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About this episode

In this powerhouse episode of 9×90™, Adi Soozin the Managing Director of Heritage Real Estate Fund, sits down with Jason Ma, Founder, CEO, and Chief Mentor at ThreeEQ, CBO and an investor at AdXero, acclaimed author of “Young Leaders 3.0”, a leading B20/G20 member (since 2014), and a sought-after speaker.

As an award-winning chief mentor, AI/tech investor, and global strategist, Jason coaches and prepares select Next Gen leaders for greatness, and advises UHNW families, CEOs, and Single Family Offices on achieving elite outcomes across business, lifelong learning, and life.

With 40+ years of industry experience spanning AI/technology, education, business strategy and execution, and Family Office advisory—and 2M+ miles of world travel—Jason unveils his uniquely empowering 4S and 3EQ one-on-one mentorship framework. This blends visionary roadmap and storytelling, emotional/mental states mastery, strategic thinking and execution, and next-level soft skills to prepare Next Gen leaders for next-level generational impact and UHNW legacy building.

Jason also pulls back the curtain on AdXero, a patented, cutting-edge AI/tech platform poised to quietly disrupt the $700B+ legacy (programmatic) digital advertising industry in a massive market of consumers, brands, and distribution platforms. AdXero’s vision and compassion includes increasing consumer spending power in a mentally healthier way; eliminating annoying ad intrusions, frauds, cookies, bots, and other programmatic inefficiencies; dramatically increasing conversion rates and attribution; automating ad campaigns; maximizing ROI/ROAS for brands; adding billions in new, high-margin revenue streams to distribution partners—unprecedented, transformative ecosystem impact and benefits, along with exceptional MOIC potential.

In addition, Jason and Adi explore:

• Why resilience and external work experience are critical for Next Gens before joining family enterprises.
• The stark skills gap elite universities aren’t addressing—and how leaders can close it.
• How AI, emotional intelligence, and mentorship intersect to shape the future of real-world impact and wealth.

This conversation is a must-listen for visionary founders, family offices, and leaders seeking to build not just wealth, but enduring legacies across generations.

About this guest

Award‑winning Chief Mentor of Next‑Gen Leaders. As Founder & CEO of ThreeEQ, Jason developed and has applied his uniquely empowering “4S + 3EQ” 1-on-1 mentorship framework. Inspired and guided a “small army” of Next Gen leaders in preparing well, achieving great outcomes, and elevating long-term success and well-being. This ranges from Gen Z students and professionals for success in elite college admissions and career paths to Gen X CEOs in next-level, high-impact career growth and family legacy leadership.

Acclaimed Author & Thought Leader—Young Leaders 3.0 acclaimed book author; star former Forbes contributor on Mentoring Young Leaders (nearly 2 million views); contributed articles to Fast Company, Family Office, Impact Wealth, and various Magazines; and sought-after speaker and show guest.

Global Strategic Advisor & Rainmaker (including deal-making) to select UHNW families, Single Family Offices (SFOs), and corporate CEOs. Also serves as Chief Business Officer and an investor at AdXero, a patented consumer, media, and fintech AI/software platform venture poised to transform a large legacy industry.

Influential Global Policy Leader, serving as a leading U.S. member of the B20, the G20’s official global business forum since 2014—across eleven G20 presidencies (Australia, Turkey, China, Germany, Argentina, Italy, Saudi Arabia, Indonesia, India, Brazil, and South Africa (2025). Has helped shape and advocate policy recommendations on the future of work, employment, human capital, skills, and education. Also an influential voice on AI & digital transformation and trade & investment.

Sought-After Speaker & Philanthropist—Sought-after (keynote/fireside/panel) speaker, moderator, and MC at various quality Family Office, UHNW, Investment, CEO/Leadership, Next Gen, and other summits (e.g., Opal Group, etc.). Eight-time by-invitation delegate to the Forbes Global CEO Conference. Leading Advisory Council member at St. Jude/ALSAC, plus other philanthropic efforts that touch Jason’s heart.

Connect with this guest

1. https://www.linkedin.com/in/jasonma/
2. https://ThreeEQ.com
3. https://ThreeEQ.com/events/
4. https://ThreeEQ.com/media/articles/
5. https://ThreeEQ.com/videos/

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Show Notes Generated by Gemini

These show notes were generated by AI

• Guest Introduction and Expertise
  Adi Soozin introduced Jason Ma as a patriarch in the family office space, founder and CEO of ThreeEQ, and an award-winning chief mentor. She highlighted Jason’s 40 years of experience across AI, technology, education, finance, and media, as well as his role as a strategic advisor to ultra-high-net-worth families. Adi also mentioned his involvement with AdXero, a patented AI software platform poised to transform a massive legacy industry, and his long-standing membership in the B20, the G20’s official global business forum.
  
• The 4S and ThreeEQ Approach
  Jason explained his 4S and ThreeEQ model, which stands for Visionary Story, State, Strategies, and Soft Skills, coupled with execution ability. He clarified that ThreeEQ represents pragmatic, emotional, social, and leadership intelligence, emphasizing a holistic approach beyond traditional EQ. Jason detailed how he developed this model to uniquely empower young leaders.
  
• Components of the 4S Model: Story and State
  Jason elaborated on the “Story” aspect, defining it as having a strategic direction, vision, and an empowering belief system that helps remove limiting beliefs and build character. He explained that “Character” is the sum of all habits and choices, stressing the importance of improving or replacing bad habits. Regarding “State,” Jason described it as managing one’s spirit, emotional, and mental state, highlighting a spectrum of emotions from low-performing to peak states.
  
