See show notes for this episode: S 02 | Ep 9 From Trulia’s $3.5B Exit to Virta Health: Rethinking Leadership That Lasts | Show notes
0:00:00 – Alex Shevelenko
Today on Experience Focused Leaders, I am joined by the one, the only, Sami Inkinen. He is the co-founder and CEO of Virta Health, a unicorn that’s helping 100,000 people reverse type 2 diabetes and obesity through clinically proven nutrition and digital care. Sami previously co-founded Trulia, scaled it to an IPO, and then sold it for $3.5 billion. And on top of all that, he’s a rockstar athlete, a super Ironman, a father, and a genuinely good human being. So, Sami, welcome to the pod.
0:00:39 – Sami Inkinen
Well, Alex, thank you very much for that overly kind introduction—although I need to add that we’ve added a couple of zeros to the Virta mission. The mission is to reverse type 2 diabetes and obesity in one billion people.
0:00:56 – Alex Shevelenko
So that’s the official statement—I was just testing if you were paying attention. And now everybody’s doing it; you gotta! Thank you. Do you want to... By the way, let me pause this, uh, because it’s sort of embarrassing. Should we restart and just do the intro?
0:01:10 – Sami Inkinen
Yeah, why don’t you start? So it’s “reverse type 2 diabetes and obesity in one billion people.”
0:01:19 – Alex Shevelenko
Reverse type 2 diabetes and obesity in one billion—that’s reversing type 2 diabetes and obesity in one billion people. Yeah, let me do this. Rock and roll. All right, let’s get this right. Type 2 diabetes and obesity in one billion people. And we’ll forget this "clinically approval"... okay, everything else was okay, more or less? Or no?
Sami Inkinen
Yeah, yeah, it’s good.
Alex Shevelenko
Okay, okay. All right. So let’s go again—second clap.
Today on Experience Focused Leaders, I am joined by none other than Sami Inkinen. Sami is the co-founder and CEO of Virta Health, a unicorn that’s on a mission to reverse type 2 diabetes and obesity in one billion humans. Sami previously co-founded Trulia, scaled it to an IPO, and sold it for $3.5 billion.
0:02:28 – Sami Inkinen
For $3.5 billion dollars—Sami, welcome to the pod.
0:02:30 – Alex Shevelenko
Thank you, Alex—excited to be here, and thanks for the very, very kind introduction. That’s one part of it, but I think there’s another part that’s even more remarkable: you wear many hats. On top of being a double unicorn founder and a father, you’re also a high-performance athlete and a mindful human being. That’s a really rare combination of qualities.
Can you tell us a little bit about the non-sexy part of Sami—the part that goes beyond the professional success story? The part about you pursuing your other passions and identities?
0:03:27 – Sami Inkinen
Although that’s definitely not the most important identity—I’d say being a husband and a father to two girls is above and beyond anything else. But you mentioned sports. Yeah, I’ve done endurance sports all my life, and since moving to America in 2003, I got pretty serious about triathlons. I did the Hawaii Ironman World Championships seven times, back-to-back, I believe. I still race bikes and take it, let’s say, positively seriously. So yeah, it’s a big part of my life.
Why is it a big part of my life? First, I just love it. I’ve sometimes said that if I only used my able body—my legs, arms, and hands—to move my brain from one meeting or Zoom call to another, it would be a very limited human experience. Like, super limited. I love sports, training, and competing. I love the feeling of breathing hard, sweating, and that full-body experience, which, quite frankly, is what we humans evolved to do.
The second reason is that doing sports simply keeps you healthy. You feel much better. People sometimes talk about the mind and body as separate, but at the end of the day, it’s all just biology. When you do a lot of sports, you just feel better. There’s more and more evidence—though I don’t need the evidence—that you think more clearly and are a better professional as well.
And then lastly, from a mindset perspective: I’ve been a founder-operator more or less nonstop since March 2000. So, that’s about 25 years of building three companies as a founder, operator, leader, and CEO. It’s fun, but it’s super hard. I find that having distinct identities in your head—or multiple of them, like parent, husband, founder-CEO, and, in my case, athlete—is really helpful. Because if one thing isn’t going well, there’s a good chance something else is going better. It gives you mental sustainability. When you’re struggling in one area, you might be thriving in another.
0:05:52 – Alex Shevelenko
That’s a great foundation to build on.
