Podcasts about acquisitions

Everyone makes content about buying businesses. But once the deal closes and you actually have to grow the thing? That's where the real playbook starts, and almost nobody talks about it.In this episode of the Acquisitions & Asphalt series, Sam Silverman and Chris Wirthlin break down exactly what it took to prepare Nationwide Paving for aggressive growth: the systems they overhauled, the employees they had to get bought in, and the processes that would've completely broken at scale if they hadn't fixed them first.They cover:Why growth fundamentally introduces risk into a business, and how to map out those risks before you start scalingThe employee buy-in problem: Why pushing for growth without bringing your team along can cost you 10-15% of your workforce overnightCareer pathing in blue-collar businesses: How showing a rake man the path to foreman to superintendent changes retention completelyWhy quality control via FaceTime calls works at 5 jobs a day but completely falls apart at 25The 6-month preparation framework: 3 months identifying broken processes, 3 months optimizing, then pushing growth as hard as possibleProactive maintenance plans: How free inspections and planned capex turn reactive property managers into sticky recurring revenue clientsThe real cost difference between preventative maintenance and full repaving, roughly $20K vs. $100-150KOrganic growth vs. acquisition: The tradeoffs, why Phoenix didn't respond to the same playbook as 30 other states, and why the best strategy combines bothIT infrastructure reality: Getting acquired companies off pen and paper when your chief estimator's "software" turns out to be a literal yellow legal padHow to systematize "founder magic" in bidding, turning unconscious competence from 25-year veterans into repeatable, accurate estimating softwareLearn more about The Pave: https://thepave.co/Learn more about Silverman Capital: https://silvermancapital.com

Today I'm talking to Bill Tyndall, who helped build Electric AI from an idea into a company approaching a billion-dollar valuation, raised $211M across eight funding rounds, and now serves as CEO of Techvera. Bill has spent his career building companies around automation, IT, cybersecurity, and digital transformation. But his biggest lesson isn't just about AI. It's about capacity. We get into why AI is a capacity multiplier—not a magic fix—how companies create artificial bottlenecks inside their own operations, and why clean data, better routing, strong documentation, and faster adoption may matter more than simply throwing new tools at the problem. Bill also opens up about the founder side of the journey: what it felt like to take money off the table, why a big exit didn't create the happiness he expected, and how he now thinks about purpose, delegation, acquisitions, identity, and building a healthier company.   Key Takeaways with Bill Tyndall (01:55) Business vs. Purpose (03:07) Will AI Kill Managed Service Providers? (04:40) Running a Business Like a Football Team (06:44) The Injury That Ended the NFL Dream (09:21) Why a "Boring" Industry Attracted $211M (14:50) What an MSP Actually Does (Plain English) (19:32) Artificial Capacity Constraints - $17M to $38M in 1 Year (23:22) Building Faster With AI Tools (26:38) Why He Walked Away From a $1 Billion Company (31:09) When Money Doesn't Fix Happiness (37:25) How to Avoid Regret After An Exit (39:17) Effective Delegation  (41:55) The Problem with Roll-Ups (46:12) Acquisition Integration Challenges (49:28) The First 120 Days After an Acquisition (51:22) Returning To The CEO Seat (54:38) AI As A Capacity Multiplier (58:11) AI Governance & Control (01:00:10) Advice For Young Entrepreneurs   Watch on YouTube: https://youtu.be/oB-X1bAyF80     Let's Connect: Website | Instagram | YouTube | TikTok | Twitter | Facebook

Welcome to Nerd Alert, a series of special episodes bridging the gap between marketing academia and practitioners. We're breaking down highly involved, complex research into plain language and takeaways any marketer can use. In this episode, Elena and Rob explore why consumers sometimes turn on brands after an acquisition, even when the product hasn't changed, and what marketers can do to soften the blow.Topics covered:[02:05] "When and Why Consumers React Negatively to Brand Acquisitions: A Values Authenticity Account"[03:00] What is values authenticity, and why does it matter?[04:05] Why the underdog effect isn't the real culprit[04:40] How a 15% stake can start eroding consumer trust[05:55] Five factors that can reduce acquisition backlash[06:55] What competing brand equities mean for marketersTo learn more, visit marketingarchitects.com/podcast Resources: Biraglia, A., Fuchs, C., Maira, E., & Puntoni, S. (2023). When and why consumers react negatively to brand acquisitions: A values authenticity account. Journal of Marketing, 87(4), 601–617. https://doi.org/10.1177/00222429221137817 Get more research-backed marketing strategies by subscribing to The Marketing Architects on Apple Podcasts, Spotify, or wherever you listen to podcasts.

In this special internal episode of the Colorado Business Podcast, Andrew Hazzlee of Vehement Visuals, Marcus Alvarado of Red Mojo Marketing, and Chris Seegers of Exceptional Business Advisors sit down for a rare host roundtable.Instead of interviewing a guest, the team turns the microphones inward to talk about what they are building, what they are learning, and where business is headed in Colorado.Chris breaks down the idea behind his life, wealth, and business operating systems, why business owners need a real plan for more than just revenue, and why building a company should not come at the expense of your family, health, faith, or future.Marcus shares updates on Red Mojo, the growth of his digital marketing agency, SEO, paid ads, web design, strategic partnerships, and how the podcast continues to fuel deeper relationships with entrepreneurs across Colorado.Andrew opens up about the evolution from the Colorado Springs Business Podcast to the Colorado Business Podcast, the future vision for building a larger media company, and why the best marketing still comes down to telling real human stories.The conversation also dives into AI in business, customer service, sales, community building, Colorado Springs, long-term thinking, and why human connection may become even more valuable as technology moves faster.If you are a business owner, entrepreneur, marketer, creator, or someone who cares about the future of Colorado business, this episode is for you.Chapters:00:00 Welcome to a rare internal episode02:40 Why this episode matters03:11 Chris shares updates from Exceptional Business Advisors04:35 Life, wealth, and business operating systems07:00 The book trilogy behind the operating system08:02 Building a business without losing your life08:55 Acquisitions, security, and business growth11:35 Why cities need better operating systems15:00 Managing multiple businesses at once22:15 The growth of the Colorado Business Podcast25:42 From Colorado Springs Business Podcast to Colorado Business Podcast26:19 Why story is still the best marketing29:41 Building a better future for Colorado30:49 Why Colorado Springs still matters38:08 Marcus shares updates from Red Mojo41:37 What Red Mojo does43:14 The bigger media company vision45:22 AI, sales, and human connection01:02:39 Alignment, faith, and congruence01:13:30 Dream guests and the future of the show01:28:39 Final thoughtsSubscribe for more conversations with Colorado entrepreneurs, founders, business owners, and leaders building what comes next.

Seth and B-Scott discuss if the Texans offensive line is getting SWARMier like Dalton Schultz hints at, react to Brandon Aiyuk calling the 49ers stupid for paying him as much as they did, lay out some of the most underrated Texans offseason acquisitions, and see what Reggie and Lopez have going on.

Govcon consulting is the fastest path into federal contracting for people who don't have past performance, capital, or a lengthy client roster and in 2024, it may also be your fastest path to a life-changing exit. Eric Coffie breaks down exactly how aspiring consultants can identify successful small businesses that are already doing five, seven, or ten million a year but have no one focused on growing them and turn that into a full consulting practice that leads to real federal contracts, teaming opportunities, and even acquisition-level deals. What you'll take away from this episode: Why owner-operators are the ideal consulting target — Most business owners are heads-down keeping the lights on and have zero bandwidth to pursue government work, even if they're already 8(a) certified. That gap is your opportunity. How to leverage other people's past performance and capabilities — You don't need your own contracts to get in the game. Find a capable company, represent them, bring them to the table, and build from there. The HVAC friend example that changes how you think about your network — Eric walks through a real webinar moment where one attendee realized his best friend's 22-location HVAC company operating in eight states was a ready-made consulting client. What private equity firms are paying Eric to do right now — With over $2.5 trillion in dry powder and a 35% decline in global deal values, PE firms are actively seeking GovCon businesses to acquire — and they want Eric to help build the pipeline. How David Stewart used the 8(a) program to go from $17M to $17B — The WWT Worldwide Technologies case study is the blueprint for why capacity-building inside these programs still creates generational wealth, even as the programs face legal challenges. EPISODE CHAPTERS: 0:00 - Mindy AI and Encore Funding intro 1:19 - Govcon consulting model explained for small businesses 2:17 - Working on the business vs. working in the business 3:16 - Why 8(a) companies with revenue still leave contracts untouched 4:15 - Finding your first consulting client through your own network 5:43 - How bringing the right company creates value for everyone 7:12 - Federal set-aside programs currently under legal attack 8:40 - Building capacity so programs become optional not essential 9:38 - Private equity firms paying to train and acquire GovCon businesses 11:04 - Success stories: Chris, Miguel, and Maria's consulting journeys 13:32 - Acquisitions, M&A strategy, and the bigger picture for govcon 17:57 - How to apply lessons, partner up, and plan your exit strategy 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.

Most people think the biggest risk in buying a business is overpaying. It's not. It's signing an LOI you don't fully understand. Moving fast because someone on the internet told you speed wins. Then finding yourself thirty, forty thousand dollars deep into a deal that was never going to close the way you structured it. Eric Hsu has seen it happen more times than he can count. Over 160 closed deals as an M&A attorney who exclusively represents buyers. And the pattern almost always starts at the LOI - that document most first-time buyers treat like a formality. AI can hand you twenty questions to ask a seller. It can flag risk, validate numbers, model theory. It's genuinely useful. And genuinely dangerous when you don't know what you're actually looking at. Because AI can't read why a seller gets vague about their Google Ads account in a way that means something. It can't tell you that annual subscription revenue the seller just collected isn't really theirs yet - and your client inherits every obligation to fulfil it. It doesn't understand deal psychology. It can't sit across from someone who built their business over thirty years and feel where the resistance is coming from. That's pattern recognition. That's what 160 closed deals actually buys you. In this episode, Jaryd and Eric pull apart exactly where AI helps, where it quietly misleads you, and where it has no business making the call. You'll learn: Why the LOI is the single most expensive legal mistake first-time buyers make - and what stress-testing one actually looks like before you sign The working capital trap that kills deals mid-diligence and leaves buyers choosing between injecting $100K cash or walking away with nothing How SBA lending rules have shifted since mid-2025 - and why brokers now favour cash buyers who show up lender-ready from day one What AI genuinely cannot replicate: pattern recognition, human behaviour, and the deal empathy that holds negotiations together The holdco structure Eric recommends for portfolio buyers - when to set it up, why before your first SBA close, and what it actually costs Why integrity issues during diligence are non-negotiable walk-aways - and the dating analogy that explains exactly why The glue of the deal is the relationship. The trust. The ability to get both sides on a call and actually work something out. AI can model the numbers. It can't do that.

Axel sits down with Pat Carino — a multifamily developer, acquisitions professional at NRP Group, and co-founder of DealNav — for a wide-ranging conversation that spans institutional development, deal sourcing at the highest level, and the origin story of a software tool that Aligned Real Estate Partners actually uses in their own business.Pat breaks down the three-bucket deal sourcing framework he uses at the institutional level — brokers, referral network (architects, engineers, attorneys), and true off-market sourcing. The second half of the conversation dives into DealNav — what it is, why Pat built it, and why a purpose-built deal tracking CRM with a map beats bloated all-in-one platforms for acquisitions-focused operators. This episode is essential listening for any investor who wants to understand how deal sourcing is done at the institutional level — and how the same principles apply whether you're buying a 10-unit or a 300-unit ground-up development.Join us as we dive into:The three-phase development contract lifecycle: due diligence, entitlement approvals (6 months to 1+ year), and closing — and how it differs from a traditional value-add acquisitionThe three-bucket deal sourcing framework: broker deals, referral network (architects, engineers, land use attorneys, economic development offices), and true off-market direct-to-ownerThe story of a vacant 30,000 sq ft retail building: a two-year follow-up campaign, tracking down the decision-maker through her daughter's Instagram DM, and closing the deal after years of patient persistenceWhy having a CRM with clean notes, timestamped follow-up reminders, and a linked map is the only way to manage a multi-year, multi-contact off-market pipeline at scaleThe origin story of DealNav: from colored pins on a Jersey City poster board to an Excel/Google My Maps hybrid to a purpose-built SaaS product — and why 15 demos of competing CRMs came up shortThe three boxes DealNav was built to check: simplicity (prospecting only, no bloat), a map-first interface, and single-user affordable pricingHow DealNav became a deal source for Pat's institutional acquisitions work — and why building a real estate community and a real estate software company often leads to the same peopleWhat makes a good development site: rent comps that justify new construction, favorable taxes (or abatements), manageable affordability requirements, and the right construction typeSign up for the DealNav CRM HEREConnect with Pat Carino:Follow him on Twitter/XConnect with him on LinkedinLearn more about DealNavAre you looking to invest in real estate, but don't want to deal with the hassle of finding great deals, signing on debt, and managing tenants? Aligned Real Estate Partners provides investment opportunities to passive investors looking for the returns, stability, and tax benefits multifamily real estate offers, but without the work - join our investor club to be notified of future investment opportunities.Connect with Axel:Follow him on InstagramConnect with him on LinkedinSubscribe to our YouTube channelLearn more about Aligned Real Estate Partners

Paul Lajoie started as a CPA, spent years in corporate finance, then left the W-2 world after buying his first flooring business with his brother. That first acquisition replaced both his and his wife's income, but he learned hard lessons around working capital, cash flow timing, and not overanalyzing every deal. Across 15 acquisitions, his biggest lessons were to remove emotion and ego, avoid buying what you don't fully understand, live frugally to fund the next deal, and seek help from people who have done it before. Podcast Nuggies: * Bought first business with $45K down * Working capital nearly crushed them * Don't buy based on HOPE * Buy existing before starting from scratch * Cast a wide acquisition net - WHY?   Inzo Technologies: Get a complimentary IT audit for acquisition diligence or post-close transition. Visit inzotechnologies.com/eta.   The Exit Plan Book - https://amzn.to/4d74WPw Free Audio Book - The Exit Plan - https://www.youtube.com/watch?v=zYgD_1pks_8 BizBuyPro Website :BizBuyPro.com LInkedIn - https://www.linkedin.com/in/paul-lajoie-51513711/

Pat Parnell went to buy a classic car for his wife. He ended up buying a company too. Rain Gear Wiper Systems, the only hidden wiper system company for classic cars in the world. After 42 years hauling and installing high-end appliances, his body was done with the heavy lifting. Within a few weeks of stumbling onto this business, he cashed in part of his life savings to buy it. Now at 64, he calls running the business relaxing. He’s shipping wiper kits worldwide for 90 different classic cars, and currently building out a machine shop to make everything in-house. 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 X: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Main Points Hidden in Plain Sight Rain Gear makes hidden wiper kits for classic cars. The systems remove the factory wiper motor from the firewall and tuck it into the vehicle’s airbox or underneath the dash. Cleaner firewall, more room under the dash, and a more reliable system than what came stock on a 1957 Chevy. That last part matters. Original wiper systems on classic cars were often cable-driven and unreliable. This isn’t just about looks. People actually drive these cars in the rain. Pat ships kits to customers as far as Australia. Over 90 SKUs covering everything from C1 Corvettes to Tri-Five Chevys, Ford and Chevy trucks, and 1964-1968 Mustangs. Kits run from around $500 to $800 depending on the vehicle. The Only One in the World Pat says Rain Gear has no competition. He spent 42 years competing in the appliance installation business. Now he’s in a category of one. When customers need a wiper system for a car Rain Gear doesn’t have a kit for, they provide dimensions and Pat works with them to find the closest fit. Rain Gear Wiper Systems Wiper Kit Two Weeks Pat was looking to buy a 1965 Mustang fastback for his wife. The seller mentioned he’d only purchased the car to design a wiper system for it, and that he was also selling the company. Within two weeks Pat bought Rain Gear Wiper Systems in November 2024. His philosophy on purchasing: do the research upfront, know what you want, and when the right thing appears, don’t hesitate. “It’s always the first one. It’s not the second one, not the third one. It’s always the first one you should buy.” His wife puts it differently: “You’re bending over picking up pennies while the dollars are flying over your head.” The Founder is Still at It The original engineer, Tom Jensen, a Vietnam veteran, designed the systems and sold the company to Pat. He didn’t walk away. Jensen emailed Pat recently saying he was heading to the junkyard to buy parts to design a new kit for a 1973-1987 Chevy square body truck. Pat already has customers waiting for it. The pipeline is open. Building a Shop When Pat bought Rain Gear all parts were outsourced. He’s bringing production in-house. He’s already purchased a fiber laser, is looking for a 32mm CNC Swiss machine, and is adding a CNC brake and a high-end compressor, around five to six machines total. His brother-in-law, who installs industrial robotics professionally, is helping with setup, and a programmer he knows will handle the CAD files and machine programming remotely. Pat’s reasoning: spending $200,000 on equipment that generates revenue long-term beats spending the same on parts sitting on a shelf. One Business Fading, One Growing Pat still has two employees running the appliance installation business. The plan isn’t a hard cutoff. Rain Gear has to outgrow it first, and then he’ll let the appliance side fade naturally. He’s managed over 20 employees, multiple trucks, and two warehouses before. The organizational side doesn’t intimidate him. He’s done it.

