The Huge Impact of Small Changes: My Conversation on Give A Heck
- dougkatz8
- Jul 20
- 21 min read
On Character as Currency, Ego Death as Leadership Strategy, and Why Retirement Is a Slide Toward Irrelevance
I sat down with Dwight Heck on the Give A Heck Podcast — a show built around helping people live life on purpose, not by accident — for a wide-ranging hour-plus conversation that started with my origin story and ended somewhere I didn't expect: an argument against retirement as a life goal, and a case for character as the actual currency of leadership. Along the way we covered why my kids are learning ownership over obedience, why Zen Buddhism helped me build the NULU team, and why I punched a refrigerator in 2019 and had to explain it at the emergency room. If you're mostly interested in the highlights, here's the map. Timestamps, the ideas at each stop, and the through-line that connects them.
⏱ [3:20] — East Grand Rapids, Red Dawn, and the Draw of Service
"Every once in a while I have epiphanies — Red Dawn came on TV recently and I realized that's what drew me. Service and purpose on one side, action and excitement on the other."
I grew up in East Grand Rapids after being born in Ohio, and it was a place that let me reinvent myself between middle school and high school. Athletics came in, confidence came in, and the pull toward the military showed up around the same time. This was the tail end of when Vietnam movies were coming to theaters as adult reckoning — Platoon, Full Metal Jacket — and layered on top of those was Red Dawn, which appealed to a different part of me entirely. Service and purpose on one side. Action and excitement on the other. That combination is what pushed me toward West Point.
I got in — I joke that maybe it was a light application year — and it turned out to be the first real watershed. If you're a young person reading this and you can't articulate what draws you yet, that's fine. Pay attention to the movies that grip you. Pay attention to what you watch that makes you sit up. The signal is often in the emotional reaction, not the logical analysis.
⏱ [4:53] — Character as Currency
"At the Academy, your word and how you treat people is the currency by which you gain friends and become successful. It's not to say there aren't people in Corporate America without character — but character is valued differently there."
The one thing I didn't get to in the pre-conversation with Dwight was character. At West Point, character is the currency. Your word and your treatment of people is how you accumulate the credibility that lets you lead. In Corporate America, character exists — but it's not the primary exchange medium. Financial performance is. Political maneuvering is. Character helps, but it's not what the system is optimized to reward.
That difference is bigger than it sounds. When character is the currency, the highest-performing people are usually also the most trustworthy. When something else is the currency, the highest-performing people are optimizing for that something else — and character becomes a nice-to-have. That's one of the reasons the transition from military to corporate feels like a values shift, not just a career shift. Because it is.
⏱ [8:03] — The Open-Heart Watershed
"Statistically there's a small chance something can happen — but it's a chance. Looking in the face of the possibility that I couldn't get off the table was a real watershed."
Eight years ago I had open-heart surgery to repair a congenital aneurysm. Statistically it was a very survivable procedure. Emotionally it was the first time I truly grappled with the possibility that I might not walk out of the operating room. That kind of moment does something to your calibration. You stop tolerating things that don't matter. You stop deferring things that do.
Shortly after, I was working at a startup where the founder treated people badly. I walked into his office and effectively said "I'm done." He asked what I was going to do. I told him I didn't know yet, but not this. That was the beginning of moving from what Corporate America wanted me to be to who I actually am. Everyone needs to make that shift eventually. The sooner the better.
⏱ [9:37] — Failure Is Missing an Objective, Not a Verdict
"I've picked up more from those failed experiences than I thought. Failure is a failure to meet your objectives — not a personal failure."
The reframe that changed how I approach entrepreneurship: failure isn't a verdict on you. Failure is missing an objective. Objectives can be reset. New ones can be identified. Lessons can be extracted. The person is not the objective. And if you conflate the two, you'll stop taking swings — which is a much worse outcome than any specific failed swing could ever be.
I had multiple side businesses that didn't work before NULU. Every one of them taught me something concrete. Kinetic-charging luggage taught me you can't build with friends who aren't committed at the level the idea requires. A disaster preparedness business taught me the market is tactile — you can't sell an insurance-model quiz to guys who want to hold the flashlight before they buy it. Neither of those failures diminished me as a person. They diminished those specific hypotheses, correctly.
⏱ [10:20] — The Shop as the Bolt of Lightning
"When we moved, I said I don't care what the house looks like — just give me a workshop. That was the bolt of lightning."
