Podcasts about acquisitions

As major entertainment companies like Disney, Hulu, Netflix, and Spotify increasingly invest in video podcasts, the podcast industry is becoming an even bigger part of the streaming wars. In this episode, Travis and Eric discuss what these acquisitions mean for independent podcasters, why major companies may be willing to overpay for established shows, and how podcasters can build businesses and content that are attractive to potential buyers. They also explore the role of production quality, audience distribution, and the possibility of large-scale podcast rollups. On this episode we talk about: Why Disney, Hulu, Netflix, and other major streaming platforms are investing in video podcasts Why major companies may acquire successful podcasts for distribution and audience attention rather than sponsorship revenue How podcasters could position their shows to become attractive acquisition targets Whether high-end production quality can help independent podcasts attract better guests and grow their audiences The potential for companies to acquire portfolios of thousands of independent podcasts instead of spending massive amounts on individual celebrity shows Top 3 Takeaways Podcast acquisitions are about more than sponsorship revenue. Major media companies may be buying established podcasts primarily for their built-in audiences, distribution, and ability to compete for attention in the streaming market. Build something that has strategic value. If you're starting a podcast, creating content around an established entertainment franchise, industry, or audience could potentially make the show more attractive to companies that already own related intellectual property. Production quality can create opportunities, but content still matters most. A polished production can help attract high-profile guests, create better social clips, and make a show more appealing to streaming platforms—but great production alone won't make a podcast successful. The right content for the right audience is ultimately what matters. Notable Quotes “They're not acquiring the podcast for its sponsorship revenue potentially.” “All they're trying to do is win the attention war.” “It's probably going to be the right content for the right person that makes it successful.”Connect with Travis Chappell: Podcast: Travis Makes Money Website: https://travischappell.com Instagram: https://instagram.com/travischappell Other: https://instagram.com/travismakesmoneypod A Word from Our Sponsors: - The most successful business owners don't do it all themselves — they delegate. Upwork lets you build a team of highly skilled specialists for every function your business needs, so you can focus on what you do best and let experts handle the rest. Visit Upwork.com right now and post your job for free! - Go to Leesa.com for 30% OFF select mattresses (through September 13, 2026) PLUS get an extra $50 off with promo code TMM, exclusive for my listeners Learn more about your ad choices. Visit megaphone.fm/adchoices

Please check out this entire series-arc, re-written, expanded, & re-recorded as of Aug 2026:- Ep. 306: Dead Men Tell No Tales: https://megaphone.link/ARML5251369441- Ep. 307: Murders & Acquisitions, Mostly: https://megaphone.link/ARML6215286599 - Ep. 308: The Shadow State: https://megaphone.link/ARML7890860851 Bottled up in Tung Chung Bay, subsisting for three weeks on caterpillars & boiled rice, the largest pirate fleet in the history of the world meets six Portuguese ships and the arithmetic that finishes it. What follows is the biggest criminal amnesty the world had yet seen, and a question very few pirates ever get to ask themselves: what does a cutthroat do with retirement? Time Period Covered: 1809–1844 CE Major Historical Figures: Red Flag Confederation: Zheng Yi Sao (AKA Ching Shih, née Shi Yang), Commander of the Red Flag Confederation [1775–1844]Zhang Baozai (Cheung Po Tsai), Fleet Commander of the Red Flags, later Qing navy vice-commander at Penghu [1783–1822]Guo Podai, Commander of the Black Flag Fleet [178?–181?]Mei Ying, a captive of the Red Flag Fleet [d. 1809] Qing Empire: The Jiaqing Emperor (Aisin-Gioro Yongyan) [r. 1796–1820]The Daoguang Emperor (Aisin-Gioro Minning) [r. 1820–1850]Bailing (Zhang Bailing), Governor-General of Liangguang [1748–18??]Sun Quanmou, Provincial Fleet CommanderZhou Feixiong, physician of MacauWu Yaonan, government official [fl. 1810–1840]Lin Zexu, Viceroy of Liangguang [1785–1850] Portuguese Empire: Miguel José de Arriaga Brum da Silveira, Ouvidor of MacauCaptain José Pinto Alcoforado de Azevedo e Sousa, Commander of the Macau FlotillaGonçalves Carocha, pilot British East India Company: Richard Glasspoole, second mate of the Marquis of Ely [1788–1846] Major Sources Cited: Andrade, Tonio. The Gunpowder Age: China, Military Innovation, and the Rise of the West in World History. Antony, Robert J. Like Froth Floating on the Sea: The World of Pirates and Seafarers in Late Imperial South China. Glasspoole, Richard. A Brief Narrative of My Captivity and Treatment Amongst the Ladrones (1809); see also Owen Rutter, ed., Mr Glasspoole and the Chinese Pirates (Golden Cockerel Press, 1935).Leonard, Jane Kate. “Maritime China in Transition, 1750–1850,” in The Cambridge History of China, Volume 9, Part 2: The Ch'ing Dynasty to 1800. Murray, Dian H. Pirates of the South China Coast, 1790–1810. Van de Ven, Hans J. Breaking with the Past: The Maritime Customs Service and the Global Origins of Modernity in China. Yuan Yonglun. Jing hai fen ji (靖海氛記, 1830), translated by Karl Friedrich Neumann as History of the Pirates Who Infested the China Sea, 1807–1810 (London, 1831). Learn more about your ad choices. Visit megaphone.fm/adchoices

Alan Haig is the President and founder of Haig Partners, the leading merger and acquisition advisory firm for auto dealerships, where he has guided some of the industry's largest deals. He tracks buy-sell trends and franchise values across every major brand, and he's watched Infiniti collapse further than any other name in the business while Toyota and Lexus keep climbing. He speaks candidly about which franchises are worth buying today, which ones aren't, and what a wave of new competition from China could do to dealership values. Topics: 03:30 Scarcity Creates A Virtuous Cycle. 09:05 Toyota Store Is A Bond. 11:15 Ford And Chevy Are Half Price. 15:05 Honda Beats Toyota As A Buy. 23:50 Chinese EVs Threaten Values. 42:00 Clean Up Before Exit. This episode is brought to you by: 1. Kenect - Kenect helps dealership GMs automate customer outreach by turning days of manual calling into seconds. Go to @ here today. 2. CDG Circles - Connect with verified dealers all inside the CDG Platform. Learn more @ ⁠⁠here⁠⁠. 3. Haig Partners - The Haig Report® sets the standard for dealership M&A data and trends in auto retail. Read it @ here. Check out Car Dealership Guy's stuff: For dealers: CDG Circles ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://cdgcircles.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dealership recruiting ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgrecruiting.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Fix your dealership's social media ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.trynomad.co⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For industry vendors: Advertise with Car Dealership Guy ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgpartner.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Industry job board ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://jobs.dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Request to be a podcast guest ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.cdgguest.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Car Dealership Guy Socials: X ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠x.com/GuyDealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠instagram.com/cardealershipguy/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠tiktok.com/@guydealership⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠linkedin.com/company/cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Threads ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠threads.net/@cardealershipguy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/profile.php?id=100077402857683⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Everything else ➤ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠dealershipguy.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Matt is joined for an extra long interview with Cardinal's Director of Amateur Acquisitions to talk about the Cardinals scouting strategy, how it's developed and changed since he started in 2013, learning lessons from his team's mistakes, the importance of Randy Flores as the lead in the scouting department since 2016 and what to watch for in the Cardinals draft special you can watch now!

Bill Stone, Founder and CEO of SS&C How do you keep buying companies without eventually losing control of the company you built?  SS&C Technologies founder and CEO Bill Stone has spent four decades avoiding exactly that. Rather than treating each acquisition as an isolated transaction, SS&C built a system around protecting ownership, using debt when the economics make sense, paying it down quickly, and creating enough value after close to preserve capacity for the next deal. Bill walks through the decisions behind acquisitions including FMC, GlobeOp, and Blue Prism, his experience taking SS&C private with Carlyle, and the discipline that has allowed the company to keep acquiring across changing markets. What You'll Learn How Bill Stone kept 15% of SS&C through 100 acquisitions The exact revenue-per-head and EBITDA thresholds SS&C screens for Why strategic buyers almost always outbid private equity How to tell a motivated seller from one just fishing for a premium When rollover equity can help retain the management team How Carlyle overruled Stone's own unanimous board vote The one rule that makes Stone walk from a deal every time   Every financing decision changes what you can do on the next deal. If you're financing an acquisition and don't have a hard leverage ceiling you actually stick to, DealPilot, powered by M&A Science, has the deal guidance layer to help you set one before you're over-levered on the next deal. ____________________ This episode of M&A Science is presented by DealRoom. DealRoom is the AI-powered operating system for Buyer-Led M&A™ — one connected system for pipeline, diligence, integration, and reporting. No tool-switching, no manual updates, no data gaps. See how it works: https://hubs.ly/Q04mcGKy0 ____________________ Episode Chapters [00:00] Intro and Guest Bio Check [04:27] Protecting Ownership From Bankers [07:32] Pivoting to the Buy Side [12:12] Cutting a Client's Cost 91% [12:32] Technology Cycles From Excel to AI [15:14] First Acquisition and Going Public [16:26] Balancing Investors and Founder Control [20:08] The Carlyle Take-Private Story [27:23] Screening Deals and Cutting Costs Fast [32:02] Reading a Seller's True Motivation [35:29] Winning FMC Under Canadian Rules [42:10] Beating TPG for GlobeOp [45:22] The Leverage Ceiling and Debt Paydown [49:06] Topping Vista for Blue Prism [53:17] Walking Away From a Lying Seller [54:23] Diligence Speed and Trust But Verify [54:58] Valuations and Capital Abundance

Try Emergent for free: https://app.emergent.sh/?utm_shift=redirect&via=theschoolofhardknockspodcastJamie Salter is the founder and chairman of Authentic Brands Group, the global brand platform behind Reebok, Champion, Forever 21, Quiksilver and partnerships with names like Shaquille O'Neal, David Beckham and Kevin Hart.In this episode, Jamie breaks down how he went from a childhood paper route and the snowboard business to building one of the largest brand licensing companies in the world.He shares how Authentic evaluates acquisitions, what gives a struggling brand a “heartbeat,” why global expansion matters, and how licensing can unlock growth without owning every part of the supply chain.Jamie also talks about working alongside his four sons, partnering with major personal brands, the rise of creator-driven commerce, financial discipline, and why organization has been one of the biggest advantages of his career.Follow Jamie Salter:Instagram: https://www.instagram.com/jamiejsalter/LinkedIn: https://www.linkedin.com/in/jamie-salter-04a08933/Learn more about Authentic Brands Group:Website: https://corporate.authentic.com/Instagram: https://www.instagram.com/authentic/Hosted on Ausha. See ausha.co/privacy-policy for more information.

Health Affairs Publishing's Rob Lott speaks to Jiebing Wen of The University of Texas at Austin about her recent paper exploring how hospice acquisitions by investor-owned firms were associated with lower care staffing intensity and fewer patient visit minutes, especially in patients' final days. Order the August 2026 issue of Health Affairs.Sign up for our free Health Affairs newsletters to stay up to date on health policy news and analysis.

We're piggybacking on last week's “Mergers and Acquisitions” conversation because apparently the story isn't done with us yet. The church that recently bought another local church for several million dollars showed up in a YouTube ad when Andrew was just trying to pull up Safety Harbor's livestream. Nothing says “welcome to church” quite like another church buying an ad before your church.That leads us into some of the things pastors notice from the platform. People falling asleep, people checking their phones, people getting up at exactly the wrong moment, and all the other things you can't not see while you're trying to preach. How distracting is it, and how much should a preacher actually care?At Lakeview, Tim shared the pulpit with Frank for a significant Sunday as the church officially commissioned and sent out Cross & Crown Church. After months of talking about the church plant, launch teams, storage units, coffee shop parties, and everything else that goes into starting a church, it's finally time to send them out.Meanwhile, Safety Harbor held its annual Back to School Pool Party, and once again it proved to be one of those wonderfully easy ministry wins. People showed up, families had fun, nobody needed an elaborate program, and Andrew was reminded that sometimes the best church events are the ones you don't overthink.It's YouTube ads, sleeping congregants, sending out a church plant, and squeezing in one last pool party before everyone officially admits that summer is over.

