Podcasts about Arm

Tech giants and chipmakers are facing off as AI-fueled memory shortages trigger sweeping price hikes on everything from Macs to game consoles. Hear why global supply chain standoffs, long-term contracts, and old-school market forces are quietly reshaping your daily technology. • Apple and Microsoft hike prices on devices amid global memory shortages • Surge in AI data centers drives RAM and storage crisis • Intel's comeback: Core Ultra chips compete with AMD in handheld gaming • Microsoft's pivot to ARM, Qualcomm-NVIDIA alliance, and x86 rivalry • AI fear and backlash; organic concern amplified by international actors • White House abruptly pulls Anthropic's Fable model, sparking industry uproar • US government U-turns on AI regulation, restricts top models to select partners • Tension over AI innovation vs. regulatory "rug pull" and global competition • Smart home chaos: Matter 1.6 standard, Samsung and Level Lock shake-up • Debate over local vs. cloud smart home control and API access fees • Ring and Flock cameras ignite privacy and surveillance state concerns • Social media bans for under-16s fail in Australia, UK, and Norway plan similar rules • BBC Radio 4 long wave broadcast ends after a century • Meta gets caught tracking employees for AI; PlayStation deletes owned movies • US regulators propose removing brake pedals from Robotaxis • Ford's automated systems flop, company rehiring engineers • Farewell to tech journalist and GigaOm founder Om Malik Host: Leo Laporte Guests: Jennifer Pattison Tuohy, Dan Patterson, and Daniel Rubino Download or subscribe to This Week in Tech at https://twit.tv/shows/this-week-in-tech Join Club TWiT for Ad-Free Podcasts! Support what you love and get ad-free audio and video feeds, a members-only Discord, and exclusive content. Join today: https://twit.tv/clubtwit Sponsors: Simply CX box.com/AI meter.com/twit ZipRecruiter.com/twit superhuman.com

He was a man after God's own heart, a conqueror of giants, and the builder of an empire. Yet, a single evening on a rooftop changed everything. If Israel's most brilliant and wise kings could fall so completely to the flesh and the world, what does it take for us to stand steady today? Summary: In this heavy but necessary episode, we dive into the tragic and cautionary text of 2 Samuel 11 through 1 Kings 11. We analyze the United Kingdom of Israel at its absolute peak of wealth, wisdom, and power, and dissect the exact vulnerabilities that fractured a golden age. The Rooftop Blueprint: We map the micro-steps of David's tragedy—from staying home when he should have been at war, to seeing, looking, inquiring, and taking. We learn why the Savior raised the bar to the level of the heart to stop this momentum before it kills us spiritually. The Cost of the Cover-Up: We uncover the horrific length David went to in order to hide his sin, culminating in the calculated sacrifice of the fiercely loyal Uriah. Thou Art the Man: We break down Nathan's masterful parable of the ewe lamb and analyze why David was so blind to his own hypocrisy until the prophet held up the mirror. The Sins of the Children: We witness the agonizing reality of the law of the harvest as David reaps the whirlwind within his own family tree—exploring the tragedy of Amnon and Tamar, and the heartbreaking rebellion of Absalom. The Wisdom and Wealth of Solomon: We transition to 1 Kings to study Solomon's blank check from God. We celebrate his request for an "understanding heart" to judge with empathy rather than cold calculation, but trace how wealth, materialism, and political alliances slowly sapped his spiritual strength. The Temple vs. The Palace: We contrast the seven years spent building the House of the Lord with the thirteen years Solomon spent building his own massive palace, asking ourselves: "Whose kingdom are we truly trying to build?" Call-to-Action: Saul fell to pride, David fell to the flesh, and Solomon fell to worldliness. Which of these three areas is the adversary currently using to target your foundation? Let's have an honest, supportive discussion in the comments below. To safeguard your discipleship and stay "Unshaken," please like, subscribe, and share this video with someone who needs a reminder of Christ's relentless redemption! Chapter Timestamps: 0:00 David & Bathsheba 42:05 David's Sin Is Revealed 1:00:24 Amnon & Tamar 1:21:30 Absalom Flees & Returns: Reconciliation 2:38:24 Absalom's Rebellion 2:57:50 The Death of Absalom 2:06:41 Recovering from Rebellion 2:29:56 A Psalm of David 2:37:23 The Arm of Flesh 2:55:35 Conclusion 2:56:32 David's Last Days 2:59:45 Solomon as Successor 3:21:24 The Wisdom of Solomon 3:35:33 Discerning a Mother & Dividing a Child 3:47:39 Largeness of Heart 3:54:27 Building the Temple 4:15:34 Cedar & Gold 4:23:57 The Dedication of the Temple 4:49:32 Wisdom or Wealth? 4:54:02 Worldliness & Materialism 5:11:06 Conclusion

A structural repricing of memory and silicon components is forcing a shift in the economics of hardware resale for managed service providers (MSPs) and IT service providers. This shift is driven by concentrated demand for memory components from AI infrastructure build-outs, as evidenced by data from IDC and remarks from companies including Apple, Micron, SK Hynix, and Samsung. The episode highlights that memory costs have quadrupled in a year, and that both endpoint devices and servers are experiencing durable price inflation due to component scarcity and intensified competition for supply. The most consequential development cited is Apple's acknowledgment—confirmed by Tim Cook to the Wall Street Journal—that device price increases are now “unavoidable” because the cost of memory can no longer be absorbed. Memory manufacturers' share prices rallied on this signal, reinforcing an investor consensus that higher component costs will persist. IDC data showed AI-focused, non-x86 servers using Nvidia's ARM chips generated $58.7 billion—or nearly 48% of all server revenue—up 107% year over year, while x86 server revenue declined due to DRAM and NAND shortages. This dynamic indicates that AI infrastructure is bidding up component costs at the expense of standard business hardware. Secondary developments further reinforce this mechanism. The market's response to U.S. government announcements regarding Intel chip capacity expansion demonstrates that relief from the silicon crunch remains years away, not months. Channel partners—according to industry reporting—were already pivoting from hardware resale to services prior to these price shocks, with thinning hardware margins preceding the current pressure. The combination of fixed-fee hardware contracts and rising component costs now places providers in a position where they are “short silicon,” having unknowingly absorbed inflation risk they cannot pass on under existing contractual terms. For MSPs and IT leaders, the principal operational implications center on contract structure, exposure to component price volatility, and diminished hardware margins. Providers with fixed monthly agreements or hardware-as-a-service contracts based on last year's component costs are at an increasing risk of margin erosion, as their ability to reprice is contractually limited. Practical mitigation steps include auditing all fixed-fee agreements for exposure, amending contracts to include component index or price adjustment clauses, and separating hardware as a transparent, pass-through line item. Failing to adapt contract terms or refresh timing may compound both financial risk and the security profile of client endpoints. 00:00 Not the Tokens  03:31 An Auction for the Parts 05:46 Short Silicon 07:44 Why Do We Care?   Supported by: Pax8 ScalePad    Sign up for the SMB Online Conference: www.smbonlineconference.com

A Shot in the Arm Media in partnership with UCSF Institute for Global Health launched a nine-part series to explore the future of global health built around the book Redefining Global Health in the 21st Century, co-authored by Dr. mike Reid (UCSF Institute for Global Health Sciences) and Ambassador Eric Goosby (former U.S. Global AIDS Coordinator and former PEPFAR Chief Medical Officer). In this episode, what if the greatest threat to global health isn't a new virus — it's us? Our funding fatigue, our outdated playbook, our addiction to replication over adaptation. We've saved millions of lives. But are we sleepwalking inexorably into decline, into the enshittocene. Eric and mike don't think so. And they've written a book, “Redefining Global Health in the 21st Century, that sets out an alternative, optimistic future. In this episode, they reflect on the end of the old order, and the implications for innovation and scale up into a new era in global health. mike and Eric are hosted by Ben Plumley from A Shot In The Arm Media. 00:00 Series Kickoff Recap 01:25 Early Wins Foundations 02:07 Global Fund and PEPFAR Tensions 04:40 What Worked Best 06:29 Malawi Dependency Shock 08:48 Why Systems Collapsed 12:50 Donor Ecosystem Incentives 18:30 Designing Better Partnerships 23:25 New Players Multipolar Era 27:21 Philanthropy Promise and Peril 31:44 Limits of Philanthropy 32:24 Gates Foundation Lessons 33:41 Sustainability Commitments 35:56 Country Led Coordination 37:45 Innovation Beyond Tech Fixes 39:28 Private Sector as Resource Motor 42:02 Equity Risks and Guardrails 44:24 Indigenous Knowledge in Trials 48:08 From Pilots to Scale 52:19 Access and Global Rollout Rules 54:34 Paradigm Shift Takeaways 55:25 Episode Wrap and Next Steps Learn more about the book: https://bit.ly/redefining-global-health More from UCSF Institute for Global Health Sciences: https://globalhealthsciences.ucsf.edu Check Out mike Reid's Substack: https://substack.com/@reimaginingglobalhealth Check Out Ben's Substack: https://substack.com/@benplumley1 Join the Conversation! What would it take for global health to avoid decline? Share your thoughts in the comments! Subscribe & Stay Updated: Listen on Spotify, Apple Podcasts, or your favorite podcast platform. Watch on YouTube & subscribe for more in-depth global health — and look out for a dedicated sub channel for Redefining Global Health in the 21st Century under A Shot in the Arm's YouTube home. Redefining Global Health in the 21st Century: The Podcast (Playlist on Youtube) https://youtube.com/playlist?list=PLW7yagTEtywqvW9_bs6heRikREgwS9sE9&si=Tu-NEdwcA9Z-VKLH A Shot in the Arm Podcast Youtube (Main Channel) https://youtube.com/@shotarmpodcast

ADVENT BLUE Will Fortner is very good at his job. As a data manager for the Choice Institute — a global technology conglomerate that transforms raw information into certainty for the world's most powerful clients — he has learned to read patterns that others cannot see. He has also learned that not everything he sees is necessarily to his clients' advantage. This knowledge has made him wealthy. It has also made him deeply, permanently cynical. When Will is recruited for a particularly delicate and far more lucrative contracted query, the Institute insists he take on a companion to ensure his stability. Mirai Redwater is clever, forthright, and entirely impossible to read. As Will moves deeper into the entanglements of the Choice Institute's darker architecture, the question that follows him at every step is the same one that defines the novel: is he being supported — or is he being used? A near-future psychological thriller for readers of Kazuo Ishiguro's "Klara and the Sun", Dave Eggers' "The Circle", and Philip K. Dick. Literary science fiction that does not feel like science fiction — because the world it depicts feels like tomorrow morning. TOPICS OF CONVERSATION The data-driven future behind Advent Blue, where the Choice Institute collects and maps human behavior to predict and influence what people will do, taking today's data tracking many steps further. Will Fortner, the "navigator" who reads people through the map, and how that ability breeds cynicism and isolation, mirrored in the fortress home he builds for himself called the Keep. The key relationships that shape Will: his supervisor Stockton the moral chameleon, his ex Hannah, and his assigned companion Mira, whose foundation of candor and "sacred veil" drive much of the emotional core. The moral machinery of the Institute, including "bomber's morality," the AI handler Emma, and how manipulation gets reframed as serving a greater good. The book's layered symbolism and dualities, from the Phantom Reach painting to Mars as the ordered world and Earth as the mess, and how things can be one thing and its opposite at once. Roland's approach to writing the strange and surreal, grounding the uncanny in recognizable reality so readers connect with the characters on a human level. ABOUT THE AUTHOR After working more than thirty-five years in health care, including three decades of midnight shifts, Roland Allnach has seen life from a different angle. He has worked to develop his writing career, drawing creatively from life experience, literary classics, history, and mythology. His publishing arc began with short stories, one of which was nominated for the Pushcart Prize, and his stories have appeared in numerous publications. From there he branched into book publishing and has since followed with a string of titles ( Remnant, Oddities & Entities, Prism, Oddities & Entities 2: Vessels, The Digital Now, The Writer's Primer, Angela's Arm, and his most recent, Advent Blue ). Although his stories often bridge several genres, his writing dwells most often on the strange and surreal, with strong characterization and cathartic elements, utilizing aspects of science fiction, the supernatural, paranormal, and psychological/Gothic horror. His books have received unanimous critical praise and have been honored with more than a dozen national book awards. He has also served as an active member of his local literary community on Long Island, New York. During his tenure as president of Long Island Authors Group he doubled membership to one hundred authors, implemented the group's unique Traveling Bookstore and later transformed this to a permanent bookstore in conjunction with Islip Arts Council. He also made the group's authors a regular presence at many local town fairs, made appearances at the Brooklyn Book Festival, and represented the group before the New York Library Trustees Association. Roland has also appeared on national and local television, terrestrial and internet radio, and has conducted presentations on publishing at local libraries and art venues. After a break from publishing during and after the COVID pandemic, he has now returned to his writing pursuits. When not immersed in his imagination, he can be found at his website, rolandallnach.com, along with a wealth of information about his stories and experiences as an author. He is also a scale model hobbyist, and his creations can be found on his Youtube channel, Practical Plastic. Creative pursuits aside, his joy in life is the time he spends with his family.   Learn more about the author and his work at: www.rolandallnach.com CONNECT WITH ROLAND ALLNACH WEBSITE: www.rolandallnach.com GOOREADS:https://www.goodreads.com/author/show/5181360.Roland_Allnach AMAZON PAGE: https://amzn.to/3Qtjz7f   FACEBOOK: https://www.facebook.com/roland.allnach YOUTUBE: https://www.youtube.com/channel/UCDi6-XVqErGMIoXv027j3tw

Depuis plus d'un siècle, à Hauterives, dans la Drôme, dans le sud-est de la France, se visite le palais idéal du Facteur Cheval. Dimitri Delmas, illustrateur, designer et écrivain vient de publier J'avais bâti dans un rêve un palais, un roman consacré au facteur Ferdinand Cheval.  Ferdinand Cheval est né en 1836 dans une famille modeste de la Drôme, à Charmes sur l'Herbasse, dans un petit village très rural. Après avoir quitté l'école à 13 ans, il devient boulanger, puis facteur en 1867 à Hauterives. C'est un homme ordinaire, discret, qui effectue chaque jour sa tournée à pied dans les campagnes autour de Hauterives. Il ne quittera jamais son département. En 1879, alors qu'il trébuche sur une pierre de forme étrange, il a une révélation : il décide de construire un palais, seul, avec ses mains et les pierres qu'il ramasse pendant ses tournées.  Chaque soir, après ses longues journées de travail, Cheval se consacre à la construction de son Palais idéal. Est-ce un rêve ou une façon de fuir la dureté du monde ? Car il aura eu une vie douloureuse... marquée par des deuils. Armé d'une brouette, d'une pelle et d'une lampe à pétrole, il transporte des centaines de kilos de pierres qu'il façonne avec des outils rudimentaires. Il mélange ciment, chaux et fil de fer pour donner vie à un monument inspiré par les cartes postales, les magazines illustrés et ses propres rêves. Et tout cela dans une période marquée par la naissance du capitalisme, par l'industrialisation et le colonialisme. Son palais, mélange de grottes, de tours, de sculptures d'animaux et de motifs exotiques, devient une œuvre démesurée : 26 mètres de long, 12 mètres de haut et 10 mètres de large. Malgré les moqueries de ses voisins et les difficultés techniques, il achève son œuvre en 1912. Il décède en 1924.  Le Palais idéal du Facteur Cheval se visite à Hauterives, dans la Drôme.  Invité : Dimitri Delmas, auteur et illustrateur français. Son roman J'avais bâti dans un rêve un palais est publié aux éditions Actes Sud.   Et la chronique Ailleurs nous emmène en Australie ou Jacques Bernard, créateur du Van du Livre, une librairie ambulante francophone qui parcourt l'Australie depuis 12 ans pour transmettre le goût des livres.  Le livre La GRANDE histoire du Van du Livre est disponible à la commande sur son site.    Programmation musicale : La Grande Sophie avec Philippe Katerine pour le titre Un duo avec moi.

Brad's out of town this week, so Will welcomes Expedition: Handheld and The Full Nerd's Adam Patrick Murray to run down the current state of the handheld gaming console market. We talk about Intel's new GPU-first handheld processor, the current state of x86 emulation on ARM handhelds, the pros and cons of the Analog Pocket, and a bunch more!  Make sure you check out Adam's work on Expedition: Handheld and The Full Nerd! Support the Pod! Contribute to the Tech Pod Patreon and get access to our booming Discord, a monthly bonus episode, your name in the credits, and other great benefits! You can support the show at: https://patreon.com/techpod

