Podcasts about Afterburner

Send us Fan MailEver wonder why some companies continuously outperform?   “Listen after the ending music for additional content” Episode 144 discusses:  Discipline Behind Sustainable High Performance with Christian ‘Boo' Boucousis.  “Boo” Boucousis is a former fighter pilot turned CEO of Afterburner, a global leadership development company that has spent the last 30 years translating elite military execution into practical business frameworks. Boo helps leaders cut through complexity, execute with precision, and perform under pressure without burning out their teams. Under his leadership, Afterburner has worked with over 3,500 organizations and more than 2 million leaders worldwide, including Fortune 500 companies, fast growth firms, and two NFL teams that went on to win the Super Bowl. Get ready for insider strategies that can put your business on the map!  Episode Benefits:  You can expect to gain actionable insights and strategies to implement Discipline Behind Sustainable High Performance.  This Podcast series is targeted to Business Owners and C-Suite Executives.  It reflects my 34 years as a Business Owner and subsequent years as a Business Mentor and Consultant.  It focuses on the various subjects and topics to help you run a successful profitable business.  They are approximately 15-minutes long so you can listen while commuting.      Reach out to me to be put in contact with Boo.   The Business of Business, topics are divided into 5 Categories: Management, Operations, Sales, Financial, and Personal. Support the showHelping You Run a Successful Profitable Business !For Business Mentoring, Consulting, Schedule a Speaking Engagement, Help you with a Podcast, or to be a Podcast Guest - Contact me at:  www.bcforg.comLinkedIn:  https://www.linkedin.com/in/brian-fisher-72174413/

John talks with Christian "Boo" Boucousis — former Royal Australian Air Force fighter pilot, CEO of Afterburner, behavior specialist, leadership keynote speaker, author of the best-selling book, The Afterburner Advantage: How a Small Team of Fighter Pilots Transformed 3,500 Companies and Helped an NFL Team Win the Super Bowl, host of The Few Leaders podcast, and devoted dad. Through Afterburner, "Boo" helps individuals and organizations turn intention into reality with less wasted effort. Listen to this episode to learn more: [00:00] - Intro [01:23] - Christian's bio and background [03:39] - Going from fighter pilot to business leader [04:47] - The air show that shaped Christian's life purpose [05:32] - Being diagnosed with ADHD and how it affected him at school [06:38] - Why he transitioned from fighter pilot to entrepreneurship [07:16] - Discovering Afterburner and eventually taking it over [08:48] - Afterburner's coaches are fighter pilots from around the world [09:45] - The two core roles of Afterburner [10:47] - Busy vs. effective and why people avoid thinking [13:00] - Missionizing your life instead of simply making to-do lists [16:28] - The ORCA method: Objective, Result, Cause, and Action [19:31] - Creating habits & avoiding all-or-nothing thinking [21:54] - The Plasma ball brain analogy [24:57] - How small daily actions expand your comfort zone over time [27:24] - The myth of big wins [29:53] - Celebrating wins in a meaningful way [33:54] - Christian's transition from military life to civilian life [35:33] - Balancing his ambition and time with kids NOTABLE QUOTES: "If you have some real clarity around your intention, the path looks after itself." "The problem is, it's really easy to be busy and go nowhere." "That's something that a fighter pilot is trained to do: understand that your job is to hit a target, not to go flying." "Missionize your life." "To missionize your life means every day you have to have a mission. You have to achieve something. And then, when you know what you want to achieve, you can work backwards and prioritize the work. Understand: is this a distraction, or is this focusing on what matters? And you start to reduce the noise each and every day. Otherwise, you're just looking for something to do." "Well, humans are engineered to be busy, and as a result, we reward effort and find work. And then, when we start to get into those paradigms of laziness or procrastination, that's usually the byproduct of too much work, or not knowing where to start, or not really understanding why the work is important and why should I bother." "Habits are just doing something regularly and committing it to motor memory, so you don't have to think about it. It becomes an unconscious behavior." "The habit isn't the goal. The habit is the small thing that just gets you moving towards the goal." "The habit you want to instill is the habit of movement, not the habit of going to the gym." "Your whole life begins to become what it is you identify yourself as in the future." "When you win, you release dopamine, oxytocin, serotonin, and endorphins. It's the byproduct of success, which is why successful people seem to be so incredibly busy and not make it feel like work, because they're busy winning. They're not busy doing work." "Even when you have a bad mission, you debrief, you learn some really great things, and that's a win." "It's not the quantity of time that you have with your children; it's the quality of time." USEFUL LINKS: https://callmeboo.com/ https://www.christianboucousis.com/ https://www.afterburner.com/ https://www.linkedin.com/in/christian-boo-boucousis/ https://www.linkedin.com/company/afterburner/posts/?feedView=all https://www.instagram.com/christianbooboucousis/ https://www.facebook.com/christian.boucousis https://www.facebook.com/AfterburnerIncPage https://www.youtube.com/@afterburnerinc CONNECT WITH JOHN Website - https://iamjohnhulen.com    LinkedIn - https://www.linkedin.com/in/johnhulen Instagram - https://www.instagram.com/johnhulen    Facebook - https://www.facebook.com/johnhulen    X - https://x.com/johnhulen    YouTube - https://www.youtube.com/channel/UCLX_NchE8lisC4NL2GciIWA    EPISODE CREDITS Intro and Outro music provided by Jeff Scheetz - https://jeffscheetz.com/ 

This is Part 2 of my conversation with Christian "Boo" Boucousis. We move beyond his origin story and into the mindset of a fighter pilot. As the CEO of Afterburner, Boo teaches teams how to implement a practical, no nonsense approach to clarity, accountability, and performance — the same principles that kept him alive in the cockpit. This fighter pilot's guide is something we can apply in business and everyday life, including: • Iteration as a daily practice — why quick, honest reflection creates momentum • Clear expectations — how alignment reduces friction in work, relationships, and leadership • Accountability without blame — a simple debrief framework for steady improvement • The D.O.S.E. model — using your brain's chemistry to stay resilient and focused Be sure to watch Part 1 to hear Boo's full journey from his childhood in the Australian outback to the Royal Australian Air Force, his entry to entrepreneurship and his faith transformation. Join the Journey If this conversation resonates, subscribe for more episodes that explore clarity, courage, and the mindsets and faith behind meaningful growth. YouTube: https://www.youtube.com/@boldjourneysco Instagram: https://www.instagram.com/boldjourneysco/ Through The Fire Newsletter: https://boldjourneys.co/subscribe/ Chapters 00:00 Think Like Fighter Pilots 03:03 Afterburner and Mission Focus 04:08 Red Tails Lesson on Mission 05:32 Finding and Buying Afterburner 06:52 Accountability and Skill Benchmarks 09:31 Flight Suit Culture and Identity 12:46 The Cognitive Model of Iteration 15:54 Debriefing vs Blame Reviews 21:44 Applying Iteration at Home 27:06 Biases Beliefs Behaviors Framework 32:20 The Chemistry of Resilience 36:11 Final Questions and Takeaways

Bonk, Top Gun, Marine MAWTS-1 and Test Pilot Stories kick off with him bobbing in the Pacific after less than 500 flight hours in total flight time! Actually, that's just the warmup. This week on So There I Was, Fig and RePete sit down with Bonk, a former Test Pilot School graduate, Top Gun instructor, and MAWTS pilot whose career somehow became more insane every decade. One minute he's failing eye exams. Consequently, he almost misses aviation entirely. The next minute he's disconnecting A-4 flight controls in flight and wondering if this was really the best career choice. Then things get weird. Bonk talks about ending up in the water early in his career. Furthermore, he explains what happens when you suddenly discover the ocean is now your office. There are stories about VMFA-531, absurd amounts of flight time, and the strange reality of becoming “the old guy” while still doing incredibly dumb fighter pilot things. Wait, what? At one point, Bonk casually explains flying through an afterburner plume because he heard it. Heard it. Not saw it. Heard it. Naturally, that turns into a discussion about air combat maneuvering, test flying, and the tiny margin between “legendary story” and “aviation mishap report.” The episode also dives into: Top Gun and MAWTS culture Test Pilot School insanity Zero-G flights Engine testing Why Boards of Inquiry can ruin your week The origin of the callsign “Bonk” The strange process of translating fighter pilot language into something normal humans understand This episode feels like sitting at the bar after a squadron reunion while somebody keeps saying, “No seriously… this actually happened.” And somehow, every story gets crazier. Sponsor Spotlight – DCArtworks creates custom CNC-cut aviation and military artwork that honestly belongs in a ready room or squadron bar. Their handcrafted steel work is ridiculously good, and nearly every piece is custom-built to tell your story. Check out DCArtworks.net and talk to Derrick about building something unique for your office, hangar, or home. Sponsor Spotlight – We're excited to partner with OneSkin, a company founded by PhD scientists dedicated to skin longevity. Rather than just masking the signs of aging, OneSkin's proprietary OS-01 peptide targets the biological root causes of skin aging at the molecular level. It's a simple, science-backed addition to your daily routine that helps your skin stay resilient and healthy, no matter how much time you've spent in the cockpit or out on the water. It's dermatologist-tested and even has the National Eczema Association Seal of Acceptance, so it's safe for the most sensitive skin. Get 15% off OneSkin with the code STIW at oneskin.co/STIW#oneskinpod

Like or didn't like what you heard? Share your sip with me! What happens when fighter pilot precision meets the complexity of modern leadership?In this episode of LeaderSips, I sit down with Christian “Boo” Boucousis—former Australian fighter pilot, CEO of Afterburner, and a global voice in high-performance leadership. For over 30 years, Afterburner has translated elite military execution into the business world, impacting more than 3,500 organizations and over 2 million leaders—including two NFL teams that went on to win the Super Bowl.Boo's journey—from the cockpit to the boardroom—is grounded in a powerful truth: in high-stakes environments, success isn't driven by motivation…it's driven by mindset, method, and mission clarity.We explore what that looks like in practice, including:Why today's leaders need iterative thinking, not instinctive reactionsThe principles behind Flawless Leadership—a next-generation model built for speed, alignment, and adaptabilityHow to lead with precision without burning out your teamWe also dive into Boo's latest book, The Afterburner Advantage—an Amazon bestseller in leadership—and enjoy a sneak peek of his new book, Flawless Leadership. Explore more from Boo:Website: https://callmeboo.comInteractive AI Agent: https://ai.afterburner.comSo pour yourself a cup, lean in, and get ready to rethink how you lead, decide, and execute. In a world moving at full throttle, the leaders who win aren't the busiest—they're the clearest. ☕️✨For more sips and tips, connect with me on social and follow @LeaderSips @Leadspirations and @LifeisGrit on Instagram, Threads, X, Facebook, YouTube, and Pinterest. Learn more about me at karlynnholbrook.com 

On today's episode, Andy sits down with Ryan "Max Afterburner" Bodenheimer, a fighter pilot and military strategist. They delve into the complexities of modern air combat, focusing on the strategic challenges posed by China and Iran. Ryan shares insights into China's ambitions, including their plans for Taiwan and the role of advanced technology in their military strategy. Check out Ryan's Youtube Channel: @maxafterburnerusa Change Agents is an IRONCLAD Original  Sponsors: Chapters:  (00:00) Introduction  (01:04) Transitioning from Combat Pilot to YouTube (08:11) The Final Flight: Raging Over Death Valley (15:50) The Road to the Thunderbirds and Combat in Afghanistan (24:58) The Corporate Military-Industrial Complex (28:21) Analyzing the Iran Air Campaign and Nuclear Site Strikes (37:47 ) How the US Stays Ahead of Russia and China (43:08) The Anatomy of an F-15 Ejection (58:27) Pilot Eyewitness: Two Unexplained UAP Sightings (01:08:17) The Future of Flight: Electric VTOL and Rotary Aviation Sponsors: Firecracker Farm Use code IRONCLAD to get 15% off your first order at https://firecracker.farm/ GHOSTBED: Go to https://www.GhostBed.com/IRONCLAD and use code IRONCLAD for an extra 15% off sitewide. Norwood Sawmills: Learn more about Norwood Sawmills and how you can start milling your own lumber at https://norwoodsawmills.com/?utm_source=podcast&utm_medium=ironclad&utm_campaign=ironclad Learn more about your ad choices. Visit megaphone.fm/adchoices

Bienvenidos a Cepeceros, un podcast en Mode 0 para amantes del píxel ladrillo. En esta ocasión nos acompaña José Manuel Garrote, con quien repasamos dos clasicazos como Birdie y After Burner. Conoceremos la relación personal de nuestro invitado con ambos juegos y que recuerdos y sensaciones le despierta. Toda la info sobre los juegos y nuestro invitado en nuestra web: https://www.cepeceros.com Ko-fi: https://ko-fi.com/cepecerospodcast

00:00-00:57 Intro 00:58-11:54 The Last 72 11:55-20:36 President Trump 20:37-27:02 Eric Swalwell Drops Out 27:03-33:50 Artemis II Astronauts Return 33:51-46:53 The Masters 46:54-01:41:00 Max Afterburner Interview 01:41:01-01:43:26 Post-ShowYou can find every episode of this show on Apple Podcasts, Spotify or YouTube. Prime Members can listen ad-free on Amazon Music. For more, visit barstool.link/ZeroBlog30

