Career Coaching Secrets

From Referrals to Corporate Coaching: Valerie Dalati’s Business Journey

• Davis Nguyen

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 In this episode of Career Coaching Secrets, Kevin sits down with Valerie Dalati, an executive and leadership coach with over a decade of experience working with professionals, multicultural teams, and C-suite leaders across international companies. Valerie shares her journey into coaching, how she balances hourly and value-based pricing models, and why she believes organic networks and referrals often outperform paid marketing. She dives deep into the challenges executives face, such as decision-making paralysis and dysfunctional teams, and explains her unique holistic leadership approach that blends personal transformation with organizational growth. Valerie also opens up about her best and worst business investments, her long-term vision of creating a virtual academy, and how she would rebuild her business from scratch if she had to start over. 


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Valerie Dalati:

Yes. Well, I have both formats. I have the price list because people are very comfortable when they see that there's a price list. So I do price per hour. I have a price per hour and I have a price per hour per psychometric assessment. And same thing for individuals and for teams. So if someone asks me for my price list, I do have a specific price list for like specific numbers of hours and discounts for groups if there are more than five people. I also have value-based. So this is more based on the customized Welcome

Davis Nguyen:

to Career Coaching Secrets, the podcast where we talk with successful career coaches on how they built their success and the hard lessons they learned along the way. My name is Davis Nguyen, and I'm the founder of Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, and even $100,000 weeks. Before Purple Circle, I've grown several seven and eight figure career coaching business myself, and I've been a consultant at two career coaching businesses that are doing over $100 million each. Whether you're an established coach or building your practice for the first time, you'll discover the secrets to elevating your coaching business.

Kevin:

Welcome to Career Coaching Secrets Podcast. I'm Kevin, and today we are joined by Valerie Delati. She's been a coach for over 10 years now. Valerie, welcome to the show.

Valerie Dalati:

Hi, Kevin. Thank you for hosting me.

Kevin:

We're not here to talk about Boston today. One of the things I'm so curious about is your experience as a coach. So I always love to start this podcast with the origin story. And so I love to hear the beginning, the lore. What was kind of the moment that you realized that you wanted to become a coach? And what made you want to turn it into a business. I love to hear the origin story.

Valerie Dalati:

Yes, definitely. Well, it's my motivation in creating lasting transformations and a lasting impact in people's lives. So I wanted to become a coach because by allowing people to transform into better versions of themselves and organization to transform and adapt into new changes, new innovations, be able to solve their problem, I'll be helping them outgrow their problem and dive into like a more process and a more strong performance.

Kevin:

And I'm kind of curious, like who are the typical people that you tend to work with? Well,

Valerie Dalati:

I do work with multinationals and international companies and I do work with professionals. So I can work with individuals and I can work with groups and with various cultures. So international companies usually have multicultural teams. So I'm very comfortable working with like the upper board and C-suite management on their organizational development and corporate objectives.

Kevin:

And what kind of problems do a lot of these people have, I guess, for these C-suites and executives and all that? What kind of problems do you notice that you're helping them through?

Valerie Dalati:

Well, each company has its own, but sometimes, for example, you have a simple problem as decision making. So some people struggle in taking decisions and you have the paralysis of analysis. So what is the paralysis of analysis is when someone is hungry for information, that they spend so much time researching and processing and researching and processing information to a point where they're not able to synthesize, to analyze and to take decisions based on the facts that they have. They're always searching for more. And this is why they become paralyzed. Like, okay, and why this happened? Why that happened? So we help them really understand what is the right amount of information that they should have when they want to make decisions for their companies. What are the facts that they should rely on? How much How much time do they need? Because respecting deadlines is important and overstretching deadlines because of the paralysis of analysis is like a hurdle to companies' performance and progress. So this is like, it could be an example, the decision-making and the paralysis of analysis. A second example could be sometimes you have these functional teams. So teams who don't work in harmony, departments who do not coordinate in silos. And this is where, for example, we work on bringing harmony and alignment. And based off

Kevin:

your experience, what do you feel like your unique approach to coaching is versus like other coaches? I guess your magic touch that like a lot of clients might feel when working with you. What do you feel like that is?

