PODCAST EP.38: Peter Root - Transforming Relationships with Fire, Forests, and Technology

Episode Summary: Join Tim Sweet in episode 38 of the "Sweet on Leadership" podcast as he interviews Peter Root, co-founder of Wildfire Robotics. Learn how Peter's innovative technology is revolutionizing wildfire management and how building strong relationships with fire, technology, and community can drive meaningful change. Discover how leaders can achieve success by focusing on building and maintaining key relationships.

Episode NotesJoin Tim Sweet in an enlightening conversation with Peter Root, co-founder of Wildfire Robotics. They delve into the intersection of technology and wildfire management, emphasizing how a relationship-based approach can revolutionize traditional methods. Peter shares his journey from oil and gas drilling to creating a groundbreaking robotic snake designed to combat wildfires. This episode highlights the critical role of leadership in fostering innovation and building strong relationships with both technology and the environment.
Peter Root discusses the importance of understanding and adapting to the changing nature of wildfires, influenced by climate change and human expansion. He explains how Wildfire Robotics' innovative technology offers a proactive and strategic solution to wildfire management. This episode offers leaders ways to cultivate valuable relationships and how to take your own adventure into real life. 
About Peter Root
Peter Root is the co-founder of Wildfire Robotics, a company dedicated to innovating wildfire management through advanced robotics. An engineer by training, Peter moved to Alberta in 2013 and has since developed a passion for creating technologies that can significantly impact communities affected by wildfires. His work combines his love for the outdoors with his expertise in robotics, aiming to provide safer and more efficient fire management solutions.
Resources discussed in this episode:

• Startup TNT
• Firewall Robotic Snake

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Contact Tim Sweet | Team Work Excellence: 

• Website
• LinkedIn: Tim Sweet
• Instagram
• Linkedin: Team Work Excellence

Contact Peter Root | Wildfire Robotics: 

• Website: wildfirerobotics.com
• Linkedin: Peter Root

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Transcript:
Peter 00:01
You got to get to something of value as fast as you can. And so we did that, I think by design, which was actually very fulfilling as well, you know, as a sometimes impatient engineer, I love that we could get feedback on what we're building so quickly.


Tim 00:18
I'd like to ask you some questions. Do you consider yourself the kind of person that gets things done? Are you able to take a vision and transform that into action? Are you able to align others towards that vision and get them moving to create something truly remarkable? If any of these describe you, then you, my friend, are a leader, and this show is all about and all for you. I'm Tim Sweet, welcome to the Sweet on Leadership podcast. This is episode 38.
Tim 00:49
Hi, everybody, I hope you're having a great week. Joining me today is Peter Root. I am really excited to welcome Peter to the show today, Peter and I met a while back when he was part of Startup TNT here in Calgary. He's an all-around, pretty exciting guy with an exciting technology that he's bringing into the world. And I'm just so glad that he can come on the show today. And we can chew around some leadership ideas in the context of his experience and what he's going through right now. So, thank you very much for joining me, Peter.


Peter 01:21
Thank you very much for having me.


Tim 01:22
So, for the benefit of everybody that's listening, why don't you tell us a little bit about yourself and Wildfire Robotics? 


Peter 01:29
Sure. So, I'm an engineer by training and I moved to Alberta in 2013. And I grew up on Vancouver Island. So, I have a passion for being outdoors, you know, those two places are, are quite good Mecca is for exploring the outdoors. And I didn't have a firm relationship with wildfires until about 2016. And I think a lot of people in Alberta, that was a pivotal year. And I had two friends who live there and they got the call to evacuate. And they had to leave within 15 minutes. And through before that time, I built sort of technologies in oil and gas drilling and a bunch of different areas and really grew passionate about building robotics, things that you can control to do novel things and to automate tasks or mechanized tasks that led me into this wildfire world. So, it really hits a lot of key passions of mine, which are being outdoors, robotics, and something that can give back to communities, you know, especially communities that have been affected by wildfires in the past.