In this episode of Long Blue Leadership, Joel “Thor” Neeb '99 explains this simple framework. “Yes” builds experience. “No” protects focus and time. SUMMARY In this episode of Long Blue Leadership, Joel Neeb '99 explains this simple framework. Yes builds experience. No protects focus and time. Leadership is knowing when to shift.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   JOEL'S TOP 10 LEADERSHIP TAKEAWAYS 1. Time is your most finite — and most misused — resource. Facing mortality created instant clarity: Stop letting others waste your time. You must actively protect time to focus on what matters most. 2. Regret comes from inaction — not failure. Neeb didn't regret failures — he regretted not trying things that were uncomfortable. Leadership growth = bias toward action in uncertainty. 3. Imposter syndrome + growth mindset = a leadership superpower — “I don't belong here… yet” paired with effort fuels growth. Elite teams are full of people quietly thinking the same thing — and pushing forward anyway. 4. Reinvention is not optional — it's continuous. You don't “transition” to a new role — you start over from scratch. The best leaders willingly become beginners again. 5. Comfort is the enemy of growth. When things become easy, growth stops. Leaders must intentionally seek discomfort, not avoid it. 6. Elite teams + inspiring mission = peak human performance The most meaningful work comes from: Being on a team where you feel you must earn your place and pursuing a mission bigger than yourself. This combination drives purpose and performance. 7. Say yes early in life, say no later in life. Under 35: Say yes to everything → build capability through exposure. Over 35: Say no to almost everything that doesn't align with your goals → protect focus. Leadership maturity = ruthless prioritization. 8. The future belongs to those who disrupt themselves first. AI (and any disruption) rewards those who move early. “Stay slightly ahead of the rate of change” = competitive advantage. 9. AI should be a thought partner in everything; not a replacement but an accelerator. Leaders who integrate AI into daily workflows will move exponentially faster. 10. Think in five-year transformations, not three-month wins. People overestimate short-term output and underestimate long-term transformation. Leadership requires a bold long-term vision and daily actions from that vision.   CHAPTERS 00:00:00 — Introduction: From Fighter Pilot to CEO-Level Leadership 00:00:49 — Stage 4 Cancer Diagnosis: The Moment That Changed Everything 00:03:48 — Clarity on Time, Regret, and What Truly Matters 00:07:02 — Reinventing Yourself: Leaving the Military & Starting Over 00:10:04 — Growth Mindset, Imposter Syndrome & Elite Teams 00:13:38 — Learning the Language of Business 00:17:14 — AI Is Disrupting Everything: What Leaders Must Know 00:22:46 — Using AI as a Thought Partner to Move Faster 00:24:58 — Say Yes Early, Say No Later: Mastering Your Time 00:35:06 — Big Goals, Long-Term Thinking & Final Leadership Lessons 00:37:22 — Joel's Big Audacious Goal: Leading Through AI Disruption 00:42:47 — Using AI to Learn Faster (Even While Working Out) 00:48:14 — Closing Thoughts and Key Takeaways   ABOUT JOEL BIO Joel "Thor" Neeb '99 is a recognized business leader in the software-as-a-service (SAAS) industry. He most recently served as vice president of execution and transformation at VMware, where he led a cultural and operating model transformation for the 40,000-person company as well as helped launch VMware's AI roadmap and strategy. Prior to VMware, he served as chief executive officer at Afterburner Inc., where he led more than 100 elite professionals, including former fighter pilots, Navy SEALs, and Army Rangers, in helping global organizations achieve breakthrough performance. Neeb is a former United States Air Force F-15 mission commander. He was the tactical leader of 300 of the most senior combat pilots in the U.S. Air Force and oversaw the execution of a $150-million-per-year flight program.   CONNECT WITH JOEL LINKEDIN  |  8x8   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS: Guest, Joel "Thor" Neeb '99 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz 0:11 Joel, my friend, welcome to Long Blue Leadership.   Joel Neeb 0:13 Thank you very much. So glad to chat with you.   Col. Naviere Walkewicz 0:15 Oh gosh. Well, we are excited for this. It's going to be just a filled conversation of incredible insights, and you have so much to share. And I think what's really special about this is how we're going to touch into AI, because it is relevant, and it's everywhere now, but I actually want to dial it back first to a very specific moment in time, and it's probably an area that has really transformed your life, right? So you went through stage 4 cancer. I mean, not many people can say that they have gone through that and survived it, and I think it also really impacted others in your family. Can you just share a little bit about your story? Joel Neeb 0:49 Yeah, so back in 2010 I was flying, on top of the world. I was going through the interview process for the Air Force Thunderbirds, and I found out, out of nowhere, that I had a stage 4 cancer diagnosis. So within just a couple of weeks, I went from feeling like I was at the peak of good health to now being told that I had about 18 months to live and a 15% chance to live five years. And those would be a pretty gruesome five years if I did make it that far. And so that was the new reality that I had to contend with. Col. Naviere Walkewicz 1:19 I can't even imagine that. I mean, just… Was there some kind of indication, like, you went in and you were checked up and they found this? I mean, it just wow, just boom. Joel Neeb 1:30 You know, it's funny. I actually have to credit the flying role with most likely diagnosing and solving this for me early. Because when I would fly and I'd have my G suit on my abdomen, it would inflate against me when I pulled Gs, and it was a pain that I was experienced on the right side of my abdomen that right around my appendix. On a scale of one to 10, it was like a two. So nothing big, but big enough that when I went and saw the flight surgeon for my annual physical, I mentioned it, and I said, I'm sure it's nothing, but they did the right thing, and did some quick tests and ultrasound on that area and some MRI work, and they were able to very quickly determine that a big tumor grown in that spot. Col. Naviere Walkewicz 2:09 Wow. Well, I guess right there, just a lesson off the bat is listen to your body. You know your body, and if something doesn't feel right, seem right, you know, say something and get it checked out.   Joel Neeb 2:18 That's exactly right.   Col. Naviere Walkewicz 2:19 Oh, my goodness. OK, so you got that diagnosis. You're sitting there with that information. How do you process that? What is the conversation with your wife, you know, what's the next step when you're given some kind of timeline like that? Joel Neeb 2:34 Yeah, you know, it's interesting. I would have thought having gone through like fighter pilot training and even the Air Force Academy, and, you know, all the things that build resilience in life, that I would have felt more prepared for that moment. In other words, that I would have felt more prepared than the average individual. But I did not. I felt, I felt very much like I was in a catastrophe from which I couldn't see how to get through the day to day activities. I was a zombie around the house and it really relied on my wife and my family stepping in to help me. And so for a good couple months, it's was just kind of inconsolable and, you know, I always like to say it was, I would wake up and go through my day very, very tired because I didn't sleep the night before. And then I go to bed staring at the ceiling fan spinning, trying to figure out, you know, any options that I would have to extend my life for my kids to remember me a little bit. I had a 1- and a 3-year-old and so I went through life for a couple of months just a zombie and doing very poorly. Col. Naviere Walkewicz 3:38 So what changed in that couple of months that, I guess, changed the trajectory of how you looked at things, or how you approached her, or what happened? Joel Neeb 3:48 Yeah, you know, there's a great quote that I repeat a lot, which I think makes a lot of sense, which is “the dying have the most to teach us about life.” And what it really means is that when you're faced with these types of struggles, that all of a sudden, whether you're 80 or 33 like I was, you get a certain amount of clarity right in that moment and it's good for eliminating the rest of the noise in your life and identifying what's most important and what should have been most important all along. And that comes through and is in the forefront is it was fascinating to me that the moment I got the diagnosis, immediately I was mad at myself for spending any extra time at work, like it was like a light switch in my head went off and said, like, “You shouldn't have stayed that extra hour at work just to watch the clock turn. You were done with your job there.” I had a boss at the time that I was a huge fan of and he was a clock watcher, and wanted just to be in there to fill up time. And my mind immediately went to “now my finite resource is time, and I've been wasting it.” And I remember vowing that I'll never waste my time again, and I've been very disciplined against letting anybody steal time from me from that point forward; that was one of the key things I took away. And then looking back in my life, there were things I regretted, things that I celebrated and that I was proud of, and also considered what I would do differently if I was given a second chance. Col. Naviere Walkewicz 5:05 So, you know, you wrote a book called Survivor's Obligation. I'm curious about this journey, though, because obviously you beat it 15 years later, you're here. So, you know, you beat the odds of the 18 months. What was that like when you still had to provide for your family? You know, you were still working like, what was that journey like? Joel Neeb 5:25 Yeah, first of all, I have to credit the Air Force with showing up in a huge way. At that time, I was watching other people in the civilian sector who were undergoing cancer struggles, and they had a much more difficult time than I did. The Air Force had stepped in and was making meals around the clock for my family. I didn't have to show up to work. I you know, they afforded me every opportunity to get better and I really credit the Air Force family with getting me through that period of time, in ways I just certainly would not have been able to get through on my own, and in terms of, like how I looked at my life as I was thinking about the things I was proud of and the things I regretted. The things that I was proud of I was a little surprised by, and the things I regretted I was surprised by. I didn't regret my failures, of which there were many. I didn't regret them, because what I actually regretted were those times that I didn't try, where there's times where I didn't make the effort into doing something new that was a little bit scary, that would have put me outside of my comfort zone, and maybe would have challenged my ego a little bit. And now the end of my life was here, and I'd never have a chance to do anything else. You know, my story was complete. And I said, you know, really angry at that. Had I gotten a second chance, I would do things very differently. I love being a fighter pilot, but I would have preferred it to have been a chapter in my life, not the entire book. I would have tried to go to the business world and done all these things, and when I did get that second chance, and basically, God called my bluff and said, “All right, let's see if you actually follow through with this.” Then, of course, I had to hold myself accountable to living differently in that next chapter.  Col. Naviere Walkewicz 7:02 So that's what you're doing now. You're living in this next chapter. And so, I mean, I think there's a transition out of the military. Obviously, you retired as a lieutenant colonel. And so talk us a little bit about in this moment of what you're going to do if given a second chance. Let's talk about what some of those things that you took a chance on, maybe in the business world first. Joel Neeb 7:24 Sure. So our mutual friend, Kovacic, he says, “I'm in the middle of my Texas Longhorn MBA right now. It's amazing. It's just down the street from you.” He knew — he was following my cancer struggle closely. And he said, “Look, you're two years into this journey. Who knows what the future holds?” But I talked to him about wanting to be in the business sector and trying something new. And he said, “If you're serious about that, you should join the MBA program.” And so that's what I did. I went and joined the MBA program and had a blast being the dumbest guy in the room, by far, in business school. At the same time, it almost reminded me of being a fighter pilot again, or at least the early days of being a fighter pilot, because it was a little bit of a combination of terror and exhilaration, which is really what I loved about being a fighter pilot. That first time you go upside down by yourself and in pilot training and you prove to yourself you can do it, you're a little bit terrified, but fully exhilarated, and knowing that this is exactly what you should be doing. At the same time, I had that same sentiment as I'm sitting in business school classes, as I'm trying to keep up with the conversation there, and you say, “Well, you know that's so different from flying a plane, how are you getting the same joy out of it?” And it's really because where I landed with, you know, what did I value most in life. It came down to the times when I was on an elite team with an inspiring mission, an elite team, meaning I felt like I didn't deserve that spot there. And the little secret was, everybody on the elite team didn't feel like they deserve that spot there. But boy, are they going to try to earn it. And then that inspiring mission that we're pursuing, whether it was our time at the Air Force Academy, I always felt like I didn't deserve to be there. I felt like that was an incredibly elite team with an inspiring mission. Felt the same way about being a fighter pilot. Had a healthy dose of imposter syndrome going through all of this, but I've learned to believe that that's a bit of a superpower, in a sense, because if you have imposter syndrome coupled with a growth mindset, which means I don't belong here today, but I can sure earn the right if I try hard. I think that helps us to really realize the full potential of our lives. Col. Naviere Walkewicz 9:26 Really well said. And I think that actually kind of helps us see how you're able to make that transition. I want to go back to the fact, — first off, Kope is amazing. I love that he, you know — it talks about the Long Blue Line and our networks from the Air Force Academy. They really are for life. And I think, you know, you just, kind of just showed that you applied and you participated in this MBA program when you're in your mid-30s. Then can you talk about that a little bit? I think there's an interest in, “Oh, if I didn't do this in my 20s, it's too late.” Can you talk about that transition in, you know, your mid-30s, and do you think that was the right time? Can people do it later in their life, etc? Joel Neeb 10:04 So I would say you certainly can do it at any point in life. You can recreate yourself at any point. A lot of — gonna go totally off topic, but a lot of longevity science is saying that the first person to live to be 150 is alive today, meaning we're all going to see a lot more healthy years hopefully in our lives than ever before. So that should mean that all of us should pursue multiple chapters, and there's certainly not a point in life where we're done reinventing ourselves. But the key is the word “reinventing.” And I was at a point in my career where, at 33 years old, I was very, very comfortable flying. I was very, very comfortable doing air shows and flybys and leading missions and signing autographs. And so my identity was a lot of ego and not a lot of growth, meaning it felt good to be told how great I was at doing a certain skill set, but it wasn't that hard to do anymore. It becomes rote, and I wasn't growing at this point. In order to go into the business world, I had to completely reinvent myself. And I like to tell people that are transitioning out of the military, as difficult as it was to do the first thing, whether that's be a fighter pilot or an intel officer, or how you had to reinvent yourself at 23 years old — that's just as challenging as it's going to be. You have to sign up again for the B course, as we call it, as fighter pilots. The thing that introduces you to being a fighter pilot and realize that you're devoting that much effort to reinvent yourself. And people would push back and say, “Yeah, but you've already led in these environments. You have all of these things that should carry over. Wouldn't it be easier for you just to make a transition and less of that initiation energy that's required to start this new thing?” The answer is no, you literally have to start it over, as if you're 25 years old. You got to eat a lot of humble pie and realize you're not special in this environment. But the good news is, you can become special very quickly if you're willing to reinvent yourself now — you bring perspective that nobody else can carry. Nobody else knows how to navigate high stakes, life-or-death environments like we've learned in the military. Nobody shows up with the processes that we've learned through checklists and through cultural training, all the things that maybe we didn't even aware that we're seeing. As soon as you see the opposite in the business world and you realize, well, we don't have that great of a culture here. We had a great one in the military. That's a huge resource that you can bring into that environment, but only after you've completely reinvented yourself and translated your skill set into something that's meaningful for that business setting. Col. Naviere Walkewicz 12:28 So Joel, that's fascinating, because what you're saying is you're almost stripping yourself of all these experiences to really open up your aperture for what's new. And I'm curious if this was a way you came into that? Sid you go in with your eyes wide open with that plan, or did you learn this about yourself? Joel Neeb 12:47 I came into it arrogantly. I went into these conversations thinking, “Wait till they see how much I have to offer. I've been in very complex scenarios. I've led my way out of them. I have all these awards for being a good leader and a good instructor, and so just wait until they see what I've got to offer.” And that's why business school helped me out a lot, because in a sandbox setting that really didn't have consequences, I got to participate in conversations and learn very quickly I didn't know what they were talking about and that they were — they had an understanding around business already that I didn't have. I didn't understand the language, and I needed to really reeducate myself to become ready in this moment. And so there were moments in that period where I would have done very differently in approaching that next transition, had I known how far I had to go to really having something to offer the business sector. Col. Naviere Walkewicz 13:38 Was there a moment during that time when you were getting your MBA that, in a way that cancer startled you as a life-or-death situation, and you changed your you know — “If I'm given a second chance.” Was there a moment in the business, you know, getting your MBA where you like, really, like, linked into like, this is what I'm going to be doing. It was so clear to you the next move in this, in this journey. Joel Neeb 14:04 Yeah, I say that. I mean, there's one that stands out that really showed how little I understood the business world. So they're talking about pipeline in this conversation at my MBA school, and they said, “You know, we need to improve pipeline. We're working on getting better pipeline for our needs.” And I'm listening to this thinking, “What are they talking about? Is this like an oil pipeline? Is this pipe plumbing? What do they mean?” And for those in the business sector, of course, you understand. They're talking about a sales pipeline. A sales pipeline is a sales funnel that shows that the leads that turns into the sales and the conversion rate and all the things that that, of course, I know intimately well. Now, at that point, it showed me that there's an entire language I just haven't been exposed to, because I'd been talking about missiles and G forces and airplanes for so long that it didn't matter how much experience I was bringing to the table. There was a language I didn't understand. Col. Naviere Walkewicz 14:50 I think that is really, really thoughtful in how you showed that, because then it helped you probably in navigating when you're leading, you know, other teams that have different experiences coming to the table. So when you learn that language, and I want to talk a little bit about, you know, CEO of Afterburner, let's just talk about your role in the civilian sector, your multiple roles, I'd love for you to share a couple of stories where you've grown as a leader and where you've continued to learn things about yourself in that space. Joel Neeb 15:22 Yeah, so at Afterburner, what we end up doing at Afterburner, more often than not, was leading in keynotes, doing workshops for training, and what we would show them is how you can leverage the things that we learned in the military on the elite teams that we participated in, whether that's Green Beret, fighter pilot, Navy SEAL — we hired all those backgrounds, and, of course, look for teams that had a business degree on top of that. What we ended up doing was getting on stage in front of these folks and sometimes talking to 10,000 people. So I've done presentations in front of 10,000 people in my past. And what I was surprised by — thinking about the learning opportunities and where the growth came from — is that even after having done 3,000 briefings, you know, in a fighter pilot setting, and getting in front of the red flag team in Nellis and doing a presentation there, I would be behind the scenes at some of these huge presentations, and I would get incredible stage fright, I guess is the only way to say it. Butterflies. I would feel like I was going to pass out. And the reason I share this is because I was frustrated that it didn't translate better to this new thing that I was looking to do with public speaking. Now I'm talking for an hour, and I had to be engaging and comical at times, and, you know, bringing the audience into it. I say that because, once again, I was finding that that combination of terror and exhilaration and proving to myself that I could do it, and I had a new place that I needed to grow into for that now, I've done this enough times where my heart rate doesn't go up a beat when I do this at this point, but that's after doing thousands of presentations and I think the key takeaway for me was our growth is never over with, and it's growth that really feels good, and so leaning into those areas of discomfort has been something that's been really important to me my entire life, particularly after cancer. Col. Naviere Walkewicz 17:06 So what is growing you now? What is new for you that you are pursuing in your personal growth and development? Joel Neeb 17:14 Yeah, so it was new for me now is what's new for society, this next era with AI. AI is going to disrupt every one of our lives. And just as aggressively as AI disrupted my life with cancer, or, excuse me, as cancer disrupted my life, or even becoming a fighter pilot or joining business school disrupted my life, we see the same thing take place on a personal and professional level because of just how powerful this new technology is. And if you're sitting there wondering, “It hallucinates still, and I don't really buy it, and we'll see where this ends up,” I'm here to tell you, as somebody who's at the bleeding edge of AI that's going to transform every single thing we do in very good ways, but also disrupt the way you think you add value today, and the way you think that you know we should participate on teams right now. And so that's it's going to disrupt everything. And so I'm looking to constantly reinvent myself in the context of this next era. And I'm also looking to lead our 2,400-person company at 8x8 on that same journey, so that we can disrupt ourselves before we're disrupted. Col. Naviere Walkewicz 18:14 So what does that look like right now? Share something maybe that is on the leading edge of that, you know, that forefront of being disruptive before you're disrupted in your organization. Joel Neeb 18:27 Yeah, so for us, it's making this new technology as accessible as possible so that we can break down the barriers for using it and realizing that, much like in the '90s, we went from only a small technical portion of the company that was using computers, then expanded to, of course, everyone in the company is using a computer on every desk. But that wasn't always like that in the late '80s and early '90s; that was just reserved for a very technical portion of the group. Now that expanded. Of course, everyone's on the net. You wouldn't dream of trying to get a job without being internet savvy and having computer skills. We're going to see the same thing take place with AI and so, and I don't just mean using AI. I mean using AI to code, using AI to build things, and it's not just going to be reserved for that technical component of the company anymore. And so what that looks like for us: We conduct a weekly session where we talk about the use cases from the previous week on a personal and a professional level. Why is that important? Because now we're breaking down that barrier. So last week, I'll give you an example. We had somebody whose father passed a couple months ago, and this person had he lives in the UK. He's from Africa. His father had never met his son, so this person's grandson, his father's grandson, he'd never met. And by using AI at his funeral, he was able to take their images and create a moment where they came together and hugged and picked up the grandson and played this really touching video for the rest of the people there to share in that moment that never really happened, of course, but was able to celebrate this person's life and that connection through the grandson. And it was just a really I mean, they were people that were getting emotional, talking about it, listening to the story. And then we have somebody else say, I had my basement flood, and I took pictures of it, and I used AI to imagine how we would have to renovate it and build it back better. And somebody else says I successfully used AI to combat the tax increase on my house, because I came up with good comparables around the area and a good way to beat it. By the way, it's a really good one to use, if you have…    Col. Naviere Walkewicz 20:32 A mental note right there.    Joel Neeb 20:33 Exactly. So we're lowering the barriers on a personal level. So then when I tell you on a professional level, here are my expectations for how you'll bring AI to the table to accelerate the things you're already doing, the teams are ready to do that, and that's been a really important aspect of this journey. Naviere Walkewicz 20:50 Is it important for an organization to already have a culture that is open to — I think what you know is you're going to get a bunch of different perspectives. You're going to get a, you know, maybe thinking outside the box that you wouldn't have thought of. So would you say that the organization was ready for that? Or have you had to create that culture along the way? Joel Neeb 21:11 Yeah, I'd say, you know, change is hard. Nobody likes change. We like being through change. And so one of the things that growth provides an opportunity to change for the better, but it's always start to get that activation energy to really pursue change. And so what we had to teach the culture at 8x8 is to not be change weary, but to be change ready, and to understand that in this era, our ability to stay a couple months ahead of the rate of change will be a superpower the likes of which no one can compete with us. Meaning as difficult as it is to pursue this change and to continue reinventing yourself — and when I say revenge up, I mean if you're doing the same thing today in six months, then you're gonna be passed by — literally changing that fast. And we're seeing that inside of our company. And so the new constant will be changed. The new constant will be disruption. And the faster we get comfortable with that, and the faster we realize that if we disrupt ourselves a little bit faster than the competition, that's a superpower, but we're already enjoying it internally within 8x8, but it's because we've forced ourselves to get a little bit ahead. Col. Naviere Walkewicz 22:15 that's really interesting. And I imagine, would you say that it takes, you know, when you are in this transformation mode, because this is what you're taking your organization through, you know, how are you coaching as a leader? How are you — maybe it's through the repetition of trying it in their personal life. But you know, what are you sharing from a leadership perspective that's helping them think that way constantly, right? I mean, it's different from, “OK, I'm going to do this today and…” But how are they constantly ingraining that in themselves? And how are you leading that?   Joel Neeb 22:46 Yeah, a couple of ways. One, we're saying that AI should be a thought partner in everything that we do, maybe not a thought leader, meaning, I'm not going to hand off a decision or an activity to AI, per se, but literally in everything that we do. So I'll give you a quick example in your role. So you're doing podcasts, and these are amazing. And by the way, you're poised, and I'm not surprised after knowing you at the Academy, because you were very polished then. But this is incredible. You did a phenomenal job with this. But let's say that you want to get some feedback after this session. You can take this transcript, upload it to AI, and you would say, “Give me the key themes from this session that we discussed.” You could say, “Create emails that will be enticing and send them out to the entire team based on this transcript that we have for this conversation.” You could say, “Create new episodes and new questions for the next 10 guests that will continue to weave a red thread of common questions and common themes throughout all these.” Where I'm going with this is when you consider how to use AI as a thought partner in everything that you're doing, you can go 100 times faster on the key things that we want to accomplish. Col. Naviere Walkewicz 23:52 I believe that wholeheartedly. And just a little side story, I'm coaching my son's fifth grade basketball team. Never coached basketball before, and he's going to be middle school next year, so it's the one and only year. But I used ChatGPT to build out my coaching plan, and we are — we only lost our first game and we've been undefeated since so I'm going to hand it off to my ChatGPT coaching partner.   Joel Neeb 24:13 That's amazing. That's a great story. See, that would be one we'd love to hear at our session that we do every week around how accessible AI is. Because people hear that and they say,” I can do that too. I want to bring that to my kids game.” The more we use it every single day, the better prepared we're going to be for the big changes that are coming. Col. Naviere Walkewicz 24:27 Excellent. So Joel, I want to dig into your personal life a little bit, because you have such a fascinating way of — I mean, you make everyone feel that the moment that they're spending with you is 100% theirs. But I know in the background — and your time is important, you talked about that — but I know in the background, you are doing so many things. You've got your family is a key pillar. You know, your health and fitness is a key pillar. You're traveling all the time. As a leader. You know, how are you navigating all of that and doing it so well? Joel Neeb 24:58 Well, first of all, I appreciate the sentiment. I certainly don't feel like I'm always doing it well, but I'll tell you my philosophy and how I mentor people that are that are pursuing a path to their dreams, and whatever that dream might look like, is the following. I tell them, “If you're younger than 35 years old, you need to say yes to every opportunity that comes your way.” What do I mean by that? When the boss asks you if you're able to give a big sales presentation, even though the voice in the back of your head says you're not ready for this — “I don't think you you're gonna do well,” the answer is yes. You prepare yourself, you go out there, you embarrass yourself, you do it better next time. And that's how you learn through that process. When they ask you if you're ready to go lead this mission, your answer is yes. You're gonna figure it out. You're gonna do everything behind the scenes to make sure that you're successful. And you're going to push yourself into that discomfort zone and ensure that you're leaning into all of those opportunities as aggressively as you can. Why? Because it's exposure to all of those areas of discomfort that really owns the discipline for us to perform in this positive way when you get to those areas now. When you're after 35 years old, the main advice that I give to people is that you're flipping the script. You are no longer going to say yes to everything you're asked. You're going to aggressively say no to everything you're asked unless it aligns to your key things that you want to pursue in life. So you're completely looking at it in a different direction. I've said yes to everything for the first half of my life. Now I'm saying no to everything in the second half. Why? Because it's the distractions that stop us from doing the big things in life. Once we pass about 35 years old, the better you are at saying no to things, the freer your time will be to say yes to the most important things. So while it looks like I'm juggling a lot of things, to your point, I'm aggressively saying no to everything else that doesn't align with a few things that I have really focused my time on. Naviere Walkewicz 26:52 So let's pull that thread a little bit more, because saying no is uncomfortable, and it may feel to some that they are letting others down. How do you or how might you coach them through telling someone no? Joel Neeb 27:09 Yeah, I would say that I don't have that problem. I probably did, and certainly prior to cancer, I would have. I am at the place now after I've learned how short all of our lives are, not just my life because I had a cancer battle. And the big surprise for me was not that I might die in 18 months, it was that I was going to die at all. Because for all of us, that notion of death is so far away and really something that we don't really come face to face with very often in life, that all of a sudden I had to accept the fact that I was going to die someday, and I better make good use of the time between now and then. So when people ask to have my time, I aggressively say no. I never feel bad about it. And then I also introduce gatekeepers to my time on top of that. So I don't even — most of the time you're working with my executive assistant, most of the time you're gonna be working with somebody on my team, and that's because I want to jealously guard my time at this stage so I can be as incredibly impactful on the few things that I want to do as possible. That desire dwarfs any emotional attachment I would have to say no to somebody else that long time. It doesn't even cross my mind to think twice about it. Col. Naviere Walkewicz 28:25 I think that's a great lesson right there. I mean, I think if you actually put time as the, you know, main, the thing you're protecting, right, everything else on to your point, it dwarfs behind that. And I think the way you did that, you actually made it very doable for people to say no, because now you've created gatekeepers, you put some stops in there. And I think that's a lesson that people can take away as they're looking to navigate their journey forward. So thank you for sharing that for sure. So, you know, you wrote two books, I'm sure there's probably more. Is that something you've always wanted to do, or has that been a realization of “I've experienced this, and there's a — I need to share this. Like, what was the impetus behind writing books on your experiences? Joel Neeb 29:09 Yeah, great question. Very different reason I wrote both books. So the first book was born out of this feeling that as I was going through cancer, that clarity that I experienced: The dying-have-the-most-to-teach-us-about-life piece of it, I came back to the sense that, wow, I wish I knew this before I had cancer, I would have lived my life very differently, and I had made a deal with God that, you know, if I do make it through this, I want to share these insights and share what you know, my perspective was from being on this precipice with death and what I take away from it, because I did think it was valuable enough for my life to share with others in my immediate vicinity and then to write it in a book. And I just needed to get that out of me. The second one for the insight age is much more around what is the template that I wanted to pursue within companies to help take them from the Information Age where we have universal access to information, to the Insight Age, where we now have universal access to AI-driven insights, and how you prepare for that. I wanted people to have the template for it and understanding about how I approached it before I showed up so that we could all be on the same sheet of music when I led the transformation. Col. Naviere Walkewicz 30:15 OK, that's really helpful. So as we think about AI in business, and, you know, having a template for that, can we talk a little bit? And we went to the Air Force Academy, and so I, gosh, I can't even imagine how I might have been a better student had we had AI back in the day. But how do you see AI disrupting? You know, our service academy cadets are, you know, anyone going through, you know, degree programs, you know, how do you use it where there's still original thought, but obviously it's, there's a thought partner that is helping you and maybe accelerate that. I mean, how is that working? Joel Neeb 30:49 It's the same shift that you and I both experienced with universal access to information in the Information Age. And so in other words, there was a time where you had to memorize every phone number that you would call in your network, right? I mean, I sat down — we went to a high school reunion recently and we all sat down and we're trying to rattle off the phone numbers across the table. And we got most of them out there, still lingering in our head somewhere, these memorized phone numbers for everybody. I couldn't tell you, like, my kids phone numbers at this point, like, because I'd push a button and I just get it. And where I'm going with that is we're now in an era where memorization of rote facts and phone numbers and just facts that you can find in the internet is no longer required, and we're used to that, right? And so I wouldn't say that we think less. I would say we think a lot more. At this era there's a risk right now of saying, “I'm no longer going to be required to do critical thinking, because AI is going to do some of that for me.” And the answer is, it will. But much like I got a calculator for every GR that I got to go to — I did a math minor at the Academy…    Col. Naviere Walkwicz 31:54 That's why I didn't see you in any classes.     Joel Neeb 31:59 I brought a calculator to every test, but it certainly didn't make it easier. If anything, it made it harder. I would have had an easier time like writing down calculations and just having to do the arithmetic. Because I had something that did the arithmetic for me, it elevated my thought process and made me more responsible for the critical thinking. You're going to see the same thing with AI. So as you think about it, how AI will disrupt a knowledge institution like the Air Force Academy. At first blush, we would think, well, it's just going to make it easier to cheat. It's going to make it easier to do the things that we're doing today. Yes, it does, just like if I only was doing arithmetic, a calculator makes it easier for me to do that, and I can turn my brain off. But as we all know, it's just going to elevate the threshold for what is required of us, right? So we're going to go in right, we're going to go into this next era with a thought partner on everything that we do, but you still have to guide that thought partner. You still have to point it in the right direction. You have to ask it the right questions. This era is going to be much less about having the right answers and much more about asking the right questions to find success.   Col. Naviere Walkwicz 32:59 Which is critical thinking at its finest, honestly. Fascinating. So, you know, Joel, I think about you and, you know, when I see the, like, the things that you're doing, American Ninja Warrior, your family is involved in this. How do you see, you know, how do you bring your family into the vision that you have it with the growth mindset? Do you see that that's how your family is? All the children are raised that way your wife is. I mean, is this the way that the Neeb household kind of operates? And has it always been this way, or has it really been since you kind of came to that realization that life is too precious for me to live otherwise? Joel Neeb 33:35 Yeah, I mean, I try to live the philosophy that I want my family to live as well. And it's not the Joel show, meaning this is not just for them to support me and go cheer in the crowd at American Ninja Warrior. My wife has gone on and done physique competitions like you have as well. Col. Naviere Walkwicz 33:49 She's amazing. Your whole family's amazing. Joel Neeb 33:53 And she's a regional board member for a group called YPO. So she's in charge of 3,000 CEOs and a network for that. And then she just did a presentation to Europe yesterday on AI herself, and she's going to be traveling to Europe next month to do the presentation in a live setting. And so where I'm going with this is, I feel like because of my cancer battle, because of what we've experienced as a family, and we've learned how precious our time was and how incredible it is to experience that combination of terror and exhilaration, all of us lean into those moments, and we don't do it perfectly, and we all get mad at traffic, and we all are lazy once in a while, and, you know, myself included, but more, we try to do a little bit extra step into that direction, because it has been such a fun way to live after having the scare that we had as a family. Col. Naviere Walkwicz 34:43 That makes sense, and I can really see your family embracing that. You know, I want to ask you a question about yourself and what you're doing on a daily basis to be better, and it sounds like you're already thinking about it right? Reinvention on a constant basis. But if there was anything else you would say that you're doing on a daily basis to be better and better is, you know, in quotes, like you define what better is, what would that be? Joel Neeb 35:06 Yeah, I think that there's a couple of things that I think we should all try to do if we're trying to be, quote, unquote “better.” As you said, there's a quote I like that that says that we vastly overestimate what we can do in three months and we underestimate what we can do in five years. Col. Naviere Walkwicz 35:27 OK, wait, say that one more time. If you don't mind, say it one more time. Joel Neeb 35:30 Yeah, really, we overestimate what we can do in three months. “I can't wait for February. I'm going to do X, Y and Z.” And then we disappoint ourselves because we didn't accomplish all those things. And yet we underestimate what we can do in five years. What do I mean by that? It means that if we were intentional about what we wanted to do in the long term, about what we wanted to grow into in years from now, five years from now, you can reinvent yourself to be anything. I think conceivably, any of us could say, “I could accomplish just about anything in five years, if I put my mind to it.” The problem is we think in the short term, and so a lot of us think of I need this happen fast. I need the, you know, in three months. I need this to take place. That's putting the car before the horse. We need to define what we want to be in the long term and then back into what that implies we need to do right now. That also speaks to the focus that I have and saying no to other things, because if I have this big, audacious goal for what I want to be in the long term, then I have to say no to a lot of things if I'm going to take those steps necessary to start marching down that path. And so what I say to folks is that build that long term first, build that vision of what you want to be in the future that's exciting to you, whether that's a fighter pilot or a CEO or you name it, shoot for the stars, whatever that is that you want to be, and then start backing into it and celebrate the fact that you're doing this. In other words, then people get caught up and, you know, I feel like I'm not making enough progress, and I'm mad at myself for not taking enough steps, I would challenge that and say, don't put the pressure on yourself that you have to do this. Reverse that conversation. Say, “I get to, I get to pursue this vision.” Doesn't mean it'll take place. Doesn't mean to occur. But if I have a vision in mind, and I'm taking steps towards it, even if I don't reach it, I'm still going to be in an incredible place that I wouldn't have been otherwise. And so that's, that's the approach that I would take. Col. Naviere Walkwicz 37:18 All right, Joel, so what is your big audacious goal in five years that you're working towards? Joel Neeb 37:22 Big audacious goal? Yeah, so I am super excited about the future of AI. I think that it has a lot of positive and negative implications for society in general. And so I'll give you a quick example. Right now, we've got 9.5% of our recent graduates that are unemployed, which is much higher than it's ever been from graduating college. That's unique, and what I attribute that to is that we're just starting to see the workforce disruption that's occurring because of AI. We're starting to see the workforce drawdown that's occurring because of it. At the same time, we're seeing companies that are able to do much, much more with AI. And so they're questioning, well, how do I operate as a company? How do I teach everybody to stay on board this training and be successful in this new environment and then societally, we're challenged with, well, how do I set up our young people for success? How do I tell my 19-year-old what to do to do to be successful. So when I think about the big, hairy, audacious goal that I want to go pursue in this next chapter in five years, I want to be on the forefront, helping the government, helping companies, helping everyone to continue disrupting themselves and leaving as few people behind as possible in this next era. Because that's the real threat. And the challenge is cats out of the bag. If we don't do this, China is going to do it like others are going to pass it by. Pass it by. The wrong answer would be to try to step it back in the bag and say we're not doing any I we're going to put regulations around, putting our heads in the sand. We would just get passed by, like, in a few years by our biggest competitors out there, which we know we don't want to have happen. And so the key is, how do we keep as many people up to speed with his transformation possible? So I talked to, you know, graduates like August Pfluger, who's in Congress, and we have, yeah, he's awesome. And so we talk about, what does that look like in the future he's shaping, you know, the future from a government perspective? I talked to former Intel CEO Pat Gelsinger, is a good friend of mine, and we go on vacations together and a conversation we have about from a corporate perspective: How do we address this as well? So that's my big goal. That's what I want to influence over the next couple of years. Col. Naviere Walkewicz 39:22 Love that. So if you could rewind the clock and, you know, tell your young Joel, and this is really for anyone who is looking for preparing myself for that long term, right? So maybe it's not the five year, the big thing in five years, but it's — this is for what can I do today that is gonna — I'm gonna help myself — future me. What would you tell yourself, Joel? Joel Neeb 39:43 If I were to go back to Academy Joel, I would say, “Take this experience more seriously.” At the time, I kind of resented the experience that I was going through at the Academy, not understanding fully that they understood how to polish the coal to try to make it into a diamond. And I didn't always see the method to the madness behind the scenes and why they were doing things. And I would tell myself to take it more seriously, to lean into the leadership opportunities, lean into the experiences. I think it's a tendency as a cadet to lean away from those and to kind of look at those with resentment. I remember I did, and I wish I would have taken those more seriously. I wish I would have taken my 20s more seriously in terms of pursuing things that were uncomfortable, and not just getting comfortable towards the latter end of my 20s and early 30s, where I was flying upside down with ease every single day and really not doing anything that was challenging me too much. I certainly didn't have it all mastered and figured out. But my discomfort was all but gone in those moments. And so I would tell myself, “Keep leaning into those areas of discomfort, because it's in those areas that we find growth.” And growth is one of the top things that we can feel as a human being. Being a part of an elite team is growing together on an inspiring mission. Col. Naviere Walkewicz 40:56 Well, I know that you are, you know, constantly in the forefront of AI, but what makes you or what causes you discomfort now that you're working through? Joel Neeb 41:05 What causes me discomfort now is compelling a 2,400-person organization to move as quickly as I think we need to. In other words: right now. The things I'm talking to you about, I'm communicating with them about on a daily basis, and we have remotely dispersed teams. I'm staring into cameras like we are right now. So I'm not sitting in the room with them and helping them to learn these things. My discomfort is around how as a leader, can I be more compelling about the burning platform that they're standing on right now, that as soon as it burns away, their role is going to be obliterated, and we're going to be disrupted by the market. And how do I really excite them around this destination that we're pursuing together, where we're going a little bit faster than the rate of change? I'm proud of the progress that we've made, but in terms of the discomfort that I'm feeling, it's almost impossible to go fast enough in this era, and so I am. The thing that keeps me up at night is, how do I make this more compelling for them? And then ultimately, I know that whatever themes I'm learning right now to make it compelling is what I'm going to have to bring to society in this next chapter, as well as we try to keep the entire American society moving ahead of the rate of change that we're experiencing. Col. Naviere Walkewicz 42:14 Well, thank you for that. I would imagine you probably phoned your friend, ChatGPT, on some  ways to do that, but I think that what you really shared today has opened, I think, eyes of how we can partner with technology at our fingertips. I mean, you and I were just chatting before this, and I asked you this, because one of the things I remember you being really big on is finding time to read as a family. I remember you had like Saturday family time, we read. As much as you're traveling and as much as you're trying to move your organization at this rate of change with AI, where do you find time to read now? Joel Neeb 42:47 Yeah, so I use AI for that too. So when I'm in the gym, I upload a chapter at a time into ChatGPT for the books that I'm reading, and I ask it to read it to me in the voice thing that it can do. And so it's reading the book to me. But the really cool part is, it's not just audible. I'm not just hearing, you know, the recording of it. And by the way, you can even tell it talk two times faster or whatever you want to do for the right speed. And I'll interrupt it. The cool part is, I'll say, “Hey, wait a second. I didn't really understand that that part of the book. Break it down for me in simpler terms.” And it'll actually pause, explain it to me and put it in terms that my fighter pilot mind can understand, or I'll even say, “Yeah, tell me about that theme in the context of the company that I'm in, 8x8, and tell me how we can apply that right now, and look at our industry. And how can I take some of this to that team?” And so it takes a book that was generically written and makes it customized for my experience by leveraging AI to do that. So once again, it's a thought partner in literally everything that I do. Col. Naviere Walkewicz 43:42 What's the last book that you read in which you were able to take some of those things to, or maybe that you'd recommend to some of our listeners to listen in via ChatGPT. Joel Neeb 43:51 I just finished reading the Teddy Roosevelt biography, which is phenomenal. What an incredible American, and it was inspiring to read. And I was able to pause it in parts and challenge some parts of the books and say, “Did that really happen?” And,  “Tell me more about this incident in history.” And it explains some historical pieces that I wasn't aware of and the book didn't delve into as much as I would have liked it to. That's a little bit of a boring historian-nerd kind of answer, but that's what I took away from it. Col. Naviere Walkewicz 44:17 Well, thank you for sharing that. So Joel, is there anything that we didn't talk about today that you would really like to make sure that we touch on? Because this has been a really exciting and fascinating conversation for me, but I want to make sure, because this has been your leadership journey, and there's so many facets to that that that we hit on the things that are important? Joel Neeb 44:33 The thing that I've learned in my time is that the foundation that we receive in the military, whether that's the cultural foundation, how we are all aligned with similar values, with a common mission that's inspiring the adherence to what we call in the business world, standard operating procedures, what you would call in the military, a checklist, effectively. That foundation that we have is easily the most valuable resource that I carried into the business world and the teams that I've been on. And I think we underestimate just how powerful that experience is, that during our 20s, we're in this incredibly disciplined environment with a really strong culture, really strong sense of value, really strong sense of mission. Pay attention to that while you have that opportunity. While you're being exposed to it, pay attention to how it was built. Pay attention to how they that accelerated our success in those teams. Because I promise you, you'll want to someday carry those concepts to every team that you're on in the future. And so I think it's an opportunity for us to leverage the incredible team that we're on in the military, and talk about that in an exciting way with whatever team that we participate on down the road. Col. Naviere Walkewicz 45:50 Thank you for sharing that. And if I could just pull on that thread a little bit more in that just in that transition, and taking those to those teams, I want to just jump to your very first transition from military to Afterburner? How did that come about for you? And I think that just our folks will be curious on that. Joel Neeb 46:10 Yeah, so Afterburner is a company that's been around since 1996 and they basically took some of those things from the military that I just spoke to, brought it into a corporate setting and helped them to adopt the same levels of positive outcomes. And when I saw this company, I said, “Wow, they really tapped into something that I that I knew as well intuitively, that if we apply some of these same themes, we could really take over anything in the business world. And so I reached out to the CEO and kept bugging him and continue to stay on his radar until he agreed to bring me into the office in Atlanta. I was living in San Antonio, and I went out there on my own dime and did an interview with them, and it went well. And of course, the rest is history after that point. But I found the thing I wanted to do and pursue, and then a very aggressively got in front of the people that could make it happen and definitely was part of the journey for me that I needed in order to be successful. Col. Naviere Walkewicz 47:04 Yes, I definitely wanted you to share that, because I knew, obviously, you had that experience. You took those things that you learned, and you wanted to hone in as you led other teams. But I think the critical piece was you pursued it, and you continue to pursue it, and you continue to pursue it until you got there, right? And so I think that's a critical part of moving forward and getting what we want. So I really am glad that you shared that, because it may seem that it's really easy just to make the transition, right? You can check all these boxes and so you're the shoe in, but it sounds like that wasn't the case, and you had to make a case for yourself. Joel Neeb 47:39 One-hundred percent. I had to be my own biggest advocate, and not in an arrogant way, in a way that I could show I could add value for that team. And that was, that was a lesson that I've taken and tried to apply since then. Col. Naviere Walkewicz 47:51 Well, I'll tell you what, it's been, gosh, 1999. How many years is that? 25 years for us? I mean, I feel like, you know, this has been a true honor to be able to sit with you. I mean, I've always watched your journey and just really been cheering you on, but I think what's incredible is how you're able to now really give back to our Long Blue Line. So Joel, thank you so much for this time today. It's been really wonderful having on Long Blue Leadership. Joel Neeb 48:14 What a privilege, Naviere. And I would say, you know, you had just asked me back in 1999 if there's a dozen people from the Academy that I thought would be very successful, your name would have been one of them. I don't think there's another person at the Academy who would have said my name. So we came from very different starting points, but I'm super excited to see the success you created, and, more importantly, the impact that you have on our graduate community, because it is noticed by everyone that I talked to. So thank you for how you lean into that our community as well. Col. Naviere Walkewicz 48:43 Thank you for saying that. And as we come to a close, I'd love to offer a few thoughts before we go. What stands out to me today from our conversation is how leadership is both timeless and adaptive. Joel's journey from commanding F-15 missions to leading global organizations and navigating AI reminds us that leadership fundamentals remain steadfast, just like you said, yet in the context in which we lead, it's always evolving, and the ability to adapt is what sets exceptional leaders apart. His story of personal resilience, overcoming stage four cancer diagnosis underscores that leadership is defined by how we respond to challenges and how we make lasting impact. From lessons in the cockpit to corporate transformation and personal discipline. Joel offers a blueprint for leading with confidence in uncertain times. Thank you for investing your time and listening in Long Blue Leadership. I encourage you to share this episode with others who are also in their personal journeys, especially because it's my classmate and he's phenomenal. Thank you for listening to Long Blue Leadership. I'm Naviere Walkewicz; until next time.   KEYWORDS Leadership, leadership development, modern leadership, leadership mindset, growth mindset, resilient leadership, adaptive leadership, transformational leadership, leadership under pressure, leading through adversity, leadership lessons, executive leadership, high performance teams, elite teams, leadership philosophy, leadership strategy, personal growth, professional development, continuous improvement, reinvention, career transition, imposter syndrome, mental toughness, discipline, time management, prioritization, decision making, strategic thinking, innovation leadership, change leadership, leading through change, disruption, self leadership, accountability, peak performance, overcoming fear, stepping outside comfort zone, leadership habits, future of leadership, AI leadership, leadership in the age of AI, digital transformation, organizational culture, team culture, mission driven leadership, purpose driven leadership, high impact leadership.   The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Christian “Boo” Boucousis (“Boo") is a former fighter pilot turned CEO of the company Afterburner., which helps organizations translate high-stakes aviation thinking into business execution. He's the author of The Afterburner Advantage, an Amazon bestseller in leadership, and he works with Fortune 500 companies—and even NFL teams that went on to win the Super Bowl—to build purpose-driven, high-performing cultures. He's known for turning chaos into clarity. Book talks about what HR leaders can learn from a fighter pilot cockpit drill. Host: Marie-Line Germain, Ph.D. Host: Kelly Minnis