Hour one of DJ & PK for August 17, 2026: Pablo Mastroeni, Real Salt Lake head coach David Locke, Utah Jazz Radio Play by Play Cade Uluave, Bear Bachmeier, Bruce Mitchell and Kalani Sitake from Fall Camp

Ben Horowitz, Travis Kalanick, and Erik Torenberg take the stage at Atoms' launch event for a candid fireside conversation about entrepreneurship, company building, and why Kalanick believes the next industrial revolution will be powered by AI. They revisit pivotal moments from Uber's history, including the decision not to acquire Lyft, lessons from scaling one of the world's fastest-growing companies, and how Kalanick has evolved as a founder. The conversation also explores Atoms' vision for industrial AI, why software is moving into the physical world, what it takes to build enduring company cultures, and why Kalanick believes the biggest opportunities of the next decade lie in transforming industries like food production, mining, and manufacturing.   Resources: Follow Travis Kalanick on X: https://x.com/travisk Follow Ben Horowitz on X: https://x.com/bhorowitz Stay Updated:Find a16z on YouTube: YouTubeFind a16z on XFind a16z on LinkedInListen to the a16z Show on SpotifyListen to the a16z Show on Apple PodcastsFollow our host: https://twitter.com/eriktorenberg Please note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Federal agencies signal upcoming contract dollars through the president's budget months before a solicitation ever posts, and the FY2027 budget was published just weeks ago. Tracy Marcinowski, a former Air Force contracting officer who rose to Assistant Commissioner for Acquisitions at GSA's Public Building Service, a $4 billion organization, walks through how a small business reads that budget to find where the money is going before competitors do. What you'll learn in this episode: Why a signed GSA schedule or OASIS Plus contract can carry zero obligated dollars, and what you still have to do after you win one How to read the president's budget to spot which agencies and programs will have money next year Where federal spending data went after SAM.gov absorbed FPDS and USASpending, and how to pull it now Which GSA vehicle actually fits your business, and why the schedules are often the wrong first move The right people to reach inside an agency, program managers and requirements owners, not the CEO Chapters: 0:00 - Tracy Marcinowski's path from Air Force to GSA 3:00 - Why the government does not buy everything 9:00 - The vendor who pitched the wrong buyer six times 11:30 - Who inside an agency actually shapes requirements 15:30 - Choosing a contract vehicle that fits what you sell 17:30 - Starting research with the president's budget 23:30 - Why GSA is the easiest agency to break into 25:00 - CMMC, NIST, and Department of War requirements 32:30 - Action steps for a first-time small business Mindy gives you the federal opportunities, agency signals, recompete intel, and pursuit briefs that tell you not just what contracts exist, but which ones to chase and how to win them. Sign up for free Daily Alerts and get opportunities delivered to your inbox before the day starts.

Cardinal Health (CAH) CFO Aaron Alt joins Morning Movers to discuss his company's earnings, which includes a reaffirmation of guidance and margin expansion. He also elaborates on Cardinal's recent acquisitions and ways it expands future earnings prospects. Aaron touches on the revenue miss as one that isn't significant, saying the company's many business arms add enough muscle to ensure growth continues. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

We join the table of Jeff Stein from The Storycrafters Podcast and mix-and-match. Danver Stargazer is a Verdan, one of the mutant goblinoids found in the Acquisitions, Inc. Setting Guide. By day he's a barback, and at night he's the lute player at The Ivories, a charming tavern of an eccentric owner with a collection of TEETH. And Danver could sure use your aid in finding a replacement and REAL Beholder tooth to replace the prominent fake above the mantle... And note: I've included the raw transcript from Zencastr for this episode as well (will work to go back and retrieve and upload others as I'm able). Please note the transcripts are the UNEDITED version, not the final edit you are listening to. Podcast art by Chauncy Riley, Graphics by Chauncy. Visit our website at https://sidekicksandsidequests.com Twitter Page Facebook Page Subreddit Page Instagram Page Discord Server Support the podcast AND use Zencastr at the same time by going to my referral linkSpecial Guest: Jeff Stein.

Blue Moon Metals CEO Christian Kargl-Simmard joins Mining Stock Daily to discuss the company's expanding U.S. critical-minerals strategy. Blue Moon recently acquired a portfolio of tungsten and antimony projects intended to feed its Springer complex in Nevada, while advancing construction at the Nussir copper project in Norway. Christian also highlights the growing importance of the Apex germanium-gallium project in Utah, where bulk sampling has returned exceptional grades. The conversation covers ore sorting, project financing, potential strategic partners, and Blue Moon's push to bring four brownfield mines into production.

The first quarter of 2026 stunk for Graff-Pinkert’s used machinery business. But fortunately, in the last few months, we’ve made some really good deals, selling old Davenport and Acme screw machines, as well as some expensive late model CNC multi-spindles. Today, Lloyd Graff and I give our take on why the year unfolded this way and what we predict the machining industry will look like for the rest of the year. We’re optimistic because it seems like onshoring is real and tariff surprises are no longer a surprise. Listen on your favorite podcast app using pod.link.     . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! It's Hard to Sell Expensive Machines Noah: We purchased an INDEX MS22-8 CNC Multi-Spindle, manufactured 2019, with a partner at an auction. Brand new, that machine goes for over three million. We were asking less than half of new. And the thing is, even though something is worth that, it's hard to find someone to actually buy it. Lloyd: Who’s to say it’s worth that? It’s worth it if somebody pays it. Noah: We came very close with one company. We were on the one yard line, a very big corporation, but then it went up the rung, at the very end they said, “Well, the machine we already have has four Y-axis, and this only has two Y-axis.” I think it was an excuse to shoot it down. Lloyd: It may very well have been a political battle within the big company. That’s why it’s difficult to sell expensive machines to big companies. It's also hard to sell to small companies, because small companies don’t have access to that kind of money. Noah: If you’re going to buy a machine that costs over a million dollars, you have to have a job for it. It’s not something you spec on. People might think, all right, maybe I can pay three hundred grand for a used machine. But to pay a million dollars for a used machine, it just doesn’t compute. Even if it’s half price. Even if it’s a third of the price. Noah: So we got creative, and a little serendipity showed up. I was texting with an old customer to offer a different Index we have for sale. Then he says to me, “Hey, I have an idea for a trade for your 2019 machine.” We ended up trading our INDEX for his Tornos MultiSwiss 8×26, a 2017 with 8,500 cutting hours, plus cash. He really wanted an Index. His MultiSwiss operator is retiring, and his people wanted another Index. Lloyd: And for all we know, we might end up with a trade on that too. Onshoring Is Real Noah: Like them or don’t like them, tariffs are very influential and they’re happening. Is on-shoring finally real? Lloyd: That’s what we’ve been told by our clients. Onshoring is real, because it’s not so much about price. It’s about fear of what prices might be, and it’s about fear of what the Chinese might do, let’s say, if there was an invasion of Taiwan. Noah: We like to use fear of tariffs as an excuse for why people didn’t buy a lot of equipment from us at the beginning of the year. But it seems like now we’ve broken through to some extent. Lloyd: I think so. To some degree, people are being forced to buy, because they have an avalanche of orders. But I also think there’s a genuine fear by big companies that they cannot have crucial production in China. What I’m hearing from clients is their customers are saying, “We’re not worried about price. We’ll accept price raises. What we want is quality, and we want certainty of delivery.” With China, they may be able to get price, but they cannot get certainty of delivery. And, they cannot get certainty of quality. So while China can still undercut United States manufacturers on price, price is not the only thing that dictates decisions. 50 Bucks an Hour and Gila Monster Saliva Noah: What’s a contrarian prediction you have? Lloyd: Fewer and fewer men are deciding to go to college, because they don’t want to accumulate the debt, and they don’t see the opportunities in the jobs they used to get. (It used to be) “I want to be a programmer, I want to be an accountant, I want to be a lawyer.” Those aren’t necessarily great jobs to go into today, particularly if AI is going to take over so much of the white collar world. But what you do have a need for is people who can run factories and people who can work in factories. So my contrarian view is that more and more people are going to go to vocational school and technical school, and you will see a turnaround in the amount of people available for machining. But you will also see the pay for machining work go up dramatically. You’re going to see people routinely making fifty dollars an hour for machining jobs. Noah: If there’s a bigger supply of people who want to do it, wouldn’t that make wages go down? Lloyd: The demand for quality people will continue to be high, and contract manufacturing people will wake up and decide, if I want to hire somebody, I’m going to have to pay them. Lloyd: What do you think is a surprise that’s coming? Noah: I’m not that original with this one. Stephanie and I have made an investment, and we’re going to invest a little bit more, in GLP-1 stocks. Scott Galloway says that in the next ten years GLP-1 technology is going to be a bigger development in the world than AI. Is that true? I don’t know. But every day these GLP-1s seem to do something new that we didn’t think they could do. Lloyd: Do you know how they developed the first GLP-1 drug? Noah: I do not. Lloyd: It came from testing the venom of a Gila monster. It was originally developed for diabetes. Noah: Serendipity. What We're Using AI For Lloyd: What did you use AI for today? Noah: I took a database of machines and had Claude build a call list for us. We’re purchasing a Star SR32, so now I have a list of customers all organized and ready to work. What deep dark secrets did you use it for? Lloyd: I used it this morning to check how long a CT scan would take, because my wife was going to have a CT scan ahead of hip replacement surgery. Noah: And what did it say? Lloyd: Five to ten minutes. Noah: And how long did it take? Lloyd: Five to ten minutes. She was greatly relieved before she went, knowing that was likely all it would take. Noah: Anything else you’d like to say to the people of the world? I think I’m ready to drop the mic. Lloyd: Live each day. Savor every moment. Noah: Thank you. Let’s do this again soon. The post Why Onshoring Is Really Happening, with Lloyd and Noah Graff-EP 271 appeared first on Today's Machining World.

