Podcasts about announcers

Newly named Doak PA announcer Eric Luallen joins Front Row Noles x Seminole Sidelines this week to discuss his career, the moving parts of a game at Doak, and much more. Hosted on Acast. See acast.com/privacy for more information.

Lewis Kalb joins Joe and Hugh on The Midday Show to discuss his viral play-by-play debut at Citizens Bank Park and recreates legendary moments like the Philly Special. They debate the pressure on Jalen Hurts and the Eagles' defense before predicting breakout stars for the preseason opener against Baltimore. The crew also attempts to test Hugh's knowledge of rock legends following a Led Zeppelin wardrobe choice. 02:20 - Lewis Kalb Joins 07:00 - Recreating Iconic Calls 19:25 - Eagles Pressure Debate 31:15 - Guess The Takes 36:30 - Preseason Starter Discussion 44:15 - You People

Royals Announcer Jake Eisenberg joins full 574 Fri, 14 Aug 2026 15:46:09 +0000 OwOCGUWZitXvKXbdlNQxV7mxIOIjBFJC mlb,kansas city royals,society & culture Cody & Gold mlb,kansas city royals,society & culture Royals Announcer Jake Eisenberg joins Hosts Cody Tapp & Alex Gold team up for 96.5 The Fan Radio's midday show "Cody & Gold." Two born & raised Kansas Citians, Cody & Gold have been through all the highs and lows as a KC sports fan and they know the passion Kansas City has for their sports teams."Cody & Gold" will be a show focused on smart, sports conversation with the best voices from KC and around the country. It will also feature our listeners with your calls, texts & tweets as we want you to be a part of the show, not just a listener. Cody & Gold, weekdays 10a-2p on 96.5 The Fan.  2024 © 2021 Audacy, Inc. Society & Culture https://player.amperwavepodcasting.com?feed-link=https%3A

A few years ago, John auditioned to be the in-stadium play-by-play announcer for the Padres. He didn't get the gig but apparently is still practicing just in case...

From 08/13 Hour 4: The Sports Junkies welcomed Jon Sciambi (Chicago Cubs Announcer) in studio this morning to break down Washington's series against Chicago. The guys also analyzed all the top prospects across both organizations and discussed Jon's great career.

Ravis discusses the power of the announcer's curse, NFL news, and the best (and weirdest) ways to drink your beer! Follow Matt on X @mattravis and WWLS @sportsanimal, thesportsanimal.com, and The Sports Animal app!See omnystudio.com/listener for privacy information.

Nick Pollack is joined by special guest Matt Vasgersian to talk about his career as an announcer, the power of Cuban coffee, and how announcing has changed over the years. Nick Pollack | Eno SarrisJoin The Discussion | PL+ and PL Pro Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Nick Pollack is joined by special guest Matt Vasgersian to talk about his career as an announcer, the power of Cuban coffee, and how announcing has changed over the years. Join Our Discord & Support The Show: PL+ | PL Pro - Get 15% off Yearly with code PODCASTProud member of the Pitcher List Fantasy Baseball Podcast Network Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Willy,Adam and Dmase talk about Cam Ward vibe check on how he has been performing in practice so far with us getting close to the preseason. Then the guys make a shift to some College Football talk with the countdown to the season. Then Dmase ask a question should announcers get rings to when teams when championships.

Royals Announcer Jake Eisenberg joins full 602 Fri, 07 Aug 2026 15:42:37 +0000 wUxRBzlWJYNUq4dKP4uW05NfKCL0cf4J mlb,kansas city royals,society & culture Cody & Gold mlb,kansas city royals,society & culture Royals Announcer Jake Eisenberg joins Hosts Cody Tapp & Alex Gold team up for 96.5 The Fan Radio's midday show "Cody & Gold." Two born & raised Kansas Citians, Cody & Gold have been through all the highs and lows as a KC sports fan and they know the passion Kansas City has for their sports teams."Cody & Gold" will be a show focused on smart, sports conversation with the best voices from KC and around the country. It will also feature our listeners with your calls, texts & tweets as we want you to be a part of the show, not just a listener. Cody & Gold, weekdays 10a-2p on 96.5 The Fan.  2024 © 2021 Audacy, Inc. Society & Culture https://player.amperwavepodcasting.com?feed-link=https%3A

Amazing Arizonan Ramlbin' Ralph Velez joins the show to discuss his legendary announcing career. We ask him some of his favorite experiences and what he has coming up. 

Full Show Broadcast. Last (ROC) day of Bills training camp. Gene reacts & reflects as camp moves to Buffalo. News 8 Sports Director Thad Brown joins the show to share his overall thoughts on Bills training camp. Tim Schneider shares his take of the day. Gene plays a match game & looks at camp storylines. Are you attending the Blue & Red scrimmage? Tom Brady & the Motor City Cruise make appearances in last call

Dan Baker--Philadelphia Phillies public address announcer since 1972--joins the show in advance of the Chase Utley Phillies Wall of Fame induction ceremony tonight at Citizens Bank Park, kicking off Phillies Alumni Weekend. Baker shares his thoughts on Utley, his craft of announcing (which has included six World Series, plus 30 years with the Philadelphia Eagles, 21 years of Big 5 Basketball, 15 years with Drexel University men's basketball radio, multiple Army-Navy games, and much more), his parents' influence on his work, and some of his favorite players to announce (and why), even mixing in a few of them on the show :). Baker also compares and contrasts the 1976, 1996, and 2026 Major League Baseball All-Star Games hosted in Philadelphia, all three for which has been the public address announcer. Born in Philadelphia, raised in Mt. Ephraim, NJ, a graduate of Audubon NJ High School, with an undergraduate degree from Glassboro State (now Rowan) University and a master's degree from Temple University, Baker is a local treasure whose professional career speaks (literally) for itself :). Tonight's ceremony begins at 615pm with the Phillies squaring off against the 2025 World Series finalist Toronto Blue Jays at 640pm. More information on Phillies Alumni Weekend--including the 60+ players anticipated for Sunday's afternoon game--is available at www.phillies.com, where you can also stream tonight's ceremony. Sports clips:Don Mattingly (Philadelphia Phillies manager) (MLB.com)Nick Sirianni (Philadelphia Eagles head coach) (philadelphiaeagles.com)Jaylen Brown (Philadelphia 76ers forward) (76ers YouTube page)See omnystudio.com/listener for privacy information.

The Drive applauded the person who won a contest in Philly and got to call an inning of a baseball game for doing a good job.

It's the end of an era for all time broadcaster, Mike Krukow who announces his retirement from broadcasting following this Giants season.

   If we learned one thing about primary voters in Missouri and Kansas it's that they love them some government and taxes.  Holy smokes did the Missouri income tax elimination get crushed and the voters of Kansas are simply not interested in electing Supreme Court justices.  Let's just keep getting taxed and have the goverment do what it wants.  Wow.    Almost all of the winners around our two states were the most well known candidates, we'll go over the winners and losers.  Also, I went to the polls twice as I voted on Monday and took my mom to vote Tuesday.  Two different locations had one thing in common with the poll workers.    In sports, here comes the hype about the NBA moving to KC.  It's enough to make me want to take a nap.  A website called www.defector.com does a series of comedy articles about why your NFL team will suck in 2026 and the Chiefs story is pretty funny.  Mizzou checks in at #25 in the college football coaches poll and an 85 year old actress is breaking new ground in our Final Final.

