Podcasts about apprenticeships

Prime Minister Andy Burnham on Youth Unemployment, Work Shadowing, and the Future of Work | Jimmy's Jobs of the Future Thanks to LinkedIn for partnering on this episode. Learn more about how the UK labour market is changing in the age of AI in LinkedIn's latest report: ⁠https://lnkd.in/labour-market-report⁠  In a special early interview at 10 Downing Street, Prime Minister Andy Burnham joins Jimmy to discuss why too many young people are struggling to get their first break, and what government, employers and senior leaders can do about it. Reflecting on his own journey from an unpaid local newspaper reporter to Prime Minister, Andy explains why family connections often matter more than qualifications, why work shadowing can transform a young person's confidence, and why every leader should help open the door for someone without an established network. They also discuss the future of education, apprenticeships, AI, recruitment, social capital and why Britain needs to value technical careers as much as university degrees. Andy shares what he looks for when hiring, why creativity and communication remain essential skills in the age of AI, and the leadership lessons that have shaped his career. Chapters: 00:00 Intro 00:29 Sponsor 01:49 PM Priorities on Youth Jobs 02:50 Early Career and Drift 05:35 Social Capital and Access 06:53 Hiring and Leadership Skills 08:51 Ambition Beyond London 09:42 English Degree and Creativity 12:24 Kids View of Job Market 13:49 Placements and Employer Role 17:26 AI and Future of Work 18:30 LinkedIn Data Break 19:51 Apprenticeships and Reform 21:28 Nostalgia Game and Advice 26:24 Closing Note and LinkedIn Credits: Jimmy McLoughlin OBE Thuy Dong Aggie Mellor Annabel Wilcken Ethan Pearman Josh Eames Laura Dunn Special thanks to: Sunny Winter Nguyen Anh Duc Learn more about your ad choices. Visit podcastchoices.com/adchoices

Competing in a Future World of Infinite Intelligence Navigation: Intro From Knowledge Workers to Judgment Workers The AI-Native Company: Org, Hiring, Culture The Human Element: Are We Underestimating It? Scenarios Our Take Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show:   Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 79 of Tech DECIPHERED. Today, we take a leap into the big unknown. This is a thesis episode, not your classic analysis, in-depth sharing episode. The big idea for this episode is that we may be approaching the cognitive age, and how would one, or how would a company compete in a world of infinite intelligence? The big idea, again, is that intelligence, which has been mostly scarce and expensive for all of human history, might become abundant and cheap. If that happens, what happens to work, what happens to companies, what happens to society? This episode will be really framing a lot of these discussions. From knowledge workers to judgment workers, addressing the AI native company and how does that change, going into the human element and whether or not we’re underestimating it, and finally, ending up going into scenarios, feasible scenarios of a future where, well, intelligence is abundant. Intelligence is quasi-infinite or infinite itself.Bertrand Schmitt Yes. Big questions for this episode 79. From Knowledge Workers to Judgment Workers We can start with from knowledge workers to judgment workers. Let’s go back first to how came the knowledge worker. It’s a 20th-century invention from Peter Drucker in 1959. The idea here is that that category might be splitting. The production of knowledge itself is on its way to being commoditized by AI. However, our perspective is that judgment around production of knowledge is not disappearing and is staying for a bit control managed by humans. What’s your take on this, Nuno? Do you agree with this split?Nuno Gonçalves Pedro I think it’s a little bit more profound than that. It’s not just judgment. Definitely, human judgment will be needed. We’ve seen agents perform all sorts of funny things in the wrong way when left alone to their own devices. Even some very well-known AI researchers coming forward and saying, “Hey, I tried to use this myself, and actually I messed up some of my systems,” or “I messed some of my code. I messed up some of my flows for a period of time.” I think just having human-in-the-loop from a judgment standpoint will be needed for a significant amount of time. That is something you can’t just delegate into machines, into algorithms, et cetera. The second part is, ultimately, there needs to be contextualization, and that contextualization, I think, comes from two forms. One from actual data, where the machine, I think, at some point will catch up, or the machines will catch up. The algorithms, at some point, on the data analysis will get better and better and have probably the closest to the truth that you can get, minus all the biases that are in the data, just to be clear, because data has a ton of biases. We’ve looked at this in the past and discussed it at prior episodes. But maybe on that, I think the machine has a chance to catch up, or the machines have a chance to catch up, so there’s less of distinctiveness from the human standpoint. But then, on just the attributes, the ability when you’re judging some situation, you’re in the middle of the situation. You’re judging the person and how it’s acting, in some ways, a lot of the things that end up happening, end up happening because there’s human interaction. There’s someone on the other side. I see how they’re delivering the message, how they’re implicating. We’ll talk about it later in the context of the organization and what changes in companies. I don’t think it’s just judgment. I think there’s a little bit more than that. One of the reasons I went to the dark side of management early on in my career from being an engineer was Peter Drucker and this notion of the knowledge worker, which he later on reemphasized with the publishing of his book, which for me was seminal and defined a lot of my career in life, the post-capitalist society, which is this notion that information rich and information poor is going to be the key distinctiveness that will happen in the world. The two big camps, information rich, information poor, which links back to this invention of the term knowledge worker, that knowledge is going to be key in some ways. I think that’s what we’ve seen for the last decades. Again, I think judgment is not going anywhere, but I think it’s beyond judgment. There’s elements of humanity and involvement that won’t go away anytime soon, where human-in-the-loop are particularly critical. We’ll discuss later some scenarios, but for me, that’s my stick in the ground. I think human-in-the-loop is going to be critical for many decades to come.Bertrand Schmitt While we are talking about all of this, and we share some possible scenarios, there is always that question. This is moving so fast right now. If you think about AI 10 years ago, AI 5 years ago, AI with the launch of ChatGPT 3, and then AI the past 2 years, now we have agents that are running at scale. Things are moving very fast. I can tell you, me in 6 months, the change has been pretty dramatic in terms of what I can use AI for. There is always that question that whatever we are thinking about cannot just be connected to what we were able to do 6 months ago or even today, we have to think and project ourselves at least in the next 6–12 months. Of course, we can go beyond that, and we will do that with some future scenarios, but it’s a very fast-moving, and it’s not clear yet where are the limits.Nuno Gonçalves Pedro I think that’s a very fair point. Let me try to analyze things that I don’t think will change anytime soon for the next few years. Agreed with you that many things will change, and we’ll have a lot better tools, platforms out there. That will be difficult to predict what exactly won’t change. I think there’s elements of humanity, and some of them do relate to judgment, like having good or bad taste, having a view on it, on whether something looks good or bad. Obviously, all of this sometimes is subjective, but some of it may not be as subjective as people think it is. The elements of contextualization. I think a little bit going back to what we did at Chamaeleon ourselves, where we built this platform, Mantis, and the objective of building Mantis was not really to replace us, was that it was a core augmentation layer in some ways that we would use investment or investor judgment as humans in the loop to systematize pattern recognition and a variety of other things, but that Mantis would really elevate all that judgment, not just in terms of timing, us being more productive, but also in terms of the quality of the decisions we’re making. Think of it as a little bit like having our human judgment in the context of operating Chamaeleon at a higher altitude, where we are more aware of the things that are happening and how they actually happen. The ability to really get to the data pieces and then make decisions on top of that that generate the needed alpha in our case for investors. What I mean by this is I think there’s always going to be core elements of humanity that I do think are going to be difficult for the machines to replace. For example, the taste piece people are like, “I can figure out what’s the taste in the market.” Yeah, but that’s mainstream. That doesn’t identify what’s the next big thing, which normally doesn’t start from mainstream. It starts from something else. It could start from opinion leaders and influencers. It could start by someone having a different way of addressing a problem and having a solution that hasn’t been thought through. For example, elements of creativity, I think, in human judgment and in human operations is something that I feel the machine will still have difficulty to replace.Bertrand Schmitt Let’s not forget how today current algorithms are working by feeding them enormous quantity of data, actually as much data as we can find. Finding more data is becoming a limitation these days. What it means is that it’s very hard for AI to think beyond its training data. There is some level of logic that’s being added, but at the same time, take the launch of the iPhone. What was the opinion before launch? Is that no, it doesn’t make sense. Not enough battery life, no keyboard, no this, no that. If you just base your analysis on what’s written out there, what’s being sold out there, you would just say, “It’s going to fail.” AI might really follow that more generic advice and perspective because that’s what in the training data and that’s what they’re in volume. It’s, of course, raising a lot of questions of, how do you improve the quality of the training data? How do you separate the weed from the chaff? There are a lot of questions there, and obviously, it will get better over time. But it’s still a critical part of how it’s working today. It won’t be that easy to change. I really like your point regarding Mantis, and I will say in general, platforms that you build with AI or leveraging AI capacity. Because when we say knowledge production is going to disappear, but we’ll keep judgment, it will be a different type of judgment because the quantity and quality of knowledge we will have in front of us to build our judgment will be very different. If suddenly we have for free the work of 10 interns or 5 junior analysts or whatever, and you can run that on nearly anything you do in life or at work, it’s completely dramatic. Your judgment was not used to be exercised so often because often you were missing quality data to have a judgment. Before it was a lot of finger in the wind and trying to smell something, but you didn’t have enough to make a serious analysis. Except if you are working as a strategy consultant, as you used to do, Nuno. That part is actually quite interesting. That the judgment itself will be exercised much more often and hopefully on the base of much more in-depth analysis for a lot of things. We will work very differently.Nuno Gonçalves Pedro We will go in-depth, faster and more fact-based, more data-based along the way. The question some of you might have right now is, is there some judgment that’s going to go away? Is there some judgment? We seem to be defining that there’s this organization, we’ll talk about it later, that goes from doers more into deciders. I think there’s some nuances to that, so I’ll just hit pause on that. In terms of judgment, obviously, there’s judgment that has been hidden over the years under the pretense of being wisdom, but it’s actually not wisdom. It’s just repetitive tasking, and it’s rules-based for the most. There’s a lot of judgment done, in particular in the white-collar space, that you could say it’s just reps. People have been doing it all along like that, and so therefore to say, “I’ve done it before like this, so I’ll do it the same way.” There’s actually no best in class, no analysis, no nothing. It’s just, “I’ve done it like that before.” I think that type of judgment will disappear because, again, algorithms will be as good, if not much better at that. They’ll be better at figuring out, actually, this would be the better way to do this. That’s how you play it forward. Then the question is, if there are fundamental, wise people in the organization, people that can really take that more complex elements of judgment, how do you go from the world we have today, which is a world of apprenticeship, where people come out of college, they go and work, and they learn their way, and therefore, hopefully over time, some of them, not all of them, we know that, but some of them will develop that wisdom to be great decision makers 15, 20 years down the road? How do we do that in a world that now is saying, “I don’t need people out of college because I can do it myself, and I can do individual contributor, and I can have agents doing the work that would require some manifestation of management in the middle.” Basically, “I don’t need this stuff. I don’t need you.” It’s a little bit the story we’re in. How do you create then this apprenticeship? How do we create then wisdom? My two cents on that is that wisdom, because of what we were just discussing and what, for example, myself and Bertrand was just saying, because of more often interactions with more data-stressed information and insights, what will happen is people will get better through their own reps in whatever form they’re doing, in day-to-day life, in internships, et cetera. In some ways, that will create the accelerated growth. It’s a little bit the interactions with agents and the interactions with our beloved AI algorithms that will create that growth over time and maybe not as much with other people. That still leaves the question around social interactions, but that’s probably the way this gets sorted. Apprenticeship gets sorted through the machine and the human having more interactions in effect.Bertrand Schmitt I agree with you because when we talk about apprenticeship, in some ways a lot of time was wasted on stuff that were not that important. But in a way, that was the price you had to pay in order to be there when people make the big decision to try to get some wisdom from that one hour of interactions that’s really useful and make a difference out of your full week. But the rest of your full week was just basic stuff that you had to do like a machine in a way. Why not let a machine do that? That, for me, is a big question. You could argue there is a transition period where it could be hard. For instance, if you can work hand in hand with AI smartly while you are doing your 4, 5 years of universities, you could graduate with a very different knowledge, perspective, judgment, skill set than anyone who graduated 5 years ago. I think that part will require a question around, “How do you change education?” You see what I mean? If you keep education the same way, expecting that the output is someone that should go now into 5 years of apprenticeship, that’s not going to work because companies will be, “No apprenticeship anymore.” On the contrary, you have to come much more knowledgeable and ready to use the tools. The tools are so efficient that the bar pretty high. You need to come already very well-grounded. If the education is not doing their job, that will be trouble. That part for me, I think is often forgotten. In some ways, the new-found importance of universities as a place to, and not just universities, the trade to really deliver people who are ready for the workforce. If on the business side, the expectation can change, of course, you have to change the education on the other side. My worry probably right now is that it doesn’t look like universities are in touch with what businesses are looking for, businesses are working on. Of course, that’s very worrisome because the cost of university has increased very significantly. It’s not clear quality of education has improved at all. If anything, it could be the opposite. It’s pretty scary. Of course, it’s going to raise a lot of questions. How much is education worth in that type of situation? Maybe another point because we talk a lot about apprenticeship, how this stuff was useful, but at the same time, if we go back in time, not long ago in the ’50s, if you wanted to be a developer, for instance, ’50s, ’60s, the job was very different. There was barely any programmation language out there. You had to use punch cards. Your time truly spent doing the coding was very limited. Once you had your stuff working, then, the debugging was a total nightmare. My point is that no one is looking back to that time saying, “You know what? It was great. It was a great way to learn and to do an apprenticeship for 5 years. To do that crappy job of punching cards for the boss.” There was little value in this. Guess what? Everyone is happy it’s not being done anymore by anyone. I think we also have to see what AI is bringing in a similar way is that everyone’s job is going to become quite different. There are a lot of big parts of the job who are not going to look back with fondness. Just looking back as, “Wow, that was very machine-like type of job. I’m glad I’m done with it.” People will want to jump directly to the next step. You don’t need to go to the punch card phase to be able to be a good developer for the past 40 years. I guess it will be the same with AI.Nuno Gonçalves Pedro I think so. The difficulty we have as humans is to also visualize dramatically different scenarios and landscapes, professionally. It’s difficult for us to anticipate what are the jobs of the future. Jobs have changed a lot in the last few decades, not even the last century. What people do, the migration initially from the agricultural society to then the industrial society to then the services society, and in some ways, the shift within the services industry, and now we’re seeing another shift, so we can’t really anticipate what those jobs look like. Back to your point on education, because I think that’s a very important point. If you’re right now an undergraduate student or a postgraduate student, for that matter, and you’re not figuring out your own mechanisms of learning outside of your syllabus, outside of what your professors are telling you, et cetera, you’re going to face very difficult times. If you’re not right now using all these AI tools proficiently, all these cycles of vibe coding, co-working, et cetera, with agents in the mix, you’re going to have a really tough time. If you’re not at this point in time as proficient as someone like myself or Bertrand, and given that we’re nerds, we’re relatively proficient with a lot of these tools that are out there. On top of it, some of us have our own platforms in-house. If you’re not as proficient as we are with those tools, you’re going to have a very difficult time because then people like us won’t need you. I think that’s the sad truth. It’s like at some point, if you’re not needed, you’re not needed. Then again, you may find something else that’s more interesting for you to do. Start your own company, go join a new exciting job doing whatever it is that you need to do next, et cetera. But again, I think the bar is very high. If you’re in college right now, again, undergrad, postgraduate, this is the time of transition. This is the worst time. It’s not the best time, it’s the worst time. Because education and all these institutions haven’t adapted to it yet. You need to adapt. You need to adapt. You need to adapt. If you don’t, you’re going to pay for it, not just in the loans you need to repay, but also in terms of actually having difficulty finding your career path in those first few critical years.Bertrand Schmitt You need to be especially proactive when you’re facing this type of period where businesses are adapting as fast as they can because they all know it’s going to be survival of the fittest very quickly. Universities typically are working on a very different pace, and it’s pretty guaranteed they are not going to have adapted as fast as businesses. In time of big dramatic change, it will be trouble. It will be trouble. Yes, you will have not fun. Not saying it was part of the deal when you sign up for that loan and decided to go for university. But that’s life. There has been issues before. It’s not the first time. You have to do something about it. You talk about your perspective about, “Hey, why do we need you if you are not already fluent and very efficient with these tools and stuff?” The truth, in some ways, it’s even worse than that. Each time we spend with someone who is not efficient with all of this is less time we spend with the tools that are already providing magic for us.Nuno Gonçalves Pedro Exactly.Bertrand Schmitt It’s a very big choice of, “Hey, do I spend more time training this person?” Do I just… there is an opportunity cost. Or, do I spend more time staying at light speed? Why do I slow down to do something else in the hope that maybe I will get to return versus the light speed I’m already on? It’s a lot of tension. Again, it’s certainly new. But if we want to look back, I think you talk about the switch from agriculture and society, industrial society, and now the service industry. The reality is that, yes, we have made dramatic changes in the past before. 140 years ago, we were 90% agricultural society in Europe, in the US, 90% of us. Today, it’s what? 2%. So my point is that that’s a normal evolution. There is no progress without change. Sometimes the rate of change is soft, and sometimes you have a step function. Now it’s a step function, and it’s also a pretty fast step function. Before, it could take decades to get new stuff being put in place, to have electricity come up, this or that. Now we see that the rate of investment in AI is insane, way beyond anything we have seen before. Two, in a way, a lot of the architecture behind the scene was already there to support an even faster transition. What’s new might be the pace of the transition, how unnatural it might look. But at the same time, if you put yourself in the shoes of someone who lived 150 years ago, I mean, this was also a dramatic change for them. From horses to cars to planes to rockets, pretty big change, maybe even bigger change.Nuno Gonçalves Pedro Maybe the silver lining, just to bookend this section, is one, there will be new roles. There are a lot of things we can’t anticipate. There will be new roles, there will be new jobs being created, and new things that we can’t really quite grasp yet. The second part is that the rules are changing, and they’re changing, I would say, in general, for the better. If you are a decision-maker or an organization, and you still have your job, you’re probably making more important decisions with more data, with more tooling around you, with less red tape, hopefully over time. I know that will not hold true for all the big corporations out there that are listening to us, but it is starting to happen. Things are making an impact on how decision-making is made. There’s less and less red tape along the way in certain organizations. There are more and more fact-based discussions happening as we move along. The silver lining is better jobs, more jobs, different jobs in the future, hopefully as well. Secondly, the second part of the silver line is that the jobs that exist today, hopefully, will be more interesting, certainly on the knowledge space and on this judgment space that we’re now introducing as part of this episode. The AI-Native Company: Org, Hiring, Culture Switching gears, maybe to how does that shift? How does the company of the future look like? How does an AI native company look like? I feel there are a lot of discussions on, “Oh, you only need one person to run everything.” Let’s not go to that level. We’ve had a couple of episodes where we focused on AI as your co-founder and a couple of other elements that you guys can go back to. Let’s focus on a more evolutionary view of what’s happening to organizations, and maybe start with the org structure. In general, we should see more flat organizations where mid-level managers have to justify their pay in some ways because middle management are routers. They are normally routing tasks. It’s sometimes aggregating it, synthesizing it, and pulling it back up. Guess what? AI and agents in general are very good at that. The synthesis piece, et cetera, is not as well needed. One could say there are several elements of middle management that are valuable, like the coaching of people, the creation of apprentices, and the accountability that comes with some of middle management. But lo and behold, most of middle management is seen as a little bit of a thin line that doesn’t need to necessarily exist. I feel we’re moving into a world of smaller teams, more senior teams, where there’s more judgment at the top, where you’ll have people that both do a mix of what we used to call management in its new form, but also a lot of individual contribution. If you’re not used to that, if you’re not used anymore to be an individual in the future, again, and if you’re a very senior in an organization, maybe this is the right time to either reinvent yourself, find some other job that doesn’t require as much of that, which we’ll have plenty of those jobs for the next few decades, or maybe retire. I’ve actually, shockingly enough, seen people who have said, “You know what? This thing is changing too fast, too dramatically. My industry is changing quite aggressively right now. I’m about to retire in a couple of years. I’m just going to retire now.” I’ve literally met two people who have done that. Again, there’s nothing wrong about it. I think we’re, again, going through a step function and a huge shift, but figuring out where you fit in this new model of organizations, more senior at the top, smaller teams, more of a mix of individual contribution with management than ever was done before.Bertrand Schmitt I agree with you. In some ways, I’m not surprised that some people might say, “You know what? It’s now time to retire.” I feel a bit sad, maybe because it means you don’t like to keep reinventing yourself and changing your habits and thinking about new stuff. You were a creature of habits, I would say, if that’s your conclusion. But everyone is entitled to their own opinion, obviously, and a way of life. I guess that’s what happened, again, at regular times in the past in terms of big change. What I can see is that the rise of, you can call it the full-stack individual, someone who will have multiple roles inside the team. Before, you had to really separate the role. Especially in the US, there is such a clear separation between every role you can have in a company. Let’s take a tech company. You will have people doing design, people doing different types of designs, people doing front-end development, back-end development, and operations. You see step-by-step hyper-specialization. I have seen that, and it’s true that the level of complexity you had to deal with at some point requires some level of hyper-specialization because it will take you 6, 12 months in order to be really, really strong on a specific topic, a specific language. God forbid, trying to go deep into something that you had no real experience into. But I feel with AI, it’s a big change, actually. It’s the opportunity to go beyond that. It’s the opportunity to do more, to touch more. You can combine designing and shipping code, product managing and shipping code, being an analyst and deploying. Of course, we have to think how it works because putting a marketer shipping code to production, maybe that will get you into trouble. But I think that there must be some change. We see it changing dramatically, how fast we can get into something, something different from what we are used to. I think it would be crazy not to take that opportunity to dramatically change the scope of many positions and put an end to that hyper-specialization. I think for me, in some ways, hyper-specialization was bad. There is only so much you want to be a specialist in because a lot of things, a lot of opportunities are actually coming from the mixing of many different ideas, many different perspectives, and you lose if you go to hyper-specialization.Nuno Gonçalves Pedro I don’t think the age that is coming is the age of the generalist. I think it’s going to be the age of the multispecialist. We’re going to go into an age of multispecialization, which is a little bit, we’ve mentioned it as well in the past, what Amazon defines as an athlete or T-shaped or pie-shaped people, people that have on top an amazing ability to do general management, strategy, managing teams, et cetera, then have spikes. Spikes into business development, corporate development, product management, whatever it is. With AI and with agents, the development of those spikes, as we’ve been discussing in this episode, will actually be easier. It’s almost like a given. If you want to go deeper and deeper into a certain area, you can go much faster. I think that level of multispecialization is going to be really cool to observe. I’m not sure we’ve had an age of multispecialization over the years. Maybe people would point out, well, the Da Vinci example, people that are great across very different areas. Maybe that’s an example of multispecialization. But honestly, from my perspective, this is going to be an exciting time because of that, because you’ll have people who, instead of being just focused on this area of sales, and I only do that, they can actually and should actually do a lot of other things. So the work, as we were talking before, can be more interesting. More demanding as well, because the judgments you need to make are more complex. The context you need to actually gain needs to be gained much faster. At a level of magnitude, you haven’t been able to do it before. Talk about information overload. But actually, ultimately, the roles can be a lot more interesting, a lot more exciting, because I can jump around. If I’m an investor, in this case, we have two investors on this conversation. But if I’m an investor, one of the things that we start looking at is actually not just looking at a startup as, is this startup doing something in AI or not? Is it AI-enabled or not? Is it an AI platform or not? But actually, more fundamentally, is this an AI native startup? Meaning, organizationally, culturally, is this the company that’s already in the AI age? How is the team working? How are they defining things? It’s not just that they only have two or three people. It’s like, what are those two or three people doing? How are they doing it? What cadence are they doing it on? What tools are they using? How are they making decisions? I feel we’re still actually relatively early on that track. It’s very interesting because we’ve had all these companies raising mega rounds. First round out, we invested in one of them, but there have been many frontier labs out there raising a ton of money. But a lot of them don’t have a fundamentally different way of doing business. Of organizing themselves, of how they do the day-to-day. Although they’re working on cutting-edge stuff, with very notable exceptions, they’re actually not using it themselves. They’re not actually shifting how they do stuff themselves.Bertrand Schmitt For me, that’s very interesting because in the past, I used to be quite conservative on how you manage and run a company in the sense that if you’re already in tech, if you are already on the cutting edge of what technology can deliver, and this and that, don’t waste time trying to invent a new org structure. Just focus on delivering something great, amazing, and be great at technologies. That’s already your huge differentiator. At the time, there was no real reason to innovate on the team organization. I have seen so many teams that tried to innovate, and it was just catastrophic because there was not much to innovate on, because we had decades of optimization that we could leverage. There was no reason to invent. But here it’s very different. There is a dramatic shift in how you can organize differently a company. I don’t think there are any blueprints yet on what’s the best way to do it because it’s too new. But at the same time, I would feel very bad to invest or support a company that first is not focused on AI or AI-enabled, but at the same time is not trying to innovate on the team itself. Because if you don’t do that, you’re going to get killed by someone who is going to innovate better than you on not just the product, but on the org as well.Nuno Gonçalves Pedro Indeed. The shifts are pretty substantial. If you look, for example, just at hiring, what do you hire for? Certainly, there’s this element of the multispecialized orchestrator, which normally will be someone with quite a lot of wisdom and expertise. It doesn’t necessarily mean someone who’s old, but someone who has the ability to work with all the AI tooling and platforms out there and be an orchestrator of agents. Why do they make judgments, make decisions, move stuff forward really, really, really quickly? Again, those jobs are going to be the best jobs. The second part, I think that is very interesting, around hiring, is you’re going to skew towards the elements that are potentially either very aligned with the use of AI tooling and platform, AI expertise, or being AI native, or someone who’s used to using AI. That’s one side of the fence. On the other side, you’re going to actually be optimizing to hire people that have the characteristics that will be difficult for AI to replace immediately, like taste and the notion of fundamental accountability and notion of implications, the notion of how you affect change in organizations, how you affect change in individuals, the elements of coaching, and beyond coaching. You’ll be optimizing for those kinds of hires as well. Then, last but not least, for me, I feel that there is a momentum already happening. I think it will happen even more, which is the tendency to under-hire rather than over-hire. The moment of the good old days of blitz scaling, “Oh, let me go and hire 300 people to scale my go-to-market and just land grab market.” Now, that’s not how it’s going to work. People are going to try and first get the efficiencies in-house with top talent and see if there’s, at the end, the need to hire more people or not, rather than the other way around. I think the issue here is a little bit of what we alluded to before in this episode. There is a tax on individuals. If you hire more people, you’ll have to manage people, you’ll have to work with them, et cetera. If I don’t need to, I might as well work with the agents that the tools and platforms that I use give me access to. Because that’s a world that’s much more efficient, right?Bertrand Schmitt I’m in total agreement with you on this. It’s definitely raising way more questions than before because, again, on one side, you have the product, the technology used to build products that are completely different. At the same time, all of this is also enabling new ways to design organizations and to scale differently, especially in a world where, as we have seen in 3, 6, and 12 months, stuff that you thought were impossible are suddenly becoming possible. So you’re, “Hey, I’m going to scale and burn a shitload of money for 6 months before I know if there is any return.” Versus, “You know what? Maybe I just wait 6 months. The AI has improved enough so that we don’t need this new team. We don’t need these people to do stuff.” Because actually, if you just wait 6 months, we will have stuff coming for free from either new AI models or new AI tools or this or that. If you remember, we used to say that in mobile, things were going three times as fast as on the web in terms of pace of innovation and speed of development and stuff. I mean, with AI, it’s 5X mobile.Nuno Gonçalves Pedro Maybe even more. Yes, well.Bertrand Schmitt Maybe even more, maybe 10X. Every assumption around blitz scaling or scaling in general was based on past assumptions. It’s not based on how is the industry evolving today. Might make more sense for you to really grow your agents and spend more money on more tokens. I remember, of course, Jensen is selling his business interest, but he was saying, “Hey, for each one of my 450K engineers, he better spend 250K in tokens a year.” I’m not saying it’s the right way to say it, but I think there is some truth in it, and that would be something to think about. Have we maxed out the token usage per employee? I’m not talking in a stupid way because token maxing and wasting money has no value and is as stupid as it gets. But if you are truly getting a return on these tokens, can you use more? Can you generate more? Can you create more loops so that one engineer manages not just 10 agents, but 50 agents, but 200 agents? I think that’s the big question. We’re trying to add more people. More people means more management, more issues, more this, more that. That would be a fair question. Another piece of the puzzle is how do you build in a way your… I don’t know if it’s a digital twin, but more like the digital version of your companies represented by agents. How do you make sure that everything you do as a business is truly captured, is truly leveraged so that your agents are getting better and better? Not just because the model gets better, but because you are putting more data into it, because it has more opportunity to learn, and as a result, gets better at your specific business.Nuno Gonçalves Pedro The next big thing is culture. How does culture change? I think the biggest shift that I see is, why would you do meetings all the time?Bertrand Schmitt Yes.Nuno Gonçalves Pedro At least at Chamaeleon, we have a very small team, just by the way. We have a very small team at Chamaeleon. We’ve reduced by way more than 50% the time we spend on meetings between each other across the board, one-on-ones, partner meetings, et cetera. I think we’re really pushing to be more and more asynchronous. There’s stuff you can process via message. I was just asking one of my colleagues, “Can you just send me that prompt for that so I can just do that on CoWork?” Or “Can I just go on Mantis and do this? Can you tell me the cycle?” Or vice versa. Basically, it’s a little bit like you’re just going to do it. I don’t need to meet. I don’t need to meet all the time. There are some things where we still need to meet and interact, and we need to brainstorm at times, and we need to go to a different level of abstraction on the top end. Then on the lower end, there might be things that are a little bit more specific and governance-related and operational-related that we need to agree on that are more sticky. But otherwise, the culture is going to be biased towards build. “Go and do it,” rather than, “Let’s do a meeting.”Bertrand Schmitt Yes.Nuno Gonçalves Pedro Async is the thing. I’m more and more like we have a couple of interns this summer. “Can we async this?” They’re like, “What does that mean?” “Can we make this interaction asynchronous?” Because synchronous interactions for me are very expensive. Can you send me something that I can process, and then I can send it back to you? We don’t waste time on you giving me context and whatever. Then I’m not ready quite yet because I need to process it. Maybe I’m in between two meetings that I’m actually thinking about other things in my mind.” Again, I feel that shifts how stuff is done. One, build rather than meeting. Two, asynchronous versus synchronous. In some way, millennials had it right when they shifted a lot to messaging and stuff like that. Let’s do more asynchronous rather than synchronous, those two elements from just an operating model of the company are significant. Maybe this is a good time for me just to put one parenthesis because there’s this thing that’s bugging me as we’re talking here. Everyone who is listening to us at this point in time might be saying, “Cool, but I work for this large organization. We’re just now…” Everything we’re saying here is contextualized by time. We’re giving you extreme situations. We’re looking into the future. Some companies that we’re talking about might be doing this already as we speak. Some of them might be in the process of doing this and might in the next couple of months be doing it like we are describing it here. Some of them might take years to get there. Then again, some of the companies that might take years might actually be destroyed in between or meanwhile, and be disrupted. Some of them might not because they’re in very legacy businesses, and it’s fine, and it’s okay. Again, don’t take everything that Bertrand and I are saying today as this is gospel, and it’s going to happen tomorrow, and why the hell are we not doing it? We think that aspirationally, this is where you should be moving to as an organization, whatever size you’re at. Speed will matter, as we discussed before, but not everyone, obviously, is going to move as fast as we’re describing it here.Bertrand Schmitt Yes. Me, for instance, take inspiration often with what some of the AI labs, frontier AI labs, are doing, the way they are working, especially in OpenAI and Anthropic. They are clearly at the top of the spear in terms of what is it that you can do because they have access to models we don’t have access to, because they have unlimited tokens they can use for tasks. They hire people who are, of course, 100% on AI. They are the best example of what is achievable if you have the top minds, if you have the latest models, if you have unlimited tokens. From there, you can take that for our needs and for our situation, and others in industries that are not as advanced. Definitely, you have some time. But as you say, things are moving fast, things are changing. Wall Street is going to expect better returns because when we discuss all of this, the conclusion is that you should be able to do more with less. That’s as real as it gets at some point. By the way, that’s what you see. You see better performance, a better business performance right now. So even if you might not get disrupted, you’d better start there. For some, it might take more time, and they might still be fine.Nuno Gonçalves Pedro Maybe to bookend this section, clearly what we’re saying is organizations are going to change. Their MOs are going to change, the structures are going to change. There are elements of what we discussed before in terms of judgment that are fundamental to this. The ability that in some ways, one would say a lot of the technique of getting solutions out there, even in brainstorming or problem-solving, is going to get democratized. The algorithms are able to do that. On the other hand, having points of view and having wisdom is not necessarily democratized, necessarily by the machines. It can be facilitated, it can be more productive in achieving that level of wisdom, but wisdom still will matter at the end of the day. We’re not saying that’s out of the question. Actually, that’s going to be the asset. People who have fundamental wisdom that can come to the table and frame things. We see this even today in prompt engineering, on just creating prompts. The better your prompt is, the better the outcome is going to be, the result that you get from the algorithms. That’s not going to change, in my opinion, anytime soon. That UI interaction piece is not going to change anytime soon. Again, if you’re an organization thinking through organizational structure, culture, if you’re thinking through hiring, these are some of the elements that we think will give you an opportunity, but I would actually go one step further. On the positive side, I would say, they give you arbitrage. If you’re able to move faster than your competitors and really adapt your org faster, you’ll reap the benefits faster as well. That’s what many still say and relate to as the word innovation. That’s how innovation gets accelerated. I think there’s a huge opportunity right now for arbitrage. If you move fast, experiment, experiment on new org structures, experiment with talent, you’ll know that some of them will work well, some of them will fail miserably, so you can’t experiment on literally everything. On the other side, I think the doomsday scenario is if you don’t, if you’re on the other side and your competitor is outpacing you on trying these different organizational models, structure, hiring models, and operating models, they’ll potentially just disrupt you. They’ll do stuff that you thought you had the moat on, and lo and behold, you don’t anymore. Sometimes it comes just from org, just from injection of people with a different MRO, different operating model.Bertrand Schmitt The Human Element: Are We Underestimating It? Maybe we can move to our next section about the human elements. Are we underestimating it or are we overestimating it? The three things that are a big part of the human elements, emotion, creativity, and synthesis. Is it just soft skills, replaceable part? On the contrary, is it the durable part now that we have automated intelligence?Nuno Gonçalves Pedro I’ll start with emotion first because I think it’s probably the easiest of all the ones you’ve mentioned. Emotion is key. Many of you listening to us will know this. The way you deliver a certain message, the emotion that you have when you deliver it, just in and of itself, this could be a sentence, it’s something verbal, et cetera. Makes a difference between the person or the people on the other side actually adopting it or actually just resisting it. Emotion is critical. It’s what runs the world. Everyone talks about a bunch of things, but emotion is a currency that is still naturally human. It will be, I feel, difficult for these AI tools and platforms to recreate it fully until there’s some literally very high-definition manifestation of them as avatars or some physical manifestation of them as robots and all that stuff. It will take a while for that emotion to be manifested. Emotion, I think, is still something that we as humans have as a moat, and it’s critical. As you mentioned before, I was a strategy management consultant at McKinsey, and getting people to action is actually 80% about the delivery, communication, the emotion that you surround the project itself, more than sometimes the truth. It’s great to have the truth and to have something that is similar to the truth in terms of analysis, but in some ways, that’s not what really moves change. Change is moved by, I would argue, a significant amount of emotion and alignment on emotions.Bertrand Schmitt You could argue that’s something that most politicians have perfectly understood. If you look at most campaigns these days, everything on emotions, maybe the tagline might be one word. It’s interesting when you see from that perspective that actually it’s very little on facts, very little on all of this, but more about emotion. You could argue it’s the same for businesses in the future? That’s a fair question. I think creativity is another one that’s quite important. At the same time, it’s not so easy because I must say I’m quite amazed when I’m looking for creativity from AI, either to generate the image, to generate video, to generate audio, or to generate text. AI can be pretty creative. I still think you need to control its creativity; you need to understand what’s good, what’s bad, what’s quality, but at the same time, I can see even in creative tasks, AI can be a very strong partner. I’m talking about any creative task, like invent a name for a product, let’s brainstorm the mission for the company. AI can actually be doing a pretty impressive job. That’s the type of job where you will hire experts, where you will use some of the best people in your team to help you for days. We say, “You can do quite a lot.” It’s an interesting one because I think there is some unique human creativity, and at the same time, AI can be pretty strong at creative task as well.Nuno Gonçalves Pedro I agree. In particular, if it represents benchmarking, if it represents repetition, if it represents seeing the world and then coming up with something that presents itself as creative, to be honest, it can actually outpace humans. If it’s like genuine light bulb moments of creativity, angles that haven’t been tried before, certainly not in the same way, I think humans still have the advantage. To your point, I agree. This is not a humans-win situation. On the previous one, on emotion, still, part of it is because, also on emotion, there are exchanges. You and I might be looking at each other, and from the facial expressions and the reactions, where you judge that for AI to get there, it’s going to take a long time. There’s going to be a lot of very complex algorithmic stuff put into that for AI to be able to create synthetic emotional behaviors, but creativity, I agree with you. There are a lot more nuances to it today, where AI does have significant advantages at the end of the day. Synthesis depends. Synthesis, I feel, if we’re talking about holding a bunch of messy assumptions, contextualized inputs with different layers of data adjacent to them and then trying to create and form one coherent, fully accountable point of view that you stake something on, like a decision, a company, a business unit, whatever, I think humans have the advantage. Part of it is the complexity of what we have today with generative, pre-trained transformers, today with GPTs, where the hallucination comes through, where it’s really more statistical analysis. Over time, maybe synthesis will be a forte for AI. Right now, I think we still have that ability to really be the ultimate decision-makers and judge-makers and have that wisdom put at the table to make those decisions. Honestly, models are very good on balancing both sides, so ended up, as we say in Portuguese, neither fish nor meat. It’s to balance both sides’ answers. That’s not helpful in most cases. When you’re in a difficult position where, for example, the future of a company, company is almost dying, what do you do? I’m not sure your AI algorithms that are going to give you a great solution. Because it will give you a median or average solution, which likely will lead you to a median or average outcome, which in this case would be failure. Again, on synthesis, there are some areas of advantage for human beings. If you are looking for clearly synthesized perspectives on certain elements that are maybe less edge-focused, they’re more than the normal part of the normal distribution, then probably AI agents are brilliant at that. All the tools we have today are pretty good at that, and I think they’ll just get better over time. That’s how I see synthesis.Bertrand Schmitt I think a lot of improvements will come with a better fine-tuning of agents to what’s special about your company. Because if you just take a general agent, there is only so much. It can understand your industry, your company, and your way of working. I think that part of making sure your agents are finely trained, finely tuned on your own business, so that they can give you a really well-calibrated feedback, will have a lot of importance.Nuno Gonçalves Pedro I think that’s absolutely spot on. Maybe to end it, what is definitely different about humanity? Definitely, emotion, as we discussed, some pieces of synthesis. Creativity, maybe the light bulb creativity, not the more repeatable creativity, the one that you can put and encapsulate into processes in some ways. There are elements of us being physical, which robots can’t still recreate. That’s definitely an advantage. The embodied, we’re embodied. That’s obviously a huge advantage. With that also comes advantages because we have to interpret each other, and we have to see the complexities in physicality that land to it. Is human and the human element categorical difference? If we’re having a more philosophical discussion around this, I think it is. I think it will be for at least the foreseeable future and maybe decades to come, even in whatever scenarios we’ll discuss, which is our next section, scenarios.Bertrand Schmitt I would say projecting beyond 10 years is always pretty hard on this because, again, some of the improvements we are talking about we can imagine based on how it has evolved, but at the same time, there will be disruptions in AI. Stuff that we take for granted in terms of weakness, especially, might not be there in a few years from now. Either because it has been solved through brute force or because the field will have made significant change and improvements and discoveries, making some of our points moot. If we talk about embodiment, obviously, robots are coming. How fast, how cheap? That will be a big question. Right now, they’re not very smart. They’re usually very specialized. The more we move to a more general form factor, humanoid form factor, the more I think it will change. Also, another piece of the puzzle is that we have the assumption of agents having trouble to convince humans and stuff. At some point, we keep assuming that humans in the loop. If we’re talking about agents convincing another agent, not having embodiment might be even more efficient. That will be another perspective. Going forward, we will have not just agents we control who are doing a job and scanning the job, but agents truly interacting with other agents. You have agents controlled by one person, one team in your company, working either together or maybe not confrontationally, but trying to think and having different perspectives with another agent, controlled by other teams. I don’t think we have seen much of that now. We have seen mostly agents that are controlled by one team doing one job in one direction. Not multiple teams agents working together, or against or in parallel with another team agent. I think we will see some interesting things coming out of that.Nuno Gonçalves Pedro Scenarios Switching to scenarios, we love our two-by-twos. We haven’t done one in a while. This time it’s a two by two. We have four scenarios. I think on one axis, we would have potentially the capabilities of AI. One side would be more incremental. The other side would be the extreme full AGI. I’ll define it in a bit so that we can at least have a little bit of a definitional view on what the AGI is. Then the other axis would be how gains are distributed, concentrated versus broad. Obviously, if they’re very concentrated, it’s more unequal. It only goes to a few companies, a few people, a few individuals. If it’s broad, it’s much more dispersed through society, et cetera. AGI, just to try to define it, the formal definition of it is that it’s a hypothetical AI that matches or exceeds human capabilities across virtually all cognitive and practical tasks. In some ways, AGI can learn, reason, and adapt to novel situations across any domain. Then there are several mutations on this, but there’s one notion, or rather, there are three notions that normally are across a lot of these definitions. One is generalization, ability to seamlessly transfer knowledge from one domain to another without needing retraining, which is a very impressive skill that we humans still seemingly have. Autonomy in agency, the capacity to operate independently, set goals, plan and execute complex tasks. I think AI is their issue with agents to a lot of that extent. Then, last but not least, human parity, performing economically valuable work at or above the level of a typical human knowledge worker. If you listen to one of our last episodes, you’ll realize that Bertrand and I have slightly different views on AGI, and if it’s already here or not. I think, definitionally, maybe we have slightly different views on what the definition actually is. For me, maybe AGI is a little bit more what some would call superintelligence and generalized superintelligence. Strict to census, Bertrand is more connecting to AGI as in its prime definition. It behaves as well or better than a human thing. Maybe that’s what’s leading us to differences on whether AGI has arrived or not.Bertrand Schmitt Personally, I will have a different scale where I will put AGI, as you just said, in some ways, relatively similar in performance to your average human being. On top of it, it’s able to touch different domains that most humans are not able to do. Usually, there is some level of specializations where in AI, it can be more generic. I will put ASI, Artificial Superintelligence, as clearly the step beyond. Something that, on any dimension you pick, it’s able to beat a human expert. From my perspective, I think we already discussed that, but we are at AGI already. We have AI that can do way better, not just way better, but at least as well as humans on many topics, sometimes better. Yes, there are some topics that are not for AI yet. Embodiment, for instance, to flock with your humanoid robot in 2026. For me, we are partially there or fully there in AGI. If we take the stricter definition, ASI, we are definitely not there, but my guess is that it’s moving quite fast. We might be there in a few years from now. I don’t think we are talking about multi-decades. It’s 5 years, maybe 10. Of course, there are questions because people will say, for instance, “Hey, how do you become truly super-intelligent when all your training is based on human data?” That’s not an easy one because how do you train on that? To be way better, not just a bit better, but way better. Maybe I’m going on a tangent, but some are looking at AI learning from AI, AI being taught from AI, AI fighting with AI, AI challenging AI. The same way we saw this AlphaGo moment where AI was not trained anymore, like in chess with human moves, but has been trained to play against itself. That’s when it reached superintelligence in Go. It reached superintelligence by playing against itself and basically letting go of that human baggage, if you want, and going to the next level. What I found interesting in that, actually, first, that’s what happened, but two, there was some analysis that the average level of Go players and the top players went up after AlphaGo because AlphaGo, in a way, opened doors that humans didn’t believe were open in front of them, or they didn’t see them. They didn’t see these doors, so they didn’t bother to open them. AI opened new doors, but interestingly enough, humans improved after that, thanks to AI. You see what I mean? It was an interesting, okay, that self-learning from AI was the way to go beyond the current level of human knowledge and human expertise, but at the same time, humans were able to follow up. It was not like suddenly humans are totally useless crap. They improved. Did they still beat AI? Maybe not, but it was definitely also helpful.Nuno Gonçalves Pedro Back to our scenarios. We’re going to take the definitional extreme just for argument’s sake for scenarios. We’re going to talk about maybe what you were saying, ASI rather than full AGI, but like ASI. Again, artificial superintelligence as the extreme on the one hand. Let me talk about maybe the first scenario that would come to mind. Maybe we can call it the plateau scenario. All of this was great, but it was all smoke and mirrors. They were great at some cognition stuff. They’re a great tool. At some point, they’re going to hit a wall. Hallucinations are never going to be a thing of the past. We can’t fully trust them on really hardcore stuff. We’ll gain productivity enhancements. We’ll keep gaining those productivity enhancements, but at some point in time, we really won’t reach ASI. We really will be stuck with what we have. It’s a little bit like we get the next big thing, the next big spreadsheet, the next big internet, but it’s not going to change the whole world beyond just productivity, enhancements, and amazing tools that we have available to us that makes us much better. In that scenario, the winners will continue being fast adopters, probably small and medium businesses, because there won’t be a push for maximum speed either, so they’ll catch up at some point. Then AI native companies will be better companies than other companies, but not necessarily overall disruptors across the board. It’s not necessarily a new species of companies. It’s just companies that are a little bit better at doing stuff, which we also saw during the internet phenomenon and that first big push forward and then bubble, where we had some companies that were fundamentally different on how they operated. It took us another couple of decades for companies to be more and more digitally native along the way. Basically interesting, but it’s boring. It’s like, cool, we got tools, we got promised the world. What are the implications? All these companies that are worth trillions and trillions of dollars are not worth trillions and trillions of dollars. Because at some point we’ll face competition, commoditization. It will just be tools and platforms. They will not unlock that next stage. Therefore, this will have been a bubble, and likely it would be a hard landing to that bubble. That’s the implication.Bertrand Schmitt I would just say that, yes, I agree with you, but I would just say overall, even if it stopped today in terms of quality improvement, speed or stuff, or it barely improves, I still think we will have 10 years of madness just to leverage everything that we have today.Nuno Gonçalves Pedro Understood, Bertrand. This is a scenario. I understand, but maybe we’re going to hit a wall, and we’re going to hit that wall next year, or we’re going to hit that wall in 2 years or whatever.Bertrand Schmitt Possibly. I’m just saying we still have 10 years of goodness from that big push in AI we experienced the past few years.Nuno Gonçalves Pedro Absolutely. Agreed, but it’s boring.Bertrand Schmitt It’s boring. It’s a plateau.Nuno Gonçalves Pedro It’s a plateau. The second one is more of something that we have AI, but humans in the loop are going to be critical along the way. The judgment work that we described earlier in the episode is going to be critical to everything that happens. It’s, I would call it the augmentation scenario. The AI will be a great augmentation tool for humans, but humans will never really quite stop being in the loop. Some of the gains that AI has are broadly distributed in society and in the startup, big corporation and small medium business world. Everyone will have access to them. We humans, are still very important. We have all these augmentation things, and AI is mostly benign. There will be a couple of issues, but honestly, at the end of the day, we’re just better. We’re better, faster, more data-driven, more factually current. We’re doing stuff faster, but humans

This week's blogpost - https://bahnsen.co/45DhMjH Host Blaine Carver and author Brett Bonecutter discuss Brett's article “Blue Collar Aristocracy,” challenging the “college for everyone” assumption in education planning and default 529 saving. Drawing from Brett's experience raising eight boys and shifts advisors see in client questions, they focus on the economics of college: high costs, average student debt over $40,000, negative ROI for the first decade after graduation, and a 52% underemployment rate that can lead to wage penalties and “scarring.” They distinguish unskilled factory work from skilled trades requiring training and licensing, argue that many degrees function as white-collar trade school, and highlight a paradoxical surge in demand for electricians and other trades driven by energy needs and data center growth amid an aging workforce and millions of projected unfilled trade jobs. They encourage parents and grandparents to match pathways to each child and consider apprenticeships and junior college. 00:00 Welcome and Guests 00:16 Why This Article 02:27 College Planning Shift 04:26 Mike Rowe and Rust Belt 07:48 Blue Collar Stigma 11:33 Skilled Trades Defined 14:01 Launching Into Adulthood 16:13 Debt and Fit 18:05 Saving Beyond 529s 21:06 Underemployment and ROI 25:24 College Value and Liberal Arts 31:49 Apprenticeship and Demand 35:15 Trade Labor Shortage 37:13 Blue Collar Success Stories 40:17 Wrap Up and Next Episode Links mentioned in this episode: http://thoughtsonmoney.com http://thebahnsengroup.com

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.

Send us Fan MailWhat if the career path you're meant to follow isn't the one everyone expects?In this episode of Get Amplified, we sit down with Beth Taylor, Country Lead for UK and Ireland People and Communities at Cisco, to explore how feeling average at school, and later discovering her neurodiversity ultimately shaped a successful career in HR leadership.Choosing a degree apprenticeship over the traditional university route gave Beth the opportunity to earn, learn, and gain real-world experience from day one. She shares how practical learning, supportive mentors, and unexpected opportunities helped her build confidence, credibility, and a career she loves.We also discuss trust, psychological safety, leadership through change, and why creating space for growth matters now more than ever.In this episode, we cover:Choosing a degree apprenticeship and learning through experienceDiscovering neurodiversity and finding supportive workplacesThe power of networking, mentors, and chance conversationsBuilding trust and psychological safety in teamsLeading through change with openness and shared ownershipCreating protected development time through Cisco's "Time to Grow"Better career conversations and the question: "What would you like to be known for?"We would love you to follow us on LinkedIn! https://www.linkedin.com/company/amplified-group/

PODCAST IS ANDY BURNHAM TAKING US FOR MUGS? WHERE'S THE BEEF?! #AndyBurnham #JonGaunt #JonGauntTV #UKPolitics #PrimeMinister #Labour #SocialCare #BusFares #WheresTheBeef  Andy Burnham has unveiled another raft of expensive promises. I actually agree with many of them—but where are the costings?  Tonight we'll separate the headlines from the hard numbers. Andy Burnham wants Britain to believe he has the answers. More money for social care. Cheaper bus fares. More apprenticeships. Help for Britain's struggling pubs.  Here's the thing... I actually support much of that. Who wouldn't want a properly funded social care system? Who wouldn't like cheaper public transport? Who doesn't want to see pubs survive or more young people given real opportunities through apprenticeships? But ambition isn't enough. Where's the beef? Where are the costings? Where is the economic plan? How much will these promises actually cost? Will taxes go up? Will borrowing rise? What public spending will be cut to pay for it all? Or are we simply expected to applaud the headlines without ever seeing the bill?  There's another question that deserves a proper answer too. How was Burnham able to secure and finance his "Number 10 North" headquarters before he had even been elected as an MP, let alone become Prime Minister? Who funded it? Who organised it? If there are straightforward answers, then the public deserves to hear them. This isn't about opposing every policy because it comes from Andy Burnham. It's about asking the questions every Prime Minister should expect to answer. If you're asking the British people to trust you with the country's finances, you should also be prepared to show them the numbers. Tonight we'll go through Burnham's latest announcements line by line, separate the headlines from the hard facts, and ask one simple question: Is Andy Burnham taking Britain for mugs... or does he have a credible plan that he's yet to reveal? Have your say in the comments.

Today, secondary school pupils in England will be offered more technical subjects as part of education reforms led by the new Prime Minister.The courses, which will be available from year 10 onwards will be linked to local industries in the hope of giving children a clearer pathway into work.Andy Burnham says he's keen to strengthen links between education and the workplace and these reforms come alongside a new bursary scheme which aims to remove financial barriers to accessing apprenticeships.Adam discusses the reforms, and whether they can achieve their aims, with Justine Greening, the former education secretary and founder of the Purpose Coalition which aims to improve social mobility and Shane Chowen, editor at FE Week.Plus, Adam catches up with By-Electioncast veterans Sarah Lester, editor of the Manchester Evening News and Kevin Fitzpatrick, political reporter at Radio Manchester to discuss the Manchester mayoral by-election, which goes to the polls on Thursday.You can now listen to Newscast on a smart speaker. If you want to listen, just say "Ask BBC Sounds to play Newscast”. It works on most smart speakers. You can join our Newscast online community here: https://bbc.in/newscastdiscordGet in touch with Newscast by emailing newscast@bbc.co.uk or send us a WhatsApp on +44 0330 123 9480.New episodes released every day. If you're in the UK, for more News and Current Affairs podcasts from the BBC, listen on BBC Sounds: https://bbc.in/4guXgXd Newscast brings you daily analysis of the latest political news stories from the BBC. The presenter was Adam Fleming. It was made by Jack Maclaren with Anna Harris and Rosie Merotra. The social producer was Gabriel Purcell-Davies. The technical producer was Ben Andrews. The assistant editor is Chris Gray. The senior news editor is Sam Bonham.

Catch Up With All Things Tony Katz! https://wibc.com/schedule/tony-katz-morning-news/ https://wibc.com/893109/tony-katz-1st-hr-7-27-26-engling-ballard-iran-pause/ Engling campaign says it returned $60K donation from dark money group. Why is there now a pause in the strikes against Iran? Cut funding to the Smithsonian, which is lying to the American people. Greg Ballard is ok with men in women's sports https://wibc.com/893111/tony-katz-2nd-hr-7-27-26-brickyard-dsa-fauci/ Brickyard 400, Anothony Richards, and Chris Ballard. JMV joins to discuss. Today’s Popcorn Moment: People question Tony's accuracy about the DSA being Communists. Today on the Marketplace: Dump Buddy. Anthony Fauci is a fraud and should go to jail https://wibc.com/893112/tony-katz-3rd-hr-7-27-26-iran-whats-up-with-the-bears/ Apprenticeships for former prisoners? Amb Mike Waltz : Trump Keeping ALL Iran Options on the Table. What's going on with that Bears deal? Gerry Dick joins to discuss. Ambassador Mike Waltz on Meet the Press. TV Theme Song: Redemption Monday - Life with Lucy. What a Fraud Bernie Sanders is. Lefties in Germany want to make Islamist attacker on pride event a White ChristianSee omnystudio.com/listener for privacy information.

Catch Up With All Things Tony Katz! https://wibc.com/schedule/tony-katz-morning-news/ https://wibc.com/893112/tony-katz-3rd-hr-7-27-26-iran-whats-up-with-the-bears/ Apprenticeships for former prisoners? Amb Mike Waltz : Trump Keeping ALL Iran Options on the Table. What's going on with that Bears deal? Gerry Dick joins to discuss. Ambassador Mike Waltz on Meet the Press. TV Theme Song: Redemption Monday - Life with Lucy. What a Fraud Bernie Sanders is. Lefties in Germany want to make Islamist attacker on pride event a White ChristianSee omnystudio.com/listener for privacy information.

At Redeemer, we take seriously Jesus' call to "Go and make disciples of all nations baptizing them in the name of the Father, Son, and Holy Spirit, teaching them to obey everything I have commanded you." Apprenticeship to Jesus is not a one time decision, but a lifelong journey of following Jesus as our master-teacher. Since the goal of the Christian life is maturity in Jesus, apprenticeship must be deep and holistic, transforming the spiritual, physical, emotional, social, and vocational parts of men and women. Apprenticeship to Jesus is learning to practice the way of Jesus in our homes, relationships, neighborhoods, and jobs. We believe Christlikeness is cultivated as we implement spiritual practices, live in community with other believers, and submit to the Word and the Spirit. We agree with Dallas Willard who said, "that the gospel is opposed to earning, not effort." As we move towards cultivating a life of loving God and people, we trust Christ will mature us into his likeness. https://redeemerwichita.church/

National Australian Apprenticeships Association chief executive Ben Bardon joined Tom Elliott to discuss concerns Australia has made life too difficult and potentially uneconomic to work as an apprentice.See omnystudio.com/listener for privacy information.

This episode features an Inside Higher Ed newsroom discussion about a five-part series on registered apprenticeships. Underwritten by Ascendium, the six-month project saw the team battling hailstorms in Missouri, visiting factories in upstate New York and embedding themselves with learners on the job in South Carolina. What emerged is a clear picture of the American apprenticeship, distinct from decades-old European models, and how higher ed institutions can play a greater role in these pathways to careers. Editor in chief Sara Custer is joined by Colleen Flaherty, senior editor for special content, senior report Sara Weissman, digital producer Justin Morrison, and Johanna Alonso IHE's reporter for admissions and enrollment.   Read the full series: Why and how higher education is leaning into apprenticeships How apprenticeships and apprentices themselves are changing A photo essay showing what apprenticeships really look like Where apprenticeships are benefiting rural learners and their communities What's needed to scale apprenticeships?

Salon owner, founder of The Hair Symposium, hairstylist, and mentor @danielle.nishiyama shares her journey from a Spokane-based stylist to a leader creating change in the hair industry. She discusses the power of education, community, and innovation while sharing valuable insights on business growth, industry evolution, and building meaningful experiences that bring hairstylists together. This Week's Topics: • Journey From Behind the Chair to Industry Leader    • The start of the Hair Symposium    • Planning and Challenges of the Symposium    • The Growth of The Hair Symposium • Building Community Through Education and Connection • Taking Risks and Creating Bigger Opportunities    • The Evolution of Hair Trends, Services, and Client Expectations    • Using Technology and Marketing to Grow a Modern Salon Business   • The Future of Apprenticeships, Mentorship, and Industry Growth    • The Challenges Behind Creating a Large-Scale Industry Event • Innovating the Future of the Hair Industry   Video versions of our episodes are on our YouTube channel for you to watch! Subscribe to our channel The Hair Game on YouTube and check out 'The Hair Game Podcast' playlist. Our podcast thrives on the opinions of you, the listener... if you have a moment (and you are an Apple user), please leave us a rating & review on the Apple podcasts app or iTunes! Here's what you do: - Scroll down to 'Ratings & Reviews'  - Click on the empty purple stars (5 is the best)!  - Click on 'Write a Review' and let us know what you love most! Each rating & review helps us reach more and more of your fellow hair loves, and our goal is to help as many hairdressers as we can find success. Thanks in advance! FOLLOW US @thehairgamepodcast @salonrepublic @loveerictaylor   FOLLOW DANIELLE:    @danielle.nishiyama  @thehairsymposium  @craftstudiospokane   Tickets for The Hair Symposium are available now — grab yours here: https://www.thehairsymposium.com/event-details/the-hair-symposium-october-25-26 The Hair Symposium will take place October 25–26, 2026, at the Montvale Event Center in Spokane, WA.

Salon owner, founder of The Hair Symposium, hairstylist, and mentor @danielle.nishiyama shares her journey from a Spokane-based stylist to a leader creating change in the hair industry. She discusses the power of education, community, and innovation while sharing valuable insights on business growth, industry evolution, and building meaningful experiences that bring hairstylists together. This Week's Topics: • Journey From Behind the Chair to Industry Leader    • The start of the Hair Symposium    • Planning and Challenges of the Symposium    • The Growth of The Hair Symposium • Building Community Through Education and Connection • Taking Risks and Creating Bigger Opportunities    • The Evolution of Hair Trends, Services, and Client Expectations    • Using Technology and Marketing to Grow a Modern Salon Business   • The Future of Apprenticeships, Mentorship, and Industry Growth    • The Challenges Behind Creating a Large-Scale Industry Event • Innovating the Future of the Hair Industry   Video versions of our episodes are on our YouTube channel for you to watch! Subscribe to our channel The Hair Game on YouTube and check out 'The Hair Game Podcast' playlist. Our podcast thrives on the opinions of you, the listener... if you have a moment (and you are an Apple user), please leave us a rating & review on the Apple podcasts app or iTunes! Here's what you do: - Scroll down to 'Ratings & Reviews'  - Click on the empty purple stars (5 is the best)!  - Click on 'Write a Review' and let us know what you love most! Each rating & review helps us reach more and more of your fellow hair loves, and our goal is to help as many hairdressers as we can find success. Thanks in advance! FOLLOW US @thehairgamepodcast @salonrepublic @loveerictaylor   FOLLOW DANIELLE:    @danielle.nishiyama  @thehairsymposium  @craftstudiospokane Tickets for The Hair Symposium are available now — grab yours here: https://www.thehairsymposium.com/event-details/the-hair-symposium-october-25-26 The Hair Symposium will take place October 25–26, 2026, at the Montvale Event Center in Spokane, WA.

Hello, Voices of the Bench community. This is Casey Baldwin with Ivoclar. If you've been curious about fast-firing zirconia to improve efficiency but aren't convinced it can deliver predictable, high-quality results, I'd encourage you to connect with us. Our new IPS emax Zirconia, offers multiple fast-fire protocols designed to help you save valuable production time while maintaining consistent outcomes. Time is money in every lab. Don't wait. Reach out today and discover how IPS emax Zirconia can help streamline your workflow. As full-arch dentistry continues to grow, so do the demands on today's dental laboratories. That's why Knight Dental recently launched SimplyARCH Studio, a dedicated production environment built exclusively for full-arch restorations. To support this specialized workflow, Knight invested in an XTCERA milling system and carefully evaluated multiple CAM software solutions before choosing hyperDENT. The decision came down to exceptional milling quality, minimal hand finishing, and impressive production efficiency. But what truly set hyperDENT apart was the implementation process. From the very beginning, the team provided more than software training—they shared the knowledge and experience needed to build an optimized workflow for complex full-arch cases. With proven expertise in advanced milling strategies and laboratory production, hyperDENT helped ensure SimplyARCH Studio was designed for long-term success from day one. This week, Elvis and Barb are coming to you from the FDLA Symposium at the GPS Digital RPD booth with two conversations that prove one thing: dental technology never stops evolving. First up, Chris Bradley from SmileLine USA returns to the podcast alongside technician, educator, and lab owner Richard Wodzinski, with Dawn Roniger from GC America joining the discussion. What starts as a conversation about "sexy brushes" quickly turns into a deep dive into one of the most intriguing shade-matching workflows you'll hear about. Richard explains how the OptiShade camera and Matisse software work together to create incredibly accurate shade recipes for everything from monolithic zirconia to layered ceramics and even gingiva. They also discuss the latest Creation Magic Color system, hands-on education, custom shade appointments, and why reducing remakes isn't just good for labs—it's better for doctors and patients too. Add in some FDLA leadership talk and a shared passion for education, and you've got a conversation packed with practical ideas and plenty of laughs. Then Elvis and Barb sit down with Kaveh Shams, Branch Manager for Zirkonzahn Canada, whose journey into digital dentistry spans London, Italy, and Canada. Kaveh shares how his admiration for Enrico Steger and Zirkonzahn eventually led to his dream job, while also offering a fascinating look into the company's history, philosophy, and commitment to education. From the origins of Exocad and custom CAM strategies to modular milling systems, open architecture, and Zirkonzahn's incredible Military School program that trains the next generation of technicians, this conversation is full of insight into what makes one of dentistry's most respected digital companies tick. It's an inspiring story of passion, persistence, and why great technology always starts with great technicians.Special Guests: Chris Bradley, Dawn Roniger ​​​​, Kaveh Shams, and Rich Wodzinski.

At Redeemer, we take seriously Jesus' call to "Go and make disciples of all nations baptizing them in the name of the Father, Son, and Holy Spirit, teaching them to obey everything I have commanded you." Apprenticeship to Jesus is not a one time decision, but a lifelong journey of following Jesus as our master-teacher. Since the goal of the Christian life is maturity in Jesus, apprenticeship must be deep and holistic, transforming the spiritual, physical, emotional, social, and vocational parts of men and women. Apprenticeship to Jesus is learning to practice the way of Jesus in our homes, relationships, neighborhoods, and jobs. We believe Christlikeness is cultivated as we implement spiritual practices, live in community with other believers, and submit to the Word and the Spirit. We agree with Dallas Willard who said, "that the gospel is opposed to earning, not effort." As we move towards cultivating a life of loving God and people, we trust Christ will mature us into his likeness. https://redeemerwichita.church/

INTERVIEW: Reuben Scott from Salt Water Criminals chatting new single ‘Apprenticeship' & upcoming album 'Sit Tight Spin Out' by Lily Jane on Radio One 91FM Dunedin

At Redeemer, we take seriously Jesus' call to "Go and make disciples of all nations baptizing them in the name of the Father, Son, and Holy Spirit, teaching them to obey everything I have commanded you." Apprenticeship to Jesus is not a one time decision, but a lifelong journey of following Jesus as our master-teacher. Since the goal of the Christian life is maturity in Jesus, apprenticeship must be deep and holistic, transforming the spiritual, physical, emotional, social, and vocational parts of men and women. Apprenticeship to Jesus is learning to practice the way of Jesus in our homes, relationships, neighborhoods, and jobs. We believe Christlikeness is cultivated as we implement spiritual practices, live in community with other believers, and submit to the Word and the Spirit. We agree with Dallas Willard who said, "that the gospel is opposed to earning, not effort." As we move towards cultivating a life of loving God and people, we trust Christ will mature us into his likeness. https://redeemerwichita.church/

Originally uploaded May 28th, reloaded July 13th. Jeffrey Mosher welcomes back MBN Content Creator Julie Mann, Founder & CEO of Lead With Collective, Lansing, MI. Registered Apprenticeships are often associated with the skilled trades, but the model is expanding into many industries. Why are more employers looking at apprenticeships as a workforce strategy today? The brochure highlights a strong return on investment and high employee retention. Why are those numbers getting the attention of business leaders right now? Many employers struggle to find workers with the “right skills.” How does the apprenticeship model help close that talent gap differently than traditional hiring? Apprenticeships combine classroom instruction with hands-on learning. Why is that “earn while you learn” approach proving effective for both employers and employees? For a business owner hearing about Registered Apprenticeships for the first time, what's the biggest misconception about launching a program? » Visit MBN website: www.michiganbusinessnetwork.com/ » Watch MBN's YouTube: www.youtube.com/@MichiganbusinessnetworkMBN » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/ ● Tekea Norwood, Chief Operating Officer of CAMW! ● Julie Mann, Founder & CEO of Lead With Collective. ● Jay LaNew, Apprenticeship Success Coordinator and Business Services Officer, CAMW!, Capital Area Michigan Works! Apprenticeship Benefits: ● Registered Apprenticeships are federally recognized and standardized programs that support the training, productivity, and retention of skilled workers. ● Apprenticeships are a proven win-win training model with benefits for both employers and our region's workforce. For example: ○ Apprenticeships offer a “learn and earn” model, allowing workers to contribute to the day-to-day operations of a company and earn a paycheck while they learn the necessary skills. ○ Apprenticeships lower turnover rates and reduce hiring expenses by developing talent from within. ○ Over 90% of apprentices are still employed with a company one-year after completing their apprenticeship. ● While many people are familiar with apprenticeships in the construction and manufacturing sectors, almost any occupation is a good fit for apprenticeships, including IT, accounting, childcare, and customer service. About Race to Talent: ● Race to Talent is for employers who want to grow, retain, and develop talent through registered apprenticeship programs. ● It is an outreach effort in partnership with the Michigan Department of Labor and Economic Opportunity to increase the number of employers offering registered apprenticeship programs. ● During the event today, employers will hear from regional companies that have built successful apprenticeship programs in healthcare, manufacturing, HR, and more! How CAMW! Supports Employers: ● Capital Area Michigan Works! can help employers create a custom registered apprenticeship program for their company's goals. ● We work directly with employers to ideate training opportunities and walk them through program requirements to build the best apprenticeship program for their team. Get Involved: ● Employers interested in starting an apprenticeship program should contact CAMW!'s apprenticeship team at apprenticeship@camw.net. ###

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.

What does it take to grow into leadership? Leadership can look impressive from the title, but the reality is often far more complex. It can mean making decisions without having all the insight, shouldering responsibility without certainty, holding competing stakeholder needs, and recognising when the path you once wanted is no longer the right one. In this conversation with Helen Brocklebank, Chief Executive of Walpole, the sector body for the UK's leading luxury brands, we explore leadership as an evolving apprenticeship rather than the end goal or title you finally achieve. Since becoming Chief Executive in 2017, Helen has led significant growth and transformation, strengthening Walpole's advocacy, sustainability leadership and industry influence. She spearheaded the British Luxury Sustainability Manifesto, and serves on the Board of the European Cultural and Creative Industries Alliance and the Duke of Edinburgh's Award Women in Business Committee. Helen shares openly how a long-held ambition to run her own business ultimately taught her that success on paper does not always mean alignment in practice. That experience became a pivotal moment in understanding her values, strengths and the kind of leadership role in which she could make her greatest contribution. Together, we explore why leadership starts with knowing yourself, why physical strength, creativity and cultural curiosity can support better decision-making, and why listening is the essential first step in communication, storytelling and stakeholder influence. A core thought that emerged from this conversation- every role, relationship and difficult experience can become part of your leadership apprenticeship if you are willing to notice what it is teaching you. What you will learn in this episode: How to recognise when career ambitions no longer align with your strengths, values or wellbeing Why self-leadership is the foundation for leading others effectively The role strength, energy and personal habits play in sustaining leadership performance How your learning can strengthen empathy, problem-solving and strategic thinking Storytelling is fundamental to leadership How listening helps leaders unlock challenging situations The role of candid, uncomfortable conversations  Why leadership is a behaviour, not a job title What is your current role teaching you as part of your 'leadership apprenticeship'? Resources: Connect with Helen Brocklebank on LinkedIn: https://www.linkedin.com/in/helenbrocklebank/ Find out more about Victoria's strategic communication programmes:https://culturecuppa.com/individuals / Buy Victoria's book, Become a Global Leader:https://culturecuppa.com/book/ Follow Victoria on LinkedIn for more strategies, ideas and inspiration: https://www.linkedin.com/in/victoria-rennoldson Read this episode's Blog post: Leadership: the Journey, not the Job Title

Bloomberg Philanthropies just committed $90 million to get high school students directly into registered apprenticeship programs across 10 cities. Chattanooga got approximately $9 million of it. And UA Local 43 — chartered in 1890 and at near full employment today — is part of the team building the program. On today's trades day episode of America's Work Force Union Podcast, UA Local 43 Plumbers and Steamfitters JATC Training Coordinator Joe Coke and Business Manager Matt Johnson discuss how a partnership with community workforce organization Chattanooga 2.0 and IBEW helped land Chattanooga's share of the initiative, what a direct high school pathway into a registered apprenticeship program looks like in practice and how Local 43's most recent apprentice class drew 200 applications from people aged 17 to 50. With 1,300 members at near full employment, new projects added to the pipeline weekly and the Bureau of Labor Statistics projecting 44,000 plumbers, pipe fitters and steam fitters needed annually nationwide, both guests described the moment as one of the brightest in the Local's 136-year history. Visit ualocal43.org to learn more.

Season 5 of the podcast is focused on apprenticeships - the original “earn-and-learn” model with proven outcomes that integrates work experience with related instruction, a stepped paycheck and a job from day one that can expand access to quality jobs and careers and provide a broader pool of skilled talent for employers. While apprenticeships are a long standing effective workforce training model, over the past number of years there have been numerous efforts to develop and scale apprenticeships programs, particularly in non-traditional or new industries.In this introductory episode for season 5, host Marc Goldberg interviews two national leaders actively advancing the growth and scaling of apprenticeships across the country. The first conversation is with John Colborn the Executive Director of Apprenticeships for America, a national organization that brings together various stakeholders to expand apprenticeships and advance related policy and programming efforts. The second conversation is with Dr. Brittany Corde, Senior Program Officer at Ascendium Education, a philanthropic organization whose grantmaking expands postsecondary and workforce opportunities for learners from low income backgrounds. Both interviews really set the stage on the topic of apprenticeships for the podcast season which will feature interviews with current and past apprentices from innovative programs across the country in upcoming episodes along with executives from key apprenticeship organizations including program sponsors, intermediaries, related training entities, employers and other apprenticeship advocates and champions.John and Brittany both describe how their organizations are supporting the advancement of apprenticeships in traditional and nontraditional industries as a workforce solution, elaborate on the value proposition of apprenticeships, highlight different current funding streams that are supporting apprenticeship expansion efforts, including Ascendium Education, and how they both see this work evolving in the next few years. Both guests discuss the importance of telling the story of apprenticeships with hard data and the transformative impact on individuals, families, employers and communities overall. The conversations are very informative and really ground the theme of apprenticeships for the year ahead on the podcast. This season of the podcast comes to you through the support of Ascendium Education. 

Youth apprenticeship is a powerful strategy for expanding and diversifying the ECE workforce. In this panel, leaders from public school, higher education, and county systems share how they are developing and implementing ECE youth apprenticeships, supporting students and families. and building sustainable "grow-your-own" pathways into the profession.  

Apprenticeship to a great talmid chacham is an irreplaceable connection to source.Source Sheet

James Bryan Smith has a Things Above conversation with Dr. Keas Keasler about his book, Kingdom Apprenticeship – Dallas Willard’s Formational Theology and Missional Vision A Groundbreaking Analysis of Dallas Willard’s Theology of Spiritual Formation Dallas Willard's formational theology begins with the claim that the aim of God in human history is the formation of a community of loving persons apprenticed to Jesus—and ends with the promise that such apprenticeship prepares us to share in God's governance of the cosmos. This apprenticeship to Jesus is the path to human flourishing, the renewal of the church, and the healing of the world.  In Kingdom Apprenticeship, Keas Keasler offers the first comprehensive study of Willard's theology of spiritual formation. He argues that while the three D's of disciples, discipleship, and disciplines made Willard famous, his formational theology is much deeper than that. Willard's unique grammar of transformation is grounded in ordinary life, for it is in our present reality that we are trained to participate in God's eternal purposes. Mining Willard's philosophical works, theological writings, recorded lectures, and unpublished papers, Keasler shows: Willard’s theology serves as a practical curriculum for spiritual growth, offering a remedy for the character crisis we see in the church and in society. Apprenticeship to Jesus is both for growth in Christlikeness and preparation for reigning with God in the fullness of his kingdom. Spiritual formation is not secondary or supplementary to God's mission; it is its very strategy. Against the drift of modern theology into abstraction, Willard calls the church back to a clinical theology—one aimed at the transformation of character through an interactive life with God. Formation and mission, contemplation and action, inner renewal and outward vocation—all are inseparably linked in Willard's vision. Kingdom Apprenticeship offers a fresh and urgent call: to recover apprenticeship to Jesus as the heart of the Christian life—and the hope of the world. Interested in donating to the Things Above Podcast? Donate here! Recent Episodes: 1. Formation Writers Guild 2. Conversation with Liz Hall and Kelly Kapic 3. No Condemnation 4. Spiritual World 5. Conversation with Dr. Kelly Flanagan The post Conversation with Keas Keasler appeared first on Apprentice Institute.

Don't get to the end of this year wishing you had taken action to change your business and your life.Click here to schedule a free discovery call for your business: https://geni.us/IFORABEDon't miss an upcoming event with The Institute: https://geni.us/InstituteEvents2026Shop-Ware gives you the tools to provide your shop with everything needed to become optimally profitable.Click here to schedule a free demo: https://geni.us/Shop-Ware-Free-MonthTransform your shop's marketing with the best in the automotive industry, Shop Marketing Pros!Get a free audit of your shop's current marketing by clicking here: https://geni.us/ShopMarketingProsShop owners, are you ready to simplify your business operations? Meet 360 Payments, your one-stop solution for effortless payment processing.Imagine this—no more juggling receipts, staplers, or endless paperwork. With 360 Payments, you get everything integrated into a single, sleek digital platform.Simplify payments. Streamline operations. Check out 360payments.com today!In this episode, the conversation focused on the experiences of an apprentice technician who won the Shop-Ware scholarship. One concept discussed was the importance of standardized processes in the shop to ensure consistent work quality and reduce customer complaints. A key theme that emerged was the value of mentorship and hands-on learning, with support from experienced technicians helping apprentices gain skills and confidence. The discussion explored how exploring diverse training resources, including online courses and technical classes, can accelerate professional growth for new technicians.00:00 Brake pad inconsistencies and complaints05:44 Cleaning caliper brackets16:24 Bringing Kaitlyn on board17:54 Training and skill progression27:40 Learning electrical diagnostics skills31:43 Talking about tough car repairs33:59 Discussing employee pay incentives42:57 Choosing the right conference sessions48:07 Learning diagnostics through videos52:21 Testing car battery voltage58:50 Dealing with difficult customers

What does it really mean to train as a goldsmith today? For generations, the traditional route into the jewellery industry was through an apprenticeship, spending years alongside an experienced goldsmith, learning techniques, repairs and bench skills through observation and practice. But apprenticeships aren't always accessible, and many jewellers today are looking for a more flexible way to develop those same professional skills. In this episode, Jess is joined by Anna Campbell to explore why Jewellers Academy created The Goldsmith Series with Master Goldsmith Michael Lynton, and how it offers a modern alternative to a traditional apprenticeship. They discuss what apprenticeships were really like, why repair skills are becoming increasingly valuable, how jewellers can build confidence at the bench and why learning how an experienced goldsmith thinks can be just as valuable as learning individual techniques. In this episode, you'll discover: What a traditional jewellery apprenticeship involves. Why apprenticeships aren't the right fit for everyone. The story behind The Goldsmith Series. How Michael Lynton's 60+ years of bench experience shaped the programme. Why jewellery repairs are such an important skill for modern jewellers. How The Goldsmith Series differs from project-based jewellery courses. Who the programme is designed for and what you can expect.   Learn more Find out more about The Goldsmith Series and learn directly from Master Goldsmith Michael Lynton: https://www.jewellersacademy.com/the-goldsmith-series

At Redeemer, we take seriously Jesus' call to "Go and make disciples of all nations baptizing them in the name of the Father, Son, and Holy Spirit, teaching them to obey everything I have commanded you." Apprenticeship to Jesus is not a one time decision, but a lifelong journey of following Jesus as our master-teacher. Since the goal of the Christian life is maturity in Jesus, apprenticeship must be deep and holistic, transforming the spiritual, physical, emotional, social, and vocational parts of men and women. Apprenticeship to Jesus is learning to practice the way of Jesus in our homes, relationships, neighborhoods, and jobs. We believe Christlikeness is cultivated as we implement spiritual practices, live in community with other believers, and submit to the Word and the Spirit. We agree with Dallas Willard who said, "that the gospel is opposed to earning, not effort." As we move towards cultivating a life of loving God and people, we trust Christ will mature us into his likeness. https://redeemerwichita.church/

What if freedom is something you have to be taught — and what if the church is the greatest classroom? In "The Apprenticeship of Liberty," Pastor Ron unpacks why every generation must choose courage over apathy. Your one takeaway: Engage — vote, pray, disciple, and show up. Don't let someone else carry what God placed in your hands.

Most workforce development advice sounds good until you try to scale it. Today we get specific, practical, and a little disruptive with PJ McGrew, Senior Vice President of Talent Strategy and Programming at Conexus Indiana, on why the Swiss apprenticeship model works and what it takes to adapt it for modern manufacturing in the United States.We talk about the real bottleneck nobody wants to admit: education systems cannot sustainably deliver dozens of employer-specific training plans. PJ shares how an industry talent association can bring manufacturers together to define shared occupational standards, then translate those standards into repeatable high school CTE courses and work-based learning. The goal is a clearer, employer-led pathway that starts in a student's junior year, navigates hazardous occupation rules, and builds job-ready skills that reduce retraining on day one.We also zoom out to the bigger picture: changing how families define a “good job,” opening factory doors so students can see clean, tech-enabled facilities, and building foundational skills that let people specialize later. That includes CNC, automation and robotics, PLC concepts, and especially troubleshooting and adaptability. We wrap with what manufacturers can do right now to start small, train supervisors to mentor teens, and connect talent strategy with digital adoption, including the rising pressure to add AI literacy and prompt-writing skills.If you found this useful, subscribe for more conversations on industrial automation careers, share the episode with a manufacturer or educator, and leave a review so more people can find the show.Support the show_________________________________________________________________

Pastor Heath Hardesty, author of "All Things Together," helps us see our following Jesus much like being a trade apprentice.  You learn to do the things your teacher does.  Brazos Fellowship's Paul Gutacker, author of "Practicing Life Together," talks about the importance of living and relating in community as a means for the Holy Spirit to transform our lives.   Faith Radio podcasts are made possible by your support. Give now: Click here

What if VR looked beyond traditional employment pathways? In this episode of Manager Minute, Carol Pankow sits down with Kristy Schenderlein, Vice President of Operations at the Blind Institute of Technology (BIT), to discuss how an RSA Disability Innovation Fund (DIF) demonstration grant is redefining career opportunities for people with disabilities. Learn how BIT combines accessible technical training, industry-recognized certifications, registered apprenticeships, and employer partnerships to prepare participants for careers in Salesforce, digital accessibility, AI, and project management. With participants earning family-sustaining wages and advancing into six-figure careers, this conversation challenges VR professionals to think differently about workforce development and the future of competitive integrated employment. Listen Here   Full Transcript: {Music} Kristy: Organizations are unfortunately trying to fit our community into a little box. What they think we can do, not what we know that we're capable of. You guys are really forging ahead with something that's never been done before. And so how do we get the VR groups, the VR counselors and teams to break out of what their traditional mold has been? Our participants earn an average of 75,000, and within three years of employment, the majority have been promoted and are making over six figures. Intro voice: Manager minute, brought to you by the Vocational Rehabilitation Technical Assistance Center. Conversations powered by VR. One manager at a time, one minute at a time. Here is your host, Carol Pankow. Carol: Welcome to the Manager Minute. Joining me in the studio today is Kristy Schenderlein, VP of operations at the Blind Institute of Technology. So Kristy, how are things going for you? Kristy: Very good. Ready for summer to start. Carol: Yes. It's starting here in a big way, let me tell you. We've got heat wave going on in Minnesota. So today we're going to talk about a Disability Innovation Fund project focused on expanding access to careers and technology for individuals with disabilities. And this is a space getting a lot of attention right now. But what does it actually look like to build something that works in practice? So let's dig in. So Kristy, let's start with your journey. How did you get connected to this work and to BIT? Kristy: Yeah, absolutely. So I myself am a member of the Blind and visually impaired community. I have Stargardt's disease, which is a juvenile form of macular degeneration. So I navigated through the education space as a visually impaired student, got my degree from University of Wyoming and Communications a long time ago. We don't want to talk about how long ago that was, but then I moved into a career as a litigation paralegal for about 15 years. And my husband and I opened our own hardware store, where, in addition to being a small business owner and doing whatever was needed of me that day, I also oversaw all of the operations there as well. And when we closed our store, I kind of was at a crossroads. I wasn't sure exactly what I wanted to do, except for the fact that I really wanted to look into the potential of working with employment in my community. Through my years, I had met with apprehension. Can I do the job? Shock? You know, some people would see, you know, especially when we were at the hardware store and I began using a cane in the middle of us owning the store. So, you know, people would walk in and I'd be standing there with my cane. And if I asked them, you know what I can help them with? Or if they'd see me, you know, talking to employees found out I was one of the owners. You know, I was just met with disbelief that I could actually be doing this job. You know, sometimes it was just blatant. No, you can't met with a I don't see how this can be done. So I'm not going to open my mind to even consider this. So I know that navigating those waters of employment for not only people within the blind and visually impaired community, but pan disability community as well, is difficult. And I know that it is not the lack of ability, it's the lack of opportunity. And so what could I do to help my community? And an acquaintance introduced me to Mike Hess, our executive director. Mike and I met. He told me about BIT, BIT's mission, his vision, and I jumped on board seven years ago. When I jumped on the ride, there was five of us, now there's almost over 50 of us, the majority of which identify with some form of disability, including in leadership. So we're really proud of that. It's been a wild ride for sure. Carol: I think it's really cool. I was looking a lot. I was looking you up. Of course, you know, I got to check out your story on LinkedIn and all the things as well. And then just perusing the BIT website and such. And I just think you have a really amazing cast of folks that are working there. Kristy: We do. Carol: And I really like what you're doing. Kristy: Thank you. Carol: And I could not believe, actually, since I found out about you, I had contacted like my folks back at State services for the Blind in Minnesota. I'm like, do you guys know about them? Like, because I sure didn't know about you when I was there. And I just think getting the word out more is super important. So I know you and I had spoken earlier and we were talking about your DEF grant application and that you guys actually had a model that you had built. And so you were basing this application on that. Can you talk a little bit about the different process and what problem you were trying to solve with your application for the project? Kristy: Yeah, absolutely. We know the numbers and how ugly they are that, you know, 70% of people with disabilities are either un or underemployed for the BVI community. It's even higher. It's at 80. I think those numbers have changed a little bit, but unfortunately that needle hasn't moved much in years. There's a lot of organizations out there that are saying that they're focusing on employment. But unfortunately, I mean, the numbers don't lie. You know, we're still where we're at. And what we found is no one is focusing on workforce development for higher level professional careers. And no one's really focusing, again on the professional or corporate America. Organizations are unfortunately, trying to fit our community into a little box, what they think we can do, not what we know that we're capable of. And so we really, truly believe that the answer to this, and I'm going to call it, you know, an epidemic, if you will, the unemployment of people with disabilities really has to do with workforce development and making sure that those people who, again, have the ability to do the job also have the opportunity. So we actually began offering Salesforce administration courses, gosh, back o late 2000 teens, we successfully put through eight blind or visually impaired professionals through a Salesforce Administration Certification prep course, and we choose Salesforce specifically because of the accessibility of their platform. And not that it is a B2C accessibility, but it's a B2B. So people within my community and those of us in the Blind and visually impaired community who are the hardest to serve because of the fact that we have to use assistive technology in order to do our jobs. It's allowing that community to get these certifications, get good, long lasting, sustainable careers. You know that they can actually be, you know, climbing up that corporate ladder, not being stuck down at the bottom. So we began our courses in 2020. We actually became the only training provider approved by Salesforce for people with disabilities globally. And that really came about because of our focus on two things. Number one, our courses being virtual, we are meeting. This was even before the pandemic, even before, you know, virtual courses were the thing. We were doing it virtually. We were meeting our community where they were at. We were also focused on employment. Our end goal at BIT is always employment. That's always where we keep our eye on employment. So, you know, we'd already started these courses. We began a Salesforce system integration service within BIT. We also began an accessibility consulting service and began using our students as at that time, interns, we met up with an intermediary, an apprenticeship intermediary called Safal Partners, who looked at our program and said, gosh, you guys already have an apprenticeship program. Kristy: What would be considered a wrap or a registered apprenticeship program through the Department of Labor? So they helped us get registered with the Department of Labor, and we became and still are the only organization, the only registered apprenticeships to include the Pan disability community to include the BVI community. And we're proud of that. And we're also saddened by that because we are the only ones that are doing it this way. The problem was we were only able to do it more of in a project based format, you know? So whenever we had projects, the apprentices worked well. Our apprenticeship program is a competency based program. There have been which now have been lifted, but requirements of 2000 hours really difficult to get those 2000 hours in a reasonable amount of time when it's just ebbs and flows of projects. So we really need to find a way to move into a more structured apprenticeship program. We added a, you know, the digital accessibility space a couple of years after we did the Salesforce admin apprenticeship and fortunately found the DIF grant to help us expand on what we already had running. Carol: So what did this when you get the DIF grant, what it allow you to do differently, moving from that more kind of pilot project kind of format into this structured model? Kristy: Mhm. Well, it allowed us to do essentially that. Number one is add structure. So as I mentioned, for our apprenticeship program, first we were able to add an apprenticeship program manager, which is huge for somebody to actually be able to focus all of their time on overseeing the program. We were able to move it into a more structured program. So we're not only looking now at project based. Our apprentices, you know, are working on regular schedules. Most are completing their apprenticeships between 1 and 2 years. They're able to not only work on those projects and gain competencies through projects, but also work on hypothetical situations we created for those competencies they need to accomplish without the projects we're working on professional development. So it was able to really add, again that structure to make it just a more robust program. In addition to that, we were able to expand on the academy courses that we were able to offer. So what we're learning with the Salesforce ecosystem is essentially the sweet spot is five certifications. It's not enough just to have that foundational cert. So with the DIF grant, we were able to say, okay, we want to get our team to that five certs. Any student that goes through our course, they have the option of getting to those five certifications. You earn two. Just in our foundational course alone. And then we added three higher level courses. In addition to that, we're also able to add a third track. So we have our Salesforce Administration track. We have our digital accessibility track, and now we're going to be able to add an Agile Scrum Master certification or project management track. So it pairs really nicely with the other two tracks in that, you know, all of these projects, they need scrum masters or project managers to run these projects. So now we're able to kind of create that full loop where we're able to have our admins working on their projects. Same with digital accessibility. And then we're able to add, again, these scrum masters and project managers to work on those same projects to build up and gain their experience. So able to expand the Academy. We were also able to add an academy director and an administrative assistant, you know. So again, providing more structure and guidance there. And then additionally, one of the things that we focused on, one of our goals with the grant was to be placed on 30 state eligible training provider lists. And what this allows us to do is really get a lot of that exposure that you were talking about before. Any person who wanted to participate in the program can go to these ETPLs, is what they're called. See if we're on in their state, get the information. You know, if they are workforce boards, VR counselors. Again, just the average Joe that wants to look into some opportunities for training also gives employers the opportunities to come in and see what we're doing, learn about us, you know, get that more exposure. And I think actually now we're on 35 ETPLs. Again, our friends at Safal Partners helped us within the first year achieve that KPI for our DIF grant. Carol: That is amazing. That is really great. I was gonna ask how many you were on and 35 sounds... Kristy: Mhm. And growing and growing. You know, we're we're we're not stopping. Right. We want to be on all of them. Carol: I'm like, you're going to conquer the world. So walk us  through how it works today. You know, you're talking about the academy. You've got the certification, the apprenticeships, kind of how does the whole flow? Somebody comes in, they're like, I want to do the thing. What happens? Kristy: Absolutely. We have a couple of different options to start. So what we decided to do was add two self-guided courses for our two current tracks, Digital Accessibility and Salesforce Admin. So they're intro courses, they're self-guided. And essentially it's just that giving you an introduction to what Salesforce is. A lot of people have no idea what Salesforce is, even though they're one of the largest tech companies in the world. They're in every industry, all the different fields, you know, they're this humongous organization, but a lot of people just don't know what it is. So it gives people the opportunity to get in there, see what Salesforce is. Is this an interest to me? Same with digital accessibility also gives them an understanding of if you're using assistive technology, what is your level of proficiency need to be? Can you be a beginner? And I'll tell you right now, the answer is no. You can't be a beginner if you're using. You know what? I use a screen reader. You know, you have to be a little more proficient than that. So you get through those courses and you decide, yeah, I really liked this. I completed the course. You sit for a technical assessment, you have to do a hands on assessment and then a technical interview. Kristy: And the reasoning for that is to really, number one, ensure that that person who is taking the course is committed, understands the content was doing it themselves, you know, making sure nobody was, you know, helping them out before they can move into the instructor led courses. So once they pass that you can move into the instructor led either, again, digital accessibility or Salesforce, when we add our agile scrum probably won't have an intro to start, but that'll be getting added the later part of this year. And that'll again be instructor led courses, but pretty much the same format. So once you get into the instructor led courses, digital accessibility I believe is 14 weeks. I think admin is now 17 weeks. Again, with admin, you earn two certifications, multiple hours a week in class and then also in lab. In addition to that, there is a lot of homework. There's a lot of work outside these courses. I never sugarcoat these courses. They are not easy. We're talking high level tech careers. So these are high level courses. There's a lot of work, there's a lot of commitment, but there's a lot of support. All of our classes are taught by a person with a disability. Our TAs are people with disabilities. We have focus on those people that need to use screen readers. You know, we have screen reader instructors. So we're really, you know, meeting every person with a disability, regardless of what that is, understanding what accommodations they may need, working with them on that so that they can feel comfortable and actually concentrate on the content and the subject matter and not, am I going to be able to do this course or not? So they get through the instructor led courses leads to sitting for the certification exams. And, and I want to point out to all of the courses that we offer in our academy all lead to industry recognized certifications. These aren't certifications. We make up and say, well, we'll see if it works for you. These are the same certifications that anyone would be sitting for if they were taking any of these Salesforce courses or the digital accessibility, the Agile Scrum Master, you're going to be sitting for the actual Scrum Master certification. So they sit for the exams, you know, hopefully pass it. We've got really good certification pass rates, so hopefully they'll pass it again. They're difficult, they're not easy, but we provide you with what you need in the courses to pass those certs. Carol: What does your pass rate look like. Kristy: So oh boy you just threw that threw that at me. What's the data I believe I think it varies based on the course. But for example, I know our past cohort for digital accessibility, ten out of 12 have sat for the course. And I think all of them have passed. So 100% there. I think most of our cert rates run as a collective whole, 75 to 95%. Carol: Okay. Kristy: Yeah, really good cert rates. And again, it's really because of the fact that these are intense courses, but we work with you. Carol: When you're wrapping service around all these people. Kristy: Exactly. Carol: Talk about the technical kind of support that the students can get. Kristy: You're exactly right. Yeah. You know, and again, a lot of group sessions, you have a lot of support. Carol: Yeah. Kristy: So yeah. So once you get past those certifications, you then become eligible to interview for an apprenticeship. Not everyone qualifies for an apprenticeship. It really depends how well you do in the class. You know, obviously you need to have your certification to get into their apprenticeship. So if you don't get your cert, there's an issue. What was your professionalism like? You know, our instructors provide our apprenticeship manager with notes and sometimes it's, hey, they just need a little more professional development. They need a little work on this. They need to work on that, which is stuff we can provide. One of the things that came with the different is we added in a professional employment coach. So she works with people, you know, maybe you have ADHD and you're looking for tools to help you get organized and to stay focused. And so we bring her in and have sessions together. Sometimes just professional development. There's a lot of people in our community that need a little bit of that. Unfortunately for some of us, when we get on these Zoom calls, we can't see the social cues. We can't tell if somebody is, you know, getting ready to speak or wrapping up what they're speaking, you know, so how do you handle all that? So we do all of that, you know, we provide all of that. But once the instructors say, yep, I think that they should interview for an apprenticeship program, they have to go through an interview with our apprenticeship program manager and another member of BIT. And then if we have openings, which we do, and we will continue to have them through the different, then they become a part of our apprenticeship. And again, those are all apprenticeships or they're competency based used to be 2000 hours. The Department of Labor has lifted that restriction. But we still feel that that 2000 hours is a good number for our participants to really get a good, strong understanding of what they will be doing in this role in mastering these competencies, Professional development. It gives you that 1 to 2 years experience that, you know, whenever you're looking for an entry level job, what do you see? You need 1 to 2 years' experience. Well, how do you get that if you're entry level? And so we're providing that opportunity to do so. Our apprenticeship program has additional trainings that are offered. You're working right alongside with our sales force professionals, our accessibility professionals who all have experience in the field. And again, I will point out to these are teams that are all disabilities working together. So completely deaf admins working with completely blind admins, just killing it, doing an excellent job. So really a lot of exposure in that apprenticeship program. One of the things the DIF grant also allowed us to do is incorporate employer partners. So if you have an apprenticeship with an employer partner still meeting with our apprenticeship program manager. You're still getting all of the support from BIT we're meeting with the project leads at those employers to make sure that we're supporting them in anything they need. So really, like I said, a well-rounded program. Once you complete those competencies, we do self-evaluations. I mean, we're, you know, where you stand in our apprenticeship and what you need to work on. And, you know, we're selling, obviously, the further you get into the apprenticeship program, the more projects you're handed, the more responsibility. So really just gaining your confidence in the field, and then you're ready to go into the world and work in an organization or a corporation out there. Carol: Are you seeing any impact with AI? You know, people talk about AI usage now, and, you know, the increase of that and how it's changing the landscape of corporate America. Are you seeing any impact from that? Kristy: So you've heard of that little thing called AI? Carol: Yeah. Kristy: The answer is an overwhelming yes. So one of the things that we've done in our courses is try to, we try to make them future proof. You know, we don't want to send our students or our apprentices out into the world behind the eight ball, you know, oh gosh, this is a saturated market. I don't have any of the skills. So one of those higher level Salesforce certifications I told you about is agent for specialist, which is Salesforce AI. And Salesforce has gone all in on agent force and their AI. So our apprentices have the opportunity to become certified in agent force. And then, you know, different projects we're working on. We're now talking to a lot of clients that are looking into how can I incorporate AI into my Salesforce environment? So, you know, giving them people then that opportunity to get those skills so that they can make an immediate impact. Additionally, in the Scrum Master or the project management track scrum Master has just added the AI Scrum Master certification course. So we will be actually including that in our course. So again, you'll come out of that track with if you're looking at Scrum Master, you're looking at two shirts, one of which is AI. We're also adding a higher level AI course, that's AI governance. Most of these companies are looking at this going, okay, we have AI, but when should we be using it? How should we be using it? What is ethical? What is not? What is going overboard with AI, you know? So we're actually going to provide a course. So again, our participants can come out able to make immediate impact on organizations. And the way to do that right now is AI. So we absolutely are incorporating AI. People with disabilities to, you know, again, we say at BIT Technology is the greatest equalizer. It truly is. And people with disabilities are actually leading the charge in AI. In fact, that agent for specialist course I mentioned, out of all of the workforce development orgs within Salesforce, we were the first one to offer that course. So disability community leading the way in AI. So it's exciting. Carol: I love it. Well, you're ahead of the curve, which is super good. And people come in with that. They'll definitely. I mean, you're creating a good niche there with your apprentices being able to do that. Kristy: That's our goal. Carol: That's awesome. So what are you seeing as a career pathways like what's proving to be the most impactful right now? Kristy: So you know, again, Salesforce is just huge. So of course that is, you know, continuing on and that is definitely making a big impact. Digital accessibility is a very hot topic right now. Gosh, a couple years ago, I can't remember what year it was actually implemented. But the Department of Justice has now mandated that title two of the Americans with Disabilities Act incorporate digital accessibility. And they actually laid out deadlines. They just pushed the first deadline. It was supposed to be April of 2026, that all municipalities with over 50,000 individuals had to be digitally accessible. Everything within your state needs to be accessible for people within our community to access. 2027 was supposed to be for those municipalities, less than 50,000. I imagine that'll get pushed back as well. But the bottom line is if your organization, your front facing organization is not accessible, you're going to encounter some issues. And so all of a sudden then all of these corporations and organizations and government and they're going, okay, what is this? What is digital accessibility and how do we get there? So we're really starting to see a lot of impact, a lot of clients coming to us asking, okay, what is digital accessibility? How can you help me? One of the members of Office of Accessibility for Salesforce is actually said that there's two experts in Salesforce accessibility, and one is Salesforce and one is bit. We work very closely with them on accessibility and their accessibility. I think really that impact digital accessibility. We're going to see it more and more and more. Unfortunately, a lot of lawsuits are being filed. And when I say unfortunately, it's that's what's being the precursor for companies to become digitally accessible. You know, I wish they would just because it's better for everyone. An accessible product is just a better product. It's more well thought out, it's more intentional. It's just better presented. I wish that it wasn't that they're being forced to because of litigation. I wish that it was just because that is again, the right thing to do. Plus, this disability community is large across the world. I think it's 1 in 5 now, and more and more people are aging. More and more people are being diagnosed with disabilities. Where before in tech, people were just considered eccentric. When I think a lot of them were actually, you know, on the autism spectrum or neurodiverse, so that, you know, a lot of invisible disabilities, mental health disabilities are now become not so taboo to hide and to talk about. So it's something that, you know, the world's just going to see more and more of, and the demand for making things more accessible to reach your customers, to reach that community is going to become more and more. So I really think that digital accessibility track is getting a lot of focus. Carol: That is very cool. I know employer engagement also is a big piece of all this, and how are you partnering with companies and what are they seeing as value from what you offer? Kristy: So apprenticeships is huge right now. Apprenticeships really provide employers the opportunity to get kind of a jump on the talent pipeline, both this current administration and the former administration, very pro apprenticeship. You know, they have apprenticeship mandates out. I believe it's a million apprentices is what they want to attain. And then there's proven statistics. I'll give you some data here, Carol, for companies that have an apprenticeship program, typically for every dollar that's invested in that apprentice, the company is seeing an ROI of $1.44. So immediately getting impact with having an apprentice, 94% of the apprentices stay where they're at when they become an apprentice within a company. So turnover is really expensive for companies, incredibly expensive. And so not only if you have an apprenticeship, you're looking at a 94% retention rate. But then to add to that, the people with disabilities community, our turnover rate is incredibly low because it has been difficult to find employment. If the person with a disability finds a place where they can be successful and thrive, they're not going anywhere. So you kind of get a double whammy on that. Apprentices typically come out earning 84,000 a year, and they're saying 49% of HR managers are saying that skill based is really kind of the new and compelling look at talent management. One of the things that, again, as I mentioned before, the DIF grant allowed us to do is start reaching out to employer partners, having them bring on apprenticeships, not necessarily being trained within BIT, but actually going into their organizations, working with their Salesforce teams, working with their digital accessibility teams and again, creating this talent pipeline I mentioned earlier, it's not the lack of ability, it's the lack of opportunity. Again, these apprenticeship programs are really providing people within our community the opportunity to go in there and prove themselves, to show these companies. You know, unfortunately for the people with disabilities community, that really is we call it that legal, nebulous bell that we have to ring is the reasonable accommodations. Most people don't understand them. If you get an apprenticeship in there, you're working alongside that apprentice to really determine, okay, how is this person going to be most successful and really getting over that fear of what the reasonable accommodation is. So our impact with employers has been fabulous. It's been phenomenal. A lot of interest, again, in bringing on these apprentices to work on their teams, give them again that opportunity to kind of dip their toe into that pool. I want to mention, too, that we really believe that the disabilities community is the greatest untapped talent in the planet. You have this whole group of resources that are so talented and nobody's touching and working with organizations like BIT. Working with these apprentices really gives you that opportunity to dip into that talent and have this just amazing pipeline, amazing resources to work with instead of going the typical talent route. And we have a tech talent shortage, we really do. So, you know, working with, again, like an apprenticeship program, working with our team really gives people the opportunity to get that jump on that talent. Carol: Well, and they get to work in that company. You know, you're in that company and the company culture. You're all part of it you've done these 2000 hours. You know, you've been there a year or more. Kristy: Exactly. Carol: And so they really get a good flavor of what you bring to the table. It's such a great way. I mean, you see that more and more kids are starting to realize like maybe the four year degree route isn't the way. Kristy: Mhm. Carol: We need to look at these other options for getting into employment and getting in more quickly, because everybody learns differently, and these jobs, I mean, when you're talking, people are coming on average $84,000. This is no joke. Kristy: No it's not. Again, it's a good way to get into, again, your feel to get your foot in the door. Give those companies the opportunity to really get that new and emerging talent, but not expecting them to just hop right in the job because, he said, we all learn differently. There's a lot of nuances to learn about different companies. You know, you're an admin at one company and you go to another. And again, you know, you've got that hill to climb of, you know, what are the nuances of that particular company. But here you built your own army, if you will. You built your own pool. Carol: Yeah. Kristy: One of our apprentices actually in a webinar we did recently, she had said, you know, one of the benefits to employers is you essentially get to mold these apprentices into what type of employees that you're looking for. And it's true, you're almost taking a blank slate and working with it for two years and building your team the way you want. And then like you said, you know, you're done with that 2000 hours. Why would you go anywhere else? You've already invested this time. Again, we've given you the statistics on the ROI in that dollar investment. You're already earning money off the apprentices, so why wouldn't you stick with them? Carol: 100%. Now, I know you had some success with the workforce boards and a few blind service agencies, but you've had less traction with VR. What's been the challenge there and what do you want, like the VR agencies to understand? Because I know we sure miss the whole boat and didn't even realize a thing about BIT and I've been telling everybody ever since I talked to you first, like, hey, you need to go look at this website and you need to talk to these people because I've just been like, wow, why is VR missing the boat on that? Kristy: Well, I think you're kind of hitting the nail on the head there, Carol, in that we are not your normal traditional organization out there. We know we are actually the only organization doing what we're doing. And we know that because not only have we looked, but Salesforce has looked. Our other partner, Ronstadt, has looked, you know, they've looked around for other organizations like us doing what we're doing, the manner in which we're doing it, and there aren't any out there. So I've been thinking about this since you and I spoke last time about, you know, really what is our problem with VR? What is the issue? And I really think it comes down to that fact that we are breaking the mold. Our friends at Safal Partner, you know, talk with us all the time about you guys are really forging ahead with something that's never been done before. And so how do we get the VR groups, the VR counselors and teams to break out of what their traditional mold has been and kind of think out of the box and look at our organization go, oh, wait, because unfortunately, the traditional is not working. I mean, the numbers say it, you know, those numbers haven't moved. And I think the VR counselors, they have to do certain things certain ways. And they have reports that they have to do and they need to meet different criteria. And, you know, our programs aren't short. You know, it's not like somebody can get in and out in a month and then they're employed. You know, we're really investing the time in training people to really be productive employees in a completely different way than ever been done before. So I think if we can get the VR groups to open up their minds to a different way of doing things and to recognize the fact that these traditional ways we've been doing things just really aren't moving the needle. And I think a lot of the, you know, VR counselors, again, they're they have cases they have to close, they have rates that they have to hit. They again, they have all this documentation they have to do. And so I think a lot of times they try to put a square peg in a round hole, and it just doesn't work for people with disabilities community. You have to understand where they're at, you know, Social Security disability, a lot of people are on it. It is not easy to get on. Our goal is to get everyone off of it, not to provide them with a supplement to their SSDI. We want everyone to become tax producers, not tax consumers. So when you get people who are capable, who are software engineers, who have these, you know, the great focuses on tech, this critical thinking mindset that can do so much more than just getting a job. Being able to think outside the box, look at other opportunities that might be out there and go for it. You know, we've been successful, we're showing that this is the way you do this with this group. So that's really the only answer I can come up with, Carol, is why we're not making more traction is just that traditional mindset of this is how we do things. And unfortunately, that traditional mindset is just not helping our community well. Carol: And hopefully we're able to get the word out now through the podcast and advertising that because it is like a no brainer to me. I mean, you're looking at your wants to get people into quality employment outcomes. And I used to always be about like family sustaining wages. And so you're talking about this investment and the people, even though it takes a longer amount of time. But if you've got folks coming out, you know, you've got a big track record, you've worked 2000 hours, you've done this apprenticeship, you've done all this coursework ahead. You have these certifications. You now are geared up for really good employment and long term employment. We're not talking, you know, you're in and out of the fast food place. You want to stay here. You're now engrained in a company. Like what a way to set folks up for success and not needing to come back to you, or to Social Security or any of those other supports. You've really got people launched in such a great way. Kristy: Right? And on that note, so our participants earn an average of, I think, 75,000. And within three years of employment, the majority have been promoted and are making over six figures. So as you said, their family sustaining wages with opportunities of growth. And that's really what our community needs in opportunities, is that the community does not want to be on Social Security disability. They don't they want to be able to put food on their table. You know, with employment comes a lot of dignity. It comes a lot of feeling of worth and being a productive member of society. The community wants that and they know they can do that. We're just lacking the opportunity. Again, lacking that open mindset. I know there's a lot of VR counselors that say, hey, I'm going to put you through college and I'm going to get you this bachelor's degree. And our unemployment rate is still the same, right? We need more than that. You know, you need more of an investment, not just the traditional. I am old enough to remember the days that my parents just said, oh, just get a degree, right. Doesn't matter what it's in. Just go get a degree, you'll get a job. That's not today. You know, today's the day of specialization. As we talked earlier, today is the day of certifications. You know, people want certs. They want experience. They want skills, they want proof. And they're looking at effective employees to, you know, how effective are you an employee? Are you going to be great? You've got this bachelor's degree, but can you be effective in this role? Hiring managers say they can train for those hard skills. You know, they can train somebody to, you know, code in a certain Manner or become an HR professional. You can train a lot of that, but you can't train the effectiveness. You can't train the critical thinking as much as you can when you're in the role. Our program helps to do that though. You know, it really helps people to develop those skills, to become those critical thinkers, those problem solvers that these hiring managers are looking for. Carol: It really is the full package. What you offer. I just I'm still stunned thinking about like that. We've all missed the boat for 20 years or plus you've been around. So it's not too late though for people to get on board. So looking ahead, what does success look like for your project and what should other people be paying attention to? Kristy: Mhm. Of course, the whole goal for this project is competitive integrated employment. And of course, again, that goes right along with our mission from the very beginning. It's employment. You know, that CIE number is again that family sustaining wages that you can have good strong careers in. So when we're looking at our future, the grant has provided us the opportunity to really build our programs again, provide a lot more structure. So of course, sustainability. Our goal is really to grow our own sales force system integration services, our own digital accessibility services. So that number one, we can be a huge employer of people with disabilities and really build these big sales force teams. The other thing is really finding the employers who are interested in investing in this community. You know, who again, are thinking outside that box of, you know what? I have a talent shortage and I need to find a pool that is really going to benefit my company, provide an ROI, you know, be here. So I'm not hiring somebody every six months. So really, again, you know, getting the word out, we want people, of course, to know about our program to look at our program. You know, we're focused on tech. Tech is not the only industry that could benefit with this type of program, not in any way, shape or form. So we really like people to look at our program and say, okay, you know, our focus is X, you know, maybe it's marketing, maybe it's finance, accounting, whatever it is. And really look at our program and say, I think this is the model that we need to follow. You know, it is a very collaborative organization. We are not going to get where we need to be in silos. We need the whole village to work together to provide these opportunities. Again, really trying to show that we really feel this is the path forward for many careers, for many high producing, effective, high compensation careers. We'd really like people to, again, look at our program, look what we're doing in the different, obviously different is a demonstrative grants. That's the whole thing we're doing here is demonstrating that we really feel that our model is the way to go. Really take a look at apprenticeships and apprenticeships for people with disabilities. I really feel apprenticeship just are tailor made to people with disabilities for them to really, again, get really comfortable to build their skills and show that, yeah, I've got the ability. Just give me that opportunity. I've got the ability. Carol: I can totally see why RSA selected you as a grant. Kristy: Oh thank you. We're pretty passionate here at BIT. Carol: You are and it's amazing. So folks wanted more information about BIT, what's the best way to find you or contact? Kristy: Absolutely. So of course the best way is our website. It's just easy. BlindInstituteOftechnology.org. You can also get it by blindIT.org. You'll find all the information there. Otherwise you know, reaching out. If you are interested in our Academy, Academy@blindIT.org, we have candidates@BlindIT.org or sales@blindIT.org. Any of those, if you can't remember any of them and you can only remember, oh, she said Sales@BlindIT.org, but I'm really not in sales still go to that email address. We're looking at over 50 of us. Our internal team, you know, is about 25 to 30. We're very tight knit, so it's going to get to us. So any of those email addresses work and you can find them all on our website. So again, BlindInstituteOfTechnology.org or BlindIT.org will get you there as well. Carol: So no wrong door in. Kristy: Nope, nope. We will get you to where you need to be. Just let us know what you're looking for, what you're interested in, and we will find the person for you. Carol: Well, that is awesome and I know I am going to sing your praises going forward. Like continue to like tell people about what is happening there. It's pretty amazing. I really appreciate your time. I wish you much success. Thanks for joining me. Kristy: Thank you so much, Carol. I appreciate the opportunity. {Music} Outro Voice: Conversations powered by VR, one manager at a time. One minute at a time. Brought to you by the VRTAC. Catch all of our podcast episodes by subscribing on Apple Podcasts, Google Podcasts, or wherever you listen to podcasts. Thanks for listening.

Dallas Willard's Formational Theology and Missional Vision The late Dallas Willard has had a profound impact on the way many Christians have understood the kingdom of God, discipleship to Jesus, and spiritual formation. His book, The Divine Conspiracy has been deeply revered and discussed ever since its publication. Yet, Dallas' main concern, that Christians would belong to church communities where they would be taught as apprentices to Jesus, growing in Christlikeness in preparation for sharing in God's good rule, has not always been fully embraced. Recently, Dallas' work has increasingly been the subject of academic study, and one such example is the recent publication from Dr Keas Keasler entitled Kingdom Apprenticeship: Dallas Willard's Formational Theology and Missional Vision. In this study, Keas draws together all of the strands of Willard's work on formation to present a holistic picture of his vision for Christian discipleship. SHOW NOTES Find Keas' book HERE

Labour is confident its proposed expansion of the Apprenticeship Boost scheme will bring more opportunities. It has pledged to restore a two-year, $500 employer subsidy per apprentice, and provide apprentices up to $1000 for work-related costs. Without criteria, it could allow for major overseas construction companies to get taxpayers money to help with employment. But Labour Education Spokesperson Ginny Andersen told Mike Hosking it also means the company takes on more people. She says the country needs more jobs so people don't go to Australia. LISTEN ABOVE See omnystudio.com/listener for privacy information.

This week, Pastor Keithen opened our FOLLOW series with a question that kicks off the heart of the series, "Is it possible to be a Christian and not a disciple of Jesus?" Teaching from Matthew 4:18–22, he argued that discipleship is not simply about believing Jesus' teaching but apprenticing under His way of life. Looking at Jesus' first call of the fishermen, Pastor Keithen showed that Jesus' invitation comes before anyone has proven themselves, calling ordinary people into a life of presence, formation, and mission. In a culture where "follow" has become little more than a social media gesture, he recovered its original meaning: to walk closely with Jesus until His life becomes evident in our own.

At Redeemer, we take seriously Jesus' call to "Go and make disciples of all nations baptizing them in the name of the Father, Son, and Holy Spirit, teaching them to obey everything I have commanded you." Apprenticeship to Jesus is not a one time decision, but a lifelong journey of following Jesus as our master-teacher. Since the goal of the Christian life is maturity in Jesus, apprenticeship must be deep and holistic, transforming the spiritual, physical, emotional, social, and vocational parts of men and women. Apprenticeship to Jesus is learning to practice the way of Jesus in our homes, relationships, neighborhoods, and jobs. We believe Christlikeness is cultivated as we implement spiritual practices, live in community with other believers, and submit to the Word and the Spirit. We agree with Dallas Willard who said, "that the gospel is opposed to earning, not effort." As we move towards cultivating a life of loving God and people, we trust Christ will mature us into his likeness. https://redeemerwichita.church/

What if young people could earn a paycheck, build real skills, and start a career – all before finishing school? Youth apprenticeships make it possible, but too few young people can access these opportunities.  In the fifth episode of the Annie E. Casey Foundation's series on what young people need to thrive, host Gloria Riviera speaks with two guests who are making the case for how apprenticeships can open doors to opportunity, mentorship and high-quality career pathways: Laura Burgher, an Annie E. Casey Foundation program associate, and Chris Grant, who started his Mastercard apprenticeship at 16 and is now a full-time product designer there. This episode was made possible with support from the Annie E. Casey Foundation, an organization that develops solutions to build a brighter future for children, youth, families and communities. Learn more at aecf.org.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Construction workers make up 7.4% of the U.S. workforce but account for nearly 18% of all suicides with a reported industry classification. The data on the problem is established. The root causes have never been comprehensively studied. That may be about to change. On today's trades day episode of America's Work Force Union Podcast, Mechanical Insulators LMCT Executive Director Pete Ielmini joins from Phoenix, where the insulators are holding their national apprenticeship conference and crowning an apprentice of the year tonight. He provides a Federal Mechanical Insulation Act update — the House bill in suspension and Senate Bill 4312 building co-sponsor support with a December deadline in view — and highlights a new bill from Sen. Catherine Cortez Masto directing the Secretary of Health and Human Services to fund a comprehensive study of why construction workers are suffering from disproportionately high rates of suicide and substance abuse. If you or someone you know is in crisis, call or text 988. Visit mechanicalinsulatorslmct.com for more.

CJ chats about the positive and negative aspects of carrying out an apprenticeship from his perspective , he now has his own business: Prime washing service.

In this episode Dr. Anthony Fitzpatrick talks about a unique apprenticeship program designed to enhance skills of teachers and facilitate movement on the salary schedule all without intrusive amounts of time after regular school hours. Who benefits? Everyone!Links:LinkedIn:  Anthony Fitzpatrick, Ed.D. | LinkedInFacebook:  (1) anthony fitzpatrick - Search Results | FacebookInstagram: antfitz55Website: Anthony Fitzpatrick | Enhance Education Today – Get InspiredTik Tok: https://www.tiktok.com/@antfitzyAnthony's most recent book:The Evolving Science of Reading: Building a Continuum from Foundations to Fluent Thinking This podcast sponsored by:The Bell Ringer, a weekly newsletter providing news, tools, and resources on the science of learning, written by education reporter Holly Korbey. Subscribe here. 

Want to create a personalized homeschool high school that actually fits your teen? Ditch the one-size-fits-all model and design a meaningful high school experience built around their real interests, strengths, and goals. When my son was little, he was deeply into LEGO, Minecraft, and Roblox. Like many moms, I found myself wondering: Is he going to be an engineer? Of course, loving to build might simply mean enjoying creative play. But as he’s grown, those early interests have taken shape in surprising and evolving ways. Now 16, he’s fully immersed in AP Physics — passionately trying to explain its wonders to me, a mom who, let’s just say, opted out of physics altogether in high school. (In case you’re also not fluent in physics, it’s the study of how the universe works — from motion and matter to forces and energy. According to my teen, it’s the language behind roller coasters, rocket launches, and even coffee machines.) So naturally, we’ve started planning a post-secondary tour of local engineering programs. From LEGO to Fire Halls: How One Teen’s Interests Keep Evolving But then—plot twist—he began volunteering at our local rural fire hall. Thanks to a provincial grant, he's being paid to train and get hands-on with emergency equipment and fire safety. He's found joy in team dynamics, truck maintenance, and yes—gear talk. He recently took a First Responders weekend course, which excludes ER scenarios—but with his dad being an ER physician, their conversations now sound like a medical podcast when they're driving home together. Will he be an engineer, a paramedic, a firefighter, a physicist, or a doctor? The truth is—I don't know. And that's exactly the point. Why a Personalized Homeschool High School Starts With Who They Are Now Having raised and launched three older kids, I've learned that what excites them at 16 may not at 17—or 25. What matters is that they have space to explore who they are now—not who we think they should become later. And that's the heart of a personalized homeschool high school. https://youtu.be/BdmKJSIJFik?si=GbEThW6xFG6cVa9f Why a Personalized Homeschool High School Matters for Your Teen As a homeschool parent approaching the high school years, you might find yourself fielding questions from well-meaning relatives, friends, or strangers: “But what about college?” “How will they get a diploma?” “Aren't you worried about gaps in their education?” These questions come from a conventional lens—and they often miss the deeper, more meaningful reality of a personalized homeschool high school: an education that honours who your teen is, what they care about, and how they learn best. And yet, every time I share our story, I’m met with the same questions Building a Personalized Homeschool High School for Your Unique Teen The traditional high school model often follows a rigid formula: Four years. Prescribed courses. Standardized testing. College prep. But personalized homeschooling invites us to pause and ask more essential questions: Who is this teen in front of me? What are their natural strengths, curiosities, and goals? How do they learn best—and how can we make learning meaningful? This isn't about lowering the bar. It's about raising relevance. It's about designing a path that grows with your teen—not boxing them into a predetermined one-size-fits-all plan. The “Cover Everything” Myth in Homeschool High School A major source of anxiety for homeschool parents is the pressure to “cover everything”—to make sure there are no academic gaps. But here’s the truth: Even traditionally schooled students with perfect grades have gaps. Like you–because you have gaps, right? What matters most is not checking every box—it's cultivating a love of learning, teaching critical thinking, and giving teens the skills to learn what they need when they need it. As one seasoned homeschooler once told me: “Everyone has gaps. The difference is, homeschooled teens often know how to fill them.” Also, as a medical professional I’m married to once told me, “I can resuscitate you, but I don’t know how to build a chicken coop”. Gaps. Everyone’s got them. This is my daughter in the OR with my husband (in Africa)–until she was a high school senior, she wanted to attend medical school. Then she went to ballet school. But that’s for another story. Teen-Led Learning: The Heart of Personalized Homeschooling The high school years are a time of individuation—when teens start carving out an identity that's distinct from yours. That might look like questioning long-held family decisions, including homeschooling itself. Which is normal. Developmentally appropriate growth. (Although, also undeniably surprising at times, and definitely annoying at times too, just sayin’) Some teens might stick with homeschooling through high school. Others may want to try a co-op, community college class, or hybrid learning experience. Some may choose to return home again after testing new waters. And some might even pursue public or private school. A personalized homeschool high school allows flexibility. It meets your teen where they are. What If Your Homeschool High Schooler Changes Their Mind? Remember my 16-year-old and his physics + fire hall + medical training journey? He’s exploring, he’s sampling, and he’s curious. And guess what? That's exactly what these years are for. (Truly, I believe all of life can be, but I digress). Just because your teen is passionate about something now doesn't mean they'll stick with it forever. And just because we adults once chose a path at 17 doesn't mean we're still on it today. (Raise your hand if you've changed careers, callings, or creative pursuits since graduating high school.) We need to stop asking teens, “What will you do for the rest of your life?” Instead, we can ask, “What interests you right now—and how can I support you in exploring it?” Interest-Based Learning in Your Personalized Homeschool High School We often approach high school with tunnel vision focused on college preparation. Yet statistics show that 70-80% of college freshmen change their majors during their first year. Most adults aren’t working in the field they planned to enter at 18. This suggests we might better serve our teens by helping them: Discover their authentic interests and strengths Develop transferable skills like critical thinking and independent learning Gain real-world experience through internships, volunteering, or entrepreneurship Build a portfolio showcasing their capabilities and achievements Explore potential paths without premature commitment Personalized Homeschool High School Paths Beyond the 4-Year Degree Wondering how to personalize your teen's homeschool path in real-time? Here are some simple ways to begin: Interest Inventory: Ask your teen what they're curious about. What do they love doing in their free time? What subjects spark joy? Flexible Learning Plans: Tailor academics to include subjects or electives that support those interests—think architecture for a builder, creative writing for a storyteller, anatomy for a budding EMT. Real-World Experience: Look into internships, volunteer work, shadowing professionals, or community-based opportunities. Teen Involvement: Let them co-create their schedule, choose electives, and reflect on their goals. Portfolio Documentation: Keep records of their personalized learning projects, papers, courses, experiences, and reflections. Want to Feel More Confident While Supporting Your Teen's Growth? Transitioning into homeschooling high school can stir up doubts and fears—Can I really do this? What if I mess it up? That's why I created the Mindsets for Homeschool Moms Transitioning into High School workbook—a journaling and reflection tool to help you shift your mindset, clarify your role, and feel more grounded as you walk with your teen into these transformative years.

This week on the Proper True Yarn Podcast, Knuckles and Big Shitty yarn about loyalty, hard work, apprenticeships, business, success, and why luck has very little to do with getting ahead in life.From Quinn's legendary editing skills and a disastrous camping trip to lessons learned on farms, mine sites, and in business, this episode is packed with laughs, life advice, and proper true yarns from two blokes who've learned plenty the hard way.If you've ever been told someone is "just lucky," this episode is a reminder that most success comes from showing up, working hard, learning from failure, and having a crack when others won't.Good cunts doing good things.#propertrueyarn

Keith Weinhold explores why your greatest investment might actually be in yourself.  He's joined by Daniel Thomas Hind, an elite executive coach and former COO who works privately with seven- and eight-figure entrepreneurs and real estate investors to rebuild their health, sharpen their thinking, and strengthen their leadership.  He shares success stories, including Terry Kerr's transformation, and encourages listeners to apply for his private coaching to achieve uncommon results. Together they unpack how high achievers slip into burnout, sacrifice their well-being and relationships, and unintentionally create company cultures shaped by their own unresolved habits. Episode Page: GetRichEducation.com/611 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  FAMILY to 66866  Unlock truly passive real estate income—visit flockhomes.com/GRE today to see if your properties qualify for a 721 exchange with Flock Homes. To get in the best physical, mental, and professional shape of your life, go to DanielThomasHind.com and apply for Daniel's intensive 1-on-1 coaching for burnt-out entrepreneurs and executives. Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:01   Welcome to GRE. I'm your host, Keith Weinhold. On this investing show, it's been a long time since we've discussed investing in yourself. We do that today with an amazing guest on Get Rich Education.   Keith Weinhold  0:15   Since 2014 the powerful Get Rich Education podcast has created more passive income for people than nearly any other show in the world. This show teaches you how to earn strong returns from passive real estate investing in the best markets without losing your time being the flipper or landlord. Show host Keith Weinhold writes for both Forbes and Rich Dad Advisors and delivers a new show every week. Since 2014 there's been millions of listener downloads in 188 world nations. He has a list show guests and key top selling personal finance author Robert Kiyosaki. Get rich education can be heard on every podcast platform, plus it has its own dedicated Apple and Android listener phone apps. Build wealth on the go with the Get Rich Education podcast. Sign up now for the Get Rich Education Podcast, or visit getricheducation.com    Keith Weinhold  1:04   You know, Mid South Home Buyers, that top Memphis turnkey provider. I learned that a secret weapon behind their explosive growth is more than just you buying their properties, it's an executive coach. For nine years now, their CEO, Terry Kerr, and his COO, Pat Nix have worked privately with a coach who I've now learned from too, and he doesn't market himself online anywhere. After 12 years behind the scenes, that coach is now making himself available exclusively for GRE listeners. His name is Daniel Thomas Hind. If you're a hard-charging business owner or investor who wants to get in the best shape of your life, physically, mentally, and professionally. You can fill out an application for a free consult. This is private one on one coaching for those willing to go to uncommon lengths to achieve uncommon results. Thanks to Daniel, we've all become better leaders, better operators and better men. It started by showing up for ourselves. Now it's your turn. Go to Daniel Thomas hind.com H I N D, that's Daniel Thomas hind.com and sign up before Spotsville Flock Homes helps multifamily owners exit the operator grind, whether it's your six plex or a 50 unit apartment, through a 721 exchange. This defers your capital gains tax. It's a strategy long used by institutions. Now you can swap tenants and toilets for passive income and zero management. Request your initial valuations. See if your property qualifies at flcokhomes.com/gre that's F L O C K homes.com/G R E.   Speaker 1  2:50   You're listening to the show that has created more financial freedom than nearly any show in the world. This is Get Rich Education.   Keith Weinhold  3:06   Welcome to GRE from Rome, New York to Rome, Oregon, and across 188 nations worldwide. I'm Keith Weinholder. You're listening to Get Rich Education. Your hardest opponent out there is rarely the market, the economy, your boss, or even your schedule, your opponent is the part of you that knows what to do and still hesitates to do it. You are your own biggest obstacle, and deep down you know it. I know this about myself too. We all keep sort of choosing familiar frustration over unfamiliar progress, a personal stay in the same bad routine, same underperforming relationship, same cluttered inbox, same poor money habit, or same low energy pattern, not because you love it, but because it's predictable and it's safe. Growth, though, requires a new identity. Staying stuck only requires repetition, and we all know how to do that already. You delay asking for the sale, or you delay asking the attractive woman out, and you justify that by telling yourself, oh, you're still refining the strategy, but deep down you know that the real issue is discomfort. We're talking about the skills that build yourself today, perhaps somewhat like we did in two episodes with Chris Voss. When you learned how to be a good negotiator, one thing I've learned from today's guest is about culture. Culture is governed by what you tolerate at your company. Do you have a policy? Where you've got to reply to an email within 24 hours. Well, if you start tolerating 48 hour replies, you've tolerated less, and that becomes the new culture. And it also shows that you're going to let other policies slide too. If you let this one slide, do you expect your property manager to physically inspect your unit every six to 12 months, that's something I kind of like. Well, then don't tolerate anything less than that. And parenting is all about tolerance. I'm going to ask our guest about that. I'm also going to ask, how would you even know when you're burnt out at work? What are the hard signs to look for. How would you even know? Another thing that I want to ask about is how he discusses that you are the way that you are because of the shape that you took when you were under pressure. But I want to start by talking about health, and then transitioning. Today's guest talks in a way where you know, at least once today, I'm pretty sure you're going to say to yourself, gosh, it sounds like he's talking about me. It's been the most interesting thing.    Keith Weinhold  6:16   Earlier this year, I learned that a lot of top business owners, including some that you've heard here on the show, have had their life transformed, including pretty explosive growth in their business from working with an executive coach. And then I learned from them all, oh, it's the same guy, it's the same coach. I discovered that he's helping a lot of hard-charging business owners and investors basically get in the best shape of their life, physically, mentally, professionally. He's been especially good with types that burn out. He's also the founder of something called The Apprenticeship, where he helps corporate professionals become pro coaches. In a former life, he was a COO who helped grow a fast-scaling company tenfold, and today he's a marathon runner. He's also a literary novelist working on his second book, and since I met him in person in California recently, I've learned from him too. So I'm pleased to announce that we have this sort of secret weapon behind so many people on the show today. Welcome to GRE, Daniel Thomas Hind,   David Thomas Hind  7:22   Keith. Thank you. That's one heck of an introduction. Hi, I'm gonna have to save that and bring it with me. That's very kind of you to say, and it's a pleasure to be here.   Keith Weinhold  7:31   Oh, you're like, gosh, I can't possibly live up to that now. For those in the audio, only Hind is spelled H I N D, you know, Daniel, I'm happy to have you, because I know, and I've learned that you just really don't market yourself much, frankly, because you don't have to. You just sort of get these organic referrals from people that you already coach, but you do have a website, and it's just uncanny how, when I visited your site, people are doing video testimonials, and I'm like, oh, I know that person, and I know that person, but these people hadn't told me about you for so long, and Daniel, I think when it comes to making the best version of ourselves, or at least moving that way, we talk about wealth building on this show an awful lot, but that has quite an intersection with health.   David Thomas Hind  8:19   Yeah, it does, so my philosophy is first and foremost that health is wealth, right? It's a cliche, but so often hard-charging executive types, whether those are business owners or members of a leadership team, founders, or investors, so often these types of folks, because they're so passionate, they're so driven by the thing that they're working on, that they're building, that they'll often let other things in their life go, and sometimes it's just a season, but often, more often than not, at least with the people that I work with, and see that season turns into many seasons, turns into years, turns into a pattern, right? And it becomes this pattern, this ingrained way of being that, unless gone unchecked, can really cause problems in the long run, and so a lot of people don't exactly know what executive coaching is, and it can mean many different things for many different people. For me, it really is the intersection of your physical well-being, which, of course, includes your diet, your fitness, your nervous system, the health of your nervous system, your sleep quality, it has to do with the way that you organize and structure your days, right? So many of us just enter into a default way of doing life, and we don't. Creatures of habit,   Keith Weinhold  9:55   Yeah   David Thomas Hind  9:56   We're creatures of habit, and for successful people, those habits have helped us succeed and get to where we are, but because of that, we often don't stop and think, well, is this actually serving me anymore, or has some of these habits that used to be healthy and good for me, have they kind of metastasized into something not so healthy, maybe even dangerous or destructive, and then for these sort of people who I'm working with, right, many of them are at the top of organizations, and so these habits, these ingrained ways of being, might seep out and filter out into the company culture, into how we interact with people below us, right, and so my work is an intersection of personal health, personal development, business health, business development company culture, and so we're looking at the leader, the founder, how he shows up for himself in life, how he shows up for others, and how that defines the world around him, that he is usually, or she doesn't have to be, he, he, or she is usually at the center of, right, and so it's quite profound, because I get to be as intimately involved with people I really respect, people who have accomplished so much and who hold themselves to such high standards, and still want more, still know that there's better, still know that there's so much of themselves that they can improve upon, right? So I get a really meaty, holistic, complete inside look of these people's lives and their businesses, and so I get to work in like many businesses at once with incredible people. I'm very blessed and very lucky.   Keith Weinhold  11:37   Well, when it comes to one not having their health, I know a lot of times you told me about how you have a quote successful person, but they're successful in business, not their health. I think a lot of it comes down to one's mental conditioning, even from when they were substantially younger, shaping our worldview. I think a lot of people are programmed with this, I'm supposed to be X, I'm supposed to get this degree within 10 years. I'm supposed to be executive level with a corner office, and I'm supposed to have an eight figure net worth by that age. You know, not that all of these are bad things individually. In fact, it could be a reflection that you're contributing to society, but you know, it's sort of, are you overweighted toward professional accomplishments? Is this program supposed to stuff that you got from somewhere, the stuff that's making you unbalanced and ultimately unfulfilled. So, really, it's the success in one area comes at the expense of what? That's how I think about it. And I know you have a number of stories of helping people with just this,   David Thomas Hind  12:40   I do. And so, let me first comment on the pattern that you're describing, and then I'll, yeah, that I think the best way to really talk about is to show what that looks like in an actual example, so it's it's this shape you took under pressure concept is is a concept that I talk about with all of my clients, so every successful entrepreneur that I know has developed a specific psychological structure that they've adopted to help them survive in the early years, right, when it was just them, or maybe them and their partner, and they were going for it, they were relentless, they were acting with an insane sense of urgency, an inability to sit still. Everything felt at risk, and they really had to sacrifice basically everything else to make this thing happen. It's not the case of everybody, but most people that I know who have accomplished a lot, that they share a similar origin story, and it was like go all in for five years, forget everything else, kind of thing.    Keith Weinhold  13:39   Exactly.   David Thomas Hind  13:40   It looks like some version of that, and so for the ones who succeed and make it through that phase, that's incredible, but you know the cliche is what got you here won't get you there. It's like when by operating that way you have adopted specific ways of being, psychological patterns, ways of relating to other people, beliefs about yourself, and beliefs about, like, how unreliable other people can be, and it can really turn into a dangerous operating system when you have to start building a team and training that team and relying on that team, and then creating a shared team culture, right, a company culture, it's not just like silly exercises that you put like on the wall, like these are our values, doing like trust falls backwards, like a culture is the behaviors that you take on, and like the uniform that you put on that everybody on the team has bought into, right, and so unfortunately, most cultures are shaped by the leadership team's worst qualities, because those qualities are the things that, like, we don't hold together, right? Like, if it's this person who lashes out because somebody doesn't get it, a media. The perfect example of somebody who really has embodied all parts of the coaching, from health to your inner psychology and mindset, and how that impacts your business health and your team and the corporate culture, is my client Terry Kerr. He is the founder of Mid South Home Buyers, and I know that Terry's been a guest on this show a number of times. What an incredible person. I've had the pleasure of working with Terry for close to 10 years now, and I've been working with his COO for close to eight years as well. So, I've gotten a real inside look at that team, and Terry, when he came to me, had let go of parts of himself that he had always held sacred, which was his health and his wellness. Long story short, we started working together. I helped him redesign the way that his life was constructed, pretty much no surprise, everything about his day was oriented towards business, from the second that he woke up to the second that he went to bed. So we really re-architected, we put a lot of intentionality into re-architecting the flow of his day, so that he can make sure that he's prioritizing other parts of himself and his family, his personal health, etc.    David Thomas Hind  13:40   Over time, he lost, I think, that first year he lost something like 60 pounds. He took on meditation as a practice. He started exercising daily, and Terry was a skateboarder growing up, so he was always, yeah, he was big into fitness and in his own ways, and just had let it go for the sake of the company, because for years it was just him building this thing, and most people would say, "Wow, I've done it, like I'm successful, I overcame these things that were weighing me down, and we're done here, but Terry was so opened up by the experience that he wanted to keep going, and he didn't even know what that meant, but over time he's invited me into the way that he operates. Period. As a leader, making decisions for his business, how does he interact with his employees, with his leadership team, so I've effectively become like the inside man, basically become like an AI, but a person who you can run decision making through, right? So, as to check those parts, those impulses, those impulsive parts of ourselves that just like want to do something, I've become like a check for him, so we're communicating on a daily basis. What are the most important things that we need to accomplish today? Are we making sure that you're spending time with your family? Are we making sure that you're getting your exercise in? Is your assistant organizing your food and dinners and everything else for you? Where are you going out to restaurants?   David Thomas Hind  17:59   Right, it's that level of intentionality of being part of almost every decision that over time, like at first we have to put a lot of attention into, because we're building new habits and we're breaking old ones, but over time these become ingrained and then we can start to take on new projects, new habits and routines and ways of being that we want to basically program, and so over these past 10 years, the company has absolutely exploded, and I'm not going to say that it's because of me, but I am going to say it's because Terry has taken on personal growth and growth in general as a vocation, and not allowing his own stops and blocks get in the way of the company going where it needs to go, and so over that time they've really changed the leadership structure. They've let a lot of people who weren't cultural fits go. They have assembled an entire leadership team now below the owners who have a lot more responsibility, whereas everything used to just go right up to the owners, and, and they were pretty much deciding on everything. So we really created a structure, a culture. We've let people go who no longer fit. We brought new people in who do, and you know, I will say that it's a direct result of that level of intentionality and specificity that Terry brings to his day every day, and Terry has given me his blessing to talk about him, or else I would never reveal so much of a person's inner life and inner work like that. But it's just his story is such an inspiring one for me, and that is so cool to get to share with others.   Keith Weinhold  19:38   I'm glad that you checked with Terry, because as you're talking about this I'm thinking I better talk to Terry after this and ask him if this is okay, but it's been said that culture, including company culture, is not what you say or what you do, it's what you tolerate.   David Thomas Hind  19:54   Yeah, well, that's what we said before, is that most found. Treat culture as like an HR exercise, right. Meanwhile, the actual culture of the company is it's shaped by the leader's worst qualities, and so a lot of investors listening to this show probably have teams, whether it's property managers or assistants, contractors, partners, and your team's culture is a mirror of the parts of yourself that you haven't dealt with yet, right. And so it's really your responsibility to fix that. That is the job of the leader. You are at the top, everybody's looking at you. It's not a job for everybody. Most people would prefer not to have that level of attention, and even if you think that you want that level of attention, your true self, the part that wants to just like leave me alone and let me do my work, that part of you, to call it the child, call it the baser self, whatever you want to call it, doesn't want that attention, because it requires constant reinvention, constant opening yourself up to take this on, so yeah, your team's culture is a mirror of the parts of yourself that you haven't dealt with yet. If you fix the leader, you're going to fix the culture, and Mid South Home Buyers is a perfect example of that.   Keith Weinhold  21:18   Yes, this concept about the shape that you take under pressure,   David Thomas Hind  21:23   you don't know how to give yourself relief. So, here's another case in point. Like, this seems like such a simple fix, but you'd be surprised, because this is representative of a number of people that I work with. Like, Terry hadn't given himself an actual vacation in decades, so   Keith Weinhold  21:41   gosh,   David Thomas Hind  21:42   just taking a week or taking two weeks to go to Europe, which he and his wife do every year now.   Keith Weinhold  21:49   Yeah, I know they went to France not long ago.   David Thomas Hind  21:51   Yeah, that's representative of a maturation of the person who can trust that the team can take care of things, who can trust that the business isn't going to fall apart because he's not there at the center of it. You know, we form addictions with just being involved, having to read every email, making sure that we're involved in every conversation. Again, that's a sort of ingrained habit that you learn from the beginning, because it was just you. You did have to be involved in every conversation, if you weren't there, would be no thing to exist. There would be no business, right? But some people might not have a problem with this. I don't know those people. Most people I do know have a real problem with letting go, with changing, with maturing with the company as it demands, so that you're not just bleeding yourself dry day in and day out, right. So, physical burnout, cognitive decline, relationship decline, or let's call it numbing, leadership erosion, right? If you don't check these parts of yourself, all this stuff that you've worked so hard to build, this incredible life that you have assembled, and your accomplishments, they start to whittle away, so that level of identity crisis is on the table if you don't check these parts of yourself, and so I don't want to sound like doom and gloom, but I am describing the costs of success. These are actually typical for people who get to the very top, and the thing is that there aren't a lot of people at the very top, so you don't really want to talk about it. It sounds ungrateful, or term I like to call champagne problems, right? Like, oh, look at the multimillionaire be upset because he has to work so much, right? It's like nobody really is going to have sympathy for that, so you're not going to parade that around, but you know these people are people too, and everybody needs outlets, and everybody needs to express themselves, and everybody can change the way that life is, so again, that's where I come in.   Keith Weinhold  23:49   Yes, at some point a leader has got to back off and tell themselves if it gets done 95% of the way that I would have gotten it done, but it doesn't take any of my time, that could very well be a win, and then they're probably not going to be deemed as wearing the micromanagement hat all the time either. We're talking with Executive Coach Daniel Thomas Hind about the gap that we all have between who we are and who we could be. More when we come back, I'm your host Keith Weinhold.    Keith Weinhold  23:49   What if you got your mortgage loans the same place I get mine. You sure can at Ridge Lending Group, NMLS 42056 They provided GRE listeners with more loans than anyone, because Ridge specializes in investment property. They'll help you build a long-term plan for growing your real estate empire with leverage. Start your pre-qual, and even chat directly with President Chaley Ridge. While it's on your mind, start at Ridge lendinggroup.com That's Ridge lendinggroup.com Let me ask you something. If you've worked hard to build wealth, is your money positioned to actually support your goals? A lot of accredited investors leave capital sitting in cash. Because it feels safe, but inflation and missed income opportunities can quietly erode its value. 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I learned about an executive coach that's behind the success for a number of guests that we've had here on the show. It's just been uncanny at how he's transformed others' lives. And since meeting him in person earlier this year, I've now learned from him too. And you know, Daniel, one of the things I learned about that I didn't know before is some people can get burnt out so bad that not only is it messing with their physical health and it's derailing their relationships, but burnout can actually create cognitive decline and more problems. So, first of all, How can one identify when they've reached the burnout point? How will they know? Yeah,   David Thomas Hind  27:00   that's a great question. Obviously, it doesn't come in a one size fits all, but it usually follows this sort of pattern, right? Let's say you've got the portfolio, you've got the cash flow, you've got things are working on paper, you should be happy, right? On paper, you are living some version of the dream that you told yourself 510 15 years ago. However, it doesn't feel that way. You feel worse than you did ever before, or at least within the past recent memory.   Keith Weinhold  27:35   Yeah, that's amazing.   David Thomas Hind  27:36   So that's the place to start looking. Look, everybody has seasons of just, you gotta go through it, something happens, you need to work really hard, you need to bust it, and that's fine. I'm not talking about direct tiredness or exhaustion. What I'm talking about is more of like an existential.. what's like, why is this not feeling the way I hoped it would? Right, I sacrificed everything for this, for xyz, whatever xyz is, and I have xyz, but it feels so empty, or I just, I can't appreciate it, or I'm always on to the next thing. Yeah, and all of this I'm going to call is some version of burnout, because what that means is that you're not able to actually appreciate your life that you've worked so hard for, and so for some it's like this never-ending fascination with the next, the future constant needing to build, and there's nothing wrong with that, but it comes from almost more of like an addictive place, like you're addicted to making things happen, you can never slow down, and underneath it all, there's actually no real joy or satisfaction. It's pure adrenaline, it's pure cortisol, and we like the cortisol bump when it's like, you know, we're feeling it, we're just going for it, we're getting it, but there is going to be a day where that flips upside down, and the exhaustion is almost impossible, because you don't know how to achieve satisfaction other than through sheer output. It's like a marathon runner who can never stop running, like literally never, right? You're just, you're running 20 hours a day, you can't get the high, unless you're crushing yourself, and so that's one form of burnout. Another form of burnout is just I don't have the juice anymore. It's actually experiencing the other side of your nervous system shutting down. It's your body can't produce the raw materials to have you primed and ready to go anymore, so whether that's a hormonal issue, whether that's a cortisol issue, whether you have heart problems, the body keeps the score. So a lot of people that I work with, we're going to have to do a lot of health optimization, working on their diet, their sleep patterns. Patterns, exercise, getting their hormones dialed in, micronutrients, maybe peptides. There's a lot of things that we need to do to rehabilitate the system, because they're just wrecked. When your nervous system is that mainlined for years, it wrecks you in a way that leaves you just totally empty, and it's not like, oh, you know, going on a vacation and getting extra sleep is going to fix this. No, this is like, you need months and months of targeted repair. It doesn't mean that you're completely useless, you can't be working, but what I am saying is you're going to need to reprioritize. Priority means number one, right? So, what are your priorities? As we've been discussing today, it's clear that the sort of person that I work with, and if this is at all resonating with you, the listener, the sort of person that you are, is somebody who is so focused on your mission, you do feel the sense of mission, you are so goal-oriented, and that's the best part of life, is you wake up every day and you know what you want and you're going for it, and I would never want to change that about anybody who has that, because I think we're all looking for that at the end of the day. That is the sweet spot of life. When you have found that thing and you're going for it, my job is never to make that wrong. My job is to actually support the human being who is operating on that level to make sure that they can stay on that level, right, so without doing that, the problem is that you actually lose the thing that you love the most, you lose the joy, you lose the energy for it. I mean, I've worked with people who are on the cusp of selling their business simply because the weight of having to wake up every day and go in and work with others and like, lead the ship.   David Thomas Hind  31:42   It just felt so overbearing, because no surprise, this person had gone 20 years without actually taking care of themselves. They were 60 pounds overweight, they were not sleeping, they were getting maybe five hours of sleep a night. You know, the culture has changed online over the past few years, which is a good thing, but a lot of people used to wear, you know, I don't sleep at all as like a badge of honor, right? Again, this person's marriage was on the ropes. They weren't spending time with their children. They'd become a shell of a person who were just who was miming their normal life. They was just, they were kind of pantomiming normal life. They were going through it, but they weren't really there. And the weights, think about it like this. When you're tired, when you get a bad night of sleep, like a really bad night of sleep, or maybe, God forbid, two nights of bad sleep in a row, every little thing that next day is grating, right? Yeah, the person who cuts you off, it just.. it's that much more annoying, right? That meeting that was supposed to happen, the person has to cancel, and it's like, oh my god, I just.. my whole day was centered around this. How, how selfish of them, right? Everything becomes that much more grating. So, imagine that times 10 years, 15 years, 20 years, right? The weight of everything feels so impossible that they can't hold it together anymore, and so I know a lot of people who have fantasized about selling their business, the thing that they, you know, which is like so paradoxical, because it's not, it's not that they need to sell it, it's not that that was actually even a goal, it's just that they can't imagine themselves having to do this any longer, and they, for whatever reason, they have blinded themselves from seeing that there's another way, it doesn't have to be this way, but it does take work, and that's a problem, because upstream of this, you ask me, what is a sign of burnout? A sign of burnout is saying, oh my god, I can't do anything about this, it's as hopeless, right? This is like a hopeless feeling, so it's not hopeless, and especially for somebody like that, for the sort of person that we're talking about, you're actually more resourced than most people on the planet to take this on,   Keith Weinhold  33:46   like they say, when you have health, you can want everything, when you don't have health, you only want one thing, and yeah, how people can be prevented from getting into that condition by avoiding burnout, some people have such an identity crisis that you know they don't know who they are outside the business, and they would kind of be terrified to find out, maybe that's another sign that you're burned out and you need some help, but you know finding life balances is sort of a tricky word, there are sort of supporters and detractors of the whole life balance school of thought too, but you know, Daniel, one thing I found interesting is, I asked you, how you ever got into coaching, and how you do this, and, like, you know, how you have the aptitude to even help a person go become a coach, and I know you told me that it sort of happened organically, you started helping out friends, and then it really grew into something where you help people professionally.   David Thomas Hind  34:43   Yeah, so health is clearly my primary focus. It has been for years, and I started as a health and wellness coach 1213 years ago. It wasn't something that I designed, I didn't say this is going to be the thing that I. Do with my life, it just sort of happened. I had always been very health conscious. Well, I have been since my 20s, I should say. I actually grew up a fat kid, so I have that ingrained in me, and I think that that shaped a lot of the person that I became later on, which is probably a story for another time. But since my early 20s, I've been very health focused, health conscious, and people took notice of that, and became part of my identity. And after graduating from college, a few years out, a lot of my friends went into Wall Street. They were working 18 hour days, literally sleeping at the office, and started reaching out for help. So I started making guides for them, and then I realized no, they actually need more personal attention, because there's an accountability factor. A lot of people know intellectually what to do, but it's the behavioral, it's the following through with it. It's yeah, but it's 10pm and I'm exhausted, and I have three more hours to go to get this project done, and all I want to do is like shove junk food in my mouth, right? It's those moments where your intellect completely goes away, and that primal overdrive takes over. So I started shaping myself into somebody who became extremely available for my clients, where I really thought of myself as a partner in their daily experience, and part of my role is to give them the information, but most of the time these people are actually the experts of their own lives, so like I couldn't tell a surgeon how to do his work or her work, right? And that's not my role, but my role can be to be a partner in their life experience, to make sure that they're following through with their intentions.    David Thomas Hind  36:38   These people hold themselves to very high standards. Are you following through with that? How are we making your goals achievable on a daily basis? So, let's think about the long term, the medium term, the week term, and then the daily term, right? What are the rocks that we're moving this month, this week, today, actually being able to share all these things? Right, talking about the hard things, this thing happened at work when it came to food and health coaching, like, you know, I just want to go and blow off steam and go to the club tonight, or go drinking with my friends, or whatever, and you know, having somebody to actually talk that through with, to make sure that, yeah, but how is that going to impact tomorrow, and this other thing that you said you wanted to accomplish, right? So, as a young man I had no training going into any of this other than my own fascination with health, my own health transformation and journey in my early 20s, but this call it menage of personal growth, routine building, habit building, psychological construct of why do we know better but do the opposite, why do we do things that are wrong for us, right? And then, how do we check that part of us and build new patterns? So, as I grew in my entrepreneurial journey, and as an operator, I started to incorporate what I was learning in the work with my clients, and I started to choose clients who were growth-oriented and who tended to be entrepreneurs and people who were building things or what then turned into members of leadership teams, etc. etc. etc. And yeah, it's been this symbiotic journey of my personal growth informs the work that I do with my clients and vice versa. And then, of course, over time I got more formal training and have never stopped trying to become better, so that I can really service my clients as well as possible.   David Thomas Hind  38:26   I mean, they put a lot of trust in this relationship, and from my side, I try to show up as the most powerful service provider they've ever experienced. I really think of myself as a partner, less of a coach, more of like a partner. I think of myself as like the COO of their life, I am extremely present for them. We're communicating throughout the day, through text, through voice memo. We do weekly calls.   David Thomas Hind  38:50   Yes, it was kind of funny, Daniel. I remember when I first asked, what your coaching style was like? Like, ask if you do a weekly email or a Zoom call with those people. Yeah, I quickly learned, oh no, it's not like that at all.    David Thomas Hind  39:02   No, we're in the trenches together. Anybody on the outside of your life wouldn't necessarily know that I'm there on your team, I'm on the phone behind the screen, but it's because I want this to be as private of an experience as possible. So, full confidentiality, this is very private. I become somebody that you can share the like scariest, worst, most vulnerable parts of yourself, not judge you and help you turn those into strengths. I feel like I said, we're game planning just about every day together, and really, I give as much energy as you're gonna give, so somebody who is resistant to this sort of work, you're not going to get a lot out of it. I can't force anything, because it's not like I'm in the room with you, right? We are communicating digitally, but I do try to make myself as present in your life as possible, because a lot of people at the top don't have a lot of people. That they trust, you know, they're always providing for other people, they don't provide for themselves as much, they let themselves go. So to have somebody who's giving that back to them can be very, very, very, very, very life affirming and life giving. And yeah, I feel like I have the best job in the world that really nobody knows about, that I couldn't have possibly constructed or imagined for myself either. And it's like a very unique thing in the world, and I'm just so, so grateful that I, that I can do it.   Keith Weinhold  40:25   It is, it gets so personal. Yes, you're frequently texting and messaging people, and yeah, I mean, you must know a lot of information before that client's spouse even does in a lot of cases. Yeah, what an unusual and interesting thing to be doing. Well, Daniel, I hope it's not an imposition, but if you're still open to it, I know you mentioned before that you know that we haven't known each other all that long, but just based on our mutual friends that you would potentially offer private one on one coaching to GRE listeners, so if you're still open to that, tell us about it and what it takes to apply to work with you.   David Thomas Hind  41:00   Yeah, I appreciate that, and I do have spots available, so if anybody, thank you, listening today thought, wow, the way that he's speaking about his clients is how I feel about myself, right? Anything that I said, then I'd say you're a good candidate. So the best way to get in touch with me is just to go to my website, it's my full name, Daniel Thomas Hind, h i n d.com and you can fill out an application, and if you're a good fit, we'll get on a call, it's a free consultation, and on that call we talk about you, we talk about you, and I'm going to find out what it is that you actually want, what it is that's getting in the way, and how I might be able to serve, and that's the only way that we can work together. There's one offering, it's private one on one coaching, and it is an uncommon way to get extraordinary results. So I'm looking for people who believe that there's more, and if you lead with that, then you're gonna, you're gonna get what you want. So, yeah. For anybody who that resonates with, I would love to talk to you.   Keith Weinhold  42:10   Well, Daniel, this has been terrific. I think you said at least one thing that resonates with a lot of people, where they thought, oh my gosh, I can see myself with what he is describing right now, because we all have this gap between who we are and who we could be, the gap in the gain. If this is potentially of interest to you, yes. Thanks, Daniel. You can visit danielthomashind.com That's been great having you here on the show.   David Thomas Hind  42:36   Thanks, Keith. It's been a real pleasure, and it's been a pleasure getting to know you as well. So, more to come.    Keith Weinhold  42:47   The ideal person that Daniel helps is someone named Pierre. Pierre is between the ages of 38 and 50. He's either a tech founder, agency owner, online business owner, real estate investor, or some other flavor of entrepreneur who has built a business doing 500k to 5 million plus a year and is taking home around 350k or more than that, and by every measure that other people use to judge a life, Pierre has won, and he knows it, that's part of what makes this so confusing for him, because Pierre's pain points are physical burnout, which Daniel and I talked about, cognitive decline from the burnout, and before I met Daniel, I didn't even know that burnout could cause cognitive decline, leadership erosion, a marriage on autopilot, where a marriage becomes just another thing that you're managing rather than living. Pierre's also got an identity crisis, and he's got success as the trap, because by every measure that other people use to judge a life, Pierre has won, and that's what makes a situation like this, so confusing, because see, he can't complain to anyone, since from the outside everything looks perfect. But here's what makes someone like Pierre coachable: he's a winner. He's always expected more of himself than anyone around him would dare to ask. He's someone who has never been satisfied with good enough, and he's always been willing to get uncomfortable to unlock the next level. He didn't build a multi million dollar business by accident. You build that by being relentless, being honest with yourself, and refusing to coast. And that same instinct is the reason that Pierre knows he needs coaching. He's not looking for someone to make him feel better about where he is. He's looking for someone to grab him by the shoulders and hoist him into the best version of himself that he knows is still in there. He wants a revamp, health, business, marriage, identity, creativity, purpose. The whole thing, he wants to feel like himself again, and he's willing to do whatever it takes to get there. Pierre's dream outcome is that 12 months from now, he is the healthiest, most creatively alive, highest agency version of himself that he's ever been. He runs the business on his terms, he has built or launched the thing that he's been sitting on for years. Maybe it's the new product, or maybe it's the book that he's always wanted to write. He's taking vacations with his family. He has a phone off policy from dinner time on, so that he's present and he knows who he is when he's not performing. In fact, there's very little performing because he's in flow and the magic is back, so Pierre really describes the journey. Big thanks to Daniel Thomas Hein.   Keith Weinhold  45:54    Today, so great to host him, considering that he rarely does public appearances like this. Next week, it'll be back to our core real estate content. Hey, and a thanks too to the amazing Terry Kerr, the founder of Mid South Homebuyers. He's such a giving guy that it's really no surprise that he would let his story be told for your benefit. So we got to talk about the part that you don't see here. What's behind a person as successful as a property provider to all these hundreds or 1000s of investors across the nation. If you think that performance coaching can help you, you can apply, but since it is highly personalized one on one coaching, he can only take a select few, but it's a rare opportunity. You can do so at Daniel Thomas hind.com and from there you can go on and talk about your favorite subject, which is talking about yourself with him. Until next week, I'm your host, Keith Weinold. Don't quit your daydream.   Speaker 1  46:58   Nothing. Nothing on this show should be considered specific personal or professional advice. Please consult an appropriate tax, legal, real estate, financial, or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of Get Rich Education LLC exclusively.    Keith Weinhold  47:24   The preceding program was brought to you by Your Home for Wealth Building, getricheducation.com

Acting Labor Secretary Keith Sonderling joins Marc Cox and Kim St. Onge to discuss billions of dollars in pandemic-era unemployment fraud, efforts to hold states accountable, private-sector job growth under President Trump, manufacturing expansion, apprenticeship programs, and the debate over raising the minimum wage.

Episode Highlights With KatieWhy I never even thought to question college when I was 17... and why I'm rethinking it now with my own kids.How college became the default safe choice, and why that may no longer be true in today's world. The emotional side of this decision for parents: fear, social pressure, and wanting to  do right by our kids.The hidden  avoidance pattern of using college to delay the hard question: What do I actually want?Why the social promise of college is so compelling  ... and how real community can be built outside of a campus.The financial reality of college: debt, lost working years, and why earnings don't matter if debt owns your future.The downsides of spending 4–5 years in a homogenous group of same-age peers.How college can delay maturity, responsibility, and real-world skill-building.The added complexity when sports and scholarships are in the mix, and how I'm navigating that with my kids.The exceptions: when college still makes sense (and why this is not an anti-college  rant).What I'm encouraging my own kids to explore instead: apprenticeships, work, entrepreneurship, travel, and real-world learning.The questions I'm asking my kids (and myself) to help them choose intentionally... whether that leads to college or notMy personal opinion and what I might do if I had to do it all over againResources MentionedReclamation Radio: Why You Shouldn't Send Your Kids to CollegeDegree FreeBioptimizersI love and use so many products from them, but I especially love the magnesium (Magnesium Breakthrough) and digestive enzymes (Masszymes). Visit bioptimizers.com/wellnessmama to get the best deal!LMNTI talk often about the health benefits of salt and electrolytes and I am a big fan of LMNT canned drinks and packets. Go to drinklmnt.com/wellnessmana for a special offer.

Brought to you by Up Bank! The Bank That's Got Young Aussies' Backs...Shyama Buttonshaw is a leading Australian surfer-shaper from Bells Beach, Australia, specialising in diverse, futuristic equipment and performance in conditions ranging from one foot to ten plus. Find his website, here. See omnystudio.com/listener for privacy information.

Industrial Talk is onsite at Penn State and talking to Dr. Mark Rubeo, Associate Professor of Mechanical Engineering with Penn State about "Educating the Future Industrial Leaders". Overview Scott Mackenzie hosts the Industrial Talk podcast, celebrating industry professionals and their innovations. At Penn State University, the ACE (America's Cutting Edge) program, led by Mark Rubeo, addresses the shortage of skilled workers in manufacturing. The program, designed pre-COVID by Tony Schmitz and his team, uses a hub and spoke model to provide training across the US. Rubeo, an assistant professor with a CNC machinist background, emphasizes the importance of manufacturing knowledge for mechanical designers. The ACE program aims to excite and educate future technicians and engineers, fostering a sense of accomplishment and high-tech skills in manufacturing. Outline Introduction to Industrial Talk Podcast Scott welcomes listeners to the number one industrial-related podcast, celebrating industry professionals worldwide.The podcast is broadcasting on-site at Penn State University, specifically at the Baron campus in Erie, Pennsylvania.Scott humorously mentions the OSHA hazard of cables and the presence of snacks and coffee in Mark's class. Mark's Background and Role at Penn State Mark introduces himself as an assistant professor of mechanical engineering at Penn State Behrend.He began his career as a CNC machinist, was laid off during the 2008 recession, and returned to school to earn a mechanical engineering degree.Mark completed his graduate studies in precision manufacturing and measurement science in Charlotte, North Carolina.He worked as a senior mechanical engineer in New Hampshire before returning to academia at Penn State Behrend in 2021. The ACE Program and Its Origins Mark explains the ACE program, which stands for America's Cutting Edge, designed to address the shortage of skilled workers in manufacturing.The program was conceptualized pre-COVID by his former PhD advisor, Tony Schmitz, and his graduate students.A workshop at the NSF involved academia and industry professionals to identify the training needs in machining.The ACE program was piloted in Knoxville, Tennessee, and has since expanded using a hub and spoke model. Challenges and Goals of the ACE Program The ACE program aims to interest and educate people in the manufacturing field, from technicians to engineers.Scott emphasizes the importance of companies investing in training to address the shortage of skilled workers.Mark suggests using the ACE program as a pre-apprenticeship to filter out those not interested in the field before investing in in-house apprenticeships.The program is designed to be a week-long training to gauge interest and aptitude in the manufacturing field. Importance of Apprenticeships and Skilled Trades Scott and Mark discuss the decline of apprenticeship programs and the need to revive them to ensure future success in manufacturing.Mark highlights the benefits of apprenticeships, including the transfer of knowledge and skills from experienced workers to the younger generation.The federal government is recognizing the critical shortage of workers and investing in changing the narrative around manufacturing.Manufacturing is presented as a high-tech field that offers fulfilling and well-paying careers. Future of the ACE Program and Industry Collaboration Mark outlines the goal of the ACE program to excite people about manufacturing and get them into the industry.The program tracks outcomes and feedback to ensure it is effective in achieving its goals.Mark emphasizes the importance of industry collaboration and support in expanding the ACE program.The hub and spoke model allows for efficient training across the US, with Penn State Behrend serving as a central hub. Mark's Role in Expanding the ACE Program Mark is involved in training instructors and setting up ACE programs at other locations, such as Ohio State and LSU.He collaborates with local industry to provide tours and real-world experiences for students.The ACE program aims to highlight the high-tech nature of manufacturing and the camaraderie among professionals.Mark's background and experience in both industry and academia lend credibility and expertise to the program. Contact Information and Final Thoughts Mark provides his contact information for those interested in the ACE program, including his email and LinkedIn profile.Scott encourages listeners to reach out to Mark and other industry professionals to learn more about manufacturing careers.The podcast concludes with a call to support programs like Penn State's ACE program to inspire the next generation of industrial leaders.Scott emphasizes the importance of storytelling in industry to inspire and attract new talent. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! DR. MARK RUBEO'S CONTACT INFORMATION: Email:  mar349@psu.edu ACE Website: https://www.americascuttingedge.org/ LinkedIn Profile: https://www.linkedin.com/in/markrubeo/ Company Website: https://behrend.psu.edu/ PODCAST VIDEO: https://youtu.be/NEKMn3Q4qek THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/ We the 15: https://www.wethe15.org/ YOUR INDUSTRIAL DIGITAL TOOLBOX: LifterLMS: Get One Month Free for $1 – https://lifterlms.com/ Active Campaign: Active Campaign Link Social Jukebox: https://www.socialjukebox.com/ Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader): Business Beatitude the Book Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? 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