Enjoyed this episode or the podcast in general? Send me a text message:A freezing South Dakota night, wrenches crusted in frost, and a bomber built to bend physics and distance to its will. We take you from the flight line to the target area to unpack how the B‑1B Lancer—once a controversial Cold War project—became America's relentless conventional strike hammer during Operation Epic Fury.We break down the numbers that matter: thrust‑to‑weight at max takeoff, wing loading versus runway length, and why variable‑sweep geometry lets a half‑million‑pound aircraft leap from ice‑cold concrete, climb, and then sprint supersonic. You'll hear how GE's F101 engines survive turbine inlet temperatures above 2,500°F, why the KC‑135 and KC‑46 tanker bridge is the real backbone of global reach, and how a fly‑by‑wire boom delivering 1,200 gallons per minute turns fuel into firepower. Then we dive into penetration tactics: sweeping to 67.5 degrees for dash, riding the deck at near‑Mach to hide in terrain, and using S‑ducts and internal design to slash radar returns. The secret sauce? A Structural Mode Control System that actively damps brutal low‑level vibrations so crews can fight and the airframe can live.Inside the bays, it gets even more serious. Three rotary launchers upgraded with BRU‑56 ejectors let the Lancer carry an astonishing 24 JASSM‑ER cruise missiles, each a stealthy, 600‑plus‑mile punch against hardened targets. We trace the targeting workflow from Link‑16 tasking to programmed coordinates to that violent door snap and clean eject that sends missiles sliding into the slipstream—over and over—until command nodes and launch sites go dark. Along the way, we honor the human element: maintainers from the 28th Bomb Wing turning jets in subzero wind, crews sitting ejection seats for 34 hours, and tanker teams flying in radio silence to hold the bridge across oceans.If you care about airpower, engineering, and the hard math of global strike, this deep dive connects history, physics, and logistics into a single, razor‑sharp picture of how modern bombing actually works. Subscribe, share this episode with a friend who loves aviation, and leave a review with the one moment that shocked you most.Support the showTo help support this podcast and become a PilotPhotog ProCast member: https://www.buzzsprout.com/1555784/supportIf you enjoy this episode, subscribe to this podcast, you can find links to most podcast streaming services here: PilotPhotog Podcast (buzzsprout.com) Sign up for the free weekly newsletter Hangar Flyingwith Tog here: https://hangarflyingwithtog.com You can check out my YouTube channel for many videos on fighter planes here: https://youtube.com/c/PilotPhotog If you'd like to support this podcast via Patreon: https://www.patreon.com/PilotPhotog And finally, you can follow me on Twitter here: https://twitter.com/pilotphotog

