Podcasts about aacsb

On this episode of Deans Counsel, moderators Jim Ellis and Dave Ikenberry speak with Tim Westerbeck, President of Eduvantis, a leading agency offering strategic advisor to higher education institutions around the world. Tim's work focuses on helping institutions grow amidst significant disruption, by defining strategies and new business models aligned with the future. He has served as a colum­nist for Busi­nessweek and is a fre­quent com­men­ta­tor in The Wall Street Jour­nal, The New York Times, and other global media. Tim is also a reg­u­lar pre­sen­ter at global indus­try forums, such as the Indian Man­age­ment Con­clave, AACSB Inter­na­tional, The Euro­pean Foun­da­tion for Man­age­ment Devel­op­ment, and oth­ers. Considering the current upheaval and confusion at the highest levels of academia, largely due to the abrupt change in the political climate, Tim's appearance on the podcast couldn't be better timed. His conversation with Jim and Dave offers an interesting and high-level perspective of what's happening today. Tim talks about:the sense of "doom and gloom" hanging over the recent AACSB meetingsthe many ways higher education is under attacka stagnation in MBA programsinnovation being the way forward - The Age of Real Innovation is Upon Usthe emerging concept of Micro-credentialsLearn more about Tim WesterbeckComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note.Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

Yusuf Azizullah's CEO of GBAC's LinkedIn post highlights the critical need for U.S. companies to comprehend China's unique corporate governance system, particularly its two-tiered board structure consisting of Supervisory and Executive Boards, along with the influence of Party Committees. Global Board Advisors Corp (GBAC) offers advisory services and AACSB-aligned education to help U.S. boards navigate these complexities and strategically adapt to the impacts of tariffs. The post advocates for U.S. boards to engage in stakeholder mapping, scenario planning, and policy monitoring to effectively engage with Chinese counterparts. The post also features testimonials for GBAC's board governance courses, specifically those on AI and ESG strategy. GBAC's courses are designed to prepare board members with actionable insights from the program.ESG Courses at http://www.boardroomeducation.com Main Website www.Globalboardadvisors.com

On this episode of Deans Counsel, moderators Jim Ellis and Dave Ikenberry speak with Sherif Kamel, professor of management and dean of the School of Business at The American University in Cairo. Sherif is also the current Board Chair of AACSB International. The Association to Advance Collegiate Schools of Business is a global, nonprofit membership organization of educational institutions, businesses, and other entities devoted to the advancement of management education. It's with regard to that latter position that we've invited Sherif back to the podcast (he appeared on episode 47 to discuss his work at AUC).In this episode, Sherif talks to Jim and Dave about his long relationship with AACSB, which dates back to 2011, and what his duties as Chair entail. This illuminating discussion also covers:• current trends in business education• AACSB's future aspirations • approaches to working with businesses directly• how a B-school can have impact not just on campus but on society• the transformational potential of entrepreneurshipLearn more about Sherif KamelComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note.Thanks for listening.-Produced by Joel Davis at Analog Digital Arts--DEANS COUNSEL: A podcast for deans and academic leadership.James Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com

Steven DeKrey, Senior Advisor and Professor Emeritus at HKUST Business School, has over 40 years of experience in building and running top-ranked MBA programs worldwide, including at Northwestern Kellogg, the University of Florida, and HKUST, where he was Founding Director of the Kellogg-HKUST EMBA program. Darren asks Professor DeKrey about the value of top MBA programs in Asia, how applicants can stand out in the admissions process, who should apply to Full-Time MBA, Part-Time MBA and Executive MBA (EMBA) programs, and whether leadership can be taught. Listen carefully to materially improve your chances of finding a great business school and getting in! Topics Introduction (0:00) What makes top MBA programs in Asia and Hong Kong different? (4:06) The quality of top Asian MBA programs vs. top US programs (10:30) How important are local language skills for MBA graduates outside the US? (14:10) What questions applicants should ask when researching MBA programs? (18:35) MBA rankings and other signals of quality (24:30) Who should apply to Full-time MBAs, Part-time MBAs and Executive MBAs (EMBA) (28:30) Understanding EMBA Admissions (34:50) Can leadership be taught? The importance of learning agility (38:45) How can MBAs demonstrate leadership skills to employers? (46:40) About Our Guest Steven DeKrey is Senior Advisor and Professor Emeritus at HKUST Business School. He has over 40 years of experience in building and running top-ranked MBA programs worldwide, including at Northwestern Kellogg, the University of Florida, and HKUST, where he was Founding Director of the Kellogg-HKUST EMBA program. He has served as a board member on AACSB and EQUIS, the two most respected accreditation bodies in graduate business education, and today, teaches graduate students and executive training programs in leadership, corporate governance and board member development. Steven has written over 15 cases for the Thompson Case Center, 9 of which have been published by Harvard Business School Publishing. Before starting his career in business education, Steven worked as a School & Sports Psychologist in Iowa. He got his PhD in School & Sports Psychology from the University of Iowa and his MBA from Northwestern Kellogg. Show Notes Follow Professor Steven DeKrey on LinkedIn HKUST MBA Kellogg-HKUST EMBA Tiger, Peacock, Owl, Koala - Which Kind of Leader Are You? MBA Application Resources Get free school selection help at Touch MBA Get pre-assessed by top international MBA programs Get the Admissions Edge Course: Proven Techniques for Admission to Top Business Schools Our favorite MBA application tools (after advising 4,000 applicants)

Steven DeKrey, Senior Advisor and Professor Emeritus at HKUST Business School, has over 40 years of experience in building and running top-ranked MBA programs worldwide, including at Northwestern Kellogg, the University of Florida, and HKUST, where he was Founding Director of the Kellogg-HKUST EMBA program. Darren asks Professor DeKrey about the value of top MBA programs in Asia, how applicants can stand out in the admissions process, who should apply to Full-Time MBA, Part-Time MBA and Executive MBA (EMBA) programs, and whether leadership can be taught. Listen carefully to materially improve your chances of finding a great business school and getting in! Topics Introduction (0:00) What makes top MBA programs in Asia and Hong Kong different? (4:06) The quality of top Asian MBA programs vs. top US programs (10:30) How important are local language skills for MBA graduates outside the US? (14:10) What questions applicants should ask when researching MBA programs? (18:35) MBA rankings and other signals of quality (24:30) Who should apply to Full-time MBAs, Part-time MBAs and Executive MBAs (EMBA) (28:30) Understanding EMBA Admissions (34:50) Can leadership be taught? The importance of learning agility (38:45) How can MBAs demonstrate leadership skills to employers? (46:40) About Our Guest Steven DeKrey is Senior Advisor and Professor Emeritus at HKUST Business School. He has over 40 years of experience in building and running top-ranked MBA programs worldwide, including at Northwestern Kellogg, the University of Florida, and HKUST, where he was Founding Director of the Kellogg-HKUST EMBA program. He has served as a board member on AACSB and EQUIS, the two most respected accreditation bodies in graduate business education, and today, teaches graduate students and executive training programs in leadership, corporate governance and board member development. Steven has written over 15 cases for the Thompson Case Center, 9 of which have been published by Harvard Business School Publishing. Before starting his career in business education, Steven worked as a School & Sports Psychologist in Iowa. He got his PhD in School & Sports Psychology from the University of Iowa and his MBA from Northwestern Kellogg. Show Notes Follow Professor Steven DeKrey on LinkedIn HKUST MBA Kellogg-HKUST EMBA Tiger, Peacock, Owl, Koala - Which Kind of Leader Are You? MBA Application Resources Get free school selection help at Touch MBA Get pre-assessed by top international MBA programs Get the Admissions Edge Course: Proven Techniques for Admission to Top Business Schools Our favorite MBA application tools (after advising 4,000 applicants)

A podcast for deans and academic leadership.DEANS COUNSELJames Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com--EPISODE 18: Dan LeClair (GBSN) on How the Rules for "Deaning" Have ChangedOn this episode of Deans Counsel, moderators Jim Ellis and Dave Ikenberry speak with Dan LeClair, Ph.D, CEO of the Global Business School Network (GBSN). Prior to GBSN, Dan was an Executive Vice President at AACSB International, an association and accrediting organization that serves some 1,600 business schools in more than 100 countries. His experience at AACSB includes two and half years as Chief Strategy and Innovation Officer, seven years as Chief Operating Officer, and five years as Chief Knowledge Officer.The author of over 80 research reports, articles, and blogs, Dan is widely recognized as a thought leader in management education.  In his conversation with Jim and Dave, Dan talks about the evolution of the business school Dean's role, and what's required in that position today, including:• Going beyond internal measures of success.• Striving for true, societal impact.• The increasing freedom deans have to define success.• How Deans should focus more broadly on cross campus and external relations, even globally. • Why the future is less about the individual B school and more about cross campus collaborations.    Learn more about Dan LeClairComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at feedback@deanscounsel.comThanks for listening.-Produced by Joel Davis at Analog Digital Arts

During Leo Lambert's 19-year tenure as president at Elon University, the institution moved from a regional college to becoming one of the U.S.'s top 100 national universities. It is consistently ranked #1 for undergraduate education, ahead of Brown and Princeton. Lambert describes the five core “Elon Experiences” and other high impact practices that have helped Elon become one of the leaders in active and engaged learning. He also discusses the other strategies that enabled Elon to advance so significantly, including: adding a law school, creating a top-ranked School of Communications, an AACSB-accredited Business School, and a new School of Health Sciences, and constructing over two-thirds of the buildings and facilities on its beautiful North Carolina campus. In Relationship-Rich Education: How Human Connections Drive Success in College (Johns Hopkins UP, 2020) he shares numerous insights from Elon and a diverse set of 16 other colleges and universities that have intentionally focused on building deep connections for students with faculty, staff and their peers. David Finegold is the president of Chatham University. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

During Leo Lambert's 19-year tenure as president at Elon University, the institution moved from a regional college to becoming one of the U.S.'s top 100 national universities. It is consistently ranked #1 for undergraduate education, ahead of Brown and Princeton. Lambert describes the five core “Elon Experiences” and other high impact practices that have helped Elon become one of the leaders in active and engaged learning. He also discusses the other strategies that enabled Elon to advance so significantly, including: adding a law school, creating a top-ranked School of Communications, an AACSB-accredited Business School, and a new School of Health Sciences, and constructing over two-thirds of the buildings and facilities on its beautiful North Carolina campus. In Relationship-Rich Education: How Human Connections Drive Success in College (Johns Hopkins UP, 2020) he shares numerous insights from Elon and a diverse set of 16 other colleges and universities that have intentionally focused on building deep connections for students with faculty, staff and their peers. David Finegold is the president of Chatham University. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/education

During Leo Lambert's 19-year tenure as president at Elon University, the institution moved from a regional college to becoming one of the U.S.'s top 100 national universities. It is consistently ranked #1 for undergraduate education, ahead of Brown and Princeton. Lambert describes the five core “Elon Experiences” and other high impact practices that have helped Elon become one of the leaders in active and engaged learning. He also discusses the other strategies that enabled Elon to advance so significantly, including: adding a law school, creating a top-ranked School of Communications, an AACSB-accredited Business School, and a new School of Health Sciences, and constructing over two-thirds of the buildings and facilities on its beautiful North Carolina campus. In Relationship-Rich Education: How Human Connections Drive Success in College (Johns Hopkins UP, 2020) he shares numerous insights from Elon and a diverse set of 16 other colleges and universities that have intentionally focused on building deep connections for students with faculty, staff and their peers. David Finegold is the president of Chatham University. Learn more about your ad choices. Visit megaphone.fm/adchoices

A podcast for deans and academic leadership.DEANS COUNSELJames Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com--EPISODE 09: Caryn Beck-Dudley (AACSB International) on Shifting Expectations for Business SchoolsOn this episode of Deans Counsel, moderators Jim Ellis and Ken Kring speak with Caryn Beck Dudley, CEO of the Association to Advance Collegiate Schools of Business (AACSB). A former attorney in commercial and corporate law, Caryn entered the academic world and went on to become Dean at the Jon M. Huntsman School of Business at Utah State University, the College of Business at Florida State University, and then the Leavey School of Business at Santa Clara University, before moving into the roll of CEO and President of AACSB in 2020.In her conversation with Jim and Ken, Caryn addresses a wide range of subjects including: • How AACSB provides value to business schools• Leading the organization through a time of fiscal and strategic stress • How AACSB supports schools' transformations into more comprehensive paradigms • AACSB's shift toward measuring “societal impact” • Trends in teaching expectations in the modern era and the business school's value-add • Improving the accreditation process and the value of the information • How to best take advantage of AACSB's services Learn more about Cary L. Beck-Dudley: https://www.aacsb.edu/about-us/get-to-know-us/leadership/caryn-beck-dudleyComments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at feedback@deanscounsel.comThanks for listening.-Produced by Joel Davis at Analog Digital Arts

Rebecca Loades, Director of MBA Programs at European School of Management and Technology (ESMT Berlin), discusses what makes the ESMT Berlin MBA unique, the school's admissions process, career opportunities and more. ESMT was founded in 2002 by 25 leading companies - including Bayer, Daimler, and McKinsey - who wanted to develop management talent in Germany. The school is the fastest in history to be triple accredited by AACSB, EQUIS and AMBA and was ranked the #1 German business school by the Financial Times in 2022. Topics Introduction (0:00) Program Highlights - What Makes the ESMT Berlin MBA Unique? (2:30) ESMT Berlin MBA Admissions & Scholarships - How to Improve Your Chances? (22:00) Career Opportunities at ESMT Berlin - What to Know & How to Prepare (44:05) About our Guest Rebecca Loades is Director, MBA Programs at ESMT Berlin. Previously, she worked for the Graduate Management Admissions Council (GMAC) for over 10 years in numerous roles, including as Director of Masters Programs and Director of Next Generation GMAT. Rebecca studied mechanical engineering as an undergraduate at University of Bradford and got her MBA from the Rotterdam School of Management. Show Notes ESMT Berlin MBA Episode write-up and snapshot/stats of ESMT Berlin MBA: https://touchmba.com/esmt-berlin-mba-program-admissions-interview-rebecca-loades Get free, personalized school selection help at Touch MBA: https://touchmba.com

Rebecca Loades, Director of MBA Programs at European School of Management and Technology (ESMT Berlin), discusses what makes the ESMT Berlin MBA unique, the school's admissions process, career opportunities and more. ESMT was founded in 2002 by 25 leading companies - including Bayer, Daimler, and McKinsey - who wanted to develop management talent in Germany. The school is the fastest in history to be triple accredited by AACSB, EQUIS and AMBA and was ranked the #1 German business school by the Financial Times in 2022. Topics Introduction (0:00) Program Highlights - What Makes the ESMT Berlin MBA Unique? (2:30) ESMT Berlin MBA Admissions & Scholarships - How to Improve Your Chances? (22:00) Career Opportunities at ESMT Berlin - What to Know & How to Prepare (44:05) About our Guest Rebecca Loades is Director, MBA Programs at ESMT Berlin. Previously, she worked for the Graduate Management Admissions Council (GMAC) for over 10 years in numerous roles, including as Director of Masters Programs and Director of Next Generation GMAT. Rebecca studied mechanical engineering as an undergraduate at University of Bradford and got her MBA from the Rotterdam School of Management. Show Notes ESMT Berlin MBA Episode write-up and snapshot/stats of ESMT Berlin MBA: https://touchmba.com/esmt-berlin-mba-program-admissions-interview-rebecca-loades Get free, personalized school selection help at Touch MBA: https://touchmba.com

A podcast for deans and academic leadership.DEANS COUNSELJames Ellis | Moderator | Dean of the Marshall School of Business at the University of Southern California (2007-2019)David Ikenberry | Moderator | Dean of the Leeds School of Business at the University of Colorado-Boulder (2011-2016)Ken Kring | Moderator | Co-Managing Director, Global Education Practice and Senior Client Partner at Korn FerryDeansCounsel.com--EPISODE 05: Amy Hillman (Arizona State) on Interdisciplinary Programs for Business SchoolsOn this episode of Deans Counsel, moderators Jim Ellis and David Ikenberry speak with Amy Hillman, Rusty Lyon Chair of Strategy and former Dean of the W. P. Carey School of Business at Arizona State University.With 22 years in academia, including seven as Dean at the Carey School, Amy has plenty of expertise in such matters as launching large scale collaborative programs, making the tough decision to close programs that fail, ranking and accreditation issues with AACSB, and solving career placement concerns.Learn more about Amy Hillman: https://search.asu.edu/profile/331791Comments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at feedback@deanscounsel.comThanks for listening.-Produced by Joel Davis at Analog Digital Arts

Do you sometimes find it hard to dial down and focus on one thing because you're multi-passionate? Today's guest shares her story on just that, and yet how she enjoys being multi-passionate as it keeps things fun and challenging every day. Today's guest is Hannah Nieves, a multi-passionate Visionary with three successful brands. Hannah shares her journey from being multi-passionate, even from a child.Hannah takes it back to the beginning of how she was able to grow her three successful brands by listening to her gut and moving fast with her decision-making. She shares her advice to CEOs who are in the trenches who are working from the bottom up on how she can consistently access the balcony perspective of what she is doing. We discuss how Hannah invites her team to co-create and to feel involved in the direction of the business they are a part of rather than feeling left behind in the fast pace nature.In this episode, we also explore the type of candidates who could be working for multi-passionate CEOs and what to expect when working alongside them. As well as how the current economy shouldn't hold you back from growing your business.Learn more about my guest:Hannah Nieves is a multidisciplinary entrepreneur, creative visionary and voice of inspiration for many. As a recognized expert in marketing, branding and PR, Hannah has been featured in Forbes, Nasdaq, In Style, Business Insider and has spoken at Northeastern University and Nasdaq Entrepreneurial Center. With a Bachelors of Business Administration from the AACSB accredited, Lubin School of Business. Hannah is the founder of Hannah Nieves Consulting, a full service consulting agency, HN Haus, a network and business education platform for multi-passionate women, and This Hudson Studio, a multifunctional creative studio in the Hudson Valley. Hannah truly loves the work she does and created this business out of the sheer passion of being able to serve multidisciplinary founders. Since its inception Hannah has served hundreds of brands from across the globe and regularly talks about entrepreneurship on her top rated podcast, HN Haus.Hannah's Links:Hn Haus: https://hnhaus.com/Website: www.hannahnieves.coInstagram: www.instagram.com/hannahmnievesFacebook Page: https://www.facebook.com/hannahmnieves/Connect with Veronica on Instagram: https://www.instagram.com/vromney/If you're ready to transition from full-time Marketer to full-time Founder of your own business apply for the Rainmaker Residency™: https://rainmakerresidency.com/How I Turn Your Team Member Into A Revenue Generating Rainmaker For Your Company, Take a look at my Fortune 5 Framework™ Syllabus for FREE! https://rainmakerresidency.com/optin-rrsSkip the formal recruiting process and learn how to source Rainmaker applicants that are already connected to you: https://rainmakerresidency.com/rainmaker-hiring-kitDelving deep into the tough topics we often face as scaling business owners that AREN'T talked about often, sign up to The Rainmaker Report: https://rainmakerresidency.com/rainmaker-reportIf you found value in today's episode, I would appreciate it if you could leave a rating and review.

Div Pillay is an inspirational leader. Growing up under apartheid she watched her adventurous parents navigate barriers and limitations and at six months pregnant when she migrated to “the lucky country” she found out that the Australia people see from afar is not as lucky as she imagined. Together we discuss building a life led by social impact, being carjacked at knifepoint and leaning in to solve the problem rather than running away. Div Pillay leads MindTribes and social enterprise Culturally Diverse Women (CDW). She is also the Chair of the D&I Committee at the American Chamber of Commerce, Australia and is a Board Director at VicHealth. Div's impact is well recognised - she is one of the 100 women of influence, named by the Australian Financial Review in 2018 and in 2021 she was named one of two Australians in a Global List of 25 Influential leaders, by AACSB, the world's largest business education alliance. Highly intelligent, direct and authentic, all the qualities we love in a Brave Feminine Leader. Listen to this.

Episode 48 returns an important theme, education. In this episode, we are happy to welcome Daniel M Gropper, PhD and Dean of the College of Business at Florida Atlantic University. Dan joined FAU after a 25 year career at Auburn University where he was the Associate Dean for Graduate and International Programs. At FAU he is leading one of the top 20 largest AACSB accredited business schools in the United States. Dr Gropper's educational philosophy is that while business students need to know the most current technical skills in their area of specialization, they also need a broad education in the sciences and liberal arts so they can think critically, communicate effectively and be prepared to learn new skills as their careers progress. Join me as we take a deep dive into his thoughts on the primacy of a free enterprise economic system.

Social Media Handle + Links: : @hnhaus | @hannahmnieves Website:: www.hnhaus.com Hannah Nieves is a multidisciplinary entrepreneur, creative visionary and voice of inspiration for many. As a recognized expert in marketing, branding and PR, Hannah has been featured in Forbes, Nasdaq, In Style, Business Insider and has spoken at Northeastern University and Nasdaq Entrepreneurial Center. With a Bachelors of Business Administration from the AACSB accredited, Lubin School of Business Hannah knows what it takes to build, market and promote authentic brands and create bottom-line results. Hannah began her career in the Capital Markets division of Cushman & Wakefield, one of the largest commercial real estate firms in the world. During that time she worked to market and sell buildings, land and air rights in Manhattan. When she wasn't underwriting $525,000,000 worth of real estate assets, she was marketing them.  Fast forward to her role as Director of Marketing and Trade Development for California Closets, she was managing a multimillion dollar marketing budget and working with some of the largest real estate developers across the country. Now she's the founder of Hannah Nieves Consulting, a full service consulting agency, HN Haus, a network and business education platform for multi-passionate women, and This Hudson Studio, a multifunctional creative studio in the Hudson Valley.  Hannah truly loves the work she does and created this business out of the sheer passion of being able to serve multidisciplinary founders. Since its inception Hannah has served hundreds of brands from across the globe and regularly talks about entrepreneurship on her top rated podcast, HN Haus.

Dr. Best joined UCM in August 1995 as an assistant professor of finance and became a professor in 2005. He was named chair of the Department of Economics and Finance in 2003, associate dean of the Harmon College of Business Administration in 2008 and dean of the college in 2010. Following an extensive restructuring of academic programs, Dr. Best began service as dean of the newly formed Harmon College of Business and Professional Studies in 2011. His strong business acumen contributed to Dr. Best becoming interim senior vice president for Finance and Administration in August 2017, and concurrent with a university administrative reorganization, he was appointed executive vice president and chief operating officer in January 2018. In this capacity, he was responsible for implementing a three-year budget planning cycle for the university, revising university fiscal policies and leading efforts to provide more robust reporting for budget managers. With board oversight, he also helped formalize the university's contingency reserves guidelines. Early in his tenure as president, Dr. Best established priorities that include: ensuring a focus on and highlight on academic quality; building a sustainable financial model, which includes automation and streamlining practices; expanding the spectrum of educational opportunities available to students, including seeking out markets beyond undergraduate and graduate degrees; strengthening alumni engagement and developing a strong fundraising arm through the UCM Alumni Foundation, including filling key staff and leadership positions; and engaging marketing and branding efforts to roll out a new slogan and graphic icon that relates to students and assists with building program-level recruitment. He has also challenged faculty and staff to continue a long legacy of being service-minded toward students and to become problem solvers. Throughout his service at UCM, Dr. Best has shared his financial and administrative expertise to the benefit of the university. Early in his career, he was appointed to a Board of Governors Academic Affairs Subcommittee on Faculty Compensation, which recommended a new faculty compensation model ultimately approved by the board. During the 2014–2015 academic year, he played a role in the development of the university's Strategic Resource Allocation Model (SRAM) by chairing a team that considered how the budget process could further enhance transparency and accountability, optimally allocate resources to academic programs and directly connect to student success, growth with quality and sustainability and efficiency metrics. While serving the Harmon College, Dr. Best played a key role in the college's accreditation by the Association to Advance Collegiate Schools of Business (AACSB International), having been involved in three of the college's Continuous Improvement Review visits by external teams. He was also engaged with AACSB at a national level, having served on the AACSB Continuous Improvement Review Committee and on numerous peer review teams for other university business programs. As dean, he oversaw the creation of the Donn G. Forbes Center for Financial Studies, funded through a private gift to the university, and facilitated a partnership with the UCM Alumni Foundation to create the Student Managed Investment Fund (SMIF) with an initial allocation of $500,000. Dr. Best's tenure at UCM includes a strong record of participation in department, college and university committees that have given him a broad, well-rounded knowledge of the campus community. He has served on the Faculty Senate, Academic Program Review Committee, University Research Committee, University Scholarship Committee, Professional Enhancement Committee and a number of other committees and work groups. His teaching assignments included more than 100 sections of a dozen unique courses at the undergraduate and graduate levels covering concepts in corporate finance, international finance, investments and personal finance. His professional contributions include publication of numerous scholarly research-based articles in peer-reviewed journals and more than 40 presentations at professional conferences, as well as service on the Board of Directors for both the MidAmerican Business Deans Association and the Southwestern Business Deans Association. Dr. Best began his higher education at Georgia College in Milledgeville, where he earned a Bachelor of Business Administration with a major in management. Advanced study led to a Ph.D. in finance from Florida State University in Tallahassee. Active members of the community, Dr. Best and his wife, Robin Best, reside in Warrensburg, Mo., and have two daughters, Amy Burk and Lindsey Keirsey, and six grandchildren. Previously, Dr. Best served as treasurer and board member of Habitat for Humanity of Johnson County, and he currently serves as a member of Johnson County Economic Development Corporation's Board of Directors, Whiteman Area Leadership Council, Missouri Campus Compact Presidential Advisory Board and KCPT Board of Directors.    

