Biodiversity for Business with Oliver Dauert
Episode Summary
Oliver Dauert has loved nature since he was five years old, but he didn't take the obvious path of studying ecology or marine biology. Instead he chose business, convinced that understanding the system was the best way to change it. After working in tech and watching biodiversity fall to the bottom of every corporate priority list, he decided he couldn't keep showing up for work that didn't address what he saw as the defining crisis of our time.
The result is Wildya, a consultancy and online community built for people already working on nature — the founders of small NGOs, the entrepreneurs trying to restore coral reefs or rewild bison, the passionate professionals who are great at the nature part but struggle with the business part. Oliver's pitch is simple: he helps them get more attention, convert that attention into revenue, and scale their impact.
The conversation ranges widely — from the Jenga tower metaphor Oliver uses to explain ecosystem collapse, to the practical steps any business can take to start contributing to local biodiversity, to the surprisingly honest accounting of what two years of entrepreneurial pivoting actually looks like. Oliver is refreshingly candid about the timing mistakes, the identity struggles, and the loneliness of caring deeply about something most people can't even pronounce correctly.
Oliver believes business and nature don't have to be enemies — the same tools used to sell products and build brands can be turned toward restoring the world. That's the bet Wildya is making, and after listening to Oliver make his case, it's a hard one to argue with.
Guest
Oliver Dauert - Oliver Dauert is a biodiversity entrepreneur, TEDx speaker, and founder of Wildya, a venture he describes as the Y Combinator for nature. Berlin-born and safari-trained, Oliver left a corporate career to focus entirely on biodiversity impact, helping ecopreneurs — founders of nature-first businesses and NGOs — grow their ideas into measurable real-world change. Through Wildya, he offers bootcamps, community building, and consulting to support ventures working on everything from rewilding to coral restoration.
Show Notes
Oliver Dauert is the founder of Wildya, a consultancy helping nature NGOs and nature businesses grow their impact by getting better at marketing, sales, and personal branding. A Berlin native who wanted to be an elephant seal at age five, Oliver studied business specifically to understand how to change the systems driving the biodiversity crisis. After two years of pivots — from eco-anxiety coaching to corporate consulting — Wildya has found its focus helping the people already doing the work get more attention, more customers, and more resources.
In this episode, Oliver and Tom discuss:
The Jenga tower explanation of why biodiversity loss threatens everything we've built as a civilization
Why Oliver chose business over marine biology — and whether he regrets it
How he built a community of tens of thousands on LinkedIn by being a messenger rather than a marketer
The business model behind Wildya, from free LinkedIn content to paid bootcamps and one-on-one consulting
Why the CSRD rollback and Trump's reelection killed his corporate pivot — and why the timing was just wrong
What "rewilding your backyard" actually looks like, and the three steps any individual or business can take today
Why biodiversity is a long-term business investment, not a cost — and how compounding returns apply to nature just as they do to capital
The IUCN tool that shows you exactly what's threatening species within 50 kilometers of your home
The butterfly that nested on his Berlin balcony and what it taught him about positive feedback loops
Why personal branding isn't self-promotion — and why the messenger matters less than the message
Resources mentioned:
1% for the Planet directory: www.onepercentfortheplanet.org
IUCN Red List species threat tool: www.iucnredlist.org
Wildya community: wildya.com
Transcript
Tom: Oliver, it is so good to see you. Thank you for joining me today.
Oliver: Thank you for the opportunity. I really appreciate it.
Tom: I am very interested in your biography and how your upbringing led you to starting a consultancy in biodiversity.
Oliver: Where to begin? Let me set the stage. When I was five years old, I asked my mom to dress me up as an elephant seal for Carnival. You can already understand a bit what a weirdo I am. Other kids wanted to be firefighters, cowboys, policemen, and I wanted to be an elephant seal. I've been really in love with nature from a very young age, and I was really fortunate that my parents were really supportive in nurturing that love. But then I approached my teenage years, and in teenage years nature is not as sexy or hip or cool. So I lost myself a bit. I didn't really show up for nature, didn't really do much about it. After high school, I had to decide: do I want to live a life for other people, or do I want to live a life that makes me really happy and fulfilled — one that has predominantly nature in it? I had to ask myself, in what way can I help nature in the best possible way? Back then I chose business because I realized that at the root of a lot of the problems in the natural world lies business. I said, let's study it so I can understand the system better, understand the tools businesses are using, and figure out how we can use all of that power — instead of destroying the world further — to restore and regenerate it. So I studied business, worked in different industries, always in tech, and just realized biodiversity was rarely at the top of the priority list. Eventually I said, I can't keep working on something that, for me, is not the most pressing issue of our time. I felt like I wasn't showing up as the person I wanted to become when I decided to study business. So I ventured out, started the company, and the last two years have been a wild rollercoaster ride.