Valerie Dalati:

Well, the first thing is I am so focused on understanding before recommending and before for guiding. So I really do have to understand what is the person's motives. So what are their triggers? Why they're interested in coaching? What do they expect from mentoring? I need to understand their expectations, their motives, their triggers, their pleasure points, as much as their pain point. So I give so much attention in the diagnosis part before I was helping them through questions and through recommendations and references to self-generate their own answers and self-generate their own solutions. Because as a coach and as a mentor, my role is not to dictate and to tell you what to do like in kindergarten. My role is to create this awakening moment that will help you come to your own conclusion that this is what needs to be done. These are recommendations that I would lay in front of you. However, the person has to be convinced. So after the diagnosis comes the guidance. After the guidance comes the harmony. The person has to feel that they are convinced that what they're going through to align with their values, align with their vision, align with their mission. So it's not about a one-time solution. It's about the whole journey that I want my customer to go through and to walk through to make sure that they're really reaching the self-actualization goals that they want. So it's beyond meeting KPIs. It's about like a transformative journey, a growth journey and shaping them into like bettering themselves to fit into what they're really aspiring to become, whether for their businesses or for them as individuals. I

Kevin:

see. So both on the personal level and business level, it seems like.

Valerie Dalati:

Excuse me? I

Kevin:

said both on the personal level and on the business level, it seems like.

Valerie Dalati:

Yes, this is what I mentioned. I work with like professionals, individual persons. It depends on their goals and objectives, why they want to be coached, why they want the guidance of a mentor or a corporate level. We look at the company's portfolio and profile and see, okay, where's the company now? Where's the direction that the company wants to be heading? towards what are some transformations that the company is interested in? Are there like transformation that they want to conclude or sometimes they're imposed because of first measure? Like so many companies during COVID had to transform their business model to be able to thrive into southern environmental change. So many people had to design virtual solutions. So some transformations were forced, not all transformations were organic. And I help my customers navigate and don't don't feel like this forcedness and this force majeure is like discomforting them and making sure that they are comfortable, even if it's a force majeure. I see.

Kevin:

And I'm so curious, like, okay, through these 10 years, you've obviously got different clients and you have like more of the personal people and more corporate people as well. And so I'm very curious about your marketing. And so how do people usually find you and what, like, yeah, what does that customer journey look like?

Valerie Dalati:

Yes. Well, I know now the old hype is about AI sales generating leads. However, my most like customers and client base have been from warm referrals. So from a network that grew organically and from social circles, people who got to meet me in person and be interested in my own insights and input and felt comfortable opening up to me because, you know, in coaching and in consulting, it's not like you're selling like a pen. A pen, you don't need too much time to like decide about it. When you're a coach and consultant, people open up about their pain points, about their challenges. People allow themselves to be vulnerable in front of you, being their corporate vulnerability or their personal vulnerability. And my most successful clients and stories have been from organic and warm referrals and organic social networks because people have been used and comfortable to open up and work with me.

Kevin:

So it seems like, yes, referrals and then also going to in- real life events from what it sounds like?

Valerie Dalati:

Yes. And I mean, and like day to day social presence and whether on the professional level or on the social level or sometimes like if people can answer day to day, sometimes like a conversation. So introductory and discovery meetings do help a lot in creating a generating interest. So people who like navigate LinkedIn and are interested in meeting me via LinkedIn or other social networks, sometimes a two hour introductory meeting and discovery meeting. Makes them feel very comfortable to open up about their corporate challenges and want to work with me on consulting and learning solutions. Same things for individuals. Even though definitely people should give a try with AI lead generation, this doesn't remove the fact that trying the AI e-commerce approach can motivate people to be curious to talk to you. However, the more genuine ones and the more a tangible, I don't want to say tangible, but the correct word would be the more impactful one are the one who came from organic network and warm referrals and social circles.

