Prefer to just listen? Catch our audio below!

Welcome to another episode of Feminine Wealth TV!

This week’s guest is Amy Renee-Hovorka who is the CEO and Founder of Innovation-Firebug, an online platform that connects Ideators (people who want their innovative ideas to be discovered)
with the innovation Adopters (people who want to discover ideas for innovation). Innovation firebug aims to provide a channel for innovators to search and ignite ideas for innovation.

In this episode, Amy talks about how they enable people to connect to each other and ignite discourse to move innovation forward and level up in the stages of development. She talks about her passion and enthusiasm for innovation and how she focuses on igniting a global innovation firebug.

She also shares with us how she progressed to being the CEO of Innovation-Firebug from being one of the founders of the King Abdullah University of Science and Technology (KAUST) where she established the procurement function of the said university. She shares with us how Innovation-Firebug can drive innovation for various types of businesses.

Prefer to read? See full transcription below!

Barbara Turley: Hi there. I’m Barbara Turley, and you’re watching another episode of Feminine Wealth TV, the show that uncovers the diamond tips on creating truly conscious wealth from change makers, world shakers, and wealth creators. I’m joined on the show today by somebody who is at the forefront of innovation: Amy-Renee Hovorka. She is the CEO of Innovation-Firebug, which is an online platform that promotes innovative thinking and innovation online. Amy, welcome to the show.

Amy-Renee Hovorka: Thanks very much for having me, Barbara.

Barbara Turley: Delighted to finally talk about this topic of innovation because it’s a bit of a buzzword out there at the moment. Everyone’s trying to innovate. Innovation’s key to everything. What I really wanted to ask you first is what is innovation in its most basic form? Are we getting it right?

Amy-Renee Hovorka: You absolutely are correct. If you look on any website, you’ll see innovation come up within the first 15 words, but what does it actually mean other than a really cute marketing term? What we’ve done in Innovation-Firebug is redefined innovation, because at the moment it’s just marketing. It’s very nebulous. It’s very expansive, and it doesn’t enable you to understand what it is or how to do anything about it if you [crosstalk 00:01:18].

Barbara Turley: Or are you being innovative? Are we being innovative or are we just thinking we’re being innovative?

Amy-Renee Hovorka: Absolutely. What we’ve done is tried to structure an approach for defining how innovative you actually are by defining if innovation is for the benefit of the customer. It’s defined by the customer as to what that benefit is. It’s benchmarked against the global market, so when you look at innovation, you can look at it on the scale from incremental to developmental to breakthrough.

Barbara Turley: Ah, right, okay.

Amy-Renee Hovorka: Innovation purists will say, “That’s continuous improvement, or that’s incremental. It’s not true innovation.”

Barbara Turley: Meaning breakthrough. They’re talking about innovation as breakthrough stuff.

Amy-Renee Hovorka: As breakthrough. What you actually have is if you only look at breakthrough innovation, you’re demotivating innovation.

Barbara Turley: Yeah, because we always think, how do I get that blockbuster thing to be innovative? Actually, maybe you were saying we can be innovative in a much more daily way.

Amy-Renee Hovorka: You can be innovative in incremental ways and you will develop towards that breakthrough, the blockbuster, the showstopper innovation. What happens a lot in companies is people don’t know how to be innovative. They don’t know how they align with innovation because there’s no definition that they can really connect with that says how they can be innovative. That’s the first disconnect that we’re actually trying to solve. What we’ve come up with is 11 different elements of innovation, and that’s what you can see here in the little flame behind me, the 11 different colors of innovation. By defining it into segments of what are the areas of innovation, then you can understand how innovative you are in each of those to have a whole picture of what your spark looks like, your innovative fire.

Barbara Turley: I love that’s in your company, so actually we can be more innovative in so many different ways that possibly we don’t even know about yet.

Amy-Renee Hovorka: Absolutely.

Barbara Turley: I just want to take a step back for a second and just, how do you go from you’re in school, you go to uni, and then, “When I grow up I want to be an innovator”? How did you get into this whole space?

Amy-Renee Hovorka: I actually never said, “When I grow up I want to be an innovator,” because it didn’t exist. It’s sort of we’re shaping it.

Barbara Turley: It’s an adventure.