Daniel M. Shapiro (PhD, Cornell) is Professor of Global Business Strategy at the Beedie School of Business, Simon Fraser University; co-editor, Multinational Business Review; and co-director Jack Austin Centre for Asia Pacific Business Studies. He has worked for forty years as an educator, researcher, and academic administrator, most recently he was Dean of the Beedie School of Business. As an academic, he has published five books and monographs and some 100 scholarly articles on international business and strategy, corporate ownership and governance, foreign investment and MNEs, industrial structure, and various aspects of public policy. His research has been published in Strategic Management Journal, Academy of Management Journal, Journal of International Business Studies, Journal of Management Studies, Journal of World Business and International Journal of Industrial Organization, among others. His articles have been cited over 11,000 times and have won several awards, including the Barclays Global Investors Canada Ltd. Research Award and the Mike Peng best paper award in Asia Pacific Journal of Management. In 1995 and again in 2002 he was awarded the TD Canada Trust Teaching Award, and in 2014 was named the Academy of International Business (AIB) Educator of the Year. He has been visiting professor at McGill University, Hong Kong Baptist University, Rotterdam School of Management, Monash University, and CEIBS. As an administrator, he was Dean of the Beedie School of Business where he successfully developed a strategic position for the school, raised the money to name it, and led it through successful accreditation rounds with AACSB and EQUIS. Visit https://www.aib.world/frontline-ib/daniel-shapiro/ for the original video interview.  

In this episode, we speak to Michael Diamond, the Academic Director of the Integrated Marketing Communications department at NYU's School of Professional Studies, within its Division of Programs in Business.  He leads the MS in Integrated Marketing and MS in PR and Corporate Communication, and serves as a Clinical Assistant Professor of Integrated Marketing.Michael Diamond is the Academic Director of the Integrated Marketing Communications department at NYU's School of Professional Studies, within its Division of Programs in Business.  He leads the MS in Integrated Marketing and MS in PR and Corporate Communication, and serves as a Clinical Assistant Professor of Integrated Marketing. Michael is a Lecturer in Theater Management at the Yale School of Drama, and has served as an adjunct faculty member at Baruch/CUNY, teaching Marketing Management to Executive MBAs.  Prior to his roles in academia, Michael worked with Time Warner Inc. and affiliated companies, for almost twenty years, in the areas of marketing, strategy and operations. Most recently, Michael was the Senior Vice President and acting Chief Marketing Officer for Time Warner Cable. He previously held senior positions covering long-range planning, digital business strategy, and international investments at Time Warner, Inc., after having worked as a management consultant at Booz Allen Hamilton with clients in media, entertainment and technology.Michael is a Fellow of the Chartered Institute of Marketing, and holds the Practitioner Faculty Accreditation from AACSB, along with Harvard Business school-based training in Case Method teaching. Michael served as a Trustee of the Marketing Science Institute, a board member of the Cable Telecommunications Association for Marketing and on the International Alumni Board of the London Business School.Learn more about Michael DiamondLearn more about The NYU School of Professional StudiesFollow Peter Mahoney on Twitter and LinkedInLearn more about PlannuhJoin The Next CMO CommunityRecommend a guest for The Next CMO podcastProduced by PodForte

Hildy Teegen is USC Education Foundation Chaired Professor in International Business and former Executive Director of the Folks Center for International Business after serving six years as the Dean of the Moore School of Business, all at the University of South Carolina. Prior to joining UofSC in September 2007, she was founding director of The George Washington University's Center for International Business Education and Research (CIBER) in Washington, D.C. Dr. Teegen also held a joint appointment at GW as Professor of International Business at the School of Business and Professor of International Affairs at the Elliott School. Dr. Teegen is a member of the Academy of International Business, the Academy of Management, and was a member of the Continuous Improvement Review Committee and of the Globalization of Business Education task force of the Association for the Advancement of Collegiate Schools of Business and co-author of the Globalization of Management Education report of the AACSB. She served for six years on the Sustainability Advisory Panel of the International Finance Corporation (IFC) of the World Bank Group (through 2020). She was a Fulbright Senior Specialist at ESAN University in Lima, Peru in 2013. Her research concerns how businesses, governments and non-governmental organizations negotiate partnerships for business and societal success. She is a former director for the corporate boards of Cox Industries and Premo Ventures and for the Center for International Private Enterprise (Washington, D.C.). Dr. Teegen is a Liberty Fellow (SC), a member of the Aspen Global Leadership Network and was inducted into the Young Presidents Organization in 2010. Visit https://www.aib.world/frontline-ib/hildy-teegen/ for the original video interview.  

Mitchell P. Koza is Distinguished Professor of Management and Global Business at Rutgers Business School, Newark and New Brunswick. He has previously served as Vice Dean of Rutgers Business School, Newark and New Brunswick and Dean of the Rutgers School of Business-Camden. While Dean, the Rutgers-Camden MBA achieved a ranking of top 15 nationally in the field of Global Management, in a survey conducted by The Princeton Review and later published in Entrepreneurship magazine. Koza has been elected to the Quality of Markets Committee of the Philadelphia Stock Exchange and the Board of Directors of the Chamber of Commerce Southern New Jersey; served as committee member for the Best Paper Prize for the Strategic Management Society and NJBIZ awards to the New Jersey business community; and Chaired several reaccreditation visiting committees for the AACSB. For many years he delivered a weekly business report for WHYY-FM, the National Public Radio affiliate in Philadelphia. Koza is Founding Co-Chair of the Strategic Management Society Interest Group on Global Strategy, and has served as a member of the Board of Directors of the European Group for Organizational Studies (EGOS). Prior to joining Rutgers School of Business, Koza spent eighteen years as an expatriate.  Most recently, he was Professor of International Strategy and Director General (CEO) of INSEAD-Cedep, in Fontainebleau, France. He spent 4 years at Cranfield School of Management (UK) where he held the Chair in International Strategy and was Founding Director of the Centre for International Business, and, previously, eleven years at INSEAD as a faculty member. Prior to his move to Europe he held appointments at UCLA, Yale, and Chicago. Koza's award winning research, cases, and commentary have explored issues of producing cooperation in international strategic management, and have been published in the major academic and practitioner outlets, including, but not limited to, the Strategic Management Journal, Organization Science, The Financial Times, Global Strategy Journal, Organization Studies, and Les Echos, and have been translated into eight languages. He is noted as a leading scholar in Who's Who in Management Sciences.  Koza was educated at the University of Chicago (PH.D.), Harvard University (ED.M.) and Queens College, CUNY (B.A.). Koza maintains advisory relationships with several of the world's most successful companies. Visit https://www.aib.world/frontline-ib/mitchell-koza/ for the original video interview.  

Expat Pratique en partenariat avec @Expat-pro  Karine, directrice de l'école, présente le CEFAM de Lyon. Le CEFAM, école de commerce et de management franco américaine propose à ses étudiants un cursus dispensé tout en anglais par des intervenants natifs basé sur le système américain. Les étudiants passent 3 ans à Lyon avant de terminer leur cursus dans une de nos universités partenaires américaines ou canadienne, accréditées AACSB et obtiennent ainsi un double diplôme : le Titre du CEFAM certifié par l'Etat niveau 7 ainsi que le BBA de l'université américaine ou canadienne.https://www.instagram.com/cefamuniversity/?hl=fr  ...........................................  Podcast produit par StereoChic, la radio des Français dans le monde.Ecoutez la radio depuis le site www.stereochic.fr  ou via l'appli gratuite pour Apple  & Android .Lisez notre dernier communiqué de presseLibre. Indépendant. Soutenez notre media !Aidez la 1ère radio des Français dans le monde en faisant un don à notre association pour nous aider à nous développer. Nous ne vivons que par votre aide & par ceux de nos partenaires.  https://www.helloasso.com/associations/stereochic/adhesions/adherez-a-l-association-stereochic & vous pourrez défiscalisez 66% de votre engagement.     

Stefanie Ann Lenway is Dean of the Opus College of Business at the University of St. Thomas in Minneapolis and St. Paul. At the Opus College, Stefanie has launched the Center for Innovation in the Business of Health Care, which facilitates research and dialogue across verticals in the health care value chain with the aim to drive innovation to reduce health care costs. The Opus College also continues to build on its strengths in entrepreneurship through the activities of the Schulze School of Entrepreneurship and in Principled Leadership through the Melrose the Toro Company Center for Principled Leadership. Prior to her career in academic leadership, Stefanie was a Professor of Strategic Management and Organization at the University of Minnesota's Carlson School of Management. Her teaching focused on Corporate Strategy and International Business primarily at the graduate level. Innovation and technology disruption comprised the core of her research, which culminated with the publication by Stanford University Press, the book, Managing New Industry Creation, coauthored with Tom Murtha and Jeff Hart. This book tracks the evolution of the development of the thin film transistor (flat panel display) industry from inception to when it began to replace the cathode ray tube in televisions. Stefanie has served on the boards of AACSB, the Academy of Management, and the Academy of international Business where she also served a term as President. Visit https://www.aib.world/frontline-ib/stefanie-lenway/ for the original video interview.  

I denne episoden snakker vi med Bjørn-Tore som er ansatt ved UiA. Han nyanserer forskjellen mellom Økonomi og administrasjon og Markedsføring og ledelse. Hva betyr det at begge studiene er AACSB-akkreditert? Hvorfor er det noe overlapp mellom studiene de to første semestrene? Hva skiller disse studiene fra hverandre? Hvilke muligheter har en etter endt studie? Alt dette og mye mer får du svar på i denne episoden!  Har du forslag til tema, spørsmål eller ønsker å være gjest? Send oss en DM på @uiagder på Instagram, eller kontakt oss via Unibuddy på uia.no/student-chat!

On this episode, Stacy talks with USA Global Scholar Dr. Torsten Pieper. Torsten is an Associate Professor of Management in the Belk College of Business at UNC Charlotte, the President of the International Family Enterprise Research Academy, and the author of more than 20 articles and nine books on family business. He gives some great insights and specific advice when searching for the right post-graduate business degree or Ph.D. and ensuring you're not wasting your valuable money and time and not shooting yourself in the academic foot.   Key Takeaways - Make sure you're looking at AACSB accredited institutions and colleges. - Find a traditional or non-traditional degree that fits your lifestyle and long-term career goals. - Research the instructors and professors. You want to work directly with the best researchers and instructors in that school. - Look for a program that will teach you to research correctly and how to get published. Compare your list of AACSB programs, and then determine how they differ.   Torsten Pieper Says: There's a lot of confusion out there in the market over the years. There's Doctor of Business Administration, Executive Ph.D., Executive Doctorate, Executive Doctorate Management. There are so many names and programs that came about that I can see how people can get very quickly confused. One important criterion you want to take into your calculation is to make sure the school has AACSB accreditation. Otherwise, you are wasting the money. You need to make sure that somebody teaches you how to publish and how to get published. You need to do research that has a chance of getting published, that has a chance of getting published. Because otherwise, you spend a bunch of money and at the end, you will have a degree from a school with a nice name. But if you still don't know how to do research and that's what you want to do, then kind of shot yourself in the foot. /////////////// Learn more about the USA Mitchell College of Business - Business PhD Program - Master in Business Administration - Undergraduate Business Degrees    

I dagens episode forteller Christina om hvordan det har vært å studere Markedsføring og ledelse ved UiA. Hva betyr det at Handelshøyskolen ved UiA er AACSB-akkreditert? Hvilke eksamensformer er en innom i løpet av studiet? Hvilke valgmuligheter har en de to siste semestrene? Og ikke minst, hva kan du gjøre etter endt studie?  Har du forslag til tema, spørsmål eller ønsker å være gjest? Send oss en DM på @uiagder på Instagram, eller kontakt oss via Unibuddy på uia.no/student-chat!

疫情帶來衝擊，卻也創造新商機。企業要如何面對新變局，調整經營策略並進行創新？本集節目特別邀請獲得AACSB, EQUIS國際商管學院認證的政治大學EMBA執行長邱奕嘉，為聽眾分析後疫情時代，企業最需具備的特質，並分享政大如何為企業設計兼具深度與廣度的學習藍圖。 政大EMBA 2022級線上招生說明會：09/10(五)、09/12(日) 線上說明會報名網址：https://reurl.cc/0xg5qY 節目主持：Christina 賢齡 本集來賓：政大EMBA執行長 邱奕嘉 本集節目合作推薦：政治大學EMBA

In this episode of Be EPIC, Matt is joined by Alan Ellstrand, associate dean for programs and research and professor in the Department of Strategy, Entrepreneurship and Venture Innovation at the Sam M. Walton College of Business. His research areas include corporate governance, top management teams, and executive leadership. During their conversation, they discuss Assurance of Learning, or AoL for short, which is one of the AACSB's standards in their Continuous Improvement Reviews. The AoL encourages business colleges to step back and ask, "Are we truly teaching the types of things that we say we are teaching?” and “Are students leaving college with the right skills, abilities, and understanding that is in alignment with the degree that they are receiving?" Alan and Matt discuss how AoL is implemented within the Walton College and how they're closing the loop at all levels.

With 22 years of experience in business and education, Jeffrey J. Darville, Ph.D. is an insightful professor, keynote speaker, and researcher. Currently as Professor of Business at La Roche University and formerly MBA Director and Assistant Professor in the College of Business Administration at the American University in the Emirates, Dubai, UAE, Jeff has taught Marketing, Negotiations, Change Management, OB, and Leadership. Jeff serves on committees, publishing, leading the MBA program, SACS and AACSB member accreditation efforts. Through collaborative organizational leadership and strategic marketing, Jeff has implemented changes, built programs, orchestrated profitable growth, and improved curricula.  As an employee and consultant, he has worked for Verizon, AIG, PPG, Alcoa, Sony, Bayer, and Siemens-Westinghouse and well as SME businesses and start-ups. Completing his B.S. in Marketing and Management from Grove City College in 2000, Jeff gained his M.S. in Organizational Leadership from Geneva College in 2008, and his Ph.D. in Organizational Learning and Leadership from Gannon University in 2017. Jeff has published his models on Kinetic Leadership, Value-Added Services and Historical leadership. His research interests are in Strategic decision-making, the use of rationality and intuition, Top Management Teams, Servant Leadership, HRM, Corporate Social Responsibility, and Intercultural communication. In this episode… Do you know where you want to go? Do you have a plan to get there? In this episode of An Unconventional Life, Dr. Jeffrey Darville shares his unconventional career path with Dr. Russell Strickland. From working for large companies to real estate business to technology business to startups. There were stumbling blocks along the way, which led Dr. Darville to the start of his doctoral journey. Determination was the fuel and driving force to earning his Ph.D. and pursuing his dreams—entrepreneurship and travel. He visualized a plan and set it in motion. Dr. Jeffrey Darville will inspire and fuel your mind with ideas to move forward!

Janat Shah is the founding director of IIM Udaipur. Under his leadership, IIM Udaipur has become the fastest growing management school in the country. IIMU arrived on the global education stage by getting accreditation from the AACSB in merely eight years of its establishment. With this achievement, IIM Udaipur has joined the elite group of 5 percent of the world's B-schools to be accredited by AACSB. For consecutive two years, IIMU has been listed on the QS and FT Masters in Management (MIM) Rankings. IIMU is the youngest B-school in the world on both these rankings. IIMU is consistently counted among the top 5 institutes in India for research in management according to the methodology used by UT Dallas.What does it take to be a challenger brand? How did IIMU define it's goals of being a premier management education institution? Can you imagine Google as a competition to the management schools. Success principles from successful business and academic leaders and the opportunity India has as a young nation and its impact if not positively leveraged. All this and more in this discussion with Prof. Janat Shah.Timestamps from the episodeWhat does it take to be a challenger brand - 3:07Management education in the post pandemic world - 14:16Tips on lifelong learning - 18:56Themes of success and failures - 27:03What does the tag “Youngest nation” mean to India - 31:04Book recommendations by Prof. Shah - 35:04Key quotes and references from the episode:Challenger Brand - Identify loose bricks and build layered advantageCulture eats Strategy for BreakfastAre you creating a nice smell of the placeBelieve in yourself and take people along with youSuccess principles - Keep learning & Reflect periodicallyWebsite: IIM UdaipurBook recommendations by Prof. ShahHow Will You Measure Your Life? - Clayton M. ChristensenBuilt To Last - Jim CollinsDriving Digital Strategy: A Guide to Reimagining Your Business - Sunil GuptaClockspeed: Winning Industry Control In The Age Of Temporary Advantage - Charles FineBooks from - Yuval Noah Harari If you loved listening to this episode and want to share your views do click on the link below, https://lnkd.in/gKMix5eListen to the podcast. Subscribe, follow, and leave your comments to help me get better with my episodes. Available on all podcast platforms, includingGoogle Podcasts, Apple Podcasts, youtube, Spotify, Stitcher, Castbox, RadioPublic, TuneIn, Gaana Jio Saavn, AudibleDo stay tuned for new episodes every alternate Friday. Next episode - May 7'21.

Sustainable tourism, which takes full account of its current and future economic, social, and environmental impacts, is an increasingly important focus for the tourism industry, particularly in New Zealand where tourism is one of our major exports. So, as we move to a more sustainable future—what will tourism look like and what will the impact on New Zealand be? Dr Ina Reichenberger speaks with Associate Professor Christian Schott and Associate Professor Ian Yeoman about sustainable tourism in New Zealand. Dr Christian Schott is an Associate Professor in Tourism Management at the Wellington School of Business and Government and is an expert in sustainable tourism development, tourism’s interrelationship with climate change, and sustainable tourism education. Christian is currently leading a research-driven VR-for-sustainability project which was recently awarded the Gold Award in the highly competitive Sustainability Category at the QS-Wharton Reimagine Education Awards 2020. The same project was also awarded AACSB’s prestigious ‘Innovations that Inspire’ honour in 2018. Associate Professor Ian Yeoman, who describes himself as a professional crystal ball gazer, is a futurologist specialising in travel and tourism. Ian learned his trade as the scenario planner for VisitScotland where he established the process of futures thinking within the organisation using a variety of techniques including economic modelling, trends analysis and scenario construction. Ian was a Senior Lecturer in Tourism and Hospitality Management at Edinburgh Napier University and University College, Birmingham. He has extensive experience within the hospitality industry, for which he was a hotel manager with Trusthouse Forte. Dr Ina Reichenberger is a Senior Lecturer in Tourism Management at the Wellington School of Business and Government. She previously taught at MCI Management Center Innsbruck in Austria after completing her PhD at VUW in 2014. Her industry experience includes tourism market research, destination development and consultancy roles in Germany. Ina's research interests centre around tourist experiences and the social aspect of tourism, with a particular focus on popular culture, value co-creation, tourism lifestyles, backpacker travel and consumer behaviour. Recent projects focus on sense of community through popular culture in a tourism context and charitable behaviour in natural conservation tourist attractions

An important recent announcement affecting the local business community may have flown under the radar but that certainly doesn’t make it any less important. The Donald L. Harrison College of Business and Computing at Southeast Missouri State University was reaccredited by the Association to Advance Collegiate Schools of Business. The AACSB is the largest business education alliance connecting educators and learners and the accreditation is synonymous with the highest standards in business education. In Missouri, only about 20% of institutions offering an associate’s or higher degree have met these gold standard accreditation requirements. Dr. Alberto Davila, dean of the Harrison College of Business, emphatically stated their primary objective is to train students today so they can successfully navigate the future needs of the marketplace. He added the College is strongly committed to providing students with excellence in business education that includes learning opportunities both in

Dr. Jacob M. Chacko, Dean of the College of Business, Clayton State University (North Fulton Business Radio, Episode 338) Dr. Jacob M. Chacko of Clayton State University joined host John Ray to discuss the growth of the business program at CSU, an accreditation it holds which is held by only 5% of business schools worldwide, […] The post Dr. Jacob M. Chacko, Dean of the College of Business, Clayton State University appeared first on Business RadioX ®.

Dr. Jacob M. Chacko, Dean of the College of Business, Clayton State University (North Fulton Business Radio, Episode 338) Dr. Jacob M. Chacko of Clayton State University joined host John Ray to discuss the growth of the business program at CSU, an accreditation it holds which is held by only 5% of business schools worldwide, […]