• Components of the 4S Model: Strategies and Soft Skills
  Jason discussed the “Strategies” component, which encompasses various aspects of life, including work, lifelong learning, education, and even personal well-being like sleep, diet, and skincare. He then outlined “Soft Skills,” identifying them as critical thinking, strategic problem-solving, decision-making, curiosity, lifelong learning, creativity, communication (including self-talk and listening), and collaboration. Jason emphasized that these soft skills, coupled with hard skills, are essential—especially with the advent of AI—and highlighted the importance of continuous upskilling and reskilling.
  
• Integrating Diverse Experiences
  Jason explained how his 40-year career in tech, education, and other sectors shaped his strategic vision, particularly regarding the rapid changes in the world driven by generative AI. He mentioned his background in industrial engineering and operations research, which instilled a logical, methodical, and pragmatic approach to problem-solving and optimization. Jason also shared that his daughters, both working in big tech, do not always listen to him, underscoring the importance of a “trusted third-party advisory” role he plays as a chief mentor to NextGens.
  
• The Role of a Trusted Third-Party Mentor
  Jason emphasized the importance of a trusted third-party chief mentor, citing an example of mentoring the child of a Fortune 300 tech CEO for three years. He highlighted that parents, despite their success or intelligence, may not be the best guides for their children, as children often do not fully confide in or listen to their parents due to biological factors. Jason explained that he exists to bridge this gap, offering a different perspective and helping families avoid common pitfalls in guiding their children.
  
• Technology and AdXero’s Disruptive Potential
  Jason discussed the hyper-critical role of AI and technology as success factors for nations like the US and China, given their hyper-competition. He shared his deep involvement in technology, including his current work co-building AdXero, an AI tech company he believes could achieve a hundred-billion-dollar market valuation by disrupting a massive existing industry. Jason explained that AdXero is designed to offer advertisers a massive return on ad spend and eliminate issues like bots and ad fraud, providing a more effective advertising solution.
  
• Evolution of Education and Mentorship
  Jason recalled his previous venture in education technology, where he helped over a thousand affluent families get their children into top universities by understanding the admission process. He emphasized his focus on mindset, soft skills, and life coaching, noting that his approach differs from traditional college consulting. Jason chose to leave that venture to focus on high-end mentorship for ultra-high-net-worth families, seeking more freedom and selectivity in his work.
  
• Importance of External Work Experience for NextGens
  Jason and Adi discussed the critical importance for NextGens to gain external work experience before joining the family business. They highlighted that working for other companies helps individuals develop crucial skills like resilience and self-reliance, which are essential for leading family operations. Adi shared her personal experience of working for major companies before returning to the family business, emphasizing the value of learning how other organizations operate.
  
• B20 Membership and Policy Influence
  Jason shared his 11-year experience as a recurring B20 member, focusing on the future of work, employment, human capital, skills, and education task forces. He highlighted his emphasis on upskilling, reskilling, and soft skills, noting that his task force’s policy recommendations have a high implementation rate by G20 countries. Jason expressed concern about the skills gap between what employers seek and what elite schools are producing, attributing it partly to a lack of real-world sophistication among some faculty and students.
  
• Challenges with Elite Education and Student Mindset
  Jason observed that many students from Ivy League schools, despite their intelligence, often lack resilience and can be arrogant, preferring strategic roles over practical performance. He expressed concern about the “marketing messaging” of top schools that may instill an inflated sense of self-importance in students, leading to a lack of “thick skin” and real-world skills. Jason noted that Google, for example, initially hired only from a few elite schools but later broadened its hiring practices to prioritize practical skills.
  
• Mentorship for Personal and Professional Development
  Jason underscored his mission to optimize and maximize individuals’ potential, ensuring they are productive, impactful, and joyful. He emphasized the importance of humility and starting mentorship early, contrasting his approach with those who give bad advice or engage in unethical practices like those exposed in the Operation Varsity Blues scandal. Jason highlighted that his goal is to guide students toward outcomes that bring peace of mind, joy, and better relationships—not just material success.
  
• Integrating Faith, Wealth, and Well-being
  Jason discussed how his renewed faith has influenced his approach to business, emphasizing the importance of loving and serving others. He highlighted that his tech company, AdXero, aims to serve consumers by increasing their spending power and benefiting advertisers by optimizing ad returns. Jason expressed a desire to guide people, especially those in the top 1%, to better understand and empathize with the struggles of the broader population, stressing that wealth must be integrated with values and well-being across generations.
  
• Effective Philanthropy and Communication
  Adi discussed her approach to philanthropy, highlighting how organizations like the Weizmann Institute effectively tailored their pitch by understanding her personal experiences with cancer and MS, which motivated her to support their causes. Jason emphasized the importance of being specific, relevant, and using effective empathy and social intelligence in communication.
  
• Value of Long-Form Content and Positive Storytelling
  Adi and Jason both expressed a preference for long-form content, such as podcasts, over short, soundbite-driven media, as it allows for genuine connection and understanding. Adi also highlighted her preference for showcasing people in their best light, as many individuals are too humble to share their accomplishments themselves—giving the example of someone who changed air travel but would never brag about it.
  
• Contact Information and Future Meetings
  Jason shared his website, ThreeEQ.com, as the primary way for people to reach him, explaining that all contact information, including his email, is available there. Adi confirmed that links for Jason’s LinkedIn and ThreeEQ would be included in the show notes. They also discussed plans to meet in New York, Newport, and potentially the Hamptons, with Adi’s father possibly joining them.

