Podcasts about 2B

What's up, everybody? It's Tom Bilyeu here:Want my help starting a business? Join me here inside Zero To FounderSign up for my AI Masterclass: AI MasterclassFOLLOW TOM:Instagram: https://www.instagram.com/tombilyeu/Tik Tok: https://www.tiktok.com/@tombilyeu?lang=enTwitter: https://twitter.com/tombilyeuYouTube: https://www.youtube.com/@TomBilyeuWOI EPISODES:FOLLOW LISA:Instagram: https://www.instagram.com/lisabilyeu/Twitter: https://twitter.com/lisabilyeuYouTube: https://www.youtube.com/womenofimpactTik Tok: https://www.tiktok.com/@lisa_bilyeu?lang=enCash App: Download Cash App Today: https://capl.onelink.me/vFut/v6nymgjl #CashAppPod*Cash App is a financial services platform, not a bank. Banking services provided by Cash App's bank partner(s). Prepaid debit cards issued by Sutton Bank, Member FDIC. Cash App Visa® Debit Flex Cards issued by Sutton Bank, Member FDIC, and The Bancorp Bank, N.A., pursuant to a license from Visa U.S.A. Inc. See terms and conditions for the Sutton prepaid card, Sutton debit flex card, and Bancorp debit flex card. Cash App Green features, Savings, Direct deposit, Round ups, Overdraft coverage and Discounts provided by Cash App, a Block, Inc. brand. Visit cash.app/legal/podcast for full disclosure.Quince: Free shipping and 365-day returns at https://quince.com/impactpodWhatnot: Download the Whatnot app today and get free shipping on your first order.Ketone IQ: Visit https://ketone.com/IMPACT for 30% OFF your subscription orderEthos: Get a free quote at https://ethos.com/impactIncogni: Take your personal data back with Incogni! Use code IMPACT at the link below and get 60% off an annual plan: https://incogni.com/impact ATT Business: Switch to AT&T Business at https://business.att.comPique: 20% off at https://piquelife.com/impactThe team dissects the viral Konstantin Kisin vs. Steve Keen debate—both former Impact Theory guests—on the central climate question of our time: is the answer to use less and shrink (de-growth), or to innovate our way forward? The host, who knows both men and calls them smart and well-intentioned, explicitly urges viewers not to pick a side and dismiss the other as stupid, but to find the one factual disagreement worth reasoning from. His own position leans hard toward innovation: drawing on Matt Ridley's The Rational Optimist, he argues that 80,000 years of human progress make "it all ends now" an irrational bet, that we've innovated our way out of every prior crisis, and that de-growth—especially any talk of reducing world population—would trigger economic collapse that causes far more suffering than the problem it aims to solve. He respects Steve Keen's economic mind but argues Keen has essentially "given up," wishing we'd listened to engineers 50 years ago rather than charting a path forward now. He reframes the climate fight around tradeoffs the doom narrative ignores: citing Bjørn Lomborg's "it's real but overstated, and the solutions can be worse than the disease" framing, the roughly 140,000-plus annual heat deaths that air conditioning could prevent, and Jordan Peterson's warning about sacrificing today's actual poor for tomorrow's hypothetical poor. The conversation ranges across the East-vs-West Germany innovation contrast, a Peter Diamandis-style geoengineering thought experiment, why "politics is downstream of culture," and the host's more contested claim that climate panic often masks a desire for control and resentment—before ending on a speculative, openly-unsupported musing about the psychology behind who pushes it. A wide-ranging argument for optimism, first-principles thinking, and refusing to let "we're doomed" become the whole story.The team breaks down Treasury Secretary Scott Bessent's latest move to tame rising long-term bond rates—and why the bond market is likely to keep testing him. After Bessent doubled buybacks from $2B to $4B per round (which briefly knocked yields down before they rebounded past where they started), two off-the-record Treasury officials leaked to CNBC that the Treasury General Account—the government's roughly $1-trillion checking account at the Fed—could be tapped to buy bonds en masse. The host walks through why that's a bigger deal than expected: using cash to retire long-duration bonds without issuing new supply makes the debt "evaporate," and the market has, at least for now, believed the rumor enough to push the 30-year and 10-year yields down. But he's clear about the catch: the TGA isn't a magic war chest—every dollar in it was borrowed via prior auctions, so spending it down just defers the problem and eventually requires selling more debt, pressuring the curve again. He frames the backdrop honestly: $40 trillion in debt, ~123% debt-to-GDP, climbing interest costs, Japan (the largest buyer of US debt) in trouble, China dumping Treasuries while hoarding gold, and gold overtaking the dollar as the top central-bank reserve asset. His throughline is that there's no silver bullet, only tradeoffs, and the only real fix is growing the real economy—rising middle-class wages adjusted for inflation, GDP moving from ~1.2% toward 3–4%—rather than financial engineering. Absent that, he lays out the grim menu every over-indebted empire faces: austerity, default, or inflating the currency to shrink the debt (which quietly impoverishes everyone paid or saving in dollars), and warns that another Covid-scale inflation spike without real growth is how you get to "pitchforks." The conversation closes on a lengthy, contested tangent about immigration incentive structures, the Nordic model, and social trust—with the host explicitly noting the Nordic countries themselves say they aren't socialist. A dense, sobering economics breakdown.The team breaks down the escalating US-Canada trade war after Canada walked away from a deal that would have sharply lowered tariffs on several key Canadian industries. The host argues Canada is making a serious economic miscalculation—laying out the dependency math: roughly 78% of Canadian exports rely on US consumer markets, and exports make up about 33% of Canada's GDP, versus Canada representing only around 13% of US imports and a small slice of US GDP. In his read, that asymmetry means Canada has far more to lose, and pivoting toward China—geographically distant and, as he notes, a non-market economy—is a poor substitute. He digs into what actually broke the deal per PM Mark Carney: autos, French-language and cultural protections, and, most importantly, a US demand to restrict Canada's ability to sign independent trade deals with other countries (read: China), pointing to Canada's stated goal of a 50% export increase to China by 2030, Carney's January Beijing visit, and a flurry of mutual tariff cuts (including slashing Canada's 100% EV tariff to ~6%) as evidence of a rapidly warming relationship. But the host is pointedly two-sided: he says the US had understandable strategic reasons to push for guarantees, while blasting Trump's "51st state" rhetoric and bullying public posture as counterproductive—using it as a lesson he teaches entrepreneurs about always showing the other side how a deal is a win for them, and the human psychology of how people resist being forced into even things that serve their interests. He walks through the granular US demands (auto assembly, procurement, energy allocation, language laws) and their second-order effects, and closes on a contested hypothesis that Canada may be more ideologically aligned with China than the US. A dense, numbers-driven, deliberately even-handed breakdown of leverage, strategy, and a deal gone sideways.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The mates discuss NVIDIA's $96.2B quarter and the AI circular economy, China's 200,000 fake accounts, Flock's 20 billion license plate scans, OpenAI's new chip, why only 4% of companies are cutting jobs due to AI, and a major breakthrough that has doubled pancreatic cancer survival. Sign up for our AMA at ⁠http://Moonshots.com/ama Get access to metatrends 10+ years before anyone else - https://qr.diamandis.com/metatrends   Peter H. Diamandis, MD, is the Founder of XPRIZE, Singularity University, ZeroG, and A360 Salim Ismail is the founder of Open ExO, a GP at Exponential Venture Capital/The Organizational Singularity Fund and a sought after global speaker and thought leader. Dave Blundin is the founder & GP of Link Ventures Dr. Alexander Wissner-Gross is a computer scientist and founder of Reified – My companies: Apply to Dave's and my new fund:https://qr.diamandis.com/linkventureslanding   Get the blueprint for generative media https://goo.gle/startupgenmedia  Go to Blitzy to book a free demo and start building today: https://qr.diamandis.com/blitzy   Your body is incredibly good at hiding disease. Schedule a call with Fountain Life to add healthy decades to your life, and to learn more about their Memberships: https://www.fountainlife.com/peter  _ Connect with Peter: X Instagram Substack Website Xprize A360 Connect with Dave: Web X LinkedIn Instagram TikTok Connect with Salim: LinkedIn X Join Salim's 10X Shift Subscribe to Salim's YouTube channel Exponential Venture Capital Connect with Alex Website LinkedIn X Email Substack  Spotify Threads Listen to MOONSHOTS: Apple YouTube Follow MOONSHOTS:  Instagram TikTok X Threads – *Recorded on August 28th, 2026 *The views expressed by me and all guests are personal opinions and do not constitute Financial, Medical, or Legal advice. Learn more about your ad choices. Visit megaphone.fm/adchoices

Crypto News: SEC resurrecting U.S. crypto custody rule the previous administration failed to land. Bank of America, Wells Fargo, Santander & over a dozen major banks move forward with plans to launch a crypto stablecoin. Ripple's RLUSD stablecoin crosses $2B in market cap, with $963M issued on the XRP Ledger and $1.1B on Ethereum.

Today's Post - https://bahnsen.co/3U6PdsL David Bahnsen opens from The Bahnsen Group's new Santa Barbara (Montecito) office, briefly recaps markets (Dow up ~0.25%, S&P down ~0.25%, Nasdaq down ~0.75% led by semiconductors; staples and financials up, tech down), and argues recent 10-year yield trading has been relatively range-bound. He focuses on Treasury Secretary Scott Bessent's announced 30-year Treasury buybacks ($2B now, potentially $4B in September) aimed at lowering long-end rates and term premium, likening it to an “Operation Twist” style intervention. Bahnsen says the move briefly lowered the 30-year yield about 10 bps but largely failed and is unlikely to work long term, criticizing government attempts to override market price discovery. He attributes higher long yields mainly to 30-year market illiquidity and new competing long-dated issuance from AI hyperscalers. He also covers U.S.-Canada tariff threats and retaliation, upcoming data/events (PCE, durable goods, Nvidia earnings, Warsh at Jackson Hole), WTI down ~2.5% near $85, and promotes his new book, “Profit from the Prophet,” releasing tomorrow. 00:00 Welcome From Montecito 01:06 Market Snapshot Today 01:38 Is Bond Volatility Overstated 02:58 Treasury Buyback Plan Explained 05:53 Did It Work Short Term 06:59 Can It Work Long Term 07:55 Why Long Yields Rose 12:05 Concerns About Intervention 13:52 Tariffs Canada Trade Spat 15:30 Week Ahead Data And Jackson Hole 16:27 Book Launch And Wrap Up Links mentioned in this episode: DividendCafe.com TheBahnsenGroup.com

Van & X return for a jam-packed, D23 edition of The Black Variant as the X-Men cast is revealed. Plus - Spider-Man: Brand New Day passes $2B, HBO and DC Studios clash, D23 goodies like the Ahsoka S2 trailer, Vision Quest with James Spader returning as Ultron, Season 3 finale of House of the Dragon, and more this week on The Black Variant. Tap in!Subscribe to Patreon: https://www.patreon.com/theblackvariantrncFollow The Black Variant on Twitter: twitter.com/BlackVariantRNCFollow Van: twitter.com/1017VanFollow X: twitter.com/XTheExiledFollow Syd: twitter.com/SydSlidePark

August 20, 2026: Your daily rundown of health and wellness news, in under 5 minutes. Today's top stories: Target adds 4,600 new food items in a grocery overhaul leaning into discovery and emerging brands, targeting over $2B in growth over the next few years SUMMITS and Hyphen combine nutrition software with automated makelines to personalize institutional food service using wearable and sleep data Josh Kushner and Bob Iger buy the Lakers for a record $12.5B as sports and wellness merge into a shared identity economy for Gen Z More from Fitt: Fitt Insider breaks down the convergence of fitness, wellness, and healthcare — and what it means for business, culture, and capital. Subscribe to our newsletter → insider.fitt.co/subscribe  Work with our recruiting firm → https://talent.fitt.co/ Follow us on Instagram → https://www.instagram.com/fittinsider/ Follow us on LinkedIn → linkedin.com/company/fittinsider  Reach out → insider@fitt.co 

- Beltway Blitz: Nats, NFL, Commanders - The concerts continue at Nats Park this week! - Paul Toboni talks with the Junkies about moving CJ Abrams to 2B

-What do you think of the Nats moving CJ Abrams to 2B? - Injury Updates For Key Commanders - Top Audio From Around the NFL and Biggest News

- Beltway Blitz: Nats, NFL, Commanders - Is CJ Abrams moving to 2B the right move for the Nats? - How does CJ Abrams moving to 2B affect his future with the Nats?