Bringing the Washington, DC Healthcare Policy Experience to Quinnipiac University “A critical part of that has to be understanding how policies develop and the implications that both national and state policies have on the ability to deliver high-quality care.”— Dr. Matthew O’Connor, Dean & Professor of Finance According to statistics, all Boomers will turn 65 by 2030. This will be about 20% of the American population, approximately 70 million Americans. It's estimated that we will need at least 3.5 million additional health care professionals and triple the number of direct care workers. It's going to create a crisis in staffing and health care.  Part One of ‘Bringing the Washington, DC Healthcare Policy Experience to Quinnipiac University’ The Institute of Medicine Landmark report for an aging America on building the healthcare workforce stated that unless action is taken immediately, the healthcare workforce will lack the capacity in both size and ability to meet the needs of older patients in the future. NAS calls it a crisis.  This is why the training of healthcare leaders, particularly in aging policy, is critical to developing good leadership and strategies that can help them understand how the organization needs to function in a very high-quality environment.  Another component is that they must understand what goes on in D.C. and how it impacts the delivery system. Such as how providers are reimbursed, how quality is measured, how money is appropriated for NIH research programs. And, it’s important to show appreciation towards the medical professionals and social workers who are “in the trenches”. They have a practical perspective on how things are being done. “There has to be an appreciation of the medical professionals, what the social workers bring to the table, and how they think that we need to work more as a team.” — Angela S. Mattie, Esq., MPH Therefore, given the aging demographic and the lack of providers to take care of these people, there is a need to train graduate students and practitioners on health policy and how things impact their business. As well as to show appreciation towards what the social workers are bringing to the table. When you think about health care organizations, there are two critical areas. There's the clinical care that's provided. That's the front and center. All clinical care is provided within an organizational framework. And those organizations have to function well. They have to be able to execute on tasks. And, then there is the management vs leadership. They have to be able to have good management policies and good quality control.  Part Two of ‘Bringing the Washington, DC Healthcare Policy Experience to Quinnipiac University’ According to Professor Mattie, there are four pillars of training: First:  We need an interdisciplinary approach to health care. We have a med school, a law school, a school of nursing, a health science program with multiple disciplines, the health care coverage in our school of communication, healthcare analytics, coverage in our College of Arts and Sciences, and an engineering school that's also interested in how they can contribute broadly in the area of health care.  Second: Healthcare leaders need business skills and business students need a deep understanding of healthcare specific to each discipline.  Third: COVID has shown us that we need to train healthcare providers to have crisis management skills. How to set up field hospitals, train staff and take care of patients and plan. This won’t be our own …leadership skills and soft skills like emotional intelligence. Fourth: And to teach students how federal and state policies impact our communities and our health.  And how to partner with those in the field to have access to the expertise in the field in order to do this. “Universities can contribute to training the next generation of healthcare leaders with an interdisciplinary focus.” —  Angela S. Mattie, Esq., MPH For any students interested, Quinnipiac University has an MBA program that allows a concentration in health care management, and they have a degree in organizational leadership that has a concentration in health care. Quinnipiac has a business analytics program that has health care analytics courses as well. We are experiencing phenomenal and very rapid changes in everything from artificial intelligence, machine learning, data analytics, and even wearable technologies that will impact healthcare. — Dr. Matthew O’Connor, Dean and Professor of Finance The role and future of technology are also critical areas that healthcare leaders will need to understand when they get out into practice.  Professor Mattie was a Robert Wood Johnson Health Policy Fellow for the US Senate Health, Education, Labor and Pension Committee in 2000-2001. So, what was different in this Fellowship with a placement in the House, and how did the pandemic impact the fellowship? Angela completed her RWJF Health Policy Fellowship during the 9/11 terrorist attacks - and during her Health and Aging Policy Fellowship, we have experienced our first pandemic. One of the key things that she worked on as a Fellow was patient safety legislation for good reasons.  Professor Mattie’s father was a victim of a patient safety event. She remained silent about her story despite many years of working with the health care community, thinking it might impact her relationships with others. And the moment she decided to step up and shared it recently, she saw the difference it made to many people’s lives to share her story. The importance of advocacy and telling your story can’t be underscored enough.  As a result, she met a lot of constituents over ground funding for various diseases. Angela remembers one particular group that came in from cystic fibrosis with the lobbyists and various people from the advocacy organizations. They also came in with two moms with the same case. One of the mothers brought a Russian stacking doll with her. Each one of the dolls were episodes that her poor daughter had gone through such as the cost of the episodes. Including hospital admission, 10 day stay, her ventilator, and medicine costs. This was a powerful visual to see.  On another note, The Health and Aging Policy Fellowship has greatly impacted Professor Mattie’s next career steps. She is truly honored and privileged to be a Quinnipiac University (QU) Albert Schweitzer Fellowship recipient this year, which allows her to continue her work. The institute was established to introduce Schweitzer's philosophy, a preference for life to a broader audience. What better way to do that than help bring policy and aging policy to our Quinnipiac community!  Together with Dr. O’Connor, they’re going to establish this health care policy immersion program with a focus on an interdisciplinary team of students and also looking toward individuals who have the ability to make a positive impact on health policy development. So, paying it forward and also developing those that might have an interest in engaging policy or policy in general.  Again, for any students interested, Quinnipiac University has an MBA program that allows a concentration in health care management, and they have a degree in organizational leadership that has a concentration in health care. Quinnipiac has a business analytics program that has health care analytics courses as well. About Dr. Matthew O’Connor Dr. Matthew O’Connor is Dean and Professor of Finance in the School of Business at Quinnipiac University. He has been with Quinnipiac since 1999, when he was appointed Assistant Professor of Finance. From 2005 to 2008, he served as Chair of the Finance Department. In 2008, he was appointed Interim Dean of the School of Business, and in 2009 he was appointed Dean. As Dean, Dr. O’Connor led the school’s efforts to expand its graduate programs, including launching the online MBA and online Masters programs in Business Analytics and Organizational Leadership.   Under his leadership, the business school stewarded the successful design, development, and launch of the School of Engineering. Conscious of the need to provide value to students, Dr. O’Connor also led efforts to develop accelerated dual-degree undergraduate to graduate programs, significantly reducing the time and cost of comprehensive higher education.   Dr. O’Connor is committed to the university’s teacher-scholar model. He launched and continues to teach the Finance program’s student managed portfolio course, which now has $3.0 million of assets under management. Additional teaching areas include undergraduate and graduate courses in Corporate Finance, Financial Modeling, Investments, and Portfolio Management. In 2005, Dr. O’Connor was honored with a Quinnipiac University Excellence in Teaching Award. In 2010, Dr. O’Connor was honored with the SIFE Most Supportive Dean of the Year Award. Dr. O’Connor has published in prestigious journals such as the Journal of Banking and Finance, the Journal of Financial and Quantitative Analysis, Corporate Finance, the Journal of Applied Business and Economics, the Financial Services Review, and the Financial Review.   Highly committed to professional service, Dr. O’Connor served two terms on the Initial Accreditation Committee for AACSB, the Association to Advance Collegiate Schools of Business, International. He also serves on the boards of United Methodist Homes, the Greater New Haven Chamber of Commerce, and Junior Achievement of Southwest New England. He is a Corporator for Ion Bank and a former Director at CEU.com, the Technology Investment Fund, and ReSET, the Social Enterprise Trust. Prior to joining Quinnipiac University, Dr. O’Connor worked as a Treasury Analyst for Rogers Corporation and an Actuarial Analyst for MassMutual Life Insurance, Co.   Angela S. Mattie, Esq., MPH   Angela Mattie, a professor of management in the School of Business and director of the long-term care and compliance certificate program. She also holds an appointment at the medical school at Quinnipiac University (QU).  At Quinnipiac, she created a corporate compliance certificate program, the first program accredited by the national association.  Ms. Mattie and her colleagues received the International Compliance Award for their contributions to healthcare compliance.   Angela completed the 2017 Bruce Bradley, Leapfrog fellowship designed for corporate professionals who want to take an active role in steering employees and their families to safer, higher-quality hospitals and health care systems.   In 2019-2020, she was named a Health & Aging Policy Fellow with a placement in Representative DeLauro’s Washington, DC office. Prof. Mattie serves on several boards, including Trinity Health of New England, where she chairs the Board’s quality & safety committee. She is also a member of St. Mary’s Hospital’s Quality Committee, Board Member of the CT Chapter of the American College of Healthcare Executives (ACHE) and serves as the faculty director/advisor for the Quinnipiac University ACHE student chapter. She is the 2012 recipient of the Distinguished Faculty/Advisor Award from CT ACHE and the 2013 Center of Excellence in Teaching Award from Quinnipiac University.   Prior to joining Quinnipiac, Angela was Vice-President, Performance Improvement for Sisters of Providence Health Care System (SPHS).  As a member of the executive team, she had oversight responsibilities for legal, quality, risk management, worker’s compensation, infection control, HIPAA privacy implementation, and corporate compliance.   In 2000-2001, Angela was selected for the competitive Robert Wood Johnson Health Policy Fellowship.  She served as a health policy fellow for the U.S. Senate Health, Education, Labor, and Pensions Committee.  During her Fellowship, she was on leave from Anthem, Inc. in the corporate office of medical policy.  In her role with Anthem, Inc., Ms. Mattie was responsible for designing risk-reduction strategies and project implementation for uniform medical policy for the corporation. Before joining Anthem, Inc., Ms. Mattie was Assistant Vice-President, Quality Improvement Services with The Connecticut Hospital Association (CHA). She had responsibility for a clinical research program that received state and national recognition.  She is frequently called upon by the media for views on healthcare issues and has numerous healthcare management publications and presentations at national conferences. Ms. Mattie received her Master’s Degree in Public Health (M.P.H.) with distinction from Yale University School of Medicine, Department of Epidemiology and Public Health, a Juris Doctorate (J.D.) at the University of Connecticut School Of Law, and an undergraduate degree, summa cum laude from Quinnipiac University. She is the proud mother of a MSW and still likes rock-n-roll music. About Melissa Batchelor, PhD, RN, FNP, FAAN I earned my Bachelor of Science in Nursing (‘96) and Master of Science in Nursing (‘00) as a Family Nurse Practitioner (FNP) from the University of North Carolina Wilmington (UNCW) School of Nursing (SON). I truly enjoy working with the complex medical needs of older adults. I worked full-time for five years as FNP in geriatric primary care across many long-term care settings (skilled nursing homes, assisted living, home and office visits) then transitioned into academic nursing in 2005, joining the faculty at UNCW SON as a lecturer. I obtained my PhD in Nursing and a post-Master’s Certificate in Nursing Education from the Medical University of South Carolina College of Nursing (’11) and then joined the faculty at Duke University School of Nursing as an Assistant Professor. My family moved to northern Virginia in 2015 and led to me joining the faculty at George Washington University (GW) School of Nursing in 2018 as a (tenured) Associate Professor where I am also the Director of the GW Center for Aging, Health and Humanities. Find out more about her work at https://melissabphd.com/

In today’s episode, D. Bernard Webster, entrepreneur, artist, author, public speaker and director for New York Tech’s School of Management Center for Entrepreneurial Studies chats with our host John Rebecchi, Ph.D. (M.B.A. ’83). D. Bernard shares lessons and sacrifices he and his family had to make through his journey to become an entrepreneur. You’ll learn the importance of having an entrepreneurial mindset, internal confidence, identifying your transferable skills, and creating successful pitch deck. D. Bernard sites from a well-worn quote, “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.”Are you ready to be an entrepreneur?Connect with D. Bernard Webster: http://www.dbernardwebster.comPlease support us by sharing or reviewing our podcast series. Recaps and the link to each episode can also be found on our blog, The Achievement Index (https://blogs.nyit.edu/the_achievement_index)Follow us on Instagram, Facebook and Twitter @nyitsomLearn about New York Tech’s AACSB-accredited School of Management https://www.nyit.edu/management

Michele L. Sullivan is the author of Looking Up, a HarperCollins published book. With a unique and interesting perspective on life and business, Michele is a motivational speaker and strategic business advisor who has changed the course of millions of lives. Michele was born with a very rare type of dwarfism. In spite of being looked down upon by others, she learned to look up and lead with an elevated view of others. It’s a philosophy that landed her at the helm of one of the world’s most prominent philanthropy organizations.  During her 30-year career at Caterpillar Inc., Michele held various globally influential leadership positions including director of corporate social innovation and president of the Caterpillar Foundation.  She was named by Inside Philanthropy as one of the 50 most powerful women in philanthropy and also served as a U.S. delegate to the United Nations Commission on the Status of Women. She was recognized as an AACSB 2018 Influential Leader (Association to Advance Collegiate Schools of Business). Michele is a member of the ONE board of directors and past chair of the Greater Peoria Local Initiatives Support Corporation (LISC) Advisory Board.  What We Discuss With In This Episode The power of leaning in The conversation around political correctness The 3 pillars of the Caterpillar Foundation Michele’s current involvement at a grassroots level Michele’s experience meeting Bono Using your platform to lift people up Michele’s thoughts on leadership, inclusion, and diversity The challenges of being a leader Episode Show Notes: https://tinyurl.com/yxj7bs7x

Bellarmine's Rubel School of Business is launching the Bellarmine on Business podcast on October 1st, 2020.  We thought you might like to know a little about what went into the conceptualization, development and launch of this new platform.  Most importantly, we wanted you to know what you can expect and why you should consider subscribing to the Bellarmine on Business podcast. The core development team consists of four individuals.  Jim Ray is a local business consultant who earned his Executive MBA from Bellarmine in 2008.  He'll host the upcoming episodes.  Alisha Harper is a former IRS tax attorney who now serves on the faculty and is the chair of the Department of Business Administration.  Dr. Frank Raymond is an economics professor, the MBA Director and the former interim Dean of the Rubel School of Business.  Alexandra Moro is an MBA student who also serves as the Program Coordinator for the Rubel School of Business. We look forward to reaching out and engaging with our community.  The podcast will address topics dealing with the economy, finance, marketing, law, human resources, business strategy and other relevant topics for today's business professionals.  Some episode discussions will feature Rubel School of Business faculty and some will feature Bellarmine alumni who are impacting the community. Bellarmine's Rubel School of Business is AACSB accredited.  Only 5% of business schools in the world and 15% of the business schools in the US have achieved that accreditation.  We hope this new platform will provide another way for the us to positively promote the Rubel School's brand and to enable you to benefit from the insights and discussions provided in these monthly episodes. Going forward, you can find future episodes on the Rubel School of Business page of the Bellarmine website, various Bellarmine social media pages, Apple Podcasts, Google Podcasts, Spotify and many other podcast directories.  We encourage you to subscribe to our podcast so you don't miss an episode. Remember, the Bellarmine on Business podcast launches on October 1st.  Until then, Swords Up and Let's Go Knights! Disclaimer: The views and opinions expressed during The Bellarmine on Business podcast do not necessarily reflect those of Bellarmine University, its administration or the faculty at large.  The episodes are designed to be insightful, thought-provoking and entertaining.

The Lionel SHIPman $HAPE YOUR FINANCES Show is a financial and life empowerment show focusing on our lives around money and finances. The show aims to educate and motivate people to improve their financial outlooks and empower them to take charge of their lives and to live life to the fullest.  Guest: Dr. Sonya Cole Assist Professor of Management/Director of the Mitchell College of Business' Professional Readiness Engagement Program (PREP) at the University of South Alabama in Mobile, AL. Her program is a student-support initiative that facilitates the delivery of quality experiential activities and advanced educational opportunities. Clark earned her doctorate in Educational Leadership, Policy & Law from Alabama State University; Master's degrees in Applied Management and Human Resources Management from Troy University; Bachelor of Arts in Communications. Dr. Cole considers herself among a new crop of “pracademics,” entrepreneurial-minded professionals from the business world who also serve in academic capacities. Management career spans over 15 years; 10 years in higher education. Teaching experience includes Professional Communication, Organizational Communication, Small Group Communication, and Performance Studies, as well as professional development and career preparedness courses in an AACSB accredited business college. She also continues to serve as a management consultant. Cole recently wrote a textbook Professionally Ready for Kendall-Hunt publishers. Her research focuses on leadership, training and mentoring, and has appeared in American Society for Training and Development, NCPEA Education Leadership Review of Doctoral Research, and includes a chapter in The Sage Handbook of Mentoring & Coaching in Education. 

In this episode, we identify the trends in higher education as it reinvents itself to teach in remote environments and provide the necessary curriculum to better equip students to today’s new realities that are impacting the workplace and marketplace. Our guest, Sandeep Krishnamurthy, is the dean of the AACSB-accredited School of Business at University of Washington, Bothell. Together we discussed how the higher education system has long suffered from standardization, identifying root causes like the tyranny of average, the boomerang student workers phenomenon and the sage on stage vs the guide on side methods.

A study released by the Association to Advance Collegiate Schools of Business (AACSB) claimed that 50% of academic papers are read-only by their authors and journal editors and that 90% of these are never cited. This means that most, if not all, of the innovations that can be found in businesses, industries, and manufacturing have no academic basis and do not come from recommendations from business schools. According to this week's guest, Professor Kambiz Maani, the findings of the AACSB signifies that no one finds much value in academic papers when it comes to innovations and best practices in various industries and that they look within the business space alone for innovations and best practices for just-in-time manufacturing, total quality management, and enterprise resource planning. It was this realization that made Professor Maani decide to start the Annual Research Translation Competition at Massey University with the intention of making business research more relevant and useful to the public and to business managers. Professor Maani is an internationally acknowledged expert in systems thinking and complexity. His academic and consulting career spans over 30 years in the US, Asia, Australia, and South America. His academic portfolio includes being the Foundation Chair in Systems Thinking, and Practice at the University of Queensland, being the Division and Department Head at the University of Auckland, and being an Associate Pro Vice-Chancellor at Massey Business School. He has also held visiting positions at MIT, London Business School, Boston University, Cornell, and the Helsinki School of Economics.  Professor Maani’s work focuses on complexity management and group decision making and he has been the recipient of several research and publication awards from scholarly journals. His current projects include strategy and policy design in climate change and sustainability. He has advised numerous corporations and government agencies in Australia, New Zealand, the US, China, and Asia, and he also provides seminars in corporate training internationally. Professor Maani is the author of internationally acclaimed books that are used widely at universities, governments, and organizations around the world. His latest book, Multi-Stakeholder Decision Making for Complex Problems was published by the World Scientific press in 2017 which features his consulting projects for UNESCO Biospheres in Asia. What You’ll Hear On This Episode of When Science Speaks [00:39] Mark introduces his guest, Professor Kambiz Maani [03:34] Why Professor Maani created the Annual Research Translation Competition [11:02] Professor Maani discusses why academic research risk losing funding  [15:55] The importance of using jargon-free language when translating research  [17:45] What is systems thinking and why is it important? [22:31] How Professor Maani became a pioneer of systems thinking  [28:06] Professor Maani shares success stories and the benefits of the application of systems thinking Connect with Professor Maani  Professor Kambiz Maani on LinkedIn Multi-Stakeholder Decision Making for Complex Problems by Kambiz Maani Why Academic Research Remains Abstract And Mostly Unusable Research done by academia is fascinating. They have uncovered many different ways to improve on the way things work and offer a wealth of information on the ways to innovate and improve practices for businesses, industries, and manufacturing. But the problem lies in the ability of these research pieces to be translated into a narrative that regular folks will understand. Professor Kambiz Maani found out that the reason why innovations in businesses and industries do not use research provided by academia is that it’s full of jargon that does not resonate with people. And the problem is rooted in the definition of success for research which is measured by citations. This has made research studies into a massive industry where publishers are merely looking at citations as proof for journal quality and journal impact factors. Instead of becoming a resource of knowledge for businesses and industries, researchers have become unknowing contributors locked into a disconnected system. So how then do we tap into the capability of research to be a useful resource for relevant solutions in addressing pressing issues in society? The answer, according to Professor Maani, is systems thinking.  Improving the way you do and translate research  With academia not being able to convey its findings properly with key stakeholders and with the general public, it faces the risk of having their funding significantly reduced. Therefore, it is crucial for academics to focus on research that addresses a significant issue in business and society, and then to turn their findings into a narrative that can be easily understood and grasped and implemented by the community.  One way to do this is to reduce the scientific jargon used in papers and instead use easy-to-understand yet accurate terms instead. Professor Maani says that by refusing to be boxed into the idea that the primary audience for research are peers in academia, it opens up the vast opportunities for translation for academics. By embracing the idea that industry stakeholders and the public are the ultimate beneficiaries of research, it will be easier to adapt the research into a language that everyone can understand. Why systems thinking is expedient for researchers Although much of scientific discoveries and breakthroughs are hinged on reductionism by researchers, it is easy to lose the essence of each piece and parcel along the way. This then complicates the processes that should work as a unified whole and instead, creates a convoluted system that is inefficient and may even prove to be ineffective. In society and policy, Professor Maani says that we have seen the effect of that mentality in isolated policies that create winners, losers, and trade-off decisions that are based on seeing things in isolation and rather than seeing the whole picture. For research to become more relevant to society, academics need to learn to practice systems thinking so that they can better bring together the pieces of a study that they have dissected in the process. Learn more about Professor Kambiz Maani and his work on this week’s episode of When Science Speaks. Connect With Mark and When Science Speaks http://WhenScienceSpeaks.com https://bayerstrategic.com/ On Twitter: https://twitter.com/BayerStrategic On Facebook: https://www.facebook.com/Bayer-Strategic-Consulting-206102993131329 On YouTube: http://bit.ly/BSConTV On LinkedIn: https://www.linkedin.com/in/markdanielbayer/ On Instagram: https://www.instagram.com/bayerstrategic/ On Medium: https://medium.com/@markbayer17 Subscribe to When Science Speaks on Apple Podcasts or Stitcher