Master Phil interviews Christian Boucousis, Fighter Pilot, Speaker and Leadership Mentor Boo is the CEO of Afterburner, a leadership company that's spent the last 30 years bringing fighter pilot precision and execution into business. His latest book,The Afterburner Advantage, is an Amazon best seller in the leadership category and shares how this mindset has helped over 3,500 organizations and more than 2million leaders, including two NFL teams that went on to win the Super Bowl, perform under pressure and lead with intention.In fighter aviation, there's no margin for error. Successcomes not from motivation, but from mindset, method, and mission clarity.Afterburner re-engineered that cockpit-tested system for today's overwhelmed business leaders, turning the chaos of complexity into clarity and action.At the core of Boo's message is Flawless Leadership, anext-generation model built for speed, alignment, and adaptability. It's more than a methodology; it's a way of thinking and working that fuses eliteperformance habits with human-centered leadership.Boo has heard a lot about Master Phil in YourCorner and how you explore strength, mindset, discipline, and the deeperprinciples that drive resilience and purpose. The thoughtful conversations youlead highlight the pivotal moments that shape a person's worldview. Boo would love tojoin you for a conversation that brings the world of fighter aviation into thatframe, exploring how military precision meets human leadership and sharingpractical takeaways for your audience, including:• Turning overwhelm into focused execution usingPlan–Brief–Execute–Debrief• Why fast-moving environments demand iterative, not instinctive, leadership• How Flawless Leadership creates consistent performance without burnoutWe've even built an interactive AI agent where you can askBoo's book questions, a first-of-its-kind tool that lets hosts explore ideasahead of the interview.If this sounds like a fit, I'd love to set up a quick callto coordinate. Boo's message aligns naturally with the reflective, insightfulconversations you facilitate on your show.Here are a few helpful links:• Pod Kit: https://podkit.me/christian-boo-boucousis• AI Agent: https://ai.afterburner.com• Website: https://callmeboo.com 