Tom: There's a lot in there I want to unpack. At one point you mentioned living a life for others rather than for yourself. When you first went into business, do you think you were doing that for other people?
Oliver: There was probably a certain part of that, because back then I was kind of lost about what I should study. Luckily I took a year off in Australia — worked in hostels, cleaned bathrooms, waited tables. It gave me a real appreciation for hard work and also for learning and studying. I thought that business was probably the skillset where I could intervene in the system in the best possible way to help nature more. From a pure interest standpoint I definitely would have loved to study marine biology, zoology, or ecology. But I felt that personally I might not have the same positive impact as if I studied business. So that was my thinking: study business so I can help nature at a larger scale.
Tom: Now that you've been doing this for a couple of years, do you still believe business can be a tool for good?
Oliver: Oh, for sure. We see it already with some role-model examples. Every company is on a journey, so no company is perfect, but we see it already with companies like Vivo, Barefoot, Allbirds, and Patagonia. There are so many different companies that at least show that the ordinary, business-as-usual way right now is broken, and we can do things to improve how businesses are run so that they benefit communities and nature — or at least produce less harm. Ideally, we use the force and the power of business to actually do good: to restore and regenerate. I still definitely believe that, and luckily there are already some positive examples showing us the way. And it's actually quite lucrative from a financial perspective as well.
Tom: Let's talk a little bit about the biodiversity crisis — how you became aware of it and your summary of where we're at right now.
Oliver: How I got aware of it is tough to say, because so many things probably happened when I was younger that I just can't remember. One scene that is fairly vivid is that we have a large natural history museum in Berlin. They have the Tasmanian tiger — or Tasmanian wolf, the names always trip me up in English — but it used to be the largest predator in Australia. It went extinct due to human activity, our hunting and so forth. I was always going to that museum with my mom and asking about that animal and where I could find it. She had to explain to a very young child what extinction is, and what human-made extinction is. It's one thing to see a dinosaur and explain to your kid that they're gone because of a meteor. It's a very different discussion when you have to say, you know what, this was actually because of us. That was probably the early moment where I started to realize something was wrong. The second really powerful moment was in my teenage years, when I felt that group pressure was steering me away from my passion and I had the feeling I had to hide it. Looking back now, it's quite clear, even though it wasn't clear to me in that moment. As for where we are with the biodiversity crisis — I always try to explain it with the image of a Jenga tower. We as a human species are part of that tower, but we are just one block. All the other species are different blocks. What we are unfortunately doing is taking away more and more blocks from that tower, very fast. Whoever has played Jenga knows it works for a while, but eventually it collapses. Right now, essentially all science is pointing toward the fact that the tower is already shaking. And we need to remind ourselves that we are part of the tower — when it falls, we fall too. We depend on biodiversity for our water, our oxygen, the food we eat, the medicine we have, the inspiration we get, the beauty around us. There are so many tangible and intangible things where we depend on nature. It is the foundation of everything we have ever built as a society and as a species, built on the safe construct that nature would always have our back. And there is not much left that nature can give.
Tom: In your business consulting practice, is it a requirement that the people you work with share your point of view on biodiversity?
Oliver: No. Personally, I'm someone who believes we need to build bridges rather than deny people the opportunity to work with us. What is important to me is intention. Do they want to change something, or do they want to cover something up? I don't work with people who want to cover things up — that's just not how I work. But if they want to change, even if they're in an industry that is currently quite damaging to biodiversity, and they're serious about it, I'm always happy to help.
Tom: I was looking at your online community and saw testimonials from people saying they didn't know a group like this existed. You mentioned feeling that sense of isolation as a kid. I'm very interested in how you grew your online community. The phrase 'online community' gets thrown around a lot, and I've personally never experienced one online that felt close to a real-life community. But your testimonials suggest that Wildya genuinely feels like that. How did you create it?
