Entrepreneurial Insights: Team Building, Adaptability, and Strategic Exits with Mihir Desai

Wayne Zell talks with Mihir Desai about his entrepreneurial journey. Mihir recounts lessons from early failures, the need to pivot, and hiring for cultural fit to build a cohesive management team. They cover mentorship and advisors, adapting to change, fostering an agile culture, motivating staff with rewards, empirical decision‑making, optimizing team dynamics, and planning valuation and exit strategies.

Key Points

• Diversifying your client base is crucial to mitigate business risks and ensure sustainability.

• Identifying and nurturing the right internal talent who align with your company's culture can be more effective than hiring external candidates with fancy titles.

• Having a flexible plan that accounts for unforeseen events and being able to pivot quickly is essential for long-term success.

Timestamps

0:00 Introduction and achievements of Mihir Desai

1:27 Learning from early failure and pivoting strategies

6:04 Building a cohesive management team and recruiting for culture

15:02 The role of mentorship and advisors in business growth

18:44 Adapting to unexpected changes and black swan events

23:23 Fostering a versatile and agile company culture

25:21 Employee motivation and reward systems

26:05 Gaining insights from volatile business environments

27:49 Empirical decision-making in business

29:23 Optimizing team dynamics by assigning appropriate roles

31:34 Considerations in business valuation and exit strategies

33:33 Recap of Mihir Desai's entrepreneurial insights

34:03 Contact information and closing remarks

Quotes

"The most dangerous number is the number one. You can't be one of anything."

- Mihir Desai

"Culture eats strategy for lunch, and which is so true. It's just not an ism. It is reality."

- Mihir Desai

"If your management team essentially is aligned with the culture that you have established, then the ability to pivot is a lot easier."

- Mihir Desai

"Each one has a superpower. So with all the people in the organization, that I can at least manage or I can influence, I say, look for someone's superpower, put the person in the right seat."

- Mihir Desai

Transcript

Wayne Zell: Hi. This is Wayne Zell, and welcome to Blueprint for Wealth, your fast paced videocast that's designed to help entrepreneurs realize their dreams of wealth and freedom. And I always feature special guests. And today, my special guest is my friend, my client, my colleague, Mihir Desai. Welcome.

Mihir Desai: Thrilled to be here. I always get enormous value from hearing you speak. You've been an incredible guide for all these years, so I'm honored that, you're giving me the floor.

Wayne Zell: Thank you. Yeah. The floor is yours. I'm not gonna I'll just give an introduction about you and we're gonna ask you questions. He's the founder and CEO of Dexus, a firm he built over twenty five years ago from a concept into a government services business that manages approximately $750,000,000 in active contracts last year.

Over the past three years, Dexus executed short and long term projects in 80 countries and employed 600 professionals. He's worked on behalf of the US government in more than 40 countries, but notably Iraq, Afghanistan, the West Bank, Gaza, and Ukraine. And recently, he sold a big chunk of DEXIS to a New York based private equity firm at a top bracket valuation among his peers. And his work has been featured in The Washington Post. He's been profiled by American Express as a model global entrepreneur.

Tell me a story, Mihir, of an early failure that was a lesson that ultimately shaped you in your journey as an entrepreneur.

Mihir Desai: Wow, man. If I could just write a book on failures alone, it could be my magnum opus. I would say probably the most instructive one was we were, I think, year five in our work in Iraq. And that was sort of the the the big years where anybody that just had a registered business was just growing at a crazy clip, if you remember those years. Right?

Yes. Five, we're at a crazy clip, and and and we were small business at that time. So my prime contractor calls me and and he just uses use five words, we no longer need you. And there was a recompete and I didn't need to look at the books when 80% of my business was concentrated in Iraq and probably most of it through that company. And we were growing so fast and we were so successful, I never bothered to see the concentration risk here.

One country, one client. And overnight, the business collapsed. I mean, we were we were, you know, half of where we were. And at that time, and, you know, I I I said to myself, the most dangerous number is the number one. You can't be one of anything.

No one client, no one prime contractor, no one of anything is the most dangerous number there is. It was an early failure. And I tell you, I I gotta thank the guy because I've had several moments where we had to pivot, but I was able to see that clip that cliff ahead of time. And in many ways, it was probably the worst thing that happened to me and and simultaneously one of the best things that happened to me.

Wayne Zell: How long did it take for you to pivot from that five word dismissal into getting the company back on track and back on its feet so that it would continue to grow and be successful?