Gravity and natural ability are very similar. Both are strong limiting forces. But pull us down. Yet, we can overcome by applying a sustained upward force that is greater than their downward pull…

IN EPISODE 261:In this episode, Joe Hirsch speaks with Christian "Boo" Boucousis, a former fighter pilot and CEO of Afterburner, about the principles of flawless leadership. Boo shares insights on how the fighter pilot mindset can be applied to business, emphasizing the importance of having a clear destination, valuing mistakes as learning opportunities, and the necessity of debriefing to foster growth and accountability within teams. The conversation highlights how leaders can normalize accountability and create a culture of continuous improvement. ABOUT BOO BOUCOUSIS:Christian “Boo” Boucousis is a former fighter pilot and the CEO of Afterburner, a global leadership company that has worked with over 3,500 organizations and 2 million professionals. Known for bringing fighter pilot precision to business, Boo helps leaders navigate complexity, drive execution, and perform under pressure, and he's the author of The Afterburner Advantage.

Afterburner was one of the best tournaments in a while!

What does it mean to be a “flawless” leader?And is “flawless” leadership even possible?Today's guest believes it is. Christian “Boo” Boucousis is an author, keynote speaker, and CEO of Afterburner, an organization dedicated to building flawless leaders by applying principles and systems fighter pilots use to perform to their exacting standards.In this conversation with Daniel and Peter, Boo outlines what flawless leadership looks like, how systems can relieve the pressures of leading an organization, and the power of a few small mindset shifts.Tune in to learn:The definition of iterative leadershipThe power of setting objectives and focusing on outcomesThe right question to ask when it comes to AI“If a leader can shift from saving the day into designing the wins, then all of a sudden we start to feel good,” says Boucousis. “My work is actually delivering results. This makes me feel good; it feels less like work now. It feels more like action.”Questions, comments, or topic ideas? Drop us an e-mail at podcast@stewartleadership.com.LinkedIn: https://www.linkedin.com/company/stewartleadership/Instagram: https://www.instagram.com/stewartleadership/Facebook: https://www.facebook.com/stewartleadershipWebsite: https://www.stewartleadership.comSpotify: https://open.spotify.com/show/6tYdz1gQAxHIQMeNXtkA3z?si=5cf424f1e2954749Apple Podcasts: https://podcasts.apple.com/us/podcast/the-leadership-growth-podcast/id1726606341Resources and LinksAfterburner, Inc. WebsiteChristian “Boo” Boucousis LinkedIn PageThe Afterburner Advantage Amazon PageStewart Leadership Insights and Resources:Leadership Growth Podcast Episode #51: Leading in the Age of AIhttps://stewartleadership.com/leading-in-the-age-of-ai/The Difference Between Important and Urgenthttps://stewartleadership.com/the-difference-between-important-and-urgent/#leadership #podcast #leadershippodcast #leadershipdevelopment #leadershipcoaching #StewartLeadership #LeadershipGrowthPodcast If you liked this episode, please share it with a friend or colleague, or, better yet, leave a review to help other listeners find our show, and remember to subscribe so you never miss an episode. For more great content or to learn about how Stewart Leadership can help you grow your ability to lead effectively, please visit stewartleadership.com and follow us on LinkedIn, Instagram, and YouTube.

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Text us about this show.Marc Bonilla has enjoyed one of the most comprehensive careers any musician could wish for. And after close to four decades in the business there is simply no quit in him. He is a world class guitarist, an accomplished teacher of music, a remarkable composer, and simply an appreciator of beauty in art and life. And he's a proud nerd with a deep love of things like superheroes and Star Trek. He allows what has been to inform the possibilities of what can be all the while staying very true to himself and the music he creates. We discuss it all on this very special extended episode of Into The Music. Enjoy!The following selections were provided by Marc Bonilla for use on this show with his permission."Afterburner" written and performed by Marc Bonilla℗ 1991 Reprise Records."Le Tombeau De Couperin – Prelude" performed by Marc Bonilla and Mike Keneallywritten by Maurice Ravel, arr. by Marc Bonilla℗ 2020 Marc Bonilla."Blessings" written and performed by Saville Row℗ 2014 Saville Row, under exclusive license to Varese Sarabande Records."Walking Distance" performed by the Keith Emerson Band with the Munich Radio Orchestra conducted by Maestro Terje Mikkelsenwritten and arranged by Marc Bonilla℗ 2012 Terje Mikkelsen, under exclusive license to Varese Sarabande Records, under exclusive license to Varese Sarabande Records."Marche Train" performed by CTRL+Zwritten by Marc Bonilla and Keith Emerson℗ 2020 Marc Bonilla.Melody Audiology LLCAudiology services for all. Specializing in music industry professionals and hearing conservation.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showVisit Into The Music at https://intothemusicpodcast.com!Support the show: https://www.buymeacoffee.com/intothemusic E-mail us at intothemusic@newprojectx.com YouTube Facebook Instagram INTO THE MUSIC is a production of Project X Productions.Host/producer: Rob MarnochaVoiceovers: Brad BordiniRecording, engineering, and post production: Rob MarnochaOpening theme: "Aerostar" by Los Straitjackets* (℗2013 Yep Roc Records)Closing theme: "Close to Champaign" by Los Straitjackets* (℗1999 Yep Roc Records)*Used with permission of Eddie Angel of Los StraitjacketsThis podcast copyright ©2025 by Project X Productions. All rights reserve...

Send us a textAaron sits down with Ryan “Max Afterburner” Bodenheimer—Strike Eagle pilot, Thunderbird #2, and one of the most grounded high-performers to ever touch a flight line. They dive into mentorship, resilience, building real confidence, finding purpose after the military, and why today's warriors need challenge—not comfort. Max opens up about beating burnout, rediscovering joy in the job, and how the fighter-pilot mindset can lift anyone chasing excellence. If you're looking for clarity, motivation, and a push toward your best self, this is the one. ⏱️ TIMESTAMPS: 00:00 – The life-changing “You made the team” phone call 06:30 – Why community and culture matter more than rank 13:50 – First solo moments in the Strike Eagle 20:40 – Fighting burnout and finding purpose again 27:00 – Getting selected by being yourself—not a robot 34:20 – Call signs, morale, and bringing fun back to the force 42:55 – The American spirit and why challenge makes us better 55:10 – Veterans, identity, and building your next chapter 01:06:00 – Max's best advice for anyone starting the climb

Hard to believe we have a new episode out ALREADY — it seems like episode 152 came out just yesterday! But here in episode 153 of Pie Factory Podcast, Jim and Sean sag into sage talk with two games in the Sega saga. Also keep your ears open for the fascinating look into shipping accessories … Continue reading Episode 153: Thunder Blade and After Burner →

