Podcasts about Babson College

Andy founded Levison & Co., the predecessor of Southfield Capital, in November 2002. Before that, he was the Head of Leveraged Finance at Donaldson, Lufkin & Jenrette (DLJ), where he oversaw banking and origination activities for all of the firm's investment banking products for leveraged companies. In particular, Andy focused on high yield securities, leveraged bank loans, bridge loans, and mezzanine/equity investments. While at DLJ, Andy also served as Co-Chairman of the Credit Committee and as a member of the Management Committee of the Investment Banking Division and the Banking Review Committee. Prior to joining DLJ, he was a Managing Director of the Leveraged Buyout Group at Drexel Burnham Lambert and a Vice President of the Special Finance Group at Manufacturers Hanover Trust.   Andy has served on the boards of over 25 public and private companies related to investments and is currently on the board of directors of Ferrellgas Partners, L.P. (NYSE: FGP), Protos Security, Pacific Landscape Management, Property Management Holdings, TFS, and the Levison/Present Foundation at Mount Sinai Hospital. Andy was also the President of The Red Ribbon Foundation in Greenwich, CT. He earned a B.S. degree in Finance from Babson College.

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

Today with Michael Barbarita: You already know the feeling. You glance at the checkbook, you see a number that looks okay, and you decide that's good enough. You don't open QuickBooks. You don't look at your gross profit percent. Some part of you is afraid that if you actually looked, you might not like what you'd find. Michael Barbarita has spent thirty years inside businesses just like yours, first as an owner himself, growing a retail company called Ski Town USA from two and a half million dollars to eight million in under five years, and now as a fractional CFO through his company, Next Step CFO, working mostly with owners in the trades. He told LuAnn something simple that changes how you think about your numbers for good: the time to look is when it's cloudy, not when it's raining. Michael doesn't ask his clients to become accountants. He gives them five numbers, what he calls the vital five, and a rhythm for checking them. Sales, gross profit, gross profit percent, and net profit get pulled from your weekly P&L, and for most owners, that report is already sitting in your accounting software waiting to be opened. Cash is the one exception. That number gets checked every single day, because cash is what can sink you fastest, and it's the one number you can't afford to only glance at once a week. LuAnn connects Michael's framework directly to something she and her husband Vin have pushed Exciting Windows members toward for years, a fifty five to sixty percent gross profit margin. Once you're actually watching your gross profit percent every week, you have a real answer to whether you're anywhere close to that target, instead of a guess. The conversation goes further into why so many business owners let their accounts receivable slide, and Michael's five components of what he calls a compelling offer, the framework he uses with clients to get them out of competing on price. LuAnn ties it back to something she's said for years, that you have to sell the transformation your work creates, not the blind, the shade, or the drape itself. If pricing and margin are the piece that's nagging at you after this one, go back and listen to WTFP #199, Solo Margins Matter, for the fuller case on what discounting below a healthy margin actually costs your business. More About Michael Barbarita: Michael Barbarita has owned and operated Retail, Manufacturing and Service companies over the last 30 years. One of the retail companies he operated called “Ski Town USA” grew from $2.5 Million to $8.0 million in less than 5 years. One of the products he manufactured was “Cookies To Scoop Frozen Cookie Dough” and was featured on the QVC Home Shopping Network and was selected as one of the top 20 products in the State of Massachusetts in 1997. He has sat on the Board of Directors of 5 different companies. He was a Chief Financial Officer and Treasurer for a large specialty retailer. He was Chief Financial Officer and Treasurer for all of his previously owned companies as well. Michael has been involved in the structuring of leveraged buyouts. He has experience in owning both commercial and residential investment real estate. He also has experience exporting and doing business on a global scale.  He is an award winning public speaker. He has a Bachelor of Science in Business Administration at Babson College in Wellesley, Massachusetts, and majored in Accounting. Connect with Michael Barbarita: Website Our Favorite Links ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Windowworksnj.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Exciting Windows⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ What's new with LuAnn Nigara ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Power Talk Friday Tour 2025⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Watch the Docuseries!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.luannnigara.com/cob⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Purchase LuAnn's Books Here: Book 1: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Making of A Well – Designed Business: Turn Inspiration into Action⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Audiobook: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Making of A Well – Designed Business: Turn Inspiration into Action⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Book 2: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠A Well-Designed Business – The Power Talk Friday Experts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Book 3: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠A Well-Designed Business – The Power Talk Friday Experts Volume 2⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Connect with LuAnn Nigara LuAnn's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LuAnn's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Blog⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Like Us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | Tweet Us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | Follow Us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | Listen Here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Podcast⁠⁠⁠⁠⁠ Other Shows Mentioned: Episode 199: What Would Lu Do?: Margins Matter: Why Discounting Puts Your Business at Risk