Mihir Desai: I doubled down in no longer priming I mean, subbing, I meant. And I said, I am going to fundamentally change the business to prime contract work. And I had never primed. Never primed. But what I did know is that you would not be thrown under the bus the minute there was a recompete because the customer needs you if you've done a good job.

And so we pivoted almost exclusively to priming. And what took me five years to get to where I was until I got that phone call took me probably eighteen months, twenty four months.

Wayne Zell: Did you have to basically dig in and reestablish relationships or establish new relationships so that you could pivot? What was the the process by which you were able to pivot, if you had to describe that to entrepreneurs who might be facing similar consequences, particularly in today's government contracting world?

Mihir Desai: Yeah. I mean, we were pitching as subcontractors. We're pivoting, selling in exclusively to commercial customers, right, the large, bigs, you might call them.

Wayne Zell: Mhmm.

Mihir Desai: Government customer whose incentives are very different. The first one's incentives all around margin management. How can I get my work done faster, cheaper by subbing it? And second is by compliance. How can I give a certain amount to small businesses so the government stay off of my back?

The incentives for the other set, the customer set is how can I reduce risk by giving work to this particular company? So it's a very different conversation, right? It's essentially a different market, you might call it, even if it's the same product, it's a different market, and now you're dealing with a federal customer. So you have to basically learn how to speak their language, understand their drivers, who is no longer on margin management, and we can help you comply better than everybody else. It's like, here, we can help you get something done better, faster, cheaper.

We can lower your risk than the other guys can. But it was very much kind of being in tune with essentially a new market. It required a reset here first. Right? You essentially delete your operating system and install a brand new operating system because you're dealing with a very different customer set, even though it might be the same product line.

Wayne Zell: Mhmm. How did you build out your management team? Because that was something that I always struggle with and, you know, a lot of my clients do too. A lot of the entrepreneurs I know struggle with managing, building the management team and building succession underneath them. How did you deal with that?

Mihir Desai: Right. Know Peter Drucker, who's sort of the famed management theorist.

Wayne Zell: Yes.

Mihir Desai: That culture eats strategy for lunch, and which is so true. It's it's just not an ism. It is reality. You if your management team essentially is aligned with the culture that you have established, in this case was a very entrepreneurial, very ethical, very market oriented, market facing culture. If you have that core in your in your set, then the ability to pivot is a lot easier.

Mhmm. We essentially took the same management team. This might sound a little contrarian, but, you know, I'm not I'm not looking to to battle theory. I'm just citing my practice and what has is is speaking to commercial customers was a different language, as I said, than speaking to a different federal customer. Right?

But we essentially kept the management team the same. We kept the core team the same because they understood you need to be entrepreneurial and market facing when it came to the federal customer. Commercial customer need to be entrepreneurial and market facing when it came to the federal customer. It's very hard to get that culture. You can't just buy that overnight.

It's you recruit for that, you groom it, you reward it, you incentivize it. And, you know, we had to hire more people that were subject matter experts that would help us understand this is how you sell to the federal customer, different customer set, right? Yes. But the heart of the core team essentially stayed the same. Know, twenty five years into the core team has essentially stayed the same.

And we've gone through multiple waves and iterations. You can just imagine twenty five years in GovCon is quite a rollercoaster ride with change in the region.

Wayne Zell: With all the changes, yes.

Mihir Desai: Correct. And particularly in the area we were working on primarily, which is on international programs, a lot of pivots that happened. You would see what's going on right now with Iran and that could materially change how America engages with the world. Adding all those layers of complexity at the heart of it, we kept the foundational management team the same because the management culture was very, very entrenched and is valuable to this day.

Wayne Zell: I think that's probably one of the most important observations that I've heard from you and others is that you've gotta have a solid management team who can work together and work with the customers and work with the employees. Was there any special way in which you were able to recruit these people? I mean, did you use recruiters or how did you find the right people to fit within the culture that you were establishing?

Mihir Desai: In most instances, we I mean, we were hiring, you know. We have hired now, you know, thousands of people, right, if you just factor in hiring and the nutrition rate, thousands of people. You find individuals that have they're just inherently that way. I mean, they're just you know, the value system, they're culturally that way. That we would identify this particular individual and saying, you know, he or she has these certain qualities that we're looking for.

Right? Yeah. We would basically source them. They weren't they weren't applying for this new position in in in the organization. We would say, you're really good at this.

