re doing.

Alejandro Cremades: Yeah, now in your case, you know you did it again and that was with Obia Health so in this case, you know like after having pushed you know, good start for you know the company was like about you were you were involved for about 9 years almost ten years I’m sure that you you really understood? well. Ah, what that cycle or what that you know journey would look like you know with a hypergrowth business now in this case in 2012 is when you got started again with ob yeah health so why did you think that the problem of obhealth was meaningful enough for you to take the ah another crack at the. And entrepreneurship here.

Paris Wallace: Yeah I mean so you know Ovia Health became the largest digital health platform for for women and families. Um and dealt with you know, kind of the the piece of the market that I dealt with that. We focused on a good start but also a lot bigger and just. Just for clarification. So I was a good start for 4 years and then left to start ov and joined the board and then was there kind of through through the until the company was was acquired on the board while running ov yeah um, you know and this was this was this was part of it I knew that women’s health right? I I used to joke that hey I found this incredible niche market. Um, you know it turns out, there’s three point five billion of them they’re called women they need health care and there’s a massive market and they really need help because you know the men who have been making decisions over the past forever have ah ignored and underinvested in women’s health and it’s left this massive opportunity I remember going around in Silicon Valley and there were. You know investors who are investing in. Ah there was an app that said yo that raised millions of dollars and you know that got announced and I was meeting with them and I say hey you know we want to help women’s health. We think it’s amazing. They go? Yeah, this is too niche of a market for us I’m like guys. It’s 50% of the population in the Us but you I also see that as an amazing thing right. Um, industries that can’t get funded business ideas that can’t get funded it means there’s a big opportunity there. A lot of times and because you know having a white male-dominated venture industry that mainly invests in you know, white males coming with a very different perspective and at a very different target.

Paris Wallace: Meant it was harder to raise money but also meant that we were. We had a total light space. Um, because no one else gotten funded there. No one was looking at it.

Alejandro Cremades: So in terms of then getting funding I mean how how did you guys get it sounds like it was a little bit more challenging.

Paris Wallace: Yeah I mean you know we raise slowly but surely you know our first round was ah ah you know million dollar round and then a million and a half and then Million point eight and then three point 5 and then 10 and then you know we we just slowly but surely got what we needed um and at the time you know we really wish that you know it had gone faster and we could raise faster but it turned out that. That time with my co-founders to get to know each other to get to work together to be that small team to get to trust each other to really have to use um smarts over resources to solve our problems and to grow was what absolutely allowed us to scale incredibly quickly and ultimately have a fantastic life changing exit.

Alejandro Cremades: Now obviously incredible exit you know, 9 figure exit. But how much capital that you guys raised prior to the acquisition.

Paris Wallace: Yeah, we only raised a little over 20000000 so you know pretty pretty small amount in today’s kind of venture backed environment.

Alejandro Cremades: How do you think that having a strong mission you know around the company like you guys had how do you think that helped you to surround yourself with the right type of talent and then also with the right type of investors.

Paris Wallace: Yeah I mean one of the things that I really believe deeply in is you got to walk the walk and talk the talk so you know we wanted to make the world. A better place for women and families. Um and part of that was being the best place for for women to work and we decided. Very early on. Um you know that we wanted to be the best place for women in tech to work in Boston and so we invested a lot in that that was everything from the way we did hiring um through you know our maternity and and family leave policy. Um, and who was in leadership. You know when we exited the company. It was a leadership team of 5 four out of those 5 were women um four out of those 5 were were diverse. Um, so we really created the team that we needed and thought that you know was the team that would ultimately understand our customers be able to execute for them and care deeply around it and that allowed us to get the absolute best talent. Which allowed us to build the absolute best products which allow us to win again and again and again against much bigger companies and and more well-funded companies because we really knew who we were and who we were serving.

Alejandro Cremades: And then when it comes to obviously second acquisition. You know that you were able to experience this time. It was acquired the company. Oh we are held by lapcorp but what do you think you got you know when it comes to timing and 1 is the right time to go through an acquisition process.

Paris Wallace: Yeah, my my co-founders and I very early on had a very Frank discussion around what we wanted and I always give this advice to folks when they’re about to exit. This is the first time where it’s an incredible it probably ever as an entrepreneur where it is a 100 % selfish and personal decision. Every decision you’re doing things for your investors. You’re doing things for your employees. You’re doing things for your customers. You’re doing things for your ah you know for the company generally and then it comes to a point of hey do you want to sell this business and regardless of what anyone says in any acquisition process. It comes down to a 1 on one discussion. Where the person in charge of making the acquisition discussion looks you in the eye and says do you want to sell this business. Um, and you need to say yes, um, you know and so we had a discussion early on in the company when we were founding it about what are we trying to get out of it personally, what is the number that if we get to personally that we will say yes. Regardless of what else is going on and ultimately we got to that point and you know I think there was some hesitation we were growing at 300 % year over year at that point. Um, you know the markets were were frothy. We were getting a lot of offers for for funding. Um you know and I had to really. Pulled a line with my co-founders to say look we made this agreement. We’ve hit this point. Let’s take these chips off the table and move on. Um, and ultimately you know we didn’t even sell at the right month we sold it the right day.