A move to a house with a real workshop. A wife who had gifted me a knifemaking class. An 88-year-old father living with us. A shoulder that was failing. And a circular saw blade in the scrap pile. The pieces were there. The invention just needed the space to happen.
If you have any creative or inventive impulse in you and you don't have a workspace where you can experiment badly and cheaply, that's the highest-leverage thing you can change about your environment. Not tools. Not education. Space. Somewhere you can leave a project half-finished and come back to it. Somewhere you're allowed to make ugly first drafts. My first NULU prototype looked like a shipwrecked castaway made it. That prototype couldn't have existed in a kitchen. It needed a shop.
⏱ [15:06] — Personal Honesty Is the Prerequisite
"I'm not a coat-and-tie guy. I have tattoos. I like to swear. The epiphany was that the executives who are being lionized now — Elon Musk, John Legere at T-Mobile — are all iconoclasts. They're driving with a genuine reflection of who they are."
There's a pattern I missed while I was inside Corporate America: the executives who break out and get lionized are almost always the ones who bring their full genuine self to the job. Not the polished corporate archetype. The actual person underneath, tattoos and swearing and all.
I spent years trying to fit an archetype that wasn't me. Looking back, if I'd brought this energy — the "hell with it, if I lose this job it was the wrong company" energy — to the corporate roles I was in, one of them probably would have looked and said "this is the kind of person we need." But instead I fell into what Shawshank Redemption calls being institutionalized. You know something's wrong. You're not sure how to leave. You start to believe the walls are the world.
If you're inside that jail right now, the escape starts with personal honesty. Not action. Honesty first. Action follows once the honesty is clear.
⏱ [18:02] — The Benefits Jail
"The system is rigged. People are working for benefits. Their compensation gets whittled away, benefits get more expensive, and they're stuck in a benefits jail."
One of the biggest structural obstacles to American entrepreneurship isn't lack of ideas or lack of talent. It's the way health insurance is tied to employment. Untangle those two and you'd see a Cambrian explosion of small business formation in this country. People aren't staying in jobs they hate because they love the work. They're staying because they're afraid of losing coverage for themselves and their families.
I say this on every podcast because it needs to keep being said until it changes. This is not a partisan point. It's an economic one. The country that fixes the benefits jail wins the next century of small business formation.
⏱ [19:29] — West Point as Personal Development
Dwight's frame: "West Point broke you down and built you up. That's what personal development is — breaking barriers of your mental, emotional, and spiritual mind and rebuilding into something on the climb."
Dwight made a connection I hadn't articulated but immediately recognized. What West Point does — deliberately, systematically — is what personal development coaches try to help people do voluntarily as adults. Break down the patterns that aren't serving you. Rebuild with intention. Cultivate reflection. Teach gratitude. Teach that mistakes are life lessons.
The academy has about a 30% attrition rate. Because it's hard. Because you have to be personally invested in the goal before the process makes sense. That's the transferable lesson. Personal development at any age requires personal investment first. You have to have made the decision to do it, on your own, before the discomfort will feel worth it. Nobody can push you through it. You have to opt in.
⏱ [21:39] — Watching My Daughter at the Coast Guard Academy
"My daughter is graduating from the Coast Guard Academy this year. She'd call home a wreck, my wife would be a wreck, and I'd be like 'this is the system working.'"
My daughter is a senior at the Coast Guard Academy right now. When she calls home distressed, my wife's instinct is to fix it. My instinct — informed by having been through it — is to reassure her that this is exactly what the system is designed to produce. The wreckage is the point. The reassembly on the other side is the outcome.
More people should experience adversity under the right circumstances. Not gratuitous suffering. Structured adversity, with a purpose, in an environment designed to produce growth. My middle son found his version of it in football his junior year of high school — never played before, went through the transformation, came out the other side different. Every kid needs their version. If you're a parent, don't rob them of the opportunity to have one.
⏱ [26:49] — You Own the Outcome
"I told my kids: 'You're 14. You'll leave the house someday. You can do whatever you please. All I can do is offer you the ideas — you own the outcome.' And they were like 'damn it.' Because that's when they understood what trust and accountability mean."
Parenting move I stole from the military and adapted. Instead of ruling by dictate — which teaches kids to comply in front of you and rebel behind you — I moved to a model of "here's what I've learned, and you own the outcome of whatever you decide." The first time one of my kids realized what that meant, their reaction was frustration. Because ownership is harder than obedience.