Tim 02:24
So this would have been Fort Mac, back in the day, Fort McMurray. Massive fire in an entire city, for those of you that aren't aware. Northern Alberta was evacuated, there was a fair amount of destruction. And we realized just how hard it was to react in certain environments. And this is only increasing as we're seeing the effects of climate change and warming. And we seem to be on a trend right now. So, this is, you know, this is something that's in the news last year, it's going to be in the news this year, we're there. But I can imagine seeing your friends having to evacuate and seeing the human toll that made this foray into a brand new innovative technology possible for you. Tell us a little bit about the innovation that you brought, and how you would sort of conceptualize that?


Peter 03:16
Before I go there trying to do a startup is no easy task. And so you want to make sure that you're doing something that you care about. And something that has an impact. Doing something in wildfire is very meaningful, and can provide a lot of feedback in good and bad ways when you do it. So, it's a good place to be. So, the innovation actually comes from my co-founder and partner. His name is Allan Richardson. He was actually my boss before we joined together doing this. And he's innovated a lot in his career in different areas, but primarily in oil and gas drilling, which is directional drilling. So, you're trying to punch something through the earth and steer it where you need to go. And then you're distributing fluids or communication signals along the length of it to do various things. And if you can take that concept of putting together long, skinny things and going kilometres into the earth, just thinking about doing that on land. And instead of oil and gas things, you're moving water or retardant. And instead of fracking for fluids, you're spraying water strategically. So, you can stop the advance of a fire or you can mop up a fire or you can monitor the perimeter of a fire so that if things flare up again, you can address it. And the way that we get that thing that long conduit there is through a robotic so, we have a really long robotic snake and it can go long distances over rough terrain. And that can be you know, a kilometer, two kilometers, 10 kilometers. And then we can remotely control the distribution of water anywhere along its length. And so that's where the innovation came from. Really it was taking something that worked well in oil and gas drilling, said hey, can we leverage all of the knowledge and skills that we've accumulated and can we put it into something else and apply that something different? And it's a great place to start because you know certain elements of technology that will certainly work because you've seen it work before. But then you have new challenges, you know, especially the terrain that you're going through is quite challenging in a lot of these fire prone areas.


Tim 05:07
What we'll do is we'll put up a link to your site so that people can visit and take a look at exactly what this large robotic snake looks like, as it's crawling between trees and dragging hose behind it and these kinds of things. It is phenomenal. It's really, really interesting. And you and I talked a lot about first principles and the importance of those. And I'm hearing that now as you're going through sort of dissecting, well what hasn't been applied in a in a fire context, in a sense, right now. Can you tell us a little bit about how that thinking from yourself or from Allan was adopted as you seek to both develop this thing, but also then share it story and explain to people why it's different and how it overcomes some constraints that we've accepted for years? 