Paris Wallace: You know that you know what happened to the markets especially in the digital Health side. So many businesses are going out of business now and and you know valuations have come down. You know by an order of magnitude. Um, so that decision and that discipline about sticking through what we committed and what we promised to each other really really paid off I think is really key and I give that advice to kind of all entrepreneurs I talk to is. Have it in mind have that discussion be on the same page and be ready to be very selfish in that decision.

Alejandro Cremades: Obviously you know great timing end of 2021 right before the macro environment started to unfold the way that it has so in this case for you. You know you went on national cycling leak ncl. Why why? the national cycling leak.

Paris Wallace: Yeah, you know I’ve I’ve obviously been a cyclist for for for my entire life. Um, you know, growing up in in Marin County and and riding the the trails there where mount biking started. Um so I’d always had a passion and then. Thinking about after my exit. What I wanted my legacy to be um and what other industries I could really have an impact on beyond beyond health care and women’s health. Um, and frankly I just kind of was disgusted by the behavioral of a lot of these leagues. You know one statistic that I think says says it all is. You know in the us 80% black and brown players. Um, and as of a few weeks ago. Um, not a single majority a majority minority owner um across the Nfl or Nba right? and so having generations of black and brown boys and and you know all women saying hey I want to be a professional athlete but i. but but I can’t own a team I thought was really wrong and something that you know sports sports are meant to inspire and I didn’t see a lot of inspiration inspiration. So thinking about that and as as the impact side as I said you know for-profit businesses that create social impact and then look at the business side and seeing an industry. Ah, you know the most ah the second most popular participatory industry 50000000 people bike in the Us two billion across the world the most popular viewer sport in the world. Three point five billion people watch the tour de France. It’s also the most attended sports event in person.

Paris Wallace: And no kind of professional league. Ah here in the Us and my guess is you probably can’t sorry um my my guess is you know you can’t name a single professional cyclist and so really seeing that opportunity and seeing that as a way to be able to impact. Um, you know kids self-esteem? Um and the opportunities for you know millions of kids growing up that don’t see any one like them in the owners suite um was enough to say. Yeah let’s let’s try to do this. Let’s tackle this this next this next challenge. Yeah, we make money like any sports team.

Alejandro Cremades: So what’s the business model here. How do you guys make money.

Paris Wallace: Um, you know there’s ah, there’s a well tried and true path for how sports make money. It’s ticketing merchandising broadcast rights sponsorship. Um, you know the the gamut that you see the Nba Nfl and Mlb using to make money. Um, you know we’re just doing it a smaller scale to start out with but eventually we’ll we’ll hit that scale as we ah you know slowly but surely gain traction in those three point five billion global cycling viewers.

Alejandro Cremades: Now in this case, you know like how do you? How do you think about fundraising because I mean for the last day companies you raised quite a bit of money. But for this one you know it sounds like you’ve been a little more thoughtful when it comes to taking money from external investors. Why so.

Paris Wallace: Yeah, so we’ve really been focused and 1 of our ah you know the core of our mission is to be the first majority minority and and female owned professional sports league with a focus on gender equity and sustainability and so what this means is we have to be very thoughtful about who we raise money. Money from I mean you know ultimately, it’s going to be a coalition of folks. Um, but we but we think it’s really important to align with you know our values and frankly the values of future sports fans who can say hey I want to be. A fan of a league that I can be proud of um and part of that is this diverse ownership and so what this means is you know we do have institutional investors but we also have a broad community of angel investors. Um, you know one of the big kind of sad but big lessons I’ve learned right? is there’s just not that many black and brown people. Um, who can write 7 figure checks. You know, like from their own account. It’s just that’s not the way the economic opportunity has been divided here in the Us. Um, and so thinking about how to create a community of folks who are able to write 5 figure checks or even 4 figure checks to get us to where we need to be to be able to. You know, be right alongside you know folks like the Ufc or f one or or the Nfl so we’re really having to rethink our model in terms of kind of the traditional fundraising to get there. But it’s really been working because people really understand the value of ownership.

Paris Wallace: Ah, role that sports plays in their lives and how exciting excited they are to to be part of something like this.

Alejandro Cremades: That’s amazing now as we’re thinking about here ah being intentional and being thoughtful. What about the vision. You know if you were to go to sleep tonight and you wake up in a world where the vision of the companies fully realize what would that world look like.

Paris Wallace: Yeah I mean it’s it’s ah, not to not to simplify it right? but but I think it is turning on your your local radio station and they do their 5 minute news news overview and 1 of the scores that they include on that is is you know the ncl home team. For you? Um, you know so I think that’s that’s kind of one side of it the other side of it is that you know when when we say ah you know that we’re not the only majority minority and female in sports league and that we’re not the only kind of gender equal sports league the way that the way the points work is. Each team has a men’s squad and a women’s squad. It’s the combination of the women’s points and the men’s points at the end of every race that makes up the team’s points right? It’s so simple I always like to say you know what happened the wnda played the first half of a bit of a basketball game and the men played the second half you know what we call that basketball. Be that easy right? You wouldn’t think about it. Um, but I think you know that this idea just kind of like you know the story I was telling at at Ovia Health this idea of women and men’s sports being two different leagues and that women are going to be able to compete. Against these leagues that have 100 years of history and $100000000000 in marketing is just ridiculous, right? and to have an equal playing field. You need to start out equally you need to start out valuing um both genders equally because then it erases all of you know all the stigma and all the other things that have that have caused many of these kind of.