Amy-Renee Hovorka: We’re shaping it at the moment yet. I’m not the mad professor type, so I didn’t dream of being an inventor either. I actually fell into it accidentally. Very lucky, blessed in my career. I had a career in strategic procurement. Went to Saudi Arabia to be one of the founding members of the king’s university. In doing so, the king built a university which was developing new industry other than the oil industry. High level research, brought in people from all over the world: researchers and developers that would do Master’s, PhD, and all of the research to come up with other approaches. I had the opportunity to move from strategic procurement into invention management.

Barbara Turley: That’s so exciting. It sounds amazing to be in something like that, but was it? Is that the truth? Was it exciting?

Amy-Renee Hovorka: It is that amazing because what happens is when you’re working with innovators, you work with them and they come in and they burst into your office, and they’re like, “I’ve got an idea.”

Barbara Turley: They got an idea, yeah.

Amy-Renee Hovorka: “I’ve got an idea and I’ve just come up with this and I’ve solved something that I’ve been working on.” You’re working with somebody at the most exciting point of their life. I was the cheerleader getting behind them going, “Okay, let’s make this idea happen. What are the obstacles?” There was many obstacles. There’s many obstacles to getting innovation off the ground. It was all about managing the intellectual property, moving it forward, proving the concept that it worked, making it so it was tangible, so that the industry could see what we were working on.

Barbara Turley: So you could actually implement.

Amy-Renee Hovorka: So we could actually implement.

Barbara Turley: It’s not just a big idea, yeah, okay.

Amy-Renee Hovorka: My role was taking it from concept and helping the inventor go along the pathway towards reality to commercialization of the idea. In doing so, because I came from procurement, had creative ways of approaching prototype development and ring fencing the process so that we could manage it separate from the organization.

Barbara Turley: For those of us who don’t know, because I’m one of them, what is procurement? Just so we know what we’re talking about.

Amy-Renee Hovorka: Procurement is buying things smartly. We’re women. We do it all the time.

Barbara Turley: Yeah, savvy, being savvy. I should’ve known that.

Amy-Renee Hovorka: I did procurement today. Basically it’s buying things smartly. If you’re looking at your spend profile and you understand that rather than going out and buying an item each time you need it that you actually set up a supply chain so that you communicate to the market what your buying power is. Rather than buying a $100 item each time, you actually spend $300,000 on that over the year. Communicate it to the market. You aggregate that buying and it enables you to do better deals or have better services. It’s leveraging your buying power.

Barbara Turley: That’s something, actually, that even small business can actually do. If they were to think strategically on the year, even with stationery or something, you could probably do something like that on a grander scale, with even a small business.

Amy-Renee Hovorka: With even a small business. It’s understanding what your spend profile is and then leveraging it and working with it. If you have a supplier market where you’ve diversified, you get lots of little things from different people, but you could actually get it from the same people, from the same suppliers. Then you’ve got your shipping or you coordinate the timing of different items that you’re purchasing.

Barbara Turley: It’s leverage.

Amy-Renee Hovorka: It’s just different strategies, different approaches. That’s what I was doing. I saved [CalTex 00:07:10] 100 million over three years by doing …

Barbara Turley: 100 million. Wow.

Amy-Renee Hovorka: Doing a strategic sourcing strategy. Looking at things differently.

Barbara Turley: Then you moved into the innovation world. What brought you back to Australia where you are now and into launching this amazing company that’s your own company now? Where was the time to say, “I’ve had enough of doing this for others?” And coming back to do your own thing.

Amy-Renee Hovorka: The transition back to Australia was an interesting one because it was partly my choice and partly not entirely my choice. I loved my job. I loved what I was doing in Saudi, working with the industry, educating them on what innovation was and the technologies that the university was working on and going through that evolution. It was a challenging and interesting role. I really loved it. I actually had to leave Saudi Arabia very quickly on an exit. It was an interesting situation.

Barbara Turley: Was it a political situation?

Amy-Renee Hovorka: It was a personal political situation. I won’t go into it too much, but basically women have a different standing in Saudi Arabia to men. They have what they call religious police, which uphold the rules of men and women not interacting together, things like that. The king’s university was a mixed university. It was the first one in the country where it was men and women working together, men and women studying together. You didn’t have to wear the [abira 00:08:43] on the university, but there were members of the general Saudi community who didn’t agree with this.

Barbara Turley: They didn’t like that.

Amy-Renee Hovorka: they wanted any opportunity that they could to find somebody who worked for [Calst 00:08:58] and set them up as an example. It was actually a very influential man who I’d walked out on a date with, and he called the religious police on me. He was very influential. That was an interesting situation. Got out of that safely.

Barbara Turley: Look at you now. Maybe sometimes things happen, I think, to drive us in the direction that we’re supposed to be going.