Chief Strategy Officer Nick Reed unpacks the "architecture of trust," AI-native enterprise transformation, and why staying laser-focused on customer value is central to Bizzdesign's bold AI strategy.Topics Include:Bizzdesign: global enterprise transformation SaaS company with Dutch roots, founded 2000, Main Capital-backedCustomers include HSBC, Shell, KPMG, and Airbus globallyBold 12-month strategy: acquired Mega International and Alfabet from Software AGAcquisitions tripled revenue, created the first true end-to-end enterprise transformation suiteBizzdesign's 18-year recognition as a Gartner Magic Quadrant Leader in Enterprise ArchitectureThe launch of Bizzdesign Unify in April 2026, an AI-native transformation collaboration platform Nick Reed's journey: enterprise software, customer value, M&A strategy, and AI-driven transformationHow Bizzdesign supports planning, design, and governance pillars across the transformation lifecycleHow Bizzdesign Unify complements existing enterprise architecture and portfolio management environmentsWhy Bizzdesign Unify is architecturally different: conversational AI-native experience, not traditional UIAI acts as a co-worker, supporting transformation work and decisions through curated skillsNew experience opens enterprise context to broader stakeholdersBizzdesign Unify bridges the gap between messy whiteboards and governed enterprise dataExample walkthrough: mapping customer service transformation dependencies and impactsGenerative AI creates transformation scenarios grounded in enterprise contextTech stack built on Amazon Bedrock, MCP clients, graph dataBalancing agentic AI and automation with human-in-the-loop accountability"Architecture of trust": permissions, oversight, and decentralized controlPricing shifts from seat-based to AI credit consumption modelClosing advice: stay laser-focused on core customer value creationParticipants:Nick Reed – Chief Strategy Officer, BizzdesignKamil Davidov – Sales Leader Israel ISV-BizApps, Amazon Web ServicesJohan Broman – EMEA ISV Head of Solutions Architecture, Amazon Web ServicesSee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews RIMS SERMC Member Eric Lobser about his career path at Spire Inc. They discuss his start in Budget Analysis at Laclede Gas, which eventually became Spire Inc. He moved into Operations, Treasury, and then Strategic Planning, including Acquisitions. He continued his career as VP of Enterprise Risk Management. Eric shares how he grew into that position, using knowledge he had gained from all the departments he had worked with. He tells about his early presentations to the Board. Eric explains what ERM means to him, and how ERM helps companies manage risks, including reputation, engage in opportunities, and make the resource allocation decisions that lead to success and mitigate failures.   Listen for Eric's idea to improve the ERM acronym.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. Our guest is Eric Lobser. He was a practitioner in the natural gas sector for 35 years. We're going to get his ERM philosophies today. But first… [:42] RIMS-CRMP Workshop. We are delighted to announce that on August 27th and 28th, RIMS President Manny Padilla will be leading the two-day in-person workshop at St. John's University at 101 Astor Place in New York City. A link to the registration is in this episode's show notes. [1:02] RIMS-CRMP Virtual Workshops. RIMS will partner with PARIMA for the RIMS-CRMP Exam Prep on September 1st and 2nd. Registration links are in this episode's show notes. [1:13] Also on the webinars page, you will see a two-part series hosted by the RIMS Membership Department. The "Classroom to Career" webinar series highlights how RIMS equips students with the knowledge, skills, and connections needed to thrive in risk management careers. [1:28] Participants will gain insights into industry trends, career pathways, and practical tools that help them confidently step into the evolving world of risk management after graduation. These sessions will be hosted on September 1st and 9th. [1:41] These sessions are member exclusives and are complimentary for RIMS members, of course. So, if you are interested in becoming a member, this would be the time. Visit RIMS.org/membership. [1:51] RIMS is back on YouTube. Our handle is @RIMSOfficialChannel. We've got plenty of videos there, including RIMScast, RIMScast Canada video podcasts, and other informative and entertaining content from RIMS. Subscribe to the channel today! [2:10] On with the Show! We will take a deep dive into Enterprise Risk Management with Eric Lobser. Eric recently retired from a 35-year career in the natural gas sector. He remained with one company that eventually became Spire Energy. [2:26] Eric is also a member of the RIMS Strategic and Enterprise Risk Management Council. [2:32] We will discuss his career journey, how one role led to the next before settling on Enterprise Risk Management, and his philosophies on what makes ERM truly valuable and why the acronym could use an upgrade. Let's get to it! [2:52] Interview! Eric Lobser, Welcome to RIMScast! [3:17] Justin and Eric met last year during a webinar. Eric has a fascinating career. His entire career was at Spire. Originally, it was Laclede Gas Company. Then it became The Laclede Group, and then Spire. Eric's career was 35 years and some months long. [3:53] Justin says that shows our audience that you can have a risk career at one company. You don't need to jump around. If you're doing well, if you're comfortable, if the company's treating you right, and you're doing a good job. [4:10] Eric says the risk career came later in his life. It was the culmination of a lot of other things he did. He had a varied set of positions at Spire. Over time, it was multiple types of companies. As you go through CEOs, things change. [4:31] Eric says he was there for about five CEOs and got to see many different sides of how business operates. [4:49] Eric says he graduated from Boston College in 1990. It was a tough job market. He wanted a job on the East Coast, but it was an expensive place not to have a job. He went back home. [5:08] His stepfather had a contact at the Laclede Gas Company. He interviewed, and they offered him a position, which he took. Within two weeks, he thought he would be crazy to stay at that company more than a couple of years. He thought it was odd they had a few computers. [5:29] Eric came from a school with a library full of computers. You had to sign up to use them. It taught him to use his mind, and it instilled patience. Those elements have been valuable to Eric's career. [6:06] Eric started as a budget analyst and did that for about a year and a half, in the corporate office in downtown St. Louis. [6:33] Then he was fortunate to move to Operations to do the same sort of work with all the department heads to help them with their budgeting, to translate things from Operations into financial terms and get better relationships with the people who ran the business. [6:53] Eric says he got to understand the business better from the view of the boots on the street. [7:04] Justin asks if risk management and ERM came onto Eric's radar in August 2001, when he became the Managing Director for Strategic Planning and Corporate Development. [7:18] Eric says that he had also worked with property insurance in Treasury. There's a big commodity risk at a natural gas company. There are also market risks and credit risks. [7:33] Eric says Strategic Planning was new to The Laclede Group, taking the budget period and extending it out three years, rolling in strategy and planning. [7:49] Eric helped them to develop software for business planning, custom-made from Access, to help support the Balance Scorecard they rolled out. It included something for Initiatives for making improvements, which were tied to Metrics.  [8:11] There were Action Items. There was a section where you laid out your different risks and what you were doing to mitigate them. The Action Items often required support from other areas. The software would put that into their business plan so they could see it and collaborate. [8:33] Eric says risk management and collaboration are hand-in-hand. [9:09] Eric speaks of a change in leadership, where they went from mostly looking at operational excellence and continual improvement to a more external look at other businesses, at ways to diversify within the gas industry: storage, pipeline, E&P, and more. [9:40] That was the beginning of the thought processes Eric would go through, looking at different businesses; what can go right with them, and what can go wrong. [9:57] Part of modeling acquisitions is taking a look at those scenarios and looking for the probability of a downside, what that downside looks like, and what will drive it. What has to go right to have the best case? What does the base case look like? What are those probabilities? [10:20] Eric says that was the beginning of understanding how risk and business go hand-in-hand. They can't have opportunity without risk. There's no reward without risk. Understanding that was an element of that job. [10:39] Eric was fortunate to have a tremendous boss during that time who helped him gain critical thinking about how things operate. [10:58] Eric says when they were looking at how other companies operate, they were companies within the gas industry, to stay within their knowledge base, and simplify their business, within the natural gas value chain, from wellhead to burner tip. [11:30] They were looking at exploration & production, gathering & processing, pipelines, underground storage, down to uses for it, including compressed natural gas for vehicles and local distribution utilities.  [11:58] Justin suggests that the 13-year period when Eric was in Strategic Planning and Corporate Development, holding several positions, was a key time in his career. Eric says yes, and it was his favorite period. He had gone to school for investment banking and acquisitions. [12:42] Eric says, at the same time, it was a tremendous amount of work. He thought maybe it wasn't the best place to spend his lifetime because of the level of work and stress involved. [13:04] Eric was married and raising a family, and that had to come into play, as well. He says while his wife was extremely patient with him during all those times, sometimes working around the clock, he felt it wasn't the right long-term opportunity for him. [13:20] Eric says one of the things he learned when he was doing acquisitions was developing models for how utilities make money. Eric worked with people who did rate cases at the company, to understand what drove cash flow. [13:47] In doing that, Eric learned how regulations work and how tariffs work. That led to asking himself, if this isn't the right career for me, taking a look at something next to it, which was regulatory and government affairs. [14:27] Eric had already started to learn about it. Once he was in charge, he based it on Missouri regulations. The first acquisition was a company in Kansas City, Missouri. [15:05] The second acquisition was Alagasco in Alabama, and that was a completely different type of ratemaking approach that was annual. They had a formal department. Eric was asked to develop something more formal for the entire company. [15:21] Eric says then they acquired Energy South, which brought them into Mobile and also Mississippi, a third rate jurisdiction. There was a mountain of information to climb. His drive and thirst for knowledge helped him up the curve pretty quickly. [15:53] Eric says relationships and the stuff between the lines are just as important as what you can read about and study. [16:12] Eric says, pulling from his enterprise risk career, one of the impacts is not just financial, but reputation. Reputation is a huge element of rate setting. Your reputation precedes you to the commission that oversees rate case litigation and the parties to the case. [16:47] The parties that are involved include industrials, AARP, low-income groups, an energy efficiency group, and other parties. [17:01] Understanding where they're coming from, and what they're trying to achieve, and working towards something that gives all parties some of what they want, is a key element. [17:18] If you were a bad operator; if you had a significant incident that showed you weren't a safe operator, or you weren't treating your customers well, then going into the rate case, people had their minds set that they wanted to give you not a rate increase but a rate reduction. [17:40] The value of the relationships and the reputation, the stuff that is gray and in between the lines, is not just about what the numbers are but who you are as a business. [17:56] A Quick Break! Many fantastic RIMS events are coming up in 2026. The 11th Annual Chicagoland Risk Forum will return to the Old Post Office on Thursday, September 24th, 2026. Visit ChicagolandRiskForum.org for more information. [18:12] The RIMS Western Regional Conference will be held from October 4th through the 7th in Seattle, Washington. The agenda is live, and registration is open. Visit RIMSWesternRegional.com and the link in this episode's show notes for more information. [18:29] Save the dates: October 18th through the 21st. We will be in Quebec City to celebrate the 50th Live RIMS Canada Conference. Booth sales are open, and sponsorship opportunities are still available. Advance registration is open now. [18:45] Visit RIMSCanadaConference.ca for more information. Also, remember to check out RIMS.org/Canada for our spinoff show, RIMScast Canada, hosted by National Conference Committee Chair, Aaron Lukoni. [19:00] The RIMS ERM Conference 2026 will be held on November 19th and 20th in Columbus, Ohio. Registration is now open. [19:10] Through August 21st, you can nominate a program for the RIMS ERM Global Award of Distinction. If you know of an ERM Program that is award-worthy, we want to hear about it. A link to the nomination form is in this episode's show notes. Visit RIMS.org/ERM2026. [19:29] We're already looking to RISKWORLD 2027, which will be held over four days in New Orleans, Louisiana, from April 18th through the 21st! The call for session proposals is now live and will stay active through August 21st. [19:44] RIMS members can exclusively register by September 4th for the best rate. And get first access to the hotel block. Hotel reservations open on October 28th, ahead of public registration. Sitting this out is the real risk! The link to registration is in this episode's show notes. [20:04] Let's Return to Our Interview with Eric Lobser! [20:31] Justin asks about compliance at a natural gas company. Eric says his career at a critical infrastructure utility delivering a relatively volatile product to people's homes was very safety-oriented with a lot of rules, regulations, and areas of compliance. [21:04] The whole industry faced a need to replace some of its aging infrastructure. That started when Eric was in Treasury and trying to think about how they would afford all the replacements they were going through. [21:22] It came again when Eric was in Regulatory, trying to understand the balance between safety and rates and what's best for the business and what's best for the customer. [21:53] Compliance is not something you can decide to do a little bit or a lot. You have to meet at least the minimum standards. Spire was always at that point but also found the benefit of going beyond that, to deal with it a little bit more strategically. [22:14] Spire was generally a group that looked at opportunities to do replacement in a way that overall was more cost-effective, exceeding requirements on their compliance. Compliance was an enterprise risk. [22:34] Eric says it was not just making sure they were in compliance, but also what the cost of compliance is and what if people change their minds and all of a sudden want us to do this or that? [22:53] Being a regulated utility, your rates are dependent on somebody deciding you deserve to have this. [23:02] Compliance was more often not physical replacement but putting in another pipe beside the old pipe and terminating the old cast iron pipe that had degraded and become a safety issue. [23:26] Spire always paid attention to where they were getting leaks or water potentially getting into the system and areas of geography that had similar types of risk. [23:39] Spire took a strategic approach to look at the information they were getting and figure out where to go and do wholesale changes rather than responding to risks as they popped up. [23:54] Eric says that was the approach where they took compliance and said if we do more, it probably can be better for us and better for the customer to take a better strategic approach. [24:19] Eric says it's inconvenient and sometimes problematic for people when there are workers in the street. Part of Eric's career was dealing with claims and issues that can happen with construction. The construction was necessary to make sure the system was safe. [24:53] Eric says the most prevalent claims were when they were doing excavation and hit something unmapped, like an underground dog fence or sprinkler system. To be cost-effective, they used reliable outside partners to replace these. [26:44] Eric says that every year, when he was in Strategic Planning, he would help put on a two-day conference for the Board to review company strategy and present new ideas. [27:01] Any time they found an acquisition opportunity that met the muster of the executives, they presented that to the Board. [27:!3] Eric says the Board is extremely interested in rate cases, which are the heart and soul of a utility's business. [27:28] Something Eric found helpful later in his career, doing regulatory work, was to pull together parties without overlapping interests, such as the Board and the Public Service Commission, to help them find agreement on why something was beneficial for the customers. [28:58] Eric says, for the first time or two, presenting to the Board was frightening. He was fortunate enough not to be leading the presentations. He reported to officers who helped develop the business planning and strategy. They helped Eric work his way into bigger roles. [29:32] Eric says when he became more involved in doing the modeling, one time he was called by the CEO to speak to the Board while he was on a family vacation. His wife reminds him of this. The Board was very interested in the upside case and downside case of a model scenario. [30:31] Eric says in that phone call he had to give the Board a rigorous view of why they should spend $1.1 billion on this acquisition. While exciting, Eric says presenting to the Board was a very stressful part of the job. They're relying on things that he's saying to them. [31:12] Eric says acquisitions have their own timeline and they develop however they want to. It's not like going to the grocery store to pick up something. When something pops, it pops, and it's all hands on deck. You don't stop until the job is done. [31:35] One more Quick Break! RIMS, The Foundation for Risk ManagementTM, is dedicated to shaping the future of the profession. By making a contribution, you are strengthening the global risk management community and investing in the future of the industry. [31:55] The Foundation also supports the Spencer Educational Foundation but has a different mission. The Foundation focuses on providing opportunities for those professionals who have already decided to enter risk management and are just getting started. [32:09] You can learn more about the Foundation by visiting www.RIMS.org/FRM.  While you're there, be sure to check out information about the Susan Meltzer Scholarship Fund, which was established to honor Ms. Meltzer, who was RIMS President in 1999 and 2000. [32:28] Susan Meltzer was a cherished RIMS President and contributed so much to RIMS and the greater risk community. Learn more at RIMS.org/FRM.  [32:36] Let's Return to Our Interview with Eric Lobser! [32:52] Eric says that it seems to him that if people viewed Enterprise Risk Management more as Enterprise Value Management, they would better understand that it's more about what you need to do to improve the value of your company. [33:19] In Eric's Strategic Planning days in Corporate Acquisitions, he learned that Expected Value is about changing probabilities, not just the impact of those probabilities. [33:32] Eric says Enterprise Risk Management does a great job of addressing both the likelihood and the impact of things going wrong and things going right. What you're building with ERM is value. You're adding to the value of the company. [33:46] Eric thinks more people would engage. It would resonate with a lot of the corporate cultures to look at ERM as a way to build value for the company. [34:08] Justin says that for almost eight years, Eric was the Spire VP of ERM. Justin asks if Eric was able to hit the ground running, going from Regulatory and Government Affairs into ERM. [34:32] Eric says the position started with Insurance, and then Commodity Risk Management, other elements of the business that helped him up the learning curve. From Acquisitions, Regulatory, Operations, and Customer Service, Eric understood a lot about the business. [34:55] Eric says having a couple of years when he was in charge of Spire's Insurance program, including Captive Management, where you retain risk instead of transferring it, was a great transition to eventually getting Enterprise Risk. [35:31] Eric says he read every book he could get his hands on in the time he had. He noticed some of the things they were doing were based on ISO 31000. Eric read through ISO and COSO. COSO felt very intricate and detailed. [36:10] Eric asked himself what the potential was that we were going to adopt something. The culture of the business manages the risk. ERM oversees how the business manages risk. Eric wanted to pick a framework that fit more with Spire's corporate culture. [36:39] Eric says ISO 31000 is adjustable. He felt like it was a good fit. It was more about strategy and enterprise than Spire's focus had been. It was not just about what could go wrong and what they should be concerned about happening, but what must go right. [37:22] Eric says that looped in what he learned in Strategy, what they have to do to be successful, and what could derail them from that. Spire transitioned a little bit less away from risks and more to strategic imperatives and what they had to do to achieve their strategic vision. [38:02] Justin asks about ERM conferences and what makes a great ERM session. Eric says it's a practitioner who has lived through it with real-world experience on what works, what doesn't work, and why it didn't work. [38:18] Eric says everything's specific to the company, so what works for one may not work for another. An experienced practitioner brings a level of credibility that is important. Eric wants a presenter who focuses on what helps a company be more successful in executing its strategy. [38:41] Eric says a lot of presentations go into risk registers and software, but in the end, risk management is change management, with very complex systems. The presenter should speak to engaging the business, getting different areas to collaborate, and making better decisions. [39:31] Eric says those decisions are about how you allocate resources. Resources are limited. You can't do everything, so you prioritize. [39:41] ERM helps you to prioritize better, using a process of identification and assessment, to help you understand how important a risk is in relation to other risks, how soon it needs to be dealt with, and what level of mitigation and controls you already have in place. [40:13] Eric says, ERM helps you determine if this risk is extremely well-managed and there are resources you can take away from it to put toward a risk that's less well-mitigated. [40:22] Eric says a good ERM session presenter talks about how ERM helps a corporation make better decisions and effectuate those resource allocations that then help that company to be more successful. That's what ERM is about, and when somebody talks about that, it resonates. [41:02] Eric says when he hears a concept that really resonates with him, he tries to pull those concepts together. He has used principles from the Enterprise Risk Oversight Committee. [41:44] Justin says the Global ERM Award of Distinction call for submissions is open. You can send in those nominations now. RIMS Global ERM Award of Distinction nominations are open through Aug. 21! [41:57] Justin asks Eric what makes an Enterprise Risk Management program award-worthy. Eric says some of it is going to be based on the eye of the beholder. Enterprise Risk should be customized to the culture. People are going to view what makes a great program differently. [42:28] Eric says that the SERMC is looking for, with the diverse perspectives of the members, a program that is well-integrated into Strategic Planning, helps the business make decisions, and most importantly, helps it be more successful, with fewer downturns, than their competitors. [43:09] Eric says the business manages risk. ERM can help oversee what they're looking at and turn its attention to important things, and help determine the best ways to mitigate or treat risk, or support what they are doing, so the strategy prevents threats from derailing the company. [43:33] Eric says, in the end, a company that is consistently successful is probably the mark of a good Enterprise Risk Management program. [43:51] Justin says, we're going to see you again on November 19th and 20th in Columbus, Ohio at the RIMS ERM Conference. You can get your nominations in now for the RIMS Global ERM Award of Distinction. We'll have a special awards ceremony, like we do every year. [44:07] Eric, it has been such a pleasure to have you on RIMScast! I look forward to seeing you in Columbus. [44:19] Special thanks again to Eric Lobser for joining us here on RIMScast. We appreciate him and all the great work he does for the RIMS SERMC. The call for nominations for the RIMS Global ERM Award of Distinction is open; a link is in this episode's show notes. [44:36] There are specific attributes that will make a nomination truly award-worthy. Submit your nominations today! [44:42] Plug Time! Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [45:00] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [45:16] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [45:29] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [45:41] Practice good risk management, stay safe, and thank you again for your continued support!   Links: RIMS ERM Conference 2026 | November 19‒20 in Columbus, Ohio | Registration Now Open! | www.rims.org/ERM2026 | RIMS ERM Global Award of Distinction nominations open through Aug. 21! RIMS Certification Week: Sept. 21‒24 | Complimentary For All Spencer Educational Foundation's 2026 Funding Their Future Gala | Sept. 17, 2026 RISKWORLD 2027 Registration | RIMS members can lock in 2026 rates now through Sept. 4 | Education Content Submission Through Aug. 21. ChicagoLand Risk Forum | Sept. 24, 2026 RIMS Western Regional Conference — Oct. 4‒7, 2026 | Seattle, WA | Register Today. RIMS Canada Conference — Oct. 18‒21, 2026 | Quebec City | www.rimscanadaconference.ca | Advance Registration Open | Sponsorship Opportunities Available The Strategic and Enterprise Risk Center RIMS, the Foundation for Risk Management Spencer Educational Foundation — Scholarships and Grants | Open Calls and Timelines. RIMS Now RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Video Series Featuring Joe Milan! RIMS Diversity Equity Inclusion Council RIMS-CRMP Stories RIMScast Canada — Episodes Now Live RISK PAC | RIMS Advocacy RIMScast on YouTube! RIMS Risk Management Magazine | Contribute | Q2 2026 Issue Now Available Sponsor RIMScast — Sales@RIMS.org Upcoming RIMS-CRMP Virtual Workshops: RIMS-CRMP Exam Prep Workshop — Live In NY — Aug 27‒28! RIMS-CRMP Exam Prep with PARIMA | Sept 1‒2 Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops Upcoming RIMS Webinars: RIMS.org/Webinars "RIMS Student Series: Classroom to Career Part 1" | Sept 1 "RIMS Student Series: Classroom to Career Part 2" | Sept 9 RIMS Certification Week: Sept. 22‒24 | Complimentary For All   Related RIMScast Episodes: "Board Reporting and ERM in 2026 with Trisha Sqrow and Suzanne Christensen" "The Future of Strategic Risk Management" with John Button "Mid-Year Risk Roundup 2026 with Morgan O'Rourke and Hilary Tuttle" "Emerging Risks and AMRAE's RMIS Panorama 2026 with François Beaume" "Strategy and Change with Ward Ching and Aaron Olson"   Sponsored RIMScast Episodes: "48 Hours From a Storm: What to Do Before A Hurricane Strikes" | Sponsored by Global Risk Consultants, a TÜV SÜD Company (New!) "AI-Scale, Risk Ready: Engineering Controls for the New Data Center Boom" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Facing Into Risk: Navigating the New Risk Landscape" (New!) | Sponsored by AXA XL "Secondary Perils, Major Risks: The New Face of Weather-Related Challenges" | Sponsored by AXA XL "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Demystifying Multinational Fronting Insurance Programs" | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against an Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Eric Lobser, SERMC Member   Production and engineering provided by Podfly.

