Podcasts about acquisitions

www.marktreichel.comhttps://www.linkedin.com/in/mark-treichel/Credit union acquisition activity in 2026 tells a story the headline numbers hide. Only four or five bank purchases have been announced so far this year — but according to Michael Bell of Honigman LLP, that is not a slowdown. It is a market in which banks are bidding more aggressively than ever, and credit unions are losing more bids than they win. Bell argues that outcome is actually evidence against the banking-lobby claim that credit unions overpay and compete unfairly: if credit unions were routinely overpaying, they would not be finishing in second place on roughly ten strong bids in the last few months.Mark Treichel talks with Bell and his Honigman partner Justin Gingerich about the full range of credit union non-organic growth: whole-bank purchases, bank branch deals, and — newer — the acquisition of mature CUSOs by large credit unions bringing services in-house. They dig into state-level friction, including Washington State's tax law that Bell says has raised zero revenue while shutting down credit union bidding there and depressing bank valuations, and the parallel dynamic in Tennessee.The conversation turns to the biggest shift of all: credit union to credit union mergers of equals (MOEs). For most of Bell's 23-year career these barely happened. Now he is having new MOE conversations weekly, and once a letter of intent is signed, roughly eight of ten close. Gingerich walks through the Wings/Ent transaction — a merger creating an institution north of $10 billion that won NCUA approval in four to five months, a timeline he calls unheard of — and credits Honigman regulatory partner Brandy Bruyere for navigating a process he describes as “baking a cake when the recipe is only half written.”Treichel adds the regulator's view: NCUA honors the democratic member-vote process when disclosures are sound, and with roughly 30% fewer staff after retirements, deal teams are effectively re-educating the agency as volume rises. The takeaway from both guests: strategic non-organic growth is now a mainstream lever for institutions building 2027 strategy — and sticking your head in the sand is not a strategy.

Dave Cole, CEO, and Fred Bell, President and COO, of Elemental Royalty Corporation (TSX: ELE) (Nasdaq: ELE), both join me for a visual tour through their key producing and development royalty and streaming assets.   We start off reviewing the key cornerstone gold and copper assets within their royalty portfolio of 18 cash-flowing royalties, 28 advanced development assets, and ~250 total mineral royalties globally; diversified across multiple jurisdictions and across precious metals, critical minerals, and battery metals.   In the process of going over key assets we touched upon the key news out yesterday on July 15th, regarding their strategic US$25 million investment package with Quilla Resources Inc. and its subsidiary Minera Pampa de Cobre S.A.C. (“MPC”) to expand Elemental's royalty exposure to the producing Chapi Copper Project in Peru and support Quilla's next phase of growth.  Elemental acquired an additional perpetual, uncapped 1.0% NSR royalty over Quilla's Pampa Negra and Candelaria concessions, increasing Elemental's royalty interest to a total of 3.0% NSR   We also unpack the rationale and risk/reward proposition from their news out on May 14th announcing the definitive agreement to acquire all of the issued and outstanding common shares of Vizsla Royalties Corp. (TSX-V: VROY; OTCQX: VROY) by way of a court-approved plan of arrangement.    The new dividend has highlighted, which provides investors the option of being paid in either cash or Tether Gold tokens, (which are backed by physical gold); and the corresponding value of having Tether Investments S.A. de C.V as their key stakeholder.   Their board of directors believes that Elemental Royalty Corp is currently positioned on the cutting edge of marrying the value of hard assets anchored in commodities and royalty instruments, with the interest from investors in the utility of digital assets.   Click to follow the latest news from Elemental Royalty Corp     To see a comprehensive list of all Elemental Royalty Corp assets: https://www.elementalroyalty.com/our-assets/     2026 Asset Royalty Handbook now available: https://wp-elemental-royalty-2026.s3.eu-west-2.amazonaws.com/media/2026/06/ELE-Royalty-Asset-Handbook-2026.pdf   If you have any follow up questions for Dave or Fred at Elemental Royalty Corp, then please email those to me at  Shad@kereport.com.   In full disclosure, Shad is a shareholder of Elemental Royalty Corp at the time of this recording, and may choose to buy or sell shares at any time.      For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

07-16-2026 Gene Townley Learn more about the interview and get additional links here: https://usabusinessradio.com/what-you-need-to-know-about-merger-and-acquisitions-in-2026/ Subscribe to the best of our content here: https://priceofbusiness.substack.com/ Subscribe to our YouTube channel here: https://www.youtube.com/channel/UCywgbHv7dpiBG2Qswr_ceEQ

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

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

Born with no intention of becoming a machinist, Greg Knight says he was drafted into “indentured servitude” at age 16 when his father started a Brown & Sharpe machine shop in their garage. Despite his initial distaste for manual labor, fate had other plans for the psychology, philosophy, religion, and sociology major. I ran into Greg at PMTS 2025 in Cleveland last week, working in the Absolute Machine Tools booth despite being retired for several years after being diagnosed with ALS. I’ve always found Greg fascinating and fun to talk to since we met 20 years ago at my first PMPA event in San Antonio. As you can tell from this episode title, we’re going to unpack a lot of intriguing topics in this interview. Listen on your favorite podcast app using pod.link.      View the podcast at the bottom of this post or on our YouTube Channel Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Interview Highlights When Gregs father’s health declined, Greg’s mother pleaded with her only child to help run the family business. What began as temporary assistance evolved into a 20-year career. His father’s shop, which remarkably turned a profit from its first year, eventually expanded from primarily Brown & Sharp machines to include CNC lathes and mills while maintaining its identity as a screw machine house. Greg's expertise with Brown & Sharpe machines caught the attention of American Adaptive Machine Technology (AMT), who sought his insights while developing ServoCam technology—a modernization that brought CNC capabilities to traditional Brown and Sharpe machines. Greg eventually joined AMT to lead this innovation, selling his shop at his mother’s behest. The ServoCam technology, which initially cost about $15,000 per upgrade in 1998, eventually evolved to complete machine rebuilds priced at $150,000. Greg later formed connections with Taiwanese manufacturer Lico, bringing their full CNC screw machines to the American market. His industry journey concluded at Absolute Machine Tools, where he ran their production turning division for eight years. In 2019, Greg was diagnosed with ALS (Lou Gehrig’s disease). Initially told he had 3-5 years to live, he now believes he has a slower-progressing variant that might give him 10-12 years. The disease has affected his right arm’s functionality and is beginning to impact his back and legs, requiring adaptations in daily activities. Greg has practiced Tai Chi for over 40 years, approaching it as both a martial art and philosophical practice. Fortunately he has always embraced the finesse-oriented approach rather than relying on his natural size and strength, explaining that he thought, “Someday I’m going to be old and infirm and that strength is going to fail me. This stuff will work forever.” Greg continues to practice Tai Chi despite his condition, using it to stay active and mobile. His pragmatic approach to life’s challenges emerges clearly, telling me: “It is what it is. So now what are you going to do with it?” Rather than dwelling on limitations, Greg adapts and continues moving forward. He is still the fun, and fascinating guy I met at the PMPA management update when I was 25. Question: What events transpired to lead you to your career? This summary was assisted by claude.ai. The post Best of Swarfcast: Tai Chi, Machine Tools, and ALS, with Greg Knight — EP 240 appeared first on Today's Machining World.

In this episode, we analyze the Revolutionary FAR Overhaul FAR Part 12, which streamlines commercial acquisitions by reorganizing the part into lifecycle-based subparts and cutting approximately 30% of associated provisions and clauses. The discussion explores key updates such as the inclusion of construction as a commercial service, a new emphasis on mandatory priority sources, and the shift from a rigid "late is late" rule to a "good business judgment" standard for late offers. Learn more about The Quill & Sword series of podcasts by visiting our podcast page at https://tjaglcs.army.mil/thequillandsword. The Quill & Sword show includes featured episodes from across the JAGC, plus all episodes from our four separate shows: “Criminal Law Department Presents” (Criminal Law Department), “NSL Unscripted” (National Security Law Department), “The FAR and Beyond” (Contract & Fiscal Law Department) and “Hold My Reg” (Administrative & Civil Law Department). Connect with The Judge Advocate General's Legal Center and School by visiting our website at https://tjaglcs.army.mil/.