Mark Walker has been a litigator, a music industry lawyer, and a repeat SaaS founder — and he's now CEO of Nue, the revenue orchestration platform quietly running the billing stack for most of the major AI companies you've heard of.We get into why customers come to you looking for reasons not to buy, how one Nue customer had $2M unbilled and didn't know it, when Stripe is genuinely enough and when it isn't, why seat-based pricing was never really right — and what Mark thinks are the only real moats left in SaaS.For SaaS founders thinking about pricing, billing complexity, or what their revenue stack should look like as they scale.In this episode: → Why customers come looking for reasons not to buy → How to find and fix revenue leakage (one customer: $2M unbilled) → When to invest in revenue infrastructure — and when Stripe is enough → Why seat-based pricing was never the right model → Lessons from selling his last company → Why distribution and data are the only real moats left----------- Episode's Chapters -----------0:24 — Introduction: Mark's Unconventional Path to SaaS1:08 — First Startup Blanketware: Ahead of Its Time3:21 — What Is Nue? Revenue Orchestration Explained4:27 — Who's Running Nue: The AI Company Client List5:44 — Pricing for the Fastest-Growing Companies in the World9:13 — When to Invest in Revenue Infrastructure16:08 — How to Price Your Product (and Stop Leaving Money on the Table)22:40 — Usage-Based Pricing: Hype or Reality?26:48 — Revenue Leakage: What It Is and Why It's Costing You Millions35:36 — Lessons from Acquisitions and Exits39:19 — Biggest Failure and Biggest Win44:08 — The Hack: Sell by Addressing What They're Afraid Of

Rick Watson and Jessica Lesesky sit down to unpack a busy stretch across tech, shipping, and commerce. They open with Anthropic's confidential IPO filing, submitted to the SEC on June 1st, and what it signals about the AI lab's trajectory. After a $65 billion Series H that pushed its valuation to $965 billion, Anthropic now sits ahead of OpenAI on that measure, and Rick and Jessica dig into how it got there: a revenue run rate that climbed from roughly $10 billion a year ago to about $47 billion by May 2026, helped by a developer-first bet through Claude Code that has made it a serious contender for enterprise spend.The Watson Weekly Weekend episode is sponsored by Avalara. Its Agentic Tax and Compliance automates behind-the-scenes work for ecommerce brands, enabling accurate checkout tax calculation, clearer tariff and duty visibility, and fewer customer surprises. Avalara integrates with platforms like Shopify, BigCommerce, and WooCommerce. Learn more at avalara.watsonweekly.comFrom there the conversation turns physical. USPS and DHL have signed a multi-year contract valued at well over $10 billion, with DHL handling pickup, sorting, and transport while USPS covers final-mile delivery. It lands at an awkward moment for the Postal Service, which posted a $9.5 billion loss in fiscal 2025 and whose Postmaster General has warned of a possible cash crisis within a year absent action from Congress.The last segment covers Salesforce's push to wake up a commerce cloud that had been growing under 2%. The reported Contentful acquisition (somewhere in the $1 to $1.5 billion range) fits a long pattern that runs through MuleSoft, Tableau, Slack, and PredictSpring. Rick and Jessica close on whether the integrated Agentforce suite can hold up against focused players like Shopify.

Carrie Osman, Founder & CEO, CruxyLondon-based Cruxy has delivered growth strategy to 40+ capital markets FinTechs and advised 20+ private equity firms (ranging from $1bn up to $100 billion AUM) on value creation through product, packaging and pricing. More than 80% of Cruxy's clients are based in the USA. The firm's Founder and CEO, Carrie Osman talks FinTech value creation with Robin Amlôt of IBS Intelligence. 

John Laux is the Permanent Habitat Protection Manager at Pheasants Forever & Quail Forever. John & Travis discuss recent news in the upland world, USFWS to open up 92 million acres of land to public hunting, a new PF land acquisition in MN, a Farm Bill update, PATH program updates and optimism for more acres, a once-in-a-lifetime hunting opportunity creates more habitat in ND, more Build a Wildlife Area properties coming soon, General CRP vs Continuous CRP signup, dream hunts, and a whole lot more. ND Elk tag info - ndpf@pheasantsforever.org | @pheasantsforever @quailforeverPresented by: Walton's (waltons.com/), OnX Maps (onxmaps.com/), GAIM Hunting & Shooting Simulator (https://alnk.to/74wKReb), Black Gold Explorer Dog Food (blackgoldpet.com/), Hunt Fish SD (huntfishsd.com/), Aberdeen SD (aberdeensd.com/), RuffLand Kennels (rufflandkennels.com/), Minnesota Horse and Hunt Club (horseandhunt.com/), & Hoksey Native Seeds (https://hokseynativeseeds.com)See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Defense is not just changing because the technology is changing. It is changing because the old way of buying, building, funding, and deploying that technology no longer matches the speed of the threat. For decades, aerospace and defense have been built around massive programs, long procurement cycles, and the assumption that the government could define a requirement, put it out to bid, and eventually get the capability into the hands of the warfighter. But Ukraine, Iran, China, unmanned systems, AI, cyber, and contested logistics have made one thing clear: “eventually” is no longer good enough. The next era will not be defined by one platform or one prime. It will be defined by systems, speed, supply chains, and the middle-market companies that can actually execute. Private equity is moving in, and venture capital is trying to understand defense tech. The primes are being forced to rethink what they build, buy, and divest. And founders who survived years of disruption are now sitting on businesses that may be more valuable than ever. Meghan Welch has a front-row view of all of it. As an investment banker focused on aerospace and defense, she joins me to break down why the industry is in the early innings of a major M&A boom, why the middle market has become the engine of the Defense Industrial Base, and why the companies that can scale, execute, and solve real bottlenecks may define the next era of American defense. You'll also learn; Why defense is moving away from single-platform thinking and toward systems, software, unmanned technology, and cross-domain capability How Ukraine, Iran, China, AI, cyber, and contested logistics are reshaping the way the industry thinks about future warfare Why traditional defense procurement has struggled to keep pace with commercial technology What OTAs, gauntlet-style competitions, and faster acquisition models mean for defense tech companies Why private capital needs stronger, multi-year demand signals before it can fully lean into national security technology Why the middle market has become the engine of the Defense Industrial Base What private equity sees in aerospace and defense, and why the sector is being treated as a safe-haven investment Why large primes may need to rethink bureaucracy, acquisitions, venture arms, and divestitures How dual-use technology, from Joby to SpaceX, could shape the future of defense logistics, launch, range, and payload Why energetics, precision manufacturing, MRO, maritime, and labor constraints are becoming critical investment and national security issues About the Guest Meghan Welch is the Managing Director of Brown Gibbons Lang & Company (BGL).  Brown Gibbons Lang & Company (BGL) is a leading independent investment bank and financial advisory firm focused on the global middle market. The firm advises private and public corporations and private equity groups on mergers and acquisitions, divestitures, capital markets, financial restructurings, valuations and opinions, and other strategic matters. BGL has investment banking offices in Chicago, Cleveland, Los Angeles, Boston, and New York, and real estate offices in Chicago and Cleveland. The firm is also a founding member of REACH Cross-Border Mergers & Acquisitions, enabling BGL to service clients in 30 countries around the world. For more information, visit www.bglco.com or connect with Meghan on LinkedIn.    About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.     Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm, so our show reaches more people. Thank you! 

Send us Fan MailIn this powerful investor panel clip, a serial entrepreneur with exits to Apple, Oracle, and SAP shares what founders get wrong about building companies for acquisition.After multiple successful exits and a decade at Apple, he explains why chasing a sale too early destroys priorities — and why the best acquisitions happen when you build a real solution first.He also discusses the future of Applied AI, how AI will organize our chaotic digital lives, and why adversity often creates the biggest breakthroughs.Topics Covered:✅ Founder with exits to Apple, Oracle & SAP shares lessons✅ Why building to sell is usually the wrong strategy✅ Jeff Bezos “missionaries vs mercenaries” mindset✅ How great acquisitions actually happen✅ Applied AI opportunities in daily life✅ Why adversity often leads to success✅ Building startups the right way in 2026If you're a founder, investor, entrepreneur, or startup operator, this is a must-watch.

Amanda Cruise talks to Brent Neely as he shares the details behind his strategic acquisitions of office properties leased to state agencies and the federal government, including how he secured seller financing with zero personal guarantees, low interest rates, and long-term fixed terms during a volatile market. You'll discover how Brent identified these unique opportunities, managed risks during the COVID pandemic, and significantly increased NOI through lease renewals and strategic repositioning all while maintaining near-absent vacancy risk in small markets. Brent Neely Current role: Founder and Principle of Neely Property Investments Based in: Enterprise, Oregon Where to find them: https://www.linkedin.com/in/brent-neely/ https://dealdebrief.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

Hendrik du Toit – CEO, Ninety One SAfm Market Update - Podcasts and live stream

Ambulatory Surgical Centers (ASCs) have been around in concept for the past fifty years, but their recent explosion has caught the attention of healthcare systems and, frankly, patients. Why? Today's guest, Adnan Qureshi, is a Managing Director with the Mergers and Acquisitions practice at Kaufman Hall. He provides strategic advisory services for healthcare providers and investors around the merger or acquisition of ASCs. The benefit he's seen in partnership with his clients perhaps explains the answer to this question. The “DNA”, as Adnan puts it, of the ASC is rooted in independent physicians who, as an extension of their practice, saw the benefit of doing lower acuity surgeries in an outpatient setting. As pain management and technology improved over time, the use case also evolved to the point where there are now few specialty areas where uncomplicated surgeries cannot be performed in an ASC. Without the overhead and operating costs of a hospital, ASCs allow for far more transparent pricing, lower costs, greater efficiency, and often better outcomes, all driving towards higher patient satisfaction. And that's a win we should all be paying attention to. Adnan Qureshi has over fifteen years of healthcare transaction experience. Prior to joining Kaufman Hall, he was a Director of Development at SCA Health, a subsidiary of Optum/UnitedHealth Group. In that role, Mr. Qureshi led market entry strategy across several geographies, and sourced, structured, and executed ambulatory surgery center acquisitions.