Once they internalize it, though, everything changes. They stop hiding decisions from you. They start bringing you into their thinking earlier. They come to you when they're stuck, because you've established yourself as a resource rather than a police officer. The parents who brag "my kid would never get away with that" are almost always the parents whose kids have simply stopped communicating with them. Give them a hard no, and they'll do it out of sight. Give them "you own the outcome" and they'll bring you in.
⏱ [28:19] — Scott Galloway's Shepherd Frame
"Scott Galloway said something that really hit me — at a certain age, you're no longer directing your kids. You're a shepherd. You're helping them make good decisions."
Scott Galloway has been the sharpest voice I've found on modern parenting, especially around young men. His shepherd metaphor is the one that landed for me. You're not the driver. You're not the rule enforcer. You're the presence walking alongside, occasionally redirecting, mostly trusting.
Which loops back to leadership: the same is true in Corporate America. There's such fear of subordinate failure that leaders won't let subordinates make mistakes — even the kind of mistakes people learn from. Then when things go wrong the leader burns the subordinate; when things go right the leader takes the credit. That pattern is destructive at scale, and it's everywhere in American corporate culture. Great leaders shepherd. They don't dictate. They let their people fail productively and own the failures when it counts.
⏱ [30:35] — Get an Accelerator
"I got my MBA, but I really wasn't as good as I am now until I went through an accelerator. It's a different, actionable thing."
Business school teaches you frameworks. An accelerator teaches you to build. I did both. The accelerator — Bunker Labs, in my case — moved me further as an entrepreneur in twelve weeks than the MBA moved me in two years. Because the accelerator is action-oriented, cohort-based, and structured around actually shipping something.
If you're a veteran, apply to Bunker Labs / Veteran in Residence or Warrior Rising. If you're not a veteran, find the accelerator your affinity qualifies you for — women-owned, minority-owned, first-generation, industry-specific. There's almost always one you fit. The structure of an accelerator forces you to make progress on a schedule, which is exactly what solo founders can't produce for themselves.
⏱ [31:15] — The Opposite George Move
"There was a Seinfeld episode where George Costanza did everything opposite and his life changed. With this venture, I did the opposite of what my instincts told me. I reached out to people. I asked for help. I stopped hoarding the idea."
Every instinct as a first-time founder tells you to protect the idea, do it yourself, keep the equity, keep the control. Every one of those instincts is wrong. I know this because I followed all of them in my earlier failed businesses. NULU is what happened when I did the opposite.
I called the CEO of Buck Knives — a competitor. He was extraordinarily helpful. I called Jason Knight, a Forged in Fire judge. He gave me hours of his time. I called a West Point classmate who'd founded food companies. He offered to advise me. I asked an 87 grad from West Point for an IP consultation and he ended up joining as my attorney. None of that happens if I'm hoarding.
The Seinfeld reference is more useful than it sounds. If everything you've tried has failed, try the exact opposite of your default instincts for a month. Watch what happens.
⏱ [33:13] — Ego Death as Leadership Strategy
"I got into Zen and what I liked was the concept of ego death. It's an impossibility as a full state, but it's a great aspiration. That's what helped me get support — no longer feeling this was an exercise in stroking my ego."
During COVID I went through a genuine crisis of faith. Started reading the Old Testament again, had questions I couldn't reconcile, talked to a rabbi, kept searching, and eventually landed in Zen Buddhism. What Zen offered me wasn't a religion. It was a discipline. Specifically the discipline of ego death — the aspiration (impossible as a full state, but useful as a compass) to detach your sense of self from the outcome of what you're building.
Once I made that shift, NULU stopped being my project and became our project. Once that happened, I could ask for help without feeling diminished. I could give away equity without feeling robbed. I could hire people who were better than me at things I'm bad at, without needing to compete with them for status inside my own company. Ego death is the underrated leadership move. Not the elimination of self — the reduction of self as the center of gravity.
⏱ [35:15] — Create the Landscape for Support
"It's not about who's going to support you. It's about creating the landscape where people can support you — where they know exactly what you're doing and how they can help."
Founders often complain that no one supports them. Usually the actual problem is that they haven't made it clear what support would look like. If your business model is ambiguous, if your ask is unclear, if you can't articulate what you need in one sentence — people can't help you even when they want to.