Today’s episode features one of the largest spirits companies you might not know much about. You’ve heard of brands like Ezra Brooks, Rebel Yell, and Blood Oath, but there is a lot to discover about Luxco. We sit down with Philip Lux, Global Brand Ambassador at Lux Row Distillers and son of CEO Don Lux, as he guides us through the family history of the Lux’s along with their acquisitions of bourbon brands. Then we also get the inside scoop on what’s happening at Lux Row Distillers. After sourcing whiskey for many years, it became apparent they needed to build a distillery and they did it right in Bardstown, KY. We discuss the future of the brands and how they plan to grow and evolve. Don’t sleep on this location during your bourbon trail visit because the facility is incredible. Show Partners: The University of Louisville has an online Distilled Spirits Business Certificate that focuses on the business side of the spirits industry. Learn more at uofl.me/bourbonpursuit. Find out what it’s like to taste whiskey straight from the barrel with Barrell Craft Spirits. Learn more at BarrellBourbon.com. Receive $25 off your first order at RackHouse Whiskey Club with code "Pursuit". Visit RackhouseWhiskeyClub.com. Show Notes: Black Market Liquor Sales: https://www.forbes.com/sites/fredminnick/2020/03/19/wholesalers-warn-of-black-market-liquor-if-liquor-stores-close-amidst-coronavirus/#3b5445042e88 Supporting Spirits United: https://p2a.co/JRoHtT8 Bourbon Pursuit USBG Fundraiser: bourbonpursuit.com/usbg Bourbon Crypto: https://www.coindesk.com/wave-financial-to-tokenize-20m-worth-of-bourbon-for-new-whiskey-fund Pat Heist on TedX: https://www.youtube.com/watch?v=oSLWEnz-1mc This week’s Above the Char with Fred Minnick talks about supporting craft distilleries. What was your introduction to bourbon? How did you get into the business? What stands out about bourbon when you are traveling? Talk about the difference between Luxco and Lux Row. Did your dad ever tell you about how he had the foresight to acquire all these brands? Tell us the story of David Nicholson. Talk about Blood Oath. Was Rebel Yell acquired the same time as David Nicholson? Tell us about your bourbon portfolio. When did you break ground on the facility? Why did you decide to build in Bardstown and not St. Louis? What is the difference between regular David Nicholson and the reserve? Tell us about your still and capacity. Any worries about your bourbon being ready in 4 years? Are you trying to replicate the existing flavor profiles? What is your storage capacity? What is something that people might not know about your brands? When is the Lux Bourbon coming? Any plans to use this facility to support Luxco? What issues have you had starting a distillery? 0:00 If you have a bachelor's degree and live anywhere in the United States, there's now a way for you to take your bourbon education to the next level. The distilled spirits business certificate from the University of Louisville is a six course online program that will prepare you for the business side of the spirits industry offered by the AACSB accredited college of business. This certificate is taught by business professors and industry leaders from Brown Forman beam Suntory jack daniels and more. join this one of a kind experience and prepare for your next adventure. get enrolled into this online program at U of l.me. Slash bourbon pursuit. 0:38 Let's kind of talk about you know your history your your upbringing, because because you're you're young strapping lad your last names luck, so obviously you have something to do around here. Yeah. 1:00 Welcome back, everybody. It's Episode 246 of bourbon pursuit. I'm Kenny, one of the hosts. And here's your Cova 19 updates because a lot has changed since last week. Texas has temporarily adjusted its laws to be more lenient on the drinks industry and are now allowing alcohol as a part of to go orders. This is pretty big news because we know that anything in Texas that is regulated by alcohol is very, very hard to change. And they are also in listening distributor trucks that are designated for alcohol only delivery to support grocers and delivery needs during this time for roses distillery will temporarily suspend their operations of us distillery located in Lawrenceburg, Kentucky, and that began on March 20 of 2020. And based on the current situation for roses expects to commence operations once again on April 6 of 2020. A new statement by the wine and spirits wholesalers of America or known as the W swa their CEO and President Michelle Cosmo warns that in a crisis 2:00 consequences are major concerns for industries and private citizens. And they implore all governors to keep Wine and Spirits retailers open as to not encourage bad actors to pop up black market liquor operations. Other industry partners including the distilled spirits Council of the United States, otherwise known as discus has made a similar statement. And Fred MiniK recently published an article on Forbes, referring to the actions taken by the state of Pennsylvania, where they closed the doors of all alcohol stores in the state that the same thing could happen to them, as it did during Prohibition. And you can read more with his article to the link in our show notes. Right now, many other distilleries are making hand sanitizer. Back on March 20 of 2020, the FDA issued a new guidance for the temporary manufacturing of hand sanitizer by companies and entities that are not currently regulated by the FDA as a drug manufacturer. The TTB or the Tobacco Tax and Trade Bureau has found that it isn't necessary and desirable to waive provisions of internal 3:00 Revenue law with regard to distilled spirits, and therefore is providing certain exemptions and operations to distilled spirits permittees who wish to produce ethanol based hand sanitizers to address the demand during this emergency. any existing DSP can immediately commence production of hand sanitizer or ethanol for use in hand sanitizer without having to obtain authorization first. These measures are generally authorized under authorities that apply in disaster situations, and are right now approved through June 30 of 2020. There are now over 50 distilleries across the US that have switched to making hand sanitizer including big ones like wilderness trail, smooth Ambler town branch, rabbit hole, old Forester, and there's many more craft distilleries across the nation like co vault, Illinois, Coursera in Tennessee, and Caledonia spirits in Texas. I would love to be able to give everyone a shout out on here but you can contact your local distillery to see if they had any available Republic purchase in a day. 4:00 There's a lot of giving going on by bigger corporations. And here's some of the highlights. Beam Satori and southern Glaser's are donating $1 million to support the impacted bar and restaurant employees. Beam centaurea is also working with other distributors across various states, including major brands, badger liquor, Fenway associates, Allied beverage Corp, Empire distributors, best brands, horizon beverage group and more to provide donations to local organizations that will further help to support in the trade of their respective communities. biagio has also pledged $1 million to the US VG or the United States bartenders guild and their emergency assistance fun for Cova 19. biagio is also doing another million euros to support bartenders in the United Kingdom with a million million pounds. Brown Forman is donating $1 million to us big the restaurant workers Community Foundation and one level is separating between those three different organizations. gallows, New Amsterdam vodka and barstool sports 5:00 created a new t shirt highlighting support your local bartender program, where 100% of the net proceeds will go to us bartenders guild foundation. And additionally New Amsterdam will donate $5 for every t shirt purchased. Jamison donates another 500,000 to the US big mixers distillery in Philadelphia have made a $10,000 donation to the US BG patrol is donating $1 million to three different organizations. You have the children of restaurant employees otherwise known as core, another round another rally and the James Beard Foundation. Sasa rack and fireball Have you started a GoFundMe called the world's biggest tip jar by starting it off with $100,000 donation, and it will match all contributions up to $400,000 donations with everything going to tax exempt organizations. Tito's is donating $1 million between four organizations focused on those in the industry. We have the core, US big Southern smoke and the world central kitchen. They're all 6:00 pledging another additional $1 million as further needs are seen. Zamora is donating 400,000 euros to charities such as Caritas, the Red Cross and the food bank foundation. Yelp, who you all know the app is providing $25 million in relief in the form of waived advertising fees and free advertising, products services and more that during this period. 6:24 In addition, we're trying to do our part as well. bourbon pursuit we have our own fundraiser going to help support the US BG or the United States bartenders Guild. So at this time, you can go and you can win bottles of pursuit series and our latest peril picks from will it go to bourbon pursuit.com slash USB G to get entered into our raffle? We appreciate all the support. 6:47 Discuss that we talked about a little bit early before the distilled spirits Council of the United States is now asking the government to include distillers in the Cova 19 Relief Fund. distilleries across the nation have close tasting rooms suspended to 7:00 And cancel large events to limit the exposure of Cova 19. As a result, the Steelers have been forced to make difficult decisions, including in some cases shutting down production in laying off staff. As a result, many distilleries may not be able to survive during this crisis. distillers right now employ 1.6 million people across the country and generate 180 billion dollars in economic activity for the United States. You can help take action by supporting spirits united with your name and vote with the link in our show notes. This story poured out a little bit over last week, and I'm sure many people know about it, but we need to report on anyway because we all know about jack rose. It's that iconic whiskey bar in DC that's owned and operated by Bill Thomas. But you've heard back on episode 67 and 127. They're putting up all 2700 bottles for sale. In response to the escalating health and economic crisis. The public can now search through their treasure trove by stopping into the bar 8:00 browsing their whiskey Bible menu which is also available online and talking to Bill Thomas himself, you can order anything you want. That could mean 20 or 30 year old pours in our bag or MacAllan hard to find bullet family estates or jack roses own private barrels that are made in collaboration with Blanton's and other distilleries. The drums will be packaged in little sealed bottles that could be kept on your home bar in pours of the rare stuff or anything that's $100 plus an ounce will be 50% off while all other pours are 20% off. Thomas says he plans to offer the spirits at a lower price than what consumers would find on the secondary market. If you're in the area, they also have to go cocktails available from all three of their company bars, jack rose, Imperial and DRAM and grain and classics like old fashions a Manhattan's two visible creations that they all have starting at $10 each. The story is spread and when it broke, people were lined up for around five blocks. Their website crashed and they had to use Facebook and Instagram to let everyone know 9:00 Know how to contact to them. So please check out the jack rose social pages for the latest and up to date info on how to get your hands on anything. All right, let's change subjects for a minute. Let's get out of the coronavirus talk. Wave financial has finalized an agreement with Danville Kentucky based wilderness trail distilleries to tokenize between 10 and 20,000 barrels of whiskey worth up to around $20 million that will be made publicly available through a specialized digital asset fund. Now if that didn't make sense, this is turning bourbon inventory into cryptocurrency. So known as wave whiskey 2020 Digital fund, investors are able to purchase asset backed tokens linked to an inventory of whiskey barrel this year, that will represent as many as 4 million bottles of bourbon by tokenizing. It wave says that investors can gain exposure to Bourbons value appreciation and can also share some of the proceeds from when a whiskey is sold to wholesale to merchants and three years after the whiskey is first 10:00 Still, and the tokens are then issued to investors, users will be able to trade their tokens at whatever price they wish. And wave is also in discussions with some security token exchanges to develop an official secondary market infrastructure to facilitate better trading in the whiskey back tokens. A wave spokesperson added that the token was available for accredited investors from all around the world. And what they first closed at the end of March and a second at the end of June, a final close expected to take into place in September. You can read more about that with the link in our show notes. And didn't more wilderness trail news. The yeast and fermentation doctor from wilderness trail that we all know is Pat heist, who we had back on episode 121. That blew everyone's mind, had his first TED Talk published. It talks about the effect of climate on production and the quality of bourbon. And this was done at TEDx at the University of Nevada. Give it a listen on YouTube with the link in our show notes. All right for today. 11:00 Today's episode, we feature one of the largest spirits companies you probably don't know much about. You've heard of brands like Ezra Brookes, Rebel Yell and blood oath. But there is a lot to discover about Lux CO, we sit down with Philip Lux, the global brand ambassador of Lux ro distillers and he's also the son of the CEO Don Lux, as he guides us through the family history of Lexus, along with the acquisitions of their bourbon brands and labels. Then we also get the inside scoop on what's happening at Lux ro distillers. After sourcing whiskey for many years, it became apparent they needed to build a distillery and they did it right in Bardstown, Kentucky. We discuss the future of the brands and how they plan on growing and evolving. Also, don't sleep on this location during your bourbon trail visit because the facility looks incredible. Let's get on with the show. Here's Joe from barrel bourbon. And then you've got Fred minich with above the char 11:56 it's Joe from barrel bourbon. Tasting whiskey straight from the barrel was truly alive. 12:00 changing moment for me. In 2013 I launched barrel craft spirits so everyone could have the experience of tasting whiskey at CAST strength. Next time ask you bartender for barrel bourbon. 12:11 I'm Fred medic, and this is above the char. I have some very, very staggering news. This just in from ACS a or better known as the American craft spirits Association. According to a survey of a CSA 150 craft of 150 craft distillers 67% will be forced to close within three months. 32% of those respondents said it, they won't even last a month 87% of all craft distillery tasting rooms have closed and 60% of the distilleries making craft spirits has already laid off employees or furloughed staff. 13:00 This is absolutely staggering to thousand small distillers across the country. And that survey tells us, we may very well lose two thirds of them in a matter of months. Those are people who have put it all in the line to do something that they love and, you know, want to really push the envelope. And this just breaks my heart. This just absolutely breaks my heart. The distilling community right now is trying to get federal support, you know, so they're basically looking for the same kind of federal funds that's going to be given to the airline industry in the hospitality industry. And here we are. 13:49 amidst this coronavirus scare, and we're about we're about to see a lot of a lot of great people lose their dreams. And that's just fair. 14:00 Very scary. 14:02 I think about what we do you know, Kenny Ryan and I, you know, this is, yeah, it's it's my job. But let's face it, I have a dream job. I talk and write about whiskey for a living like all the time. And I have some time said some things that are not so nice about craft whiskies. It was never anything personal. It's just about their whiskey. But never in a million years. What I wish this upon anybody in the industry, I can't even imagine, to begin to think of like, what it what it must be like right now to be a craft distiller and to know that if things don't change, you're going to have to shut down for good. So let's do what we can. Let's, let's do what we can Let's buy their products. And you may push back here and say, Hey, well, Fred, we can't go to the liquor store. Our governor is shut us down. We have to stay inside. You know, that's very well true. But get this. There's a 15:00 A lot of delivery services out there right now. That will bring a good old DRAM to your doorstep. You can go to silver box comm craft shack is another one you can go to drizzly calm, and these are all delivery services that will buy from a local retailer and deliver to you. Another one that you can join is called spirits network comm go to spirits network comm I actually have a lot of shows on there, but you can, you can buy booze, and then watch booze TV. So there's a lot of options out there that you can go to and buy craft whiskey or any kind of craft spirit. But listen, we have to band together we have to do what we can to help these small distillers because we can't lose them. We just can't. It's not. 15:51 It's very scary. It's absolutely very scary. And so let's do what we can let's band together. Hello 16:00 Let's save a distillery or two. 16:03 And that's this week's above the char. Hey, make sure you are checking out my YouTube I am dropping content every single day, in hopes of helping you get through the boredom. You can go to YouTube and just look for my channel. Just search my name Fred MiniK. Until next week, cheers 16:26 Welcome back to another episode of the bourbon pursuit the official podcast of bourbon. Kinney and Ryan back in Bardstown on the road again often, but this is fun, we love going on the road. And today it's funny because, you know, we drive around bars and we do a lot of these interviews. However, this is one place that I had never driven up and we drive past it quite frequently especially if you're a frequent are over at Keystone liquors. Yeah, you drive by where the cinemas you have the movies in. It's right across the street. It is and but this is it's one place where I drove up and I was I was amazed like 17:00 How beautiful the grounds are here at Lux row distillers and being able to in the first thing that we saw a was like some house that you said your buddy grew up in that owned the land here. And then we saw their their resident peacocks. Oh yeah, yeah, this. I've been up this driveway many times. You know, it's a running joke that I say that I'm from Bardstown. But I am from bars town and grew up hanging out here with my buddy john and his family. So 17:29 it's a beautiful property got a bunch of old farmhouses gold house and some peacocks and they were like Kenny walked up and they kind of spread their feathers out I think they're excited to see Kenny And so yeah, maybe maybe see us Who knows? Yeah, but I've kind of been you know, just being in town seen the construction and everything but never really seen it till now. And man it's an it's an impressive property with all the distillery and everything. So it's all about the property. But you know, this is also we're getting a chance to talk to 18:00 About a company that's kind of like a unknown Titan in the industry, you know, it's they've had a lot of established brands that have been out there. For the longest time, it had been a sourcing product and now that they are sealing the light, they're like, Hey, we got to grow, we got to expand, we got to we got to start pumping out our stuff too. And so we know when we start talking about these brands, a lot of them are gonna start ringing a lot of names like Rebel Yell, like Ezra Brooks, like these are all the labels that these are all the names that you're probably very well familiar with and probably didn't know much about the the distillery and the people that are behind it. So guilty. I don't know much. But now I do know, because we just did the tour got the family history, and it's like a really cool story. So I'm excited to share that with our audience. Absolutely. And that's a good way to kind of segue into our guest today. So today we have Philip Lux. Philip is the global brand ambassador for Luxor distillery. So Philip, welcome to the show. Thank you. Thank you, Kenny. Ryan, thanks for having me on. Absolutely. So 19:00 Before we kind of get into this and start talking about the whiskey in the tour and the grounds and all that sort of stuff again, let's kind of talk about you know, your history your your upbringing, because because you're you're young strapping lad, your last name is luck. So obviously you have something to do around here. Yeah. 19:16 So, you know, the and you kind of talked about like, your family's been in this business? What 40 years now something like a almost 60 years, almost 60 years. Wow. So talk about your first run in with bourbon. My first run with bourbon honestly, was was pretty recent, over the past two to three years when we decided to build this and that so your mom and dad and like 19:41 and now I mean, it's really was you know, as personally my my first run with bourbon was was recent, but as a company, we've been in the bourbon industry for over 40 years doing some private label stuff with my grandfather back when you know, he was still still around. And David Sherman, who originally started the business with my grandfather, Paul 20:00 Whenever you know it's doing that private label bourbon just for four different grocery stores or, or convenience stores, stuff like that around the country. And then we we bought our first bourbon. And I believe 93 with Ezra Brooks from from Glenmore distillers, who's now owned by Sam's rack and has just kind of grown from there. And, you know, that was a little over 20 years ago now and we've grown. We've had award winning brands and grown our brands over the past 20 years and into into big, big names that allowed us to now break off from sourcing and start our own distillery and have everything distilled in house verse, you know, sourcing our bourbon from somebody else. Okay, so let's get back to the original question. What was your first my first run with bourbon was was probably three years ago. In you know, Colorado when I was when I was living there and decided I wanted to get away from kind of the, the vaca vaca scene so I started to drink some different stuff and my mom actually came 21:00 To me and in said that'd be a really good opportunity for, you know, to maybe have an idea of getting into the industry as we're getting ready to build this so I jumped kind of head over heels into the bourbon industry and 21:13 kind of ran with it from there went to moonshine University in Louisville and where I really got introduced to bourbon and whiskey and that kind of helped me in golf myself in the industry and in golf myself and what bourbon really is, especially here in Kentucky in Louisville, where it's you know, American spirit and in most popular spirits, so, huh, so she kind of was like the catalyst you didn't really you were like, that's your thing. I'm gonna do my own thing. Yeah, I'd never even really wanted to be in the industry. My I was always not necessarily pressured. My dad always said Do whatever you want to do. Yeah, he was never pressuring me at all. It was always his friends are my friends asking when when are you going to get in the industry? When are you going to do this? do that so because I'm sure your friends are like, hey, yeah, 21:58 I mean, I would take boxes of boosts. 22:00 to college with me, whether it be vaca Yeah, you'd be Ron knock that probably we just got in the house, we used to own Admiral Nelson. So that was a pretty cool product for us. And that was a fun product in college. And everybody enjoyed that. But, you know, on the bourbon side, I really didn't know much about it until I started taking classes and really engulfing myself in it with Stephen thief, like I said, as well, with moonshine you and you know, my mom is said, you know, take a chance this is something that's different, it's something that's new, it's gonna be something that you can help grow and you can be a part of, I was working in a ski shop in Colorado two years out of school, and you know, love in life, but it's hard to work in a ski shop for the rest of your life. Right? Well, I guess I work in a ski town so I need to find something a little different. And I you know, I've I've used my dad in different people in the company, and then the industry is kind of stepping, you know, stuffing box to help me work into it and learn more about it and I feel 23:00 That I've, I'm learning, you know, every day, whether it be with our products or the distillation process or the supplier versus distributor side. And, you know, with my job, it really allows me to learn, you know, frequently and, and continue learning and traveling and seeing different how bourbon and whiskey is viewed in California versus in Kentucky versus in New York. You know, I like to call you know, the bourbon trail like the Napa Valley of the Midwest now because you guys probably see it firsthand as well where everybody's flocking here now for that burden. Even the peacocks even though 23:39 they're they're always here and they're, you know, they love it here. So kind of talk about what you do see the difference in in bourbon, whether it's the community or culture as you're doing these travels, you know, just across the US like what is what's something that kind of stands out to you? You know, I think something that really stands out is the, the recognition of the bigger 24:01 You know, you go to California where, and I went up to Seattle for Seattle cocktail week and people had never heard of Lexapro but they had heard of, you know, they heard of heaven, hell and Maker's Mark and Jim Beam. And, you know, being, for me my passion and what I really strive to grow not only our brands, but our brands are part of a bigger name now of Lux. Lux row. So I think you know, to answer your question, Kenny, the The major difference that I see is how quickly a brand like Lux row catches on in Kentucky, because, you know, we're a year and seven months out from, you know, putting juice in our first barrel. And people recognize those brands like you know, they, they have, you know, throughout time and they recognize Lexapro now, as in you go to San Francisco whiskey Fest, those are all whiskey, you know, enthusiasts, so they're gonna, you know, they're they've probably been following those brands, but they're not super familiar with it. Maybe they've seen that Lux ro logo somewhere and now they're gonna be you know, 25:00 Gonna be there and they can, you know, learn more about it on a first hand basis or up in New York, I was up there and personally introduce David Nicholson reserve into the New York in the Boston Market in front of all the distributors so just different brands that aren't necessarily recognized throughout the country or are and don't have a lot of backing to them that need help you know, growing and with the distillery it's allowed us to help grow those brands in a different way where we can one bring customers here and you know, they can see that product we have people from all over the country if not the globe coming here. When they come to see heaven Hillary Jim Beam or Maker's Mark or limestone branch down in Lebanon, they drive right past us now. So we're in a very unique spot here that 25:50 it allows us to help grow. Yeah, I mean, go ahead, right. Oh, no, good. All right. Well, I'll keep going. I mean, cuz i was i was talking about like his Yeah, I mean, we talked about 26:00 Kind of beginning to show that you know, the rebel gal David Nicholson blood oath like Ezra books like these are these are pretty iconic names in in whiskey like they've been around for a long time but people didn't really know a lot of the background. And so Lux ro is also is it underneath the umbrella or an extension of Lux co as well? Can you kind of talk about the differences what you have there? Yeah, absolutely. So Lux CO is I like to call it our parent brand. But Lux Lux row is actually technically a supplier of Lux Co. You know, we own it as a family. My dad, you know, is the chairman CEO still of Lux row, but we act as a supplier for Lux, COEs Bourbons. But we're also you know, owned and operated family operated out of St. Louis with my father. myself my brother my mom. My brother's not in the industry. he's a he's an aerospace engineer, but he's the winner. Yes, James. He's a one a little bit of a different path than myself But no, to each its own. Yeah. 27:00 I found you know, a niche here but yeah, I mean Lux CO is is a worldwide supplier of spirits. We own a multitude of about 100 different brands everclear probably being the biggest my grandpa Paul purchase that, you know, way back in the day that was his first popular guy in college. And to this day I'm proud to admit I've actually never drink and everclear Yeah, it really is brutal. Yeah, never drink and it was like hooch or something. 27:28 So it's, it's, you know, everclear is you know, the biggest one but then we've got you know, provoq arrow cordials we own three different two kilos, whereas tequila, which is our mixto which you can find in you know, like a Texas Roadhouse Well, it's you well Margarita is usually whereas tequila, we have LA or tequila, which is our ultra premium as well as exotic tequila. All based out of Mexico. But it all you know, we're the supplier for that. So we we've been partners with the Gonzales family over there for 28:00 3040 years my grandfather worked with Rodolfo Gonzales his father so so very family oriented. And then over on locks row even you obviously can't get to locks row if you don't have locks. 28:11 And so we've over the past 20 years we've purchased all of our bourbon brands as your Brooks been the first and 93 from Glenmore distillers. And then we had Rebel Yell in 99. We purchased from Stetson Weller, David Nicholson is one of my favorite brands to talk about because it started originally started in St. Louis, Missouri, and we can go into that story. You got a little bit of a soft spot for St. Louis don't I do I do St. Louis born and raised my hometown. Got to give a shout out to our blue Stanley Cup champions. But you know, all of our brands have a very unique backstory to them very unique roots. That's why here at Lux row we are I guess motto is real roots real family real products. We have the roots not only with the products, but the real roots here in Bardstown with the Ballard 29:00 farm. They've lived there and and Ryan you know this but 29:05 big john Ballard lived there for 40 years raised his kids there, his grandkids there. I mean, this was their family farm. So we have the real roots with the products as well as with the farm. We've got the real family with myself, my dad, my mom being the creative director. So she worked her butt off, you know, getting this place up the top notch, you know, within two years, and then we've got the real products and the drinkability obviously speaks for themselves when you when you let them touch your lips, but each one has different wards. As what to say cuz the ezard Brooks barrel proof kind of went off gangbusters this year. Yeah, we're going crazy. It was crazy. Yeah. So we'll right when we introduced it wherever we reintroduced it, Fred. 29:45 Fred MiniK, who's never heard it never had that. But he called it he called it his, 29:52 his 2018 everyday sipping whiskey of the year, which absolutely blew it off the rails, all the allocations from across the country. We're going to 30:00 Wire. And so people you know we're in love with it and then somehow some way it one in San Francisco 2019 straight bourbon of the year 2018 straight straight whiskey of the year, which was absolutely huge for us once again. But then David Nicholson reserve back to back 2000 back to back double Gold's in San Francisco and in 2017 2018 as well as straight bourbon of the year 2017 Rebel Yell 10 year old single barrel was top 20 whiskies of the world it was number 12 there were only three American whiskeys on that. So we were really really fortunate to you know to have that one it's also very delicious product as well as won some some gold medals. So each one you know that real roots, real family real products, you know really comes into play with Lux row as well as Lux CO and St. Louis. But you know, very family oriented but Lux Lux row is what we that's what we strive here. So he says your dad ever told you about how you had the foresight to like start buying up these brands like before the you know, the big boom 31:00 Like, has he ever talked about that? Like, why did he get why did bourbon interesting, I guess from in the early 90s? When no one cared? Yeah, it's a great question and I'll need to, to pick his brain about that. Because, you know, I should definitely know that I know that. He's always looking to acquire and sell different brands, whether it be bourbon or, or rum or vodka, or tequila, stuff like that. But, 31:24 you know, he's, he sees an opportunity, and he'll jump on it. I mean, David Nicholson, he literally bought that product from the Van Winkle family. He was on the phone with Julian Van Winkle, which is pretty cool story, especially. I mean, if you guys want I mean, I can go into you know how David Nicholson 1843 came about, do it. Let's hear it. But so my favorite This is my favorite story to tell about our Bourbons because it hits home for me, it goes back to 1843. I've looked it up on Google, and actually found it. Actually, it actually found David Nicholson's grocery store that I'm about to talk about in St. Louis. Okay. He was a great 32:00 grocery store owner back in 1843 in St. Louis, Missouri. So he made that four year old weeded bourbon in his basement of his grocery store 50 years later as well, it's like you can do that 50 years later in 1893, some guy named Pappy Van Winkle. Never heard of them might know something about we did bourbon. I'm not sure. What's that? Yeah, exactly. He purchased that product continued that Nashville and then in 2000, my father, Don purchased that product from from Julian Van Winkle. So which means we've now brought that full circle from 1843. Back to St. Louis, where it originally started, which is a really cool story to tell. It's 100% true, and it it puts that family you know, atmosphere that family feel back in that product that has been there throughout time but might not have been recognized. And then we introduce David Nicholson reserve that won a bunch of awards. It's not it's a seven year ride bourbon at 100 proof so they they interact with each other very well. 33:00 They're different taste profiles, one's very creamy, one's still a little bit sweeter because of that we did bourbon. 33:06 So that you know, that's David Nicholson is a really cool story with with roots dating back to 1843, but also roots a back to the Van Winkle family. So where was blood oath made? Not a grocery store, right? How not to talk about that, and how it got its name and how it made it wait made its way to your portfolio. So blood oath was a product that were our head distillers very, very fond of john rappy. We wanted something that he could put his name to, and that it could be his in that he could continue to create, you know, delicious blends, you know, year after year. So, you know, john goes to different places and different distilleries and finds very unique barrels that he can blend together. And what we wanted was three extra age Bourbons blended together with a unique bourbon that's finished in something different. So packed, one was 34:00 three extra age Bourbons blended together not finishing anything unique barrel after that and pack to three extra age Bourbons, one of which was finished in a pork barrel from Meyers winery in Cincinnati. 34:12 also failed and operated with my cousin Paul Lux who owns Meyers winery. Pack three was finishing a Cabernet 70 on barrel for an extra six months. JOHN actually went out to Napa Valley and pick those barrels from the the smiley or the head wine guy you know at Swanson vineyards Napa Valley pack for was finished in Rebel Yell 10 year old toasted oak single barrel. So that was a 10 year old, a 12 year old and a nine year old and that nine year old was finished for an extra six months. So you got very dark chocolate notes. So these are all things that you know, john, personally, you know, puts that bourbon in those barrels and tastes them month over month to make sure that they're at that flavor profile that he wants. So when I tasted that blood oath, or that that nine year coming out of 35:00 Those old 10 year old toasted oak barrels It was very dark chocolate tasted not like chocolate milk, but kind of cocoa almost. It had a very, you know, chocolatey taste to it and then pack five you know, everybody's looking for that extra aged, super high proof, very unique Bourbons these days, so pack five, it's a, 35:21 an eight year old 12 year old and a 13 year old and that the eight year old rize actually finished for an extra six months and Caribbean rum cast. So that's what we're drinking right now. Nice. That Caribbean rum casks you get 35:33 you get very sweet and sweet. Yeah, Ryan signs empty, sweet sugary notes on the front end. You get like dark fruit banana, you get that okayness coming through from that extra age that you know 13 and 12 year old coming through there. So blood oath is something that 35:51 you know, the but the blood of the tests is that you know, nobody knows where he finds his barrels or his bourbon but you know, he puts together 36:00 product that is very unique and is for the the bourbon enthusiast. And if you'd like I can read you know what the actual blood oath label says on there. But it'll, it'll, it gives the whole story but if you think about it, you prick your finger with a buddy, and you make a blood oath, you know, you don't tell, you know, tell those things. Only you guys know where it's from, and tell you get on the podcast and 36:23 reveal everything. It's all we do. We sit here and poke and prod until you run out mash bills and ages and where your source your barrels, we save our blood. 36:32 So that's cool. I mean, that's, I think that's a side of, of, at least that particular brand that most people don't know about. You know, for I mean, I can remember when I think blood was packed, one came out, and there was just kind of this, like, what is this? Where do they come from? It's in a box like, what, what is this stuff? And so now we kind of have a little bit more of the information and really kind of what goes into it now. Now I know that each pact is uniquely different as well. It's not so 37:00 supposed to be this 37:02 similar creation over and over and over again? Yeah, the main similarity and that's only three barrels yet another thing to three three extra age Bourbons is the main submit similarity, excuse me, and, you know, each year, different box different label different flavor profile completely. And it's something that that john can really get behind and put, you know, a lot of his passion to it as well, other than, you know, all the other Bourbons, but he loves the blood oath, and it's growing in popularity, you know, year over year, we've continually made more of it. It's still allocated. 37:36 But I believe we made 37:39 I think it's 5003 in cases for this one, so about 15,000 bottles, maybe a little bit more might be vitamin 17,000 bottles, but it's allocated bottles for three barrels. You know how you're doing that? 37:51 Well, it's not three barrels total. Oh, yeah. Okay. 37:55 I thought it would be different. I literally thought it was like three barrels. No, no, so like, math as well. 38:00 All right, we'll take about we'll take about 40. 38:03 About 40 barrels. So like with the pack for we had 40 to 10 year old barrels that we sent back to the cooperage, they took them apart, scrape the number three char off, put them back together, suck a flaming hot rod in the middle for about an hour, put a very deep toast on them, put it back together and send it back to us. And then we aged that nine year old or finished that nine year old for an extra six months in those barrels. So it wasn't all three Bourbons finishing those barrels, it was only that one. So then john will blend them together in whatever way he finds, you know, best so that he gets those flavor profiles that he's looking for. So it's more than just it's three, three types of barrels. But it's not three barrels total. Gotcha. And so it was was Rebel Yell acquired at the same time as David Nicholson. About a year before but right around the same time. Yeah. Yeah. Because that's, that already has a pretty historic past, you know, being something that was at Stillwell or stuff like that, you know, it's it's good to kind of get the background of 39:00 What these are and I'm assuming this is this is the the line that you have right now in your Bourbons. Yeah Miss Rebel Yell at her Brooke split oath and David Nicholson, the Rebel Yell we just reintroduce, or we just new label on it, which you know pops much better than the old one, you can really read the lettering. So we've reintroduced that to the, to the market. 39:22 You know, we're coming out with new bottles and new new products eventually, as you know, as we get going. 39:32 There'll be there'll be something along the lines of you know, a regular or just like a distillery product from Lux row. 39:40 So definitely look look forward to seeing that at some point. 39:45 But yeah, this is this is our line. These four products are two mash bills. I ride Nashville and our we did Nashville, we can get to all of our products from those. Hmm. And so I guess let's talk a little bit about the distillery here because 40:00 Cuz we mentioned when we were walking and talking, breaking ground around 2016, which was, you know, for us, I remember doing the podcast and we're like, oh, what's this place that's getting ready to start and we didn't really, really think anything of it now, a couple years later, we're here finally doing a podcast. Yeah. And then you realize they make you know, they have Rebel Yell and all those brands, all the big brands, yeah, I'd never heard of before. And so kind of talk about the the timeline of breaking ground. When you first started distilling, getting everything online, first barrel, everything like that. Yes. So see, we broke ground, January 2016. 40:39 The ballers lived in that house pretty much two weeks until we broke ground on the property. So it was still their family farm pretty much up until then, I mean, we obviously haven't get out. 40:50 So yeah, we broke ground, January 2016. We're on about a two year you know, we wanted it to be you know, up and running in two years. So 41:00 January 2018, I think January 10. We filled our first barrel, January 5, we turned the steel on. 41:06 And then April 11, we opened up to the public. So that was our grand opening. And that was a huge day not only for our family, but for our company. It was the largest investment that we've ever made for our company. But it was really big in nursery, more morale, but just for the whole team, I mean, my dad shut down our whole company in St. Louis and bust about 350 of his employees out here so that they could stand out on this front lawn while we had bagpipers walking, you know, taking my mom and my dad and David Bratcher, the president of our company down to the flagpole to, you know, to raise that Lux row flag for the first day. So you got people that, you know, have worked have driven a forklift in a warehouse in St. Louis for 30 years, with a smile on their face coming to work every day for my dad and my grandfather. That got to come out here and see firsthand where they're, you know where that Rebel Yell or that Ezra Brooks is that they're pushing every single 42:00 All day unloading trucks they got to see firsthand where that's made with with their co workers. And it really spoke volumes you know who our family is and what we're all about and just to have everybody out here is just a really cool experience. You know, April 11 2018 we'll remember that day is you know, the day that you know we we cut the ribbon on this place and open it up to the world and that really is what you know what what we did you know, not only here in Bardstown but i mean i'm going to London next week to you know, work in the market with our with Ezra Brooks and rebel yo with our, our international reps over there. So 42:37 to see a grow over the past, whatever it is year and a little over a year and a half now from where it was to where it is now and then just envisioning where it can go, you know, over the next two 510 years and past that is really special and just to see, you know, everybody in the company, really get behind 43:00 Everybody in you know, in our bourbon 43:03 section of Lux co get behind it and all the events that we're doing, we're now going to be at at every whiskey fest around the country. So Chicago, San Francisco, New York. 43:16 I'm missing a couple nights, but there's no whiskey fest whiskey in the winter in St. Louis. We'll have a booth there. So you know, the everybody's really getting behind it, especially here in Bardstown. I mean, you got to tell better mommies, they've got our products and they love it and they'll they'll sell it or 43:34 you gotta love Manny's Gotta love nannies you can't go wrong with the country cooking there. Yeah, we had one actually. We had a group that came here. I was like a VIP tour or something. And they went to mommies for breakfast. And they were just like, That was crazy. The pancakes are huge. And I couldn't even like we're bloated. Yeah. secondaries. Yeah. 43:54 So talk about why did you all decided to do the distiller here and not kind of do a footprint 44:00 You know in St. Louis, 44:04 there are more craft distilleries popping up around the country now, more than ever before. So how do you find the best stories and the best flavors? 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Use code pursuit for $25 off your first box. 44:52 Why did you all decided to do the distiller here and not kind of do a footprint you know in St. Louis, you know you got a bunch of breweries here 45:00 They're, you know, a nice big city like, you know, in your bottling they're still currently why not do it there and instead of kind of putting your foots down here or not your foot putting making your stamp here in Bardstown? Yeah, definitely, I mean, I think I think that you know Bardstown is the heart of bourbon country. And we found that I think we wanted to be around everybody else. I think it definitely helps us being here. Versus you know, being in St. Louis. We have our other our plant in St. Louis, where everything else is made. But you know, this is bourbon country and we wanted to be by by the other distilleries, and we wanted to be right in the heart of it. Like I said earlier, you know, the, the Napa Valley of the, you know, of the Midwest is that bourbon trail right now, and yes, people are going through St. Louis to you, but they're gonna go there and see beer when they're coming through Kentucky. They're coming for bourbon and we needed somewhere that could be you know, 100% about our Bourbons that we could, you know, really get behind and, and we 46:00 been, you know, we've been sourcing for 20 years so we've been driving our barrels from Kentucky back to St. Louis for 20 years and it's been working for us why change anything now? Why not you know break ground in the heart of bourbon country where we have that limestone filtered water. I mean, we just still we cook we ferment with Bardstown city water, this limestone filter we don't do anything with you know, with it when we're putting in the cooks or anything like that. Well, you know, we'll reverse osmosis, purify it when we're, you know, we're proofing down everything, but to be here in Bardstown in the heart of it is what it's all about, and that's where the most traffic is. That's where people want to want to come to see that bourbon, and also, in Kentucky in it's the same weather as Missouri. You just get it about a day later, but you get all four seasons. You get all four seasons, very hot summers, very cold winters. So that aging process is really unique here in Kentucky, 46:54 and is probably the best agent process for bourbon. 46:58 So I mean 47:00 We're right in the home in Lebanon, Kentucky is not far away so independence Dave it's easy to get barrels from them. Everything very centrally located here in Kentucky. selfishly I like being in Kentucky because it's close enough to St. Louis Right. You can drive back for a few hours and one hour drive. Yeah, it's not bad at all. But I think this is where the majority of people know what they're talking about here in Kentucky for bourbon. And you know, when I got started I in the industry I it was a little challenging for me because I was kind of just cold calling on different bars and restaurants and stuff like that and the saturation of bourbon in in Kentucky. Louisville is just insane. I mean, you go into any bar and there's more than 100 Bourbons on there. So 47:48 to be able to get our name behind something that can compete directly with those big brands. With Lux ro but also you know, Rebel Yell is growing as her Brooks is growing. David Nicholson is growing. David Nicholson reserved 48:00 The biggest you know our top skew coming out of the distillery here you know it's it definitely speaks to the location that we're in. I guess I forgot to question about this so what's there between this the regular David Nicholson and the reserve the 1843 is a four year old we did at 100 proof so for us we did bourbon in the reserves a seven year old ride burn out 100 proof There we go. Yeah, so once we add ones ride, Alright, so now our listeners know exactly what you're looking at when you're perusing your store shelves. 48:29 So I guess, you know, as we kind of keep talking about the the distillery here and everything like that, what's the I mean, it's a massive still so kind of talk about the relationship you have with Vendome and and the size of it and kind of like how much product you're pumping out to. Definitely so yeah, we got are still 43 feet tall. 36 inches in diameter handmade custom copper still from Vendome in Louisville. So family operated with the Sherman family. 48:54 They are the best when it comes to still making this obviously, other stills hillbillies. 49:00 Try it instills. I would think Vendome is up there with, you know, the best in the industry. 49:07 But yeah, so Ours is a 43 foot column still, which then feeds the low wine into our doubler, which is also made by Vendome. I'm not 100% sure the capacity of the doubler. But once it gets into that double, there's a slide on that one. 49:23 pure, pure alcohol in there, no more grains or anything. And we're going to pump out about a million million gallons a year, which is about 70 barrels a day with the capacity to do about what we do about 20,000 barrels a year and we have the capacity to do about 50,000 barrels a year. If we add a couple fermenters 49:42 down the road when when we need that to production to jump up. Is that based off like what you're kind of seeing sales in the marketplace, either current brands or more is that kind of like we see this is the growth of what this company is going to be. Yeah, a little four to five years. Obviously, there's projections and I don't see those projects. 50:00 firsthand, but I think you know, we deplete about 20,000 barrels a year. So maybe a little bit less. But as as those projections and stuff as we get rid of some other barrels that we have at other distilleries will, you know, by the time those are finished, we'll be ready to dump our first four year old barrel here and we can just kind of jump right into it same seamlessly and that's what was kind of unique about us building building here as well is that you know, we've been in the bourbon industry owning our own Bourbons for over 20 years and and we've been doing it you know, we've we've had it it working very well and very good relationships and to have those those products. We're doing the same thing that those other distilleries had been doing for us, except now everything's in house and we can just, we were able to have have barrels aging, 50:56 continue producing those products and having them in the market. Why 51:00 We're building our distillery. So whereas you know, a smaller craft distillery that's just popping up out of the ground, they're either going to source their product off the start, or they have to wait, you know, a year or two years for their first product to come off the still or to be dumped out of the barrel for us, we could just jump right into it. 51:18 And they're not too much of a leeway. And in you know, getting that still turned on pumping out juice and just jumping right back into that, that process of putting bourbon in, you know, on the shelf. Yeah, I guess that that also kind of leads into another question is when you start thinking about when the day does come when your barrels are ready, until you said like 20 2022 2022 is kind of like the date that you all are aiming at. Is there ever any any worry because, you know, if you're, if you're sourcing and you're buying and you've been buying at a consistent product, and you kind of know exactly like what it's going to be at that age, you have a little high confidence and then now you're kind of like Okay, now we're working with our equipment. 52:00 Is there any sort of thoughts or worries to say like, God, I really hope it's gonna be ready in four years. Personally, I don't have any worry. But people in the industry I'm sure will have worry. 52:12 For I don't have any worry for a couple reasons. One, I've tasted our year juice that came out of our first make barrels. And it's absolutely delicious at 125 proof very calmly, very dark for a year, which gave me a lot of confidence into what we're going to be taking out of those barrels, you know, three years down the road, but also when when we're doing the exact same thing that those other distilleries you know, had been doing for us for 20 years, our head distiller was, was you know, we were deciding what that Nashville was going to be stuff like that. But when we pull our barrels, you know, especially for our Rebel Yell, and our Ezra Brooks, as well as some for the David Nicholson, but mostly the rebel Jonas for Brooks, we're going to pull in a cross sectional method from the Rick house, so we're not going to rotate any of our barrels so when we pull those barrels, we're going to pulled 200 barrels, maybe 250 barrels at a time and blow 53:00 those all together to get to that consistent, you know, flavor or proof that we've had for the past 20 years that's been, you know, award winning or that we've been putting on the shelves year in and year out. So, and that's all tested by our head distiller and some people back in St. Louis to making sure those flavors are there. But me personally, I don't really have anywhere because we have the best in business, you know, doing what, what they do here, but I'm sure that's going to be a thought of some people once we get our first product, you know, that we actually distilled here, you know, into the market. Y'all trying to kind of replicate the existing profiles you have now with the existing brands is that kind of what your match bills are geared towards is kind of replicating the agenda now. It's gonna be the same Nashville, we're using the same corn we're using the same wheat or rye, we're using the same yeast, everything like that. We're just doing it in house now. So gotcha. You know, it's, it's hard to I would think that would be the smart way to do it. 53:56 Yeah, I mean, it's it's hard to it's hard to kind of replicated 54:00 offer, you know, a year and seven month old barrel shirt. As we get closer and closer, I'm sure that replication process will become more in depth and taking a couple different barrels and mixing them together and proofing them down to see if we can get to that exact proof 54:17 for that exact flavor profile, which I know we will. 54:22 But yeah, I mean, there's definitely, I'm sure there's definitely some worry or thought into if it's going to be exactly the same. Mm hmm. I mean, I think that's always a always a concern when you're doing this and figuring out Okay, do we do we keep the sourcing do we start blending a little bit, that sort of thing as you start going down that path? Even more? 54:44 And so we kind of went on the tour kind of so we have what 1212 fermenters here 12 54:51 I'm already testing my knowledge here. 12 fermenters a massive still doubler what else am I missing that we kind of solve on our little tour here? 55:00 We talk about think tanks. So you got some proofing tanks, we'll we'll put, we'll put juice in the proofing tank said 140. And we'll prove it down to 120 4.9. For it to be bourbon can't go in 125 or higher. And so we'll talk about the storage capacity we have here too, because we were able to go inside there you have this beautiful wall of barrels, anybody that missed you can always check out Instagram scroll way, way, way back and you can probably find it but there was a an idea that they had of being able to make an impact when you come into a particular warehouse 55:34 to kind of talk about what that is. Yeah, so my dad Don and David Brasher, the president of the company had a really good good really great idea honestly to take out first couple Rick's and and Rick house and just make a big wall of barrels that people could see and, and allow people to really, you know, see what a wreck house looks like see the magnitude of a wreck house. 55:59 You 56:00 See how many barrels are in a wreck house from floor to ceiling instead of just being in a confined claustrophobic area and and leave you know a lasting impression on on people that come to the distillery 56:13 I don't don't quote me on this but I believe it's probably the number one picture people take at our distillery once they get in there the wow factor is definitely ducks. Yeah number two speaker blend them together and make one 56:26 you know the wow factors you know definitely there we have we have in that Rick house will all of them were are built by bucyk construction here in Bardstown also family owned operated. But you know, they were kind of skeptical about it at first until they did some engineering on it and they found a way that it would work. And so we were the first ones to do it. We're one of you know that Rick house is one of a kind in the industry. So they've bucyk is brought other people you know, that are maybe interested in it to kind of look at that, but all of our rec houses aren't like that. So that one holds our first one Rick house, one holds 57:00 19,200 barrels, and then all of our other Rick houses hold about 20,000 barrels. So if my math is right, about an 800 barrel sacrifice about 800 barrel sacrifice and we definitely think that that sacrifice you know paid off an aesthetic purposes. 57:18 I'm hoping that those barrels stay on that wall for a very long time, at least like 10 years. Me personally, but I'm not the one calling the shots when it comes to what barrels are being pulled. But, you know, we've got some special barrels on that wall that people can see and hear the story about. 57:36 And you know, those brick houses, that's where the magic really happens. I mean, in my mind the barrels most influential aspect of the bourbon process, see 70% of the flavor or 70% of the flavor 100% of the color. So it'll be interesting to see how a little bit of that extra airflow kind of affects the barrels in a positive or negative way. We hope all positive Yeah. 58:00 Either absolutely, hundred percent. But, you know, it's it's just we tried to be differentiate ourselves from other distilleries in a few different ways through visuals, whether it be the video at the start of the tour, the artwork throughout the tour, or, you know, the Rick house, you know, very, very visually appealing that people you know, it sticks with them when they when they leave here. Yeah, it's one of the first warehouses we've been around to recently that doesn't have like the black fungus several or Yeah, so we don't have that yet. We'll get better. I think it's starting to grow on a couple of the small trees out there. Yeah. 58:40 It's like every tree bars on the black like, like you brazenly like what's wrong with your trees? It's like, I'm worried. It's just the 58:47 tree. It's just the bourbon. It's just the bourbon talking. Yeah. So you know, last thing I want to kind of talk about because I think the brands are a very sort of focus for what you do in all the ambassadors 59:00 centering. I think that's a word that you that you do around the globe, sort of what is what has been like the one thing that people latch on to when you talk to them about their brand or about your brands? Like is there one thing in particular each one of these that they're kind of like, oh, wow, like, I didn't know that, or that's a pretty cool little factoid. I think there's there's a couple things. I think the roots behind each one of our brands is very unique. And people don't realize the roots that you know, each brand has come from, I mean, you mentioned if you mentioned stitz, a Weller to anyone that you know, drinks bourbon, they know that it was a very prestigious distillery back in the day that you know, has amazing juice that we've continued that you know, that process or you mentioned, the Van Winkle family. 59:44 Everybody knows who you are, most people that drink bourbon, know who, you know, the van winkles are so I think that the, the, the roots of each one of our Bourbons is very unique. The flavor profile is very unique, but what I really enjoy about this job 1:00:00 is telling our family story and how we've grown throughout the past 60 years, starting as just a small you know, private label distribution company in modeler all the way up to one of the top suppliers and you know, in the country, if not the world of spirits and to be able to grow that family name into bourbon is very special for for not only myself but for our family as a whole. I mean, I've my mom, and it was absolutely a job to raise me over, you know, 25 years but she put her heart and soul into this distillery for two year process and, you know, 1:00:45 the tasting room the visitor experience that was all her so to see, to be able to tell our family's story and put it behind not only the brands but the whole distillery in general is very special and I think people will actually latch on to it. 1:01:00 at, you know, whiskey fests and stuff like that. Because 1:01:06 no, okay, like you're saying, some people do know the brands, some people don't know the brands and, and if you can give them something to latch on to that reminds them of that brand. I think it's it helps them, you know, one they'll drink it, they'll maybe ask for that over a different product and at the store after, you know, they go from San Francisco whiskey fest drinking all day and night and the next morning, they're like, oh, what was you know, what was that? What was that product from Lux, Rhoda. Still it was that thing I can't remember. And then maybe, maybe they remember it. Or maybe I was just in the liquor store that they go to. And they walk in there. And I was just, I personally had just been talking to the owner and talk to them and explained all of our brands. So they walk in there and they say, Oh, do you have any brands from Lexapro, distillers? Oh yeah, we have Rebel Yell we have as Rob Brooks. We have these great 1:02:00 Are any of those ringing a bell and they can kind of relate to, y