Kevin:

Yeah. And I'm kind of curious too, since you've been in the game for a while, have you tried any other types of, like, have you tried any sort of marketing so far and it didn't work? Like I talked to some coaches, right? And some of them tried like paid marketing and it just does not do well or anything like that. Have you experimented with any different types of marketing?

Valerie Dalati:

Yes. I I experimented with paid marketing. However, all my clients were always warm network from warm referrals and social networks. So even though I did advertise, however, the high volume and the highest impact was from day-to-day business, social circles, warm referrals, and from people who have done business with me, recommending me to other people. And yes, social and business networks.

Kevin:

What do you feel like the hardest part when it comes to finding clients is? It could be in the past or even currently, but I'm curious about your experience.

Valerie Dalati:

To me, the only part when it was challenging for me was when I had to move to a new market because when I grew and spent so much time into a specific market, the market has been used to me. When I had, because of force majeure, to completely shift into a new market, I had no new connections in that market and I had to do everything and build the momentum back from scratch. It was so much personalized effort because also like working with online channels, people do not know me, like they haven't met me. What I see is a picture or a face of me or like a little video of me or what they see on the website or social media challenge from the interviews and so forth. It's not the same that would motivate them to call me and, hey, we'd like to see you. We'd like to discuss this point with you. So it took me more time to build the momentum in a new market. This is why I believe in organic growth. As much as the technology can be helpful and create awareness and you have to become consistent and timely with your tech marketing it can like build the curiosity that at one point someone will contact you but to me it hasn't manifested in the same way that organic and social networks have worked for me hmm

Kevin:

Let's keep trying

Valerie Dalati:

the other things. I mean, you should keep trying them. With some clients, they have worked a lot, but mainly for people who are new in the market, it's not as a same result for people who have been so much time in the market and using AI lead sales generation tools, AI-based marketing strategies, and so forth.

Kevin:

Thank you for that insight. I really appreciate it too. There's something about going super old school that I think a lot of people just like, especially with everything getting digitalize and all that that in real life presence like can really make you stand out okay let's talk about business for a second one of the things i just love about this podcast is that i can listen to different like see different business models to see what's working with certain coaches at certain stages the thing that i'm kind of curious about is like what are the different coaching containers that you have meaning some people have one-on-one coaching some people have group coaching what do your containers kind of look like right now for you or what kind of coaching do you offer for your business?

Valerie Dalati:

Yes, I do offer coaching programs for groups and for individuals. And I do offer also coaching and mentoring corporate retreats. It's like more serene type of coaching than formal coaching. So informal coaching and mentoring is as beneficial as formal coaching and mentoring. So in the informal coaching and mentoring, it's I work on something called holistic leadership, where I work on the person not only from what they want to achieve, but also creating other transformations and and putting them in the mood to create, putting them in the mood to innovate, putting them in the mood to solve problems and in the right context and environment to be like comfortably open to communication and create changes and make decisions. So I do have both formats, formal and informal coaching programs and coaching sessions. It can be just a few hours or it can be a program that is stretched with observation and KPI monitoring and change monitoring throughout six months or a year. So it depends really on the goal that the client want to work on. And I do work with groups and I do like with teams being the board, the C-suite, being maybe sometimes the CEO by himself to individuals as well, or being independent people who are, for example, want to go through a change. They want to change their career or they're facing obstacles in their career and they need like a few coaching sessions. So I have from well-concised and precise coaching and mentoring programs, formal and informal for corporates and for teams to like loose or if you want selective coaching sessions for individuals based on their specific objectives

Kevin:

yeah and one of the interesting things about your coaching business is that you have a variety of both like more clients that are on the personal end and some that are on the like more corporate c-suite end and whatnot you don't have to give specific numbers right but like i'm very curious about how you go about pricing or any sort of pricing strategies because i know some coaches, like when they're beginning, a lot of times they go toward hourly coaching, but then I see other people who do value-based, right? And so there's all these different models and stuff. Like how did you decide your pricing, I guess, and decide the initial pricing?