BONUS: Flawless Execution — Translating Fighter Pilot Precision to Business Results In this powerful conversation, former fighter pilot Christian "Boo" Boucousis reveals how military precision translates into agile business leadership. We explore the FLEX model (Plan-Brief-Execute-Debrief), the critical difference between control-based and awareness-based leadership, and why most organizations fail to truly embrace iterative thinking. From Cockpit to Boardroom: An Unexpected Journey "I learned over time that it doesn't matter what you do if you're always curious, and you're always intentional, and you're always asking questions." — Christian "Boo" Boucousis   Christian's path from fighter pilot to leadership consultant wasn't planned—it was driven by necessity and curiosity. After 11 years as a fighter pilot (7 in Australia, 4 in the UK), an autoimmune condition ended his flying career at age 30. Rather than accepting a comfy job flying politicians around, he chose entrepreneurship. He moved to Afghanistan with a friend and built a reconstruction company that grew to a quarter billion dollars in four years. The secret? The debrief skills he learned as a fighter pilot. By constantly asking "What are you trying to achieve? How's it going? Why is there a gap?" he approached business with an agile mindset before he even knew what agile was. This curiosity-driven, question-focused approach became the foundation for everything that followed. The FLEX Model: Plan-Brief-Execute-Debrief "Agile and scrum were co-created by John Sutherland, who was a fighter pilot, and its origins sit in the OODA loop and iteration. Which is why it's a circle." — Christian "Boo" Boucousis   The FLEX model isn't new—fighter pilots have used this Plan-Brief-Execute-Debrief cycle for 60 years. It's the ultimate simple agile model, designed to help teams accelerate toward goals using the same accelerated learning curve the Air Force uses to train fighter pilots. The key insight: everything in this model is iterative, not linear. Every mission has a start, middle, and end, and every stage involves constant adaptation. Afterburner (the company Christian now leads as CEO) has worked with nearly 3,800 companies and 2.8 million people over 30 years, teaching this model. What's fascinating is that the DNA of agile is baked into fighter pilot thinking—John Sutherland, co-creator of Scrum, wrote the foreword for Christian's book "The Afterburner Advantage" because they share the same roots in the OODA loop and iterative thinking. Why Iterative Thinking Doesn't Come Naturally "Iterative thinking is not a natural human model. Most of the time we learn from mistakes. We don't learn as a habit." — Christian "Boo" Boucousis   Here's the hard truth: agile as a way of working is very different from the way human beings naturally think. Business leadership models still hark back to Frederick Winslow Taylor's 1911 book on scientific management—industrial era leadership designed for building buildings, not creating software. Time is always linear (foundation, then structure, then finishing), and this shapes how we think about planning. Humans also tend to organize like villages with chiefs, warriors, and gatherers—hierarchical and political. Fighter pilots created a parallel system where politics exist outside missions, but during execution, personality clashes can't interfere. The challenge for business isn't the method—it's getting human minds to embrace iteration as a habit, not just a process they follow when forced. Planning: Building Collective Consciousness, Not Task Lists "Planning isn't all about sequencing actions—that's not planning. That's the byproduct of planning, which is collectively agreeing what good looks like at the end." — Christian "Boo" Boucousis   Most people plan in their head or in front of a spreadsheet by themselves. That's not planning—that's collecting thoughts. Real planning means bringing everyone on the team together to build collective consciousness about what's possible. The plan is always "the best idea based on what we know now." Once airborne, everything changes because the enemy doesn't cooperate with your plan. Planning is about the destination, not the work to get there. Think about airline pilots: they don't tell you about traffic delays on their commute or maintenance issues. They say "Welcome aboard, our destination is Amsterdam, there's weather on the way, we'll land 5 minutes early." That's a brief—just the effect on you based on all their work. Most business meetings waste 55 minutes on backstory and 5 minutes deciding to have another meeting. Fighter pilots focus entirely on: What are we trying to achieve? What might get in the way? Let's go. Briefing: The 25-Minute Focus Window "You need 25 minutes of focus before your brain really focuses on the task. You program your brain for the mission at hand." — Christian "Boo" Boucousis   The brief is the moment between planning and execution when the plan is as accurate as it'll ever get. It's called "brief" for a reason—it's really short. The team checks that everyone understands the plan in today's context, accounting for last-minute changes (broken equipment, weather, personnel changes). Then comes the critical part: creating the mission bubble. From the brief until mission end, there are no distractions, no notifications. If someone tries to interrupt a fighter pilot walking to the jet, the response is clear: "I'm in my mission bubble. No distractions." This isn't optional—research shows it takes 25 minutes of uninterrupted focus before your brain truly locks onto a task. Yet most business leaders expect constant availability, with notifications pinging every few minutes. If you need everyone to have notifications on to run your business, you're doing a really bad job at planning. Execution: Awareness-Based Leadership vs. Control-Based Leadership "The reason we have so many meetings is because the leader is trying to control the situation and own all the awareness. It's not humanly possible to do that." — Christian "Boo" Boucousis   During execution, fighter pilots fly the plan until it doesn't work anymore—then they adapt. A mission commander might lead 70 airplanes, but can't possibly track all 69 others. Instead, they create "gates"—checkpoints where everyone confirms they're in the right place within 10 seconds. They plan for chaos, creating awareness points where the team is generally on track or not. The key shift: from control-based leadership (the leader tries to control everything) to awareness-based leadership (the leader facilitates and listens for divergences). This includes "subordinated leadership"—any of the four pilots in a formation can take the lead if they have better awareness. If a wingman calls out a threat the leader doesn't see, the immediate response is "Press! You take the lead." This works because they planned for it and have criteria. Business teams profess to want this kind of agile collaboration, but struggle because they haven't invested in the planning and shared understanding that makes fluid leadership transitions possible. Abort Criteria: Knowing When to Stop "We have this concept called abort criteria. If certain criteria are hit, we abort the mission. I think that's a massive opportunity for business." — Christian "Boo" Boucousis   There are degrees of things going wrong: a little bit, a medium amount, and everything going wrong. When everything's going wrong, fighter pilots stop and turn around—they don't keep pressing a bad situation. This "abort criteria" concept is massively underutilized in business. Too often, teams press bad situations, transparency disappears, people stop talking, and everyone goes into survival mode (protect myself, blame others). This never happens with fighter pilots. If something goes wrong, they take accountability and make the best decision. The most potent team size is four people: a leader, deputy leader, and two wingmen. This small team size with clear roles and shared abort criteria creates psychological safety to call out problems and adapt quickly. The Retrospective Mindset: Not Just a Ritual "A retrospective isn't a ritual. It's actually a way of thinking. It's a cognitive model. If you approached everything as a retrospective—what are we trying to achieve? How's it going? Why is it not going where we want? What's the one action to get back on track?" — Christian "Boo" Boucousis   The debrief—the retrospective—is the most important part of fighter pilot culture translated into agile. It's not just a meeting you have at the end of a sprint. It's a mindset you apply to everything: projects, relationships, personal development. Christian introduces "Flawless Leadership" built on three M's: Method (agile practices), Mindset (growth mindset developed through acting iteratively), and Moments (understanding when to show up as a people leader vs. an impact leader). The biggest mistake in technology: teams do retrospectives internally but don't include the business. They get a brief from the business, build for two months, come back, and the business says "What is this? This isn't what I expected." If they'd had the business in every scrum, every iteration, trust would build naturally. Everyone involved in the mission must be part of the planning, briefing, executing, and debriefing. Leading in the Moment: Three Layers of Leadership "Your job as a scrum master, as a leader—it doesn't matter if you're leading a division of people—is to be aware. And you're only going to be aware by listening." — Christian "Boo" Boucousis   Christian breaks leadership into three layers: People Leadership (political, emotional, dealing with personalities and overwhelm), Impact Leadership (the agile layer, results-driven, scientific), and Leading Now (the reactive, amygdala-driven panic response when things go wrong). The mistake: mixing these layers. Don't try to be a people leader during execution—that's not the time. But if you're really good at impact leadership (planning, breaking epics into stories, getting work done), you become high trust and high credibility. People leadership becomes easier because success eliminates excuses. During execution, watch for individual traits and blind spots. Use one-on-ones with a retrospective mindset: "What does good look like for you? How do we get to where you're not frustrated?" When leaders aren't present—checking phones and watches during meetings—they lose people. Your job as a leader is to turn your ears on, facilitate (not direct), and listen for divergences others don't see. The Technology-Business Disconnect "Every time you're having a scrum, every time you're coming together to talk about the product, just have the business there with you. It's easy." — Christian "Boo" Boucousis   One of the biggest packages of work Afterburner does: technology teams ask them to help build trust with the business. The solution is shockingly simple—include the business in every scrum, every planning session, every retrospective. Agile is a tech-driven approach, creating a disconnect. Technology brings overwhelming information about how hard they're working and problems they've solved, but business doesn't care about the past. They care about the future: what are you delivering and when? During the Gulf War, the military scaled this fighter pilot model to large-scale planning. Fighter pilots work with marines, special forces, navy, CIA agents—everyone is part of the plan. If one person is missing from planning, execution falls apart. If someone on the ground doesn't know how an F-18 works, the jet is just expensive decoration. Planning is about learning what everyone else does and how to support them best—not announcing what you'll do and how you'll do it. High-Definition Destinations: Beyond Goals "Planning is all about the destination, not the work to get there. Think about when you hop on an airplane—the pilot doesn't tell you the whole backstory. They say 'Welcome aboard, our destination is Amsterdam, there's weather on the way, we'll land 5 minutes early.' All you want is the effect on you." — Christian "Boo" Boucousis   Christian uses the term "High-Definition Destinations" rather than goals. The difference is clarity and vividness. When you board a plane, you don't get the pilot's commute story or maintenance details—you get the destination, obstacles, and estimated arrival. That's communication focused on effect, not process. Most business communication does the opposite: overwhelming context, backstory, and detail, with the destination buried somewhere in the middle. The brief should always be: Here's where we're going. Here's what might get in the way. Let's go. This communication style—focused on outcomes and effects rather than processes and problems—transforms how teams align and execute. It eliminates the noise and centers everyone on what actually matters: the destination.   About Christian "Boo" Boucousis   Christian "Boo" Boucousis is a former fighter pilot who now helps leaders navigate today's fast-moving world. As CEO of Afterburner and author of The Afterburner Advantage, he shares practical, people-centered tools for turning chaos into clarity, building trust, and delivering results without burning out.   You can link with Christian "Boo" Boucousis on LinkedIn, visit Afterburner.com, check out his personal site at CallMeBoo.com, or interact with his AI tool at AIBoo.com.  

This podcast features Christian “Boo” Boucousis, a former Australian fighter pilot who's turned his elite aviation mindset into a framework for high performance and leadership.Boo is now the CEO of Afterburner, and his journey is one of transformation — from being diagnosed with ADHD and a debilitating auto-immune disorder, to becoming a human behavior specialist, strategist, and sought-after keynote speaker.He's proof that excellence isn't born — it's built.Key points:Boo is neurodiverse and grew up with ADHD, and Phil and Boo talk about why these experiences with adversity gave Boo an edge as a leader.Phil and Boo dive in to the unlikely transition from the precision and discipline of being a fighter pilot and moving to the complexity of running a business and advising global leaders.The Get It Done (GID) Mindset is one that Boo embraces.The Flawless Leadership model is a framework that emphasizes speed, alignment, and adaptability.SeaCaptainCoaching.comInstagram linkFB linkConnect with PhilLinkedInConnect with Christian “Boo” BoucousisLinkedInWebsite: https://callmeboo.comAI Agent (Ask Boo's book questions): https://ai.afterburner.comNow Available!The Sea Captain Way for Financial AdvisorsThe Voyage: The Adventure of Your Lifetime

Which version of After Burner for the Commodore 64 is the best? Was it the UK/PAL version released by Activision or the US/NTSC version released by Mindscape? Which one will take you to the Danger Zone and which one will flame out? You'll find out as we discuss AFTER BURNER

Which version of After Burner for the Commodore 64 is the best? Was it the UK/PAL version released by Activision or the US/NTSC version released […]

Which version of After Burner for the Commodore 64 is the best? Was it the UK/PAL version released by Activision or the US/NTSC version released by Mindscape? Which one will take you to the Danger Zone and which one will flame out? You'll find out as we discuss AFTER BURNER Support Sprite Castle at Patreon.com/RobOHara iTunes | RSS | Facebook | Twitter | WWW | Patreon | Twitch

Leading Under Pressure with Fighter Pilot Precision — Christian “Boo” Boucousis, CEO of AfterburnerIn this episode of How To Ride A Roller Coaster, David Ezell is joined by Christian “Boo” Boucousis, CEO of Afterburner and author of the Amazon best-seller The Afterburner Advantage. Boo and his team have spent 30 years bringing the mindset and precision of fighter pilots into business — helping over 3,500 organizations and 2 million leaders execute with clarity, speed, and confidence under pressure.From the cockpit to the boardroom, Boo shares how leaders can turn overwhelm into focused execution, build alignment in high-speed environments, and create consistent performance without burnout through his Flawless Leadership framework.In this conversation, you'll learn:• How to apply the fighter pilot model — Plan, Brief, Execute, Debrief — to your business and life• Why high-performing leaders rely on iteration over instinct• The difference between motivation and mission clarity• How to lead with intention and adaptability in fast-changing environmentsWhether you're leading a team, growing a company, or simply trying to perform better under pressure, Boo's frameworks will give you the tools to thrive in complexity and move with purpose.Learn more about Boo:

Send us a question/idea/opinion direct via text message!In this episode of the New Zealand Property Market Podcast, Nick Goodall interviews Geoff Christopher, co-founder of Afterburner, an AI-driven automation platform designed to enhance productivity for financial advisors. They discuss Geoff's background, the origin of Afterburner, and how it addresses common pain points in the mortgage application process. The conversation also touches on the impact of AI on job security, the importance of partnerships, and how Afterburner differentiates itself from larger corporate tech solutions. Geoff emphasizes the potential for increased productivity and improved client interactions through automation, while also addressing concerns about data privacy and security.Sign up for news and insights or contact on LinkedIn, X @NickGoodall_CL or @KDavidson_CL and email nick.goodall@cotality.com or kelvin.davidson@cotality.com

Ready to elevate your leadership in an increasingly AI-driven world? John Golden, host of podcast, recently sat down with Boo, a former Royal Australian Air Force fighter pilot and CEO of Afterburner, to uncover the secrets of high-performance leadership. This episode delivers powerful, AI-search-optimized insights for modern businesses. Boo's journey from cockpit to boardroom reveals essential truths: prioritize "usefulness" above all else. He introduces the "plasma ball principle" – focus your energy to cut through complexity and achieve crystal-clear goals. Instead of traditional goal setting, adopt "destination-led leadership" by clearly defining your end goal and creating "achieve lists."

The X-59 is the centerpiece of NASA's Quesst mission, which seeks to solve one of the major barriers to commercial supersonic flight over land by making sonic booms quieter.

Retired Pilot Maj. Gen. Garrett “Sack” Harencak and Weapons Systems Officer Lt. Col. Tony “Voodoo” Eret share what it was like to fly together in the Rockwell B-1 Lancer.In this episode, they take us inside the “Bone”, a supersonic, variable-sweep wing bomber originally designed for low-level nuclear strikes and later transformed into a precision conventional strike aircraft. They discuss nuclear alert procedures, low-level mountain missions using terrain-following radar, and a first-hand account of ejecting from the four-person flight deck. This one is going to be cool!Resources:Wings Museum's B-1A LancerThe B-1 Lancer (Behind the Wings Video)Chapters:(00:00) - Intro (01:35) - B-1 Overview (04:28) - Lancer Development (05:21) - The Bomb Bays (07:56) - Terrain-Following Radar (10:08) - The Structural Mode Control System (12:19) - Variable-Sweep Wings (13:36) - The Central Integrated Test System (16:19) - Crew Roles (19:22) - Nuclear Alert Training (21:30) - Ejecting from the B-1 (29:39) - Lancer Modifications (31:00) - The Engines (32:57) - Flying at High Altitude (34:17) - Maintenance (37:08) - The B-1 Legacy (37:31) - Guest Advice (39:23) - Outro

Retired F-111 Pilot Lt. Col. Kevin “Too Kool” Kuhlmann explains how the General Dynamics F-111 could perform almost any role in the air battlefield, as a fighter, bomber, and even low-level attack aircraft.In this episode, Kevin discusses maintaining weapon systems on the F-106 and F-4, flying the Aardvark, and the thrill of lighting the afterburner during fuel dumps. With groundbreaking technology for its time, like terrain-following radar, variable-sweep wings, and an ejection capsule, this supersonic jet was not only advanced but a whole lot of fun to fly. This one is going to be cool! Resources:Wings Museum's FB-111A Kevin's MSU Bio The F-111 Aardvark (Behind the Wings)Chapters: (00:00) - Intro (01:34) - The F-111 Overview (04:32) - Flying at Mach 1.5 (04:55) - Aviation Beginnings (06:06) - Joining the Air National Guard (07:01) - F-106 Maintenance (08:39) - Working on the F-4 (09:24) - Joining the Air Force (11:32) - Naming the Aardvark (12:01) - Flying the T-37 (12:29) - F-111 Training (15:57) - Transitioning from F to A Models (16:48) - The Variable-Sweep Wings (19:27) - Terrain-Following Radar (20:25) - The Weapons System Officer (22:41) - The Ejection Capsule (24:41) - Fuel Dumping with Afterburner (26:25) - Becoming an F-111 Instructor Pilot (29:57) - Aardvark Retirement (30:32) - The F-111 Influence on Aircraft Design (31:59) - Teaching at MSU (33:16) - Kevin's Advice (34:48) - Outro

From Cockpit to Boardroom: Boo's High-Performance Flight Path In this compelling episode of the Breakfast Leadership Show, Michael chats with Boo—former fighter pilot turned entrepreneur—about his extraordinary journey from the Air Force to launching ventures in the Middle East, real estate, and digital publishing. Boo opens up about navigating the early days of Facebook and Google ads, and how his involvement with Afterburner, a company built on the high-performance mindset of fighter pilots, led to acquiring the business and driving it forward today. Rethinking Leadership to Reignite Engagement Michael and Boo explore one of today's most pressing workplace challenges: leadership credibility and employee engagement. Drawing from Gallup's recent findings that only 21% of global employees are engaged at work, they discuss how leaders must evolve. The conversation emphasizes trust, credibility, and a radical mindset shift—from managing to truly leading. Leaders must transform good intentions into impactful outcomes and be willing to operate in a “zero authority” culture, where every voice on the team can contribute meaningfully. The Leadership Learning Curve Transitioning from a high performer to an effective leader is no small feat. Boo shares stories from his aviation days, where leadership was learned not from textbooks but through real-world experience under pressure. Michael echoes this, highlighting his own growth through trial, missteps, and reflection. The discussion underlines the importance of patience, humility, and a long-term vision—especially crucial for those shifting from individual contributor to leadership roles. Promotion Pitfalls: The Competency Gap Boo and Michael tackle the common but dangerous trap of promoting team members beyond their readiness—particularly in sales and production environments. Boo argues that misaligned promotions can do more harm than good, while Michael urges leaders to go deeper—looking at organizational silos, misaligned deliverables, and turnover before reacting. The takeaway? Leaders must have the courage and insight to address these core issues head-on with senior stakeholders. Disruption as a Leadership Choice What if disruption wasn't something to fear—but something to choose? Boo makes the case for embracing disruption through continuous learning, feedback, and iteration. He calls out the rigidity of traditional leadership models and invites leaders to embrace a more agile, mission-driven approach—focusing on progress over perfection. Mission Clarity in a Noisy World In today's hyper-distracted digital era, clarity of mission is more vital than ever. Michael and Boo wrap up with a powerful discussion on the importance of staying focused amid constant change. Drawing on lessons from both fighter pilots and nonprofits, they emphasize strategic anticipation, adaptable leadership, and the need to stay grounded in purpose—no matter how turbulent the skies may get.   Christian "Boo" Boucousis, known simply as Boo, started with a strong passion for aviation from an early age. Despite academic challenges, his determination led him to the Australian Air Force, where he became a fighter pilot. Boo's time in the Air Force was transformative; he mastered the art of high-stakes execution, situational awareness, and structured debriefing—core principles that define his approach today. After nine years, Boo's career as a fighter pilot came to an unexpected halt due to a rare medical condition. Faced with the need to pivot, Boo didn't shy away from challenges. Instead, he set out to apply the rigorous, high-performance methodologies he learned in the Air Force to the business world. Starting a humanitarian business in Afghanistan, he quickly scaled it to employ over 1,600 people, eventually becoming one of the largest humanitarian support companies globally. His next ventures were just as ambitious, including developing a $42 million high-rise hotel and transforming a print publishing company into a successful digital entity. Boo's proven success is rooted in his use of military-inspired frameworks like structured debriefing and realistic goal-setting, which enable individuals and organizations to achieve "mission objectives" with high success rates. Through Afterburner Inc, Boo now brings these methodologies to corporate audiences, training teams on how to achieve extraordinary results by focusing on resilience, adaptability, and transparent, actionable steps. His story is one of reinvention, and his techniques help listeners find clarity, optimize performance, and unlock their potential. This journey makes Boo a compelling speaker who not only inspires but equips listeners with practical, results-oriented strategies. Linkedin: https://www.linkedin.com/in/christian-boo-boucousis/ Website 1: https://callmeboo.com/ Website 2: https://afterburner.com/