One of the stories you’ve shared in the past is about achieving all this amazing success with Trulia, right? You hit your financial goals, your dreams came true—and yet, you still found that little things would bother you.
There were these thoughts lingering in your mind, and you started to pay attention to them. That led you to go on a retreat and begin a journey into meditation. That’s something people might not expect from someone like you—an intense athlete already using physical outlets to manage stress.
Tell us a bit about that part of your journey. How did it begin, and how do you bring that into your family life, your work, and your athletic pursuits?
0:06:51 – Sami Inkinen
Yeah, so I’m kind of an accidental meditator now—been meditating for about 12 years. I think that’s actually a fairly common experience. People don’t usually seek out something like meditation unless something feels broken, so to speak. When you’re busy, you don’t even think about it.
So, going back more than 10 years—around the time Trulia went public—I should first say for context that money and professional achievements have never really been the goal for me, or maybe not even a goal. I feel lucky to genuinely say I’ve never felt like I’ve had a “job,” not for a single day. Well—okay, I did work at Microsoft and McKinsey, and that did feel like a job. I respect both of those organizations, but otherwise, I’ve always felt like I’ve just done cool things, built cool stuff, and enjoyed the journey.
That includes the nearly decade-long journey of building Trulia. So I was never really chasing a specific milestone. That said, I had stepped away from my operational role at Trulia—I was still on the board at the time the company went public—but I didn’t have a full-time job anymore, and suddenly I had a lot of time on my hands.
I was living in New York, the company had just gone public, and yes, there was a positive financial outcome. But I didn’t have anything pressing—no next goal, no immediate task in front of me.
And like you referenced, I vividly remember this one day, maybe a Thursday, about a week after the IPO. I was walking to the gym at Chelsea Piers where I used to work out. Some minor thing had gone wrong—something completely trivial, like a detergent issue or a broken washing machine. And I just got so angry and anxious over it.
In my head, it was spinning in circles: “Wait a second—here I am, I’m happily married, financially secure, I don’t have to work if I don’t want to, I’m living in one of the coolest cities in the world… and I’m getting this worked up about a freaking washing machine?”
And I thought, if I still have another 50 or 60 years of life, and this is where my mind goes when I have no real problems—this is going to be a miserable 60 years.
So, long story short, I realized: I’ve trained every muscle in my body as an athlete. I’ve educated my brain. But I haven’t really trained my mind. I don’t think I even understand how it works. This reaction was insane. Supposedly, I had everything I needed—so why was I freaking out over soap or detergent?
That was the “broken” thing I wanted to fix. I realized I had no real understanding of how my mind worked. And for most of my life, I was so busy doing the next thing, I never had a truly empty moment where thoughts could just run on their own and create stories.
So that led me to a 10-day silent meditation retreat—Vipassana style—in Taipei, Taiwan. I went from zero to 60, straight into it. And because I didn’t speak Mandarin at the time, a silent retreat in Taiwan was actually easier than trying to do one in New York. So, lucky, I guess.
0:10:40 – Alex Shevelenko
I went there. But anyway, that’s kind of...
0:10:43 – Sami Inkinen
...what started my meditation journey. Happy to talk more about meditation, but I’ve basically meditated not for hours, more like just minutes a day, ever since. That was 12 years ago.
0:10:55 – Alex Shevelenko
Yeah, I can relate—on a much smaller scale. I think back to when SuccessFactors exited. I was kind of living in a really great place in life. I had just gotten married, we had a beautiful wedding, my wife is French, and we had a healthy baby.
We were living in London, which for me felt like your version of New York at the time. But even then, we were getting into arguments over little things—childcare stuff mostly. We were getting really agitated over small details, like how to avoid “breaking” our precious little baby.
And then all the cultural differences started to show up too. That period ended up leading me down a path—not immediately to meditation—but to more awareness. It pushed me to think more about some of the goals we set for ourselves. You know, the whole “I’ll be enough if…” mindset. I’ll be enough if I have an exit. I’ll be enough if I get married. I’ll be enough if I get promoted.
But then you realize—it’s often the opposite.
And then, yeah, you start learning that it’s not really about reaching a destination. You have to enjoy the journey, adjust along the way, and course correct.
And I think that brings us to something important—this idea of realignment or readjustment. Like, how do you motivate your team with all of this experience and self-awareness?
Because, like, I knew you from Stanford. And I always found you very direct, accessible, and friendly. But, let’s be honest—your sports routine was pretty intimidating to mere mortals like me.