Peter 05:59
Yeah, I want to back up to and talk about fire a little bit before I talk about that first principle. I think it's important. And you mentioned it a little bit after I mentioned Fort McMurray. But it does seem, you know, I think the general person can sort of observe that these fires have gone from something that I didn't know much about, to something that I hear about and smell and feel the effects of every year, or I know someone who was evacuated. And it seems like it was about 10 years ago, where that switch was flipped. It really changed everyone's perception. So, people started looking at it. And so did Allan and I. We really looked at, well, why are these fires happening the way they are now and what's different than before. And there's really three main factors. So, one of the factors is that we have over-suppressed fires, we have been so good at putting them out for about 100 years that we've exacerbated fuel accumulation, instead of letting fires do their natural and inevitable thing where they go and they are low-intensity fires, they burn just along the forest floor, but not the actual big trees, they reduced fuel loads, they actually, they actually provide some ecological benefit to certain types of species that has been curtailed by our efforts. The second thing is there are more things we care about where fires burnt, we have humans have expanded on the landscape at an enormous pace. Where do we want to live, we want to live in the forest we want to live where there's a nice view, we want to live in the mountains and those are all places that are fire-prone and need fire. And so now there are more things to protect when fires burn. So, if a fire does get out, there's a higher likelihood that it will interact with something we care about. And then the third thing is related to a shift into drier and hotter summers. There's about a three to six-week increase in the total length for fires to burn. And a big factor of that is that there's less water moisture in the air during the summer, you just increase the likelihood of a high fire weather severity. So, dry, high winds, those two things together, and then ignition events, both human-caused and natural. This just all leads to a fire environment, which is much more severe and unpredictable than before. And so then, unfortunately, it's only typically when you have approaching a crisis that people start to think outside the box and start to look for other areas where they may be able to improve what they're doing. So, if you're if you're doing a really good job at wildland firefighting for a long time, you may not think that you need to change. And certainly, I think that was the case for a long time, it was very well managed. But there's a collective opinion that we need to put more fire back in the landscape, not less. So, more low-intensity fire, more prescribed burns, more cultural burning and it is indeed true. There's a lot of studies supporting this. And so part of the paradigm shift for us that we're trying to both educate ourselves on but also educate is that we want to provide a very reliable separation means for fire containment, both for wildfires, manage fires, which are wildfires that are then allowed to go where they can, and prescribed fires and do that in a way that doesn't have much personnel overhead is low risk, has high reliability, and doesn't have a huge impact on the ecosystem. Because bulldozers certainly do you're clearing large swaths of land to remove fuel. And so we had to educate ourselves a lot about wildfire. But now it's like, hey, we have this new tool that can do a bunch of new things. And I think the trick for us was really just finding people who believed in us and what we were doing, and then working with them on the fire, to actually learn and develop and really get to a really strong solution.


Tim 09:34
What's really interesting about what you've just said there is this isn't just about reacting to the way things have always been. Your role in this or what you're becoming part of is a brand new approach to how we think about fire generally. So, what's really interesting is that the technology is not just about prevention, it's actually about helping us better manage the entire resource and what we're doing and that confluence between, you know, increased fuel load, drier conditions, and then our proximity to all of these things requires that we try a different approach, overall, not just in this one aspect of things. And so that different approach is going to require more nuance, more options, more flexibility, these kinds of things. And that's really what it sounds like you are beginning to provide. When I go back to that previous thought, when you think about entering this new era of relationship with fire, what then do you find is the most challenging aspect?


Peter 10:45
I really liked that you said relationship with fire because that's what it needs to be. It can't be fight the fire, it needs to be a relationship with a fire. So, good on you, and that's a great message for everyone thinking about fire generally, is it's going to be a relationship. And, you know, perhaps that's the word too, for us. It's the relationships that we are building and working on, that will allow us to be part of the solution. Because I firmly believe that there's no sort of Immaculate Conception of technology. You have an idea you might be on your way there. It's when you find someone who has expertise in that domain, and then they get interested, then you work together to go deploy it, you know, our objective is to deploy as many miles as possible, in as many different terrain conditions as possible, with as many different vegetations as possible, as many him fire behaviours as possible. Because only through all of that, well, we learned enough to be really good. And we are only allowed to do that once we build relationships with the people who do that for their livelihood. And the one other comment I had to this is that one of the challenges with fire, especially if you're doing a piece of equipment or method that has safety implications, as in this thing needs to be reliable to protect people's lives, which it does, your barrier to entry to try to go out and learn is a lot higher. And I think we've gotten over the hump with some key people and some key areas. But we would love to do that in more areas.