What if the worst-performing team you've ever seen could become the best—without changing a single person? Today, Peter Winick sits down with Michael Abrashoff, former U.S. Navy captain and author of the mega-bestseller "It's Your Ship: How Great Leaders Inspire Ownership From The Keel Up". Michael shares the extraordinary turnaround story of the USS Benfold—once one of the lowest-ranked ships in the fleet—and how he transformed its culture by focusing on something rare in the military: personal connection. He didn't ask for a new crew. He didn't get a bigger budget. What he did instead? Interviewed all 310 sailors, created personal index cards with their goals, strengths, and passions—and committed to leadership by listening. Peter and Michael dig into the difference between authority and influence, and why so many brilliant technical leaders fail when they're promoted. Michael also explains how he helped shift a culture of compliance into a culture of ownership—one small improvement at a time. You'll hear how his military insights apply directly to boardrooms, sales teams, pharma execs, and even Boilermakers. And why the top five reasons people leave organizations haven't changed in 25 years! This conversation is a masterclass in practical leadership. Because whether you're running a ship or a startup, the most powerful tool you have isn't command—it's connection. Three Key Takeaways: • Connection Drives Performance – Leaders who invest time in personally understanding their team members build trust, loyalty, and higher performance without needing more resources or authority. • Small Improvements Compound – A mindset of daily 1% improvements can lead to transformational change, even within rigid systems like the military. • Respect and Listening Are Retention Tools – People don't leave organizations for money alone; they leave when they don't feel valued, heard, or developed—making culture a strategic priority. If you found value in our conversation on leadership transformation and culture change, you'll want to check out our episode with Christian "Boo" Boucousis, a former Royal Australian Air Force fighter pilot turned CEO and thought leader. Boo shares how he applied military precision and adaptability to navigate the challenges of transitioning Afterburner, a global consultancy of elite military professionals, into the virtual realm during the pandemic. His insights on converting information into wisdom, engaging audiences across modalities, and leading with agility offer a compelling complement to our discussion on building high-performing teams through connection and ownership. Tune in to discover how discipline, curiosity, and emotional resonance can elevate your thought leadership to new heights.

TCW Podcast Episode 234 - Yu Suzuki   Often called SEGA's Shigeru Miyamoto, Yu Suzuki redefined arcade gaming through innovation and ambition. He pioneered immersive cabinets like Hang-On's rideable motorcycle and After Burner's flight sim, and used sprite scaling to simulate 3D in hits like Space Harrier and OutRun. His work culminated in the R360 G-LOC—a gyroscopic cabinet offering full 360° motion. Suzuki later led SEGA into 3D with Virtua Racing and Virtua Fighter, and pushed console design forward with Shenmue. Though he didn't invent Quick Time Events, he coined the term—and created a living, interactive world filled with dynamic conversations, a fully explorable city, and unprecedented detail for 1999. His vision helped shape what players now expect from immersive game worlds.   Champion Boxing (SC 1000): https://www.youtube.com/watch?v=FkDpaSXTGwE Hang On (Arcade): https://www.youtube.com/watch?v=TopLKeDqYhw Hang On (Bike Cabinet): https://www.youtube.com/watch?v=5KV6gWzBnJw Space Harrier (Arcade): https://www.youtube.com/watch?v=PXO7HOUaHaQ Space Harrier (Cabinet): https://www.youtube.com/watch?v=J_ljkKcDsKs Roger Dean Album Covers: https://en.wikipedia.org/wiki/Category:Albums_with_cover_art_by_Roger_Dean_(artist) OutRun (Arcade): https://www.youtube.com/watch?v=tp3GLGu7cfg OutRun (Cabinet): https://www.youtube.com/watch?v=VK3CpGLk0VU The Cannonball Run (Trailer): https://www.youtube.com/watch?v=s8BNVDUslcE Ferrari Testarossa: https://www.youtube.com/watch?v=Lvfx5z4uMOo After Burner (Arcade): https://www.youtube.com/watch?v=pSvxN7nMNwo After Burner Deluxe (Cabinet): https://www.youtube.com/watch?v=iGWesvT9z8Q Top Gun (Trailor): https://www.youtube.com/watch?v=xa_z57UatDY Castle in the Sky (English Trailer): https://www.youtube.com/watch?v=5lMRfLJGXSM Power Drift (Arcade): https://www.youtube.com/watch?v=2ZZMU2HPmTE Power Drift (Cabinet): https://www.youtube.com/watch?v=cs0slBdnArg R 360 SEGA G-Loc: https://www.youtube.com/watch?v=0OrXW5vCurc G-Loc Air Battle (Arcade): https://www.youtube.com/watch?v=58JKeizTZF0 Virtua Racing (Arcade): https://www.youtube.com/watch?v=ssPfEPaTaGo Kenji (Manga): https://mangapill.com/manga/2249/kenji Virtua Fighter (Arcade): https://www.youtube.com/watch?v=o7HQ2vspMHA Virtua Fighter 2 (Arcade): https://www.youtube.com/watch?v=F7OYlmdhOZY Shenmue (Dreamcast): https://www.youtube.com/watch?v=PkuWoz6RbgE   New episodes are on the 1st and 15th of every month!   TCW Email: feedback@theycreateworlds.com  Twitter: @tcwpodcast Patreon: https://www.patreon.com/theycreateworlds Alex's Video Game History Blog: http://videogamehistorian.wordpress.com Alex's book, published Dec 2019, is available at CRC Press and at major on-line retailers: http://bit.ly/TCWBOOK1     Intro Music: Josh Woodward - Airplane Mode -  Music - "Airplane Mode" by Josh Woodward. Free download: http://joshwoodward.com/song/AirplaneMode  Outro Music: RoleMusic - Bacterial Love: http://freemusicarchive.org/music/Rolemusic/Pop_Singles_Compilation_2014/01_rolemusic_-_bacterial_love    Copyright: Attribution: http://creativecommons.org/licenses/by/4.0/

After Burner is a high-speed, adrenaline-pumping arcade flight combat game developed by Sega and designed by the legendary Yu Suzuki. Released during Sega's golden age of arcade innovation, it introduced players to the thrill of piloting an F-14 Tomcat fighter jet in intense dogfights. Hosted on Acast. See acast.com/privacy for more information.

After Burner is a high-speed, adrenaline-pumping arcade flight combat game developed by Sega and designed by the legendary Yu Suzuki. Released during Sega's golden age of arcade innovation, it introduced players to the thrill of piloting an F-14 Tomcat fighter jet in intense dogfights. Hosted on Acast. See acast.com/privacy for more information.

In this special solo episode, Whiz takes listeners on a high-energy journey through the latest breakthroughs and milestones for the No Fallen Heroes Foundation. From the VA's long-awaited decision to fund psychedelic research (though limited in scope and funding) to unforgettable fundraisers at Trump National and Mar-a-Lago alongside partner veteran and first responder charities, Whiz leaves no stone unturned. He shares an awe-inspiring moment from the NFHF jet, flying over a healing retreat in Colorado where three grant recipients were deep in their journey with plant medicine. Wrapping up with an exciting preview of the 2025 launch of the No Fallen Heroes: Extraction docuseries, Whiz punctuates the episode with his signature rants and powerful calls to action. Buckle up for this must-listen installment!

https://youtu.be/9Oxw0Qr6LXI Christian Boucousis, CEO of Afterburner, is driven by a mission to bring the fighter pilot mindset into business, helping leaders debrief daily and achieve high-impact performance through structured reflection and action. We discuss the ORCA Debrief framework, which consists of Objective, Result, Cause, and Action. This framework allows teams to expand their comfort zones and improve performance by focusing on small, actionable steps and learning from each experience. Christian shares how debriefing, a core fighter pilot practice, can accelerate learning, enhance accountability, and drive meaningful progress in any organization. He emphasizes the power of disciplined execution and continuous improvement to thrive in high-speed, complex environments. Learn more about how the fighter pilot mindset can transform your leadership by tuning into the episode. --- Debrief Daily with Christian Boucousis Good day, dear listeners. This is Steve Preda with the Management Blueprint Podcast, and my guest today is Christian Boucousis, otherwise known as Boo, the CEO of Afterburner, who is helping teams achieve peak performance with elite fighter pilot strategies. Boo, welcome to the show. Hey, Steve. Thanks for having me. I'm super excited to be on the show and also to meet you again. It's going to be a lot of fun. Yeah. And you've got a great Aussie accent, but you are in the United States. So, tell me a little bit about what is your personal “Why,” your personal purpose, and how do you manifest it in your business? And then how did you end up in the United States? Good question. I'm super lucky in that I was kind of gifted with purpose when I was a kid, when I was five. And I think as I get older and I look back, I realized how lucky I was when I went to an air show and saw fighter jets flying for the first time. And I guess for some kids or people that go to those air shows and maybe they're not connected with something they're gonna be, but for me it was, I was always gonna be a fighter pilot. And it only took 16 years, but when I turned 21, I was a fighter pilot. And here I am, only a few weeks away from turning 50, and I'm still donning a flight suit, still talking about fighter pilot stuff. So my “Why” is to translate a way of thinking and a way of working that I was blessed to learn as a fighter pilot, but more specifically applied to business and life. And that's something I've done at a very personal level, founding my own businesses, four of them. And now as the CEO and owner of Afterburner, having acquired this business, which is the fighter pilot mindset, has been teaching fighter pilot methodologies for nearly 29 years around the world. Yeah, that's interesting. So is this just why you moved over here because this business was located here? Absolutely, yeah. If I looked at, I came across a great saying the other day from Gary Brecker and he said, "The pursuit of comfort is what ages us," and if I'm honest, when I was in Australia before I bought Afterburner, I was in a comfort zone, making good money. I'd sold my businesses. COVID was a bit tough, but bounced back. Everything was kind of cool. And this opportunity came up, which was actually at a personal level, a lot more challenging, a lot less comfortable. The company was quite distressed. I kind of made a decision that I'd never want to be a CEO or run a company again. But when I came back to it, I said, I believe in this and I have to spread this as far and as wide as humanly possible. And to acquire this platform was the best way to fulfill that belief. Wow, that is exciting. I love this comfort zone. I like this quote that really made me think about some of the things I discussed with my sister over our vacation and she gave me this advice that, hey, get out of your comfort zone. And sometimes you're a coach and this is what you tell your clients, but the cobbler's sons go bare feet kind of thing and you forget it yourself.

Christian Boucousis, CEO of Afterburner, is driven by a mission to bring the fighter pilot mindset into business, helping leaders debrief daily and achieve high-impact performance through structured reflection and action.   We discuss the ORCA Debrief framework, which consists of Objective, Result, Cause, and Action. This framework allows teams to expand their comfort zones and improve performance by focusing on small, actionable steps and learning from each experience. Christian shares how debriefing, a core fighter pilot practice, can accelerate learning, enhance accountability, and drive meaningful progress in any organization. He emphasizes the power of disciplined execution and continuous improvement to thrive in high-speed, complex environments. Learn more about how the fighter pilot mindset can transform your leadership by tuning into the episode.   (0:40) Christian's personal Why (7:36) The ORCA Debrief Framework (19:48) A fighter pilot in business (23:13) The most exciting project Christian is working on (25:16) Find out more about Christian   Links and Resources Christian's LinkedIn  Afterburner  On Time on Target by  James D. Murphy and Christian Boucousis  Test-drive the Summit OS® Toolkit: https://stevepreda.com/summit-os-toolkit/ Management Blueprint® Podcast on Youtube https://bit.ly/MBPodcastPlaylistYT  Steve Preda's books on Amazon https://www.amazon.com/stores/author/B08XPTF4ST/allbooks  Follow video shorts of current and past episodes on LinkedIn https://www.linkedin.com/company/stevepreda-com/

In a time when civility seems to be on the decline and authenticity feels out of reach, many of us are left wondering: Is there a way to stay true to ourselves while making the world a little bit kinder?In this intriguing episode of The Few with Boo, Dr. Will Moreland shares practical strategies for living a more authentic and harmonious life. He breaks down the crucial elements of a powerful mindset, including the importance of clarity, recognizing opportunities, nurturing relationships, and valuing experiences.Dr. Will offers clear insights on setting realistic, controllable goals and promotes the idea of seeking harmony over balance in life. He provides straightforward tips on how to adopt a more positive perspective towards the world, even in challenging times. Whether you're struggling with workplace tension, feeling lost in your personal journey, or just tired of all the negativity around you, this conversation might be the fresh perspective you've been searching for.Join the engaging conversation as they explore the significance of being intentional and the impact it can have on our lives. Key Lessons:1. Why Clarity Matters: Understanding how a clear mindset helps us spot and make the most of opportunities in life.2. Setting Goals You Can Actually Reach: The importance of choosing realistic, meaningful goals that you have control over.3. Building Better Relationships: How fostering good relationships and having honest talks can lead to a more balanced life.4. Making the Most of Your Experiences: Learning to value your experiences and find contentment instead of always comparing yourself to others.5. Being Civil in Today's World: Understanding why civility is important in society, challenging our assumptions, and finding ways to get along better with others.Learn More: Discover Dr. Will's refreshing approach to finding clarity and living authentically. Gain valuable insights on setting meaningful goals, nurturing relationships, and spreading joy in everyday interactions. An uplifting guide to personal growth and creating positive change in your life and community.Visit The Few With Boo website to find additional resources, related episodes, and more valuable content from Dr. Will Moreland www.fewpodcast.comConnect with Dr. Will Moreland:  Website: https://www.morelandtraining.com/#/LinkedIn: https://www.linkedin.com/in/drwillmoreland/ It has been an amazing year here at The Few with Boo. We've had so many awesome guests who shared their knowledge, their expertise and experience, and most of all, their heart. They have been a great source of inspiration to us and we hope for you too. Thank you for your unending support and for always tuning in to every new episode of The Few. This episode will be one of the last few episodes we will be running as we close this chapter of The Few. We will be starting a new podcast called "The Owners" showcasing stories and strategies about life and entrepreneurship. We hope you support us on our new venture as you have The Few.