Paris Wallace: Women’s sports to to not grow as as as quickly as men’s sports.

Alejandro Cremades: Now for a company like this I mean how? ah how do you think about it. You know different like you’ve been used to Hypergrowth companies. You know where you’ve raised a bunch of money as we were saying before but how. How do you think about a company like Ncl like when it comes to the execution. What makes it? What makes the execution perhaps different.

Paris Wallace: Yeah I mean it has been a ah hard transition. Um, to say the least you know we raised a seven and a half million dollars seed round very public. We had some massive professional athletes involved in the fundraising and it was off to the races. You know. So we’ve only been around for about eighteen months um you know we’ve already raised over 9000000. We’ve had our first season broadcast globally tens of thousands of people at our events. Um, more than that you know watching um globally so really on the spotlight and it’s it’s hard. You know it’s it’s a very very different thing than running a software company. 1 thing. For example, that seems dumb. But but it’s ah you know hard hard hard learn lesson right? There’s no ceos in sports right? There’s coaches. There’s gms. There’s commissioners. Um, and I learned why because it is impossible to run. You know we have 2 professional teams of 32 athletes 3 events that are some of the most logistically difficult events out there fundraising um making decisions at the league level partnerships dealing with you know the the olympic committee for cycling here in the us and globally um you know and then all the things that come on with with team ownership you know and so ah.

Paris Wallace: Ah, you know six months ago um I hired a Ceo ah to to you know run the to run the business because ultimately we needed to divide and conquer and so I’m chairman and president and she is ah you know the Ceo of the business I wish I had learned that sooner. Right? And there’s a lot of these things that you know it’s it’s not necessarily about how fast the business can scale. It’s about how fast you can scale and I’m continually feeling like I’m behind even though we can look back and say we’ve accomplished so much in such a short amount of time. You know you just are always thinking I wish I knew then what I know now could you? We could have moved even faster I could have avoided these mistakes that I made.

Alejandro Cremades: So then as we’re thinking you know on that topic if I was to put you into a time machine and I was to bring you back to that moment where you were still at harvard and figuring out what will be the next company you know and let’s say you had the opportunity of having a sit down with that younger self and. Being able to tell that younger Paris Wallace: 1 piece of advice before launching a business. What would that be and why given what you know now.

Paris Wallace: Well I mean obviously the one piece of advice. The 1 word would have been bitcoin but short of that. Um, but short of that you know I think it’s it’s really about people. Um and not. Finding I mean yes, finding the best people and and you know all that but finding people that you want to be friends with for the rest of your life finding people that you will wake up every morning excited that you get to spend the next you know 10 to 12 hours with them um day after day after day people that you can trust and really people that. Ah, you can build something meaningful about and that you can celebrate with and you can cry with when things that don’t go well um I think that that is is really the the kind of the golden rule I think so many times when I have hired someone because of their experience. Um, or. You know some accomplishment that they have or because they seem like the right fit but in my heart I know that they’re not someone that I you know ultimately ah clicks with let’s let say they’re good or bad people. They’re not just like my fit It’s never gone. Well. Um, and I think that that’s really the lesson I wish I knew especially going back to kind of the good start experience and saying hey we need to hire. You know the the gray hair and and and go this direction because I don’t know what I’m doing versus saying hey let’s surround ourselves with these entrepreneurial folks who can you know make the future happen.

Paris Wallace: Um, you know was a real mistake and and you know I’m I’m still I still haven’t learned from it I Still do it. You know that was one of the things we hired a lot of ah cyclingpecific folks when we started in the and ncl and it turned Out. You know we would have been much better off going the you know the the tech founder route or the tech ah tech Worker route. Um, because you know those folks are just really solution oriented and future oriented versus trying to replicate. You know the things that have happened in the Past. So I would I would probably have that conversation with myself after saying for the you know invest in bitcoin.

Alejandro Cremades: Now for the people that are listening that will love to reach out and say hi. What is the best way for them to do so.

Paris Wallace: Yeah I’m on I’m on Linkedin um Paris Wallace: Wallace and I think I’m the only smile and bald guy named Paris Wallace: Wallace on Linkedin so easy enough to find there. You know would love to would love to talk with.

Alejandro Cremades: Um.

Paris Wallace: Ah, you know young folks who are who are trying to find their passion getting their businesses off the ground if I could be helpful and then investors who want to be um or you know Advisors or other folks who are passionate about in sports and want to be part of this mission. Um, you know and think that sports. Should have diverse or ownership should have gender equity and should be sustainability Focused would love to have conversations with those folks.

Alejandro Cremades: Amazing! Well hey Paris Wallace: thank you so much for being on the deal maker show today. It has been an honor to have you with us.

Paris Wallace: Yeah, really appreciate the time the conversation.


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