In this episode...

I sit down with Rob Ripp, founder of Fintelligent and author of the game-changing book Finance for Founders. Rob pulls back the curtain on what great finance really looks like for growth-stage businesses—and how you can build a financial function that fuels scale, not stress.

Rob Ripp knows what it means to build from scratch. As the founder of Fintelligent, he helps founders transform financial confusion into control. With roots in corporate giants like Colgate-Palmolive and Lehman Brothers, Rob’s true passion lies in helping entrepreneurs grow with confidence. He’s worked alongside hundreds of founders, guiding them from chaos to clarity—and now he’s packaged that wisdom into a must-read guide. If you’re a founder running a business between $2M–$10M in revenue and the financial side still feels like a black box, this conversation—and Rob’s book—is your roadmap to clarity.

Welcome to the Power

of Authority Spotlight.

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I'm your host, Michelle Prince,

founder and CEO of Performance

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Publishing Group, making a Difference.

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One story at a time, we'll be

shining the light on successful

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founders, entrepreneurs, business

owners, and leaders that are getting

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results and making a difference.

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We'll talk about how they built

their businesses are creating

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movements and leveraging the

power of authority in their.

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Own lives.

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Be sure to stick around to the

end of the show and we'll reveal

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how you can be our next guest.

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Let's get started.

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Hey everybody, and welcome to the Power

of Authority Spotlight, where we shine

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the light on entrepreneurs, leaders,

founders, people that are doing amazing

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things are making a difference in the

world through business and personal life.

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So I can't wait to tell

you about my guest today.

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He's doing some pretty

extraordinary things.

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But first, this episode is brought to

you by Performance Publishing Group.

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Have you ever thought

about writing a book?

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Has ever anyone ever told

you you should write a book?

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Well, everyone has a story, and

especially if you're a business

22

owner, you need to be telling your

story to build your authority, your

23

credibility, and make it easy for your

prospects to learn more or to discover.

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If you even have a story to share, go

to performance publishing group.com.

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Grab a free strategy call.

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That's performance publishing group.com.

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Well, let me introduce

you to my guest today.

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Rob Rip knows the ups and downs of

building something from scratch.

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As the founder of Intelligent, he spent

years helping fellow founders turn

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their financial chaos into clarity.

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Rob's no stranger to sleepless

nights over cash flow or the

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rush of landing a new client.

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I.

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He's been in the trenches with

entrepreneurs who dream big,

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but sometimes struggle to see

how the numbers fit the vision.

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After working with corporate giants

like Colgate, Palm Olive, and

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Lehman Brothers, Rob realized his

passion wasn't in corporate America.

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It was in helping small businesses thrive.

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Since launching Thin Inte, he's

dedicated himself to guiding growth

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stage companies through the complex

world of finance, giving founders the

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tools to unlock their companies wealth.

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Outside of work, Rob identifies

most as father, cherishing time

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with his family, a true explorer.

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He's traveled to all 50 states,

always eager to discover something

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new, whether by the beach or in

his favorite corner of the world.

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Rob finds inspiration in the journey,

Rob's goal to help you see your

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business the way he does full of

potential brimming with opportunity

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and absolutely worth the effort.

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Welcome to the show, Rob.

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Oh, thank you so much

for having me, Michelle.

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I'm excited to be here.

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I am so excited because we've gone through

a journey together over the last couple of

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months, the journey to becoming an author.

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And so we're definitely gonna be talking

about your book Finance for Founders.

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But before we do, give a little bit of

your background how, how did, , yes, you

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worked for some huge giants, but what

made you even wanna go into finance?

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, well, I knew from when I was a kid,

I had this long cutting business,

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, you know, just going out and, and

back when kids used to do that

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and I kind of had the sense for, I

wanted to kind of make my own way.

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, but I grew up in a family

that had corporate people that

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would work for big companies.

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And so I kind of went that route

thinking that sort I should

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do, and I went very quickly.

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That wasn't for me.

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And so, , I got into

finance because I just.

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Like numbers, I like spreadsheets and

technology and things that we do with it.

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And so when I started with intelligent,

, I realized that there was this market of

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people, founders that were underserved.

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They had smaller companies, maybe

couldn't afford big fees for some of

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the larger accounting firms, but really

struggled with knowing their numbers.

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And I had some firsthand experiences

knowing how important that is.

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, because, , when I left corporate, I

was actually a chief financial officer

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for a smaller company full time.

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So I, I had done that and I saw what

was available to me in that role.

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I said, well, maybe there's

a way where I can offer these

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types of things to other people.

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And I did it initially as an

independent CFO and then a few

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years ago, and we decided to scale,

hired some staff, brought in some

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technology, did some other kinds of

things, and, , and took it from there.

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Yeah.

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You know, it's, it's a topic that, , all

as speaking for myself as a founder.

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It's a topic we all know we're supposed

to give more attention to, but yet it

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is the one thing I'll, again, speaking

for myself, the one thing that it

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probably gets the least attention

or the, the least passion, right?

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Because we got into business for

the, the passion of what we do.

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So for sure.

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I love that that's what you

identified, that that founders

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are, are struggling with this.

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What are some of the things you've

seen out there with companies,

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small businesses, so any.

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Business, the founders, typically

finance is something they get around to.

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Mm-hmm.

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And they know it.

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Yep.

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And by the time they come to us,

they say, Rob, my books are a mess.

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I, I work too hard to get just

basic financial information.

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I'm catching mistakes that I'm

paying other people to find.

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I'm kind of the last to know.

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I know there's a better way,

but I don't have time for that.

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Founders are salespeople,

they're inventors, so they

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know their products very well.

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They know how to bring in new business

and they know it's important 'cause

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they see it in their cash flow.

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And I'd say the two things I

hear most when we first start

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meeting with prospects, , the

first is the business is good.

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Like it's, we're growing, but

I'm just not making enough money.

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Like the economics just really

aren't working out for me.

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, and, and the other thing.

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Is they feel some shame

around not knowing this stuff.

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Like I know what good businesses do, like

I see people that really have this thing

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nailed and I don't know how they do it.

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I, I, I, I feel ashamed that I'm,

I'm embarrassed to tell you about how

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bad things are in terms of our books.

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, and I tell 'em, well, I'm

actually grateful for that

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because if they were good.

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People like us wouldn't exist, right?

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I wouldn't have a business.

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And because we focus on founders of

companies, typically between 2 million

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and 10 million of annual revenue,

they've got something established.

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There's demand for their product.

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The market has said we will buy.

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And our job is to help them get

to that next stage of growth.

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Because all these founders are

capitalizing their companies

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with internal cash flow.

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They need profit.

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And so what we try to do is say,

stick with the key three objectives.

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We're gonna help you grow sales.

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We help you grow profit, help you

grow cash flow, but we're gonna

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do that on an outsourced basis.

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'cause you can't afford a full-time team.

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So true.

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And, you know, speaking from, for myself

again, you know what you said about the

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shame actually, not just for myself.

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I've talked to so many other business

owners and we all feel that shame of

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like, oh my gosh, my books are a mess.

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Or, or I, I should know more or mm-hmm.

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I'm not quite.

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We don't really have that

expertise to know what's wrong.

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We just know something's wrong.

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Mm-hmm.

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Mm-hmm.

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So, I, I totally see what you're

doing and, and the need for it.

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And, and definitely we're gonna

be giving out your information at

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the end because those of you who

are listening, you, you already

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know you need to be talking to Rob.

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Thank you.

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Thank you.

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I mean, we, we, we do sell financial

services, but I think we're really in

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the business of selling confidence.

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We want founders to know that

there's a resource there that's

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getting the numbers right.

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That's delivering accurate financials,

but also communicating in a

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language that founders understand.

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, I'm a founder, so I understand that

language, but also within our staff

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and within our culture, we're really

trying to drive home the point that our

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role is to be a coach and, and coaches

find ways to, to help, to advise and

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to mentor, not to let your or dictate.

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I've heard too many stories with people

that work with financial people that

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were too much about the numbers, too

rigid, and we really kind of have

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a, a different approach when we work

with, , the founders that we work with.

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Awesome.

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So good.

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So you and I met a couple months back.

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It's been almost a year

maybe, but , we met through an

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organization called Collective 54.

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We did, which we are both

members of and very happy to be.

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Absolutely.

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And I remember hearing this after

this happened, , I, I believe I

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was doing a webinar for them and it

was about writing a book, building

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authority, and I think you made a

comment to the CEO Greg Alexander.

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About, , you writing a book or

something along those lines.

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Do you remember what that was?

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I do, I remember that, , that program

vividly, , 'cause I asked a question

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and I said, , I work in finance and

accounting and I don't know anybody

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who would willingly read a book about

that, but I think I'm gonna try anyway.

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And Greg said, I'm gonna

stop you right there.

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He said, if you wrote a book, a good book.

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About finance and accounting.

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Everybody on this call would read

it because it's that important

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to founders and he's very

encouraging and very supportive.

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And that's where the idea came from and

what confirmed that was in the chat.

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A number of different founders on

that call reached out to me, , saying,

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you know, we need this suggesting

names of titles, things like that.

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And I.

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Reached out to some of them and

talked about my ideas about writing

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the book, and it was pretty clear

that there was some hunger for it.

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And then I knew I had

to write a good book.

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Yeah.

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And there was only one person that was

gonna be helping me write a good book.

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And that was you.

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And so we connected right

away and we got things going.

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I.

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Yeah.

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Well, and I just love that because if I

have a nickel for every time I heard Yeah.

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But nobody wants to read a book

about this or who, who cares

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about, you know what I do.

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But that's not the point.

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The point is, what you do is,

so it's, first of all, it's

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so needed by every founder.

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We've already established that.

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Mm-hmm.

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But we take for granted a lot

of times the information that we

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know, and you are literally not

just managing people's accounting.

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You are helping them to scale their

business, to sell their business, to, we

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are to really profit from their business.

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And I know you have so many stories of how

you've worked with , companies to do that.

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Could you share some of those?

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Sure.

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I, I mean ultimately I think a

lot of people choose this journey

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of being a founder because

of the freedom it gives us.

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And we work a lot of hours and a

lot of people that see founders

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on this journey who be like, that

doesn't seem very free to me.

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'cause it seems like you're always

working, but when you're passionate

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about something and you have purpose,

you're okay putting in the work.

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And so.

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The way we help unlock that

value is through two things.

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How do we help the founder generate

more income when they own the business?

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And then we help them maximize

their value when they sell it.

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We wanna work with founders

to get a premium valuation at

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exit, as well as good terms.

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And so, for example, , a couple years

ago I was working with a, a, a person

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that had a consulting company, , who

knew that her books were a mess.

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In fact, , in my book, she wrote the, the

Forward and she knew she had to do more.

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But again, she didn't quite know how I.

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And so we went through

the journey with her.

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It took about 18 months of everything

from cleaning up the books to putting

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in a roadmap to success and, and all

the analytical tools that we have,

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as well as advising her on, on how

to get to where she wanted to be.

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And eventually she did identify a buyer.

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We helped her close the transaction,

and she got, you know, that freedom.

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She had enough money for that kind of

freedom that she wanted, and this is the

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culmination of 20 years worth of effort.

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And so the financial function activates.

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You know, certain things to

enable that freedom to occur.

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And you know, they say money can't buy

happiness, but it, it can't buy freedom.

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And freedom makes people happy.

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And I think that's why a lot of

people are on this journey and

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that's kind of our role in it.

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My mentor and, and employer, , Zig Ziglar

years ago I worked with him, used to

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always say, money's not that important,

but it is right up there with oxygen.

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You just gotta have it.

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I love it.

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Right.

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I love it.

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That's great.

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I hadn't heard that before.

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Yeah.

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Yeah.

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That's awesome.

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Yeah.

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Yeah.

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Good.

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So, and I love that, and, and

that's the whole point of the, the

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why, the book, but, but also just

to encourage others listening.

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Whatever you do, you are

the expert at it, right?

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Yes.

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So.

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Don't over, , you know,

don't overthink it.

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Just putting it out there and, and

ultimately it's to help more people.

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And even someone reads your books and

they the book and they never do business

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with you, you're still helping them.

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I have a personal goal.

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, I I wanna help one founder

a day just in something.

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It could be a, it could be a, a

referral, it could be a sales call,

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it could be, you know, I have an

idea or, or something about it.

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There's just something about

founders that resonates with me.

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Yeah.

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Somebody that's willing to kind of

take that risk, , and, and work hard.

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They're smart, they're

innovative, they're funny.

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They're a little kooky.

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I mean, yeah.

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You know the type and you

kind of know how it is.

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And so it's a community.

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That I love being a part of,

and I couldn't see myself

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doing anything differently.

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So to the extent I could contribute to

that journey in a meaningful way where

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people can actually kind of monetize this.

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'cause I do think a lot of

founders, in fact, pretty much

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every founder that I've worked with

does not get into it for the money.

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They get into it to pursue a purpose.

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They want to do X, Y, Z.

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They want to, they want

to help other people.

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But like you said, money is

like oxygen and we do need it.

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And the fact is we want to help.

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More people in our businesses.

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We need to make more money so

we can expand and scale and

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be able to do those things.

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And, and that's where we help.

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That's my mission.

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Absolute.

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For sure, for sure.

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Well, let's talk about the book because

Yes, , I'm super excited about it.

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And, , I, I don't wanna take

your, your, your steam here.

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So tell us what the book is, what

it's called, and what it's about.

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So the book is called Finance for

Founders, and it's the journey to

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unlocking your company's wealth.

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And, , what it does is it tells the

story of, of a business owner who tried

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to sell her company and failed due

diligence and was really shaken by that

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and, and, and her confidence shaken.

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This is a, a sharp person that thought

she had a great business and was rejected.

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And so she vows.

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Never to go through that process again

by taking a hard look at our financial

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operations and engaging a team to

help show her the path to a very

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different outcome next time around.

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And so the book actually, , leans

on people I've worked with,

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situations I've been in.

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So there's a lot of truth in

it, but of course it's a story.

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So, you know, we took.

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Made it into a story that was interesting.

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But the things that happen in the

book are things that actually happen,

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and the approach that we adopt is the

proven approach that we've seen work.

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I mean, I have had people, , exit, you

know, with eight figure valuations.

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I mean, life changing types of stuff.

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I've been at the table.

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I've prepared the payment statements

with, you know, the wire transfers and

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the, and the zeros on it and everything.

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So I know what it's like and I know

where it's from beginning to end.

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And I'd say the message is.

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It's actually not that hard.

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I think we make it harder than it needs

to be, but it does require expertise

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and it does require an investment.

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And it's not a journey that a

founder should go on on their own.

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I think they need help for sure they do.

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What would be, obviously we

want people to read the book.

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Yes.

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, but just give us.

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A snippet of what, what are some lessons

that, or what are some things actually

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that founders might not be thinking

about that they should be thinking

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about, , as they're running their

business and preparing their works?

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Sure.

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When it comes to finance and accounting,

there's just so much out there

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and what we need to do is filter.

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And the first thing we wanna filter

on, what are the three objectives?

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And in the book we talk about the

key three objectives, and it's

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more sales, more profit, more cash.

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Now more.

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Is not an objective.

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We have to quantify those objectives

by using something called a smart goal.

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And, and that's an acronym for, , you

know, , , me measurable, achievable, time

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bound, you know, all that kind of stuff.

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So we have to, we have to be

very specific about what that is.

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And then, , what we do is in our

approach is we look at finance and

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accounting according to four pillars.

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, and the pillars are accounting.

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That's just getting your, find

your, the four pillars are

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accounting, , that's getting your

foundational financial data correct.

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And people get tripped up in

accounting because it's relentless.

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It, it's always happening.

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What we try to do is adopt a mindset

of your accounting is your data.

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It's a data flow and a lot of

founders love data, so let's talk

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about it from a data perspective.

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Let's get it clean and

let's get it accurate.

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From that, we can report on it

and not just financial statements.

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There's more to reporting to that.

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There's, there's charts and graphs and

other ways of presenting data so we

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can relate it, make it understandable.

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Then we get to analytics.

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Analysis is important.

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It's a roadmap.

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Here is a monthly plan

of your smart goals.

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The key three objectives, how we're gonna

grow, sales, profit, cashflow expressed

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in what your financial statements.

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Could look like a year from

now, and we kind of roll it.

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And finally there's advice.

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What are we gonna do strategically to

help you get to where you need to be?

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What are the things now that we're

armed with this data and this

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reporting and, and these analytics

to help you achieve your goals?

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So we have to have a conversation

around what is it you wanna do?

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What do you see yourself

in three or five years?

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What do you want to get out of

this experience that you're having?

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, and I've had conversations with

people from anywhere to, I wanna

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set up a charitable foundation

to, you know, I wanna sail around

373

the world, whatever it might be.

374

But if those are your personal goals,

and we of course talk about the

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business goals, we do spend some time

trying to marry the two and again,

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activate it with the sound financial

plan, a corporate financial plan to

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help them achieve their ambitions.

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So good, so needed and, and, and

simple to people like you, but not

379

necessarily to the rest of us, right.

380

Who, who have different passions and

have pursued different, , businesses.

381

But, , I, I have to let the cat out of

the bag because I know this is, the book

382

hasn't even officially launched yet.

383

The, we are, we're in, in, in gear to

launch it very, very shortly, but Word

384

has already gotten out about this book and

it's already hit number one, new release.

385

Which is extraordinary.

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Congratulations.

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Well, I, I, I have you to thank for that.

388

I know that the things that we had worked

on very hard to promote the book and, and

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to make it a good book in the first place.

390

I think it had something to do with that.

391

, but yeah, we were, we were thrilled.

392

We just found out about it.

393

And, , we will, we will take it

for as long as we can get it.

394

, but, , yeah, very, very excited.

395

Well, and I think it's because too,

there's just not a lot of information

396

out there that is founder friendly.

397

You know, there's a lot of accounting

books and things like that.

398

There is that we don't wanna read.

399

You made this so simple and

what I really love about the

400

book is, is the storytelling.

401

Yes.

402

Because it's not just, here's what you

need to do, you need to have analytics

403

and reporting and all of those things.

404

It's, it's the weaving of

the story throughout it.

405

The story is key to the book and, and

key to helping the reader understand

406

because there is an emotional aspect

that many people have with money,

407

and we wanted to talk about that.

408

And, and so through the characters we

were trying to express some things around

409

fear and anxiety and making big decisions

and, and risk and what that impact is.

410

But also with a view towards

what it could mean for you when

411

you make the right decisions.

412

And my hope is that when somebody reads

the book, a couple things will happen.

413

One is they'll say, I know exactly

what I need to get from my financial

414

operation, and two is I'm inspired.

415

I can do this.

416

Like I can see a path where I can

maybe finally tackle this thing,

417

this anxiety, whatever it is.

418

This things have been nagging me for

so long because I just didn't know.

419

Even what to ask.

420

I'm hopeful that this book

will at least equip people with

421

the right questions to ask.

422

So when they figure out how they're

gonna improve their financial

423

operations, they at least have a

guide, a manual, a book, or something

424

that they can refer to and say, Hey,

it looks like it worked here because

425

the book does have an outcome in it.

426

Mm-hmm.

427

Maybe that can work for me as well, and

I would hope that everybody who read

428

the book can have the same outcome.

429

That happens in the book.

430

Oh, me too.

431

Absolutely.

432

And just real quick, the, the book

is called Finance for Founders, the

433

Journey to Unlocking Your Company's

Wealth, and where can they get the book?

434

, Rob.

435

Well, certainly right now

on your, on your website.

436

Yes.

437

So we have a website, , fin

for founders.com.

438

So if you just go to fin for founders.com,

439

, we have a, a launch team.

440

Now we're inviting people

to come in and participate.

441

The book is available on Amazon, , so

you get kindle paperback and hard cover,

442

and we're planning on releasing an

audio book price some time in late June.

443

Yes.

444

Super exciting.

445

So one last question is, somebody

reads this book or they listen to this,

446

, podcast episode and they, they wanna know

more and they, they wanna think, yeah, I

447

don't wanna just read about this though.

448

I need help.

449

Sure.

450

What are, how do you engage with

founders and other and companies?

451

We do.

452

So my company Intelligent, , does that.

453

And so typically when a founder wants

to learn more about us, we have a

454

discovery call and we just kind of get

top line what it is they're looking for.

455

, but then what we do is when we agree

that there's a good fit, we offer

456

something called a finsight analysis.

457

And, , my team operates

with a great tech stack.

458

We do everything in the cloud.

459

We use QuickBooks online as our

general ledger, and so we will take

460

the, the, the, the prospect's data,

the person that we're talking to,

461

and we'll plug it into that system.

462

And then based on what we've identified

as their criteria for satisfaction, you

463

know, what's a good outcome for them.

464

We'll kind of walk them through.

465

Here's how we see things unfolding.

466

These are the analytics we can

do for you using your data.

467

Here's how your financial

statements will look.

468

These are the cleanup types of

things that we'll do, and it also

469

gives them a taste for them to see

what it's like to work with us.

470

And so it's kind of a sample I.

471

, and, and it's a way for them to

get comfortable that whether they

472

choose to work with us or not, maybe

they've gotten just a little bit

473

smarter on something that they've

been struggling to get smarter about

474

and we were able to help in that way.

475

Which kinda gets back to my

comment earlier about just

476

trying to help one founder a day.

477

I.

478

Oh, I, I, I, and I see you doing that.

479

You're such a Go-Giver, which, you

know, it just speaks who you are.

480

Thank you.

481

Thank you.

482

But for those listening, definitely

go to fin intelligent.com.

483

And is that the

correct, , place to do that?

484

That's intelligent.com,

485

correct.

486

Yep.

487

And, and get that finsight

analysis, , which I love the plan

488

on words on that, by the way.

489

Yeah.

490

Thank you.

491

And, , because that's priceless.

492

That is priceless.

493

Just, just to start the conversations.

494

Mm-hmm.

495

And, , well go ahead.

496

Well, what I'd also say too, so the term

finsight we actually use in the book,

497

we actually have some call outs where we

talk about, you know, something specific

498

that the reader should learn, but also

within the book there are resources that

499

they can download and use on their own.

500

For example, , some companies.

501

Struggle with their chart of accounts.

502

It's a mess.

503

They don't know what

a good one looks like.

504

Well, we have those.

505

So if you have a printed book, scan

the QR code or just click a link in

506

Kindle and it'll take you to a website.

507

You can download a chart of

accounts and, and maybe use

508

it in your, in your practice.

509

We have due diligence checklists.

510

We have, , how to calculate

various analytical measures like,

511

you know, , cost to acquire a

customer or things of that nature.

512

So there's a lot of.

513

Tools in the book that are available

that you can just take to your

514

company right now and use today

if you like, and they're free.

515

Wow.

516

I mean, that really is helping

an entrepreneur founder one

517

at a time, one a day at least,

because there's so much in there.

518

So definitely take advantage of that.

519

, is there anything else thing you wanna

say to founders that are listening

520

who know they need to do something

with their, their books, they're

521

not really sure where to start or

any encouragement you wanna leave?

522

Well, I, I would say if you feel

like you're ready, talk to somebody.

523

, I would say be prepared

to make an investment.

524

It's gonna be an investment of time.

525

It's gonna be an pre,

an investment of money.

526

And be clear on what

you want, get out of it.

527

Because I think a lot

of times people just.

528

Don't know what they want.

529

, and by example, there's some people

that we work with that maybe had a, a

530

controller or an account or somebody

in their office with them and they

531

got very used to being able to kind

of go down the hall or whatever and,

532

and talk with them and have them

available to work on their schedule.

533

, we're outsourcers so we're

part of the team, but we are

534

part-time and we are remote.

535

And so one of the things a founder

should ask themselves is, how do I

536

actually wanna work with this team?

537

'cause if I'm used to having

somebody nearby something like what

538

we do wouldn't necessarily work.

539

So I, I'd say get clear on that.

540

The next thing I would say for

readers who are thinking about

541

, reading the book, , more than

once, is to buy more than one copy.

542

That way you have a copy available

anywhere that you wanna read.

543

Yes.

544

Which is just my way of

just saying buy more books.

545

'cause you can read the same

cop book again, but you know,

546

and I support you on that, Rob.

547

Yes, exactly.

548

So you know, if you can read

more than once, buy a bunch of

549

copies, keep it in your car, you

know, your office, your bathroom.

550

So we always have it available

whenever you need it.

551

So fun.

552

I love it.

553

Well, Rob, thank you so

much for being on the show.

554

I'm, I'm super excited.

555

Congratulations on the book and

everything you all you're doing.

556

It's, , it's really exciting.

557

Well, thank you for having me.

558

Michelle, , would not be here without you.

559

So thank you for your efforts and

your team's efforts, and we're super

560

excited about what's next for us.

561

Awesome.

562

Thanks.

563

All right, listeners, you need to

get out there and get this book.

564

It is.

565

It's an incredible book.

566

It really is.

567

It's an easy read.

568

If I can, if I can learn from it

and grow from it, you can too.

569

So go to fin for founders.com

570

and make sure to really learn all

these, the three key objectives.

571

You know, Rob made it super, super simple.

572

It's, it's sales, it's

profit, it's cash flow, right?

573

We all know that.

574

But how do we do that?

575

That's, that's all in the book.

576

And learning those four

pillars, you know, accounting.

577

Reporting analytics advice.

578

Those are all the, the four

components and, and again, all

579

laid out for you in the book.

580

Finance for Founders,

get it@finforfounders.com

581

and that is it for the Power

of Authority Spotlight.

582

We'll see you next time.

583

Thank you.

584

Thanks so much for listening to

the Power of Authority Spotlight.

585

If you are a successful founder,

entrepreneur, business owner, or

586

leader that's getting results and

making a difference, and you'd like

587

to be on this program, please visit

performance publishing group.com/podcast

588

to apply.

589

That's performance

publishing group.com/podcast.

590

Also, if you got something else.

591

Of this interview, please

share this episode.

592

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593

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594

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595

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596

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597

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598

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599

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600

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601

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602

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603

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604

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605

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