You should try this. In fact, I would almost say without exception, we've almost always sourced a management team by going to people who are actually going about their business, but they had this certain. You just have this quality about you. Why don't you try this? And I can tell you almost without exception, we've always been very, very successful in that approach by identifying individuals that just have that kind of core qualities that we look for, because then we don't have to train them.

I would even say you don't even have to incentivize them. It's just who they are. You know, there's a lot of talk to say, Oh, you got a bonus, then you got to incentivize them. Quite honestly, you know, as I say, know, cats jump and dogs wag their tail. You need more cats, right?

And it doesn't matter if you give a cat crappy food. He or she will always be a cat. On the other hand, it doesn't matter whether you give a dog the best cat food in the market. It's always a dog, right? Yeah.

You spend a lot of time trying to find bonus structures and incentives and fancy titles, but they might be feeding gourmet cat food to a dog, right? Which is great if you need someone who's a custodian and who's gonna manage a project and all that. One has their qualities, no doubt. But the core management team, if the core management team, the culture is that of a cat to be very entrepreneurial and assertive and be comfortable operating in a fog, then you foundationally have to spend more time identifying cats rather than, you know, rejiggering your compensation structure.

Wayne Zell: How do you measure the cat like aspects of an individual versus the dog like aspect? I mean, how do you discover that? How do you uncover that? And what kind of tests do you give to people to determine that they are the right fit culturally?

Mihir Desai: Most times, it's it's observation. You just observe one of the more successful executives we've had in our organization was this young lady who actually worked on the administration department. When she joined us, she was literally out of school and she would handle events. We have company events like internal events and outside events. I remember the one time we had this event and the DJ wasn't doing his job.

I think she went up to the guy and she nearly punched him. She was half his size. Okay. She was so passionate about it. And he got his act together.

He just fell in line and everybody saw her decking, nearly decking a guy to exercise. Vendors fell in line. We had the best event imaginable. And I just happened to go in there and say, listen, you gotta tell this young lady to kinda calm down. I'm saying she's so passionate about getting something right.

Well, fast forward, we are headhunting for someone to do business development. And we interviewing all these people from the outside because you have the job post and you're looking in the inside as well. And I, in a very contrarian position, said, maybe we gotta pick this person. Like, what? Why?

Wayne Zell: I said Everybody said, she just handles events.

Mihir Desai: She handles events. I said, you know, business development is is two things, they're capture and bidding in government's contracting, and each one is a campaign. And I said, an event is a campaign, and and this is a person who gives her absolute all. You know, fast forward, this young lady is very much part of that core, core team at the company and easily one of the fastest rising executives. We always joke that we'll work for her one day.

You have to look within your own organization for those that best fit your culture, that best fit your culture. And I think most of us are too busy chasing something exotic, you know, someone that the others fancy titles, you know, we've had headhunters that we've paid large amounts of money. And we've had those those humble individuals sitting by my side while we're interviewing these people. And I turn around and say, this person after finishing 10 of those interviews, saying, you should do this job. And this individual says, are you sure?

I'm not so sure. I'll do it. And it turns out fast forward two years, best decision we ever made time and time again. The best ones are around you. This gentleman in the GovCon world who's built a fiercely successful company, he sold for 20 times in five years what his investors had put in.

It was just unbelievable. And he said, the best kept secret is all these people around you, but leaders are too busy chasing fancy titles and all these folks around. You know, your people know who you are. They understand who you are. They you know, with the right amount of training, you can get them to do this type of work.

On mentorship, you can, but you can't train them for culture.

Wayne Zell: What are you seeing as the most dangerous idea that founders believe today that you would disabuse them of?

Mihir Desai: Like, you know, if if you are in in first grade and you wanna, you know, be a fast tracker in in third grade, you gotta find a third grader. You can't find a a PhD. It's just not relevant. And I think some of the successful ones I have seen is if if, say, they're running a $100,000,000 shop. Right?

They're starting themselves with the 250 to $500,000,000 shops, not the guy who's, you know, running a publicly listed company, although there's some value there. Maybe that individual has acquired publicly listed companies and smallish companies and knows that culture, which is great, which is what I have. I'm very fortunate to have an individual who's worked at a public listed company and understands sort of middle market companies. But a lot of instances I've seen the successful ones are the ones who find peers, advisors Mhmm. Of where they wanna be kinda in a in a reasonable, you know, three year term or five year term.