Today, on the podcast we talk with Paul McLaughlin. He might not be known to you yet, or his cooperage, but the story he shares and how they hone their craft is like no other. We had the opportunity to check out Kelvin Cooperage and get a behind the scenes tour of their barrel building process. It’s amazing how everything is still very labor intensive and they use machines and tooling that have been part of their process since the beginning. We dive into toasting on a natural fire and what makes their barrels different from other cooperages around the country. We also discuss the economics of a cooperage and how they are trying to satisfy the growth of a world-wide demand for used barrels. Show Partners: The University of Louisville has an online Distilled Spirits Business Certificate that focuses on the business side of the spirits industry. Learn more at uofl.me/bourbonpursuit. Barrell Craft Spirits has won a few medals at some of the most prestigious spirits competitions out there, but don’t take their word for it and find out for yourself. Learn more at BarrellBourbon.com. Receive $25 off your first order at RackHouse Whiskey Club with code "Pursuit". Visit RackhouseWhiskeyClub.com. Show Notes: This week’s Above the Char with Fred Minnick talks about faulty pipe systems at distilleries. Where are you from? How did you get into the barrel making business? How did you get into bourbon? How does Kentucky compare to Scotland? When did you join the family business? Was it hard to have your brother as your boss? How is your process unique? What is the reasoning behind toasting? Tell us about the natural fire. How long does it take a new cooper to get the hang of the process? Do you rotate positions? Do you have a high employee turnover? How many used barrels are you buying per day? What other barrels do you get besides bourbon? What's the craziest barrel you've made? Tell us about selling barrels in Asia and Japan. Let's discuss the economics of barrel making. What is your quality control process? What makes your cooperage appealing to customers? Is it harder to make a 25 gallon barrel? How do you see this business growing? How do you source oak? How do you determine pricing? What about secondary finishing? Where do you see the business in 10 years? 0:00 If you have a bachelor's degree and live anywhere in the United States, there's now a way for you to take your bourbon education to the next level. The distilled spirits business certificate from the University of Louisville is a six course online program that will prepare you for the business side of the spirits industry offered by the AACSB accredited college of business. This certificate is taught by business professors and industry leaders from Brown Forman beam Suntory jack daniels and more. join this one of a kind experience and prepare for your next adventure. get enrolled into this online program at U of l.me. Slash bourbon pursuit. Literally guys yelling the barrels over hand putting them over top of the fire. Yeah, and they kind of like stepping back a few seconds letting it do it, but 0:46 it's a tough job in the summer like jumping. They're gonna smell like 10 huge fire, scared chiller. 0:53 I feel like I'd be like, keep my arm here. 1:08 This is Episode 240 of bourbon pursuit. I'm one of your host Kenny and I've got this week's bourbon news roundup for you. Woodford Reserve is releasing its annual limited edition Hyperloop expression. Woodford Reserve batch proof. This year it's bottled at 123.6 proof and this expression is part of the annual masters collection series. Woodford Reserve is proprietary batching process for this release is done by blending barrels into a batch and bottling the whiskey at its actual proof straight from the barrel. The batch proof is crafted using the same grain built in process as Woodford Reserve. And this limited edition collection is available in select us and global markets with a suggested retail price of 129 99. There's a bill working its way through a Olympia that would address what seems like a monopoly on selling liquor in Washington State and it's House Bill 22 04 in 2011, the state liquor stores in Washington State let private businesses sell alcohol, it came out of initiative 1183. But some big corporations like Costco in some grocery chain stores seem to get the bigger benefit out of the initiative because in order to sell spirits, you needed to have a location with over 10,000 square feet. A new bill would actually let smaller businesses sell spirits. And last week that bill passed out of the house commerce and gaming committee on a 10 to one vote. So soon you can get your bread, milk, beer and bourbon at a convenience store across Washington State. And Australian couple stuck on a quarantine cruise ship with cases of Corona virus on board have managed to get their wine delivered by drone posted on Facebook by Jan and Dave been skin on February 7. The couple provided an insight into the life on a quarantine diamond princess cruise ship off the coast of Japan and more specifically Getting wine onto the ship. The Naked Wine Club received the request from the couple who wanted to know if they could get their wine delivery while stuck on a ship. And to everyone's surprise, they accepted. The couple posts stated that two cases of wind were delivered by drone to the ship and said that the Japanese Coast Guard had no idea what was going on. I don't know about you, but having bourbon delivered by drone is something that I can start getting behind. A Tokyo restaurant chain has opened up a small pub in one of the city's busiest train stations. But it has a robot bartender serving drinks to commuters on their way home from work called xerocon. Robo tavern. The bar is located in Tokyo is I keep a train station and is owned by your own gataki a company that operates a chain of casual restaurants for after work drinking around the country. This pilot program will run for about two months. But here's the kicker consumers will first pay for the drinks at an auto I made a payment kiosk and receive a QR code of the receipt. you scan that receipt at the robot, and it takes about 40 seconds to pour a glass of draft beer, or a little under a minute to deliver a cocktail. But also, the robot has a set of cameras built into it screen to monitor the emotional state of customers tracking whether they're happy, or if they're growing impatient. So look out bartenders, the robots are coming. vending machines that dispense spirits are becoming more common around the country, but mostly the establishments such as restaurants or bars that already sell alcohol. Anheuser Busch InBev recently introduced beer box for use at concerts, sports arenas and music festivals. And back on January 31, the first District Court of Appeal in Florida overturned the state's 2017 denial of a residential condominium to sell beer and wine in vending machines. This was originally met with criticism from several traders including the beer industry of Florida, Florida beer wholesalers, so Association in the Florida independent spirits Association, but the court struck down the divisions order and that nothing in plain language. afforda law prohibits the sale of alcoholic beverages through automated dispensing machines. So who knows, that can get your bourbon soon through vending machines. Now today on the podcast, we talked to Paul mcglothlin. He might not be known to you yet or his cooperage. But the story he shares and how they hone their craft is like no other. We had the opportunity to tour Kelvin cooperage and get a behind the scenes tour of their barrel building process. It's amazing how everything is still very labor intensive. And he's using machines and tooling that have been a part of their process since the early 1900s. We discussed how he got into the family business of running cooperage from Scotland to Kentucky, and how he dives into their process of toasting unnatural fires are really what makes their product different than any other to purchase around the country. Then we dive into some of the fun part about the economics of the cooperage. And what they're doing to satisfy the growth of worldwide demand for used barrels. Now, make sure you also follow us on social media. And you can see some of the pictures and videos from our visit to Kelvin cooperage. And if you aren't a supporter of the podcast on Patreon, I encourage you, please go and check it out. In the past two weeks, we've released two Elijah Craig barrels, a 1792. foolproof and a willet seven year ride that we all selected with our Patreon community. These are now all sold out. But you don't want to miss your chance to get your hands on the next one. So view all that we have to offer a being a part of this community@patreon.com slash bourbon pursuit. And if you're listening on Apple podcasts right now, make sure you hit that subscribe button because you're probably missing out on all of our bonus content. Every Tuesday we released a two minute podcast called whiskey quickie. And if you aren't subscribed, you won't see the bonus content that we post But hey, if you're listening on Spotify or I Heart Radio, you're all good. And thanks for being a listener. All right, let's get on with the show. Here's Joe from barrel bourbon. And then you've got Fred minich with above the char. 7:13 It's Joe from barrell bourbon. Our Bourbons have won a few medals at some of the most prestigious spirits competitions out there. But don't take their word for it. Find out for yourself. Use the store locator at barrel bourbon calm. 7:26 I'm Fred MiniK. And this is above the char. Listen, it happens sometimes we buy a bottle of bourbon we get home we taste it, and it tastes like musty corn or stale potato chips or drywall or some type of plastic or chemical. And we just completely dismiss that brand. Whether it's new or something we've been tasting for a long time we taste it in that moment. We're like yuck, I don't want it. Now, I've been doing this long enough to know that there's a lot of pieces that go into making American whiskey from the time That the whiskey goes into the barrel, the time it gets into your bottle, there's probably hundreds of factors that could influence the flavor. Things that you don't even think about. Like for example, there was a distillery that recently found hunks of corn in their pipe system. So as it was, they were pumping it into the steel, they found little hunks of corn that were getting stuck a kind of like a collar part. And what would happen is, is that corn got moly, and it started spewing out all kinds of unwanted bacterial flavors and notes and it took them a while, a few bad batches before they figured out the cause of it. In fact, when you go to a distillery and they're on shut down, you can't take a tour. Chances are they found something like that. They find it quite frequently. Very recently, I was at a distillery I'm not going to name who was because it's a new distillery. And right before their bottling line, I learned that they had this PVC pipe before the the whiskey got to the bottle. When I was tasting it out of the barrel, I was like my goodness, this is fantastic whiskey, especially for young distillery. And then when I tasted it out of the bottle in their in their tasting room, it was absolutely different whiskey I tasted this really rough edges plastic note. And I told the distiller this and he said, Well, you know, it could be this PVC pipe that we have here. And I was like, I'm not telling you that it's that or it's not that all I can tell you is that I taste plastic, and he changed it. Now, look, I hope that changes the flavor there. And it was indeed the plastic that was causing that and that distillers no longer going to have to worry about it. But the reason why I point this out to you is we tend to be very critical and very judgmental about the whiskeys we drink and we tend to stay focused on things like warehouses, mash bills East but the fact is, there's a whole A lot that goes into making whiskey and those mechanics, those repairmen, all the people who touch every single inch of that distillery, they all make an impact on the flavor that you taste. And that's this week's above the char Hey, if you have an idea for above the char hit me up on Twitter, Instagram, Facebook or my website, Fred MiniK calm until next week. Cheers. 10:28 Welcome back to the episode of bourbon pursuit the official podcast of bourbon, Kenny and Ryan here on the Shively side of town the lively Shively but our local owner, but I mean this is a this is a part of town and in not only that, just as it's just on that level, but you know, really the topic today is talking about one of the biggest factors that goes into contributing to the flavor of the whiskey flavor of bourbon. And that is the barrel in itself. Yep, 10:55 distillers like take all the credit but it's the it's the wood it's magic that happens we outside of that and, and, you know, we were just walking around the plant and you know, it's it's always humbling and awesome experience to see just you kind of forget how much labor is involved in like, from barrel to bottle and like you just get an appreciation and like so now every time I want to say a bottle sucks, I'm not going to say it because I just saw a bunch of guys sweating working their asses off and like it's really cool to see that, you know, what really is one of those things that there's just so many hands involved in it. 11:29 Yeah, and we're going to talk more about some of the process and what we just saw. We just took a tour of the facility to kind of get some context of, of the situation. And yeah, I mean it was it's a doing wrong, there's a lot of machinery involved, but there's it's not as heavy as automation is like a bottling line now, there's still it's a very hard labor as process there's a lot of quality control and quality checking that goes into it. And And not only that, as we'll talk about the fire and it's very unique compared to a lot of people with inside of the industry here. Of how How they toasts and how they chart barrels and how it is going to derive a distinct profile at the end of day for two. 12:06 Yeah, and I know why our guest wears black shoes. Walking around. Kenny had some Chuck Taylor white Chuck Taylors ons like those are yet 12:17 so we just had our guest dr in there. So let's go ahead and introduce them. So we have today we have on the show we have Paul McLaughlin. Paul is the CO owner of Kelvin cooperage So Paul, welcome to the show. Thank you. 12:27 Thank you for having me. 12:28 I love having you here. Absolutely. So before we kind of get in talking about the business and talking about barrels and stuff like that, let's talk about you. Did you ever growing up I mean so by the way if if people didn't catch catch on you have an accent right so slightly Yeah, so you're not really like the sap like really deep South Alabama, from Shively? No. 12:51 No, so we I grew up in Scotland and my family there had a small cooperage mainly repairing barrels for scotch whiskey industry so it was a pretty small operation. So I've been around barrels all my life and swore I would never work for the family business. So was the name Calvin. It was Calvin Coolidge up yet. So my dad started Calvin cooperage when he was young service apprenticeship when he was 15, and then started the cooperage when he was about 2122. So, you know, had a good run with with that. And then in the early 90s, we realized that it made sense to repair the barrels in the US before we shouldn't have discovered it was a very simple idea, but it was quite revolutionary at the time. So we was this because a lot of stuff just ended up being too damaged by the time while you're shipping bad would, you know, freights expensive so why not maximize your freight costs by shipping on the barrels that are ready to fill without needing to be worked on. So that was kind of the genesis of our move to Kentucky. So we came here or my brother came here. Kevin is cooler with me, came here in the early 90s and started out during repairing us bourbon barrels and send them back over to our customers and Scotland. That was right around the time that American oak was being just kind of rediscovered for wine barrels. So we started making wine barrels and that was where we learned how to toast and treat wood the right way, you know, slow toasting and everything. And then of course, craft bourbon came along and we jumped in 14:35 with two feet into that 14:37 is a lot Why did you say you would never jump back into it? And then why did you jump? 14:42 Why would you do anything with with the Merrill's you know, working with my family, you know, I know that that's a tough dynamic A lot of times when it's proven to be at times, so I wanted to avoid that. Unfortunately, the way I avoided it, but by becoming a lawyer A few years as a lawyer, I would have done anything including working with the family. So 20 or so years later here, I am still very cool. Yeah. 15:09 Okay, so let's, let's also talk about it. So your family was was already doing this for the scotch whiskey industry. Correct. I'm assuming that, you know, in growing up over in Scotland, and people probably say the same thing about us being in Kentucky. I mean, I guess whiskey was was probably pretty common in the household and Oh, yeah, 15:26 yeah. All was a blended scotch. That was just the standard, like bourbon is here. Yeah. You know, that was all people drank. Although growing up, it was more of an old man's drink. You know, that's certainly not where I started out. 15:41 Yeah, we're just start out with it. Well, 15:43 you know, playing a lager. Yeah. 15:46 Yeah. And I still like a pint of lager. 15:49 Was there a turning point for you when you said like, I can, I could probably get on this whole whiskey train to when I moved here. 15:55 Yeah, I found bourbon much more approachable than then. scotch whiskey. You know, to start learning about whiskey much more drinkable. And what was what was the thought process in your head did that because, I mean, we've we've had scotch before and you've got such variations of single malts. Yeah, we've got Pete's and non Petit and then but then like you got the corn side of it that brings this sweet flavor. So what was your kind of? It was just trying bourbon when I moved here, I'd never really drank it before. And everyone was drinking it. So I thought well give it a shot. Yeah, everybody join them. Yes, I might as well and I got local and it was good. You know that that was the light bulb was like, wow, this this stuff is good. It's got some complexity. It's a bit more interesting than just a beer or wine. You know, it's a nice change of pace. What did you What were your first thoughts when you came to Kentucky and like, how did it compare to Scotland? Well, yeah, like, I moved here from Southern California. So that was a culture shock. You know, I was living on the beach in Southern California working as a lawyer. So coming into This environment here it was in San Diego. Yeah. No, it was a big change. Yeah. But you know, I'd been in visited so I knew I liked Louisville and I like the the kind of the countryside you know, the rolling hills around here remind a lot of people of Scotland and I felt the same. So you know, and there's you know, friendly friendly people terrible climate but but you know it we it is getting raging whiskey though because that's the only thing and for seasoning words so it works. It works out well. But no, we've loved it since we've been here. You know, my my kids have been born and raised here. So we're, we're all in what's awesome. 17:41 So So kind of talk about the genesis of of the of this cooperage as well because your brother came here kind of started it and then when did you say like okay, what was that was the turning point when you said I'm ready to start 17:53 joining the family business. What year was that? thought came in 2001. Okay, so I've been practicing law For four and a half years at that point for a big, big international law firm doing kind of soul crushing business litigation, mainly petty discovery disputes. So, look, young partners, which was what we were all aspiring to as beginning lawyers. And they were all pretty miserable. So I thought, why am I Why? Why am I aiming for that? So my wife was, was working at the same law firm as me. And we both just said we need to get out. So family business here, we're 18:33 ready or not? Yeah, 18:34 yeah. So 18:36 yeah, let's say So you started here. Now, was it hard with your brother your boss at first, or did you kind of like how 18:42 did that so that's all part of that. family dynamic? Yeah, I was a bit hesitant. older, younger, he's seven years older. Okay, 18:51 gotcha. Yeah. Younger, 18:54 would be really and he also served as apprenticeship and Scotland. So he's a he's a fully qualified Cooper, which I'm not and which he reminds me of. 19:07 Yeah, there's some fun dynamics going on. 19:09 Yeah. So talk about that different dynamics, what it like you said your brother's the cooperage. What do you bring kind of to this business that maybe you're trying to figure them? Yeah. 19:22 You know, we have a great time running it together. It's a very relationship driven business. You know, you'll have seen that with the people you've talked to, you know, we're all kind of collegial. We've got very long term customers. So we have a great time. And it's an interesting bunch, especially this new kind of craft whiskey. It's brought in a bunch of very interesting, entrepreneurial, different people. All of them have a really great story and you know, they're great fun to work with. 19:51 Were those relationships that before you came on board or were you having to go out and like, knock down doors be like, 19:57 yeah, I want your barrels are You know, you know, and that's what we tell some of the younger people here. So it hasn't always been this way. You know, whiskey wasn't always booming. So yeah, we did have we had times where, you know, we couldn't sell barrels and we had to find new homes for them. You know, we were knocking barrels down and shipping them to China for flooring. You know, they were selling them for less than $10 a barrel, a US battle, you know, which people can't imagine now. You know, they're in such high demand. So yeah, I mean, we definitely go through cycles. Yeah, yeah. This one's just been a really good one for a really long time. Yeah, yeah. Nobody, nobody has podcasts on bridges when you're in a downturn. I went the first probably 18 years here without doing any interviews at all. No one knew we were here knew no one cared. And we've had you know, podcast Video Productions radio shows, you know, you like 20:54 just leave me alone. 20:56 Let me do my work. We are known as a novelty for a while. numberless done. Yeah, 21:02 very cool. And so kind of talk a little bit about, you know, the process here and how it's a little bit different from some of the other ones we've we've had brown Forman, we've had independence Dave on the show, and kind of talk about like, where the process what you do how it's a little bit different hats you need to get anybody else. And not only that is you're doing both ends of the spectrum. You also are getting barrels, you're also brokering and doing a lot of sales, too. 21:26 Yeah. So on our new barrel production that the big difference between us and some of the ones you mentioned is scale. We're tiny compared to independence Dave and brown Forman. So we're not nearly as mechanized, so is a lot more physically labor intensive, intensive. A lot more hands touch the barrels. So we are you know, on a really good day, we might be able to do 500 barrels, new barrels, which sounds like a lot but you know, if you think of other cooperage is doing two and a half to 3000 Today dejenne idea of the scale that I mean, heaven Hill fills 1300 barrels a day. Exactly. Yeah. So we can't keep up with something like that. So, so the barrels we're making, we're doing them a lot more physically intensive, our toasting and charring is all done over natural fires. Using that wine lesson, we learned about how to treat the world with with long, slow toast. Only once that has a toast layer in there. Do we lie the barrel Tatchell ignite and char. And we really believe strongly in that. That toasting process adds maybe 20 minutes to the time the barrels on the fire. So that is a huge constraint on our production, but we're not willing to give that up. We could double our production tomorrow by cutting that out and the two minute gas fire barn but we're not going to do that there's no guy anywhere near these battles 22:56 yet kind of talked about your reasoning behind the toasting as well because I know that you know brown Foreman's typically always known for toasting their burials to independent stage not as much. So how to talk about your, your idea of, of white toast. 23:09 So the idea for me and again comes from wine barrels is your toast layer is an additive layer. char is an extractive layer, it's like a carbon filter. So it's going to extract some of the undesirable young flavors that you get from the new mix spirit. Whereas the toast layer is going to be additive, it's going to add those nice sweet American oak notes that we've all kind of grown to love that kind of, I always describe it as marzipan there's kind of enough He ormandy my listeners are very familiar with Mars a friend, Fred mineva, lovey Mars band, but that's what we're going for. And it gives it that kind of gives it kind of that middle palate that you're looking for fills out in the mouth. And you know it when you smell it, and we smell that toasted barrel back there, and I think you all going to immediately A lot of people describe it as campfire, toasted marshmallows, I definitely get more of the marzipan note, but that's what we're looking for. Once we have that, then we do the char jars important, they're going to interplay, the char in addition to doing all the extractive work, obviously, it gives the color as well. So we want that interplay. And as the spirit expands in the hot months and goes into the wood, and then contracts in the winter, it's going in and out of all those nooks and crannies we create with the alligator char, and it goes all the way into that toast layer, and then back again. So that that's it's the interplay, toasts and char is exactly what we're looking for. 24:42 Yeah, that always been the process and your family's, I guess making a barrels or is it 24:46 something when we were doing wine barrels, it was all about a slow toast, okay. And that's what we learned and we we play around with that on ways to slow it down and you know, do different things. Extend the toaster, get deeper penetration We're applying that to whiskey barrels. 25:03 The natural fire is an interesting aspect of this and I've never seen a natural fire. That's cool. Yeah, exactly. I mean it's it's something that it is it's something that I it almost that the equipment was something that is very reminiscent of a campfire. I mean, like these little metal kind of like tube things that you put in kind of harness everything in there and you kind of you kind of control it. When you bring a Boston button here. 25:26 Like, do you like the perfect 25:28 hovered over? Yeah, yeah. And so kind of talk about what the the differences in in going with a natural fire versus somebody. And that's mostly what the big the big guys do is they have a an automated system, the barrel setup, you count down, it's like three to one and then the run you see this massive like flame come up, and then it's there for eight seconds, 15 seconds, whatever it is, and it's done. So kind of talk about flavor characteristics or imparting of that, like During the HR process, because we sat there as the toasting was happened, and then you also said, watch this guy, he's going to speed it up, right? So kind of talk about, like, what that is like when the charring happens. 26:11 Yeah, so the natural fire, we think are important for a few reasons. Not not the least of which is, its sustainability. We're using our own offcuts, so we're not wasting that would when we shape ahead, we generate the little offcuts of white oak, that's what we burn. So we like that standpoint to it's a bit more sustainable. But we do think it adds some really desirable flavors, like we discussed kinda like drilling a steak on a gas grill or a exotic or the charcoal. Yeah, everyone. Everyone has their own preference. In terms of what we do though. You'll notice there was no timing and no temperature controls back there. There's nothing Yeah, a lot of other people are trying to remove the human element from this kind of make it idiot proof or something. We want a human element. We want our guys to be looking and smelling especially, we want them to know when they've hit that sweet monster panda. And then they let it Ignite. So we've kind of made a conscious decision to not have any timing or temperature controls there. We want the human element because these guys have been doing it for years. 27:17 Yeah, as they say, it's a very unique process and actually watching it happen because yeah, typically, this is all something that is on some sort of automated belt system, but no, I mean, it's literally guys yelling the barrels over and hand putting them over top of the fire. Yeah, and they kind of like stepping back a few seconds letting it do it, but it's a tough job in the 27:35 summer I jump in there. Yes. 27:38 Can huge fire scare chiller? I feel 27:41 like I'd be like keep my arm here today. Yeah, 27:44 yeah. Yeah. That's a tough one. Yeah, yeah, it's um it's good in the winter tough in the summer. So how long like you said these guys know what they're doing? Like how long do you think it takes a new guy to kind of get the feel for it or the one of the guys on the phone or yours today as well? relatively new, it's maybe his second week on the fires. You can tell he's jumping around with it and compared to the other guys, yeah, no longer so a couple of months, ya know, if you can last the summer it'll be all right. 28:12 And so I guess that kind of goes into like an employee rotation is it is where is somebody coming in? It's like, I don't want to say it's like a Ford factory line, but it actually is a factory, right? And do they have one responsibility? And like, that's all they do for their time here, or is it kind of like, okay, like, we're gonna rotate you around. So we everybody kind of has, yeah, we just and we 28:31 don't rotate a ton, but everyone can do everything. So if there are backups, everyone can filter by and clear the backup. So we have a couple of floaters, but most everyone has an assigned position. 28:43 Yeah. And I guess because it's so labor intensive and like you want to keep that human element. 28:49 I do Paul's yard. And we, you know, labor is hard to come by these days and I cut my own loan for example, I can find anyone to do 28:58 it. So So how talk about The labor you know, because manual labor is not like the most appealing thing these days is, you know, most of our guys are 15 plus years with us. Okay, so we have very, very little turnover. And that's key for what we do. You know, the some of them are 20 plus years. So that's been really a great boon for having that stable workforce. 29:20 Yeah, absolutely. So So kind of when talking about back to the business a little bit in regards to scale, we've been talking about like the newly built barrels. I want to talk about a little bit of the sourcing aspect, kind of like, what is what is the magnitude of barrels that you have coming in per day that you're buying on the market from distilleries that you have relationships with, right, and then sort of where does the journey go from there? 29:46 Yeah, so use barrels are coming in from everyone, all the major distilleries and a lot of craft distilleries to would do about 400,000 a year. So they're coming in constantly. It's a constant flow that we need. Most of those are going to Scotland and Ireland, the US barrels but a lot of them are going different places to anywhere. They're making spirits. So are going to Asia a lot to Australia, especially down to Tasmania, which has got kind of a burgeoning craft whiskey market. I didn't know that. Yeah, it's your next trip. Maybe. 30:22 That's my idea. What is their whiskey called? whiskey 30:27 scotch bourbon. Yeah, there's a 30:31 fulfil, put it on the bourbon pursuit credit card. Yeah, funny down airline miles. Exactly. 30:35 So they're going on 40 foot shipping containers 210 barrels to a container. They fit perfectly as if it was made to hold barrels. And they're going all over the place ready to fill so they open container doors, roll the barrels off, fill them right away. That's the idea. And you know people love they use bourbon barrel they know it's only been used once they know it's American oak. They It's got that nice sweet bourbon flavor in it. So it's it's a key taste component of scotch whiskey Irish Whiskey not because they've been doing it for years. And so when somebody is or when you're buying these barrels from somebody I think we had talked about earlier. Is there is there a sweet spot of what you want to be able to purchase? We just need them fresh. You know, the there'll be a mix of different age barrels in different locations, but we just need fresh, not where you're out barrel or 20 now, okay, now, not really the only people that really question that are beer guys. They're looking for something special. Yeah, a lot of times we can't tell what spin in the barrel if it comes from a big distillery. You know, we don't know what run that was or what label it was. 31:47 And I would imagine that you're not putting that much attention to sitting there trying to decipher stamps on the top of them either. 31:54 Yeah, no, we're cranking the they're not sitting for long. You know, they're flying. Georgia. 32:01 And so you also not only just get bourbon barrels talk about the other kinds of barrels with the careers of master distiller spanning almost 50 years, as well as the Kentucky bourbon Hall of Famer and having over 100 million people taste his products. 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And as always with this membership shipping is free. Get your hands on some early release Bardstown bourbon by signing up at rack house whiskey club.com use code pursuit for $25 off your first box 33:21 and so you also not only just get bourbon barrels talk about the other kinds of barrels that you have coming in because you know we've we were good friends with with Bill and other folks from for gate whiskey which I know that you've had a hand in helping them launch their products and they got some unique barrels from you as well so kind of talk about that process of so you know, we're we're always tapped in to people who have different interesting barrels you know, Sherry or port that they've done some some finishing with. So we'll bring those in when we find them and find new homes for them. So like before day, I think we find some x Sherry I think they were For that first release they did 34:01 it's like x Sherry x rum like 34:05 and you know and we smell that barrel it tasted it sounds great. And then we have people like, you know copper and kings are always looking to do not strictly bourbon I know but you know they they will try anything with a barrel, any type of barrel they've got really interesting collaborations going on. And then people like barrel bourbon that do a lot of blending, always looking for interesting and unique barrels. And a lot of the beer guys like to do that too. So, really we've had all sorts of barrels come in from a whole different places 34:36 talk about some of the craziest ones you've seen. 34:38 We made we did we we called it a zebra battle for kobrin Kings where we took new staves and use staves and alternated them out the barrel, Justin, we've taken a red, Melissa, you know, you know what, like the outcome of that was or is it still still still awaiting DVD? Yeah, you have to be patient. As you know, and then we've taken a US red wine barrel and I use white wine barrel and alternated those days. We've done we did with hoppings Kings again and we did a phoenix barrel we called it where we took one of their old Sherry barrels, we took two old cherry barrels, we knocked one down and cut the wood up, use that as fuel for the fire, and then shaved the other one and recharge it over that. cherry wood. That's where the Phoenix name came 35:31 from. He's I've seen the Phoenix barrels from from from that I had no idea like what the connotation was, or 35:40 was it? Yeah, so you know, we say to customers, anything you can think of, we'll try it, you know, because we're always learning and interesting for us. 35:49 Has there ever been one that somebody came with an idea and you're like, man, we're not going to do that. 35:54 A lot of the ideas you can tell are marketing driven where they were looking for something different. So St. barrels the age of underwater don't think they'll be much oxygen exchange through those staves. One didn't get too much fun. Yeah, so you know, you can usually tell when it's marketing driven as opposed to, you know, distiller tasting driven 36:18 the pirate ship going across, you know, in a shipping container on a on a ocean liner or whatever boat they get, you know, like that would Jefferson's ocean sounds like it's salty. Did barrels pick up any song? Yeah, unfortunately 36:29 the they're empty but yeah, I mean and the Jeffersons was a cool one too. Yeah, we did those barrels. And that was a, you know, make sense that, you know, the rocking and the heat is going to do something different. 36:43 Yeah. But these are also going and container ships. So hopefully they're isolated and sealed to a degree where it's not Yes, it's not being right. You're not getting too much sort of manipulation to it. As its as it's making. Joking 37:00 went right 37:02 on point. 37:04 So you we've talked about scotch. We've talked about Irish whiskey. What about like, Asia and Japan? Like, are there? Is there a huge market that you're selling there too? 37:14 Yeah, we send a lot barrels into Japan, 37:18 into Vietnam, Thailand, Myanmar, they're making tons of whiskey all over Asia. And we've done a lot of oil. Yeah, exactly. Yeah. And if they all start drinking whiskey, it'd be really good. 37:32 Yeah. I mean, I guess the, it's always it's always funny to talk about, like, it's in me, it kind of goes back to just global and economic trade to how it's actually cheaper to buy barrels used here and then have them shipped all the way across the world than it is to actually have your own local local cooperage that are in like some of these countries. So kind of talk about like, the economics they're like, because you you've had to in your brother had to help build grow this business to really what it is today and start you on cooperage and you know that the man hours you know the real all the ones bobbing for new charred oak barrels, no 38:13 place. Yeah, that's a great rule. You know, a lot of these places don't have oak, you know, so that's a huge obstacle, right? You know, they just don't have a supply voke American oak is great because it's growing everywhere right now. You know, so there is a good supply. So that's your first hurdle. And then obviously, the labor is a is a big deal and trained labor and equipment, you need specialized equipment. So we use the ship a lot of us barrels knocked down, we've knocked them down, lay them flat on pallets and they'd be reassembled in Scotland. I've heard about that happening to that space delay disappeared because there's so few Cooper's and Cooper just left in Scotland, so there's no one left who can do that anymore. So that's a big obstacle, as well. They just aren't skilled. Cooper's to the same degree. Sir. Once once 39:03 you don't think people you're knocking them down you're like, Okay, one to the name numbering the stays like this out. It's got an order but now it actually takes like, 39:11 Yeah, but either like an Ikea box. Yeah. 39:12 And there's no direction and some places. The we did number the stage but it's still hard right and never get them tight again with specialized equipment and knowledge. 39:24 Yeah, I mean, even going through there and watching the process of you know, first actually having somebody Oh, you mean you have everything that comes from using the planning to knowing exactly the grade and exactly the angle of all these different stages need to be. So that's actually that's probably step five of the process yet everything between there, but then yes, it actually comes to the person where he is pushing or looking at eight to 10 staves at one time and knowing exactly like it's a it's a game of Jenga or a puzzle and I'm playing you watch new battles being done which the slaves are straight on to you. Berlin you're doing it when I heard it. It's that much harder. 40:03 Yeah and then David probably likes as well or do you think 40:06 it's harder harder to actually physically manage on the straight stage you can make stand up with curved one it's it's trickier. 40:15 Yeah. It's It's It's like putting together like a pile of bricks. It felt 40:19 like when you return something out of a box, you're like, how did this damn thing? 40:23 You know exactly. Then you're like, no way. You'll never get it. And exactly, 40:28 yeah, exactly. Yeah. Yeah, I mean, the economies in itself, but I always it did make sense to say let's just break come on down. We'll ship the ship, the hoops will ship staves and then reassemble over there. But now you say it. It's like yeah, once once you do have basically because we saw the process of what it actually takes to bend the wood where you steam it and then once in steamed and it's and it's kind of like an imperfect form that it goes into a machine where it actually does it, it bends it and then somebody sits there and puts the first coupon. You put the Second, third hoops on and then from there, it starts going through more of the, the toasting and in quality control process after that, too. Yeah. So also kind of talk about the quality control because that's it's always a huge factor of making sure that your customers are happy, right? Knowing that you're not going to be shipping out a barrel that's going to be leaking. Yeah, because we've we've had barrels, you go to the workout the Rick house and you're like, nope, shut this one's empty. Yes. 41:25 A nightmare. Yes, we do an air, air and water pressure tests, we pump about 20 psi of air into the barrel and we have a few inches of water in the bottom. So if there are any leaks will see them bubbling out. If they're small green leaks or not or something we might be able to do a quick repair with a wooden smile. Otherwise, if it's something more major, like a poor estate or something, we'll take that Steve out, open the battle back up and do a repair. You know, we're pretty conscientious about that because we have to be you know, everyone's making a good battle. Nice. So you can't have a winner there. 42:01 Yeah, I scared the shit out, man. They're like, those things and like the bug just pops off is like 42:09 what happened? Somebody give me 42:10 alert next time. Keep on your toes. But yeah, for sure. Yeah. 42:14 So talk about some of the your customers and, you know, we got a lot of local brands looking at Yeah. And why they chose you over somebody else or, you know, 42:25 we are I think there is a an attraction to having a local cooperation. We have a lot of local customers that like the fact that we're nearby, you know, it's efficient. And also, if there are any issues were right here enough, they need a barrel. Quickly. We can we can do it. We can help them out. A lot of them opened up during the barrel shortage and they couldn't get barrels anywhere. So they chose us. Yeah. Right Place right time. Right, exactly. But, you know, I think that local aspect is kind of an old fashioned where you would have a local Cooper local cooperage that you work So we do very, very well with Louisville distilleries you know the you know, rabbit hole peerless angels and directors all those guys are very good customers coppering kittens I mentioned as well. So you know, those are all great and that for us getting feedback regularly is really good having access to the spirit as it ages, you know being able to taste it is great for us to make sure we're doing things right. 43:28 What you mentioned age right there talk about because I'm not too sure how many other products that are out there that have high age statements of them were Calvin Coolidge barely kind of talk about some of those because you name some of them that you did, and some of those are kind of like less than four years old. So yeah, is there anything that is is beyond that at this point, 43:46 um, what peerless is bourbon will be for. 43:50 And then we do have other customers we have customers overseas that are doing longer, extended aging, and some finishing as well with are new barrels and are used barrels. So people are to all sorts of different things. We, when craft first started taking off, we were doing a lot of 25 gallon barrels, you know, kind of half size and people wanted quick aging. They wanted to get product on the shelves, start some cash flow running. So we were doing a lot of 25 people seem to have graduated up to 50 threes now, which is kind of everyone's preferred size. There's something magical discounts on it has to be like 44:32 maybe 30. That's sort of Yeah, 44:35 we're getting there. It was proposed and there was a big backlash. Yeah. So I think there's still comment period on that. But so we were doing less and less 25 more and more 50 threes. There's something magical about that. And I think people now are kind of seeing less young whiskey on the market. I think people are have the wherewithal to be patient and wait Three, four years. 45:01 From a from a process point of view. Is it more difficult to say okay, we're going to do a 25 gallon barrel run versus saying we're just gonna standardize on 53 and call it a day. So 45:11 it's 25 so tough, you know, they're smaller, they're physically more demanding, you're bending over a lot more. So 20 fives are actually more expensive than 50 stories just because we can make fewer in a day Yeah. 45:25 And that commits and now it makes sense why peerless is so damn good at three years old. Your barrel? 45:30 Yeah. You know, and then some of them did release early earlier than they thought they would. Because of the battle because I don't think it's that toasting. Plus john. Yeah, on natural fires, I think it does speed things up a bit for if you want that, that option. So it gives you a distill it a bit more flexibility. 45:51 So now I just kind of like the wheels are kind of turned to my right here. So I'm gonna I'm gonna go back to like your your your brother and your father. And starting this. I know that they had had apprenticeships in and doing Cooper jiying and stuff like that. Now it was a lot of their stuff in just repair. 46:11 Yeah. And then Scotland is typically repairing us barrels. 46:14 And then So at what point who was who was the mentor taught anybody to say, this is how we build barrels. This is how we're going to do things 46:21 would be my brother kind of figured on his on his own. Yeah. 46:26 What kind of like YouTube videos 46:30 for YouTube, unfortunately. Yeah. Yeah. I'm not sure how he how he went about that. That, you know, I think part of his training would have led him to that, you know, they do a lot of training on different sizes of barrels and different techniques. I think he would have just figured it out. I'm sure there was a lot of trial and error in the beginning that happily out. I wasn't here for 46:55 I'll swoop in. Yeah, let me know when you got everything. 46:58 Yeah. Sit Back in and run a business at that point right now. Absolutely. And not only that is you know, I kind of want to talk about the growth of like, where do you Where do you kind of see this going because today you know, you talked about that you know, it is a smaller cooperage and some of them are out there. However, you know, we took a we took a tour there's, there's barrels just entering and leaving like constantly it's it's a it's a constant flow. And I'm sure there's gonna be a point where you think you'd be busting at the seams Do you feel that that 47:30 that point coming and and what could possibly be the Yeah, we've been feeling that for about eight years now. And we just keep rolling with it you know, it's been an incredible boom whiskies been on not only bourbon, but scotch and Irish whiskey, which is a big driver of our US barrel market. You know, we were grew up in Scotland's so you learn to be pessimistic, so we expected that and every day No, but it just keeps going. So knock on wood Yeah. It keeps going. 48:01 So I mean, is it so you're just kind of keeping the regular turn going? 48:05 Yeah, you know, we're always looking to grow. If you're not growing, you're losing ground. So, you know, we're upgrading equipment all the time looking at new markets all the time. Making sure we're securing enough oak all the time, you know, it's a constant, constant battle. Yeah, talk about securing a little bit because I would imagine that you know, it's not like the new construction of a house market where that's probably a lot more demanding than what it is to get, you know, Oak for for barrels, but kind of talk about how sourcing would plays into a lot of it. You know, it's tricky just because the production capacities increased so much over the last few years, these new mega Cooper does keep being built that, you know, China's got a lot of barrels and need a lot of states. So, competition for the stave logs is fierce. We work with four or five stage Mills that we've worked with for years. And they're pretty loyal to us. They're typically second generation businesses like us. So there's a lot of commonalities. We work well together. So we've we've enjoyed the first shortage, we were able to keep going and grow our production. So we're hoping that we're well positioned to keep doing that. But you know, competition for those logs. It's It's tough. prices are going up. So and then if you have a wet winter, and you can't get into the forest, that complicates matters as well. 49:28 I didn't know that was a thing. Yeah. We just went there too. Oh, yeah. Yeah, 49:32 yeah. And it has an effect on getting logs at the forest. So you know, you have a bit of seasonality and shortages, which you have to try and plan for. Do prices reflect that as well. When you when you're trying to find an open market like as in as insane like, oh, sorry, we couldn't get there. So our logs are our staves are now x versus y. Yeah, the state die. Pants price increases on to us, we have a hard time. montoro 50:02 typical now business and so when you when you talk about just prices in general so Ryan and I we want to go and we want to want to buy barrels for for whiskey brand and this could be anybody that wants to start a new brand and they want to come to you kind of what's what's where do you start off like how how do you figure out? Is it 10 barrels? Is it 100 barrels? Yeah Where do we catch you at breakers or baseline? It's just no 50:26 glams Well, we we have customers that buy one or two barrels at a time and we've customer to buy 10s of thousands at a time so you know we run the gamut. No order to smaller to large. 50:38 It sound like a hater man. 50:43 But what's what's an average cost of a barrel. It's just a run of the mill. We are on a new barrel. We are not the cheapest producer out there. Because vol volumes are smaller and our barrels different so we're you're over $200 a barrel with us. Yeah, and you know, you can do under 200 other places. And we know that we don't try and compete on that lower price. And because we're not making barrels for the big legacy distillers we're making for craft guys. 51:17 And you feel like that's a good niche to kind of carve out in regards to that because you can, you can kind of create something that's a more of a unique spin on on the typical 51:26 Yeah, and it's more interesting for us rather than just one trip down to Boston, so and all our products in one fell swoop, you know, that's not very interesting. 51:37 It's like a good thing, and it's a bad way I'm sure. I'm sure it keeps it interesting. The other thing it's kind of like, Man, it's a lot of phone calls. Yeah, 51:43 exactly. Yeah. And a lot of freight and shipping logistics, but you know, that's fine. Kim's been busy. Now. It definitely keeps you busy. I'm sure sure we get a good CRM database. People everyone was not a customer. 52:01 Mine's all an Excel spreadsheet. That's how I work. That's a Google Sheets. It's our we're the same way. I have to deal with 2000 peoples. Okay, 52:08 I gotta get a hybrid system to keep track of them all. I'm sure Calvin's not far behind that, too. I mean, it's, it's true. It's a, it's a growing industry. And, I mean, even if we're looking at a lot of the bottles and tables around here, you've got a lot of customers. And it's not it's not just the big brands, it's it's people that are trying to carve out a new place in the market. And so you do have a lot of people that are trying new things, and I know that you're, you're helping them do that. So kind of give us your take on the market in regards of secondary finishing, because I know that is, you know, you source a lot of these girls, and some people look at it as a as a way to kind of make that differentiation into the marketplace to 52:50 Yeah, I think it's a great move for bourbon. Some, you know, they've been doing it in Scotland and Ireland for a long time, kind of that blood Tradition. And I think this finishing is a part of that and extension of that. And I think it's a good thing for, you know, people over here to be experimenting with, you taste some of the stuff that's coming out, you know, that forget we mentioned before that taste great barrel Bourbons, different expressions. They're all something different. You know, I think it's a great day, Jeff Taylor. 53:26 Yeah, 53:27 yeah. So you know, I think it's great. And it gives us something interesting for us to be involved in something different. So we like that. 53:36 Yeah, absolutely. I mean, there's, you've got, you've got two sides of the market here. You've got you've got the people that look at it and saying, Oh, it's a non distilling producer. They want to they want to cover up they want to mask you know, whatever it is that they're buying. I kind of looked at as the other side to say, as a non distilling producer. You can't just come out with something that is just like everything else. 53:56 Yeah, you can't. You can't get away with untransparent you know, people expect to know what's in the bottle. And so you have to tell them, You can't i can't hide it anymore. The way people were doing, you know, six, seven years ago. Yeah, 54:12 as loving, it's a much more savvy market out there. You know, there's even people now that they go to distilleries, and they go and look at where cast is, and, and they'll see the Kelvin Cooper's logo on there. Yeah, and they're gonna know it, they're gonna understand exactly where it comes from, like, so. So the name is getting out there a lot more. All these podcasts are 54:32 like, every week, you 54:35 know, and it's definitely cool to see that and see the growth of what's been happening, you know, not only just to the growth of, of your cooperage, but just to the bourbon industry as well. If we start looking at 10 years down the line, when you kind of see Calvin at that point. 54:53 That's a tough one. 54:54 I've been here for what 18 is that 54:56 I don't know where the market will be that that's the tricky bit Yeah, you know, will we still be booming? Will Scotland and Ireland still be booming if people keep drinking will be fine? But it's a tough one. Yeah, I mean, I don't even know what the market will look like next year. But you know, we're, we're gonna know. But 10 years is a tough one. Yeah. 55:19 I don't know. 55:21 So the nice thing is about, you know, you get to win. There's the distillers they have to forecast like even farther down the line. So the nice part is you get the money, like right now. Somewhat some way because they're like, here's the build it today. So tomorrow, yeah, 55:37 yeah. And then wait for payment. Yeah. 55:40 I know that part. Yeah. That 30s they kill you sometime? Yeah, it's 55:44 longer not exist in this industry. 55:48 I'm sure. But you know, I wanted to say thank you so much for coming on the show today. It was 55:53 my pleasure. Thank you. 55:54 I mean, it was really for us and giving us a tour of the operation the facility because I I don't think that you're open to the public for a lot of people just to come in and look at it. 56:03 Oh no, we're not for obviously. Yeah. 56:05 Bring your black sheep. 56:07 Yeah. Yeah makes your flip flop. Yeah make sure you send the emails way beforehand. Yeah, you come with some steel toed boots. Yes nothing because it is. It is an actual factory. It is a it is a 56:17 working for profit. cooperage 56:20 Yes. Exactly. Yeah, there's, there's no Hey, everybody, grab your heart. Let's go ahead. station number one over here. No, none of that. No, but like I said, it was fantastic able to do that. In again, give us the idea of not only the scale but the craftsmanship that goes on here. It's it's not a it's not an automated line where you're just pumping stuff out just to pump it out. But instead there's there's a lot of detail that's paid attention by the people that are better actually taking care of it day by day. So thank you again for doing that. If people want to know more about Kelvin cooperage online social media Anything like that How did they find out more about battle bridge calm? There you go. Yeah, 57:04 easy enough and there's some videos on there to get an idea of what we're doing 57:08 and if you need if you need barrels he already told you the price so yeah, just take that 57:12 multiplied by whatever you need on the ground and do the math man. How many we need? 57:17 We've got them will load your car up. 57:19 Yes. I got my truck good. 57:21 I don't come with a Honda Civic. That I can tell you. We put them in there before 57:26 yeah. Oh, yeah. How that workout type 57:30 ratchet strap. Yeah. 57:33 Yeah, very cool. Yeah, it's, it's like I said in the beginning, I mean, we've been other cooperages. It's so automated. This is like truly like an art like you can see like the individual craftsmanship and each barrel and it's like pretty cool. Like 57:46 to kind of see that all stepping back in time. 57:49 It is it is it's like amazing and it like and now when I drink a glass walls all I will vividly remember all those, you know, all the work and everything that's kind of gone. In into that glass so no it's a very much appreciate giving us the time and thank you opportunity to see everything and glad business as well and hope it keeps going well for all of us. Yeah, otherwise we won't show up again. 58:14 For sure. So make sure you check out Kevin Cooper's calm and you can find out more about them if you want to follow us of course bourbon pursuit on all the socials. And as well as if you like the show, you can help support it be a part of our community patreon.com slash bourbon pursuit. Again, thank you so much for joining us and we'll talk to everybody next week. Transcribed by https://otter.ai