HOW TO MAKE MY MARRIAGE BETTER Proverbs 14:1 The WISE woman builds her house, but with her own hands the FOOLISH one TEARS HERS DOWN (NIV) Proverbs 24:3–4 By WISDOM a house is built, and through understanding it is established; 4 through knowledge its rooms are filled with rare and beautiful treasures (NIV) James 3:13 Who is wise and understanding among you? Let them show it by their good life, by deeds done in the humility that comes from WISDOM (NIV) 1. GROWING MARRIAGES CHOOSE HUMILITY OVER PRIDE 2. GROWING MARRIAGES REJECT ENVY AND SELFISHNESS James 3:14–15 But if you harbor bitter envy and selfish ambition in your hearts, do not boast about it or deny the truth. 15 Such “wisdom” does not come down from heaven but is earthly, unspiritual, demonic (NIV) 2A. BITTER ENVY TURNS PARTNERS INTO COMPETITORS 2B. BITTER ENVY KILLS CELEBRATION 2C. BITTER ENVY PRODUCES EMOTIONAL DISTANCE 2D. SELFISH AMBITION WILL ALSO RUIN A MARRIAGE 2E. SELFISH AMBITION REPLACES SERVANTHOOD WITH SELF-CENTEREDNESS 2F. SELFISH AMBITION MAKES ONE SPOUSE’S NEEDS MORE IMPORTANT THAN THE OTHER SPOUSE’S 2G. SELFISH AMBITION CAN CREATE RESENTMENT 2H. SELFISH AMBITION CREATES CONTROL AND MANIPULATION 2I. SELFISH AMBITION PUSHES GOD OUT OF THE CENTER 3. BITTER ENVY AND SELFISH AMBITION PRODUCE DISORDER AND EVIL James 3:16 For where you have envy and selfish ambition, there you find disorder and every evil practice (NIV) 3A. CONSTANT ARGUING 3B. CONSTANT EMOTIONAL INSTABILITY 3C. COMMUNICATION IS CONDESCENDING 3D. THERE’S DIVISION 3E. IT LEADS TO EVERY EVIL PRACTICE 4. GROWING A BETTER MARRIAGE REQUIRES APPLYING GODLY WISDOM James 3:17 But the wisdom from above is FIRST pure, then peaceable, gentle, open to reason, full of mercy and good fruits, impartial and sincere (ESV) 4A. PURE Psalm 51:10 Create in me a pure heart, O God, and renew a steadfast spirit within me (NIV) 4B. PEACEABLE 4C. GENTLE Proverbs 15:1 A GENTLE answer turns away wrath, but a harsh word stirs up anger (NIV) 4D. OPEN TO REASON 4E. FULL OF MERCY 4F. FULL OF GOOD FRUITS 4G. IMPARTIAL 4H. SINCERE

-CJ Abrams to move to 2B; Reacting to Commanders inactives for tonight - Hearing takes from national media on the JD5-LSU situation

August 14, 2026: Your daily rundown of health and wellness news, in under 5 minutes. Today's top stories: JG Wentworth survey finds 92% of US adults have delayed or abandoned medical care due to cost, creating an opening for lower-cost consumer health models Regenerative farming products hit $2B in annual US retail sales as 40 global food companies sign onto an initiative tying sourcing to soil health Eli Lilly files six lawsuits against sellers of unapproved retatrutide as CBP intercepts nearly 90,000 illicit GLP-1 vials in July alone Today's episode is brought to you by AIIR — a modern communications and experiential agency for health, wellness, fitness, and performance brands. From earned media to events and creator-led campaigns, AIIR helps companies sharpen their story, earn attention, and build trust that compounds. Visit https://aiir.agency to learn more. More from Fitt: Fitt Insider breaks down the convergence of fitness, wellness, and healthcare — and what it means for business, culture, and capital. Subscribe to our newsletter → insider.fitt.co/subscribe Work with our recruiting firm → https://talent.fitt.co/ Follow us on Instagram → https://www.instagram.com/fittinsider/ Follow us on LinkedIn → linkedin.com/company/fittinsider Reach out → insider@fitt.co

Live August 13, 2026  | Yaron Brook Show(Season 12, Episode 135)Assassination?; Tucker/Shapiro; Qatar; Rent; Data Centers; Refunds; Achievement | Yaron Brook Show"Trump's own Secretary of State was left on a plane he thought was about to be shot down — while his ex-caddy got a seat in the food cart. What does that tell you about this presidency?"Trump escaped a plane he thought Iran was going to shoot down — by hiding in an airline food cart. His Secretary of State stayed on the "decoy." His former caddy didn't. I break down why this story is both hilarious and terrifying, and why the same week Qatar quietly became the single largest foreign funder of American universities — bigger than AIPAC could ever dream of — nobody in Washington is talking about it.Then: Tucker Carlson didn't just insult Ben Shapiro this week. He ran a textbook antisemitic conspiracy theory — "an employee," "somehow got into Harvard," "represents larger interests" — dressed up as media criticism. And Shapiro's response proves why appeasing evil only feeds it.Plus: Zohran Mamdani hasn't taken office yet and Manhattan rent already hit an all-time high of $6,655/month. Rent control is working exactly as economics predicts — just not the way Mamdani promised. I also debunk the data-center land panic, show you exactly which companies got billion-dollar tariff refunds (proof Americans, not foreigners, pay the tax), and close with a medical drone that saved a man's life in Sweden before the ambulance even arrived.TIMESTAMPS 0:00 – Cold open: the Iran assassination plot and Trump's food-cart escape 2:53 – Inside the getaway: catering carts, decoy jets, and who Trump chose to save 9:26 – Why the whole "decoy" story doesn't add up 18:12 – Qatar's $6.6 billion capture of American universities — bigger than AIPAC, and nobody's talking about it ~25:00 – Tucker Carlson's "employee" smear of Ben Shapiro, decoded line by line ~38:49 – The "somehow got into Harvard" line and why it's classic antisemitic conspiracism ~45:00 – Why Ben Shapiro's refusal to call Tucker evil makes Tucker stronger ~52:00 – The Gen Z "$20 burrito" myth — and why Gen Z is the richest generation in history ~58:00 – Mamdani hasn't taken office and Manhattan rent already hit $6,655/month ~1:05:00 – Rent control 101: why 57,000 rent-stabilized apartments sit empty ~1:09:00 – Data-center land panic vs. the actual math (hint: corn subsidies dwarf it) 1:16:43 – The tariff refund list: Apple got $2.2B back — proof you paid the tax 1:23:10 – Human Achievement: the drone that restarted a man's heart before the ambulance arrivedLive audience questions are answered throughout the stream on Tucker/Shapiro, the Iran assassination plot, and rent control — drop yours in the chat next time we go live.Watch now: https://youtube.com/live/9JkNes9Te6M#TuckerCarlson #BenShapiro #maga #trump #iran #Antisemitism #QatarInfluence #RentControl #TariffsAreTaxes #nycrentals  #Capitalism #Objectivism #ForeignPolicy #FreeMarkets #AynRandLike this episode?Subscribe, share it with friends, and become a Patreon supporter to access monthly AMAs, exclusive content, and commercial-free audio.The Yaron Brook Show is Sponsored by[The Ayn Rand Institute](https://www.aynrand.org/starthere)[Energy Talking Points, featuring AlexAI, by Alex Epstein](https://alexepstein.substack.com/)[Express VPN](https://www.expressvpn.com/yaron)[Hendershott Wealth Management](https://www.youtube.com/watch?v=X4lfC...) &(https://hendershottwealth.com/ybs/)[Michael Williams & The Defenders of Capitalism Project](https://www.DefendersOfCapitalism.com)[Support the Show]( / yaronbrookshow )[Sponsor the Show](askyaron@yaronbrookshow.com/)[One-time donation](https://bit.ly/2RZOyJJ)Join the [Yaron Brook Show YouTube channel]( / @yaronbrook )Like what you hear? Like, share, and subscribe to stay updated on new videos and help promote the [Yaron Brook Show](https://bit.ly/3ztPxTx)Continue the discussion by following Yaron on [Twitter](https://bit.ly/3iMGl6z) and [Facebook](https://bit.ly/3vvWDDC )Want to learn more about Ayn Rand and Objectivism? Visit the [Ayn Rand Institute](https://bit.ly/35qoEC3)Become a supporter of this podcast: https://www.spreaker.com/podcast/yaron-brook-show--3276901/support.Yaron is the executive chairman of the Ayn Rand Institute and a world class speaker. He is the coauthor of the national best-seller Free Market Revolution: How Ayn Rand's Ideas Can End Big Government, Equal is Unfair: America's Misguided Fight Against Income Inequality and In Pursuit of Wealth: The Moral Case for Finance. He speaks around the world on a variety of topics including the morality of capitalism, Ayn Rand and her philosophy, finance and economics, and the value of inequality.

Topics covered in this episode: Claude Code /insights Post-quantum crypto lands in Python MCP goes stateless — and FastMCP gets renamed inshellisense - IDE style command line auto complete Extras Joke Watch on YouTube About the show Sponsored by Xweather Xweather combines enterprise-grade weather intelligence with agent-ready APIs, natural language capabilities, and an MCP server so your agents can adapt workflows, automate responses, and make better decisions based on real-world conditions. Michael will tell you more about them later in the show. Get started for free at pythonbytes.fm/xweather Connect with the hosts Michael: Mastodon / BlueSky / X / LinkedIn Calvin: Mastodon / BlueSky / X / LinkedIn Show: Mastodon / BlueSky / X Join us on YouTube at pythonbytes.fm/live to be part of the audience. Usually Tuesday at 7am PT. Older video versions available there too. Finally, if you want an artisanal digest of every week of the show notes in email form? Add your name and email to our friends of the show list, we'll never share it. Michael #1: Claude Code /insights Michael's Insights: michael-kennedy-claude-code-insights-2026-08-09.html Be careful sharing these outputs, they include details references to your projects, errors, security findings, etc. ;) /insights reads your last 30 days of local session transcripts and hands back an interactive HTML report on how you actually work. One command, zero setup: type /insights in a session, or run claude -p "/insights" from the shell for a non-interactive version that just prints the path Reads what's already on disk: pulls session logs from ~/.claude/projects/, skipping agent sub-sessions and anything under 2 messages or 1 minute Project areas: clusters your sessions into themes like "CLI Tooling" or "Documentation" with session counts Friction analysis: categorizes where things went wrong by root cause - and quotes your own prompts back at you Interaction style: tells you whether you're a delegator or a micromanager, plus which workflows are worth doubling down on Actually actionable: suggests concrete CLAUDE.md additions and Claude Code features you're not using The catch: Haiku does the per-session classification, so the first run takes several minutes; results cache to ~/.claude/usage-data/facets/ and the report lands at ~/.claude/usage-data/report.html Calvin #2: Post-quantum crypto lands in Python pyca/cryptography 48 ships ML-KEM (key establishment) and ML-DSA (signatures) — NIST's post-quantum standards, now one pip install away. Big deal because it's the 11th most-downloaded package on PyPI (~1.2B downloads/month) and sits under Ansible, Certbot, Airflow, and paramiko. No PQ there, no PQ anywhere in Python. Trail of Bits did the work (Rust bindings, cross-backend API, tests, AWS-LC backend support), funded by the Sovereign Tech Agency. Timing tracks a June 22 White House order setting federal deadlines: PQ key establishment by end of 2030, PQ signatures by end of 2031. Not a drop-in swap — the wire sizes explode. ML-DSA-65 signatures are 3,309 bytes vs Ed25519's 64; ML-KEM-768 public keys are 1,184 bytes vs X25519's 32. Hardcoded field sizes and length prefixes will bite. API looks like the existing asymmetric primitives, except ML-KEM is encapsulate/decapsulate rather than a Diffie-Hellman exchange. SLH-DSA (the hash-based conservative backstop) is still in progress. The primitives are here, but protocols haven't caught up — so you won't be running post-quantum Certbot this week. Sponsor: Xweather You're using agents that can write code, summarize documents, and automate workflows. But they're missing one thing: awareness of the world around them. This is where today's sponsor, Xweather comes in. Xweather combines enterprise-grade weather intelligence with agent-ready APIs, natural language capabilities, and an MCP server built for tools like Claude, Codex, Copilot, and modern IDEs – so your agents can adapt workflows, automate responses, and make better decisions based on real-world conditions. Backed by Vaisala, whose instruments fly on NASA missions to Mars, Xweather delivers trusted data and unique insights that go beyond conditions to actual impact – from real-time lightning strikes to road surface forecasts. Start with 15,000 free API calls each month and pay only for what you use as you grow. Xweather is your full weather stack, for developers by developers. Start building for free today at pythonbytes.fm/xweather. The link is in your podcast player's show notes and on the episode page. Thanks so much to Xweather for supporting Python Bytes. Calvin #3: MCP goes stateless — and FastMCP gets renamed From Philipp Acsany over at Real Python The 2026-07-28 spec landed July 28 and the Python SDK shipped 2.0.0 the same day. Biggest rewrite since MCP launched, and it's breaking on purpose. Context for scale: the Tier 1 SDKs are pulling close to half a billion downloads a month, with TypeScript and Python each past a billion total. The headline is the stateless core. The initialize/initialized handshake and the Mcp-Session-Id header are both retired — protocol version, client identity, and capabilities now ride in _meta on every request, with an optional server/discover RPC if a client wants capabilities up front. Any request can land on any instance behind plain round-robin, no shared storage. Server-initiated calls are the hard part of the migration. Sampling, elicitation, and roots/list no longer call back to the client; instead the server returns resultType: "input_required" and the client retries with inputResponses attached. Multi Round-Trip Requests, MRTR. Also: Mcp-Method and Mcp-Name are now required headers so gateways route on headers instead of cracking JSON bodies, and missing-resource errors move to standard 32602. Deprecation sweep with an actual policy behind it — Roots, Sampling, Logging, and the legacy HTTP+SSE transport all deprecated with a twelve-month minimum offramp. Tasks graduated out of the experimental core into a real extension, which is what the formalized extensions framework was for. MCP Apps is now an official extension too, so a tool call can return sandboxed interactive HTML. Auth picked up RFC 9207 issuer validation, issuer-bound credentials, and a shift from DCR toward CIMD. Python SDK 2.0 is where it gets personal: FastMCP is now MCPServer, no alias, no shim. McpError → MCPError. Wire types went snake_case (is_error, input_schema) and moved to a standalone mcp_types package, with mcp.types kept as a permanent alias. One Client object replaces the old transport + ClientSession + initialize() stack. httpx became httpx2. Sync handlers run on worker threads now, so asyncio.get_running_loop() raises inside them. The good news: one MCPServer serves both protocol eras, so 2025-era clients keep working with nothing to configure, and a Resolve(fn) parameter lets one tool body cover MRTR and the old path. 1.x is maintenance-and-security-fixes only — pin mcp>=1.28,