Wayne Zell: Did you find your mentors or your advisors over time? And how did you connect with them? Because I think that's one of the things that I get questions on all the time is how do I meet these people? How do I surround myself with somebody who's been that successful?

Mihir Desai: Unfortunately, I would say that's one thing I was slow on. So my advice to my peers would be as soon as you've defined a state you wanna be in, find someone who has operated in that state. They are around you if you just care to look. And a lot of folks, as long as they're not conflicted out, they want to give back. Let's just say, you know, you're the construction business or the real estate development business, and you're, I don't know, a $100,000,000 business, you're gonna be a $300,000,000.

Well, chances are if, you know, if you're gonna do a development in the Reston Corridor, you're not gonna talk to another guy in the $300,000,000 in Reston Corridor. But if you're someone from New York, let's just say, or Baltimore, that guy's more likely to talk to you. It's one of the things I would say I would do earlier. I would get mentors, operational mentors, I would say operational mentors earlier. And I define operational mentors as those individuals who have been in in your chair and have gotten to a higher chair where you want to be.

I think, without exception, I have seen that being one of the the the the great great things for

Wayne Zell: public The converse of that, I guess, would be the the dangerous ideas that they don't need that help. And the founders who eschew that help or, you know, say, oh, I don't need that kind of help. I can do it on my own, or I've I've got a great team underneath me. That could be a dangerous idea.

Mihir Desai: Yeah. I agree with you. I think I think it's a dangerous idea because as Drucker says, reality can go in all directions. Even even even with that individual by your side, do this, not that, because his reality where it was three years ago last year is very different than your reality that you face. So even with that, there's variables.

Now you're adding a foundationally added variable, which is, you know, you don't really know where you're headed other than some number you've cooked up in. It doesn't take much to say, I wanna be a $500,000,000. But how are you gonna get there? Right? There's there's bunch of risks you're gonna have to take.

There's a lot of things you shouldn't be doing. And the best way is to learn from folks who have had that received wisdom to say, I tried and it didn't work. Go ahead and try it. It may work for you, but know that this is a situation that may not work. So I think that's very helpful.

Wayne Zell: How do you anticipate changes that most people don't plan for? They have a plan a and maybe a plan b, but a plan c where things just come unraveled. You've had to pivot multiple times. How do you keep positive and keep focused and pivot? And do you do you have a plan a, a plan b, and a plan c to protect not only the company, but your employees, your customers, and your family?

Mihir Desai: I think the measure of an entrepreneur is not when an idea works, but importantly, an idea doesn't. I think to me, I would take the latter entrepreneur to say, you pitch something and the thing went south. Now what are you gonna do? And if he or she can do that, to me, that's the measure. Twenty five years ago when I started, I had this, you know, very, very Tony job in a large governmental organization.

I was running a super fast track in my my kind of weight class, so to speak. And I quit and I started the company. It was twenty five years ago. It a .com boom. And said, Oh, I wanna do the technology and I wanna work with these international governments.

Was doing a lot of program, international program management. That was my area of work. I said, oh, well, international program management needs a lot of technology. So I quit my day job. It was a .com woman and I started the company.

Within three months when I started, nineeleven happens and all the national program work that was for technology just goes sideways. Just everything gets canceled. Right?

Wayne Zell: Yes.

Mihir Desai: But stuff that does stay is a lot in kind of the the services towards nation building, like a lot of the economic services. You know, of course, military stuff as well, because I was doing a lot of civilian work for nation building. And I pivoted to that. And if I had not pivoted, there I was without a job, without a fancy government job and certainly no technology in that nation building space. So that was like my first, in the first ninety days I learned.

You fast forward, as I mentioned, that instance where I got those five words that took my business, but I rebuilt it in eighteen months. You fast forward when we became a large business and a lot of the things that we had, in government contracting, have this large and small, right? And then a lot of the stuff you do as a small can no longer hold as large. When we graduated, a lot of that stuff didn't hold and we had to pivot again and grow. But the most important one was what happened last year as a result of Doge and a lot of the international programs we had, particularly civilian ones.

I mean, it was a total black swan event across DC, but some more than others. And since we were doing a lot of the international programs, particularly in civilian space, we were particularly hit very, very hard. And at that point I said, wait, you know, we've been here before. It's a black swan event. This was the blackest of the black swan, okay, for us.

Yes. But we had some instance of that with the same administration in the first term, a lightweight version of it.

Wayne Zell: Yes.