So I wonder, how do you make yourself relatable to your colleagues? How do you share your journey and your vulnerabilities in a way that makes you more accessible? And how do you help others not freak out if, say, they finally get the promotion—but it doesn’t actually fulfill all their life dreams?
0:13:01 – Sami Inkinen
Yeah, well, a couple of things. First of all, as a leader, I think authenticity is key.
You can listen to a podcast or read a blog post and there’s always someone saying, “You need to be a peacetime CEO,” or “a wartime CEO,” or “founder mode,” or “act like this famous leader.” But in my opinion, that’s all complete BS.
You just have to be yourself.
0:13:26 – Alex Shevelenko
The guy who's the ultimate beast-mode CEO is saying this is all BS. I love it.
0:13:31 – Sami Inkinen
It is all BS—trying to imitate others—for a couple of reasons.
Number one, which is kind of my main point, is that you just have to be authentic. Authenticity is key as a leader.
Secondly, if you're going to guide or grow a company over an extended period—say, more than three years—you need different modes. It's like driving a car. You can't just say, "Hold the steering wheel tight and press the gas pedal." That only works if the road is straight. The moment there's a turn, you're off the road.
It’s the same thing with building a company. Sometimes you're in peacetime mode, sometimes you're in wartime mode, or in between.
Anyway, that’s the first point: you need to bring authenticity as a leader.
In terms of motivating people—honestly, people have very different internal drivers. It could be fear, or maybe they grew up in poverty and want to earn enough to provide for their families or buy a house. For others, it might be about promotions or proving themselves to those around them.
Whatever it is, people are motivated by different things. I don’t think I, as a CEO, can be everyone's psychologist or therapist. That’s why I try to hire people who are as self-motivated as possible.
That’s the second point I’d make. Whatever drives them, I hope it comes from within—and ideally, from a healthy place. If it doesn’t, I’m not the person to fix that. Again, I try to bring on people who are self-driven.
Then there’s the question: what do I say or do to help with motivation?
I’ll give you two quick examples.
First, if you don’t have a clear external focus in front of the company—something that must happen, like an existential threat, running out of cash, tough competition, etc.—then you have to create one.
And by the way, real threats and challenges do come up all the time, but not always. When they don’t, you have to engineer urgency. You can’t just say, “Okay, let’s come back on Monday and crank the wheel again.” That’s not fun for me, and it’s not fun for the team.
So, you want to engineer short- to mid-term milestones—something that feels real and urgent.
0:15:59 – Alex Shevelenko
Make it exciting. Make it meaningful. Don’t lie, but choose something that genuinely raises the stakes.
0:16:09 – Sami Inkinen
Exactly. You want to raise the stakes.
It’s kind of like with sports—take running a marathon. Most people will tell you, “Oh my God, it was such a high. Two weeks after the race, I was still glowing. First marathon!”
But then, two or three weeks later, they’re like, “I need to sign up for the next one.” Because just jogging every day doesn’t feel as special anymore.
I think it’s the same in professional life. So that’s one thing I do: I help create that next milestone.
Sometimes the world does it for us—like right now, everyone’s using AI as the current engine or motivator.
0:16:44 - Alex Shevelenko
Like, we’re going to be annihilated — or like when Elon introduces his policies. Can we channel our inner Elon?
0:16:55 - Sami Inkinen
Another example — it's just about communication — is that I try to remind people to find joy in the doing, in the process. It’s not just about specific milestones.
I use different stories and anecdotes, but one of my favorites is this: people want to get promoted, get a bigger title, more responsibilities. And I say, well, in a professional setting, it’s like a pie-eating contest — the winner gets more pie to eat.
So you’d better enjoy eating pie today.
Because it’s true. You start as an employee, then become a manager, then a director, then a VP — whatever. And guess what? It’s a pie-eating contest where the winner gets more pie.
It’s not like you reach a level of eternal happiness and no problems. No. As you move up in the organization — more team, more budget — you also get more headaches. You know this.
0:17:53 - Alex Shevelenko
It kind of goes both ways. Shit flows downstream and upstream. It's one of those things.
0:18:00 - Sami Inkinen
Yeah, exactly.
So anyway, those are a few thoughts on motivation. But generally:
— Be authentic.
— Hire self-motivated people.
And by the way — I should mention this: now that I run Virta, which is on a mission to reverse diabetes and obesity in one billion people, it’s obviously a very mission-driven company.