Tim 12:15
Right, so, have the chance to get out and prove the technology because people are going to be putting their trust in this thing, in a sense. If you look at a fire hydrant on the corner of your block, you know what that's there for. If you look at a smoke detector, you know what that's there for people have a relationship with these things. Albeit crisis-based, right? So, it seems to me that there's a couple of different facets then that you're having to enter on. One is augmenting people's, as we say, relationship with fire or their conceptualization of that, but it's not just reactionary, this needs to change. So, then they see the reason why this new technology has a place. And then the second thing is to get out there and actually see it, or see the difference it's making and see that that technology is learning and evolving as it will because it's brand new so that then they can see the obvious application for it in their own minds, and say, Okay, now this makes sense. I understand why we would use something like this, I understand why we may use it as part of a controlled burn program or something along those lines. And I know what it does for me, I know why it's there. I know what I'm getting from it. I get enamored by the technology itself, and just how many rules it breaks. In a sense, you know what I mean? Like, well, literally, you know, you think about what a firefighting response or a fire control response looks like right now we think about big trucks, we think about planes dropping water, or people rappelling out of helicopters, and using shovels and doing all these kinds of things. And this is a completely different animal in a way, it's a totally different idea around an approach. And when we have those brand new ideas, getting people to open the door is challenging. So, when you look ahead from that perspective, you had mentioned that you've got some good key relationships in place and those are happening. Managing a company or yourself and your partner Allan going forward. The experience of having to bring that to market, tell us a little bit about your actual experience like how has that changed you? What has it changed in the way that you approach people or problems or say from your your oil and gas days? What's been the net learning?


Peter 14:42
I think then if I can sum it up in a sentence, then I'll expand on it is sort of ruthlessly pursuing the thing of value. So, that means finding the thing of value and then making the thing of value. And my example of that is we picked up a prototype size for a first version and everyone has to do this, say, well how, you know, how capable is this thing going to be. And I do think we made the right decision. But we made it pretty small, pretty low capacity. But what that allowed us to do was we could design things and manufacture them and by manufacture, I mean, we built them within days, or fractions of days or weeks, not months, or years. And when you're building hardware, that's really critical. So, there were circumstances where we had designed something up, and we were looking at all the components that we need to do that. And one of the things took a week and we said, no, we're going to redesign so it takes a day to get here. And that was cool because that has shortcutted learnings probably by an order of magnitude. And I don't think we would have actually had a prototype that was compelling enough if we hadn't designed it in that way, like designed by lead time. At least right now. I think there's points in the future where then you can shift that to a bit more optimization, but there's no point optimizing too much right now. When you're running a startup, you have a runway. You have a limited time to get from this point in time, we just said, Yeah, I'm going to do this thing, to where you have a line of sight on either funding or revenue. We've talked about it before, about hardware being a little bit of a different animal than software, because for whatever reason, people tend to need to see the hardware working to believe it. And I think there's a lot of faith in software right now that it can do these amazing things, which you can. I mean, AI has been pretty wonderful to work with, for some things for a lot of people. And it looks like magic, really. But it seems like there's disbelief in hardware until you actually have it. So, you have to hedge your bets a little bit, go out there with something you believe in and then try to massage from there. And so that's, that's a little bit harder. And so for me that the biggest learning difference from an oil and gas environmental, though there are similar things there. But it was just, you know, you got to get to something of value as fast as you can. And so we did that, I think by design, which was actually very fulfilling as well, you know, as a sometimes impatient engineer, I love that we could get feedback on what we're building so quickly.