Founders, Jake Stover and Gina Schober, met in 2013 and started Sans Wine Co. in late 2015. Their preference for fresh, vibrant and approachable “wines of place” paved the way for what is now Sans Wine Co. The philosophy behind Sans Wine Co. is sourcing premium wine grapes from organically farmed vineyards and environmentally conscience growers in order to craft natural wines. Jake Stover, originally from Kansas and University of Kansas alum, on the advice of his older brother, postponed applying to law school in order to intern at a Napa winery for the 2008 harvest. After working in winemaking and production for 8 years, Jake shifted his focus to the farming side of wine growing, and started his own farming company in 2014, Stover Vineyard Management, which specializes in “beyond organic” wine growing. Gina Schober is a Bay Area, California native and UC Davis alum. You could say that wine is in her blood - her maternal Grandfather was a grape grower in Lake County for 30 years and her paternal Grandfather was a Gallo Wines sales rep in the 1960s. Gina’s passion for wine truly started while working for Bacchus Management Group’s Pizza Antica and Cafe des Amis, where she worked as a beverage manager and sommelier. She became a Certified Sommelier through the Court of Master Sommeliers in 2010 and eventually moved to the Napa Valley to work as a sommelier for Thomas Keller’s Bouchon Bistro. These days, she is an independent contractor, selling wine for a premium California wine broker. In this episode we mention… Sans Wine Co. Ehren Jordan & Failla Wines Francoise Peschon Interview Seven Stones Winery Northern California Distribution for Sans, Vinifera Wine Marketing Sans Rutherford Riesling Poor Ranch Zinfandel The Restaurant at 1900 Follow Jake & Gina on FACEBOOK INSTAGRAM TWITTER WEBSITE PODCAST PARTNER In 2012, Sonoma State University launched the first Executive MBA Programs in Wine Business in the United States. This program was developed in response to the needs of wine industry leaders, and remains North America's only program that combines globally recognized excellence in business education with a highly focused wine industry focus. The program is accredited by AACSB, an achievement that fewer than 10% of eligible business programs are able to earn. So far the program has produced nearly 200 alumni who are going on to provide the next generation of wine industry leaders and entrepreneurs. Students have access to an unparalleled network of wine industry scholars, practitioners, and classmates from day one of the program. Courses are held in the Wine Spectator Learning Center, an innovative learning space gilded with advanced technology and flexible learning classrooms. Applications for the 2020 Sonoma Executive MBA in Wine Business cohort are being accepted now through February 28th. Visit SBE.Sonoma.edu/MBA for more information, to speak with an admissions counselor, or to RSVP for an information session. SBE.Sonoma.edu/MBA or call 664-3501.