In 1984, the Walt Disney Company was worth more dead than alive. Disney Animation — the heart of Walt's famous flywheel — had stagnated for years, bleeding away talent while corporate raiders circled, salivating over offers to sell off the film library to MGM and offload the parks to hotel operators. But what followed instead was the greatest turnaround in media history under Michael Eisner and Frank Wells. Beauty and the Beast. The Lion King. Broadway. Bringing the Disney Vault home on VHS and DVD. And the greatest media acquisition of all time — ESPN.And then... it all almost fell apart. Again. Euro Disney turned into a money pit. Boardroom and executive infighting ran rampant. Animation descended into a dumpster fire. (Remember Chicken Little? Us neither.) Comcast — Comcast!! — tried to steal the company via a hostile takeover. Out of the chaos, a new generation of Disney management emerged under Bob Iger to stage yet another epic comeback with Pixar, Marvel and Lucasfilm, creating the defining media empire of the 21st century…until the tech companies came along. Tune in for the ultimate Acquired thrill ride: Disney, Part II.Sponsors:Many thanks to our fantastic Fall '26 Season partners:SierraSentryWorkOSAnthropicLinks:Sign up for email updates, get our takeaways and research photos from each episode, and vote on future topics!The Official Acquired Meetup on Sept 17th with our friends at Sentry. Join us!The Acquired Disney Part II Companion PDFWorldly Partners' Multi-Decade Disney StudyAll episode sourcesCarve Outs:Warby Parker Transitions Extra ActiveMichael Arndt's Toy Story 3 Story PresentationThe Golden State ValkyriesMore Acquired:Get email updates and vote on future episodes!Join the SlackCheck out the latest swag in the ACQ Merch Store!00:00:00 Start00:00:50 Intro00:05:07 Disney in Chaos (1984)00:11:33 Eisner, Wells, Katzenberg Arrive (1984)00:24:30 Animation Renaissance & CAPS Tech (1989)00:37:33 Flywheel Extensions: Home Video, Retail & Broadway00:54:32 Challenges & ABC/ESPN Acquisition (1994-1995)01:05:55 ESPN: Disney's Accidental Goldmine01:21:26 Eisner's Decline & Save Disney Campaign (2001-2004)01:34:53 Comcast Hostile Takeover Bid (2004)01:41:58 Bob Iger's Vision & Pixar Acquisition (2005-2006)01:52:17 Pixar: From Lucasfilm to Steve Jobs (1979-1995)02:03:11 Toy Story, IPO & Eisner Conflict (1995)02:34:30 Disney Acquires Pixar (2006)02:46:37 Marvel & Lucasfilm Acquisitions (2009-2012)02:58:01 Streaming Pivot: Cord Cutting & BAMTech (2015)03:06:30 The Disney+ Strategy & FOX Acquisition (2017-2019)03:19:01 The Disney+ Launch, COVID, & Chapek's Tenure (2019-2022)03:42:15 Iger's Return, Challenges & Parks Revival (2022-2026)03:50:54 The Business Today: Parks & Streaming Focus03:59:22 Analysis: Disney+ Strategy & The New Media Landscape04:10:01 Analysis: Bull/Bear Cases04:21:20 Quintessence04:24:39 Carve-Outs + Outro‍Note: Acquired hosts and guests may hold assets discussed in this episode. This podcast is not investment advice, and is intended for informational and entertainment purposes only. You should do your own research and make your own independent decisions when considering any financial transactions.