Linktree: https://linktr.ee/AnalyticJoin The Normandy For Ad-Free NME, Additional Bonus Audio And Visual Content For All Things Nme+! Join Here: ⁠⁠https://ow.ly/msoH50WCu0KIn this segment of Notorious Mass Effect, Analytic Dreamz covers the viral clip of Drake barking during his 20v1 and analyzes the effects plus revenue from clipping culture. Networks drove billions of views elevating creators: Clavicular saw ~1,600 clippers, 70k videos and 2B+ views while Adin Ross gained 430M views from 11k videos by 520 clippers, turning short-form content into primary discovery on TikTok, Reels and Shorts. Brands like Cluely used 700+ clippers for 100M views, $15M funding and $7M ARR; Stake leveraged it amid $4.7B revenue. Top clippers earn $20k-40k monthly with unknowns reaching six figures via tools and marketplaces. Analytic Dreamz ends with RJ3's unreleased track Clip (Clipping) Farm.Privacy & Opt-Out: https://redcircle.com/privacy

California pays 270 people to investigate Medicaid fraud. In 2024 they returned 32 indictments. Arizona pays 33 people and returned 82.   PeterSchweizer and Eric Eggers break down 'the summer of fraud' on ep. 281 of The Drill Down.   Federal Medicaid recoveries went from 1.4B to 2B. CMS withheld 351M from Minnesota and 1.3B from California. Alabama employs seven fraud investigators. Minnesota employs 28.   Chapters: (02:33) The federal numbers (07:58) California's 32 indictments (10:37) Alabama has seven (15:01) 1.9B to the Virgin Islands, zero homes (19:09) Minnesota and Feeding Our Future (26:13) What happens when the money stops

Pressure is on FDA, policymakers and academic centers in the U.S. to respond to challenges from China, Australia, and beyond to run first in human trials faster and more efficiently. On the latest BioCentury This Week podcast, BioCentury's analysts discuss how stakeholders in the U.S. are responding to the challenge.The analysts also discuss the next frontiers of federated learning in drug discovery and the latest crop of biotech IPOs on NASDAQ, which raised over $1.2B in strong IPO run last week.View full story: https://www.biocentury.com/article/660433#ClinicalTrials #BiopharmaPolicy #DrugDevelopment #BiotechIPO #FederatedLearning00:00- Introduction01:15 - Academic Centers10:42 - Policy Picture15:48 - Grand Rounds Europe Highlights18:01 - Federated Learning28:15 - NASDAQ IPOsTo submit a question to BioCentury's editors, email the BioCentury This Week team at podcasts@biocentury.com.Reach us by sending a text

Summary Today Marc is chattin' with Richa Kaul, founder and CEO of an AI-based compliance automation platform. The conversation centered on how AI is reshaping enterprise governance, risk, and compliance (GRC), especially by helping organizations handle growing complexity without simply adding more headcount. The discussion quickly focused on how compliance teams can use automation and AI to streamline vendor risk, regulatory requirements, and other time-consuming workflows. Richa explained that his approach starts by separating what truly requires human judgment from what can be automated. A major theme was the mismatch between the speed of modern risk and the pace at which organizations can hire. Richa argued that risk is increasing faster than teams can scale, making it unrealistic to solve GRC challenges by just expanding staff. Instead, she framed the real question as what work should remain with humans and what work can be handled by AI or automation. She emphasized that teams are bogged down by urgent audit prep, repetitive tasks, and reactive “fire drills,” which prevents them from focusing on strategic risk reduction. The chat then moved into visibility and granularity in risk management, particularly around privacy. Richa noted that many CISOs and GRC leaders lack sufficient visibility into their organization's risks, especially because privacy is cross-functional and touches employees, users, operations, and regulatory obligations. She said this lack of clarity makes it difficult for leaders to confidently communicate risk to boards or determine where to invest time and resources. In her view, the biggest issue is not just managing risk, but being able to see it clearly enough to act on it. Another key topic was AI governance. Richa pointed out that many companies are paying attention to AI policy at the top level, but are not doing enough to train employees at the operational level, where mistakes are most likely to happen. She described the “last mile” of AI governance as especially vulnerable, since employees may unknowingly expose proprietary information by entering sensitive data into tools like GPT. According to Richa, human behavior is often the weakest link, and effective governance requires education and training throughout the organization, not just policy statements from leadership. Their chat also touched on industry-specific risk, with healthcare highlighted as a major area of concern. Richa said healthcare compliance appears underinvested compared with financial services, even though both are highly regulated and handle highly sensitive data. She closed by offering a practical starting point for companies facing generative AI challenges: map your most important data, follow it from input to output, identify the systems it touches, and secure each step of the journey. His overall message was optimistic — that even though the risk landscape feels overwhelming, organizations have tools, platforms, and partners that can help them manage it more effectively. Key Points AI can reduce compliance burden by automating repetitive GRC tasks. Organizations can't hire fast enough to keep up with rising risk and regulatory complexity. Many leaders lack clear visibility into privacy and cross-functional risk. AI governance fails most often at the employee level, not just the policy level. Healthcare compliance is highly exposed and may be underinvested relative to its risk. Key Quotes “Risk right now is increasing at a speed and at a rate that teams cannot possibly hire to mitigate.” “It is not the question of, should teams get smaller. I think it’s a question of what work should humans be doing and what work can I do instead.” “A lot of CISOs tell me that they don’t have the visibility, or at least the granularity of visibility into their risks that they would like.” “Humans are the weakest link.” “Don’t you need to boil the ocean, but let’s look at what is your highest risk data.” About Our Guest Richa Kaul is a technology executive and Head of Product Engineering: Strategy, AI Builder, and Cloud & AI Enterprise Transformation, with 20+ years of experience leading cloud, data, and AI initiatives across Fortune 500 organizations. She has managed portfolios as large as $2B in revenue and $300M in operating budgets, while building global teams of 100+ and advising CxOs on enterprise AI and financial strategy. Richa is known for driving GenAI adoption, modernizing data platforms, advancing AI governance, and delivering scalable, cost-effective transformation across banking, capital markets, asset management, and wealth management. Follow Our Guest LinkedIn About Our Host National co-chair of the Cyber Center for Excellence, Marc Schein, CIC,CLCS is also a Risk Management Consultant at Marsh McLennan Agency. He assists clients by customizing comprehensive commercial insurance programs that minimize the burden of financial loss through cost effective transfer of risk. By conducting a Total Cost of Risk (TCoR) assessment, he can determine any gaps in coverage. As part of an effective risk management insurance team, Marc collaborates with senior risk consultants, certified insurance counselors, and expert underwriters to examine the adequacy of existing client programs and develop customized solutions to transfer risk, improve coverage and minimize premiums. Follow Our Host Website | LinkedIn

An OpenAI model broke out of its sandbox, hacked Hugging Face using a zero-day nobody had ever documented, and executed 17,000 autonomous actions in under two days, before OpenAI even knew it happened. Then Anthropic disclosed three similar incidents. Then Meta.In this Monday Brief, Trey sits down with Brandon Schuh to break down the latest news, trends, and insights in ProducerLand.- What's going on with AI models breaking out and the #1 question to ask your insureds- Why the E&S market is flush with capacity and getting cheaper- American Family's $1.2B acquisition of Bowhead, and what it signals.....Resources & Links:

Sixteen years ago, my very first podcast conversation was with my sales coach Matt Nettleton. So, naturally, when Matt came back to More Than A Few Words, we talked about how the fundamentals of good sales haven't changed all that much. Matt and I agree that when you're starting a business, a qualified prospect is often anyone with a pulse, a checkbook and the ability to fog a mirror. And that's okay. You have bills to pay. But eventually, you need to get a little pickier. We have talked for years about customers as deer, moose and elephants. The problem is, too many salespeople spend their days chasing squirrels and rabbits while trying to hit goals that require much bigger game. And then there's the really big elephant. What happens when you land a customer that's actually too big? Matt shared the story of a client preparing to chase an opportunity that would increase revenue by 50% in about 60 days. Sounds fabulous, right? Except they didn't have the people, cash or capacity to deliver. They walked away, found two customers that were a much better fit and ended up growing 30%. Sometimes saying no really is a growth strategy. In this episode of More Than A Few Words, Matt Nettleton and I talk about knowing who belongs in your sales pipeline, giving yourself permission to let bad prospects go and why the customers who got you here may not be the customers who take you where you want to go. And yes, after sixteen years, we're still talking about deer, moose and elephants.   ***************************************************** About Matt Nettleton For Indianapolis Business Owners Tired of the Revenue Roller Coaster | I Build Sales Engines That Forecast Accurately | Sandler-Certified | My Clients Have Closed $3.2B+ in New Sales | Book a 30-Min Diagnostic Call Matt is also the host of the Default Profitable podcast, where I interview successful small business owners and share valuable insights, tips, and trends on starting and running a business. I am a certified instructor of Sandler Training, Extended DISC, PeopleBest and OMG Profile. I specialize in sales organizational assessment, sales process development, and leadership programs. More Than a Few Words More Than a Few Words is a bite-sized marketing podcast for people who want practical ideas they can actually use. Each episode cuts through the noise with smart conversations about what's working, what's changing, and every now and then, what went wrong. Hosted by marketing strategist Lorraine Ball, the show has been serving up marketing ideas with no fluff and no jargon since 2010. Like what you hear? Follow More Than a Few Words so you never miss a conversation. https://morethanafewwords.com https://www.linkedin.com/in/lorraineball/

Ten years ago Panthalassa asked me to believe that a bobbing metal sphere full of GPUs, cooled by the actual ocean, was a real company — and this week The Information reported they're raising $225 million more at something like a $2 billion valuation, doubling in three months flat. Unicorn? I'm going with narwhal. And that's before we even get to a decade-old idea I started myself, that's now bigger than I ever meant it to be.From there: Portland Startup Week — the thing I started a decade ago before handing it off to Josh Carter — is becoming Oregon Startup Week, 40-plus events statewide, home base at Big Pink, May 10–15, 2027, and I'm oddly happy watching my own creation outgrow me. Renée James, who ran Intel and then sold Ampere Computing to SoftBank for $6.5 billion, just launched a Lake Oswego startup fixing pay-to-play youth sports recruiting — especially for the girls and women getting priced out of travel baseball and softball. Plus a California company buys an OSU spinout, Oregon State throws a party for five semiconductor spinouts at once, Ray King's Porkbun crosses 4 million domains, Rose City Robotics wins $200K to recycle lithium-ion batteries, Brad Attig's got a guide for supporting rural Oregon founders hit by wildfires, and Silicon Florist quietly turned 19 this week — with a 20th-anniversary save-the-date already on the calendar. And, as always, secrets.00:00 Oregon startup new intro00:20 Quick news stories04:44 Panthalassa 09:43 RIP Portland Startup Week11:55 Rule4215:08 SecretsLINKS:Panthalassa rides the AI wave to $2B — https://siliconflorist.com/2026/08/06/panthalassa-rides-the-ai-wave-to-a-purported-2b-valuation/Panthalassa — https://panthalassa.com/Portland Startup Week is no more — https://siliconflorist.com/2026/08/03/portland-startup-week-is-no-more/Oregon Startup Week — https://www.oregonstartupweek.com/Rule42 sets sights on recruiting — https://siliconflorist.com/2026/08/04/a-new-kind-of-processor-rule42-sports-technology-group-sets-sites-on-improving-recruiting/Rule42 Sports Technology Group — https://rule42.com/Tandem PV acquires nexTC — https://siliconflorist.com/2026/08/05/californias-tandem-pv-acquires-nextc-oregon-state-university-spinout/Tandem PV — https://www.tandempv.com/OSU celebrates semiconductor spinouts — https://siliconflorist.com/2026/08/05/osu-celebrates-semiconductor-spinouts/OSU Today — https://today.oregonstate.edu/all-stories/discovery-industry-oregon-state-spinouts-are-building-future-semiconductorsPorkbun passes 4 million domains — https://siliconflorist.com/2026/08/05/portlands-porkbun-passes-4-million-domains-under-management/Porkbun — https://porkbun.com/Rose City Robotics wins DOE prize — https://siliconflorist.com/2026/08/03/rose-city-til-batteries-die-rose-city-robotics-lands-lithium-ion-recycling-prize/Rose City Robotics — https://rosecityrobotics.com/Supporting rural Oregon entrepreneurs impacted by wildfires — https://siliconflorist.com/2026/08/07/supporting-rural-oregon-entrepreneurs-impacted-by-the-wildfires/How to support rural Oregon businesses — https://reinventingrural.substack.com/p/how-to-support-rural-oregon-businesses