Mihir Desai: And I had gone from international programs for civilian to international programs for civilian and defense. And when international programs for civilians went kaput, I had already started pivoting back then to international programs defense. And guess what's the part that grew today? It's international programs for defense. In fact, we've doubled down and, you know, whatever business we lost and let's just say pushed us back five years, we're building it back in eighteen months, maybe it'll take twenty four.

But that to me is a measure of an entrepreneur. It's not just your thesis holding is what happens when your thesis no longer holds. And what's what's the under what's the constant there when I suppose, that would be the question, is the the management team. We kept the constant. A lot of the folks that were on the civilian side, you're like, oh, you should fire them and, you know, hire the folks that were on the international program, defense side.

I'm like, no. No. No. It's it's it's Spanish and Portuguese. It's similar, different but similar enough.

It's easier for me to take my people and have them quickly learned of kind of working Portuguese than to find brand new Portuguese speaking people because I'm in our fitness organization. So I took the same people and it seemed like a contrarian move at the time, and I repurposed them into international program defense. And and we we have done exceedingly well, honestly, winning stuff that between you and me, honestly didn't think we had a rad chance. Mhmm. Mhmm.

People who just who who made that turnaround happen. It's quite spectacular.

Wayne Zell: So it's boiling down to the management team. The key element of having multiple entrepreneurs supporting you as an entrepreneur and not just people who do what they're told or, you know, are are worker bees. They have to be adaptable.

Mihir Desai: Yeah. But you have to as an organization, you have to reward that. Your ornaments, your artifacts, your the stories, they have to speak of rewarding agility. Your heroes have to be people who pivoted. You know, every every organization has an has a sort of a collection of ornaments and artifacts and stories.

And some talk about, oh, the last guy he published a paper that issued, that changed the direction of, I don't know, missile systems or someone got so and so published. Those are different artifacts and stories, right? Where you're something that's total brainiac work. And so the folks that get rewarded are along those, right? Mine is different.

Mine are people who The culture of this is highly entrepreneurial, very ethical, very market oriented. And so the stories we tell are around those. We also have people who have patented stuff and published stuff as well, but those are not our stories. Those are not the stories we tell. We tell stories of individuals who've had this incredible pivot of individuals who had a thesis that went wrong and then pivoted and still made success happen.

And those are the stories that get told and the folks that are the heroes in this organization.

Wayne Zell: And and the way you keep them is by incentivizing them properly and really satisfying their internal need for what? For attribution, for recognition, for compensation? I mean, how what are the tools that you use in this toolbox to keep the this amazing group of people together?

Mihir Desai: We look for people that are intrinsically regulated, motivated. And in that case, you don't need to incentivize them, but you need to acknowledge them. Right? You need to reinforce them. You need to validate them.

You need to reward them. You're saying, thank you for doing a great job and thank you for being who you are. And here's compensation that reflects you to be in the uppermost bracket.

Wayne Zell: Yes.

Mihir Desai: So really, we are much more of a reward based organization than an incentive based organization. Incentives, in the case of our organization, have never really worked. You find people, you find cats if you're a cat organization, and you give your cat the best cat food.

Wayne Zell: You you, had mentioned that you have done done work in Iraq, Afghanistan, and Gaza. My gosh. What did what did your work in those very volatile environments teach you that no business school ever could teach you?

Mihir Desai: First, there's some incredible people out there. And what I found is that, you know, we we call ourselves, at the Dexus, generally, you know, very pragmatic people. Right? We are what we call empiricists. We're very empirically driven.

We we look at reality of what it is, not what we imagined to be. And what I have found in these countries, particularly these hardship countries, that it's packed with empiricists. You know? They they they see reality for what it is, and they operate within those constraints. What what I did learn is that from these countries, I learned that the system is bigger than the individual.

And I'm on the spin more specifically. I'll just say, you can have regular people, right, but if they operate in a system that's fair and just and transparent and process oriented, right, you can have ordinary people do extraordinary things because they know the rules of the game. Right? On the other hand, you can have these incredibly bright individuals, but if they're not in a fair transparent Roosevelt system, then they'll never grow. And that's what I see a lot of when I went around the world.

You have I found people that's like, wow, if only these people were here in The United States, Right? Because they're empiricists, but individuals can't be the system.

Wayne Zell: When you say empiricist, define that for the listener. How would you how would you define that?

Mihir Desai: So an empiricist is someone who understands that individuals are inherently flawed. We come with our shortfalls. We come with our imperfections.

Wayne Zell: Mhmm.