Keyvan Mohajer, CEO of SoundHound AI (SOUN), discusses his company's recent earnings which have grown ten times since the IPO four years ago. One factor he sees driving future growth: the company's OASYS platform, which he calls "decades in the making." Keyvan goes further into his expectations for the company by outlining recent acquisitions and partnerships. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Ryan Byrne is the founder of Cashflow Capital Club and a multifamily operator specializing in operational value-add acquisitions and ground-up development of A-Class senior communities. After serving in the United States Marine Corps and working in Wall Street Mergers and Acquisitions, Ryan transitioned into real estate as a passive investor before becoming an operator. His team has completed 15 value-add acquisitions, actively manages 1,500 units, has 1,200 units in development, and partners with over 200 investors across markets including Dallas, Charleston, Savannah, and Orlando. Ryan joined Rod's Warrior Group in 2025.   Here's some of the topics we covered:   Ryan Byrne's journey from the Marine Corps and Wall Street to multifamily real estate How joining the right network accelerated partnerships and deal opportunities Landing a 145 unit value add deal after underwriting more than 300 properties Raising millions from friends and family by sharing opportunities instead of chasing investors Conservative underwriting strategies that protect deals when everything goes wrong Scaling from one acquisition to 1,500 units through systems, partnerships, and vertical integration Why Ryan is betting big on senior housing development and the future of the asset class   If you'd like to apply to the warrior program and do deals with other rockstars in this business: Text crush to 72345 and we'll be speaking soon.   For more about Rod and his real estate investing journey go to www.rodkhleif.com  

Ready to scale your business? In this episode of the Leverage Podcast, Brendan Davis from Magnolia Vacation Rentals shares how mastering business leverage can take you from founder to true visionary. Are you stuck acting as the "chief everything officer" in your business? It is time to learn the power of business leverage. In this episode of the Leverage Podcast, we sit down with Brendan Davis, a real estate investor and the founder of Magnolia Vacation Rentals. Managing a large portfolio across Tennessee requires moving past the everyday grind. Brendan explains how he successfully stepped away from daily tasks like acquisitions to focus strictly on high-level growth, We dive deep into the real estate market and explain why treating your investments like a real business is the only way to survive a competitive landscape. Brendan also talks about his favorite tools, including how he uses AI agents to automate workflows and buy back his time. Whether you want to grow a team, utilize virtual assistants, or maximize your operational efficiency, this conversation provides the ultimate blueprint for business leverage. Stop trying to do it all alone and learn how to scale your business today! If a VA is the missing piece in your business right now, reserve a spot to chat: https://bit.ly/4yUI0LZ 00:00 – Introduction to Brendan Davis 00:34 – Brendan's Background & Real Estate Companies 03:16 – Team Structure & Managing 100 Doors in Tennessee 04:14 – The Real Estate Market: Reading Data vs. Emotional Attachment 06:48 – Real Estate Asset Mentality: Active vs. Passive Income 10:04 – Running Short-Term Rentals Like a Professional Business 11:11 – The Trajectory Shift: Moving Past the "Chief Everything Officer" Role 12:16 – Valuing Your Time & Delegating Tasks 16:06 – Using AI Agents & Automation Tools 17:32 – Stepping Out of Acquisitions & Hiring People Better Than You 19:06 – The Six Working Geniuses in Business Lifecycle 21:54 – What Entrepreneurs Consistently Underestimate & When to Hire 25:16 – Lightning Round: Top Business Books, Apps, & Impactful Habits 26:30 – Business Partnerships & Scaling Growth 27:20 – Brendan's True Definition of Leverage 28:00 – Conclusion & How to Connect on Facebook #BusinessLeverage #RealEstateInvesting #VacationRentals #Entrepreneurs #LeveragePodcast #ScaleYourBusiness

It's well documented that better client-based collaboration can boost business development results and build stronger, long lasting relationships between law firms and their clients. What isn't as clear is how firms can turn that collaboration into a real payoff when it comes to lateral hiring. Today on the CMO Series: Laterals & Mergers, we are revisiting an episode with Dave Southern, former Chief Marketing & Business Development Officer at Choate, Hall & Stewart LLP, now Director of Communications at Mayer Brown, to discuss how greater client collaboration can make lateral hiring pay off. In this episode Dave discusses: His career journey so far and how his experiences have influenced his philosophy on client collaboration Why closer client collaboration is so important How to improve the results of lateral hiring How to apply this process to all clients of the firm and examples of how this has worked How this approach fits within the overall go-to-market strategy of the firm Advice for legal marketing and BD professionals looking to improve their client collaboration

In this episode, Mike Gomes from Silver Homes shares his journey in real estate, strategies for scaling in the competitive New England market, and insights on building a successful wholesaling and flipping business. Discover actionable tips on deal flow, team management, and market opportunities.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Learn more at TheCityLife.org

If you want to scale a seven figure wholesaling business, you must stop being the bottleneck in your own operation. In Part 1 of this explosive live training, Brent Daniels reveals the exact blueprint and hiring order to build a dominant real estate team that can run without you. Brent breaks down why you must ruthlessly outsource income servicing activities like transaction coordination before you ever hire an acquisition manager, and why you should only ever recruit talent that is already employed. You will also hear a live and unfiltered call recording of Brent's new junior acquisition manager securing a massive 26,000 dollar assignment fee by expertly capturing a highly motivated seller who was ready to trade price for speed. Be a part of the TTP training program now.---------Show notes:(0:00) Beginning of today's episode(1:39) Breaking down the 20 critical skills required to run a seven figure wholesaling business(6:32) The non negotiable rule of hiring that your new team members must already have a job(7:24) Why you must set a standard of interviewing at least 15 candidates in every role(8:01) How to write magnetic job postings that attract top tier talent to your mission(9:55) 1,000 Person Challenge and why you must make the calls yourself before hiring a team(17:05) The exact hiring order to scale your business Admin, Lead Gen, Acquisitions, and Dispo(20:29) The dual role of a Junior Acquisition Manager and why speed to lead is everything(22:17) Live call breakdown of a Junior Acquisition Manager locking up a 26,000 dollar assignment deal(29:34) Why you are a deal finder not a deal creator----------Resources:REI PulseAcquisition.comEasy REI ClosingsTo speak with Brent or one of our other expert coaches call (281) 835-4201 or schedule your free discovery call here to learn about our mentorship programs and become part of the TribeGo to Wholesalingincgroup.com to become part of one of the fastest growing Facebook communities in the Wholesaling space. Get all of your burning Wholesaling questions answered, gain access to JV partnerships, and connect with other "success minded" Rhinos in the community.It's 100% free to join. The opportunities in this community  are endless, what are you waiting for?

8.4.26, Tobi Altizer from 106.7 The Fan joins The Kevin Sheehan Show to break down the moves the Nationals made prior to the MLB trade deadline and how these moves will help the team on their push to hopefully make the playoffs, then goes into what he has observed while at the Commanders training camp.

How much did White Sox improve with trade deadline acquisitions? full 770 Tue, 04 Aug 2026 19:38:11 +0000 DArKfjmUgcP20fIeDAQSdYYQ7ytPrvkR mlb,chicago white sox,sports Rahimi, Harris & Grote Show mlb,chicago white sox,sports How much did White Sox improve with trade deadline acquisitions? Leila Rahimi, Marshall Harris and Mark Grote bring a thoughtful, fast-moving approach to Chicago sports, pairing sharp insight with real personality. They break down the day's biggest stories across the NFL, MLB, NBA and college sports, with Chicago always leading the conversation — from the Bears and Cubs to the Bulls, White Sox and more. Known for smart analysis, honest takes and lively discussion, the show offers Chicago fans a well-rounded, informed perspective on everything happening in the city's sports landscape. Catch the Rahimi, Harris & Grote Show live Monday through Friday from 10 a.m. to 2 p.m. on 104.3 The Score or on the Audacy app. © 2026 Audacy, Inc. Sports https://player.amperwavepodcas

Jeff Phelps and a returning Andy Baskin analyze a surprising series of trades made by the Cleveland Guardians to bolster their roster for a postseason run. They examine the arrivals of Jo Adell and Nathaniel Lowe while weighing the costs of these acquisitions against the team's long-term competitive window. 01:50 - Andy Baskin Returns 05:39 - Guardians Aggressive Trade Strategy 10:29 - Roster Impacts And Terminology 13:35 - Pitching Rotation Analysis 18:27 - Jo Adell Statistical Outlook 24:01 - First Base Platoon Strategy 31:45 - Caller Discusses New Additions 39:11 - Assessing Foster Griffin Acquisition 44:18 - Guardians Organizational Strategy

ARY ROSENBAUM talks about the issues of corporate acquisitions and why it's costly to ignore the retirement plans.

You do not always have to outperform your competition one customer at a time. Sometimes, the fastest path to growth is acquiring the business standing in your way. In this episode of The Level Up Podcast, Paul Alex breaks down how buying a competitor can accelerate growth, expand market share, and give you immediate access to established revenue, talent, and customer relationships. Acquisitions can create massive leverage. But only when the numbers are real, the risks are controlled, and the integration plan is strong. A bad deal can drain your company. A well-structured deal can transform it overnight. In this episode, you'll learn: • Why acquisitions can create faster growth than traditional sales and marketing• How to identify competitors with valuable assets and weak operations• Why due diligence must uncover debt, retention problems, and cultural risks• How seller notes, earn-outs, and strong integration protect the deal The truth is simple: You do not have to defeat every competitor. You may be able to acquire them. Find the right target. Audit the numbers. Structure the financing. Protect the client relationships during the transition. When you combine their market share with your stronger systems, you can scale faster and take greater control of the industry. Your Network is your NETWORTH! Make sure to add me on all SOCIAL MEDIA PLATFORMS: Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024 Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you: www.CashSwipe.com FREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Collective CIO Natalie Silverstein joins Next In Media to explore how creators are evolving into full-fledged media networks and what it takes for brands to scale authentic partnerships in a hyper-fragmented landscape. Natalie, also breaks down real-time crisis agility, strategies for training AI language models on video content, and how to combat the algorithmic reach recession with targeted paid media. Key Highlights

How can independent publishers achieve sustainable growth in an increasingly competitive marketplace? In this episode of “Inside Independent Publishing (with IBPA),” AdventureKEEN Publisher and COO Molly Merkle shares advice about the power of niche publishing and the strategies publishers can use to build loyal readers, stronger sales, and resilient businesses. You'll learn practical tactics about: - growing your backlist through publisher acquisitions and mergers - revitalizing older titles through redesign and repackaging - how to build strong relationships with specialty retailers and distribution partners - and more! Whether you're looking to grow your publishing company, strengthen your backlist, increase profitability, or better understand your target audience, this episode is packed with real-world insights and proven publishing strategies you can put into action right away. GUEST BIO Molly Merkle began her career in book publishing nearly 40 years ago as an intern during college, then moved to full-time work for Menasha Ridge Press, one of AdventureKEEN Publishing's now seven imprints. In early 2023, she was named AdventureKEEN's publisher and continues to serve as its COO. Merkle has been key to executing the company's vision for growth, including the acquisition and integration of several independent presses over the years. She's also helped lead the company through hardship and challenges, which are a fact of life for entrepreneurial publishers. Merkle serves on the board of The Publishers Cooperative, a group of established and emerging independent publishers committed to creating a strong, diverse, equitable, and inclusive publishing industry together. Independent Book Publishers Association is the largest trade association for independent publishers in the United States. As the IBPA Director of Membership & Member Services, Christopher Locke assists the 3,900 members as they travel along their publishing journeys. Major projects include managing the member benefits to curate the most advantageous services for independent publishers and author publishers; managing the Innovative Voices Program that supports publishers from marginalized communities; and hosting the IBPA podcast, “Inside Independent Publishing (with IBPA).” He's also passionate about indie publishing, because he's an author publisher himself, having published two novels so far in his YA trilogy, The Enlightenment Adventures. LINKS Learn more about the many benefits of becoming a member of Independent Book Publishers Association (IBPA) here: https://www.ibpa-online.org/ Learn more about the AdventureKEEN at https://adventurewithkeen.com/ Follow IBPA on: Facebook – https://www.facebook.com/IBPAonline Instagram - https://www.instagram.com/ibpalovesindies/ LinkedIn: https://www.linkedin.com/company/independent-book-publishers-association Follow the AdventureKEEN on: Facebook - https://www.facebook.com/adventurekeen/ Instagram - https://www.instagram.com/adventurewithkeen/ YouTube - https://www.youtube.com/@adventurekeen LinkedIn - https://www.linkedin.com/company/adventurekeen/ TikTok - https://www.tiktok.com/@adventurekeen Bluesky - https://bsky.app/profile/adventurekeen.bsky.social Blog - https://adventurewithkeen.com/blog/ Learn more about The Publishers Cooperative at https://thepublisherscooperative.com/ Learn more about the Book Industry Charitable Foundation at https://bincfoundation.org/ This episode is presented by Total Printing Systems. Learn more at https://www.tps1.com/

(0:00) Mazz opens the show discussing the state of the Red Sox.(13:23) Conversations about what the Red Sox should do at the trade deadline.(23:46) Caller reactions to the trade deadline, injuries, and more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send us Fan MailOn this episode of Embedded Insiders, we're discussing the continued evolution of Ambient IoT with Giampaolo Marino, Chief Strategy and Growth Officer at Energous. We're diving into battery dependency, the benefits of continuous, always-on data for AI, and how the company's partnership with e-peas supports battery-free sensor deployments through wireless power and energy harvesting.Next, Rich and Ann Olivo, the Vice-President of Marketing for the Thread Group, discuss the Thread standard. Thread is part of the IEEE 802.15.4 wireless protocol and operates at very low power. The two discuss the importance of the protocol and the newly unveiled app that simplifies the process for developers. For more information, visit embeddedcomputing.com

(0:00) The final hour opens with potential trade deadline acquisitions for the Red Sox.(9:36) Caller reactions on the Red Sox, Celtics, and more.(17:01) The Email of the Day and The Final Word!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Muriel Touati is the Founder and CEO of Exit 3D Studio. After spending a year evaluating 100+ acquisitions from the buyer side, she now helps B2B service founders build businesses that generate consistent, qualified demand, and hold up under real scrutiny. She's the author of the upcoming book, The Valuation Gap.