Geopolitical tensions, commodity-price volatility and policy uncertainty have made energy dealmaking more complex, but they haven’t brought it to a halt. On this week’s episode of the ESG Currents podcast, Jalal Nadeem, a faculty member at the Institute for Mergers, Acquisitions and Alliances and an M&A deal-structuring expert, joins Shaheen Contractor, Bloomberg Intelligence senior sustainable finance research analyst, to explore the evolution of energy transactions. They discuss where M&A activity is emerging across the energy transition, why innovative deal structures are becoming more common, how AI is reshaping negotiations and what investors should watch as the landscape continues to shift.See omnystudio.com/listener for privacy information.

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

https://benedictadvisorspllc.com/ 917-570-9352 Growing a successful business requires more than strong sales or innovative products. According to corporate attorney Tabber Benedict, strategic legal planning plays an equally important role in helping companies scale, raise capital, complete acquisitions, and prepare for successful exits. During this episode of The Attorney Post, Benedict shares insights from decades of experience advising businesses through complex corporate transactions. As managing partner of Benedict Advisors PLLC, Benedict leads a boutique New York law firm serving lower middle-market companies, investment funds, entrepreneurs, and high-net-worth individuals. His firm focuses on mergers and acquisitions, corporate law, debt financing, capital raises, and transaction strategy while providing clients with direct partner-level attention. Before launching his own practice, Benedict trained at Columbia Law School and worked on international transactions totaling more than $75 billion. Those experiences taught him that successful deals depend on more than legal documents—they require careful planning, collaboration, and understanding each client's long-term business objectives. One of the most personal moments in the discussion comes when Benedict reflects on losing and later regaining his law license after overcoming addiction. Now sober for many years, he serves on the New York City Bar Association's Lawyer Assistance Committee, mentoring lawyers and professionals facing similar struggles. His openness reflects his belief that transparency and integrity ultimately strengthen client relationships. Benedict also discusses the growing role artificial intelligence plays in corporate law. His firm uses AI extensively for contract review and due diligence because it improves efficiency and reduces costs. However, he cautions that AI remains only a tool. Lawyers must carefully verify every result, as hallucinations and inaccurate legal conclusions can create significant risks when handling sophisticated business transactions. Throughout the conversation, Benedict encourages entrepreneurs to begin preparing for acquisitions or exits years before they intend to sell. Strong corporate governance, organized documentation, experienced advisors, and realistic business valuations all make companies significantly more attractive to potential buyers. Rather than viewing lawyers as professionals who simply solve problems after they occur, Benedict believes businesses should involve legal counsel early to avoid costly mistakes and position themselves for sustainable growth. As Benedict Advisors continues expanding its international partnerships and prepares to launch a boutique investment banking platform, the firm's mission remains clear: provide sophisticated corporate counsel while delivering the personal attention and strategic guidance growing businesses need to succeed in an increasingly competitive marketplace. Sponsors: RankWith.NewsThe Attorney PostNational ERCAndropology