Paris-Kiev, c'est trois heures d'avion.Et sur ce même continent, il y a une guerre.Hadrien Canter l'a compris à 18 ans quand ses amis, rencontrés sur les bancs d'un lycée ukrainien, sont partis sur la ligne de front pour la guerre du Donbass en 2015.Mais rien ne le destinait à la défense.Avocat au barreau de Paris, il avait le profil d'un diplomate, pas celui d'un industriel de l'armement.Et puis en 2023, dans un hôtel soviétique de Zaporijjia, sous les attaques aériennes, il voit un soldat ukrainien scruter des écrans de drones pour repérer l'ennemi.Il se dit qu'une IA pourrait faire ce travail.L'idée d'Alta Ares naît de cette nuit-là, avec un premier logiciel, Gamma, qui analyse les flux vidéo en temps réel pour détecter automatiquement des objets et faire des corrections de tirs d'artillerie.Deux ans et demi plus tard, la société compte près de 70 personnes avec des bureaux en Ukraine, en France et aux États-Unis et remporte un prix de l'OTAN pour sa solution d'interception capable d'abattre les drones Shahed russes.Aujourd'hui, ils viennent de lever 50 millions d'euros pour industrialiser et produire leurs systèmes de défense à grande échelle.Parce qu'Alta Ares ne fait que du défensif : protéger un espace aérien, sauver des maisons et ne jamais frapper en premier. Là où d'autres cherchent à détruire celui qui attaque, eux se contentent de l'arrêter.Une frontière que beaucoup trouvent floue mais qu'Hadrien tient pour très claire : “On abat la flèche, pas l'archer.”Dans cet épisode, il raconte une guerre que l'Europe a longtemps regardée de loin, et un monde où l'usage de la force ne s'embarrasse plus de grand-chose.Hadrien nous explique :Pourquoi les cycles d'innovation militaire se comptent maintenant en semaines (voire en jours), et pourquoi une arme conçue il y a six mois est déjà dépasséeComment l'IA, loin de déshumaniser la guerre, remet l'humain au centre des décisionsLe rôle de la France dans l'indépendance de l'EuropePourquoi perdre l'industrie automobile européenne revient à perdre la prochaine guerreCe que devient la ligne de front quand elle se vide d'hommes et se remplit de robotsUne plongée rare dans la guerre contemporaine avec quelqu'un qui la vit de l'intérieur.Vous pouvez contacter Hadrien sur Linkedin.TIMELINE:00:00:00 - La guerre que l'Europe entière a choisi d'ignorer00:12:21 - La Russie qu'on ne montre jamais00:24:12 - La thèse d'Hadrien sur la vraie cause de la guerre en Ukraine00:31:36 - La faille de notre défense aérienne00:41:34 - Pourquoi une arme conçue il y a six mois est déjà obsolète00:50:38 - L'Europe peut-elle se défendre sans les Américains ?01:00:11 - Offense ou défense : une frontière de plus en plus floue01:09:42 - Est-ce qu'il faut automatiser la décision de tuer ?01:15:38 - Mettre à jour des armes de guerre comme des iPhones01:28:04 - Si l'Europe perd l'industrie automobile, elle perd la prochaine guerre01:39:04 - L'arme que seuls la France et les États-Unis maîtrisent01:52:53 - « Le plus difficile, c'est demain »01:59:09 - La ligne de front n'a plus rien d'humain02:10:55 - « Les drones ont remplacé l'artillerie »02:17:40 - Le drone à fibre optique que rien ne peut arrêter02:25:42 - Créer le Linux des drones intercepteursLes anciens épisodes de GDIY mentionnés : #534 - Sixte de Vauplane - Animaj - Le studio d'animation qui fait trembler Hollywood#515 - Pierre de Villiers - Ancien Chef d'État-major des Armées - "Nous ne sommes pas prêts pour la guerre"#420 - Stanislas Niox-Chateau - Doctolib : derrière la plus grosse marque de la French tech#388 - Benoit Lemaignan - Verkor - "Pour avoir de l'impact climatique il faut aller vite et fort"#56 - Maxime Topolov - ADYAX - 13M€ de CA dans le luxe, les pieds dans les CrocsNous avons parlé de :EN DIRECT, guerre en Ukraine : une dizaine de morts dans des frappes « massives » à Kiev, Kharkiv et Dnipro, la cathédrale de la Dormition touchée dans la nuitAlta Ares, le parcours singulier d'une start-up française de drones militairesMissiles Shahed 136Propulsion à propergol solideThalesMH17 abattu en Ukraine : la Russie responsable, selon l'agence de l'ONU pour l'aviationMatthieu Stefani : l'entrepreneur a qui se confient les personnalités - #QuelleEpoque 31/01/2026Signature du traité d'amitié franco-polonais à NancyAlta Ares, startup en première ligne en Ukraine, lève 50 millions d'eurosLes recommandations de lecture :L'Axe du loup, de Sylvain TessonLe mage du Kremlin, de Giuliano da EmpoliLimonov, de Emmanuel CarrèreMémoires d'Hadrien, de Marguerite YourcenarLe Pingouin, de Andreï KourkovUn grand MERCI à nos sponsors : Squarespace : https://squarespace.com/doitQonto: https://qonto.com/r/2i7tk9 Brevo: brevo.com/doit eToro: https://bit.ly/3GTSh0k Payfit: payfit.com Club Med : clubmed.frCuure : https://cuure.com/product-onely (code DOIT)Vous pouvez retrouver la liste de tout le matériel utilisé pour enregistrer nos épisodes sur cette page.Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ?Contactez mon label Orso Media via ce formulaire.Hébergé par Audiomeans. 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Nous sommes le 4 juillet 1776, à Philadelphie. Ce jour-là est adoptée la Déclaration d'indépendance qui marque la naissance officielle des États-Unis d'Amérique. Cependant la rupture politique véritable a été votée, deux jours plus tôt, par le Congrès continental. Cette date du 2 juillet est considérée par John Adams, l'un des Pères fondateurs, premier vice-président, sous George Washington, puis deuxième président des Etats-Unis, comme le moment le plus mémorable de l'histoire de la nation. Nous sommes à l'aboutissement d'une crise de douze ans débutée en 1763, lorsque la Grande-Bretagne a tenté de reprendre en main ses colonies. Mais humiliations et lois répressives vont avoir pour effets de souder les colonies dans une solidarité inattendue. Un boycott économique est organisé en 1774. Le basculement vers le conflit armé se produit l'année suivante avec les batailles de Lexington et Concord, forçant le Congrès à organiser la défense des colonies. À l'automne, George III le roi d'Angleterre déclare officiellement les colonies en état de rébellion, rejetant toute perspective de réconciliation pacifique. Jusqu'à la proclamation du 4 juillet. L'année 1776 s'achève avec l'arrivée de Benjamin Franklin en France comme ambassadeur, scellant ainsi l'entrée irréversible des États-Unis sur la scène diplomatique internationale. Revenons sur une année qui a ouvert une nouvelle ère pour l'humanité… Avec Bertrand Van Ruymbeke, spécialiste de l'histoire américaine et de la période coloniale, membre de l'American Philosophical Society, chercheur soutenu par le David Center for the American Revolution. « 1776 : L'Année Américaine » ; Éditions Tallandier, en coédition avec le ministère des Armées (Direction de la mémoire, de la culture et des archives). sujets traités : américaine, 1776, John Adams, George Washington, Lexington, , George III , humanité Merci pour votre écoute Un Jour dans l'Histoire, c'est également en direct tous les jours de la semaine de 13h15 à 14h30 sur www.rtbf.be/lapremiere Retrouvez tous les épisodes d'Un Jour dans l'Histoire sur notre plateforme Auvio.be :https://auvio.rtbf.be/emission/5936 Intéressés par l'histoire ? Vous pourriez également aimer nos autres podcasts : L'Histoire Continue: https://audmns.com/kSbpELwL'heure H : https://audmns.com/YagLLiKEt sa version à écouter en famille : La Mini Heure H https://audmns.com/YagLLiKAinsi que nos séries historiques :Chili, le Pays de mes Histoires : https://audmns.com/XHbnevhD-Day : https://audmns.com/JWRdPYIJoséphine Baker : https://audmns.com/wCfhoEwLa folle histoire de l'aviation : https://audmns.com/xAWjyWCLes Jeux Olympiques, l'étonnant miroir de notre Histoire : https://audmns.com/ZEIihzZMarguerite, la Voix d'une Résistante : https://audmns.com/zFDehnENapoléon, le crépuscule de l'Aigle : https://audmns.com/DcdnIUnUn Jour dans le Sport : https://audmns.com/xXlkHMHSous le sable des Pyramides : https://audmns.com/rXfVppvN'oubliez pas de vous y abonner pour ne rien manquer.Et si vous avez apprécié ce podcast, n'hésitez pas à nous donner des étoiles ou des commentaires, cela nous aide à le faire connaître plus largement. Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Der 4. Mai 2026: Zwei Menschen werden durch eine Amokfahrt in Leipzig getötet, sechs weitere werden verletzt. Wieder einmal kommen in den Stunden und Tagen danach Menschen zusammen, um sich Trost zu spenden, Kerzen aufzustellen, sich in den Arm zu nehmen.Noch am Tag der Tat beginnen die Ermittler mit der Aufarbeitung – ebenso die Medien. Sie beschäftigt vor allem der mutmaßliche Täter. Schnell ist bekannt: Er lebt in Trennung, hatte sich in den Monaten zuvor stark verändert, sogar in psychiatrische Behandlung begeben. Trotzdem hielt ihn das offenbar nicht davon ab, sein Auto am Nachmittag des 4. Mai in eine Fußgängerzone Leipzigs zu lenken. Unabhängig von der Frage, was den mutmaßlichen Täter antrieb: Warum sind es statistisch gesehen fast nur Männer, die Amokfahrten verüben oder auch generell einen Großteil aller Straftaten begehen?Dieser Frage gehen Host Anne Eichhorn und ihr Gast, Journalist Malte Wilms, in dieser Folge des ARD Crime Time Podcasts auf den Grund – mit Einschätzungen der Kriminalpsychologin Dr. Gilda Giebel.LINKS:ARD Crime Time YouTube: Amokfahrt LeipzigRecherche MDR investigativ – Wer wusste wann was?MDRfragt: Wie Menschen die Amokfahrt in Leipzig erlebt habenForum Kriminalprävention – Artikel AmokfahrtenUniversität Gießen: Schlussbericht Projekt TARGETUniversität Gießen: Beratungsnetzwerk Amokprävention Universität GießenEmail: crimetime@mdr.de

Der Markt der Notebookprozessoren ist in Bewegung: Intel und AMD erreichen mit ihren x86-Prozessoren nur noch kleine Performancesprünge, Qualcomm hängt sie mit seinen Snapdragon-X2-CPUs meinstens ab und Apples M-Chips laufen sowieso allen davon. Hinzu kommt im Laufe des Jahres die Firma Nvidia, die mit dem RTX Spark ein SoC für (zunächst recht teure) Notebooks bringt. In dieser Folge des c't uplink sprechen wir über die kommenden CPUs von Nvidia, die aktuellen von Qualcomm und was für ARM-CPUs noch kommen könnten (und welche eher nicht). Außerdem: Warum die Situation bei Linux-Treibern bei Nvidia erquicklicher werden könnte als bei Qualcomm, was AMD so plant, was Intels Panther-Lake-Chips doch ganz gut hinbekommen und mehr.

ぬるぽ放送局おたより投稿フォーム https://forms.gle/6tbmBzK6wbyavJG47 2026年6月パワープレイ 「Phantasmagoria mystical expectation」 アレンジ・ギター・ベース　ARM ボーカル　悠 杏李 作詞　kiku　夕野ヨシミ 原曲：風神少女 音楽ジャンル：ミクスチャーポップ 収録アルバム：東方風櫻宴 2006・5・21 Release https://www.iosysos.com/discographyportal.php?cdno=IO-0090 MV https://www.youtube.com/watch?v=fOmaLZDp3y0 番組時間：63分28秒 出演者：夕野ヨシミ、たくや VOICEVOX:ずんだもん VOICEVOX:四国めたん ---- 2026/6/18に公開録音したものを配信いたします。 ラジオ記事はリスナーのEEチャンピオンさんが書いてくれているので楽してます。 ＜オープニング＞ ・機材をがっちゃんこしないといけないんですよ ・全部聞き取れたのにわからない ・詳しくない人は心配すらしない ・流れるような宣伝 ・土日小樽に来てください ・すごいデッカイウイングベイ小樽 ・詳し過ぎるのは気持ち悪い ・イオン大学強そう ・イオンにないものはあるの？ ・ガールズバーはない ・イオンラウンジ ・イオシスくんの活動のあれです ・今週はゲーム実況をがんばってたな ・まろんくんがカリフォルニアに向かってます ・このお品書きパクりましょ ・小樽の方がハードルが低いのでは？ ・はかせは物販のおじさんとして有名 ・アイドルマスターシンデレラガールズ 　新曲の作詞を担当させて頂きました！ 　7月1日リリース予定です 　ROSE ～禁じられた愛～ 　作詞：夕野ヨシミ（IOSYS） 　作曲・編曲：ARM（IOSYS） 　歌：桐生つかさ、木村夏樹、白雪千夜 ＜Aパート＞ ・ふつおたです ・すき家のラーメン ・高森浩二さん本人から？ ・わぁ～炭酸の音～ ・歯医者が嫌いになりそう ・サラダバー ・全部抜けば全部生えてくるのでは？ ・11,000円が10円で買える ・FANZAのアカウントはあるんですね ・セール中の本は買ってしまう ・25GBのDLがんばってください ＜Bパート＞ ・音楽サークルみたいな話が聞けた ・みつをたです ・ふつおたより多いみつをた ・デレマスの新曲にイオシスの名前が ・しまむらのマツケンサンバコラボ ・しまむらでセガのTシャツ ・スパッツ履いてるセンシティブモード ・スパッツもそれはそれで ・700万でゲボ出そう ・円と書いてないから ・ここ10年の出来の和平 ・袋は白黒のままでもいいのでは？ ・ねこちゃんが膀胱炎に ・ねこちゃんお大事にー ・せやろ、可愛いんだよちょまは ・にじさんじピックアップニュース ・オタク語りは楽しい ・すごいってか怖い ・町田ちま かわいい ・ハブ酒は全部持って行っちゃう ・イネイネさんのnote助かります ・ホロピックアップニュース ・体重表示には誤差 ・素麺には何も入れない ・青森の子供あるある ・Vピックアップニュース ・かかぽさん活動休止 ・いろんなことがあって脳が追いつかない ・NGSでにじさんじコラボ中 ・おじいちゃんはついていけないねー ＜エンディング＞ ・今週もいっぱいあります ・さすがに暑くなってきましたね ・5年後に氷河期が？？？ ・それなら、地球オンラインサ終ですよ ・今年も折り返しですね（ホント） ・2026年下半身がんばっていきましょう！

This episode features "I Cut Off a Monster's Arm. AITA?" by Marie Brennan (©2026 by Marie Brennan) and "The Overview Initiative" by David Marino (©2026 by David Marino), both read by Stefan Rudnicki. Learn more about your ad choices. Visit megaphone.fm/adchoices

Fugitives are on the run—not free yet, they are running and running hard…running toward freedom. Refugees have escaped war or catastrophic climate collapse or extreme social disintegration, and forced to flee their homes, compelled to confront a fresh landscape, they invent new ways of living, learning, loving, and being—on the run. Walter Riley is a long-distance runner—he's been in the mix and on the move for eight decades. A refugee from the Jim Crow South where as a teenager he was a renowned organizer and activist, and at 19 moderated a conversation with Malcolm X in Durham, NC, Walter Riley is a civil rights attorney in Oakland, California, winner of the National Lawyers Guild's Champion of Justice Award, and a founder of Haiti Emergency Relief (visit Episode #38 where Walter is in conversation about Haiti with our Beloved late comrade Malik Alim). Walter Riley is a fugitive from our soul-crushing racial capitalist system, and a powerful revolutionary thinker and strategist. His son Boots Riley says that his dad teaches us that “we must participate, we must engage, we must seek to change the world.” In motion and in action we will develop our thinking and figure out with more clarity “how to fight, how to live, how to love…” Arm-in-arm, shoulder-to-shoulder, heart-to-heart, Walter Riley returns to “Under the Tree” for a discussion of movement-building in this political moment as well as his new book (with Jesse Strauss and a Foreword by Boots), Civil Rights and Structural Attacks.