Both being artists, Scott a musician and Allison a photographer & textile based visual artist, this husband and wife duo have an approach to making wine that is greater than the sum of its parts. With constraints of knowing the farmer by name and them living on their vineyard, organically farming, and obviously the varietal having to be Petite Sirah, the couple is crafting a new style of wine that appeals to both a higher-acid palette and a richer & riper style. In their own words, “The Mountain Tides wines, each made from the Petite Sirah grape, embody specific nooks and tucked-back places throughout California. With a gentle hands-off approach and an emphasis on aromatic complexity and fresh energy, our wines almost work as a travel diary of sorts; monuments made to our favorite vineyards and the people who farm them.” In this episode we mention… Mountain Tides Allison’s artwork Rye Restaurant in Louisville, Kentucky Forlorn Hope & Matthew Rorick’s vineyard Eleven Eleven Winery Bay Grape wine shop in Oakland Self distribution in California The process of starting a wine label How to live and work with intention Mountain Tides Fall Wine Release & Mailing List Sign Up Follow Mountain Tides on… INSTAGRAM FACEBOOK WEBSITE   In 2012, Sonoma State University launched the first Executive MBA Programs in Wine Business in the United States. This program was developed in response to the needs of wine industry leaders, and remains North America's only program that combines globally recognized excellence in business education with a highly focused wine industry focus. The program is accredited by AACSB, an achievement that fewer than 10% of eligible business programs are able to earn. So far the program has produced nearly 200 alumni who are going on to provide the next generation of wine industry leaders and entrepreneurs. Students have access to an unparalleled network of wine industry scholars, practitioners, and classmates from day one of the program. Courses are held in the Wine Spectator Learning Center, an innovative learning space gilded with advanced technology and flexible learning classrooms. Applications for the 2020 Sonoma Executive MBA in Wine Business cohort are being accepted now through February 28th. Visit SBE.Sonoma.edu/MBA for more information, to speak with an admissions counselor, or to RSVP for an information session. SBE.Sonoma.edu/MBA or call 664-3501.

Santa Barbara-bred Tyler and Napa Valley-native Kim launched Halcyon Wines in 2013 after Tyler discovered an intriguing Cabernet Franc vineyard along the Central Coast—a varietal he always dreamed of working with. In his 15 years of winemaking experience, Tyler has produced some of the most critically acclaimed wine as Assistant Winemaker at world-renowned Tablas Creek Vineyard and Provenance in Napa Valley. Tyler recently graduated with an Executive MBA in Wine Business through Sonoma State and is helping to develop new brands and reinvigorate legacy brands. Kim Elwell is a PR and marketing expert with nearly a decade of experience serving celebrity, hospitality, and food/wine clients throughout the Bay Area and beyond—most notably managing Bob Weir's (Grateful Dead) recording studio, TRI Studios in Marin, California. Kim works full-time as Account Director for The James Collective, a boutique PR and marketing agency based in wine country and New York City. Together the Elwells combine their deep-rooted love of wine and California, bringing you a nouveau take on California Cabernet Franc. In this episode we mention… Halcyon Wines Tyler graduating with his Executive MBA in Wine Business from Sonoma State University Nom de Guerre, Tyler’s new label Boojee, Kim’s new label Follow Halcyon on… INSTAGRAM FACEBOOK SPOTIFY WEBSITE In 2012, Sonoma State University launched the first Executive MBA Programs in Wine Business in the United States. This program was developed in response to the needs of wine industry leaders, and remains North America's only program that combines globally recognized excellence in business education with a highly focused wine industry focus. The program is accredited by AACSB, an achievement that fewer than 10% of eligible business programs are able to earn. So far the program has produced nearly 200 alumni who are going on to provide the next generation of wine industry leaders and entrepreneurs. Students have access to an unparalleled network of wine industry scholars, practitioners, and classmates from day one of the program. Courses are held in the Wine Spectator Learning Center, an innovative learning space gilded with advanced technology and flexible learning classrooms. Applications for the 2020 Sonoma Executive MBA in Wine Business cohort are being accepted now through February 28th. Visit SBE.Sonoma.edu/MBA for more information, to speak with an admissions counselor, or to RSVP for an information session. SBE.Sonoma.edu/MBA or call 664-3501.

Contributing Editor Virginie Boone has been with Wine Enthusiast since 2010, and reviews the wines of Napa and Sonoma. Boone began her writing career with Lonely Planet travel guides, which eventually led to California-focused wine coverage. In this episode with Virginie, she and I dig into the life of a wine reviewer and how Wine Enthusiast works to be as non-biased and democratic with scores. We chat about the future role of the wine reviewer within the market and how the wine experience could use some adjusting and what millennials expect when they go wine tasting. Then we discuss some of the biggest global challenges that the industry is facing. In this episode we mention… Wine Enthusiast Magazine Wine Enthusiast Podcast The Press Democrat Dan Petroski, Massican Follow Virginie on… INSTAGRAM TWITTER WEBSITE PODCAST PARTNER   In 2012, Sonoma State University launched the first Executive MBA Programs in Wine Business in the United States. This program was developed in response to the needs of wine industry leaders, and remains North America's only program that combines globally recognized excellence in business education with a highly focused wine industry focus. The program is accredited by AACSB, an achievement that fewer than 10% of eligible business programs are able to earn. So far the program has produced nearly 200 alumni who are going on to provide the next generation of wine industry leaders and entrepreneurs. Students have access to an unparalleled network of wine industry scholars, practitioners, and classmates from day one of the program. Courses are held in the Wine Spectator Learning Center, an innovative learning space gilded with advanced technology and flexible learning classrooms. Applications for the 2020 Sonoma Executive MBA in Wine Business cohort are being accepted now through February 28th. Visit SBE.Sonoma.edu/MBA for more information, to speak with an admissions counselor, or to RSVP for an information session. SBE.Sonoma.edu/MBA or call 664-3501.

Having found fermentation at an early age, starting with brewing beer in a fuel can under the stairs, Jim Duane has not ceased in the pursuit of learning more and more. He’s worked in New Zealand, Washington, and finally settled down in Napa Valley in 2004 having worked at Robert Mondavi and Stags Leap Cellars. Today, he grows the wines on the steep slopes that the Seavey Vineyards are planted on overlooking the northern part of Lake Hennessey. As a part of of his unrelenting thirst for knowing all he can about wine, he no longer brews beer in fuel cans (that we know of), Jim hosts the Inside Winemaking Podcast on which he digs into the nitty gritty details with wine industry professionals. They chat about the technical details and specifics of enology, viticulture, chemistry, biology, essentially how to be a winemaker. If you love to geek on the science and practicality of winemaking, give Jim’s long-form interviews a listen. It’s one of may favorite wine podcasts.   In this episode we mention… Inside Winemaking Podcast Seavey Vineyard Deep Winemaking Immersion Experience David Ramey quote from a paper Jim found on Ramey’s website Proceedings of the Ninth Australian Wine Industry Technical Conference from 1995. Dave's final sentence changed the path of Jim’s career. "Finally, I would encourage winemakers to focus on making wine 'right', and on making wine that is sensually appealing and pleasing, rather than focusing excessive energy on that may which go wrong." Follow Jim on APPLE PODCASTS INSTAGRAM INSIDE WINEMAKING WEBSITESEAVEY VINEYARDS WEBSITE   PODCAST PARTNER In 2012, Sonoma State University launched the first Executive MBA Programs in Wine Business in the United States. This program was developed in response to the needs of wine industry leaders, and remains North America's only program that combines globally recognized excellence in business education with a highly focused wine industry focus. The program is accredited by AACSB, an achievement that fewer than 10% of eligible business programs are able to earn. So far the program has produced nearly 200 alumni who are going on to provide the next generation of wine industry leaders and entrepreneurs. Students have access to an unparalleled network of wine industry scholars, practitioners, and classmates from day one of the program. Courses are held in the Wine Spectator Learning Center, an innovative learning space gilded with advanced technology and flexible learning classrooms. Applications for the 2020 Sonoma Executive MBA in Wine Business cohort are being accepted now through February 28th. Visit SBE.Sonoma.edu/MBA for more information, to speak with an admissions counselor, or to RSVP for an information session. SBE.Sonoma.edu/MBA or call 664-3501.