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Transcript

This transcription was generated by Gemini & edited by ChatGPT

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Adi Soozin: Welcome to another episode of 9×90. Today, we have a truly remarkable guest joining us—a patriarch in the family office space, someone whose insights have shaped the trajectory of countless NextGen leaders and ultra-high-net-worth families around the world. Please welcome Mr. Jason Ma.

For those of you unfamiliar with Jason, he is the founder and CEO of ThreeEQ, an award-winning chief mentor of NextGen leaders, a rainmaker, investor, sought-after speaker, and author of Young Leaders 3.0, an acclaimed book. With over 40 years of experience spanning AI, technology, education, finance, and media—and more than two million miles of global travel—Jason brings unparalleled wisdom to the conversation. I once thought I was well traveled, but standing next to Jason’s global perspective is humbling.

He serves as a trusted strategic advisor to ultra-high-net-worth families, single family offices, and CEOs. Additionally, Jason is the Chief Business Officer and an investor in AdXero, a patented AI software platform poised to disrupt a massive legacy industry.

Jason Ma: That’s right.

Adi Soozin: Is it pronounced “AdXero”?

Jason Ma: Exactly. It’s one word—with an X.

Adi Soozin: Perfect. AdXero. Jason is also a long-standing member of the B20, the G20’s official global business forum, and a repeat speaker at family office, private wealth, investment, leadership, and NextGen summits worldwide. For eight consecutive years, he was a delegate at the Forbes Global CEO Conference. Jason offers not just global perspective, but also deep insight into cultivating leadership, legacy, and impact across generations.

For our listeners, you may recall a previous guest who shared the struggles of being a NextGen navigating the transition into family leadership. Today, Jason is here to address those very challenges and offer strategies to make that transition not only smoother but truly transformational.

Jason Ma: Wow. I’m honored by that introduction, Adi. It’s a real pleasure to join you today.

Adi Soozin: The pleasure is ours. Let’s dive in. Your 4S model and the ThreeEQ approach are central to your work. Can you walk us through how you developed this model, and perhaps share a memorable moment where it profoundly transformed a young leader?

Jason Ma: Absolutely. Let me give you a bit of context first. What you’re referring to is my 4S ThreeEQ framework. It stands for Visionary Story, State, Strategies, and Soft Skills—alongside execution ability.

As for ThreeEQ, it represents pragmatic, emotional, social, and leadership intelligence. It’s not just the traditional emotional quotient we hear about—it’s a multidimensional intelligence that I’ve seen empower leaders in deeply transformative ways.

The reason I developed this framework is simple: over decades of mentoring, investing, and advising, I noticed recurring patterns in those who succeeded sustainably and those who stumbled. I wanted to create a practical, holistic system to guide young leaders—not only in professional success but in cultivating character and purpose.

Adi Soozin: I love that—Visionary Story, State, Strategies, and Soft Skills. Can you elaborate on “Visionary Story” and why it’s so foundational?

Jason Ma: Certainly. “Story” is about having a clear strategic direction—a vision for your life and leadership. It’s about cultivating an empowering belief system that clears away limiting thoughts and helps build resilience and character.

To me, character is the sum of all habits and choices. If we don’t refine those habits—whether you’re a teenager or a seasoned executive—they shape not just your story but the outcomes of everyone around you. I often tell my mentees, “Put your ego on the shelf and truly listen.” Even as someone with decades of experience, I’m always learning.

Think of your life like a movie. The quality of the story, characters, and production determines whether it’s a blockbuster. And a blockbuster isn’t defined by budget; it’s defined by the depth and impact of the narrative.

Adi Soozin: That’s a powerful metaphor.

Jason Ma: Thank you.

Adi Soozin: Let’s talk about “State.” You often emphasize its importance in leadership and personal transformation.

Jason Ma: Absolutely. “State” refers to your spirit, emotional stability, and mental resilience. We all fluctuate across a spectrum of states—from despair and anxiety on one end to high-performing, joyful, and even transcendent states on the other.

In my work with thousands of hours in mentoring, coaching, applied research, and speaking, I’ve noticed patterns in how leaders manage their state—or fail to. Today’s young leaders, especially Gen Z and Millennials, face unique pressures. Mental health is a huge concern. The challenge isn’t just external—it’s in the infiltration of their minds and hearts by unhelpful narratives.

So I challenge them: What beliefs and assumptions are you carrying? Where did they come from? What’s shaping your mind and soul? Until we probe and re-engineer that “state,” strategies and skills alone won’t deliver lasting success.

Adi Soozin: That aligns so closely with what I see as well.

Jason Ma: Exactly.

Adi Soozin: And on the topic of “Strategies,” can you share how you help individuals develop actionable systems—not just in their careers but across their entire lives?

Jason Ma: Of course. “Strategies” encompass more than work—they include lifelong learning, physical health, emotional well-being, even sleep, diet, and yes, skincare!

I joke sometimes with the alpha-male CEOs I mentor: “You’re too stubborn—take care of your skin!” But in truth, strategies are about creating a system of good habits that compound over time. It’s not about perfection; it’s about continuous improvement.

Adi Soozin: And then we get to “Soft Skills,” which I know you see as crucial in the age of AI.

Jason Ma: Absolutely. Critical thinking, decision-making, creativity, communication—these are the differentiators in a world where AI can handle so much of the technical work.

Soft skills coupled with hard skills create a leader who’s not only capable but also impactful and empathetic. Without them, even the most technically proficient individuals can fall behind. And those unwilling to continuously upskill and reskill risk becoming obsolete.

Adi Soozin: That’s such an important point.

Jason Ma: Thank you. And all of this ties back to ThreeEQ. It’s about integrating pragmatic, emotional, social, and leadership intelligence to create holistic success—for the individual, their family, and ultimately, their legacy.