Tim 17:10
I mean, I think we are at this really interesting intersect right now of people's tolerance for risk, it actually being fairly low, and people's patience, and that also being fairly low. And we talk about collectively as a society that people's attention spans are limited. But what I'm hearing and what I see is that, you know, back in the day before we had AI, and we had a lot of virtual products and things that would exist on your phone, but you could install an app, and you could uninstall it as quickly as you would otherwise. And there's very few things that we are on this huge adoption curve, but many of them are not going to impact us in some major way. And so you know, it looks good on paper is fine, unless, it's the difference between your house burning down and not. And so I remember years ago working with some leaders from General Dynamics who were in a defence contract, and they were developing a walkie-talkie, like, this is old technology, it took them years to bring it over. But I remember talking to them about the design specs for this handheld radio that troops would be using. And one of them said, it all looks good on paper but can the thing drive a tense spike into the ground? I said, that's interesting. Tell me about that. He says, Well, we have to plan for as many contingencies as we can and we have to also understand that if it's in somebody's hand, and it can be used as a device to hammer in a tent spike, we have to make sure that it's not going to fall apart. Is it going to pass a field test because that's what's going to determine whether or not the troops will actually accept this thing and whether or not it will be reliable or not. I did a lot of military history in my early days, and there was a lot of lessons that come out of when privateers are promising big things from implements of war. I remember one was called the McCallum shovel and it was this Canadian design where the designer of this trench shovel had the brilliant idea of it being a doubling as a piece of armour that they could pick up over the edge of the trenches with. And so he put a hole with a door right in the middle of the shovel. The thing wasn't thick enough to stop a bullet. So, it wasn't good as a piece of armor and it was a shovel with a big hole in it. So, it didn't do a great job of digging either. And, you know, it's again, one of those things. It's like looks good on paper. But you don't want to be the guinea pig, trialing it you want to see it work. And so that practical application that going and seeing how this thing responds to the world and how people develop a relationship with it is really important. The other thing that I thought was really profound about what you said was that there's no point optimizing right now. We're taking this piece at a time, you're taking a modular approach, we call this theory of constraints all the time, you know, exploit the thing that is the bottleneck or the thing that's holding you back. And I'm reminded of an expert that I talked to around the formation of habits. And he said, you know, when we're trying to get a person to adopt a new lifestyle/principle of going to the gym, you don't judge the person on whether or not they went to the gym and had an optimized workout, first. You first lay in, can they get up in the morning, even if they drive to the gym, turn around and go home, that's better than if they didn't go at all. Because we have to first work at being less than optimal. You have to develop the habit before you get good at it. So, go in and risk it being you know, the technology is a little bit different, but focus on what matters first, and then work in the optimization. Because if you go for perfect, originally, what do they say, it's always that perfection is the is the enemy of progress, right? We want to focus on getting it done in a virtual space. So, I think those are two really important things, right is that, as you say, get off paper, get out of the virtual world, and then go where the work is done or go see it work. Build that relationship while in development, but then also a relationship with the people observing it. And then focus on what you need to. On that virtual point, though, let me ask you that. When you are out looking for funding, or in the context you and I met, you were up against software, right? Do you see that? That people's relationships with an innovative, durable object versus software is very different? Do you see that the, be it investors or potential customers, have a different kind of relationship with it? Or am I imagining that?


Peter 21:58
No, you're spot on. Very different relationships from most people I meet actually between the two. And I think, especially so because what we're building is more akin to almost military hardware, then sort of other types of hardware that are built like drone-based things, or Agtech or something like that, because they have this sort of human life aspect of it. So, it adds another layer of complexity and difficulty to the hardware equation. But certainly, you know, I'll admit there's more overhead for making a piece of hardware than there is a piece of software. I do believe there's more upkeep on some software because you have to constantly be, you know, making sure it integrates with all the new implementations of all sorts of different codes, that's made its way to hardware now too, because you're constantly updating software, look at modern EVs, or modern cars, they have updates over the air. So, you're constantly updating and keeping alive that piece of software. But I think though, what hardware offers which software doesn't, which investors do understand, but they want to see you a little bit further along until they sort of recognize this as something to celebrate. But the protective moat is much larger, the barrier to entry to build a wildfire-fighting robot is very high. Because not only do you need to know a bit about fire and a lot about robotics, you have to have the connections and someone that believes in you to actually get out there on the fire and learn the right things. That is no small thing to go do. But if you do it and you do it successfully, then you have built very durable relationships in that space that then lend themselves to a very durable business. So, I think you have to be a bit more patient with hardware. But know that I think that the potential benefit of that thing can bring, and the sustainable business that I can create are quite compelling.