We only get paid if we actually reverse diabetes and obesity. So that creates a strong sense of purpose.
The old saying is: you want more missionaries than mercenaries.
Hopefully, there’s some self-selection, and people who join really want to make this happen — as opposed to, say, a crypto day-trading startup where the only goal is to end the week with more cash than you started with.
0:18:43 - Alex Shevelenko
On that note — I want to quote you.
You once said, "Virta will not fail — not when you're on a mission to do something so remarkable."
That was a while ago, and now you’re clearly successful. But still, the startup journey is always precarious.
What gives you that confidence and conviction?
Does it go back to your childhood? Or is it something you've cultivated over time?
0:19:14 - Sami Inkinen
The athletic training, maybe?
Tell me where this inner strength comes from, because you clearly have it.
First, I have to say — I wonder where I said that! Those are some bold words, even if they came from me.
I try to stay optimistic, but grounded in reality. I don’t like to BS my team.
You can never promise the future — you have to highlight the realities and then be optimistic that, just like we’ve overcome past obstacles, we can solve what comes next.
Now, to your question:
As a company, Virta has 900 employees, hundreds of millions in revenue, and we’ll be profitable this year — growing about 80% year over year, at least in Q1 of 2025.
So, objectively, we’ve climbed the first hill.
Every startup starts with survival — you’re drip-feeding from one investment round to the next, trying to find product-market fit.
Now, we’ve clearly gotten past that. Virta is here to stay, and reversing diabetes and obesity is real.
The next question is: are we climbing to the top of Mont Blanc, or the top of Mount Everest?
And from an impact perspective, hopefully it’s Everest.
That helps build confidence.
But more broadly, I think my mind is wired to focus on: What could go right?
I imagine the future as: What if this works? What would it look like?
Then I try — within my limits, and my team’s limits — to force that outcome.
Maybe it’s like the glass-half-full kind of optimism.
But I think that mindset is essential for founders.
You have to think: What if this works? How big could it be? — because that’s the only way to build something meaningful at scale.
Some VCs use this lens too. They’re not just looking to avoid risk — they’re searching for the 1-in-1000 breakthrough.
You don’t find that by listing 20 reasons something could fail. Everything can fail for 20 reasons.
But if you’re going to build something great, you have to ask: What if it goes right?
0:16:44 – Alex Shevelenko
Like, we’re going to be annihilated — or like when Elon introduces his policies. Can we channel our inner Elon?
0:16:55 – Sami Inkinen
Another example — it’s just about communication — is that I try to remind people to find joy in the doing, in the process. It’s not just about specific milestones.
I use different stories and anecdotes, but one of my favorites is this: people want to get promoted, get a bigger title, more responsibilities. And I say — well, in a professional setting, it’s like a pie-eating contest: the winner gets more pie to eat.
So you’d better enjoy eating pie today.
Because it’s true — you start as an employee, then become a manager, then a director, then a VP — whatever. And guess what? It’s a pie-eating contest where the winner gets more pie.
It’s not like you reach a level of eternal happiness and no problems. No. As you move up in the organization — more team, more budget — you also get more headaches. You know this.
0:17:53 – Alex Shevelenko
It kind of goes both ways. Shit flows downstream and upstream. It’s one of those things.
0:18:00 – Sami Inkinen
Yeah, exactly.
So anyway, those are a few thoughts on motivation. But generally:
— Be authentic.
— Hire self-motivated people.
And by the way — I should mention this: now that I run Virta, which is on a mission to reverse diabetes and obesity in one billion people, it’s obviously a very mission-driven company.
We only get paid if we actually reverse diabetes and obesity. So that creates a strong sense of purpose.
The old saying is: you want more missionaries than mercenaries.
Hopefully, there’s some self-selection, and people who join really want to make this happen — as opposed to, say, a crypto day-trading startup where the only goal is to end the week with more cash than you started with.
0:18:43 – Alex Shevelenko
On that note — I want to quote you.
You once said, "Virta will not fail — not when you're on a mission to do something so remarkable."
That was a while ago, and now you’re clearly successful. But still, the startup journey is always precarious.
What gives you that confidence and conviction?
Does it go back to your childhood? Or is it something you've cultivated over time?
0:19:14 – Sami Inkinen
The athletic training, maybe?
Tell me — where does this inner strength come from? Because you clearly have it.
First, I have to say — I wonder where I said that! Those are some bold words, even if they came from me.
