Podcasts about 3B

- Voice of the Blues Chris Kerber- Have Saggese & Church done enough to avoid adding at 3B or CF this offseason?- Football Pick'em- The Junk DrawerSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

- The Buffalo Bills are going for the jugular in the regular season. Plus, Has the Lions window already closed?- Cardinals analyst Brad Thompson- Ask Us anything- Blues defenseman Brandon Carlo- Voice of the Blues Chris Kerber- Have Saggese & Church done enough to avoid adding at 3B or CF this offseason?- Football Pick'em- The Junk Drawer– The third line has the potential to turn some heads.– NFL Weekend look-ahead– How will the Blues handle their lineup for the preseason games?– BK & Ferrario RewindSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Get a FREE breakdown of Ronnen's frameworks in my newsletter: https://bit.ly/4dosm2jStart or grow your own Podcast with me: https://bit.ly/4r1fhSiRonnen Harary is the co-founder and chairman of Spin Master, the company behind PAW Patrol, Bakugan and the Rubik's Cube.In this episode, he breaks down how a toy company started making its own TV shows, and how that decision built some of the biggest kids' brands in the world.This is a brand-building masterclass.We get into: • How a 4am drive to Detroit landed a 48,000-unit Kmart order two months in • Why Spin Master started producing its own TV shows • The Beyblade deal he passed on and what it taught him • How Bakugan took sales from $450M to $1B, then back down again • Why PAW Patrol was born at the lowest point in the company's historyRonnen also shares:• The birthday cake test he uses to spot a hit• How to expand a brand without losing its tone and tenor• Why he turned down a $100M live-action film (and still regrets it)• How he pitches without ever using a PowerPoint• Why Spin Master bought the Rubik's CubePlus: YouTube vs Netflix, making money from content beyond merch, how fast you can tell a product has failed, no-blame culture, top grading, and building a company that outlives its founders.Follow Ronnen:LinkedIn: https://www.linkedin.com/in/ronnen-harary-99b13370/No Experience Necessary (book): https://www.ronnenharary.com/projects/no-experience-necessaryProduced by 7xContent: make your own podcast with us: https://www.7xcontent.com/home#applyFollow Callum:Instagram: https://www.instagram.com/thecallummc/LinkedIn: https://www.linkedin.com/in/callummcdonnell/Timestamps:00:00 The toy and TV playbook behind PAW Patrol01:21 Step one is deciding to bet on yourself04:20 Spotting a proven product in Israel and bringing it to Canada06:02 Driving to Detroit and pitching the wrong Kmart buyer09:30 The 19-year road to PAW Patrol11:43 Why 26% of toys come from TV and film12:40 Passing on Beyblade (a $3B miss)14:35 Bakugan and the $6M bet on a TV show17:23 Why the toys and the show launch on the same day18:32 How eight years at MIPCOM opened the door to TV deals20:05 The lowest point that produced PAW Patrol22:25 The birthday cake test for a hit24:40 Storytelling fundamentals for creators and brands27:16 YouTube, Netflix and why there's no clear path today30:17 No-blame culture and why doubt kills luck34:19 Why you can't replicate a hit36:13 Why Spin Master bought the Rubik's Cube43:10 Hatchimals and letting go of product development47:06 Turning down a $100M live-action film49:24 What makes a great pitch (and the Banana Boy story)54:43 Top grading and why culture is Spin Master's moat59:04 Quick-fire questions1:02:43 Where to find Ronnen + No Experience Necessary

Hackers, Slackers & Quantum AttackersFEATURING:Ben Arc (https://x.com/arcbtc)Thomas Hunt (https://x.com/madbitcoins)THIS  WEEK:Liquid Hacked! - Ferris Bueller - Laptop Coin - Q-DayHackers, Slackers & Quantum AttackersWell, they found the bug that drained the Liquid Federation. It's not good.https://x.com/adamsimecka/status/2096776435700543821?s=46Source: Twitter | @adamsimeckaJUST IN: Hackers have stolen ~4,000 Bitcoin worth $320 million from the Liquid Network

We break down the takeaways from Oracle's (ORCL) Q1 fiscal 2027 earnings call — what to expect through 2026 and into 2027–2028 as hyperscaler CapEx stays high but is set to slow in growth by 2027, and more in 2028.Oracle posted $19.3B in revenue (sequentially flat) with seasonality fading, while balance sheet concerns persist: $125B in debt against $37B in cash. Management cut debt for a second straight quarter and completed a $20B at-the-market equity program. But CapEx surged to $28.5B — though operating cash flow rose to $23.1B, and management said new data center capacity is getting booked quickly and generating positive cash flow.Nick closes by connecting ongoing AI infrastructure spending to broader semiconductor stock volatility — and why our positive market outlook through the end of 2026 stays unchanged.TIMESTAMPS0:00 - Oracle Earnings Setup0:51 - Revenue Growth Snapshot1:35 - Balance Sheet and Debt2:49 - CapEx Surge Explained4:01 - Free Cash Flow Outlook5:06 - CapEx Ratios Peak5:50 - Cloud Growth Drivers8:40 - Portfolio View on Oracle9:32 - Market Theme and CapEx12:04 - Wrap Up and Next Steps—Get 15% off any paid fiscal.ai plan: https://fiscal.ai/csiIf you want the reasoning behind more names like this one, Semiconductor Insider covers the process in more depth. Get access to all our research, weekly live Q&A events, and a growing set of tools to build your process: https://www.chipstockinvestor.comAll our socials: https://linktr.ee/chipstockinvestorIf you're getting value from the show, follow so you don't miss the next one.—Disclosure: Some links above are affiliate links. If you buy something through them, we might earn a little coffee money — thanks for helping us (Kasey) fuel our caffeine addiction.Content in this episode is for general information or entertainment only and is not specific or individual investment advice. Forecasts and information presented may not develop as predicted, and there is no guarantee any strategies presented will be successful. All investing involves risk, and you could lose some or all of your principal. CSI owns shares of Oracle.

By the time Michael Peterson went to trial, the case had attracted national attention, particularly after details about his personal life came to light, particularly his numerous affairs with men. The case gained even more attention when it was learned that, in 1985, Michael Peterson's friend Elizabeth Ratliff died under very similar circumstances to those of his wife. With significant evidence against him and no compelling argument for his innocence, Michael Peterson was found guilty of his wife's murder in 2003. But, as it turned out, that was hardly the end of the story.ReferencesAssociated Press. 2002. "Durham novelist insists wife's death caused by fall on stairs, not beating." Winston-Salem Journal, February 20: 6.Cain, Brooke. 2022. A ‘Staircase' timeline from Kathleen Peterson's death to her husband's trial and plea. May 10. Accessed July 16, 2026. https://www.newsobserver.com/news/local/article260637047.html.Curliss, J. Andrew, and Vicki Cheng. 2001. "Death of former candidate's wife under scrutiny." The News and Observer (Raleigh, NC), December 11: B1.Dalesio, Emery P. 2003. "Prosecution: Death was no accident." Charlotte Observer, October 4: 26.Griffin, Anna. 2003. "Durham writer found guilty of killing wife." Charlotte Observer, October 11: 1.—. 2001. "High-profiler gets unwanted attention." Charlotte Observer, December 16: 23.—. 2003. "Peterson murder case goes to jury." Charlotte Observer, October 7: B1.Jarvis, Craig. 2002. "Peterson case takes a turn." The News and Observer (Raleigh, NC), May 11: 1.Jarvis, Craig, and John Sullivan. 2001. "Peterson seen as vibrant, devoted." The News and Observer (Raleigh, NC), December 23: 1.Johns, Michael. 2002. "Peterson's motive?" The News and Observer (Raleigh, NC), January 20: 28.Jones, Aphrodite. 2013. A Perfect Husband. New York, NY: Pinnacle.Kane, Dan. 1999. "Mayoral candidate's fake-wound disclosure splits backers." News and Observer (Raleigh, NC), September 23: 3B.Lee, Demorris. 2003. "Agent's findings point to beating." The News and Observer (Raleigh, NC), August 15: 1.—. 2002. "Durham DA seeks exhumation." The News and Observer (Raleigh, NC), October 19: 1.—. 2003. "Sisters grant autopsy request." The News and Observer (Raleigh, NC), February 17: B1.—. 2002. "Stepdaughter files suit against Peterson." The News and Observer (Raleigh, NC), October 30: B3.Lee, Demorris, and Aisling Swift. 2001. "Peterson indicted in death." The News and Observer (Raleigh, NC), December 21: 1.—. 2001. "Peterson to spend holiday in jail." The News and Observer (Raleigh, NC), December 22: B1.Lee, Demorris, and Craig Jarvis. 2003. "Autopsy: Peterson friend slain." The News and Observer (Raleigh, NC), April 29: 1.Modell, Josh. 2018. "The real killer in The Staircase might be -- an owl?" Vulture, June 14.Murphy, Dennis. 2006. Death at the bottom of the stairs. November 25. Accessed July 16, 2026. https://www.nbcnews.com/id/wbna15894727.Peterson, Michael. 2019. Behind the Staircase. Durham, NC: Independently published.Press, Associated. 2001. "Special grand jury called in death of arts patron." Charlotte Observer, December 20: 23.Rogers, Patrick, and Lori Rozsa. 2022. Revisit PEOPLE's 2002 Conversation with Michael Peterson, Whose Wife's Death Inspired HBO Max's 'The Staircase'. May 5. Accessed July 16, 2026. https://people.com/crime/people-magazine-2002-interview-with-michael-peterson-the-staircase/.Saker, Anne. 2003. "Peterson Trial: Trial opens, rival lawyers offer weapon theory, accident scenario to jury." The News and Observer (Raleigh, NC), July 1: 1.—. 2003. "Sexuality introduced into the trial." The News and Observer (Raleigh, NC), August 8: 1.Sheehan, Ruth. 2002. "Is Peterson the wrong man, too?" The News and Observer (Raleigh, NC), February 21: 15.—. 2002. "Win-win tactic for DA." The News and Observer (Raleigh, NC), October 28: 15.State of North Carolina v. Michael Iver Peterson. 2007. 547A06 (Supreme Court of North Carolina, November 9). Cowritten by Alaina Urquhart, Ash Kelley & Dave White (Since 10/2022)Produced & Edited by Mikie Sirois (Since 2023)Research by Dave White (Since 10/2022), Alaina Urquhart & Ash KelleyListener Correspondence & Collaboration by Debra LallyListener Tale Video Edited by Aidan McElman (Since 6/2025) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