Tim 23:51
We talked about innovation, and I'm starting to see this business that you're involved in, in the technology, you're trying to bring in a very different lens, just through the course of this conversation. You know, when we think about, when we think about a lot of software, or you know, the adoption of marketplaces or new ways that we're going to interact with our phone or manage our phonebook or whatever, you know, whatever. Like, these things are all faster pencils, in many ways. They're things we already do and it's convenience. You're involved, if we strip everything else away, you're involved in creating something that in 100 years could be as ubiquitous in a forest as a firefighting plane or a pump truck or shovel. Like we're talking about something that would be part of the landscape in the way that the automobile became part of the landscape. Right? Sure there's been lots of innovations, but there was the first automobile that people were like horseless carriage, what the hell, right? Like this is something that A. again, I'm a practical guy. I think practically this thing makes all sorts of sense. And so it's like, why didn't this exist before? So, that's like one of the things on my, you know, get good at making it. But why wouldn't you do this? Right? If you can have a Roomba, you can certainly have a self-directed hose that's gonna put itself somewhere. I mean, hey, you know, you could even have small-scale stuff that waters lawns, I don't know. But why wouldn't you do this? Because it just seems so logical when you're talking about firebreaks. They're big, and they're long. And well, great. Let's do this. And so that creating something, though, that's that profound. And as you say, you're taking a huge chunk, you got to know a lot about fires, and you got to know a lot about robotics, and you've got to have the relationships in place to do it. And you're disrupting, in a great way, how people think about this other option that makes a ton of sense. But man, what a lift, like it's not. It's not like it's not like say, hey, you know, you want a better way to whip eggs. It's not, it is a huge lift. And I think it's a great lift. You know, talk about gumption man. So, I mean, I hope for the people listening that they can get a sense of, and I can't wait till all of you listening, get a chance to see this thing, videos and whatnot, because it is cool. Let's talk a little bit then as we sort of head towards our wrap-up here. If you were to think of the well, so I mean, one of the takeaways is that relationships here are key, right? Getting into the right spaces, and then not just opening up business but opening minds is such a huge piece here. So, first of all, what would something that wildfire robotics is, is on the cusp of right now that you'd like people to be aware of? Or how would you like them to spread the word? What's something that you would like people to shout from the rooftops?


Peter 27:01
Well, we're about to do a bunch of work with Alberta wildfire. And this means taking our team and our alpha prototype, and eventually our next version out to real fires, and interacting with them and the people there in a real way. And that, to me, is the most exciting part of running the business. This is where I wanted to be like, you know, three years ago, but I'm finally here. And this is where I think the relationships get solidified. You know, we've built the beginning up, but this is where we show them that, hey, we can come, we'll bring our thing, and then we'll improve it next time we're out here. And we're going to do that until it's something of such extreme value that you'll never kick us off again like that's where we want to get to. And we're at the beginning stages of this. And we're also in an environment now where it's really fun. Like, there's nothing more fun to me, than going out to a wild area with a bunch of hardworking people who have been containing and interacting with a wildfire, which is such an extreme event and such an admirable profession, to be around those people and then to be able to bring them something new, and work collectively to build it. What's more fun than that? So, I'm really excited about that portion of it. And you know, we are still looking for people to help out on this. So you know, if this is something of interest, like, come talk to me, there's lots of fun things to do in wildfire. 


Tim 28:18
I think what I want us to follow up on but when you say that, I would say you've got a story developing here, you've got a hero's quest developing here. This is an adventure that you're on, you're going to have several destinations, all of these different things that are happening. And if people want to follow along with your story, where's the best place to do that right now? And would that be something that you'd be interested in people getting more in touch with?


Peter 28:47
Yeah, and so I don't think I've done a good enough job at that yet. But with these trials, I will be sharing information, right now I do that on LinkedIn, through myself. I don't do that through our company, webpage there. But maybe I'll look to other means to share this because it is something that I think a lot of people care about.


Tim 29:07
I think so many people are going to care about this. And so, Peter, I think as we move forward when that story starts to flesh out, and I want to have you back, I want us to talk about that. About getting people into your story, get them following along and all of those things because it is that relationship that we need to think about. We'll put your deets down in the in the show notes. So they can reach out to you on LinkedIn. If they're just listening today. What's your handle on LinkedIn?