Michael Smith—Managing Partner and Founder, Emerald Advisors Michael Smith shares how a client-first philosophy, niche specialization, and independence helped Emerald Advisors grow from $385mm to more than $1B in assets. In Summary What happens when an advisor builds a business around client service rather than operational efficiency? Jason Diamond speaks with Michael Smith, Founder and Managing Partner of Emerald Advisors, about the path from a successful Merrill practice to an independent RIA that has grown from approximately $385mm to more than $1B in assets. Along the way, Michael shares the story of being told he was “overservicing” clients, why that moment became a catalyst for independence, and how a highly specialized service model fueled the firm's growth. Drawing on lessons from a 24-year Navy career, Michael offers a perspective on leadership, specialization, client care, and what it takes to build a durable business in today's wealth management landscape. The Storyline Growth is often viewed as the result of marketing, referrals, acquisitions, or scale. Michael Smith sees it differently. After building a successful practice at Merrill, Michael found himself at odds with the constraints of the traditional wirehouse model. What ultimately stood out wasn't compensation, technology, or platform capabilities. It was a philosophical difference around client service. When he was told he was spending too much time helping clients navigate tax planning, equity compensation, and other financial decisions outside the traditional scope of investment management, he began to question whether the model aligned with the way he wanted to serve families. That realization eventually led him to launch Emerald Advisors in late 2019. The firm started with roughly 85 clients and approximately $385mm in assets. Today, Emerald serves more than 225 families and oversees more than $1B in assets. Throughout the conversation, Michael reflects on the lessons learned from building an independent firm, developing a niche around concentrated stock positions and executive compensation, navigating custodial and technology decisions, and creating a culture rooted in accountability and service. Underlying it all is a simple belief: when firms become highly intentional about who they serve and how they serve them, growth often becomes the outcome rather than the objective. Topics Covered Merrill breakaways and independence Client service as a growth driver Building an RIA RIA growth and scalability Organic growth strategies Concentrated stock positions and equity compensation planning Ideal client personas and niche specialization Schwab and Fidelity custody relationships Advisor succession and enterprise value Navy leadership principles in wealth management The rise of mega RIAs Advisor technology and infrastructure > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did being accused of “overservicing” clients become a turning point? (08:15)Michael explains how a conversation with management revealed a deeper misalignment between his client-service philosophy and the wirehouse model. What does client service look like beyond portfolio management? (11:30)The discussion explores how tax planning, equity compensation guidance, and proactive coordination can deepen client relationships. Why can specialization accelerate growth? (15:45)Michael shares why serving a defined niche often creates stronger referrals, greater expertise, and clearer positioning. How has the RIA landscape evolved since 2019? (20:30)Michael reflects on the rise of mega RIAs, changing technology capabilities, and why he believes independent firms still have significant advantages. What role do custodians really play in an independent business? (23:15)Michael discusses his experience working with Schwab and Fidelity and why he views custodians as strategic partners rather than competitors. Is the wirehouse model still the right fit for some advisors? (26:45)The conversation challenges the assumption that independence is the best path for everyone and explores the realities of running a business. Does reaching $1 billion in assets actually change anything? (32:45)Michael offers a practical perspective on growth, success, and why asset milestones can be misleading. What can advisors learn from the “steamboat” philosophy? (37:15)Drawing on his Navy experience, Michael shares a leadership framework that continues to shape how he approaches business building and decision-making. Key Takeaways Exceptional client service can become a meaningful competitive advantage when it extends beyond investment management. Independence gave Michael the flexibility to build a service model that aligned with his philosophy rather than adapting his philosophy to fit the platform. Developing a niche around executive compensation and concentrated stock positions helped accelerate Emerald's growth. The ability to make technology, custodial, and operational decisions quickly remains a significant advantage for independent firms. Not every advisor should be independent. Running a business requires a different set of skills and responsibilities than serving clients alone. Growth milestones are useful, but they do not define success. Michael believes success existed long before Emerald reached $1 billion in assets. High-performing teams with a clear client focus often find that growth becomes a natural byproduct of execution. https://youtu.be/RjzsMcC2DnY Quotable Moments “I literally had to go back and Google the word overservicing.” “Servicing the client is the most important thing that we can do today.” “If you serve a niche and you're very good at that niche, that word gets around.” “Growth becomes the outcome.” FAQs Can an advisor really “over-service” clients? The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Does specialization still matter in a relationship business? Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. What actually changes when an advisor becomes independent? Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. Is full independence the right path for every advisor? No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. How should advisors think about the $1 billion milestone? Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. What role does an ideal client persona play in growth? Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. How can advisors balance growth with client service? One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. The discussion explores the tension between efficiency and depth of service. While some business models prioritize scale and consistency, others are built around solving a broader range of client problems. The right answer often depends on the advisor's philosophy and business model. Michael argues that developing expertise in a specific area can accelerate growth by making referrals easier and helping advisors become known for solving a particular set of problems. Beyond economics, independence often creates more flexibility around client service, technology, processes, and business decisions. At the same time, advisors assume responsibility for running the business itself. No. Michael acknowledges that many advisors benefit from the structure, support, and resources available within traditional firms. Independence offers flexibility, but it also introduces complexity and responsibility. Michael views asset milestones as useful benchmarks but not measures of success. In his view, business quality, client outcomes, and sustainability matter more than any specific asset number. Rather than trying to serve everyone, Emerald built its business around a clearly defined client profile. Michael believes that focus improves service, creates operational consistency, and supports organic growth. One of the central themes of the episode is that growth and service are not necessarily competing objectives. In some cases, a differentiated service model becomes the reason a business grows. Related Resources The Transitioning Advisor's Lament: Things I Wish I Knew Before Freedom vs. Familiarity: Is it Worth Disrupting Comfort for Something That Might Be Better? IBD vs. RIA Revisited: Two Independent Pathways for Advisors to Consider Advisor Transition Report 2026 Guest Bio Michael Smith, CPWA® is the Founder and Managing Partner of Emerald Advisors, an independent wealth management firm overseeing more than $1 billion in assets for affluent families, executives, and business owners with complex planning needs. Mike entered the wealth management industry in 2005 after a distinguished 24-year career in the United States Navy, where he served both as an enlisted sailor in the Submarine Force and later as a Limited Duty Officer aboard USS Abraham Lincoln and on major staffs around the world. He earned a Bachelor of Science in Management and an MBA with dual emphases in Finance & Accounting and International Business. Throughout his career, Mike has been known for his commitment to comprehensive planning, helping clients navigate complex issues involving concentrated stock positions, executive compensation, tax strategy, estate planning, philanthropy, and multi-generational wealth transfer. His client-first approach and passion for education have helped Emerald Advisors grow from a startup firm in 2019 to a nationally recognized RIA serving more than 225 families. Outside of the office, Mike is an avid ultrarunner, golfer, lifelong learner, and dedicated advocate for children’s health initiatives. He is a current member of the Legacy Council at Seattle Children’s Hospital and has served in leadership and board roles supporting the Juvenile Diabetes Research Foundation, the Barbara Davis Center for Diabetes, the ALS Association, and the Alyssa Burnett Adult Life Center. He is also the proud father of Kat Smith. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think a team needs to have a specialization to be competitive these days or do you think it’s okay just to be like, “My job is to be the best advisor and I want to service assets wherever those assets may come from?” Michael Smith: Another great observation. I’m going to address the niche first and foremost. I think, and I talked to R.J. Shook’s staff just recently, and having a niche gives you a specialization and it also accelerates your growth factor. If you serve a niche and you’re very good at that niche, then that word gets around. If you’re a jack of all trades, you can do lots of things but I don’t think you’re focused and you’re not hitting the right numbers that I like to see. And I think that would be my theme is the niche allows you to focus on a very specific type of ideal client, that’s a Schwab thing where you have an ideal client persona and our firm has an ideal client persona. As far as having the equity comp, I absolutely was one of the teams at Merrill Lynch that was equity compensation designated, I managed a couple of plans. My exposure to that, Jason, I haven’t thought about this in a very long time, came from UBS where I had team members that were colleagues that were associated with the Nextel Sprint plan. And I always thought that you’re taking care of the top executives but, really, my background being in the military was how do we take care of the troops, the troops, I call them sailors, and how do we educate those sailors. And one of the things I’ve always said in my entire career in the military and I still say to this day is 50% of every bonus or a promotion or something like that should go to long-term savings. So, I use that same mentality with RSUs, with stock options, with bonuses. Set that aside, let that grow because you’re not used to spending it and you will learn to spend what you make. Jason Diamond: I think that’s a great reason, it’s super smart and I love your explanation, it was a very simplistic way. Honestly, even I hadn’t thought about that around your niche, I think, becomes almost like a force multiplier for your own growth because it’s much easier to become the guy in X, Y, Z vertical than to be the guy in every financial advisor of America, across America. Let me ask you a follow-up question, you mentioned the ideal client persona. I spend a lot of time at our firm thinking about this as well, what does your ideal client persona look like. How do you think about an opportunity though that differs from that persona? So, it’s great. Obviously, everybody, it’s easy, you get somebody who’s your perfect prospect, they walk in the front door, sign me up. But when you get something that’s not down the fairway for you, is it just I evaluate it on a one-off basis or are you super disciplined to that approach because it’s who your firm is? Michael Smith: I truly haven’t given that a whole lot of thought but I will tell you how I would handle that because I am handling it with some one-offs. I like the opportunity because you’re stretching your brain in that you’re thinking about how somebody else is reacting so you’d never know. So, I like it from a learning perspective but I also know it comes with a lot of other baggage, I’ll call it baggage, because, all of a sudden, they want to short the market, they want to go long-short strategies. So, all of a sudden, they’re not in our niche and, all of a sudden, they’re taking a lot of time, they’re draining our time so I think you got to be very careful about what you wish for. And there’s a lot of great advisors out there that will walk circles around these topics that I’m like, “Okay, I would rather refer somebody so they get the right experience than give them the wrong experience.” Jason Diamond: I absolutely love that answer. The bow you just put on it, I think, is the appropriate way in my mind to put a bow. At the end of the day, wouldn’t you rather service somebody more optimally even if you don’t believe it’s yourself, I agree with that. I want to ask you one more point on the client service piece. I was playing around on your website and, on your service model, you have health as a component of the client experience of your diagram. Why do you think health matters in a financial context? Michael Smith: I always believed in a healthy mind and a healthy body will bring so much joy to you and I think health is just part of your persona. If you don’t take care of yourself and your body and your mind, then it doesn’t matter what I do, I think you got to start with health. So, I’m very big on the executive physicals, I routinely require all of our staff to have an annual physical. And, again, they’re young people but you got to have these annual … I live and breathe going to see a doctor every year to do my annual physical, not because I think I’m pretty good health, I still run, I do a lot of things but I think your life starts with being healthy. Jason Diamond: Yeah, it’s refreshing to hear that, no doubt. It’s funny to think about but 2019 is a long time ago now and, in RIA world, I almost think of it like dog years. You’ve been around the block now for a little while so I’m curious how have you seen this space change since you launched in 2019? Michael Smith: In 2019, I didn’t know what I was doing, I could barely get out a wet paper bag but I do think it’s changed dramatically. I would say the biggest thing I’ve seen in just the six and a half, almost seven years is the rise of the mega RIAs and how they’re going to shape the industry. Everyone talked about fee compression at Merrill Lynch. When I was at Merrill, we talked about fee compression, then they talked about robo-advisors and now they’re talking about artificial intelligence replacing advisors, I don’t believe that and I don’t think that’s going to happen in the RIA space. What I see the RIA space maturing is into these very big mega firms as well as these independent RIAs like myself that serve a very niche market where we can walk in our lane. The ability to transact today is so much easier as an RIA than it was at a wirehouse as well because we have instant access to technology. My military background, my Navy background says make a decision right, wrong or different, if you don’t like it afterwards or you get new data, course change. So, in our industry, we can change on a notice. I hired a tech firm last year, I didn’t like the experience nine months into it, guess what, they’re not coming back. So, I can do that but you can’t do that at the bigger firms and even the bigger mega firms would have a hard time navigating a change just like that on a dime. Jason Diamond: You bring up an interesting point. To the extent you face competition, do you find yourself competing more against traditional wirehouse type firms or RIAs like yourself, mega caps RIAs? Are your clients attuned to any of this? Michael Smith: That’s an observation I haven’t thought of either there, Jason. I would say I don’t feel that I have a … I know there’s competition out there but we have a growth issue more than we have anything else so I don’t … I can’t take on the clients that want to become my clients so I’m not competing with people too much. Jason Diamond: A capacity issue, you mean? Michael Smith: Yeah, I have a capacity issue. Jason Diamond: I think you’re not alone in that. How can I even think about competition and the like when … A lot of advisors would probably say that. I want to talk more about the capacity situation but, before I do, let’s talk a little more about the RIA setup. Who do you custody with, remind us, and why or how did you arrive at that decision? Michael Smith: Yeah. So, when I launched, I went with Schwab, Schwab is a phenomenal partner, they helped me get a lot of stuff done, I couldn’t have done it without Schwab. During the pandemic, I realized that I should probably … So, remember, during the pandemic, we had a lot of issues with the banking industry, it was almost like a financial crisis but in a very compressed time. So, during the COVID, I decided to add Fidelity as another custodian so now I have two custodians and I opened accounts on both sides of the house but I like the custodians that are there to help you, they’re very good at what they do. I don’t even consider them a competitor and they aren’t competitors, they have their own branch so I don’t consider them competitors, I think they’re my partners and both Charles Schwab and Fidelity are good partners. Jason Diamond: Yeah, I think that’s the healthy way to look at the custody relationship. That’s a very common approach, I think, is launching with one custodian and then adding a secondary custodian or a tertiary custodian down the line for one reason or another so I appreciate you sharing that because we get those types of nuts and bolts questions a lot so I figured I’d ask you. One last question on the setup and then we’ll shift gears. Has anything been a negative? So, you talked about leaving Mother Merrill behind and, Mother Merrill, we use it facetiously but obviously it implies a degree of comfort and the homeland so I’m curious if you miss anything. Michael Smith: I miss the camaraderie of being with a bunch of other folks. I mentioned this when I first launched, I mentioned it year over year with my team, the one thing that we miss as an RIA and, again, Dynasty has their benefits as well and the mega RIAs have their benefits but, if you’re a true independent like myself, we get to go to conferences that we want to and that’s a timing issue, really, a time constraint. But one thing Merrill and Morgan, JPMorgan, and the other big wirehouses have as well as the megas, they have the ability to put conferences together for their advisors or their administrators and have this education. That’s the one thing that, I think, would evolve in the RIA industry in the future as well. They’re not my competitors, they’re my business colleagues. And if we think of them as competitors, and a lot of people do because I don’t want to share my client information or what I do with my competitor because they may steal them, if you’re that insecure, then you’re probably not the right advisor in the first place. Jason Diamond: I don’t disagree with that. It’s interesting too, I hear two common answers to that question, not about Merrill but just about somebody who’s broken away, what do you miss about the captive firm world. Either on this podcast or just in conversations with advisors, brand comes up a lot and then the point you just raised. I’ll even hear like, “Hey, forget the conferences and the trainings, just being able to have an office where I’ve got eight other advisors on a row for me, it’s a little bit of a different setup than in the independent space,” and I think that’s just a reality of you take the good with the bad. And for other advisors, by the way, one of the things I want to ask you about to this point is do you believe that there are advisors that are just better served in the W2 traditional firm world or do you think that every advisor should be looking at the RIA space? Michael Smith: I think that wirehouse serves a great purpose and- Jason Diamond: Okay, me too. Michael Smith: … there’s a lot of great people that are great advisors in that wirehouse, they need the structure. What I hadn’t alluded to is, and I mentioned this to a former manager from Merrill Lynch of mine just recently, actually, I was like, “I don’t think advisors realize what it takes to run a business.” I’m not trying to sugarcoat it, running an RIA is hard work, it takes a lot of your time day in and day out to run a business as well as taking care of and servicing your clients so I do think the wirehouse venue is the right way to go. And, Jason, I want to go back to one other thing about your identity. I launched as the Smith Group because that’s what I was known at Merrill Lynch. Within three or four months, I changed that name to a firm because I did not want to be associated with it. So, when you’re at one of the wirehouses, you’re known as your team name or something of that sort, I didn’t want to be known as that, I wanted to be known as Emerald Advisors not the Smith Group because, all of a sudden, you have a single point of failure. So, brand identity, it’s not so unique inside the wirehouse because it’s a team name versus Merrill or Morgan Stanley or something like that. Jason Diamond: It’s a good segue because I’ll tell you where my mind goes when you bring that up. My mind goes is you’re smart in a way that you might not even realize or maybe you do realize which is that, if and when it ever comes time to sell this business, it is probably more valuable without your name attached to it or maybe not. But in some way, shape or form, as an RIA, you have an obligation to be thinking about that or it’s probably on your radar, maybe not an obligation. Have you given an ounce of thought to M&A either acquiring businesses, growing in that way or, ultimately, when you succeed out of this business and what the RIA space enables you to do? Michael Smith: To answer that question, yes. Everyone’s thinking about merger and acquisition, I think about succession planning from day one. I actually thought about I’m a big team person, I come from the submarine force where everyone is a key player on a submarine, every single person has a job and responsibility on a nuclear submarine. So, inside the financial services industry, I know Merrill Lynch was very big on teaming, I understand Morgan Stanley is as well because teaming gives them a breadth of responsibility where the responsibilities are shared. So, mergers and acquisitions or selling my business, I think, if you’re not thinking about that … And I’m not thinking about selling my business because that’s a distraction to me. If I needed the money, then I would’ve went to a wirehouse and that’s okay, you monetize your life’s work. Today, I’m all about what’s right for the client, what’s right for my team and what’s right for where I want to be in the next 10 to 20 years. So, I am growing, I do want to grow, I’m looking at opening offices in probably three locations in the next 24 months or so. Jason Diamond: Well, that’s what I was going to say, plenty of advisors I think would say the same, I have a lot of runway. But what about the other side of this equation which is you’ve had tremendous organic growth, you’ve tripled your client base, you’ve more than tripled the asset base, have you thought about acquisition as a mean to jet fuel the inorganic growth side of things? Michael Smith: I have but not in the typical sense that you’re looking at as buying a book of business. I want to partner with like-minded advisors that share that common thread of taking care of clients where you can serve as their trusted counsel and sit in the meetings with their attorneys and sit in the meetings with the accountants and give them sage counsel that you can only do because you’ve been with the family for 20 years. You know this family and that, not always, but I think that’s missed a lot in other firms. Jason Diamond: Yeah, I think that’s fair. I just thought of something else that you brought up. You brought Dynasty so I’m going to ask … I’m going to pull on this thread. That implies to me that you’re at least loosely aware of the supportive independence models that are out there yet you chose a very independent, autonomous path, why? Michael Smith: Because I didn’t know what I was doing. Jason Diamond: Fair. Michael Smith: Let’s be honest, I like Dynasty, I talked with Dynasty when I left. I talked to them all, I talked to Rockefeller, I talked to Morgan, I talked to Dynasty and then, when push came to shove, I wanted to be Mike Smith and launch my own firm and learn. And I will tell you, you learn drinking through a fire hose and we did that, we learned, I know the mistakes. What I didn’t want to do is just go to someplace where this is the stuff you’re going to have to use. So, I think Dynasty is a great launching platform, I think there’s other ones out there that are similar to Dynasty or the Rockefellers or the Morgans, it’s truly what you’re trying to achieve in life. What do you want for you and your clients and I always put my clients before me because I’ve always had this lifelong thing of, you do the right thing, you’re going to get taken care of. Jason Diamond: Yeah. And that’s a very common analysis, by the way, and it’s very common too for big advisors like yourself to say I did my homework across all of those different categories. I looked at the traditional wirehouses and regional firms and boutique firms, I looked at the independent broker dealers, I looked at the support platforms and the aggregators and the roll-ups and here’s ultimately what I landed on and why. Did you always know that though or was that something that it took you a diligence process to figure out? There was plenty of advisors, by the way, who come to us and they’re like, “I knew for the last five years that I was sitting there I was launching an RIA someday.” Michael Smith: Yeah. I did not know that and, to be honest with you, hindsight, I think one of those partners probably could have made me a little bit better at first because then I could have focused on clients versus focusing on, hey, how to open a business, who’s your technology … We talked about custodians and some other things but we didn’t talk about technology, how do you go find that technology. Where’s your email address come from? Who’s your chief compliance officer? When it resides on you, you got to look in the mirror. So, I think those parties out there that provide that for brand-new advisors launching could be very beneficial. I had in my mind what I needed to do and I knew I’m very frugal so mine boiled down to how much money I wanted to spend, to be honest with you. Jason Diamond: I think it is a cost benefit analysis, it is. It’s absolutely … Because if you list the functions of a support platform on paper and you showed it to somebody who didn’t know the industry, they would say, “Why on earth wouldn’t you do this? They’re taking off your plate compliance and tech and custody and the like,” and the answer is because there’s a cost associated with it and plenty of advisors decide what you decide, I wanted … Or I just wanted a greater degree of autonomy and freedom, to your point, the name on the door piece, I wanted this to be mine. Michael Smith: And, Jason, I think it also goes to the uncertainty. I had never done anything since Navy, financial advising and then launching. So, for me, I was launching with four employees I had to take care of and here I was going to hire a third party that I was going to have to spend X amount on and I didn’t even know what my income was going to be. That’s different if you’re a multi-billion dollar FA coming out of a wirehouse, the monetary dynamics are different. Jason Diamond: Agreed. Okay, here’s a good one for you. We get this concept from advisors, from firms, from private equity that a billion dollars in assets is like this magic number in our industry. Do you feel like anything’s changed now that you’re at a billion and what’s the next chapter for Emerald Advisors? Is it just continuing on this steady trajectory and serving clients and trust that everything else comes with that? Michael Smith: I go back and forth on a billion, everyone thinks that’s the right number, the biggest number that you need but I think it’s just an arbitrary numbers because it didn’t define who I was. And a lot of people define success at a billion, they define success that you’re a successful firm at a billion. I think I was a successful firm at 300 million, I was a successful financial advisor with 20 clients in 2005. I would say a billion is a multiplier, what I would tell new advisors out there today is gather assets. The more assets you have, the more revenue you generate. The more revenue you generate, the more money you can put in your pocket which means the longer you can stay in the industry. The problem with the industry is an attrition problem, not anything else. So, assets just give us the ability to have revenue which gives us the ability to grow. Jason Diamond: And is that the plan? Keep adding assets, keep growing one client at a time with the focus though, obviously, on what makes you which is a very client-centric service model. Michael Smith: Correct. There’s a lot of things I want to do in the next couple of years and expanding our footprint is our biggest one with the right partners and then just keep adding. I have a business development officer that I’m probably offer a job to here pretty soon and things are going well. Jason Diamond: Yeah, that’s great. You mentioned the tech stack and the other components of the business and I hear you on the frugal cost-benefit analysis. But who did you turn to for some of those early decisions, was it Schwab primarily who helped hold your hand through that? Michael Smith: Schwab was very good at helping me identify the tech stack at first and the tech stack is actually the one consistent, there’s a lot of things I’ve been consistent on but tech is one that I’ve stayed with them. I launched with RightSize, now they’re Advisory, they’re very good, they do the right job for us and I’m big on cybersecurity. So, tech was helpful from Schwab, Schwab helped us with that. Jason Diamond: So, we spoke a little bit about your naval experience but, I’m curious, can you tell us how has your naval experience shaped your perception or your experience in wealth management? Michael Smith: My Navy path was a lot different than many officers. I served 12 years as an enlisted person before I got my direct commission as a Mustang officer, typically called limited duty officers or loud, dumb and obnoxious as I like to say. But that experience gave me a unique perspective because I was able to be the enlisted side and officer which are the workers and then the management side so I had both experiences which was unique. When I was commissioned, Admiral Jerry Ellis, a submarine admiral that commissioned me, heard this lesson to the podium, he was just talking about me in this point but he said, “There are three kinds of people in every organization. You have rowboat people who need to be pushed, you have sailboat people who move whenever the conditions are favorable and then there’s steamboat people, they move continuously through calm or storm.” And he said, “This is Ensign Michael Smith,” he said, “Make your course.” And that’s always stood with me because you do have those three types of people in life. You got people that are just … They’re robo people, they go until they get tired. You got sailboat people that go wherever the wind blows them and then you got steamboat people that chart their own course. I would say for advisors out there make your course or just be happy with what you’re doing. But for some of us hard chargers, I think that analogy has stayed with me my entire career. Jason Diamond: It’s fantastic. I love the analogy, great naval tie in also. Thanks for sharing that. We got time for one more question. You have a fascinating background, a fascinating path to the industry, obviously, an incredibly disciplined approach around client service, any parting thoughts, words of wisdom especially as it relates to growth? That’s what strikes me most about your story is the growth that your move unlocked and that’s what every advisor who listens to our show is looking for. Michael Smith: I’m going to give another plug to Schwab on this. We actually were fortunate and I got their consulting group to come in right afterwards and I’m a big believer in having offsite. So, I’ve had an offsite, two offsites a year for my team and it’s the entire team unlike the wirehouses where you don’t take your admins and stuff like that. I take my entire team to an offsite and we group up on what we’re trying to achieve and have goals and objectives for the year. Schwab allowed us to use their consultants and we came up with our ideal client persona. Teams or firms that have this model become high performing. When you become high performing, growth becomes the outcome. I couldn’t do anything but grow. Jason, I couldn’t not grow because I had this ideal client persona, I knew how I was going to do it, it was measurable. So, growth becomes the outcome and, if you hold people responsible, then we’re all going to grow together and it’s a fun outcome. Jason Diamond: Fantastic, it’s a great place to end. Thank you so much for sharing your expertise with us, I can’t wait to see what the next chapter holds for Emerald, this has been a lot of fun. Michael Smith: Jason, thank you so much. I appreciate everything you do for the industry as well. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? Is a book written with you in mind? It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story A conversation with Jason Diamond and Michael Smith, Managing Partner and Founder of Emerald Advisors.      Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is From “Overservicing” Clients to Building a $1B RIA: A Merrill Breakaway Story. It’s a conversation with Michael Smith, managing partner and founder of Emerald Advisors. I’m Jason Diamond and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive whether that’s at a wirehouse, boutique or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned and, each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven and based on building relationships starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning, data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Growth is often viewed as the result of better marketing, stronger referrals, a larger team and even acquisition and that’s all true yet growth can be the byproduct of something else entirely. For example, Michael Smith built a successful practice at Merrill then, one day, he was told he was spending too much time with his clients, or his management put it over-servicing clients. For Michael, that wasn’t a warning sign about his approach, it was a signal that he might have outgrown the firm and the model. Today, Michael is the founder and managing partner of Emerald Advisors, the independent RIA he launched in late 2019 with roughly 385 million in assets and 85 client relationships. Less than seven years later, the firm has grown to more than a billion in assets while remaining deeply focused on a highly-specialized client base and an unusually hands-on service model. What makes this story particularly interesting isn’t just the growth, it’s the thinking behind it. Michael’s perspective was shaped long before he entered wealth management. After serving more than two decades in the Navy, he brought a leadership philosophy centered on accountability, discipline and what he calls steamboat people, those who keep moving forward regardless of conditions, that mindset continues to influence how he builds his team, serves clients and evaluates opportunities. In this episode, we discuss the decision to leave Merrill, the realities of launching a fully independent RIA, why specialization can accelerate growth, the evolving role of custodians and technology and why he believes exceptional client service remains one of the industry’s most durable competitive advantages. Because Michael’s experience suggests that growth isn’t always the result of finding more opportunities, sometimes it’s the result of creating the freedom to execute the vision you already had so let’s jump in. Michael, thank you so much for joining us today. For starters, can you walk us through your background and what brought you to the world of wealth management? Michael Smith: Jason, thank you so much for the opportunity to be here today, I do listen to the podcast a lot especially before I left Mother Merrill. But my background and how I got into financial services is really distinct because I was on the board of JDRF back in the day and the national sponsor for JDRF was UBS PaineWebber and they’re like, “Mike, why don’t you be a financial advisor?” And my master’s degree was actually a finance and accounting in portfolio management because I’ve managed my own portfolio for years and years and so, when I couldn’t get a job, I just fell into it because I couldn’t get a job and I needed a job. That was 21 years ago, Memorial Day so that’s how I got into this industry. Jason Diamond: It’s a unique background, it’s super interesting and I want to talk more about it. You mentioned Mother Merrill, we’ll certainly get there. Before we do, give us a little bit of context on the current business you operate, Emerald Advisors, any context you can share on size, number of staff, types of clients you serve would be great. Michael Smith: Sure. So, we launched Emerald in 2019, November 2019 with about 85 clients and you always talk about this on the podcast how scared it is to launch and go independent. And I would say we took over about 95% of our clients that we wanted to bring over and today we’re at about 230 clients, I think we have some onboarding right now, we have just over a billion of assets. So, we launched with the 85 clients and around 350, 385 million, now we’re over a billion. Jason Diamond: Good for you. Michael Smith: Thank you. And I launched with four employees and we’re now at 11. And I would give a shout-out to one of my key employees because, when I launched, I actually hired somebody that had no experience with us and that was really a good thing because that allowed that person to really focus on operations and back office stuff while my business partner Emily and I were able to focus on bringing on the clients and alleviating any issues that they may have or thought. Jason Diamond: So, meaning you hired somebody basically immediately upon launch to help you with the transition and with this next chapter? Michael Smith: Correct. I hired them before but they started the day we launched. Jason Diamond: Brilliant, I love it. Oh, let’s definitely talk more about that because I think that’s a great strategy for … You’re right, you said it in a joking manner now because you’re seven years past but it’s a very real fear that advisors have and I think it’s worth talking more about. I want to mention too you have, obviously, built this business and grown this business dramatically. I don’t want to make this episode about the pandemic but you moved the business at a, certainly, a unique time. Did it impact your growth at all? Did you feel like you hit a brick wall? Just curious about your thoughts. Michael Smith: No, Jason, that’s a great observation. I would venture to say that the pandemic was actually a good thing for us. Jason Diamond: Interesting. Michael Smith: And I say that because, all of a sudden, you could hit pause because everyone was relearning how to do business, how do we do client reviews, how do we communicate with clients in a environment. So, I think the pandemic allowed us to just really reset our expectations visiting with clients because I used to fly a lot because I have clients in 38 different states so this has actually been, not just good for me, but good for the industry because I think it’s reset our expectations that we don’t have to be every day with a client facing. Jason Diamond: I agree with that largely and it’s true of our business too, by the way, it’s certainly reshaped the way people expect to be communicated with. I think Zoom has become much more mainstream, phone calls and we’ve heard from many other advisors who say something similar. I was just curious because you moved so close to or if there was an impact but I get, honestly, I think you’re right, it allowed you to have this nice natural inflection point and almost like flipping a switch of a clean slate. Michael Smith: It allowed us to learn the processes too. So, we launched in November 1st, by March we were in lockdown and so it gave us the opportunity to take several months of just learning the processes of how to be an RIA, it was pretty good. Jason Diamond: Absolutely. So, one of the things you mentioned in that was the way in which you serve clients and I’d read something funny and I think it was around the time of your move. You were talking about that, Merrill, you had a manager who spoke about that you would overserve your clients, you serve clients too much, tell me about that. Michael Smith: That was such an interesting topic because I got called down to the ops officer’s office and they’re like, “Ugh, Mike.” And it brought my admin down with me and they’re like, “Mike, these reports that you’re taking care of your clients too much,” and I’m like, “What do you mean?” “Well, you’re overservicing them.” Jason, I literally had to go back and Google the word overservicing because I was like, “How do you overservice the client? I’m not making their bed.” It was just so funny to me that I got counsel for overservicing clients when we’re in a client-facing job and I think that was part of the catalyst. Jason Diamond: Tell me more about what they meant, you think. Michael Smith: Hindsight, I think they … I like to take care of people which means I’m very intuitive towards taxes, I understand how the tax code works, I understand how everything impacts their bottom line. So, when we’re doing deferred comp enrollments or 401(k) enrollments or I’m a big believer in Roth 401(k)s and backdoor Roths and I’ve been doing them for years, I think what Mother Merrill wanted at that time was us not to do that. And, again, nothing against Merrill, I get it but this is how they wanted us to act and I wasn’t in that mold, I was taking care of clients to a much deeper depth is how I would say it. Jason Diamond: And I think that speaks to you outgrew the model not necessarily the firm. I think Merrill does a lot of things really well, you would agree with that, I think given that you built 85 clients and 350 million in assets is nothing to sneeze at. But the model that it seems like you value client service and an integrated client service experience of that and the wirehouse model oftentimes doesn’t put a premium on that. Tell me about your ethos or your thoughts around client service today and what being independent enables you to do. Michael Smith: So, that’s an interesting observation because one of my clients actually just mentioned to me that the reason we’re growing so much is because of our service model and the fact that we deliver a tremendous amount of value over just portfolio management. I said my managers is in portfolio management, I don’t do that any longer, I have a staff that handles that for me but it’s really the servicing of the clients because they don’t know what we know and I think servicing the client is the most important thing that we can do today. Jason Diamond: Give me some examples of what you mean by servicing the client in a more holistic way. I agree with you, by the way, portfolio management, table stakes, financial planning, table stakes, tell me more about what you mean. Michael Smith: By that I mean we do a quarterly review on tax. So, a lot of people don’t understand how taxes work and how estimated taxes work. So, estimated taxes are January 1st to March 31st, January 1st to May 31st, January 1st to August 31st, that’s how you do your estimated tax payments, you figure out what that is. And for compensated employees where they have RSUs that come in at different times of the year or different grants or exercise their options at a different time, that can affect their estimated tax liability and I’m not big on giving Uncle Sam any more money than they have to have until they need it. And then everyone doesn’t understand how the penalties and interest works on the IRS. And I’m big on the tax payments because that’s where we can add a lot of value for not a lot of time and we integrate it with our portfolio so we know what we’re doing with our gains. And I happen to reside in Washington State which has a long-term capital gains tax rate once you surpass about 270,000 of long-term capital gains. So, it’s super important for us to be aware of this and that’s how we service them. We also help them with their rebalancing of their 401(k)s, things that wirehouses cannot supposed to do, we are not supposed to be helping them with some of their aspects of life. Jason Diamond: Yup. That’s what I was alluding to earlier, it’s limitations on the model, not because they’re bad models, it’s just a different way, a different ethos around client service. You mentioned RSUs and corporate employees, I know that’s a niche you have is around concentrated stock positions and equity comp plans. I guess let me ask you two different questions around this. First of all, why that niche? Interested. And then, second of all, do you think