I try to stay optimistic, but grounded in reality. I don’t like to BS my team.
You can never promise the future — you have to highlight the realities and then be optimistic that, just like we’ve overcome past obstacles, we can solve what comes next.
Now, to your question:
As a company, Virta has 900 employees, hundreds of millions in revenue, and we’ll be profitable this year — growing about 80% year over year, at least in Q1 of 2025.
So objectively, we’ve climbed the first hill.
Every startup starts with survival — you’re drip-feeding from one investment round to the next, trying to find product-market fit.
Now, we’ve clearly gotten past that. Virta is here to stay, and reversing diabetes and obesity is real.
The next question is: are we climbing to the top of Mont Blanc, or the top of Mount Everest?
And from an impact perspective, hopefully it’s Everest.
That helps build confidence.
But more broadly, I think my mind is wired to focus on: What could go right?
I imagine the future as: What if this works? What would it look like?
Then I try — within my limits, and my team’s limits — to force that outcome.
Maybe it’s like the glass-half-full kind of optimism.
But I think that mindset is essential for founders.
You have to think: What if this works? How big could it be? — because that’s the only way to build something meaningful at scale.
Some VCs use this lens too.
They’re not just looking to avoid risk — they’re searching for the one-in-a-thousand breakthrough.
You don’t find that by listing 20 reasons something could fail. Everything can fail for 20 reasons.
But if you’re going to build something great, you have to ask: What if it goes right?
0:27:07 – Alex Shevelenko
I just came back from a family trip where I drove from northern Italy to Rome, and that drive alone was probably more mentally taxing than I expected. Learning to drive like an Italian was kind of a fun process, but still an adventure—and a stressful one at that.
I can’t even imagine the level of coordination you and your wife had to figure out — how to motivate each other and maintain each other’s energy.
So, what kind of examples or lessons can you share with others — couples who are facing tough challenges together, whether as a family or while also pursuing professional goals?
0:28:03 – Sami Inkinen
It sounds like you think we’ve got some kind of crazy playbook.
Well, I’d say: hop into a rowboat, unsupported, and row across an ocean. If you’re still together after that, you’ve filtered out the fluff. That would be my advice.
But seriously, we did prepare — relationship-wise and mentally — for the row. I’ll share one thing, which I think might be helpful universally.
We agreed on a few things, but here’s one:
Any decision either of us made during the row — while tired, stressed, and rowing 16–18 hours a day — would always be treated as water under the bridge.
So if one of us made a decision that turned out to be wrong five hours or even a day later, the other wasn’t allowed to bring it back up.
We had to make a lot of tough decisions — about direction, storms, whether to deploy a para-anchor, things that could even be life-threatening.
But we agreed early on: no blame.
Whoever made a call did it with the best information available at the time. After that, we’d accept whatever happened.
And that agreement was actually very helpful.
0:29:43 – Alex Shevelenko
I want to shift gears a little — toward people’s ability to make decisions that are good for their health.
You’re obviously in the science business, but in a way, you’re also an evangelist for a billion people who are struggling.
Many of them are aware they’re not doing what’s best for their health — and yet they keep doing it.
And that often leads to self-blame:
“Oh, I didn’t exercise. I didn’t swim across the Pacific like Sami. I didn’t row. I messed up my diet. I gained so much weight.”
And then it spirals.
Or they blame their circumstances — their spouse, their job, whatever.
But I think you’re offering a path out of that.
So I’m curious:
How do you motivate change in individuals?
And on top of that, you’re working through channels — brokers, HR professionals, healthcare plans — who also need convincing.
How do you bring psychological awareness both to your end users and to the broader market?
0:31:16 – Sami Inkinen
Yeah, it's actually reasonably complicated because you're dealing with different audiences.
0:31:21 – Alex Shevelenko
Let’s start with the consumers?
0:31:22 – Sami Inkinen
Yeah.
So, people struggling with metabolic health—which includes about 70% of adults in Western countries—are facing what we call lifestyle diseases. Metabolic health broadly refers to conditions like obesity and type 2 diabetes, which are symptoms of poor metabolic health, along with cardiovascular disease, high blood pressure, and so on.
For many people—at least from what we hear from patients coming into Virta—there’s a psychological story they’re telling themselves:
“It’s my fault. I’m failing.”