Peter 29:36
It's something complicated but look up  Peter Root Wildfire Robotics.


Tim 29:39
They'll find it alright. We'll have all these in the show notes. If I was to ask you what's one wish that you have for the people listening today? What would it be?


Peter 29:48
Take your own journey. It's a lot of fun, very humbling. You learn a lot. It's sobering in all the right ways. So yeah, take your own adventure.


Tim 29:58
Awesome. Take your own adventure and do it in real life.


Peter 30:01
Yeah. Do it in real life.


Tim 30:02
Yeah, no kidding. Right on. Alright, little tradition here that we do at the end of every show. One is I'm going to ask you a question that comes from our previous guests. In this case, it was Jeff, he was asking, and this is directed at you, and then we can talk a little bit about how a person arrives there. But what do you want your leadership legacy to be? When you think, far off into the future? People are thinking about you and what you accomplished, and how you did it. What do you want people to be saying?


Peter 30:31
Sustainable leadership, just in the sense that you got to be making a whole bunch of decisions on things that you may not have any experience with. And that's very taxing. And then you also you're innovating, you're coming up with new things. And there's an expectation, I think that generally, you do that at the cadence of sort of pure output work, like just something that you need to be at 100% all the time. And that's really not realistic. If you really think about your best innovations or your best work in life, it's ebb and flow, there's periods of high productivity, followed by recovery. And I think I want to make the people who have worked with me, and will work with me in the future to know that that's what I believe in, so that they can lead a more fulfilling life, because I think if we just grind all the time, we grind ourselves down. And so I think there's more productivity to be seen, if you accept this natural flow of high productivity and rest periods, while still working. But just just know that, like, you know, there's gonna be super intense periods, and we all got to be on but if we were on for the past year, Full Tilt, we won't be ready for that period. And I want to make sure that my teams know that and that other people take on the same thing.


Tim 31:46
I love that I can't wait to introduce you to the work of Richard Young, he's been on the show a couple of times, he works with Olympic athletes, and works with sustainable high performance, something that I've brought into my practice. But you know, one of the metaphors for that is training, like you would for a marathon. You're going to perform, you're gonna have these periods of performance where you're delivering. But then as you say, there's this recuperation. And then there's this conditioning and training and practice and learning new things and honing your craft. And then there's a period of performance where you deliver, and then getting comfortable with that cyclic nature of things. Right. Awesome. Love that. Peter, what would be a question you would have for the next guest? Keep in mind that this can be any type of person that we bring on who we feel has unique and sometimes eclectic leadership.


Peter 32:39
Well, you know, I think because the topic of our chat here has been really, a lot of it's been about relationships, I would ask them, how do they build trust in their business, both with the people who work for them, and their customers and their investors?


Tim 32:55
Awesome. I think that that is something that a lot of people would be very interested in answering. I will make sure that I pose that question to the next guest. And I'll put together some resources that I have that I think might be helpful for the people that are on that same quest. Peter Root, Wildfire Robotics, man, this one was a scorcher. It was fun. You are, you know, a lot of flame, not a lot of smoke. A lot of good stuff here. I really appreciate it and I hope you had fun.


Peter 33:28
I did. Likewise. Thank you very much. 
Tim 33:29
All right, can’t wait to have you back. 


Tim 33:31
Thank you so much for listening to Sweet on Leadership. If you found today's podcast valuable consider visiting our website and signing up for the companion newsletter, you can find the link in the show notes. If like us, you think it's important to bring new ideas and skills into the practice of leadership. Please give us a positive rating and review on Apple Podcasts. This helps us spread the word to other committed leaders. And you can spread the word too, by sharing this with your friends, teams and colleagues. Thanks again for listening and be sure to tune in in two weeks time for another episode of Sweet on Leadership. In the meantime, I'm your host, Tim Sweet, encouraging you to keep on leading.