Welcome back to the Alt Goes Mainstream podcast.We sat down with Anthony Maniscalco, the Managing Partner and Business Head of Investcorp Strategic Capital Group (ISCG).We were live from Berlin, which becomes the “capital of private capital” in June as private equity industry leaders make the annual pilgrimage to the city for one of the marquee private equity conferences, SuperReturn Berlin.With Prosek Partners and former Bloomberg TV journalist Deirdre Bolton as my producer, along with her team, we took over a Tiny Space cabin to hold big conversations with some of the industry's leading alternative asset managers.Investcorp has been a pioneer in private equity. Since its founding in 1982, the firm has grown from a “boutique Gulf firm” into a global and diversified alternative asset manager. Investcorp launched its Strategic Capital Group (SCG) (GP stakes) business long after its founding in 1982. But the firm brought in a pioneer to launch and build SCG into a leading GP stakes firm, which now has over $2.2B of AUM. Anthony has been involved in GP stakes from the industry's early days. He was a founding member of Blackstone Strategic Capital Holdings, a $3.3B private, permanent capital vehicle focused on acquiring minority interests in alternative asset manager GPs. He was also a Managing Director of the Hedge Fund Solutions business at The Blackstone Group. Prior to joining Investcorp, Anthony was a Managing Director and Co-Head of Credit Suisse Anteil Capital Partners. Launched in 2019, Investcorp's SCG acquires minority interests in alternative asset managers, particularly GPs that manage longer-duration private capital strategies. SCG has completed 12 investments since inception.Anthony and I had a fascinating conversation about the evolution of GP stakes and the benefits of GP stakes for investors. We covered:Why have stakes shifted from hedge funds to alternative asset managers?Why the features of the alternative asset management business model (contracted management fees, locked-up capital, less key-person risk) can make for a good GP stake investment.Why a GP would sell an equity stake in its firm to finance its growth.Unpacking the middle-market GP landscape and where middle-market GPs need help growing their firm.The evolution from fund to firm and what's next for GP stakes.BioAnthony Maniscalco is the Managing Partner and Business Head of Investcorp Strategic Capital Group (ISCG), based in New York. ISCG is focused on providing capital solutions to the GPs of mid-sized private market alternative asset managers. ISCG closed its inaugural fund in the Spring of 2022 and currently manages over $2.2 billion of AUM. In his current role, Mr. Maniscalco is focused on managing the overall business, sourcing new investment opportunities, advising portfolio GPs and is the chairperson of the Investment Committee.Prior to his current role, Mr. Maniscalco was a Managing Director and Co-Head of Credit Suisse Anteil Capital Partners. Prior to this, he was Managing Director of the Hedge Fund Solutions business at The Blackstone Group. At Blackstone, he was a founding member and on the investment committee of Blackstone Strategic Capital Holdings, a USD 3.3 billion private, permanent capital vehicle focused on acquiring minority interests in alternative asset manager GPs.Prior to Blackstone, Mr. Maniscalco was Head of Alternative Asset Management Banking at Barclays (and its predecessor Lehman Brothers) within its Financial Institutions Group. Prior to this role, Mr. Maniscalco was head of the Media and Telecom vertical within Lehman Brothers' Leveraged Finance Group.Early in his career, he worked at Bank of America and its predecessor Continental Bank in Chicago, focused on high-yield, mezzanine, syndicated bank loans, and interim financing products.Anthony holds a B.S. from Indiana University (2026 College Football National Champions!) and an M.B.A. from the University of Chicago.Thanks, Anthony, for sharing your expertise, wisdom, and passion about GP stakes and the business of alternative asset management.Show Notes00:00 Live From Berlin00:15 Meet Anthony Maniscalco02:56 Early Staking Was Hedge Funds03:05 Banks And Prime Brokerage03:40 Private Equity Hits A Wall03:53 Shift To Private Equity Stakes04:30 Why Stakes Are Attractive04:54 Locked In Fee Streams05:31 Carry And Diversification06:06 How LPs Classify Stakes06:59 Three Allocation Buckets07:55 Strategic Access Flywheel09:05 Tougher Fundraising Today09:19 Why Middle Market09:05 Fundraising Help For GPs10:55 Underwriting Growth Readiness12:15 Primary Capital Use Of Proceeds12:49 Why Equity Is Worth It14:46 Talent Retention And Next Gen15:46 Wealth Channel Fit18:23 Portfolio Construction Framework19:36 Why Venture Is Harder23:23 From Fund To Firm24:34 Liquidity And Exit Paths27:35 Prefs, Debt, And New Solutions38:41 Continuation Vehicles Flywheel41:02 Closing Thoughts

Group Chat News is back with the hottest stories of the week, including why movies are suddenly back with [Spider-Man clearing ~$1B globally in its opening weekend], Jonah Hill announcing he'll annihilate anyone who calls him the fat funny guy from Superbad, and the [$2.2B tariff refund Apple just got] that isn't showing up in anybody's prices. Plus a 25-year-old who ran a fund to $45B and got margin called on his wedding weekend, Elon saying money will be worthless by 2036, and colleges quietly spending endowment money that donors thought was going somewhere else. This week's Group Chat covers: Movies are back — Odyssey, The Invite, and two theater trips a month Why streaming is losing — no Stranger Things-level show to stay home for [Spider-Man's ~$1B opening weekend] and the flight to quality Jonah Hill says he'll beat up anyone who calls him the fat funny guy from Superbad White belt confidence, early martial arts syndrome, and why the guys still think everyone should learn to fight LeBron, Kevin Hart and Rich Paul golfing at [Sherwood] — and how nothing stays secret in LA [The Supreme Court overturning the tariffs] — and the refunds companies are getting back [Apple's $2.2B and Amazon's $640M] — the rocket-feather effect and why prices never come down Why this is exactly the story that makes socialism sound good to everyone else Mamdani, cheap bananas, and capitalism's optics problem The Elon trillionaire headline that made rich people feel poor [Elon telling the BBC money will be worthless by 2036] The friend who took a huge AI job — and called depressed about what he saw under the hood The nuclear bomb argument: everyone gets the robots, so nobody sends the robots [Leopold] went 0 to $45B in 18 months, then got margin called on his wedding weekend Ken Griffin and Citadel on the other side of the trade... again Zero day options, prediction markets, and why nobody holds anything for four years The new crop of 25-year-old gunslingers who'll run the next Blackstone Colleges are dipping into endowments to pay overhead — and donors are finding the money gone Why most colleges don't survive the next decade Critical thinking as the only skill that matters now And much more! Drop us a 5-star rating and a review if you're rocking with the show.

Sanjit Biswas runs what may be the largest AI deployment in the physical world — and almost nobody in AI talks about it. Samsara (NYSE: IOT), the ~$20B company he co-founded after selling Meraki to Cisco for $1.2B, puts AI on millions of trucks, cranes, and industrial assets: 25 trillion data points a year, 99% of US roads driven every single day, ~$2B in ARR growing 30% profitably. In this episode we go through the entire physical AI stack — asset tags you can run over with a truck, a paper-thin disposable tracking label, engine fault codes, and dash cams running inference at the edge — then into agents, including the Agent Studio warranty agent that compresses an hour of human work into under a minute. We also get into the uncomfortable part (when AI watches you drive all day, is that coaching or surveillance — and why drivers actually want the cameras), mixed fleets of humans and robots, why autonomous trucking will take far longer than robotaxis, and a startling stat from the field: one utility building 3x more grid capacity in the next five years than it did in the previous 125, with 90% of that demand coming from data centers.(00:00) Intro: The biggest AI deployment nobody talks about(01:16) What is physical AI?(03:04) From IoT dashboards to agentic action(04:36) Why physical AI is harder than software AI(06:07) Safety, cybersecurity, and real-world consequences(07:11) What Samsara does(08:22) $2B ARR, 25 trillion data points, and 380,000 crashes(09:44) How AI can prevent road accidents(11:28) From an MIT research project to Meraki(13:42) Learning physical operations from scratch(15:42) Samsara's stack: sensors, intelligence, and action(16:39) Inside Samsara's industrial asset trackers(18:36) Bluetooth, battery life, and connected infrastructure(19:49) A disposable tracking device built like a sticker(21:08) Vehicle gateways and engine diagnostics(22:16) How AI dash cams coach drivers in real time(23:28) Turning the dash cam into an AI interface(24:49) Organizing physical-world data in the cloud(26:32) Selling AI to traditional industries(27:52) Is Samsara's real-world data its AI moat?(29:22) The network effects of covering 99% of U.S. roads(31:23) Edge AI versus cloud AI(32:35) The models running inside Samsara's devices(33:52) Generative AI and video reasoning(35:57) Which AI models does Samsara use?(36:50) Inside Samsara Agent Studio(37:56) How an AI warranty agent works(38:50) Starting with practical, lower-risk automation(40:10) Combining agents, workflows, rules, and guardrails(42:07) What today's AI agents still cannot do(43:07) AI ride-alongs and the future of driver coaching(45:17) Is workplace AI becoming Big Brother?(46:27) How cameras can protect and exonerate drivers(48:48) When AI becomes the judge of your work(50:37) Robots, humanoids, and mixed human-machine fleets(53:19) Samsara's role in autonomous operations(54:50) How quickly will autonomous trucking arrive?(56:32) AI data centers and America's infrastructure boom(58:16) Should lawyers become plumbers? Demand for tradespeople(59:54) Closing thoughts

n8n's founder puts the company's GitHub repo, nearly 200,000 stars, right next to the paid signup button, and he's genuinely fine if you never pay. In this episode of The Product Podcast, Carlos (CEO at Product School) sits down with Jan Oberhauser, CEO of n8n, the open-source automation platform that's crossed $100 million in ARR at a $5.2 billion valuation. Jan breaks down the "fair-code" license bet that let him give the product away and still build a business, how that free version became the on-ramp into enterprises like Meta, Nvidia, Dell, Accenture, Vodafone, Deutsche Telekom, and Mercedes, and why he believes the people with the problem should build the automation themselves, not a centralized team or an outside agency.He also walks through a live build of a personal AI agent (email and calendar), shows how n8n falls back from Claude to GPT via OpenRouter when a model isn't available, and explains how enterprises get automations into production faster because each agent can only do exactly what it's been permitted to do.What you'll learn:Why n8n rejected traditional open source for a "fair-code" license, and how it avoided the community backlash that burned other companiesWhy trust and consistency, not features, are the real center of a communityHow the free, self-hosted version drives bottom-up adoption inside major enterprisesWhy "sprinkling AI on top" kills products, and what to build insteadHow to chain agents so one agent's output becomes the next agent's inputWhy n8n is the "connective tissue" between models, tools, and business systemsHow guardrails (an agent can only do what it's explicitly allowed) speed up enterprise procurement and productionWhy the people with the problem should own the building, not a centralized AI teamHow 10,000+ community templates and 500+ integrations expand what non-technical builders can shipHow one company routes 75% of support through an n8n agent, with customers happier than with humansConnect with Guest (Jan Oberhauser):LinkedIn: https://www.linkedin.com/in/janoberhauserX: https://x.com/JanOberhauserHost: Carlos, CEO at Product SchoolLinkedIn: https://www.linkedin.com/in/villaumbrosia/About Jan Oberholzer: Jan is the CEO of n8n, an open-source (fair-code) workflow automation and orchestration platform for building AI agents. He started the company over seven years ago, before LLMs went mainstream, and has grown it past $100M ARR at a $5.2B valuation.About the Product Podcast: Product School's podcast brings you candid conversations with the founders and product leaders shaping tech.Social Links:Find out more about Product School hereFollow our Podcast on TikTok hereFollow Product School on LinkedIn here

This is a landmark day for peptides! I recorded this at 6 AM the morning between day one and day two of the FDA's Pharmacy Compounding Advisory Committee (PCAC) meeting, and I'm breaking down exactly what happened, why it matters, and what it means for you depending on where you live. On day one, the committee voted YES on all four peptides they reviewed: BPC-157, TB-500, KPV, and MOTS-c. This went against the FDA scientists' own recommendation. There was an audible gasp in the room. Today they're voting on DSIP, Epitalon, and Semax, and I expect all three to pass too. If you'd like to work with me one-on-one, you can book a free call here. Timestamps: 00:00 Welcome + why this is a landmark peptide moment 04:50 What the FDA PCAC panel voted on and why it shocked everyone 08:00 Peptides have a champion at the very top (RFK Jr.) + the $2.2B opportunity 10:00 Why this is a win. Safety through legitimacy, licensed compounding pharmacies, real quality standards 13:50 Why national validation matters, and what this means if you're already using peptides 17:30 BPC-157. The recovery superstar. Doses, cycles, uses 20:35 TB-500. The recovery partner. The Wolverine stack with BPC-157 22:00 KPV. The anti-inflammatory gem for gut and skin 23:10 MOTS-c. Exercise mimetic, metabolic and mitochondrial support 25:35 What's on the vote today. DSIP for sleep, Epitalon for longevity, Semax for focus 27:30 Free base vs acetate. What you need to know 28:35 What this means for women. Why our physiology needs its own research 30:55 The future. Nothing is fully legal yet. The FDA still gets the final vote 33:35 The gray market will shrink but not dissolve 34:30 If you don't have a doctor. How the US telehealth model will work 35:20 What this means for Canadians and global listeners 37:00 Peptides are here to stay. The cultural moment already happened 38:15 Work with me one-on-one + my vetted peptide sources Resources: My free, trusted Peptide Source Guide. My vetted global peptide companies. Work with me one-on-one. The Her Stack Planner (digital, physical version coming soon). Join The LongHer Life Longevity Community. Let's connect: Instagram, TikTok, Facebook Shop my favorite health products. Listen on Spotify, Apple Podcasts, YouTube Music. This is for educational purposes only. This is not medical advice.