I'm excited to work with Microsoft once again as the presenting sponsors of the AI Engineer World's Fair! We'll streaming live from MS Build today for a special crossover pod with our friends at No Priors and the one and only Satya Nadella. However we did not hold back with this interview - we asked all the burning questions about uptime and Copilot that we know you have in your minds. Lets go!For almost two decades, GitHub has been the home of software, where both open source and closed flow, through commits, pull requests, reviews, actions, etc.This ecosystem flourished as open-source maintainers and contributors would continue shipping code for the benefit of the community. However as coding agents began to ship mass quantities of code - growing 1400% in 2026, it marked a new era that was both extremely exciting and challenging for GitHub.While these agents help more people ship more projects, they also significantly increase the floor of how much code is shipped, how often it is shipped, how many people commit code, and basically orders of magnitude multiples in every dimension of GitHub infrastructure:Now GitHub inevitably experiences more pressure on their infrastructure which was originally designed around human developers moving at human speed. This has resulted in a very publicly notable uptime story:So it begs the question of whether current systems around code can absorb what AI produces. Can CI/CD keep up when every idea becomes a build? Can open source maintainers survive floods of AI-generated slop contributions? Can GitHub preserve the human social contract of software while becoming the operating layer for agents?Which brings us to the perfect person to answer these questions: GitHub COO Kyle Daigle. In this episode, he joins swyx to unpack what happens when AI doesn't just autocomplete code, but starts changing how companies operate, how open source works, how pull requests get reviewed, and how GitHub itself has to scale. We go deep on GitHub's internal AI workflows: micro-skills, WorkIQ, MCP, Slack, Teams, email, Copilot workflows, the new Copilot desktop app, CLI, cloud agents, and how Kyle uses agents to look backwards across company context before deciding what to do next. Kyle also reflects on GitHub's history building webhooks, APIs, Actions, npm, Dependabot, and Semmle, why the AI era is breaking GitHub in new ways, how Actions became a general-purpose compute layer, and what Copilot becomes after code completion.Full Video PodWe discuss:* Kyle's expanded role across GitHub* How AI got Kyle coding again after years in leadership* Why GitHub rolls out AI through existing workflows instead of forcing new tools* WorkIQ, MCP, Slack, Teams, email, and GitHub as company context* Why massive “mega-skills” are giving way to small, atomic micro-skills* How AI changes summarization, communications, marketing, and analyst work* Why former developers in leadership may have a unique advantage in the AI era* Kyle's “15 agents on Saturday” workflow* How Kyle built an AI-generated executive presentation for CRO/CFO teams* Why AI changes the chief of staff role without removing the human work* GitHub Actions, webhooks, arbitrary code execution, and secure agent compute* The npm acquisition, supply-chain security, 2FA, and token invalidation* Slop forks, vendoring, and whether AI agents change dependency management* What pull requests become when most PRs come from agents* Prompt requests, vouching, AI review, and trust in open source* What counts as a “developer” when AI lowers the barrier to building* GitHub Spark, low-code, and why GitHub refuses to hide the code* 14x commit growth, Actions load, databases, monorepos, and availability* Copilot's evolution from completion to CLI, desktop app, cloud agents, and SDK* Context, memory, rules, and making GitHub “act like Kyle wants it to act”* Ambient AI, OpenClaw, enterprise security, and the new operating system for agents* What swyx should ask Satya Nadella about Microsoft's AI futureKyle Daigle* LinkedIn: https://www.linkedin.com/in/kyledaigle* X: https://x.com/kdaigleTimestamps00:00:00 Introduction00:03:36 Why AI Got Kyle Coding Again00:07:04 Running GitHub with AI: WorkIQ, MCP, Slack, Teams, and Skills00:15:39 The Golden Age for Former Developers in Leadership00:17:31 15 Agents on Saturday and AI-Generated Executive Work00:20:20 How AI Changes the Chief of Staff Role00:21:45 GitHub's History: Actions, npm, Webhooks, and Open Source00:28:45 Slop Forks, Vendoring, and AI Dependency Management00:33:57 Pull Requests, Prompt Requests, and Trust in Agent-Generated Code00:41:21 GitHub Stars, 200M+ Developers, and the New AI Builder Wave00:45:15 GitHub Spark, Low-Code, and Why GitHub Still Shows the Code00:47:38 GitHub's Hardest Era: 14x Growth, Reliability, and Scale00:59:21 Actions as the Compute Layer for CI/CD and Automation01:02:04 The State and Future of GitHub Copilot01:08:24 Ambient AI, Background Agents, and the Future of the SDLC01:13:09 OpenClaw, Enterprise Security, and the New OS for Agents01:18:03 Build Announcements, WorkIQ, FoundryIQ, and Microsoft Context01:21:41 What Should swyx Ask Satya?TranscriptIntroduction: Kyle Daigle's Expanded Role at GitHub and MicrosoftSwyx [00:00:00]: We're here with Kyle Daigle, COO of GitHub. Welcome.Kyle [00:00:07]: Hey, thanks for having me.Swyx [00:00:08]: You're not just CEO of GitHub. People know you as that. You have a new role.Kyle [00:00:11]: So I have an expanded role now. I've been working at GitHub for thirteen years and doing all things developer. Joined as a developer myself. And now, I'm also responsible as the CMO of Developer for Microsoft. And so all the kind of learnings and passion for developers and how we work with them and how we communicate and how we bring our products to market, we're also bringing that expertise to the broader Microsoft ecosystem and helping every developer that uses a Microsoft product or would like to have a sort of similar experience that they've had with GitHub over the years. So it's a different role in some ways, but it's also just building on the experience that I've had at GitHub of just sort of tell the truth, be authentic, show people how to use it and then let the products speak for themselves. Now just doing that with, all of Microsoft.Swyx [00:01:09]: We'll be releasing this in conjunction with Build. You got lots of stuff planned, and we can sort of touch on that whenever it's appropriate. I think one of the interesting things is I rarely meet a COO who's also a CMO. I think you're a very outward facing and you're very confident publicly. That's rare. Do you actually view yourself as COO? What's What is your thing?From GitHub Developer to COO/CMO: Building the Platform and Operating GitHubKyle [00:01:33]: I think for me, it's been funny. The titles have always been, a— have always felt a little strange to me. I joined GitHub as a developer? I wrote so much of theSwyx [00:01:46]: Let's bring that up. You wrote the back ends?Kyle [00:01:48]: I was going through, I was going through, some old photos, when folks were talking about how things were being built or how there was a build GitHub. I built, webhooks and worked with teams building the API, built the platform layer. Anything that integrated with GitHub, up until really twenty eighteen, I built or ran the engineering teams. And that's kind of where my the beginning of my passion always was helping people build things, deliver them to, their customers. And so being a developer, building for developers was always super unique. In a— I think as my role expanded, it became my ability to talk to not just developers, but also enterprise customers or business leaders and have this translation layer. And then through all those years, GitHub has always operated pretty uniquely. Post-pandemic, working remotely was not as novel as it was when GitHub started in two thousand and eight. But all that expertise of running remote teams, doing it well, became this sort of bigger role, ultimately turning into the COO role of how do we operate GitHub in the way that GitHub's always operated after the Microsoft acquisition. And kind of so on from there. So like for me, I think the— I've, I still code. I love coding but the problem has always been, people. It's a much harder problem to both support our own employees, a harder problem to communicate to developers and enterprise buyers what we're building why it matters, ‘cause those are two very different messages. And so getting to work in the mix of COO, CMO, also just being a dev, I think is what's kept me at GitHub for so long.AI Workflows for Leadership: Commits, Retrospectives, and ContextSwyx [00:03:40]: Apparently, you have— your commits have gone up. What's this? What's going on?Kyle [00:03:45]: Rui's called me out pretty aggressively. So I think— as you can imagine, right, you can see my normal era of being a dev In the twenty thirteen, twenty fourteen era, and then moving into management, and then ultimately the COO role. I think what you see there is me, really getting back to coding thanks to AI. I— similar to, attaching problems between how to market and how to operate a business and how to code, I find, building agents and workflows that are connecting very disparate problems to be what's driving this. So that's, some of it's writing software. A lot of it is, connecting a ton of a different data sources to, help me out. But that is completely me really diving in on the AI side in trying out our tools, trying out everyone's tools, But building for me, building for the non-technical leader, though I'm technical and how we're, able to use these tools more than just the simple, call and response that I think a lot of the non-technical, your employers, you have to get— you have to use AI, and so everyone uses, ChatGPT or Copilot or Claude or whatever. To really get into, how is this going to help me out, it— I find that it's not the I need to write a blog post, I need to those simple examples. Helping people find the workflows of, “Okay, I need you to go through all the PRs today. I need you to go through everything that we've posted online. I need you to go through what we did the last three months. Go through all of my Obsidian notes for any mentions of this then go through my transcripts at work.” We use, Teams, so, using WorkIQ, go call that MCP server, grab all the transcripts, go through all the Slack, and then build me out the plan of, what this week's messaging actually was. That's something that was, impossible because for me, I find AI in a what most of this launch here is actually, less building forward. It's actually, a recursive loop backwards. I'm always looking at what had happened first. Go back through the week and tell me what we did, what worked, what didn't work? And then tell me in the next three or four days-What would you tweak based on this sort of like looking backwards and then looking ahead a little bit? I find that to be so much more valuable, especially for like non-technical, because that retrospection is actually LLMs are very good at that. Like finding all the patterns, pulling them out, and then applying that retrospection to just a couple of days or just like a short period of time. Is all a bunch of apps that I've built and launched a bunch of, internal tools. I use the new, GitHub Copilot app, the desktop app with workflows. Every time I crack open my laptop, it's running workflows for me. It's just a ton of different stuff and of course, it all ends up on, it all ends up on GitHub.Swyx [00:06:47]: Of course. That's where, that's where, stuff is hosted. Man, there's so much to ask you. I was going to leave the how do you run a company with AI thing at the end. I have to ask one— double click one thing. You said, you are looking back at the week. You're, you're understanding what happens. When you say we That's three thousand people. How?Rolling Out AI Internally: Skills, CLIs, and Company ContextKyle [00:07:09]: I think when we started rolling out AI internally beyond engineering, right? One of the things that I was really, passionate about is like we have to do this in a way where no one has to change how they work. I don't want to have to teach you a tool. I don't want to have to teach you something new. And so for us, we tried out a few tools. Most of them don't work because I got to get you on board? I got to teach you how to use it. What we've actually ended up doing is we've built like a set of skills internally. We have we each have our set of skills, and we've just been distributing even to the non-technical folks, the CLI. And then effectively, we're just giving it access to like read about everything that we're writing. So that's for us, that's usually GitHub, Teams, Email, and Slack. So Teams for, video chat, generally speaking.Swyx [00:08:03]: Teams and Slack?Kyle [00:08:04]: so we use Teams for video communication, but we don't use it for chat. W-we— GitHub for a long history, right? We're alwaysSwyx [00:08:13]: Also SlackKyle [00:08:14]: Talking about ChatOps and like everything is built into Slack. Like every command, every flow.Swyx [00:08:18]: So even though you have been acquired for I don't know, eight years nowKyle [00:08:22]: we stillSwyx [00:08:23]: You still use Slack?Kyle [00:08:23]: it's a purpose-built tool for us, and I think the reality is that moving off of it would be so bluntly expensive? Simply because all the tooling is, baked in with that paradigm. And they both have their pros and cons but they don't work the same way at all. We still use a bunch of different tools Because it's the purpose-built tools that We need. And thenSwyx [00:08:47]: Well, the same doesn't go for the rest of Microsoft, presumably.Kyle [00:08:50]: like the like various teams like operateSwyx [00:08:53]: They make their own decisionsKyle [00:08:54]: Various ways. I think it just matters what you're trying to what you're trying to do. But we do we do work across kind of every tool that we use, and then by giving everyone access to all of that context and the new WorkIQ MCP server, which is quite cool if you do live in the M365 like world. I can ask it all these backwards-facing questions, and it's incredibly important for our teams that are working remotely. There's a lot of stuff you miss when you're not in an office, and we are spread out all over the world. So most of that is looking back. And then we post, we post either auto-automatically into GitHub issues or discussions, these sorts of like findings or like our industry reports. Like what's happening this morning, today, yesterday. A little automation gets run. We'll use the app. We might use GitHub Actions like with, our agentic workflows just to go do that run, and then we push it into GitHub, and w-we keep having a conversation. So usually for us, it's about that sort of like looking back, looking forward on the non-technical side. And then of course for a lot of those folks, it's also building an app, pushing it to GitHub pages or pushing it somewhere to host it et cetera. But it's just like enabling everyone with that power of it's going to take me a week to figure this out. Instead, we're going “Okay I built a skill. Let's put it into a repo. We'll all share that skill together, and then we'll use the CLI or now the app-” “just to run it.”Micro Skills vs. Mega Skills: How GitHub Uses AI at WorkSwyx [00:10:26]: All right. I think, I think we're going straight into like the team management and productivity thing. I think a lot of people are getting various levels of LLM psychosis. How do you manage the bloat of skills? Like everyone Has their thing, and they're Like trying to promote it to the rest of their peers in their org, right? And obviously, whoever becomes a skill influencer internally becomes like an AI leader, right? Of sorts. I assume you have those.Kyle [00:10:50]: like I think we haveSwyx [00:10:52]: And I assume it's a mess a Yeah.Kyle [00:10:54]: there's like I— like I think the reality is there's two pieces. Like first is I think that we're ending the era of these like massive, beautiful, perfect skills that are just like not any of those things. ‘cause for a while, right every tweet every day is like go download the skills, the perfectly managed thing to do this entire workflow. And I think that like what we've found and what— I was just with my team, this week, and we were talking about the skill side, and we're really talking about these like incredibly micro skills that are just doing one thing for us very well Versus a skill that's going to do I said, that full report. That doesn't really exist on our side anymore. It's usually how do— like a single skill that's going to identify the most important marketing information given any MCP server. Like this is the most important thing. Less about stitch a bunch of tools together and have it produce this mega output because then weeks go by, months go by, things change, and you want to tweakSwyx [00:11:58]: It's brittleKyle [00:11:58]: Your mega skill and you're screwed? You can't do that. And so now we're really just talking about the Legos we're using and just letting the instruction book be something we're all putting together. Whereas I think a lot of AI skills for a while have been that mega instruction book style.Swyx [00:12:15]: I've, thought a lot about Postel's law. I don't know if that's a term that is, means things to folks. It's the idea that you should be liberal in what you accept and strict in what you output, right? And I think that's like a good framing principle for skills. This is my skills, obviously on GitHub. I feel like everyone should have like how like some repos In GitHub are special repos? I feel like we should sort of reify the slash skills and everyone like give it some kind of special presentation. Anyway, so, yeah, this is one of those like download Download anything, transcribe anything, and then you can string together the atomic skills that do one thing well Into like some kind of orchestration skill that calls other skills. I assume, does that match?Kyle [00:12:56]: I like I think so. I think that theSwyx [00:13:00]: Summarize anything.Kyle [00:13:01]: Like I think the- For me, summarizing something for I do communications and PR and analyst relations and marketing and customer activities, and so my summarize everything is very different for each one of those like Contexts. What ‘Cause if I'm summarizing something for an analyst, that's a very different thing than, probably how I'm going to summarize something for like a customer meeting or an engagement. So that's I think like the difference when we're talking about the like the tools I might use on Saturday or the skills I might use on a Saturday when it's just for Kyle. Yeah, those are kind of like they have an atomic actual tool underneath or maybe skill, and then Kyle cares about X. But I think when we're talking about work and enabling the the marketers, communicators there, it's the atomic, this is what good summarization is, and then this is what I care about as for marketing for communications For whatever. And that I think is like the interesting matrix problem when we go from like a developer set of concerns to all kinds of different professions, is that what that word means to me is different than it means to you is different than it means to the analyst or the salesperson, and that's where I think the matrix mess is that we're starting to like still starting to find. It's about these mega skills but they're all just slight permutations, but those permutations are really important. It's the difference between someone reading this and going “Did AI make this?” what Or “This makes total sense, and I would expect this when I'm giving a briefing to Gartner,” or like whatever else.Swyx [00:14:37]: I think the beauty of it maybe is that you don't have to be that careful about what goes in there. It doesn't have to exactly fit as long as it like roughly is contained in there. I used to complain about plugin hell, basically. Like when you have a framework and then you have a hundred things that you need to integrate, everyone does like the GitHub used to be bloated full of these things. And now we don't need them anymore ‘cause now you just use skills.Former Developers in Leadership: AI as a Creation MultiplierKyle [00:15:00]: And like I think the most magical thing is the just that like I can just also crack it open. Like Like yes, I could go like change the how the plugin is coded, or like I could go do that now with AI, but I think there's just something more magical about getting a response back and being “That's not right,” and then you just crack the skill open, you just type English words and it's different. That building block is just, I think very unique. Once I get everyone to kind of understand how to best how to best make those changes to get the most power out of them.Swyx [00:15:36]: Is there a— you have a your peer group that Of people like you. Is there a common framing for Something I'm feeling is, which is true, is that is this a golden age for former developers who are now in leadership? Because you can wield the tools, you would know the right words, you're maybe not too close to the details. Doesn't matter. But like you're more effective than someone who doesn't come from that background.Kyle [00:15:59]: I think that like the secret has always been your ability to identify patterns and solve problems, and I think that for folks that like myself that don't code day to day anymore, that has made me successful as a developer, made me successful as a COO and now CMO. And so now that I have access to get and write code, I'm now applying that sort of like pattern finding and problem solving, and I know enough still about how to then go and say, “Oh, I want to make an app, but I don't want to break into jail or create something that's not going to be able to work or to be deployed scale or whatever.” that ability to apply all that additional business knowledge and still code I think is what makes that so interesting to me. Slightly different than I think some of the other like technical leaders that became business leaders and now are going back to their apps and updating them. Good for them? But I think the more, much more interesting thing is, well, now I have this whole new set of expertise over ten plus years. Why not take that and use that as a developer with these AI tools? So I definitely think that makes me more powerful, but I think that's true for like every dev as well. Most of the dev friends I still have also have some other underlying skill and passion. There's really talented, very kind of linear computer science software devs, absolutely. I just find that the folks that came from a different career, went to school for something else, went off and did this random thing, and then became a software dev, or were a dev, did a random thing, came back. Learning that extra set of information, learning those extra skills, and now having the power of an AI where I can crank up fifteen agents on Saturday while my kids are doing lacrosse, That's like really powerful. And I think it gets me back to that feeling of like creation, and it's very hard to replicate that in most other senses? That first time you build an app and you click it and you show someone that's magical. And so being able to do that not just in code, but across all kinds of different assets that's, that's huge. We were doing we're doing our every year we do our revenue planning. We talk about okay, what is it going to look like for next year? And of course as you imagine, there's, slideshows everywhere talking about what are we going to talk about, what's the narrative, et cetera. And so as you said I'm “Okay, well, I could probably just like build something to build this and then that way I don't have to go build the whole spreadsheet or I have to pass it to my team.” So we went through this process, and I got all the information and used the skills I mentioned. I built like a little app just to make it so I could look at some of the information in a SQLite database, more easily. And I ultimately built this entire presentation without touching any of it and I was “Okay, I'm just going to present this to our CRO, the CFO, their teams,” without mentioning I'd built it with AI. I like built a skill to make it look very much not AI driven. Just not pretty.AI-Generated Presentations, Human Taste, and the Changing Chief of Staff RoleSwyx [00:19:03]: Like a design. Yeah.Kyle [00:19:03]: Not pretty. But just like very clearly not AI. Kind of like don't do anything interesting.Swyx [00:19:08]: That's, yeah, that is valuable.Kyle [00:19:08]: Just go Exactly. We did the whole thing through. It used my notes from Obsidian, it used all the context I mentioned before, the plans, and Never came up once that it was AI generated.Swyx [00:19:20]: It didn't matter.Kyle [00:19:20]: Never once. D It didn't matter. And so now I takeSwyx [00:19:23]: This is a toolKyle [00:19:23]: I can take that tool and go, “Look, I don't want you to go build slideshows.” They're just helping us share information with each other. If this thing can do it With a little bit of crafting from you and then we can look at it together, awesome. There's no value in all that extra work. I think that the ability to, make it look humanly bad and and build a little app to, manipulate the data I think is part of, that upside for devs that are now in leadership roles. Because, the thing that I feel like I said before, this that's all a people, that's all a people problem. I know if you've used a coworker or not to build a slide deck, unless you spent a bunch of time to not do it.Swyx [00:20:07]: I know, but like it was so, I think there's a certain charm to just being blatantly AI. ‘Cause I think that you're well, you're just honest about There may be mistakes here that I cannot vouch for. So how much value is there? But anyway I think, actually the real question I want to ask is, there's a— You were a chief of staff To Thomas. And in the pre-AI world, the that job would've been a chief of staff job of like Can you prep me these slides and all that? And now you do it yourself.Kyle [00:20:35]: I still, I still have a chief of staff. Because, the difference is it's sort of the discussion every time we have some sort of technology evolution is it's not that the jobs the roles don't all go away, they just change? And so yeah, I don't have someone spending all their time building out slides for me and presentations ‘cause I don't need that anymore. But now I need that person that is able to go and find all the different connections between humans in those discussions to help me find out, okay, I should be meeting with this group and this team, and they have an opportunity, and I'm going to be in San Francisco today, I'm going to be in Seattle tomorrow. Those sorts of human connection aspects are still incredibly valuable and has always been a big part of that chief of staff role. But now just like chiefs of staff are not opening up, letters to process, they're doing emails. What It's the same thing. And now they're, they're not building out as many of these presentations because they have the the ability to have a AI take it on for, and share that with me and great. Let's keep moving ‘cause it's allowing us to go faster and make better decisions more quickly.Swyx [00:21:45]: Awesome. Well, so we can dive into more sort of, Productivity insights as you go. I did want to do a little bit of a brief history of colleague and hub. Because, we started here. And then you also involved the NPM acquisition. I did, I do want to touch upon that. And then more recently, I just want to bring up to present day where we're having uptime issues Which transparently we've already Addressed publicly, but we'll, we'll discuss in the pod. Did I miss anything? Like what, any other major highlights? Obviously, it's, it's a lot of years to cover.A Brief History of GitHub: Webhooks, Actions, Acquisitions, and Platform EvolutionKyle [00:22:15]: No the I think one of one highlight was right before the acquisition closed in twenty eighteen, I got to launch the first version of ActionsSwyx [00:22:27]: OhKyle [00:22:27]: At GitHub Universe. So it was OSwyx [00:22:29]: They're that young?Kyle [00:22:30]: It was October of twenty eighteen, I think. Yeah. Yeah.Swyx [00:22:33]: Gee, Jesus.Kyle [00:22:34]: I got to I was the engineering leader on that project and got to launch that. And then, yeah, we did acquisitions of NPM you said, Semmle, Dependabot Pul Panda a whole bunch of things. That was a bigSwyx [00:22:47]: Pul Panda.Kyle [00:22:48]: Abi is doing well.Swyx [00:22:51]: DX. Holy crap.Kyle [00:22:52]: Did well on DX. I and like that was a that was the big shift, after the acquisition. I had to join the sort of business side.Swyx [00:23:00]: So I need to hit you on some of these things ‘cause you were there. Right? And how often do I get to talk to someone who was there? But yeah, Actions. Is that the number one source of security issues on GitHub?Kyle [00:23:11]: Oh, sh I think that the number one source of, security issues is probably like all, the literal code in everyone's like underlying repositories. I would say back further than that is, if you remember I had to show in this graph was this is, I'm, didn't say this before, this is ultimately webhooks.Swyx [00:23:30]: You yeah.Kyle [00:23:31]: Like circa whatever it was.Swyx [00:23:32]: It says Hookshot in there.Kyle [00:23:32]: I forget. Yeah. Yeah, Hookshot's in there. And so like back then, it says GitHub Services. Do you see, it says Hookshot FE for front end, and then it says GitHub Services. GitHub Services back in the old days, right? You we had a repository that was Ruby code, and you could write any Ruby code in there, and then we would execute that On your behalf As a service, and then that way if an if you were trying to integrate with something, it didn't we would run it for you.Swyx [00:23:57]: And of course no containers ‘causeKyle [00:23:58]: No, ‘cause it wasSwyx [00:23:59]: Well, no containersKyle [00:24:00]: Twenty fourteen. And so there was some isolation obviously, but it was mostly the separations on the server level. That's like an example as long as the very old version of Pages, which ran on its own containerization infrastructure, not on Actions.Swyx [00:24:15]: Which like all-time great product.Kyle [00:24:16]: Pages powers the internet at this point to some degree. Those were places where like clearly there were no like issues like to my knowledge. But it was those things where I'm looking at and going “Okay, well we can't be running arbitrary Ruby code,” like on everyone's behalf. Then containerizing all of that up intoUh into actions now where yeah the containerization, is r-really good. The pinning most folks aren't pinning it the like to a particularSwyx [00:24:48]: ImagesKyle [00:24:48]: Sha, et cetera like their workflows, and so that's a big that's a big place Of pain for folks if they're just doing similar to any dependency management, just V1 or newest or latest, I think. But, that journey from that day to “Okay, we're just going to run all this arbitrary code, and, it'll basically be okay,” to now, no, we have, really good containerization. We have a new, underlying, ag-agent, containerization, service. It's like we're using it under the hood. It's through Azure. They recently announced it. The Azure, Dev Compute, but it's, very fast, very fast compute to be able to, spin up your own cloud agents, or whatnot. We're using it under the hood for some parts of the new,Swyx [00:25:36]: Microsoft Dev Box?Kyle [00:25:37]: No. Dev Compute, yeah.Swyx [00:25:41]: Hmm. Not finding it just yet.Kyle [00:25:44]: Oh, it's, it's in there somewhere.Swyx [00:25:46]: All right. Well, we'll cut that out.Kyle [00:25:47]: Sorry. But with, Dev Compute, you can, run, really fast, spin up really, small VMs really quickly, so you're doing a tool callSwyx [00:25:58]: Same conceptKyle [00:25:58]: Just do it containerize exact-exactly. So we're using that so definitely moving that direction to protect us from every every piece of code that we're ultimately running.Swyx [00:26:07]: look, that grows into the full SDLC? Code hosting was just the start and and then it's grown beyond that. Let's talk about NPM may-maybe ‘cause I think that's also, a very major point in the industry. I do think, it was looking for a home. It was, kind of struggling as a business, right? I don't know, I don't know how you would characterize that whole acquisition and how itNPM, Package Security, and Keeping the Internet RunningKyle [00:26:33]: like when we were talking to the team, I think the big thing for the both of us was to find a way to keep NPM, which was basically powering the internet then and way more so now to some degree running. Keep it going keep continuing to scale. It was having scaling problems, if I recall, back at that time. They were doing some rewrites. ItSwyx [00:27:00]: that's cute compared to now.Kyle [00:27:01]: Well, that's the thing is like when I'm talking to folks now, there's there's so many more underlying uses of NPM than there were back when we had them join in with GitHub. But that was ultimately the goal. It was really okay, we used to have pages. We have, the world's code. Let's make sure that we can keep NPM running well for the world. And we put a bunch of time and investment into fixing some of the underlying backend, changes, some of which we talked about some of the manifest work, et cetera. And then now, really trying to bring the the security posture of NPM up to speed. But, it is a unique challenge in that every move that we make to make it more secure will break a lot of people. And security is paramount. And also, we take it very seriously. We're, the any time that we have a problem with GitHub or we make a change that makes us more secure but hurts, there's, a snow day for developers or a really bad fire that they have to go put out. And so we've, have changed the 2FA policies. We've changed the way the tokens work. When we find tokens that have been exposed or potentially, exposed, we invalidate them, andSwyx [00:28:22]: I love that feature in GitHub. Yeah, it's greatKyle [00:28:23]: That creates issues, but, the but that's the thing is we're trying to push the community, forward without necessarily, doing something that is going to break the contract that's been for 15 years or close to it or some amount of years on NPM.Slop Forks, Vendoring, and the Future of Open Source Supply ChainsSwyx [00:28:43]: I think the— So now we're talking about, open source and publishing. And I think there's something here with what people are calling slop forks, which, I think Malta from Vercel is doing. And, part of me thinks, well, the way to get past any vulnerabilities, we just, let's just get rid of the concept of NPM. And we only publish source code. And anytime you want to import it you have your coding agent look at it and then adapt whatever subset you're going to use into your vendor it. But, the AI vendor it. Is that realistic? I don't know. Is it— Will that solve all our security issues? I don't know.Kyle [00:29:24]: I don't think it'll solve I so Mitchell was just talking Mitchell Hashimoto Was just talking about this today, and I think that I-in some ways, it's all all things, old or new again? Yeah, absolutely vendoring everything. Like I do I do remember twenty thirteen, twenty fourteen.Swyx [00:29:42]: This is Yeah. Let's, we must return toKyle [00:29:43]: That's what is We were vendoring everything. We were having actual discussions around, or at least I remember we were “Should we take this full thing?” “Why is this so big? We only need this one file.” And so I do think there's something true there where having either taking only what you need or the dependencies just getting incredibly small over time, I think will help to some degree, but it's not going to solve the fundamental problem, I don't think, because the vulnerabilities in an agent looking at them, there's time and time again, there's a million different ways in which we can convince an agent that this thing is, secure or not and pull it in. Or we can do static code analysis or runtime testing to say whether the code works or not. That is, I think, the step that needs to continue to be, invested in. The question is just on, how much scope. Should it be this enormous project that I'm pulling down, or should it be this piece? Either most companies are running some amount of security checking on the on the packages that they're bringing in or vendoring. That I think won't change. That's like what advanced security does to some degree, Socket does some degree. Like everyone is doing a piece of that. How we each do that like especially when we're talking to enterprise customers, is just like very different. No there's no one wants one single way to do it. And I think that's always been GitHub's, unique position in the world. I talk a lot to maintainers, I talk a lot to folks about this. It's we're— we rarely start like a process and a practice and like push it onto the community. We usually wait for the sort of like RFC process socially or literally, everyone agreeing, and then we'll cement something in. Because otherwise we'reMaintainers, RFCs, Vouching, and the Social Layer of TrustSwyx [00:31:35]: That fits your role in the ecosystem, yeahKyle [00:31:36]: We're GitHub. Yeah, we don't want to shape the whole thing. We want it to be figured out. But like how do you balance that like sort of Role in the industry to keep everything as secure as is possible and make sure that you're you're not going to be compromised as a human, ‘cause that's usually how it all happens. And Not not create a process or lock us into a flow that you're not going to or like Mitchell's not going to or other open source projects aren't going to like. That's always been a tricky balance for us, and I think that's something that we haven't talked about enough is we're not going to be able to fix everything for everyone in a way that everyone is going to like. So tell, help us, tell us what is working. When Mitchell was talking about, the Upvote, the upSwyx [00:32:22]: I was going to bring up his thing. Yeah.Kyle [00:32:23]: I forget what it Yeah. When he's talking to us, I was chatting with him and talking to him about this and I put it on Twitter and we talked to, also over DM, was “We're going to keep working.” but I think the important thing is I do actually want to hear what isn't working for you. And as, be as specific and clear for your project as is possible. And to every piece of credit over the many years that we've known each other through the industry, he's always done that and I appreciate that ‘cause there are places that we need to fix up, and we hear from him, and we'll fix up just like we do all other kinds of maintainers. But that that process between making those types of improvements and being more secure and like creating, I forget what he calls it's not the proof process, not the claims process. Do what I'm talking about? He has that he his projects have a way for you to kind of like,Swyx [00:33:13]: VouchKyle [00:33:13]: Vouch. Thank you. Yeah. He has like the vouch system for saying, “Hey, you should accept my PRs.” That's beenSwyx [00:33:20]: I just built this into GitHub. I don't know.Kyle [00:33:22]: Well, see, but that's the thing is that you say that and like he and his community really likes this and then I'll go talk to other maintainers and other maintainers, globally, and they're “No, this doesn't work for me.” And that is the tension, but also the kind of beauty of GitHub, depending on which way you look at it is we want to help maintainers, so we create all these tools to let you have more control over how much you take in from AI and PRs. But you can also use this. What You can go use this project, and if it takes off and becomes the kind of mostly standard, then yeah, we probably wouldn't enforce it but we would add it in because that's the flow that we tend to do?Swyx [00:34:02]: I hear a lot of people don't know the history of the pull request. And like like that's how, that's something that GitHub standardized basically.Kyle [00:34:08]: Yeah. It was a very messy process Like beforehand, and now the we have the benefit of it being the process? And now we have to go and Figure out the next best process or what adaptations change, or what does a pull request look like when eighty percent of your PRs are just coming from your agents and not From other devs?Swyx [00:34:31]: Do you like the prompt request idea from Peter?Kyle [00:34:34]: like I think that for each like each idea I think has its merits. I'm not, I'm not avoiding saying anything good or bad, but I feel like I've seen a version of we have that we have entire Thomas' store. Take all the assets of what you've built and put that in. I think that's got great ideas. There's all these various permutations of the PR flow, but I think the reason why there's not a single answer is ultimately we're trying to codify trust. We're trying to say “Okay, if Sean reviews this I'm going to trust it because you're Sean or you're the senior dev or you're the whatever.” And right now, when we are working in a flow where an agent writes code and another agent reviews code and then Kyle goes and looks at it the trust is kind of diffuse. And most of the tools that we're talking about are talking more about verification flows. We have more assets to look at, so I can probably say whether this is a good PR or not. But that still doesn't solve, I think, the human problem of I'm looking at a PR and I want to know if I can trust it. And we're still, we still tend to use human signals for that? Mitchell approving it or Kyle approving it or whatever. And so I think that's, I think that's why most of these options haven't really solved it is because, it's a social problem ultimately. It's a it's a human problem to review it and agree. Or you fully trust the tool and you're imbuing that tool with full trust Which I think in some cases that absolutely exists.AI-Generated PRs, Trust, and the Waymo AnalogySwyx [00:36:08]: And so like in the same way that there will be a tipping point in society when we don't allow humans to drive anymore Because machines are measurably better than Than humans. I'm looking for that tipping point, right? Like Mythos is ridiculously expensive. Someday we'll have Mythos on a desktop. I don't know. Will, does that change the equation?Kyle [00:36:30]: I think it's more I took a Waymo here, and I was on my phone and not looking around at all. There are other, self-driving, vehicles that I would not trust while, staring at the road. And I think that trust is something that isSwyx [00:36:48]: Is this a Zoox thing? What is itKyle [00:36:50]: I think that is both. I think that is both. LikeSwyx [00:36:53]: There's Zoox in this robo taxi. That's it. It'sKyle [00:36:56]: Well, depending on what level Of self-driving. But, my point is sort of that I think part of that is I strongly believe that's, a mixture of verifiable proof. Like how many accidents, how much data, and so on, and the human aspect of how I feel when I'm in this car, what it tells me, et cetera. And so that's why I think some of the like Some of these some of our AI tools tend to, imbue me with more of that feeling of trust, even if the data says this is 100% accurate. I feel like it takes more time for us to go, “Should I trust this or not?” And that's in the soft sense of, startups with high agency, weekend projects, and open source. And then there's enterprises and regulated industries and everything else, and that is an even harder problem to go solve because even when it is fully verified, not only do you have to have trust from the humans on the team, you probably have to have trust from multinational,Swyx [00:37:55]: Oh my GodKyle [00:37:55]: Multi governments around the world and regulating agencies. And so that's where I feel like until we tip over to your point on the sort of like human EQ side of it. I feel okay this feels okay I've been proven enough. Then the ball will start to roll a lot faster, where we'll end up getting to the “Okay, we can trust this,” and feel good about it in the Most difficult of cases.Reputation, Sponsors, Stars, and Bot Activity on GitHubSwyx [00:38:18]: If human trust is the thing that matters, I feel like GitHub as the developer social network could maybe do more there. Like vouchers are one system But, we have star counts, and then we have Contributor rights, and that's it. And I feel like there should be more in that space. I don't know if there's any other design decisions there.Kyle [00:38:37]: I think that one of the places that we don't really expose right now in this sort of way is, some degree of like hard trust and support, which would like for me is like sponsors is a good example of that.Swyx [00:38:49]: Ah.Kyle [00:38:49]: It like costs you something. To prove that I believe in your project and I trust you To some degree or I want to support you at the very least.Swyx [00:38:56]: Solve payments for open source. Why not?Kyle [00:38:58]: I think that I think that like as we keep moving forward, right, there's more and more projects where I'm, adding more and more dollars into sponsors personally because I want to like support them, but I also like know of I've probably never met them in person, but, I know of enough of their work that I want to support them. I think the thing that I don't love about stars or commit counts or anything else is ultimately, even with all of the various, abuse and de-spamming and deduplication work that we do or anti-abuse work that we do, these are all, not active social signals. They're passive ones that are ultimately gamifiable. And you may trust me, but another open source maintainer may not. And on what heuristic should you be, trusting me? That I think, is kind of where some of our thinking is right now. What signal from me is most important to you? You— If you can define that potentially, honestly in an agentic workflow that's what we see some of these open source projects do, where you have GitHub actions, and then you have like an agentic workflow that's calling AI, and you're setting these rules. Like if Kyle has submitted and gotten accepted PRs across any given project and has a social handle tied to his account in GitHub, and that social account's older than a certain amount. Really complex measures that matter to you ‘cause most open source projects have that heuristic built into their heads, if not written down in the contributing guidelines. You could take that and then go apply that and then just say, “Oh, we're not going to accept this PR.” Building something that is, I think, malleable to everyone's needs, is a little bit better, rather than going “Hmm, this account's too young.” Because what happens? The attackers just go and go and create a multitude of accounts, and they wait Until it ages up. Needs to have a certain amount of stars. That's how star inflation happens. Need to have a certain amount of reposSwyx [00:40:46]: Oh my God. YeahKyle [00:40:47]: With PRs. They all just create repos and submit PRs to each other, and then they come in and do something nefarious. And so, it's hard. It's hard to find the measure. So I think we're, we're looking more at how can we provide you tools so you can kind of choose what's best for you. And of course, we'll give you some standards. But the trust vector, gets down to I don't know, some version of like human digital ID like everyone's been talking about. Like how do I prove that it's meSwyx [00:41:13]: Give me your eyeballsKyle [00:41:14]: On the internet. Give me your eyeballs. Exactly.Swyx [00:41:18]: The I got to keep moving on Topics, but obviously I can go all day on this stuff because, I've been involved in GitHub and open source My entire professional career. Stars. Very superficial. Everyone knows it. But I think time to one hundred thousand stars is the fastest I've ever seen. Like people just reached that in I don't know, months. And then like at the same time I don't trust it right? Like how many of these are real or bot or like whatever. I don't know how to ask this but like what can we do about it? LikeKyle [00:41:49]: JustSwyx [00:41:49]: Is stars broken? Is stars fine?Kyle [00:41:51]: I think that there's kind of two, there's like two pieces. Obviously we're constantly like trying to find ways in which like your users are producing spam, which would, I would include like be like only doing star gamification. When we find them, we pluck ‘em out and we,Swyx [00:42:08]: But it's like a Whac-A-MoleKyle [00:42:10]: It's a hundred percent like a Whac-A-MoleSwyx [00:42:11]: There's no wayKyle [00:42:11]: Now, powered by AI to be helpful. But I think more so what I'm seeing is, a lot of the like fastest time to X tends to be because we're now inviting so many more people into like software development on GitHub That like the zeitgeist is just swarming? And it'sSwyx [00:42:32]: It's not just developers anymoreKyle [00:42:33]: And it's not you and I. Like like however you want to say like what a developer is it's not just folks who have been coding for a very long time. It's folks that have maybe started coding or only joined in since the AI era. And nowSwyx [00:42:44]: what's the latest Octoverse number? I know eighty million was my lastRem- member that a number of developers on GitHubKyle [00:42:50]: Oh, we're over 200 million now.Swyx [00:42:53]: Okay. Well, so you see?Kyle [00:42:55]: Like over 200 million developers now.Swyx [00:42:56]: But it's not developers, right? It's, it's people with a GitHub account.What Counts as a Developer in the AI Era?Kyle [00:43:00]: So, so this is, this is the biggest debate that I would say, everyone loves to have at GitHub at this point. From my perspective, right, I think that there's, there's clearly a difference between, professional enterprise developer and then developers. But I think that I think that the idea that we should be I don't know, splitting hairs or segmenting developers in the early era of software development is, not worth our not worth the time. SoSwyx [00:43:29]: When you get into gatekeepingKyle [00:43:31]: 100%Swyx [00:43:31]: What is a developer?Kyle [00:43:31]: 100%. ‘Cause I wasn't a developer when I started writing code? I was going toSwyx [00:43:36]: Oh, no. I made— I cloned a thing, seven years before I learned to code. And then I and then I wrote about my learning to code journey, and people Just called me a fraud ‘cause I had a GitHub account. And I'm “Well, no, I just use GitHub, but I don't know-” “I didn't know what I was doing.”Kyle [00:43:49]: I I remember that. I remember those sets of posts, and like that's, that's b******t. So I fight very clearly on the line of, if you create code, if you have an idea and you create it into some way of, I'm, I'm going to run it and use the app right now, you may still use AI in that moment, but that's okay. At some point you're going to do the next thing. You're going to create a big— You're going to have to learn about this database. You're going to fix a bug, whatever. We're all on some same journey, and those people are also hearing about the great new agent skill package or a new CLI tool or a new whatever. And those projects are going up because you want to be a part of this moment, just like I wanted to be a part of the Ruby community when Ruby was popping off when I started becoming a developer, and now I can just click the star button. And so I think that yes, there's clearly some amount of like spamming and game gamification that we're working against, but I really think we're just seeing this whole new cohort of folks that are moving from technology to technology because they're not working on a 20-year-old software application. They're working on a side app that they built on the weekend for their friends or for their new idea or whatever. And that's how you see these enormous charts going up and to the right with With stars.Swyx [00:44:59]: I think something that's remarkable is the persistence or, that GitHub extends to those folks. Usually when I see platforms go into a new audience, they usually have to, have like a second platform with a different name that wraps the main platform. But somehow GitHub has been able to sort of persist and extend, and it's friendly and whatever? So it's, it's nice.Spark, Low-Code, and Always Showing the CodeKyle [00:45:19]: I that's partially why I think as we've tried to move into I don't know, more like low-code-y things. We so we started working on Spark as like a way to, build an app and run it. I think that the reality is that we anytime we try to, kind of put even a veneer on top of it without when we put a veneer on top of something, we still always show you the code. That's kind of like a tenant. We're never going to, hide the code from you ever, because whatSwyx [00:45:52]: Why would you?Kyle [00:45:52]: That's, yeah, that's the whole point? However, I think that what we learned with things like Spark is that really the value of Spark for most devs is, easy runtime. And you may have a runtime or a host that you're going to use for that or you just build something and run it but, the package of making that even more simple isn't really needed for folks that are trying to build software and not just trying to build, an app, which is, slightly different, a slightly different goal. So I want to get you in, I want to get you comfortable. I think the best thing for me as, someone that did not traditionally come into software dev way back, I want anyone to be able to breach that chasm and not be in the I don't know, I feel like we're, we're still in an era of, STEM. I've got a 12-year-old and an eight-year-old, and it's “We got to get ‘em into STEM,”? Over and over. And I like I do, I do the things that good parents do. I was “Oh, you want to do coding?” “Yes, I want to do coding.” Do coding classes. But now they're just not afraid of doing software. And that's, I think, the thing that's honestly kept me at GitHub for so long. Anyone should be able to go and build a thing, just like I can go change a light switch in my house. I'm not going to go into the breaker box ‘cause I'll probably kill myself? But, I can go change that light switch. Everyone should be able to go and say, “This fricking app doesn't do what I want. I want it to work like this.” And that I think, is what's kind of kept us all connected with GitHub through the years and some and during the easiest of times or in the hard times because of that opportunity of, we're the home for all developers, and we want everyone to be able to have that feeling that we've had of, had an idea, I created it and holy s**t here it is.Swyx [00:47:37]: Here it is. All right, I'm going to try to do more spicy questions.GitHub's Hardest Scaling Moment: Growth, Agents, and UptimeKyle [00:47:42]: Great.Swyx [00:47:42]: Is it an easy time now or a hard time?Kyle [00:47:45]: Oh at GitHub? It's a hard time. Like, it's a hard time and also, I was just with my team and I said, “This is also, the best and most exciting time that I think I can remember at GitHub.” BecauseSwyx [00:47:57]: Best of times, worst of times. It's never oneKyle [00:47:59]: ‘cause we've we were talking about Octoverse reports and, usually we do an Octoverse report once a year, and we look at the numbers, and we say, “Oh my goodness.” I was at Universe in October saying, “This was the fastest year of growth that we've ever had,” right? And now we're doing more in a month than we did in a year last year.Swyx [00:48:20]: You're talking about PRs.Kyle [00:48:21]: Commits.Swyx [00:48:21]: Commits, yeah.Kyle [00:48:22]: PRs. Kind of like you name it by roughly every measure that we're looking at, there's some amount of sort of growth that is much bigger, and that is breaking our system in new ways, not old ways. Like webhooks were always notoriously, unreliable over the years?Swyx [00:48:38]: Whose fault is that?Kyle [00:48:39]: not anymore mine, but for a period of time, I'm sure you could pull up a tweet that was “It was me. I'm sorry.” but, now, that got rewritten at a scale level that is still working and is not having problems today. Now what we're finding isn't just the isn't the-The simple stuff that folks are on the sometimes on Twitter or on the internet are “Hey, why is this like this?” Sure. There's absolutely silly problems that we shouldn't exist. But now we're talking about, unique, novel permission problems that happen only at a scale across all different objects or whatever, that now we have to go rewrite this underlying system. And so it's, there are problems that yeah, caught us off guard, which I think I said. Like the growth is astronomical, but also we're making such material progress in that I'm excited once we're once we've kind of like reimagined the underlying foundation layer, or pieces of it at least, what's going to be possible when it's not just all of us and all the new people that are being developers and all of their agents and all the tools like working together. Because that'll still happen in that in that GitHub tool, that GitHub community. But it's a it's a hard day anytime we can't give you what you're looking for. We have the same problem internally. We operate through github. Com. Of course, we have backups when things go down and whatnot for our own operations but we feel it too. If it's not working it's not working for us, and that's kind of like the promise of dogfooding for GitHub. It's always been true. We're using the same tool you're using. We're not using a super secret version. We and so we also need it to be great for us for our customers of course for open source. And now an exponential growth of agents, Doing it too.Swyx [00:50:32]: I wanted to load for audio listeners who maybe haven't seen your tweets, whatever. So one billion commits in twenty-five. Now it's two hundred and seventy-five million per week on pace for fourteen billion this year, if growth remains linear. Is that still the pace? I don't know. It's been aKyle [00:50:48]: it's, it's speedingSwyx [00:50:50]: Roughly.Kyle [00:50:50]: It's still speeding up.Swyx [00:50:51]: It's, it's April, so yeah.Kyle [00:50:51]: Exactly. This was in April.Swyx [00:50:53]: All right. So basically you have fourteen x growth, right? Year on year on year. And I think that's a scaling issue. I think, I'm going to like try to really steel man this thing. People have experienced fourteen x growth. They haven't had your downtime. And that's like— C-can we go dig into that? Why? Like what's the— what broke? What are we doing to fix it? Like just anything for the community to reassure them.Why GitHub Reliability Is Breaking in New WaysKyle [00:51:18]: so there's a Like I was saying, there's a couple different places that we've seen the growth issues. Some of the growth issues, which is why we're t— I was talking about pushing hard on more CPUs is in actions in particular. More tools, more agents, more PRs mean more builds, more builds mean more CPUs. And so we are expanding through not just our data center, but obviously we were talking about moving to Azure and moving to, adding an additional cloud compute because we simply need more CPUs. Not as much GPUs. We definitely need GPUs too, but now CPUs are becoming a factor.Swyx [00:51:53]: It's very CPU heavy.Kyle [00:51:54]: Underneath the hood when it comes to some of the underlying services, we've been breaking up over the years our database infrastructure, so that way we have, more cognitive separation between our the various services. The place that we continue to have pain is in, permissioning. And so right now m-many of our permissioning layers sit into a database that we like internally call MySQL One, and old Hubbers will know what I'm talking about. And so we've been pulling things out of MySQL One for many years, because like and we use we use Vitess and we use other technologies to shard and we do it as one bigSwyx [00:52:31]: Famous thing, PlanetScale was born from this andKyle [00:52:32]: A hundred percent. Sam Old Hubber and friend. And so finding these opportunities to like break this out and then do that globally. The other thing that I think is interesting and both a unique opportunity and tricky is we also run everything I just talked about in a black box container with GitHub Enterprise Server for people that work on-prem. So we take everything I just said, and we also do it on-prem, and we also do all of that and we do it in a data residence setup for customers that need to have their data in a single location. Each of these has the unique characteristic around how we're sort of storing that data in MySQL or in a permissioning setup. That's where some of these outages have oc-occurred, where you're seeing it more like across the board rather than just like the one pieceSwyx [00:53:17]: Filling the databaseKyle [00:53:17]: Isn't quite working. Exactly. And so part of it is that. I think there's been some other places where agents are much more or more projects appear to be moving towards monorepo versus we were going the other direction for many years in the industry. Repos were smaller, but there were more of them, and now we're seeing the opposite. Repos are bigger, and there's, not fewer of them per se ‘cause there's new growth, but, we're just seeing many more big repos. Big repos, big monorepos have always had, a unique performance problem. Because each one, is slightly different if, particularly if the underlying blobs are incredibly big Inside the repos. And so we've done a ton of work that you pro— like most people haven't probably experienced, unless you're in this case of the monorepo. But that Git, infrastructure layer improvement does help the overall, system because, many of the improvements that make monorepos work better make all repo infrastructure work better. And so, I could kind of keep going down the line where it's another thing where we're moving out of, We're changing how we do j I'll just say job queuing for lack of a better, explanation changing the underlying technologies there.Swyx [00:54:32]: I spent two years being a job queuing guy, so.Kyle [00:54:34]: And so it's kind of a little bit of a little bit of piece by piece, and it's mostly because as we were— as it was built, we built everything in a way that assumed, I guess in some ways that the size of the pipe of work was going to remain the same. There's just going to be more people coming through each of those pipes. But instead now in places whereA git push was, generally a certain size for example, is now, no longer true.Swyx [00:55:03]: Oh, yeah.Kyle [00:55:03]: OrSwyx [00:55:05]: I push a thousandKyle [00:55:06]: On the average. 100%Swyx [00:55:06]: A thousand line commits like dailyKyle [00:55:07]: Same thing with PRs. Like PRs same thing. And like we've talked about optimizing that and making changes where, and there were technology choices that did not work there? And it got slow, and it didn't It was not fast. It did not do what the users wanted. And so we've been reeling that all out and going “Okay, that's just not right. Let's stop putting good money after bad and do it the do it the right way or the right way now.” So there's It's a it's a lot of things, not quite when I've experienced scale at GitHub historically, it's almost always two options that we've used. We go vertical scaling, particularly with databases, right? And we go horizontal scaling. Oh, we just have more people using this service. Great. We're going to add more servers, and we rack them in our data center, or we use it in a cloud. And now we're sort of in a like diagonal, where like vertical doesn't really work anymore. Horizontal isn't work either because we're all We all have some CPU or GPU constraints in the world now, and now we have to go in and like crack open services that have been running for 10 or 15 years and go, “Okay, the rules of this service have legitimately changed, and now we have to rewrite them.” None of this is an excuse. This is like we're We have to do the work. We have to make it better.Swyx [00:56:22]: actually as an infra guy, I'm “This is like one of the most fascinating scaling challenges I've ever seen.”Kyle [00:56:26]: That's that's, that's the thing that's the thing that it's hard for Like when we weren't talking about it publicly, and I was like I came out, and I was “Hey, I just want to explain what's going on.” Part of it comes from a very old GitHub ethos, which is it's our it's our uptime. It's down. W What I know you're a developer, so you're, you're inclined to want to understand more what's going on. But at the same time us going “Hey, this service didn't, perform the way we expected, and now we have to go change it,” we weren't We're not trying to hide anything from you i

Follow the Roundtable:Colonial Barbell ClubCarp's GymSweat Shop DadThe Farr OutpostBasement Gym DadChapters00:00 Introduction to the Home Gym Roundtable02:37 Nerdy Home Gym Stories12:41 Biggest Home Gym Mistakes22:05 Exciting New Equipment Teasers25:40 Emerging Collaborations in Fitness Equipment27:59 Anticipating New Innovations in Home Gym Equipment30:34 The Evolution of Home Gym Trends32:50 Personal Training from Home: Insights and Experiences43:54 Future Players in the Home Gym Market49:14 The Value of Acquisitions in Business52:09 Innovation vs. Competition in Fitness Equipment55:43 The Evolution of Fitness Brands58:47 Market Trends and Consumer Behavior in Fitness

In this episode, Matthew Jarvis hosts Michael Belluomini and Liam Heffernan from the Carson Group to discuss their recent acquisitions, the intricacies of deal approvals, and the importance of cultural fit in acquisitions. They delve into the structure of acquisition payments, the significance of maintaining a full pipeline, and the financial discipline required in the M&A landscape. The conversation also covers the importance of growth metrics in valuation and the tax implications for advisors considering a partnership with larger firms. Unlocking Value Through Strategic Acquisitions With Michael Belluomini And Liam Heffernan Resources in today's episode: - Matt Jarvis: Website | LinkedIn - Liam Heffernan: Website | LinkedIn - Michael Belluomini: Website | LinkedIn - Download the evaluation framework Carson uses to assess RIA growth! - Learn More about our Coaching Programs

Key Highlights from the Episode: 0:00 – Introduction 1:02 – Should I stay or should I go next year?   2:27 – Why Q4 is often the best time to transition   3:59 – How holidays and client schedules factor into timing   5:35 – Deferred comp considerations for advisors   10:23 – Why firms sweeten deals in Q4 to hit quotas   12:48 – The myth of the “perfect” time to move   14:42 – Leveraging holiday parties and events for client communication   17:08 – Why every advisor's timing decision is unique   23:12 – Emotional readiness vs. waiting too long   25:27 – Rip the Band-Aid off: once you decide, just go   27:09 – Risks of delaying and firm pushback   28:11 – How to connect with Frank & Stacey   Resources: Elite Consulting Partners | Financial Advisor Transitions: https://eliteconsultingpartners.com Elite Marketing Concepts | Marketing Services for Financial Advisors: https://elitemarketingconcepts.com Elite Advisor Successions | Advisor Mergers and Acquisitions: https://eliteadvisorsuccessions.com JEDI Database Solutions | Data Intelligence for Advisors: https://jedidatabasesolutions.com Listen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/ Follow us on LinkedIn: https://linkedin.com/company/eliteconsultingpartners

Send us Fan MailIn this episode, we talked with Jordan Cordero from Live Oak Bank about the massive wave of mergers and acquisitions transforming the home services industry. Jordan is one of the key players on these deals, and he shares exactly how independent trade companies are scaling from local operations into seven- and eight-figure regional powerhouses. If you are running an HVAC, plumbing, or electrical business, this episode provides all the necessary nuggets when it comes to financial strategies.If you are looking for an inside look at where interest rates are heading for the rest of 2026, this episode shows you how to structure a win-win deal that protects your retirement or your investment.Time Stamps: 01:05 - Introduction: Funding the Home Services Acquisition Wave02:23 - The Mom and Pop Boom: How 2M Companies Are Buying Competitors03:30 - Adding Service Lines To the Deals: Merging HVAC, Plumbing, and Electrical04:55 - How to Source Hidden Business Deals in Your Area07:45 - Why Right Now is the Perfect Time to Buy a Trade Business09:29 - Interest Rate Trends and the Reality of Capital Costs10:30 - SBA 7a Loans vs Seller Financing: Shifting the Risk to the Bank13:10 - The Hidden Trap of Seller Notes: Post-Sale Disagreements15:15 - Creative Financing Structures and Tax Planning Options16:40 - Acquisition Horror Stories: When the Seller Badmouths the Buyer19:30 - Sponsor: Free Agency 21:18 - Why You Need a Lender Who Specializes in the Home Services Vertical23:46 - The MCA Warning: How Predatory Working Capital Loans Ruin Cash Flow26:12 - Can You Refuse or Refinance a Merchant Cash Advance?27:10 - Market Forecast, Where Interest Rates Are Heading Next28:02 - Impact of Interest Rates on Acquisitions.29:02 - Loan Structure and its effects.30:01 - Fixed vs. Variable Rates in SBA Loans.31:00 - Revenue Projections in Acquisitions.34:52 - The Importance of Strategic Growth.36:18 - Are You a Fit for SBA programs?37:17 - Closing Remarks and Appreciation.Sponsor: Free Agency - https://freeagency.ai/

Today’s podcast is about mentorship, finding it, and paying it back. Logan McGhan is an old friend of mine from the used machinery business who is now a CNC programmer at a semiconductor company in Arizona. Along the way he’s had invaluable mentors in martial arts, machining, and sales, and one of his main purposes in life is to pay it forward. He mentors young machinists at his shop. He trains people in martial arts for free. He even rehabilitates mean dogs. 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 X: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Interview Highlights Where It Started Logan grew up watching his father, a tool and die maker, work on an engine lathe and Bridgeport mill in the garage. People would bring him parts to fix for companies like Motorola and Intel, and his dad would figure it out. When Logan was five, his father hired a Korean martial arts master named John Kil Kang, a former presidential bodyguard who fled South Korea during a coup. Logan trained under him for ten years. It set a standard for discipline that never left him. Mentors Who Left a Mark In his twenties, Logan found coaching from two older aerospace programmers with about 40 years of combined experience. One of them, Alexander Hamilton Curtis, died of pancreatic cancer at 63. The last thing he told Logan was: “Don’t ever become a legend in your own mind.” Logan says he still thinks about it at least once a week. There was also a trade school professor who, in front of 27 classmates, told Logan that if he didn’t take a computer class he was an “effin idiot.” Logan was embarrassed enough to sign up. He credits that moment for everything that followed in his career. The Long Road Back After years as a five-axis programmer, Logan suffered a serious head injury in a car accident and never told anyone at work. He pushed through, but the cognitive load of high-level programming eventually caught up with him. He pivoted to machinery dealing, even hiring a sales coach on his own dime for $6,000. When COVID hit and commissions dried up, a longtime client called and asked if he could still program. Logan said yes, spent three weeks learning new software until midnight every night, and clawed his way back. Paying It Forward Today Logan mentors young programmers in their twenties at his shop, including trade school recruits he helped bring on himself. He has spent years training a friend in martial arts at four in the morning, for free, meeting him at a park because he figured if the guy didn’t show up at 4am he wasn’t worth working with. He also took the time to help me last week when I asked for advice on selling used equipment. Question: What mentor or coach had a profound impact on your life? What did they teach you that stuck?

This week, David Lau talks with Sara Baker, Executive Vice President of Mergers & Acquisitions at Allworth Financial, about partnership models, RIA growth, and what it takes to build a modern advisory firm. Sara discusses what separates firms that just grow from those that grow with purpose and how partnerships are reshaping advisor growth. From talent development to the growing need for comprehensive advice, she explains why firms should think about both structure and strategy to meet rising client expectations.

Podean just closed their fourth acquisition in nine months. Travis Johnson is hinting at a fifth. Mountain Gate's strategic roadmap had six puzzle pieces. Four are filled. Two more to go.This is what a PE-backed independent agency rollup looks like when it's working.Travis Johnson — CEO and co-founder of Podean, the largest independent global marketplace-focused agency — is back on In/Organic to walk through the full acquisition path: what each deal was designed to solve, how they've learned to lead with culture before due diligence, why they stopped taking cold calls and built a one-pager instead, and what's still missing from the platform.At roughly 400 people and growing toward 500, managing $600-700M in retail media spend and driving approximately $5-6B in client sales — Podean may be the most acquisitive independent agency in the US right now. And they're not done.What we cover: The rationale behind each of the four acquisitions — Commerce Canal, AdAdvance, AdMerge, and CartBloom — why Walmart is growing faster than Amazon and CartBloom fills that gap, the hard lesson of spending six months on a deal that fell apart on culture, how Mountain Gate runs the identification process while Podean runs the relationship, the one-pager filter that stops time-wasting calls before they start, and what the next acquisition is probably going to be.⏱️ TIMESTAMPS0:26 — Welcome back and a quick apology to the 2,180 YouTube subscribers1:23 — Travis Johnson reintroduction: Podean, Mountain Gate backing, four deals in nine months2:44 — Quick refresh: the four acquisitions — Commerce Canal, AdAdvance, AdMerge, CartBloom3:37 — Podean's strategic thesis: end-to-end, global, social commerce, retail management4:15 — Breaking down each acquisition: what did it add?4:43 — Commerce Canal: retail operations depth, logistics, apparel vertical, New York office5:55 — AdAdvance: media-only depth, Amazon relationships, Streamline tech platform7:30 — AdMerge: two-thirds ex-Amazon team, global footprint now 21 countries, EmergeView and Emerge Engine9:30 — CartBloom: ex-Amazon, ex-Walmart founders, specialist Walmart depth in the fastest-growing retail media platform10:32 — Deal process breakdown: three proprietary, one banker-run (AdMerge)11:20 — What's still missing: social commerce globally and AI-native tech12:14 — TikTok Shop growing globally — Ireland, Europe, US numbers keep rising12:43 — Tech consolidation: from 6 tech people to 30, building AI-native unified platform14:08 — 400+ headcount, $600-700M retail media spend, $5-6B in client sales15:35 — "Just drop Codex on the file system and tell it to fix everything"16:13 — Advice for smaller agencies: don't get distracted, run a solid business first17:00 — The hard lesson: six months on a deal that fell apart on culture fit18:02 — Lead with culture first, numbers second — the pivot that changed their process18:25 — What taking PE money actually means: "You're about to sprint faster than you've ever sprinted"19:30 — Integration is hard: HR platforms, titles, tools, ways of working all different20:04 — Mountain Gate's role: strategic roadmap session, identification, deal sourcing20:38 — Six puzzle pieces. Four filled. Two more to go.22:13 — The one-pager filter: how to triage inbound without wasting time24:00 — Number five is coming. Give the exclusive to In/Organic, not AdAge.

Fjord wins the Palme! All of a Sudden's Virgine Efira & Tao Okamoto win Best Actress, the boys from Coward win Best Actor, and La Bola Negra and Fatherland tie in Director. The Cannes Awards are here, and we discuss them all. Plus, we continue to review the reviewers and tally the ovations in Part III of our coverage of the 2026 Cannes Film Festival. BOX OFFICE REPORT: The Mandalorian and Grogu Reviewed - 1:35 Obsession Rewatched - 4:36 CANNES COVERAGE PART III: Fjord wins the Palme and a bunch of independent awards - 9:44 Minotaur takes 2nd - 15:37 A tie in Director between La Bola Negra and Fatherland - 18:03 Netflix Acquisitions: La Bola Negra, Gentle Monster & In Waves - 20:31 Best Actress to Efira & Okamoto from All of a Sudden - 21:40 Best Actor to Macchia & Champagne of Coward & MUBI's Acquisitions - 23:58 The Jury Prize to The Dreamed Adventure - 23:36 Best Screenplay to A Man of His Time - 27:54 Un Certain Regard's FIPRESCI PRIZE & Camera D'or to Benimana - 29:43 Everytime and Elephants in the Fog take 2 other top prizes - 33:58 Past Un Certain Regard Film That Have Gone onto Oscar Noms - 37:47 The Queer Palme goes to Teenage Sex and Death - 38:43 A24's Club Kid scores the largest acquisition price at Cannes - 39:23 Victorian Psycho isn't set in the Middle Ages but has contemporary music - 41:59 Out of Competition Discussions - 46:51 John Travolta's Propeller One Way Night Coach, South Korea's Zombie Film - Colony, Nicholas Winding Refn's Her Private Hell, Andy Garcia's Diamond & Kiyoshi Kurosawa's The Samurai and the Prisoner. The Final Standing Ovations Tally - 55:22 OUTRO: Make sure to follow us on social media as we comment on everything happening in the movie business. https://linktr.ee/mikemikeandoscar

Dietlof Mare – CEO, Maziv SAfm Market Update - Podcasts and live stream

Send us Fan MailThis week on ASUG Talks, SAP's chief customer officer joins the podcast, giving vital context to many of the announcements at SAP Sapphire & ASUG Annual Conference along with SAP's new API policy. Key InsightsContext into SAP's API and ODP RFC Policies The impact of SAP's newest acquisitionsHow SAP is helping its customer base prepare for its vision of the "Autonomous Enterprise"Related ContentRead highlights from the SAP executive Q&As given to the media and analysts at SAP Sapphire & ASUG Annual ConferenceRegister for an ASUG Community Conversation on June 11 where we'll break down the key announcements from SAP Sapphire & ASUG Annual Conference--and how they impact customers' SAP investments

On this week's episode of Do Good to Lead Well, I am joined by Kevin Ford, the former CEO of Calian, whose track record as a transformational CEO sets the stage for a candid exploration of what really drives lasting personal and business success.We start by asking the question: Are authenticity and transparency more critical than ever in the age of AI? Our answer is a resounding ‘yes.' We continue the conversation by exploring how the ATP trifecta—authenticity, transparency, and positivity—became the defining factor behind Kevin's award-winning tenure as CEO.Our discussion moves beyond buzzwords, tackling real questions: How do you lead authentically even when you don't have all the answers? How does transparency foster trust and spark breakthrough thinking? And why does a leader's positive energy ripple through teams, especially in uncertain times?Packed with fresh perspectives and memorable stories, this conversation is essential listening for leaders and aspiring leaders looking to create thriving, rather than surviving, cultures. If you want to future-proof your leadership, build high-trust organizations, and learn how positivity can become your secret competitive edge, listen in to learn the tools and strategies that bring the ATP model to life for you.What You'll Learn- The Power of Authentic Leadership.- Transparency as a Catalyst for Engagement.- Positivity as the Secret Sauce. - Building Trust in an Ai-Driven world.- Embracing Vulnerability for Growth.- Practical Ways to Become an ATP Leader.Podcast Timestamps(00:00) - Setting the Stage (02:38) - Defining ATP: Authenticity, Transparency, Positivity(03:13) - Personal Reflections on Legacy and Feedback(04:19) - Maintaining Core Values Amidst Public Company Pressures(05:16) - Exploring Authenticity: What It Means and Why It Matters(08:57) - Trust as a Foundation: Authenticity and Transparency in Practice(10:02) - Transparency: Challenges and Benefits for Modern Leaders(11:18) - The Power of ‘Thinking Out Loud'(14:16) - The Downside of Command-and-Control Leadership(15:37) - Positivity as Secret Sauce: Leading Through Uncertainty(16:58) - Controlling How You Show Up: Practical Positivity(18:06) - Avoiding Negativity: Energy and Team Dynamics(21:30) - Community Call-to-Action: Living and Leading ATPKEYWORDSPositive Leadership, Authenticity, Transparency, Positivity, Leading Through AI/Disruption, Business Growth, Engaged Culture, Acquisitions, Public Company, Building Trust, ‘Think Out Loud' Sessions, Workplace Culture, Personal Reflection, Legacy, Growth Mindset, Reframing, Employee Feedback, Positive Mindset, Resilience, Human Connection, Psychological Safety, Self-Awareness, CEO Success

What does it actually look like to buy 10 online businesses over 14 years - and still be standing? Not the highlight reel. The chargebacks, the 95% traffic drops, the seller-financed deal you hand back four months in because you simply can't make it work. The slow, painful realization that passive income was never really the point - ownership was. Brock Yates has been buying online businesses since 2012, starting with a $3,000 turtle website he found on Flippa with zero SEO knowledge and zero plan. By the time he quit his day job in Switzerland to go full-time, he had a portfolio of content sites generating more than his salary. Then the Google Helpful Content Update hit. And then ChatGPT changed everything. In this episode, Brock doesn't just share what went wrong - he shares what he actually did to crawl back, adapt, and build something more resilient on the other side. In this episode, you'll learn: Why Brock handed a $220K–$280K e-commerce acquisition back to the seller after four months - and what he'd do completely differently today The one thing every first-time buyer underestimates: the seller's institutional knowledge and what disappears the moment they walk out the door How a 95% traffic drop forced him to rethink content sites entirely - and why the turtle website outlasted everything else in his portfolio The WooCommerce vs. Shopify decision that's shaping his entire content-to-commerce strategy now How he used ChatGPT to build a free tool in 20 minutes that took a brand-new GM vehicle site from zero to 1,000 email subscribers - and counting Why buying a business to "own for 10 years" changes every decision you make from day one The niche-selection mistake that kills most content sites before they ever have a chance to grow Whether you're sitting on a content site wondering what to do next, or you're a first-time buyer trying to avoid the mistakes most people only learn the hard way - this conversation is one of the most honest, practical accounts of what building an online portfolio actually looks like across a decade.

Today, we're thrilled to speak with Lauren Groves, an acquisitions editor and children's author with B&H Publishing, an imprint of Lifeway Christian Resources. Listen in as we discuss what it takes to communicate big ideas in clear, simple language—and what that skill can teach every writer, no matter their genre. Plus, Lauren pulls back the curtain on what makes an acquisitions editor stop scrolling a submission pile and say, I need to read more—and it has nothing to do with your follower count. For show notes, go to https://writingoffsocial.com/91Is it time for you to break up with social media? TAKE THE QUIZ! 

In this episode of The 401(k) Roundtable, host Rick Unser goes behind the curtain on mergers and acquisitions with two seasoned leaders who live this work every day. Casey Craig, Executive Vice President and Head of the Large, Mega, NfP, and PEO Markets at Empower, and April Bettencourt, Vice President of Global Employee Benefits at VSP Vision, share real‑world insights on M&A across financial services and healthcare. Together, they explore why M&A has become such a powerful growth strategy, how organizations think beyond scale to focus on clients and participants, and what can drive sellers to the table. The conversation dives into culture, due diligence, and integration—especially when it comes to people, benefits, and 401(k) plans. From navigating multiple plan structures to communicating change transparently, this episode highlights practical considerations for employers, HR leaders, and retirement professionals working through—or preparing for—M&A.

Vanguard is the most effective vehicle ever created for participating in the fruits of American capitalism. Today it's the single largest equity owner of the majority of corporations in the S&P 500, on behalf of 50 million clients (including, likely, many of you). And yet Vanguard itself is essentially a communist organization — it has no shareholders, makes no profits, and operates more like REI than Fidelity. If you own a Vanguard fund, you own a piece of the firm itself. Any excess margin instead gets returned to clients in the form of lower fees, which since 1975 have added up to roughly five hundred billion dollars transferred out of Wall Street managers' pockets and into retail investors' savings accounts. And oh yeah, it all started as a cockamamie revenge plot by a guy who'd just been fired by his partners. Today we tell the story of communist capitalism at its finest — Vanguard.Sponsors:Many thanks to our fantastic Spring '26 Season partners:J.P. MorganWeAreDevelopers eventServiceNowVercelStatsigLinks:Sign up for email updates, get our takeaways and research photos from each episode, and vote on future topics!Our Vanguard "episode preview" in WSJStay the Course: The Story of Vanguard and the Index Revolution by John C. BogleThe Bogle Effect by Eric BalchunasWorldly Partners' Multi-Decade Vanguard StudyWorldly Partners' Article Generational Investing: The Discipline Behind 100+x OutcomesAll episode sourcesCarve Outs:Our WSJ pieces on Ferrari and VanguardMacBook Pro M5 MaxMichael MacKelvie on YouTubeThe Super Mario Galaxy MovieBrooks Vanguard sneakersMore Acquired:Get email updates and vote on future episodes!Join the SlackCheck out the latest swag in the ACQ Merch Store!00:00:00 Start00:00:41 Intro00:05:30 Jack Bogle's Early Life & Family Ruin (1929)00:12:34 Princeton Thesis & Mutual Funds Emerge (1949-1951)00:27:20 Joining Wellington Management (1951)00:30:38 The Go-Go Years & Fidelity's Ascent (1958-1965)00:40:36 Jack Takes the Reins & The Ivest Merger (1965)00:46:04 The Go-Go Bust & Jack's Crisis of Conscience (1970-1973)00:53:28 Jack is Fired: The Genesis of Vanguard (1974)01:13:03 The Journal Article That Inspired It All (1974-1976)01:35:02 Building the Fund & Early Struggles (1976-1981)01:44:32 The Rise of Indexing & Vanguard's Growth (1988-1992)01:49:06 Jack's Health & The CEO Transition (1995-1996)02:00:06 The ETF Debate & Jack's Second Firing (1999)02:24:18 The 2008 Financial Crisis: Vanguard's Moment02:30:46 The Warren Buffet Bet (2008-2019)02:41:28 Fidelity & BlackRock's Resurgence (Post-2008)02:52:04 Salim Ramji: Vanguard's First Outside CEO03:04:43 Wellington's Comeback & Mutual Ownership03:08:23 Analysis03:30:58 Quintessence03:39:35 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.

After a party- and screening-filled weekend on the Croisette, Rebecca and John report back from the Cannes Film Festival, including a peek inside Vanity Fair's casually elegant event at Tetou. They discuss the couple of great films and the larger number of disappointing ones, and give a preview of the premieres to come. Plus, did Rebecca help Jordan Firstman decide which studio to go with for Club Kid? Did the cast of the new White Lotus season spill any juicy secrets to John? There's one way to find out!Follow along on Vanity Fair's Cannes liveblog, and send your festival questions to littlegoldmen@vf.com. Learn about your ad choices: dovetail.prx.org/ad-choices

Disney has made some massive acquisitions over the years. Pixar. Marvel. Lucasfilm. 20th Century Fox. Each one reshaped the future of the company—and pop culture itself. But now that Josh D'Amaro is stepping into the CEO role, the question becomes… what should Disney buy next? In this episode, we play armchair executives and pitch our picks for the best acquisition targets for Disney's future. In this episode, we cover: What Disney currently lacks in its portfolio The companies and brands we think Disney could target next Which acquisitions would help the parks, movies, streaming, and gaming divisions most A few wild-card ideas that could completely reshape the company Whether you love Disney business strategy, theme parks, movies, or pure speculation, this episode is a fun look at where Disney could go next. Submit a question/topic for us to discuss on a future episode. Don't forget to check us out on: -Instagram -Facebook  -Youtube -Patreon Get your Enchanted Ears merch now Timestamps Welcome 00:00 Countdown to Episode 400 01:09 Should Disney Buy Hasbro? 01:59 A Disney Renaissance Fair? 07:37 If Disney Made a Transformers Attraction 10:23 LOTR x Disney??? 12:31 Our Pitch for a Wreck It Ralph Land 16:28 Could Bridgerton Fit in a Theme Park? 19:20 A Legofied Disney World 20:54 YA 23:01 Are People Over KPop Demonn Hunters? 29:22 Who Do You Think Disney Should Buy? 32:24 The End of Superhero Fatigue 32:39

After a party- and screening-filled weekend on the Croisette, Rebecca and John report back from the Cannes Film Festival, including a peek inside Vanity Fair's casually elegant event at Tetou. They discuss the couple of great films and the larger number of disappointing ones, and give a preview of the premieres to come. Plus, did Rebecca help Jordan Firstman decide which studio to go with for Club Kid? Did the cast of the new White Lotus season spill any juicy secrets to John? There's one way to find out!Follow along on Vanity Fair's Cannes liveblog, and send your festival questions to littlegoldmen@vf.com. Learn about your ad choices: dovetail.prx.org/ad-choices

Wall Street suits think they can roll up blue-collar businesses with just a spreadsheet. But without true boots-on-the-ground experience, they usually end up buying a fleet of broken equipment and alienating the entire workforce.In this episode of the Acquisitions & Asphalt series, Sam Silverman brings on Jeff Livingston (CEO/Operating Partner of Nationwide Paving) and Chris Wirthlin (CFO of The Pave) to break down what actually happens when you pair a sharp financial team with a 30-year paving veteran.They break down the "Anti-PE" approach to acquiring service businesses, and pull back the curtain on how to find massive hidden margins that financial due diligence completely misses.They cover:Why traditional private equity fails at service-based roll-ups, and how to actually win the trust of legacy foundersThe psychology of acquisitions: How taking over back-office billing turned an "I'm retiring in 6 months" founder into an "I'll stay 'til I'm 80" partnerDue diligence secrets: Why the crew in the field will tell you the truth about a company long before the owner's financials ever doEquipment reality checks: How to spot "junk" machinery that standard financial appraisals completely missFinding hidden cash: How bringing subcontractor work and traffic control in-house instantly saved $10,000 a dayThe power of geographic density: Building economies of scale by sharing yards, equipment, and corporate infrastructure across regional footprintsDominating corporate contracts: How to win national accounts (like Wells Fargo and CVS) with 24-hour proposals and insane operational speedThe Buffalo CVS case study: The logistics of flying a single operator 1,000 miles to fix a pothole and still maintaining high marginsThis is a weekly series. New episodes every Tuesday.Learn more about The Pave: https://thepave.co/Learn more about Silverman Capital: https://silvermancapital.com

Most entrepreneurs are taught that the path to success starts with a blank page, a new idea, a startup, a grind from zero. But what if the real opportunity is in what's already built?  Walker Deibel, Wall Street Journal bestselling author of “Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game,” has spent over a decade proving that acquiring existing businesses is one of the most powerful and overlooked paths to entrepreneurial wealth. He has bought roughly 10 companies outright, been inside over 100 deals, and helped hundreds of entrepreneurs acquire more than a billion dollars in small businesses. And his message is simple: you don't have to build from scratch to build something great. In this episode of The Greatness Machine, Darius sits down with Walker Deibel to explore the acquisition entrepreneur mindset, why high margins matter more than almost anything else, and where the biggest opportunities in private markets exist right now. In this episode, Darius and Walker will discuss: (00:00) Introduction and Excitement for the Episode (02:53) The Power of Alignment and Purpose (05:46) The Journey of Writing and Publishing a Book (08:38) The Entrepreneurial Journey: Successes and Failures (11:33) Walker Deibel's Background and Business Philosophy (14:21) The Importance of Acquisitions in Entrepreneurship (17:16) The Intersection of Old and New Economies (20:21) Investing in Boring Businesses for Stability (23:48) Identifying High-Potential Companies (29:11) The Importance of Margins in Business (37:31) Investing in Businesses vs. Running Them (46:25) Overcoming Barriers to Greatness Walker Deibel is a serial acquisition entrepreneur, WSJ and USA Today bestselling author, Emmy-nominated film producer, and award-winning M&A advisor. He is the creator of Acquisition Lab, the elite business buying accelerator, and founder of Build Wealth, an alternative investment firm offering private market opportunities he personally invests in. His bestselling book, Buy Then Build: How Acquisition Entrepreneurs Outsmart the Startup Game, was recognized by Forbes as one of the top 7 books all entrepreneurs must read and is now used in university programs across the country. Walker has participated in over 100 private transactions, acquired seven companies over ten years, and his writing has been featured in Inc, Entrepreneur, Forbes, Fast Company, and Harvard Business Review. Connect with Walker: Website: https://walkerdeibel.com/  LinkedIn: https://www.linkedin.com/in/walkerdeibel  YouTube: https://www.youtube.com/c/BuyThenBuild  Instagram: https://www.instagram.com/walkerdeibel/  Book: https://buythenbuild.com/  Connect with Darius: Website: https://therealdarius.com/ Linkedin: https://www.linkedin.com/in/dariusmirshahzadeh/ Instagram: https://www.instagram.com/imthedarius/ YouTube: https://www.youtube.com/@Thegreatnessmachine  Book: The Core Value Equation https://www.amazon.com/Core-Value-Equation-Framework-Limitless/dp/1544506708 Write a review for The Greatness Machine using this link: https://ratethispodcast.com/spreadinggreatness.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to another episode of Building the Premier Accounting Firm with host Roger Knecht. Today, Roger sits down with Tim Brackney to discuss how to build a premier accounting firm, focusing on private equity strategies, firm valuation, and the importance of a clear North Star vision. Learn how Springline Advisory identifies top-tier middle-market advisory businesses by evaluating economic, strategic, and cultural fits, and why a people-first approach is key to success. In This Episode: 00:00 Welcome & Guest Introduction 01:12 Tim's Journey to Springline 03:19 Springline's Goal & Middle Market 05:59 Appeal of the Mid-Market 07:23 Three Vectors for Acquisitions 09:16 Valuation in Acquisitions 12:27 Strategic Fit in Acquisitions 18:11 Cultural Fit Assessment 21:53 Defining Advisory Services 24:31 Best Practices: Future Focus 28:50 Cautionary Tale & Equity Mindset 32:48 Show Sponsors & Episode Summary 37:04 Closing Thoughts & Call to Action Key Takeaways: Define your firm's "North Star" to guide strategic decisions and inspire your team. Understand private equity valuation metrics, focusing on profitability (EBITDA) over traditional revenue multiples. Prioritize cultural fit and talent retention, fostering an "irresistible firm" environment. Develop advisory services with outcome-oriented projects, offering more flexible pricing and higher profitability. Provide ownership opportunities and transparency to motivate team members and cultivate an enterprise mindset. Featured Quotes: "One of the best opportunities that you can have to learn the language of business is in accounting." - Tim Brackney "You have to carve out time and space to make sure that you understand at least what your North Star is." - Tim Brackney "If you've defined a North Star and you can bring your team along with you, there's a huge amount of unlock that comes with it." - Tim Brackney Top 3 Highlights: Valuation Focus: Private equity values firms based on profitability (EBITDA), leadership strength, and recurring revenue, moving beyond traditional revenue multiples. Strategic Fit: Springline Advisory targets middle-market firms with strong leadership and geographic dispersion, aiming to build a full-service advisory firm. Cultural Alignment: A detailed cultural survey and shared values are key to ensuring new firms integrate seamlessly, fostering an "irresistible" environment for both clients and colleagues. Conclusion: Thank you for joining us for another episode of Building the Premier Accounting Firm with Roger Knecht. For more information on how you can establish your own accounting firm and take control of your time and income, call 435-344-2060 or schedule an appointment to connect with Roger's team here. Sponsors: Universal Accounting Center Helping accounting professionals confidently and competently offer quality accounting services to get paid what they are worth.   Offers:   Get a FREE copy of these books all accounting professionals should use to work on their business and become profitable.  These are a must-have addition to every accountant's library to provide quality CFO & Advisory services as a Profit & Growth Expert today: "Red to BLACK in 30 days – A small business accountant's guide to QUICK turnarounds" – This is a how-to guide on how to turn around a struggling business into a more sustainable model. Each chapter focuses on a crucial aspect of the turnaround process - from cash flow management to strategies for improving revenue. This book will teach you everything you need to become a turnaround expert for small businesses. "in the BLACK, nine principles to make your business profitable" – Nine Principles to Make Your Business Profitable – Discover what you need to know to run the premier accounting firm and get paid what you are worth in this book, by the same author as Red to Black – CPA Allen B. Bostrom. Bostrom teaches the three major functions of business (marketing, production and accounting) as well as strategies for maximizing profitability for your clients by creating actionable plans to implement the nine principles. "Your Strategic Accountant" - Understand the 3 Core Accounting Services (CAS - Client Accounting Services) you should offer as you run your business. Help your clients understand which numbers they need to know to make more informed business decisions. "Your Profit & Growth Expert" - Your business is an asset. You should know its value and understand how to maximize it. Beginning with the end in mind helps you work ON your business to build a company you can leave so that it can continue to exist in your absence or build wealth as you retire and enjoy the time, freedom, and life you want and deserve. Follow the Turnkey Business plan for accounting professionals.  This is the proven process to start and build the premier accounting firm in your area.  After more than 40 years we've identified the best practices of successful accountants and this is a presentation we are happy to share.     Also learn the best practices to automate and nurture your lead generation process allowing you to get the bookkeeping, accounting and tax clients you deserve.  GO HERE to see this presentation and learn what you can do today to identify and engage with your ideal clients.   Check it out and see what you can do to be in business for yourself but not by yourself with Universal Accounting Center.   It's here you can become a:   Professional Bookkeeper, PB Professional Tax Preparer, PTP Profit & Growth Expert, PGE   Next, join a group of like-minded professionals within the accounting community.  Register to attend GrowCon and Stay up-to-date on current topics and trends and see what you can do to also give back, participating in relevant conversations as they relate to offering quality accounting services and building your bookkeeping, accounting & tax business.   The Accounting & Bookkeeping Tips Facebook Group The Universal Accounting Fanpage Topical Newsletters: Universal Accounting Success The Universal Newsletter   Lastly, get your Business Score to see what you can do to work ON your business and have the Premier Accounting Firm. Join over 70,000 business owners and get your score on the 8 Factors That Drive Your Company's Value.   For Additional FREE Resources for accounting professionals check out this collection HERE!   Be sure to join us for GrowCon, the LIVE event for accounting professionals to work ON their business. This is a conference you don't want to miss.   Remember this, Accounting Success IS Universal. Listen to our next episode and be sure to subscribe.   Also, let us know what you think of the podcast and please share any suggestions you may have.  We look forward to your input: Podcast Feedback   For more information on how you can apply these principles to start and build your accounting, bookkeeping & tax business please visit us at www.universalaccountingschool.com or call us at 8012653777

Hold onto your hats for another candid episode of The Chad & Cheese Podcast, where the industry's most opinionated trio—Chad Sowash, Joel Cheesman, and JT O'Donnell—break down the latest HR tech shakeups. Between JT's "29th" birthday celebrations and Chad "hydrating" with a Guinness in Portugal, the group dives deep into the iCIMS leadership change. Is a CFO-turned-CEO a sign of a bold new chapter or a flashing "For Sale" sign? The hosts don't hold back on what this means for employees and customers alike.The acquisition trail is just as heated, as the team debates Phenom snapping up Plum.io and questions whether more "psychobabble" assessments actually solve hiring problems. On the flip side, there's plenty of buzz around Greenhouse's bet on Ezra AI Labs and the massive revenue potential behind LinkedIn's new Agentic AI hiring tools. JT shares her exclusive early-access results, while the guys debate whether it's a recruiter's dream or just a glorified search bar. From a look at LinkedIn's Thought Leader Ads to a fiery discussion on living wages and a shout-out to King Charles, this episode is packed with industry realism and sharp wit. It all culminates in a high-stakes round of "Who'd You Rather?" where the team chooses between the AI talent agents at Dex and the personalized coaching of Blooma.  Chapters 00:00 - Introduction and Celebrations 02:56 - World Cup Ticket Prices and Attendance Concerns 05:57 - The Cost of Experiences and Living Wages 08:55 - Innovative Advertising on LinkedIn 12:00 - Political Commentary and Economic Insights 14:57 - Upcoming Events and Travel Plans 17:10 - Chicago Delicacies and Nostalgia 18:25 - Leadership Changes at iCims 19:15 - The Impact of New Leadership 22:19 - The Future of iCims 26:26 - Acquisitions in the Talent Assessment Space 30:08 - Behavioral Testing: A Critical Perspective 34:15 - Greenhouse's Strategic Acquisition of Ezra AI Labs 39:14 - The Value of Timing in Business Decisions 42:13 - LinkedIn's New AI Hiring Tools 50:10 - The Evolution of Recruitment Skills 54:11 - Innovative Job Seeking Strategies 01:00:24 - Comparing New Startups: Dex vs. Blooma

397: You Cannot Master Acquisitions Without Practicing The Craft In this episode of The Business Acquisition Podcast, I explains why business acquisition is not something you master by theory alone. Too many people want the outcome: the acquisition, the seller financing, the deal, the income replacement, or the empire. But they do not always want to do the repetitions required to become good at the craft. I breaks down why acquiring businesses requires practice, role play, correction, external action, and repetition. Just as a boxer, golfer, or surgeon must train before performing under pressure, acquisition entrepreneurs must develop acquisition muscle memory before they are sitting across from a real seller, banker, attorney, accountant, or board prospect. This episode covers why role plays matter, why the right environment accelerates progress, why group coaching and mastermind groups provide valuable sparring partners, and why drift is one of the biggest dangers in business acquisition. The key message: you cannot acquire a business in your head. At some point, the letter must go out, the call must be made, the follow-up must happen, and the seller must be contacted. If you are serious about acquisitions, track your external actions, practice the craft, stay front-sight focused, and keep doing the repetitions that build real skill. To Your Success, Bruce  

Hey everyone, welcome to the Alan Smithee Podcast! The gang have just returned from NAB and have lots of stories to share with us. They also discuss the latest updates from Davinci Resolve and Adobe Premiere, AVID's partnership with Gemini, several key acquisitions and a whole lot more. And as always, there are some really cool things to get excited about! Show notes:Sony Pictures Entertainment to Lay Off Hundreds in Reorganization Across TV, Film and  - Corporate   - https://variety.com/2026/film/news/sony-entertainment-layoffs-tv-film-1236710554/Quixote Cuts Most of Its L.A. Soundstage Business, Leaves Georgia and New Mexico Entirely - https://www.hollywoodreporter.com/business/business-news/quixote-hudson-pacific-atlanta-1236578946/Netflix buying Radford Studios https://www.hollywoodreporter.com/business/business-news/netflix-los-angeles-radford-1236571301/FSI / Atomos https://www.atomos.com/2026/04/07/flanders-scientific-aquisition/Tim Cook to become Apple Executive Chairman. John Ternus to become Apple CEO. https://www.apple.com/newsroom/2026/04/tim-cook-to-become-apple-executive-chairman-john-ternus-to-become-apple-ceo/Apple reports second quarter results https://www.apple.com/newsroom/2026/04/apple-reports-second-quarter-results/Marvel layoffs https://www.forbes.com/sites/robsalkowitz/2026/04/14/disney-layoffs-hit-marvel-studios-hard/NAB:https://www.nabshow.com/press-release/the-2026-nab-show-wraps-with-proof-the-future-of-media-and-entertainment-is-expanding-beyond-broadcasting/https://www.provideocoalition.com/arri-enters-new-era-with-riedel-sale/https://www.provideocoalition.com/aja-to-acquire-comprimatos-portfolio-of-software-solutions/https://www.provideocoalition.com/nab-2026-avid-is-opening-up-and-gemini-might-help/Digital Glue / Creative.Space: CSITencent was the most interesting https://multimedia.tencent.com/zh/products/video-codec-engines/ (h.266)https://www.tencentcloud.com/document/product/647/60034 (streaming)The AI editing assistants (as was my one cool thing): https://www.provideocoalition.com/nab-2026-eddie-ai-quickture-selects-the-ai-editing-assistants/One Cool Thing:Katie: met some of the robots at Incheon Airport https://webjium.com/icn-wac/14.Panel4-1_Eunjeoung%20Seo.pdfMichael: Hermes: https://hermes-agent.nousresearch.com/Scott:  The whole music video for that viral boarding school thing that's been going around the socials GENER8ION - STORM             https://youtu.be/x6_mbnsh6VU?si=EJgsqOhXHFBBCqyU

In this week's Global Fresh Series, we explore why 2026 may prove to be a defining turning point for the global fresh produce industry. From escalating geopolitical tensions and shifting trade policies to extreme weather events, supply chain disruptions, and climate-driven production challenges, the sector is navigating unprecedented uncertainty. Join us as we examine how growers, exporters, retailers, and industry leaders are adapting to a rapidly changing landscape, through mergers and acquistions, and what these forces mean for the future of global fresh food production, pricing, and food security.#freshproducemergers #valueadded #freshproduceinflection #innovation

What if the biggest deal of your life fails not because of the market but because you were never truly ready for it? In this episode, I sit down with Kyle Park, co-founder and Managing Director of Harvest Management Partners, to explore his journey from finance leader and IPO veteran to boutique M&A advisor in Silicon Valley.  Kyle shares how a frustrating acquisition experience unexpectedly led him to build a firm focused on high-touch, sell-side advisory for deep tech companies. We dive into today's explosive AI-driven market transformation, what buyers are truly looking for, and the common blind spots founders face when preparing for an exit. Kyle also opens up about the mindset shift from operator to owner, the importance of trust and expectations in dealmaking, and why having the right advisor can make or break an outcome. It's a candid, insightful conversation packed with real-world lessons for any founder thinking about growth, exit, or long-term value creation. Here are the highlights: Serendipitous Entrepreneurship: A disappointing banker experience turned into the unexpected launch of a boutique M&A firm that's thrived for over a decade AI Market Transformation: The current surge in AI and semiconductors is creating one of the most active and disruptive deal environments in history What Buyers Really Want: In many tech acquisitions, it is not revenue but the combination of technology and talent that drives value Founder Blind Spots: Lack of preparation, weak documentation, and unrealistic expectations often derail otherwise promising exits The Power of Trusted Advisors: Navigating a complex, emotional deal process requires experienced guidance to reach the best possible outcome About the guest:  Kyle Park is a seasoned technology executive, M&A advisor, and co-founder of Harvest Management Partners, bringing over 30 years of experience across investment banking, strategic advisory, and C-level leadership in both early-stage and public technology companies. He has led more than 50 M&A transactions and played key roles in multiple high-profile IPOs, including Synopsys, Niku, and Synplicity, while also raising over $500 million in private equity, venture, and debt financing during his tenure as CFO for several venture-backed firms.  Kyle's expertise spans the semiconductor ecosystem, AI and machine learning, automotive electronics, SaaS, and security software, and he currently serves as a strategic advisor to Silicon Catalyst and other global organizations. Throughout his career, he has overseen global operations across finance, HR, IT, and investor relations, and has advised or completed transactions with leading companies such as Nvidia, Tesla, AMD, Siemens, and Synopsys. He holds an MBA in International Finance from Santa Clara University and a BS in Finance from Cal Poly, San Luis Obispo, and outside of work, he enjoys outdoor activities, organic farming, and exploring great wine. Connect with Kyle: Website: www.harvestmp.com  LinkedIn: linkedin.com/in/kyle-park-254a  Connect with Allison: Feedspot has named Disruptive CEO Nation as one of the Top 25 CEO Podcasts on the web. LinkedIn: https://www.linkedin.com/in/allisonsummerschicago/  Website: https://www.disruptiveceonation.com/   #CEO #leadership #startup #founder #business #businesspodcast  Learn more about your ad choices. Visit megaphone.fm/adchoices

Connect with Early Riders // Connect with OnrampPresented collaboratively by Early Riders & Onramp Media...Final Settlement is a weekly podcast covering capital markets, dealmaking, early-stage venture, bitcoin applications and protocol development.Chapters00:00 - Introduction and Market Overview03:09 - The Clarity Act and Its Implications06:05 - Stablecoins: The Future of Financial Transactions09:10 - Stripe's Major Announcements and Acquisitions11:50 - Agentic Commerce and Payment Innovations14:54 - Comparing Stripe and Lightspark's Approaches18:08 - Liquidity Solutions and the Future of Stablecoins28:18 - The Evolution of Digital Money and Bitcoin Adoption31:13 - Stablecoins: The Future of Bitcoin Liquidity34:12 - Custody Challenges in the Digital Asset Space40:33 - Innovations in Bitcoin Wallets and Payment Solutions47:06 - The Rise of Bitcoin-Backed Financial Products53:24 - Mergers and Acquisitions in the Bitcoin EcosystemIf you found this valuable, please subscribe to Early Riders Insights for access to the best content in the ecosystem weekly.Keep up with Michael:https://x.com/MTangumahttps://www.linkedin.com/in/mtanguma/Keep up with Liam:https://x.com/Lnelson_21https://www.linkedin.com/in/liam-nelson1/Keep up with Brian:https://x.com/BackslashBTChttps://www.linkedin.com/in/brian-cubellis-00b1a660/Links:https://x.com/lightspark/status/2049888918599065885?s=20https://x.com/lightspark/status/2049191114641739787?s=20https://archive.ph/E8AL6https://block.xyz/inside/block-launches-bitkey-wallet-with-screen-automatic-bitcoin-earning-on-cash-app-and-proof-of-reserveshttps://bitcoinmagazine.com/news/aven-launches-bitcoin-backed-visa-card?utm_source=chatgpt.comhttps://tether.io/news/tether-investments-proposes-merger-plans-at-twenty-one-capital-to-accelerate-its-strategic-direction/

If you're an accredited investor interested in our Catalina deal, connect with us at somerscapital.com/investRich sits down live from one of their boutique properties in the Little Italy neighborhood of San Diego with Alex Johnson and Lauren Turpie from Somers Capital. They break down the shift away from large, traditional hotels toward “vibe-driven” boutique stays people actually want to share, and why that demand is accelerating as Airbnb loses its edge.They also go inside Somers Capital's strategy as they acquire two more hotels along the California coast, bringing their total to eight under the Somers Collection brand. The team shares how they're using AI across the business, from dynamic pricing systems making 100–200 daily adjustments to personalized AI concierges like “Brooklyn” that handle guest experiences, drive reviews, and increase revenue. They also touch on leveraging influencers, operational efficiencies, and what's actually making these properties outperform.Join Investor Waitlist: www.somerscapital.com/invest Connect with Rich on Instagram: @rich_somersInterested in investing with Somers Capital? Visit www.somerscapital.com/invest to learn more.Interested in joining The 7 Figure Creator Mastermind? Visit www.the7figurecreator.com to book a free intro call.Interested in joining our Boutique Hotel Mastermind? Visit www.somerscapital.com/mastermind to book a free call.Connect with Rich on Instagram: @rich_somersInterested in joining The 7 Figure Creator Mastermind? Visit www.the7figurecreator.com to book a free intro call.Interested in joining our Boutique Hotel Mastermind? Visit www.somerscapital.com/mastermind to book a free call.

Brent Daniels sits down with David Olds, owner of EZREI Closings, to discuss the system behind consistent wholesale deals and how to protect them from falling apart at the last minute. David reveals why 50% of all real estate deals fail to close and shares the exact strategies top-tier investors use to navigate title issues, foreclosures, and bad locations.He shares an unfiltered truth on why focusing on assignments before building a rental portfolio is the ultimate cheat code to getting rich. Be a part of the TTP training program now.---------Show notes:(0:00) Beginning of today's episode (1:59) Commonalities of the most successful investors(6:39) Protecting your deals from last-minute "mayhem" and why 50% of deals fail to close(10:20) The three biggest reasons deals die because of Location, Acquisitions, and Title Issues(15:13) Transaction coordination saved a $38,000 assignment deal 72 hours before auction(27:10) Breaking down the true cost of PPC and intent-based marketing(31:48) Why Brent shifted away from cold calling to build a scalable, A-level team(38:06) Where to find highly motivated seller lists during your hustle season(40:34) Brent's story about surviving a huge financial collapse and a million-dollar judgment(43:33) Why buying rental properties while you have consumer debt is a scam----------Resources:EZREI Closings PropStream, PropWireBatchLeadsReal SupermarketDealMachineTo 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?

Weichert advocates for aggressive policies to counter China, including classifying tech transfers as bribes and empowering the Committee on Foreign Investment in the United States (CFIUS) to block strategic acquisitions. He argues that Washington's response is hampered by special interest groups and political elites compromised by Chineseconnections, and proposes an international treaty to regulate risky research and legal recompense from Beijing for the COVID-19 pandemic — alleging that US officials bypassed domestic regulations by offshoring gain-of-function research to Wuhan. (3)1945 VICTORY PARADE SHANGHAI