Mihir Desai: But with the the right set of rules of the game and understanding of processes, the right rewards, there could be incentives too, that these folks will perform, which is very different than an idealistic vision to say, you know, one should just do the best they can or, you know, have these kind of grandiose notion of an individual where an individual really can't meet those standards. Right? So you have these false expectations that you kinda should be able to do it all. You cannot. You're imperfect.

It is the human condition to be imperfect. So it a much more realistic vision of who you are as a person and then creating an you know, the process and and systems that that make these everyday people, ordinary people, extraordinary, as opposed to expecting extraordinary people. Most people who do great things are just regular people. And I think a good what an empiricist system is recognizing most of us are ordinary, but with the right type of incentives, the right education background process systems that we can do something extraordinary.

Wayne Zell: And would that also include putting the people in the right seat, not necessarily, you know, having a business development person do process or program management, but having people in the right place that fulfills not only what they wanna do, but also what they do best.

Mihir Desai: Absolutely. I think I I truly believe that each one of us is preordained with some sort of superpower. I'm convinced of it because I have seen it time and time again that someone who's really terrible at this one thing is really superb at something else. I'm a naturalized American. And I remember I was working for this guy and he had me crunch numbers and I was terrible at it and nearly fired me.

I'm like, geez, if you fire me, I'll have to go back. It's terrible. You fast forward, the same guy gives me an opportunity doing something else that was client facing and I tend to be very good on the client facing side. And in I think six months, I had jumped up like three levels. So he stepped back.

He's like, you're the same guy that I was gonna send back. And now you're the fastest growing guy in the organization. And that was never lost on me because I had that firsthand experience, right? That each one has a superpower. So with all the people in the organization that I can at least manage or I can influence, I say, look for someone's superpower, put the person in the right seat.

And oftentimes they'll have superpower that they may not themselves know, but they're really, really good at it, like this case of this person who was running events. And she had a superpower just being very, very, very organized and driven and it was really superb. Sure, of course, we see I do say that and I've seen this across that the reason behind a lot of people who are not growing as fast is not because they don't have what it takes. They have something different, but they think they have what it takes in this domain. And they usually just met with disappointment.

I've seen that time and time again. I think people would be far better off. They just spend more time being a little more self aware.

Wayne Zell: When you sold your company, what mattered more to you than the valuation and why?

Mihir Desai: I didn't sell to the company that gave us the highest sticker price, although it was dangerously close to going to someone else with a sticker price. Right as I was about to, I made a phone call to a CEO similar to me who had worked with this other company, the one I was gonna sell to with the highest ticket price. And he says, things are fine as long as things work out, but if they don't, then then you're you're gonna be in trouble. And I know in government contracting in my industry is that reality goes certainly in Peter Drucker's house in any direction and mine tends to go in more directions than even Peter Drucker had imagined. I can't have someone who is going to demand something as if I'm running a hot dog stand, you know, outside an airport, the same sort of predictability.

And I went with this this other company. What I liked about them is that they were they had a history working with companies that had gone through the business cycles because they fundamentally believed in the management team. And sure enough, a year after they acquired us, we had a black swan event and they were calmer than anything imaginable. And I'm like, wow, this is amazing because they're like, you have the management team, you're pivoted in the past, you would pivot again. He believed in me more than I thought at that point.

Wayne Zell: Well, believed in you, they believed in the management team and they trusted that even though this black swan event occurred, you were able to pivot once again. My last question for you today is if you had to summarize your entrepreneurial philosophy in one sentence that you learned the hard way, what would that be?

Mihir Desai: Is have a a plan that operates when things are right, but a plan when things are are can go terribly wrong. Yeah. Have have that volatility baked into whatever you're pursuing because reality can go in any direction.

Wayne Zell: Plan a, plan b, plan c. Yeah.

Mihir Desai: Plan a and c.

Wayne Zell: We've been talking with Mihir Desai, who is the CEO of Dexus and a government contractor, but one who has pivoted and evolved over many, many years into a very successful entrepreneur. Mihir, if one of these entrepreneurs wants to get in touch with you, what's the best way for them to reach you?

Mihir Desai: Can ping me on LinkedIn. I'm Mihir Desai Dexus. Just send a message. I I tend to check every few days, so they'll certainly hear from me.

Wayne Zell: Awesome. Thank you so much for your wisdom and your experience in being a guest

Mihir Desai: on

Wayne Zell: Blueprint for Wealth today.