Valerie Dalati:

Yes. Well, I have both formats. I have the price list because people are very comfortable when they see that there's a price list. So I do price per hour. I have a price per hour and I have a price per hour per psychometric assessment. And same thing for individuals and for teams. So if someone asks me for my price list, I do have a specific price list for like specific numbers of hours and discounts for groups if there are more than five people. I also have value-based. So this is more based on the customization that's required. So as I mentioned, if a company is looking to create a specific change and go through transformations to be able to reach the change that they want to reach, then I have to customize a program for them. And this is how I value- at the price. So I have both models. It really depends on the objective and what the client wants to achieve. But you need to have a price list because clients are more comfortable when they know that this is the base point that you have. So even when you want to submit a proposal to the client, even if it's customized, they need to see that it is from a specific base. This is how your price range is coming from. This is how you calculated the value of the program that you're designing for the company. So a price list is always more credible and the reasoning behind the price list like this is how much per person this is how much per person per hour with a profile without a profile if you are a group this is the discount now if I am to customize a program for you you know the basics of the price list we will work like you already have an expectation on how like working in high volume committing to one year or committing to six months with you the price range would be so and what would components we would add what components you would work around so So it gives like a sense of comfort to the client and of trust that it's not like just one day it's X dollars, the second day the price has skyrocketed to X, Y dollars. No, it gives the clients the comfort to know that this is the base we're working around and why the pricing is priced this way. I

Kevin:

see. Yeah, it sounds like the more value-based pricing comes with like more companies that you're working with and the individual is more like, it looks like it tends to be more average. hourly from what it seems like?

Valerie Dalati:

Yes, because maybe some people would like to book up to 10 sessions with me and would like a 10-hour package rate for their own specific problems. It could be they need help in solving a specific problem. They need help in being able to communicate their ideas clearly. So they have great ideas. It's just that they feel that they're not able to influence people and motivate them to buy into their ideas. So they need more pacing techniques, influencing skills, and so forth. So this is why it depends really on the objective so when someone know okay this is the hourly rate and we need to have like it depends also how much we need to work on how much condensed is the topic so I need to book like 10 hours with you okay great this is the pricing per hour we can book pricing for 10 hours and this is how it would be with other company there's so much customization you have coaching and workshops and after coaching and workshop you have on-site observations after on-site on-site information and reporting. You have data collection. If they are like working on a specific system and you need to see reports and monitor and re-coach based on the results from the report. Sometimes there are mystery shopper programs that are involved and reports that are generated based on mystery shopper program reports. So it really depends for companies value-based coaching. However, the price list is there. So they have an idea how the price would be worked around, even if it's value-based.

Kevin:

Yeah. Okay. Um, One of the other questions I have for you are like your personal future goals and where you want your coaching business to take you. I guess in the next few years, where do you want your coaching business to take you? Do you have any secret dreams, big ambitions no one knows about? Very curious there.

Valerie Dalati:

Well, I do have for the coming one to three years, my top four goals. And the first one is working on the development of holistic leadership. So what I mean by holistic leadership is really integrating the best practices through workshops and consulting initiatives and adequate activities for organizations and individuals. The second objective would be holding executive and impactful and empowering C-suite projects with international companies. Then being able to like help them strive and help them navigate their upcoming goals. I do like a challenge. I mean, I can work on simple developmental goals, but I do enjoy high impact challenge. It's also creating, my third goal would be creating and publishing my own e-library. So creating this kind of starting with a library, later on evolving into a virtual academy, and definitely integrating the best AI practices, technology, and methodologies with meta-learning that are very gamified, interactive, and call-to-action learning practices. So you already know the talent lab consulting and learning. We are an educative business and a transformative business, so we do create transformation and organizations in people's lives. So these are the top four objectives and goals for the upcoming three years, one to three years.

Kevin:

So it sounds like a lot of digital assets right now. That's what you're kind of focusing on, seems like.