Amy-Renee Hovorka: Absolutely. I was like, “This is the universal kick in the butt that it’s time to go. I’m listening. I’ll go. I’ll get on a plane and laeve.”

Barbara Turley: Sometimes I think we don’t listen to those. I know there’ll be lots of women watching that would have ideas or they’re stuck in jobs they hate or whatever, and they’re not listening to some of these signals that are coming to tell them they need to be doing something differently.

Amy-Renee Hovorka: That was the signal, and so when I came back to Australia beaming with all of this energy of what I’ve been working on and talking to companies here. I went into actually an innovation strategy role for one of the big banks, which was set up. It was like, innovate within the box.

Barbara Turley: Yeah. It’s not really innovation. Little bit.

Amy-Renee Hovorka: It’s a little bit. Basically this is how I came up with the methodology because my approach was structure it. Take something that’s ambiguous and structure it and make it so you can actually identify, capture, measure, report on what you’re doing. The concept was to be able to understand and identify innovation, where I came up with the 11 types of innovation, the 11 elements. It wasn’t working out that way because we don’t know what innovation is. We’re just like, “Click your fingers. Where is it? Why haven’t we got it?”

Barbara Turley: Actually, the starting point really with all of this is actually what we started with, which is defining what is innovation and where you are on this scale that you’ve developed of how innovative something is. Tell me, how can we be in small to medium sized businesses … There are women watching this who are running their own businesses. How can we be more innovative every day in a small business, do you think?

Amy-Renee Hovorka: We absolutely can be more innovative if we understand what innovation means. When you understand what it means, then you can look at reframing what you’re doing in your business. If you have a tangible product that you’re working with, can you look at the functionality of it, how it works, what it’s made of.

Barbara Turley: The whole customer experience thing, as you were talking about earlier, improving the customer experience.

Amy-Renee Hovorka: That’s another type. The different elements of innovation go into different areas, and one of them that I’m really happy with is sustainability innovation. Recognizing doing something differently for the environment or for social sustainability as innovation. Cost innovation. Doing the customer experience, the whole of lifecycle of the customer experience all the way through finding out about your product, researching it, using the product, doing the purchase as well, and disposal at the end. Understanding that. You’ve got your product and your service, business model innovation. Shifting your channel. Looking at, okay, if I’m currently in a person to person interaction, can I go into an online mode or is there a different way of … Pop up shops, a channel innovation.

Barbara Turley: Looking where things are going, I suppose we talked [oh fair 00:12:17] actually about the whole idea of having to pivot in business. Sometimes having to change tack quickly because the market’s moving or showing you that something’s not working. Where does pivoting in business play a part in the whole innovation piece? Is there a joining area there that they come together?

Amy-Renee Hovorka: The theory of innovation and startup development is fail fast, learn fast, and pivot. We’re definitely doing that. What you do is you keep yourself lean, you go with small developments, small interactions, and then get your feedback. It sounds really formalized, but it’s really just going out there, experimenting. Action precedes clarity. If you define an action, then you actually understand what you need to do to improve upon it.

Barbara Turley: Asking your clients and customers can be sometimes the easiest way to actually get some answers. Would you agree?

Amy-Renee Hovorka: It can be. I don’t know if it’s the easiest way, and it’s sometimes the most daunting way to actually put yourself out there and go, “So, [quick 00:13:19], how does it work?”

Barbara Turley: “What do you think of how I’m performing?”

Amy-Renee Hovorka: It does make a lot of sense. To do that, you have to understand exactly who your customer base is, so have that segmentation. Because you can get feedback that’s not relevant. if it’s coming from the wrong place. Pivot, we’ve done several pivots. Innovation-Firebug has had several developments and pivots on its growth journey. Most recently, we realized that we’re dealing with innovation and people don’t necessarily understand what innovation means. It’s a pivot and it’s augmenting what we have, which is putting together education material to support it.

Barbara Turley: That’s innovative in itself, like what we were talking about. You’re talking about customer experience there, so you’re having to change direction a bit to cope with innovating in your own business.

Amy-Renee Hovorka: It’s actually offering an additional service to what’s …

Barbara Turley: To compliments what you’re doing. Yeah. What I love as well is I know the big topic out there at the moment is women in business not getting money in capital raisings, not being able to raise capital. One of the things I feel is that there’s money out there for everything. I often think that sometimes we’re not presenting ideas in the right way. That’s a generalization. What you’re talking about is learning the big idea, how to present it in a more structured way. I think would really help, actually, when it comes to raising capital as well for some of these things.