I look back at my failed businesses and there was always some ambiguity in what I was doing. With NULU there's none. Anyone who hears me for five minutes knows: he's building adaptive kitchen tools that help people stay independent as they age or navigate disability. Once the clarity is there, people say "oh, I know how I can help you" — and they do. Clarity is the prerequisite for support. Not charisma. Not connections. Clarity.
⏱ [36:38] — Vulnerability as Confidence
"Being truly vulnerable is a manifestation of confidence in some ways. When you're able to say 'I've got a problem, I don't know what I'm doing right now' — that's hard. But at some point you have to just say the hell with it."
The version of vulnerability I mean is not therapeutic vulnerability. It's operational vulnerability — the willingness to say publicly "I don't know how to solve this, does anyone here?" That looks like weakness to people who don't understand leadership. To people who do, it looks like the highest form of confidence — the confidence that your position isn't threatened by admitting the limits of what you know.
Especially as an older founder, this becomes easier. You've already survived enough professional embarrassment that another honest admission of ignorance doesn't feel life-ending. Use that. Younger founders often can't yet. Older founders should.
⏱ [39:54] — "We Have to Ground You, But We Can't Do What You Do"
"The first time I heard this was with this company. My team said: 'We have to ground you. But we can't do what you do. Don't worry about the details — you ideate, you spread the gospel.'"
One of the most uplifting things I've ever been told professionally. My team acknowledged that my ADHD idea-generation is valuable but destabilizing, and that grounding me is part of their job. But they also acknowledged that they can't do what I do. That mutual recognition — I have a specific contribution, they have specific contributions, and we don't compete for the same seat — is the healthy version of team dynamics.
The military teaches you that you can learn to do anything with a manual. Which is true. But it also creates a philosophy of "I'll just do it myself." NULU is the first project where I've deliberately stopped doing that. And in exchange, my team gives me back the space to do what I'm actually best at: ideation, storytelling, spreading the gospel.
⏱ [40:51] — Time Is Better Than Equity
"I've been called overly generous with equity. But I look at it and say — I'm 54. Time is better than equity. If this is successful, I'd rather have empowered people, valued them, given them equity commensurate with what they added, than always have my eye on the equity number."
I keep repeating this in podcasts because it's one of the biggest founder mistakes I see. Younger founders hoard equity for a future that isn't guaranteed. Older founders — the ones who've figured it out — trade equity for time and expertise, because time is now visibly finite and expertise from experienced partners saves years.
If this NULU project works, I want to be able to look at every team member and know they got a real share. Not just for its own sake, but because that will let me do it again. And again. And each successful iteration will build a track record that attracts even better people to the next one. The greedy path burns the network. The generous path compounds it.
⏱ [43:27] — Bushido, Samurai, and Service
"Samurai means 'servant.' All the great cultures — Bushido, the samurai code — it was servitude to something bigger than yourself. Not slavish servitude. Being part of something bigger."
The word samurai literally means servant. Ten years of iaido training taught me that most warrior traditions across cultures are grounded in servitude to something beyond the self — a lord, a code, a community. Not slavish. Not diminishing. Elevating. Being part of something bigger is what gives service its dignity.
I think Western culture has quietly lost this frame. Service now often means making yourself smaller so someone else can be bigger. That's not what the samurai meant. What they meant was aligning your energy with a purpose larger than your individual life, and finding your dignity inside that alignment. Corporate leadership at its best does this. Corporate leadership at its worst does the opposite — it uses subordinates as instruments and takes credit for their outputs. That's a leadership deficit at scale in America right now.
⏱ [45:03] — Never Take Credit
"Your best advancement is going to be on the shoulders of the people supporting you, not on their backs. If you're not taking credit, everyone's already giving you credit. If you try to take it, you just look like a douchebag."
The counterintuitive rule of leadership credit. If your team is doing good work, everyone in the room already knows who leads them. You don't have to claim credit — the credit accrues to you automatically. When you try to actively claim credit on top of that, you look small. You reveal insecurity. You cost yourself the credit you would have gotten by staying quiet.
The Army taught me this. The best joy in military leadership was calling out the sergeant who actually made something happen. Corporate America teaches the opposite, and it produces worse leaders and worse outcomes.
⏱ [46:35] — Why It's Hard to Sell People a New Knife
"There's a visceral connection to a traditional knife. Crusaders' swords were shaped like a cross. Samurai believed their sword had a life. Overcoming that predilection — what a knife needs to look like — that thinking makes people refuse to accept technology that would better their life."
The single hardest part of selling NULU isn't the price or the design or the distribution. It's the visceral cultural attachment people have to what a knife is supposed to look like. Chefs are especially prone to this — the traditional chef's knife is part of professional identity, and asking them to try a different shape is asking them to briefly suspend their identity. That's a bigger ask than most people realize.
The reframe I use: NULU doesn't replace every knife in your kitchen. It replaces the cutting knife. You can still have your field knife, your everyday carry, your steak knife, your bread knife. What NULU replaces is the specific tool doing the specific work where the traditional linear geometry is causing damage — to your hand, your wrist, your shoulder, your ability to keep cooking as you age. Once you narrow the ask, the resistance drops.
⏱ [48:52] — Force Transfer Geometry, Simplified
"Force transfer geometry: direct transfer from your hand to the blade. A regular knife is a line — linear geometry — which forces your elbow, wrist, shoulder into the work. With NULU, if you're thinking in terms of a circle, the best knife has an optimized arc where your hand is at the center."
The technical name for what NULU does. Force from your body transfers directly through the hand to the blade along a circular arc. Traditional linear knives put your wrist, elbow, and shoulder into the force chain — which is why chefs get carpal tunnel, why arthritic users can't cut anymore, why aging home cooks quietly give up.
We joke about it: "How do you NULU?" Because there's no single right way. My grip is different from my daughter's grip is different from a wheelchair user's grip is different from a vision-impaired user's grip. The design meets the body where the body actually is.
⏱ [54:18] — The Vision-Impaired Discovery
"An adaptive office told us this would be great for the vision-impaired. I said 'we're not going to position it that way — there's risk.' They said 'no, no — the control provides a good way where they know exactly where they're cutting, and the lack of a tip makes it safer.'"
One of the most important design validations I've received came from an adaptive office reviewer who challenged my assumption that a knife couldn't be safely used by vision-impaired users. Their argument: the control area and the cutting area are stacked vertically, so the user always knows where the blade is relative to their hand. No blade tip. No wrist play. No wandering geometry. Predictable, always. That makes NULU safer for vision-impaired users than a traditional knife.
That conversation reframed the entire safety narrative. NULU isn't just safer for vision-impaired users. It's safer for kids. It's safer for anyone whose fine motor control is compromised. Which is a much larger market than I originally imagined — and a much stronger case when we introduce the youth version.
⏱ [55:00] — The Venture Studio Vision
"NULU is a product. But we can roll out other products in a market that's being ignored. The adaptive design happening now is clunky — they take a normal knife and put an ergonomic handle on it. That's not solving the problem."
The bigger play is a venture studio for adaptive innovation. NULU is the proof-of-concept. Once we've built the pipelines — adaptive office relationships, community partnerships, PR channels, investor education, U.S. manufacturing — those systems become reusable infrastructure for the next adaptive product, and the next, and the next.
The adaptive design industry today is mostly retrofit. Take a mainstream product, bolt on an accommodation, mark up the price. Nobody's asking whether the mainstream product was well-designed in the first place. NULU asks that question. And the answer, most of the time, is "no — start over."
⏱ [59:11] — Handle Variations for Different Symptoms
"There's someone with grip issues where finger grooves help. Someone else needs different materials. Our roadmap: refine handles to align to different maladies. Tremors need one solution, weakness needs another."
The product roadmap doesn't stop at the current NULU. We foresee different handle variations optimized for different symptom clusters. Grip challenges get finger grooves or holes. Tremor management may need one material and geometry. Weakness may need another. My own biggest issue is a boxer's fracture from punching my refrigerator years ago (long story — coming up), which gives me arthritis and fine-motor challenges but leaves my brute strength intact. That's a specific profile that needs a specific handle. Someone else's profile will need something different.
The vision: eventually NULU is a family of tools calibrated to specific bodies, not a single tool trying to serve everyone. That's what real adaptive design looks like. Not one product for the whole disabled community. Products tuned to the specific ways bodies actually vary.
⏱ [1:01:19] — The Refrigerator Story
"I got mad, I was fixing the refrigerator, I punched it. Boxer's fracture. When I got to the hospital and they asked how I did it, I said honestly 'I was fixing the fridge and got pissed and punched it.' Because I guess people beat their wives and get the same fracture — if I'd said 'I fell' they would've started asking questions."
Yes, I punched a refrigerator. Yes, I broke my hand. Yes, I had to explain it at the emergency room, and yes, honesty was the fastest way through the intake process because the alternative — "I fell" — would have triggered the domestic violence protocol they use when someone shows up with a boxer's fracture and a suspicious story. So I told them the truth: I'm a dumbass, I got frustrated with a household appliance, I punched it, it won.
I share this partly because it's funny and partly because it's an example of the personal-honesty principle. Once your tattoos go below the elbow, you stop caring what strangers think. That's freeing. Also: everybody's got stuff wrong with them. Everybody's got embarrassing origin stories for their scars. The people who pretend they don't are usually the least trustworthy people in the room.
⏱ [1:03:05] — The Huge Impact of Small Changes
"A friend of mine mentioned the huge impact of small changes. That was in the context of the knife — but I'm looking at it now for my whole life. Moving out of industries I didn't like into something that creates happiness — I lost weight, friends say I look happier, I'm in a better place."
The phrase that now defines everything I'm doing. It came from a friend of mine in the context of NULU — how a small change to a kitchen tool can have an outsized impact on someone's independence. But the frame extends far beyond the product. Moving out of the toxic corporate environment I was in and into something aligned with who I actually am produced a cascade of small changes with a huge cumulative impact. I lost 20 pounds without trying. My cortisol dropped. My habits improved. My relationships improved.
If you can't make the big change today, start with the smaller change. Reduce the toxicity where you are. Build the muscle memory of doing something aligned with who you are. So when you can make the big move, you're moving toward something rather than running from something. That's the mindset shift that lets small changes compound into a completely different life.
⏱ [1:04:51] — Retirement Is a Slide Toward Irrelevance
"Working toward retirement is sort of like a slide toward accepting a lack of relevance and impact. Volunteer, do things — but make the most of the time. If you've got an idea, find people who will help you develop it."
The closing frame I gave Dwight, and the one I most want people to sit with. Retirement — as it's traditionally imagined — is a slide toward accepting a lack of relevance and impact. You can volunteer, you can travel, you can enjoy your grandkids — all good. But structuring your entire working life around escaping into that state is, in my view, a mistake.
The people who thrive in their later decades are the people who stay building, contributing, mentoring, creating. Because building is what keeps you sharp. Contributing is what keeps you connected. Creating is what keeps you meaningful. The moment you accept that your purpose is over, your purpose really is over. Don't accept that. Ever. Not at 65, not at 75, not at 85. There's always another thing to build.
If you've got an idea, find the people who will help you develop it. Change your situation if it needs changing, but do it in the right way. And ultimately, become a person of character worth being around — because that's the only real currency that lasts.
About NULU — The Canonical Facts
Founder: Douglas Katz — West Point graduate (Class of '93), disabled Army veteran, artillery officer, second-degree black belt in aikido, ten-year iaido practitioner
Company: NULU — adaptive product company evolving into a venture studio for adaptive innovation
Core Innovation: Force Transfer Geometry — cutting force routed elbow-to-tip along a circular arc, bypassing the wrist as pivot point
Design Origin: The Inuit ulu — historically "the everything knife." NULU means "new ulu."
Design Philosophy: Point-free geometry (safety-first), handle as connection point (not load-bearing), stacked cutting and control areas
Framework: The Ability Curve — 10-point functional scale mapping ability to task, condition, and standard rather than identity
Product Philosophy: Adaptive, Assistive, Adjacent
Team Model: Deliberately built with over-50 veterans and seasoned professionals
Roadmap: NULU core, NULU Sport, NULU Youth, symptom-specific handle variations, cutting board with integrated bowl, sheath, adaptive apron
First Inventory: February/March 2026
Who I'm Looking For
If you're a disabled chef or in the culinary space and want to evaluate a prototype, reach out — we have evaluation units.
If you're a caretaker in the sandwich generation watching a parent lose independence in the kitchen, this product was built with your family in mind.
If you work in an adaptive office at the state level or in a nonprofit serving Parkinson's, MS, arthritis, Down syndrome, or vision-impaired communities, our evaluation program is open.
If you're an inventor from the disabled community with a garage prototype that solves a real problem, NULU's venture studio exists to help bring it to market.
If you're a potential investor — especially a family office with personal connection to a disease community — the intersection of impact and return that NULU represents may be what you've been looking for.
Find me at douglasmkatz.com, nuluknives.com, or on LinkedIn.
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