When Kathleen Peterson died in December 2001, it was assumed her death had been the result of an accidental fall down the stairs after combining alcohol and Valium. However, within a few weeks, suspicion fell on Kathleen's husband, Michael, after the medical examiner concluded that Kathleen's injuries were consistent with assault, not an accidental fall.By the time Michael Peterson went to trial, the case had attracted national attention, particularly after details about his personal life came to light. The case gained even more attention when it was learned that, in 1985, Michael Peterson's friend Elizabeth Ratliff died under very similar circumstances to those of his wife. ReferencesAssociated Press. 2002. "Durham novelist insists wife's death caused by fall on stairs, not beating." Winston-Salem Journal, February 20: 6.Cain, Brooke. 2022. A ‘Staircase' timeline from Kathleen Peterson's death to her husband's trial and plea. May 10. Accessed July 16, 2026. https://www.newsobserver.com/news/local/article260637047.html.Curliss, J. Andrew, and Vicki Cheng. 2001. "Death of former candidate's wife under scrutiny." The News and Observer (Raleigh, NC), December 11: B1.Dalesio, Emery P. 2003. "Prosecution: Death was no accident." Charlotte Observer, October 4: 26.Griffin, Anna. 2003. "Durham writer found guilty of killing wife." Charlotte Observer, October 11: 1.—. 2001. "High-profiler gets unwanted attention." Charlotte Observer, December 16: 23.—. 2003. "Peterson murder case goes to jury." Charlotte Observer, October 7: B1.Jarvis, Craig. 2002. "Peterson case takes a turn." The News and Observer (Raleigh, NC), May 11: 1.Jarvis, Craig, and John Sullivan. 2001. "Peterson seen as vibrant, devoted." The News and Observer (Raleigh, NC), December 23: 1.Johns, Michael. 2002. "Peterson's motive?" The News and Observer (Raleigh, NC), January 20: 28.Jones, Aphrodite. 2013. A Perfect Husband. New York, NY: Pinnacle.Kane, Dan. 1999. "Mayoral candidate's fake-wound disclosure splits backers." News and Observer (Raleigh, NC), September 23: 3B.Lee, Demorris. 2003. "Agent's findings point to beating." The News and Observer (Raleigh, NC), August 15: 1.—. 2002. "Durham DA seeks exhumation." The News and Observer (Raleigh, NC), October 19: 1.—. 2003. "Sisters grant autopsy request." The News and Observer (Raleigh, NC), February 17: B1.—. 2002. "Stepdaughter files suit against Peterson." The News and Observer (Raleigh, NC), October 30: B3.Lee, Demorris, and Aisling Swift. 2001. "Peterson indicted in death." The News and Observer (Raleigh, NC), December 21: 1.—. 2001. "Peterson to spend holiday in jail." The News and Observer (Raleigh, NC), December 22: B1.Lee, Demorris, and Craig Jarvis. 2003. "Autopsy: Peterson friend slain." The News and Observer (Raleigh, NC), April 29: 1.Modell, Josh. 2018. "The real killer in The Staircase might be -- an owl?" Vulture, June 14.Murphy, Dennis. 2006. Death at the bottom of the stairs. November 25. Accessed July 16, 2026. https://www.nbcnews.com/id/wbna15894727.Peterson, Michael. 2019. Behind the Staircase. Durham, NC: Independently published.Press, Associated. 2001. "Special grand jury called in death of arts patron." Charlotte Observer, December 20: 23.Rogers, Patrick, and Lori Rozsa. 2022. Revisit PEOPLE's 2002 Conversation with Michael Peterson, Whose Wife's Death Inspired HBO Max's 'The Staircase'. May 5. Accessed July 16, 2026. https://people.com/crime/people-magazine-2002-interview-with-michael-peterson-the-staircase/.Saker, Anne. 2003. "Peterson Trial: Trial opens, rival lawyers offer weapon theory, accident scenario to jury." The News and Observer (Raleigh, NC), July 1: 1.—. 2003. "Sexuality introduced into the trial." The News and Observer (Raleigh, NC), August 8: 1.Sheehan, Ruth. 2002. "Is Peterson the wrong man, too?" The News and Observer (Raleigh, NC), February 21: 15.—. 2002. "Win-win tactic for DA." The News and Observer (Raleigh, NC), October 28: 15.State of North Carolina v. Michael Iver Peterson. 2007. 547A06 (Supreme Court of North Carolina, November 9). Cowritten by Alaina Urquhart, Ash Kelley & Dave White (Since 10/2022)Produced & Edited by Mikie Sirois (Since 2023)Research by Dave White (Since 10/2022), Alaina Urquhart & Ash KelleyListener Correspondence & Collaboration by Debra LallyListener Tale Video Edited by Aidan McElman (Since 6/2025) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

The digital economy may get the headlines, but behind every AI breakthrough, electric vehicle, automated warehouse, and data center is a complex physical supply chain making it possible. In this episode of The Buzz, powered by Toyota Automated Logistics, hosts Scott Luton and Karin Bursa welcome Gaurav Singh Chaudhary, founder and editor of Silicon and Steel, to explore the infrastructure, materials, energy, and global trade relationships powering some of today's biggest transformations.From Walmart's massive investment in automated fulfillment to dramatic shifts in the Southern timber industry, Scott, Karin, and Gaurav break down the connections between changing consumer demand, automation, trade policy, and supply chain strategy. They examine the potential impact of semiconductor tariffs on AI infrastructure, why nuclear energy's fuel supply could become a critical bottleneck, and how AI and EV manufacturers are increasingly competing for the same electronics and manufacturing capacity.Along the way, the conversation highlights an important reality: the AI economy isn't purely digital. Its growth depends on chips, energy, batteries, data centers, manufacturing capacity, logistics networks, and resilient global supply chains.Key TakeawaysSpeed must be designed into the network. Walmart's next-generation fulfillment investment demonstrates why companies can't simply compensate for poor network design with more expensive transportation.Automation is changing the nature of warehouse work. As fulfillment processes become increasingly automated, traditional manual roles are giving way to jobs focused on maintaining, operating, and optimizing technology.Supply chains operate on dramatically different timelines. Timber can take decades to mature while demand, tariffs, interest rates, and trade policies can change within months, creating significant challenges for long-term planning.The AI economy has a very physical foundation. Chips, servers, power generation, cooling systems, batteries, and data centers all create supply constraints that can determine how quickly AI infrastructure scales.Nuclear energy presents a supply chain bottleneck. The fuel required by emerging small nuclear reactors creates sourcing and geopolitical risks that extend far beyond simply building more reactors.AI and automotive supply chains are increasingly interconnected. EVs and AI infrastructure compete for electronics, chips, circuit boards, batteries, and manufacturing capacity while AI demand is also creating new opportunities for automotive battery investments.Context turns data into actionable intelligence. Supply chain-specific AI must understand industry terminology, relationships, workflows, and business rules, not simply process general-purpose data.Supply chain leaders can no longer look at AI, energy, manufacturing, trade, logistics, and infrastructure as separate conversations. This episode connects the dots between them. Tune in for practical insights into how automation, tariffs, shifting demand, energy constraints, and emerging technologies are reshaping global supply chains and why understanding the physical infrastructure behind the digital economy will be essential for navigating what comes next.Additional Links & Resources: Toyota Automated Logistics: https://toyota-automated-logistics.com/ With That Said: https://bit.ly/WTS-30-Aug-2026 From Data Chaos To Decision Intelligence: How AI Continues To Reshape Logistics: https://bit.ly/ExecExchange-MattMcKinney-LoopMeet Hunter Wendelstedt, MLB's next Ángel Hernández in the making: https://bit.ly/MLB-ABS-MakingTractionWalmart to build $1.3B fulfillment center in Georgia: https://bit.ly/Walmart-Invests-in-GATimber Was Gold in the South—Until a Market Collapse Crushed the Forest Economy: https://on.wsj.com/3T96zoxAnother potential headache for US data centers — Trump tariffs: https://politi.co/4gFffutWest Wants Nuclear for AI. Russia Controls the Fuel: https://bit.ly/3Uigrg6Silicon & Steel: https://siliconandsteel.co/ Connect with Gaurav on LinkedIn: https://www.linkedin.com/in/gsc/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- SAP AI Inside the Supply Chain: From Silo to Orchestration: https://bit.ly/4bvpz6KWEBINAR- Operational AI in the Supply Chain: How context empowers agents and humans to operate side by side: https://bit.ly/4x7Vd2ZWEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemThis episode was hosted by Scott Luton and Karin Bursa, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/thebuzz-from-silicon-to-steel-supply-chains-behind-ai The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. Unauthorized use, reproduction, distribution, modification, or re-uploading of this content in any form is strictly prohibited without explicit written permission from Supply Chain Now.For licensing inquiries or permissions, please contact us at production@supplychainnow.com© 2026 Supply Chain Now. All rights reserved. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

BT joins the show to discuss the Cardinals series win over the Dodgers. Will the Cardinals give Saggese some runway at 3B? Plus, should the Cardinals stretch Gordon Graceffo out as a starter this offseason?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   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… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis 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. 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. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

Bitcoin rallied 23% after Bessent's debt-buyback comments and settled near $80K. Swan's Cory Klippsten weighs in on what ETF inflows and onchain exchange moves really mean. ======================================================== Thank you to our sponsor! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Visit⁠⁠⁠⁠⁠ 1inch.com⁠⁠⁠⁠⁠ to swap tokenized securities, crypto and more. Simple. Secure. Self-custodial. Whatever asset you're buying - swap it at⁠⁠⁠⁠⁠ 1inch.com⁠⁠⁠⁠⁠ ========================================================Bitcoin rallied 23 percent in a week after Treasury Secretary Scott Bessent said the government would double its long-term debt buybacks, settling near $80,000 without a leverage-driven blowoff. ETFs pulled in about $3 billion over two weeks, even as onchain data showed coins moving toward exchanges. Cory Klippsten, founder and CEO of Swan, joins Laura Shin to discuss why he distrusts popular Bitcoin forecasting tools. He calls stock-to-flow and power-law price models unfalsifiable "false gods" that leave holders with paper hands, and dismisses the quantum-computing scare as manufactured hype tied to 2025's penny-stock schemes. Yet he insists onchain self-custody is where value lives. The two weigh the ColdCard hack, which cost self-custody wallets roughly 1,400 coins, against larger losses at Mt. Gox, Celsius, and Quadriga. Klippsten covers Swan's RBX tool for converting GBTC into real Bitcoin, the custody spectrum topped by Swan Trinity, and why nobody will know for decades whether Bitcoin's fee market can replace its shrinking block reward. Host: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Laura Shin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Host / Unchained Guest: ⁠⁠⁠⁠⁠⁠⁠⁠⁠Cory Klippsten - Founder and CEO of Swan Timestamps

VC experts on why Physical AI funding is heating up | E2333 This Week In Startups is made possible by: partner 1 - link partner 2 - link partner 3 - link   Today's show: Are we one step closer to data centers in space? Katelin Holloway of Seven Seven Six and Paige Doherty of Behind Genius Ventures break it down what it would take. Plus investor interest is surging in Physical AI companies. Paige explains why she backs applications of physical AI over general-purpose robotics, and how her thesis on multimodal AI led to the largest check she's ever written. We then dive into the Pentagon's rollout of ChatGPT Mil and Grok for Government. And Katelin gives us her insight into how VCs are investing in Europe and the regulations behind the scenes. Guests: Katelin Holloway on X: https://x.com/katelin_cruse Seven Seven Six: https://sevensevensix.com/ Paige Doherty on X: https://x.com/paigefinnn Behind Genius Ventures: https://www.behindgeniusventures.com/ Full Transcript and Summary, powered by Plaud https://web.plaud.ai/s/pub_772dbc9f-cd78-4de7-911e-8d3ee2883fbb::AF3ncHtIZkSyKKL-K-XUZBAUBEdoQQBEGCQSsja3gXsll8Dm6-Xbrrlhk7g8U-xwIW9kHyYwaB0dBuoC Related Links: Department of War adds ChatGPT Mil and Grok for Government: https://fortune.com/2026/09/01/pentagon-chatgpt-grok-government-military-ai-members-pete-hegseth-defense-department/ OpenAI for Government: https://openai.com/global-affairs/introducing-openai-for-government/ Starshield — SpaceX's government/defense arm: https://www.spacex.com/starshield/ UN work on LAWS (Lethal Autonomous Weapons Systems): https://disarmament.unoda.org/the-convention-on-certain-conventional-weapons/background-on-laws-in-the-ccw/ European Commission designates ChatGPT a VLOSE: https://digital-strategy.ec.europa.eu/en/news/commission-designates-chatgpt-reddit-roblox-under-digital-services-act Commission press release: https://ec.europa.eu/commission/presscorner/detail/en/ip_26_1772 Euronews on why a chatbot that searches the live web counts as a search engine: https://www.euronews.com/next/2026/08/31/eu-places-chatgpt-reddit-and-roblox-under-strictest-digital-safety-rules Entrepreneur First: https://www.joinef.com/posts/introducing-the-bridge/ Henrick Johansson, the European VC persona: https://x.com/compliantvc Starcloud — orbital data centers: https://www.starcloud.com/ Starcloud raises $250M at a $2.3B: https://www.businesswire.com/news/home/20260821884035/en/Starcloud-Raises-$250-Million-at-$2.3-Billion-Valuation-to-Scale-AI-with-Orbital-Data-Centers "From Sputnik to Starship: Estimating the experience curve of space launch technology" https://academic.oup.com/pnasnexus/article/5/7/pgag217/8732400 Cambridge Bennett Schoo: https://www.bennettschool.cam.ac.uk/blog/is-space-trade-the-next-global-transport-revolution/ Crunchbase News: physical AI startups raised $47.4B across 521 deals in H1 2026: https://news.crunchbase.com/venture/physical-ai-funding-startups-robotics-aerospace-h1-2026/ Crunchbase News on record defense-tech funding: https://news.crunchbase.com/defense-tech/startup-venture-funding-all-time-record-ai-anduril/ Jensen Huang's prediction: https://www.nvidia.com/en-us/executive-insights/ Zipline: https://www.flyzipline.com/ Nox Metals: https://www.noxmetals.com/ CNBC: Anthropic changes its data retention policy: https://www.cnbc.com/2026/09/01/anthropic-data-retention.html Bloomberg on the plan to let enterprises hold the 30-day window: https://www.bloomberg.com/news/articles/2026-08-20/anthropic-plans-to-change-data-retention-policy-for-advanced-ai Plaud — sponsor; the wearable AI note-taker → **https://plaud.ai/twist** (code TWIST for 10% off) Harmonic: https://harmonic.ai/ Timestamps: 0:00 Why making it to Fund IV is when it gets real 9:24 Pentagon rolls out ChatGPT Mil and Grok for Government 10:49 Sentry - Your team should be focused on shipping features — not chasing down bugs. New users can get $240 in free credits when they go to https://sentry.io/twist and use the code TWIST 11:53 Paige on defense tech and three years at Northrop Grumman 13:40 Katelin: The bottleneck used to be winning the contract, now it's surviving one 16:13 Autonomous weapons, robot dogs, and the Boston Dynamics conversation in Paris 19:07 Lightfield - Name one person who's ever enjoyed updating a CRM. Exactly. Lightfield's AI agent does it for you — it even prospects and books your meetings. Used by thousands of startups. Free at https://lightfield.app 22:03 EU designates ChatGPT a "very large online search engine" under the DSA 24:54 Katelin's contrarian take: Europe is undercapitalized 29:56 Odoo - The all-in-one business platform. Your first app is free! Get started today at https://Odoo.com/twist 31:07 Starcloud raises $250M at a $2.3B valuation 53:06 Competing with Elon: the single point of failure for the whole space economy 57:49 Physical AI raised ~$47B in the first half of 2026 1:03:42 Jason's Zipline regret and the death of "hardware is hard" 1:07:07 Is "unc" a compliment? A Gen X / millennial / Gen Z / Gen Alpha 1:09:39 Anthropic reverses its data retention policy after enterprise pushback 1:12:18 Katelin on data custody: "That's not a procurement question" 1:15:31 Back to on-prem: Go.AI, the Go1, and vertical LLMs Subscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.com Check out the TWIST500: https://www.twist500.com Subscribe to This Week in Startups on Apple: https://rb.gy/v19fcp   Follow Lon: X: https://x.com/lons   Follow Jason: X: https://twitter.com/Jason LinkedIn: https://www.linkedin.com/in/jasoncalacanis   Check out all our partner offers: https://partners.launch.co/   Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarland   Check out Jason's suite of newsletters: https://substack.com/@calacanis   Follow TWiST: Twitter: https://twitter.com/TWiStartups YouTube: https://www.youtube.com/thisweekin Instagram: https://www.instagram.com/thisweekinstartups TikTok: https://www.tiktok.com/@thisweekinstartups Substack: https://twistartups.substack.com

Omani Carson, Founder and Chairman at Carson Group, built one of the most recognized wealth management firms in the country, and then realized the biggest barrier to the next level of growth wasn't strategy. It was him.Omani walks me through the inner work that unlocked exponential business growth: confronting self-limiting beliefs, moving from a success mindset to an abundance mindset, and learning to live by design rather than by default. He shares how coaching reshaped the way he thinks, leads, and defines what's possible. KEY TAKEAWAYS 00:00 Why the ceiling on your business is usually a ceiling on you04:12 The difference between a success mindset and an abundance mindset09:35 How blueprinting replaces default living with intentional design14:22 What self-love has to do with scaling a wealth management firm21:08 The coaching conversation that reframed a billion-dollar business as a lemonade stand28:45 Why adding a zero requires exponential thinking, not incremental effort35:17 How Carson Group went from $3B to $60B in AUM — and why $1T is nextSubscribe now and be ready when the conversations begin.RESOURCES MENTIONED Carson Group:https://www.carsongroup.com #MakeBIGHappen #CEOCoaching #Leadership

Welcome to this week's episode of the PEBCAK Podcast!  We've got four amazing stories this week so sit back, relax, and keep being awesome!  Be sure to stick around for our Dad Joke of the Week. (DJOW) Follow us on Instagram @pebcakpodcast   Please share this podcast with someone you know!  It helps us grow the podcast and we really appreciate it!   Simple 6 signup link https://simple6.co/r/CFUR98   Meta buys its way out of the teen engagement lawsuit and writes the curfew into the settlement. https://www.bleepingcomputer.com/news/technology/meta-agrees-to-18-billion-settlement-over-teen-social-media-harms/ Meta settled with 52 attorneys general for ~$18B over claims Facebook and Instagram were built to drive compulsive teen use, resolving a 2023 suit led by California AG Rob Bonta that also alleged illegal under-13 data collection under COPPA. The product terms are the real story: a default two-hour daily cap for under-18s that only a parent can lift, a midnight–6am blackout, notifications muted 10pm–7am and during school hours, hidden like counts, no cosmetic surgery filters, and expanded age verification to find under-18s and purge under-13s — locked in for ten years under an independent auditor. Only $12.7B goes to states now. The other $5.3B is held back until YouTube and TikTok adopt matching one-hour limits, nighttime restrictions and age assurance, and each makes a matching payment — at which point Meta's own cap drops to one hour. Meta openly framed this as driving industry-wide adoption. Read that again: Meta just put a $5.3B bounty on its competitors adopting mandatory age verification, and everyone's calling it a punishment. Meta books ~$10B in Q3 legal expenses; California takes $1.5–2.1B.   A watermark-removal industry sprang up overnight for a watermark nobody can detect. https://www.bleepingcomputer.com/news/security/ai-watermark-removers-flood-the-web-almost-none-can-prove-they-work/ Days after Anthropic switched on invisible watermarking in everything Claude writes, a removal market appeared: a 4,500-star GitHub project, freshly registered domains like claudewatermark[.]rip and gptcleanup.com, and existing Turnitin-bypass shops (StealthGPT, Human Writes) bolting Claude onto their pitch. None of it is verifiable; Anthropic hasn't published the scheme or shipped a detector. The technical punchline: stripping zero-width characters and C2PA/EXIF metadata works, but it's trivial, since file metadata dies on a re-save or a screenshot. The real mark lives in which words the model picked, so the only known removal is a heavy rewrite through a second model. Guillaume Meyer, who wrote the biggest tool, says so himself, metadata only, for now. Tester Pasquale Pillitteri read the code instead of the READMEs and found one popular cleaner passed a hidden payload through intact. Driver is EU AI Act Article 50, enforceable since Aug 2, penalties to €15M or 3% of global turnover. And a detected mark only proves Claude touched the text, not that it wrote it. Defender angle: these ship as agent skills people wire into pipelines and feed documents through. That's a supply chain surface.   Chrome finally kills the infostealer's favorite trick: the stolen cookie that walks past your MFA. https://arstechnica.com/security/2026/08/chrome-adopts-what-may-be-the-best-protection-yet-against-account-takeovers/ Chrome shipped device-bound session credentials, storing a key in the device's security chip: TPM on Windows, Secure Enclave on macOS and iOS and cryptographically binding session cookies to that hardware. A stolen cookie can't be replayed on the attacker's box to walk past MFA, because the private key never leaves the chip. This is the fix for the failure mode we keep covering: as users adopted 2FA and passkeys, infostealers stopped fighting the login and started lifting the post-auth session instead. Announced in 2024, beta in April, GA for Workspace on Chrome for Windows from May 25, on by default with no admin config, and binding events are visible in Admin console audit logs. Honest caveat: it kills one very popular path, not every takeover, and only where the server side implements it.   Dad Joke of the Week (DJOW)   Find the hosts on LinkedIn: Chris - https://www.linkedin.com/in/chlouie/ Glenn - https://www.linkedin.com/in/glennmedina/ Victor - https://www.linkedin.com/in/victordeluca/

BETTER WAYS TO DATE Hebrews 13:4 Marriage should be honored by ALL, and the marriage bed kept pure, for God will judge the adulterer and all the sexually immoral. (NIV) 1. HONORING MARRIAGE MEANS, DON’T TREAT SOMETHING HOLY LIKE SOMETHING CASUAL Matthew 19:4–6 “Haven’t you read,” he replied, “that at the beginning the Creator ‘made them male and female,’  5 and said, ‘For this reason a man will leave his father and mother and be united to his wife, and the two will become one flesh’? 6 So they are no longer two, but one flesh. Therefore what God has joined together, let no one separate.” (NIV) 2. HONORING MARRIAGE MEANS YOU FOLLOW CHRIST’S STANDARD, NOT CULTURE'S SCRIPT 3. HONORING MARRIAGE MEANS YOU DON'T ACT MARRIED BEFORE YOU ARE MARRIED Matthew 19:4–6 “Haven’t you read,” he replied, “that at the beginning the Creator ‘made them male and female,’ 5 and said, ‘For this reason a man will leave his father and mother and be united to his wife, and the two will become one flesh? 6 So they are no longer two, but one flesh. Therefore what God has joined together, let no one separate.” (NIV) 3A. LEAVING HAPPENS AFTER MARRIAGE 3B. CLEAVING HAPPENS AFTER MARRIAGE Matthew 19:5 And said, ‘For this cause shall a man leave father and mother, and shall cleave to his wife: and they twain shall be one flesh? (KJV) 3C. BECOMING ONE FLESH HAPPENS AFTER MARRIAGE PHYSICAL ONENESS AFTER MARRIAGE Hebrews 13:4 Marriage should be honored by all, and THE MARRIAGE BED KEPT PURE, for God will JUDGE the adulterer and all the sexually immoral. (NIV) 4. HONORING MARRIAGE MEANS YOU DATE FOR DESTINY, NOT JUST DESIRES Matthew 7:16 By their fruit you will recognize them. Do people pick grapes from thornbushes, or figs from thistles? (NIV) 5. HONORING MARRIAGE MEANS YOU DATE TO PROTECT, NOT TO PRESSURE 1 Corinthians 13:4–7 Love is patient, love is kind. It does not envy, it does not boast, it is not proud. 5 It does not DISHONOR others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. 6 Love does not delight in evil but rejoices with the truth. 7 It always PROTECTS, always trusts, always hopes, always perseveres. (NIV) PROTECTION DOESN’T PUSH WHERE GOD HAS NOT PERMITTED! 6. HONORING MARRIAGE MEANS YOU PREPARE FOR COVENANT BEFORE YOU PURSUE COMPANIONSHIP MARRIAGE SHOULD BE HONORED BY ALL

We begin this episode with a deep look at the book of Acts and the distinction between “a certain man,” “a certain Jew,” and “a certain disciple.” We examine Ananias and Sapphira, their judgment in Acts 5, and the broader biblical questions surrounding salvation, sin, holiness, and the assurance of the believer.From there, we turn to the news and culture, including the Lindsay Clancy case, Minnesota politics and election integrity, state government audits, the upcoming midterms, the WNBA and changing cultural values in sports, the Toronto Tempo controversy, and the growing influence of Islam on American culture.These are difficult subjects, but Christians shouldn't be afraid to examine them. Scripture gives us a foundation for understanding not only our salvation, but also the culture and world we are living in.--------------------------------------------------------------------------------------------------------

In the second hour of the show, Matt has some thoughts on the return of Nolan Gorman, especially as the 3B spot seems to be opening up with an injury to Blaze Jordan. WPBL co-founder & commissioner Justine Siegal talks about her drive to continue playing baseball her whole life, starting a new league for women in baseball and what is next for the league. And Bryce Weiler from the Beautiful Lives Project talks about becoming a broadcaster while overcoming his blindness, his outreach to other with disabilities, developing his broadcasting style based on the sound of the game around him and how he hopes to grow the organization and offer more chances for people to interact with sports in ways they never expected.

– How do you handle the 3B situation the rest of the way?– Another national analyst is giving a hot take about Mizzou?– One Gotta Go– BK & Ferrario RewindSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

– Gordon Graceffo has completely changed his arsenal on the fly. Plus, Is it time for the Cardinals to quit this Caleb Ferguson experiment?– This is the kind of trade that could change the complexion of the Western Conference. Plus, would you consider making this move if you were the Blues?– Cardinals analyst Brad Thompson– Ask Us Anything– Former NHL Goalie Mike McKenna– NFL Quick Hitters– Is a signing period something that would be beneficial for MLB?– Junk Drawer– How do you handle the 3B situation the rest of the way?– Another national analyst is giving a hot take about Mizzou?– One Gotta Go– BK & Ferrario RewindSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this episode of Gov Tech Today, hosts Russell Lowery and Jennifer Saha step back from day-to-day procurement details to examine what California's public data reveals about technology spending trends. Jen shares analysis comparing FY 2024–25 to 2025–26 across major contract vehicles, finding a sharp decline in IT services: about $3.8B down to $2.59B, nearly a 30% drop, with notable decreases in interagency agreements (down roughly 50%), formal competitive bids, and non-competitive bids. At the same time, IT goods spending is steadier and slightly up—from about $2.3B to $2.7B—suggesting continued purchases of software, hardware, and cloud while agencies reduce reliance on long-term vendor-managed services. They discuss policy changes enabling implementation services through the Software Licensing Program and consider political pressures, budget constraints, and potential pent-up demand ahead of the next administration. 00:00 Show Intro 00:14 Why Spend Is Down 02:28 Services Spending Drop 05:07 Interagency Declines 06:33 Competitive Bid Slowdown 09:09 SLP Services Surge 11:49 Goods Mostly Flat 13:51 What Counts As Goods 16:26 Big Picture Outlook 19:21 Wrap Up And Contact  

Latin America has a massive consumer credit market, but high interest rates and short loan maturities continue to put pressure on borrowers.In this episode, Sergio Furio, Founder and CEO of Creditas, shares how the company built an asset-backed lending model around cars and homes, giving customers access to longer-term credit at better rates.They discuss why Creditas moved away from partnering with banks, how securitization became central to the business, why complexity created a stronger moat, and how the company reduced production costs from more than 20% of loan value to below 9%.Sergio also explains how Creditas built a base of 20 million registered users, what its valuation reset changed, why the company remains focused on Brazil, and where tokenization could change lending next.

As tech giants continue announcing massive multi-gigawatt facilities permitted to match the carbon output of entire nations, the default reaction is often polarized, ideological debate. However, if we stopped arguing for a minute, we'd likely find we all agree trying to infinitely scale compute through brute force is more than an environmental topic. It's creating a major infrastructure crisis that affects us all.This week, I decided to touch on this delicate topic after seeing news of Amazon's proposed 7.65-gigawatt data center complex in Texas in an attempt to highlight how blind expansion is fundamentally bad business logic. Whether you care about climate morality or corporate ESG, physical constraints don't care about software roadmaps. Relying on unmonitored compute to power our enterprise workflows creates massive, immediate risk across regional energy grids, water tables, and business balance sheets.  My goal this week is to help you better understand the situation and move past surface-level advice, so you can execute a surgical, sustainable framework for AI adoption and operational governance:​Exposing the Infrastructure Risk: Deconstructing what gigawatt-scale compute actually draws from regional energy grids and municipal water tables and why reckless scaling creates severe regulatory and financial liabilities for local businesses and communities.  ​Instituting Architectural AI Governance: Moving past trivial advice to establish organizational token visibility, smart model routing (matching tasks to 3B localized models vs. multi-hundred-billion parameter frontier models), and strict lifecycle rules for runaway automated agents.  ​Shifting from Impact to Infrastructure Legacy: Reframing community relations through circular tech innovation like converting industrial petroleum wastewater for data center cooling—and building long-term human workforce equity instead of resource extraction.  By the end, my hope is that you'll stop treating AI compute as an infinite digital resource and start managing it as a physical asset that requires discipline, surgical precision, and strategic stewardship.  —Share your honest thoughts on the impact of AI at work: https://howdopeoplefeel.comAnd if you'd benefit from help balancing performance, technology, and people, check out my website at https://christopherlind.co—Chapters⁠00:00⁠ – Amazon's 7.65 GW Facility: An Operational Governance Crisis  ⁠03:20⁠ – Deconstructing Physical Risk: Grids, Water Tables, and Bad Business Logic  ⁠07:15⁠ – Internal AI Governance: Token Visibility & API Burn Rates  ⁠10:50⁠ – Model Right-Sizing: Stop Firing Cannons to Kill Flies  ⁠13:30⁠ – The $1,000/Month Phantom Agent: Managing Agentic Lifecycles  ⁠17:40⁠ – From Impact to Legacy: Circular Innovation & Resource Reciprocity  ⁠22:15⁠ – Petroleum Wastewater to Battery Storage: Proven Circular Solutions  ⁠24:50⁠ – Four Immediate Directives to Sustainably Scale Your AI Stack  ⁠#Leadership #AIStrategy #ComputeGovernance #InfrastructureRisk #FutureFocused⁠

Industrial biotechnology has enormous potential to create resilient supply chains, high performance ingredients, and a more sustainable bioeconomy, but good science alone is not enough. In this episode of Grow Everything, Karl and Erum speak with Olivier Rolland about the economic and industrial realities of scaling biology. Drawing on his experience across Michelin, TotalEnergies, Toulouse White Biotechnology, and L'Oréal, Olivier explains why biotech ventures must align sustainability, performance, cost, and customer expectations from the beginning. The conversation explores how techno economic analysis, early process constraints, industrial partnerships, standardization, and supportive policy can reduce risk and move promising molecules from the laboratory into commercial production. Olivier also discusses the biomanufacturing investment gap in Europe, the importance of resilient value chains, the limits of direct fossil replacements, and the opportunity to develop new molecules that deliver the same or better functions by design.Grow Everything brings the bioeconomy to life. Hosts Karl Schmieder and Erum Azeez Khan share stories and speak with the leaders and innovators using biology to change the world. Biology is the world's oldest technology, and it can be engineered. So, what are we growing?Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.messaginglab.com/groweverything⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chapters:(00:00:00): Music festivals, Mike Levin, and consciousness at every scale(00:07:00): Biotech news, Houston biomanufacturing, and the Michelin Guide analogy(00:14:00): Genome astrology, ingredient transparency, and food regulation(00:21:00): Olivier Rolland on L'Oréal, Scope 3 emissions, water, and resilient supply chains(00:28:00): Finding the sweet spot between performance, economics, and sustainability(00:35:00): Techno economic analysis, retrofit constraints, and industrial partnerships(00:42:00): Europe's scale up funding gap and the emerging EU biotech framework(00:49:00): Coalitions, fragmented value chains, and practical commercialization(00:56:00): What sustainable aviation fuel teaches beauty about market pull(01:03:00): Isofunctional molecules, biotech myths, duckweed, and rapid scale upLinks and Resources:L'Oreal Advanced Biotech for SustainabilityEp. 156. When Matter Makes Decisions: Michael Levin on the Intelligence of Form"What's it like to be a Cucumber" New York Magazine article about Mike LevinBMS picks Texas for new $2.3B manufacturing campusBio-AI is All Atlases and Nowhere to Go by Jake Wintermute and American WetwareBioInnovations Events - For 25% off use code: Grow EverythingGrow Everything LinkedInTopics Covered:biomanufacturing, industrial biotechnology, sustainable materials, green chemistry, biotechnology commercialization, scope 3 emissions, defossilization, sustainable beauty, bio-based ingredients, bioeconomyHave a question or comment? Message us here:Text or Call (804) 505-5553⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠Youtube⁠⁠⁠⁠⁠⁠⁠⁠ / ⁠⁠⁠⁠⁠⁠⁠⁠Grow Everything⁠⁠⁠⁠⁠⁠⁠⁠Music by: Nihilore Production by: Amplafy Media

OpenAI paused training and rewrote its Preparedness Framework after Astra flirted with a critical cyber threshold. Leaked numbers showed Anthropic out-earning OpenAI nearly two to one, Anthropic prepped supervoting shares, Amazon expanded drone delivery, and Meta's addiction trial opened. Links OpenAI changed safety practices and paused RL training for two weeks after the Hugging Face breach and evidence Astra may have met a critical cyber threshold (Axios) Sources: OpenAI's Q2 sales grew 18% QoQ to $6.7B as its losses widened from $9.3B to $12.3B; Anthropic's sales grew 2x+ to $11.6B, with a small operating profit (The Wall Street Journal) Sources: Anthropic's revenue run rate reached $65B by the end of July, up from $47B in May 2026, $19B in March 2026, $9B in December 2025, and $4B in July 2025 (Bloomberg) Sources: Anthropic prepares to give its co-founders shares with extra voting power to help insulate them from outside pressure; Amodei owns ~2% of Anthropic (The Information) Amazon plans to expand Prime Air drone deliveries to cities in at least five more US states in the coming months, including Chicago and Atlanta by 2026's end (Bloomberg) In opening arguments, US state AGs say that Meta intentionally sought to addict children to Facebook and Instagram in pursuit of profit; Meta rejects the claims (Reuters) Subscribe to the ad-free feed.

Reading by Tina Anderson ---   2 Kings 24-25; 2 Chronicles 36   https://www.biblegateway.com/passage/?search=2%20Kings%2024-25%3B%202%20Chronicles%2036&version=ESV&interface=print

We're still surprised people did this but... 50+ founders worth $10M to $4B reveal their personal finances. Here it is: https://joinhampton.com/mw-wrWhy do we do this? Because if you're an aspirational person or someone who runs a business and is making money, it's incredibly challenging to figure out what to do. Information is impossible to find — and that's what we put together: the net worth reveal and why we do this podcast, Moneywise.A $3 billion founder's money advice: keep driving the Chevrolet. Here's why the richest guests all say the same five things.After 100+ episodes of Moneywise, the same five spending refusals kept showing up — from a $3B founder who's never sold a company, a guy who lost 95% of his net worth and won't buy his own socks, and Bryan Johnson, who spends $2M a year on his body and almost nothing on anything else. None of them read the research. There's 50 years of it, and they all landed in the same place anyway.This episode covers all five: first class, new cars, meaningless stuff, angel checks, and kids' comfort — plus the study behind each one (lottery winners, the MIT Celtics auction, the marshmallow test follow-up). Then Anne Mahlum, who sold SolidCore for nearly $100M and forces herself to spend $200K/month, tears the whole list apart. The episode ends with a 10-minute exercise using two questions that decide what stays on your card statement.Also, this podcast is made by Hampton, which is a community for founders doing on average $20 million a year in revenue. We saw a lot of these money conversations happening privately behind closed doors and we thought, "What the heck, let's make it public." If you are a founder, apply here: http://joinhampton.com/mwEpisodes Mentioned:How Rich Is 'Rich Enough' to Fly Private? — https://www.youtube.com/watch?v=5ZyTo6gppPw"I'm worth about $3 billion": What Happens When You DON'T Sell Your Business — https://www.youtube.com/watch?v=uZM0K9eqzx0What It's Like to Lose 95% of Your Net Worth Overnight (the socks guy) — https://youtu.be/fW-F3MKwevIBryan Johnson: I Probably Won't Actually Live Forever — https://www.youtube.com/watch?v=icWHq_xjhacHow to Not Ruin Your Kids with Your Wealth ft. Dr. Becky — https://www.youtube.com/watch?v=uB1SmMA-nLkTimestamps:0:00 — Cold open: the $3B founder, the socks guy, and Bryan Johnson's $2M body budget0:28 — 100 episodes in, the same five patterns kept repeating — and 50 years of research explains them1:05 — Why guests reveal their real numbers on Moneywise1:50 — #1: First class. "I still fly coach unless it's international" — his "poor kid habit"2:27 — Hedonic adaptation, and the lottery winners who scored lower on enjoying breakfast3:52 — #2: New cars. The $3B founder's advice: don't buy the Ferrari, drive the Chevrolet4:14 — The Millionaire Next Door data (most popular millionaire car: Ford F-150), "big hat, no cattle"4:40 — The commute study: zero relationship between car value and happiness5:35 — #3: Stuff. The socks guy's filter: "Does this dollar come back to me or is it gone?"6:03 — Stanford brain scans: every purchase is want vs. hurt6:28 — The MIT Celtics auction — credit card bidders paid double7:26 — #4: Angel checks. Bryan Johnson writes none — half of deals lose money, 7% produce 75% of returns8:41 — Opportunity cost neglect and attention residue: every check is an open tab in your head10:15 — #5: Kids' comfort. Parents who could buy any seat, flying the family in coach on purpose11:06 — The marshmallow test follow-up wealthy parents actually care about12:11 — 70% of family money gone by generation two, 90% by generation three13:17 — The counterargument: Anne Mahlum ($115M, spends $200K/month) — "I hate when people don't spend on principle"14:19 — The 2023 rerun of the $75K happiness study, and buying back time15:55 — The 10-minute exercise: two questions to run against last month's card statement16:33 — If you run a $3M+ company: HamptonSponsors: Daily Body Coach - achieve your dream body with https://moneywise.dailybodycoach.comSubscribe to Moneywise: https://www.youtube.com/@themoneywisepodcastFollow Daniel on X: https://x.com/danielcberkListen on Spotify / Apple Podcasts: [search "Moneywise Hampton"]

Stripe locked in a $7B+ deal for OpenRouter, and OpenAI leased a 10GW Ohio campus with Nvidia backstopping it. The Journal found $3T in off-balance-sheet AI commitments, an AirTag caught Amazon shredding rare books, and Anthropic detailed Claude's invisible watermarks. Links Sources: Stripe has finalized a deal to acquire AI model marketplace OpenRouter for more than $7B; founded in 2023, OpenRouter had a $1.3B valuation in May (Bloomberg) OpenAI signs a 20-year, 10GW data center deal in Ohio with SoftBank's SB Energy; Nvidia agrees to backstop a portion of the value of the completed data center (The Wall Street Journal) Analysis: nine top tech companies including Alphabet and Meta had ~$3T of AI-related off-balance-sheet commitments, far exceeding their $600B in reported capex (The Wall Street Journal) Anthropic explains how Claude's invisible text watermarks will work (The Verge) Investigation: Amazon is buying huge quantities of rare books, scanning them for AI, and destroying them; a tracked Biblio order went to its Las Vegas facility (The Decoder) Used bookstores are seeing a sales resurgence driven not by readers but by AI companies placing bulk orders in the thousands, with the books destructively scanned, then pulped (Fast Company) AI film startups are setting up studios in Hollywood, using US and Chinese AI models while touting lower production costs and a way around traditional financing (The Guardian) Subscribe to the ad-free feed.

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

Another NDP MLA faces down a cancer diagnosis, more MPs announce their resignations and the Greens kick of their leadership race. Links B.C. Finance Minister Brenda Bailey announces she has cancer | Vancouver Sun Brenda Baily statement Premier announces three cabinet changes 1-time settlement ‘windfall’ means B.C.’s deficit last year was $3B less than expected | CBC News Liberal MP Shaun Chen to resign over health concerns – The Globe and Mail Liberal MP’s travel documents show claims he voted on bills while in China are false | CBC News Ontario Conservative MP Larry Brock set to resign in September – The Globe and Mail     Mike Morrice, Nira Dookeran running for Green Party leadership – The Globe and Mail Jeremy Appel Green Leadership interview https://mikeforleader.ca/ https://nira2026.ca/ After a month of fundraising, Canadians have donated 1.5% of the goal for 24 Sussex Drive Restoring 24 Sussex: A National Project for Future Generations – Rideau Hall Foundation Quebec law ending mandatory oath to King faces constitutional challenge | CBC News Supreme Court of Canada to hear case on constitutionality of requiring oath to the Crown | CBC News

In this week's Editor's Cut, The Information's Jason Dean & Laura Mandaro discuss OpenAI CRO Denise Dresser's departure after eight months. We also talk with Lovable CEO Anton Osika about their $400M raise at a $13.3B valuation, Dropbox co-CEO Ashraf Alkarmi about returning to growth with AI search, and Coursera CEO Greg Hart about their $100M bet on LearnVector, and we get into the secret influence of Anthropic CEO Dario Amodei's wife, Cami Clark, with reporters Cory Weinberg and Jemima McEvoy.Articles discussed on this episode: https://www.theinformation.com/articles/anthropics-first-lady-took-winding-road-topSubscribe: YouTube: https://www.youtube.com/@theinformation The Information: https://www.theinformation.com/subscribe_hSign up for the AI Agenda newsletter: https://www.theinformation.com/features/ai-agendaTITV airs weekdays on YouTube, X and LinkedIn at 10AM PT / 1PM ET. Or check us out wherever you get your podcasts.Follow us:X: https://x.com/theinformationIG: https://www.instagram.com/theinformation/TikTok: https://www.tiktok.com/@titv.theinformationLinkedIn: https://www.linkedin.com/company/theinformation/Chapters:00:00 - Introduction01:13 - OpenAI CRO Denise Dresser Exits After 8 Months13:48 - Lovable CEO Anton Osika on $13.3B Valuation & Vibe Coding20:30 - Dropbox Co-CEO Ashraf Alkarmi on AI Search & Growth30:20 - Coursera CEO Greg Hart on $100M Bet on AI Startup LearnVector40:32 - Inside the Life of Cami Clark, Wife of Anthropic CEO Dario Amodei

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

– How should the Cardinals handle playing time at 3B down the stretch?– NFL Quick Hitters– BK & Ferrario RewindSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

– The Cardinals got caught in-between last night. – Cardinals insider Derrick Goold– Questions and Answers– The Cardinals are starting to get the good version of Ivan Herrera again.– Mizzou & SLU could be two of the teams that benefit the most from the recent 5th year eligibility cases.– Are the Blues gonna have to make decisions on their forward group sooner rather than later?– Junk Drawer– How should the Cardinals handle playing time at 3B down the stretch?– NFL Quick Hitters– BK & Ferrario RewindSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Navin Chaddha is the Managing Partner at Mayfield. He's made the Forbes Midas List 18 times, and thinks a lot of the AI revenue everyone's chasing right now is fake.Mayfield is a 56-year-old firm that backs founders at the paper-and-pencil stage. They're investing $3 billion into AI, but Navin warns the market is overcapitalized by a factor of 10x.We get into what's actually going on with the $1B+ funding rounds, the $25 trillion of value AI has to justify, the dangers of FOMO, how he separates vibe revenue from real revenue, backing vertical models instead of horizontal ones, why inference will dwarf training, how a startup actually beats a $100 billion incumbent, the people x-ray behind his founder bets, what cricket taught him about running a company, lessons being the last founder to IPO before the Dot Com Crash, what he learned working with Satya Nadella, and the unfinished business still driving him.Thanks to this episodes sponsors!Numeral: Sales tax on autopilot https://www.numeral.comFlex: Premium banking, 60-day credit, 0% APR https://home.flex.one/referral/bananacapitalAmplitude: AI analytics https://www.amplitude.comMerge: Every model, one API https://www.merge.dev/turnerMonaco: The revenue engine for startups https://www.monaco.com/Timestamps:0:00 Lumilens: Zero to $3B revenue in 14 months0:50 Connecting GPU's is AI's next bottleneck5:07 Mayfield: investing $3B in AI and semiconductors9:39 Where a $1B round actually gets spent12:51 The six-layer AI stack, and who needs mega-rounds15:00 Why AI is overcapitalized by 10x17:47 FOMO is for sheep21:13 Vibe revenue vs real revenue22:45 Backing vertical models24:22 The best firms have one North Star27:18 Are semiconductors still cyclical?29:10 Why inference will dwarf training31:19 What happens after every infra build-out36:27 2 billion Gemini users isn't real AI adoption38:21 What a correction does to AI stocks40:46 How FOMO pulls VC's into hot categories44:13 What Navin looks for in founders50:23 Why "everyone hates this category" can be a buy signal54:12 The argument against the cloud everyone got wrong57:20 What white-collar work AI teammates will take1:01:45 How AI startups beat incumbents1:06:54 Why startups die of indigestion1:11:49 Mayfield's secret formula: people-first1:19:18 What cricket taught Navin about building companies1:23:17 Dropping out of Stanford to start VXtreme1:29:22 Blitzscaling to blitz-failing: the last IPO before the Dot-Com Crash1:31:25 Joining Mayfield instead of starting a 4th company1:33:29 Unfinished business (backing a $1T company)1:35:54 Could you tell Satya would run Microsoft?1:38:58 Investors he respects, founders he missedReferencedMayfield: https://www.mayfield.com/Lumilens: https://lumilens.com/Lumilens Raises $700M: https://www.wsj.com/tech/startup-raises-700-million-to-replace-data-center-wires-with-light-adc74358?mod=e2twdBuilt to Last by Jim Collins: https://www.amazon.com/s?k=built+to+last+-+jim+collins&adgrpid=186020621003&hvadid=779535177756&hvdev=c&hvexpln=0&hvlocphy=9218885&hvnetw=g&hvocijid=9037174021105194159--&hvqmt=e&hvrand=9037174021105194159&hvtargid=kwd-362242264527&hydadcr=21907_13365950_10662&mcid=f1dd2c5deb5539b7afc6bcdfee5613c8&tag=googhydr-20&ref=pd_sl_4b3f3t1l23_eFollow NavinLinkedIn: https://www.linkedin.com/in/navinchaddhaFollow TurnerTwitter: https://twitter.com/TurnerNovakLinkedIn: https://www.linkedin.com/in/turnernovakSubscribe to my newsletter to get every episode + the transcript in your inbox every week: https://www.thespl.it/

We've got updates on the I-5 Rose Quarter renovation, the climate cash for cops ballot initiative, and Portland's toxic air quality as we bring back our news lightning round. Plus, we're looking at big incentives being paid to bring tenants downtown, and we're digging into our mailbag to hear from you, our listeners. Joining host Claudia Meza are Willamette Week reporter and author Brianna Wheeler, and our very own executive producer, John Notarianni. Become a member of City Cast Portland! ⁠Join today⁠, and we'll send you some exclusive City Cast Portland swag, while supplies last. Get all the details and sign up ⁠here⁠.⁠ ⁠ Discussed in today's episode: ⁠As Oregon burns and gamblers bet, lawmakers push back against wildfire betting markets drawing millions⁠ [Oregonian]  ⁠Portland had worst air quality in the world among major cities as wildfire smoke envelops area⁠ [Oregonian]  ⁠Price tag of Portland's Rose Quarter road project jumps past $3B as funding gap balloons, records show⁠ [Oregonian] ⁠Effort to Send Climate Dollars to Cops Won't Qualify For November Ballot⁠ [Portland Mercury]  ⁠To Attract Tenants, Desperate Downtown Building Owners Roll Out Rich Broker Incentives ⁠[Willamette Week]  Who would you like to hear on City Cast Portland? Shoot us an email at ⁠portland@citycast.fm⁠, or leave us a voicemail at ⁠503-208-5448⁠. Want more Portland news? Then make sure to sign up for our ⁠morning newsletter⁠ and be sure to follow us on ⁠Instagram⁠. Looking to advertise on City Cast Portland? Check out our options for podcast and newsletter ads at ⁠citycast.fm/advertise⁠. Learn more about the sponsors of this August 6th episode: ⁠D'Amore Law⁠

(0:00) Saronic founders join the show! (4:56) The Navy's first autonomous rescue in the Strait of Hormuz, and how China out builds America 230-to-1 (13:04) $3B destroyers vs. Marauder (21:25) Killing cost-plus, the new primes, and why only 1% of the budget goes to autonomy (25:55) Could 10,000 Corsairs actually lock down a 20-mile strait? (31:25) China's arming robot dogs: will our AI weapons hurt us in Taiwan? (36:33) Exclusive announcement: Port Alpha lands in Brownsville: 4000 acres, 10,000 jobs Thanks to our partners for making this possible! Creative Planning. As wealth grows, complexity compounds. Between investments, tax strategy and estate planning, coordinating it all can feel like a full-time job. Creative Planning can help with the heavy lifting. https://ad.doubleclick.net/ddm/trackclk/N2598215.3565131ALLIN/B36182939.452362736;dc_trk_aid=646454825;dc_trk_cid=260464105;dc_lat=;dc_rdid=;tag_for_child_directed_treatment=;tfua=;ltd=;dc_tdv=1 Starting a business? Northwest Registered Agent gives you everything you need to build a complete Business Identity including free tools and built-in privacy. Get more at https://www.northwestregisteredagent.com/ALLINFREE Follow the besties: https://x.com/chamath https://x.com/Jason https://x.com/DavidSacks https://x.com/friedberg Follow on X: https://x.com/theallinpod Follow on Instagram: https://www.instagram.com/theallinpod Follow on TikTok: https://www.tiktok.com/@allin Follow on LinkedIn: https://www.linkedin.com/company/allinpod Intro Music Credit: https://rb.gy/tppkzl https://x.com/yung_spielburg Intro Video Credit: https://x.com/TheZachEffect

Reading by Karen Griffin ---   2 Kings 22-23; 2 Chronicles 34-35   https://www.biblegateway.com/passage/?search=2%20Kings%2022-23%3B%202%20Chronicles%2034-35&version=ESV&interface=print

Guest Co-Host Charles Duncan. Guest: Dr. Jeremy Stone, CEO, EERO Group ( www.eero.nexus/direct ) Also: JetBlue, Frontier report numbers; JetZero to receive $3B; Spirit's former HQ sold; A look at On Time Performance stats courtesy of Cirium; Listener Q's on operations at gates at ORD.

On August 4, Brian Szytel recaps a massive cross-asset rally as markets price hopes of a deal to reopen the Strait of Hormuz: oil fell 6% to $75, the 10-year yield dropped 7 bps to 4.61%, and stocks and bonds rose (Dow +907, S&P +1.8%, Nasdaq +2.6% led by semis/AI). He notes the market has become desensitized to Middle East risk and remains skewed upward with major indexes up 12.5%–14% YTD, but highlights unusually violent, bifurcated single-stock moves around earnings as investors struggle to discount AI impacts amid accounting and borrowing stresses. He warns leverage amplifies drawdowns, citing July deleveraging and a 4:1-levered AI hedge fund collapsing after a 67% drawdown. Economic data: job openings 7.3M (in line/slightly low), factory orders -0.3% vs +0.3% expected, trade deficit $73.3B. He answers a viewer question on inflation, explaining the Fed can influence money supply via its balance sheet but can't directly control velocity, relying on multiple tools including interest on reserves, and references efforts to shift narratives back toward market-set pricing. 00:00 Market Rally Recap 00:16 Oil Rates And Geopolitics 01:50 Year To Date Performance 02:10 Wild Stock Reactions 02:56 AI Accounting And Volatility 03:33 Leverage And Hedge Funds 04:41 Economic Data Check 05:26 Fed Money Supply Question 05:57 How The Fed Tools Work 07:47 Wrap Up And Sign Off Links mentioned in this episode: DividendCafe.com TheBahnsenGroup.com

Nearly 30 years into marriage, Laurie sits down with the person who has watched it all unfold up close — her husband, Phil. The late nights. The hard calls. The moments she carried more than she let on.This conversation is about what it actually takes to support a Wedding Pro — not just the surface-level cheerleading, but the daily reality of loving someone who is expected to be decisive and organized and endlessly warm, all at once. Phil talks about how his understanding of that pressure has shifted over the years, why the instinct to "fix" can land as dismissive, and what support really looks like when the calendar is full and the person you love is running on empty.Laurie also introduces her "cargo plane" theory of burnout — why planners are trained to carry weight for everyone else, and how something as simple as a real check-in can be the difference between steady and overloaded.The conversation goes deeper still, into the season that changed everything: Phil's stage 3B colon cancer diagnosis, the surgeries and chemo that followed, and the strange reality of a business — and a life — that kept moving regardless. They close on hope, identity, and the empty-nester chapter ahead, along with why community matters so much for planners and coordinators who need people who actually understand the weight of this work.Subscribe for honest conversations about building a sustainable career in this industry, share this episode with a Wedding Pro who needs to hear it, and leave a review to help more planners find us.www.cwpsociety.com | info@cwpsociety.com | IG: @cwpsociety | FB: @cwpsociety

Why do some people seem to create opportunities wherever they go while others spend years waiting for the right break? According to Cate Hall — lawyer turned poker player turned drug addict turned CEO of a $3B foundation — the difference isn't luck. It's the ability to question assumptions, reject the default path, and realize the world is far more malleable than it seems. In this episode, Rufus and Cate explore what it really means to become a high-agency person — a.k.a. someone who just does things. Together, they unpack why ambition isn't the same as agency, how fear of embarrassment and an obsession with hard work hold us back, and why curiosity, unconventional thinking, and expanding your "surface area for luck" are the keys to creating extraordinary opportunities. Cate's new book, You Can Just Do Things, is out now.

On today's episode, Editor in Chief Sarah Wheeler talks with Lead Analyst Logan Mohtashami about the Fed meeting and where mortgage rates are likely headed. Related to this episode: Hawks Lorie Logan and Beth Hammack run the Fed for now HousingWire | YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ HousingWire AI Summit – August 11 HousingWire Mortgage Banking Summit – October 1 More info about HousingWire The Top 5: Fed pauses rates again as Middle East tensions risk hotter inflation Hawks Lorie Logan and Beth Hammack run the Fed for now Pennymac trims lending, fulfillment roles in layoff round Foreign buyers purchased $45.3B in U.S. existing homes, NAR says Real estate brokers say rising mortgage rates derail early 2026 housing rebound Want more from Sarah? Don't forget to subscribe! The HousingWire Daily podcast brings the full picture of the most compelling stories in the housing market reported across HousingWire. Each morning, listen to editor in chief Sarah Wheeler talk to leading industry voices and get a deeper look behind the scenes of the top mortgage and real estate.

Nvidia committed $5B to Ilya Sutskever's SSI and weighed a $250B backstop for OpenAI's Ohio megaproject. CXMT soared 466% in its debut, Amazon filed for 5,105 satellites, Apple delayed AI glasses, and Peacock landed on YouTube Premium. Sources: Nvidia has committed to invest $5B in Ilya Sutskever's SSI; the startup has previously raised about $3B in funding and was valued at $32B last year (Bloomberg) Sources: Nvidia is in talks to guarantee ~$250B in financing for a 10 GW SoftBank data center project in southern Ohio that OpenAI is in advanced talks to lease; the site could cost $500B+ (WSJ) CXMT's stock closed up 466% in its Shanghai debut, giving the Hefei-based memory chipmaker a ~$487B market cap, making it the most valuable China-listed company (CNBC) Amazon files an FCC application to deploy a constellation of up to 5,105 satellites starting in 2028 to provide direct-to-device voice and data connectivity (Reuters) Sources: Apple may have delayed AI glasses launch partly over privacy concerns that Meta's glasses created for the category, as it works to address the issues (Bloomberg) NBCU and YouTube reach a multiyear deal to include all Peacock content in YouTube Premium subscriptions in the US starting in early 2027 (CNBC) Subscribe to the ad-free feed. Learn more about your ad choices. Visit megaphone.fm/adchoices

Stripe was in talks to buy OpenRouter for as much as $10B while still chasing PayPal. Midjourney bought astrology app Co-Star, Meta launched Facebook Verified and a standalone Seller app, and Nvidia and Microsoft defended open-weight AI. Sources: Stripe is in talks to acquire OpenRouter, which helps developers use AI models and could fetch ~$10B; PitchBook: OpenRouter was valued at $1.3B in May (WSJ) Sources: Stripe and Advent's unsolicited $53B PayPal offer, backed by ~$50B in committed bank financing, would create a payments giant processing ~$3.7T annually; PayPal has not responded (Reuters) Midjourney bought astrology app Co-Star, which uses AI to offer personalized advice, in the spring and is building its first standalone image-generation app (Bloomberg) Meta launches Facebook Verified, a free program it says will verify that users are real humans by analyzing a facial recognition selfie and assigning badges (Engadget) Meta launches Seller, a free standalone app version of Facebook Marketplace; Seller includes AI features that scan photos to fill out listings automatically (NYT) Meta, Nvidia, Microsoft, a16z, and others sign a letter defending open-source AI; Jensen Huang, in his first X post, says open models strengthen cybersecurity (The Information) Signatories including Palantir avoid naming China or Moonshot in the open-weight letter, framing it instead around US AI leadership being judged by a strong open ecosystem, not one frontier model (Bloomberg) Longreads Meet All The Middle Aged Women Who Don't Exist: AI-generated wellness influencers, all gorgeous and all "57", are selling NMN supplements to women over 40 (Charlotte's Book) Big US pizza delivery chains are struggling as DoorDash and Uber Eats give independent pizzerias greater market access, erasing the tech moat chains once had (FT) Subscribe to the ad-free feed. Learn more about your ad choices. Visit megaphone.fm/adchoices

The View ladies hit with pay cuts, Nolan Wells' autopsy, Oprah reconsiders her Harry & Meghan interview, Ellen (at the time) Page & the worst Late Night interview ever, D4vd murder case, breast reconstruction videos, Maz is a Fanilow, and Jim's Picks: Top 10 Smoke songs. Tommy Lee was on Dax Shepard's podcast. It was kind of cool. Kind of. But it was also kind of a bummer. We miss the old Dax. Nolan Wells' independent autopsy came out. It's inconclusive.  The D4vd murder case is not looking so good for D4vd. The View is facing big time budget cuts. including the wardrobe department. Brand new Bonerline Angel Reese highlights round 35. Kamala Harris IS STILL #1 in the polls to be the next Democratic candidate. Lance Schroyer is in big trouble. An illegal immigrant is suing Donald Trump for $75M. Good luck. Vietnam vet that slapped a young guy at a Chicago Cubs game feels bad now. The guy that got sucked out of an airplane broke his silence...And can't wear shirts now. William Shatner had stage 4 cancer in his 90s...And beat it. Drew stumbled into breast reconstruction pictures and videos after double mastectomies. It's crazy. Maz interrupts our fun to talk about his 5 jobs. The Kansas City Chiefs are building a new stadium that isn't close to being ready and will only cost about $3B. What are the Tigers going to do at the trade deadline? Maz loves Rich Little. That somehow leads us down a Barry Manilow rabbit hole. Then Drew grills Tom about his Rock & Brews schedule. Bye, Tommy. Harry & Meghan got some interesting stuff going on. Oprah is reliving her interview with them. MasterChef Australia is about to air. Jim's Picks: Top 10 Songs About Smoke An Ellen Page interview on Stephen Colbert from 2019 hasn't aged well. Merch, yo. Check it. If you'd like to help support the show… consider subscribing to our YouTube Channel, Facebook, Instagram and Twitter (Drew Lane, Marc Fellhauer, Trudi Daniels, Jim Bentley, BranDon, and Roberto).

Today Episode: July bee yard update William's tips on honey harvest (see Williams letter here) Tip on making bee boxes last longer "painting with glue" — this whole presentation is well worth watching! ( YouTube Link) Invitation to see Julia Mahood present on drones (see below for info) Reminder to take care in the heat with electrolytes Thoughts on "Chasing Sourwood" and the impacts on stationary beekeepers (AR apiary law. See section 3B for the provision I mention.) See LINKS and a copy of Williams letter here! (free and available to everyone) Thank you to the patrons who keep this podcast available to all (and they also get extra goodies as a thank you for the support). Not a patron yet? Please join us at https://www.patreon.com/fiveapple July 28, 2026 July Monthly With Guest Speaker Julia Mahood / ToeCane Beekeepers Julia Mahood is a Georgia Master Crafts Beekeeper who has been keeping bees since 2004. She is currently president of the Georgia Beekeepers Association.  She will discuss honey bee drone behavior, drone congregation areas, and why drones matter. Meetings begin at 6:00 p.m. with official business starting at 6:30. Meetings are held at Trinity Episcopal Church, 15 Hemlock Ave., Spruce Pine NC 28777. Beekeeping at Five Apple — talk, tips, and how-to on sustainable beekeeping from the Blue Ridge mountains of Southern Appalachia. Host Leigh Wilkerson brings sixteen years of hands-on experience from her self-sustaining apiary since 2010. The podcast explores colony health, natural bee biology, and organic to chemical-free approaches. Episodes go deep on seasonal management, swarm control, queen rearing, hive biology, nutrition, and sustainable genetics. Designed for beekeepers ready to go beyond the basics, with episodes for newer beekeepers too. Leigh is a popular Zoom presenter for bee clubs and associations. Topics include specialty splits so you never buy a package again; requeening approaches; simple frame-based queen rearing; building VSH genetics in your yard; and topics by request.      

────────────────────────────────────────[00:02:34]Federal Time Control Is Based on the Commerce Clause — the Same Justification Used for the Drug WarThey couldn't prohibit alcohol without a constitutional amendment but wave the commerce clause at everything else; the 10th Amendment was put there to close that loophole.────────────────────────────────────────[00:14:18]Gas Prices Back Above Four Dollars — White House Claims They'll Plummet Once Iran Is DegradedThey said the same thing months ago about Iran having no missiles left; Maria Bartiromo is still bewildered attacks keep happening after Trump declared victory.────────────────────────────────────────[00:19:29]CIA Director Woolsey Laughs on Fox About Rigging Foreign Elections — He Also Played the President in Dark WinterHe admits the CIA rigs elections "for a good cause"; he's the same man who played Trump's role in the pandemic rehearsal two decades before COVID.────────────────────────────────────────[00:43:44]CDC Paid Pfizer $1.2 Billion for More mRNA Shots — the Same Amount Trump Wants for His Entire AI Manhattan Project$600M per year; more goes to pediatric doses than adult; Knight: the same people targeting children with everything else have made kids the primary vaccine target.────────────────────────────────────────[00:57:30]Tamoxifen for Breast Cancer Can Cause Uterine Cancer — Fluoroquinolones Can Cause Permanent Nerve DamageNeither pharmacists nor physicians warn patients; when Lance was damaged by fluoroquinolones, a doctor in their Bible study didn't even know it carried a black box label.────────────────────────────────────────[01:20:47]Pentagon Lied — US Military Casualties in the Iran War Have Risen to Nearly 100Three earlier attacks were never disclosed; Iran's mid-flight speed-changing missiles defeat trajectory-based defense systems; Iran blinded the billion-dollar radar array first.────────────────────────────────────────[01:25:26]Israel Approved a Settlement That Would Destroy 11,000 Predominantly Christian Homes Near BethlehemThe mayor says Christians get under 50 liters of water daily while settlers get over 400; 80% of their land has been taken; he needs permission to visit the Church of the Holy Sepulchre.────────────────────────────────────────[01:38:43]Barry Goldwater in the 1970s: "When Israel Gives a Command, Congress Jumps" — He Called for Cutting All AidOn a Buchanan firing-line segment, every participant agreed Israel was running America; Goldwater said cut the $3B if necessary.────────────────────────────────────────[01:51:37]Houthis Now Threatening a Maritime Embargo on Saudi Arabia — the Last Relief Valve for Global Oil MarketsSaudis redirected millions of barrels through a Red Sea pipeline to bypass Hormuz; blocking it would compound the disruption; two more tankers exploded this week.────────────────────────────────────────[01:57:45]Flock Camera Network Expanded Nationwide Through Secret NDAs With Town CouncilsErin Brockovich found tech companies placed city council members under non-disclosure agreements across the country; residents woke up to surveillance construction with no warning and no vote. ──────────────────────────────────────── Money should have intrinsic value AND transactional privacy: Go to https://davidknight.gold/ for great deals on physical gold/silver For 10% off Gerald Celente's prescient Trends Journal, go to https://trendsjournal.com/ and enter the code “KNIGHT” For high quality made in America products go to HomeSteadProducts.shop and use promo code “Knight” for 10% off your purchases Find out more about the show and where you can watch it at TheDavidKnightShow.com If you would like to support the show and our family please consider subscribing monthly here: SubscribeStar https://www.subscribestar.com/the-david-knight-show Or you can send a donation throughMail: David Knight POB 994 Kodak, TN 37764Zelle: @DavidKnightShow@protonmail.comCash App at: $davidknightshowBTC to: bc1qkuec29hkuye4xse9unh7nptvu3y9qmv24vanh7Become a supporter of this podcast: https://www.spreaker.com/podcast/the-david-knight-show--2653468/support.

────────────────────────────────────────[00:02:34]Federal Time Control Is Based on the Commerce Clause — the Same Justification Used for the Drug WarThey couldn't prohibit alcohol without a constitutional amendment but wave the commerce clause at everything else; the 10th Amendment was put there to close that loophole.────────────────────────────────────────[00:14:18]Gas Prices Back Above Four Dollars — White House Claims They'll Plummet Once Iran Is DegradedThey said the same thing months ago about Iran having no missiles left; Maria Bartiromo is still bewildered attacks keep happening after Trump declared victory.────────────────────────────────────────[00:19:29]CIA Director Woolsey Laughs on Fox About Rigging Foreign Elections — He Also Played the President in Dark WinterHe admits the CIA rigs elections "for a good cause"; he's the same man who played Trump's role in the pandemic rehearsal two decades before COVID.────────────────────────────────────────[00:43:44]CDC Paid Pfizer $1.2 Billion for More mRNA Shots — the Same Amount Trump Wants for His Entire AI Manhattan Project$600M per year; more goes to pediatric doses than adult; Knight: the same people targeting children with everything else have made kids the primary vaccine target.────────────────────────────────────────[00:57:30]Tamoxifen for Breast Cancer Can Cause Uterine Cancer — Fluoroquinolones Can Cause Permanent Nerve DamageNeither pharmacists nor physicians warn patients; when Lance was damaged by fluoroquinolones, a doctor in their Bible study didn't even know it carried a black box label.────────────────────────────────────────[01:20:47]Pentagon Lied — US Military Casualties in the Iran War Have Risen to Nearly 100Three earlier attacks were never disclosed; Iran's mid-flight speed-changing missiles defeat trajectory-based defense systems; Iran blinded the billion-dollar radar array first.────────────────────────────────────────[01:25:26]Israel Approved a Settlement That Would Destroy 11,000 Predominantly Christian Homes Near BethlehemThe mayor says Christians get under 50 liters of water daily while settlers get over 400; 80% of their land has been taken; he needs permission to visit the Church of the Holy Sepulchre.────────────────────────────────────────[01:38:43]Barry Goldwater in the 1970s: "When Israel Gives a Command, Congress Jumps" — He Called for Cutting All AidOn a Buchanan firing-line segment, every participant agreed Israel was running America; Goldwater said cut the $3B if necessary.────────────────────────────────────────[01:51:37]Houthis Now Threatening a Maritime Embargo on Saudi Arabia — the Last Relief Valve for Global Oil MarketsSaudis redirected millions of barrels through a Red Sea pipeline to bypass Hormuz; blocking it would compound the disruption; two more tankers exploded this week.────────────────────────────────────────[01:57:45]Flock Camera Network Expanded Nationwide Through Secret NDAs With Town CouncilsErin Brockovich found tech companies placed city council members under non-disclosure agreements across the country; residents woke up to surveillance construction with no warning and no vote. ──────────────────────────────────────── Money should have intrinsic value AND transactional privacy: Go to https://davidknight.gold/ for great deals on physical gold/silver For 10% off Gerald Celente's prescient Trends Journal, go to https://trendsjournal.com/ and enter the code “KNIGHT” For high quality made in America products go to HomeSteadProducts.shop and use promo code “Knight” for 10% off your purchases Find out more about the show and where you can watch it at TheDavidKnightShow.com If you would like to support the show and our family please consider subscribing monthly here: SubscribeStar https://www.subscribestar.com/the-david-knight-show Or you can send a donation throughMail: David Knight POB 994 Kodak, TN 37764Zelle: @DavidKnightShow@protonmail.comCash App at: $davidknightshowBTC to: bc1qkuec29hkuye4xse9unh7nptvu3y9qmv24vanh7Become a supporter of this podcast: https://www.spreaker.com/podcast/the-real-david-knight-show--5282736/support.

For America's 250th, we whipped up a show that highlights America's competitive advantages with three stories:#1. Reese's Peanut Butter Cup: How a Frogsaleseman created the country's best-selling candy.#2. Super Soaker: Why our legal system was the co-founder of summer's most-popular toy.#3. Collectible State Quarters: The US Mint made $3B on the most profitable coin in history.Plus, the USA is really the world's biggest startup… and the Declaration of Independence was our IPO.$HSY $HAS $USDGrab your Tickets to the IPO Tour: Our In-Person OfferingSan Francisco 9/23: https://www.ticketmaster.com/event/1C0064AFB5F688BDBoston 10/14: https://tickets.citywinery.com/event/tboy-the-ipo-tour-in-person-offering-8cdhupSeattle 11/4 (21+): https://www.axs.com/events/1446394/the-best-one-yet-tickets Hosted on Acast. See acast.com/privacy for more information.