Life sciences are at a critical inflection point, where scientific innovation, regulatory demands, and patient expectations converge with advances in data and artificial intelligence, positioning IT as a central driver of faster and more effective drug discovery and clinical development.This week, Dave and Rob continue with part 2 off the Life Sciences mini-series with Dr. Alex Zhavoronkov founder and CEO of Insilico Medicine to exploring how drug discovery and clinical development can become faster and more effective, and the role of AI in that process.  TLDR00:40 – Introduction01:00 – Hang out: Kill Bill Vol. 1 & 2 03:07 – Dig in: Life Sciences mini-series, Part 2 06:43 – Conversation with Dr Alex Zhavoronkov 42:12 – The future of AI in drug discovery and a new paradigm for pharma GuestDr. Alex Zhavoronkov: https://www.linkedin.com/in/zhavoronkov/ HostsDave Chapman:  https://www.linkedin.com/in/chapmandr/Esmee van de Giessen:  https://www.linkedin.com/in/esmeevandegiessen/Rob Kernahan:  https://www.linkedin.com/in/rob-kernahan/ ProductionMarcel van der Burg:  https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman:  https://www.linkedin.com/in/chapmandr/ SoundBen Corbett:  https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:   https://www.linkedin.com/in/louis-corbett-087250264/ 'Realities Remixed' is an original podcast from Capgemini

"Die Nervigen" gibt es kostenlos und werbefrei als Videofolgen bei Podimo. Zusätzlich gibt es jeden Freitag eine exklusive Bonusfolge im Podimo Premiumbereich: https://podimo.de/nervig Joey tut alles weh. Er hat nämlich am letzten Wochenende ordentlich auf die Fresse bekommen und unsere Dramaqueen vermutet sogar ne leichte Gehirnerschütterung zu haben (wer's glaubt). Arm ist er natürlich trotzdem. Julia aber auch. Die erzählt uns nämlich heute von ihrem wiederkehrenden Traum, in dem ein monströser Tintenfisch in Übergröße versucht, sie zu fressen. Während Julia geträumt hat ist Joey doch tatsächlich beim Rock am Ring über die Menschenmenge gesurft (ohne Spaß, ist er wirklich), aber leider ist währenddessen etwas ganz Doofes passiert. Wir finden heute live heraus, wo genau sich Joeys Genitalien befinden, wenn er seine Beine überschränkt. Gleichzeitig wird Julia erklärt, wie genau denn eigentlich ein Penis auf Wärme und Kälte reagiert und außerdem versuchen wir noch die wichtigsten Frage der Menschheitsgeschichte zu beantworten: Wie oft in der Woche wird ein:e Gynäkolog:in eigentlich angefurzt? Eine neue Folge "Die Nervigen" gibt es jeden Freitag kostenlos mit Video bei Podimo. Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte: https://linktr.ee/dienervigen Du möchtest Werbung in diesem Podcast schalten? Dann erfahre hier mehr über die Werbemöglichkeiten bei Seven.One Audio: https://www.seven.one/portfolio/sevenone-audio

In der heutigen Folge sprechen die Finanzjournalisten Philipp Vetter und Holger Zschäpitz über Zweifel am Debasement Trade, die große Biontech-Debatte, und die Hausse des Gebrauchtwagenhändlers Auto1. Außerdem geht es um SpaceX, Moderna, BioNTech, AMD, Arm, Broadcom, Intel, Micron, Apple, Auto1, Kroger, BMW, Volkswagen, Mercedes-Benz, Tesla, BYD, SAIC, Commerzbank, Goldman Sachs. Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Dalších osm koní Převalského před několika dny zamířilo z Evropy do Kazachstánu. Zoo Praha do oblasti Zlaté stepi přepravila čtyři hřebce a čtyři klisny, čímž pokračuje v návratu druhu, který ve volné přírodě vyhynul na konci 60. let minulého století a přežil jen díky chovu v zoologických zahradách. Projekt odstartoval před dvěma lety, kdy pražská zoo ve spolupráci s Armádou ČR převezla do Kazachstánu první tři koně Převalského.

Major indexes have risen on strong earnings from large technology companies, with Nvidia, Microsoft, Apple, Alphabet, and Meta driving sentiment. Gains are concentrated, and valuations are sensitive to Federal Reserve policy, persistent inflation, and elevated Treasury yields. Some profit improvement reflects cost controls and buybacks, including Apple's $110 billion authorization in 2024. IPO activity has returned selectively, with Arm, Instacart, Klaviyo, and Reddit listing under tighter valuation discipline. Debt remains more expensive than in 2021, affecting runway, M&A, and secondary sales. Investors are rewarding efficient growth, strong retention, fast CAC payback, and free cash flow, while budgets favor AI, data platforms, and security.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

Welcome, Massimo Banzi of SuperModerno and co-founder of Arduino Introduction and SuperModerno: Massimo introduces himself as a “friendly nerd” and discusses his new project, SuperModerno The project aims to explain the “behind the scenes” of technology to prevent people from becoming “slaves to the platform” The History of Technology: Massimo expresses his passion for technology’s history, emphasizing non-American innovators to show Europeans they can also lead in technology, citing the UK-based origins of the Arm processor The Legacy of Olivetti: He highlights Olivetti (founded in 1908), which moved from typewriters to creating the Programma 101, the first desktop computer used by NASA to compute orbits for the Apollo program Design as a Differentiator: Olivetti was the first tech company to apply design to everything (products, posters, and architecture) This inspired Massimo's concept of the “invisible touch”, the idea that consistent, intentional design creates a unique connection with users and gives a company a competitive edge The Interaction Design Institute Ivrea (IDII): Massimo’s path led him to IDII, located in the former Olivetti research building, where he transitioned from a two-week sabbatical to a four-year stay Learning by Making: To help students with no electronics background, Massimo drew on how he learned as a seven-year-old (“learning by making”) to remove the friction of interacting with technology The Founding Team: He met Tom Igoe (ITP) and David Cuartielles, and they realized students were afraid to be creative because they feared “blowing up” expensive tools like the Basic Stamp The “Pizza and a Beer” Price Point: Massimo aimed for a hardware cost of 20 Euros, roughly what a student would spend on a pizza and a beer, to encourage experimentation Building the Platform: Along with David Mellis, the team adapted Processing (a language for artists) by “surgically” replacing Java with C++ to create the Arduino IDE Ivrea Manufacturing: Leveraging the industrial base of Ivrea and Torino (the “Detroit of Italy”), Massimo was able to find local PCB manufacturers and assemblers just a short drive away From Hacking to AVR: Massimo's early work involved hacking satellite TV PIC chips for soccer fans, but mentor Bill Verplank encouraged him to use AVR microcontrollers because they could be programmed simply in C Enabling Creators: Massimo shares stories of how Arduino enabled others, such as Josef Prusa, who started with Arduino as a teenager before building his global open-source 3D printer company The Innovation of Simplicity: Massimo argues that Arduino’s true innovation is the user experience This is measured by the “Time to First Blink”, the goal for a user to go from downloading software to blinking an LED in five minutes Standardization and “The Core”: Arduino became an ad-hoc standard by providing a compatibility layer across different microcontrollers Massimo believes in having a “small slice of a really large pie” by allowing other architectures to work within the ecosystem Hardware Architecture and the “Lasagna”: Inspired by the PC104 format, the board uses a layered approach where modules stack like a lasagna The “Shield of a King”: The name Arduino comes from King Arduino of Ivrea; David Cuartielles suggested that since the board was named after a king, the add-on modules should be called “Shields” Hardware Design Choices: The board fits a credit card size (to stay within the free version of Eagle software) and is blue because that color was thought to be less tiring for workers’ eyes Happy Accidents: The unique shape was chosen to be “ourselves instead of everyone else” During the design process, Massimo inadvertently moved a connector by half a step, creating an offset header that they kept for consistency after the first few thousand were made The Discovery of Auto-Reset: During a workshop in Germany, Massimo solved the frustration of manual resets by soldering a capacitor to the DTR pin, allowing the software to trigger the reset automatically The US Market and Legal Battles: Tom Igoe's adoption of Arduino at NYU helped the US become the project’s single biggest market This growth led to a difficult legal battle for control of the brand against a former partner Support from Arm: Massimo credits Arm Ltd (and CEO Simon Segars) for providing the strategic support that allowed the founders to regain control of the company. Massimo believes this is the first time he has talked about the role of Arm in the difficult legal process. Industrial and AI Expansion: Partnerships with Intel and Microsoft (Windows 10 IoT) led to early forays into TinyML (AI on small boards) back in 2017 The Qualcomm Acquisition: In October 2025, Qualcomm acquired Arduino, which Massimo sees as essential for bringing “advanced silicon” into the family to handle the increasing complexity of technology The “Arduino Formula” and Layering: Massimo views Arduino as a formula for simplification that can be applied to anything, including complex Linux machines like the Uno Q This is achieved by building in layers, where beginners use high-level abstractions and experts can “strip away” layers to reach the bare metal The Future Vision: Massimo looks forward to the “Arduino Formula” being applied to new fields, stating he is waiting for someone to develop an “Arduino for biology” using CRISPR and DNA technology

Sorg and Katie are back on the road in Michigan, Dave Podnar joins from the Pod Cave, and Missy keeps the studio running from Pittsburgh for this travel-heavy episode of AwesomeCast. This week, the crew talks about Niagara Falls adventures, World Cup watch parties, international visitors discovering American mega-stores, the Strong Museum of Play, Nerdvana, Google Gemini Pro, electric vehicle camouflage, and video game news from Chachi Says. Stories and gadgets discussed: World Cup travelers discovering America Dave shares TikTok reactions from international soccer fans experiencing Walmart, Waffle House, Costco, ranch dressing, school buses, Bucky's, and oversized American everything. Link: https://www.tiktok.com/@josievlogsthings/video/7651983684060613890?lang=en Niagara Falls World Cup watch party Sorg and Katie stumble into a World Cup viewing party at Niagara Falls with giant screens, fans, fireworks, and the falls lit up at night. The 26th-floor IHOP at Niagara Falls Katie highlights the surreal breakfast experience of eating IHOP with a panoramic view of Niagara Falls, before the space transforms into a steakhouse at night. This Week in Pride History: Sophie Wilson Dave spotlights Sophie Wilson, a computing pioneer connected to the development of ARM processor architecture, which powers phones, Macs, and many modern devices. Link: https://www.marks-clerk.com/insights/latest-insights/102k16g-celebrating-lgbt-history-month-sophie-wilson-computing-pioneer-inventor-and-advocate-for-inclusion/ Chachi Says Video Game Minute Crazy Taxi, Ocarina of Time, TMNT: The Last Ronin, and Marvel's Wolverine game news. A sealed Super Mario Bros. copy reportedly sells for $3 million. Tupac appears in Stranger Than Heaven, a prequel to the Like a Dragon series. Links: https://www.creativebloq.com/3d/video-game-design/switch-2-zelda-ocarina-of-time-remake-is-making-some-fans-regret-what-they-wished-for https://www.inverse.com/gaming/teenage-mutant-ninja-turtles-the-last-ronin-platinum-games-ps5-xbox https://kotaku.com/copy-of-super-mario-bros-sells-for-3-million-in-auction-2000706228 https://www.cbc.ca/news/entertainment/tupac-video-game-stranger-than-heaven-9.7232112 Strong Museum of Play and Video Game Hall of Fame Sorg and Katie visit the Strong Museum in Rochester, New York, including the Video Game Hall of Fame, giant Donkey Kong, Oregon Trail, Street Fighter, Sonic, Sesame Street, Peanuts, Hello Kitty, Dungeons & Dragons, and interactive game exhibits. Nerdvana The crew talks about the restaurant across from the Strong Museum where guests can play Xbox, PlayStation, Switch, or board games while eating. Ford's hidden QR code in EV camouflage Dave discusses Ford hiding a QR code inside the camouflage pattern on a prototype electric pickup, turning spy photos into promotion. Link: https://www.theautopian.com/the-30000-ford-ev-pickup-we-photographed-was-hiding-a-qr-code-on-its-camouflage-heres-where-it-takes-you/ Google Gemini Pro and Google One Sorg discovers Google AI Pro access connected to Google storage plans and talks through Gemini, Google Forms automation, vibe coding, AI tools, NotebookLM, Flow, and possible app development. Link: https://gemini.google/us/subscriptions/?hl=en&brid=YWdncwHVFyhYRkb6SzEgcIU3w1kG Support AwesomeCast on Patreon for exclusive aftertalk content: https://www.patreon.com/awesomecast Thanks to our supporters: Brian Crawford, Cynthia Closkey, John DeGore, and Dave Podnar.