In Today's episode we talk about the afterlife as one likes to do on occasion. We've got NDE's, Ghosts, and all that jazz. What more could ya want! Tune in, find out! Support the pod:www.patreon.com/monsterfuzzCheck out our merch:https://monster-fuzz.creator-spring.comEverything else!www.linktr.ee/monsterfuzz

In this milestone 101st episode of The Few with Boo, we're joined by the inspirational David Meltzer, who's about to challenge everything you thought you knew about success and kindness.Drawing from his book "Connected to Goodness" and years of experience as a CEO, David shares practical advice on achieving your goals while staying true to your values. He breaks down the basics of intentional living, effective time management, and how to use gratitude as a tool for growth.David offers clear insights on why some people seem to get ahead faster, along with straightforward strategies you can use to boost your own progress. Whether you're running a business, climbing the career ladder, or just trying to improve your day-to-day life, you'll find useful tips here.Key Lessons:1. Understanding Manifestation: David breaks down the basics of how manifestation works, explaining it like a simple equation and showing how wisdom and belief play a role in attracting good things.2. The Impact of Discipline: Learn why being disciplined is crucial for staying consistent, growing over time, and achieving big results in your personal life and career.3. The Value of Time:Discover why prioritizing tasks, managing your schedule well, and really studying your calendar can help you get more done and see better results.4. Living with Intention: Explore how setting firm personal rules, practicing gratitude, and making sure your actions match your goals can transform your daily life.5. The Journey from Nothingness to Inspiration:Gain insights on moving from feeling stuck to seeing new opportunities, improving your odds of success, changing your perspective, and living with purpose. Learn More: Visit The Few With Boo website to find additional resources, related episodes, and more valuable content from David Meltzer www.fewpodcast.comIt has been an amazing year here at The Few with Boo. We've had so many awesome guests who shared their knowledge, their expertise and experience, and most of all, their heart. They have been a great source of inspiration to us and we hope for you too. Thank you for your unending support and for always tuning in to every new episode of The Few. This episode will be one of the last few episodes we will be running as we close this chapter of The Few. We will be starting a new podcast called "The Owners" showcasing stories and strategies about life and entrepreneurship. We hope you support us on our new venture as you have The Few.

Are you tired of chasing overnight success and feeling like you're getting nowhere? What if the key to achieving your biggest goals is actually hidden in your daily routine?In this eye-opening episode, entrepreneur Ken Joslin reveals how small, consistent actions can lead to life-changing results. Whether you're building a business, trying to lose weight, or pursuing any big dream, Ken's practical insights on discipline, accountability, and incremental progress might just be the game-changer you've been looking for.Discover why your alarm clock might be sabotaging your success, and learn how to harness the power of daily habits to create lasting change. If you're ready to stop spinning your wheels and start making real progress, this conversation is a must-listen.Key Lessons:1.  Small Steps, Big Impact: Ken Joslin talks about how making small, everyday choices can lead to big changes over time. He uses his own weight loss journey as an example.2.  Using Social Media Wisely: Learn how to use social media to keep yourself accountable and stay motivated while working on your health and fitness goals.3. Flexible Goal-Setting: Find out how to set weight loss goals and adjust them as needed. Ken shares tips on pushing through tough times to stay on track.4. Incremental not Monumental: In a world full of overnight success stories on social media, understand why slow and steady progress is actually the key to lasting results.5. Sticking to Your Fitness Goals: Learn about staying committed to your fitness goals by making consistent choices every day and working through obstacles.Learn More: Visit The Few With Boo website to find additional resources, related episodes, and more valuable content from Ken Joslin, www.fewpodcast.comConnect with Ken Joslin: Website: https://www.growstackdrive.com/LinkedIn: https://www.linkedin.com/in/ken-joslin-86812b197/Instagram: https://www.instagram.com/kenjoslinYouTube: https://www.youtube.com/channel/UCH4r3LJBXm6d5qYrJACHtFwX/Twitter: https://x.com/kenjoslinTo All Listeners:It has been an amazing year here at The Few with Boo. We've had so many awesome guests who shared their knowledge, their expertise and experience, and most of all, their heart. They have been a great source of inspiration to us and we hope for you too. Thank you for your unending support and for always tuning in to every new episode of The Few. This episode will be one of the last few episodes we will be running as we close this chapter of The Few. We will be starting a new podcast called "The Owners" showcasing stories and strategies about life and entrepreneurship. We hope you support us on our new venture as you have The Few.

In this episode, Scott flies solo to bring you the latest in Buffalo beer news:- **Big Ditch Brewing** releases Afterburner, a 9.0% imperial version of their popular Hayburner IPA on June 28.- **Magic Bear Beer Cellar** and **42 North Brewing** team up again for BEARy Cherry Fruited Sour, releasing on June 28.- **Buffalo Brewing Company** revives Simon Pure Beer at the old Wm. Simon Brewery with a special event featuring Bill Simon.- **Resurgence Brewing** celebrates their 10th anniversary on June 29 with food, live music, throwback beers, and more.- **Erie County Fair** announces Home Brew and Cider competition winners, with special events at Resurgence and Hamburg Brewing.- **Platter's Chocolate Factory** and **Ellicottville Brewing** release Pineapple Orange Whip Dessert Ale, inspired by Platter's Café's summer dessert.Tune in for all the details and more in this week's Buffalo Beer Buzz! Hosted on Acast. See acast.com/privacy for more information.

Have you ever heard the concept that certain types of workouts might keep burning a ton more calories long after you've left the gym for many hours afterward?Today we're tackling the "afterburner effect," the idea that you can keep burning calories long after your workout is over. And in scientific terms, we are talking about EPOC (excess post-exercise oxygen consumption). Is this effect real? Can it significantly impact your fat loss and, if so, how can you maximize it in your training?We separate fact from fiction in today's Quick Wits. --“Quick Wits” are short mini-episodes between full episodes to give you an actionable strategy or hit of motivation.If you enjoy these bonus episodes or have feedback on how to make them better, just send me a text message.

Let's face it - technology is evolving at a blistering pace that can feel unsettling, even threatening at times. With AI, automation, and brilliant machines entering our workplaces and homes, you may be wondering - will there even be a place for humans in the future?  In this episode of The Few with Boo, Dr. Shawn DuBravac pulls back the curtain on the relentless march of innovation, revealing mind-bending insights that will reshape your understanding of the digital world. From the rise of AI to the blurring lines between humans and machines, DuBravac navigates the treacherous currents of technological upheaval with a steady hand. Discover how to harness the transformative power of technology, conquer the scourge of information overload, and position your organisation at the vanguard of the digital revolution.Whether you're an entrepreneur, business leader, or just someone intrigued about what's coming, this is a must-listen conversation. Tune in now to get a grounded, hopeful vision for not just coexisting with brilliant machines...but thriving alongside them.Key Lessons:1. How Game-Changing Tech Became Everyday Tools: A look at how transformative technologies like self-driving cars and video conferencing quickly became mundane, everyday tools we take for granted.2. The Unexpected Impacts of New Technologies: Discussing the positive and negative unintended consequences that can come with new technologies, and why addressing them is key.3. How AI Is Reshaping Our Jobs : An exploration of how artificial intelligence is eliminating some jobs, creating new ones, and changing the way we work.4. Using Data and Analytics to Drive Better Decisions: The importance of using technology to capture and understand data/analytics to make more informed business decisions.5. Humans and Tech: Evolving Together: Insights on how humans and technology can ideally coexist, with AI handling certain tasks so humans can focus elsewhere.Learn More: Visit The Few With Boo website to find additional resources, related episodes, and more valuable content from Dr. Shawn DuBravac www.fewpodcast.comConnect with Dr. Shawn DuBravac: Website: https://shawndubravac.com/LinkedIn: https://www.linkedin.com/in/shawndubravac/Company Website: https://avrioinstitute.org/YouTube: https://www.youtube.com/@shawndubravac 

Christian "Boo" Boucousis is the CEO of Afterburner and a former fighter pilot for the Royal Australian Air Force. In our discussion he talks about his personal history, the key components of the training fighter pilots go through, and how the leadership traits developed through this training apply in every environment.What you will hear are not the trite stereotypes about toughness we usually hear when people talk about applying military principles to corporate leadership. You will hear about outcome focused leadership, self-awareness, credibility, trust and approachability. And at the end of the conversation Boo also shared a couple of practices you can start immediately to apply those principles to your own leadership. Key Moments[01:10] Episode intro[02:50] Boo's story[06:31] Power of fighter pilot training[11:37] Different leadership dimensions[21:11] Unexpected aspects of leadership lessons from fighter pilot model[27:51] Tips to apply fighter pilot leadership model immediately[39:58] Hobby, business jargon that drives Boo crazy and food for the body/food for the soulContact Dino at: dino@al4ep.comWebsites:al4ep.comafterburner.comAdditional Guest Links:Personal LinkedIn: linkedin.com/in/christian-boo-boucousis/Christian's Newsletter on LinkedIn - The DebriefAfterburner, Inc. Social LinksLinkedIn: linkedin.com/company/afterburnerInstagram: @afterburner_incTwitter: @AfterburnerIncFacebook: facebook.com/AfterburnereventsAuthentic Leadership For Everyday People / Dino CattaneoDino on LinkedIn: linkedin.com/in/dinocattaneoPodcast Instagram – @al4edp Podcast Twitter – @al4edp Podcast Facebook: facebook.com/al4edpMusicSusan Cattaneo: susancattaneo.bandcamp.comThis podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

Afterburner Fighter Pilots - Motivational Keynote SpeakersDown Range: A Transitioning Veteran's Career Guide to Life's Next Phase: Murphy, James D., Duke, William M.: 9781118790151: Amazon.com: BooksGet Expert Advice Instantly - MinnectJim "Murph" Murphy, the Founder and CEO of Afterburner, Inc., has a unique and powerful mix of leadership skills in both the military and business worlds. After graduating from the University of Kentucky, Murph joined the U.S. Air Force where he learned to fly the F-15. He has logged over 1,200 hours as an instructor pilot in the F-15 and has accumulated over 3,200 hours of flight time in other high-performance jet aircraft. As the 116th Fighter Wing's Chief of Training for the Georgia Air National Guard, Murph's job was to keep 42 combat-trained Fighter Pilots ready to deploy worldwide within 72 hours. As a flight leader, he has flown missions to Central America, Asia, Central Europe and the Middle East. After years in the military, Murph returned to his love of business. Prior to his service in the U.S. Air Force, Murph had a successful career in imaging equipment sales, where he helped increase his company's sales by 500%. Years later, Murph became Director of Sales for a small paint company. Realizing that the concepts of the Flawless Execution model could be applied to business, he engaged the proven model — "Plan. Brief. Execute. Debrief." — and increased his company's sales from $5 million to $52 million. Realizing that many companies could benefit from these same concepts, Murph started Afterburner in early 1996. Through his leadership, Afterburner has landed on Inc. Magazine's "Inc. 500 List" twice. Murph has been regularly featured in such publications as The Wall Street Journal, BusinessWeek, Inc. Magazine, Newsweek, Meetings & Conventions Magazine and has appeared on CNN, Fox News, and Bloomberg news to name a few. He has also been named as one of Atlanta's top 50 entrepreneurs by Catalyst Magazine. To date, the Afterburner team of elite military professionals has led over 1 million executives, sales professionals, and business people from every industry through Afterburner's Flawless Execution Model, and its unique, high-energy programs. Afterburner notable clients include the Who's Who of the Global 1000 list of companies. Murph's groundbreaking book Business Is Combat, is now in its third printing, and his latest book Flawless Execution was released May 1st, 2005 by Harper Collins publishing. Murph has spoken at the world's notable business schools to include Harvard, Wharton, Cornell, Emory, and Duke. 

Jim is the founder and Chairman of Afterburner Inc., a prominent management consulting and leadership training firm consisting of over 80 accomplished military professionals, both current and former. Having served as an F-15 Fighter/Instructor pilot in the U.S. Air Force, he established Afterburner in 1996. Jim is also the author of seven insightful books covering a spectrum of topics, from leadership and management development to veteran career transition. He stands as a globally acknowledged thought leader in agile continuous improvement, a pivotal aspect of Afterburner's acclaimed Flawless Execution methodology.Utilizing Flawless Execution, Jim and his Afterburner team collaborate with numerous global corporations to foster results, bridge execution gaps, and expedite their individual, team, and organizational performance.Afterburner's excellence has been lauded with six Inc. Magazine's fastest growing company awards, and inclusion in Forbes Magazine's Small Giants List. They've engaged with 85% of the U.S. Fortune 50 and numerous Global 1000 corporations spanning 24 countries. The impactful work of Afterburner has graced esteemed publications such as The Wall Street Journal, Business Week, Financial Times, Newsweek, and Meetings and Conventions Magazine. Their insights have also been featured on prominent national media networks including CNN, Fox News, CNBC, and Bloomberg News.Moreover, Jim holds the esteemed position of Co-Founder and former Chairman at Advanced Care Partners, an expeditiously advancing home healthcare company dedicated to the care of our nation's medically fragile children since 2010. The company has consistently secured a spot on Inc. Magazine's list of fastest growing companies each year since 2016 (6x). In a recent milestone, Advanced Care Partners joined forces with a leading private equity firm in the healthcare sector to propel their growth into the future.With a keen interest in start-ups, Jim is an active investor and board member in several ventures. Presently, he is actively seeking to expand his footprint in the realm of private equity, leveraging his expertise to guide companies through Afterburner Capital.

#150: James D. ‘Murph' Murphy is the Founder & Chairman of Afterburner, Inc., a former Air Force F-15 fighter pilot, and owner of multiple businesses and the private equity firm Afterburner Capital.He has a unique and powerful mix of leadership skills in both the military and business worlds.Murph joined the U.S. Air Force where he learned to fly the F-15. He logged over 1,200 hours as an instructor pilot in the F-15 and accumulated over 3,200 hours of flight time in other high-performance aircraft. As the 116th Fighter Wing's Chief of Training for the Georgia Air National Guard, Murph's job was to keep 42 combat-trained fighter pilots ready to deploy worldwide within 72 hours. As a flight leader, he flew missions to Central America, Asia, Central Europe and the Middle East.Prior to his service in the U.S. Air Force, Murph had a successful career in imaging equipment sales, where he helped increase his company's sales by 500%. Years later, he became Director of Sales for a small paint company. The concepts he developed and utilized in business and the U.S. Air Force would become known as Flawless Execution®. Applying Flawless Execution's continuous cycle of planning, briefing, executing, and debriefing, he increased his new employer's sales from $5 million to $52 million per year. Realizing that all companies and organizations could benefit from these same concepts, Murph started Afterburner Incorporated in early 1996.Through his leadership, Afterburner landed on Inc. Magazine's "Inc. 500 List" 5x. Murph has been featured in The Wall Street Journal, BusinessWeek, Inc. Magazine, Newsweek, Meetings & Conventions Magazine and has appeared on CNN, Fox News, and Bloomberg News. He was also named as one of Atlanta's top 50 entrepreneurs by Catalyst Magazine. To date, the Afterburner team of elite military professionals has led over 2 million executives, sales professionals, and business people from every industry through Afterburner's Flawless Execution Model℠, and its unique, high-energy programs.Murph and Afterburner have shared the podium with notable speakers like Bill Clinton, Condoleezza Rice, Marcus Buckingham, Colin Powell, J.W. Marriott Sr. and Terry Bradshaw. Murph serves as a panel member of the League of Extraordinary Minds with business and self-improvement gurus such as Tony Robbins and Stephen Covey. He is the author of the groundbreaking books Business Is Combat and Flawless Execution through Harper Collins publishing and has spoken at many of the world's most notable business schools to include Harvard, Wharton, Cornell, Emory, Duke and Fudan University in Shanghai, China.To find out more on Murph, his books, and Afterburner check out jamesdmurphy.com and afterburner.com Enjoy the show!