When the Title Changes but the Authority Doesn't: Family Business Succession with Paul Edelman Most family business succession plans fail not because the legal structure is wrong, but because authority never actually moves. In this episode of Wealth Actually, Frazer Rice talks with Paul Edelman, PhD of Edelman & Associates about how to tell the difference between a real handoff and a cosmetic one. Edelman unbundles succession into six separate questions, explains the three behavioral tells that reveal who is really in charge, draws a hard line between a legitimate safeguard and an open-ended veto, and makes the case that agreement from a family is not the same thing as ownership of a decision. https://youtu.be/p2KCsftvM74 Key Takeaways Succession is not one decision — it is at least six. Who gets the economic benefit of ownership, who votes the shares, who appoints and removes directors, who runs operations, who receives what information, and who retains informal influence after formal authority ends. Watch behavior, not titles. Compensation changes and org charts are easy to read and easy to fake. How decisions actually get made — and whether they get reversed — is the real signal. Three tells that authority hasn't moved: the next management layer still routes real decisions to the founder; the successor has never had a disputed call stand; and in a genuine crisis, the founder is the one who walks into the room. Speed is not the test. A five-year transition can be disciplined development; a six-month transition can be denial with a deadline. The test is whether milestones and readiness criteria are observable and stable, or whether the goalposts keep moving. “Not ready” is not a concern — it is a placeholder. If a founder cannot restate it in specific, testable terms, the obstacle is emotional rather than substantive, and it needs a different path. Advisor impatience often masquerades as clarity. When you catch yourself thinking “why can't they just do this,” ask whose timeline is actually being served — the family's, or your need to close the file. A safeguard is bounded; a veto is not. Reserve specific extraordinary decisions with defined scope, thresholds, triggers, evidence, and duration. “The successor is in charge unless the founder feels uncomfortable” is an undefined operational veto. Agreement is not ownership. A family can be outvoted and formally agree while owning nothing. Ownership comes from having weighed the trade-offs and the implications of each option in the room. Timestamps [00:00] Cold open — why “he's just not ready” is untestable [01:05] Welcome: founders at the sell-or-transfer crossroads [01:48] Unbundling succession into six separate questions [02:23] Running a diagnostic on where the founder actually is [03:00] Watch behavior, not titles — and what the CFO tells you [04:00] Decision reversals and the second-guessing test [05:00] The crisis test: who owns the emergency [05:36] Fast handoff vs. staged succession and prolonged ambiguity [06:10] Milestones that show it's working — and goalposts that keep moving [08:00] Inside vs. outside successors and family dynamics [08:54] Competing heirs and the outside CEO as bridge or avoidance [09:47] Reading resistance: making “not ready” addressable [11:10] The advisory ecosystem's frustration with stalled progress [12:16] Whose timeline is being served? [13:31] Push, pause, or reframe — the art and science of advising [15:00] When to change the forum, the decision rights, or bring in a facilitator [15:36] Safeguards vs. vetoes and the trap doors founders build [17:37] Board composition: independence vs. familiarity [20:00] Restructuring boards to create seats for new expertise [20:54] Income-dependent family members vs. growth-minded owners [21:34] Agreement is not ownership: dividends vs. reinvestment [23:31] Matching complexity to the outcomes you need [25:00] Communicating decisions to people who weren't in the room [25:26] How to reach Paul Edelman [25:46] The Edelman–Shenkman trilogy for estate planning attorneys [29:19] Close Pull Quotes “If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story.” — Paul Edelman “To have authority when things are going well is fine. But the person who owns the crisis is the one who's really owning the leadership.” — Paul Edelman “A safeguard should be limited, explicit, and connected to some extraordinary risk. A veto is an ongoing ability to stop or reverse any old ordinary decision.” — Paul Edelman “Just because there's an agreement in name doesn't mean there's ownership of the decision.” — Paul Edelman About the Guest Paul Edelman, PhD is a coach, facilitator, and mentor at Edelman & Associates, where he works with family enterprise and family office leaders on decisions that cannot be delegated. He holds a PhD in developmental psychology from Harvard University and a BS in physics from MIT, and serves as faculty at The UHNW Institute and the Bertarelli Institute for Family Entrepreneurship at Babson College. Contact Paul Edelman Email: paul@edelmancoaching.com Website: edelmancoaching.com (contact form on site) LinkedIn: linkedin.com/in/pauledelman The Edelman & Shenkman Trilogy Paul and Martin M. “Marty” Shenkman, CPA, MBA, JD, PFS, AEP (Distinguished), of Shenkman Tietz, have written a three-part series aimed at estate planning attorneys: Simplicity and its trade-offs — When Clients Ask for a Simple Estate Plan, WealthManagement.com / Trusts & Estates, July 8, 2026. The language of estate planning conversations — published in Steve Leimberg's LISI Estate Planning Newsletter (subscriber archive). Beneficiary education — forthcoming October 2026, expected in Estate Planning. Paul's running author archive: wealthmanagement.com/author/paul-edelman More from Paul Edelman Approval Is Not Ownership: Helping Family Office Investment Decisions Hold Under Pressure — Family Wealth Report, July 1, 2026 How Families Can Override Emotions to Make Better Judgments — Family Business Magazine, April 9, 2026 Lessons For Families And Their Advisors From A Hit TV Series — Family Wealth Report, February 24, 2026 Stronger Family Bonds and Better Strategic Decisions — FFI Practitioner, January 20, 2026 Frequently Asked Questions What are the six questions a family business succession decision should be broken into?Who receives the economic benefit of ownership; who votes the shares; who appoints and removes directors; who runs the company operationally; who receives what information; and who continues to hold influence after formal authority ends. Bundling these into a single “handoff” decision is what creates ambiguity. How can you tell whether authority has really transferred to a successor?Watch three behaviors. First, where the next management layer goes for real decisions — employees are excellent at reading where power actually lives. Second, whether the successor has ever made a call the founder disagreed with and had it stand. Third, the crisis test: when a covenant breaks or a key employee leaves, who walks into the room and who gets briefed afterward. Is a fast succession better than a gradual one?Speed itself is not the test. A five-year transition can represent disciplined development, and a six-month transition can be avoidance followed by an arbitrary deadline. What matters is whether responsibility moves against observable milestones, whether the successor learns from outcomes instead of being rescued, and whether readiness criteria stay fixed rather than shifting each time the successor advances. What is the difference between a safeguard and a veto?A safeguard is limited, explicit, and tied to extraordinary risk — selling the company, debt above a threshold, issuing new equity, changing core strategy, or related-party transactions — with defined scope, thresholds, process, duration, trigger, evidence, and who decides. A veto is an ongoing ability to stop or reverse ordinary decisions. If the founder can intervene whenever they feel uncomfortable, that is an undefined operational veto. How should advisors handle their own frustration with a stalled family?Notice that impatience often feels like clarity. When you think “I see exactly what they need to do, why can't they just do it,” that is often the moment to slow down and ask whose timeline is being served — whether the ambiguity is genuinely damaging the company, or whether the recommendation mainly closes the case and relieves the advisor's discomfort with uncertainty. What makes an independent director genuinely independent in a family company?The ability to exercise business judgment and fiduciary duty free from undue family influence or loyalty to a particular branch. A director who is the founder's golfing buddy or tied to one family faction will struggle to deliver the value independence is supposed to provide. Why isn't agreement good enough?Because agreement in name is not ownership. A family branch can be outvoted, formally accept the outcome, and still feel no responsibility for it. Ownership comes from working through the trade-offs — what each option makes better and worse — so participants can say they helped weigh the considerations even if the result was not their first choice. Full Transcript [00:00] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like, for example, the most general concern that people will say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. [00:36] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guests. [01:05] Frazer Rice: Welcome aboard, Paul. [01:07] Paul Edelman: Thanks, Frazer. Looking forward to our conversation. [01:09] Frazer Rice: Well, it's important because I deal with a bunch of founders and a bunch of other business owners, families, et cetera, that are trying to make sense out of the concept of passing along the business either to the next generation or deciding to sell it, and all sorts of parts of that tough crossroads that everybody has to go through at some point. And that's really the crux of your practice — to help people with those conversations. [01:34] Paul Edelman: Yes. [01:35] Frazer Rice: So when we're thinking about that and kind of unbundling the decision to pass the business along, when a family wants to talk about that, what are the separate parts of that decision that need to be contemplated? [01:48] Paul Edelman: Well, I see at least six different questions that need to be separated. One is who receives the economic benefit of ownership in the company. Another is who gets to vote the shares. And a third is who appoints and removes the directors. Then there's who runs the company from an operational standpoint, and who receives what information. And then, who continues to have influence even though they may no longer have formal authority. [02:23] Frazer Rice: So once you get into the… it always seems to me to be tough to sort of say, okay, here are six things that have to happen, and that's a lot for somebody to digest in the course of one or two meetings and get the buy-in from all the different constituencies that are interested in what the business is up to. How do you run a diagnostic to understand where a founder is — or generation one — in their own head space, and understanding what control being passed on looks like in summary form on those six different aspects that you brought up? [03:00] Paul Edelman: I think the key thing is to watch behavior more than titles. People often pay a lot of attention to when the titles have shifted or compensation shifts, things like that. But they pay less attention to how decisions are being made and whether those decisions get reversed. So when the title has moved but the authority hasn't moved, you tend to see three different things. First of all, you can see something going on at the next level down in management — not with the founder and successor per se, but with the other executives. You can ask yourself, who do they go to for the real decisions? If the CFO briefs the new successor CEO and then confirms things with Dad, then the org chart is not telling the real story. [04:00] Paul Edelman: Employees are excellent at reading where the actual power lives, because they can't afford to be wrong about that sort of thing. So that's one clue. Another is to look at decision reversals, or what is more commonly called second-guessing. You want to look for whether the successor has made a call that the founder disagreed with. And if so, did it stand, or did it get reversed? If the company is two years into succession and that's never happened, it's possible that the successor is pre-clearing everything with the former CEO and only making decisions that they know will be approved. So in that case, it's not real authority. And a third situation is what you could call a crisis test. [05:00] Paul Edelman: So when something genuinely bad happens — there's a breach of a covenant, or a key employee departs, or a lawsuit — the question is, who do people go to? Who walks into the boardroom and into the decision-making situation, and who ends up getting briefed afterwards? To have authority when things are going well is fine, but the person who owns the crisis is the one who's really owning the leadership, in a sense. [05:36] Frazer Rice: So one of the avenues that I think is interesting, that I read in your materials ahead of time, was the idea that a quick succession oftentimes — and maybe not often, but can be — a better avenue in terms of moving the succession forward, as opposed to having a staged succession where a long period of ruminating and decision-making often perpetuates ambiguity, or even confusion, amongst different constituencies both managerially and ownership-wise. [06:10] Paul Edelman: Speed itself is not the test. You could have a five-year transition that represents disciplined development of the successor, and you could also have a six-month transition that essentially is a denial of what needs to happen, followed by some kind of a deadline. But you certainly don't want to allow things to drift. If the transition is proceeding gradually, you can tell it's working if responsibility and authority are moving according to observable milestones. So the successor is making increasingly consequential decisions. They're learning from the outcomes rather than being rescued by the founder or the prior leader from their mistakes. [07:01] Paul Edelman: They're developing important relationships and they're becoming someone that others rely on. The criteria for readiness also should become clearer over time, and the founder's involvement should change in ways that are recognizable. So that's the ideal. But sometimes a gradual transition represents avoidance, and in those cases you see criteria — sometimes people refer to them as the goalposts — that keep moving. And decisions are repeatedly returned to the founder. Also, each step that the successor takes toward greater authority may be followed by a new reason why the founder feels that they're not ready. So the question that can be asked is: what are the capabilities that the successor is developing, and what specific evidence would demonstrate that? [08:00] Frazer Rice: When you're diagnosing what those capabilities are, as part of that diagnosis, if the successor is inside the family versus outside the family, how do you diagnose whether that is a positive or a negative, in addition to maybe the harder skill sets that are being dealt with? [08:29] Paul Edelman: If the successor is from inside or outside the family, I would say that many of the capabilities needed for leadership are the same. [08:40] Frazer Rice: Yeah, I was going to say — if you run into situations where a family member is capable skill-wise, but there are dynamics issues that have prevented their succession to the throne, essentially. [08:54] Paul Edelman: Sometimes there may be a situation in which you have more than one potential successor and they're in competition with one another, and the family is reluctant to declare a winner. And so one move that can be made in that situation is to essentially bypass the decision by going to the outside to bring in someone. It could be a kind of conflict avoidance mechanism. On the other hand, if no successor is really ready, then sometimes going to the outside can be an interim move. So some companies will hire an external candidate for CEO with the expectation that part of the responsibility will be to develop one of the family members who ultimately may take over. [09:47] Frazer Rice: And so part of your methodology is to read resistance in the room and understand where those pain