Career Growth Advice from Monique Hayward, Tech Marketing Leader | Career Tips for Women in Tech Marketing

2B Bolder Podcast – Episode 49
Featuring Monique Hayward

Episode Title: #49 Career Podcast Featuring Monique Hayward, Corporate Marketing Leader, an Award-Winning Entrepreneur, Author, and Speaker – Women In Tech

Host: Mary Killelea
Guest: Monique Hayward



Mary Killelea (Host): Hi there. My name is Mary Killelea. Welcome to the To Be Bolder podcast, providing career insights for the next generation of women in business and tech. To Be Bolder was created out of my love for technology and marketing, my desire to bring together like-minded women, and my hope to be a great role model and source of inspiration for my two girls and other young women like you, encouraging you guys to show up and to be bolder and to know that anything you guys dream of, it's totally possible. So, sit back, relax, and enjoy the conversation.

Super excited about today's show. Monique Hayward is here talking about her multifaceted career. She was a mentor to me early on in my career, so I am especially excited to have her here. Monique is the Senior Director for Business Application Ecosystem Marketing at Microsoft Corporation. She leads the team responsible for marketing strategy and programs to accelerate the growth of Microsoft Dynamics 365 and Power Platform products. Prior to Microsoft, Monique worked at Intel for 22 years, leading teams in managing strategic programs in marketing, communications, and business development and information technology, data center platforms, software and services, global diversity, mobile platforms, and corporate marketing. She also did a two and a half year assignment as the Chief of Staff and Technical Assistant to Intel's first Chief Technology Officer. Monique also has experience in PR, marketing communications at Tektronix, America Greetings, and the US Department of State. Now in addition to this, her corporate marketing career, Monique also is an award-winning entrepreneur, author, and speaker. She co-founded Driscoll Cuisine and Cocktail Concepts. It's a personal chef service. Prior to that, Monique owned and operated Dessert Noir Cafe and Bar in Beaverton, Oregon and served as a partner in a mobile software application company. Monique, it is so great to have you here.

Monique Hayward (Guest): It's lovely to see you, Mary. Thank you so much for inviting me on. I'm especially proud of you for launching this podcast series. How awesome is that?

Mary Killelea: Thank you. Thank you. Okay, so throughout your career, you have achieved so much success. What is your secret to success?

Monique Hayward: Oh, wow, what a great question. The secret to my success, I think, is twofold. Number one, I'm really clear about what motivates me to achieve the best that I can be in my career and in my life overall, I think. And number two, I am someone who loves to continue learning and growing and experiencing new adventures and new possibilities and ways that I can continue to develop as a professional. I think those are the two things that are the secrets to my success.

Mary Killelea: That's so awesome, and I know everyone wants to know that secret sauce. Do you do mini goals? How often do you set goals?

Monique Hayward: That's really interesting. I'm not that formal about it. I'm not one of those people who sits down at the beginning of the year and says, I'm going to accomplish X, Y, and Z, or I'm going to set out to do A, B, and C. I'm more of a day by day, week by week, what is it that I am trying to accomplish in the bigger scheme of my journey? What are these experiences and what are the opportunities that I can pursue along the way that get me to my ultimate goal at the end of the day, but not necessarily milestone driven? I'm more opportunistic from that standpoint because I don't want to lock myself into a two-year plan or three-year plan or five-year plan. If I had actually done that, I would not have done maybe half the things that I wound up pursuing because they wouldn't have never really occurred to me to put down on paper.

Mary Killelea: That's such a great point. Looking at your life in tech, you worked for Intel for 22 years and now you're working for Microsoft. What drew you into the tech field and what's kept you there?

Monique Hayward: That's awesome. Wow. When I look back on how I wound up in high technology, I'll tell you my story. It was basically a three H's strategy. When I was getting ready to graduate from my MBA program at Case Western Reserve University in Cleveland, it was the mid-90s, so like 1994. We were coming out of the recession, you might recall, back in the day. In fact, I had gone to graduate school because in 1992 when I graduated from college at the University of Maryland, that was the beginning of the recession. I was like, oh, wow, I can go to graduate school and hide out for a couple of years because I wasn't able to figure out what my job search was going to look like. I said, okay, let me go to graduate school and figure this out in a couple of years. Still, a couple of years later, it was tough.

My three H's strategy coming out of my MBA program were the industries that I wanted to target, so Hollywood, Healthcare, and High Technology. When I thought about Hollywood, even though I wanted to get in on the business side of Hollywood, you still needed a network and you still needed some deep connections. I was mid-20s going to graduate school in the Midwest. I didn't know anybody in LA or New York to get me there. That was one. Number two, healthcare. I said, wow, that's really highly regulated. I'm not sure how much it's really going to be growing. Who knew that healthcare would turn out to be this huge big concern in the economy all these years later? Back then, I wasn't that prussian. Then, high technology, my one job offer that I had coming out of graduate school was with a company called Tektronix. I was based in Beaverton, Oregon. I said, okay, well, I guess I better pursue this because at this point, I don't really have any other good option. I wound up getting the job as a marketing and communication specialist working for this company that specialized in testing measurement equipment. I had no idea what an oscilloscope was at that point in my life and nor did I have any experience with traveling beyond west of the Mississippi. It was like I was even on the phone with the recruiter asking, where is Beaverton, Oregon? I sure enough said, Oregon, because I'm from the East Coast and Oregon is Oregon.

Mary Killelea: Well, I think you landed on the right H.

Monique Hayward: Yeah, I landed on the right H, definitely, because I was able to start my career at Tektronix and really get a feel for innovation and engineering excellence and being able to take some really complex technology and make sense out of it so that you can actually promote it and talk to real people about it. That's where the beginnings of my high technology career really served me well. From there, I moved to Intel. Then when I was at Intel, I worked in every part of the Intel business, as you know. The only parts of the business really that I did not work in were the manufacturing organization. I never worked in sales, and I never worked in finance, but every other business within Intel I worked in. It was crazy, but I learned a lot. My strategy really was to move around that company to move up. I eventually became senior leader at the company. Then that was really instrumental in my ability to make that bridge out of Intel and into Microsoft.

Mary Killelea: I think it's unique to go circular because I think it has so many advantages to it. I don't know if I'd say it's unique, but I think it's a great plan that some people overlook because they feel like they have to go linear.

Monique Hayward: Yeah, like you said, there are a couple of different ways that you can build a career. You can be a functional expert and have different experiences that you carry around with that functional expertise. That's what I did. At my core, I'm a marketing person. I have a specialization in marketing communications, so to speak. I took that skill set, people walking around, people have an analogy, walking around that briefcase, and showing up in different parts of the business and saying, do you have a marketing and communications problem that I can solve? Here's my skill set and here's how I can help you solve that problem. Whereas other people might be more in the space of just focusing in on a singular part of the business and becoming a subject matter expert in that. Say, data center, for example, like in a company like Intel or even Microsoft or others, you pick data center and you just become the data center guru. Regardless of what your functional expertise is, you just learn as much about that business, about that technology, about those customers, about those problems. I think there are a couple of different ways. One is no more advantageous than the other. It's just a choice that you make depending on your interests, your background, you're still set in what it is you really want to do. For me, it was more advantageous to have more of a broad scope and go at it from that direction because I learned a lot about the business overall. I got to work in software, I got to work in hardware, I got to work even in support organizations like IT and HR. It was really good for me to build that way and get a view across the whole business that most people don't get to see.

Mary Killelea: That is such great insights for those listening so that there's not just one path. How did you build your tech acumen and become confident and comfortable early on in your career and even today as tech continues to change at warp speed?

Monique Hayward: Yeah, this industry changes so much so fast. In fact, I'm coaching several folks. I always have kind of a stable group of people who I'm coaching at any given time. They could be early in career, or they could be mid-career. Particularly for my mid-career peers out there, I'd love to sort of share some insights about, particularly in the technology industry, about how you stay current. One of the ways that you do that is to make sure that when you're thinking about your next opportunities or thinking about where you want to take your career, that when you look at your resume, it doesn't look like it's littered with technology casualties from the past. Because a lot of times what happens, we live in this ever-changing, dynamic world of high technology and things change so much. A lot of us have built careers over 15, 20, 25 years now. A lot of resumes that come across my desk, I look at it and I go like, wait a second. Yes, that was great experience back in the 90s, the early 2000s, but man, people are having conversations about where technology is today and where it's going moving forward. We're talking machine learning, we're talking about AI, we're talking about intelligent systems, we're talking about robotics, all these kinds of things. People are like, their resumes are reading like a historical record of what happened in technology 20 years ago. Stay current in your conversations, stay current in your learning and your thinking and your skill set about where technology is today and where it's going. That's one piece of advice that I've been sharing with my fellow peers in the technology industry. How I keep myself up to date is pretty simple. I just go seek out people who can teach me. What's going on? I made a career, Mary, out of being that person who is non-technical but succeeding in a high technology, very technical field, being in these spaces. I know what I don't know, and I know my limitations. When I take a new job or been in a new company or whatever, I find those gurus because a lot, especially engineers, they love teaching people and they love teaching people who think are not as smart as they are. I am willing to say, you know what, you are smarter than me. Please teach me.

Then I also say to people, I take my own advice and I give this advice to other people as well. Think about your job and how deep, if you will, you need to be in the weeds of the technology of the space because you're on a continuum. Your brain is only so big and it can only hold so much. You have to acknowledge where do you need to be in order for you to be successful at what you do and what your value add is and what expertise that you bring to the party. Because particularly in technology, when you have a lot of technical, a lot of smart people, you don't have to do their job too. You don't need to be as smart as they are. That's why they do what they do and that's why you do what you do because you're smart in different ways. The continuum that I propose to people that they should think about is that for my job, I want to be somewhere between cocktail party knowledge and PhD. I don't need to be the PhD for most of the stuff that I need to know about my product line, my customer, my ecosystem, my company's innovation, all that. I don't need to be the PhD, but for most things, I need to be better than cocktail party knowledge.

Mary Killelea: I love that. I love that analogy. That's beautiful.

Monique Hayward: Oh yeah, definitely.

Mary Killelea: Have you ever felt that there were roadblocks to advancing your career? If so, how did you navigate those?

Monique Hayward: If you have a career that's any length, you've probably experienced some roadblocks. The roadblocks, I think, for me, tend to be in three different areas. One would be having a manager who wasn't necessarily as supportive and as invested in me and my success. That's one. I'm sure a lot of people can relate to that. In fact, I was just catching some headlines right before our call in the New York Times this morning. There is a story that I'm going to go back and read about how these days, no one needs to put up with a bad boss. I say, no one needs to put up with a bad boss. That's one. The manager is not right. Number two, the organization is not right. If you're in a situation where you're not able to make the decisions that you think you need to make in order to be successful in your career, the organization is not set up properly with the right resources and the right connections and the right strategy, the right focus. That tended to be a roadblock for me in my career as well. Then the third one is more reflecting on my own self, having doubts about my own capability or my own skill and my own acumen in being able to move myself forward. In achieving the things that I wanted to achieve in that respect, I go back and do an honest assessment of what is it that I really need to know, how do I get the knowledge, how do I get it done, and what do I need to do to put a plan of action moving forward to get to where I need to go. Direct manager, the organization, and then my own self. Those are my three roadblocks and then how to get around those.

Mary Killelea: Love it. Then you nailed it. I think no matter where you work, are consistent roadblocks that you have to be prepared for. You have to push yourself to get a path or navigate forward through those.

Monique Hayward: They're not easy. A lot of times, especially when you're working for someone who's difficult or you perceive is not giving you the help and the support that you need. That takes a lot of courage to go and figure out how to get out of those situations. I've found that reaching out to my network, reaching out to my peers, reaching out to my mentors for guidance and counsel, and figuring out the best way to survive in the role until you can get to where it is that you need to go to be in a better spot, to be working for a better leader, to be working for a better outcome for what it is that you're trying to do with your career.

Mary Killelea: Love it. If you were starting out in tech today, is there anything you would do differently?

Monique Hayward: That's a great question. Differently, yeah. I think that I would ask for help a little bit more often earlier because a lot of times when you're starting out in your career, you're young, you want to seem like you've got your stuff together, you want to seem like you're smart, capable, whatever. But sometimes you get too far away and you're out there alone and you didn't ask for help and you don't know how to get it. I would have asked for a lot more help sooner and would not have learned so many lessons through the school of hard knocks.

Mary Killelea: I do think asking for help is a strength.

Monique Hayward: It is. Absolutely. I tell my teams all the time. I'm like, if you get into a situation where you're in quicksand and I can still see you from your abdomen up and I can still see your hands and they're outstretched, then I can come and reach for you and I can grab you out of the quicksand. But if you start sinking into the quicksand and you're up to your eyes, up to your nose in the quicksand and your arms are buried and you can't reach, it's really hard for me to come and rescue you at that point, right? So don't get too far in the quicksand before you ask for the help. Because at that point, we can figure it out. We can do some collaborative problem solving around how to get you out of that situation. But if you get too deep into it, then you're into relationships being ruined, budgets being tight, bad decisions that you've got to unwind, people you've got to go apologize to. Right. It just gets to be too much too soon, too quick when you're down in that quicksand and you try to have to wind it up, wind it back.

Mary Killelea: I have loved this conversation about your tech life, but you also had a very successful life as an entrepreneur and business owner in the restaurant field. What was it about food, restauranteering that attracted you to that?

Monique Hayward: Mary, I'll tell you simply, it was as far away from high technology as you can get.

Mary Killelea: I get that.

Monique Hayward: Yeah. The food and beverage industry, restaurants specifically, that's real world, that's real life. That's something that is a very different world. It's a very different experience than what I was accustomed to in high technology. What's really interesting about having been a restaurant owner and then now I actually have a partnership where I'm a 50% partner at a personal chef company that's based down in Phoenix, Arizona. My business partner and I have been running this business since the middle of June 2019 when we founded the company and we launched it in November of 2019. Going on two and a half, this is our third year now. Yeah, it's a different skill set. It's a different mindset. It's a different approach. It's complementary actually to my corporate high tech career in a lot of ways. I think in the most significant way is scale. Because when you work at companies like Intel, Microsoft, whatever, you're talking about lots of people, lots of scale, so many resources. It's just this abundance of riches that you have to get your jobs done. Whereas in entrepreneurship and particularly in our case with our two member LLC, we are the people who get this stuff done. I don't have an agency who I call to actually execute my marketing program. It's me doing the marketing. I'm just kidding.

So, bringing that into corporate America, Mary, has been really insightful for the people who I interact with. Especially when you're talking about small businesses as a target audience that you want to communicate with when you are in a big high technology company. I have that experience firsthand. I can actually contribute in a real way to those conversations to help my teams and to help my peers who are working in the small and medium business space to give them some real world perspective about it. Just a couple of weeks ago, I sat through a review with some folks on my team about a small business play that we want to go and pursue our ecosystem partners. I was like, hey, I've got perspective here. Let me tell you about being a small business owner and the five things that I care about when I'm thinking about services from a company like Microsoft. That was really good. My team was super appreciative of that because it was real world experience that you don't get every day. Just talking to folks who work as having their job be this corporate high technology marketing job every day.

Mary Killelea: I definitely agree with you. I think the value that your experience brings is quite unique and beneficial to your role. I'm sure there's transferable skills from the corporate that you have even from an organization or operational or some type of processes that you've applied to your small business that you might not have if you didn't have that experience.

Monique Hayward: Exactly. It goes both ways. Because I actually have the big company context, I bring that to my small business in terms of process, discipline, having things organized in a way that keeps the business on track. We do not operate by the seat of our pants at all.

Mary Killelea: Spreadsheets.

Monique Hayward: All those bases are covered. The other way around, bringing that sense of urgency into a big organization. Because a lot of times we just have a lot of inertia, we have a lot of bureaucracy, we can't get stuff done. It's like when you're running your own thing, you've got to be moving. If I don't show up at work for my Microsoft job tomorrow, that doesn't really affect the stock price all that much. But if I don't show up for my small business, that's going to be a direct impact on me and my business partner.

Mary Killelea: In today's world, there are so many people reevaluating what they want to do in life. They're working full time and trying to start a business on the side. What advice do you have for those people who are out there listening, thinking they do want to pull the trigger and be that entrepreneur?

Monique Hayward: I think that there are a couple of ways to do it. The way that I've done it is that I've always had a side hustle, if you will, and kept my corporate career. Not because I didn't think I could make my small business successful and do that full time. I like doing both. I kind of like being busy.

Mary Killelea: I'm right there with you.

Monique Hayward: Yeah, I like being busy. In fact, during the pandemic, my business partner's name is Brian Driscoll. Brian and I were impacted directly by the stay-at-home orders and all of the measures that were taken in the early days of the pandemic, where we had a full quarter where we had zero revenue. We had to really figure it out. Because he actually came from the restaurant industry, when restaurants were closing in Phoenix, we're kind of looking at each other going like, oh wait, you can't even go back and get a full-time job if you want it, because there are no places open that you can even work at right now. We had to make the business work. That was the part and parcel of having the conversation about strategy, having the conversation about what it is that you really want to be doing, how is it that this is going to be a going concern. I think those are things that as an entrepreneur, you need to be really clear about and really focused around before you even think about starting a business. What is the problem that you're trying to solve? What is the pain that you're trying to address? What is the market that you're trying to be in? All that good stuff. Whether you decide to do it as a full-time concern or you do it as a side hustle, I think depends on where you are in your career.

Like we said, we like to be busy. It never occurred to me to go and pursue entrepreneurship as a full-time job. Actually, let me back that up. I've got two full-time jobs basically. I have my corporate career that I'm managing full-time and I have my entrepreneur career that I'm managing full-time. I think that doing it as a side hustle is a way to actually try it out and see if it's something that you want to do. If you've got a great idea that can scale and that can take care of all of your bills and all the obligations, all that, and you want to make that bridge, you want to make that leap, that's fantastic.

Mary Killelea: Okay, so now we've covered your career and I know we didn't really cover it in depth, but we've talked about your career in tech. We've talked about your restauranteur business. Let's talk about you as an author. You've written two great books, both of which I have read. Diva's Doing Business, what the guidebooks don't tell you about being a woman entrepreneur, which anyone I think out there looking to start a business needs to buy, and then Get Your Hustle On, it's not just about getting a job but building a rewarding career. Do you have a favorite?

Monique Hayward: Oh, you're asking me to pick my favorite of my two books? It's interesting. They're both really good and they both have my voice and my sense of sensibility. They reflect different points in my career, actually. I wrote Diva's when I first opened up my restaurant business because I was struggling with trying to figure out the best way to balance being an entrepreneur alongside my corporate career and really trying to figure out how to be successful with both. I really wasn't getting to the right answers. I said, okay, well, if I can't really find this information and I can't really get it on my own, I should probably just write the book. I wrote the book. What was really cool about that book was that it wasn't just my voice. I actually asked other women entrepreneurs who were successful in their own right for different topic areas that I covered in the book to give their perspective. I sat down to interview them Q&A style and included that in the book. I think that makes it so much more rich and so much more engaging to not just hear from me about my experience but get a little bit of an amen corner going with these other women entrepreneurs who are also providing fantastic perspective on those various topics about how to build a business, how to do marketing really well, how to hire great people, how to get your networking aligned to your business strategy, all that good stuff that you need to know when you're starting a business.

Get Your Hustle On is a little bit different because that was actually born out of my desire and the work that I was doing about 10 years or so ago in my career where I felt like it was time for me to start giving back and to start really understanding how to help the next generation of entrepreneurs and early in career talent who are coming behind us because they need help. I'm sorry millennials and Gen Z, but y'all need some help. Because I'm an African-American woman. It was a pretty senior leader in these organizations that I worked in. People were always on my calendar asking for advice, asking for counsel because there are just so few senior women of color in these organizations and I found that I was basically telling people the same stuff over and over and over again. I was doing the same pitch and presentation about how to be successful in your career over and over and over again. I said, okay, well, I'm just going to write the book. So I wrote the book. It's been quite the journey because not only is the content about get your hustle on relevant for people who are just starting out in their careers, I'm finding that to the point earlier in our conversation that even mid-career people need help because they kind of lose sight of some of that early stuff and then they're winding up carrying a whole bunch of baggage and a whole bunch of legacy with them. It's like, well, you always need to be thinking in terms of how to stay relevant and how to stay engaged and how to keep yourself motivated and stay relevant in your career as you move on and don't get stuck.

Mary Killelea: You talk a lot about, because I've heard you present on this before, personal brand. What are some tips or key points for someone mid-career starting out with developing a personal brand?

Monique Hayward: I think developing a personal brand is important because people need to know who you are and what you stand for. It's easier for you to build relationships with stakeholders if people know who you are and what you stand for. So that's the whole point of doing it, is to ensure that you've got really good clarity and really good focus around who you are as a professional and what that says to other people about the work that you do, the value that you bring, the skills that you have, the expertise that you're lending to people in any given situation in your career. So the stronger your brand, the way that I like to describe it is the stronger your brand, the more currency, if you will, that you have to trade for influence. And that's what it's all about. You build a strong personal brand because you want to influence people to do the things that are going to help you with being successful in your career and help other people be successful in what they're trying to do in their career.