(0:00) Mazz and Carrabis open the show discussing Curtis Mead's injury and the severity of it.(13:40) The guys discuss potential trade deadline acquisitions for the Red Sox.(30:05) The show closes with a reflection on the current state of the Red Sox on the field.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Most acquisitions look strong on paper. The real challenge begins after the deal closes.In this episode of The Authority Company Podcast, Joe Pardavila sits down with J. Michael Coffey, author of G.A.L.E. Force: Navigating Strategy, Culture, and Value Creation in Modern M&A, to explore why so many mergers and acquisitions fail to meet expectations, and why culture often becomes the biggest obstacle after closing.Michael shares lessons from helping H.E. Parts acquire 14 companies, expand into seven countries, and eventually become part of Hitachi. He explains the principle behind his G.A.L.E. Force framework: global aim, local execution.Joe and Michael discuss the evolution of private equity, the rise of growth through acquisition, the hidden complexity of post-merger integration, and why financial projections often miss the human realities that determine whether a deal succeeds.Michael also shares stories from Chile, global mining operations, competing against industry giants like Caterpillar and Komatsu, and what it feels like to move from acquirer to acquiree.If you're a CEO, founder, investor, private equity leader, operator, or executive involved in M&A, this conversation offers a practical look at how companies can create lasting value after the deal is done.Chapters00:00 Intro00:43 Buffalo Bills vs. Jets01:00 How private equity changed M&A02:55 Why the book opens in Chile03:10 Building H.E. Parts as a David vs. Goliath story04:13 Why mining operations never stop05:10 Why global customers needed H.E. Parts in multiple markets06:21 Expanding into Australia, Chile, Peru, Canada, the U.S., and Zambia07:00 Competing against OEM giants like Caterpillar and Komatsu08:24 The power of being small and agile08:53 Is mining still the Wild West?10:07 Centralized ownership vs. decentralized operations10:26 What “global aim, local execution” means12:49 Why customers wanted an alternative solution13:44 Why culture is the nemesis of modern M&A14:02 How global and local cultures clash after acquisitions15:37 Why you can't force one culture on another16:28 Innovation as a shared cultural principle18:00 The Chile soccer story19:23 Turning local culture into a business advantage20:47 Why culture gets ignored during dealmaking21:36 Why culture ranks low before close and first after close23:04 Why many deals miss their financial goals23:29 The “hockey stick” problem in projections25:00 How G.A.L.E. Force improves post-close success26:16 Moving from acquirer to acquiree26:43 Why leaving H.E. Parts was emotionally difficult28:24 When founders struggle with the decision to sell29:39 Where to find G.A.L.E. Force29:51 Closing

Our own Emma Walton Hamilton was previously an editor of a children's imprint and even her mind was blown when Little, Brown editor Alvina Ling came to Picture Book Summit and pulled back the curtain on what really goes on in editorial and acquisitions meetings. Proof that no matter where you are on the writing journey, there is always something to learn. Resources mentioned in this episode:  Secrets from a Publisher's Editorial and Acquisitions Meetings with Alvina Ling - Use code PODCAST for 30% off!  What will we learn at this year's Picture Book Summit? Come find out! Join us for a one-of-a-kind, online writing conference designed for picture book writers and illustrators!  Save $100 with Early Bird Registration through 8/27/26. Grab your ticket today!

In this episode, we explore how to prepare your e-commerce brand for a profitable exit without leaving money on the table.Bawar Ahmad, founder of ecomma.co, shares how building a business with the end goal in mind helps owners avoid common valuation traps, clean up messy financials, and de-risk their operations.He also reveals key buyer requirements, typical EBITDA multiples, and how to execute a fast, stress-free acquisition.Topics discussed in this episode:  What buyers prioritize when evaluating e-commerce brands.Why EBITDA directly dictates the final valuation price.How personal expenses in financial reports collapse deals.What major red flags turn away serious business buyers.How operational independence makes brands easier to sell.Why evergreen product categories maintain higher valuation multiples.How valuation calculators estimate potential business exit payouts.What fast-track due diligence looks like for sellers.Why preparing an exit strategy early prevents costly surprises.Links & ResourcesWebsite: https://ecomma.coLinkedIn: https://www.linkedin.com/in/bawarahmad/Facebook: https://www.facebook.com/ecommacoInstagram: https://www.instagram.com/ecommacoGet access to more free resources by visiting the show notes at https://tinyurl.com/y585fy7a I'd love your feedback. Tap the the link to send me a text.______________________________________________________LOVE THE SHOW? HERE ARE THE NEXT STEPS!Follow the podcast to get every bonus episode. Tap follow now and don't miss out!   Rate & Review: Help others discover the show by rating the show on Apple Podcasts at https://tinyurl.com/ecb-apple-podcasts   Join our Free Newsletter: https://newsletter.ecommercecoffeebreak.com/   Support The Show On Patreon: https://www.patreon.com/EcommerceCoffeeBreak   Partner with us: https://ecommercecoffeebreak.com/partner-with-us/