Valerie Dalati:

We focus on both. Holistic leadership includes lots of lifestyle integrated practices. And what I mean by lifestyle integrated practices, it can be like work components, health and fitness components, social relationships components, strategic partnership components. So when I work on the holistic leadership model, I work at space from something called the wheel of life and how as leaders and as people, we are evolving and transforming our lives and impacting other people's lives in a more positive way. So I do have a lot of one-to-one and personalized and transformative self-actualized practices. And I do have the digital ones, of course.

Kevin:

I see. One of the things I want to, let's move on to the next segment, Valerie. One of the things that you get from me as a host because there's a few hosts for this podcast but with me I like to play games and so one of the games I really like to play is a good investment bad investment so basically I'm so curious about the best thing you spent your money on for a coaching business and the worst thing that you spend your money on that you kind of wish you got your money back from it could be coaching it could be training it could be ads it could be team members it could be masterminds anything that comes to mind but I'm curious about your best investment and worst investment in if you're open to

Valerie Dalati:

it. Yes, my best investments are everything related to self-care and self-development practices because they allow me to grow as a person and to maintain them because when I grow and elevate to the next level, I'm able to transfer this channel and knowledge to my mentor and to my groups. Another successful investment is into education and knowledge. So acquiring like credible psychometric assessments, licenses, programs and working around them also to share the knowledge and and be able to synthesize the knowledge that I received and integrate the synthesis to fit into the requirements of my clients. So definitely the top best investments for any coach, I would say, is to invest in self-care and self-developmental practice so they grow as a person and they grow to have an open mind, have a receptive approach, and really be able to channel this open-mindedness, this receptivity, this agility. You know, sometimes even if you have the technical skills, but if you do not have the developmental skills that will allow you to work around the technical skills, you might become obsolete. And what I mean by obsolete is why some organizations are very successful and then at some point they lose their spark. It's because at some point they didn't navigate the difficulty in a way that other companies did. And this is why some companies thrive through challenge and other companies just close their doors. So you wouldn't want, even if you're technically great, to be the company who's closing their door. You would want to be the company who transforms and be able to mold your services into new solutions and new offerings that can fit into the market trend, even if you're a creator, market initiator. But sometimes, as I mentioned, there are force measures that would force you to go into transformations that shouldn't be like door closers for your business. So self-development, self- care and definitely knowledge and education. Keep the learning alive. That's for sure. A worst investment that I did. Now, I don't want to demotivate people from registering in networking groups and networking businesses. But for me, people felt like it's like the composition of the group isn't balanced because in any groups you need to have supply and demand. If you are all supplier and there is no demand in the group, then who are we going to work with? Do you see? So lots of networking groups are supplier-based networking groups. You do not have businesses who have demand for work. So for me, for someone who wanted to open up and integrate into a new market, I felt like we're all suppliers, but no one is demanding the work. So if we're all looking for work and new opportunities, where are the opportunities? So we're all suppliers and there's no demand. And you know, in the market, you need to work based on supply and demand. So I wouldn't advise like registering in networking groups is an expectation for people to invest their time and money in. I would motivate them to like consider networking as part of social component and schedule them like after business hours and not to take them too much too seriously because they're not result generating because you will find yourself in a pool of other suppliers who are looking to explore the opportunities. But where is the demand? Where are the opportunities? A decent or healthy investment in a networking group would be a network where you have both suppliers And supply and demand. But if you invest lots of money in joining several networking groups to grow your circle in a pool that's only suppliers, you would end up with a high suppliers list. Where's the demand? So there are other approaches of attracting clients, of attracting opportunities, of growing into new markets. And it's definitely not through networking groups. Sorry to disappoint you about this.

Kevin:

No, I'm not disappointed at all. It sounds like when you went to these networking events and whatnot, there were just like no potential customers. Potential customers aren't really there. I

Valerie Dalati:

felt like I was growing my suppliers list. However, I didn't feel like I'm broadening my opportunities and broadening my integration in the market. So it's not definitely the place to conquer the market.

Kevin:

I see. Okay. All right. Thanks for sharing the best investment, worst investment. Last question. So knock on wood, I hope this doesn't happen to you, Valerie. But if let's say your business disappears overnight, let's say if you had to start over, you have zero Zero followers, zero clients, none of the relationships that you have right now, but you have all the wisdom that you have. What would your first 90 days kind of look like if you had to rebuild your coaching business?

Valerie Dalati:

What would my first 90 days look like if I have to rebuild my coaching business from scratch?

Kevin:

Yeah, yeah, yeah, yeah. Let's say you're day one Valerie all over again. I

Valerie Dalati:

like your question. In fact, well, I mean... I would definitely work on new marketing and broadcast and outreach perspective because eventually, you know, it's like if your garden has been burned, you would need to like repurchase new fertilizers and new soils to like replant because the best of the seeds cannot grow without a supporting milieu. So even if I have the best knowledge, the best credentials, the best everything, I can give you the top pro And I have the best psychometric assessment for you to conduct your profile and coach you and generate reports. If the environment is not the right environment for you, you will not grow. So the first thing I want to make sure is that my seeds are planted where they should be planted. Because you know, if you're a shark and you're strong and you're out of the water, what would happen to you? Is it the right environment to be out of the water or you should be in the water? Definitely, you should be in the water. If you're an eagle who is thriving and I just take the seagull and place it in the swimming pool, what would happen to you? to the eagle. Is the water the right environment for the eagle? Yes or no. So you can be as much as strong and as thriving as you are, but if it's not the right environment for you, it will kill you. So the first thing that I would make sure is that the soil in which I'm in is the right soil for me. It's the right place to be. So am I where I should be or should I move or be someplace else? So what changes to my network should I make as well? Because as they say, your network is your net worth. So after identifying the soil, or the environment, number one. Number two is the surrounding. So what am I surrounded with? How can my network help me grow into the next level of my life? So environment and surrounding are the top two things that I would consider and I would spend my 90 days on studying if this is the right fit for me or if I should relocate, have make changes in my network, have make changes in my environment because I don't want to have a hamster effect when I'm constantly like, you know the hamster when he's in this wheel, He's doing effort, effort, effort, and the wheel is turning around. In the end, what's the result? No result. Too much work, too much effort, and still he's the same place. I don't want to be a hamster, so I want to thrive in the right environment. And if this means cutting the people who are toxic for me, I will. If this means relocating and changing environment, I will. So decisions have to be done in order to avoid this burnout.

Kevin:

Is there a certain environment that you feel like, I mean, you've been in business for about 10 years, right? And so are there certain environments that you notice that you thrive in?

Valerie Dalati:

I'm sorry, I couldn't hear you well.

Kevin:

Are there certain environments that you feel like you thrive in? I mean, you've been in business for 10 years, so I'm sure you've experienced quite a bit. So have you noticed any of those environments that you really thrive in?

Valerie Dalati:

Well, I do strive in environments with whom my values align. And this is where one of the most important exercises that I like to conduct to corporations is something called the work on window values. It's a model that shows if we have like value alignment before we start working. Because if I am a transformative coach and the culture in the company is very controlling and hierarchical, then the transformation that I bring will not be able to be properly integrated if the monopoly of decision-making is concentrated in only one person. So some things have to be worked on to see how I need to work with the management. Because if a manager sends someone to a training, And after this person comes back from their training and they would say, hey, I have a new idea. I want to like, let's create one to three enhancements in the business. And then they pitch it to the board. And the board think, no, we're not going to go through this. We've been doing what we've been doing for the past. I don't know how many years and we've been doing it well. But even if you've been doing so many things for so many years so well, this doesn't mean that you shouldn't be open up to new enhancements. And what's the point of sending and paying for someone to go to training if I'm not going to have the return on investment well integrated in the company just because the person has to decide. It's centralized decision making. And according to the person, well, we're not going to do this. We're just going to stick for what we have. Well, you're here to learn new things. Okay. Things have been successful for you. Build on them even more. So this is the number thing I work on is starting with the top management, working on company culture and company values before I start integrating into solutions. And this is why some environments have been more thriving than others because the environment that have been more thriving than others are the environment who are more receptive to like have horizontal growth, not just vertical and imposed decisions that are like skyrocketed from up down.

Kevin:

Cool. Last question for you, Valerie. How can people find you and how can people connect with you?

Valerie Dalati:

Yes, people can find me on LinkedIn. So I do have my LinkedIn profile. So if they search my name, Valerie Dalati, they can connect with me and they can also schedule a virtual introduction So under my name, there's something called schedule a virtual meeting. So in this virtual meeting is an introductory and discovery meeting. I get to connect with people, see what their interests are and see how I can help them in their journey and their career and professional growth. So this is the most practical way to connect with me by adding me on LinkedIn and scheduling a virtual meeting with me.

Kevin:

Okay. How generous of you. You're definitely generous with your time and all that as well. Thank you for sharing your experiences, Valerie. Valerie, hopefully we'll see you again next time. I appreciate you spending time with me today.

Valerie Dalati:

Thank you very much for hosting me. And I look forward to be back live with you at the upcoming episode and discussing other topics as well.

Kevin:

Yeah, cool. Thanks. Editor, we'll cut from here. Cool. Valerie, how do you feel?

Valerie Dalati:

Well, I feel great. What about you?

Kevin:

I felt like you're a little stressed out in the beginning, but you started relaxing near the end or near the middle part. Well,

Valerie Dalati:

because I didn't expect the technical things So I had to readjust and just re-work

Kevin:

around the

Valerie Dalati:

technicalities, but it's okay.

Kevin:

It's totally normal. I mean, that's like, it always happens. But yeah, I think it went well. Let's see. So basically what will happen is I think we're about, it's normally about one or two weeks for the podcast to come out, but I think we're at like two to three weeks because we have so many podcasts at the moment. But what will happen is we'll upload on YouTube. We'll upload on LinkedIn. you'll get tagged on LinkedIn and stuff too. We do have your LinkedIn account.

Valerie Dalati:

Yes. Before you publish it, can I see the video? Because I'm sure you're going to have lots of edits. And I would like to see the script, like your questions and my answers. So because lots of people, they're like more visuals. So sometimes they want to read your question and read my answer. So if you want, you can, before you publish the video, I can take a look at the question you asked me and how I answered them. And we make sure that there's a script under the video that people can read the script questions and answers not just watch the video

Kevin:

we don't typically do that but if you want to if you want to edit it on your end I mean I'm more than happy to give you I can arrange to give you the raw files and you can edit it any way that you want as well

Valerie Dalati:

I want to re-edit it and do everything from scratch I'm sure you're going to like remove the first part where we had the technical challenge and then so now we're still recording you're going to move this part as well so you're going to move the informal part

Kevin:

cool last question question for you, Valerie. How can people find you and how can people connect with you?

Valerie Dalati:

Yes, people can find me on LinkedIn. So I do have my LinkedIn profile. So if they search my name, Valerie Dalati, they can connect with me and they can also schedule a virtual introductory meeting. So under my name, there's something called schedule a virtual meeting. So in this virtual meeting is an introductory and discovery meeting. I get to connect with people, see what their interests are and see how I can help them in their journey, in their career and professional growth. So this is the most practical way to connect with me by adding me on LinkedIn and scheduling a virtual meeting with me.

Kevin:

Okay. How generous of you. You're definitely generous with your time and all that as well. Thank you for sharing your experiences, Valerie. Hopefully we'll see you again next time. I appreciate you spending time with me today.

Valerie Dalati:

Thank you very much for hosting me and I look forward to be back live with you at the upcoming episode and discussing other topics as well.

Davis Nguyen:

That's it for this episode of Career Coachings Thank you.