Amy-Renee Hovorka: Absolutely, because if you don’t understand what innovation means or … Let’s turn it around. Innovation is your unique selling point of how you’re different to your competitors. If you don’t have a common language for communicating what that difference is, then you miss those opportunities. I don’t think it’s just women in that regards. What I find with women is that we don’t put ourselves forward and really say how we’re different or wave that banner and go, “You know what? I’m fantastic.”

Barbara Turley: “I’m great. Feel like I’m amazing at what I do.”

Amy-Renee Hovorka: We don’t do that.

Barbara Turley: We wait for people to recognize that we’re brilliant, and then we get embarrassed about having to say it.

Amy-Renee Hovorka: Absolutely, absolutely. That’s an interesting challenge. This will help it in a way. What we’ve actually done is by having the 11 elements of innovation, we have an online portal that enables anyone with a brilliant idea to be able to communicate what that idea is without revealing the intellectual property.

Barbara Turley: That’s great, because then you’re protected.

Amy-Renee Hovorka: You’re protecting the intellectual property. It’s all about protecting the inventor. We call them the ideator, because an ideator is an inventor, an entrepreneur, a startup. It covers all of those areas. It’s the person with the idea. What we’ve developed is a personality test for innovation. You go on and you do this questionnaire and you understand from that what your areas on innovation are and how hot your idea is.

Barbara Turley: This test is around the idea?

Amy-Renee Hovorka: Mm-hmm (affirmative).

Barbara Turley: You put your idea in there. Let’s say you have an idea. Could you use this to go in and just test it first to see whether it is actually an innovative idea?

Amy-Renee Hovorka: Absolutely.

Barbara Turley: Is this based on what other people are doing or based on your framework?

Amy-Renee Hovorka: It’s based on the framework. It’s not comparative. It’s going through the different elements of innovation to understand whether it’s incremental, developmental, or breakthrough. By understanding it in each of the times, you could have a full picture of that. We call it the spark.

Barbara Turley: How bright is the spark?

Amy-Renee Hovorka: How bright is your spark? How hot is your idea?

Barbara Turley: That’s fantastic, yeah. Anybody really can jump on your platform.

Amy-Renee Hovorka: It is for anyone who has an idea, who wants to understand how innovative it is, but there’s also those who have come up with these brilliant ideas and they don’t know how to reach their market.

Barbara Turley: Yeah, right, okay, yeah. They come up with the idea, they go onto your platform. How can your platform help with them reaching the market? Is that something that you guys are doing?

Amy-Renee Hovorka: Absolutely. That’s one of the core areas that we’re focusing on is reaching the market. Moving innovation forward is not just about funding. It’s often about support and having the right interaction with your client while you’re building it, so co-developing innovation. Finding that market that’s interested early on so that you’re actually developing something that is targeted to your market.

Barbara Turley: Yeah, and you’re right supported in that early stage, so that it does keep going rather than falling over because you don’t have any support.

Amy-Renee Hovorka: Many brilliant ideas don’t see the light of day because they don’t know how to communicate how innovative the idea is. They don’t know how to find their market. When they do, they’re holding all their cards really close to their chest.

Barbara Turley: Because they’re afraid to put the idea out there.

Amy-Renee Hovorka: … So they could miss opportunities.

Barbara Turley: People come on the platform. First of all, you would do the test to see how innovative your idea is. Then what’s the next step after that? Talk me through how this whole process would work for someone who wanted to try it out.

Amy-Renee Hovorka: How it works is you go on the platform, you create a spark, you do the questionnaire, and you get your innovation head index. Prior to that, you’ve given your idea a name and a 35 word description, so not very long. Just a very short description of what it is, so give a snapshot. Once you’ve got that, you have a pretty good idea of what that innovation is, what that spark is. It’s then placed in the interactive categorization engine, ICE, so fire and ice, and this categorization has 59,000 categories.

Barbara Turley: Does it decide what category you are or your idea is?

Amy-Renee Hovorka: You can actually search and find the category. When I say 59,000 categories, it’s very easy to use. There’s 20 different industries. You just drill down through a hub and space mechanism. You search and you pin …

Barbara Turley: To find the place for your idea. You can just do [crosstalk 00:19:20].

Amy-Renee Hovorka: You pin your idea against all these different categories. It could actually cross different industries. Let’s say you have an idea for cleaning solar panel devices. That’s in cleaning and maintenance, it’s in environmental technology, it would be in solar panels. Just by pinning it against those categories, you get a very solid idea of where that idea lands.

Barbara Turley: Relative to other ideas in there?

Amy-Renee Hovorka: Relative to other ideas.

Barbara Turley: And relative to the framework. Along the framework.

Amy-Renee Hovorka: Relative to the framework. What you can now do is your market can look at these categories because when you’re looking for innovation, you’re often looking at it from a category point of view. You’re like, “I want to solve something. I want to know what’s happening in the market in …”

Barbara Turley: Clean tech or something. Just to go into these ideas.

Amy-Renee Hovorka: I want to know what’s happening in clean tech. Then you searched that category and this spark will appear and it will tell you a brief summary of what the description is, how innovative it is. Now these people can see each other where they haven’t been able to see each other before. What happens next?

Barbara Turley: Would investors go in here as well?

Amy-Renee Hovorka: Absolutely.

Barbara Turley: Investors could go in and have a look at what’s happening in the innovation space and who’s coming up with idea. Without the innovator’s idea being unprotected. The idea is protected from an IP perspective and all that.

Amy-Renee Hovorka: From an IP perspective in terms of it’s not revealing the idea. It’s not going through any intellectual property process at this point. What happens next is they ignite a discussion in the site and they sign a mutual non-disclosure agreement.

Barbara Turley: This is like a dating app. It’s eHarmony for the innovators and the investors and the market.

Amy-Renee Hovorka: Absolutely.

Barbara Turley: I love that. It’s Tinder.

Amy-Renee Hovorka: It’s slightly better than Tinder. It’s got the flame going. It’s an ability to see what’s happening in the market, ignite a discussion, protect the intellectual property on both sides. The market who’s looking, let’s say it’s a large organization and they want to talk to somebody who’s doing solar panel cleaning. Didn’t want other people to know that they’re looking. It’s a mutual non-disclosure agreement, so it’s protecting both sides. They can talk about their strategy and where they’re going with their vision, and the ideator can talk about what their idea is and have it protected.

Barbara Turley: I love that. That’s amazing. Let’s say they want to take it further. Does it stay on the platform? How does that bit work?

Amy-Renee Hovorka: Ideally, they should take it further on the platform so you’ve got third party tracking of any discussions that take place, so that’s how the non-disclosure agreement works. If they take it offline, it’s not covered by that mutual non-disclosure agreement, but what we’re hoping to do is offer additional legal support. It’s giving the right information at the point when they need it, which is one of the greatest challenges of being an entrepreneur or an innovator. Is, I’ve got this brilliant idea and there’s so much I need to do, where do I find the information?

Barbara Turley: Then you’re overwhelmed. Totally overwhelmed.

Amy-Renee Hovorka: I went from coaching inventors on moving their ideas forward and how to start up to it being my own idea and going, “Wow, how do I actually do this?”

Barbara Turley: Yeah. When it’s your own, you think, oh God, where do I even start?

Amy-Renee Hovorka: I need one of me for me.

Barbara Turley: Absolutely, yeah. That was the motivation behind this platform, I guess.

Amy-Renee Hovorka: That was the motivation behind the platform. Also the idea that innovation moves forward when you collaborate, when you work together, when you accelerate. Sorry. When you work together, you accelerate innovation, rather than these companies looking at, okay, I want to have wearable technology or solar. There’s no solution out there so we’ll build one in house. Then the solution comes up from a startup or an entrepreneur. They’re not competing. If they knew …

Barbara Turley: It’s actually a fully collaborative, supportive … Allow the ideators to actually come up with their ideas and then allow these big companies to come in and work with them, which is perfect.

Amy-Renee Hovorka: To work with them and give them the structures to work with them. It needs to be in licensing agreements, consortium agreements, co-development. Those legal frameworks haven’t had a chance to evolve to the level that they need to because the demand hasn’t been there. The demand hasn’t been there because the corporates don’t know what they don’t know. The organizations don’t know what they don’t know. They don’t know that this innovation exists out there because there’s been no way of …

Barbara Turley: Of finding it. You’re just building a platform where this all comes together. What I love about this, actually, when you were talking I was thinking. All these business models, the many to many business models that are coming up, like the Airbnb for example, totally different from what you’re doing, but this idea that people are protected on the platform. They can be connected, and once they stay on the platform it’s all good. You’re really bringing in lots of different ideas into this platform that’s just so innovative in itself.