Matt Kilgroe — President & CEO, Cyndeo Wealth Partners Matt Kilgroe shares how Cyndeo Wealth Partners grew from a newly launched $1.2B RIA to a $3.5B enterprise, and why the next challenge isn't independence, but building a firm capable of reaching $25B.  In Summary Five years after launching Cyndeo Wealth Partners from UBS, Matt Kilgroe returns to the podcast to discuss what happens after independence. Rather than focusing on the transition itself, Louis and Matt explore the next phase of growth: scaling an advisory business, attracting talent, developing niche expertise, taking on outside capital, and building an enterprise designed to last. Along the way, Matt shares how Cyndeo expanded from $1.2B to $3.5B, why serving professional athletes required a different business model, and what led the firm to partner with Rise Growth Partners as it looks toward a $25B future.  The Storyline For many advisors, independence is viewed as the finish line. For Matt Kilgroe, it became the starting point. When Cyndeo Wealth Partners launched in 2020, the goal wasn't simply to leave the wirehouse behind. It was to build a business with the flexibility to grow in ways that simply weren't possible before. Five years later, that vision has evolved into something much larger. Cyndeo has nearly tripled in size, expanded its niche serving professional athletes and entertainers, recruited advisors, added specialized operational talent, and recently welcomed Rise Growth Partners as a minority investor to help accelerate its next phase of growth. The conversation explores what changes when firm leaders stop thinking like advisors managing successful practices and begin thinking like CEOs building enduring enterprises. The discussion spans succession planning, capital strategy, recruiting, organizational design, and the mindset required to scale from billions to tens of billions—all while remaining focused on clients and culture.  Topics Covered Building an enterprise beyond independence Scaling from $1.2B to $3.5B in assets Organic growth versus recruiting Serving professional athletes and entertainers Why fiduciary independence matters for niche client segments Building operational infrastructure for growth Partnering with Dynasty Financial Partners Minority capital and Rise Growth Partners Succession planning and employee ownership Thinking from $3.5B to $25B > Download a transcript of this episode… Listen and Learn Highlights for Advisors What did Matt learn after transitioning nearly 98% of his clients? (06:20) Why client relationships—not firm logos—proved to be the firm's greatest asset during one of the most challenging transitions imaginable. How did Cyndeo nearly triple in size in five years? (16:10) Matt discusses the combination of niche specialization, disciplined organic growth, recruiting, and operational investment that fueled the firm's expansion. Why has Cyndeo become a destination for professional athletes? (17:15) The conversation explores how deep industry expertise, fiduciary flexibility, and specialized service created a business that would have been difficult to build inside a wirehouse. Why bring on a minority capital partner when the business was already thriving? (24:15) Matt explains why succession planning, future recruiting, and long-term enterprise growth made outside capital the right decision. How should advisors think about ownership versus compensation? (35:40) A candid discussion about enterprise value, equity, and why many advisors underestimate the long-term economics of ownership. What does it actually take to scale toward $25B? (42:20) From hiring executive talent to expanding geographically, Matt shares how he's thinking about the next chapter of Cyndeo's evolution. Key Takeaways Independence creates opportunities that extend well beyond higher payouts, including enterprise value, recruiting flexibility, and ownership. Scaling a business requires investing in operational leadership, not just adding advisors. Specialized client niches demand expertise that goes well beyond investment management. Outside capital can accelerate growth when it's aligned with long-term strategy rather than an exit. Building an enduring enterprise requires thinking differently about succession, talent, governance, and equity. https://youtu.be/WRYJd9Lkt7o Quotable Moments “Don't rent your practice. Own it.” “You can't work in those niches and not be a fiduciary.” “We're not done.” “The road from $3B to $25B is going to really compound on your equity.”  FAQs Why did Cyndeo decide to take on a minority capital partner? To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. How did Cyndeo grow from $1.2B to $3.5B? Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Why is serving professional athletes or other niche client segments different from serving traditional wealth clients? Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. What advantages did independence create that weren't available inside a wirehouse? Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. How should advisors think about building versus joining an independent firm? The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. What does Matt believe is required to build a $25B firm? A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. To support its next phase of growth, strengthen succession planning, recruit additional talent, and benefit from the experience of leaders who have successfully scaled wealth management businesses before. Through a combination of consistent organic growth, specialized client niches, advisor recruiting, and investments in operational infrastructure. Niche client segments often face unique financial decisions involving private investments, business opportunities, and career transitions that require specialized knowledge and a fiduciary framework. Matt points to greater flexibility around private investments, the ability to build specialized client experiences, reward employees with equity, and create an enterprise with lasting value. The discussion highlights the tradeoffs between creating your own firm and joining an established independent enterprise, emphasizing that ownership and long-term equity often matter more than headline payouts. A willingness to invest beyond advisors alone, adding executive leadership, expanding geographically, recruiting strategically, and maintaining a long-term enterprise mindset. Related Resources Article: Your Practice Isn't Worth What You ThinkMost advisors misjudge their business's value, not because of the number, but because of the framework. Learn what really drives enterprise value. Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class FirmsHe's built and rebuilt some of the industry's most successful firms and now he's helping others do the same. In this episode, Joe Duran, the founder of Rise Growth Partners, shares lessons from building, selling, and starting again, and how staying curious and adaptable fuels lasting success. Matt KilgroePresident/CEO Prior to launching Cyndeo Wealth Partners in 2020, Matt ran advisory teams at Merrill Lynch and UBS Financial for 29 years. Providing guidance, counsel, and strategy for families the firm serves is Matt's passion. In addition to his role as an advisor, Matt works in a leadership capacity for Cyndeo while also helping with business development. Matt has been recognized by Barron's as a Top 1000 or Top 1200 Advisor consistently since 2009. In 2020 Forbes named him to their “Best-In-State Wealth Advisor” list. A graduate of Eckerd College, Matt has served on the Board of Trustees at his alma mater since 2012. His three children are his pride and joy. Daughter Carrington owns Sunstate Yoga studio in St. Petersburg, son Kent is a financial advisor with Cyndeo, and daughter Jillian recently graduated Florida State University. An athlete in college, Matt continues to enjoy staying in shape, playing basketball, and bike riding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… True Alignment: Advising Business Owners on Wealth, Significance, and Value A conversation with Jason Diamond, Nick Hubert and Taylor Gentry – Founding Partners at Panoramic Capital Partners. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is True Alignment: Advising Business Owners on Wealth, Significance, and Value. It’s a conversation with Nick Hubert and Taylor Gentry, Founding Partners, Panoramic Capital Partners. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Advisory firms that work with business owner clients typically operate through a fairly traditional wealth management lens. The business may be the source of the wealth, but the advice itself often centers around investments, planning, and asset allocation, yet Panoramic Capital Partners approaches that equation differently. Nick Hubert and Taylor Gentry are the founding partners of the roughly $450 million RIA, serving about 150 families with a seven-person team. And while they come from very different professional backgrounds, Nick with more of a relationship and storytelling orientation, Taylor from the analytical and private equity side, they’ve built the firm around a shared philosophy tied to what they call personal significance, personal wealth, and personal value. A big part of that philosophy, or the north star as they put it, is applying some of the same accountability and long-term thinking frameworks commonly seen in private equity to the advisory relationship itself, not in a transactional sense, but in helping clients think more intentionally about decision-making, alignment, and outcomes over long periods of time. As a result, our conversation delves deeply into the private equity world, reframing how clients and advisors should consider this important tool as both a growth mechanism and a strategic part of their client’s plans. We talk about how that perspective also shapes not only how they think about serving business owners specifically, but also the role private equity should play in wealth management. Then we take a view of their long runway and how they and other younger advisors might see things differently about building firms today and why clarity of vision may matter more than sheer scale in the years ahead, and much, much more. It’s a narrative that is refreshing and informative, so let’s get to it. Taylor, Nick, thank you so much for joining. Walk us through your background. What brought you to the world of wealth management? Nick, let’s start with you. Nick Hubert: Sure. I think I got my first taste of the industry actually in a sophomore year of college internship, or I interned at Morgan Stanley here in Oregon. I studied finance and accounting at University of Oregon, and so I had this affinity for finance and markets and had that privilege of having that internship. So I had it early on in my career. Ultimately ended up setting my sights on doing investment banking and going that route and did that for a short period of time. Ended up not going very long due to a medical reason, so you don’t have to be that sorry for me. And ultimately started my career in business consulting before pretty quickly realizing that I want to get back to finance, back to investing these things that just felt like core competencies and that thing that you keep coming back to when you’re alone in the middle of the night thinking about stuff, it was always that. Just had this desire to work with smaller units than large corporations, which is great for wealth where you get to work with families and small businesses. And so it was just a natural alignment that took me back full-time to the space in 2016. Jason Diamond: I like the framing it through the size of the unit you’re working with and having more of an impact on the family. Taylor, what about you? Taylor Gentry: I’m a little more circuitous, if you will. Spent a couple of years in investment banking, so you can be sorry for me. Nick and I met in undergrad at the University of Oregon, had the opportunity to work in this investment group together where we were investing a portion of the university’s endowment. And like Nick, interned in wealth management and kind of walked away from it going, “Boy, that’s boring. I don’t really like that.” And so moved to New York, cut my teeth in banking for a couple years and we were working… So an investment bank for context, helping companies raise debt, raise equity, and with mergers and acquisitions, we’re working with huge companies. So the Mattels of the world, the largest toy company in the world. Like Nick, realized, “Hey, I’m going to work with smaller companies that we can get our arms around a little bit better and be more helpful with and have a bigger impact on.” So spent about 10 years with a private equity firm in the western half of the US and we invested in companies in what’s referred to as the lower middle market. So companies doing 50 to 300 million of revenue. And we would invest in those companies, grow those businesses and then look to sell them. Awesome experience, learned a ton, got a bunch of experience around how to invest in companies, how to grow businesses. Then had the opportunity to step into the CFO seat of a couple of different operating companies during that time. It was just a great learning ground, but also to see a whole bunch of different situations. Nick and I have always invested in things together. We’ve worked on things together and we’ve always wanted to work together full time. And a few years ago, the stars really just aligned to say, “Hey, what would it look like to create a differentiated offering in the wealth space where we can blend my background on companies, transactions, how to draw on scale and all those pieces and really marry that with the wealth management piece?” And Nick will get into that further, but it’s just a really unique way to partner with families and companies that are smaller which can have a really high impact experience with those families and really move them through their life journey, if you will. Jason Diamond: Yeah, there’s a lot to unpack there and we’ll get to some of the elements of how you run the business today. First of all, you can’t fool me by using a toy company as your example to make investment banking more interesting. I’m just kidding. Actually, my real takeaway there is you have a skillset that is incredibly relevant in the current wealth management ecosystem, especially in the model you’re currently in. So let’s talk about that a little. Tell us about your current chapter, which is Panoramic Capital Partners. Who do you serve? What types of clients? Give me some perspective on size as well. Nick Hubert: I'm going to take this first. Taylor can do the PE background side and give you a bunch of numbers. I’ll give you the story and see if we can piece it together that way. Jason Diamond: I get the impression you guys use that line a lot. Nick Hubert: Oh, no, that’s the first time. How’d it land? Jason, I spent eight years at our prior firm with our third founding partner, Andrew, and he was at that firm for 30 years. And so we’ve got this core DNA that we’ve always carried of serving high net worth families in a very holistic and deep planning-based capacity, which I think a lot of modern firms say that. And so that’s not necessarily that different, but it is a DNA that carries through. When we got struck with this vision of launching Panoramic and what inspired us to build the firm, it was as, Taylor outlined, around this idea of how do we partner with entrepreneurs and business owners more holistically across their entire entrepreneurial journey, not just around the exit as is so often where the gravity of the conversation sits. And so our firm vision and inspiration was all around that. And since launching in May of 2024, it has been about how do we bring that vision to life with a different business model. And to your point, there’s a bunch to unpack there, but that is ultimately the founding vision of what we are trying to build here overall and what inspires us every day to say, how do we, as Taylor mentioned, bring the combination of skillsets to bear in a way that allows us to be a better partner along the entirety of the journey as opposed to just towards the end when assets traditionally show up, so to speak? So that’s a story from a vision perspective. Taylor, I don’t know what you want to add to that. Taylor Gentry: As Nick outlined, it’s the ability to work with folks throughout the lifecycle. So in private equity, you invest in a company, you work with that management team for three to seven years and then you sell the business and move on to the next project or deal. And really, it’s the deal mechanic that is the value creation. Whereas, with what we are building here, we have the opportunity to really step along the journey with folks when they are in the early phases building what we talk about as the middle phase of allocating, and we’ll talk about this further, and then really the third phase of stewarding capital along the way. And it’s a life cycle or entrepreneurial journey that we’re able to be hand in hand with folks over decades opposed to measured in three to five year spans. Jason Diamond: So it sounds, and you’ve both kind of touched on this now, your different backgrounds, you view as very much a positive because it gives you, Taylor, the more in the weeds analytical perspective. Nick, you’re probably more the storyteller. Do you find that to be a benefit when you’re running your firm every day? And are there instances when it’s a negative? Is there ever a time when you say, Taylor, just maybe more for you, not coming from this world, you don’t speak the same language? Nick Hubert: Do you want me to drop off the call so Taylor can be honest and he can give you the scoop and then he can jump off and I’ll give you the scoop? Taylor Gentry: Jason, we talk about that a lot, honestly. I think it is atypical for someone with my background to step into the wealth space maybe more so. And we leverage that because we have the ability to work with folks on how do you drive value in the company, how do you set the business up for a potential sale exit or transition internally? But this business, historically, we’ve talked about it as almost like two tracks. You have Taylor on the quote unquote business consulting or the business work track and you have Nick on a wealth management track. It’s really not the case. And really, the power is the ability for these two pieces to come together and there isn’t a conversation we have with clients where those two perspectives and backgrounds or contexts aren’t married into one to create really truly holistic advice. And so Nick will probably tell you otherwise, but I haven’t seen an area yet where our two backgrounds has been a negative. It’s actually been immensely positive. And then on top of it, in terms of kind of building out the firm, Nick is more of a traction visionary and I’m more of the traction implementer. What’s amazing about it from our perspective is the partnership we have allows us to, A, recognize that, B, name it, and then C, leverage it in terms of being able to dole out duties and maximize our success together. Jason Diamond: Nick, anything you’d add? Nick Hubert: I think that’s all right. I mean, Jason, your question was from an operational perspective. I think a lot of Taylor’s view is from a client perspective, which is spot on that the overlap of that is really helpful for clients and I think what allows it to be a different experience for them. Internally, operationally, I think that where you could see friction there amongst partners with differences, and I think you do see that, and at the same time, Google was the one who did team research 15 years ago where they put out what you really want, is similarity and vision and differences in skillset when building a team. And so I think we’ve been intentional about that and it’s been really helpful for… Taylor and I functionally met in a quasi-professional setting back in 2011 and developed a friendship quickly, so we’ve got that deep level of friendship that underpins all of it. And same with Andrew and our time working together. So part of it is there’s just such a strength of relationship amongst us that we give space for each other’s differences and look for those as assets as opposed to negatives, but in some sense, beauty in the eye of the beholder as is the case with anything. Jason Diamond: Yep. I appreciate you adding that context. I’ll be honest that when I first encountered your firm, my reaction was your core value prop of serving business owners is not all that differentiated. And then I learned more about the way in which you serve business owners. Can you talk about that? Because a lot of advisors in general, but then I think more specifically, a lot of RIAs would say, “We service primarily business owners.” Tell me how do you do it in a way that’s different and meaningful? Nick Hubert: I’ll take a first stab at that and then Taylor can maybe add on with specific stories. The wealth space is an awesome business and it’s a place where it’s very difficult to differentiate. And so we think a lot about that through the lens of how do we grow this business well for the long period of time to create opportunities for clients and employees. And so we spent a lot of time thinking about that, not only for the sake of differentiation, but also how do we actually just continue to add value to clients? Because if we add value in a different way, growth will take care of itself. I’d say one way of cutting that is we revisit the mission is through this idea of, okay, if I want to be a partner along the journey, it’s about more than a single transaction, more than a single exit, whatever that might be, or a series of transactions as wealth is often created over a series of transactions. It’s this idea of how do we focus on wealth creation and driving business value as the engine of wealth creation for entrepreneurs and what we call personal significance, which is the life of the entrepreneur. And so there’s a next click down framing of our framework that we work through that lens. I think the most important piece for us has been how do we build a business model that actually brings that to life and that’s the trick because we can say that, and if we basically still just operate out of an AUM-based or an asset advisory fee-based business, the reality is my incentive is still towards getting assets out of the entrepreneurial environment, so to speak, into a place that I can manage them, which may or may not be the best thing for the entrepreneur based on where they are at. And so our current work continues to be around how do we build that business model. So layering in different ways of engaging, whether it’s a retainer fee or some other way of engaging so we can start earlier when assets aren’t there and actually encourage the entrepreneur, “No, keep reinvesting in your business. It’s your highest rate of return right now and it’s where the investment needs to go.” I don’t want to have a conflict in giving that advice. And so I think step two here has been building that business model from an actual engagement perspective to enable us to enact the vision. And then I think the third piece is how do we then build tools that are different than just evaluating pre-exit planning, and as is so often, the toolkit, but actually saying, okay, what are the value drivers of a business? And this is probably where Taylor has a lot more to add because it’s 101 of the PE model, but how do we take the mission and vision of an entrepreneur, what we call north stars, translate those into value drivers, ensure those tie to strategic initiatives in the business, ensure it ties to reporting, and ultimately, how capital is allocated between the business and other investments? So then that’s our toolkit that we continue to build out to deploy the mission through our business model with tools that back it up. So that’s how we frame it right now. Taylor, we can share stories about how that’s come to fruition to create different outcomes. Jason Diamond: Taylor, I’d love to hear that. Let me just add maybe my understanding, because this is what helped me, I think, to really understand how you defer, and Nick and Taylor, correct me if I’m wrong, it sounds like the typical advisor thinks about an entrepreneur, a business owner relationship as the next liquidity event in most cases. And you take the viewpoint that it’s a journey, in some instances, 30 years in the making. It’s not even about liquidity event might come that’s beside the point. Is that a fair summary? Taylor Gentry: Yeah. We talk about it as a growing business is a healthy business, a business that is creating incremental value and adding to the multiple in terms of how the business is valued in the marketplace is a healthy business. And so whether you are going to sell that business or retain that business into perpetuity, let’s make a really valuable business and grow a very healthy business. And that’s what we do with clients. Nick laid out the north star framework. And so how do we actually go about engaging with folks on a practical level? It does start with the north star framework. It’s got five steps to it as Nick outlined in terms of defining the north star, where we’re going, what we’re trying to do and that’s across those three pillars, personal significance, personal wealth and business value. And that personal significance has to be held at that same level. Otherwise, we find folks that are mid 50s, their business is crazy valuable, they’ve got a lot of dollars, but their family life isn’t where they want it to be because they didn’t take care of that along the way. So we lay out a place map that says, “Hey, these are the north stars that we are aligning on and coming back to every month when we work with these owners.” We then push that into, okay, what are we trying to do on the business side of the equation? Let’s lay out what is going to drive the value of the business from a multiple and enterprise value perspective. We push that into a set of strategic initiatives that is tactical, who owns what, when’s it getting done, and are we red, yellow or green on it? We then build out the performance reporting package with folks. And so that is a monthly reporting package that says what happened last month and what operational data are we looking at to be able to improve the business month over month and get a good feedback loop going into the company. And then the last piece is around capital allocation that Nick mentioned where if the business generates a million dollars, where’s that capital going? I think there’s a lot in there and it’s really deep, but if you zoom all the way back out, it’s take a private equity style playbook where private equity firms come and invest in a company. And what do they do after close? They put in place good financial reporting, good operational reporting, and then hold the team accountable to that reporting and those results on a monthly, quarterly, and annual basis. And so this is not rocket science or something that’s never been seen before. It’s just most business owners that have never experienced this private equity world don’t have access to it and don’t know how to go about doing it. It’s a relatively long process to get that installed with companies and with teams to really dig in and understand it, but it’s building out those packages to be able to say, “Okay, what happened last month? What changes do we need to make and what are we doing from a initiative perspective to drive the business forward?” So to Nick’s point, it was previously, this was all about liquidity planning or from a wealth management perspective, it’s about the exit. This is about how do we make a more valuable business along the way, and that’s going to be good for the entrepreneur as they move through the journey. Nick Hubert: When we were around the dinner table, the proverbial dinner table creating the vision of this firm, it was around this idea of the silver tsunami and everything that everybody reads in the headlines of this massive wave of transition, this generational transition of business ownership that we could help facilitate. So we launched with that thesis in some sense. In addition to this broader journey perspective, we have gotten to this place by following the market and listening to what entrepreneurs actually want through the big unlock was honestly in a deal process with one of our clients where we realized, “This is a great deal. This person’s going to put a ton of money in their pockets, secure their future,” and it’s completely the wrong outcome for the entrepreneur because it’s thinking all about the deal, not thinking about what this person didn’t want was an exit. They wanted a different relationship with their business, and that required, what do you actually want out of life, that personal significance piece? And it required, “Hey, if we can actually create a layer of team members and reporting that allows you to manage this like a board chair would do as opposed to a highly engaged CEO. That’s actually what you want. You don’t want out of this business. You want to still have this be a huge rock in your life.” And so we’ve ran through that door, said no to the deal with them and have been building the infrastructure around this, and that was the unlock and aha moment for us. There’s something bigger here and that’s what then inspired, in some sense, the broader build out of the toolkit, but I think puts more meat on the bone of actually saying no to a deal, which is not the classic wealth manager outcome to get to a way better outcome for the client and is ultimately still an awesome client for us as a firm and somebody that we can go build with for the next 20 years. I think just telling it through the lens of a story that’s different than what’s normal, so to speak, is a way to frame that up. Jason Diamond: It’s such a hyper focus on a fairly long-term and honestly nebulous potential