Adi Soozin: Incredible insights, Jason.

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Jason Ma: After graduating from Berkeley Engineering with a degree in Industrial Engineering and Operations Research, my mindset became hardwired for optimization. Those familiar with this discipline know what I mean—we’re trained to analyze systems, identify inefficiencies, and innovate solutions. It’s a way of thinking that often drives those around us a little crazy because we see opportunities to improve everywhere.

Adi Soozin: Oh, absolutely.

Jason Ma: That foundation shaped me into someone highly logical, methodical, and pragmatic—yet surprisingly, I’ve never been more creative than I am today. At this stage of life, it feels like a hockey-stick curve in innovation. My creativity now is deeply tied to my spirit and my faith, and of course, influenced by my daughters.

Adi Soozin: Your daughters?

Jason Ma: Yes. They’re 28 and 25, both working in big tech. And let me be candid: do they listen to me all the time? Absolutely not. Parents, it’s not your fault—there’s a biological barrier at play. Teens and young adults often tune out their parents, no matter how much wisdom we have to share.

Adi Soozin: Oh, I’ve seen that firsthand. Some of my mentors are a decade or two older than me. They often say they’re mentoring me in hopes that I can reach their children in ways they no longer can.

Jason Ma: Exactly. That’s the power of a trusted third-party advisor. As a chief mentor, I step into that role for families. For example, one of my students, whom I mentored over three years, came from a family where the father is the CEO of a Fortune 300 tech company. His company’s innovations are so fundamental to the semiconductor industry that, without them, much of our modern world wouldn’t function.

The father heard me speak at a Harvard Business School Association event—an honor, as the alumni clubs of Harvard, Wharton, Stanford GSB, and Berkeley Haas had joined forces to host an evening featuring me as the sole speaker. After the event, he wrote a heartfelt email saying, “Jason, no matter how successful we parents believe we are, we’re not always the best guides for our children. They don’t tell us everything—and we’re often too close to recognize our own blind spots.”

It was a profound moment of recognition. Even the most brilliant leaders sometimes struggle to guide the next generation. That’s where mentors like us come in—just as wealth managers and family offices exist to preserve financial capital, I exist to strengthen human capital.

Adi Soozin: Absolutely.

Jason Ma: Did I fully answer your question? Or did I veer off?

Adi Soozin: No, you absolutely answered it. In your defense, the questions we’ve crafted for you are much deeper than what we ask most guests. Typically, they’re single-sentence prompts. But for someone with your breadth of experience, we wanted to explore the richness of your insights.

Jason Ma: Fair enough.

Adi Soozin: So, let’s pick up on how you’ve integrated all these experiences—engineering, technology, education, and mentoring—into one cohesive vision.

Jason Ma: Let me give you the macro perspective. Technology, particularly AI, has become a critical success factor—not just for companies but for nations. The U.S. and China are the two elephants in the room, locked in a hyper-competitive race for technological supremacy.

For me, technology is in my DNA. I’ve been immersed in it for over 40 years. The current venture I’m co-building, AdXero, has the potential to become a $100 billion company by thoughtfully disrupting a massive legacy industry.

Adi Soozin: Incredible.

Jason Ma: My first role out of Berkeley was as a data scientist—though we didn’t call it that back then. I worked as a network operations systems analyst for Tymnet, one of the pioneering public data network service companies before the commercial internet even existed. Many of today’s internet pioneers trace their roots back to Tymnet and its sister company, Telenet. We were essentially the internal technology consultants, advising decision-makers, improving productivity, and laying the groundwork for what would later become mainstream internet infrastructure.

Even then, in the 1980s, we were already discussing AI concepts. Silicon Valley has a talent for coining new buzzwords to attract investment—today it’s “agentic AI.” Frankly, I dislike that term. Just call it “agents.” The automation concepts aren’t new; they’re simply evolving into the next generation.

Adi Soozin: I understand that completely. When I built my software company—now used in 59 countries—I had people with zero technical background lecturing me about agentic AI after attending one workshop.

Jason Ma: [Laughs] That’s the danger of ego and a lack of humility. If someone is coachable, I’ll happily work with them. But without that openness, it’s a lost cause.

Adi Soozin: Exactly.

Jason Ma: Beyond tech, I recognized in 2005 that education was a multi-trillion-dollar global industry, yet public companies in the space were valued at far lower multiples than those in other tech sectors. That told me there was enormous room for innovation. I went on to found and lead an EdTech SaaS company, merging it with a U.S. chain of learning centers.

We helped over a thousand families—mostly affluent ones—navigate elite college admissions. I personally mentored more than 100 students into my alma mater, UC Berkeley, and countless others into Ivy League schools: Harvard, Yale, Princeton, Columbia, Penn, Brown, Cornell. Add Stanford, MIT, Caltech, UChicago—the top 100 universities worldwide. It became second nature to anticipate how admissions offices think and to “crack the code” for these families.

But what set us apart was our emphasis on mindset, soft skills, and life coaching. Even the American staff in my company came to me for internal mentoring. Eventually, after six years, I decided to leave and found ThreeEQ.

I wanted to reclaim my time and focus on serving ultra-high-net-worth families at a deeper level. Today, I’m far more selective. I work with the children and young adults of these families—high school students, college students, millennials in the workforce or preparing to take on leadership roles in their family enterprises.

Adi Soozin: That resonates deeply with me. I spent years working with Apple, Porsche, Target, Whole Foods, Disney, and scaling startups worldwide before returning to my own family’s legacy.

Jason Ma: Exactly. That outside experience shapes a leader in profound ways—and when combined with the right mentorship, it creates a NextGen who can honor the family legacy while also innovating for the future.

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Jason Ma: You are a wonderful case study of how to do this right. I firmly believe it’s critical to spend time working for other companies before returning to the family enterprise. You need to see how other organizations operate, learn from their successes and failures, and gain a realistic understanding of the world before stepping into a leadership role in the family business.

Adi Soozin: Absolutely. I’ve told my own daughter that after college she’s going straight to a top consulting firm before she even considers joining the family business.

Jason Ma: Exactly. That experience allows you to build vital connections, develop professional know-how, and, perhaps most importantly, cultivate resilience. The real world is demanding, and learning how to navigate its challenges without relying on parental intervention is crucial. Too often, young people skip this step, and it shows later in their leadership.

Adi Soozin: It really is huge. I have a friend who never worked outside her family business, and when a journalist attempted to launch a smear campaign against her last week, she froze. I stepped in and shut it down immediately. She was astonished and asked, “How did you know how to do that?” The answer is simple: I learned it in the real world, on my own. You can’t lead a family enterprise until you’ve proven you can stand up for yourself and think critically under pressure.

Jason Ma: Precisely. That’s why I emphasize cultivating thick skin in every student I mentor, whether they’re a 15-year-old sophomore or a 50-year-old senior research scientist at Google. Resilience, mindset, and soft skills are non-negotiable. They’re the foundation for pragmatic, outcome-focused, holistic leadership.

Adi Soozin: It’s so true.

Jason Ma: A close friend of mine, Dan—one of the co-founders of a multi-billion-dollar company—always says, “Human capital is far more important than financial capital.” And he’s right. Financial capital means nothing without the right people and the right mindset.

Adi Soozin: Exactly. The humans create the financial capital.

Jason Ma: There you go. And in today’s world, you have to augment human capital with AI to stay ahead. But let’s move forward—what’s next on your list?

Adi Soozin: As one of the select few Americans appointed as a recurring B20 member for 11 years, what’s been a breakthrough policy outcome you’ve helped shape—perhaps around workforce development, education, or technology—and how do you translate those insights into coaching private clients?

Jason Ma: That’s an excellent question. First, I want to credit every single team and G20 host country. Each year, the presiding country is different, and it’s always a collaborative effort.

For context, I’m one of very few Americans appointed for 11 consecutive years to the B20, the official business advisory group to the G20. I’ve consistently served on task forces focused on the future of work, employment, human capital, and education. This year, under South Africa’s presidency, the task force was renamed “Employment and Education.”

Over a decade ago, we were already introducing concepts like “upskilling” and “reskilling” into global policy conversations. Today, those terms are common parlance. I’ve also worked to bring visibility to disadvantaged youth and to emphasize soft skills development as critical for the future workforce.

The task force I sit on consistently delivers the highest rate of implementation of policy recommendations across all G20 countries. That’s because businesses, not governments alone, drive the world forward. We ensure our recommendations align with private sector needs, whether for-profit or nonprofit.

Adi Soozin: That’s incredible.

Jason Ma: It’s also crucial because, without business input, governments can drift off course. Our partners—organizations like the World Economic Forum in Davos—are powerful, but the B20 is the G20’s official channel for business leadership.

In summary, my focus has been bridging the skills gap between what employers require and what even elite universities are producing. Employers want people who can perform, build strong relationships, and demonstrate sound judgment. Too often, graduates—even from Ivy League schools—lack resilience, thick skin, and the pragmatic mindset necessary to thrive.

Adi Soozin: That resonates. At IE Business School, I noticed a similar trend. Many ultra-high-net-worth individuals and even royals graduate with immense arrogance but little real-world readiness. I remember being surprised when I learned there was an unspoken alumni rule not to engage with new graduates until they’d proven themselves for at least three years in the workforce.

Jason Ma: Exactly. It’s common across many institutions. Over the years, I’ve met countless Ivy League graduates in their 30s, 40s, and 50s who, frankly, aren’t as impressive as their résumés suggest. What happened?

Adi Soozin: It’s the marketing of those schools—it gives people the illusion of automatic success.

Jason Ma: Precisely. And in technology, this gap becomes even more apparent. Back in 2003, I was considered for a VP role at Google Asia-Pacific. They ultimately hired someone else, but at the time, Google was only hiring from 15 elite schools. That arrogance eventually faded; now they hire based on practical skills, not pedigree.

This shift underscores what I emphasize in the B20: employers need results. They need people who can perform and adapt. If you can’t deliver, even with a prestigious degree, you’ll be replaced.

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Jason Ma: You could graduate from Stanford and still get fired if you fail to perform. Stanford graduates are, on average, exceptional—and the same goes for most Harvard graduates—but I’ve seen far too many young people in their 20s who are overly sheltered, too ideological, and unprepared for the realities of the world. That’s precisely why I do the work I do: to optimize and maximize their potential so they can be truly impactful.

When you empower someone properly, you don’t just elevate their productivity—you help them create a meaningful legacy for their families. At the end of the day, it’s about more than wealth. It’s about health, relationships, joy, and peace of mind. These are all interconnected.

Adi Soozin: Absolutely.

Jason Ma: And hopefully, over time, we’ll see a shift in how top schools market themselves to talent.

Adi Soozin: Yes. Right now, the messaging at these institutions essentially tells students, “If you come here, you’re a god.” But that creates graduates who expect the world to hand them success—and many of them crumble when faced with the realities of high-performance environments.

Jason Ma: Exactly. And as someone who knows the Ivy League admissions system intimately, I can tell you: it’s a game. A game that filters down into high schools and even middle schools, where students are pressured to jump through endless hoops to increase their chances of acceptance.

Wealthy parents, take note: two of the most common mistakes I see in affluent families are pride and starting too late. Even students attending the most elite private high schools often receive guidance from counselors who, while well-meaning, lack a sophisticated understanding of how the world truly works.

Adi Soozin: That resonates.

Jason Ma: For example, in Atherton—where the median home price is over $10 million—I’ve worked with students from top-tier private schools whose families still come to me for strategic coaching. I always tell parents: before acting on any advice from your child’s counselors, run it by me. Too often, even in Silicon Valley, families making $180,000 or $200,000 are considered “middle class” because of the cost of living. And while their school staff are lovely people, they often lack the global, real-world perspective needed to position students for success.

The same issue exists in New York, where former Ivy League deans and admissions officers have launched exclusive, high-priced consulting firms. These consultants base their advice on reading recommendation letters and essays, not on real-world business experience. Many of the essays they push are excessively ideological—because that’s what the system has been rewarding lately. But that isn’t preparing students for the competitive, outcome-focused world they’ll enter after graduation.

Adi Soozin: That’s such an important point.

Jason Ma: This is just one small aspect of how I mentor students, but it’s part of why we have so much fun working together. After each session, they’re eager to schedule the next one—not just for the strategies but for the empowering mindset shifts we achieve.

Adi Soozin: Speaking of empowering strategies, AdXero’s visionary business model and patented AI technology for incentivized media distribution are fascinating. What inspired your investment and CBO role there, and what legacy impact do you hope to create?

Jason Ma: That’s a great question. Over the past few years, I’ve deepened my faith significantly. It reminds me of Paul in the New Testament: once a persecutor, he became one of the most impactful figures in Christianity. I feel a similar sense of transformation and responsibility.

My guiding ethos is grounded in the commandments to love God fully and to love and serve others as ourselves. At AdXero, that translates into empowering consumers by increasing their purchasing power. With nearly 60% of Americans living paycheck to paycheck, financial strain is widespread.

Frankly, it frustrates me how disconnected many of my peers in the top 1% are from the realities of the other 99%. I constantly challenge them: can you empathize deeply enough to serve effectively?

Adi Soozin: That’s exactly what I keep telling my parents.

Jason Ma: Right. It’s critical to bridge that disconnect. For brands, AdXero solves enormous inefficiencies in digital advertising. Programmatic digital ads have been around for decades, but the system is plagued by bot traffic, fraud, and low visibility. Studies show over 50% of programmatic ads aren’t even seen by real people—hundreds of billions of dollars wasted annually.

AdXero fixes that. We deliver conversion-ready audiences, nearly 100% click-through rates, eliminate fraud, and give advertisers attribution on steroids. This isn’t theory—we’re seeing advertisers achieve unprecedented ROI with our patented technology.

Adi Soozin: That’s incredible.

Jason Ma: And this is just the beginning. With our B2C and B2B2C models, we’re serving consumers, advertisers, and distribution partners simultaneously. Our vision is to create immense value across the entire ecosystem—and yes, God willing, generate extraordinary ARR by next year.

Adi Soozin: It’s amazing. You know, my book Tools of Marketing Titans hit number two on the bestseller list just 20 days after publication.

Jason Ma: Congratulations!

Adi Soozin: Thank you. There’s a section on top-of-funnel marketing where I’d love to feature AdXero as a case study for how brands can optimize and achieve better ROI.

Jason Ma: That would be phenomenal. And one thing I emphasize to my investors and partners is this: success must start with a clear “why.” That’s the difference between ventures that create enduring value and those that flame out.

Adi Soozin: Oh, absolutely. So many AI companies have already been wiped out.

Jason Ma: Exactly. Many of them entered the market with a purely technological mindset but no true understanding of how to serve people.

Adi Soozin: That’s precisely what I experienced with my software company. It was designed to teach junior marketers how to upskill quickly, and as we built, ChatGPT emerged. Suddenly, everyone in the space was scrambling to adapt or they were wiped out entirely.

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Adi Soozin: Everyone was saying, “Adopt ChatGPT or you’ll be left behind.” I was like, “No, no, no, no. Business 101—I would be training their language model to replace my own company.”

Jason Ma: Exactly.

Adi Soozin: Three years later, ChatGPT replaced all those other companies. My company is still thriving; theirs are defunct.

Jason Ma: That’s right.

Adi Soozin: You can’t simply build AI and expect it to succeed without strategy.

Jason Ma: Absolutely. Let me make a couple of points for investors. I know many billionaire investors, including VCs, angels, and family offices. The way most of them build wealth differs significantly. Most venture capital funds—90 to 95 percent—underperform. If you’re lucky, you get a couple of multiples in seven to ten years, but you’re locked in with no freedom, no personal relationships, and limited impact.

Adi Soozin: Yes.

Jason Ma: That’s why nearly all single-family office principals I speak with avoid investing as limited partners in funds—except those who work at family offices where the money isn’t theirs personally, so they’re less risk-averse and primarily covering their own bases. Honestly, very few chief investment officers impress me.

You can read more in one of my featured LinkedIn posts and on my website about the rise of smart, direct AI and tech investing by ultra-high-net-worth individuals and single-family offices. For example, Rudolph Ba, managing partner at Sakora Capital, invests with seven billionaire partners. Here’s how they approach investments:

They bet on people. They target large, growing markets. They seek disruptive technologies with defensible moats—patents or the ability to out-execute competition. Don’t believe VCs when they tell you patents don’t matter—they often don’t sign NDAs and will steal ideas without remorse. Protect your intellectual property fiercely.

Adi Soozin: Mhm.

Jason Ma: When you disrupt large legacy industries, you make many enemies. That’s why I maintain discretion. You won’t see me posting about my tech company, AdXero, on LinkedIn—except for one subtle hint. Roger Goodell, the NFL commissioner, invited his entire C-suite to meet us. Few tech companies receive that honor, but we keep it very private.

Adi Soozin: That’s impressive.

Jason Ma: We’re on track to hit a couple hundred million in annual recurring revenue next year, and we could surpass a billion much sooner. But we only invite single-family offices, ultra-high-net-worth individuals, and strategic partners—no venture capital funds allowed. I refuse to be shackled or put under the bus by typical VC dynamics.

That’s my view. Beyond my family and friends, my passions are my tech company AdXero and my family business. Being a chief mentor sharpens me as a businessman, investor, colleague, speaker, and philanthropist—it’s all interconnected.

Adi Soozin: That’s incredible. You’ve already touched on this, but how do you help families integrate faith, elite admissions, career success, legacy, and philanthropy—such as your work with St. Jude—to nurture wealth, values, and well-being across generations?

Jason Ma: Whether I’m helping a family one-on-one or coaching their next generation, or even mentoring single-family office CEOs who seek greater success and happiness, I focus on a holistic, customized approach. People want short-, medium-, and long-term goals, which I help organize using my 4S and 3Q frameworks.

Every person and family is different—even identical twins differ dramatically. I help families prepare meticulously and achieve optimal results in the most critical life stages, whether elite college admissions or next-level leadership effectiveness—all infused with my signature guidance.

Adi Soozin: Absolutely.

Jason Ma: The goal is higher peace of mind—not just superficial happiness—but long-term sustainable joy, and better relationships within family and community. Who wouldn’t want that?

Sometimes when I’m on stage—invited by groups like Opal—I remind audiences to imagine themselves as billionaires on their deathbeds. Would you rather be surrounded by people who genuinely love you, or by relatives only interested in your wealth?

Adi Soozin: The answer is obvious.

Jason Ma: Exactly. Then reverse-engineer your life from that moment. Success isn’t about beating others to be a tycoon; competition is fine, but your heart must be in the right place.

Many wealthy families silently struggle with internal discord.

Adi Soozin: Because of my upbringing, I see behind that curtain more than most. Sadly, there’s a high incidence of suicides and drug overdoses among family office children. Two of my childhood friends died by suicide just last November.

Jason Ma: That’s heartbreaking.

Adi Soozin: People romanticize family offices, saying, “You’re so lucky.” But few know the reality. When was the last time someone tried to poison you so they could kidnap you for ransom?

Jason Ma: Exactly.

Adi Soozin: For me, that happened this February. So yes, there are privileges, but also costs most will never comprehend.

Jason Ma: The higher you climb, the more complex the challenges. You must continually upskill, reskill, and build your support system so your rate of problem-solving exceeds the rate of new challenges.

Adi Soozin: Every level has its own demons.

Jason Ma: Precisely. I have many stories—some heartbreaking. For example, a billionaire’s child wanted to be my student but never enrolled and tragically took his own life. If he’d been coachable and had guidance, I’m confident I could have helped him turn things around.

Take Robin Williams—despite his fame, he lost his sense of significance and connection, and without effective mentoring, felt it was less painful to leave this world. With coaching, he might have reached a new level of happiness and success.

Adi Soozin: Such vital truths.

Jason Ma: That’s why I urge families to start early. Many arrive thinking they’re ahead, but the gap between perception and reality is vast. You cannot bridge it in three months. It takes time and effort.

Adi Soozin: Absolutely.

Jason Ma: Avoid shortcuts. Operation Varsity Blues sent wealthy parents to jail. If I ever met Rick Singer, I’d take him aside and teach him a lesson. That kind of cheating is evil.

Adi Soozin: Indeed.

Jason Ma: Even Fortune 300 CEOs, brilliant as they are, often aren’t the best guides for their kids. But with humility and early intervention, families can achieve extraordinary outcomes. One client’s child, initially uncertain, found the right fit at USC and is thriving.

That’s the real success—being impactful, productive, and joyful, free from hidden, destructive problems.

Adi Soozin: Sometimes blunt honesty is necessary.

Jason Ma: It certainly is.

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Adi Soozin: It reached a point where I had to tell someone, “Every time you contact me, it’s not with a business proposal but with gossip. If you want to collaborate, if you want a joint venture, approach me professionally—not with idle talk.” Eventually, I had to block her on every platform because she just didn’t understand. I said, “I would love to collaborate with you at a higher level, to change the world together, but you have to stop the gossip if you want to reach that level.”

Jason Ma: I’m at a stage where I have more flexibility and freedom. I carefully choose who I work with—whether coaching or partnerships. Here’s a little joke I tell: Jesus had only three mentees—John, James, and Peter—not 30,000. It’s about a private, focused network.

Adi Soozin: Exactly.

Jason Ma: And Jesus couldn’t be everywhere physically, so he installed the Holy Spirit—the Pentecost—as a sort of software download. I tell that joke to engineers who don’t believe. They get it immediately—it’s like an operating system upgrade.

Adi Soozin: That’s a great analogy. I challenge anyone listening—especially if you’re young and building your name—to be selective about who you work with. People can be either doors or walls. Some will see your potential and elevate you quickly, while others see your potential but hold you back out of a scarcity mindset.

Jason Ma: Absolutely.

Adi Soozin: Once you recognize someone with a scarcity mindset, respectfully distance yourself. You could spend 40 hours trying to impress one person who doesn’t want you to succeed—or spend 10 minutes with someone who truly sees your potential and wants to help you improve the world.

Jason Ma: That’s exactly right.

Adi Soozin: Surround yourself with those who believe in you. One of my best friends is often called a “train wreck,” but when she’s with me, she achieves amazing things. That’s because I focus only on the winner in her, while others try to hold her back.

Jason Ma: I’m so glad you mentioned that scarcity mindset. I remind my own family—my wife and daughters—to replace scarcity with an abundance mindset and generosity.

Adi Soozin: Yes.

Jason Ma: It’s also critical to cultivate a growth mindset—something successful investors embrace. If you’re investing in public companies to get a modest return, that’s one thing. But early-stage investing is a bet—you have to be visionary, take calculated risks, and adopt a contributing mindset.

Adi Soozin: Absolutely.

Jason Ma: I’ve written extensively about this on LinkedIn, discussing the rise of smart tech investing by family offices and ultra-high-net-worth individuals. It’s provocative and thought-provoking. Unfortunately, fixed mindsets are still far too common.

Adi Soozin: The growth mindset TED Talk is among the top 10 most popular for a reason.

Jason Ma: Exactly. You have to cover the basics thoroughly before expecting to succeed. For example, I coach parents to guide their children through college visits and admission presentations effectively. Don’t ask superficial questions you could have researched beforehand. Show critical thinking.

Adi Soozin: Yes.

Jason Ma: When I attend such events, I see many students who are unprepared—tourists, really. They’re the first to be rejected. Don’t be one of them.

Adi Soozin: A technique I use when building relationships is to DM questions to speakers during their presentations on social media. That way, I stand out instead of joining a crowd of 30 people bombarding them afterward.

Jason Ma: That’s an excellent strategy—thank you for sharing. For the audience, please note: when sending connection requests on LinkedIn, don’t just click “connect.” Include a personalized note referencing something specific, like our conversation. Otherwise, you get lost in the noise.

Adi Soozin: Practical advice.

Jason Ma: I delete or block most connection requests without notes. I don’t want a massive number of connections to manage meaningless noise—I want meaningful, mutually practical connections.

Adi Soozin: Exactly.

Jason Ma: Just like Jesus had only 12 disciples—not thousands—you must be selective with your time and relationships.

Adi Soozin: That’s very true.

Jason Ma: On another note, I was recently asked why I choose certain philanthropic endeavors. The key is to understand what matters personally and ensure the partnership is mutually beneficial.

Adi Soozin: Exactly. For example, the Weizmann Institute CEO was on my show. They knew my family’s history with cancer and MS, so they spoke directly to those causes. That’s how you motivate me to support and make a difference.

Jason Ma: Precisely. Specificity and relevance are essential. Empathy and social intelligence matter deeply.

Adi Soozin: We’ve gone well beyond our scheduled time.

Jason Ma: This has been so enjoyable. Long-form conversations let people truly connect.

Adi Soozin: That’s why I do 9×90™ podcasts. Everyone else does 15-minute clips.

Jason Ma: Yes, sound bites are deceptive and serve sponsors more than real dialogue.

Adi Soozin: I prefer showcasing people in their best light. Many are too humble to share their accomplishments when meeting others, but the podcast lets them tell their story.

Jason Ma: That’s important. I had a guest who changed air travel by convincing airlines to add new international routes to boost tourism. He wouldn’t brag in person, but he shared it on the show.

Adi Soozin: That’s the power of this platform.

Jason Ma: Absolutely.

Adi Soozin: Absolutely.

Jason Ma: A great story to tell.

Adi Soozin: Now when people meet him, I say, “He would never brag about any of his accomplishments—but here’s his episode where I made sure he did.”

Jason Ma: Fantastic.

Adi Soozin: Thank you so much for your time. I look forward to seeing you in New York and Newport.

Jason Ma: Absolutely. And maybe the Hamptons too? Will you be there?

Adi Soozin: I believe so. My father might accompany me as well.

Jason Ma: That’s wonderful. Your father and I will have to meet.

Adi Soozin: That sounds great.

Jason Ma: Thank you. It’s truly an honor.

Adi Soozin: Likewise. Thank you, and thanks to everyone tuning in. I’ll see you all back online soon.

Jason Ma: By the way, if anyone wants to reach me—

Adi Soozin: Yes, please share.

Jason Ma: It’s simple: visit my website, ThreeEQ.com. Everything you need is there—my email, contact details, all of it. On LinkedIn, you’ll find my profile picture of me holding a glass of red wine chatting with Steve Forbes. We have a lot of fun, but I’ll keep some things private.

Adi Soozin: Perfect. We’ll include your LinkedIn and website links in the show notes. Would you like to share your email as well?

Jason Ma: No, I prefer people to explore and find it themselves. It shows their commitment and curiosity—no shortcuts. If they want to connect, they’ll know how to find me.

Adi Soozin: That’s a powerful way to gauge genuine interest.

Jason Ma: Exactly. Thanks again, Adi. Talk soon.

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All opinions expressed by the guests are their own. 9×90™ and its affiliates do not endorse or guarantee any specific outcomes discussed in this episode. This podcast is for informational and entertainment purposes only and does not constitute financial, legal, or investment advice. Listeners should conduct their own due diligence and consult with professional advisors before making any investment or business decisions. Nothing discussed in this episode constitutes an offer to sell, or a solicitation of an offer to buy, any securities. Any such offer or solicitation will be made only through official offering documents and to qualified, accredited investors, in accordance with applicable securities laws. The views expressed by guests are their own and do not necessarily reflect those of the host or 9×90™.

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