According to Salesforce, sales professionals spend up to 40% of their time searching for the information and knowledge they need to do their jobs. For go-to-market teams stretched across multiple products, multiple acquired businesses, and a sprawling tech stack, that number can feel like a conservative estimate. So how does a solo enabler cut through the chaos and build something an entire go-to-market organization actually uses and actually trusts? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Heather Darling, senior sales learning and development manager at HSI. Thanks so much for joining us today, Heather. Super excited to have you here. Wondering if you can kick us off and just tell us a little bit about yourself, your background, and your role. Heather Darling: Yeah, absolutely, and thank you so much for having me, Riley. Appreciate it. My background actually started on the customer side. I spent a few years in customer success at HSI, working directly with our customers, building relationships, identifying growth opportunities, and helping them drive product adoption. So over time, I realized I really loved helping teams get better at that work and not just doing it myself. So I got my master’s, and I moved into the sales learning and development role, where I now design onboarding and ongoing learning for our sales reps and CSMs. And a big focus for me is practical application, so I spend a lot of time building programs around how to position our solutions with buyers, how to teach reps about our solutions without overwhelming them with information that they don’t need. Recently, I’ve been focusing on how AI can help sales teams show up more strategically with customers, so I’m really focused on how you turn enablement into something that actually changes behavior. And because I came from customer success, I think a lot about the full customer life cycle. So a lot of my work is in helping teams connect the dots across sales, onboarding, and long-term success. In enablement, I just think it’s important to focus beyond training and think about how we build a culture where people are continuously improving. RR: Your intro tells me we’re going to have a great conversation about how you’re bringing all of that to life. But before we do, I’d love if you could maybe give us just a little high-level view of HSI, just so we have a little bit of a framework as we’re going into the conversation. HD: HSI is a workplace safety training and compliance company in the environmental health and safety space. Ultimately, our goal is to help companies operate safer, smarter, and with less complexity. So we sell to SMB and enterprise organizations across a wide range of industries. Within those companies, our buyers are typically EHS leaders, HR and L&D teams, and operations leaders. So basically anyone who’s responsible for tracking workforce performance, compliance, and risk. RR: Love it, and that is, to your point, just about every company aims to do that, so broad customer base to serve, broad prospect base to target. One thing that you mentioned to me when we spoke last was that HSI’s growth has come from acquisition. So can you tell us a little bit about what’s challenging about working in an environment that’s constantly changing and trying to enable your teams through that change? HD: Honestly, it’s a tough environment to run enablement in. Growing through acquisition, you’re constantly dealing with new products, old branding, different messaging, new systems, and even different workplace cultures converging. So, it sometimes feels like nothing is ever fully standardized. You’re always evolving, working towards a moving target, and the teams are always needing to absorb new information. So you’re trying to help reps understand what to sell, how it fits together, and how to tell a simple story even when the business itself is still getting aligned. On top of that, priorities are shifting with a moment’s notice, products are getting rebranded, positioning is evolving. So enablement needs to stay really plugged into the business and be flexible. There’s long periods of waiting to bring a new product to market sometimes, and then suddenly it’s go time, and you need to be ready, and you have to get everyone else ready. At the end of the day, it’s just a balance between driving consistency and accepting that some level of change is always gonna be your reality. So if you wanna be successful without driving yourself crazy, you work to have a structure in place to bring consistency to your own role in those moments. RR: I would love to know what your personal process for creating consistency amid that chaos is. I think that’s something that’s often challenging to do. HD: That’s a good question. I spend a lot of time meeting with our leaders. I touch base with them at least once a month. I go to team meetings when I can. I just try to stay as plugged in as possible to all the different things that are happening within the organization. For me personally too, I have a mission, vision, and values for my team of one, and so it’s a touchstone for me to go back to. Like, “Hey, am I meeting the goals and the principles that I’ve set out for myself?” Make sure that we’re doing the things that are not out of scope, but also that we are doing the things that we need to be doing to address what’s happening at the moment. RR: I think that’s one of the things that’s really hard, and something that when you talk to solo enablers is probably one of the hardest things, is that wherever you are, enablement is a game of change. It’s a never ending project. There’s always new things for people to learn, always new things for people to do. But when it is just you, and when things are changing fast, staying true to those north stars and that scope that you’ve set, beginning of the year, beginning of fiscal, gets hard. So I really appreciate those tips for how to maintain structure, how to not go crazy, and how to keep yourself on a path that supports your work and the business. So thank you for that. You alluded to a little bit of this in your introduction. Acquisitions aren’t easy. They add new product lines, they add new collateral, they add all sorts of different branding, messaging, et cetera. So what are you seeing that cause for reps? HD: For reps, I think the biggest challenge is just suddenly they’ve got a bigger portfolio of things that they can sell, but it’s not always clear how the pieces fit together, what they need to lead with. If you’re not on top of that as an organization, rep’s confidence drops, your sales cycles get longer. You tend to see people fall back on doing and selling what they already know. People can be reluctant to bring up a new solution that they might feel like they don’t fully understand. And so again, I think that’s where it’s really important to make sure all those pieces are in place as much as possible before you bring the reps in, because they don’t fully understand something, they don’t feel confident in talking about it, so sometimes those new solutions, they don’t get brought up as much as they should. That’s definitely a challenge. For the broader go-to-market team, it creates a lot of inconsistency too. We’ve got different messaging, different positioning, overlapping collateral. It’s really easy for marketing, sales, and customer success to get slightly out of sync, and that shows up pretty quickly in the customer experience. Your risk really with that is not a lack of resources, it’s almost in having too many. It makes it hard for people to find or trust what’s relevant. So you might have reps sharing old collateral with legacy branding because they feel comfortable, they feel like that’s something that they trust. They’re measured on results, so when something is working for them, they don’t wanna risk messing that up. And so change can feel like it really slows them down or it puts deals at risk. So when you’re introducing new products, new positioning, or new tools, especially all at once, that can create some hesitation. Reps are gonna tend to default back to what they know, what they trust, what they’re comfortable talking about. RR: Hearing all of those challenges and also some of those questions that you asked, when there are so many priorities swirling around, so many new things coming in, how do you find that clarity, and how do you create that clarity? And I think one of the things that you shared was an answer to that was, “We needed some tooling.” And so you started looking for some tools to help with that, that problem of reps don’t feel confident with our new solutions. And so I think you were looking initially maybe for something more aligned to an onboarding tool, and then you wound up here with a sales enablement platform. HD: Yeah. Yeah, it was an interesting shift because early on I really was thinking about this as an onboarding problem. So how do we get new reps ramped faster, especially with how complex our business has become? But as I got deeper into it, I realized that the bigger issue wasn’t just onboarding, it’s ongoing development, coaching, creating and tracking certifications. So the challenge doesn’t stop after those first 30, 60, or 90 days. The business is still changing. We’re adding new products all the time, messaging keeps evolving, and that can be really a struggle for reps to keep up with. So there’s just so much information coming at them about buyers and products, and not to mention our internal processes that can sometimes change on a moment’s notice. So my thinking shifted from how do we ramp people to how do we continuously enable reps in a way that makes it easy for them to consume and keep up with the pace of the business? I didn’t really know, I think, that enablement platforms were something that existed. Turns out that in addition to hosting ongoing learning and coaching, an enablement platform could help us centralize content, which is something that we were really struggling with actually. So it really became clear that what I thought I wanted was actually not what I wanted. RR: So when you did land here, and you found there is a tool that will support not just the initial ramp-up on a difficult business to learn, but also will keep our reps continually enabled, everboarding as things change, and then also able to access all of the content, resources, et cetera, that they need. So you found something that worked, but that’s only step one. The next one is getting approval, getting the internal buy-in that this is the right choice, and it sounded like there was some degree of internal skepticism. There was a worry that it wouldn’t work. So how did you make the case for enablement platform and say, “We need this. It’s worth it. I promise you, it’ll, it’ll work out the way we want it to”? HD: We’ve had some challenges with platform adoption in the past, and so there was definitely some skepticism in the organization. And it’s always tempting to, we have a problem, let’s throw a tool at it. So I think for us, the turning point was reframing the problem. So instead of just, “Hey, we need a new tool to address this,” it was a focus on what the leaders were already feeling and seeing, which was longer ramp times, inconsistent messaging and branding, reps struggling to navigate a more complex sales cycle and complex sales processes. So we were incredibly lucky to find an internal champion, somebody high up and respected in the organization who also saw the problems that the sales org was facing firsthand. He believed in the impact that Highspot could have and really helped us connect the dots across leadership teams, and that made a big difference in building internal momentum and credibility. When we could confidently say, “This helps us ramp reps faster and has the potential to increase cross-sell by even 10 or 15%,” that conversation shifted pretty quickly, and at that point, it was about solving a real business problem. RR: Yeah, and there are a couple of really, I think, compelling things that anybody who’s trying to make a business case really for anything but for an enablement platform, expanding an enablement platform, anything like that. One, have a champion. That’s so huge when you have somebody who can speak the language of everybody else that you need to get bought in. Two, be able to reframe it to the value to you, as opposed to, yes, we have problems, but what would it look like in a future state if we didn’t have those problems? And so once you did have that, that buy-in, you had that moment where everybody was like, “Okay, we see the vision. Let’s move forward.” How did you drive adoption? HD: We, like I said, we’ve had a history of challenging or failed software adoptions, so I think that goes back to the idea of sales reps being a little allergic to change. So we definitely had some skepticism. And I got that. I was nervous about it. I had put myself on the line. So knowing that, I was just really intentional up front. I spent a lot of time organizing things the right way, building out Spots, overviews, Sales Plays, and Digital Room templates so that when our reps got in there, it actually made sense and it felt cohesive to them, like something that they understood and that they could use. So I created pages that, as much as possible, mirrored a lot of our internal and external resources, so it looked familiar. We used team homepages that linked to a lot of the other sites outside of Highspot that they use in their daily lives. We were integrated with Gong and Salesforce, which added a lot of value for them. So it was something where you could come in in the morning, you could open up your Highspot, you could have your links out to some of the other resources that you need, and you could start your day there. I also didn’t just blast it out to the entire organization at once. I launched to a small group of reps and got their feedback, made some adjustments based on that, and then after about a month, I started rolling it out more broadly. I spent some time with each team, walked them through some of how to use Highspot, answered their questions, got them set up linking all of their accounts and setting up profiles to make sure everything was ready to go, because I wanted to make it easy for them to engage with it and to be ready to use it to engage with their buyers. We started off slow, but reps started to see the payoff. So it was easier to find what they needed. That was really helpful. And at the same time, we gave them the ability to see how their prospects were engaging with content that they shared. That’s when I think it clicked for a lot of them. And at the same time, we reinforced that internally. So I trained our internal teams, like marketing, finance, sales ops, to point reps back to Highspot. So anytime they were asking for help locating content or processes, I asked them, “Hey, instead of giving them the answer, please let them know that it’s in Highspot and that they can easily find it.” I started to feel the shift a few months in. We would be in meetings, and people would say things like, “Hey, make sure that document you just showed us gets into Highspot.” Like, “Can you drop this PowerPoint deck in Highspot?” That’s when I knew we had crossed a line. It stopped being something that I was pushing, and it became the source of truth that sales team had been missing. RR: Can you walk us through what you built, what the platform looks like today, and then what you would point to as some of the things that have contributed to the success you’ve found so far? HD: The platform today is the central hub for how our go-to-market teams operate. We’ve got structured Spots with clear overviews, Sales Plays for all of our solutions, Digital Rooms that they’re using directly with customers. It’s really become the place where a lot of work happens. So as far as what’s driven the success, I think the biggest thing for me is having the right mindset. This isn’t a set it and forget it project. If you go in, I guess, thinking like, “Hey, I’m gonna be done with this at some point,” it’s not gonna work. It gets easier to manage over time, for sure, but it should always be evolving as your organization evolves, because you really have to keep refining, updating, and listening to your internal stakeholders. That ongoing care and feeding is what actually makes it stick and provides ongoing value. RR: And that’s, I think, the bitter truth of enablement, is that you’re constantly driving to all of these goals, new objectives that come up, and you hit one and you go, “Great. We’re done.” And then there’s a new one that comes in, and all of a sudden, again, you have that bomb of Sales Play training, Digital Room template that I need to build and equip my reps to get out there and drive that new initiative. So I think you’re 100% right to say that that is the right approach. And I would be curious, just because it sounds like in our conversation so far, you’re a firm believer that enablement is the connective tissue between marketing, sales, some other go-to-market functions that you called out. And you mentioned being in team calls and keeping a good pulse on the organization, but how have you built such strong connections between all of these teams and the leaders behind them? HD: Yeah, that’s a great question. A lot of what enablement does is really connect those dots across the business. And so for me, it just comes down to staying close to the work. I’m regularly attending team meetings. I’m joining product updates. I’m meeting with sales leaders on a monthly basis. I try to spend time one-on-one with our reps as much as I can, just to understand what they’re dealing with day to day. And that builds trust, but it also keeps me grounded in what they actually need and not just what I think they need. More importantly, I’m just thinking about how it can solve real problems for the different teams. So whether that’s helping marketing get their messaging in front of reps or giving sales ops and finance a better way to communicate priorities, it becomes a shared tool. Not just a sales tool, but a way for everybody to get things in front of sales when they need to have their attention or they need something that’s going to live somewhere people can easily access it. And I think that’s really where the connective tissue happens. When those stakeholders see Highspot and enablement more broadly as a way to amplify their own work and reach across teams, they lean in, and at that point, it stops feeling like enablement is a separate function, and it starts to just feel like part of how the business runs. RR: I really appreciate that call-out that you have to be able to put yourself in the shoes of your partners, understanding what they’re prioritizing, understanding what their KPIs are, what their goals are, what they’re driving towards, and then how can I serve that? It sounds like you’ve gotten to a point that you can be proud of, and I would really love to hear a little bit more about what business impact or achievements are you proudest of? HD: Yeah. This past year has been really exciting for us with Highspot, just to see the level of adoption and to see how often people refer to it. When we first rolled it out, our goal wasn’t just adoption. It was actually to change how our reps sell and how our buyers experience us, and we’re really starting to see that come to life. We have reached 100% adoption across our North American team, which is great, but what I’m most proud of is it’s not just surface level usage. The reps who are leaning in the most are seeing real results. So for example, reps who complete our learning path certifications are winning 15 to 20% more often. They’re generating more revenue because they’re creating and closing more opportunities. There’s a similar story with our Sales Plays. So the reps who use them are consistently outperforming. And on the buyer side, we’ve completely changed how we show up. We’ve had over 6,000 external shares this year, including more than 2,000 Digital Rooms that have gone out, and those are not only sales meeting follow-ups. Reps are using them for everything from onboarding new customers to supporting partners to running webinar follow-ups and supporting platform migration campaigns. Reps are seeing exactly how buyers are engaging with what they’re looking at, what’s resonating, and that helps them coach their champions internally. So it’s a much more informed, more intentional way of selling. Overall, it feels like we’ve built a system that’s actually driving better selling behaviors and better outcomes. RR: I think the thing that’s most powerful about what you shared just there is when you were talking about how did we earn buy-in. And you walked us through how you made that reframe, and you showed here is what is possible. And I think you threw out something there, like, “What if we could improve cross-sell by 15%?” And you can look at your data today and say, “Our training is actually increasing the number of opportunities we can create.” So that initial stretch goal that you set to earn buy-in on the vision, you have achieved, and you can prove it out, which is crazy, and I hope feels very gratifying. So with a strong environment in place, high adoption, less content chaos, an easy way to get folks ramped up, what’s next? HD: Yeah. I mean, we’re in a good spot right now. I’ve been able to start to have some fun with things because the foundation is there. Adoption is pretty strong, so the focus right now is really shifting to impact. So a big area for me right now is expanding learning, and that’s what I set out to do over a year ago. So I’m building structured learning paths with certifications so reps can prove readiness across different parts of our solution set. So ironically, my project had to take a bit of a backseat to building out the other areas of the platform, but I think that had to happen first to drive that learning portion and to see success there. So we’re also starting to scale globally. We are bringing our EMEA team into Highspot in a way that aligns with how HSI as an organization operates but also still respects the differences in their processes and products. We’ve started to explore the AI coaching functions, which is really exciting. So the goal there is to help reps tighten up their messaging faster, especially around product launches, and to support both onboarding and ongoing development. And at the same time, a lot of the focus is just continuing to evolve what we’ve already built, finding new ways to add value, keeping content fresh, refining Digital Rooms, making sure content stays aligned with the business. So I’m always diving into analytics to determine some new ways to deliver value and prove impact. I think it goes back to the idea that this isn’t a project with a defined endpoint, so our Highspot will always be evolving in the same way our products and our sales org is evolving, and I think that’s what makes it such a successful and valuable resource. RR: Such a full circle point to end on. There’s a lot to look forward to, and the one truth and the one consistent factor is that it’s gonna change, and you’re going to adapt. So who knows what’s coming next specifically, but it sounds like you’re ready to face it when it does come. Heather, it has been so wonderful to hear about your journey, the work that you’ve been doing, the way it’s showing up for HSI, so thank you so much for taking the time to come and share, and give us a little bit of a peek into your world. HD: Yeah, absolutely. So happy to be here. Thank you so much, Riley. RR: No, thank you. And to our listeners, thank you for tuning into this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