outcome. You don’t have certainty. That, I think, is why most advisors would prefer the near-term liquidity. I mean, it’s not a secret, right? You can bill on assets, firms are incentivizing it and it’s a pretty direct recipe to net new asset growth, but it’s certainly a refreshing point of view. It resonates with me. I’m wondering if it’s resonated with clients and prospects. I guess what I’m asking is, do they feel that this is something different than the typical wealth management experience for this type of client? Nick Hubert: Yeah, Taylor, tell that story of the guy who said, “I’ve had this, but I felt alone.” I think that story of partnership, you tell pretty well. Taylor Gentry: Yeah. Jason, it was actually that same client, he had a investment banker, a wealth manager, attorney, and a CPA. CPA said, “The deal’s terrible, you shouldn’t do the deal.” Investment bankers obviously incentivized to do the deal. And so he’s saying, “You should do the deal.” That’s how he gets paid. He had a wealth manager who was silent and he had an attorney who just pushing paperwork. Jason Diamond: It’s like the start of a bad joke. Taylor Gentry: Yeah. No, seriously, it’s pretty remarkable. It’s like this guy did what he was supposed to do. He put the team of resources around himself. He got professionals in the seat. It’s that no one could connect the dots of all four of those people because they have the seat of those four people. And so it’s really resonated because there’s an ability to see a bigger picture and connect these dots and say, “Okay, this investment banker is saying X because of A, B and C.” And the CPA is saying it’s a bad deal and that it’s not a market deal. It’s 100% a market deal. This deal is right down the fairway in terms of what the market should value your company at and they just don’t understand how the transaction mechanics should work. And so it’s worked really well from that perspective of being able to be the quarterback or centralized point or personal CFO for folks in understanding where interests lie and also being able to think about what they are pursuing in a bit of a different lens. I think the second piece on that is where does it resonate for folks? I think that there is a gap in the marketplace that we are still working to close, and that gap is that business owners do not know what this monthly reporting package looks like. They do not know what really good reporting on their business looks like in terms of they have always run their… You’ve got a business owner. They’ve run their business for 10 or 20 years. They have a pulse on the business from their gut feel. That does not mean that the business has been optimized, is ready to go to the next level or is ready for a transaction and go through a transaction because they have not done the work on the backend to understand the moving pieces of the business at a granular level. This recording package, we oftentimes get this confusion around, well, I’ve got a temporary CFO or a controller or X, Y, Z. That is very different than what we’re talking about. Well, that is all accounting, close the books, have clean numbers. What we’re talking about is how do I marry operational data in the business, number of units ships, number of jobs completed, time on job, operational data to the financials in the business so I can then go make adjustments operationally on how to improve the business and continue taking steps forward. Jason Diamond: It’s very clear. Nick, anything you’d want to add to that? Nick Hubert: I’d say it’s easy to still cut that from a deal lens and say, look, when an investment partner comes to evaluate a business to sit in their seat for a moment, they’re going to look at the replicability of what that leader has done without that leader still in the seat. And if so many businesses are still reliant on that person and this gets talked about as processes, reporting systems, that ultimately results in a discount to the value of the business because although it can be viewed… For the leader, it’s like, it’s that control thing that entrepreneurs deal with. It’s what made them good. It’s what got you there. And so that transition is really hard. And that’s important from a deal lens because that does a direct impact to value. And to widen out the scope beyond the deal and to think about the entrepreneur’s life, this goes back to the dynamic that a lot of times entrepreneurs look for the exits because they’ve built something that it’s now owning them and what they’ve built is not resulting in the life that they want. And so how can we use this system to actually change that relationship, as I mentioned earlier, with the business so that they can run it more like an executive might and get out of the knife fight, so to speak, that often is how this can feel for a lot of folks, even for pretty large businesses. It can just feel like you’re a firefighter, you’re in a knife fight, whatever you want to use for that terminology. I think it’s as much about creating a different life outcome and different relationship and owning and leading a business as it is in driving deal value. Jason Diamond: Taylor, maybe I’ll ask this of you. Forgive the question, but private equity, I think in our space, has a little bit of a negative stigma at the moment. I don’t think that’s true across the board. I think people appreciate generally the need for capital and there are certainly benefits of private equity. But I’ll say as a whole, advisors are, let’s say, suspicious of private equity. You ever get that pushback? Does anybody ever view your experience or the way you position the story as a negative? Taylor Gentry: I think most people that we talk to don’t know what private equity is. They may have seen it in the headlines. They may have some sort of connotation around it. They won’t come out and say that they don’t like it. They don’t know why they don’t like it. The average American business owner, they don’t know what it is or what it means. So yes, you do have to fight that because of the headline piece around private equity, bad actor ABC, and that’s what gets the headlines. I think what private equity is really good at is taking a business that is not optimized or not running on systems and processes that it can run on. Again, it's not rocket science is not crazy hard. It’s just the private equity world has created ways to install systems and process that improve the value of the business by way of providing visibility to financials and operations in a way that the owner previously didn’t have. And so for us, we view it not by any means as the end all be all or the answer. There are clients we’ve worked with that have taken private equity capital and grown successfully, executed on some acquisitions and then exited again. There are clients that have evaluated those transactions and said, “Hey, not for me.” We are actually fairly agnostic to it. What we really spend a lot of our time on is what are we solving for? What’s the end game? How do we use this private equity transaction to get to where we’re trying to go and is it what we want at the end of the day? Because the reality is, if you’re going to stay on and run that business with private equity investment in, there’s a higher expectation on what you need to do Monday morning than when you owned it yourself and it was a little bit of your personal piggy bank too. Jason Diamond: I love it because you bring it back to the north star concept. Taylor Gentry: Yes, that’s exactly right. It’s what are we solving for and what game are we playing to be able to get to where we ultimately want to go? And for, as Nick mentioned that client that turned down the deal, it was a private equity investment. We got very clear with that, “Hey, here are going to be the expectations. You will have a monthly financial reporting call. You’re going to have quarterly board meetings.” These are things that need to happen in this business to be able to upgrade the management and cadence in this company. You don’t have to do it all tomorrow, but that is how you make a more valuable company, is installing some of these systems, process and cadence. And so we’re working with him now on doing that, just in a private context instead of in the private equity backed environment. Nick Hubert: I think there are three things embedded in this. I’d say number one, to Taylor’s point, this is a massive black box, in some ways by design. Wall Street’s had not a great reputation for a very long time of putting things behind the paywall, so to speak. And so we think a lot about our job as empowerment and education. Jason Diamond: Education, yep. Nick Hubert: Yeah. And so part of it is just, number one, how do we just demystify this thing and name things and take away the go to or bad? Because it can be that, but it should not be that from a core basis. That’s number one. Number two, a lot of entrepreneurs feel like they cannot get access to this ability to professionalize or level up or whatever these things are without bringing on that investment partner. And so part of our motivation is how do we actually bring this skillset in without needing to bring on an investment partner because oftentimes, that investment partner comes when you’re done, and so you don’t actually get to experience it. That’s number two. Number three is, Jason, part of your point earlier was like there’s still a trap here of potentially being able to get motivated primarily by the exit. And so again, that gets back to our business model, making sure our price Racing is right, all that good stuff. And it’s also the reality that a lot of businesses, if you just look at a very broad scope of American businesses, a lot of them don’t have value in the marketplace in a massively material way and/or won’t exit in a traditional way. And so the wealth creation journey then becomes much more of a conversation of, how do we manage the balance between investing in the company and distributing out of the company to invest elsewhere because we should actually be creating investment assets along the way because when you get to the exit, there’s no better power position at the moment of exit than already having financial security to some degree and giving you choice in the right deal, not the highest and best deal because you need to fill the piggy bank for retirement. Jason Diamond: I just want to be sure to ask because you did mention a couple times your pricing structure. How have you set it up so that you can be more agnostic about this as opposed to the typical… You want to talk about it for a minute? Nick Hubert: As it’s structured now, it starts with a retainer earlier on where we are working… As Taylor mentioned, we are going deep in the operational build of the business. We will do that on a monthly retainer. We’re engaging consistently. As assets get built up and if assets get built up, we start to chew that retainer down as assets go up. I think what we are ideally trying to figure out, and still honestly have not figured out yet, is how do we get to parity so that we don’t create an… I want to be able to work agnostically with a client to say- Jason Diamond: Yeah, I love it. Nick Hubert: … regardless of how I’m engaging with you, that’s the goal. So I’d say we haven’t cracked the code on exactly what that is yet, but mechanically, we’ve got the levers to pull to say how we price and move that retainer down is basically allowing to keep it at par, so to speak, for the client and allowing us to say, “I’m here to engage in making the best wealth creation outcome for you along the way, whether that’s investing in the business or investing outside the business.” Jason Diamond: I think that’s the right recipe. I agree. The levers can be fine-tuned, but to me, that’s the model you want to create where you can credibly look your prospects and clients in the eyes and tell them, “Our job is to serve you in the best way… We’re sitting on the same side of the table as you.” I want to turn this inward for a second. The home cooking concept. M&A, within the RIA independent space, is obviously a hot topic. Have you thought about it? Do you think it’s a critical part of a potential growth trajectory of a healthy, independent firm? I’m curious your perspective. I feel you, Taylor in particular, probably have a unique lens on this coming from the world you came from. Taylor Gentry: Yeah, Jason, I think if Nick and I wanted to put as much money as we possibly could in our pockets as fast as humanly possible. It’s a pretty easy recipe. It’s go get some private equity capital backer, roll up a few RIAs, get to a few billion of AUM and then sell it to the next private equity firm or roll it to the next private equity firm, do that a few times. We’d all make plenty of money and go on our way. We’ve been really intentional on this front, and again, I talk about this is what we want to do for the next 30 plus years. And really being intentional around building a business that has that enduring nature to it, decided to take private equity capital on, you are on a shot clock to some degree. Yes, you’re trying to build a best business, all of those pieces. You get cadence. You get capital. There’s a ton of value there, but you are on a shot clock that is not a shot clock we’re trying to get on at this stage. I’d say we opportunistically are looking at acquisitions. So we think about it, and Nick and I talk about it all the time, how much of our time should we be spending on acquisitions? And we think of it as 80/20 or even 90/10, 80% or 90% organic growth-focused, 10 to 20% acquisitions-focused. And so we’re actively evaluating those consistently and see deals on a monthly basis that we look at and evaluate, but it’s less of the focus today than it could be down the road. Jason Diamond: And Nick, do you think of that when you guys talk? Do you guys call that your true north? Do you think the same way you coach your clients and prospects to say, “For right now, it wouldn’t be the right move for us to take private equity capital and to do this acquisition rollup strategy because A, B and C are more important for us”? Nick Hubert: Yes. I think if we take our life north star for Taylor. I’m speaking for Taylor, but we’re close and so we share this of… To Taylor’s point, the life outcome of scaling that quickly with that type of capital backing is likely to create a life that I don’t actually want that’s not good for me, not good for my family, and honestly, not good for our clients at this point. And so that overrides in this case, even though the wealth, north star might say, “Hey, absolutely do that.” At some point something has to win. And so that is true. At the business side, as the north star is motivated by this mission of the entire entrepreneur journey, the worst thing I could do is shortcut my ability to be on that journey for a long period of time. One of our friends in this space says, “The best thing I can do for my clients is still be in the seat 30 years from now because I’ve lived a good life that enables that.” And I think that’s spot on for us, is everything, it’s so easy in today’s world to be consumed by short-termism and we are intentional in ensuring that we don’t succumb to that. While still recognizing to your point, I mean, you’re in this all day, Jason, right? There’s a massive opportunity in front of us to be thoughtful about how acquisitions fit into this. And I think we want to be open to that in a way that ensures we just don’t lose the core of the goodness of what we’re trying to build. Jason Diamond: I think that’s the right answer. The only wrong answer in my mind is we’re not open to this or we’re closed to it. To not at least be opportunistically aware of the dynamics in the market, I think is naive. But also, I’ll be honest, Nick, when I think about the concept of the north star, I have a hard time imagining, because we use a similar concept when we counsel advisors. What is your true north or your north star and your best business life, whatever you want to call it? To me, it does include absolutely the personal piece. I think it’s hard to define it only on the economic verticals because, I mean, I think about this for a transitioning advisor. Almost never is the conversation about crunch the spreadsheet and get us the biggest check possible. It’s, yeah, sure, transition capital is important, but it’s let’s also, we want a better work life and we want freedom to market and blah, blah, blah. To me, I think it’s a completely fair way. You two are looking at it at least for now and I assume you reserve the right to revise that opinion down the line. Nick Hubert: I think acquiring for size and scale is as often the headline is, yeah, we’re not into that at this point because I think… And yet, hey, if the right acquisition with the right people came along in that, we’d be extremely excited and would move very quickly to execute on that. So it’s a little bit of a both hand. Taylor Gentry: Yeah. Jason, I think it goes without saying, but my background on having done a bunch of transactions of businesses like this, it’s a natural fit for us to have this as a lever. And so we are looking at deals. We just haven’t prioritized it as the top priority. Jason Diamond: I think also where you are, 2024 was the launch of the business. It’s pretty common to see, all right, let’s nail this, let’s get our feet under us, client service model and then we’ll start to think about that down the line. A couple other things I want to ask you about running an independent firm. This is a pretty glowingly positive review, I think, of your ability to service clients, your ability to grow and to build and run the business that you want. Has there been anything negative that you haven’t enjoyed about running and operating this business, other than working with each other, of course? Nick Hubert: No, I was going to say, I’m like, can we get Taylor off the call again? Taylor Gentry: Jason, maybe I’ll take a first cut at it. I think for both Nick and I, it’s just the administrative components of running an independent business that we don’t enjoy candidly. I don’t think many people would. That said, you come full circle and it is a pretty glowingly positive review of running an independent business because we get to run it in the way that we see fit. And oh, by the way, we use the same things that we use with our clients. So the value drivers we’ve talked about, we have a value drivers worksheet. We refresh it every six months. Nick, Andrew, and I get together every six months and we’re 18 months into this thing and we’ve already got this cadence and system to it, if you will. So I personally really enjoy the running the business piece of it from a macro perspective. Yeah, I’m responsible for running our fee billing and running the math on all that and getting that done, for example. Jason Diamond: I think that’s actually a very thoughtful answer. And I appreciate you saying I enjoy running… I feel the same way, by the way. There’s some elements of running a business that I think are immensely fun. I think it gets painted with this brush of, “Ugh, running the business is the hassle and I want to work in the business.” Agreed, nobody likes invoicing and accounts receivable for the most part, but Nick, what are your thoughts on this? Nick Hubert: Yeah, I think mine is different a little bit coming from a different background where it’s easier for me to sit with the rose-colored glasses of the joy of the freedom that we have in this model. At the same time, when I’m counseling folks who are talking with folks or mentoring folks, younger people who are thinking about, “Okay, I want to go start my own thing,” I’m like, “Hey, it’s like I’m the same way. I want to look in the mirror and think I’m the boss or I’m one of the bosses and we get to go build this.” Then the reality is, at the end of the day, if there was something that you didn’t want to do that had to get done and you didn’t do it, you got to look in the mirror and be like, “Well, you’re the boss, you didn’t do it.” It’s the both sides of the coin that I think a positive, negative cut is one way to look at that because it can feel that way sometimes. And the reality is every job has 20 to 30% of it that you just don’t enjoy doing, and that’s totally true. Jason Diamond: It’s why they call it work. That’s why they pay you. Nick Hubert: They’d be pretty quick to point out that I’m the one of the partnership group that they’re going to have to chase for a smaller administrative item because, yeah, I honestly, just similarly speaking, don’t enjoy that. I want to go talk to clients. I want to go focus on building what we’re building. In finance speaks, it is a higher beta to just the all encompassing realities of running a business that is really hard to underscore without being in the seat. And yeah, there’s definitely 20 to 30% of that I would love to wave a magic wand and say, I don’t have to do anymore. Jason Diamond: Yeah, I appreciate that. Nick Hubert: You can’t have one without the other. It’s both sides. Jason Diamond: I think it’s getting easier and I think it’s getting more offloadable and some of it probably gets more… In some ways, more offloadable as you scale, but then you get a new set of problems, probably two, because you’re dealing with bigger… It’s a never ending. I think most business owners would agree with that. And you said it well, you take the good with the bad and overwhelmingly, most people we speak with in the independent space feel as you do, which is, are there things I would prefer to offload or that I would prefer not to do? Of course, but that’s almost just the price you pay for the freedom and for doing all the things you want to do. Two more questions that I want to be sure to ask about where this has been a great episode. One is AI. Need to know your thoughts. Is this coming for our jobs? Do you think your firm is positioned to capture either asset flows or also just to leverage this technology and use it to serve clients better? Just give me your thoughts. Nick Hubert: I think, in some sense, it would be irresponsible as people this early in our entrepreneurial journey and thinking about how do we optimize what we do for clients to not be engaging with AI in some way, shape or form, at least in an evaluative posture. So we are actively, in a bunch of different ways, whether it’s buy it off the shelf or build it, continuing to find ways to think about, not only how do we drive efficiency, because there’s an obvious surface level dynamic of if I can save time and spend more time with clients, that is a go to thing objectively. And there’s this deeper dynamic of if it can amplify what… Actually, back to your prior question, if it can amplify what I’m best at and enjoy and reduce what I don’t enjoy, that’s a massive win. And I think we’re on the surface of seeing that. That’s the opportunity we are motivated by that and pursuing that. And at the same time, I would say an operational principle that really is important to us, and you can almost call it a north star within the business is client security can never be put at risk for the sake of our own growth, our own efficiency, or anything else. There’s, I think, still a question mark as to how we think about trusting this. And so we are very cautious as we think about we will never try to move so quickly on any technology, whether it’s AI or otherwise that we risk our clients in some way, shape or form, because the reality is we are also in a context where AI is, when pulled, one of the least popular things happening in the world today for the average American. And so there’s no kudos here for being a leader. Jason Diamond: I totally agree. The first mover advantage here is slim to none. Nick Hubert: Yeah, you don’t want to be the one sticking your neck out on this in our industry. And yet there still objectively has a potential to be better for the clients. Navigating that I think is messy. Taylor Gentry: I think the only thing I’d add, which is pretty short, is the use of these tools has the ability to create a better deliverable for clients on a more consistent basis. And marrying that with exactly what Nick just outlined around the risk is really the magic piece here. And so I think, to the extent we can get it implemented effectively with the security, but also with, this is going to result in a lot better outcome for clients across the board, that’s a pretty attractive objective to go after and it’s pretty exciting to be in the industry with that now on the forefront in terms of ability to improve that experience over time. Jason Diamond: Yeah. No, that’s a good color to add. I want to end here with a potential HR violation, but you’ll forgive me. I’m not going to ask about age, but you are clearly both relatively young advisors. And this is a hot button issue in our industry, the idea that there are not a lot of talented, young next gen advisors at a time when a lot of gen one or older advisors are retiring out of the business. So what would you say… I think one of you made the comment earlier, it’s not necessarily the coolest industry to go into at 23 years old right out of school. I think more commonly people go into sales and trading, investment banking or some of the other finance verticals. What would you say to younger folks interested in wealth? And maybe I’d ask also, do you have any thoughts on how we solve this next gen talent crisis? And if you’re both secretly 90 years old, you can just do it. Taylor Gentry: You talking my internal age or my actual age? Jason Diamond: Why don’t you go first? Nick Hubert: Yeah, go ahead, Taylor. Taylor Gentry: I think there’s two threads here. The first is it’s not a sexy industry to go into and not as sexy as an investment banking, private equity shtick, if you will. I think from my perspective, it’s really important what you’re working on. The ability to be in a firm like what we are building with the diversity of work that is available is a little bit like the world’s your oyster and we’re designing it with that in mind. For Nick and I, the ability to work on many different situations throughout the day and throughout the week is actually why this business is so attractive and interesting and why we want to do it for 30 years. And so we’re building with that context. And so, in some ways, it’s almost like a plug for younger advisors, the ability to work in a firm like what we’re building where you’ve got this diversity of work that is not just trading stocks and bonds or just spreadsheeting or just financial planning. This is a much broader expression and experience than what I would call “traditional” wealth management. So I think that’s the key on that front. Then, on the talent development side of the equation, if you will, this AI thing is going to be a big question mark. And what I mean by that is there is significant training that will be required in, call it traditional wealth management or the firm we’re building with regard to folks’ ability to actually learn when you can plug it into AI and get an answer that you don’t have to critically question or think through. And so there’s going to be a significant learning curve for folks that we’re going to have to continue to train and educate on in order to produce talent that can be long-term sustainable and beneficial for clients more writ large. Jason Diamond: Nick. Nick Hubert: Well, first and foremost, we haven’t given our third partner enough here of time. I think we have a tremendous benefit of having a multi-generational team at the partnership level where he’s in his mid to late 50s and can bring that additional experience to bear and as is necessary, and as is important because investing is an experienced business and a lot of clients want that. And so the power of that matters. I think that actually speaks to firms being willing to think of partnership at that level that partnership is not reserved for just once you’ve been there for a long time. So I think it’s getting at like, how do you share ownership earlier, do it in a way that is actually giving people a stake in the outcome and allowing that elevation to happen. I think that’s number one. Number two, honestly, the existence of people like you and your team and that your family has built over the years, Jason, is awesome. And because of the ability for you to help people navigate and see how easy it is to actually run this business and build this business in some sense… And that’s in the broader spectrum of having seen. We work with so many different types of companies. We sometimes say our business is so much easier to run and it has come so far with technology and with people like you who are providers to us to allow it to be easier for us so to speak. That’s a big deal. I think that should be talked about more that there is a massive… What that allows is more time to, as Taylor mentioned, build what you actually want because you can outsource the compliance piece in a major way that allows you to not spend as much time on that as you used to. So I don’t think that gets talked about enough. And I think if you just zoom out and view this in the perspective of post-2020, there was this massive movement of entrepreneurship through acquisitions and people looking at this idea of how do I get the life I want by way of not having to be on a two-year clock to go to the next job to the next job. Have something that I can have a long-term impact on where I get to build something and have employees. This is the perfect space for that because it’s such an awesome business where you get to work so intimately with people and clients and their life outcomes. They’re, again, relatively speaking, easier businesses to run relative to what’s out there. I’m just baffled by the fact that it is not seen a larger wave of younger people coming out of these more “traditional” paths and seeing this as an awesome place when they’re willing to go buy an HVAC company. This is so much easier than that. So honestly, I think