Sorg and Katie are back on the road in Michigan, Dave Podnar joins from the Pod Cave, and Missy keeps the studio running from Pittsburgh for this travel-heavy episode of AwesomeCast. This week, the crew talks about Niagara Falls adventures, World Cup watch parties, international visitors discovering American mega-stores, the Strong Museum of Play, Nerdvana, Google Gemini Pro, electric vehicle camouflage, and video game news from Chachi Says. Stories and gadgets discussed: World Cup travelers discovering America Dave shares TikTok reactions from international soccer fans experiencing Walmart, Waffle House, Costco, ranch dressing, school buses, Bucky's, and oversized American everything. Link: https://www.tiktok.com/@josievlogsthings/video/7651983684060613890?lang=en Niagara Falls World Cup watch party Sorg and Katie stumble into a World Cup viewing party at Niagara Falls with giant screens, fans, fireworks, and the falls lit up at night. The 26th-floor IHOP at Niagara Falls Katie highlights the surreal breakfast experience of eating IHOP with a panoramic view of Niagara Falls, before the space transforms into a steakhouse at night. This Week in Pride History: Sophie Wilson Dave spotlights Sophie Wilson, a computing pioneer connected to the development of ARM processor architecture, which powers phones, Macs, and many modern devices. Link: https://www.marks-clerk.com/insights/latest-insights/102k16g-celebrating-lgbt-history-month-sophie-wilson-computing-pioneer-inventor-and-advocate-for-inclusion/ Chachi Says Video Game Minute Crazy Taxi, Ocarina of Time, TMNT: The Last Ronin, and Marvel's Wolverine game news. A sealed Super Mario Bros. copy reportedly sells for $3 million. Tupac appears in Stranger Than Heaven, a prequel to the Like a Dragon series. Links: https://www.creativebloq.com/3d/video-game-design/switch-2-zelda-ocarina-of-time-remake-is-making-some-fans-regret-what-they-wished-for https://www.inverse.com/gaming/teenage-mutant-ninja-turtles-the-last-ronin-platinum-games-ps5-xbox https://kotaku.com/copy-of-super-mario-bros-sells-for-3-million-in-auction-2000706228 https://www.cbc.ca/news/entertainment/tupac-video-game-stranger-than-heaven-9.7232112 Strong Museum of Play and Video Game Hall of Fame Sorg and Katie visit the Strong Museum in Rochester, New York, including the Video Game Hall of Fame, giant Donkey Kong, Oregon Trail, Street Fighter, Sonic, Sesame Street, Peanuts, Hello Kitty, Dungeons & Dragons, and interactive game exhibits. Nerdvana The crew talks about the restaurant across from the Strong Museum where guests can play Xbox, PlayStation, Switch, or board games while eating. Ford's hidden QR code in EV camouflage Dave discusses Ford hiding a QR code inside the camouflage pattern on a prototype electric pickup, turning spy photos into promotion. Link: https://www.theautopian.com/the-30000-ford-ev-pickup-we-photographed-was-hiding-a-qr-code-on-its-camouflage-heres-where-it-takes-you/ Google Gemini Pro and Google One Sorg discovers Google AI Pro access connected to Google storage plans and talks through Gemini, Google Forms automation, vibe coding, AI tools, NotebookLM, Flow, and possible app development. Link: https://gemini.google/us/subscriptions/?hl=en&brid=YWdncwHVFyhYRkb6SzEgcIU3w1kG Support AwesomeCast on Patreon for exclusive aftertalk content: https://www.patreon.com/awesomecast Thanks to our supporters: Brian Crawford, Cynthia Closkey, John DeGore, and Dave Podnar.

durée : 00:01:57 - La coprésidente de Place publique Aurore Lalucq affirme que les conditions de travail en France sont "très mauvaises" et qu'elles sont "en-dessous de l'Albanie". - réalisation : Armêl Balogog, La cellule Vrai ou faux Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

While the mainstream news media distracts the global population with political theater and staged crises, a silent war is being waged over the ownership of alien technology and human souls. This week on the TruthSeekah podcast, we blow the lid off the global UFO disclosure coverup with investigative experts April Hannah and Michael Habernig. As curators of the largest afterlife documentary streaming portal, Path11TV supernatural, our guests bring forward classified perspectives on the weaponization of supernatural phenomena.We expose how shadow government agencies have hidden antigravity propulsion and zeropoint energy systems for nearly a century, directly stealing a brighter future from humanity. But the conspiracy goes even deeper. We look at shocking alien encounter testimonies that reveal these secret agencies are also tracking the human soul's exit vector at the moment of death. Why is military intelligence obsessed with the mechanics of the afterlife? By investigating terrifying paranormal entity encounters at classified research facilities, we demonstrate that extraterrestrial contact is intricately bound to the spiritual realm.We provide raw, unfiltered proof of life after death that threatens to break the economic and psychological chains of our current system. April and Michael share the chilling accounts of whistleblowers who paid the ultimate price to leak this information to independent networks. If you want to understand the true nature of the cosmic prison break occurring right now, you cannot afford to skip this talk. Arm yourself with weaponized consciousness and discover what the elites are hiding.✨ Download Our FREE Throne Room Meditation✨ ➡️ https://www.truthseekah.com ➡️Join our online community at https://www.truthseekah.com ➡️ Support on Patreon! https://patreon.com/join/truthseekah✅ Get access to 40+ video lessons + Weekly LIVE calls!✅ Worldwide Online Community!✅ Courses, Monthly Webinars, Prayer, Meditation, Discussion✅ TruthSeekah's Meditation Library

The back episodes finally make it online, this is number 4 in a series of episodes - wait - this IS the current episode!Brett is back, so the episodes are getting posted almost on time!  Windows is starting to support ARM more, RAM pricing hysterics, Windows 11 CPU boost, Intel improves with iBOT, Microsoft 365 brings the CoPilot, and bots surpass humans on the network.  On with the show, enjoy!0:00 Intro1:15 Patreon2:09 Food Stories with Josh (just words, no photos)3:54 3DMark adds native Arm Windows support6:55 Josh talks about the latest Arm developments9:43 Memory prices may double this year (and related discussion)16:45 Windows 11 performance boost?19:05 Intel expands iBOT with 7 more games23:31 AMD reaches almost 45 percent CPU share on Steam25:23 Office 365 Copilot auto-install returns33:59 Bots take over the Internet36:59 Apple iOS 27 has an "agentic" solution for compromised passwords39:42 (in)Security Corner54:15 Gaming Quick Hits1:01:32 Picks of the Week1:10:02 Outro ★ Support this podcast on Patreon ★

A Shot in the Arm Media launches a new nine-part series produced in partnership with the UCSF Institute for Global Health Sciences, built around the book Redefining Global Health in the 21st Century, co-authored by Dr. mike Reid (UCSF Institute for Global Health Sciences) and Ambassador Eric Goosby (former U.S. Global AIDS Coordinator and former PEPFAR Chief Medical Officer). In this prologue episode, Reid and Goosby explain why they wrote the book, what defined the “golden era” of global health since the early 2000s—the Global Fund, PEPFAR, Gavi—and why that progress now feels at risk under the Trump administration's cuts to USAID and PEPFAR. They introduce the book's central metaphor, borrowed from Cory Doctorow's concept of “enshittification,” to ask whether global health institutions are on the brink of decay, and argue that decline is a choice, not a destiny. The conversation previews the arc of the series—covering the old order, governance, financing, climate, technology and AI, and self-care for health workers—and closes with a call for honesty, bipartisanship and accountability, grounded in the legacies of Nelson Mandela and Steve Biko. 00:00 Introduction: Is the Greatest Threat to Global Health... Us? 00:49 Launching the Series: Redefining Global Health in the 21st Century 02:06 Meet the Authors: Dr. Mike Reid and Ambassador Eric Goosby 02:32 Why They Wrote This Book 03:28 Writing Through the Trump Transition 05:28 The Golden Era of Global Health 08:04 Shared Responsibility and Its Roots 10:21 What's Unraveling Now 11:34 Vancouver 1996 and the Roots of the Reckoning 12:18 Honoring Health Workers and Naming the Moral Injury 14:18 What Would Have to Change, Structurally and Politically 17:50 “Enshittification” and the Risk of Global Health Decline 20:30 Kuhn, Paradigm Shifts, and a New Vision for Global Health 22:17 Goosby's 38,000-Foot View: Aligning Need, Access and Governance 25:16 Reid on Financing, Governance, Science and New Tools 28:06 Mapping the Series and the Book's Chapters 32:11 Reform Agenda or Transformation Agenda? 35:19 Letters to My Daughters: Making Global Health Personal 37:31 Why Global Health Matters at Home 41:12 Does the Field Still Reflect Why We Got Into It? 43:18 Bipartisanship, Nelson Mandela and Steve Biko 46:18 Toward a Reckoning: Truth, Reconciliation and Accountability 51:02 “Not on Our Watch” 53:27 Holding the Administration to Account 56:32 The Book, Its Price, and Where to Find It 58:23 Sign-Off and What's Coming in Episode Two Learn more about the book: https://bit.ly/redefining-global-health More from UCSF Institute for Global Health Sciences: https://globalhealthsciences.ucsf.edu Check Out mike Reid's Substack: https://substack.com/@reimaginingglobalhealth Check Out Ben's Substack: https://substack.com/@benplumley1 Join the Conversation! What would it take for global health to avoid decline? Share your thoughts in the comments! Subscribe & Stay Updated: Listen on Spotify, Apple Podcasts, or your favorite podcast platform. Watch on YouTube & subscribe for more in-depth global health — and look out for a dedicated sub channel for Redefining Global Health in the 21st Century under A Shot in the Arm's YouTube home. Redefining Global Health in the 21st Century (Playlist on Youtube) https://bit.ly/rgh-podcast A Shot in the Arm Podcast Youtube (Main Channel) https://youtube.com/@shotarmpodcast

Die einen schwimmen im Wohlstand, sie können fast alles erreichen. Andere kommen gerade so durch, und ihre Chancen sind viel schlechter. Die Schere zwischen Arm und Reich wird größer, sie ist nicht zuletzt auch eine Klassenfrage. Welche Bedeutung hat die Klasse in unserer Gesellschaft? Gast: Hanno Sauer, Philosoph Moderation: Jürgen Wiebicke Von WDR 5.

Espanha, depois de uma semana de trégua política para receber o Papa e as legislativas na Arménia, que deram maioria absoluta ao partido do atual Primeiro-Ministro pró-europeu. Edição de José Guerreiro.See omnystudio.com/listener for privacy information.

durée : 00:09:33 - Le sept neuf - par : Benjamin Duhamel - La ministre déléguée auprès de la ministre des Armées et des Anciens combattants, Alice Rufo, réagit à l'accord annoncé dimanche entre les États-Unis et l'Iran. Elle appelle à une réouverture "rapide" du détroit d'Ormuz et affirme que la France se tient prête à participer au déminage de la zone. - invités : Alice Rufo ministre déléguée auprès de la ministre des Armées et des Anciens combattants Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Recebemos novamente nosso amigo Heitor Loureiro para comentar as eleições na Armênia, além de observamos o movimento das peças no sempre complicado tabuleiro do Grande Oriente Médio.Também cobrimos as notícias políticas relacionas à Copa do Mundo, sediada na América do Norte, destacando as polêmicas ações do governo Trump em relação a alguns convidados.No mais, demos aquele tradicional pião pela nossa quebrada latino-americana, repercutindo o 2º Turno das eleições presidenciais peruanas, que deve se arrastar pelos próximos dias.Use o código XADREZ na Você Europeu para ter condições exclusivas: https://voceeuropeu.com.br/xadrez/Se inscreva na XXIII Conferência de Segurança Internacional do FORTE:  https://app.pipefy.com/public/form/bx-2GrbLConheça a Carta Global de Fernanda Simas: https://www.cartaglobal.com.br/Campanha e comunicado sobre nosso amigo Pirulla: https://www.pirulla.com.br/

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An in-depth examination of how the United States can build more effective partner militaries. Military assistance has a bad reputation. Large-scale attempts to build partner militaries in Afghanistan, Iraq, and Vietnam cost the United States billions of dollars and ended ignominiously, with the collapse of local forces as American troops withdrew. Arms transfers of sophisticated, American-made weapons often appear to do more harm than good. Yet military assistance and support—operating indirectly through partners—when done right, can deliver remarkable strategic results for the United States and its partners. Working effectively with partner militaries is one of the most pressing national security challenges for the United States today. In their latest book, War at Arm's Length: How America Can Build Effective Partners Through Military Assistance (Yale University Press, 2026), Richard Bennet and Alexander Noyes offer a systematic look at military assistance in the twenty-first century, examining a frequently deployed but often misunderstood set of tools that allows the United States to leverage partner militaries to achieve national security objectives. Bennet and Noyes posit that two main factors—the degree of interest alignment on security issues and the level of institutional capacity of the receiving force—will be the most important variables in Washington's ability to build militarily effective partners. Our guests today are Doctor Richard Bennet, who is a senior research associate at the Center for International and Security Studies at the University of Maryland, and Doctor Alexander Noyes, who is a fellow in the Talbott Center for Security, Strategy, and Technology at the Brookings Institution. Our host is Eleonora Mattiacci, an Associate Professor of Political Science at Amherst College. She is the author of Volatile States in International Politics (Oxford University Press, 2023).  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

An in-depth examination of how the United States can build more effective partner militaries. Military assistance has a bad reputation. Large-scale attempts to build partner militaries in Afghanistan, Iraq, and Vietnam cost the United States billions of dollars and ended ignominiously, with the collapse of local forces as American troops withdrew. Arms transfers of sophisticated, American-made weapons often appear to do more harm than good. Yet military assistance and support—operating indirectly through partners—when done right, can deliver remarkable strategic results for the United States and its partners. Working effectively with partner militaries is one of the most pressing national security challenges for the United States today. In their latest book, War at Arm's Length: How America Can Build Effective Partners Through Military Assistance (Yale University Press, 2026), Richard Bennet and Alexander Noyes offer a systematic look at military assistance in the twenty-first century, examining a frequently deployed but often misunderstood set of tools that allows the United States to leverage partner militaries to achieve national security objectives. Bennet and Noyes posit that two main factors—the degree of interest alignment on security issues and the level of institutional capacity of the receiving force—will be the most important variables in Washington's ability to build militarily effective partners. Our guests today are Doctor Richard Bennet, who is a senior research associate at the Center for International and Security Studies at the University of Maryland, and Doctor Alexander Noyes, who is a fellow in the Talbott Center for Security, Strategy, and Technology at the Brookings Institution. Our host is Eleonora Mattiacci, an Associate Professor of Political Science at Amherst College. She is the author of Volatile States in International Politics (Oxford University Press, 2023).  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

An in-depth examination of how the United States can build more effective partner militaries. Military assistance has a bad reputation. Large-scale attempts to build partner militaries in Afghanistan, Iraq, and Vietnam cost the United States billions of dollars and ended ignominiously, with the collapse of local forces as American troops withdrew. Arms transfers of sophisticated, American-made weapons often appear to do more harm than good. Yet military assistance and support—operating indirectly through partners—when done right, can deliver remarkable strategic results for the United States and its partners. Working effectively with partner militaries is one of the most pressing national security challenges for the United States today. In their latest book, War at Arm's Length: How America Can Build Effective Partners Through Military Assistance (Yale University Press, 2026), Richard Bennet and Alexander Noyes offer a systematic look at military assistance in the twenty-first century, examining a frequently deployed but often misunderstood set of tools that allows the United States to leverage partner militaries to achieve national security objectives. Bennet and Noyes posit that two main factors—the degree of interest alignment on security issues and the level of institutional capacity of the receiving force—will be the most important variables in Washington's ability to build militarily effective partners. Our guests today are Doctor Richard Bennet, who is a senior research associate at the Center for International and Security Studies at the University of Maryland, and Doctor Alexander Noyes, who is a fellow in the Talbott Center for Security, Strategy, and Technology at the Brookings Institution. Our host is Eleonora Mattiacci, an Associate Professor of Political Science at Amherst College. She is the author of Volatile States in International Politics (Oxford University Press, 2023).  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/political-science

An in-depth examination of how the United States can build more effective partner militaries. Military assistance has a bad reputation. Large-scale attempts to build partner militaries in Afghanistan, Iraq, and Vietnam cost the United States billions of dollars and ended ignominiously, with the collapse of local forces as American troops withdrew. Arms transfers of sophisticated, American-made weapons often appear to do more harm than good. Yet military assistance and support—operating indirectly through partners—when done right, can deliver remarkable strategic results for the United States and its partners. Working effectively with partner militaries is one of the most pressing national security challenges for the United States today. In their latest book, War at Arm's Length: How America Can Build Effective Partners Through Military Assistance (Yale University Press, 2026), Richard Bennet and Alexander Noyes offer a systematic look at military assistance in the twenty-first century, examining a frequently deployed but often misunderstood set of tools that allows the United States to leverage partner militaries to achieve national security objectives. Bennet and Noyes posit that two main factors—the degree of interest alignment on security issues and the level of institutional capacity of the receiving force—will be the most important variables in Washington's ability to build militarily effective partners. Our guests today are Doctor Richard Bennet, who is a senior research associate at the Center for International and Security Studies at the University of Maryland, and Doctor Alexander Noyes, who is a fellow in the Talbott Center for Security, Strategy, and Technology at the Brookings Institution. Our host is Eleonora Mattiacci, an Associate Professor of Political Science at Amherst College. She is the author of Volatile States in International Politics (Oxford University Press, 2023).  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/world-affairs

In der heutigen Folge sprechen die Finanzjournalisten Lea Oetjen und Nando Sommerfeldt über einen weiteren Rekord für Elon Musk, einen unerwarteten Dämpfer für Adobe und eine beispiellose Vorfreude-Rallye. Außerdem geht es um JP Morgan, Eli Lilly, Tesla, KLA Corporation, Lam Research, Micron Technology, Arm, Applied Materials, Marvell Technology, ASML, AMD, Intel, SanDisk, Viasat, Firefly Aerospace, Intuitive Machines, Planet Labs, EchoStar, Rocket Lab, OHB, Siemens Energy, Infineon, SAP, Oracle, Kontron, Porsche AG, Microsoft, Amazon, Apple, Alphabet, Nvidia, Deutsche Telekom, Ennoconn, Vanguard FTSE All-World UCITS ETF (WKN: A1JX52), SPDR MSCI ACWI IMI UCITS ETF (WKN: A1JJTD) und Invesco EQQQ Nasdaq-100 UCITS ETF (WKN: 801498). Meldet Euch hier zum kostenlosen AAA-Newsletter an: https://www.businessinsider.de/informationen/newsletter/alles-auf-aktien/ Und mit dem Code „AAAFRIENDS“ spart ihr jetzt 50 Prozent auf Eure Tickets beim Finance Summit am 2. Oktober – aber nur unter diesem Link: https://veranstaltung.businessinsider.de/event/financesummit26/summary?rp=c6dc55d6-6f4f-4fb4-b75f-3f3501d84859 Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

An in-depth examination of how the United States can build more effective partner militaries. Military assistance has a bad reputation. Large-scale attempts to build partner militaries in Afghanistan, Iraq, and Vietnam cost the United States billions of dollars and ended ignominiously, with the collapse of local forces as American troops withdrew. Arms transfers of sophisticated, American-made weapons often appear to do more harm than good. Yet military assistance and support—operating indirectly through partners—when done right, can deliver remarkable strategic results for the United States and its partners. Working effectively with partner militaries is one of the most pressing national security challenges for the United States today. In their latest book, War at Arm's Length: How America Can Build Effective Partners Through Military Assistance (Yale University Press, 2026), Richard Bennet and Alexander Noyes offer a systematic look at military assistance in the twenty-first century, examining a frequently deployed but often misunderstood set of tools that allows the United States to leverage partner militaries to achieve national security objectives. Bennet and Noyes posit that two main factors—the degree of interest alignment on security issues and the level of institutional capacity of the receiving force—will be the most important variables in Washington's ability to build militarily effective partners. Our guests today are Doctor Richard Bennet, who is a senior research associate at the Center for International and Security Studies at the University of Maryland, and Doctor Alexander Noyes, who is a fellow in the Talbott Center for Security, Strategy, and Technology at the Brookings Institution. Our host is Eleonora Mattiacci, an Associate Professor of Political Science at Amherst College. She is the author of Volatile States in International Politics (Oxford University Press, 2023).  Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

Wie immer diskutieren wir im ersten Teil unseres Programms aktuelle Ereignisse der Woche. Wir beginnen mit einer Analyse der Verhandlungen im Nahen Osten, wobei wir die unterschiedlichen Interessen der Regierungschefs der USA und Israels näher betrachten. Anschließend sprechen wir über Deutschlands Wiederaufrüstung und Verteidigungsausgaben, die in Frankreich offenbar Besorgnis ausgelöst haben. In unserem Wissenschafts- und Technologiethema sprechen wir über einen Bericht der Universität der Vereinten Nationen, der davor warnt, dass die Umweltauswirkungen von KI-Rechenzentren mittlerweile eine Größenordnung erreicht haben, die mit der von ganzen Ländern vergleichbar ist. Und zum Abschluss des ersten Teils des Programms diskutieren wir über das Finale der French Open. Der Rest des Programms ist der deutschen Sprache und Kultur gewidmet. Die heutige Grammatiklektion konzentriert sich auf The Passive Voice – Part 3. Viele Deutsche lieben ihren Balkon. Er ist eine Wohlfühloase, wo man sich wie zu Hause fühlt – wo man ja auch tatsächlich ist. Meistens wird er gemütlich und individuell eingerichtet. Manche verbringen sogar gerne ihren Sommerurlaub dort. Doch es gibt auch Regeln zu beachten. Außerdem sprechen wir über Hape Kerkeling, einen deutschen Komiker, der seit Jahrzehnten wirklich alles und jeden auf den Arm nimmt. Und genau das ist auch die Redewendung dieser Woche: Auf den Arm nehmen. Unterschiedliche Interessen von Trump und Netanjahu erschweren die Verhandlungen im Nahen Osten Frankreich ist besorgt über die Aufrüstung und die Verteidigungsausgaben Deutschlands KI-Rechenzentren verbrauchen so viel Energie wie ganze Länder Viele Überraschungen bei den French Open 2026 Urlaub auf Balkonien Hape Kerkeling

With the Co-Authors of The Greater Game and Dan Sullivan of Strategic Coach and John Bowen of CEG Insights Louis Diamond speaks with Dan Sullivan of Strategic Coach® and John Bowen of CEG Insights about founder dependency, enterprise value, and the architecture behind scalable businesses. In Summary Many advisory firms grow successfully while remaining highly dependent on their founders. Dan Sullivan and John Bowen argue that the difference between a successful practice and a valuable enterprise comes down to architecture. Louis sits down with the co-authors of The Greater Game to discuss founder dependency, enterprise value, intellectual property, and why some businesses scale beyond their owners while others do not. The conversation offers advisors a framework for thinking differently about growth, succession, and long-term optionality. The Storyline Many advisors spend their careers helping clients build valuable businesses. Far fewer stop to ask whether their own firms are being built the same way. That tension sits at the center of Louis Diamond's conversation with Dan Sullivan, co-founder of Strategic Coach®, and John Bowen, founder of CEG Elevate Group and CEG Insights. Their new book, The Greater Game, challenges a common assumption about growth: that bigger businesses are simply the result of working harder, adding more clients, or improving existing systems. Instead, they argue that enterprise value is created through architecture—the deliberate design of a business that can scale, transfer, and thrive without its founder at the center. The discussion introduces a framework for understanding why some entrepreneurs remain trapped in optimization while others build enterprises that compound in value over time. Along the way, Dan and John explore founder dependency, intellectual property, succession planning, strategic partnerships, and the role advisors can play in helping entrepreneurial clients navigate each stage of growth. For advisors, the framework creates an important mirror. The same forces that limit enterprise value for entrepreneurial clients often exist inside advisory firms themselves. The result is a conversation that extends well beyond business growth and into questions of optionality, transferability, and what ultimately makes a firm valuable. Topics Covered Enterprise Value Creation Founder Dependency Risk Business Architecture vs. Optimization Intellectual Property & Scalability Strategic Partnerships & Leverage Succession Planning & Optionality Legacy, Impact & the “Greater Game” Mindset > Download a transcript of this episode… Listen and Learn Highlights for Advisors What is The Greater Game—and why does it matter to advisors? (17:57) Dan and John introduce the framework behind their new book and explain why advisors should think about it both for entrepreneurial clients and for their own businesses. Why do only a small percentage of entrepreneurs create exponential enterprise value? (22:24) The discussion explores the difference between “architects” and “optimizers” and why most business owners remain focused on improving what exists rather than designing what comes next. Why is founder dependency such a significant valuation risk? (35:00) John explains how businesses that depend on a single individual often struggle to scale, transfer, or command premium valuations. How does expertise become intellectual property—and why does that matter? (35:00) The transition from expertise to transferable systems may be the most important bridge in the entire framework, creating leverage that extends beyond the founder. What prevents many advisors from fully serving entrepreneurial clients? (18:00) The conversation examines why most advisors are well-equipped for traditional planning needs but less prepared for the governance, succession, and enterprise-value challenges entrepreneurs eventually face. What does the next game look like after you've already “won”? (50:00) Dan and John discuss why many successful entrepreneurs and advisors eventually shift their focus from accumulation to significance, impact, and legacy. What's the single most important move an entrepreneur can make? (52:30) Dan shares the concept of Unique Ability® and explains why simplifying around your highest-value strengths often creates the greatest multiplier effect. Key Takeaways Enterprise value is created through architecture, not effort. Many successful businesses continue to grow while remaining highly dependent on their founders. The firms that command premium valuations are often built differently from the start. Founder dependency acts as a hidden valuation discount. The more a business depends on one person, the more difficult it becomes to scale, transfer, or sell at a premium. Intellectual property is often the bridge between a practice and an enterprise. When expertise becomes codified, transferable, and repeatable, value begins to exist independently of the founder. Advisors and entrepreneurs often face the same challenge. The same founder-dependency issues advisors help clients solve frequently exist within their own firms. Strategic partnerships create leverage that expertise alone cannot. Many of the most successful entrepreneurs grow through collaboration, ecosystems, and coordinated expertise rather than attempting to solve every challenge themselves. Most advisors are trained to solve early-stage problems. Entrepreneurial clients eventually require guidance around succession, governance, scalability, and enterprise value—areas that extend beyond traditional planning. The next stage of growth is often not about growth at all. For many successful entrepreneurs, the question eventually shifts from accumulation to significance, impact, and the legacy they want their business to create. https://www.youtube.com/watch?v=JY5xOB8GTQY Quotable Moments “The exit multiple is downstream of the architecture.” “The difference between a three-times and a fifteen-times multiple is often whether the business depends on the founder.” “You have to simplify in order to multiply.” “We're not talking about a 10x game anymore. We're talking about a 100x game.”     FAQs Why do some advisory firms command higher valuation multiples than others? Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. What is founder dependency and how does it impact enterprise value? Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. What is the difference between an architect and an optimizer? An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. What does Dan Sullivan mean when he says “100x is easier than 2x”? The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. How can advisors better serve entrepreneurial clients? Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. What is the expertise trap and why does it matter for advisory firms? The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Dan Sullivan and John Bowen argue that valuation is often determined long before a transaction occurs. Firms that reduce founder dependency, codify intellectual property, and build transferable systems typically command higher multiples than those built around a single rainmaker. Founder dependency occurs when clients, revenue, and decision-making remain concentrated around one individual. While those businesses can be highly successful, advisors find they are often more difficult to scale, transfer, or sell. An optimizer focuses on improving an existing business model. An architect builds systems, intellectual property, and structures designed to create leverage, scalability, and long-term enterprise value. The concept challenges entrepreneurs to stop thinking incrementally. Rather than working harder within the current model, transformational growth often comes from redesigning the model itself through better leverage, collaboration, and systems. Many entrepreneurial clients eventually need guidance beyond investment management, including succession planning, governance, intellectual property strategy, and enterprise value creation. Understanding where a client sits in their business journey can help advisors provide more relevant advice and coordination. The expertise trap occurs when critical knowledge, relationships, and processes remain inside the founder's head. Until that expertise becomes transferable and repeatable, enterprise value often remains limited regardless of growth. Related Resources The Greater Game by Dan Sullivan and John Bowen Strategic Coach® CEG Elevate Group The Greater Game Dashboard Diamond Consultants Advisor Transition Report Dan Sullivan The world's foremost expert on entrepreneurship in action, Dan Sullivan has spent the past five decades empowering business owners to reach their full potential in both their professional and personal lives. His strong belief in and commitment to the power of the entrepreneur is evident in all areas of his company, Strategic Coach®, and its successful membership community. Dan is married to Babs Smith, his partner in business and in life. They jointly own and operate The Strategic Coach Inc., with offices in Toronto, Chicago, and the UK Dan and Babs reside in Toronto. John Bowen John J. Bowen Jr. is the founder and CEO of CEG Elevate Group, the holding company that includes CEG Worldwide and CEG Insights. Through these companies, he helps elite financial advisors serve fewer, wealthier clients exceptionally well while building more valuable and scalable businesses. Before founding CEG, John spent 26 years as a financial advisor and built a $2 billion wealth management business. That firsthand experience grounds CEG’s work today across advisor coaching, enterprise programs, empirical research through CEG Insights, and practical frameworks for advisors who want to move beyond practice growth to enduring enterprise value. John is the author of 21 books on wealth management, entrepreneurship, and success. His newest book, The Greater Game: Your 100x Blueprint for Exponential Growth, Freedom, and Legacy, co-authored with Dan Sullivan of Strategic Coach, will be published by Hay House Business in May 2026. Today, John and the CEG team work with leading advisors and enterprise firms — including some of the largest advisor organizations in the United States — to help advisors deepen relationships with affluent clients, build scalable practices, and design lives of greater significance. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen A conversation with Louis Diamond and Co-Authors of The Greater Game, Dan Sullivan of Strategic Coach and John Bowen of CEG Insights.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Architecting 100x Growth: A “How-To” From Legends Dan Sullivan and John Bowen, a conversation with the industry’s top coaches and co-authors of The Greater Game. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Most entrepreneurs and many advisors spend years optimizing for growth without realizing they’re building a business that still depends entirely on them. Revenue and complexity grow; enterprise value, transferability, and freedom often lag far behind. Dan Sullivan and John Bowen argue that the issue isn’t effort or intelligence; it’s architecture. No doubt these are familiar names in the wealth management industry, but just to set the stage, Dan is the co-founder of Strategic Coach, and John is the founder of CEG Elevate Group and CEG Insights. Together, they spent decades coaching and studying high-performing entrepreneurs and advisory firms. Their latest book, one they joined forces on, The Greater Game, lays out a very different framework for thinking about growth, one built around scalability, transferrable value, and long-term leverage rather than incremental optimization. What makes this conversation especially relevant for advisors is that the framework cuts both ways. It applies to the entrepreneurial clients that advisors serve, as well as to the advisory firms themselves. And in many cases, the same founder dependency and expertise trap that limits a client’s enterprise value is quietly limiting the advisor’s business too. We talk about the difference between operators and architects, why 100 times growth can actually be easier than two times growth, where businesses tend to stall as they scale and how advisors can start thinking differently about their own firms, particularly when it comes to enterprise value, succession, and long-term optionality. It’s rare access to a conversation with two of our industry’s legends whose advice and counsel has not only helped to transform the business lives of many of our listeners, but also my own. So let’s get to it. Dan and John, thank you both for joining us today. Dan Sullivan: Thank you, Lou. It’s a real pleasure. John Bowen: I’ve had the privilege of joining you before, but never with my co-author, Dan Sullivan, and I’m excited to share what we’re doing because I think it can make a big impact in our advisor industry. Louis Diamond: No doubt about it. Yeah, this has been an interview I’ve been very excited to host. So let’s jump right in. Dan Sullivan, I think you are a man that needs little introduction. So many advisors in the industry are fans or clients of your firm, Strategic Coach, but for those who aren’t as familiar or need a refresh, can you just give some quick context into why you started Strategic Coach and what the company does today? Dan Sullivan: Yeah. Well, it goes back to 1974. I was a copywriter at BBDO, the Canadian branch of BBDO, big global advertising agency. It still is. But I’ve been sort of a lifetime coach. I remember once when my mother finally caught up with what I was doing in life and I was describing what I was doing, she says, “Well, you were doing that when you were a child. You were talking to adults and you were asking adults about their experiences.” And I said, “Yeah, I could do this when I was eight or nine years old, but it took me a long time to get a business model wrapped around it.” But I jumped out in 1974 and started coaching anybody, but it actually turned out that entrepreneurs were the best people to coach because they would write a check on the spot and they would make a decision on the spot and I needed cashflow and I did it. So I’ve been personally, as a Strategic Coach, which was named by someone else. You’re just out there trying to get cashflow to pay for the rent. So I started in ’74, and I was lucky and it really relates to your target audience, Lou. Right off the bat, I got what are called top-of-the-table life insurance agents. And that was really, really great because life insurance agents are purely a conceptual business. So someone can get a new idea at breakfast and they can have a new business by dinnertime just because they can change their mindset. And that moved on. And I did that for 15 years, just one-on-one, 1970s, 1980s. And then, I’d had enough experience that we turned it into a workshop program in 1989. We’ve been at it ever since. So I was at a talk. Joe Polish is a great friend of ours, Joe Polish with Genius Network. And he had a speaker there, and he says, “You’re one of the original gangsters, aren’t you? You’re one of the first people.” And I said, “I don’t know if I’m the original, but I think I’m the only surviving one.” So it’s 52 years that I’ve been doing what I’m doing. And I had the good fortune to meet John in around 2009. John, was that the year? 2009? John Bowen: Yeah, in the little economic downturn that everybody knows about here. Dan Sullivan: Yeah. And John had a great coaching program and we had a great coaching program. And over the years, we’ve talked a lot about what makes a entrepreneur exponential in their thinking. And finally, about two years ago, we decided, let’s write a book about this. And that’s the new book, which is called The Greater Game. That’s where this all started. It’s just been a great pleasure because we sync very well. Louis Diamond: Amazing. And Dan, I think a lot of people likely know you either from Strategic Coach. I know I’m personally a big fan of two of your books and I know of others, The Gap and The Gain and Who Not How. We’re going to talk about your new book, but I think it’d just be helpful. Can you talk about the key premise of some of your prior books, The Gap and The Gain and Who Not How? Dan Sullivan: As a result of my membership, I’m a member in other groups. And so Joe Polish of Genius Network fame, he’s been in my program for 28 years, and I’ve been in his program for 15 years. And there was a writer who was in one of the first Genius Network workshops, and he approached me. And I created a lot of books, but I create small books and they’re self-published. I do a book a quarter. I’m 82 in about three weeks. So when I was 70, I said, “I’m going to give myself a 25-year project. I’ll write 100 books in 100 quarters.” And this is quarter number 47, and I’m writing my 47th book. But they’re little books. They’re 60, 70 pages. They’re one-idea books. And Ben Hardy, who was, at that time, the number one writer on Medium, which is a blogging type medium, he approached me, and he said, “I know you don’t write big books and you don’t have publisher books. But,” he said, “if you ever did,” he said, “I’d like to collaborate.” And that was a great good fortune on my part. So we produced three books in five years. The first book was Who Not How. Who Not How basically says when you have a goal, the biggest problem with the goal, you’re excited about the goal, but you’re not excited about doing it. So you find “Whos” who help you and you build teamwork around it. And that was a big seller. And then, we had another concept which was called The Gap and The Gain that entrepreneurs, depending on how they measure their progress, can be perpetually unhappy or they can be perpetually motivated. And it all depends on how they measure their progress, how they measure their goal setting and their goal achievement. And then the third book, which has really turned out to be the big one, up until this book, this book will be bigger. It’s called 10x Is Easier Than 2x. So hence, Coach, everybody has a 10x game plan. Whatever number they want to choose, revenues, personal net worth, whatever, you have a framework of 10x, which is sometime in the future, but you use that future framework for deciding what you’re going to do today that will end up as a 10x result. I thought that was going to be our formula for the rest of my life until I met John. And then John is a great AI practitioner. And I began to realize that that 10x is now becoming 100x for really top-notch entrepreneurs, but the 10x is easier than 2x. And we just crossed the million mark with the three books, which is really good. And it’s great for lead… we’re having people show up and they’ve really bought into what Strategic Coach is. We have a good size company. We’re not a small company. We have 120 team members. We’re in five centers: Los Angeles, Vancouver, Chicago, Toronto and London, England. But it’s been really great because we’ve really grown with technological change and it’s basically, we teach people how to think about their thinking. And Lou, you were in for three years, both in-person and virtual. So you know what the starting structure of it is, but I’m in love with entrepreneurs. Entrepreneurs are crucial characters on the planet, but mostly they operate alone and what we’ve done is create a community for them. Louis Diamond: Fantastic. Thank you, Dan. And John, I think perfect segue to you, because I know you’ve spent your career serving and helping entrepreneurs as well, mostly within financial services or within wealth management. And you’ve been very kind to share some of your amazing research on advisors serving entrepreneurial clients in the past. But for anyone who’s missed those episodes, similar question for you, can you share what your companies do? CEG Elevate, CEG Insights, your new research, and then we’ll dive into your exciting new book. John Bowen: Thank you, Louis. And Dan and I are very excited about just entrepreneurs in general. Dan is, because he’s working with them directly. The best clients for financial advisors are entrepreneurs, largely, if you’re going to go high net worth, ultra-high net worth. So we have a company, CEG Elevate, which is our parent company. Two of the companies that are really interesting for this podcast is CEG Insights and this is our research arm. And we’ll study about 20,000 high net worth, ultra-high net worth clients this year in depth and 6,000 up to 7,000 we’ll do just of entrepreneurs. And this is in the partnership. Lou, I invited you up to… We were skiing two years ago in Park City and you couldn’t join us. But Dan and I made a deal to do a 25-year partnership studying entrepreneurship, one for Strategic Coach and his coaching clients, but really the opportunity for financial advisors. And it’s probably just as well because I came down, and I think, Dan, you were 80 at the time and I was 69. I’m 70 now. And I was skiing with a whole bunch of 40-year-olds, and they’re all going, “You guys are way too optimistic.” And Dan and I are just getting started on this. And the other company that’s applicable is CEG Worldwide, where we have the privilege of coaching and training some of the top financial advisors, those aspiring, and also working with the enterprises to really help move up market and do this great experience. Louis Diamond: Fantastic. Dan, question for you. What was the core problem you and John were trying to solve in your new book, The Greater Game? What is it that existing frameworks weren’t touching? And then John, I’ll have a follow-up question for you after that. Dan Sullivan: Yeah. Well, by the very nature of what we do, we’re not going for wannabes. We’re not going for entrepreneurs who hope to be really successful someday. We’re engaging with and we’re registering into both of our communities, people who, they’re already great. They’re already doing so many things right, but they’re kind of doing it unconsciously. They just have a unique ability for growth. They have a unique ability for networking and expansion, but the very, very core is they’ve done it on their own. And they’ve done it out of intuition and they’ve done it out of ambition and motivation. But their biggest problem is that they’re really lonely. I’m in my sixth decade now of coaching entrepreneurs, and people say, “Well, what’s the number one problem that entrepreneurs face?” And I said, “Loneliness.” They can’t explain themselves to the family they grew up with. They can’t explain themselves with their lifetime friends. They have thoughts about how they’re operating. And they take enormous pride in their ability to transform difficulties into breakthroughs, but they don’t have anybody to talk to. So what we’ve created is a community where when you walk in the room, everybody in that room immediately understands you. Everybody immediately applauds what you’ve done. Everybody is inspired by you. So my framework is I call, “What you’ve done on your own, you’re great. You’re a winner already, but who do you talk to?” You have to hide a lot of your success because they just won’t understand what it is that actually motivates you. And the beauty of the partnership with John is the vast majority of our clients are in 70 or 80 different industries, so they’re not peculiar. We start off with financial services, especially life insurance. But what I notice is that all the difficulty they get into life is they’re trying to communicate with people who don’t understand them. And what we’re saying is, “Stage one, you did it on your own, you’re great by any standard whatsoever. You check all the boxes for being a successful person, but you don’t really have any way to actually check out how other people are doing this.” And so we’ve created a community, and John has created a community where people, immediately, there’s understanding. And not only that, but there’s opportunity because they’re unique in their own ways. Every one of our entrepreneurs has created a very, very unique pattern of success that if they were with 10 other people, they could learn from this. If they were with 30 other people, they would learn even more. So that’s what we’ve done. So stage two is now joining a community where everybody gets you. Louis Diamond: Interesting. And that’s the premise of the book. We don’t want to have people not buy it, but what is the greater game? What’s the game that folks are playing and pursuing and how do you make it greater? Dan Sullivan: I tell you, what I’ve always been lacking, I’m sort of intuitive like most entrepreneurs are. We’ve done about 300 times growth since we started the program. But it’s intuitive. I don’t have any research to back this up. I’m low on fact finder. I find, generally speaking, the best facts are just the facts that I make up, but at a certain point, you’d like to have some actual research to back me up. So I’ve gone as far as I can go with our company without real research. Then John comes into the picture, and now we got some real research. And I will say this, this is generally true. It’s not just a problem with me that I don’t have research. I find that entrepreneurism is one of the least researched subjects on the planet. And John comes along and he’s done all the backfill for how entrepreneurs actually perform and I’ve got research to prove it. Louis Diamond: Perfect. Yeah, John, question for you. So what is The Greater Game? And then, how do you think it relates to what financial advisors have been missing? John Bowen: One of the things that we as financial advisors all want to work with people who have already won. And there’s no better group than entrepreneurs, successful entrepreneurs. If we look at people with 25 million or more of investible assets across all households in the US, 90% are entrepreneurs. And at the 5 to 25 million of investible assets, it’s three out of four. So at CEG Worldwide, we’ve always wanted to really understand advisors. And we said we’ll partner with Dan and his passion with entrepreneurs, we’ll go ahead and study them so that we can bring insights on how we can better serve them. And the very first thing we want to do is understand, yeah, there’s very different stages that we see of entrepreneurs and we talk about the whole concept of The Greater Game. And the idea here is we wanted to identify… And I’ll share some PowerPoint slides. I know a lot of us are listening and I just want to walk through this, but Louis will have it in show notes, his team will. We really saw four areas. The first one was level one, stage one was foundation for freedom. They had ambition, the vision, but they really needed security. And Dan calls this, and I love this term, “cash confidence.” But it’s really using a financial advisor to have security. And one of the things, the last time I was on with you, Louis, we talked about there’s 59.2% of entrepreneurs who want to switch advisors because they don’t believe they have that security. And that’s kind of the foundation. And this is why you’re never going to read a more friendly financial advisor book for entrepreneurs than this because in our coaching program, we’re developing workshops and so on to bring this message out. And then the second level is where now we saw… and there were four levels. Dan and I identified 5.4% of these entrepreneurs that were just killing it and they were going through all four levels. The second level was energy for expansion. They were very motivated, they were excited about getting up and really the intellectual property, and Dan’s been one of the big leaders in this, is so much of what we know… And as I go through this too, I want every one of the advisors to think about it’s not only your entrepreneurial clients, this is for you too, is having this intellectual property, getting it out of your head so that your business is not founder-dependent or personality-dependent. You’ve got this enterprise. And then, the third level where it really took off was collaboration and multiplication. And Dan talked about the power of community and this is so big. And for advisors, the community is often working with other professionals, the accountants, the attorneys, the investment bankers. Matter of fact, when we survey, we found that 40% of the people with 25 million or more that they invest with an advisor came through an investment banker. So creating that community, teamwork, having the right team and then autonomy. Can you step away from your practice? The entrepreneurs step away 30 days, 60 days, 90 days, making that independence, moving from the founder-dependent to the enterprise. And the last level was exponential. And this is all along the way, the AI opportunities to accelerate this and augment this is really real, but the agency where the blue ocean, creating new markets, then getting the commitment and courage. And at each of these levels, we saw different entrepreneurs just really taking off. And one of the things that’s so important, Louis, for what we’re talking about today is advisors all are ready to treat stage one, the foundation for freedom, but they don’t really understand the other stages, and that’s really what entrepreneurs want. So if you want to work in this market, it’s very important for you to understand what you can do to help. The difference is often for an entrepreneur, a three to five multiplier versus 15, the level one or stage one to stage four. And this is where it gets really exciting. Louis Diamond: This would be a question for John. You found, and he’s mentioned it, that only 5.4% of entrepreneurs operate as architects versus optimizers. Can you explain the difference between those two personas? John Bowen: Well, I’m going to set up the research and let Dan really bring it home. But Dan and I came up with this framework, The Greater Game and the 10 Multipliers, and we’ve got that and we’re putting it in order and we wanted to really confirm. And everything we do is empirical research. So we reached out to 1,000 very successful entrepreneurs, 1,016. And it became very clear that the 5.4% of them were actually executing on all these levels and they were just distancing everyone else. And what we came up with, and Dan mentioned it earlier, that his book, 10x Is Easier Than 2x, but we said, what we’re seeing… and we’ve got a whole bunch, I think it’s 26 stories in the book of entrepreneurs, we’re seeing so many people blow this out that 100x is easier than 2x, and it forces a whole different mindset where if you’re optimizing, you’re kind of looking incrementally. But when you step back as an architect, big picture, wow, huge opportunity, both for entrepreneurs and advisors that are entrepreneurs to make a real big difference. This is something you’ve really coached to and had the privilege of working with thousands of entrepreneurs helping them on that journey. Dan Sullivan: Yeah. One of the things that was confusing for me, Lou, when I first started coaching, because everybody who came in to coach, you remember when you came into your first Chicago workshop, that everybody in the room was motivated. I’m not a motivational speaker. I don’t have to motivate the entrepreneurs who are in Coach. They’re already motivated. The problem is the focus of their ambition and focus. And what we discovered was that there were two types that showed up. I didn’t really understand it, but they’re what I call status-oriented entrepreneurs. And what they are when they were a kid, they didn’t have anything. Their family wasn’t at the top of the pole. When they were born, they grew up in a certain community, but there were certain people who lived in the right part of town and they had really big houses and everything about their lifestyle was way above everybody else in the lifestyle. And they saw the lack of what they had, because of the way they were born, that they were going to match it. But the matching was based in not only what the big home looks like. They’ve got other homes, they’ve got vacation homes. They belong to clubs. There’s clubs for the winners, and the losers aren’t part of those clubs, golf courses and boating clubs and everything else. And what I noticed was their motivation was simply to get to that point where they had the same sort of status. And they’re interesting for a while, but once they’ve gotten to that level of status, they’re not interesting anymore. They go on cruise control at that point and they just want to stay within that framework. But the really interesting entrepreneurs, and we really highlight them in the book, it’s just about growth. So when they get to one level, they say, “That’s great. Okay, now I’ve got a new baseline and now I want to grow even further.” And we have one story, very, very interesting. When he came into my Chicago workshop, I met him and he said, “I’ve got a big engineering company.” This is Paul VanDuyne. He’s out of the Quad City area of Iowa. And he says, “My ambition for your program is for three years, I’m just going to plan my retirement.” And I said, “Well, we’ve got some thoughts about that.” So I said, “Just do your first workshop and we’ll talk about it 90 days from now.” And he came back and he had an entirely different game plan, and he’s grown basically 250 times in his last 13 years. He’s completely transformed the industry that he’s in and he had this growth. So what we’re looking for in The Greater Game, we’re looking for those entrepreneurs who are already successful, but they don’t see any stopping point. They’ll grow to one level and then they say, “Okay, that’s the new baseline. Now I grow to another level.” Meanwhile, three years ago, what happened is the world got a new capability called AI. AI, you’re not talking 10x. If you use it properly… a lot of people are in the very early stages here, but we can see the ones who are applying it for growth. John has set up an entire research structure just to measure the people, and what are the people who are just motivated by growth? They don’t see any stopping point. They don’t see any retirement age. They’re just growing. They’re in better health now than they were when they started their ambition. One of the great breakthroughs we’re having now is the impact of AI on physical fitness and health right now. And so you have 70-year-olds now who are way more ambitious at 70 than they were at 50. So we think a whole new world is being created in front of us, but there isn’t the research to measure what the real winners of this new game are actually doing. And The Greater Game is a lot of Strategic Coach thinking tools, but it’s also the phenomenal research that John is doing, and we’re measuring exactly what are these people who just constantly grow, what are they actually doing? John Bowen: Louis, if I can jump in, I want to go back to Paul just for a second because he was going to do something classical, and Dan is also my coach and I was going to do something similar. Paul told Dan that he was going to retire at 65, and his wife. And he were going to open up a little mom-and-pop coffee shop. And the reason so many of the entrepreneurs are caught in the 2x optimization is they’re grinding it out. They’re working harder to be more successful and the desire to do that isn’t very high. That’s why you retire. On the other hand, what we found, the ones working on 100x are building platforms and ecosystems. They’re architected. And as we were writing the book, CEG grew by 58%. I’m going to give a lot of credit to the book, because as Dan and I were working on the processes, I wanted to walk all the talks. This is where the world is changing. I want everybody to think as a financial advisor, you’re being served twice, one with The Greater Game, they don’t care about a few basis points on returns. That’s table stakes. So much of the level one is taking care of the investment side, mitigating taxes, taking care of the areas, protecting the assets, some charitable planning, maybe shoot in some succession planning. I can tell you only 6% of the entrepreneurs actually feel they’re getting that from you, but that’s only level one. If you can help them from each of the stages, stage one through four, and help them create that vision, they’re going to love you to death. Because many of them want to continue in this path and create tremendous value, bigger impact, not creating legacies in the sense of enduring legacies, but active legacies. Last year, my wife and I set up a private foundation. I called it The Greater Game Foundation. I just love this so much, the difference that you can make, and I want to do it while I’m living, not while I’m gone type of thing. I think that’s one Dan and I very much share. Louis Diamond: Awesome. You wrote the book 10x Is Easier Than 2x, but now you’re claiming 100x is easier than 2x. How can that be the case? Dan Sullivan: The interesting thing, one of my points of proof on the original idea, the 10x Mind Expander, I use a lot of what the entrepreneurs have already done to prove the future. In other words, I said… You’ll remember the exercise, Lou. And I said, “I want you to pick your best number.” Everybody’s got a best number. It’s revenue, it’s net worth, whatever. And I said, “I just want you to multiply by 10.” And immediately there’s this reaction. He says, “You know how hard it was to get to just where I am 10 times?” And I said, “Well, you’ve already done 10 times. You’ve probably done 10 times twice. So let’s go back to the beginning. When were you 1/10 of where you are right now?” And they can nail it. They can tell you the year, they can tell you the month when they were 1/10 of where they were. And I said, “Let’s write the actual structure that got you from 1/10 to where you are right now.” And there’s five stages, and usually it’s an event, it’s a new relationship and all of a sudden they get a big check. And we measure, as entrepreneurs, size of check is a good scorecard. When you’re first starting, you got a $10,000 check, that was the biggest check. But about five years later, you get a $100,000 check, and all of a sudden it seems strange at breakfast, but by dinner you’ve normalized the idea, “Well, I know what it’s like to get a much bigger check, a 10 times check.” And so I have them create five growth stages that took them from where they were 1/10 to where they are right now, and I said, “Now let’s go back and talk about doing 10 times more.” And what they recognize, 80% who’ve got them 10 times the first time is going to be the same. It’s relationship, it’s having a great team, it’s having a simple approach that always works and it’s about the kind end customer. It’s not about them. It’s about who is it that you’re being a hero to in the marketplace. Because the truth is people don’t want to have a lot of relationships as they grow. They’d like to have one relationship to grow. They’d like to have an advisor who’s growing with them. But then John introduced me to the whole world of AI and I said, “We’re not talking 10 times anymore. We’re talking 100 times.” I said, “If you apply this new form of thinking, because it is an entirely new form of thinking, to what you’re doing right now, you can see that 10 times is going to happen just by doing three or four things where you’re eliminating waste, you’re eliminating things that just don’t work anymore, changing relationships, changing teamwork, changing collaborations in the marketplace.” But meanwhile, this new world of thinking is making you healthier. It’s making you more fit. So where before you thought you wouldn’t have the energy at 70, you now have more energy at 70 than you had at 50. So you’re the only one who says when it’s going to stop. I’m 82 in three weeks. We’re having this… I’m 82 and I’m way more ambitious at 82 than I was at 52. And the world is, because the world outside in terms of technological capability and access is way, way bigger in my 82nd year than it was in my 52nd year, and I love the growth. I have to tell you that the greatest point where AI is going to have the impact is going to be making money. The big titans, the Metas, the Googles, the Nvidias, what do they have in common? It’s about the money and where AI is being applied most is how you do new things with money. So that’s where the 100 times now comes from. I’ve normalized it. I said, “We’re not talking a 10x game anymore. We’re talking 100x game.” But the number on the scoreboard isn’t the issue. The scoreboard is, are you actually having fun? Louis Diamond: Yeah, we call it living your best business life. That’s our major barometer in charge. John, I don’t know if you could pull up your slides again, but I want to talk about the bridge between stage two in your pyramid to stage three. So that’s from expertise into scalable property. Can you explain how this relates to a financial advisor or an independent business owner and why this concept is so important for the valuation of a business? John Bowen: The book, it’s written for entrepreneurs, but I wanted to create some bridges while we’re together with Louis on really what’s going on for financial advisors and how you can help them. So if they’re at our stage one, Dan and my stage one of The Greater Game, and they want to go to two, they’re kind of dreaming oftentimes, and we want to help them begin creating the architectural structure. And as an advisor, this is really going to encourage everybody to read chapter two, The Greater Security. It talks about really the VFO, Virtual Family Office structure that they want, and you got to help them get financially solid, building personal wealth outside of the business, tax, estate, insurance, business structure. That’s what we all do today. Then though, if they want to move from level two to three, what we find over and over again, advisors are not equipped to do this, because what we’re taking is that founder where everything’s in its head, we’re now helping them move from just having that expertise to having scalable property. This is that codifying the process of building IP that’s transferable. And this is where the real valuation changes. Now, I’m not asking financial advisors to be the IP experts, but what the entrepreneurs want is they want somebody to help them curate and then coordinate between each of these levels. We go from three to four that the founder is indispensable, oftentimes at three. Now we want the team there to be invincible. And it’s not just the individual team as Dan was talking about. It’s the community. The collaboration is where this really takes off. The noise of AI is making it harder to market, but by partnering, particularly as financial advisors, we can very quickly have groups. One of the reasons why I’m collaborating with Dan, I want to help our financial advisors to work with entrepreneurs. Dan wants that research. So this is the natural collaboration. But they’re interested here in governance, self-managing teams. One of the things that Strategic Coach is brilliant at, the pre-transaction they want. And what we find so often is the indispensable discount. So many businesses sell, if they sell at all, they’re selling for three to five times multiplier, not advisory, but traditional businesses. Well, if you can make it to four, all of a sudden you’re now talking to 10 to 15 times multipliers. And think of it as if I’m a buyer and I’ve been involved in 50-some transactions, what happens is if the business is the guy, the gal, they’re the business, then you’re buying a very expensive job type thing. So let’s just keep a simple one. They’re having a couple million dollars of EBITDA. And let’s say the high range of that, five times EBITDA is $10 million. Well, the difference at 15 times two million is 30. Now, a few basis points I don’t really care about. I really care about capturing that difference. And because there’s a machine working without, I can buy that machine and generate that cash flow and it’s also taking advantage of the vision. And then when we get to level four, this is where most advisors make the biggest mistake is, “I’ve won. I’m at level four. I’ve got tremendous wealth.” Okay, but I’m now looking at significance. And I do want to go, “It’s not enduring legacy I’m looking for. I’m looking for active legacy. I’m looking for family governance.” Do I want to continue to build it like Dan and I’m doing at 70? I’m building the business so I can continue doing it as long as I want to do it. At the same time, and I love the impact we have and I know you do too, Louis, for the impact you have. Why not build the platform that’s going to allow you to do that as long as you want to do that? And if you don’t want to do it, let’s create the most value to transfer. When you start having conversations like that with families, entrepreneur families, it just changes, and very few advisors can do that. And that’s what we’re finding. We have a coaching company, training company, we train those things. They’re winning, quite honestly, almost 100% of the time because entrepreneurs didn’t know that was available to them. Louis Diamond: Interesting. It seems like the difference between stage two in your pyramid, to leap to stage three or four, that seems like a pretty massive pivot point for valuation for building a scalable business, having a self-managing company, et cetera. Do you find or have you seen that advisors or entrepreneurs that are in stage two themselves, they kind of pattern-match when they’re working with their own clients and kind of manage their own clients into stage two, or is it not really connected? John Bowen: I think that once you get the bigger picture and see the greater game, you can help your clients. That is a very small percentage. Remember, it was only 5.4 of when we surveyed successful entrepreneurs were actually playing the greater game, all four levels, the 10 greater multipliers. So I think what we tend to do is we get stuck on what we can do. And all the training is for level one for financial advisors. We don’t know how to guide them through the other levels. And really, the big difference from two to three, Dan and I’ve talked about this a lot, and I think Dan’s one of the biggest champions of this, is collaboration, putting together strategic partnerships. It could be with your competitors. This is for entrepreneurs, competitors, it could be various vendor partnerships. But the ability to open up markets that way when you have now put together in level two your IP, value creation’s huge. For advisors, it’s putting together partnerships with centers of influence. When we survey top financial advisors, 70% of their best clients came through COI, Centers of Influence with accountants, attorneys, investment bankers, and so on. Well, let’s do it on purpose, be successful on purpose. Louis Diamond: Dan, question for you. In all your experience working with successful financial advisors, insurance producers, probably any entrepreneur, what do you feel are the most common things that folks do unintentionally to really hurt their enterprise value even long before, or if ever, they decide to sell their business? Dan Sullivan: Yeah, I think the biggest thing is they stay entirely within their industry. One of the first questions that we ask our entrepreneurs when they come into the program and where you see it most is in the professions: lawyers, accountants, engineers, architects. I’ll say, “Well, what is it that you are?” And they’ll say, “Well, I’m a lawyer. I’m a tax lawyer.” And I said, “Are you a tax lawyer or are you an entrepreneur who has a specialty in tax law?” Okay. It makes a big difference, because if you see yourself as a tax lawyer, then you’re saying that you’re a better paid factory worker. You’re a manual laborer. But if you’re an entrepreneur, it’s a fairly recent idea in human history. There’s always been entrepreneurs, but it wasn’t until about the beginning of the 1800s that you start seeing this really different class of people in the marketplace, who, it didn’t matter how they were born, they were taking advantage of some new multiplier technology. Steam power being a great example. Around 1800, steam power came on. And anybody who had a bright vision for themselves and had the wherewithal to figure out what needs could be satisfied with a new technology, all of a sudden they became rich. They became rich. And it was very disruptive, because up until then it was based on aristocracy and you were born into wealth or you were born into poverty. There was no crossover. So what we’re saying is anybody who comes into Strategic Coach, I said, “I’m not going to tell you anything about your particular industry.” I said, “You know all the best practice people in your industry and they have workshops and they have conferences and you go to them, but they don’t know how to be entrepreneurs. You know how to create a really well-paying job, but you haven’t created a company.” A company is a totally different realm and I would say the vast majority of entrepreneurs, 95% of entrepreneurs haven’t really created a company. They’ve just created a really well-paying job which requires their presence and their attendance. I said, “You don’t get any payout for your company. If you’re the company, you need to have a structure.” I’ll give you an example. We started the company in 1989, and we’re about 270 times what our first year revenues were, and that was a great year. I was very happy for the first year, but we’re about 270 times. Along the way, what I did is I created other coaches so it wasn’t just Dan, the coach. So we have 16 other coaches. And I’ll give you a little example. In 1994, that year our company did 144 workshop days, 36 per quarter. One coach: me. Last year we did 600 workshop days and I did 12. 588 were done by other coaches. And our coaches are great. They’re clients who have coaching instincts and they do it. So about four years ago, I met one of our clients who’s an M&A specialist, and I laid out all the facts just in conversation, “This is our revenues. We have no debt. It’s repeatable income, around 70% is repeatable for one year.” I put the whole structure together. And I said, “So right off the top, I don’t have any relatives on staff.” The first thing they look for, “Any relatives working for you?” And he gave me a number. It was a big number. It was probably four times revenue for that year. He said, “We got a lot of structures.” Then something happened in the marketplace, and this is a great breakthrough that the US Patent Office sometime in the last 10 years recognized that up until about 10 years ago, to get a patent, you had to have a technological component for what you were doing. Sometime in the last 10 years, the patent bureaus decided that the internet is the technological component. So they’ve introduced education and entertainment as patentable processes. So in the last three years, we’ve gotten 82 patents. 82 patents. And these are our thinking tools, Lifetime Extender, Free Focus and Buffer Days. You know the routine that you learn in the first three days, and we’ve got 82 of them. We’re averaging about 25. I get a new patent about every two weeks. So I saw this M&A specialist, and I said, “This has happened in the last three years.” And he said, “Immediately it doubles the valuation of your company.” So what John’s saying here, as you go through the four stages, more and more you get paid for your creativity, retail, you get paid for your retail. But if you structure it, you record it, you package it, it is even greater than what you got paid for your creativity. Louis Diamond: Super interesting personal anecdote, and I appreciate you sharing that because that definitely did drive the point home for me. I see the applicability to probably any industry, but especially to any financial advisor. Dan Sullivan: Oh, yeah. Louis Diamond: The best RIA firms, the best advisors, they pretty much all start off with a cult of personality founder who’s the rainmaker. And then the practices that really grow and scale and are valuable are more platforms. That’s what private equity wants to invest in. And those are the firms that get the higher multiples. Dan Sullivan: Yeah. So the big thing is there’s a really, really great IP lawyer. He’s in our program and he’s made the breakthrough, and he’s the first IP lawyer that doesn’t charge by the hour. He charges by the patent. If the IP lawyer charges by the hour, it’s a very slow patent. If he charges by the patent, it’s a very fast patent. But the big thing, he showed a slide that in just big corporations, 1980, you took big corp, Fortune 500, the S&P 500, more than 80% of their valuation was tangible. It was property, it was real estate, it was fleets, it was equipment. Last year, more than 80% were intangibles. It was your ideas, intellectual. If you look at Elon Musk, it’s all intellectual capital. If you look at Meta, you look at anything, it’s intellectual. It’s not tangibles. So we’ve entered into that new world and AI has introduced us to that new world. It’s new processes, new structures, new approaches and it’s really interesting. It’s hard for entrepreneurs to get their idea that your creativity is actually property. Louis Diamond: It sounds like the ultimate challenge for anyone listening is translate your process, your ideas, the stuff that you’re doing by instinct as you both had said, and turn it into something patentable or something repeatable that another advisor, another executive, another owner can pick up and deploy and scale. John Bowen: We share the process in chapter four. It’s the fourth greater multiplier. And we actually share Caldwell, the attorney that Dan’s talking about, his story and the value creation. He’s now the major player in that space. And this is where we as advisors, we’re given a twofer, Dan and Louis, is that you can help your clients, but you can do this yourself too. You’ve been involved in a number of large transactions. The difference, I had a $2 billion advisory practice I sold in ’98, and we sold for 16 times earnings. And a big part of it, we were in that blue ocean. We had agents that we created and strategic process that would run without me, and it did type thing. And it continued to grow and went for about 10 fold what I sold for a number of years later. This is something that’s very real. Louis Diamond: Absolutely. I got two more questions for you guys because I know you’re both busy. For an advisor who feels like they’ve won the growth game, they grow 10, 15, 20% per year, they’re charged up, they’re on the Barron’s list, the Forbes list, they’re hitting their AUM milestones, they built an amazing team, they have a family member in the business. They have everything that anyone could want. What does the next game look like for them? What’s the next frontier once you’ve achieved all those things that from the outside looking in, seems like you have it all? What’s the next game to play? John Bowen: Well, we’re going to both say The Greater Game, but the- Dan Sullivan: Well, tell them about the dashboard, John, because the book is just part of the deal here. It gives you the landscape. There’s a great tool that comes with the book. So tell them about the dashboard. John Bowen: Really what we wanted to do is to create kind of a community just around the book. Dan and I and team built a dashboard. We were very creative on naming, thegreatergamedashboard.com. You can go in and we’re now studying every month over 500 successful entrepreneurs. We have that data in here. You’ll be able to see how you compare at each of these stages, the four stages, the 10 multipliers. And you’re going to get specific recommendations. This is for entrepreneurs. But again, you should do it. If you’re a financial advisor, you have an equity ownership, you should definitely be doing it as well. And one of the things that we see over and over again, and Louis, you probably see this a lot in the conversations. They have advisors who have already won. They don’t know what the next game is. And it’s easy to check out at that point. It’s easy to frustrate the next generation of leaders and so on. If you take the time to really see what the opportunities are and architect to realize that vision, you can create, whether it’s selling the practice, creating tremendous value there or designing a role for yourself, maybe it’s executive chairman type for that business that you can guide it with the vision and what you’ve brought and strategy. But bring that team up. That’s going to create so much value, so much impact and you can design it for the life that you want. And that’s where I get very excited. Louis Diamond: I can hear the passion in your voice. Dan, let’s finish with you. Given all of your experience working with entrepreneurs, advisors, business owners, et cetera, what’s the one move that you’ve seen the most successful entrepreneurs in your orbit make that’s changed the trajectory of their firms and their life more than anything else? Dan Sullivan: I’ll answer it in a little roundabout way. Periodically, I have a thinking tool. I said, “If everything was taken away from you as an entrepreneur and they moved you 1,000 miles away, what’s the one thing that you would take with you? It has to be portable. So what is the most portable thing that you have that you would start over again with the greatest value that you had created previously? What would it be? And then you would rebuild what you’ve already created, but you would do it much faster. What would be the one thing?” It’s an interesting thought. But in our concept, it’s called unique ability, that there’s something about you, as an individual, that first of all gave you enough confidence to become an entrepreneur because it’s risky. It’s a risky proposition. It’s guessing and betting and it’s risky business and it’s unique ability. So the starting point for all growth in Strategic Coach is that there’s something about you that’s absolutely unique. You don’t have any competitors on this and it has two qualities. One is that you’re so good at it, you don’t take it seriously. You’ve done this since you were a child and it just comes to you naturally and you don’t see the significance of it. When you’re in Coach, you start seeing the significance of it. And the second thing is you just absolutely love doing it. It’s what you love doing most of all. It comes to you naturally. You don’t even have to think about it. And then you begin to realize that anything else you’re doing as the founder and the owner of your company, probably somebody else can do. So you’re doing 20 things, but really you should be doing three things. The other 17 things still need to be done but not by you. And that’s the breakthrough. You have to simplify in order to multiply. Louis Diamond: I absolutely love that. I know when I was in Coach, that was my biggest takeaway or realization was figuring out what my unique ability was because I think the two components,

Innovation isn't about funding, it's about how organisations are built and led. Progress comes from cutting bureaucracy, empowering mission-led teams, and asking the right questions to unlock bold breakthroughs. This week, Dave, Esmee and Rob are joined again by André Loesekrug-Pietri, Chair and Scientific Director of the Joint European Disruptive Initiative (JEDI, Europe's ARPA) to explore how Europe can turn moonshot ambitions into reality by building the right people, culture and operating models for future-shaping organisations. TLDR00:41 – Introduction01:14 – Hang out: Esmee returns and the missing API has been found!05:14 – Dig in: Staying in step with global innovation12:57 – Conversation with André Loesekrug-Pietri1:02:26 – Roland Garros tennis, and unlocking creative energy GuestAndre Loeskrug-Petri: https://www.linkedin.com/in/andrepietri/X: @eurojediwww.jedi.foundation HostsDave Chapman:  https://www.linkedin.com/in/chapmandr/Esmee van de Giessen:  https://www.linkedin.com/in/esmeevandegiessen/Rob Kernahan:  https://www.linkedin.com/in/rob-kernahan/ ProductionMarcel van der Burg:  https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman:  https://www.linkedin.com/in/chapmandr/ SoundBen Corbett:  https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:   https://www.linkedin.com/in/louis-corbett-087250264/ 'Realities Remixed' is an original podcast from Capgemini

Join The Full Nerd gang as they offer level-headed takes about the latest PC building news. In this episode the gang unpacks the ramifications of the ARM news coming out of Computex, and what we can expect for the next 12 months of PC building based off what was shown. And of course we answer questions live! Timecodes: 00:00:00 - Intro 00:16:06 - The ARM Revolution 00:52:48 - Next 12 Months 01:24:55- Q&A Links: - TAP interview: https://www.pcworld.com/article/3159455/watch-intels-tom-petersen-talks-arc-g3-and-handheld-gaming-at-computex.html - RTX Spark: https://www.pcworld.com/article/3157185/nvidias-rtx-spark-just-turned-arm-into-a-real-pc-threat.html - 5800X3D returns: https://www.pcworld.com/article/3151734/amd-brought-the-ryzen-7-5800x3d-back-because-am4-refuses-to-die.html Podcast feeds: - Apple Podcast: https://podcasts.apple.com/us/podcast/the-full-nerd-podcast/id1113193062 - Spotify: https://open.spotify.com/show/71KPlf1jOh1Z0KHZrHjir2?si=5fab3e7943ec4214 - Pocket Casts: https://pca.st/ggAZ - YouTube: https://youtube.com/playlist?list=PLiZwoK8DQiwyP-kiDdsO3PD2_dmEkVKeT&si=7306D5CMDC2rU-aO - RSS: https://feeds.megaphone.fm/IDG8935300959 Join the PC related discussions and ask us questions on Discord: https://discord.gg/UWhjwg778a Follow the crew on X and Bluesky: @AdamPMurray @BradChacos @MorphingBall Some links may contain affiliate links, which means if you buy something PCWorld may receive a small commission. ============= Read PCWorld! Website: http://www.pcworld.com Newsletter: http://www.pcworld.com/newsletters/signup ============= Learn more about your ad choices. Visit megaphone.fm/adchoices

CELÝ DÍL NAJDETE NA https://herohero.co/studion A V RÁMCI KLUBOVÉHO PŘEDPLATNÉHO DENÍKU N https://denikn.cz/podcast-studio-n/ „Rusové potřebovali, aby to v Arménii přinejmenším zůstalo tak, jak to je. Snažili se, aby proruské strany dohromady měly dostatek křesel v parlamentu, a mohly tak zabránit radikálním ústavním změnám,“ říká ve Studiu N reportérka zahraniční redakce Petra Procházková. „Putinova největší noční můra je Trump v Jerevanu,“ dodává v rozhovoru. Arménský premiér Nikol Pašinjan sice vyhrál volby a na první pohled by se zdálo, že země potvrdila proevropské směřování. Výsledek je ale složitější. Proruská opozice nečekaně posílila, premiér nedosáhne na ústavní většinu a čísla ukazují, že skoro čtyřicet procent Arménů chce dobré vztahy s Moskvou. „Pro Armény je určující pragmatismus a touha přežít – a to ne v úplné nuzotě. Oni podřídí zahraniční politiku tomu, co bude pro Arménii prospěšné, ne co bude hodnotové,“ vysvětluje v podcastu Procházková. Jak se stalo, že Pašinjan politicky přežil porážku v Náhorním Karabachu? Proč tolik Arménů pořád věří Rusku? A dokáže Evropa kavkazské zemi nabídnout skutečné bezpečnostní garance? Podívejte se na celý rozhovor. Celé díly Studia N najdete na platformě Herohero, na webu Deníku N jsou přístupné předplatitelům a předplatitelkám Klubu N. Bezplatné části zveřejňujeme v podcastových aplikacích Spotify, Apple Podcasts, Podbean či na YouTube. Sledovat nás můžete také na Instagramu.

Nvidia's RTX Spark Targets Apple's M-Series as a New AI Laptop Super ChipThe script argues Nvidia has escalated competition with Apple by unveiling the RTX Spark, an ARM-based “super chip” combining Blackwell GPU architecture with Grace, positioned for on-device AI agents. Citing reports from The Telegraph and Mac Rumors, it claims RTX Spark can run 120B-parameter local LLMs, handle 12K video editing, and play AAA games at 1440p with ray tracing, and will appear in a Microsoft Surface Laptop Ultra plus high-end HP, Dell, and Lenovo systems. It frames this as a direct threat to Apple's M-series efficiency advantage and Mac “walled garden,” while noting Apple is banking on an N5 chip and rumored “Project Q” to build data-center-class AI chips to reduce reliance on Nvidia. The script highlights Nvidia's ~86% AI accelerator share and urges viewers to watch adoption over the next six months.00:00 Nvidia Challenges Apple00:29 Meet RTX Spark01:22 Three Big Advantages01:51 Windows Laptops Get It02:39 Apple Plays Defense03:04 Project Q Rumors03:45 Market Share And Bets04:41 Stay Winning Mindset05:02 Subscribe And Wrap Up________________________________________________________________FOLLOW ME ON X: https://twitter.com/staywinningusdFOLLOW ME ON INSTAGRAM: https://www.instagram.com/staywinningusd/SUBSCRIBE ON YOUTUBE: www.youtube.com/@staywinningusdDOWNLOAD ON SPOTIFY: https://open.spotify.com/show/2lPyA19keI2fpr0xZrEKxMNEWSLETTER SIGNUP: https://stay-winning-wealth.kit.com/806fb337d7SUBSCRIBE TO THE BLOG: https://medium.com/@staywinningusd________________________________________________________________

Click to Text Thoughts on Today's EpisodeWhen a friend described drooping eyes, slurred words, and fuzzy thinking at brunch — and then brushed it off as anxiety — I knew something wasn't right. That conversation sparked this important Common Sense episode on recognizing the warning signs of stroke, TIA, and heart attacks, and why acting fast can make all the difference. I hope this episode gives you a little more confidence and a little less hesitation if you ever need it. Share it with someone you love. It might matter more than you know.In This Episode:Why women are more likely to dismiss their symptoms — and the cost of waitingThe FAST acronym for stroke and TIA: F — Face droopingA — Arm weaknessS — Speech difficultyT — Time to call 911What a TIA (transient ischemic attack) is and why feeling better doesn't mean you're in the clearAdditional stroke warning signs beyond FASTHow heart attacks present differently in women — including jaw pain, back pain, nausea, fatigue, and shortness of breath with no chest pain at allWhy you should call 911 instead of driving yourselfA personal reflection on loss and the what-ifs we carryEpisodes Discussed:500th Episode: ​5 Uncomfortable Lessons from 500 Episodes​For more information on heart attacks and stroke visit:American Heart Association — heart.org — covers both heart attack and stroke, very thorough, well-organized for general audiencesAmerican Stroke Association — stroke.org — technically a division of AHA but has its own dedicated stroke content including FAST informationMy latest recommended ways to nourish and move your body, mind and spirit: Nourished Notes Bi-Weekly Newsletter30+ Non-Gym Ways to Improve Your Health (free download)Connect with Amy: GracedHealth.com Instagram: @GracedHealthYouTube: @AmyConnell

Computex happened this week, and there was enough to talk about to devote this week's episode to rounding up the high points, including Nvidia's attempt to dominate the consumer Windows market with RTX Spark, the first RGB mini-LED monitors, 8GB laptops becoming common again, PC hardware production shifting back to DDR4 and old CPU sockets, Intel's entry into the handheld gaming market, the (unsurprising) absence of any news about Zen 6 and Nova Lake, and other stuff! Show notes and links: https://tinyurl.com/techpod-342-computex-26 Support the Pod! Contribute to the Tech Pod Patreon and get access to our booming Discord, a monthly bonus episode, your name in the credits, and other great benefits! You can support the show at: https://patreon.com/techpod

Cet épisode a été enregistré à un an de l'élection présidentielle de 2027, à laquelle Édouard Philippe est candidat.Génération Do It Yourself n'est pas un média politique et ne soutient aucun candidat.L'objectif est simple : comprendre comment celles et ceux qui veulent diriger le pays raisonnent sur les grands sujets.Nous recevrons d'autres voix dans le même esprit.Voici les grands principes que nous suivrons pour ces épisodes : https://taap.it/jXv1WOQDepuis 1974, la France n'a plus voté un seul budget à l'équilibre.52 ans de déficit.Et un accord tacite pour ne surtout pas en parler.Édouard Philippe a décidé de le faire.Maire du Havre depuis 2010, Premier ministre d'Emmanuel Macron de 2017 à 2020, il a accepté notre invitation à venir sur Génération Do It Yourself à un an de la présidentielle.Pendant deux heures, nous passons au crible ses grands chantiers pour le pays : l'école, l'intelligence artificielle, la dette, les retraites, l'immigration, l'Europe.Sur l'école, son constat est brutal : non, l'éducation ne fonctionne pas comme elle le devrait aujourd'hui.Selon lui, la France est le pays de l'OCDE où le système scolaire reproduit le plus les inégalités. Le niveau baisse, en maths comme en orthographe. Et on forme 40 000 ingénieurs par an quand il en faudrait au moins 100 000.Sa réponse : rendre leur liberté aux établissements, mieux payer les profs et trancher les questions qu'on préfère enterrer.Sur l'intelligence artificielle, il avoue l'utiliser à peine.Mais il refuse de détourner le regard. Il voit la rupture arriver, et admet ne pas savoir où elle nous mène.Nous n'avons épargné aucun sujet :Pourquoi reporter la réforme des retraites frappe d'abord les plus modestesSa méthode pour réparer l'État : supprimer et remplacer, plutôt que simplifierPourquoi il refuse la taxe Zucman et le retour de l'ISFCe qu'il a appris en transformant Le HavreTrump, Poutine, la Chine, l'immigration : ses réponses sans détourDeux heures avec un candidat qui préfère exposer clairement les problèmes plutôt que promettre des solutions faciles. À chacun de décider si c'est ça, gouverner.Vous pouvez contacter Édouard sur X (Twitter) et Instagram.TIMELINE:00:00:00 - Un Rouennais élu maire du Havre 00:10:51 - Ce que le conservatoire apprend que l'école a oublié 00:16:38 - La vérité que personne n'ose dire sur le niveau des Français 00:24:45 - Le vieux principe oublié d'éducation 00:31:32 - Comment réparer l'Éducation nationale 00:45:15 - Pourquoi la France ne forme pas assez d'ingénieurs 00:53:39 - Parler d'IA comme d'une bombe atomique 01:05:29 - Le coût du travail qui nous sépare de l'Allemagne 01:12:03 - La vérité que personne n'assume sur l'âge de la retraite 01:20:12 - Ce que la dette française fera vraiment à nos enfants 01:28:12 - Vers un DOGE à la française ? 01:39:23 - L'addiction française à la dépense publique 01:51:23 - Transformer une ville que tout le monde fuyait 02:00:24 - Pourquoi tous les autres pays ont supprimé leur ISF 02:07:59 - Parler à la France et non aux Français 02:13:22 - Est-ce qu'on peut faire confiance à Donald Trump ? 02:13:55 - Est-ce qu'il faut dialoguer avec Vladimir Poutine ? 02:16:29 - Est-ce que la France a un problème avec l'immigration ? 02:19:13 - Est-ce que l'Europe fonctionne ? 02:19:59 - Le livre à 670 millions d'euros 02:27:52 - Ce qu'on ne dit pas avant une nominationLes anciens épisodes de GDIY mentionnés : #543 - Yann Le Cun - AMI Labs - Rendre l'IA plus humaine#515 - Pierre de Villiers - Ancien Chef d'État-major des Armées - "Nous ne sommes pas prêts pour la guerre"#401 - Emmanuel Macron - Président de la République - Les décisions les plus lourdes se prennent seul#397 - Yann Le Cun - Chief AI Scientist chez Meta - L'Intelligence Artificielle Générale ne viendra pas de Chat GPTNous avons parlé de :Conservatoire national des arts et métiersSelon Bill Gates, l'intelligence artificielle pourrait mettre fin au travail humain dès 2035Avec l'IA, la semaine de travail de 2 jours n'est plus une utopie… d'après Bill GatesLa Google I/O 2026 aura lieu les 19 et 20 mai pour Android 17 et l'IAGoogle I/O 2026 : les dernières nouvelles sur Android, l'IA GeminiComment le coût du travail plombe-t-il la France ?Le duel entre François Hollande et Edouard Philippe lance le début de la campagne présidentielle 2027 devant les GracquesNotre docu sur la Chine : Comment la Chine est devenue imbattable ?Les recommandations de lecture :Vingt ans après, d'Alexandre DumasLes Trois Mousquetaires, d'Alexandre DumasLe Vicomte de Bragelonne, d'Alexandre DumasVoyage au bout de la nuit, de Louis-Ferdinand CélineL'Étrange Défaite, de Marc BlochLes Faux-Monnayeurs, d'André GideLes Contemplations, de Victor HugoLa Légende des siècles, de Victor HugoCyrano de Bergerac, d'Edmond RostandL'Homme qui aimait les chiens, de Leonardo PaduraUn grand MERCI à nos sponsors : Squarespace : https://squarespace.com/doitQonto: https://qonto.com/r/2i7tk9 Brevo: brevo.com/doit eToro: https://bit.ly/3GTSh0k Payfit: payfit.com Club Med : clubmed.frCuure : https://cuure.com/product-onely (code DOIT)Vous pouvez retrouver la liste de tout le matériel utilisé pour enregistrer nos épisodes sur cette page.Vous souhaitez sponsoriser Génération Do It Yourself ou nous proposer un partenariat ?Contactez mon label Orso Media via ce formulaire.Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Brock and Salk go through some of the Mariners’ stats that make them confident this team has finally caught their stride, and there may not be many weak points left. In Need to Know, late night Mariners texts are a little more optimistic than usual. The Mariners’ continue their hot streak with an 8-3 win over the Mets and Derrick Hall’s extension may end up being a steal, especially considering the contract Boye Mafe got with the Bengals. Do the Seahawks need to make a move to combat the Myles Garrett trade by the Rams, or are the Seahawks staying out of this Arm’s Race?

Microsoft dominated Build with Scout, an always-on Teams agent, the Surface RTX Spark Dev Box, its first reasoning model MAI-Thinking-1 aimed squarely at Anthropic, and Project Solara for agent-first devices. Trump signed a scaled-back AI executive order on cybersecurity. Microsoft announces Scout, an always-on enterprise AI agent built on OpenClaw that appears as a Microsoft Teams contact to automate tasks such as scheduling (Wired) Microsoft unveils a Surface RTX Spark Dev Box, featuring Nvidia's Arm-based RTX Spark, 128GB of unified memory, and a 100W thermal envelope, for local AI tasks (The Verge) Microsoft debuts MAI-Thinking-1, its first advanced reasoning AI model, trained "from the ground up on clean data, without distillation from third-party models" (The Verge) Microsoft unveils Project Solara, an Android-based platform for agent-first devices, with concept hardware and pilots planned at Best Buy, Target, and others (GeekWire) Microsoft unveils Microsoft Execution Containers, a Windows-level sandbox for AI agents, and says partners OpenAI, Nvidia, Manus, and Nous Research are using it (VentureBeat) President Trump signs a scaled-back AI EO that seeks to address AI's cybersecurity threats; sources say it imposes less scrutiny on AI than the scrapped version (Politico) Learn more about your ad choices. Visit megaphone.fm/adchoices

This week on Market Mondays, we break down Anthropic's IPO plans, record-high market valuations, ARM's rise, Micron's massive run, IBM's comeback, and what could trigger the next great buying opportunity in the stock market.We also discuss Trump's impact on the markets, Michael Saylor's Bitcoin strategy, new IPO rule changes, potential opportunities in HPE and IBM, and answer your questions on stocks, ETFs, trading, and portfolio management.Plus, we share advice for graduating students, the best ways to invest in yourself, and close with our popular Yes or No segment.#MarketMondays #Investing #StockMarket #Bitcoin #Nvidia #ARM #Micron #IBM #Anthropic #Trading #Finance #EYL #EarnYourLeisure #WealthBuilding #StocksAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy