Podcasts about AMS

Welcome to The Weekly, produced by TAB Media Group, which publishes The Alabama Baptist and The Baptist Paper. Each episode features news headlines read by TAB Media Group staff and volunteers. New episodes are released weekly on Wednesday mornings. Articles featured in this episode: Going to the SBC Annual Meeting? If so, avoid these mistakes. First person: More progress on 30-for-30 challenge taking place this year at TAB Will you help keep a needed missions/ministry project going? Lass Words: Want to improve your mood? Try this. Birmingham's Chris Crain named AMS of the Year 103 college students heading from Alabama to 22 countries, 11 states this summer103 college students heading from Alabama to 22 countries, 11 states this summer Church built into a big rock makes big impact near DeSoto State Park Reflecting on 2 decades of proclaiming gospel in Philippines Critical turning point? Räsänen to appeal criminal conviction Court rejects document showing girl too young to marry Christian woman in critical condition following brutal attack Coptic Christian appealing blasphemy conviction in Egypt Angry brothers cut off new Christian's hands Indian state institutes harsher anti-conversion law Pastor, family attacked twice in two days in India Report: Nigeria accused of funneling $10M to lobbying campaign to hide Christian persecutions Police arrest man for threatening to kill Christian woman if she doesn't marry him Pastor ordered to leave Russian territory or be deported Visit TAB Media HERE Subscribe on iTunes HERE

Kencan Dengan Tuhan - Sabtu, 6 Juni 2026Bacaan: "Latihan badani terbatas gunanya, tetapi ibadah itu berguna dalam segala hal, karena mengandung janji, baik untuk hidup ini maupun untuk hidup yang akan datang." (1 Timotius 4:8)Renungan: Selama ini orang berpendapat bahwa pergi beribadah ke gereja hanya merupakan wujud rutinitas keagamaan. Bila kita termasuk orang yang berpendapat seperti itu, maka berubahlah. Sebab ada penelitian yang menyatakan bahwa pergi beribadah ke gereja berdampak positif pada kesehatan. Salah satunya mampu menurunkan tekanan darah. Hal ini tentu saja berkaitan erat dengan ketenangan yang diperoleh seseorang saat ada di gereja dan melakukan penyerahan diri kepada Tuhan. Rasul Paulus memang hidup berabad-abad silam, tetapi ternyata ia juga sependapat bahwa ibadah amat bermanfaat bagi yang melakukannya. Itu yang dimaksudkannya dalam kalimat "ibadah itu berguna dalam segala hal." Seharusnya memang ibadah tidak boleh dipandang sebagai kewajiban yang harus dilakukan setiap orang demi membuktikan dirinya memiliki agama, melainkan salah satu kebutuhan utama yang harus dilakukan demi mendapatkan kualitas hidup yang lebih baik secara jasmani maupun rohani. Akan tetapi kesadaran bahwa beribadah merupakan kebutuhan utama juga harus diikuti oleh sikap yang benar ketika melakukannya. Firman Tuhan mengajarkan bahwa ibadah tidak semata-mata hadir di tempat ibadah, melainkan juga kesediaan kita untuk merendahkan diri kepada-Nya, mengaku dosa, mengampuni sesama, menyerahkan semua persoalan pada kehendak Tuhan, serta percaya bahwa campur tangan kuasa Tuhan akan membuat segala perkara berakhir dengan baik. Jika kita melakukannya, tentu tidak ada lagi alasan bagi kita untuk merasa khawatir. Saat itu terjadi, kita akan lebih damai sejahtera dan bersukacita. Pada gilirannya, sukacita dan damai sejahtera itulah yang akan membuat tubuh kita sehat. "Hati yang gembira adalah obat yang manjur, tetapi semangat yang patah mengeringkan tulang" (Ams. 17:22). Tuhan Yesus memberkati. Doa:Tuhan Yesus, bukalah hatiku agar aku senantiasa mau datang ke rumah-Mu untuk ibadah tanpa paksaan tetapi karena aku membutuhkan Engkau. Amin. (Dod).

You know that moment when summer is almost here and you realize you planned exactly nothing? That's where we start, with the school countdown, the yearly promise to “do more,” and the very real problem of trying to create family memories without turning your time off into a second job. We get practical about summer planning and family vacation ideas that actually fit real life: pick a short bucket list, decide whether the vibe is restful or adventurous, and set a budget that includes the costs that sneak up on you, especially food and travel. We talk kayaking, camping, Silver Beach, and the dream of renting a houseboat, plus why shared calendars and a loose routine can protect your plans without crushing spontaneity. Then we pivot hard into "Relationship Advice with Ams and Jams", featuring a first for our show: we get letters from both sides of the same awkward situation. A hardworking husband comes home early with burgers and accidentally walks in on his wife having “me time,” and suddenly they're both drowning in shame, insecurity, and silence. We break down how to talk about sex, privacy, and decompression without letting it fester. We also tackle the classic dinner problem where one partner refuses to choose but complains the entire time, and why that pattern is really about negativity and responsibility. If you like funny stories, blunt advice, and planning ideas you can steal today, hit play, subscribe, share the episode, and leave a review so more people can find us. Find us on our socials! Just Google My Wife My Ex-Wife and ME and you'll find us....OR....go to our website:https://thankgodcancersavedourdivorce.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

 India is no longer just the back office of the world; it is rapidly becoming the global hub for capability, innovation, and AI-led transformation.In this episode of Why Not Mint Money, host Avanne Dubash speaks with Roop Kaistha, Managing Director – APAC at AMS, about the future of GCCs in India, the rise of AI-driven hiring, leadership shortages, internal mobility, workforce transformation, and the evolving role of talent strategy. From Agentic AI and GenAI adoption to notice-period challenges, tier-2 city expansion, and the shift from pyramid-shaped to diamond-shaped organisations, this conversation explores how GCCs are redefining the future of work. They discuss: AI hiring, GCC talent crisis, GenAI adoption, leadership gaps, workforce transformation, tier-2 hiring trends, future of work, and India's $100B GCC opportunity. Learn more about your ad choices. Visit megaphone.fm/adchoices

Immer weniger Großtierärztinnen und -ärzte // Jobbörse in St. Pölten: AMS vermittelt Pflegekräfte

Introduction What if the biggest gap in personal lines insurance technology isn't the consumer experience—it's the broker experience? Every major insurtech wave of the past decade has tried to disintermediate the agent. Jon Kelly thinks that's the wrong bet. In his view, the broker is the product in personal lines, and the tools they work with are embarrassingly behind. Kelly has been building at the intersection of insurance and technology since 1998, when he co-founded eCoverage—the first venture-backed startup to underwrite car insurance online. After selling SureHits in 2008, he spent years watching high-net-worth clients get onboarded with hundreds of questions spread across weeks of back-and-forth, proposals built in Excel, and data managed across disconnected systems. He called it "the Columbo experience"—always just one more thing. That frustration led him to co-found Kelly Klee Private Insurance in 2016 and build Discover, the platform powering it, from the inside out. Kelly Klee was acquired by Foundation Risk Partners in 2022. Now, as CEO of Modern Metric, he's selling Discover to the largest national brokers in the country. In this conversation, Josh Hollander and Kelly dig into the technology gap in personal lines, why enterprise-first was the right strategic bet, what it takes to hire high-agency people, and why trust is the ultimate product in this business. Guest Bio Jon Kelly is the Founder and CEO of Modern Metric, makers of the Discover platform for personal lines insurance distribution. His career began in 1995 at Mercer Management Consulting, advising Prudential, CNA, and Fireman's Fund. In 1998 he co-founded eCoverage, the first venture-backed startup to underwrite car insurance online, followed by SureHits (acquired by QuinStreet, 2008) and Kelly Klee Private Insurance (acquired by Foundation Risk Partners, 2022). He chairs Hometown Quotes, sits on the board of Great Range Capital, and earned a BA in Economics and Political Science from Stanford University. Key Topics • The missing layer in the tech stack — Independent agents have AMS systems for back-office accounting, CRMs for lead tracking, and form builders as pipes to carriers. But there is no purpose-built system for the client-facing workflow: data discovery, market presentation, and proposal delivery. That gap is what Discover was built to fill. • Relationship business vs. transactional business — The real split in personal lines isn't private client vs. mass market—it's relationship (multi-line) vs. transactional (monoline). Form builders work fine for monoline. They fall apart the moment complexity enters the picture. • Enterprise-first as a strategic decision — The most consequential decision at Modern Metric was targeting the largest national brokers from day one. Building for complex, enterprise-scale accounts forces architectural decisions that cannot be retrofitted later. You can scale down from enterprise; you cannot scale up from a form builder. Their first anchor tenant is a top-20 national broker. • The Uber Black analogy — If you order an Uber X and the Uber Black shows up, you're thrilled. If you order the Uber Black and the old Honda arrives, you're not happy. A platform built for simple transactions will never feel right in a complex private client context, no matter how much you add to it. • Hiring for high agency — The through line across all of Kelly's businesses: he hires for high agency. He looks for people who have clear motivations for every role on their resume. His favorite interview story: asking a candidate about their favorite exhibit at the natural history museum where they worked. The answer was "that was okay." They didn't get the job. • Trust as the ultimate product — Kelly's answer to what he'd want co-founders, teammates, and customers to say: that he delivered on what he said he would, that they got good value, and above all, that they can trust him. Trust is number one. Notable Quotes "I called it the Columbo because it was always just one more thing. Oh, your house is in a trust? Just one more question. I couldn't help think that maybe there were some issues with technology and personal lines, especially at the high end." "The whole process of how do you get the data in, how do you take that to market, how do you do your proposal—that's all done in paper and pencil, Excel and Word and Outlook." "If you order an Uber X and the Uber Black comes, you're thrilled. If you order Uber Black and the old Honda comes, you're not happy. You can't go from one to the other." "What I'd want them to say is that I delivered-that whatever I said I was going to do, I did, and that they got value out of it. More than anything, that they feel like they can trust me. Trust is number one." Resources Guest: • Modern Metric: https://www.modernmetric.com • Jon Kelly on LinkedIn: https://www.linkedin.com/in/jonkelly/ Host & Organization: • Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ • Horton International (USA): https://www.horton-usa.com/ • Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Apple Podcasts, and Spotify.

Hewitt Tomlin and James Peters are the co-founders of TeamBuildr, a leading training platform used by strength and conditioning coaches from high school athletics to the NFL. Former teammates and roommates at Johns Hopkins University, they created TeamBuildr after seeing how outdated spreadsheets and manual systems slowed coaches down.Hewitt leads the business side of the company, overseeing growth and customer experience, while James drives the technical vision and product development. Together, they built TeamBuildr into a trusted, bootstrapped company serving coaches around the world.In this episode, we discuss entrepreneurship, building software that solves real coaching problems, lessons from scaling a business, staying independent, and where sports performance technology is headed next.$1 Trial Membership to SCN

Tony chats with Will Kastroll, Owner at Harbour Insurance and Co-Founder & CEO at OrangeAI. Exclusively on Profiles in Risk, Will announces the creation of an insurtech created by agents, for agents, building the first fully Agentic AME (Agency Management Ecosystem), more than an AMS! An incredible conversation!

Yosef's video and audio went out at 38:00 mark.We talk all about plyos this week - will recap the missed part when we do 286-300.___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

Are the gods the good guys or the bad guys? On that note, did ancient Norse people ever worship the jötnar? This week we take a look at what it really means to be a god in the Norse mind. Two surprising sources will help inform our analysis: a horse phallus preserved in herbs and an Icelandic volcano. Don't miss it!Sources:Giants” by Margaret Clunies Ross in Pre-Christian Religions of the North volume II, 2020“Cyclical Rituals” by Jens Peter Schjødt, also in Pre-Christian Religions of the North volume II, 2020.“Ritual responses to catastrophic volcanism in Viking Age iceland: Reconsidering surtshellir cave through bayesian analyses of AMS dates, tephrochronology, and texts” by Kevin Smith, et al in the Journal of Archaeological Science volume 126, 2021.“Lausavísa from Óláfs saga Tryggvasonar in Heimskringla 1” by Diana Whaley in “Poetry from the Kings' Sagas 1: From Mythical Times to circa 1035. Skaldic Poetry of the Scandinavian Middle Ages 1.” 2012.“The Poetic Edda”, transl. by Carolyne Larrington, 2014“The Prose Edda”, transl. by Anthony Faulkes, 1995Contact:Write in: waelhraefn (at) gmail (dot) comJoin the Discord: ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://discord.gg/Nvw5hmkRsW⁠⁠⁠⁠⁠⁠⁠⁠⁠Music:Celebration by Alexander Nakarada (www.serpentsoundstudios.com) Licensed under Creative Commons BY Attribution 4.0 License http://creativecommons.org/licenses/by/4.0/

What happens when a fintech leader decides that serving the association community means doing far more than processing payments? And in an environment where associations are under pressure to deliver more value with limited resources, how can they create learning and connections that truly help members thrive?In this episode of Associations Thrive, host Joanna Pineda interviews Wade Tetsuka, President of U.S. Transactions Corporation (UST) and UST Education. Wade discusses:How UST helps associations accept credit card and ACH payments through AMS, LMS, and event platforms, while also helping reduce fees and improve service.Why payment processing becomes an especially important decision point when associations are changing AMS platforms.How UST Education began as simple peer-to-peer lunch roundtables for association IT directors and grew into a major educational platform.How the pandemic accelerated UST Education's virtual programming and enabled it to serve association professionals across the country.Why Wade believes companies should connect with the communities they serve in a more meaningful way, and how education became that “sweet spot” for him.Why education is the common thread across Wade's work, board service, and leadership philosophy, and why he sees it as “the great equalizer in society.”What the AANHPI association community means to Wade, and why representation and visibility matter for future Asian American leaders.References:UST Website

Adam Archuleta is a former first-round NFL draft pick whose career has spanned elite football, broadcasting, and performance leadership. A standout at Arizona State University, he earned Pac-10 Defensive Player of the Year honors before being selected 20th overall in the 2001 NFL Draft.Archuleta played seven seasons in the NFL with the St. Louis Rams, Washington Redskins, and Chicago Bears, building a reputation as one of the league's most physical and productive safeties. After football, he transitioned into broadcasting with major networks including CBS Sports and ESPN.On this episode, we discuss his NFL journey, the methodology behind his training, the coaches who helped develop his power and explosiveness, lessons from broadcasting, leadership, and the future of high performance.$1 Trial Membership to SCN

Erik Semmel and Brian discussed various tech issues, including IBM's recurring data center outages, the ethical implications of employees selling their work credentials, and the potential dangers of smart glasses. They highlighted IBM's major outage at its AMS data centers, which lasted four hours, and the issue of one in eight employees selling their work credentials. They also touched on the controversial ChatGPT's new feature to alert trusted contacts in case of suicidal ideation. Additionally, they discussed MicroStrategy's shift from a buy-and-hold Bitcoin strategy to selling some of its 818,000 Bitcoin holdings, and the privacy concerns surrounding smart glasses.

Erik Semmel and Brian discussed various tech issues, including IBM's recurring data center outages, the ethical implications of employees selling their work credentials, and the potential dangers of smart glasses. They highlighted IBM's major outage at its AMS data centers, which lasted four hours, and the issue of one in eight employees selling their work credentials. They also touched on the controversial ChatGPT's new feature to alert trusted contacts in case of suicidal ideation. Additionally, they discussed MicroStrategy's shift from a buy-and-hold Bitcoin strategy to selling some of its 818,000 Bitcoin holdings, and the privacy concerns surrounding smart glasses.

Sponsor Link:To get our secial NordVPN offer and save a heap of money, Click HereIn this milestone episode — one away from our 100th — Anna and Avery cover six extraordinary stories: the Pentagon's unprecedented release of 162 declassified UFO/UAP files; SpaceX firing all 33 Raptor V3 engines on the Super Heavy booster ahead of Starship Flight 12; tomorrow's CRS-34 cargo launch to the ISS; JWST's breathtaking new portrait of cosmic buckyballs inside a dying star; never-before-seen mineral maps of the Moon's far side created from Artemis 2 mission photographs; and the American Meteor Society's growing alarm over an unexplained spike in large fireball events across the globe.   Stories Covered 1. Pentagon Releases 162 Declassified UAP Files (May 8, 2026) •       The Pentagon launched a public portal at war.gov/UFO on Friday 8 May, releasing 162 declassified files on Unidentified Anomalous Phenomena. •       Files include 120 PDF documents, 28 videos, and 14 images — spanning sightings from the 1940s to 2025. •       The PURSUE program (Presidential Unsealing and Reporting System for UAP Encounters) will release additional files on a rolling basis every few weeks. •       The files show no evidence of extraterrestrial contact or government cover-up; they are classified as 'unresolved cases.' •       Notable items include footage of a football-shaped UAP near Japan, a white orb over Syria, and Apollo 17 lunar imagery showing unexplained lights.   2. SpaceX Starship V3 Super Heavy — Full 33-Engine Static Fire (May 7, 2026) •       SpaceX completed the first successful full-duration, full-thrust static fire of the Super Heavy V3 booster at Starbase, Texas, on 7 May. •       All 33 Raptor V3 engines fired simultaneously — the most powerful ground test of any rocket first stage in history. •       Previous tests on 15 April ended early due to ground equipment issues; the 7 May test went the full duration. •       The Starship V3 Ship upper stage also completed its static fire in April — both vehicle halves now cleared for flight. •       SpaceX is targeting 15 May for Starship Flight 12, a suborbital test mission. Starship is central to NASA's Artemis lunar landing system.   3. SpaceX CRS-34 — ISS Resupply Launch (12 May 2026) •       Launch: 7:16 PM EDT, Tuesday 12 May from SLC-40, Cape Canaveral Space Force Station. •       Cargo: approximately 6,500 pounds, including scientific experiments, food, equipment, and crew supplies. •       Autonomous docking scheduled: ~9:50 AM EDT, Thursday 14 May, at Harmony module's forward port. •       Key payloads: Laplace (planet formation dust study), STORIE (space weather / ring current monitoring), wooden bone scaffold (osteoporosis research), and red blood cell / spleen change investigation. •       Watch live on NASA+, Amazon Prime, YouTube, and NASA's website from 7:00 PM EDT on 12 May.   4. JWST Reveals the Birthplace of Cosmic Buckyballs — Planetary Nebula Tc 1 •       Western University astronomers returned to planetary nebula Tc 1 (10,000+ light-years away, constellation Ara) using JWST's Mid-Infrared Instrument (MIRI). •       First detected buckyballs (buckminsterfullerene / C60 molecules) in space here in 2010 using Spitzer; now JWST reveals the full structure for the first time. •       Buckyballs are concentrated in a thin spherical shell around the central white dwarf — arranged like 'one giant buckyball.' •       JWST imagery also reveals an unexplained upside-down question mark feature at the nebula's heart. •       Current theoretical models don't fully explain the buckyballs' observed infrared emissions — multiple new papers are in preparation. •       Buckyballs found in meteorites on Earth; understanding their space origins provides clues about organic chemistry and possibly life's building blocks.   5. Artemis 2 — Far-Side Moon Images (Published May 2026) •       Astrophotographer Andrew McCarthy collaborated pre-mission with Commander Reid Wiseman to plan detailed lunar photography during the Artemis 2 flyby. •       McCarthy's image-stacking technique — applied to Wiseman's far-side photographs taken during the 6 April lunar flyby — has produced unprecedented colour mineral maps of the far side. •       Colours reveal mineral composition variations (browns, blues, reds) not visible to the naked eye — described as 'cyborg vision' for the Moon. •       NASA has released the full Artemis 2 photo archive: 12,217 images now publicly available. •       Full archive: NASA astronaut photography public archive (link in episode resources).   6. The 2026 Fireball Surge — AMS Analysis (Published May 2026) •       The American Meteor Society reports an anomalous spike in large fireball events in Q1 2026 that 'warrants serious investigation.' •       Total Q1 event count (2,046) is only marginally above historical norms; the anomaly is in the SIZE of events — the largest fireballs are happening at roughly double the historical rate. •       March 2026: 40+ major events, including a 3,229-witness fireball over Europe (8 Mar), an Ohio sonic boom explosion (17 Mar), and a meteorite through a Houston roof (21 Mar). •       79% of Q1's high-witness fireball events produced confirmed sonic booms — a strong physical indicator of large, dense incoming objects. •       Anthelion sporadic source (opposite the Sun) is producing roughly double its normal activity; activity concentrated in a single 1,000-square-degree patch. •       Ruling out explanations: not a new shower, not seasonal variation alone, not reporting bias. •       AMS calling for expanded automated all-sky camera networks and better cross-referencing with radar, infrasound, and satellite data.Become a supporter of this podcast: https://www.spreaker.com/podcast/astronomy-daily-space-news-updates--5648921/support.Sponsor Details:Ensure your online privacy by using NordVPN. To get our special listener deal and save a lot of money, visit www.bitesz.com/nordvpn. You'll be glad you did!Become a supporter of Astronomy Daily by joining our Supporters Club. Commercial free episodes daily are only a click way... Click HereThis episode includes AI-generated content.

Yosef and I start the episode talking about a recent social media call out by Antonio Squillante about Joe Kenn. We then re-dive into last week's talk about dynamic correspondence. After that we discuss how Yuri and other great coaches admired Doc Yessis. We end the conversation today with conversations on what plyometrics really mean, as well as other topics. Enjoy, not a dull moment here. ___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

Cameron Smith is a former standout linebacker whose career has taken him from major college football to the NFL and now into sports technology. A four-year starter and two-time captain at USC Trojans, he earned multiple All-Pac-12 honors and became one of the program's top defensive leaders.He was selected by Minnesota Vikings in the 2019 NFL Draft, where he competed at the professional level before overcoming a serious heart condition that reshaped his path and perspective.Today, Smith works with PlayerData, helping teams use data to improve training, recovery, speed, and athlete readiness. On this episode, we discuss leadership, adversity, life in the NFL, and the future of athlete performance.$1 Trial Membership to SCN

In this episode Justin talks with Mike Jolly on the importance of neck training. From reducing the risk of concussion to CTE - neck strength is vital for ALL athletes. Find out why in this episode.Research Mike Mentions: https://www.iron-neck.com/pages/neck-strength-research___$1 Trial Membership to SCN

The big topic from the book this week was Dynamic Correspondence which is right up Yosef's alley due to his experience with Dr. Yessis and Bondarchuk. We dive into how some companies and coaches think they are using Dynamic Correspondence but they miss the mark - learn how to avoid doing what they do. ___$1 Trial Membership to SCN

Kencan Dengan Tuhan - Sabtu, 2 Mei 2026Bacaan: "Sebab, juga waktu kami berada di antara kamu, kami memberi peringatan ini kepada kamu: jika seorang tidak mau bekerja, janganlah ia makan" (2 Tesalonika 3:10) Renungan: Pengkotbah mengatakan segala sesuatu ada waktunya, termasuk di dalamnya adalah waktu bekerja, karena untuk segala hal dan segala pekerjaan ada waktunya." Ini berarti selagi masih ada kesempatan untuk bekerja, manusia diwajibkan untuk melakukan pekerjaannya guna memenuhi kebutuhan sandang dan pangannya. Bahkan di dalam kitab Amsal manusia diminta belajar dari semut tentang bagaimana harus bekerja, yakni tidak boleh malas. Selagi masih ada kesempatan untuk mengumpulkan makanan, semut akan mengumpulkan makanannya pada waktunya (Ams. 6:6-8). Peristiwa tentang "Manna" di padang gurun Sin memberikan pengajaran kepada umat Israel agar mereka tidak bermalas-malasan bekerja, mengambil berkat yang sudah Tuhan sediakan menurut keperluan mereka. Setiap pagi Tuhan selalu menyediakan manna bagi umat Israel. Mereka boleh mengambil sesuai kebutuhan masing-masing sehingga mereka tidak akan kelaparan. Akan tetapi, ketersediaan manna tersebut ada batas waktunya. Manna disediakan pada waktu pagi hari. Kalau mereka terlambat bangun untuk menyambut berkat yang sudah Tuhan sediakan, maka mereka akan kehilangan kesempatan karena manna akan menjadi cair ketika matahari panas. Pengajaran yang sama juga ditujukan untuk umat Tuhan masa kini. Di dalam kehidupan sehari-hari, sesungguhnya Tuhan juga sudah menyediakan berkat di sekitar kita. Untuk menyambut atau tidaknya, kembali kepada diri kita masing-masing. Hal yang jelas kita tidak boleh malas. Alkitab mengatakan, "...jika seorang tidak mau bekerja, janganlah ia makan," (2 Tes. 3:10). Jadi, jika kita ingin mendapatkan berkat yang sudah Tuhan sediakan, maka kita harus mau bekerja pada waktunya. Tuhan sebagai penyedia berkat sudah memberikan berkat-Nya setiap hari. Bagian kita adalah bekerja dengan rajin dan sungguh-sungguh untuk menyambut berkat Tuhan sebelum terlambat. Tuhan Yesus memberkati. Doa:Tuhan Yesus, tambahkanlah kerajinan dalam diriku, sehingga aku semakin semangat bekerja untuk menerima setiap berkat-Mu. Amin. (Dod).

Ash Samaniego is the Director of Women's Basketball Athletic Performance at UCLA Athletics, where he oversees strength and conditioning for one of the top programs in college basketball. Known for his high-energy coaching style and athlete-first approach, he plays a key role in preparing UCLA athletes for the demands of elite competition. Prior to UCLA, Samaniego served as Director of Athletic Performance at CSUN Athletics, working with multiple sports including basketball, baseball, tennis, beach volleyball, and golf. He also has private sector coaching experience, working with a wide range of athletes and general population clients. A veteran of the United States Marine Corps, Samaniego holds both bachelor's and master's degrees in kinesiology from CSUN, is a Certified Strength and Conditioning Specialist through the NSCA, and is a USA Weightlifting Level 1 coach.$1 Trial Membership to SCN

If your Instagram is full of helpful content but not bringing in patients, this episode might completely shift how you think about marketing.In today's conversation, I sit down with Instagram strategist Molly Cahill to unpack what is actually working right now to attract patients—without chasing trends or burning out on content creation. We dive into the foundational strategies that consistently bring in bookings week after week, especially for acupuncturists and healthcare practitioners who don't want to feel “salesy” online.Molly shares how to simplify your content, connect more deeply with your ideal patient, and use Instagram in a way that feels aligned with your work.In this Episode:Why most acupuncture content doesn't convert—and what to do insteadSimple, repeatable content formats that save time and work betterHow “invisible engagement” leads to real bookings (even without likes or comments)Find It Quickly02:46 - Meet Molly 04:59 - What Still Works on Instagram07:40 - Why Education Posts Fail10:42 - Reels Formula and B Roll15:07 - Invisible Engagement Explained16:03 - Authority Hooks That Convert19:47 - Proof and Implementation Wins21:15 - Getting Patients on Camera25:15 - Easy B-Roll Alternatives25:51 - Model Calls and Pro Photos26:44 - DIY B-Roll Planning27:29 - Ask the Right Patients29:28 - Retention Over Acquisition31:03 - Train the Algorithm33:37 - Reposts and Email Scripts34:56 - Fill Gaps With Availability37:21 - Direct Offers Work Fast40:27 - Status Bubble Hack43:58 - Anchor Back to Your WhyMentioned in this episode:Holistic Marketing Simplified Podcast: mollycahill.com/podcastHolistic Marketing Hub: $200 off with discount code “AMS”: tck0d5a3nkz.krtra.com/t/SJo0V7c9yBoQInstagram: instagram.com/mollyacahillWebsite: mollycahill.com

According to research by G2, organizations with a sales enablement strategy achieve, on average, a 49% higher win rate on forecasted deals. But to see these kinds of returns, you first need to get sellers, leaders, and the business itself bought into the value of enablement. So, how do you build confidence in the function's value across stakeholders at every level of the business? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic are Mateo Perretta, senior director of revenue enablement, and Bety Garcia, sales enablement program manager at Loopio. Thank you both so much for joining us. I’m really excited to have you here and to learn a little bit from your expertise. Before we kick off, would you mind telling us a little bit about yourself, your background, and your role? Betty, maybe can we start with you? Bety Garcia: Yeah, no, thank you for having us. I’m a sales enablement program manager here at Loopio. I’ve been in enablement for a little bit under a decade at this point.  I’ve always been part of pretty small teams, so I’ve had to be pretty creative when it comes to, you know, how do we get a whole bunch of different initiatives done across the board. RR: The story of scrappy teams and figuring it out is one that a lot of folks in enablement know well, so I’m sure there will be a lot of similarities in what you have to share. Matteo, would you mind telling us a little bit about your journey? Matteo Perretta: Yeah, absolutely. And thanks for having us today. You know, it’s interesting. I tell a story about, I  started my career in telemarketing. I was in sales support did sales myself. I became a sales leader. And then I stumbled into this thing called sales effectiveness, sales excellence, sales enablement. It’s changed over the years, but probably in 2010 when I stumbled across it. And what I’d like to say is I’ve moved from the game of quantity to quality. RR: From your perspective, having now stumbled into sales effectiveness, now sales enablement and led it at several different companies, how would you define what great enablement looks like, especially for growing GTM organizations like Loopio? MP: I’ve walked into sales organizations and the first feedback I get is, we’ve done way too much enablement. We really haven’t had any time to digest it. And that’s usually a symptom of teams being reactive. What I mean by that is sales leaders and salespeople will come to you and tell you they need all this enablement and you just keep filling that funnel and you almost become a catch-all for everyone versus being proactive and really looking at, you know, data and insights to kind of figure out what do we need to do and how does that actually align to the KPIs or the results and what the organization’s ultimately trying to do? And so for me, it’s really understanding: “What do we have, what are our assets, and how do we align them to our goals?” When you do that, you become a partner and you show them with insight what’s important versus just, you know, being this order taker and doing a lot of enablement that just isn’t resonating. RR: The other piece of the puzzle is giving enablement the agency to kind of direct course and build a strategy with sellers in mind, but also not built for every single thing that every single seller needs, because that is an endless hamster wheel that you will never escape. So I love that call out and I’m curious to hear how technology fits into that when it comes to building a great enablement strategy. Betty, you’ve been with Loopio through a couple of enablement tool changes, including when Loopio made the decision to step away from a previous tool and kind of run without one for six months. Can you walk us through what wasn’t working then and why for a little while maybe no tool was better than the wrong tool? BG: It wasn’t so much that we had issues with the tool itself, but more so what it had become at the time. Right? So like we have a ton of unorganized, outdated content in there. And the problem with something like this at the time is that users don’t tend to be loud about those issues. They tend to just find workarounds. On one hand, you might have, you know, top performers starting to create all of their own content that maybe they share with a few individuals and those individuals might share with others. On the other, you have the opposite of that, where you have a whole bunch of outdated content out there that’s just circulating. And so what this creates is a few different challenges for the team that doesn’t necessarily go noticed right away, which is that the messaging becomes completely random depending on, you know, who knows what, their experience level. That then translates to performance. So, now it’s not just an issue of, you know, do we have a good source of content for everybody to draw from? It’s, you know, how do we get everybody back to performing at the same level with the same level of knowledge and the same level of information? So that was sort of like, you know, stepping back. That was the real challenge that we were looking to solve. And part of what, having that time in between not having a tool and then looking for a new solution to bring into Loopio was having the time to plan for that, right? If we’re gonna do this, how are we gonna do it? There was a lot of planning involved in that and really trying to make that decision and, and started to tie it to the real business challenges that we had there, which was how do we get everybody working at the same level once again? RR: Yeah. And I’m really excited to dig into how you rebuilt that trust, because that’s not easy. So, we’ll touch on that in a minute. I want to start with the decision over that six-month period to strategize how we’re gonna rebuild and then who we’re gonna rebuild with, and eventually that decision led you here to Highspot. Bety, you mentioned that you’d launched Highspot at a previous company. What made you confident over this time as your planning, planning, planning, that this would be the right tool and you’d be able to build that trust in that confidence with your users with it? BG: I think it, I mean, I had a huge advantage, right? Because I had done it a few times, and I mean, had a great positive experience working with the team at Highspot, but also I knew that it was a really great tool, right? It sort of sells itself when it’s launched correctly, right? So instead of evaluating the tool itself, from that standpoint, it was like, great.How do we get strategic about doing a launch that’s gonna be really impactful. And that looked like doing cross-functional partnerships. So working with marketing and product, it wasn’t just an enablement initiative anymore. We really did spend a lot of time doing a ton of content review across the board and reevaluating what it was that we wanted to arm the team with. And then in fact, actually starting to anchor some of our own enablement initiatives into the launch of the tool itself. So when we did launch Highspot at, we actually also relaunched our onboarding program and we launched a whole new product to enablement program. Now, we were touching on the needs of marketing, the needs of product, the needs of our sales organization when it came to even just onboarding and starting to ramp up ours. And we could really start to show that impact very quickly across many different areas. RR: So from that moment, you’ve reached a pretty stable place with the platform and have built out a really robust environment that, just looking at the data, is well utilized by your teams. Matteo, from a leadership perspective, as someone who came in a little bit post-launch: When you joined Loopio and started looking at what you wanted the strategy to look like and the enablement approach to look like, how did Highspot start fitting into your vision as you were thinking about high priority initiatives, things like onboarding, things like, you know, Loopio's, monthly product launch cadence? MP: Yeah. I mean, I think it’s interesting when people say enablement or to define enablement, it’s what’s the modality? And I think a lot of times. People see enablement with a classroom and an instructor up all the time. And one of the things, you know, I kept saying was, you know, it can’t be Bety and me in a classroom every time doing this. And so really Highspot allows us to give them different modalities and look at ways of giving people what they need when they need it. And so I think that was part of the strategy. The other thing was, you know, I’ve spent some time with a Highspot team, like, how are we gonna measure this? How are we gonna prove ROI to our leaders so that we can get them to buy in? I know in speaking to other sales enablement leaders, one of the biggest challenges is actually getting people to complete the courses, and so we’ve gotta make it easy for them. So with Highspot, we can quickly pull reports, help people understand who’s completing, who’s not, but then take it one level deeper. Some of the work that Bety’s done, we’re actually able to look at who are our top performers and how much time they are spending in Highspot versus those that aren’t top performers. There’s a correlation there. To me, that’s the most valuable thing, being able to go back to our leaders and saying: “This is working, this isn’t working. Here’s why we need to change and, and here’s the insight behind it.” RR: You mentioned something interesting there, which is the ability to, at a very granular individual level, see what users are doing, how they’re behaving, what they’re completing or what they’re not completing, and then kind of act on that. And that comes back to what I wanted to touch on, Bety, is driving that end-user adoption. So, how have you gotten reps to see Highspot as a value-add in their day to day, and maybe a little bit more depth on what Matteo touched on in terms of the impact you’ve seen on those high adopters, those high users.? BG: I think it becomes, uh, sort of self-explanatory when you can show what top performers are doing to the rest of the team. Because the minute that you can point to, you know, these people are doing all of these things as well, people get curious. And so it doesn’t have to be enablement asking them to do it. And you also have leaders asking them to do it. A really good example, early on what we did is we ran a Digital Room challenge. So yes, we had a few initiatives that were tied to the launch of Highspot, but I also knew from experience that the more they used Highspot, the more likely we would be able to get that adoption, which then gives us the analytics and gives us the feedback loop that we need to be able to get even better and make an even better experience for them. So we created this competition and had them start using Digital Rooms where, you know, now there was all of this buzz just in terms of like the engagement analytics that they were getting. Top performers shared what they were doing, reps were getting curious about, you know, what was being shared, what was resonating with prospects. And we didn’t have to do any of that. That was a pretty low effort initiative from our end. That was, I would say, more so on the side of how do we, again, build that credibility and get everybody changing the behavior of coming to Highspot all of the time for everything that they need with the understanding that they’re getting the right content at the right time. When we move into sort of ongoing enablement, now that we’ve established that. How do we then also make the same sort of correlations between the top performers who are completing all of the courses or reviewing all of the content that we’re launching in Highspot? People get excited about being able to do something a little bit better, and then that knowledge sharing starts to happen just organically across the board where people will start asking each other: “How do you do this?Can you share this with me? Where did you find this?” RR: I really like the approach where instead of, you know, it being a conventional top-down mandate that maybe doesn’t land with reps as well or feels like a forced addition to their workflow, it was instead more of like a grassroots initiative led through seller competition, which is gonna be there naturally. One piece that you did say is, you know, getting leaders to help you in that mission of getting reps to do the right things. Matteo, can you talk to us about what it’s like to get your leaders bought in? MP: Yeah, I mean, I think it’s interesting. I had a sales leader who once said to me: “Am I flying a plane or am I running a sales team?” And he was making reference to the fact that he had so many dashboards and he didn’t know what to start with. Highspot gives us the ability to pull reports and, and, and track success very quickly so that I can send it to a leader to be able to say, I need you to take action on this. They know exactly what they do, and they know exactly how to act on it. When they’ve got a team of ten and we’re showing that four people are spending more time in Highspot than everyone else, and those four people happen to be performing better than everyone else, you get the leader’s attention and now they know they have to action it because it affects their bottom line and it affects their team performance. Leaders are busy. Tools are supposed to make their lives easier, but if they’re inundated with it and they don’t know what to do with it, that’s where we as enablers need to empower them, give them the resources, give them the insights to be successful. And with the analytics and reporting that we can pull out of Highspot, the tool sells itself and, and they action it because they realize the value. RR: To the point of data. I think a lot of times when you talk about leadership engagement and earning sales, leadership buy-in, it’s really a conversation of like: “Can I convince them of the value?” And more often than not, what is going to convince them is hand them a number and say you can look at it and see that this is what you need to go run and do. So I love that. It’s really just I have a dashboard that tells you how to win. Are you gonna work with me on this or not? When did you feel that shift kind of happening and that accountability shifting from enablement-only to some of the onus going on to sales leaders? MP: One, we track monthly product enablement completion rates. When we made it important to them, they made it important to their AEs and CSMs. All of a sudden you see the completion rates going up. Not only that, we also track, you know, are they mentioning that product enablement from the previous month in their calls? We can start to track their calls and find out, hey, they actually are taking the information. And so for us, it’s not just a completion rate because, let’s face it, people can create a lot of click-through training and they’re just completing it to complete it. We’re actually going one step further or measuring that success or the validity of it, or whether or not they’re using it in their talk tracks. Again, all those numbers go back to the sales leaders, which makes it important to them, which means it’s important to the sales reps because the sales leaders are looking at it, and all of a sudden you’ve got better completions, better progress, and success in winning more because they’re using the assets and the training that you’ve shared with them on Highspot. RR: How are you kind of drawing that conclusion? What are you looking at when you are correlating that top users of Highspot are also our top performers? BG: I mean the, the most straightforward answer to that is that you look at, you know, our Salesforce data to take a look at win things like win rates, deal velocity, ARR, and then look at utilization metrics within Highspot. Beyond that, when you’re thinking about enablement as a whole, it’s almost like there’s a few different stages when I’m thinking about a program in terms of measurement, because the biggest shift that I think we’ve done from an enablement success metric standpoint is really thinking about outcomes, which is what Matteo was sort of alluding to, right? Like enablement always gets stuck in the measurement of completion rates and attendance rates, and that’s a really hard thing to then translate into impact to the business. And so when we’re thinking about outcomes, we’re leveraging a few different tools across the board to build that story. So how do we first deliver the learning? Then, how do we measure how they adopted the learning? And then do we have a way to measure that the behavior has actually become consistent? And so, looking at milestones, if you think about them from that perspective, to be able to measure how we’re doing every single step of the way. Yes, we can, you know, share that the team maybe hasn’t completed something for whatever reason. But when we start to show the outcome of these things, right, like these are the behaviors that are driving the right kinds of numbers that we wanna be able to see in terms of win rates, then it’s not really an issue. Right? It’s sort of like a self-serving argument at this point because it’s such an easy thing to sell to them. RR: It does often happen that I chat with enablement teams and measurement and real outcome and impact mapping is very much kind of a North Star still, and it seems like you guys have comfortably landed in a place where you can consistently point to: “Here is the initiative we’re running, the programs we’re driving, and here is exactly over the course of, you know, today, a month from now and then quarter over quarter, what that impact has had on our reps.” So I would be curious to hear from each of you in terms of the impact you’ve seen over the last, you know, year and change of running with Highspot, executing initiatives through the platform. What have you seen that do to your business outcomes? MP: There’s a lot of ways to measure that business outcome for us. And you know, I’ve heard other enablement teams struggle with how do they actually measure it? For us, every quarter we’re looking at what are our targets, what are we doing, what are the KPIs behind the targets, and how do we align to that? And so we closely manage and monitor our impact and what we’re doing to, what those KPIs are and what the business metrics are. And so when a request comes in, we actually look at it and say: “Hey, what’s the impact?” And if it doesn’t fit within that, rather than put it through Highspot and, and get people to do it, we kind of deprioritize that. I would say that’s probably one of the biggest impacts. The other one is one that I said earlier, which is that we have struggled with product enablement in the past and getting completion rates as most companies do. But I think now with this tool and the insights that we’re able to prove, and the validity and the ROI behind it, we’re seeing better completion rates. And those completion rates, again, are correlating in performance. And that’s really the piece that we continue to drive. RR: Bety from, from your end of things, anything you’d like to add to that in terms of. The impact or outcomes you’re seeing? BG: I mean, one I would say that I could point to is our onboarding program. I think that’s usually the easiest one to measure. The fact that, you know, we were able to launch a really structured, self-led onboarding program within Highspot meant that, you know, even though we have a really small team, I did have time to then focus on business as usual enablement, skills enablement. But you know, being able to rely on that also meant that our ramp became a lot easier to predict. And so even thinking back to, you know, a year ago or so before we had our onboarding program launched, we probably cut the time to get reps to the field by about 25%. Right? And so that’s huge. I, as an enabler, who’s doing all of these different things to be able to rely on things like that when we have a growing team if we’re gonna be successful at anything else that we’re doing. Otherwise you’re, you’re spread too thin and you’re not able to accomplish anything. It’s really great to be able to show from an organizational standpoint that what we are putting out from an enablement side is impacting other initiatives across departments. Right? So the biggest questions we sometimes get is like: “Great, we did all this training, but is the team actually selling that? Or we have new messaging, like how do we ensure that everybody is actually working on that? When you’ve been able to tie some of those behaviors to, well, we started here, right?” We were not just focused on whether or not they were looking at the content. We were actually focused on whether or not they actually learned something from it. That it's part of their overall deal management. RR: So it sounds like kind of the broad, overarching theme there is that you’ve been able to drive consistency. You have folks ramping at a standard time, you can reliably say, our program is working and it’s working faster on ongoing training. People are completing the work that they need to, to be ready for all of these product launches, and then all of that work is translating into better returns in the field down the line. So it’s kind of just a full end-to-end process that gets a rep ready to go and delivering better. Looking back at all of this work, Matteo, I would love to hear from you. What, if any, other signals are you looking at that tell you that this is, this is the right approach that you and the team have developed something that really sustainably works? MP: I think sometimes if you’re not getting people training or not getting people completed, it’s because it’s too hard. They couldn’t find it, they couldn’t locate it. You know, I wish we had everything in one central, you know, repository. With Highspot, we have that, and ultimately the experience for the AEs and the AMS and CSMs to complete training is much better because of a tool like Highspot. Ultimately, that’s the, I think, the best measurement, and that’s why we know it’s working well. RR: To go way back to the very beginning about what you were saying, Bety, with the earlier solution that maybe just had kind of broken down and folks were quietly unhappy, not saying anything to go to a point now where you have people coming to you and telling you: “This works. I like it. Please keep going.” I think you’re right to say that that is the best signal and that tells you that everything that you’re doing is delivering exactly what you would hope it would. So fantastic to hear, especially knowing that you both are running this from a relatively small team. So I’d love it if you could close us out with some advice for other folks, maybe working on small teams. What advice would you give them when it comes to developing a scaled program that they can run consistently and reliably? BG: I think I kind of said this at the very beginning, like, you do need to get creative. Anytime that you can do more with less, I guess is the best way to put it, you’re going to get so much more return for your effort. And what I mean by that is, you know, I mentioned, you know, having onboarding, product enablement, everything tied in into the launch of Highspot. That was very intentional. If I’m doing something to make a launch a success, but it’s also benefiting other initiatives that I’m also responsible for, then I’m multiplying the effort that I’m putting into that work. And the other piece is you, and you kind of touched on this, the positive feedback from the team is super important with any sort of implementation for a new tool. Your biggest, biggest challenge is first credibility, and the second is adoption. I would say like, celebrate your wins often and, and like in as many ways as you can. So, you know, the Digital Room, while that was, you know, just a fun challenge to put out there to the team, what it actually did is it created a ton of buzz, right? And so people were essentially showing the rest of the business, like leaders and others around them, that this was a tool worth looking at and worth implementing into their day to day. If you can get creative there, in terms of not just showing the numbers. But actually having people talk about how great something is, that’s huge. And so really always celebrate the wins in every single way that you can. RR: That’s such great advice because it recognizes the people who are doing what you want them to and gives them a little bit of a thank you for it. And then it also, to your point earlier, drives that competition for everybody who’s trying to achieve those exact same outcomes. Matteo, any advice from your time here now at Loopio that you, you’d like to share? MP: Yeah, I mean, I think with smaller teams, there’s two things that come to mind. One, if you can’t measure it, ask yourselves and your leaders, why are we doing it. The second one is you have to enable your managers and your leaders to be enablers. That’s the way you can scale, and we spent a lot of time, Bety and I, meeting with the managers, collaborating with them, coming up with agendas, coming up with ideas, but then also delivering workshops together in tandem. And so if you’re gonna have any tool or anything that you’re trying to drive, you’ve gotta get their buy-in, but then also help them be enablers and, and when you do that, you can scale. RR: Yeah, maybe your team isn’t huge, but if you have champions across the organization advocating for you, well, all of a sudden you’ve doubled your capacity somehow. Bety, Mateo, thank you so much for joining us today. MP: Thank you for having us. RR: To our audience, thank you for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

https://youtu.be/N-og1bznPbs Andy Seeley, CEO of Creatively Disruptive and Ashworth Strategy, is on a mission to become the “8:00 AM call” for small business owners—the trusted partner they can turn to after those sleepless 3:00 AM nights filled with uncertainty. Having experienced the stress and isolation of entrepreneurship firsthand, Andy now helps technician-turned-business-owners (plumbers, gym owners, bakers, and more) build scalable, sustainable businesses with the right systems, strategy, and support. We explore Andy's perspective on success—not as a shortcut, but as a combination of fundamentals: embracing failure, never giving up, and most importantly, building the right team. He shares how most small business owners get stuck because they try to do everything themselves, and why true growth comes from surrounding yourself with smart, hardworking people of strong character. Andy also dives into a critical operational insight: sequencing—doing the right things in the right order—to avoid overwhelming clients (and yourself) while still driving meaningful results. — Help Your Clients Sleep Soundly with Andy Seeley  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and today my guest is Andy Seeley, the CEO of Creatively Disruptive, an agency supporting local, community-based small businesses, and Ashworth Strategy, an e-commerce, multi-channel marketing agency that is creating sustainable growth for beauty, apparel, pets, and kids industry businesses. Andy, welcome to the show.  Thank you. I’m very happy to be here. Nice to see you, Steve.  Yeah, I’m excited to talk to you. It’s a very interesting combination that you have going here, but I’d like to start with my favorite question: what is your personal “why,” and how are you manifesting it in your businesses? I think the personal “why” kind of straddles all the businesses that we deal with. We typically don't work with large corporate brands. We don’t typically deal with, not that we wouldn’t want to, but we typically don’t, and we don’t actually even try to focus on them. Because the main  why”, the founding of our business came from when my partner and I were talking—we weren't very happy with the two different businesses we were operating. We were both working on one project together, but he had his own thing, and I had another thing. We were both there, we’d both gone through some really tough times ourselves and had experiences of feeling very alone, trying to figure things out—sometimes successfully, sometimes very unsuccessfully. And we both talking about our troubles and tribulations, and all of those kind of things. And we were like, wouldn’t it have been nice, wouldn’t it have been good if there was someone there to help us? That “staring at the ceiling at 3:00 AM” in the morning. And the morning is a thing that a lot of entrepreneurs and business owners are very familiar with, right? You wake up at 3:00 AM, staring at the ceiling, thinking, “I've got all these things to do.” Or if it's tough times—how do I make payroll? If there's a legal issue—what am I going to do about that? Whatever it is, there's always something. Even in good times, there's often something. What we thought to ourselves was we are oftentimes, when we were in that situation, we didn’t really have anybody to go to. That 3:00 AM turns into 4:00 AM, then 5:00 AM, and sometimes we were just like, well, I’m just going to get up. And then there are sleepless nights. And we thought if we come from the standpoint, it's a real thing. It's something we're passionate about is that most small business owners are technicians.Share on X Most small business owners are very good at a thing, like they’re a plumber and they start a plumbing company, or a baker who starts a bakery. The E-Myth.  This is the E-Myth concept.  Right. They're a gymnastics coach, so they start a gymnastics gym. Most business owners are technicians, which means they’re very good at a very specific thing, not so good at many other things that you have to be. And we wanted to be that 8:00 AM. We wanted to be their 8:00 AM. And what that means is—staring at the ceiling at 3:00 AM, maybe their mind racing for 30 minutes or so—but then they can say, “You know what, we'll reach out to Andy and Russ at Creatively Disruptive at 8:00 AM. I'll get some sleep. We'll get to the bottom of this idea. We’ll get to the bottom of this problem. We’ll get to the bottom of it. And that was really important to us. And it really was a guiding light. That's why, from a marketing standpoint—you could call us a marketing agency—but I don't think it really is what we are. Because we do consultancy work. We work through exit strategies. We work through financial goals. We work through a whole bunch of stuff that does not include putting an ad up on Facebook, Instagram, or Google, or building websites. We ask—why are you doing all that stuff? I love your first question, because what's the point of it all, right? I had a conversation with a frustrated client yesterday, and at the end of the frustration that the client had, they were not frustrated. And I said to them, “Look, we're talking about a lot of different things, and the reality is what’s going on with you when working with us is there’s some amazing things happening, which you agree with.” But the reality is, you are not talking to us about running a Facebook ad. You didn’t come to us because you desperately want a Facebook ad run, or come to us because you would love your company on Google. That’s not the reason why you came to us. The reason why you came to us is something that those things will change in your life for the better. That's why you're talking to us. There’s a reason why you bought this business. So our “why” is really to help those small business owners—who are often technicians, very specialized people—develop a broader skill set and a team that can help them through their challenges.Share on X The beauty of what we do is—we have 120 clients, all dealing with different issues and different situations. Because we engage with them at a consultative level, we hear it all. We hear, many times many subjects, here’s what not to do—and on those same subjects, here’s what to do. And we actually collate that stuff. As you saw on our Zoom, there was a Zoom link we used—you saw my Read.ai. that read.ai As much as it’s for us to make sure that we have our ducks in order when we’re talking to somebody, it’s also an archive for us to make sure that some things that we spoke about, we learned about that now we can put that in our database to help other clients. And it’s not that we show other clients what we’ve spoken about and give state secrets and so forth.  It’s a repository of company knowledge that you have developed.  Absolutely. Me and you having a conversation like this, Steve, is all well and good. The fact that we are recording it is going to allow loads of other people to understand it. For us internally, it allows my team and us to look at stuff and go, okay, well this is a really good thing, let’s actually turn that into a process. Yeah. Love it. So a very long-winded, long thing. The “why” is, we want to be that 8:00 AM call after you’ve had a 3:00 AM wake up. Love it. I mean, that is the definition of trust. If you are the person that they call at 8:00 AM, then they know that they can sleep well because you’re there.  And the big, burning part of that “why” is that we didn't have it—and it was tough. It was emotionally tough to be so concerned. I had a lot of 3:00 AM wake-up calls during the Great Recession in 2008–2009. It was a very worrying time. There was a market crash. Our house went from being worth $400,000 to being worth $100,000. We owed $300,000 on that house. We had a business that income went from about $500,000 a month. It was a gymnastics gym that my wife ran to making about $200,000 in a two month period, because so many layoffs were happening. My job, which was working for a TV station, we had loads of clients calling in, asking to cancel, trying to figure out how, so there was so much going on. Those 3:00 AMs were very regular thoughts that came up, and I would just sit there not knowing what to do and having no one to talk to. I desperately want to at least be someone that someone can think of, “You know what, we can call Andy. We can call the CD team, and we'll figure this out.” So anyway, there you go.  Okay, so this is a great segue, because you mentioned Read.ai and how you're thinking about about processes—and how to use the 120 clients you have and the challenges you solve. How do you turn that into a process so other clients can easily access to it? So this podcast is really about this kind of stuff. It’s called Management Blueprint, and I’m always looking for shortcuts—business shortcuts, frameworks that entrepreneurs have discovered along the way and that they could share with the listeners and could help other people listening to have a better process. It could be anything—three to five steps—looking at something, seeing something in a different light. So what do you have in mind for us?  So a shortcut to success—I'm always a little bit leery of statements like that. “Shortcuts to success”. It always feels a little bit like a 2:00 AM infomercial—blah, blah, blah—and you get steak knives with it. Because the reality is, oftentimes there's no shortcut. I'm sure you've asked this question a million times, and a lot of people say, “Here are the shortcuts.” But my experience is—the real truth is—there are a couple of fundamentals to success. One is being okay with not having it right? That's a “shortcut,” if you want to call it that. Failure is actually the journey to success. Being okay with failure. There’s a reason why 95% of humanity doesn’t run a business, and it’s because they find failure difficult, and we’ve been trained as humans to not embrace failure.  Failure is the journey to success. It's where you learn. The other part—which is linked to failure—is never giving up.Share on X I don’t know if that’s a shortcut, but you only lose when you give up. Now, some people might say—sunk costs and things like that—at some point, you've got to stop putting into something that's not working. But the reality is, if you believe in what you're doing, there are going to be troubles, there’s going to be failures, there’s going to be difficulties. And as long as you don’t give up, and you learn from each mistake in each thing that happens, you will have success. You only won't have success if you decide to give up. I really, truly believe that. I live that.  I resonate with that, and I wouldn't even say that the 3:00 AM wake-up is a bad thing. It's really a forcing function. It's forcing you, as the entrepreneur, not to give up—to put the energy in and figure the problem out so that you can move forward. Because if you sleep until 7:00 AM, then 8:00 AM the day starts, and you still haven't solved the problem. You're just snowballing it.  But I would say—and those are more operational, ongoing things—so they don't really fit your question of a shortcut to success. To me, that's more the ingredients or material of success, right? But one of the things I would say would be a pattern of success that I’ve seen across hundreds of businesses that I’ve worked with—and that we currently work with—is building a team around you. Almost all of the successful people that I know—and when I say successful, I mean way more successful than I am, with multimillions of income and so forth—and I know a few of these guys… all of them have teams. All of them have people who are experts in certain areas. And almost all of them, to a T, are pretty good at building teams—finding people and putting them together.  And what I would suggest, any business owner, if you are going to think that you are going to become wealthy and do well by doing everything yourself—one, I think you'll fail. I don't know anyone with no team who has achieved strong success. And two, your life’s going to suck. I would say, it’s going to be tough, right? So if I had to choose something—even though I don't like the word “shortcut,” if I’m honest with you, and I know that was a question that was coming up and I did think hard about it, and I kind of feel like I could give you a cheesy one-liner, but that kind of is like nahh. But the reality is, I think our success with our companies is probably my ability to actually find good people. And my philosophy is: hire smart, hardworking people of good character—and then train them.Share on X And if I can find somebody who is smart, hardworking, and of good character, and also has a skill set—that's a bonus. What I'm really looking for are those first three. A smart, hardworking person of character—you can train them, if they have an interest in what they're learning.  So how do you do it? So maybe that's the framework. “Shortcut” is actually—I agree—the wrong word. I meant a business framework.  Okay.  Maybe I shortcutted the expression. So how do you find that smart, hardworking person of character? Do you have specific questions you ask to figure that out?  A lot of what we do is—I'll ask questions around what they've done in past jobs, even past personal lives. I'm not looking for something too narrow—more broad, like: tell me about a situation where you saw something bad happening. What did you do? It’s kind of open-ended, and it’s not telling them the answer. But you know, something bad was happening. Tell me what the bad thing was. And they might say, “Well, it was this kid, and they were drowning in a pool.” Okay—what did you do? Did you run to get someone to help? Did you turn away and walk off? Did you pull out your phone and film it? Or did you jump in and save the kid? What did you do? That gives you an understanding of what kind of person they might be. And then part of it, for me, is I feel I have a decent gauge of whether people are lying to me. Sometimes I don’t get it right, but I feel I have a decent gauge when they’re saying it. In my mind, I'm noting—does this sound like a real story? Does it feel real? Does their face look like they're revisiting that moment that what they’re doing and what they’re telling me? Or does it feel like a story being made up? And then I put that down. And if it’s like, the person said that they jumped into the pool and saved the kid, and I could see the emotion in them and it feels like they revisited, this feels real to me. Check. There would be multiple questions along those lines. It would tell me about a time when maybe you’re ending the day and some things are missing or some things haven’t happened, or blah, blah, blah. What is your thought and what is your plan to address that? And are they going to go back and spend more time working? That might be a good answer—or not. Are they going to note it and handle it first thing in the morning? Or do they say, “Ah, someone else will take care of it”? Getting those kind of answers of how their mind thinks about real world things that they’ve done in the past. Trying to keep it open so it’s not so specific that they say, oh, I’ve never had that experience before gives you an idea of what their character is, right? It also gives you a sense of how hard they work. And I'd say a hard worker should also be balanced with being an organized worker. How organized they are. Are they on top of things? Because I’m okay with you not being such a hard worker, Steve, if you’re very well organized and you get stuff done. You might not be busting your butt, working long hours and saying, Oh my God, I’m working so hard and lots of long hours, but you’re so organized and you’ve got yourself in such good order that you actually outproduce everybody else, because you're more efficient. That, to me, would fall under the hard work category, right? Yeah. Yeah. So a good answer to something wasn’t done that needed to be done, and it’s the end of the day.  A good answer might be, I looked at it and I was like, I can wait until about midday next day. I put it on my list of the first thing that I’m going to do in the morning. Then the next morning I came in, I got it done within 25 minutes, and everything was great. I would look at that and go, okay, that’s not a bad answer. I’m okay with that. As an employer, I care about your work-life-balance. I’m not always looking for somebody who’s prepared to work till midnight every night. That, to me, once in a while is okay. But if I have an employee that’s looking to do that all the time, that’s a problem. Because I know there’s a limitation to that. And then again, when we’re talking about we’re looking at good character, hard work, and smart.  So yes, if they are intelligent, it’s clear. And I'm not going to say, “Hey, here's an algebra test—tell me the answer.” That comes through with the questions, right?  It's common sense. You're looking for common sense—which is not very common. I like it, because essentially you are triggering some signs of authenticity in that person. Are they really showing up? Are they authentic, or are they trying to look like something they're not? And it's a really good filter.  So a lot of times, I think interview questions are like, “Here's a situation—what would you do?” do? Any question like that, especially when you're selecting teammates. And I don’t always have interview with teammates, sometimes the people that I have relationships with and I go and say, I need you to work for my company. I know you well enough. I've experienced you enough—I'm going to bring you in. But during that journey of coming to that conclusion, I'm looking for those qualities. And when you're in an interview and you don't know someone, and you ask a fabricated question—that's a fantasy. They can come back with a fabricated answer—that's also a fantasy.  And most of the time, that's what happens. I’m a pretty good interviewer because my interview, when I’m looking to interview with somebody, not that I’ve done it for a very long time, but let’s say I’m interviewing with something other than work, I dunno what it might be, but maybe something like a school counselor, school for my kid or whatever. And we are interviewing, I’m analyzing what the person who’s asking me the question, I’m trying to figure out what answers they want. And I think anybody with an element of intelligence does the same thing. And you end up giving answers, not necessarily, which are 100% what the interviewer needs to know. The interviewer gets the answer what the interviewee thinks they want to know. And I think when you ask questions that are kind of open-ended, but experiential about what they’ve done in the past, you get a sense of kind of who they truly are. And then the goal is listening to see, to get those cues on.  I always like asking, “Tell me about a time when something bad happened in your life.” Okay—what did you do? That's something you can really work through and get a sense of—are they truthful? Are they emotional? It’s a question I think some people are uncomfortable with, and some interviewers might think, “I don't know about that. What might come up in that interview? I've never had a really terrible answer—like, “I was at the scene of a murder, or blah, blah, blah. I’ve never got that answer. But I've definitely had things like, “I was coaching a team, and one of the players broke their leg.” Okay—what did you do? And they talk me through it, and I'm like, okay, that makes sense. That’s a good answer from a good standpoint. I’ve had stuff like that. So I’m yet to come across a real traumatic story, but what I found is that I can really tell whether or not somebody is telling the truth. And I can get a sense of kind of how they handle really difficult situations.  Okay, Andy, I'd like to switch gears here. What I’m hearing is that you are good at building teams and empowering them. You have a good ability to hire people that have good character—smart and hardworking. What is one thing that you are actively trying to figure out in your business right now?  We've gotten to the point where we have so many moving parts in our business that, sometimes, with our client base, it's overwhelming. There's a lot going on. We've got an AI system with multiple components—it's tremendously useful, a very powerful tool—but it can be overwhelming for a technician, like a baker or a gymnastics coach, who's specialized in something else to suddenly have to take that on. We've got ads, we build websites, we provide consultancy—we've got consultancy, we’ve got all these things that, when tied together, create a really powerful machine. And what we’re trying to do right now is try to figure out how to set expectations and set out how to roll all of the stuff out.  When we first started doing a lot of this in one lump sum, we would almost dump it all on the client within a week of them signing and start working through all these things. And what we found is that it’s quite overwhelming and almost to the point where the client runs away and they don’t actually want to continue. It’s just too much work all at once. So one of the things that we’re working on right now to try to improve our situation is we’ve got a lot of stuff. We’ve built this machine that really helps businesses inside out. But do we have to build every part of that machine in the first three weeks? Clients want things to happen in the first three weeks. We can have things happen in the first three weeks. Do we need everything to happen in the first three weeks? That’s why I said to you, doing everything all the time forever is tough all at once. Right now, we’re actually literally working through a process, talking with the team, working with the team of what’s the order of priority of all these things that we have from the point of view of what’s easy to implement, but maybe not as important, but we can get it implemented within minutes of a client joining. What’s really important, but it takes a long time and trying to prioritize those things. Because all of the smaller things, individually, aren't hugely impactful—but collectively, they are. But we can get them all done in a day. And then some of the things that are singular that have a huge impact, they take a little bit longer. How do we scale this out so we can actually get results very quickly for the client without overwhelming them with all of the stuff? And I think there's a word you've probably heard a lot—sequencing is really important. I think a lot of businesses fall apart because they do things out of sequence. They don’t think about the sequence. They go for the fun, cool thing first, and sometimes that's the worst decision they can make. Right now, we're working through how to properly sequence our onboarding of new clients—to make sure the experience is really positive without overwhelming them. We’re actually getting into a really good place. And some of that is, I mean, most of this is because there is so many things. We have these—like I say—technician business owners, and they come to us and they're amazing at plumbing, but they've got a phone, and that's all they have. So whenever anybody needs to call them to schedule a new job, it rings their phone—and they're under a sink doing work. The phone's ringing. They're like, “Oh, hell,” and they're under the sink. Well, sometimes they don't answer it, or whatever. They've got no system. They’ve got no process to take care of things. And we've got to build all that out, right? And it's so common—and it's totally fine. They’ve been successful in what their technical part of is, but they want more than a job that they own, right? You’ve probably heard that a lot. And they want to start scaling. They want to take vacations without losing income. They want to do all of these things. We can do all that for them—but we can't do it like that. Even though they want it like that, if we do it like that, their brain nukes.  Yeah.  I don’t know if that’s a good answer for you, because that is something that we’re actually working on from a business standpoint of is how to sequence and do things in the right order that allows people to get the best bang for their buck without melting their brains down. Indigestion. Yeah. I don't know who said it—maybe Peter Drucker—but he said most businesses die of indigestion rather than starvation. So that's true. So what drives your business? What is it that helps your business grow? I mean, you mentioned 120 clients. I saw your video—we were talking about 114, 115 clients—so you've been growing since the video.  Yeah.  So what drives your business?  If I’m honest with you, philosophically, what drives us is the failures that we’ve had in the past. My business partner and I—we've had some pretty tough times, going back to that 3:00 AM question. We almost lost our house during the Great Recession. We didn't lose it—we still have it to this day. It's actually a second house now, in Lake Tahoe. We went through times that were quite stressful, difficult, and troublesome for us. I mean, not necessarily nearly as bad as other people have had, probably much tougher times that they’ve had to go through. But I would say what drives us is the fact that we had those tough times. We understand what it’s like to struggle, and we really want to do what we can for a small business owners—mom-and-pop level businesses—avoid those situations. All of our decisions are about how we can make a difference. Again, going to that conversation with that client yesterday that I just mentioned a moment ago, I actually said to them: if you guys decide to leave because of these frustrations that you’ve had, ’cause they had a couple of frustrations, and it was mainly about what I was talking about the everything was getting dumped on them. They were like overwhelmed. There’s lots of stuff happening and they were thinking that it all needed to be happened in one month, but really it was, no, it’s okay if it takes three months for this stuff to get rolled out. And I said to them: if you leave, I'm going to be very disappointed in myself and my team, because of the massive difference we can make in your lives. And that is the driving force for our business—to make a real difference. And the fact that what we've done so far—we're seeing the germination of those really good things. And they agreed. They said, “Yeah, there are some really good things happening. We really like those. We're just frustrated with the amount of stuff going on.” And I'm like, “Well, I think we can spread it out, take the heat off, and make sure things roll out nicely.” That reminded me that the reason our business exists is to help these small businesses be all they can be—to reach for the stars. There are so many very good people who could make a lot of money and do a lot of good things—but their specialty is so focused that they're not rounding out their overall situation.  Especially in gymnastics—we work with a lot of gymnastics coaches. Probably about 60% of our business is kids' activity centers. A lot of kids activity center owners tend to be, they do everything themselves. They put everything on their shoulders, and they don't build out their team—which means they can't scale. So they end up owning a job, not a scalable business. What drives me is: how do we help these small businesses scale, have a better life, reach more people, help more kids, and support their employees? All of that kind of stuff. And people might say, “Oh yeah, sure, Andy—you're like some Mother Teresa figure.” I'm like, no—because my experience is, if we do a really good job of that, the money takes care of itself. A “shortcut,” going back to your earlier question, is: stop thinking about how much money you can make from each customer. Really focus on taking care of that customer. Charge a reasonable rate, and the money will come. If you become well known—if you become a major figure in an industry—that money will come. I'm lucky enough that, in the gymnastics industry and the kids' activity center space, I've become reasonably well known. People I don't know—and I think you become a well-known figure when people you don't know recognize you. You walk into a conference, and people come up and say, “Hi, Andy.” And I'm like, “Oh, okay—I don't know who you are.” I’ve been watching you on this, or I’ve been doing that, I’ve been seeing you talk or speak or blah, blah, blah. I don't think of myself as famous at all, but in some of the niches we work in, I've become well known. And I think that's happened because we care—and we let the money take care of itself.  Andy, our time’s coming to an end, but I'd like to ask—if someone is running an activity-based business, maybe a gym, a swim team, a dance studio, or selling classes—and they want to ramp up their business because everything is on their shoulders and they're a technician—where should they go, and how can they find you? So, like I said, we help plumbers, home service businesses—we've worked with banks, rec centers, kids' activity centers, and all sorts. Where our real specialty is, in a very real way, is pushing the needle for local brick-and-mortar businesses. Obviously, we also have Ashworth Strategy, which we didn't get into—that's our e-commerce brand. But my personal passion is that mom-and-pop business that opens up a storefront. The best way to reach us—regardless of whether you're a plumber or anything else—is to go to creativelydisruptive.com. You might look at it and think, oh, this seems like a whole bunch of kids on here. We do have another brand called highlevelthinkers.com, where we do the same kind of work for home service businesses. So go to creativelydisruptive.com and reach out there. We actually have a little chat square that you can go into and start talking to us and you’ll actually speak to our little AI up here. It knows everything—it's basically like talking to me. It can help you set up a time to speak with one of our team members. We don't have salespeople—we call them business development consultants, because that's really what they do. They'll talk with you and figure out the best way we can help. But basically, in a nutshell, there’s lots of ways to reach out to us. But in my mind, the best and easiest way, just go to creativelydisruptive.com or highlevelthinkers.com, and reach out to us through there using the chat bot, or using the form and just reach out. And we'll help you.  Okay. Well, if you're listening and you're running a local business—whether it's an activity-based business, a mom-and-pop business, or a contracting business—and you'd like to level up, put in systems, and sequence them properly, then reach out to creativelydisruptive.com or highlevelthinkers.com. yep.  And then you can connect with Andy—or the chatbot, if he's sleeping—and it'll get back to you.  The chatbot's probably a much more fun conversation.  It could be. You can listen to the podcast and use the chat at the same time, so you get the best of both worlds. So thank you, Andy, for sharing your experiences and being very vulnerable. And if you, as our audience, enjoyed listening to this, then stay tuned—because every week I have an entrepreneur sharing, not necessarily shortcuts, but good frameworks that can help your business. So thanks for coming, Andy, and thank you for listening.  Thank you. It’s been a pleasure. Important Links: David's LinkedIn David's website https://highlevelthinkers.com/

Jim Malone joins the show to discuss his path from college football to Major League Baseball and now working with USA Weightlifting. We talk about talent identification, athlete development, coaching buy-in, and how former athletes can find new purpose through Olympic weightliftingLearn about USAW Talent ID:https://www.usaweightlifting.org/usaw-recruiting___Save on your re-certification to the NSCA and CSCCa with best price CEUs

The CPG Guys are joined in the episode by Patrick Nommensen, Head, Strategic Initiatives, AMS & Europe, E-Commerce at TikTok.This episode was record in Las Vegas at Shoptalk 2026.Follow Patrick on LinkedIn at: https://www.linkedin.com/in/pnommensen/ Follow TikTok on LinkedIn at: https://www.linkedin.com/company/tiktok/ Patrick answers these questions:Patrick, you've been vocal about how TikTok Shop is “discovery-led commerce,” where shopping starts with inspiration, not intent. In 2026, reports by others have estimated there are over 80 million U.S. shoppers on the platform, how do you preserve that sense of discovery at scale?There's a perception that TikTok Shop is driven by viral, one-off purchases. But we're now seeing brands build repeat purchase behavior and long-term customer value. What tools are TikTok Shop providing for brands to move from “viral moment” to sustained brand loyalty?We see the huge stars, but your data shows that micro-influencers often have 2x the engagement for CPG brands. How is TikTok Shop's affiliate model evolving to help a brand like PepsiCo and flavor swap chips manage multiple micro-creators at scale without a massive manual headcount?Live shopping is often seen as an Asia-first behavior, but we're seeing strong adoption in the U.S. What's different about how U.S. consumers engage with LIVE, and where do you see the biggest opportunity?Traditional e-commerce starts with search and intent. TikTok Shop starts with discovery and inspiration. How should CPG brands rethink their entire go-to-market strategy in a world where consumers don't search—they discover? Retailers like Walmart and Amazon have deep "closed-loop" measurement. How is TikTok Shop closing the gap to show a CPG Brand Manager exactly how a viral video on Tuesday led to an in-store purchase at a physical Kroger on Friday?Amazon and Walmart have launched their own social feeds. What is the "moat" that TikTok Shop has that a legacy retailer can never replicate, no matter how much they invest in "social" features?We're hearing more brands describe TikTok Shop as a real-time “test kitchen” for product development. Can you share how brands are using the platform to test, iterate, and scale products faster than traditional retail cycles?TikTok Shop is no longer just a test channel–many enterprise brands are now treating it as core infrastructure. What are you seeing from large CPG brands in terms of investment and long-term strategy?If we sit down in 2030, is TikTok still an "App," or is it the underlying operating system for how the world discovers and consumes everything?CPG Guys Website: http://CPGguys.comFMCG Guys Website: http://FMCGguys.comSheCOMMERCE Website: https://shecommercepodcast.com/Rhea Raj's Website: http://rhearaj.comLara Raj in Katseye: https://www.katseye.world/DISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Nick and Ben Niemann represent one of football's most respected development stories; a pair of Iowa-bred linebackers who turned discipline, toughness, and football IQ into NFL careers.Both brothers starred at the University of Iowa, developing within one of college football's most fundamentally sound defensive systems. Ben entered the NFL as an undrafted free agent in 2018 and earned his way onto a roster through special teams excellence, reliability, and preparation. He became a key contributor and was part of a Super Bowl-winning team early in his career, a testament to his perseverance and football IQNick followed a similar developmental path, drafted in the 6th round of the 2021 NFL Draft. Known for his speed and physicality, he carved out a role on special teams while continuing to develop defensively. He is currently a linebacker for the Green Bay Packers, continuing the Niemann presence in the NFL$1 Trial Membership to SCN

In this week's episode Yosef and I dive into pages 211-225 of Supertraining and we talk about: recapping Dave Tate Table Talk podcast, electric stimulation for recovery/strength, drop jump height progression, and isometrics. ___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

Mercado na CBOT sentiu pressão do farelo, mas se apoiou na alta do óleo e dos grãos. Geopolítica, clima nos EUA, oferta na AMS e expectativas para a reunião Trump - Xi no radar.

Christos Iakovou is one of the most influential figures in the history of Olympic weightlifting. A former Olympian himself, competing in the 1968, 1972, and 1976 Summer Games, he later became the chief trainer of the Greek National Weightlifting Team and architect of what became known as the “Greek Dream Team.”Under his leadership, Greece rose to international dominance, earning 13 Olympic medals and more than 60 World and European Championship medals across the 1992, 1996, 2000, and 2004 Olympic cycles. Iakovou is known for building a culture of discipline, unity, and competitive excellence that shaped an entire generation of athletes and coaches. His methodology emphasized technical mastery, progressive overload, psychological resilience, and a relentless commitment to preparation.$1 Trial Membership to SCN

In these 15 pages of Supertraining Yosef and I talk about special strength training, training age, the thought process of elite strength coaches, whole body vibration training, and more.___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

In this episode hear from Coach Heidi Campo about what astronauts go through with respect to their physical preparation before, during, and after spaceflight. Heidi has a background in Spaceflight dating back to late 2023/early 2024.___$1 Trial Membership to SCN

Trent Luecke is the Customer Success Manager for TeamBuildr OS at TeamBuildr, where he helps gym owners save time, streamline operations, and deliver a better experience for their athletes and members.Before joining TeamBuildr, Trent spent six years owning and operating a personal training facility in Baton Rouge, Louisiana. During that time, he coached over 400 clients, built long-term client relationships, and learned firsthand the realities of running a sports performance business, from programming and coaching to operations, retention, and growth.With nearly a decade in the fitness industry, Trent brings a unique blend of coaching experience and operational insight to the private sector. His passion lies in helping coaches solve complex problems, build sustainable systems, and create an experience that meets clients where they're at, without sacrificing quality or culture$1 Trial Membership to SCN

In these 15 pages the main topic is flexibility. Yosef and I dive into the examples of flexibility from the text and dive real deep into the PNF/FRC principles of active not passive flexibility. We also dive into full range motion lifting is flexibility training. ___$1 Trial Membership to SCN

Need help maximizing recovery and performance with your athletes? Listen to Dr. Tyler Lesher explain how he helps his NBA Pro Caleb Martin stay on the court with various recovery modalities.___Learn About Hytro BFRhttps://hytro.com/pages/basketball?utm_source=podcast&utm_medium=paid-media&utm_campaign=basketball&utm_content=journal&utm_term=mens-performance ___Save on your re-certification to the NSCA and CSCCa with best price CEUs

7. Headline: Underground Laboratories and Echoes of the Big Bang Guest Author: Govert Schilling Summary: The Cosmic Microwave Background provides a "recipe" confirming the need for dark matter. Deep underground at Gran Sasso, scientists use xenon detectors to catch rare particle collisions, while the DAMAexperiment claims a controversial seasonal pattern. Additionally, the AMS on the International Space Station searches for dark matter signals through antimatter detection. (7)NOVEMBER 1939

Tyler Lesher has worked in the NBA, UCLA Basketball, and now in the private sector with a professional athlete. In this episode, we break down what transfers across those settings—and what doesn't.We discuss why small recovery interventions matter, and how anecdotal experience shapes practice. We also touch on the difference between managing a full team vs. one athlete___Learn About Hytro BFRhttps://hytro.com/pages/basketball?utm_source=podcast&utm_medium=paid-media&utm_campaign=basketball&utm_content=journal&utm_term=mens-performance ___From our sponsorsHawkin Dynamics

Today on the podcast we're joined by Dr. Lance Brooks, a biomechanist and physiologist whose work focuses on how force is actually produced and expressed in sport. Dr. Brooks serves as a faculty member at Bridgewater State University—which is also my alma mater—and he brings a rare combination of high-level research and real-world performance application.In this episode, we talk about sprint mechanics, acceleration, stretch–shortening cycle performance, and why some of the metrics coaches rely on may not mean what we think they mean. We dig into his critique of the Reactive Strength Index, the development of the Dynamic Rebound Index, and what it really means to evaluate force production in a mechanically sound way.$1 Trial Membership to SCN

Welcome to Printing Money Episode 37. Troy Jensen (Managing Director, Cantor Fitzgerald) returns for his quarterly analysis of the public company earnings reports, specifically Q4 2025. Nowadays, in terms of significant publicly traded 3DP/AM pure plays, that's not so many, so Troy fine-tunes his approach in including public-related coverage of the privates. Episode 37 starts off with a summary look at 2025 and an enthusiastic nod to the beginning of 2026, as seen through the lens of AMS last month in NYC. Sadly, both Danny and Troy were unable to attend AMS due to the blizzard (remember that?), but they both got to watch the livestream from main keynote Yoav Zeif (CEO, Stratasys), and they both heard plenty from those who did attend. Next, Danny and Troy consider a number of bullish indicators across the 3DP/AM industry. They start with metal AM, highlighting positive acquisition outcomes, excellent performance outlooks from industrial leaders and lower cost upstarts alike, and also including some VC and strategic financings. There's also reason for optimism in polymers, with a potentially promising IPO pipeline from the likes of Formlabs and Carbon. Then, Troy and Danny dive into the 3DP/AM public company earnings reports for Q4 2025. SSYS, DDD, MTLS, and VELO all offer unique upside and also face their own challenges. Printing Money synthesizes it all. Could the likes of EOS, VELO, and SSYS be on the acquisition trail?  Please enjoy Episode 37 and check out our previous episodes too. This episode was recorded March 27, 2026. Timestamps: 00:12 – Welcome to Episode 37, and welcome back to Troy Jensen, Cantor Fitzgerald 00:44 – 2025 in review 01:20 – Return of large financing deals to the AM industry 02:02 – AMS 2026 in review 03:13 – AFM Capital acquires Incodema3D 04:32 – AFM Capital also acquired Owens Industries 05:39 – Metal AM markets and deal pipeline look strong 06:47 – EOS Q4 2025 review and analysis 08:59 – Nikon SLM Solutions (7731.JP) Q4 2025 review and analysis 09:49 – Nikon writes down cost of SLM acquisition 10:27 – Nikon invests in Vast Space 12:36 – Velo (VELO) Q4 2025 earnings and analysis 16:27 – XACT Metal announces 30% growth in 2025 17:54 – FreeForm raises $67M Series B from Nvidia and more 19:54 – Formlabs reveals $250M+ revenue in 2025 (at AMS 2026) 23:05 – Carbon 2025 business review and analysis (raises $60M) 24:36 – 3D Systems (DDD) Q4 2025 earnings and analysis 28:08 – Stratasys (SSYS) Q4 2025 earnings and analysis 33:08 – Materialise (MTLS) Q4 2025 earnings and analysis 37:42 – See you at RAPID in a couple weeks 38:04 – Disclaimer and thank you for listening!   Disclaimer: This content is for informational purposes only, you should not construe any such information or other material as legal, tax, investment, financial, or other advice. Nothing stated on this podcast constitutes a solicitation, recommendation, endorsement, or offer by the hosts, the organizer or any third-party service provider to buy or sell any securities or other financial instruments in this or in any other jurisdiction in which such solicitation or offer would be unlawful under the securities laws of such jurisdiction.  The information on this podcast is of a general nature that does not address the circumstances and risk profile of any individual or entity and should not constitute professional and/or financial advice. Referenced transactions are sourced from publicly available information. Danny Piper is a registered representative of Finalis Securities LLC, member FINRA/SIPC. This material has been prepared for information and educational purposes only, and it is not intended to provide, nor should it be relied on for tax, legal, or investment advice. Investors should consult with their own tax, legal, and financial professionals before investing. Real estate investments are generally highly risky. They can be volatile, unpredictable, illiquid, and are subject to ebbs and flows and market shifts. Investors also risk the loss of all principal investments.

This week Yosef and I cover 15 pages of Supertraining and this was DENSE topics covering: flexibility, cluster sets, psychological training, and much more.___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

Coaching isn't just sets and reps. In this episode, Mark Fitzgerald (former NHL strength coach) shares why connection, listening, and keeping athletes available matter more than anything on the program.Learn More About Hytro BFR: https://hytro.com/pages/ice-hockey?utm_source=podcast&utm_medium=paid-media&utm_campaign=hockey&utm_content=podcast&utm_term=mens-performance___From our sponsorsHawkin Dynamics

Doug Gray is the President of Gray Institute and Director of GIFT, the Institute's flagship mentorship program. As the son of founder Dr Gary Grey, Doug has spent his career advancing Applied Functional Science® (AFS), a system rooted in the integration of physical, biological, and behavioural sciences to optimise human movement.Founded in 1978, Gray Institute is recognized worldwide as the leading authority on AFS, educating more than 250,000 movement professionals through certifications, live events, digital education, and mentorship.Doug's leadership focuses on preserving the scientific integrity of AFS while expanding its practical application across performance, rehabilitation, and training environments.https://grayinstitute.com/ftm$1 Trial Membership to SCN

Jason welcomes Michael Lebor and Peter Germanov to talk about the future of agency technology and how the IndieTech movement is reshaping the insurance industry. From the rebrand of NowCerts into Momentum AMP to the growing need for a truly connected ecosystem, the conversation explores how vendors, data providers, and agencies are coming together to build the next generation of insurance technology. If you want to understand where agency tech is going and how IndieTech is driving that change, this episode is for you. Key Topics: How Momentum AMP evolved from a certificate system to a full agency management platform Why calling it a "platform" instead of a "system" changes everything for independent agents Michael giving out his personal cell phone number for direct customer support Momentum AMP's growth to 1,800-plus agencies managing over $10 billion in premium The open API philosophy and why Momentum welcomes competitors to integrate Momentum AMP becoming the presenting sponsor of IndieTech 2026 in Fort Lauderdale Jason announcing his agency is switching from AMS 360 to Momentum AMP AMS truth or lie: is the AMS as a SaaS dying, or evolving into something bigger Why 95 out of 100 agents raised their hands for AI but weren't actually using it in their workflows Momentum AMP's mission to future-proof AI for independent agents and remove the anxiety of missing out on tech White-labeled versions of Momentum AMP and what true open customization looks like Peter's vision for running an agency without being locked into any closed system Chris Voss of the Black Swan Group announced as keynote speaker for IndieTech Reach out to: Michael Lebor Peter Germanov Jason Cass Visit Website: Momentum AMP IndieTech Agency Intelligence Produced by PodSquad.fm

Mark Fitzgerald has worked across the NHL, OHL, and elite performance environments for nearly 20 years. As a strength and conditioning coach, consultant, and performance director, he shares real-world insights on recovery, performance, and preparing athletes to compete at the highest level. In this episode, we dive into how he uses BFR to improve sleep and readiness during travel.___$1 Trial Membership to SCN

Another 30 pages to get through in this episode as we talk plyos, speed work, Jay Schroeder and former NFL safety Adam Archuleta's training (Yosef know's Jay's mentor), and more...___Download The Supertraining Reading Planhttps://strengthcoachnetwork.com/st___Buy Supertraining to Read Along with Ushttps://uaconcepts.com/product/supertraining___From our sponsors: Hawkin Dynamics

Justin Ochoa is the founder of Gem Sessions, a high-performance basketball development organization based in Indianapolis. He works with athletes ranging from youth prospects to professional players, blending elite skill development with evidence-based strength, speed, and performance training. After recognizing the gaps that limited his own playing career, Justin committed to building a system that fully prepares athletes for the physical and mental demands of the game. In addition to coaching, he founded the Gem Sessions Foundation, a nonprofit dedicated to equipping youth athletes with the academic, athletic, and life resources needed to succeed beyond basketball.$1 Trial Membership to SCN

Farmers spend countless hours choosing the right herbicide, the right rate, and the right timing.  But what if the biggest factor in spray performance is something most growers never test? The water in the tank. In this episode of Farm4Profit, we sit down with AGX to discuss how water quality and adjuvants impact herbicide performance — and why many spray failures have nothing to do with resistance or product choice. Because the reality is, You're mostly spraying water, not chemical. And if that water isn't conditioned properly, your herbicide may be neutralized before it even reaches the weed. We break down the chemistry happening inside the spray tank.

I speak with Jonah Rosner about the c word - conditioning. There seems to be a new trend in S&C where coaches don't want to do conditioning work with their athletes. In this episode you will learn why you need to condition them.Jonah Rosner is a sport scientist, performance coach, and the founder of Marathon Science, a platform dedicated to translating cutting-edge endurance research into practical insights for runners and hybrid athletes. Jonah previously worked in the NFL and now focuses on helping endurance athletes train smarter through evidence-based training, nutrition, and performance strategies.Connect with Jonah:Newsletter: https://marathonscience.beehiiv.com/ Instagram: https://www.instagram.com/rosnerperformance/___From our sponsorsTeamBuildr

Many agency leaders run their businesses on gut instinct. While intuition is important for speed, relying on it for your year-end forecast or retention metrics is a dangerous game. If your Agency Management System (AMS) is just spitting out numbers without context, you are effectively flying blind.My guest, Todd Dailey, creator of Premium Logic, joins me to discuss how his transition from the data-rich corporate world of Liberty Mutual to the independent agency side exposed a massive gap in analytics. We break down why traditional AMS platforms fall short, the critical difference between lagging metrics (like retention) and leading metrics (like client sentiment), and how to use data to collaborate with your producers rather than punish them. If you are ready to stop guessing and start making confident, calculated decisions to scale your agency, this episode is your blueprint.▶▶ Sign Up For Your Free Discovery Callcompletegameu.com/agaCONNECT WITH ANDY NEARY

AI has reawakened interest in nuclear energy, but rebooting America's nuclear age will take time and face challenges. Get your tickets to OPNEXT 2026 before prices increase! Join us on April 16 in NYC for technical discussions, investor talks, and intimate conversation with the brightest minds in Bitcoin. Welcome back to The Blockspace Podcast! Today, Dr. Hashem Hashemian, President of the American Nuclear Society and CEO of AMS, joins us to talk about the massive resurgence of nuclear energy in the United States. We dive into the shift from decommissioning plants to life-extensions of up to 100 years, the economic impact of AI and data centers on power demand, and the $12 billion investment flowing into Tennessee's nuclear hub. Dr. Hashemian explains why nuclear fell out of favor and the challenges the industry faces as it gets back on its feet. Subscribe to the newsletter! https://newsletter.blockspacemedia.com Notes: * 94 nuclear plants produce 20% of US power. * License extensions aim for 100-year lifespans. * $12B committed for nuclear fuel refining in Oak Ridge. * $100M Tennessee state funding for nuclear dev. * Global nuclear must triple for climate goals. * $1.7B Oklo recycling plant coming to Tennessee. Timestamps: 00:00 Start 05:51 Tennessee represent 07:56 State of the nuclear industry 10:42 Nuclear faded in USA 17:19 Barriers to Nuclear development 20:12 Reforming the Nuclear Regulatory Commission 27:01 Red tape 29:47 What other policies would be good? 32:41 China copying 34:17 Remaining chokepoints 38:05 States leading the charge 40:46 Are SMRs really a thing? 44:18 Why are SMRs taking so long? 46:21 Fusion? Are we still talking about this? 48:56 Recycling fuel