My guest today teaches happiness for a living. Which is ironic, because she grew up in a country where smiling at a stranger means something is wrong with you. Tatiana Koval spent 15 years as an HR consultant in Russia. When the war in Ukraine started, saying you were against it could put you in jail. Within days, she left the country with her husband and two sons to emigrate to Brazil. This is a conversation about happiness at work, life in Russia, and moving to Brazil, a place where strangers smile, hug, and say good morning in the elevator. ******** Listen on your favorite podcast app using pod.link.     . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Interview Highlights Losing Everything to Stay Human Russia’s war with Ukraine started February 24, 2022. On March 1, Tatiana and her family were gone. A new law had made it a crime to speak against the war. Most of her clients had government connections, so she lost them. Colleagues cut ties because being associated with her had become dangerous for their businesses. They chose Brazil because of a Facebook post saying Russians could move there and get citizenship. Money matters, she says, “but to stay human for me was much more important.” The Slavic Face In Russia it’s not the norm to smile. If you want respect, you wear a serious face. Tatiana calls it the “Slavic face.” Russians grow up expecting crisis, always ready for something bad to happen. She calls that mindset the opposite of happiness. Looking back at her school and university years, she realizes she fought depression, but she never saw a psychologist. The stigma was too strong. Tatiana holds three university diplomas: mathematics, economics, and communication. None in psychology. Then about 15 years ago she joined a US-based online conference where people were talking about happiness at work. Nobody had ever told her that work could be a path to happiness. She calls it her “wow moment.” She dove into positive psychology, taking courses on Coursera and reading Martin Seligman and Tal Ben-Shahar. What hooked her was Seligman’s famous question: if everything is okay with our lives, could we make them better? Bom Dia in the Elevator In her building in Brazil, neighbors say bom dia in the elevator every day. People smile, hug, and complain plenty too. Community runs deep, in church, in family, at work. In Moscow she lived in the same building for over 15 years and knew two or three of her neighbors. But she pushes back on the idea that everything in Brazil is better. Social trust, she says, is about the same as Russia. She couldn’t go out after dark in her old Russian neighborhood, and she wouldn’t recommend it in most Brazilian cities either. How She Learned to Love Cleaning the House Tatiana uses a method from positive psychology called job crafting: redefining how you see a task. She hated cleaning her house. So she turned it into her hour for podcasts, dancing, and exercise. Now she refuses to let anyone else do it. Understanding Your Why Work becomes a path to happiness when you find the meaning in it. In Tatiana’s projects, one of the most common results is that people finally understand what the company is doing, why, and for whom. In her own business, the goal is not just to make money but to understand what the other person needs and find the true solution. If a solution isn’t right for a client, she says no and points them to someone else. Happiness Is a Skill Tatiana says the tools of positive psychology helped her recover from emigration faster. She had stress, losses, and plenty of negative emotions. But her recovery came much quicker than it would have without the science of happiness. During that period she asked herself every day if she was happy. The answer was yes, because the decision to leave was built on her values. Listen to Tatiana’s podcast, Happy at Work — Coding Happiness into the AI Workplace The post Can Work Make You Happy? Ask the Russian in Brazil, with Tatiana Koval-EP 270 appeared first on Today's Machining World.

Shawn Rodricks, Head of M&A - Independent Consultant If you scale the deal flow without the operating infrastructure to match it, things break fast. The playbook is a document nobody opens, closing weeks turn into fire drills, and the returns you modeled start to slip. Shawn Rodricks, Head of M&A - Independent Consultant, built the infrastructure before the volume hit. He closed 220 acquisitions across two organizations, 37 at Rexall in pharmacy and 183 at Amerivet Veterinary Partners, by wiring in the operating system from the start. What You'll Learn The five-part operating model behind 220 acquisitions How to hire for biz dev vs. corp dev roles in a lean M&A team How to build a closing-week SWAT team and keep finance aligned on timing Why qualitative diligence feeds directly into your forecast and purchase price The pre-close vs. post-close integration framework Why roll-ups that confuse acquisition with strategy fail What Shawn got wrong in year one and how it shaped every program since If you're scaling a deal function and want the operating framework behind Shawn's approach, DealPilot, powered by M&A Science, has the Buyer-Led M&A™ Certification, built from 400+ practitioner interviews into a framework you can actually run. ____________________ This episode of M&A Science is presented by DealRoom. DealRoom just automated Pipeline Management with AI so you can spend less time updating deals, and more time working them. Automatically push deal context from Outlook to DealRoom Pipeline and use AI to keep deal target data and tasks updated, so follow-ups never slip through the cracks. No manual logging. No stale pipeline data. See for yourself: https://hubs.ly/Q045fXp50 ____________________ Episode Chapters [00:00] Intro [03:33] From Biochemistry to 220 Acquisitions [06:02] The Operating Model for Serial Acquisitions [09:40] Hiring: Biz Dev vs. Corp Dev [13:03] Staffing as Deal Volume Scales [15:08] What a Playbook Actually Is [18:43] Managing Ebbs and Flows in Deal Volume [22:12] Cash Flow and Finance Partnership [23:44] The Underestimated Side of Diligence [27:25] Key Person Risk and Pre-Close Retention [31:41] Post-Close Monitoring and the First 90 Days [35:17] Pre- vs. Post-Close Integration Priorities [37:53] What Roll-Ups Mistake for Strategy [39:21] Integration as the Conversion Engine [42:48] The Year One Mistake That Bit Us [44:12] When Deals Get Strange

Send us Fan MailMike Grossman has built and sold six companies in Silicon Valley — one of them growing to a $30 million run rate in under a year before Congress legislated its business model out of existence overnight. In this conversation, he explains why his book is called Failure Is an Option, why the best things in his life were never the ones he planned, and why he walked away from funding rather than push out his co-founder and best friend.What You Will LearnMike shares how a single unplanned answer in a job interview set off a chain of decisions that led him to his wife, his career, and Silicon Valley itself. He talks about refusing an investor's demand to remove his co-founder as CEO, and what that cost him in delayed funding. He walks through losing a business overnight to new legislation, and how a failed IPO attempt during COVID turned into a better outcome than going public would have. He also unpacks why he believes decisions should be made on analysis rather than emotion, and how the three roles of a CEO — strategist, psychologist, and storyteller — shape everything else.Timestamps 00:00 — The interview moment that changed everything07:40 — Starting his first company the day his wife went into labor10:00 — The investor who wanted him to fire his best friend15:47 — Building six companies and learning patience through negotiation18:38 — Luck, belief, and staying level through the ups and downs27:02 — Redefining success on your own terms28:21 — This or That with Mike Grossman31:23 — The three roles of a CEO: strategist, psychologist, storytellerAbout the GuestMike Grossman has founded and sold six companies across Silicon Valley, spanning small business finance, lending, and fintech. He is the author of Failure Is an Option, a book built from 44 stories drawn from his own entrepreneurial career, exploring how setbacks, unplanned decisions, and patience shape long-term success. Connect with Mike at failureisanoption.com.Important LinksConnect with Mike - mikegrossman86@gmail.comFailure is not an option  - https://www.failureisanoption.com/Connect with HinaLinkedIn: linkedin.com/in/hinasiddiquiInstagram: @hinawithwingsYouTube: @thehinasiddiquiCheck out Hina's books: https://amzn.to/3B65Wz7Production Credit: Produced by @the32collective_ / https://www.the32collective.co/

If you've owned a business for any length of time, you've probably told yourself some version of this: I'll deal with succession as soon as I solve whatever crisis my business is confronting right now. The problem, of course, is that there's always another crisis to solve or opportunity to pursue, and time has a way of passing.Jay Goltz has spent decades building a collection of successful businesses in Chicago. He knows he needs a succession plan. He knows that if something happened to him tomorrow, there'd be chaos. And he'd very much like to leave the business in the hands of the employees who helped build it. Over the years, he's considered the usual options—selling to a bigger company, to a few key employees, to an ESOP, even to an Employee Ownership Trust. But every option comes with compromises. And so, year after year, it's been easier to focus on challenges that seem more urgent—until this past April, when Jay turned 70. "I realized," he says, "I can't kick this down the road much further."This week, Jay sits down with David C. Barnett and Mel Gravely for an unusually candid conversation about what makes succession planning so difficult—even when you understand how important it is. Jay explains why he has no interest in selling, why money isn't really the issue, and why he still loves going to work every day. Mel, meanwhile, offers some tough love, suggesting that if protecting Jay's family and employees really are his priorities, then something else must be holding him back.Mel also shares an unexpected twist in his own succession journey. After stepping away from the CEO role two and a half years ago to become executive chairman, Mel found himself pulled back into operations this spring—a reminder that even well-designed succession plans don't always unfold as expected. And along the way, David offers a blunt explanation for why many aging business owners overestimate what their companies are actually worth. The episode is brought to you by Grasshopper Bank.

Ryan Pineda and Brian Davila sit down with insurance agency owner Sean Valley to break down how he used seller financing to acquire and scale six insurance agencies generating nearly $5 million in annual revenue and managing over $40 million in premiums, while sharing lessons on leadership, recurring revenue, and long-term wealth building.⁣⁣Connect with Sean - https://www.instagram.com/seanmvalley/⁣⁣__________⁣If you'd like my team to run your marketing & sales department to scale your business apply here https://www.pinedapartners.com⁣⁣Join our private mastermind for elite business leaders who golf. https://www.mastermind19.com⁣⁣Want to be featured on the Wealthy Way Podcast? Apply here https://www.wealthyway.com⁣⁣If you want to start your real estate investing business, we'll give you 1:1 coaching, seller leads, software, & everything you need. https://www.wealthyinvestor.com⁣⁣Tired of paying so much in taxes every year? We'll give you strategy, tax prep, and accounting all in one place. https://www.taylor-tax.com⁣⁣Join free Bible studies and workshops for Christian business leaders. https://www.tentmakers.us⁣__________⁣Chapters: ⁣00:00 - Leaving Corporate to Buy Agencies⁣02:56 - Seller Financing Strategy and Deal Numbers⁣11:06 - Scaling, Cash Flow, and Growth Plans⁣18:12 - Business Growth, Marketing & Acquisitions⁣30:02 - Termination Payments & Valuations⁣33:03 - Starting a Men's Mentorship Group ️⁣36:53 - Faith, Vulnerability, and Serving Others ️⁣45:03 - Pastor vulnerability & relatability⁣45:34 - Faith, family, fitness, finance⁣51:14 - Risk and quitting a stable job to pursue ventures⁣1:00:05 - House flipping sparks business growth⁣1:01:01 - Diversifying with Airbnbs & restaurants ️⁣1:04:36 - Insurance industry risks, Florida market & contact info

In this episode, John Poziemski, Head of Strategy & Partnerships Advisory, VMG Health, and Chad Zoretic, Practice Leader, Partnerships, Mergers & Acquisitions, VMG Health, discuss today’s healthcare M&A landscape, the importance of strategic due diligence, and how organizations can improve deal success.

Canty gives his top 5 NFL acquisitions from the NFL offseason as part of the ESPN Radio Rank Em Series. Then, the crew continues to break down how things went so wrong for the United States vs. Belgium, before hearing from the callers. Plus, a trivia filled I'm Over It! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Good morning! Start your day with Go Birds! Daily, a daily Eagles podcast giving you everything you need to know for July 3rd. In today's episode Eliot Shorr-Parks goes over an interesting comment from Vic Fangio about Cooper DeJean's future at cornerback. Then, a look at the seven most shocking player acquisitions in Eagles history. Presented by Ashley, America's number one furniture and mattress store. Join Go Birds! Insiders!, a new community for all the #RealOnes, #AutoDownloaders and Daily listeners to hang out, talk Eagles and enjoy exclusive Eagles content! CLICK HERE to join.

Ash Patel & Amanda Cruise have a conversation with Jeffrey Rosenberg, a seasoned retail real estate investor and CEO of Big V Property Group, known for his contrarian approach, successful acquisitions during COVID, and his deep understanding of retail fundamentals. His strategic insights will challenge how you see the market and inspire you to find opportunity where others see risk. We break down Jeffrey's counterintuitive strategy of investing in undervalued retail assets during the pandemic, emphasizing Warren Buffett's maxims about going big when opportunity rains gold. You'll discover how he managed to buy shopping centers at 70-85% occupancy during a market downturn, leverage long-term tenant relationships, and master the art of property repositioning and lease renegotiation. Jeff shares insights into new development, the importance of location, and how to mitigate risks by understanding tenant behavior and micro-market shifts. Jeffrey Rosenberg Chairman & Chief Executive Officer, Big V Property Group Based in: Florida, New York Where to find them: https://www.linkedin.com/in/jeffrey-rosenberg1/ https://bigv.com/ Book your free demo today at bill.com/bestever and get a $100 Amazon gift card. Visit https://malabarhillcapital.com/ for more info. Podcast production done by⁠ ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices