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话说从“山谷音乐节”回来后的凯神，深受音乐熏陶，开始研究起了收听设备，他意外的发现：索尼降噪耳机的背后，竟然藏着跨越十几年的工程师故事。上个世纪40年代，井深大和盛田昭夫创业多次失败，做电饭煲、面包机接连翻车，直到靠做短波转换器才有了起色。那时候日本没有成熟磁带，工程师拿草酸亚铁烧制磁粉，手工刷磁带。录音机刚出来卖不动，他们瞄准法院、学校才打开销路。还在读书的大贺典雄，不断给设备提改进意见，之后正式加入并参与Walkman、CD研发。Walkman靠户外体验营销火遍市场；为了完整播放贝多芬交响乐，把CD时长定到75分钟。降噪技术研发之路格外漫长，早期样机像一套大型实验室设备，很多想法只能等待元器件进步。大庭宽团队硬刚行业不可能三角，推出 MDR‑1000X，XM 系列持续迭代，诞生全球首款降噪真无线耳机。2026年，十年磨一剑的1000x十周年典藏版和LinkBuds Clip诞生——索尼用实际行动告诉所有人，降噪不是隔绝世界，而是让我们更好连接音乐与现实。索尼音扣 LinkBuds Clip将耳夹式设计与开放式声学结构相结合，带来漏音抑制、人声增强、标准三种聆听模式，灵活适配不同使用场景。融合索尼多年音频技术积淀与声学调校，呈现自然开阔、真实还原的声音体验；搭配可调侧翼撑架「灵动枕」，带来贴合稳固的佩戴体验。同时支持清晰通话与跨生态多点连接，从日常通勤、办公沟通到休闲娱乐，都能轻松切换。另有星夜黑、燕麦白、氧气绿和风铃紫四款配色，满足不同风格的日常搭配。更多精彩内容，欢迎收听本期节目~主播 / 相征 杨凯音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬-本节目由深夜谈谈 Midnight Network出品 -Timeline：00:01:08 凯神这次聊的可是艺术00:10:18 一个家族的复兴之路00:20:51 创业之路怎么这么难00:29:10 日本首盘手搓磁带的诞生！00:43:20 这不是钱的事儿00:50:59 如何通过创新场景营销改变音乐消费？00:58:40 你知道贝多芬的交响乐都是多少分钟么？01:03:31 老乔唯一认可且崇拜的就是索尼01:07:30 音频技术革命史01:21:44 打破音频不可能三角！01:31:30 真无线降噪耳机的创新之路01:44:55 面对争议与创新01:48:07 索尼耳机十年磨一剑01:57:42 平沢進 - BERSERK -Forces-大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
ACTUABD - bande dessinée, manga, comics, webtoons, livres, BD
En de mois de septembre 2026, la galerie Daniel Maghen ouvre grand ses portes à une double exposition consacrée à Christian Rossi et Emmanuel Lepage. Le premier est le maître à penser de toutes une génération de créateurs de bande dessinée réalistes, dans la lignée des Giraud et des Hermann. Le second est le maître des éléments liquides, que ce soit dans la représentation de l'immensité de l'océan ou la pratique de l'aquarelle. L'occasion de revenir sur les œuvres et les carrières de deux maîtres et de deux pratiques du dessin réaliste en bande dessinée !Christian Rossi revient dans cet entretien sur l'ensemble de sa carrière. Dans chacune de ses rencontres : Jijé, Gir, Juillard, Jean-Michel Charlier, il se raconte et raconte un morceau de l'histoire du dessin réaliste moderne de la BD française.Interview : Kelian Nguyen, Sévan Dudognon - Photo : Kelian Nguyen - Montage : Sévan Dudognon - Musique : We March Together - Courtesy of Patrick Patrikios - Youtube Audio Library.
在张无梦看来，诺兰的《奥德赛》并非传统的英雄凯旋史诗，而是一则叩问文明循环、古典性走向终结的现代寓言。奥德修斯并非荣耀凯旋的英雄，作为一名古典时代的人，他一身背负着木马屠城的血债、独眼巨人的诅咒，还有来自冥界亡魂的精神枷锁，最终踏入一个旧秩序已然失效、不再属于他的新世界。《荷马史诗》本身就在追慕失落的古早文明，而诺兰又站在当代回望荷马，印证文明崩溃与重组往复循环的永恒命题。奥德修斯最终双脚踏上伊萨卡的土地，可地理上归乡，对他而言，真的是故乡么？更多精彩内容，欢迎收听本期节目~主播 / 相征嘉宾 / 张无梦 李享音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬-本节目由深夜谈谈 Midnight Network出品 -Timeline：00:02:38 全网最后一个聊《奥德赛》的播客00:13:10 当赎罪变成核心命题00:20:50 荷马是中西方说书艺人的祖师爷？00:27:36 电影中的神幻元素00:38:51 特洛伊战争中的木马计00:56:48 奥德修斯与独眼巨人的智谋较量01:07:07 青铜时代末期、铁器时代文明碰撞01:11:13 女巫岛的险象环生01:20:08 奥德赛电影中的女性角色01:23:08 神话中的爱情01:29:43 海伦的象征意义01:34:21 灵魂三功能的体现01:36:58 冥界、女妖与道德困境01:49:14 奥德修斯智斗求婚者01:54:37 奥德修斯复仇02:03:33 从乔峰到奥德修斯02:12:58 奥德修斯返乡02:19:14 古典英雄奥德修斯02:39:55 Luke Ranieri - The Odyssey's Opening（PS：片尾曲是由Luke Ranieri 演唱，Farya Faraji使用古希腊代表性乐器里拉琴、阿夫洛斯管演绎，尽可能还原古希腊时代游吟诗人当众吟唱的声音样貌，欢迎聆听感受古老的古希腊声景。）大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
Oui, on sait : on a du retard. La saison 2 de Batman : Caped Crusader est arrivée en plein milieu de l'été sur Prime Video, et nous ne vous proposons ce podcast qu'un bon mois et demi plus tard. En même temps, il aurait été bien plus agréable de suivre la série semaine après semaine, afin que les discussions autour du projet prennent un peu d'ampleur et que le Chevalier Noir en animation arrive dans les sujets de discussion. Hélas : on dirait que peu de monde s'est montré présent au rendez-vous, alors que la série a pourtant bien des qualités pour elle... sans être parfaite, évidemment, surtout comparé à l'illustre modèle qu'est Batman : the Animated Series.Alors discutons de Batman : Caped Crusader saison 2, voulez-vous ?Nous avons réussi à trouver le temps de nous réunir en tout petit comité avec l'ami Spleenter pour vous faire cette émission de discussion et débat autour de Batman : Caped Crusader saison 2. On revient sur les faiblesses et points forts de cette saison en abordant tous les épisodes, tout en nous interrogeant si cette série animée est véritablement la vision ultime de Batman que voulait nous donner Bruce Timm. Si le podcast vous plaît, nous avons besoin de vous pour le faire découvrir : soutenez l'émission par vos partages, commentaires, notes sur les plateformes et pourquoi pas en nous aidant sur Tipeee ! On est à 3/4 personne seulement de débloquer un nouveau podcast bonus (sur Street Fighter, en plus !) !Le ProgrammeLe petit point Cocopédia - 03:42La longue discussion sur Batman : Caped Crusader saison 2 - 25:10Soutenez First Print - Votre podcast comics (& BD) préféré sur TipeeeHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
Pourquoi nos parents laissent une telle empreinte sur nous : dans nos valeurs, notre manière d'aimer, nos habitudes, et même parfois nos blessures ? Pourquoi on a envie de leur ressembler ? Ou au contraire, pas du tout ? Que faire de cet héritage-là ? Les explications de Manon Bourguignon, psychologue et maitresse d'enseignement et de recherche à l'Institut de psychologie de l'Université de Lausanne, dans cet épisode enregistré en public au Château de l'Aile à Vevey, dans le cadre de la Biennale Images. Journaliste: Juliane Roncoroni Réalisation: Antoine Weissenbach et David Chapuis >> Pour aller plus loin: - Pourquoi fouiller dans son passé familial ?, épisode du 5 mars 2026 - "Erika, sur la trace des silences", aux éditions Antipodes: une BD qui vulgarise les recherches de Manon Bourguignon sur l'héritage traumatique chez les enfants d'exilé·e·s chilien·ne·s en Suisse. Nous écrire ou nous proposer des questions: pointj@rts.ch ou +41 79 134 34 70
Kôgun, armée de l'empereur. Tel est le nom que l'armée japonaise se donne à partir du début des années 1930, affirmant sa mission de protection d'un souverain de plus en plus vénéré comme une divinité vivante. C'est l'histoire de cette force militaire et d'une institution centrale de l'État nation japonais, de 1853 à 1948, que relate Franck Michelin dans ce livre sans équivalent. Car le rôle de l'armée impériale est loin de se limiter aux questions purement militaires. Pilier de l'État, institution formant une grande partie de l'élite, jouant un rôle central dans la modernisation et s'impliquant profondément dans la vie du pays, elle occupe une place essentielle dans la politique intérieure. Elle reflète également les succès et les échecs, les espoirs et les déceptions, ainsi que les contradictions auxquelles le Japon est confronté jusqu'à la défaite de 1945. Si l'action de l'armée de terre comme de la marine – de la première guerre sino-japonaise en 1894-1895 aux offensives en Asie du Sud-Est et dans le Pacifique des années 1940, en passant par l'invasion de la Mandchourie et la guerre russo-japonaise – est bien sûr au centre de cette étude majeure, ce sont aussi les choix des acteurs politiques et culturels, des diplomates et des industriels qui sont ici étudiés. L'auteur livre ainsi une somme incontournable et passionnante sur l'histoire du Japon moderne à travers le prisme de ses hommes de guerre.L'auteur, l'historien et spécialiste du Japon FrancK Michelin est notre invité par téléphoneHébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.
1543. Fernando, marin et mercenaire portugais échoue au Japon, sur l'île de Tanegashima. Premier choc, premier contact entre deux cultures qui s'ignorent : l'Europe coloniale du 16e siècle et le japon que les occidentaux appellent médiéval, précisément l'époque Sengoku (1477-1573), celle des seigneurs locaux, les “sengoku daimyo”, et des samouraïs. Cyril Pedrosa et Taiyô Matsumoto co-signent avec la BD “Nanbanjin” (littéralement "Barbare du Sud) les deux faces d'une même histoire, un conte humaniste, à la fois tendre et violent, d'une rencontre entre deux altérités, deux quotidiens peuplés par les fantômes de l'Histoire et les prémisses d'un grand bouleversement. 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.
Dans cet épisode de Studio 9, avis de la BD phénomène Beneath the Trees Where Nobody Sees de Patrick Horvath Entre l'esthétique mignonne à la BlackSad et le thriller macabre façon Dexter, retour sur ce comics anthropomorphe captivant Suivez les coulisses de Studio.9 sur Instagram : @studio9 Soutenez le podcast en laissant une note 5 étoiles sur Apple Podcasts ou Spotify ! ⭐⭐⭐⭐⭐
عاش حياة مليئة بالابتلاءات والتحولات الكبرى، خاض فيها مواجهات عاتية لإعلان كلمة التوحيد، ووثّق بمواقفه أعظم صور التسليم المطلق لله، لتصبح قصته منهج حياة في الإيمان واليقين.هو نبي الله إبراهيم عليه السلام، أبو الأنبياء وخليل الرحمن، صاحب أعظم الابتلاءات من طفولة في بيت ينحت الأصنام إلى مواجهة الطغاة والإلقاء في النار، ومن الهجرة والرحلات بين بابل ومصر والحجاز إلى ترك أهله في وادٍ غير ذي زرع والبلاء المبين بذبح ابنه إسماعيل.نستعرض سيرته المليئة بالأحداث والتأملات الإنسانية والإيمانية المدهشة، ومفهوم التسليم واليقين وكيف تتحول المحن والابتلاءات إلى ألطاف ورحمات إلهية ممتدة عبر التاريخ، مع ضيفنا أ. إبراهيم محمد.في حلقة جديدة من بودكاست جولان هذه الحلقة برعاية: سلالات نشارككم جودة الحياة. https://sulalat.com/ المحاور:00:00 المقدمة1:56 بداية العلاقة بإبراهيم عليه السلام 4:27 الحوار بين النبي ﷺ وإبراهيم عليه السلام6:44 إبراهيم عليه السلام في القرآن9:14 نشأة إبراهيم في بيئة وثنية13:46 حواره مع قومه وإثبات التوحيد18:21 مواجهة إبراهيم للأصنام21:31 ابتلاء إبراهيم بالنار25:46 قصة إبراهيم مع النمرود28:57 هجرة إبراهيم وأسفاره30:08 ابتلاء إبراهيم وزوجته سارة35:10 هجرة إبراهيم وهاجر بسبب الغيرة39:08 هاجر وقصة ماء زمزم45:43 ابتلاء إبراهيم بذبح إسماعيل 47:59 التسليم في حياة إبراهيم50:24 كيف وصل إبراهيم إلى منزلة الخُلّة؟53:29 زيارات إبراهيم لإسماعيل ووصيته58:48 يقين إبراهيم وسؤاله عن إحياء الموتى1:01:20 ضيوف إبراهيم والبشارة بإسحاق1:04:25 الزيارة الأخيرة وبناء الكعبة1:07:20 قصة بناء الكعبة وتغيّر شكلها1:11:50 حكمة النبي ﷺ في بناء الكعبة1:13:43 هدم عبدالله بن الزبير للكعبة1:17:17 أوجه التشابه بين إبراهيم والنبي ﷺ1:20:25 لطف الله في حياة إبراهيم وأهله1:24:58 ماذا نتعلم من ابتلاءات إبراهيم؟1:26:05 مسؤولية اسم إبراهيم1:26:39 الختام حلقة جديدة من بودكاست «جولان» مع محمد الشثري. بإمكانك مشاهدة الحلقة من خلال اليوتيوب أو الاستماع لها عبر منصات البودكاست. وكذلك يهمنا معرفة رأيك عن الحلقات بالتعليقات أو تقييمك على Apple Podcast. كما بوسعك تقديم اقتراحك لبودكاست جولان بمراسلتنا على: suggest@micspod.com محمد الشثري على اكس: https://x.com/m_a_alshathryمحمد الشثري انستقرام: https://www.instagram.com/m_a_alshathryمحمد الشثري سناب شات: https://www.snapchat.com/add/m_alshathryمحمد الشثري تيك توك: https://www.tiktok.com/@m_a_alshathry للإعلانات والرعايات:BD@micspod.com لمعرفة أحدث أخبار شبكة مايكس تابعنا على:اكس: https://twitter.com/MicsPod انستقرام: https://www.instagram.com/micspodفيس بوك: https://www.facebook.com/Micspodofficلينكد ان: https://www.linkedin.com/company/micspodتيك توك: https://vm.tiktok.com/ZSehjfoBt/
L'émission Back Issues du podcast First Print est un programme de chroniques/reviews/analyse autour de comics sortis en VO ou en VF. Les chroniqueurs Arno et Corentin essaient à la fois de coller à l'actualité, de faire le tour des comics qui montrent toute la diversité de la proposition de la bande dessinée américaine. De préférence, avec des ouvrages à recommander, mais parfois pas ! L'essentiel, c'est surtout de discuter !N'hésitez pas à nous faire vos retours de lectures sur notre DISCORD!Alors, quels comics VF allez-vous lire prochainement ?Le ProgrammeLes liens vous renvoient chez notre partenaire Pulp's. Une commande chez eux marquera votre soutien à un libraire indépendant, et nous filera aussi un petit coup de pouce !Tout ce qui meurt et agonise - 01:35Huck : Big Bad World (et le tome 1 ici) - 20:44Uri Tupka & les Dieux (couleur) (noir & blanc) - 38:48Soutenez First Print - Votre podcast comics (& BD) préféré sur TipeeeHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
既然聊“八仙”，怎么少的了方老师呢？吕洞宾曾经下凡帮辽国布设天门阵，八仙赴王母寿宴返程过海，因炫耀法宝和东海龙宫爆发冲突，最后受到天庭责罚贬到人间。节目中方老师脑洞依旧大开，用八仙串联起“西游记”、“水浒传”、“杨家将”、“聂隐娘”等多部小说。赤脚大仙的分身转世成为宋仁宗，洪太尉在龙虎山放出天罡地煞，由此衔接水浒传开篇，更有杨家将拉九天玄女破阵，吕洞宾在凡间度化王重阳等精彩串联故事。节目中听的划水怪连连叫好，话不多说，您快去听节目吧！更多精彩内容，欢迎收听本期节目~主播 / 相征 方佳翮音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬-本节目由深夜谈谈 Midnight Network出品 -Timeline：00:05:30 为什么现在国产动画片的脸都长一样？00:14:44 战国修仙者之铁拐李00:26:56 青牛精下界了00:34:37 八仙放在金庸小说里就是江南七怪了00:43:32 聊聊何仙姑的传奇故事00:53:49 这事和《刺客聂隐娘》有关系01:02:38 东方道法影响了DC和漫威01:12:18 八仙与杨家将的关联01:25:13 为了凑数才加入八仙的01:30:26 哪吒还能走个面，但你们？01:39:23 八仙与水许传串起来了！01:46:28 黄沾 - 狮子山下(合唱版)大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
This Episode: Let's listen to Alex's BD boy experienceNo music, no script, no fancy editingGet straight to pure Japanese between a Canadian Japanese learner and a native Japanese teacherImmerse yourself in JapaneseThis is the normal speed of a conversation in Japanese.If you think it's fast, there's more space for you to improve. Alex has been learning Japanese for 6 years without skipping a day, and now he's close to JLPT N1 level (Advanced)You cannot go to Japan, so we bring Japan to you. Imagine you're overhearing this conversation somewhere in Japan. If it's too hard for you, play this in the background to feel like what it's like to be in Japan.
本期节目，搁浅许久的“有待时光机”再度起航，划水怪、晓辉老师和有待老师相聚于北京的秋日，只为纪念和缅怀中国摇滚乐史上无法绕开的一个名字——何勇。2026年9月1日，何勇去世，终年五十七岁。回顾何勇的一生，他用一张专辑、一场演出，证明了一种完全不同的声音可以如此鲜活地存在。他的音乐里有一种不加修饰的力量，还有从身体里直接冲出来的愤怒、直白、纯粹，这些都带着强烈的时代印记。但高光之后是漫长的失序，某次演出风波造成的代价，冲击与压力交织在一起，让他饱受精神疾病的折磨近三十年，他被困在原地，也被困在自己的身体里。何勇留下的作品不多，但他用自己的方式记录了一代人的情绪，也证明了纯粹的表达可以穿透时间。如今，钟鼓楼还在，三弦声还会响起。那些歌也还在，还在等着在某个不经意的时刻，再次把人的心点燃。ps.本期节目中插入的何勇的访谈内容，一部分出自有待在1994年初于北京音乐台做的采访节目，那时何勇的专辑《垃圾场》还未发布。还有一部分出自于2003年有待对何勇的专访。感谢有待老师提供原始音频。主播 / 相征 宋晓辉嘉宾 / 有待音频后期 / 陆凯BBBBUDDHA音频上传 / 小阎、恬恬Timeline：00:01:41 “有待时光机”再度起航00:04:06 少年与一盘磁带00:10:48 1988年与何勇的初次相见00:21:49 中国唱片业生猛的都市传说00:29:45 专辑幕后的功臣00:55:45 愤怒来自于爱01:07:34 去红磡前的一次采访▲1994年香港紅磡演唱会之前，何勇接受有待的采访，为演唱会提前宣传造势。也就是在这次访问中，何勇说出那句「四大天王中除了张学友外都是小丑」 (左/何勇 右/有待)01:13:17 红磡归来，一落千丈▲1994年香港红磡演唱会上身着海魂衫的何勇01:33:23 跳上钢琴，被“魔法”吞噬01:39:53 五月天的名字是崔健起的02:07:18 “外星人要来接我了”02:17:33 何勇是一个特别可爱的人02:23:05 想为何勇再做点什么大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Au menu de la troisième heure des GG du jeudi 10 septembre 2026 : "Édouard Geffray face aux GG", et "Craignez-vous que l'IA puisse anéantir l'humanité ?", avec Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
Au menu de la troisième heure des GG du jeudi 10 septembre 2026 : Craignez-vous que l'IA puisse anéantir l'humanité ? Avec : Laura Warton Martinez, sophrologue. Bruno Poncet, cheminot. Et Mourad Boudjellal, éditeur de BD.
Au menu de la deuxième heure des GG du jeudi 10 septembre 2026 : "Carburants, faut-il plafonner les prix ?", "Une primaire de la droite et du centre est-elle inévitable ?" et "Travailler 40h/semaine sans gagner plus, la solution ?", avec Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD.
A 10h, ce jeudi 10 septembre 2026, les GG : Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de : Travailler 40 heures par semaine sans gagner plus, la solution ?
A 10h, ce jeudi 10 septembre 2026, les GG : Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de : Une primaire de la droite et du centre est-elle inévitable ?
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
A 10h, ce jeudi 10 septembre 2026, les GG : Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de : Carburants, faut-il plafonner les prix ?
Pour débuter l'émission de ce jeudi 10 septembre 2026, les GG : Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent du sujet du jour : "Transparence des salaires, est-ce une bonne ou mauvaise idée ?"
Aujourd'hui, Laura Warton Martinez, sophrologue, Bruno Poncet, cheminot, et Mourad Boudjellal, éditeur de BD, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.
90% of her business comes from referrals. She has never made a cold call, never sent a cold email, and never pitched herself at a networking event. And she built the whole thing in four years, starting with zero recruiting background. April Ben-Sabat became a recruiter by accident. She spent six years as the right hand at a transport company, told them in her first interview she would own a business within five years, and when they could not find a transport recruiter to backfill her, her own boss said the words that changed everything: why don't you start a recruiting agency? A year later the company went bankrupt and she was all in, whether she was ready or not. What she built next is the playbook this episode unpacks. April went from searching "business networking" on Eventbrite and showing up to anything free, to becoming the recruiter an entire city refers. She walks through exactly how she works a room she has never been in: standing at the door, finding the person who is alone, opening with "what brings you here," and shimmying into conversations without an ounce of pitch. She explains why she goes to every event alone, why bringing a wingman makes you less approachable, and the solo restaurant challenge she gave herself, one Friday night, no phone allowed, that trained her to be comfortable in any room. Then she goes deeper: why following up with "great meeting you last night" is the same as handing out a business card, what to reference instead, and how posting on LinkedIn keeps her in the feed of everyone she has ever met so the referral arrives eight months later. When the events around her felt empty, she built her own, with a curated guest list, a word-match game on the back of every name tag, and a room engineered for people who are scared of networking. And because standing still was never the plan, April is now tearing up her own playbook, taking her agency into the US market and a brand new niche while building her own AI sourcing agent with Claude Code. Job order in, vetted shortlist out, outreach in her voice, and an ATS she never opens anymore. As April tells it, the shortlists are finding people a human sourcer could not surface in two weeks of full-time searching. She also draws her hard line: the first message can be automated, but the moment a real conversation starts, the human takes over. Whether you are grinding without direction, sitting behind the screen wondering why BD feels broken, or curious what one non-developer recruiter can build in a weekend, this conversation is the push to get in the room. What You'll Learn: The exact first 90 seconds of walking into a room where you know nobodyWhy April never sells at networking events and how referrals arrive months later anywayThe follow-up message that actually gets remembered, and the one that gets ignoredHow to host your own networking event that people beg to return toHow she built an AI sourcing agent on Claude Code that searches her ATS and beyondThe one thing she refuses to automate, and why candidates thank her for it Finish The Year Strong 2026 (Sept 28 - Oct 5). April is speaking, and her session currently has the most RSVPs of the entire summit. All live sessions are free: https://recruiters-finish-the-year-strong.heysummit.com/ Atlas, the CRM that actually understands context: https://recruitwithatlas.com/ Firm Leaders Summit (Nov 16-18): https://firm-leaders-and-owners-recruiting-summit-2026.heysummit.com
L'émission Front Page est une revue d'actualité qui s'intéresse à tout ce qui touche le monde de la bande dessinée américaine (comics) du côté des Etats-Unis comme de la France, ainsi qu'à ses adaptations tous médias confondus. Le podcast est une série régulière chez First Print et revient au rythme de trois épisodes par mois, hors contenus spéciaux. Ce Front Page est le premier podcast consacré à l'actualité comics du mois de septembre 2026.REJOIGNEZ NOUS SUR DISCORD !!Le podcast est sponsorisé par Pulps et on vous propose un "Focus Pulps" chaque mois ! Découvrez une sélection de comics VO à prix de lancement !Le Focus Pulp's de septembre 2026 : Rampant Swine / No One Escapes the Dialectic / Swamp Thing is Killing the ChildrenSi vous appréciez le travail fourni par l'équipe et que vous souhaitez soutenir le podcast, vous pouvez partager les émissions sur les réseaux sociaux et vous abonner à nos différents comptes, laisser des notes sur les différentes plateformes d'écoute, ou encore nous soutenir via notre page Tipeee. Très bonne écoute à vous, et à bientôt pour le prochain podcast !Le ProgrammeCOMICS - 03:45Jeph Loeb chez Album Comics le 3 octobre 2026 !La SDCC Malaga fait son retour à la fin du mois !Découvrez Pulp's Art, galerie d'originaux en ligneLes Enfants Perdus de Neyef débarque le 7 octobre au Label 619Le Phare, anthologie à venir chez Astrolabe, rappelle ses équipes créativesCurt Pires lance sa déconstruction des Pokemon avec Creature CorpsMarvel relance encore la X-Force, qui devient la Fugitive X-ForceTV - 43:19Spider-Noir annulée - et récompensée aux Emmy AwardsL'affaire Ed Brubaker sur le tournage de CriminalSoutenez First Print - Podcast Comics de Référence sur TipeeeHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
Only last month we launched CMO Series: Laterals & Mergers, a podcast dedicated entirely to how law firm marketers and BD leaders navigate the complexities of lateral recruitment and firm mergers. This month we present to you the short form podcast of Laterals & Mergers: 2 Good 1 Bad. We bring on leaders from law and professional services firms to talk about the two good things they have done to drive successful lateral integration or merger, and one bad thing that they or the firm would not do again. To kick us off, Connor Kinnear was joined by Grasford Smith, a Litigation Partner and Co-Chair of the lateral integration programme at Akerman, a role he's held for the past four years alongside a fellow partner in the firm's New York office. Grasford shares insights including welcome videos that go beyond the CV, a structured, stakeholder-mapped onboarding checklist, and the risk of assuming a good programme stays good.
عاش حياة عريضة شهد فيها لحظات التأسيس الأولى للمملكة العربية السعودية، ووثّق بذاكرته الفذة تحولات المجتمع والنفط ودخول الحجاز، لتصبح مذكراته وثيقة اجتماعية وإنسانية فريدة أشاد بها الملك سلمان بنفسه.هو الشيخ إبراهيم الحسون، صاحب واحدة من أجمل وأجرأ السير الذاتية السعودية، الذي ترك بين مجلداتها الأربعة تجارب تفيض بالفقد والشغف، من طفولة فقيرة بفقد أليم، إلى خطيب يقف أمام الملوك، ورحلة ملهمة بين عنيزة وجدة والخُبر وعرعر وبيروت والقاهرة.نستعرض سيرته المليئة بالأحداث والتفاصيل الإنسانية المدهشة، ومفهوم فن السيرة الذاتية وكيف تحول هذا التوثيق الشخصي إلى أثر أدبي وتاريخي خالد، مع ضيفنا د.عبدالله الأسمري.في حلقة جديدة من بودكاست جولان هذه الحلقة برعاية: سلالات نشارككم جودة الحياة. https://sulalat.com/ المحاور:00:00 المقدمة1:47 سبب كثرة السير الذاتية اليوم5:44 سيرة إبراهيم الحسون12:22 افتقاد السير اليوم للجانب الإنساني17:35 أجمل السير الذاتية23:43 نشأة وتعليم إبراهيم الحسون43:09 بداية كتابة مذكراته وطريقة السرد46:05 عمله سكرتيرًا لقائم مقام جدة50:19 انتقاله إلى الخُبر52:29 إلقاء كلمة أمام الملك عبد العزيز55:23 أسفاره ورحلته إلى بيروت57:43 لقاء جمعه مع عبدالله القصيمي1:00:44 كيف جمع مكتبته الضخمة؟1:03:57 مواقف لا تُنسى في سيرته1:10:57 نهاية حياته1:11:47 ماذا نستفيد من سيرته اليوم؟1:15:26 تحويل سيرته إلى عمل فني1:19:40 الإحجام عن كتابة السير تواضعًا1:20:34 الختام حلقة جديدة من بودكاست «جولان» مع محمد الشثري. بإمكانك مشاهدة الحلقة من خلال اليوتيوب أو الاستماع لها عبر منصات البودكاست. وكذلك يهمنا معرفة رأيك عن الحلقات بالتعليقات أو تقييمك على Apple Podcast. كما بوسعك تقديم اقتراحك لبودكاست جولان بمراسلتنا على: suggest@micspod.com محمد الشثري على اكس: https://x.com/m_a_alshathryمحمد الشثري انستقرام: https://www.instagram.com/m_a_alshathryمحمد الشثري سناب شات: https://www.snapchat.com/add/m_alshathryمحمد الشثري تيك توك: https://www.tiktok.com/@m_a_alshathry للإعلانات والرعايات:BD@micspod.com لمعرفة أحدث أخبار شبكة مايكس تابعنا على:اكس: https://twitter.com/MicsPodانستقرام: https://www.instagram.com/micspodفيس بوك: https://www.facebook.com/Micspodoffic لينكد ان: https://www.linkedin.com/company/micspodتيك توك: https://vm.tiktok.com/ZSehjfoBt/
Mais qui est Olympe de Gouges ? Parce que l'autrice de la Déclaration des droits de la femme et de la citoyenne (1791) est née femme et bâtarde au milieu du XVIIIe siècle, son nom n'est toujours pas reconnu comme étant celui d'une philosophe des Lumières. Pourtant, elle a fait siens les grands débats qui ont traversé le siècle ainsi que la Révolution : elle défend les Noirs, les femmes, les enfants, les pauvres, les vieillards, les sans-rien. Et si Olympe de Gouges, guillotinée en novembre 1793, était, en raison de ses idées qu'elle érige en combats, et par l'affirmation de son nom et de son identité, l'autre Voltaire du XVIIIe siècle ?En retraçant la vie d'Olympe de Gouges, Cécile Berly restitue tant la finesse de la pensée d'une autrice engagée que le parcours fascinant d'un être de chair entre Ancien Régime et Révolution. Nourrie des nombreux textes d'Olympe de Gouges, elle donne ainsi à lire une femme libre, universaliste, ironique et militante, au caractère trempé, à l'ambition dévorante, aux idées avant-gardistes et d'une intransigeante humanité.L'auteur, Cécile Berly, est notre invitée en studio. En vidéo sur Youtube, @timelinestory2026Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.
Nous voilà de retour pour un nouvel épisode de notre maxi-série Nos amis les libraires ! Mais pour cet épisode, on reçoit un invité assez spécial puisqu'il s'agit ni plus ni moins que d'Arno Lapeyre, l'un des co-associés du réseau Pulp's qui nous fait l'honneur d'être notre sponsor (et mécène sur les First Print Awards) depuis maintenant quelques années. Arno nous a donné de son temps pour nous raconter l'histoire de la librairie, et nous évoquerons dans ce long entretien la diversification des activités de l'intéressé et de ses partenaires.Des librairies, mais pas que !En effet, Pulp's c'est trois boutiques sur Paris et une sur Bordeaux, mais aussi désormais un site internet que vous connaissez bien, mais Arno a aussi monté la Paris Comics Expo et s'occupe désormais du Lake Como Comic Art Festival. Dernière nouveauté ? Le lancement de Pulp's Art, une galerie en ligne d'originaux où les artistes vont aussi pouvoir gérer leurs commissions directement avec les amateurs et amatrices de dessins. Bref, de quoi largement justifier une discussion de deux bonnes heures pour votre plus grand plaisir !Et d'ailleurs, avis aux libraires de toutes sortes qui nous écoutent : on sera ravis de faire un tour chez vous et de faire une émission si vous le souhaitez, discutons en par mail ! Vous savez normalement où me contacter !Du reste si le travail vous plaît, ne manquez pas de le faire savoir, faites découvrir le podcast en ligne, parlez-en autour de vous, souscrivez à nos plateformes, à notre Substack, venez sur Discord, aidez-nous avec Tipeee ! Nous avons encore plein de choses à partager ! Merci de nous avoir écoutés !Soutenez First Print - Votre podcast comics (& BD) préféré sur TipeeeHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
随着一部国产动画电影《八仙！》的上映，引发了大家对于八仙的好奇。八仙不只是八个神仙，这八位其实代表了咱社会上形形色色的人，不管你是穷是富，是男是女，都有机会成仙。这八个人还暗合了八卦，比如吕洞宾是乾卦，何仙姑是坤卦，八个人凑一块儿就是整个宇宙的缩影。为了讲清楚这个道理，咱们的张无梦老师捋了一遍道教史，从张天师讲到王重阳，还顺带揭秘了曹国舅。至于最近福建大火新闻——“天雷罚庙”，究竟是怎么回事呢？您把节目听完就知道了！更多精彩内容，欢迎收听本期节目~主播 / 相征嘉宾 / 张无梦音频后期 / 陆凯BBBBUDDHA、昊宇音频上传 / 恬恬-本节目由深夜谈谈 Midnight Network出品 -Timeline:00:00:59 国庆好去处了解一下00:08:02 孙悟空和哪吒终于能歇歇啦00:13:17 八仙也分上、中、下三组？00:39:55 八仙的叙事内核：草根逆袭，普度众生00:41:59 八仙与八卦00:59:55 铁拐李的成仙传说01:14:43 楚留香的原型01:21:11 掌声有请八仙C位吕洞宾01:32:52 人间打仗只不过是神仙的棋局02:03:03 李白唯一存世的亲笔手书02:36:10 八仙过海其实是渡劫02:36:45 福建那座被雷劈了的庙02:41:35 南青乐队 - 三净咒 大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
durée : 00:01:35 - La grande matinale - 80'' pour une BD "L'Envol du pélican", quand l'infinie beauté du dessin tranche avec la noirceur d'une histoire d'enfance volée. Le scénario est de Rudy Ortiz et Sophie Révil et les dessins d'Antonia Banados. - invités : Éva Roque Journaliste et productrice Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France
他曾在30岁时为寻梦误入江南小镇，为拍戏差点跟景区老板打起来。谁也想不到，这场冲突竟成了中国最富盛名的“乌镇戏剧节”的序章。本期咱们来和黄磊聊聊他的故事。从话剧后台长大的孩子，到北京电影学院的严师，他始终在寻找舞台的边界。他曾坦言自己不是好歌手，却用“说话式”的唱法唱出了文艺腔调。他无意中闯入乌镇，又无心插柳办起了戏剧节。看着乌镇里年轻演员的排练，他仿佛看见了曾经的自己。面对外界的喧嚣，他认为年轻时就做勇敢的莽撞事，成熟时就做豁达的从容事。他把灵魂的一部分留在了乌镇，那里有酒，有戏，有梦，也是他和一群老朋友想留给世界的、一个能被遗忘但又不会消失的梦。主播 / 相征嘉宾 / 黄磊音频后期 / 陆凯BBBBUDDHA、昊宇、恬恬、小阎音频上传 / 恬恬Timeline:03:52黄磊老师的新话剧10:07 乌镇戏剧节筹备▲本届乌镇戏剧节海报20:53 《似水年华》是一切的起点▲《似水年华》黄磊剧照(31岁)31:10 剧本都是手写的？！45:33 不止是戏剧，更是一个“节”52:27 年轻时的“骚首弄姿”01:03:03 一场未遂的戏剧学院梦01:17:08 初拍电影的那点事▲《边走边唱》中的黄磊01:23:27 回忆和张国荣老师的故事▲《夜半歌声》主演合影 左起：张国荣 刘琳 黄磊(23岁) 吴倩莲01:34:19 黄磊的音乐生涯▲首张唱片发布时鲜衣怒马的黄磊(25岁)01:39:10 说说录综艺那点事儿01:52:55“好为人师”与年轻一代02:01:53 乌镇戏剧节全攻略！！！02:11:14 黄磊 - 边走边唱大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
Mindy Diamond on Independence: A Podcast for Financial Advisors Considering Change
Andy Schwartz CEO, OnePoint BFG Wealth Partners | Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach. Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area. 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… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. 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. 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: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha
Most professionals hate the idea of selling. What if you didn't have to? Chris Papin has built a thriving multi-discipline practice as a JD, CPA, and insurance producer — without ever feeling like he's pitching. The secret is the trust economy: a system of intentionality, authenticity, and regularity that builds steady deal flow without pushing harder. Chris Papin is a licensed attorney, certified public accountant, and insurance producer who works with small business owners and entrepreneurs across every stage of their business lifecycle. He's also the author of 168 Hours: A Startup Business Guide That Respects Your Time. In this episode, Chris joins Scott Love to break down exactly how professional services providers can stop relying on hustle and start building the kind of credibility that brings clients to them. You'll learn: Why deals are driven by emotion — and what that means for how you build trust with prospects How to use a 90-second anecdote to open doors at any networking event without pitching The "step zero" mindset shift that separates professionals who get results at conferences from those who just survive them Why showing up with a QR code instead of a business card is a trust signal — not just a tech flex How to use AI to data mine a conference attendee list and identify your top 10 targets in 30 minutes The two biggest pitfalls that destroy deal flow — and how to avoid both What a client "funnel" actually looks like for transactional professionals (lawyers, CPAs, consultants) Why regularity matters more than intensity — and how to build consistency into your BD rhythm even during busy seasons The "Think, Document, Do" framework: the three-step system that turns good intentions into actual pipeline 3 action steps to start building steady deal flow through trust — starting today Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/CNP3rUgqQSo ---------------------------------------- If you are a successful law firm partner or law firm founder and want to hear about other options, please book a time on Scott Love's calendar here: https://calendly.com/scott-736/half-hour-phone-meeting-with-scott Or email Scott to connect with him at: scott@attorneysearchgroup.com ----------------------------------------
L'émission Front Page est une revue d'actualité qui s'intéresse à tout ce qui touche le monde de la bande dessinée américaine (comics) du côté des Etats-Unis comme de la France, ainsi qu'à ses adaptations tous médias confondus. Le podcast est une série régulière chez First Print et revient au rythme de trois épisodes par mois, hors contenus spéciaux. Ce Front Page est le deuxième podcast consacré à l'actualité comics du mois d'août 2026.REJOIGNEZ NOUS SUR DISCORD !!Le podcast est sponsorisé par Pulps et on vous propose un "Focus Pulps" chaque mois ! Découvrez une sélection de comics VO à prix de lancement !Le Focus Pulp's de septembre 2026 : Rampant Swine / No One Escapes the Dialectic / Swamp Thing is Killing the ChildrenLe ProgrammeCOMICS - 04:05Une tournée de dédicaces Album/Momie avec Deniz Camp et Hayden Sherman Mawrth Valliis débarque chez 404 Graphic FOCUS PULP'S - 12:00The Snail, nouveau one-shot de Garth Ennis chez 9th Circle - 30:30The Ones 2 : Brian M. Bendis et Jacob Edgar se retrouvent chez Dark HorseUn Flash Gordon : Two Worlds annoncé chez Mad Cave en albumRyan Stegman à l'écriture du récit Venom : P.O.V.TV - 1:03:10Dan Stevens rejoint le casting de la série RobocopThe People vs Gorilla Grodd officialisée avec son castingUn premier trailer pour Get Jiro!Netflix pose des options sur plusieurs comics indépendants CINEMA - 1:37:22Un court métrage Optimus Prime : Awakening pour la re-sortie du film TransformersLe film X-Men recrute ses équipes techniquesNoah Jupe rejoint le casting d'Avengers : Secret WarsSoutenez First Print - Podcast Comics de Référence sur TipeeeHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.
durée : 00:27:31 - Les émissions culturelles de France Culture - par : Natacha Triou - En 2006, Alison Bechdel, alors connue pour la série de strips "Gouines à suivre" signe un ample roman graphique, "Fun Home". De bédéaste alternative elle devient l'une des pionnières d'un genre encore en développement ; la bande-dessinée autobiographique. - équipe : Laurence Malonda, Aïssatou N'Doye, Boris Pineau, Zohra Vignais, Lise Ripoche, Avril Ventura, Aurélie Marsset, Milena Platte-Kubiak - invités : Lucie Servin Journaliste, spécialiste de littérature et de bande dessinée, Lisa Mandel Autrice de bande dessinée, éditrice, Thierry Groensteen Historien et théoricien de la bande dessinée Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France
Charles IX ? Un roi fou qui nimba son règne du sang de ses sujets, obéissant à sa mère, Catherine de Médicis, cette Italienne que le pape avait envoyée en France pour détruire le royaume. Parce qu'il fallait bien être fou pour ordonner le massacre d'une partie de son peuple, celle qui avait adhéré aux thèses de Jean Calvin, le 24 août 1572, jour de la Saint-Barthélemy… C'est, à grands traits, le souvenir de ce souverain qui régna près de quatorze ans sur la France, de décembre 1560 à mai 1574. Il serait possible de déconstruire ces légendes, mais ce n'est pas le propos de ce livre. Elles démontrent toutefois que Charles IX n'a pas été oublié, il est seulement un roi sur lequel il a peu été travaillé.Le roi existe néanmoins ; même enfant, même adolescent, il a une histoire. Sans lui, sans ce qu'il fut, un enfant qui grandit roi, au milieu des rivalités et des désobéissances diverses du fait de son âge et de la position de sa mère, l'histoire de ce temps aurait été bien différente. Quant à son règne, il ne peut se résumer à un massacre, puisqu'avant qu'il ne soit engagé, trois guerres civiles, plus de quatre ans de combats fratricides, avaient ravagé le royaume. C'est à l'histoire de ce garçon devenu homme sur un trône, au milieu des luttes entre princes et grands seigneurs, que ce livre est consacré. Pour l'écrire, Didier Le Fur a mené à bien un immense travail d'archives ici restitué dans un récit puissant et captivant. Il comble ainsi une lacune béante dans la riche histoire des rois de France.L'auteur, Didier Le Fur est notre invité en studio, et en vidéo ici, sur Youtube, @TimelineStory2026 : https://youtu.be/y4SDviBIt90Hébergé par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.
In this episode, I sit down with Robbie Sturgess and Martin Doig, co-founders of Verto People, to unpack how they shrank the business from 20 heads back to 14 to fix a culture and standards problem, then rebuilt it into a business on track for a £6M year.We dive into the BD playbook that rebuilt their sales culture, the DISC-based hiring filter that's pushed probation pass rates to 90%, and the EMI equity scheme built with Tom Glanfield that could put an £18.9M pot in the team's hands.Connect with Robbie here: https://www.linkedin.com/in/robbiesturgess/Connect with Martin here: https://www.linkedin.com/in/martin-doig/-------------------------Watch the episode on YouTube: https://youtu.be/FA0qdHFJicE-------------------------Podcast Sponsors: Claim your exclusive savings from our partners with the links below:Sourcewhale - Check Out Sourcewhale & Claim Your Exclusive Offer Here.Atlas - Check Out Atlas & Claim Your Exclusive Offer HereRaise - Check Out Raise & Claim Your Exclusive Offer Here.-------------------------Want more content like this?The Wednesday Debrief is our free weekly newsletter for recruiters who take their craft seriously. Join 7,000+ subscribers here: https://newsletter.recruitmentmentors.com/-------------------------Get in touch with me:Linkedin: https://www.linkedin.com/in/hishemazzouz/
从兰州大学旁的音像店，到北京拥挤的唱片公司；从一份写给师兄的实习邮件，到如今面对镜头侃侃而谈——这是一代内容创作者的故事。在一次坦诚的闲聊中，划水怪、小寒和李翔发现，他们的职业生涯都始于兴趣和偶然。但今天的年轻人，已难复刻这条道路。当“视频播客”成为时代弄潮儿，他们看到的却是高昂的成本与系统性的风险。面对“做不做视频”的灵魂拷问，以及“长期价值”被“一周热度”取代的无奈，他们三人也正在学习如何在时代的洪流中，守护自己创作的初心与快乐。主播 / 相征 郭小寒嘉宾 / 李翔音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬Timeline:00:02:14 聊聊学生时代00:11:42 李翔刚来北京时00:19:33 专业还是兴趣00:27:24 偶然性和随机性的影响。00:42:45 什么是人生可能性00:53:46 聊聊采访过的企业家01:01:36 我们要找到自己的心跳01:12:49 媒体人真的难01:22:16 现在的内容创作更难01:30:17 聊聊视频播客01:52:12 从大众到小众的变化02:05:08 600万现金的生活方式02:09:10 创作内容和个人价值02:16:05 内容创作者的流量与兴趣平衡之道02:30:20 内容创作者的话语权02:43:30 自媒体与传统工作怎么选02:52:58 The Boxer Rebellion - Safe House大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
既然今天是中元节，那肯定得纳凉呀。于是咱们请来了罗叔，来讲一个压在他心里十四年的故事。既然说了是故事您就当故事听，千万别当真！2012年夏天，罗叔跟四姥爷陪着一个叫小林的病人，从河北一路走到东北。花姐的堂单上有小林小时候见过的名字，萨满的木牌让他说出奶奶的小名，长白山的梦与现实完全重合。所有人都指向一个答案——奶奶留下的旧布。故事的真相居然藏着一份深沉的爱。鬼门十三针、堂单、保家、出马、探堂、搬杆子——这些词你听过几个？东北不同的仙家路数都是什么？话不多说，快来听故事！主播 / 相征嘉宾 / 罗叔音频后期 / 陆凯BBBBUDDHA音频上传 / 恬恬Timeline:00:00:39 雷击木护体00:10:55 什么并反复治不好00:14:25 鬼门13针00:27:36 江苏鸾生用画护体00:44:07 神秘的唐单00:50:41 东北保家仙文化01:01:16 道家圣地铁刹山之行01:08:28 萨满文化探秘01:14:55 长白山仙家01:27:27 东北出马仙文化01:34:34 神秘仪式揭示家族秘密01:43:45 探寻仙缘01:49:30 揭秘奶奶遗言01:54:29 结局居然是？！02:03:15 Bruno Coulais - The Death Of Lhakpa大内夜市上新4款诸吉·东方五行系列配饰。告别心浮气躁，稳住自身场域。大内人气嘉宾张无梦特别推荐！祝您驱散阴霾，舒展心绪；祈愿万事顺遂，天下大吉！微信搜索小程序“大内夜市”，即可购买～今年十一长假，由划水怪&miya带队，七天六晚带你深入越后妻有和轻井泽。这片藏在日本新潟县的雪国山谷，是全世界独一无二的大地艺术祭现场。这次，不仅是一场艺术盛宴，更是一场舌尖之旅——从品尝当地新米到品鉴小诸威士忌，从妻有猪到和牛铁板烧，从药汤温泉到轻井泽骑行，吃喝玩乐一举拿下！名额有限，详情可进入微信小程序“大内夜市”查看。恰逢周年，大内十三周年限定主题周边正式上线。在香港的俚语里，“My Cup Of Tea”代表合心我意、投缘，于是我们将Tea替换成T恤的缩写Tee，于是就有了“MY CUP OF TEE 係我杯茶”的周年主题。而本次周边分为是定制马克杯、主题T恤两款单品，也推出了成套纪念礼盒（礼盒附赠随机主播签名嗷）～还记得那些一起笑过、燃过、感动过的时刻吗？我们没忘，也不想忘。于是，我们把来自“浪谈”宇宙的NBA节目、漫画节目和东瀛野望录里的动人句子，写进这件由杨凯老师亲自设计的T恤中，致敬彼此相伴的100小时时光。微信搜索小程序“大内夜市”，即可购买～深夜谈谈招聘啦，本次开放岗位全职：1、视频编导（北京/上海） 2、商务BD&AE （上海）感兴趣的朋友们请发送求职信+简历+个人作品请发送至邮箱jobs@midnightalks.com-你还可以在这里找到我们：小红书：@深夜谈谈、@相征terry、 @miyaB站：@大内密谈midnightalks视频号&抖音：@深夜谈谈微博：@大内密谈微信公众号：大内密谈商务合作邮箱：biz@midnightalks.com加听众群：加深夜谈谈子微信（微信号:SYTT-midnightalks2）并回复【听众群】即可进群。
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