Most people who are metabolically unhealthy have tried five to ten programs in their life—diet, exercise—and they’ve failed all of them. So they internalize that failure. Consciously or subconsciously, they start believing:
“I’m a loser. I’ve failed.”
And then, in order to avoid hurting themselves again, they become afraid to try anything new. That’s very, very common.
One of the first things we tell potential Virta patients is:
“It’s not you who failed. It was the program, the approach, and the lack of support that failed you.”
And that’s scientifically true—because if you’re using the wrong approach, no amount of willpower or discipline will make it work. So again, the message is: you haven’t failed. The system failed you.
What we do is provide not only the right support but also a nutritional science approach that helps eliminate hunger and cravings. This isn’t a willpower contest. We make the process sustainable.
For example, most nutrition or “diet” programs tell you: “Eat a little less than you want to.”
We actually encourage our patients to eat to satiety—to stop eating when they feel full.
And for many, that concept is a revelation.
They’re like, “Wait, really? I’m allowed to stop eating only when I feel full?”
And we say, “Yes—and if you’re not full, we’ll help you eat the right foods that keep you full.”
So that’s on the consumer side.
Now, if you're trying to convince a business decision-maker, sometimes it just comes down to dollars and cents.
They might say, “You guys are lying—it doesn’t work.”
And we say, “We contractually guarantee results. If we don’t deliver, you get your money back.”
Then there are others who are more concerned about reputational risk or safety issues—so we address each of those concerns in different ways.
But I’ll wrap this up with what I think is the best example: convincing a doctor.
You’d think the way to convince a medical doctor to refer patients to Virta would be to show them our science—we’ve published more than 10 peer-reviewed papers.
That’s hundreds, maybe thousands, of pages of peer-reviewed outcomes.
But you know what actually works better than all of that?
One patient.
Just one patient of that doctor who’s been on Virta, who reversed their diabetes, and comes back and says:
“I’m off insulin. I’ve lost 60 pounds—25 kilos. I feel amazing.”
And that doctor goes:
“Oh my God—Jill? Joe? You reversed your diabetes? What happened? What are you doing?”
And the patient says:
“I’m on Virta.”
And the doctor goes:
“Okay, I need to send the rest of my patients there.”
Even though that’s anecdotal—an “n=1” case—it’s real. It’s someone they know. That personal experience can be more powerful than a hundred scientific papers.
0:35:23 – Alex Shevelenko
So what you're saying is that, fundamentally, even the people you’d expect to be the most evidence-driven—like those in the medical profession—still need to know that the evidence exists, right? You can’t skip that part. But what really makes a difference is the human story. And not just any story—but one they can actually connect to.
0:35:44 – Sami Inkinen
Exactly. It’s either their own patient or just a very real, powerful example.
And, you know, it can also go sideways. Let’s say you give your child something—let’s not even bring up vaccinations—but imagine you give them something that has a one-in-a-trillion chance of a bad outcome. If that outcome happens to your child, you might emotionally conclude, “Oh my God, nobody should eat raspberries ever again”—just using raspberries as a random example.
That visceral experience overrides statistics. Even if the data says it's safe, it doesn’t feel that way anymore.
0:36:24 – Alex Shevelenko
Sami, any last bits of wisdom as we wrap up?
For anyone who's about to take on something deeply meaningful and challenging—something like what you did—what’s one thing you wish you knew when you started your founder journey over 20 years ago?
0:36:51 – Sami Inkinen
I think you have to unexplainably fall in love with the thing you want to do.
And sure, if you want to do a spreadsheet analysis, go ahead—do that too. But unless you truly feel that you've unexplainably fallen in love with the idea or mission, I don’t think the entrepreneurial journey is worth it.
And if you’re wondering what that feels like, just think about one of those dates you had with someone where afterward you thought:
“I don’t care if I have to drive 300 or 3,000 miles and pull two all-nighters—I need to see this person again.”
That’s the feeling you want to look for. It’s unexplainable. And it’s different for every person. But that’s your edge. That’s your sisu—the grit that keeps you going.
0:37:34 – Alex Shevelenko
You heard it here: your edge is love.
Sami Inkinen, everyone—the Ironman promoting love on Experience-Focused Leaders.
Thank you, Sami. You’re a great human, a great friend, and I think an inspiring leader—even for those who aren’t working with you directly. I salute what you’re building, and I think our audience will really appreciate learning more about how you’re helping a billion people.
0:38:04 – Sami Inkinen
Thank you, Alex. Appreciate it.