Mary Killelea: It is that simple. Yeah, it really is.

Monique Hayward: I mean, it's hard work, but it's that simple. Because a lot of work in this space is soft, quote unquote. And a lot of people don't like to spend a lot of time in kind of that soft skill kind of space. But more and more these days, especially in a remote world, right, where you don't have that face time like you did before the pandemic and you don't have those opportunities to really sit down with people. This is even more important now to be able to build that skill, to be able to say, hey, I can work a room, you know, on Zoom or on Teams.

Mary Killelea: Right, right. So looking back on your career, what are you most proud of?

Monique Hayward: Oh, wow. I'm most proud of, I think, three things. One, I come from a pretty modest background. So, I'm originally from New York City. And I split my childhood between New York and Columbia, South Carolina. And my mom was a single mom. And I think one of the things that I'm most proud of is ascending, if you will, to senior leadership in a company like Intel and a company like Microsoft, where I had never thought being, you know, this little girl from Brooklyn, never even imagined that I could do that. I think that's one of my biggest, most proud moments that I can call my mother up and have that conversation with her. And she expresses how proud she is of me and being able to be the person that I am right now. So I think that that's one thing that I'm proud of.

I think the next thing is, having established myself as an entrepreneur for the last 15 years, that takes a lot of work and a lot of dedication. I've gained and lost a lot of money on the journey of discovery. But it's been super rewarding. And it's been amazingly humbling, as well as an awesome growth opportunity for me in my career.

And then I think the last thing is, I've got fantastic relationships. I've been married to the same guy since 1998. Tom Freeman, gotta love him. And I mean, he has hung in there with me from day one on all the crazy things that I do with my career and all the choices I make. And I've got solid friendships and professional relationships, right? Like you said, you and I go way back. We have, you know, just an amazing amount of people who I can call friends, I can call colleagues, I can call you my best friends. And that's what makes me proud at the end of the day to know that I've affected other people in their lives, and they've affected me. And we've done a lot of great work together.

Mary Killelea: That was so beautifully said. Just a couple more questions. What is your biggest strength and how do you think it served you best?

Monique Hayward: Yeah, my, I think that my strength, my superpower is that I can simplify complexity. And that talk about that briefcase, if you will, that I took around from place to place, hey, what is the communications or the marketing problem that you're trying to solve? And especially in high technology, where we make things infinitely complicated, and they don't need to be complicated. So, my superpower is to take an engineer's complexity out of his or her head and get it to the three bullets that matter and communicate that in a broad way. So that has been my biggest strength and it's served me well, because being able to succinctly and clearly communicate complexity is a skill that a lot of people just don't have.

Mary Killelea: I think that's fabulous. What does to be bolder mean to you?

Monique Hayward: Oh, to be bolder means to be hopeful and optimistic, always about the future, to be a risk taker, but not crazy town, informed risk taking. And to be bolder also means for me to be grateful, to be grateful for the opportunities that come your way, to be grateful for the small things that you may tend to overlook but are really important to how you function as a human being. And for all of the strife and all the crazy and all of the tension and all of the struggle that we've had, particularly in the last couple of years, just finding those glimmers of hope and glimmers of light and being grateful, that's what I think has helped me get through it all, is just to keep positive, stay positive.

Mary Killelea: Monique, I can't thank you enough for being a guest on the show today. If people wanted to get a hold of you, how can they get in touch with you, learn more, connect?

Monique Hayward: Sure. Well, I'm trying to be famous. So you can find me anywhere and everywhere, but primarily moniquehayward.com, that's my website. And then from there, you can connect with all my socials and then you can also send me a message directly from there too.

Mary Killelea: Thank you, Monique. I so appreciate you being here.

Monique Hayward: Thank you for the invitation. It's been lovely.

Mary Killelea: Thanks for listening to the episode today. It was really fun chatting with my guests. If you liked our show, please like it and share it with your friends. If you want to learn what we're up to, please go check out our website at 2bboulder.com. That's the number 2, little b, bolder.com.