points are. How does a founder, or generation one, or the successive generations understand what the resistance is? And how do you help them overcome that? [10:02] Paul Edelman: The resistance often takes the form of some sort of concern that is stated like — for example, the most general concern that people say is, well, he or she, the likely successor, is just not ready. But that phrase “not ready” is at a very high level of generality. It's not specific enough to be testable or to be capable of being satisfied. So the challenge is to work with the founder to help them express their concern in terms that are actually addressable. If you try to do that and you're unable to, that's an indication that the concern is less about something specific and addressable, and more about some unpleasant feelings that the founder is experiencing — and that implies a different path for how to address those, or what needs to be done. [11:10] Frazer Rice: For those of us in, let's call it the advisory ecosystem — that can be the wealth manager, or the lawyer, or the accountant, the people who help guide the technical succession issues, whether it's tax planning or trusts and estates or even just the corporate handoff — oftentimes we're presented with situations that just get muddled, and we look at lack of progress with frustration. How does an advisor deal with that, when the instinct and in a sense the business model is to try to push, to get resolution and to get progress on these types of issues? [12:16] Paul Edelman: The signal that I watch for is what that impatience feels like to the advisor. Sometimes it feels like clarity. The advisor says to himself, oh, I see exactly what they need to do — why can't they just do this? And in my experience, that's often the moment when it's helpful for the advisor to slow down. Not because the family should be allowed to delay indefinitely, but because the advisor's own need for resolution may begin to shape what they say and do, and the advice that they give. [13:00] Paul Edelman: One useful check that advisors can use for themselves is to ask whose timeline is being served. There may be a genuine business reason to act — it may be, for example, that the continued ambiguity is hurting the company, or weakening the successor, or leaving employees unsure about who's in charge. But I would also ask myself, and other advisors can ask themselves, whether their recommendation is mainly to help them close the case, or to demonstrate progress, or to relieve their own discomfort with uncertainty. [13:31] Frazer Rice: The concept of — this is really, I guess, the mix of art and science of advising — between push versus pause versus a total restructure or a reframing of the conversation. There's an intersection of, you have to have the technicals down, but then experience in dealing with personalities, experience with dealing with the specific family and situation, and guiding that. [14:15] Frazer Rice: I imagine occasionally you run into situations where, at the intersection between the advisors and the family, they feel stuck. And so then the concept of getting them unstuck — yet there is resistance to maybe bringing in a facilitator to help grease the skids and get the conversation moving again. How do you help that reframing discussion? [14:40] Paul Edelman: I guess the question I would ask is, where do things stand? Has a decision actually been made, or is the obstacle substantive, or is it the process? So when a decision has been reached through a legitimate process and what you see is some sort of executional drag or discomfort, those are the situations where I think it's helpful to hold the boundary. You can acknowledge whatever feelings may be slowing things down, but there's not a need to reopen the decision. [14:55] Paul Edelman: On the other hand, if the discomfort that people are feeling suggests that there's some sort of important concern that hasn't yet been understood, then that's where I would pause. And that pause can involve useful work. You can ask people, what is it you're trying to protect? What are the consequences that you fear? What would need to be true for proceeding to feel responsible rather than reckless? And then there are times when it makes sense to restructure or to add structure. So for example, the choices are pretty clear, but the same conversation keeps recurring and producing the same result. In that case, you want to think in terms of either changing the forum, or clarifying the decision rights, or maybe dividing the issue into smaller decisions, or even bringing someone in to help structure the conversation, like a third-party facilitator. [15:36] Frazer Rice: The handoff ultimately — when the founder, or generation one, has gotten to the point where they're ready to move things along to the next set of operators, the next set of owners — and at the same time, in order to feel safe, they've created some safeguards, or let's call it some trap doors or back doors, to be able to help influence decisions if they feel like things are going in a different direction. How do you think about it so that they don't turn into pain points — maybe regret that turns into a veto power that stymies the succession, even if it's already been decided and put in motion? [16:21] Paul Edelman: Well, I think you put your finger on it. There's a key distinction to be made here between a safeguard and a veto. A safeguard should be limited, explicit, and connected to some extraordinary risk, whereas a veto is kind of an ongoing ability to stop or reverse any old ordinary decision. So when it comes to safeguards, a family might reserve certain kinds of decisions — like selling the company, or taking on debt above a certain level, or issuing new equity, or changing the basic business strategy, or entering into a transaction with a family member. [16:59] Paul Edelman: Those kinds of things can be specified, and the scope, the threshold, the decision process and the duration of the safeguard should be clear — as well as who can invoke that protection, what evidence is required, and who decides whether the trigger has occurred, and so on. So the problems arise when the arrangement is essentially one in which the successor is in charge unless the founder feels uncomfortable. If the founder is allowed to intervene anytime they feel uncomfortable, as opposed to for these specific kinds of reasons, then you're dealing with more of an undefined operational veto. [17:37] Frazer Rice: To that end — boards of directors related to these companies, whether they're private or public, but we're really talking about private in most cases. The constitution of those boards: how involved do you get in that? And what is the importance of independence versus familiarity versus family member input, to act as a go-between in many ways between founder, the operational executives, and then ultimately the owners? [18:07] Paul Edelman: Well, in order to really add value — the kind of value that independent directors can potentially offer to a company — they need to be adequately independent. That is to say, they need to be able to exercise their sound business judgment and carry out their fiduciary responsibilities in a way that is free from undue influence by other kinds of family considerations, and potentially loyalty to particular family members. So I think in those cases where a so-called independent board member is actually a golfing buddy of the CEO or the founder, or has a tie to one particular family member or branch of the family, it may be harder for them to bring the full value that an independent director can bring. [18:55] Paul Edelman: Then of course, another reason why companies bring in independent directors is because they have some additional expertise that the current board members or family members lack. So for example, a colleague and I are working with a company right now where the core business has been subject to commoditization, and they've made a strategic decision to diversify. But in order to diversify, they need to bring in people with new expertise, particularly in the line of business that they want to move into. In order to do that, they need to create some space in their board or boards of directors — they have several different kinds of boards. And as part of this, we were brought in to take a look at those existing boards and help them think about how to restructure in a way that could create some open seats while minimizing the displacement of people who are currently board members, including family members who are board members, who may not feel too positively about losing their board seat. [20:54] Frazer Rice: Related to board seats, but more specifically to family ownership — the concept of family members who rely on the family business for income, versus maybe other parts of the family that are looking at the business and thinking of growing the valuation or innovating with the business, that type of thing. With the tension between those two different components, how do you solve for that and have that conversation stay productive, when I imagine it can get emotional very quickly? [21:34] Paul Edelman: This is where a third-party facilitator can be helpful to slow things down. When things begin to get heated, it's often helpful to have a neutral or impartial person present who can help to reduce the heat in the conversations. There are a number of things in particular that can be done under those circumstances. First of all, anytime there are these kinds of tough decisions, there's never a single right answer. There's always trade-offs involved. And some boards work their way through these things by voting. I'm dealing with a situation right now where some members of the family were outvoted. At the end of that vote, they say, okay, we now have an agreement, we're going to move forward with this. But just because there's an agreement in name doesn't mean there's ownership of the decision. [22:34] Paul Edelman: So in order to create ownership, I think it is helpful to have the difficult conversations and to consider the implications of going one way versus another. If we were to distribute all this money in the form of dividends, what would be the benefits of that, and what would be the costs associated with that? And on the other hand, if we were to plow it all back into growth of the business, what's the upside and downside of that? Only by considering different options and the implications of each can the family ultimately arrive at a decision where people feel like, well, I may not have agreed to this, but I was part of the discussion, I was part of the process of weighing the different considerations, and I'm willing to buy into this. In other words, I feel some ownership for this decision. [23:31] Frazer Rice: As we start to wind down here, an interesting concept is what should all the constituencies come away with from the decision-making process. And as a follow-up to that is simplicity versus complexity of the solution. How do you manage that so that you take care of the needs of the business and the needs for structuring, with the need for simplicity, so that everyone who comes away from the discussion and the decision-making understands what's been put in place? [24:06] Paul Edelman: As far as the solution itself goes, the level of complexity should match what's required to accomplish the desired outcomes. So complexity for its own sake is not useful. But when you're trying to accomplish more than one thing at a time, it may require a more complex approach to the solution. So that's on the solution side. Now the other side of it has to do with communication. How do you share what's been decided with other people, especially people who haven't been in the room? And I think that the best way to do that is to try to explain clearly what was the context of the situation in which the need to make this decision arose; what were the desired outcomes that the decision makers were trying to produce, what were they trying to accomplish; and the flip side of that is what were they trying to avoid, or what were they trying to protect. [25:00] Paul Edelman: When you share all of that, the rationale for the decision becomes more understandable, and also you have a better case for justifying any complexity that's part of the decision. As far as complexity goes, of course, you want to use the simplest, most straightforward language to describe what you've come up with. But I think the key thing to getting buy-in is to make sure that the rationale is clear, and people understand that there was a thoughtful and systematic process behind it. [25:26] Frazer Rice: Really good stuff. Paul, how do people find you to hear more about what you're up to? [25:32] Paul Edelman: My website is edelmancoaching.com. So people can go to edelmancoaching.com, read more about the work that I do, and there's a contact form there. Or people can simply email paul@edelmancoaching.com. [25:46] Frazer Rice: Just to — because you're being very humble — you have a couple of articles coming out with Marty Shenkman, where the intersection of probably the trust and estate planning and the actual, let's say, getting the business ready for the next generation, whatever form that takes, is probably front and center there. How would people find that? [26:06] Paul Edelman: So we've written three articles recently, kind of a trilogy, and they're each going to be carried in different places. Two have already come out, and one is due to come out. These are aimed primarily at estate planning attorneys. But the first one is on when the client asks for a simple estate plan. And this relates a little bit to what you were describing, in a different domain — the domain of trusts and estate plans and so on. But the point that we make is that the client's request for simplicity is understandable, and ideally the attorney will validate that. But at the same time, along with the request for simplicity goes potentially some compromises, because when you have multiple desired outcomes, it may take more of a complex structure to achieve those outcomes. So the role of the planner is not to introduce complexity for its own sake, but to make clear to the client [27:06] Paul Edelman: what trade-offs they'd be making if they went with a simpler plan, and what additional protections they can get by considering a more complicated one. Then the second piece is on the use of language in these estate planning conversations. And again, it relates to this concept we were talking about a minute ago, of the difference between agreement and ownership. Some clients are willing to agree to whatever the attorney says. If you say to them, “Well, I think this is the best plan for you,” they say, “Fine, where do I sign?” But the goal, ideally, is more than just agreement. It's ownership. Because in the absence of ownership — and by ownership, I mean that the client understands the trade-offs that are being made, they feel that they had agency in the process of making those trade-offs — [28:06] Paul Edelman: and ultimately, if something doesn't work out as well as hoped, people will not go back and point a finger at the planner and say, “You did this, how could you do this?” or something like that, but rather, “This was a collaborative effort. You made clear what the choices were, and we made them together.” So that piece talks about language, and how, for example, there's a difference between saying to a client “you should do this,” and speaking to them in terms of what they can do. [28:42] Frazer Rice: And then the third piece — when's that coming out? [28:46] Paul Edelman: The third piece is on beneficiary education, and that one will come out in October. And so the first piece came out in a publication called Wealth Management. The second piece came out in a newsletter that's published by, I think it's LISI. And the piece that's coming out in October is, I think, being published in a magazine or a journal, something like Estate Planning. [29:19] Frazer Rice: They're everywhere. So, terrific. Well, Paul, thanks for being on. I'll put all that in the show notes, and look forward to staying in touch. [29:26] Paul Edelman: Thanks very much, Frazer. [29:28] Announcer: This podcast is for educational and entertainment purposes. It is neither investment, legal, nor tax advice, and does not represent the opinions of the employers of the host or guests. Additional Links Mark Tepsich of Family Governance https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

Pasch talks Larry Fitzgerald ahead of his Hall of Fame induction, his best memories of his playing career and the Cardinals ahead of the 2026 season. 

Ellen Adair and Eric Gilde discuss the 1987 baseball film "Long Gone." They introduce the film (1:10), with an overview of the story, the cast, and filmmakers, and review the 20-80 baseball scouting grades for rating the film, with a new metaphor (7:10). Amount of Baseball (11:43) praises the substance and variety of the baseball scenes, with their good emphasis on defense and attention to detail. Baseball Accuracy (21:13) bemoans the lack of acknowledgement for Cecil Cantrell as the Shohei Ohtani player manager of the Alabama-Florida league. Other things about the Class D Alabama-Florida league are correct, except the existence of the Dothan Cardinals in 1957, and the Browns spring training in 1946. Do pitchers ever become catchers? A historic dive into Smoky Joe Wood, Bob Feller, and the possibility of Stud Cantrell and Stan Musial coming up together. There are both mathematical and factual problems with the number of games that the Class D League played, and Brown's RBI total (w/r/t Hack Wilson record). Joe Lewis Brown resonances with Joe Lewis, Jackie Robinson, and Jack Johnson. This movie has appropriate disdain for the intentional walk, but falls victim to a common baseball film error. A rare corresponding roster move doesn't quite pan out. Storytelling (57:55) comments on the skillful exposition and braiding of human and baseball storytelling, along with growth for the major characters, and the classical comedy double wedding ending. Did the Cardinals sign off on this? Delicacy of dealing with racial issues in a comedy. What do they have on Stud? Why wreck the car? Plus other unanswered questions. The Score Tool (1:26:36) suffers from the problem of an 80s score in a movie about the 50s. Eric dives in on Hank Williams' "Long Gone," and the hymns in the film. Acting (1:35:07) discusses the performances of Virginia Madsen, William Petersen, Larry Riley, Dermot Mulroney, Henry Gibson, Teller, Robert Easton, Edward Blatchford, and Ronn Allen. Delightfulness of Catcher (1:45:53) assesses the superb Joe Lewis Brown, played by Larry Riley. Delightfulness of Announcer (1:47:14) is non-zero. Lack of Misogyny (1:48:25) considers the misogyny displayed in the actions and words of Stud Cantrell, and, to a lesser extent, Jamie, as balanced with their growth. Some examination of the film's attitude towards Dixie, and her Boxxstory/backstory.  No spoilers on the following segments: Yes or No (1:59:04), Six Degrees of Baseball (2:04:00), Favorite Moment (2:05:41) Least Favorite Moment (2:07:14), Scene We Would Have Liked to See (2:10:08), Dreamiest Player (2:11:39), Favorite Performance (2:12:32), and Next Time (2:14:50).         Join Our Discord & Support The Show: PL+ | PL Pro - Get 15% off Yearly with code PODCASTProud member of the Pitcher List Fantasy Baseball Podcast Network Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

"None!" That was Kwency Griffith's answer when I asked what opportunity he saw in the market before he emptied his savings and founded Vybe Radio. No gap. No safety net. Just the belief that if no space existed, he would create one. A decade later, Vybe Radio broadcasts island-wide across Saint Lucia, reaches over 160,000 followers across platforms, and is streamed world-wide. But this episode isn't about radio. It's about what Kwency built quietly, on the side a property portfolio that started with land that sat untouched for 15 years and ended with Petit Paradis Villas: 3 x one-bedroom units, 1 x two-bedroom unit, and a pool in Corinth.                                 Growing up and he decided what he DID NOT want to be. From radio sales to on-air talent; how he got his first break at The Wave. The harsh criticism that almost broke him and why he later thanked the person who gave it. How Vybe Radio positioned itself around youth, technology, and edutainment, before anyone else in St. Lucia was doing it. Then the  property lightbulb: why he decided real estate was the only path to retiring on his own terms. Find out when he confirmed that property was the one business that will keep paying, even after the bank that told him preferential rates only went to certain people in society. Navigating DCA approvals, parking requirements, and the approval process in St. Lucia. Choosing a contractor, what he looked for and why. The decision to bite the bullet and do all 4 units at once instead of building in phases. His rental strategy. And finally...what financial freedom means to him and the advice he would give to his 30-year-old self.#BankofSaintLucia#NagicoInsurances#CaribbeanMetals#MandC

With a passion for rodeo sports and a voice that is not often forgotten Matt West has worked diligently over the years to become a well-known personality in the western sports world. The native Oklahoman first began his career with the PBR in 2007 and quickly made a name for himself within the sport's Velocity Tour and Touring Pro Division. West's talent rapidly moved him along to work on the league's premier tour and the milestone of announcing his first PBR World Finals in Las Vegas in 2010. Today, West is an integral part of the PBR team including appearing on RidePass, the sport's 24/7 western sports digital network, and representing PBR in Canada, Australia and other international markets. In 2017, Matt fulfilled his lifelong dream of opening his own gym. Westfit is a 24 hour fitness facility, located in his hometown, Nowata, Oklahoma. Westfit's primary focus is to provide a clean, fun, & positive environment to help people become the healthiest versions of themselves, possible. When not on tour with PBR or at the gym, West announces a variety of notable rodeos and has expanded into non-rodeo events and broadcast work including his own unique podcast. As the host of the "Matt West Now” podcast, he dives into the lives of personalities from all walks of life, sharing life lessons and more with fans. https://mattwestnow.com Huge thank you to our sponsors. The Oklahoma Hall of Fame at the Gaylord-Pickens Museum telling Oklahoma's story through its people since 1927. For more information go to www.oklahomahof.com and for daily updates go to www.instagram.com/oklahomahof The Chickasaw Nation is economically strong, culturally vibrant and full of energetic people dedicated to the preservation of family, community and heritage. www.chickasaw.net Dog House OKC - When it comes to furry four-legged care, our 24/7 supervised cage free play and overnight boarding services make The Dog House OKC in Oklahoma City the best place to be, at least, when they're not in their own backyard. With over 6,000 square feet of combined indoor/outdoor play areas our dog daycare enriches spirit, increases social skills, builds confidence, and offers hours of exercise and stimulation for your dog http://www.thedoghouseokc.com Metro Ford of OKC is proudly serving Oklahoma City with vehicles you can rely on and service you can trust. It's also why they're Oklahoma's Number One Performance Dealership. Shop the inventory today at metrofordofokc.com where the difference is Real. #ThisisOklahoma

Episode 4.03 ("250, 260—Whatever Works!"). Written by Lori Furth, Lyssa Graham, Dale Leopold, Wren Leopold and Jack Mooney.  (Double published to My Friend Lyssa and BS de Resistance)  To mark the nation's Semi-Quincentennial, we've assembled the mighty Suffolk & Goode Players to serve up a Buc-ees-sized portion of comedy. NPR confronts its toughest challenge—producer Bari Weiss; we learn of a heart-breaking new affliction—Hereditary VO; the plucky Doyle Sisters try to solve a newsworthy crime; and the Broligarchs of AI insinuate themselves into schools, gaming, and meal delivery. And there's a song!    Featuring the vocal talents of the Suffolk & Goode Players:   Rebecca Davis (Herself, Bari Weiss, Annie Doyle, Deepfake Woman 2)  Dustin Ebaugh (Jay, Baby, Dog, Ron DeSantis, Techbro Joe, Elon Musk)  Lori Furth (Herself, Mary Louise Kelly, Mrs. Porter, Deepfake Woman 1)  Lyssa Graham (Herself, VO Mom, Louise, Librarian, Deepfake Woman 3, Bezos Woman)  Dale Leopold (Himself, Announcer, Robert Siegel, VO Dad, Doyle Announcer, Techbro Mike)  Wren Leopold (Themselves, VO Daughter, Patty Doyle)  Chris Mezzolesta (Jethro DotConnector, Parrot, Sgt. McCord, Ellem, Techbro Tony, himself)  Karyn O'Bryant (New Mom, Mrs. Morris)   Jake Reynolds (Himself) and  George Washington III (Dr. Ibrahim X. Kendi, 60 Seconds Announcer, Doctor, Mr. Lansing, Miss Deepfake Announcer, Techbro Rex, Bezos Announcer)  Original Music composed, performed and produced by Chris Mezzolesta. The song, "Repercussions," was written by Lori Furth and Chris Mezzolesta and was arranged and performed by Chris Mezzolesta.  Editing, sound design and audio production by Dale Leopold  Artwork by Richard McMurry 

Episode 4.03 ("250, 260—Whatever Works!"). Written by Lori Furth, Lyssa Graham, Dale Leopold, Wren Leopold and Jack Mooney.  (Double published to My Friend Lyssa and BS de Resistance)  To mark the nation's Semi-Quincentennial, we've assembled the mighty Suffolk & Goode Players to serve up a Buc-ees-sized portion of comedy. NPR confronts its toughest challenge—producer Bari Weiss; we learn of a heart-breaking new affliction—Hereditary VO; the plucky Doyle Sisters try to solve a newsworthy crime; and the Broligarchs of AI insinuate themselves into schools, gaming, and meal delivery. And there's a song!    Featuring the vocal talents of the Suffolk & Goode Players:   Rebecca Davis (Herself, Bari Weiss, Annie Doyle, Deepfake Woman 2)  Dustin Ebaugh (Jay, Baby, Dog, Ron DeSantis, Techbro Joe, Elon Musk)  Lori Furth (Herself, Mary Louise Kelly, Mrs. Porter, Deepfake Woman 1)  Lyssa Graham (Herself, VO Mom, Louise, Librarian, Deepfake Woman 3, Bezos Woman)  Dale Leopold (Himself, Announcer, Robert Siegel, VO Dad, Doyle Announcer, Techbro Mike)  Wren Leopold (Themselves, VO Daughter, Patty Doyle)  Chris Mezzolesta (Jethro DotConnector, Parrot, Sgt. McCord, Ellem, Techbro Tony, himself)  Karyn O'Bryant (New Mom, Mrs. Morris)   Jake Reynolds (Himself) and  George Washington III (Dr. Ibrahim X. Kendi, 60 Seconds Announcer, Doctor, Mr. Lansing, Miss Deepfake Announcer, Techbro Rex, Bezos Announcer)    Original Music composed, performed and produced by Chris Mezzolesta. The song, "Repercussions," was written by Lori Furth and Chris Mezzolesta and was arranged and performed by Chris Mezzolesta.  Editing, sound design and audio production by Dale Leopold  Artwork by Richard McMurry 

THIS IS A PREVIEW. FOR THE FULL EPISODE, GO TO Patreon.com/worstofall Audrey and Dono (Radio Free Tote Bag, No I'm Listening) join the lads on some wacky adventures with Pomni and Co. as they cover Gooseworx's indie animation megahit: The Amazing Digital Circus. Topics include the origins of Gooseworx, the hugbox of Tumblr, and what it means to find meaning in a world where a sentient mouth can absolutely ruin your life. Donovan Eyre: Twitch // Bluesky // Instagram // SoundCloud Audrey: Twitch // Bluesky Radio Free Tote Bag: A weekly relationship advice podcast hosted by Audrey and Donovan. Patreon // Spotify // Apple Podcasts // Instagram Media Referenced in this Episode: The Amazing Digital Circus. Dir. Gooseworx. 2023-2026 How to Attract the Wrong Audience by The Ludo Mancer Is this LOST? By Door Monster I Have No Mouth and I Must Scream by Harlan Elison “‘The Amazing Digital Circus' Team Talk the Making of a Viral Hit” by Dani Di Placido. Forbes. December 22nd, 2023. TWOAPW theme by Brendan Dalton: Patreon // brendan-dalton.com // brendandalton.bandcamp.com Interstitial: “The Disappearing Guy Presents: ‘Here for a Good Time, Not a Long Time!‘: A Treatise on the Ephemeral Nature of Being and The Unknowability of a Finite Universe Speeding Hastily towards its Demise: A Rootin'-Tootin' Fantasia on Mannequin Themes Featuring Text from William Shakespeare's ‘Hamlet'” // Written by A.J. Ditty // feat. A.J. Ditty as “Announcer” and Donovan Eyre as “Disappearing Guy” Credits: Episode Edited by: Brian Alford Interstitial Edited by: A.J. Ditty Produced by Josh Boerman, A.J. Ditty, and Brian Alford. This podcast was recorded under a SAG-AFTRA Agreement.

0:00: The reaction to the Jackson Kouvin victory surprised us, for these reasons 13:00: The Tour begins the slow trickle of tournament announcements for 2028. Why? 23:00: Brooks Koepka a WD this week in Detroit. How to view his 2026 season 26:00: Announcer-free stream and LIV's team finale canceled? Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Choosing a Trustee: Why Naming Your Kid May Be a Mistake — Marguerite Lorenz Short answer: Naming your child as trustee, executor, or agent under your power of attorney is the default choice for most American families — and it is frequently the wrong one. In this episode of Wealth Actually, host Frazer Rice talks with California Licensed Professional Fiduciary and Master Certified Independent Trustee Marguerite Lorenz about why roughly two-thirds of American adults still have no estate plan, why the job of a trustee is far more intimate and technical than families expect, and how to decide between a family trustee, a bank or trust company, and an independent professional trustee. https://youtu.be/56bzuORe8YI Episode Overview: Who Will Actually Run Your Plan? Most estate planning conversations stop at the documents. Marguerite Lorenz argues the documents are the easy part. The hard part is staffing — deciding who steps in when you can no longer make new decisions, and whether that person can absorb the technical, financial, and emotional weight of the job. Lorenz has served as trustee, executor, agent under power of attorney for finance, and agent for health care for hundreds of families since 2003. She is the author of three books — Luck or Control? The Life-Improving Power of Estate Planning, How to Be a Successful 90-Year-Old, and the newly updated Ethics for Trustees 2.0 — and she is Vice-Chair of the Independent Trustee Alliance. Her framing line, and the one that should stick with every listener: “If you don’t get your estate plan done, you’re suing your family. You’re making them go to court. And who would want to make anyone else go to court?”— Marguerite Lorenz This is the second time Marguerite has joined the show. Her first appearance covered the mechanics of individual trusteeship: EP.75 — Individual Trusteeship with Marguerite Lorenz. Key Takeaways •Only about a third of American adults have any written estate plan — and Lorenz argues half of those plans would not actually function when needed. •Professionals are barely better than the public. When Lorenz polls rooms of attorneys, CPAs, and financial advisors, roughly one-third raise their hands for a complete, up-to-date, ready-to-go plan. •The trustee role is intimate, not administrative. A trustee sees your paperwork, your bills, your medications, and your bedroom. “Who is going to be the first person in your bedroom when you are no longer able to make new decisions?” •Incapacity, not death, is the long tail. Many people live for five or six years unable to make new decisions. The trustee’s job often runs during your lifetime, not just after it. •A professional trustee can be temporary. Lorenz recounts stepping in for a client during cancer treatment, providing a full accounting, and stepping back down when he recovered — then serving again after his death. Would your child step back down? •Estate planning is about preferences, not predictions. “Our power in estate planning is not prediction, it’s setting our preferences” — and preferences can only be set while you are competent. •Quality of life belongs in the plan. Not just tax, legal, and financial terms — but how you want to live, where you want to live, and what small things matter (for Lorenz, an international selection of dark chocolate). •Digital assets are now a core trustee problem. Phones, social accounts, and daily transactions all require someone with access and authority. •A will does nothing while you are alive. “The will doesn’t operate at all if you go to the hospital and you haven’t granted authority to anyone.” •Cost is usually overestimated. Both an estate plan and an independent professional trustee typically cost far less than probate court. •Revisit every five years. Calendar a five-year check-in with your attorney to review law changes, marriages, divorces, births, and deaths. Chapters and Timestamps •[00:00] Cold open: “If you don’t get your estate plan done, you’re suing your family.” •[00:32] Welcome back — introducing Marguerite Lorenz, California trustee and author •[01:14] Luck or Control? — why fear keeps families from finishing an estate plan •[02:22] What a full-time trustee actually sees: trustee, executor, agent for finance, agent for health care •[03:49] Why families default to naming a child — and where that breaks down •[05:00] The skill set nobody screens for: negotiation, calm, empathy, and grief •[05:40] Case study: serving as temporary trustee through a client’s cancer treatment — and stepping back down •[07:51] Why even attorneys need their own attorney: nobody is objective about their own circumstances •[09:09] The five-year estate plan check-in as a life milestone •[09:39] How to Be a Successful 90-Year-Old — living well to the very end •[10:20] The “black box” problem: privacy, dignity, and care in your own home •[11:54] Preferences over predictions — planning for your future vulnerable self •[13:40] Rewriting an advance health care directive after hundreds of hospital bedsides •[16:13] The statistics: only a third of adults — and only a third of professionals — are actually ready •[17:47] Frazer’s challenge to advisors: you can’t advise well if you aren’t practicing what you preach •[18:22] The first question in Luck or Control?: “Hey professional, do you have your estate plan done?” •[19:21] Ethics for Trustees 2.0 — what’s new in the updated audio and PDF edition •[20:27] Family trustee vs. bank trustee vs. independent professional trustee •[21:52] The looming crisis: the great wealth transfer, incapacity, and digital assets •[24:54] Documenting the “why” behind hard trustee decisions •[25:23] Probate courts overrun, bioethics committees, and next-of-kin defaults •[26:54] Where to find the books, the podcast, and the Independent Trustee Alliance directory About the Guest: Marguerite Lorenz, MCIT, CLPF Marguerite Lorenz is a California Licensed Professional Fiduciary (CLPF #319) and a Master Certified Independent Trustee (MCIT). She has served as Trustee, Executor, Agent for Finance, and Agent for Health Care for more than 200 families since 2003 as managing partner of Lorenz Private Trustees. Marguerite is Vice-Chair of the Board of the Independent Trustee Alliance, past Chair of the California Professional Fiduciaries Bureau Advisory Committee, and host of the Plan For This podcast. She is the author of Luck or Control? The Life-Improving Power of Estate Planning, How to Be a Successful 90-Year-Old, and Ethics for Trustees 2.0. About the Host: Frazer Rice Frazer Rice is the author of Wealth, Actually: Intelligent Decision-Making for the 1% and host of the Wealth Actually podcast, where he interviews experts, entrepreneurs, and commentators on preserving assets and enjoying wealth. Resources and Links Mentioned •PlanForThis.com — Marguerite’s books, the Plan For This podcast, and a free First Steps toolkit. Ethics for Trustees 2.0 is now exclusive to this site (audio + PDF bundled with purchase). •TrusteeAlliance.com — the Independent Trustee Alliance directory for locating certified independent trustees by state. •Marguerite Lorenz on LinkedIn •California Professional Fiduciaries Bureau — state licensing for professional fiduciaries •Related episode: EP.75 — Individual Trusteeship with Marguerite Lorenz •Related episode: What If You Are Named in a Will or Trust? Frequently Asked Questions Should I name my child as trustee? Not automatically. A child understands the family but may lack the technical skill to handle tax, legal, financial, and medical decisions — and may be grieving or in conflict with siblings at the exact moment judgment is required. Marguerite Lorenz notes that a trustee must be a good negotiator, stay calm under pressure, set aside personal feelings, and enforce rules the grantor set. She also raises a test most families never consider: if you recover, would your child voluntarily step back down and hand you a full accounting? What is the difference between a family trustee, a corporate trustee, and an independent trustee? A family trustee is a relative or friend serving in a personal capacity, usually unpaid and untrained. A corporate trustee is a bank or trust company with institutional infrastructure, minimum account sizes, and staff turnover. An independent professional trustee is a licensed or certified individual — like a California Licensed Professional Fiduciary — who serves full-time, carries a succession plan, and can often be engaged at a lower cost than families expect. The Independent Trustee Alliance maintains a national directory of independent trustees. What does a trustee actually do while I am still alive? A trustee acting during incapacity manages assets, accounts for every dollar, handles taxation, pays bills, coordinates care, and increasingly manages digital assets such as phone-based transactions and social media accounts. Lorenz emphasizes that many people live for five or six years unable to make new decisions, so the trustee’s lifetime role is often longer and more demanding than the post-death administration. How often should I update my estate plan? Roughly every five years, or sooner after a major life event such as marriage, divorce, birth, death, a liquidity event, or a change in tax law. Lorenz recommends putting a five-year reminder in your phone to call your attorney and ask what has changed in the law and in your life. What happens if I go to the hospital without an estate plan? The hospital and its bioethics committee will do the best they can and will look for next of kin to make decisions for you — potentially people with whom you have never discussed your personal wishes. A will does not help here, because a will only operates after death. Financial and health care powers of attorney are what grant someone authority while you are alive. Is an estate plan expensive? Usually less than people assume, and materially less than probate court. Lorenz makes the same point about professional trustees: “Independent individual professional trustees cost a lot less than you think also. And you need to ask, because this is your life we’re talking about.” Do financial professionals have their own estate plans? Often not. When Lorenz polls audiences of attorneys, CPAs, and financial advisors, only about a third report having a complete, up-to-date, ready-to-go plan — barely better than the general public. Her challenge to the profession is that clients will increasingly ask advisors directly: “Do you have your estate plan completed?” Pull Quotes “Our power in estate planning is not prediction, it’s really about setting our preferences.” “Who’s going to be the first person in your bedroom when you are no longer able to make new decisions?” “I’m not in charge. I’m a servant-manager.” “Once I get my estate plan done and updated, I don’t think about it anymore. My head space is so clear because everything I was worried about has been thought about, considered, allowed, and put down in writing.” Full Transcript Transcript lightly edited for clarity. Timestamps are approximate. [00:00] Marguerite Lorenz: You know, if you don’t get your estate plan done, you’re suing your family. You’re making them go to court, right? And who would want to make anyone else go to court? [00:08] Announcer: Welcome back to the Wealth Actually podcast, the show that features experts, entrepreneurs, and commentators that will give you the right knowledge, planning, and guidance so you can preserve your assets and enjoy your wealth. Learn more and subscribe today at wealthactually.com. This podcast is for educational and entertainment purposes. It is not investment, legal, nor tax advice and does not represent the opinion of the employers of the host or guests. [00:32] Frazer Rice: Welcome back. Friend of the podcast Marguerite Lorenz is on the podcast this week. She’s a California trustee and has a new book called Luck or Control? out. We’re going to talk a little bit about fiduciary matters and what it takes to have good staffing within your estate plan. Welcome back, Marguerite. [00:54] Marguerite Lorenz: Thank you, Frazer. [00:55] Frazer Rice: Since the last time you were on, you have a couple of books out and we’ve gotten to see each other a couple of times with the Independent Trustee Alliance. Let’s talk a little bit about the new book that you just published and what you’re trying to do with it. [01:14] Marguerite Lorenz: So that book is Luck or Control? The Life-Improving Power of Estate Planning. And I wrote it because I’ve seen hundreds and hundreds of families really struggle with how this is going to get done, and many people don’t get their estate plan done at all because they’re so afraid. They don’t know what to expect, they don’t want to talk about their mortality, they don’t want to have serious conversations with their loved ones. And if we don’t have those conversations, we really lose all control when we need it the most — when that medical crisis happens or when life changes in a big way. [01:52] Frazer Rice: No question about it. And I went through the book and it’s an important read, because for those people who really have to get their affairs in order and feel stuck for some reason, I think you do a good job of laying out why you need to get unstuck and then how to take a couple of steps to initiate those conversations and get the important things down so that you can then have the deeper conversations that help out later on as you’re structuring things. What part of your experience being a full-time trustee helped to inform all of this? [02:22] Marguerite Lorenz: Well, as a trustee professionally, I’ve met with lots of different families in lots of different circumstances. And for many of them they’ve named me, and so I’m serving in that role. It’s not just trustee; it’s trustee, executor, agent on the power of attorney for finance, and even as agent for health care. And so that’s a very intimate job. It’s a job where you end up seeing someone’s entire life, or as much as you can of another person — their paperwork, how they do things, how they pay their bills, how they live, what medications they take. It’s really very intimate. And I think a lot of us assume that our children know us and they’ll do what we want them to do. But the thing is that it’s very likely you haven’t lived with your children in the same household for decades. And now you’re asking them to come back, drop their life, and come in and be that person for you. Be the person who’s going to protect your privacy, be that person who’s going to protect the way you want to live. And they may disagree with the way you want to live. They may actually have issues with some of the choices that you’ve made or how you’ve proceeded. So now, in addition to having a medical challenge where you’re not able to make new decisions — maybe temporarily, maybe permanently — now you have someone who wants to run the show or actually be in charge. In my job as a professional trustee, I’m not in charge. I’m a servant-manager. I’m really taking the trustor’s wishes and how they’ve structured things and really looking at that to be sure that I can continue it as best I can with all the changes that have occurred. [03:49] Frazer Rice: One of the things we were talking about before we got on board, and something we’ve discussed generally through the Independent Trustee Alliance, is that people who are asked to serve in those roles usually are family members. And for people who are uninitiated in the field, that seems like an obvious choice, because they’re really trying to put somebody in there who understands the family. But as you and I know, they may not be necessarily qualified to deal with the technicalities of the different roles that we just discussed. But also, the idea of taking on the emotional toll of these new conditions can be something different and unapproachable for many people. [04:30] Marguerite Lorenz: Well, I think it helps to kind of look at some of those issues. So you might have more than one child. Even if you have an only child, these issues apply. And now you’ve been in the hospital and you’re expecting this person to deal with your tax, legal, financial, and medical decisions. This person has to be a good negotiator. This person has to be calm when there’s issues that arise, and they may have feelings — they may be grieving that things have changed for themselves and in their relationship with you. So I think to be really empathetic and to be really kind and compassionate, we have to get our own stuff in order so that we can really have a good experience for our last days. And again, some of these roles that I’ve served in have been temporary. Let me give you an example. I worked with a gentleman whose wife had passed away because of cancer. She had been gone about two years and he himself was diagnosed with cancer. So he already knew what that might be like, right? She had already had chemotherapy; he was right there with her through all of that experience. Well, now faced with it himself, he said, “In order for me to do this, I don’t have a partner. I need somebody who’s going to deal with the business of my life so that I can focus on my health.” He named me as his trustee. I became active. I reported to him because he was still able to receive those reports. He was certainly mentally able, but physically it was really hard. He was exhausted most of the time. And he was going to grief support for the loss of his wife and going to chemotherapy treatments. So you can imagine just how full his day was. So we’re into this two years. He met a woman at grief support. He was feeling better because the treatment worked, and he decided he wanted to travel the world before he died. And he married this woman, and they were very happy together. And he asked if he could be trustee again. So — I’m a professional trustee. It’s part of my duty to step back and step down when the trustor who wants to be trustee again wants that job back. So I gave him a full report, he had an accounting, he knew exactly what had happened during my term. He went on with his life, and then he passed away and I became trustee again. So I just wanted people to know that it could be temporary. It’s not necessarily a permanent job. Would your child step back down? [07:14] Frazer Rice: No question. Once in the role, sometimes it’s difficult to get out of it. But you did the right thing in terms of getting an accounting, making sure that your duties stopped when you were told to get off, and then when you were ready to come back on, that those sightlines are very clear. And that’s what comes with talking to a professional like you. You understand those parts so that you’re not having things bleed from one role into another and having liability issues or misunderstandings with the next generation. [07:51] Marguerite Lorenz: Right. And let’s talk about working with professionals from the beginning. We don’t know what we don’t know. And even attorneys need to go to an attorney to get their estate plan done. There may be attorneys who disagree with that, but none of us can be truly objective about our own circumstance. And we need someone who’s going to ask us some tough questions and really help us figure out: what is our intention? How do we feel about this? What’s important to us? So, getting my own estate plan done — I was a single mom in a new profession. I had just become a fiduciary and I had just learned about estate planning. I was learning so much at that time and realized, every time I drive on the freeway, I’m risking my children’s future. I’m their only parent. What can I do about that? So estate planning isn’t just about money, and it isn’t just about death. It’s also about taking an inventory. What do I have? What have I accomplished? Who do I love? What do I really care about? And once we get to have those kinds of conversations, our whole perspective on life improves. And I’ve used my own estate plan, every time I’ve gone to update it, as sort of a milestone check — where am I now? [09:09] Frazer Rice: Maybe the standard procedure is every five years to check in and make sure that life has not advanced as far as divorce, deaths, new kids, marriages, things like that, to make sure that the plan is in place. And it’s a great milestone to reflect on things. And then, as we move up the ladder wealth-wise, if there are changes in tax laws and things like that, it’s important to make sure that the plan understands that change and is able to accommodate what’s going on on that front. Let’s take that as a segue. You have another book that you came out with, How to Be a 90-Year-Old — or a well-functioning 90-year-old. [09:36] Marguerite Lorenz: How to Be a Successful 90-Year-Old. [09:39] Frazer Rice: More than well-functioning — actually successful. How to Be a Successful 90-Year-Old. I have not read that yet, so tell us a little bit about what’s going on there. [09:47] Marguerite Lorenz: Well, I want everyone to have that blue ribbon feeling at the end of their lives. And I picked 90 because I have had clients that have reached a grand old age of over 100. My last client passed at 105. So it is possible to live well until the very end. And I’ve been working with people for over 20 years that are much older than me, who have lots of wisdom and experience to share. Their stories are important. So for people that are serving as trustee — whether you’re a family member trustee or you’re a professional — this book might be helpful, because I actually talk about the relationships with those clients. And I also talk about some things we could do now so that life is simpler, better, and more comfortable when we might need some help. And that’s another barrier that a lot of us have. We have this barrier to having someone come into our home and help us. Our home is our sanctuary, it’s our private space. But I want everyone who’s listening right now to just think about it: who’s going to be the first person in your bedroom when you are no longer able to make new decisions? And do you want that person to see everything that might be in your bedroom? Many, many adults have what I call a black box. We have something that’s private that really, really we keep to ourselves. But everything gets exposed once you are not able to care for yourself. So then what? Well, many people want to stay in their home no matter what, as long as possible. So imagine, if you will — some of my clients have lived in the same home for 30, 40, 50 years. And now they have to get care. Can we arrange to have that care in their home? So this exploration is really about living well to the very end. There are some really great tips, things I’ve learned from my 90-plus-year-old clients that I’ve employed and deployed for myself. [11:23] Frazer Rice: Just as an example there — I’m a ripe old age of 53 shortly. The idea of getting things in place while you’re at the peak of your powers, and you don’t have the difficult decision of having the car keys taken from you, or being in a home that isn’t appropriate for you anymore, meaning you don’t have the necessary safeguards for showers and stairs and things like that. Do you get into that, as far as trying to look five years ahead to make sure that the things that you can do now in a more comfortable environment take place before maybe the emergency happens and then all of a sudden we say, “Oh my gosh, we’ve got to do a complete overhaul here”? [11:54] Marguerite Lorenz: Well, as you know, Frazer, our power in estate planning is not prediction, it’s really about setting our preferences. And if we don’t do that while we feel good, while we’re competent, while we’re thinking clearly, we don’t get a chance to express that or do that once we’ve lost our competence. So this is really important — that I’m thinking about my future vulnerable self. I’ll give you a small example for me personally: dark chocolate is part of my life. I like having an international selection of dark chocolate and I don’t want the same kind every day. I feel the nuances and the taste and the flavors; it’s important to me. For some people that might be wine, for other people it might be fine literature. It really depends on what you’re into. Well, our estate plan can be just about tax, legal, and financial stuff, but it really should be more. It should be about our quality of life. And that’s really what I’m instructing and what I’m talking about in a very warm, personal way in How to Be a Successful 90-Year-Old. And even in Luck or Control?, I want people to understand the function of the documents. So we talk about the documents and what they’re supposed to do to assist your person. But you have to have a person. And you might choose to have a trust company or a bank serve as your trustee, you might have a family member, you might have an individual like me — an independent trustee. You can find more independent trustees at the Independent Trustee Alliance. But the point is: how do I want to live? Who do I want to have help me? What does that help look like? Well, you might not know all the answers right now, but if you begin now, your eyes open to different possibilities. I’ll give you an example: I have visited lots of hospitals. I’ve been to people’s bedsides many, many times. I’ve learned that there are certain procedures I’m just not willing to go through. So in my mind I had to update my advance health care directive to basically say: this shell that I’m in, the case I walk around in, the machine that I live in, needs to be kept alive long enough so that my boys can say goodbye. And that’s not for me, that’s for them. But I don’t want it to go on interminably. [15:00] Marguerite Lorenz: So I’m pretty specific in my documents about what I want. So I’m hoping to help people have a little perspective — use that energy you have, use the power that you have right now to make decisions for yourself, and allow yourself the opportunity to update your estate planning documents from time to time, so that what you learn goes into your documents, and what you decide and what your intention is, is clear. [15:23] Frazer Rice: One of those points that you bring up that I think is important is that you can be a really good user of professional services with some forethought. To muse a little bit about what the end of life looks like is somewhat an unpleasant thought, if you feel like you’ve got less than your full faculties and that ends up being your future. But thinking about that and putting some planning around it, and real ideas about what you want others to take away from your end of life, in many ways I think is a great way to really get the documents put in place and reduce tension and questioning later, and any ambiguity that there might have been ahead of time. [16:13] Marguerite Lorenz: Well, that’s the thing too that we don’t necessarily consider when we avoid estate planning. And I’m talking to all the professionals who listen to you, Frazer. The percentage of professionals who have their estate plans completed might be just a little bit more than the average person, but only a third of American adults have any kind of written plan — and I would argue that half of them are not really going to work. And when I speak to professional groups — attorneys, CPAs, financial advisors and so on — I get that same raise of hands: only about a third of them have a complete, up-to-date, ready-to-go estate plan. Why do I need it ready to go? Because I don’t know what’s going to happen or when. So yes, it is hard to contemplate the end of our lives; it’s not something we want to think about. But how do you stop thinking about it? How do you stop worrying about it? You do everything you can about it right now, and then you set it aside. And our cell phones are so powerful that I can put in my calendar five years from now to call my attorney and ask if anything’s changed in the law, and to consider then if I need to think about anything that might have changed in my life that I want to update. So once I get my estate plan done and updated, I don’t think about it anymore. I’m so relieved. My head space is so clear, because everything I was worried about has been thought about, considered, allowed, and put down in writing. And now I don’t worry anymore. [17:47] Frazer Rice: I scolded a group of financial professionals I was giving a talk to. I asked probably a similar question, which was: how many of you have your estate plan documents up to date? And they all shot up, out of shame. I said, “How many of you have looked at them within the last two years?” And then that shot down to about a third, maybe less. I just said, “Shame on you.” People are looking to you for help on these things and you’re not leading by example. And so — point taken, and not just the trusts and estates lawyers, but for everybody else around the ecosystem. To not go through that exercise yourself — you can’t possibly advise correctly if you’re not practicing what you’re preaching. [18:22] Marguerite Lorenz: Well, here’s my challenge, and here’s my challenge to every professional in our mutual space: bank trust officers, administrators, paralegals, everybody. In Luck or Control? and on planforthis.com, which is where you can find my books and get a free First Steps toolkit, the first question is, “Hey professional, do you have your estate plan done?” It’s the first question. Why? Because I want to be sure I’m dealing with somebody who has some empathy for the emotional decisions I’m going to have to make. I want someone on my team that understands what this feels like — not just the wise, tax-smart decisions that they made. It’s a whole package. And so I’m putting it out there and I’m saying: I’m challenging everyone in our mutual space. Make sure you have your estate plan done, because more and more clients are going to be asking you, “Do you have your estate plan completed?” [19:21] Frazer Rice: So then let’s talk about your third book, which is sort of an update — and we talked about it in the previous podcast that we did a while ago, and I’ll have that in there — which is Ethics for Trustees. What’s in the update? I know it’s now in an audio version, which I haven’t sampled yet but I’m sure it’s really good. What’s new now versus when it first came out? [19:54] Marguerite Lorenz: So I’ve simplified it a bit, because I recognize that each of us can look up the probate code for the state that we live in, and it was really much more of a California-specific book. Look, I’m a California Licensed Professional Fiduciary and I’m also a Master Certified Independent Trustee. So having the audiobook, and also having it in PDF form, I think is very helpful for people so they can make notes, take a certain page with them. And the book now is exclusively available at planforthis.com. And when you purchase it, you’re getting both the audio and the PDF version. [20:27] Frazer Rice: Cool. Well, we’ll make sure that’s in the show notes. Let’s take the last little bit of time we have here and talk about the decision to have an individual trustee — and by individual, I mean family trustee — versus a more professional trustee, whether it’s an individual or a bank trustee. You and I sort of nod our heads in agreement every time we talk on this topic, and I’ve done podcasts with others where I feel this looming crisis is coming, where people put all these documents together in trusts and then they staff them with people who may be initially qualified, barely, but then six months after the ink is dried, their interest wanes, their technical capability wanes, life intervenes, something different happens — and the problems just multiply at that point. I guess my big question is — and from the Independent Trustee Alliance, where there is a group of people who can operate as a trustee without having to go to a bank — how bad do you think this problem could get? We have this great wealth transfer and we have a lot of assets shifting, not just from the ultra-high-net-worth but regular people shifting to the next generation, with people at the wheel of these structures that I don’t think really understand what’s going on. How bad could this get? [21:52] Marguerite Lorenz: In my view, we’re not just dealing with a transfer of wealth — because that’s where a lot of people focus. Where’s the money going, right? It’s going from one generation who died and then the money’s going to the next generation. But in that interim — and by the way, many people live for years unable to make new decisions for themselves. So it’s during their lifetime that they might need their trustee to step in, not just after they die. And that’s really important to consider: that you might need someone for five or six years when you need someone to make decisions. What kind of decisions? You have digital assets, you have your social media accounts, you might be doing transactions on your phone all day every day — but someone else will need to get into your phone to actually do those things, maybe. Is that somebody you want from your family to do that for you? Maybe you still say yes. But that family member has to have the ability to enforce the rules that you’ve set in your trust. They need to communicate really well with other people. And they have to set aside their own feelings. They have to put you first. And that’s a big challenge. So when you think about the word fiduciary — and I know that the financial industry has used the word a lot — the technical aspect of that is that I’m putting my needs aside and putting that trustor, that person who created the trust, their needs first. Then I also have to consider their beneficiaries and the future of those beneficiaries. So I’m dealing with transactions and having to account for every single penny of where the funds are now and where they’re going, what the assets are, what the character of those assets are. I have to deal with all the taxation that goes with that. I have to manage those assets. So that’s one set of skills, right? But then there’s the softer skills about communicating with other people and understanding their doubts and their concerns, and not taking that personally, and putting things in writing. So this is a big job. It’s not the simple job that it might have been at one point, where someone just wrote a will on their cocktail napkin and said, “Okay, I’m leaving you all my money.” The will doesn’t operate at all if you go to the hospital and you haven’t granted authority to anyone to be that person for you, to go to your house, get you some clean underwear and socks and bring it to the hospital for you. So I think we have to look at our lives as more complex. It’s not just driving a car; it’s deciding where that car goes, and if the car is maintained, and is the car clean, and can we have other people in the car with you? There are just so many decisions that I’ve had to make for other people that I don’t take any of this lightly — and nor should anyone who’s writing their estate plan. You need that attorney to ask you those questions and walk you through your day-to-day, so you can keep your day-to-day as long as possible. [24:54] Frazer Rice: Well, the other part too is the people who assume those roles — and I’ve been in it too — when you are asked to make tough choices, sometimes you have to make tough choices that favor one person over another, and you may be called to account for that. And the idea of keeping diligent records and writing — in a sense putting down the reasoning behind what you’re doing and making sure that everyone, to the extent it’s possible, understands the why of what’s happening — I think that is going to help people really save themselves some issues going forward when those tough choices have to be made. [25:23] Marguerite Lorenz: You know, if you don’t get your estate plan done, you’re suing your family. [25:27] Frazer Rice: Ah — good way to put it. [25:29] Marguerite Lorenz: You’re making them go to court, right? And who would want to make anyone else go to court? I mean, it’s just such a sad thing. And by the way, our courts are overrun with people that did no planning. And none of it happens quickly. So if you end up hospitalized and you haven’t selected a person, then the hospital and their bioethics committee is going to do the best they can. They’re going to ask for next of kin to make decisions for you — people that you may never have discussed your personal life with now have to be making decisions for you. So I’m asking people to be a little more proactive. I know you’re busy. I know it costs money to get an estate plan — probably less than you think, and certainly less than probate court would cost. A lot less than probate court would cost. Independent individual professional trustees cost a lot less than you think also. And you need to ask, because this is your life we’re talking about. I’m good. I have my plan, I keep up to date with my successors. I have a succession plan that’s worked beautifully. I’ve tested it. I know. And that’s why I can be so calm and so confident everywhere I go in my life. I’m feeling so good and so happy. Well, I want that for everyone. I want everyone to have that calm, true confidence that comes with knowing you’ve done everything you possibly can for yourself and the people you love. [26:54] Frazer Rice: Terrific. Marguerite, how do people get the books? How do people find you and your podcast, the Independent Trustee Alliance, and any other points of contact? [27:04] Marguerite Lorenz: Great, thank you. So planforthis.com is where you can find the books, where you can find me. We do have a podcast that has some wonderful discussions, case studies, and other topics to help people better understand the choices that they have. The Independent Trustee Alliance has a wonderful directory to find all kinds of professionals, but especially independent trustees, and you can find that at trusteealliance.com. And I’m going to be out there — I’m on LinkedIn. Come find me, connect with me. And Frazer, once again, thank you so much for the opportunity to visit with you. [27:40] Frazer Rice: Oh, it’s always great to get your expertise. And you bring a great sense of empathy to what can be a very technical and dollar-driven process. And I think the empathy, when it gets avoided or missed, there’s something really lost. So I really value your perspective on it. Thank you so much. [28:00] Announcer: This podcast is for educational and entertainment purposes. It is not investment, legal, nor tax advice and does not represent the opinions of the employers of the host or guest. Subscribe to Wealth Actually on Apple Podcasts, Spotify, Youtube or wherever you listen — and if this episode was useful, share it with the person you have named in your documents. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

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Royals Announcer Jake Eisenberg joins full 1003 Fri, 17 Jul 2026 15:49:33 +0000 GW4Mo6h8hhndIgUJ8xYj011hEInHU6af mlb,kansas city royals,society & culture Cody & Gold mlb,kansas city royals,society & culture Royals Announcer Jake Eisenberg joins Hosts Cody Tapp & Alex Gold team up for 96.5 The Fan Radio's newest mid-day show "Cody & Gold."  Two born & raised Kansas Citians, Cody & Gold have been through all the highs and lows as a KC sports fan and they know the passion Kansas City has for their sports teams."Cody & Gold" will be a show focused on smart, sports conversation with the best voices from KC and around the country. It will also feature our listeners with your calls, texts & tweets as we want you to be a part of the show, not just a listener.  Cody & Gold, weekdays 10a-2p on 610 Sports Radio.  2024 © 2021 Audacy, Inc. Society & Culture https://player.amperwavepodcasting.com?feed-link=https%3A

Scott and Eben speak with Telemundo soccer broadcaster Andrés Cantor about the World Cup, the U.S. team's exit, his love for Argentina, the prospect of a 64-team tournament, and more. Learn more about your ad choices. Visit megaphone.fm/adchoices

It took Cade Passig years of working every job on the crew before he found his was to the microphone announcing for Mathews Land and Cattle. Growing up with a rope in his hand, Passig never wanted to do anything else—but rope. That led to life now: being the "conductor" at some of the biggest jackpots in the country, being a student of the game in both announcing and heeling steers, and being a dad to a little one who is already ate up with the sport. On this episode of The Score, Passig talks us through how he grew up and the grind that it was, how he found his was onto the M.L.C. crew, and how even though he doesn't hit the rodeo road "full time", he wouldn't change a thing. He takes listeners back to he and Chris Francis' win of the 2018 Bob Feist Invitational and how that helped shape his career, and what growing up with guys like Francis around made him realize how important raising his son, Hardy, in the same way truly is. This listen is long, but worth it, as is expected for a guy who ropes and talks for a living. Listen now for the Cade Passig story, brought to you by our friends at Fast Back Ropes.___This episode is presented by Fast Back Ropes. A longtime supporter of The Team Roping Journal, Fast Back takes pride in building quality ropes that offer the durability, performance, and consistency ropers can rely on. With a commitment to craftsmanship, innovation, and customer satisfaction, Fast Back continues to create products designed to bring value both in and out of the arena. Visit fastbackropes.com to shop ropes and gear, find a retailer, or download the latest catalog.

It took Cade Passig years of working every job on the crew before he found his was to the microphone announcing for Mathews Land and Cattle. Growing up with a rope in his hand, Passig never wanted to do anything else—but rope. That led to life now: being the "conductor" at some of the biggest jackpots in the country, being a student of the game in both announcing and heeling steers, and being a dad to a little one who is already ate up with the sport. On this episode of The Score, Passig talks us through how he grew up and the grind that it was, how he found his was onto the M.L.C. crew, and how even though he doesn't hit the rodeo road "full time", he wouldn't change a thing. He takes listeners back to he and Chris Francis' win of the 2018 Bob Feist Invitational and how that helped shape his career, and what growing up with guys like Francis around made him realize how important raising his son, Hardy, in the same way truly is. This listen is long, but worth it, as is expected for a guy who ropes and talks for a living. Listen now for the Cade Passig story, brought to you by our friends at Fast Back Ropes.___This episode is presented by Fast Back Ropes. A longtime supporter of The Team Roping Journal, Fast Back takes pride in building quality ropes that offer the durability, performance, and consistency ropers can rely on. With a commitment to craftsmanship, innovation, and customer satisfaction, Fast Back continues to create products designed to bring value both in and out of the arena. Visit fastbackropes.com to shop ropes and gear, find a retailer, or download the latest catalog.

Today's Sports Daily covers Netflix's broadcast of the MLB HR Derby and how many people were criticizing, the camera angles were bizarre, the lead announcer not knowing the rules, and more, and Season 3 of “Quarterback” on Netflix drops today. Music written by Bill Conti & Allee Willis (Casablanca Records/Universal Music Group)  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Today we jump back ten years to a pair of PWTorch Livecast interviews from ten years ago.First, the June 29, 2016 episode features PWTorch columnist Pat McNeill interviewing stand-out independent wrestler “All Ego” Ethan Page with live calls on his WWNLive run, other independent appearances, future aspirations, and more.Then the July 6, 2016 episode features PWTorch columnist Pat McNeill interviewing long-time ring announcer Gary Michael Cappetta reflecting on working for WWF, WCW, AWA, and more, plus top stars he's worked with, memories, his book “Bodyslams,” and more with live calls and emails.Become a supporter of this podcast: https://www.spreaker.com/podcast/pwtorch-dailycast--3276210/support.

It's Free Game Friday on The Coach JB Show with Big Smitty as Super Bowl Champion Shaun King joins the show to react to Spurs FIRING Announcer after he allegedly Cheated with a Spurs' Players Sister, NFL & College Football News, and more! Join us for this Free Game Friday on The REALEST Show on Planet ERF! Like, Comment, and Subscribe! The Coach JB Show with Big Smitty is the realest sports show on Planet ERF! We discuss what other talk shows & debate shows refuse to discuss! We are LIVE 3 hours a day from 6-9am pacific with the realest guests on Planet ERF! Coach Jason Brown is the star of the hit Netflix series "Last Chance U", master motivator, and legendary JUCO football coach!! Darnell Smith Fox Sports very own, Ball State Alum, and Nap towns finest! Merciless Monday | Talk that Talk Tuesday | Work-Boot Wednesday | Truth Telling Thursday | Free Game Friday Live M-F 6am-9am PST. Subscribe and become a member today, $2.99 for general membership or $5.99 to join Slap Nation and get access to the exclusive Coach's Crew group Chat!! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Jerry says we are acting like a young LeBron James is a free agent right now who wants teams to leave him a voicemail, prompting a discussion on potential places he could land. Next, Spurs TV announcer Jacob Tobey was fired for having an affair with the sister of Spurs forward Lindy Waters III—a move that doesn't make sense since neither of them are married. Then, C-Lo returns for an update featuring audio and all of the awkward topics from a Warm Up Show with Al & Gordon from a few weeks ago. Finally, Jerry closes out the hour by talking about a 1990s Howard Stern Show episode he recently listened to.

Seth and Luke discuss the story of Jacob Tobey being fired by the Spurs after it came out on social media that he had been cheating on his girlfriend with the sister of a current Spurs player.

Seth and Luke discuss and assess Mike Florio's theory as to why CJ Stroud may not make it through this season, Ross Tucker's thought that the Texans need to make sure CJ is ok before giving him his big contract, and dive into the story of Spurs announcer Jacob Tobey being fired after it was revealed he was cheating on his girlfriend with the sister of a Spurs player.

"McElroy & Cubelic In The Morning" airs 7am-10am weekdays on WJOX-94.5!See omnystudio.com/listener for privacy information.

Today on The Press Box, Bryan and David start by updating the list of announcers with no fans that Bryan made with Joel last week. Then Bryan shares his big takeaways from Maggie Haberman and Jonathan Swan's book, ‘Regime Change.'(14:56) Then they talk about longtime ESPN anchor Linda Cohn retiring, discuss a Nancy Guthrie update, and say farewell to The New Yorker's Mark Singer (47:33). Plus, David Shoemaker Guesses the Strained-Pun Headline. Hosts: Bryan Curtis and David ShoemakerProducer: Isaiah Blakely Learn more about your ad choices. Visit podcastchoices.com/adchoices

If you watch sports, whether the recent NBA finals or the ongoing World Cup matches, you may have noticed that the athletes aren't the only ones putting on a show. The announcers seem to be playing a beautiful game of their own, capturing the excitement and play-by-play of the game in a unique blend of sentence structure, elocution, and pitch. Linguists have even given this speech pattern a name: sports announcer talk. Sociolinguist and dialectologist Valerie Fridland joins Host Flora Lichtman to break down the patterns and rules of this register. Guest: Dr. Valerie Fridland is a professor of linguistics at the University of Nevada, Reno, and author of “Why We Talk Funny: The Real Story Behind Our Accents.” Other episodes you may enjoy: The Art And Science Of Trash Talk What The Sigma Is Algospeak? Transcripts for each episode are available within 1-3 days at sciencefriday.com. Subscribe to this podcast. Follow our show on Instagram, TikTok, Facebook, and Bluesky @scifri and sign up for our newsletters. Got a science question that's keeping you up at night? Call us: 877-472-4374 Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.