Amy-Renee Hovorka: I just wanted to scale what I was doing naturally. I worked with Cisco for a little while and they were looking into wearable technology and Internet of things and Internet of everything. I’m like, wow, you really need to talk to this professor that I know in Saudi Arabia.

Barbara Turley: You were connecting people anyway.

Amy-Renee Hovorka: I was connecting people anyway, and this was the microcosm that I knew. I’m like, what else is out there that we don’t know about? That these companies could adopt this technology, accelerate what they’re doing, move so much faster? When you do that and preserve the integrity of the invention, why it was developed, then you can actually have invention for the greater good. That’s our purpose.

Barbara Turley: That’s your big why.

Amy-Renee Hovorka: That’s our big why.

Barbara Turley: That’s why you’re doing what you’re doing. I remember asking you that before. It was like, you can transform the way innovation is done globally with a platform like this and that just pushes everyone forward.

Amy-Renee Hovorka: That’s the big why. It’s about the ideator protecting them, enabling the adopter to see what’s happening. Work together. Johnsons talks about collision of innovation. You may have an idea. I have an idea. When we actually talk, our ideas merge and we have a greater idea.

Barbara Turley: [Idea 00:25:50] explode. That’s your breakthrough then. You can get to breakthrough innovation that way.

Amy-Renee Hovorka: You start off and you build up from incremental to developmental, and then you can be breakthrough.

Barbara Turley: Tell me, with the platform, is it launched?

Amy-Renee Hovorka: It is launched.

Barbara Turley: It’s launched now, and how are you going to get this out? How are we going to spread this? How are we going to spread this message about it? Because obviously you need volume on this platform as well for it to work. You need some people to take it on. How are you going to do that?

Amy-Renee Hovorka: We do.

Barbara Turley: Apart from being on this show. We got a fly here that’s loving us.

Amy-Renee Hovorka: Yeah. Friendly bugs.

Barbara Turley: A friendly bug. Yeah, exactly.

Amy-Renee Hovorka: The idea with the building network effect in the platform is because we have to have both the ideators and the adopters. What we have with this categorization mechanism is a way of understanding what innovations are out there in what category and what innovations are wanted in what category. The idea is to build network effect like that, so attract adopters to the market, find out what categories they pin, and then communicate it to the innovation market and say, “Hey, get on board. We’ve got companies that are interested in mining technologies, that are interested in plane tech.”

Barbara Turley: It could just grow by itself, yeah.

Amy-Renee Hovorka: That’s the idea. It’s interesting. It’s an interesting challenge is getting out there.

Barbara Turley: Is it free to go on the platform?

Amy-Renee Hovorka: No, it’s a subscription model. At the moment, we are doing free subscriptions to build that network effect and we’re running promotions to get the ideators into the platform. Because they have to prove it to me.

Barbara Turley: Yeah, because you’re in the early stages, of course. Of course. Tell me, if someone wants to go on the platform, somebody out there’s got a great idea and they want to try this out, where should they go? Tell me where they can find out more about you and the vision and the platform?

Amy-Renee Hovorka: They can go to the website, which is Innovation-Firebug.com.

Barbara Turley: Yeah. We’ll have a link to that on the screen now.

Amy-Renee Hovorka: Okay, fantastic. That’s where they can find out about the promotion that we’re running in December.

Barbara Turley: Fantastic, yeah.

Amy-Renee Hovorka: As this is kind of longer term, I can mention it.

Barbara Turley: If it’s December 2014 when you’re watching this, there’s a promotion, but go on the platform anyway because I’m sure you guys want to be doing lots more to promote this.

Amy-Renee Hovorka: We are. We’re actually going to start developing knowledge and training materials on innovation. What are the 11 different elements of innovation? How can you understand if you have innovation in the area? How can you understand to reframe and possible build innovation in that area?

Barbara Turley: Yeah, or how can you become more innovative? Some people might be just thinking, I would love to be coming up with more ideas, but how do I ignite that in myself? Or am I being innovative?

Amy-Renee Hovorka: Absolutely.

Barbara Turley: Build a community around this whole innovation thing. I love the fact that I’ve had you on the show because I just, firm believer that innovation … The world is in quite a funk and has been for a long time and innovation is the thing that will get us out of this. If we’re all thinking more along these lines, this is what will lead us to a really, really powerful world. I just love what you’re doing and thank you so much for being on the show.

Amy-Renee Hovorka: Thank you so much. I’m incredibly excited and passionate about innovation and I look forward to seeing some really great ideas coming through