Curtis Dery, executive vice president at Xerox IT Solutions Canada Curtis Dery, executive vice president at Xerox IT Solutions Canada (doing business as Powerland), has been living the HPE GreenLake story since before most Canadian partners knew what as-a-service infrastructure meant. At HPE Discover 2026, he joined In The Channel to talk about what this week’s announcements look like from the practitioner’s desk. Dery’s team won HPE’s Canada GreenLake Partner of the Year in 2022 and has kept the streak going, but he’s clear that the barrier to adoption was never the technology. “Customers are facing constraints financially,” he says, citing tariffs and geopolitical pressure. That’s why he sees the 90/9 financing offer and 150% credit line expansion as genuine deal-closing tools. “It helps open more doors and close deals even sooner.” He also sees the channel-only expansion of Private Cloud and Zerto as a deliberate strategy his team was ready for, thanks to deep ties with HPE’s advisory councils. The real differentiator, he says, is operationalizing customer processes so they can move from 20-30 projects a year to 50-70. Where Dery gets animated is AI. He calls the current moment “the most exciting time in any of our careers” and describes AI as a “digital goldmine.” His team runs internal hackathons to build reps with large language models, work that has already helped Powerland close four of the largest infrastructure deals in the world – all out of Winnipeg. But he’s also blunt about tokenomics: “The burn is real.” On sovereignty, Dery points to the Anthropic government oversight incident as validation for private AI. “If I’m a customer and I’m all in on that model, what would happen?” He sees HPE’s network optimization and Private Cloud AI stack as the hedge. Read Full Transcript Robert Dutt: Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor at ChannelBuzz.ca and your host for the show. We’ve been on a bit of an unscheduled hiatus, but we’re back. We’re going to get back into the swing of things right now, and we’re going to start that off by finishing our coverage of this year’s HPE Discover 2026. Today’s guest is Curtis Dery, executive vice president at Xerox IT Solutions Canada, which most of the channel still knows as Powerland. Curtis is based in Winnipeg. His team covers the country. He’s been living the HPE GreenLake story since before most Canadian partners knew what as-a-service infrastructure meant. His team won HPE Canada’s GreenLake Partner of the Year back in 2022 and has kept that streak alive. They were the first partner to sell a GreenLake deal in Canada, the first to sell VM Essentials, and the first to sell a cyber vault. But Curtis isn’t just a sales exec. He’s genuinely hands-on with emerging technology, running internal AI hackathons with his team, and has a perspective on the announcements from Discover that come from actually closing the deals, not just reading the press releases. He joined me on site at Discover to talk about what the new financing tools, the channel-only expansion, and the AI story mean for partners on the ground. Let’s get right into it. My chat with Curtis Dery. Robert Dutt: Curtis, thanks for taking the time. I appreciate it. Curtis Dery: Absolutely. Thanks for having me. Robert Dutt: Before we get into this week, I have to acknowledge – just having been in this industry a while, you’ve got Xerox and what is formerly HP at a conference here. Slightly unexpected combination on the surface. Most people’s mental model of Xerox is still copiers, but you were running Powerland as one of the leading HPE infrastructure providers in Canada long before that. What does the Xerox relationship mean in practice for the IT business? Has it changed how you go to market with HPE, or does Powerland essentially operate in its own lane? Curtis Dery: You know what, that’s a great question. The way the market’s changing, the industry is changing, businesses are needing to change. That was the reason why Xerox looked at acquiring us – to help go through the realignment and the changes that they’re making as a business. Obviously, from a print perspective, looking at the industry challenges it was going through through COVID and post-COVID and just the market shift around that, having a focus around infrastructure and technology and driving those outcomes with our customers helped them amplify the customer base that they have across North America. Robert Dutt: You were doing GreenLake before a lot of Canadian partners knew what it was. You won the Canadian GreenLake Partner of the Year back in ’22, closing deals in the as-a-service model when it was still a pretty hard sell to customers used to buying it outright. Now HPE’s on stage talking about 90/9 financing and offering 150% expansion of credit lines. For someone who’s been engineering these deals since the beginning, what do these tools mean specifically? Do they change what’s possible for you, or are you already doing – you already have your system set up and ready to go? Curtis Dery: Yeah, I mean, being fortunate to be a little bit on the front edge of GreenLake, we’re fortunate to be Partner of the Year four years in a row, and from a North American perspective, Partner of the Year to make it five. What that created was just validation that how we’re going to market and how we’re executing it is a little bit more uniquely than others, and how we’re prepared to understand the customer, the outcomes that they want, and wrap that around operationalizing it through a GreenLake model. Having flexibility in some of these announcements helps with the challenges that we’re all entering – some of it unknown, some of it shortages, all these changes, and then you wrap that around obviously the disruption of AI. So having these flexibilities of what they want to do around credit is definitely needed because customers are facing constraints financially – just with the cost of, from a geopolitical impact perspective, tariffs, all these things are real. So HP coming to the table with new offerings helps open more doors and close deals even sooner than expected sometimes. So we’re always looking at making sure, yes, we have a foundational core that we can execute on with a rinse and repeat with a proven track record, but always making sure we’re aligned with the changes that they’re making and making sure we’re enhancing our offering with them, a walk and step together. Robert Dutt: It feels like they’re acknowledging that one of the barriers to GreenLake adoption isn’t the technology, the concept, or anything like that. It’s the customer’s budget cycles. And it sounds like you’re saying that’s the right diagnosis from what you’re seeing in the Western Canada market. Curtis Dery: Yeah, and I think also people sometimes think it has to be OpEx. There’s a balance that you can still capitalize GreenLake as well too, and then do a term top-up depending on the utilization they have, but also operationalizing it from a financial [perspective]. So that flexibility is still there. I just think sometimes that message isn’t out there at the street level. So that’s where our value comes in as a partner, right? To understand where that noise and friction is and remove the friction. Robert Dutt: Three products went to channel-only at Partner Growth Summit this week: Private Cloud, PC 3000, PC 1000, and Zerto. Last year it was VM Essentials. It seems like it’s clearly a deliberate expansion of that strategy. From where you sit with that infrastructure-heavy book of business, is channel-only a meaningful strategic signal for you, or is it about filling the gaps for customers who need DR and private cloud but haven’t had a clean vehicle to buy it through you? Curtis Dery: That’s a great question. I think, fortunate to have a strategic partnership with HP, we sold the first cyber vault in the country. And so same with VME, we sold the first in the country, and same with GreenLake. So there’s a theme there, right? Being so strategically aligned with them from executive level down to technical level, I’m on their advisory council from a GreenLake perspective. My pre-sales engineer is the ambassador on the GreenLake program. Because of that exposure, we get line of sight a little bit earlier. So then we’re already preparing on how we’re going to market to augment some of these announcements that they’re doing, and then wrapping around our own little secret sauce to that to be able to expedite the sales and making sure that we’re taking down the logos together. Robert Dutt: What is that secret sauce, in whatever depth you wish to share in this forum? Curtis Dery: Well, I think sometimes getting down to the nitty-gritty of what GreenLake really does, and that’s operationalizing the customer’s process to be able to allow them to be more agile within their own business. So instead of going to a traditional market and doing a traditional way of getting quotes, going to an RFP process, all those things take time, money, and energy. And when you do that, you then don’t have time to focus on the business to drive the outcomes you can do. Now, with our customers from a GreenLake perspective, that agility of being able to streamline that process – we have our customers that are able to go from 20 to 30 projects a year to now 50 to 70 projects a year. So then they get to see the benefits of how fast we can make their business move, get the outcomes that they want so they can start to accelerate further. Robert Dutt: You heard the partner branded services announcement this week. Curious what you thought of that and how it kind of maps with what you do in terms of, are you already running that services-led model, or are you looking for opportunities to have HP back you up but still go under your brand? Just curious how it hit. Curtis Dery: For us, it definitely hit. But yes, we also do it as well that way. But again, it’s the right tool at the right place at the right time. And sometimes we may need them, they may need us, or it’s an augmentation of both. And that’s the beauty that I love about HP is the investment to the channel, always staying aligned at the street level and making sure it’s very predictable on how you can make bets jointly with them. So it’s a flexibility thing. Robert Dutt: A hundred percent. Curious what’s driving the HP business for you right now. What’s kind of hitting, what are customers talking to you about, what’s driving it forward? I have to imagine AI is part of that. Curtis Dery: Yeah. And I think AI was a little bit of paralysis in the market, right? People were frozen of like, “What do I do? Where do I start? What type of technology? Do I go to a public LLM?” Or you hear this word, “sovereign,” and what does that mean? And I think the perfect storm is brewing. But the beauty is that HP has made the right investments, right? Acquisitions to now truly be ready for what the market is going to be hitting with right now. Which is, you look at the announcement of what happened with Anthropic last week. Government oversight, they said shut down that model. Well, if I’m a customer and I’m all in on that model, what would happen? And so this created that validation of why private sovereign AI with HP wrapping around customers’ data and giving them real hardened AI outcomes within their environment, and then choosing if they need to go into the public LLM. And so getting ready for that market condition is what’s going to drive success and velocity with HP in the market. Robert Dutt: Along with the idea of tokenomics, that idea of AI projects getting stuck in, and maybe hand-in-hand with tokenomics in fact, that idea of AI projects getting stalled out in the implementation or the proof-of-concept phase and not getting to full implementation is a theme that we’re hearing from HP and from just about any vendor who’s playing in the space this year. It seems to be one of the big catches. I’m curious how you’re seeing that reflected in your customer base, if they’re kind of getting to a point of doing POCs and then starting to discover, “Well, wait a second, this could get real expensive, real fast.” Curtis Dery: I’m 1000% [there]. Right? The burn is real. We have customers that knew that they have to start getting their battle scars and learning from the AI and understanding how does it work, how do we integrate it, how do we make sure there’s no hallucinating, how do we trust it, how do we do all these different things? My analogy I like to use is, at the end of the day, we all need refrigerators. But a lot of people probably don’t remember who invented the refrigerator. They just know they needed one, right? That’s the same with the public LLMs, right? You need the refrigerator when you need to go into it. What we do with our customers is show them how to take a Coke can and put it in the fridge and bring it out of the fridge. And so we help them navigate it so then tokenomics is not exposed as much, right? They can manage their cost, manage their environment, and choose where they want to put their data. I think the tokenomics is definitely a real thing and I think we’re going to find out significantly what that means in the next 120 days. Why? Because these companies are going IPO and you now know where the math is mathing, right? And so that’s going to show us a lot on what the true tokenomics looks like. Robert Dutt: You touched a little bit on the importance of sovereignty in customer discussions, but can you tell me a little bit more about how that’s showing up in terms of what customers are asking about and how you see that trending and evolving as an interest and a care about, both on the geopolitical front and, as you say, on an issue like Anthropic suddenly having to pull access to the latest model? Curtis Dery: Yeah, a thousand percent. I think when you hear the word sovereign, I always ask people, “What does that mean to you?” Because when you look at the World Economic Forum, for example, in February, what did they announce as the next pandemic, the cyber pandemic? Why? You’ve got scale of agents running everywhere. People don’t know what is a good agent or a bad agent, right? And if you look at the internet bandwidth since December till now, it’s increased over 12x of volume. Do you know how much traffic is now coming down? So now people are going to need to get prepared about how do you control your network, your data, your access, and sovereign that so that you’re secure so that if a bad day occurs, you don’t have the public exposure. And that’s why you hear from Antonio Neri and the focus around the network. How do you optimize that network? How do you secure that traffic and have the access to where you need to go and ensure that it can handle the scale? So that’s why this storm is brewing in front of all of us right now. Robert Dutt: Looking at your background, it’s clear that you’re not just selling infrastructure. You’re genuinely interested in AI and emerging technology. And it seems like you like to get pretty hands-on. As you’re at an event like this and you’re hearing the announcements and seeing what’s coming and what they’re talking about, what are you really excited to get your hands on and play with, and beyond that to actually get in front of your customers either now or down the road as it becomes more concrete? Curtis Dery: You know, I tell people this is probably the most exciting time in any of our careers because it’s the first time in any of our careers that it’s a level playing field, where it’s up to you to grab the baton of AI and understand how do you use it, apply it, and get the outcomes and innovation that you want to do with people. The tagline I like to use with my team internally is, we’re not underpinned by anyone anymore. We have the opportunity to dream, to build, and execute, and we can use AI technology to do that. And so I call it the digital goldmine. We get to go inside these LLMs and mine what we want out of that and be able to take advantage of what we can do with our customers. And that’s the one thing I enjoy the most is understanding, okay, what tools can I use, whether it’s from PCAI and apply our own private AI strategy around that. I’ve worked with a lot of advisory around a lot of the latest LLMs that are out there, but also some of these private ones like [Mistral AI] and understanding how it’s a puppet master to the public AI and how to optimize white space within a customer’s environment to show them where they have inefficiencies, profitability, when they can take the market in a different way. And that’s what AI does – allow customers to be agile, at edge, on time, and be able to really disrupt if they choose to. And I think it sounds a lot daunting for a lot of people, right, to understand how do I get proactive now with AI and not get disrupted by it, because you don’t know if you can wake up and all of a sudden your competitor is something that you didn’t expect. And so I think being able to just dive in and learn. A lot of people say, “Well, I don’t know much about AI.” None of us do. This is all the latest technology. So I tell people to speak to it, learn from it, and just start understanding how it works. So then at the end of the day, you can now augment it because it ain’t going away. If you think about from a generational perspective, we have kids that are going to be born in AI. They don’t even understand what that means. So it’s exciting times. And I tell people embrace it, because like I said, it’s the first time in history that nobody’s really walking in a room saying, “I got 10 years in AI.” Everyone’s like, “Hey, I’ve been working with it for six months. Cool.” Just like all of us. It’s how many people are putting in the reps with it. Robert Dutt: What are you pulling out of that goldmine so far at Powerland? What are you doing in terms of both – how’s AI changing both what you’re doing customer-facing, and internally your own operations and how you think about AI within the org? Curtis Dery: Yeah, absolutely. So I mean, we were fortunate being ahead of it from an AI perspective and understanding our domain strengths, using AI to be better prepared for our customers and think through strategies with them. And with that, we were able to build out blueprints where we were fortunate to close out four of the largest deals in the world with four different vendors out of a city called Winnipeg. And a lot of people came to me and said, “Curt, I don’t get it. We’re not doing this in New York, Toronto. You were doing this in Winnipeg. How are you doing this?” And I’m like, using AI to get better prepared to understand how do we simulate an environment to say, “This is the customer. What can we do to drive out these types of outcomes? And what does this look like from a strategy?” We get the blueprint and now we go and see the customer and go, “Does this make sense?” And they go, “Yes. Well, let’s go execute that with AI.” And so that’s the advantage that we get to do. And then from an internal perspective, I love having our own internal roundtable hackathons. What’s something we want to do? Throw it on the whiteboard. Everybody has their AI account and go, “Okay, how would you approach that?” So then our team is learning how to put those reps in to say, “Well, I would approach it this way.” And it’s a cool exercise to see how everyone thinks differently. And that’s the beauty about AI. We’re all going to prompt it differently. We’re all going to work with it differently and then take those unified approach of everyone’s pieces, put it together and go, “Okay, now we solve the puzzle together.” So I really enjoy the ability to be able to scale so rapidly with it. It’s an exciting time. I feel like we’re built for this era. Robert Dutt: And I’d imagine a lot of those ideas that are coming out in the internal hackathons are eventually going to find their way into what you’re doing with customers as well. So that’s a nice plus. Curtis Dery: Yeah, absolutely. Robert Dutt: As you point out, you’re in Winnipeg, presence across Western Canada. I’ve talked to a couple of other Canadian partners this week, and I’m getting this consistent theme that Canadian customers right now are in their moment – between sovereignty, between AI infrastructure refresh, between really starting to get AI in play rather than playing with AI. Does that map with what you’re hearing from your customers in the prairies and the West? And where do you see HPE fitting into that story for the balance of the year and beyond? Curtis Dery: Yeah, I think we touched on it lightly, right? The changes that happened with the government oversight last week, I think opened people’s eyes on what their approach is to public LLMs. And then also understanding costs, constraints, all these things that have been hitting our markets and hitting customers’ budgets and challenges. It’s a difficult time to be a CIO right now. When you’re sitting there and you have to protect them from a cybersecurity perspective, you have to have a future of understanding where AI fits into this, and never mind constraints around cost and all that stuff. It’s a tough time to be an executive for a business right now and understand how you can be profitable, scale all these things while you’re facing all these challenges in the market. So being prepared in Canada of how we’re going to our customers is understanding how to package what HP has done effectively well on the overall strategy around GreenLake and saying, “How do we now enter the customer and say, ‘You can now do on-demand AI in your environment predictably, cost-effectively, compliance and govern, and now you can choose how you want to scale that rapidly?'” I think finally, we’re starting to see that curve get around the corner where customers are jumping into wanting to do it this way. It’s just such a learning dynamic exercise right now, right? Because at first it was ChatGPT and then it was Grok and then it was Claude and it just kept going and going. People are not talking about the disruption that happened out of China too with their LLMs. So if you look at DeepSeek, Kimi and all these models, they’re doing exactly what Claude and these others can do at 75% cheaper. So when people start to realize, “Well, I can run that SDK natively inside my environment way cheaper than going to a public API Claude license,” people are going to look at that and go, “Oh, what makes sense now? Because the math ain’t math.” Robert Dutt: That theme is coming up in a lot of different places, isn’t it? Last one for me, whether it’s something we’ve already covered off or something else, what’s the one thing that’s really caught your attention here at Discover this week, the thing that you’re going to take back to the team and on Friday or Monday or whenever you’re first in there saying, “By the way, this is what I heard. This is what we got to get ready for.” Curtis Dery: Well, a few things. One is truly being prepared on the foundation of the network and understanding what does that mean to have an optimized AI network both internally and externally for the customer. I think there’s a high, high value in that. I learned that on the journey with cloud. Everybody wanted to go to cloud. Love the destination. Nobody talked about the highway to the cloud. Nobody talked about the cloud tax of egress coming out of there. So there’s a lot of lessons and best practices that came from the cloud journey that we can now reapply to the AI journey. So focusing on that is huge. And then understanding the intelligence layer and understanding [NVIDIA] Morpheus is an extremely powerful tool and understanding how does that fit into the entire reference architectural stack with PCAI and understanding how do we build on top of that. And that’s some of our secret sauce of what we’re doing, being able to do our own private SDK on top of PCAI so customers can truly control their own AI platform. And so that’s the focus that we’re going to do. And we’re super excited to get velocity going into Q4 with HP so that in 2027, I expect a big year. Robert Dutt: All right. Well, good luck on bringing that back to the team next week and good luck on that big year. And thanks again for taking the time on what I’m sure has been a very busy week. Curtis Dery: Absolutely. And I welcome the time and being able to share this conversation with you. So we look forward to doing it again. Robert Dutt: There you have it. Curtis Dery from Xerox IT Solutions Canada. I’d like to thank Curtis for his time. If you’re finding value in these interviews, I’d appreciate if you’d follow or subscribe to the show. You can find the podcast on Apple Podcasts, Spotify, YouTube, and most major podcast directories. Ratings and reviews are always welcome. A few things that stood out for me from this conversation. One is Curtis’s framing that the real barrier to GreenLake adoption has never been the technology, it’s the customer’s budget cycle. The 90/9 financing and expanded credit lines aren’t abstract partner program benefits. They’re deal-closing tools for partners who are already in the room with constrained CIOs. Another is his digital goldmine metaphor for AI. The idea that for the first time in our careers, the playing field is level and what matters is who’s putting in the reps. But he’s also refreshingly blunt about the burn on tokenomics and the need for partners to help customers manage costs as AI moves from proof-of-concept to production. I appreciated his point about sovereignty not being theoretical anymore. The Anthropic incident gave customers a concrete reason to ask hard questions about public LLM dependence. Finally, it’s worth noting that the company is closing some of the largest infrastructure deals in the world out of Winnipeg. The Canadian channel is not a Toronto-only story, and this is a reminder of that. Until next time, I’m Robert Dutt for ChannelBuzz.ca, and I’ll see you in the channel.

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

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

Jess Fahy discusses the National gallery's latest acquisitions.

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

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

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

KK Hart shares her unconventional path from corporate life to building and acquiring multiple businesses with no debt and no outside capital. This episode explores cash flow, wealth building, family, acquisitions, and what happens when a founder stops waiting for an exit to create freedom. This episode is sponsored by Wealthrive. Wealthrive helps business owners keep more of what they earn through proactive tax strategy and planning before, during, and after an exit. Learn more at www.wealthrive.com. 3:03 - KK's Fostering Journey & Modern Family Office 5:29 - From Corporate to Entrepreneurship 11:58 - First Acquisition: The Dance Studio 12:33 - How to Value & Buy Your First Business 16:29 - Building a Portfolio of 10 Acquisitions 17:37 - Cash Flow 2.0 Explained 19:25 - From Dance Studio to Family Office 21:02 - Portfolio Allocation Philosophy 23:23 - How Much Capital Do You Need to Start32:04 - Advice for Buyers & Sellers 34:15 - Raising Entrepreneurial Kids 35:22 - How Much Money Is Enough

Most business owners hope to reach the day when someone offers to buy their business. If that day comes, the payoff isn't just financial. It's validation for years of risk-taking, sleepless nights, personal guarantees, and sacrifices that most employees never see. But that success can raise an uncomfortable question: What exactly do owners owe the people who helped them get there? Should employees share in the proceeds when a business is sold? Does an owner have an obligation to find a buyer who will protect the culture and the jobs that have been built over the years? Or is the owner's responsibility fulfilled by paying people well, treating them fairly, and creating a great place to work so long as the business is theirs to run?This week, Jay Goltz, Liz Picarazzi, and Ted Wolf wrestle with those questions—and not always from the same perspective. They agree that employees deserve respect and appreciation. But they also point out that employees weren't the ones who pledged their homes as collateral, absorbed the losses, or spent years wondering whether the business would survive. In other words, where should owners draw the line between gratitude and obligation?Plus: As Liz expands Citibin beyond New York City, should her marketing reflect that shift? Or should she lean into her hometown roots and emphasize that if her trash bins can make it there, they can make it anywhere? Liz also explains her plan to capture some recurring revenue.

Nir Levy was nineteen years old when he was already commanding a unit in the Israeli army. He managed hundreds of people and logistics with life or death stakes, at an age when most of us were figuring out laundry. After the Israeli army came Amazon, where Nir eventually ran a full manufacturing facility. There, he learned to live by the company's obsession with getting it right, every package, every time. Now he’s Vice President of Operations at Final Frontier Manufacturing, a high precision aerospace shop in Colorado. A company that pulled him out of Chicago because they wanted someone who could build a world-class operation from the ground up. ******** Listen on your favorite podcast app using pod.link.     . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Interview Highlights The Israeli Army Was His First School of Management In Israel, mandatory military service begins at eighteen, with assignments based on testing and advancement based on merit. Within a year and a half, Nir was a commanding officer, first as a frontline mechanic for a Navy SEALs unit, then staffing a maritime border patrol unit on the Gaza coast, then running HR and logistics for a unit of about 500 people in the Red Sea. “At a very impressionable age, you see what a world class operation looks like,” he said. The Amazon Standard: 99.65 Percent On Time After the army, Nir did his undergrad, worked in management consulting, and got an MBA from the University of Chicago. Amazon recruited him during his MBA through their Pathways program, which started him as a manager in a warehousing and fulfillment facility. After a few roles and promotions, he ended up running the manufacturing side, printing and binding books on demand with zero inventory sitting around. “Books are somewhat simple,” he told me, “but they can vary by any means.” Different paper, laminate, covers, cuts. Ninety five percent of orders shipped within four hours of the click. “That’s a world class operation right there,” he said. Across everything Amazon shipped, the standard was 99.65 percent on time or better. He says the principle behind it is customer obsession, treating every package like it has to arrive in time for Christmas, and building every process backward from the moment the customer needs it. The Amazon Playbook Meets Aerospace Final Frontier makes CNC parts for aerospace and defense, including a gear housing that sits on top of a rocket engine (pictured above). Cost runs anywhere from double digits to five figures depending on the part. Manufacturing at Final Frontier isn’t linear the way book printing was. Scheduling has to account for outside processing and raw material lead times on top of the work itself. Nir is applying what Amazon taught him about backlog management, planning weeks out instead of days, to a business with more variables. Near the end of the interview, I asked Nir what he enjoys outside of work. “I like organizing my pantry,” he said. “My pantry is very organized.” Somehow, knowing that, all of it made a little more sense. The post Army, Amazon, Aerospace, with Nir Levy — EP 269 appeared first on Today's Machining World.

0:00 - Who are the newest Avs? What should we know about Jaden Schwartz?It's also crazy that Kawhi Leonard dipped from the US in the midst of a fraud investigation and signed with the Raptors. So is this Aspiration trees/Clippers thing just dead in the water now? The Aspiration guy is serving hard time, but the Clippers are innocent?17:00 - DMac took an impromptu trip to Seattle to consume all the World Cup action! He joined us live this morning out in front of Lume-sorry, I mean, Seattle Stadium in Seattle (thanks, FIFA) to update us on all the insanity he's witnessed so far.31:15 - Oh, by the way... World Cup soccer is its own thing. It's its own sport. It even feels like a different sport compared to regular ol' soccer! Oh, by the way...Joey Chestnut won the Hot Dog Eating Contest for the 18th time! Unreal. Whether or not you're a fan of the contest, you have to appreciate how dominant he is in his field of competition. Oh, by the way...Vic finally sympathizes with dogs for one specific reason.

Unser heutiger Gast hat eine Ausbildung zur Industriekauffrau gemacht und früh gelernt, wie Wirtschaft im Alltag wirklich funktioniert. Parallel dazu hat sie sich zur staatlich geprüften Betriebswirtin weitergebildet und später Betriebswirtschaft mit den Schwerpunkten E-Commerce, Unternehmensrechnung und Controlling an der Universität Duisburg Essen studiert. Ergänzt wurde das durch einen Master of Business Consulting an der Hochschule Wismar. Ihre Karriere begann sehr operativ und nah an der Praxis. Über Stationen im Vertrieb und in der Administration entwickelte sie sich schnell weiter und wechselte in den Bereich Mergers and Acquisitions bei IDS Scheer. Dort arbeitete sie an Due Diligence Prozessen, bewertete Geschäftsmodelle und bekam einen tiefen Einblick in Transformation, Wachstum und die Herausforderungen von Integration. Es folgte eine prägende Phase in der Softwarebranche. Über mehr als 15 Jahre hinweg begleitete sie ein Unternehmen vom Aufbau bis zur Internationalisierung. Als kaufmännische Leiterin verantwortete sie Finanzen, HR und zentrale Prozesse, baute Strukturen auf, führte Teams und war Sparringspartnerin für das Management. Sie war mittendrin, wenn es um Wachstum, Veränderung und unternehmerische Entscheidungen ging. 2021 wechselte sie noch einmal in eine beratende Rolle und unterstützte Vorstand und Management bei Transformations- und Optimierungsprojekten. Heute ist sie Unternehmerin und arbeitet als Mediatorin und Sparringspartnerin für Führungskräfte. Sie hat sich darauf spezialisiert, Konflikte in Organisationen sichtbar zu machen und zu lösen. Ihre Überzeugung: Konflikte sind kein Problem, sondern ein Hinweis darauf, dass etwas verändert werden will. Dafür hat sie eine fundierte Ausbildung zur Mediatorin absolviert und verbindet heute ihre wirtschaftliche Erfahrung mit einem tiefen Verständnis für zwischenmenschliche Dynamiken. Sie arbeitet mit Geschäftsführern, Gesellschaftern und Teams und begleitet Themen wie Post Merger Integration, Spannungen in Führungsteams oder Widerstände in Veränderungsprozessen. Seit über acht Jahren beschäftigen wir uns in diesem Podcast mit der Frage, wie Arbeit den Menschen stärkt, statt ihn zu schwächen. Wir haben in mehr als 550 Folgen mit über 700 Gästen darüber gesprochen, was sich für sie verändert hat und was sich noch verändern muss. Warum scheitern so viele Transformationen nicht an der Strategie, sondern an ungelösten Konflikten? Was kostet es Unternehmen wirklich, wenn Widerstand im System nicht sichtbar wird? Und wie können Führungskräfte lernen, Konflikte nicht zu vermeiden, sondern produktiv zu nutzen? Fest steht: Für die Lösung unserer aktuellen Herausforderungen brauchen wir neue Impulse. Daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näherbringen. Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work, heute mit Cornelia Droege genannt Körber. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern www.newworkmasterskills.com hello@newworkmasterskills.com

Au sommaire :Des dirigeants d'institutions culturelles alertent sur le risque de coupes budgétaires dans le secteur de la culture, craignant que celle-ci ne devienne une variable d'ajustement pour les finances publiques.Le président français Emmanuel Macron est attendu prochainement à Damas, en Syrie, pour une première visite d'un chef d'État européen auprès du nouveau régime syrien, dans un contexte de reconstruction du pays après 15 ans de guerre.Le marché des fusions-acquisitions connaît une dynamique sans précédent, avec 24 000 transactions annoncées ou signées au premier semestre 2023, soit une progression de 49% par rapport à la même période l'an dernier.La Cour des comptes remet en cause le statut de fonctionnaire des contrôleurs aériens en France, les jugeant obsolètes par rapport aux autres pays européens.La Coupe du Monde de e-sport débute aujourd'hui à Paris, révélant l'essor de cette industrie du divertissement qui compte désormais une audience de 600 millions de spectateurs et un marché évalué à 2 milliards de dollars.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

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

SJ Sharks Busy Offseason: Sharks broadcaster, Drew Remenda, breaks down the Sharks NHL draft and free agent acquisitionsSee omnystudio.com/listener for privacy information.

SELLING YOUR BUSINESS: HOW TO SAVE MORE FOR RETIREMENT WATCH ON YOUTUBE Tyler Kluge | CFP®, ChFEB℠, CPWA®, CDFA®, CEPS Senior Financial Planner Tessa Hall Media and Communications Specialist About This Episode Tessa speaks with BWFA Financial Planner Tyler Kluge about retirement plan options available to business owners. They compare SIMPLE IRAs, SEP IRAs, and individual 401(k) plans while explaining how contribution limits, business growth, and future hiring plans can influence the right strategy. The conversation also explores profit-sharing contributions, plan flexibility, rollover opportunities, and ways business owners can maximize retirement savings. This episode is part three of BWFA’s Business Owner Series. To learn more about how BWFA can help with your exit strategy, visit our Merger and Acquisitions page. Read Full Description Business owners have several retirement plan options. However, choosing the right one depends on income, savings goals, and future business plans. In this episode of Healthy, Wealthy & Wise, Tessa speaks with BWFA Financial Planner Tyler Kluge about retirement plans designed for business owners. They compare SIMPLE IRAs, SEP IRAs, and individual 401(k) plans, discussing the advantages and limitations of each. Tyler explains why an individual 401(k) may allow some business owners to contribute significantly more toward retirement. In addition, he discusses how employee and employer contributions work together to increase annual savings. The conversation also explores profit-sharing contributions and how hiring employees may affect retirement plan decisions. Furthermore, Tyler explains why business owners should consider future growth before selecting a retirement plan. Finally, they discuss rollover opportunities, plan flexibility, and when it may make sense to transition from one retirement plan to another as a business evolves. Ultimately, selecting the right retirement plan can help business owners maximize tax-advantaged savings as they prepare for retirement. Working with experienced financial professionals can also help ensure your retirement strategy supports both your personal and business goals. This episode is part three of BWFA’s Business Owner Series, which explores business planning, valuation, retirement strategies, and successful business transitions.   Selling Your Business Series Part 1: The Timing Matters More Than You Think Part 2: How Much Is Your Business Worth? Part 3: How to Save More for Retirement

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

(0:00) Felger, Mazz, and Dondero open the show discussing the Celtics free agency acquisitions.(15:50) Reactions to the ongoing Jaylen Brown situation and what Shams Charania had to say about it.(24:50) The guys discuss their issues with Brad Stevens' moves to start free agency.(33:40) Mazz' Tiers on things we love and hate about the 4th of July.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

(0:00) The second hour of the show opens with caller reactions to Mazz' Tiers.(14:57) Discussion on the Celtics free agency acquisitions.(24:29) The guys react to the fight from Tuesday night's Red Sox game involving Willson Contreras.(33:35) The hour closes with a conversation about the future of the Red Sox.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Kaltura's Ruthie Eisenberg and Yair Neumann reveal how the video giant is reinventing itself as an agentic digital experience company built on AI avatars and hyper-personalized content.Topics Include:Kaltura founded 2006, went public on NASDAQ in 2021.Kaltura reinventing itself from video company to agentic digital experience company.Shift from static content delivery to hyper-personalized conversational experiences.Partners and customers now demand intelligence, not just video infrastructure.Kaltura's mission: powering agentic experiences across customer and learner journeys.AWS co-sell motion strengthened as Kaltura runs on AWS AI infrastructure.Camille used a Kaltura avatar to scale her own presentations.Most enterprise websites bury content behind thousands of static links.Kaltura builds personalised web pages on the fly, in real time.Over 80% of content users see is surfaced for the very first time.Acquisitions of eSelf.ai and PassFactory complete Kaltura's agentic content flywheel.PassFactory answers: what should this specific person see next?eSelf.ai enables multimodal conversational avatars that guide users emotionally.20 years of behavioral data underpins Kaltura's content intelligence advantage.GPU scarcity and compute costs shape every AI architecture decision Kaltura makes.Kaltura optimises model tiers — strongest for planning, lighter models for execution.Fidelity, speed, and cost form a constant triangle in every AI product decision.Go-to-market and product teams now work closer together than ever before.Pricing shifting from seat-based SaaS to consumption and outcome-based models.Kaltura co-creating pricing frameworks with customers across different verticals.Internal product agent now handles research, stories, and data analysis autonomously.Small two-to-three person squads move fastest in the current AI environment.Yair's advice: fail at least once a week, succeed once a quarter.Kaltura scaled its CEO via avatar for a live investor earnings call.Ruthie's advice: keep the customer at the centre of every single decision.Participants:Ruthie Eisenberg – Vice President, Strategic Partnerships, KalturaYair Neumann – Senior Vice President of Product, KalturaKamil Davidov – Sales Leader Israel ISV-BizApps, Amazon Web ServicesJohan Broman – EMEA ISV Head of Solutions Architecture, Amazon Web ServicesSee how Amazon Web Services gives you the freedom to migrate, innovate, and scale your software company at https://aws.amazon.com/isv/

In this episode, Adrian Morris joins the show to discuss Bitcoin Treasury Companies. We explore whether MSTR and STRC are over, sustainable mNAV premiums, the impact of leverage, the right way to calculate mNAV, how many such companies can realistically exist, and how this space evolves through bull and bear markets.Timestamps:00:00 What are Bitcoin Treasury Skeptics Getting Wrong?03:55 Is it over for STRC? Par vs Peg06:30 The level of correlation to Bitcoin price07:10 Critiques of STRC marketing?09:02 Market Dynamics and Bitcoin Correlation10:50 Should Strategy Do Something About STRC?13:55 Is it a waiting game?14:40 Is the bitcoin treasury risk mispriced? When is a premium justified?19:26 Leverage or Amplification embedded in the structure24:10 Operating or Financing Flows to Get Bitcoin?26:15 mNAV29:12 Thoughts on CEBE Analysis32:30 Different forms of mNAV36:12 Sentiment's role is amplified40:32 “Just Tread Water and Survive Until the Bull”42:47 Will the Correlation to Bitcoin Price increase over time?46:18 Growth Opportunities: Mergers and Acquisitions 48:23 The Bitcoin Treasury Model - How Replicable is it?51:50 Where are we in this cycle?53:42 AI Analysis: Tools and Techniques for Investors58:55 Is AI being overbuilt? 1:01:40 Open Weights and Local AI?Links: Adrian on X: https://x.com/_AdrianTrue North: https://tnorth.com/Bitcoin For Corporations: https://bitcoinforcorporations.com/Stephan Livera links:Follow me on X: @stephanliveraSubscribe to the podcastSubscribe to Substack

What separates a good acquisition from a truly company-defining one? In this episode, Simon and Dan look at some of the best acquisitions in Canadian and U.S. market history — the deals that changed business models, unlocked decades of growth, created massive shareholder value, or quietly reshaped entire industries. From convenience stores and railways to software, social media, insurance, and e-commerce infrastructure, they break down why some acquisitions become legendary while others fade into the background. Tickers of Stocks Discussed:ATD.TO, SJ.TO, CNR.TO, TRI.TO, AAPL, GOOGL, META, MSFT, BRK.B, DIS, AMZN, NVDA, AMD Subscribe to our Our New Youtube Channel! Check out our portfolio by going to Jointci.com Our Website Our New Youtube Channel! Canadian Investor Podcast Network Twitter: @cdn_investing Simon’s twitter: @Fiat_Iceberg Braden’s twitter: @BradoCapital Dan’s Twitter: @stocktrades_ca Want to learn more about Real Estate Investing? Check out the Canadian Real Estate Investor Podcast! Apple Podcast - The Canadian Real Estate Investor Spotify - The Canadian Real Estate Investor Web player - The Canadian Real Estate Investor Asset Allocation ETFs | BMO Global Asset Management Sign up for Fiscal.ai for free to get easy access to global stock coverage and powerful AI investing tools. Register for EQ Bank, the seamless digital banking experience with better rates and no nonsense.See omnystudio.com/listener for privacy information.

Brad is joined by KSDK Sports Director Frank Cusumano. They discuss the Blues big weekend at the NHL Draft as well as their trade acquisitions. They also react to the Cardinals disappointing weekend against the Marlins.

In this episode, Holly Buckley, Chair of Healthcare at McGuireWoods, shares insights on the current state of private equity investment in physician practice management, the specialties attracting the most interest, and the operational factors shaping today’s healthcare transactions.

Key topics include: -The core differences between direct affiliation and OSJ / enterprise models. -Why payout percentages don't tell the full financial story. -How scale, support, and service models impact long-term net income. -When outsourcing operations can accelerate growth - and when it doesn't. -How larger teams and solo practitioners should think differently about affiliation. -Why affiliation decisions are business decisions, not just platform decisions. Whether you're considering independence for the first time, reassessing your current setup, or planning your next stage of growth, this episode offers a clear, practical framework to help you evaluate your options and avoid costly mistakes. Learn more about our companies and 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 | Technology Solutions for Advisors: https://jedidatabasesolutions.com   Listen to more Advisor Talk episodes: https://eliteconsultingpartners.com/podcasts/

In this episode, Holly Buckley, Chair of Healthcare at McGuireWoods, shares insights on the current state of private equity investment in physician practice management, the specialties attracting the most interest, and the operational factors shaping today's healthcare transactions.

In this episode, Holly Buckley, Chair of Healthcare at McGuireWoods, shares insights on the current state of private equity investment in physician practice management, the specialties attracting the most interest, and the operational factors shaping today’s healthcare transactions.

SELLING YOUR BUSINESS: HOW MUCH IS YOUR BUSINESS WORTH? WATCH ON YOUTUBE Brian MacMillan  Managing Director of Mergers and Acquisitions Tessa Hall Media and Communications Specialist About This Episode Tessa speaks with BWFA Managing Director of Mergers & Acquisitions Brian McMillan about the factors that determine business value and why two companies with similar revenue can have dramatically different valuations. They discuss EBITDA, profitability, leadership teams, and the role buyers play in determining a business’s value. The conversation also explores lifestyle businesses, owner involvement, and how planning can affect both valuation and the ease of a future sale. This episode is part two of BWFA’s Business Owner Series, which examines the planning decisions that influence successful business exits. The Timing Matters More Than You Think To learn more about how BWFA can help with your exit strategy, visit our Merger and Acquisitions page. Read Full Description Determining the value of a business involves more than simply looking at revenue. Profitability, leadership, industry trends, and growth potential can all affect what buyers are willing to pay. In this episode of Healthy, Wealthy & Wise, Tessa speaks with BWFA Managing Director of Mergers & Acquisitions, Brian McMillan, about business valuation and the factors that influence a company’s value. Brian explains how buyers evaluate businesses and why EBITDA plays such an important role in determining value. In addition, he discusses why two businesses with similar revenue may receive very different valuations. The conversation explores industry trends and growth opportunities. It also examines the difference between lifestyle businesses and companies with established leadership teams. Furthermore, Brian explains why owner involvement can affect value and why businesses that operate independently of the owner often attract more buyers. The episode highlights the importance of leadership, profitability, and long-term planning. As a result, these factors can influence the ease of a transaction. They can also affect the amount a buyer is willing to pay. In addition, Brian discusses how leadership teams and owner involvement can affect both value and buyer interest. Businesses that operate independently of the owner often attract more potential buyers and may experience smoother transitions. Ultimately, understanding business valuation can help owners make more informed decisions. More importantly, it can help them prepare for future opportunities and maximize the value they have spent years building. This episode is part two of BWFA’s Business Owner Series. In future episodes, we will explore retirement planning strategies and other considerations that affect business owners and successful transitions.   Selling Your Business Series Part 1: The Timing Matters More Than You Think

In this video, I walk through the acquisition process behind Tiburon, a 2007 vintage multifamily property in Northwest Houston, and explain what it takes to win highly competitive apartment deals.I discuss why institutional-quality multifamily assets attract the deepest buyer pools, how certainty of closing impacts acquisitions, and why competing against institutional capital can be a major advantage when it comes time to sell.Learn more about LSCRE at www.lscre.com

Today we're talking about the future of healthcare with a visionary leader who spent decades at the center of its transformation. Bill Miller is CEO of Wellsky, the global technology powerhouse connecting providers, caregivers, and communities across the continuum of care. Over the course of his rich career, his groundbreaking growth strategies have been the secret weapon behind the industry's most influential businesses. Not only transforming the marketplace, but driving innovation and improving outcomes for missions of people around the world.Website: https://wellsky.com/ Check out the conversation on YouTube: https://youtu.be/Q9Ei-mjFsy0

Henry Hagenbuch, Senior Managing Director of Mergers & Acquisitions at Lido Advisors, discusses the firm's growth strategy, what differentiates its approach in today's competitive M&A landscape, and the key qualities Lido looks for when evaluating potential partners. He also shares how the firm's culture, philosophy, and long-term vision continue to drive expansion across the wealth management industry.

While his nine-year-old son was fighting stage three cancer, Nick Stevens was driving around buying up scrap tungsten carbide just to keep food on the table. It worked well enough that one day, sitting in the hospital room, his son said to him: “Dad, why don’t you just start your own business and be your own boss?” Today Nick and his cousin Joey run JC Metals, going around the country paying cash on the spot for the carbide piling up in shops. And they refuse to sell a pound of it overseas even when buyers offer them more money to do it. 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 While You Wait, the Price Moves Carbide tooling has gotten expensive. Between the tariffs and China restricting exports, prices have been swinging all over the place. Every machine shop has scrap carbide sitting around, worn inserts and chipped end mills that are useless for precision work but still worth real money as raw material. A lot of shops don’t realize how much. Nick says he walks into places with piles of carbide they’re practically throwing away, not knowing it’s worth $40,000 or $50,000. JC Metals buys it and sells it to a private US processor, one that recently received what Nick describes as an $11 million government grant to buy up as much domestic carbide as possible and keep it in American manufacturing. The major toolmakers all have their own buyback programs too. Kennametal, Sandvik, Seco. They work, but the model is the same: ship your material out and wait on a check for 15 to 30 days. With prices moving the way they are, the number you agreed to when you shipped is not the same number when the check clears. JC Metals shows up with their own scales, weighs everything in front of you, and pays you that day. Cash, wire, Zelle, ACH, whatever you want. The Geopolitics of Scrap China controls about 85 percent of the world’s tungsten carbide supply and has been cutting off exports. Foreign buyers have been approaching American shops directly, offering 30 to 40 percent more per pound to ship the material back overseas. Nick says he outbid one of those buyers last month, knowing he would lose money doing it, because he didn’t want the material leaving the country. Tungsten carbide is a core component of armor-piercing ammunition, from rifle rounds to tank rounds. It’s also used in nuclear weapons casing. Until this interview I knew tungsten carbide was a big deal for manufacturers. I had no idea about the national security ramifications. Changing the Scrapper Stigma My great grandfather was in the scrap metal business. One reason my grandfather went into used machinery instead was that he found the scrap business unsavory, manipulating scales, shady deals. When we had a warehouse it wasn’t uncommon for scrappers to pull up in a truck and steal from Graff-Pinkert. Nick and Joey bring their own scales so there’s no question about the weight. The company name, JC Metals, stands for Jesus Christ Metals, a nod to the faith that carried them through Jack’s illness. Jack Stevens, Nick’s son, is ten months cancer free. Question: What do you do with your scrap carbide?

The Walt Disney Company is the most successful enterprise ever created for monetizing human nostalgia. Today it's the king of global entertainment, holding the intellectual property rights to the childhood memories of billions of people (including, likely, all of you) and is a reliable, predictable profitable business. But it didn't start that way.During Walt's era, Disney operated like an unhinged moonshot factory, blowing its finances on one seemingly crazy project after another, like the very first feature-length animated film or a theme park inspired by Walt's fascination with model trains (spoiler: Disneyland). Walt's relentless ambition to bet the company over and over again not only created some of the most monumental artistic achievements of the 20th century (Snow White, Fantasia, Disney Imagineering), but also resulted in the accidental invention of the modern “flywheel” business model. In this episode, we tell the story of the ultimate marriage of art, commerce, and engineering — The Walt Disney Company: Walt's Era.Sponsors:Many thanks to our fantastic Spring '26 Season partners:J.P. MorganWeAreDevelopers eventVercelServiceNowStatsigLinks:Sign up for email updates, get our takeaways and research photos from each episode, and vote on future topics!The Acquired Disney Companion PDFOur Disney column in WSJThe original 1958 WSJ “Flywheel” article"Walt Disney: The Triumph of the American Imagination by Neal GablerThe Animated Man by Michael BarrierWalt Disney: An American Original by Bob ThomasBuilding a Company: Roy O. Disney and the Creation of an Entertainment Empires by Bob ThomasThe Disney Version: The Reedy Creek Improvement District in the Contemporary Florida Story by Richard SchickelPBS American Experience: Walt DisneyDisneyland HandcraftedWalt's 1966 EPCOT pitch videoWorldly Partners' Multi-Decade Disney StudyThe Walt Disney Family MuseumAll episode sourcesCarve Outs:Brooks Vanguard sneakersDefunctland YouTube ChannelAnimagraffs YouTube ChannelVolvo EX30The San Francisco SymphonyMore Acquired:Get email updates and vote on future episodes!Join the SlackCheck out the latest swag in the ACQ Merch Store!00:00 Start01:09 Intro06:03 Walt's Early Life & Artistic Calling (1901-1919)12:37 From Commercial Art to Laugh-o-grams (1919-1923)23:04 Hollywood, The Alice Comedies & Oswald's Loss (1923-1928)43:31 Mickey Mouse & The Synchronized Sound Breakthrough (1928)01:01:53 The IP Flywheel & Mickey Merch Explosion (1929-1933)01:09:57 Analysis: The Disney IP Flywheel Unpacked01:59:02 Snow White & The Folly That Defined Animation (1937)01:41:08 The Burbank Studio & Pre-War Struggles (1937-1941)02:04:20 The Animators' Strike & Walt's Disillusionment (1941)02:15:44 World War II & The Accidental Disney Vault (1941-1945)02:24:27 Post-War Slump to Cinderella's Comeback (1945-1950)02:33:46 Walt's Obsession: Model Trains to Disneyland (1950-1952)02:38:44 Financing Disneyland: ABC, SRI & Davy Crockett (1953-1955)03:17:00 Disneyland's Grand Opening & The Evolving Flywheel (1955-1958)03:39:04 The Florida Project: Walt's Vision for EPCOT City (1958-1966)03:54:20 Walt's Untimely Death & Roy's Legacy (1966-1971)04:00:06 A Parks Company & Creative Decline (1971-1984)04:09:44 Analysis: Why No Other Disney Flywheels?04:17:15 The Seven Powers of Disney04:20:30 Quintessence: Art, Commerce & Timeless IP04:23:47 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.

Are layoffs starting to backfire in Silicon Valley? As Robinhood and Rivian announce job cuts, employees at Meta Platforms are starting to revolt against job cuts and reassignments into jobs they didn't sign up for. Plus, we discuss Fox buying Roku, SpaceX's $60 billion acquisition, and play the World Cup of Investing. Travis Hoium, Lou Whiteman, and Emily Flippen discuss: - Robinhood and Rivian Layoffs - Are Layoffs Backfiring? - Fox Buys Roku, But Why? - SpaceX Buys Cursor - World Cup of Investing - Stocks On Our Radar Companies discussed: Petrobras (PBR), Mercado Libre (MELI), ASML (ASML), Spotify (SPOT), Samsung, Tencent (TCEHY), Alphabet (GOOG, GOOGL), NVIDIA (NVDA), Life Time Holdings (LTH), Rivian (RIVN), Meta Platforms (META), Robinhood (HOOD), Roku (ROKU), Fox (FOXA), SpaceX (SPCX). Host: Travis Hoium Guests: Lou Whiteman, and Emily Flippen Engineer: Dan Boyd Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

(0:00) The third hour of the show begins with a discussion about the potential Celtics offseason acquisitions and caller reactions.(12:01) Ty Anderson joins the show to discuss potential Bruins offseason acquisitions with free agency in two weeks.(30:52) Caller reactions on the Bruins, World Cup, and more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

(0:00) The second hour of the show starts with reactions to the first couple days of World Cup action.(15:07) Brian Robb joins the show to talk about potential Celtics offseason acquisitions.(35:18) Caller reactions on the World Cup, Celtics, and moreSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Seven years after Slow wrote its first check, Sam sits down with Teamshares CEO Mike Brown as the company prepares to go public. Mike's core insight is simple: America has millions of durable, cash-flowing small businesses, but no great long-term owner. After buying and operating electrical contractors himself, he realized the opportunity wasn't another marketplace or PE roll-up, it was building a permanent holding company that acquires great businesses, gives employees ownership, and never sells. Today, Teamshares owns 92 businesses generating roughly $60M in EBITDA. The conversation explores why most roll-ups fail, why capital allocation is the true operating system of the business, and why the traditional private equity model may be running out of steam. Mike closes with an ambitious goal: grow corporate EBITDA from $19M to $100M by 2027 and create a forever home for thousands of small businesses.Chapters00:00 Episode Teaser Featuring Mike Brown, Teamshares CEO01:11 The Teamshares Origin Story04:48 From Wall Street to Buying Small Businesses10:47 Why Going Direct to Sellers Didn't Work (The FSBO Problem)13:18 Buying at Scale, The Teamshares Model15:27 92 Acquisitions and $60M EBITDA, Lessons Learned18:26 Why Generalist Hires Didn't Work19:08 Building a Leadership Pipeline23:46 The Internal YC, Community Across Portfolio Companies27:42 How Technology Powers 92 Businesses28:08 “Will This Business Exist in 50 Years?”32:21 Why Most Roll-Ups Fail37:30 The Road to $100M EBITDA39:51 The Long-Term Vision40:58 Capital Allocation as a Competitive Advantage42:34 Decentralized Leadership, Centralized Capital46:16 Why Private Equity Fails Small Businesses49:25 Going Public, What Comes NextWe're also on ↓X: https://twitter.com/moreorlesspodInstagram: https://instagram.com/moreorlessYouTube: https://youtu.be/3tV4wdtZBukConnect with us here:1) Sam Lessin: https://x.com/lessin2) Dave Morin: https://x.com/davemorin3) Jessica Lessin: https://x.com/Jessicalessin4) Brit Morin: https://x.com/britImportant Disclosures and Disclaimers:Teamshares has entered into a definitive agreement for a business combination with Live Oak Crest Acquisition Corp. (“Live Oak”), a special purpose acquisition company. In connection with the proposed transaction, a registration statement on Form S-4 (the “Registration Statement”) has been filed with, and been declared effective by, the U.S. Securities and Exchange Commission (the “SEC”). This podcast does not constitute an offer to sell or the solicitation of an offer to buy any securities. For important information about the proposed transaction, including where to find the Registration Statement and other legal disclaimers, please refer to the press release available at https://www.businesswire.com/news/home/20260527344175/en/Teamshares-Announces-S-4-Effectiveness-in-Anticipation-of-Nasdaq-Listing.Clarifications:Teamshares currently has 93 operating subsidiaries. Additionally, Teamshares has had documented revenue declines and business closures. A full reconciliation of non-GAAP measures to the most directly comparable GAAP measures, as well as Teamshares' audited GAAP financial statements, is available in the Registration Statement. Investors should review the full set of assumptions and risk factors accompanying these metrics in the Registration Statement.

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

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

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