Oliver: I always like to start with why. The why came from several reasons. One you already mentioned: from a selfish perspective, I was looking around my personal life and couldn't really find a lot of people who love nature the way I do — not in my friend circle or the places I lived. I was like, I have to find them. I didn't really find other communities that brought these kinds of people together. I couldn't find what I was looking for online, so I said, apparently I need to build this myself. Initially I started writing on LinkedIn, because if you build a community outside of an existing network, people still need to hear about it somehow. So I started by connecting with people — whether I'd read a book or an article or came across someone by chance, I was always reaching out and trying to get on the phone with people to understand what they were working on and where they saw the problems. That just grew and grew. At the same time I was also starting to write — my thoughts, what I was learning from phone calls, what I was reading, how I was making sense of things. That grew as well. Because both of those things were growing for a while, I was sitting on a community. But social media, as it is, is its own beast. It really distracts, and it's hard to unite people, organize them, or share deeper knowledge, because everything is at the mercy of the algorithm. If the algorithm stops feeding your content, some people may not have seen your work in six months just because they stopped engaging with two or three of your posts. So the idea was: let's create a community that lives outside of that. That became Wildya. We needed a place where we could meet online and offline, where we could share in a secure setting — because not everyone is comfortable being very public on social media — and where we could structure resources so people have an easier time on their journey. That's why we built what I had been looking for myself.
Tom: Let me see if I understand the business flow of Wildya. You begin on LinkedIn as a free platform, attract an audience in the tens of thousands, and from there you move to Substack, which is a combination of free and paid. Substack then leads to Wildya, which is a subscription-based paid community. Within Wildya you also offer individual one-on-one coaching and boot camps. And you're also building out consulting for businesses — some bespoke, some more modular. Am I understanding that path correctly?
Oliver: Yes, definitely. LinkedIn is free. Substack is also free, but it's much more focused on people who want to take action — the practical steps people can take for biodiversity. It's much more action-oriented than my LinkedIn content. We also have free workshops, because we really believe in giving generously. Every three weeks we teach people in the biodiversity space how to get better at the business side of things, because they are fantastic people who often struggle with getting attention and growing their nature impact through better business practices. We create blog articles and do a ton of free content. Then, as you described, people can come to the community. Within it, half is paid and half is free. The social part — our gatherings in Paris, London, or Berlin, and our online social events — is free. What is paid is things like when ecologists come in and share their stories and what they've learned, or access to certain resources. We need to find a way to sustain all that work. From there, people can choose: I need more support, I want to get from A to B — that's what the bootcamps are for. And if someone says, I'm not really a bootcamp person or a community person, but I'd really like to work with you, then we work one-on-one on product, marketing, and sales.
Tom: Can you walk me through one of your successes — a business or person who came to you and how Wildya helped?
Oliver: One of the things that is honestly quite challenging as an ecopreneur is the pivoting part. We just did a fairly significant pivot in terms of our product about one month ago. That obviously changes what our current testimonials and success stories look like. When we started two years ago, we first worked in mental health — we combined mental health with nature. We helped people deal with eco-anxiety, and we had really great examples of people who slowly reduced that anxiety and managed to transform that energy constructively. Then we grew this biodiversity community where people from all sides of the biodiversity world were coming together and trying to take action. We saw everything from people creating small rewilding patches in their garden, to people knocking on their neighbor's doors to ask if they could start rewilding their property, to people quitting their jobs, finding new jobs, or co-founding businesses. It was a colorful mix, because we were not yet clear on who we could best help. We took a brief excursion into trying to bring biodiversity into the corporate world — about three months — because I thought I was well enough equipped to help corporates, and I think I still am. But it came at the moment Trump got reelected and the CSRD was rolled back, and I realized that timing-wise, this was probably the worst possible moment. For someone entirely focused on biodiversity, it was going to be very challenging. So two months ago we decided to pivot and really focus on helping the people we had actually been helping over the past two years: people with nature NGOs and nature businesses who were trying to figure out how to get more attention and convert that attention into sales. We helped nature NGOs and nature businesses win large grants, get more visibility for their projects, start their businesses, develop side hustles, work on personal branding, and feel more confident posting publicly. And then the personal messages I receive on LinkedIn — people saying this work is really resonating with them, inspiring them to take action personally or within their companies — those are all really important stories. I should do a better job of writing them all down.
Tom: I love your pivot. I completely agree with your read on the corporate market — the timing is just bad. Maybe the Jenga tower has to completely fall before corporate decides to do something about it. But I also think you can make such a great difference in the lives of individuals and of NGOs and small companies. What I hear you describing is Wildya as a kind of product and sales enablement consultancy for nature businesses and nature organizations dedicated to the environment.
Oliver: Yes.
Tom: You mentioned the development of a personal brand, and that's something I want to dig into. You talked earlier about the algorithm and the general cruelty of social media. When you were in that phase of struggle and exploration on LinkedIn, were you pouring your heart out, or were you thinking more like, what's going to resonate with my audience?
Oliver: I'm always trying to be respectful of the community. If people give me their attention, I try to reflect on what they can learn from it and what they can take away. Even if I share something personal, I always try to find a way where they can either learn from something I messed up or gain a new perspective. So yes, I definitely think about the community first and foremost. One thing I find a bit challenging — and where I think the nature community can improve — is visibility. In the general public, it's still not really visible or clear how much of a struggle it is to do something good in this space right now. People know the statistics about startups — how many fail, how few make it to two years, how few of those make it to five years. Now imagine that if that is already hard for a normal startup, and then you add the fact that you're not only trying to prioritize cash flow and profit margins, but you're simultaneously trying to maximize positive impact. Now you have two key KPIs that, in the classical system we've created, are almost contradicting each other. You can either make money or make positive change, but you rarely can have both — that's the system right now. Trying to change the system while running the company while dealing with tipping points and everything else — people should know more about that. Not in a whining or complaining way, but I think people just need to understand that there are more of us than they think, and there's more they can do than just saying, oh, I find what you're doing so inspiring. That's great to hear, but are there other things you can do? Can you introduce me to some of your corporate contacts? Can you volunteer your time? Can you be a customer? Can you write a testimonial? There are so many ways people can help, and we need to be honest about where we're really at and be very strategic about how we ask for help.
Tom: What you just described is applicable to just about any organization. My wife and I were in church on Sunday, and the minister was saying essentially the same thing — she was talking about the 'not yet' people: those who say they want to help but are waiting until after this or that. She was saying, we have a lot going on, and if you really want to help, here are specific things you can do right now. I want to take Fortune's Path as an example — a consultancy in Nashville, Tennessee, mostly my wife and me with occasional contractors. Let's say we wanted to begin what you called 'rewilding' — doing something to help sustain the environment here in Nashville. Where would we start? What would you suggest?
Oliver: I always try to think about the path of least resistance. The least resistance is always to check if there's already someone doing this work, because sometimes there is and you just haven't heard about them. The first step would be to Google it or use ChatGPT. There's also a website I find really powerful called 1% for the Planet — it's a directory of companies and NGOs working together to improve the world. You can type in your location and usually find nearby NGOs doing something. Now let's say there's really nobody doing anything nearby. The second step would be: what is within your control? Do you have a backyard?
Tom: We have a backyard.
Oliver: Then look at it on a micro level. Can it look different? Do you need to mow the lawn all the time? Can you create a space that's shared with nature — a portion of the garden that you give back to it? You'd figure out what plants are native to your area and start planting those instead of exotic varieties, so they can help your local pollinators and insects. And if you have more local insects, you'll have more local birds. You can start this no matter if you have a little balcony or a patch of grass. Not mowing the lawn helps a great deal. I'm always a big fan of starting in your own backyard. If you want to go further, there's a website called IUCN — I'll share the link in the show notes. What they do is track how species are doing and why they're endangered. They also have a tool where you can enter your location and understand, within a 50-kilometer radius, what is driving the most pressure on species in your region. It's really specific. It can tell you whether it's hunting, agriculture, urbanization, fishing. Within that 50-kilometer radius you'll have a very clear local picture — not Africa, not the Amazon, but what's happening right around you. From that, you'll likely get a few ideas of what you can do. Let's say agriculture comes up as the biggest factor — what can you do to help change that? Then you just start going down that rabbit hole. So the three actions in order: first, is there already somebody doing great work that you can support with your money or your time? That's the easiest. Second, do something in your own backyard. Third, when your own backyard isn't enough and your neighbors and family are already on board, think in terms of that 50-kilometer radius, and then expand nationally or globally. But step by step, because it's like a positive drug. You do something good and you see positive feedback loops coming back to you — more life, more wins — and that keeps you going when things aren't going your way.
Tom: Can you tell me a personal rewilding story, something you personally did where you felt that positive feedback loop you just described?
Oliver: We have a little balcony, and I started planting native plants. It's also a learning journey for me — I'm very much still figuring things out. We started planting exclusively local native flowers — nothing else. Last year we were super lucky: a butterfly actually nested and laid eggs on one of the plants. We had a week where we suddenly had twelve or fifteen caterpillars, and I was like, what are these? I figured out a butterfly had nested there. It was just beautiful because it was so unexpected. You think, maybe if I'm lucky I'll see a bee or something. And it even went beyond that — I actually witnessed the different stages of life right in front of me, from a balcony. Not a lush meadow or forest, just a balcony.
Tom: That's a great story. Does that kind of experience restore you? When you were a kid you wanted to be an elephant seal —
Oliver: Even weirder — an elephant seal is the one with the big nose, which makes it even weirder.
Tom: It really does. But does it restore you? When you're watching the caterpillars, do you feel that sense of wonder again?
Oliver: For sure. Nature, without it, I wouldn't even know what I'd do with my life. I always try to explain to people: on one side, it's the biggest recharger — it's the thing that keeps you going. And at the same time, going back to what I was saying about the mental health of people active in this space, it can also be a place of pain. Because as soon as you expose yourself to learning more about our natural world and what is driving its decline, you see how many levers we need to pull in order to change it, and how many different ways we are destroying nature. Bottom trawling. Pesticides. Soil degradation. Invasive species. Plastics everywhere. Sooner or later you're out in nature, but it's different from how other people experience it. Most people see something green and they're amazed. You see much more detail — the bees, the fungi, the plants — and that's incredible. But at the same time, you're also much more devastated, because you can see things other people just can't see. It's like glasses. Once you learn more, you can't take them off. That's always the juggling act: being really present and trying to appreciate the little wins and little victories, while also managing the incoming anxiety of seeing what's happening.
Tom: What you're describing is common to most journeys of expertise. There's a pattern — Ken Blanchard calls it the enthusiastic novice — where you start out completely excited and in love with something, and then as your knowledge grows you hit a point where you feel overwhelmed, like you'll never fully grasp it. You go through a trough before reaching what education researchers call flexible expertise, where you've mastered the fundamentals and you can connect them in creative new ways. My favorite author Montaigne wrote about this — he was a scholar who reflected on how tiny his knowledge was compared to everything he didn't know, and he used that awareness to restore himself rather than defeat himself. The education researcher I used to work with talked about the idea of the expert-novice: as you maintain your enthusiasm and open-mindedness, you stay capable of seeing possibility. Because an expert, which is very hard to maintain, can reach that point where all they see is what's wrong. A novice in the same situation might say, well, have you tried this? And the expert thinks, I can't believe I never thought of that. I love the journey you're on, and I love the fact that even as a consultant you're willing to say you're still learning. Now, you mentioned earlier that you believe addressing the biodiversity problem can be lucrative for businesses. How?
Oliver: I think it always depends on the perspective of leadership. If the leadership is focused only on the profit margin for the next quarter because they plan to retire next year and want maximum compensation, biodiversity isn't lucrative — it doesn't pay off on a short-term horizon. But if you're a leader who thinks beyond just your tenure as CEO, who thinks in terms of three, four, five or more years — now you're genuinely concerned about making sure the company you're leading is ready to face the challenges ahead. Then I think biodiversity is a very high priority. The World Economic Forum publishes a risk report every year where leaders in policy, business, and science identify the biggest risks. In the short term the priorities shift — war, financial downturns, AI. But in the long term the picture almost never changes. Climate and nature always dominate. Four out of the top five biggest risks for businesses over the next ten years are all nature-related. And we keep pushing them off — in ten years, in ten years. But eventually there won't be ten years, and it will just create enormous costs. Companies really don't like uncertainty and chaos. We saw this with recent tariff situations — people want stability, safety, and the ability to consume. Biodiversity loss creates famines, disrupts supply chains, collapses resources. Take water — we're already starting to see restrictions on fresh water access in the UK. All of those challenges pile up and feed on profit margins. Before, nature did a lot of this work for free. But we are no longer in a position where nature can always cover our backs. In the long term, companies need to invest in nature in order to thrive. It will make them more resilient, strengthen their brand, and improve the quality of their products.
Tom: What I heard is: if you're concerned about the next fifteen minutes because you plan to sell in thirty, this isn't for you. But if you have an eye toward ten years from now, this is absolutely for you. I don't want to muddy your positioning, because I think you've done a really nice job of defining your market as helping nature businesses get better. But there's a related category worth noting: businesses that are nature-dependent. Farming, forestry — any company that relies on the natural world and has plans to be in business ten years from now could see biodiversity as extremely lucrative, precisely because investing in it today means avoiding massive costs in the future. For example, there's a problem in monoculture forestry — a lot of what looks like a forest is really the same tree repeated thousands of times, which means if one pest gets in, it can devastate the entire thing at once.
Oliver: This is already happening in Germany. That's one of the biggest issues in German timber production — I don't recall the English name but there's a bark beetle that is causing enormous damage everywhere. And with species we've introduced — for example, in Portugal and Spain there are massive forests of eucalyptus. The timber is apparently quite good and it grows fast. But it's not native, so it's not suited to those conditions. Now they have significantly more wildfires, more damage for businesses and local communities. There are so many examples like this. It is a short-term cost in the conventional view, but companies have to start seeing it as an investment. Like any investment — if you invest in AI you don't necessarily see immediate benefits across the board. The same is partly true for nature: you'll get some immediate benefits from protecting biodiversity, but the real case for it is the long game. It's compounding interest. The more you invest, the more you benefit, exponentially over time.
Tom: I want to pivot to close out our conversation. You're a very compelling person and a very articulate speaker. I enjoyed your writing on your website — I found it inclusive and interesting. You've talked a little about personal brand, which is a concept I'll confess I've always been a little uncomfortable with. What does that concept mean to you? Because the part that has made me uncomfortable is that it sounds self-centered, and it sounds like you might be performing rather than being genuine. Tell me why I'm wrong.
Oliver: First of all — when I talk about doing personal branding, did you get the sense that I was misleading you, or did it feel authentic?
Tom: You seem extremely genuine to me. That's actually why I asked the question about what you were doing on LinkedIn — whether you were opening your heart — and you said yes and no, that you always share things in the context of being helpful to others, not just bleeding on the page.
Oliver: Exactly. How I see personal branding is: it's the term marketing people use for it, that's just what it's called. At the beginning it can feel very uncomfortable — who's going to care what I write? Do I really need a photo of myself? Do I have to speak in front of a camera? But around a year into this journey I realized something that has been really profound, and I now try to share it with everyone I talk to about this: you are the messenger, but it's the message that matters. What do you talk about? People connect much more easily with another person than with a logo speaking at them. A company or an NGO is often just a logo talking to you, and how much does that carry the message? But if there's a person in their garden showing you what they're doing and what you can do too, you're going to follow their advice over the logo of, say, WWF, because you feel like you can trust that person. Personal branding is really not about you. As soon as your content is just about you, I think you're doing it wrong. There are plenty of examples — Cristiano Ronaldo, Kim Kardashian — who have great numbers and are doing it right in their context. But if you care more about creating a positive impact, your content shouldn't be focused on you as a person. You're just a messenger for the important ideas you're trying to convey. Today, for example, I posted something I knew probably wouldn't get a lot of engagement. But it was really important to me to share it because it was about something I find genuinely puzzling: people are obsessed with dinosaurs, which went extinct millions of years ago, and yet they pay zero attention to species alive right now that are just as incredible — species they don't even know the names of. I'm going to see the new Jurassic World movie this week, by the way, because I'm still very obsessed with dinosaurs. But I was the messenger for that idea. I'm in the picture — I had my face Photoshopped onto a triceratops so people recognize it's me — but I'm just the vehicle for getting the message across. People connect with people. Once they do, then and only then do you have a real chance to talk about the problem you think is most urgent, because in the end all of this is about elevating problems on people's priority lists. Can we agree that the climate and nature crisis belongs at the top? Through all of our work, we can help move it up that list.
Tom: This has been a lot of fun.
Oliver: Likewise.
Tom: I'd love to have you back in about a year. You just went through a pivot, and I love your focus right now. I'd love to find out how it's going.
Oliver: Yes, thank you so much for the time. Thank you for the thoughtful questions, and thank you for giving me the opportunity to speak to your community. It's always really fantastic to speak to people who may not have come across this topic yet. And 'biodiversity,' honestly, is a terrible term. Whoever named it didn't do us any favors — it sounds very sciencey. So I love that you gave me the opportunity to just talk about the thing I love most.