Demis Hassabis proposed a US-based frontier AI standards body modeled on FINRA. IBM's stock cratered 20% on a Q2 miss from chip-spending shifts, Spotify launched a voice-control feature, Kalshi debuted an AI compute forward curve, and Anthropic studied Claude's values. Demis Hassabis proposes a US-based Standards Body for "Frontier-class" AI, modeled after FINRA; labs would share models for review up to 30 days before release (X) Demis Hassabis proposes a US-based Standards Body for "Frontier-class" AI, modeled after FINRA; labs would share models for review up to 30 days before release (The Verge) IBM reports preliminary Q2 revenue up 1% YoY to $17.2B, below $17.9B est., as CEO Arvind Krishna says customers are shifting spending to chips; IBM falls 20%+ (Bloomberg) Spotify launches a Talk to Spotify feature that lets users create playlists and more, rolling out in beta to Premium users 18+ in the US, Ireland, and Sweden (Engadget) Kalshi launches a forward curve tool for AI compute, using event contracts to track the future rental costs of GPUs, storage, and memory (Bloomberg) Simulating everything, sort of: The promise and limits of world models (Ars Technica) Subscribe to the ad-free feed. Learn more about your ad choices. Visit megaphone.fm/adchoices

US Postal Service cannot carry out Trump order on mail ballot delivery, judge rules | CNN Politics The Birthright Decision Was Surprisingly Close, Some Legal Scholars Say - The New York Times Despite Some Losses for Trump, Supreme Court Delivers Enduring Conservative Wins - The New York Times E. Jean Carroll Asks Judge to Order Trump to Pay $5 Million Jury Award - The New York Times Paramedics responded to a 'cardiac arrest' at Mitch McConnell's home on day of hospitalization Trump vows to give long July 4 address even if it is 107 degrees Trump's $2B income in 2025 raises fresh questions about profiting off presidency | PBS News

Saylor authorized $1.25B in Bitcoin sales. 514K full-time jobs vanished. Trump made $2.2B selling access. 250 years later, we need another revolution.• This episode is sponsored by Odoo. Sign up for free at https://www.odoo.com/r/peterThe June jobs report came in at 57,000 — half of the lowest estimate — with May revised down from 172,000 to 129,000. Full-time employment collapsed by 514,000 in a single month, bringing total full-time job losses since Trump took office to 2.24 million. The labor force participation rate dropped to 61.5% as 700,000 workers simply gave up, and manufacturing has lost 73,000 jobs despite Trump's tariff promises.Michael Saylor officially surrendered the "never sell Bitcoin" thesis, establishing a "Bitcoin monetization fund" authorizing up to $1.25 billion in Bitcoin sales to maintain dollar reserves, buy back common stock, and repurchase Stretch preferreds trading at $87.80. He raised the Stretch dividend to 12% with mandatory increases ahead. Peter Schiff argues this transforms Strategy from the market's biggest buyer into its biggest seller, removing the bid that underpinned Bitcoin's price. Trump's financial disclosure revealed $2.2 billion in income — $1.4 billion from meme coins and tokens alone — while Mar-a-Lago membership hit $1 million and the Executive Club charges $500,000 for a restaurant seat next to cabinet members. Peter closes with a 250th Independence Day reflection, arguing Americans today face more tyranny than the colonists ever did under King George, and that the revolution we need now must happen at the ballot box.Chapters:00:00 Holiday Intro and July 4th Tease00:37 Jobs Report Shock and Revisions03:43 Full-Time Jobs Slide and Tariff Reality07:29 Fed Rate Hike Theater and Gold Bounce16:28 Bitcoin Strategy Turns Seller29:57 Meme Coins as Bribes31:09 Paying for Trump Access34:26 Debt Gimmicks and Deficits35:38 Independence Day and Founding Ideals45:45 Modern Tyranny and Peaceful RevolutionFollow @peterschiffX: https://twitter.com/peterschiffInstagram: https://instagram.com/peterschiffTikTok: https://tiktok.com/@peterschiffofficialFacebook: https://facebook.com/peterschiffFree Reports & Market Updates: https://www.europac.comBook Store: https://schiffradio.com/booksSign up for Peter's most valuable insights at https://schiffsovereign.comSchiff Gold News: https://www.schiffgold.com/news#PeterSchiffShow #IndependenceDay #BitcoinCrashOur Sponsors:* Check out Chilipad and use my code GOLD for a great deal: https://sleep.me* Check out Fast Growing Trees and use my code GOLD for a great deal: https://www.fast-growing-trees.com* Check out Plaud AI and use my code GOLD for a great deal: https://plaud.ai* Check out Quince and use my code quince.com/gold for a great deal: https://www.quince.com* Check out TruDiagnostic and use my code GOLD20 for a great deal: https://www.trudiagnostic.comPrivacy & Opt-Out: https://redcircle.com/privacy

The Pour Over is a Christ-first, politically neutral news podcast. Every Monday, Wednesday, and Friday, we cover the day's biggest stories in ~10 minutes, and pair the biggest headlines with brief biblical reminders. Looking to support us? You can choose to pay ⁠here⁠. Get the free newsletter at⁠ thepourover.org⁠. On today's episode: USMNT Reaches the Round of 16 Russia Launches “Major Attack” on Ukraine Climbers Propose Atop Empire State Building President Trump Earns $2.2B in 2025 Anthropic Restores Public Access to Fable 5 The Vatican Excommunicates Six Bishops California Bans the Use of “Sell By” Labels U.S. Declines to Renew USMCA Thanks to our sponsors: Wild Alaskan: $35 off your first box | code: TPO Quince: Free shipping | quince.com/tpo HelloFresh: 10 Free meals + a Free breakfast for Life | HelloFresh.com/tpo10fm AdelFi: Apply for the Harvest Bundle |https://adelfibanking.com/pourover Upside: extra 25 cents back for every gallon on your first tank of gas | code: TPO LMNT: free 8-pack with purchase | https://links.thepourover.org/LMNT_Podcast Compelled Podcast: Listen now | CompelledPodcast.com Mosh: 25% off first variety pack + 20% off subscription | code: TPO25 Serving Orphans Worldwide: Give a gift to feed a child for a month | https://servingorphans.org/thepourover MORE FROM TPO: ⁠Free newsletter⁠ ⁠Watch TPO on YouTube⁠ ⁠Download the TPO App⁠ Unless otherwise noted, all scripture references are from the Christian Standard Bible (CSB) translation.

It's Thursday and you are listening to The Majority Report On today's program: Donald Trump's financial disclosure shows that he has raked in more than $2B in his first year in office. The report reveals that Trump made thousands of stock trades last year. Elizabeth Vargas from News Nation tries to get Rep. Mike Lawler to admit that it is not acceptable for Trump to use his office to earn billions while most Americans are living paycheck-to-paycheck. Lawler does his best to avoid the line of questioning. Rep. Troy Nehls (R-TX) mocks the affordability crisis in America by saying he is spending the fourth eating lobster tails and ribeye's. Nehls went further saying that people who are poor just don't work as hard as he does. Denver based journalist David Sirota, founder and editor of The Lever, joins the program to reflect on this week's Colorado primary. Oliver Larkin, DSA-backed candidate running against incumbent Rep. Jared Moskowitz in Florida's 25 congressional district, joins the program to discuss his platform and campaign. If you are able to donate to Larkin's campaign you can do so here. In the Fun Half: Brandon Sutton and Matt Binder join the show. Donald Trump has a conversation with an AI Teddy Roosevelt and the president definitely thought he was talking to the ghost of Teddy. Later at the same Teddy Roosevelt event in North Dakota, Trump says he wants to have a threesome with his two beautiful sons. Abdul El-Sayed is interviewed by Dave Weigel for Semafor where El-Sayed has strong words for his bought-and-sold opponents in the primary as well as his potential GOP opponent in the general election. Mallory McMorrow fails at generating tears as she tries to convey sadness about the "actions in the Middle East" tearing us apart at home. Former NYC mayor Bill De Blasio stands by Darializa Avila Chevalier while appearing on Hannity, sending Sean Hannity into hissy fit. All that and more. To connect and organize with your local ICE rapid response team visit ICERRT.com The Congress switchboard number is (202) 224-3121. You can use this number to connect with either the U.S. Senate or the House of Representatives. Follow us on TikTok here: https://www.tiktok.com/@majorityreportfm Check us out on Twitch here: https://www.twitch.tv/themajorityreport Find our Rumble stream here: https://rumble.com/user/majorityreport Check out our alt YouTube channel here: https://www.youtube.com/majorityreportlive Gift a Majority Report subscription here: https://fans.fm/majority/gift Subscribe to the AM Quickie newsletter here: https://am-quickie.ghost.io/ Join the Majority Report Discord! https://majoritydiscord.com/ Get all your MR merch at our store: https://shop.majorityreportradio.com/ Get the free Majority Report App!: https://majority.fm/app Go to https://JustCoffee.coop and use coupon code majority to get 10% off your purchase Check out today's sponsors: SUNSET LAKE CBD: Use coupon code "Left Is Best" (all one word) for 20% off of your entire order at SunsetLakeCBD.com.  Follow the Majority Report crew on Twitter: @SamSeder @EmmaVigeland @MattLech On Instagram: @MrBryanVokey Check out Matt's show, Left Reckoning, on YouTube, and subscribe on Patreon! https://www.patreon.com/leftreckoning Check out Matt Binder's YouTube channel: https://www.youtube.com/mattbinder Subscribe to Brandon's show The Discourse on Patreon! https://www.patreon.com/ExpandTheDiscourse Check out Ava Raiza's music here! https://avaraiza.bandcamp.