Interview with Marco De Novellis, editor at BusinessBecause [Show Summary] In today’s podcast, we hear from Marco De Novellis, the editor of BusinessBecause, a company that takes seriously the approaching of being a “champion of applicants,” educating them about everything they need to know about the MBA application process and how to approach it. Marco shares his unique insights into the state of MBA education outside the U.S., as well as his feelings about rankings. Along the way he shares tips on how to present yourself as an applicant and the trends happening in business education. BusinessBecause: Free information and advice for b-school applicants [Show Notes] We have today a keen observer of the bschool scene since our guest, Marco De Novellis, is the editor of BusinessBecause. After graduating from the University of Leeds, Marco joined BusinessBecause as a Journalist and Community Manager in 2015, where he has worked ever since. Since 2017 he has been the Editor at BusinessBecause and more recently the host of The Business School Question podcast. Along the way he also wrote a book about alumni of the Cheung Kong Graduate School of Business in Beijing and wrote for QS, TopMBA.com and AACSB. Marco, how did you get your start on the bschool beat? [1:57] I sort of fell into it. I studied history so writing has always been a passion of mine. In university I wrote for the school paper and then did freelance. When I graduated I interviewed with a small startup in Central London and I was lucky enough to get the job. It was quite a small business when I started, having begun in 2009. There were 4-5 people when I joined and now it is 15 of us. It has been great to be on this journey which has developed my career, as I am now the editor. I grew into the role and got to know the business school industry from there. We are dedicated to graduate management education, so writing content for anybody looking at business school. There are loads of options for stories to cover, since practically everything links back to business education. You have also written extensively about China, specifically a book about alumni at the Cheung Kong Graduate School of Business (CKGSB) in Beijing. How did that book come about? [5:03] CKGSB is China’s leading business school (the founder of Alibaba is an alum), but not many people know about it outside of China. I saw a statistic that graduates collectively lead 1/5 of China’s biggest brands. They really wanted to do more than the standard brochure to show the benefits of studying in China for international students. They approached me and asked me to write it which was an honor but also a big task. I interviewed about 25 alums from the school and some I met in person, delving into their personal stories, why they decided to go to China, and what they learned from it. What are some of the challenges that Chinese business schools face that European or U.S. business schools don’t face? [8:12] The biggest one is the struggle to attract internationals. The U.S. is experiencing that now to a certain extent with the current political climate, but this is a constant issue for Chinese schools. In some cases it is as simple as a communications issue, as they have never had to market internationally with such a huge base already in China. They now need people to be pioneers to take the step to study there. The idea of government intervention is a bit of an issue as well – there has been a clamp down on EMBA programs recently. There was this idea that EMBA programs were elite networking clubs for members of the communist party so there was a law put in place that students had to pass national entrance exams to attend. Bottom line, they have huge opportunities, with more candidates showing a preference towards Asia, and China overall becoming more international and developed. It’s also an exciting market for entrepreneurship – in China they have a special startup visa for anyone who registers their o...

What is the return on investment for a company to invest significant amounts of money send their up and coming talents to different business schools to earn an MBA degree? Dan Pontefract, currently the founder and CEO of the Pontefract Group, was investigating this question back in 2011 in his role as Chief Learning Officer at TELUS, Canada's fastest-growing national telecommunications company. In summary, the ROI was not optimal and required a different solution. Dan detailed the journey on episode 13 of the Learning and Development Stories podcast. Tying learning to business objectives “I started to chat with our chief corporate officer,” Dan recalled during the podcast. “And I said, you know, it depends on the year but we're spending between $400k and $800k a year on MBAs. And those MBA players come back to us. And sure, they're more learned, and hopefully, they're smarter and more productive. But what really does TELUS on the whole get in return?” Dan then shared with the Chief Corporate Officer his idea of creating a unique TELUS MBA program. He laid out the vision: “Imagine if we created our own MBA, and we stopped funding individuals going to individual universities or colleges for their MBA and we created our own cohort, and that cohort of people ranging from 20 to 30 people would work together. Just imagine the return that we might get in terms of the work that they could do for tell us, let alone learn.” That initial conversation was a seed planted, that took root two years later when Dan was asked to look into the feasibility of actually creating an MBA program. “I proceeded for the next year to put together an RFI, request for information, across Canada, where TELUS is headquartered and asked 10 business schools across Canada if they might be interested to entertain the idea of a customized, tailored MBA just for one organization.” After a lot of research, TELUS ended up choosing the University of Victoria Gustafson School of Business. “They inculcated an entirely different kind of pedagogy that that took our values, our culture, our attributes, our TELUS leadership philosophy, our pervasive learning model, which I introduced in the Flat Army book, which is learning should be equal parts formal, informal and social,” Dan noted. They created a model called the 40 Model of Leadership. This included multiple short-term residencies over a two-year period that culminated in a six-month final project. This program has ended up being a great success story at TELUS. Thus far, half of the graduating class from this past June has already been promoted to higher roles with increased responsibility. Roughly speaking, TELUS is spending about $1 million per cohort. As part of the different company-specific projects, the students were able to identify some $37 million of savings inside the company. In addition, student projects during the MBA led to several new business ventures that are currently in operation within TELUS and have generated $275 million for the company. Knowledge transfer Dan shared how the knowledge the program participants gained is used to benefit the company as a whole. "We not only teach them to be coaches, and not only provide them an executive coach during the program, but we asked them to continue that model post-graduation so that they are taking on a couple of clients and giving that kind of knowledge back,” Dan said. Lessons from mistakes Dan shared that one of the mistakes he made was not always providing clear instruction of what the TELUS learning experience expectations were with the professors in the program. “I probably should have taken action earlier to provide the feedback that a particular style may not be working for the TELUS culture.” The link between training and employee engagement Dan has seen that the people who participate in the MBA program have a greater sense of engagement in the company as a whole. “We're betting on these people to be the most enlightened, purpose-driven, engaged leaders that we might ever have at the organization.” Communications tactics The story of the TELUS MBA partnership with the University of Victoria has won different awards from the likes of the AACSB and EFMD that has garnered media attention. Dan has been able to highlight the story via his column on Forbes and other platforms. He stressed the importance of humble communication. Resources for L&D professionals Tool every L&D professional should leverage: Dan explained that he utilizes the tool Evernote as a way to help him with the practice of writing things down. “We are losing the ability not just to think but to remember and recall. So, I urge people to find a way in which “the Great's” of this world like General Patton, Branson, and Oprah. They walk around with a Moleskine notebook and they break everything down that comes into their head, in essence, because they know that they'll need those nuggets of goodness.” Resources: Dan recommends The New Philosopher Magazine because it is an incredible resource of philosophy and thinkers. You can find Dan at www.danpontefract.com and on LinkedIn. He is the author of Open to Think, Flat Army and The Purpose Effect.

Identical twin brothers Harold Little, CPA, CGMA, Ph.D., and Carroll Little, CPA, DPA, share the unusual distinction of having both served as the chairs of AACSB-accredited accounting departments. The brothers look back at their journey from students to practitioners to faculty members.

Marcus Collins and I went to the same amazing undergraduate institution - we are proud Wolverines. We both left Ann Arbor, MI for adventures and recently returned. He's a thought leader, has parlayed his brilliance, determination and faith into a remarkable career that is riveting and inspiring. Marcus Collins is a culturally curious thinker with an academic insight into the cognitive drivers that impact consumer behavior. He serves as the SVP of Social Engagement at Doner Advertising, a full-serve advertising agency, and is a recipient of Advertising Age's 40 Under 40 (2016) and Crain's Business Detroit's 40 Under 40 (2016). Previously, he led the Social Engagement practice across the New York advertising agency, Translation, leveraging the psychological motivators that drive what we do, say, and share in an effort to create contagious marketing programs that extend across both the online and offline world of “social.” His strategies and creative contributions have led to the success of Budweiser's “Made In America” music festival, the launch of Bud Light Platinum, the launch of the Brooklyn Nets (Hello Brooklyn!), and State Farm's “Cliff Paul” campaign – to name a few.   Prior to joining Translation, Marcus led iTunes + Nike sport music initiatives at Apple (iTunes Partner Marketing) and ran digital strategy for Beyoncé.   Beyond his professional endeavors, Marcus is an extremely passionate educator and an AACSB certified clinical instructor. He is among the roster of instructors at Hyper Island and a member of the faculty at the Ross School of Business, University of Michigan, as a Golden Apple Award nominated lecturer of marketing.   Marcus holds an MBA with an emphasis on Strategic Brand Marketing from the University of Michigan, where he also earned his undergraduate degree in Material Science Engineering. He is a proud Detroit native, a devoted husband, and loving father.   To connect with Marcus:   * Website: www.marctothec.com

When you read the Wall Street Journal does it seem like it’s written in Egyptian hieroglyphs? When you listen to CNN Money does it sound as unintelligible as ancient Greek?  Do you want more out of your money?  Are you looking for growth and better income but feel like you are looking in all the wrong places? I am Doctor Scott Brown and I want to extend to you a kind entrance to this sharing of ideas that’s designed to be your can opener to the secrets of sound investing. And these really are secrets.  Academic papers in finance are different than other parts of business.  You can read a journal article in psychology, management, or marketing and understand all the important takeaways.  No problem. Not so for financial economics.  Research from top business schools in finance is written in terse verses describing the results of rocket science doctoral level thinking.  And unlike the ongoing subterranean search of Oak Island, following this treasure map requires a lot of undergraduate and graduate courses in pure math and economics.  Welcome to the highest hurdle in the social sciences. That’s why there is so much miss-information in the investment markets bombarding you now. It’s a dirty stream of information generated by pseudo-intellectuals claiming to be money gurus.  An MBA in finance is not enough to pull you through to a full understanding of the markets.  You’d need a PhD.  And that is where I come in. I am one of the two most highly regarded financial researchers in the Caribbean.  My close friends joke that I live like Jimmy Buffett but think like Warren.  By the way, neither Jimmy nor Warren Buffett are related.  They did a DNA test and discovered that their identical family names are far apart genetically. Nonetheless the two Buffetts are mutual fans.  I am a fan of both, but you won’t find me wasting away in Margaritaville anytime soon.  I am a successful researcher because I am a tenured professor of finance at the AACSB accredited Graduate School of Business of the University of Puerto Rico.  just 5 percent of business schools worldwide hold this distinction.  This position of prestige makes my full-time job research of the financial markets and teaching finance to MBA and doctoral students.  I love what I do. I am like a pig in slop. I whistle my way to work every day.  I am dug into this like a tick.  I also hold a PhD in finance from the highly regarded Darla Moore School of Business of the University of South Carolina.  “What is the Rhodes Society?” you may be wondering.  The Rohdes Society is a private club for likeminded investors who are tired of being hoodwinked out of their money. Members come from all paths in society with a couple of important commonalities.  Most are successful in their careers.  All are seeking the truth about getting the most out of their money. And, none are communists.   The Rhodes Society podcast is a public service radio show that is your Rosetta Stone to developing a systematic unbiased understanding of investments with me as your guide. Your first major roadblock to investing success Is the strange vocabulary of Wall Street.  Take for example the two seemingly simple words, “time preference.”  Time is the indefinite continued progress of events in the past, present, and future.  Preference is a greater liking for one alternative over others. Let’s jackhammer the economic concept of time preference to pieces.  By the end of this first episode you will understand why this is the cornerstone from which we map the very real El Dorado of today … modern investment markets. But first, let me ask you something of the utmost importance.  Do you have any communist friends?  I do. They are obstinate in their belief of the ten-point plan, Abolition of land ownership and rents. Imposition of progressive taxes. Abolition of rights of inheritance. Property confiscation of emigrants and rebels. National bank state monopoly of credit and capital. State control of communications and transport. State controlled factories and agriculture. Full employment through industrial armies. Mixed use of manufacturing and agriculture. Free education and abolition of child labor. The funny thing about this list is that it has a little stuff mashed into capitalist economies.  We already have progressive taxes as a shock absorber for recessions. I prefer no income tax.  But that’s me. We do have free education and no child labor.  That’s good.  Socialism is not. Thought leaders as far back as ancient Greece have warned that collective ownership reduces the productive energy of mankind and arrests economic growth. German poet Heinrich Heine described the Marx led communist society in Paris as a crowd of godless, self-appointed gods. The Marxist pitch is that your oppressive capitalist employer stiffs you with a fraction of the wage you are worth.  I recently read up on long dead Cambridge economist Alfred Marshal.  Regarding the Communist Manifesto he explains that nobody makes anything. Workers rearrange matter to make it more satisfying for customers.  Workers exchange their time for money. Capitalists satisfy others by contributing their savings. Savers exchange their money for interest. Interest or other gain is the reward to the capitalist for waiting for the return of the family investment.  Marx never understood this.  How could he? He blew every dime he made on alcohol and academic journals condemning his wife and children to a life of poverty, disease, suffering and death. The ten-point plan of Marxist Communism collapses because It doesn’t account for waiting for return of investment.  Totalitarian control of capital by socialists means no lending to people with the best business ideas. Marx ignored the value of imagination.  He saw no justification for interest on loans. Karl Marx thinking regarding home economics was as infantile as that of J. Wellington Wimpy who will gladly repay you Tuesday for a hamburger today. Neither Wimpy nor Marx care that a dollar revenue from a hamburger today is worth less to the hamburger stand next Tuesday. The mathematics of discounting reveals this. People who have time preferences such that they want everything right now with no effort deserve no reward for waiting.  Alternatively, those heads of households who have long time preferences deserve compensation for the long wait for return of investment. That is why Marx died broke for his childish impatience with money.  Warren Buffett on the other hand rewarded a middle-class New York engineering professor with a fortune worth close to eight hundred million on a twenty-five-thousand-dollar investment.  What’s the difference? Karl Marx couldn’t wait. He spent his money as fast as he could run away from his landlords.  Donald and Mildred Othmer waited patiently with Warren Buffett for over three decades sliding safely into home near billionaires!     I always give you an actionable takeaway in every episode of this podcast. The takeaway for this episode is that to become a great investor you must maximize the time you wait for the return of your investment. But that’s just half of the process. You must also maximize the percentage of your after-tax income you save for investments.  A millennial can save up two thousand a month into a Roth IRA and Roth 401K and trade behind a tax barrier.  The stock market indexes return about ten percent on average.  Buffett has extracted about twenty percent over the decades.  At ten percent it would take sixteen years to become a millionaire investing in the Dow Jones Industrial Average.  If you can extract returns like Buffett it would take you just over eleven years to become a millionaire. Doubling the returns shaves off a third of the time it takes to find your El Dorado in the stock market. Make sure you subscribe to this podcast today if you like these financial insights and money hacks. Go now to Rhodes Society dot org.  I recommend important books related to investing for you to read in every episode.  Here is the first. The Communist Manifesto by Karl Marx and Friedrich Engels is available in paperback for six dollars and forty-nine cents on Amazon.   But I do not want you to buy it. We do not condone giving money to communists.  Since the Communist Manifesto was published in 1848 it is in the public domain.  You can Google search it and read this utter piece of trash for free in PDF.  Just one simple warning though.  If you read the manifesto and turn communist all I can say on behalf of the Rhodes Society is “Thank you Comrade, please don’t come back!”

Perry D. Drake is an Assistant Professor of Digital and Social Media Marketing at the University of Missouri St. Louis College of Business and the a large part of the brains a the Midwest Digital Marketing Conference (MDMC). Some might find it strange to consider a large bureaucracy like a university to be innovative. but the College of Business at UMSL continues to push the boundaries to find a greater way to engage students, impact the community and serve industry. The College of Business Administration at UMSL provides research- and practice-based programs that prepare students to enter and succeed locally and globally across a wide range of business professions including marketing, accounting, finance, IT, international business, and more.  The school is the only double AACSB accredited business school in the St. Louis region.  This puts the College of Business in company with the top 10% of business schools in the country.   For the past few years, the university has hosted/produced the #UMSLdigital conference. This year it has grown to become the Midwest Digital Marketing Conference. I sat down with Perry for this episode to discuss the cool stuff going on at UMSL, the excitement of the MDMC, and how he got speakers from Buzzfeed, Pinterest, Google, UnderArmour, Refinery29, Salesforce.com, LinkedIn and more to participate in this land-locked conference (HINT: it's because the Midwest is sneaking up on the rest of the world). After you listen to this episode, connect to Perry on social media: Follow Perry on Twitter Like what Perry does on Facebook Connect with Perry on LinkedIn Read the UMSL Digital Blog

This is a 12-month, 36-credit program designed to allow professionals to earn their MBA degree while still maintaining full-time employment. As one of the four University Centers of the State University of New York, Binghamton University has built a reputation of excellence. The University is consistently rated among the top 40 public universities in the nation. All School of Management MBA programs are fully accredited by the AACSB. Class sessions are scheduled on a three Saturdays per month format in Midtown Manhattan at the SUNY College of Optometry, located in Manhattan, at 33 W. 42 St. Additionally, there will be one residency weekend (Friday - Sunday) at the Binghamton University main campus at the beginning of the program. This fast-paced experience was created with you in mind. You want the latest tools available to give you an edge in today's business world. You can now achieve just that with an MBA degree from a premier university, without slowing the career momentum you have worked hard to build. Call us at 607-777-2315 or send an e-mail to pmba@binghamton.edu to learn more about this innovative, efficient and strategic program. Or visit our website at: http://www2.binghamton.edu/som/prospectivestudents/pmba/index.html

Les Fusions et acquisitions se justifient-elles dans l’economie sociale ou sont elles le privilege de l’economie capitaliste? Cet atelier est consacré aux rapprochements entre organisations à mission sociale et étudie differents cas de figure rencontrés dans ce domaine mettant en évidence le potentiel de la pratique des fusions et acquisitions dans l’economie sociale, son contexte, ses enjeux, et ses perspectives. Nicolas Mottis, Professeur a l’ESSEC, fournit une analyse comparative des fusions et acquisitions dans les contextes lucratif et non lucratif. Venus de differents secteurs de l’economie sociale, trois panelistes partagent leur experience en la matiere: Jean-Marc Borello parle en tant que fondateur du groupe SOS. Philippe Calmette est le Directeur Général de FEGAPEI, la fédération nationale des associations gestionnaires au service des personnes handicapees. Dominique Giry offre sa perspective depuis sa position de directeur général du groupe Résideo, un groupe immobilier à vocation sociale qui travaille notamment dans l’est parisien. Les intervenants explorent la pertinence de ces opérations de regroupement, de concentration, de mise en commun de moyens significatifs considerant notamment la taille et la maturité des différentes structures impliquées. Le panel évoque plusieurs circonstances dans lesquelles la mise en commun de moyens se justifie et présente de nombreux avantages comme, par exemple des synergies opérationnelles ou financières, des économies d’échelles, l’amélioration de la coordination entre différents acteurs, la rationalisation des modes de gestion, etc. La diversite des perspectives fournit une revue en profondeur du phenomene des fusions et acquisitions dans l’economie sociale. Jean-Marc Borello a créé le “Groupe SOS,” une coalition d’associations et d’entreprises qui fonctionne comme un laboratoire pour l’amélioration continue des services sociaux. SOS crée, teste, évalue, et systématise des programmes sociaux innovateurs susceptibles d’être adoptés et developés par le gouvernement français. Ayant mené son organisation à une taille critique, Jean-Marc Borello delivre des services de haute qualité couvrant tout le spectre des besoins sociaux, génère des liquidités permettant des investissements permanents, et explore de nouvelles possibilités par une gestion strategique de ’ l’innovation. SOS est souvent sollicité, notamment par le gouvernement, pour réaligner des organisations de services. En raison de la grande échelle de ses opérations, de la crédibilité et la reconnaissance dont il jouit dans le secteur social, et de la qualité des services SOS, Jean-Marc Borello a acquis un important pouvoir de négociation non seulement avec le gouvernement français mais aussi avec les entreprises et les marchés financiers, qui expriment un intérêt croissant de travailler en partenariat avec lui. Philippe Calmette est devenu le directeur général de FEGAPEI en 1998. Directeur d’hôpital de formation puis spécialiste des questions sanitaires, médico-sociales et de protection sociale, Philippe a notamment mené depuis 1988 dans le cadre de ses fonctions, quatre projets de redressement puis de développement d’entreprises en difficulté ou en fort besoin de réorganisation (3 Fédérations et 1 établissement de santé). Lors de ses dix années de Directeur Général de la Mutualité Française (Fédération Nationale de la Mutualité Française) et de la Mutualité de la Fonction Publique, il a appris les métiers et les services de l’assurance de personnes autour desquels il s’est efforcé de développer des projets novateurs et performants. Depuis 1998, en charge d’une Fédération professionnelle regroupant 500 associations et 4000 établissements pour Personnes Handicapées, Philippe s’est spécialisé sur les questions médico-sociales et les politiques en faveur des personnes handicapées mais également sur les enjeux du dialogue social et de la représentation de l’économie sociale. Il a présidé, de 2000 à 2003, la Branche Sanitaire, Sociale et Médico-Sociale à But Non Lucratif. Nicolas Mottis a rejoint l’ESSEC comme professeur assistant en 1995, après avoir travaillé dans différentes entreprises entre 1988 et 1995: chez Renault dans le Département Marketing Logistique à Zürich (1988-1989), puis à la Direction de la Recherche (1989-1990) comme chef de projet, à la BNP au sein de la Direction Informatique (1990-93), puis dans le groupe Bertelsmann (1993-95). Il a été promu Professeur en Septembre 2000. En 1995-97, il a été responsable du projet qui a conduit l’ESSEC à devenir la première institution accréditée AACSB hors Amérique du Nord. Il a été Membre du Comité d’Accréditation de l’AACSB de 2003 à 2006 et « Chair » de son « Accreditation Quality Committee », dont le rôle est de définir les standards d’accréditation au niveau international, de 2006 à 2009. Il est aussi co-fondateur et « Chair » de l’« AACSB European Affinity Group » et réalise de nombreuses missions d’évaluation d’universités et de business schools en Europe, Amérique du Nord et Asie. Nicolas Mottis a obtenu un Doctorat en Economie à l’Ecole Polytechnique en 1993 et une Habilitation à Diriger des Recherches à l’Université  Paris Dauphine en 2000. Il a été chercheur visitant à Stanford (US), à l’Ecole Polytechnique, à la Harvard Business School (US) et à l’Australian Graduate School of Management (Sydney, Australie). Ses centres d’intérêt en recherche portent sur l’articulation entre stratégie et contrôle de gestion (création de valeur, systèmes d’incitation, mesure des performances, planification,…), la gestion des projets dans des environnements high tech et l’évolution de l’enseignement supérieur. Il est auteur de plusieurs ouvrages et de nombreuses publications académiques et professionnelles dans ces domaines (voir le site www.essec.fr pour la liste complète des publications). Dominique Giry est le directeur général du groupe Résideo, un groupe immobilier à vocation sociale qui travaille en particulier dans l’est parisien et comprend: -Resideocil (partenaire 1% logement des entreprises) -Resideo Habitat (construction et gestion de logements locatifs à vocation sociale) -Espacité (conseil et assistance à maîtrise d’ouvrage pour la rénovation urbaine et les politiques locales de l’habitat) -Résidétapes (développement et gestion d’habitat temporaire) Diplômé d’études supérieures en sciences économiques, il entre en 1974 à l’Office central interprofessionnel du logement. Les différentes responsabilités qui lui sont confiées lui permettent d’acquérir une vision globale des problèmes urbains et une expérience concrète de la conduite des opérations urbaines. En 1979, nommé secrétaire général de la Ville de Marly-le-Roi et directeur général de la SEMARO (société d’économie mixte d’aménagement et de construction), il mène à leur terme des projets importants dans le cadre d’une politique de développement de la ville. Le parcours et la carrière de Dominique Giry témoignent d’un engagement pour la Ville et l’aménagement du territoire qui repose sur des convictions acquises au cours de ses expériences professionnelles à la croisée de la sphère publique et du monde de l’entreprise. https://ssir.org/podcasts/entry/fusions_et_acquisitions_dans_leconomie_sociale

Wulff Plinke is the founding dean of ESMT European School of Management and Technology, Berlin, Germany. From the outset of the School in 2002 he served as dean and managing director, building the School from scratch to one of the respected European business schools. Today, ESMT is accredited from AMBA and AACSB. In 2011, Plinke retired from his office as a Dean of ESMT and assumed responsibility as a Chairman of the Board of the Association of Friends of ESMT. Wulff Plinke graduated in Business Administration from Universität zu Köln, Germany and received his doctoral degree in Business Administration from Ruhr Universität Bochum, Germany. He attained his venia legendi (Habilitation) in Business Administration from Ruhr Universität Bochum in 1981. From 1981 to 1985, he was a professor of business administration at Universität Hannover, Germany. From 1985 to 1993, he held the chair of Business Administration and Industrial Marketing Management at the Freie Universität Berlin. From 1993 to 03/2008 he held the chair of Business Administration and Industrial Marketing Management at the Humboldt Universität zu Berlin. From 1993 to 1996, he also served as the dean of the School of Business and Economics at Humboldt Universität zu Berlin. Professor Plinke has acted as academic director and chief executive to the Institute of Management and Technology IMT Berlin and Universitätsseminar der Wirtschaft USW Schloss Gracht, both of which have been fully integrated into ESMT.