Elder Scott N. Taylor is a professor of Organizational Behavior holding the Arthur M. Blank Endowed Chair for Values-Based Leadership at Babson College, having previously taught at Boston University and the University of New Mexico. He holds a bachelor’s degree in Spanish from Brigham Young University as well as an MBA and a Ph.D. in Organizational Behavior from Case Western Reserve University. An award-winning educator and researcher whose work centers on leader assessment, executive coaching, and emotional competence, Scott has authored numerous scholarly publications and consulted internationally with dozens of major companies and government entities. Elder Taylor has served as an Area Seventy since 2022. His Church service includes callings as a missionary in the Spain Bilbao Mission, young single adult branch president, bishop, high councilor, stake presidency counselor, and stake president. Scott married Ashley Anne Boyter and they are the parents of four children and reside in Franklin, Massachusetts. Watch the video and share your thoughts in the Zion Lab community Transcript available with the video in the Zion Lab community Highlights Scott discusses the intersection of organizational behavior and church leadership. He shares insights on effective leadership qualities, the importance of creating a positive environment, and the balance between achieving goals and fostering relationships within church communities. Key Insights Outward Focus: Effective leaders prioritize the needs and well-being of others, creating a connection that fosters trust and engagement. Positive Environment: Leaders should cultivate a supportive and uplifting atmosphere, which enhances motivation and collaboration among members. Relational Leadership: Leadership is fundamentally relational; outstanding leaders are not necessarily the most technically skilled but excel in building relationships and fostering a sense of belonging. Cognitive Dynamics: The brain’s analytical and empathetic networks are antagonistic; leaders must be aware of emotional climates to encourage creativity and openness rather than stress and defensiveness. Charisma vs. Competence: Charismatic leaders can inspire hope, but relying solely on charisma can lead to overlooking effective leadership qualities that are not immediately visible. Leadership Applications Storytelling: Latter-day Saint leaders can use personal stories to illustrate the impact of ministering, helping members connect emotionally and understand the importance of their roles in the community. Cultural Focus: By emphasizing a culture of belonging and support, leaders can motivate members to engage in ministering efforts naturally, rather than through pressure or performance metrics. Awareness of Bias: Leaders should recognize their biases when selecting individuals for leadership roles, ensuring that they look beyond charisma and traditional expectations to identify those who truly embody the principles of effective leadership. The award-winning Leading Saints Podcast is one of the top independent Latter-day Saints podcasts as part of nonprofit Leading Saints’ mission to help Latter-day Saints be better prepared to lead. Find Leadership Tools, Courses, and Community for Latter-day Saint leaders in the Zion Lab community. Learn more and listen to any of the past episodes for free at LeadingSaints.org. Past guests include Emily Belle Freeman, David Butler, Hank Smith, John Bytheway, Reyna and Elena Aburto, Liz Wiseman, Stephen M. R. Covey, Benjamin Hardy, Elder Alvin F. Meredith III, Julie Beck, Brad Wilcox, Jody Moore, Tony Overbay, John H. Groberg, Elaine Dalton, Tad R. Callister, Lynn G. Robbins, J. Devn Cornish, Bonnie Oscarson, Dennis B. Neuenschwander, Kirby Heyborne, Taysom Hill, Coaches Jennifer Rockwood and Brandon Doman, Anthony Sweat, John Hilton III, Barbara Morgan Gardner, Blair Hodges, Whitney Johnson, Ryan Gottfredson, Greg McKeown, Ganel-Lyn Condie, Michael Goodman, Wendy Ulrich, Richard Ostler, and many more in over 800 episodes. Discover podcasts, articles, virtual conferences, and live events related to callings such as the bishopric, Relief Society, elders quorum, Primary, youth leadership, stake leadership, ward mission, ward council, young adults, ministering, and teaching.

Send us Fan MailA triplet birth in the United States costs roughly $577,000. A twin birth runs about $155,000. For a self-insured employer, that cost hits the bottom line directly.In this clip from our episode “Making Fertility Benefits An Employer Priority”, host David E. Williams and David Stern, CEO of Kindbody, break down how Kindbody puts skin in the game with employers through contractual guarantees on multiple birth rates, miscarriage rates, and time to care.Listen to the full episode here

In this episode of the WLEI Podcast, we speak with Jim Morgan and Sebastian Fixson about organizational implications for product development and what building your team's product development capabilities looks like in the age of AI. Morgan is the author of Designing the Future and has spent over 30 years in industry as a product development leader including serving as a global engineering director at Ford Motor Company during the product-led revitalization under CEO Alan Mulally. Sebastian Fixson is Founding Faculty Director of the DBA Program and Professor of Innovation & Design at Babson College and author of The Innovation Navigator: Transforming Your Organization in the Era of AI. The conversation explores:  What people-first leadership means in practice Why particular structures, processes, and practices are needed in product development to help people do their best work The trade-offs inherent in functional and product organizations The organizational and product development implications of new technologies including generative AI How today's entrepreneurs are thinking about product development and how to invest in developing the next generation of developers

Send us Fan MailFertility benefits have gone from a Silicon Valley recruiting perk to a boardroom priority in under a decade. Employers are no longer just offering access. They are demanding measurable outcomes, transparent costs, and clinical accountability.David Stern, CEO of Kindbody, joins host David E. Williams to discuss why the vertically integrated model of combining a fertility benefit manager with owned clinics is producing better outcomes for employers and patients alike, and what it means that a company serving Walmart employees in rural Arkansas is now one of the most important access stories in American reproductive medicine.

In this episode of Investing in Integrity, Ross Overline sits down with Mark Keating, EVP and Global Head of Strategic Finance at State Street — one of the largest financial institutions in the world, with roughly $50T in assets under custody and 15% of the world's daily financial transactions running through its infrastructure.Mark and Ross discuss what it means to build a career of lasting impact inside a globally systemically important bank, how AI is reshaping corporate finance, and the question Mark asks himself and his colleagues to keep them grounded: Do you like the person you've become?Meet Mark Mark Keating is EVP and Global Head of Strategic Finance at State Street, where he leads enterprise Financial Planning & Analysis, Real Estate, Procurement, and Financial Oversight and Planning for Operations & Technology, State Street Markets, Global Credit Finance, Wealth Services, and Corporate Functions. He also leads the firm's Finance Data and AI organization and Finance Transformation. He is a member of State Street's Executive Committee, the company's senior leadership team.Since joining in 1990, he has held a range of executive roles in finance, business, and strategy across the firm. He spent over a decade in Zurich, Luxembourg, and London, and served as CFO for Europe, the Middle East, and Africa and as International CFO for more than 15 years. During that time, he served on the Executive Management Board of State Street Bank International in Germany and held a Senior Manager Function designation under the U.K. Financial Conduct Authority's Senior Manager Regime. In 2025, he stepped in as State Street's interim CFO.Mark also serves on the Board of Trustees of the Cathleen Stone Island Outward Bound School and is the executive sponsor of the State Street Veterans Network (VetNet).Mark holds an undergraduate degree from the Boston College Carroll School of Management and an MBA in international finance and economics from Babson College, where he graduated summa cum laude.

On this episode of the Hockey IQ podcast, we sit down with coach Michael Gurska, Assistant coach at Babson College & CSA tracker.A few areas on this episode we discuss:Practice designImprovement mindset from Macklin Celebrini + Michael HageDragging others to excellenceDifference between getting a sweat and getting better. Going through the motions vs active intent.Importance of intention and reflection.Process vs outcome feedbackPlayer run video sessionsPlaying situations (1) Attacking man-on-man vs zone (2) Finding the 2v1 (3) Defending the rush (4) Defending 2v1s + 3v2sCheck out Hockey's Arsenal all over the web:Twitter @HockeysArsenal (@CoachRevak for Greg)Hockey IQ Podcast Spotify or Apple Podcasts or on our websiteYouTube @HockeysArsenalFacebook @HockeysArsenalNewsletter HockeysArsenal.Substack.Com

About This Episode  Artificial intelligence has become one of the defining topics in business, yet much of the public conversation continues to focus on one question: Will AI eliminate jobs? In this episode of the Future of Work® Podcast, Frank Cottle welcomes Sebastian Fixson, Professor of Innovation & Design at Babson College and Founder of the Work Futures Lab, to examine a far more meaningful question: how AI is changing the way work itself is designed.  Rather than focusing solely on automation, Sebastian explains why organizations should rethink workflows, redesign value streams, and develop innovation capabilities that allow employees and AI to work together. The conversation explores how AI is influencing productivity, organizational structures, decision-making, leadership, entrepreneurship, hybrid work, and the future quality of work. Throughout the discussion, Sebastian emphasizes that technology alone rarely creates lasting value. Organizations realize AI's full potential only when they redesign the systems surrounding it.  Whether you're leading a large enterprise, building a startup, or preparing your workforce for AI, this episode offers a thoughtful framework for understanding how organizations can embrace innovation while creating work that remains productive, engaging, and meaningful. 

Send us Fan MailYou know what good leadership looks like. The question is: what happens to it when the pressure hits?This week, I sat down with Ed Brzychcy, Army infantry veteran, former Babson College professor, and organizational culture consultant to mid-market high-growth companies. Ed spent over a decade researching what separates the CEOs of the fastest-growing companies from everyone else, and what he found wasn't what he expected.It wasn't the culture artifacts. It wasn't the perks or the values on the wall. It was how the leaders grew. And there's a specific four-stage journey every one of them walked through, including one stage that Ed says was emotionally harder than anything they faced at the beginning.If you're building a team and wondering why leadership under pressure keeps breaking down, this conversation is going to give you a clear map and the courage to take the next step on it.Books MentionedThomas Willing: The Banker Who Made America by George VagueLost Worlds by Patrick WymanConnect with Ed on LinkedIn, or visit his website at leadfromthefront.net.I want to invite you to check out the Committed Mastermind, a community I help lead along with world-class leaders like JC and Karen Hite, Vinnie Fisher, and Jonathan Mast, plus incredible mentors like Dr. Gary Chapman, author of The 5 Love Languages, and many others.This is for entrepreneurs who want to build a thriving business without sacrificing their faith, their family, or their health.Check out the Committed Mastermind at https://committedmastermind.com/---- Check out Dr. William Attaway's new show, The Appreciation at Work Podcast!  Join Dr. William Attaway on the Catalytic Leadership podcast as he shares transformative insights to help high-performance entrepreneurs and agency owners achieve Clear-Minded Focus, Calm Control, and Confidence.Free 30-Minute Discovery Call:Ready to elevate your business? Book a free 30-minute discovery call with Dr. William Attaway and start your journey to success.Connect with Dr. William Attaway:WebsiteLinkedInFacebookInstagramTikTokYouTube

In this episode of The Mentors Radio, Host Tom Loarie talks with Raj Sisodia, PhD, co-founder of the global Conscious Capitalism movement, respected global business scholar, and author of 11 influential books. Today's broadcast was originally intended to be a conversation with visionary business leader Bob Chapman, the founder of Barry-Wehmiller. Tragically, Bob recently passed away after a courageous battle with cancer. So we decided to anchor this show as a tribute to Bob Chapman’s remarkable life and monumental legacy by talking with his close friend and co-author, Raj Sisodia, and the results far exceeded all expectations! Earning his PhD from Columbia University, Dr. Sisodia’s distinguished 42-year academic career includes teaching at institutions such as Boston University, George Mason, and serving as the FW Olin Distinguished Professor of Global Business and Scholar at Babson College. Over the past five years, he has served as a distinguished professor at Tecnológico de Monterrey—the MIT of Mexico—where he helped establish a Conscious Enterprise Center that has scaled these leadership principles to hundreds of professors and thousands of students across Latin America. Driven by a profound life purpose to open hearts and elevate human consciousness, he partnered with Bob to write the groundbreaking, national bestseller Everybody Matters: The Extraordinary Power of Caring for Your People Like Family. LISTEN TO the radio broadcast live on iHeart Radio, or to “THE MENTORS RADIO” podcast any time, anywhere, on any podcast platform – subscribe here and don't miss an episode! SHOW NOTES: RAJ SISODIA, PhD: BIO: https://rajsisodia.com/#about-raj BOOKS include: Everybody Matters: The Extraordinary Power of Caring for Your People Like Family, by Bob Chapman and Raj Sisodia Healing Leaders: 7 Steps to Recovery of Self, by Raj Sisodia and Nilima Bhat Conscious Capitalism, With a New Preface by the Authors: Liberating the Heroic Spirit of Business, by John Mackey and Raj Sisodia WEBSITE: https://rajsisodia.com/

In this episode of the Women Emerging podcast's Journey to Leadership series, Julia Middleton speaks with Dr. Shakenna K. Williams, Executive Director of the Frank & Eileen™ Center for Women's Entrepreneurial Leadership at Babson College, about the experiences that shaped her approach to leading long before it was formally recognised.From childhood fishing trips with her father to becoming the oldest girl guiding a group of younger cousins, Shakenna reflects on the lessons that taught her patience, resilience and responsibility. She shares how those early experiences continued to influence her as she navigated higher education, corporate environments, entrepreneurship and the often-unseen challenges that come with being a woman finding her way of leading.Together, Julia and Shakenna explore confidence, imposter syndrome, mentorship, personal growth and the invisible load many women carry. They discuss what happens when your contribution is overlooked, how to keep moving forward during periods of uncertainty, and why understanding yourself is often the foundation for influencing others.Drawing on her work supporting women entrepreneurs, Shakenna also reflects on the relationship between wellbeing, resilience and entrepreneurship, and why community matters when navigating both personal and professional challenges.This conversation offers thoughtful insights for anyone interested in women leading, entrepreneurship, resilience, confidence, mentorship and finding their own way of shaping what happens next.About the Guest: Dr. Shakenna K. Williams is the Executive Director of the Frank & Eileen™ Center for Women's Entrepreneurial Leadership at Babson College. She is also an innovator, thought leader, and changemaker. Shakenna K. Williams, Executive Director, CWEL. With her passion to propel women entrepreneurs to new levels of success, she pushes boundaries and opens doors, shaping the future of entrepreneurship, equality, and education through her impactful vision.

In this episode of the RIA Edge Podcast, host David Armstrong speaks with Andrea Broughton, CEO and founder of WealthCrossing, about the firm’s growth from an Ernst & Young spinout to a $1.5 billion RIA. Andrea shares how the firm grew through client referrals, built tax planning into its client experience, and recently expanded its growth strategy through branding and digital marketing. The conversation explores WealthCrossing’s approach to financial planning and tax strategy, its recent rebrand, talent development, growth initiatives, estate planning and its evaluation of emerging technologies, such as artificial intelligence, while maintaining a strong focus on client service. Key takeaways: How WealthCrossing spun out of Ernst & Young 21 years ago in response to Sarbanes-Oxley regulations, and grew to $1.5 billion in assets without relying on acquisitions. How the firm’s tax-centric approach to financial planning plays out in its hiring decisions and its team-based approach to each client. What drove the firm's decision to outsource tax preparation eight years ago, and then bring it back in-house five years later.  Why after operating for 19 years without one, WealthCrossing partnered with a marketing firm, rebranded as “SBK Financial” and created a surprisingly high percentage of new client leads through digital channels. Why Broughton and her team are taking a more cautious stance than many peers regarding AI integration into their technology stack, even while she personally uses AI tools for administrative tasks and individual productivity. Resources: Listen to the RIA Edge Podcast on Wealth Management Listen and Subscribe to the RIA Edge Podcast on Apple Podcasts Listen and Subscribe to the RIA Edge Podcast on Spotify Connect With David Armstrong: Wealth Management LinkedIn: Wealth Management LinkedIn: David Armstrong Twitter: David Armstrong LinkedIn: Informa Connect With Andrea Broughton: WealthCrossing LinkedIn: WealthCrossing LinkedIn: Andrea Broughton About Our Guest: As CEO and founder of WealthCrossing, Andrea leads the strategic vision and operational oversight of the firm. She specializes in delivering integrated financial services, including investment advisory, tax strategy, retirement, estate, and other financial planning services tailored to high-net-worth individuals and executives. Andrea is known for her client-focused approach, providing services that align with each individual's goals and aspirations. Prior to forming WealthCrossing, Andrea worked in the financial counseling practice at Ernst & Young, spending more than 10 years in Ernst & Young's Boston and Richmond offices. Early in her Ernst & Young career, Andrea audited a number of Fortune 500 companies and mutual funds. She believes her prior work as an auditor has been invaluable, allowing her to look behind the numbers in evaluating investment and business opportunities for the clients' benefit. A magna cum laude graduate of Babson College with a Bachelor of Science in Business Administration, Andrea is also a Certified Public Accountant. She is deeply engaged in her Richmond community, serving as a current Board Member and former President of the Brookfield Foundation. Outside of work Andrea enjoys playing tennis and spending time with her family.

What if leadership isn't something you earn, but something you were born with, waiting to be fully expressed? Tune in for an inspiring discussion with Nancy OKeefe on her new book Lead with Your Light: Individual Empowerment, Influence, and Impact with Human Design. Moments with Marianne Radio Show airs in the Southern California area on KMET1490AM & 98.1 FM, an ABC Talk News Radio Affiliate!  https://www.kmet1490am.comNancy OKeefe is a Certified Human Design Business and Leadership Coach, who guides women entrepreneurs in impactful service businesses to make a bigger difference by leveraging their Human Design. She helps her clients peel back the layers of who they have been taught to be and how they have been conditioned to do business so they can awaken their business genius, embrace their authenticity, step into their leadership, and naturally attract their right clients so they can build an abundant & sustainable business they love. Nancy is a bestselling author, an expert columnist for Aspire Magazine, a certified Executive Coach from the College of Executive Coaching and holds an MBA from Babson College in Entrepreneurship. https://nancyokeefecoaching.com To learn more about the show and interview opportunities contact us at: https://www.mariannepestana.com 

Questions? Feedback? Send us a text!Higher education isn't short on ideas, it's overwhelmed by pressure.AI. Budget constraints. Enrollment shifts. Rising expectations.And for many institutions, no clear path forward.In this episode, Higher Digital Co-founder and CEO, Wayne Bovier, sits down with Steve Spinelli, President of Babson College, to explore what it really means for higher education to think, and operate, like an entrepreneur in a time of constant disruption.From embedding entrepreneurship into the student experience from day one to reimagining institutional strategy, Steve shares a bold perspective shaped by decades of building businesses and leading one of the world's top entrepreneurship institutions.Steve breaks down:Why thought + action is the foundation of real learning, and why students should start building from day oneHow a transdisciplinary approach creates more adaptive, value-driven graduatesWhat's really holding institutions back, from governance to risk aversion, and how to overcome itWhy AI is a force multiplier for problem-solving, not a threat to entrepreneurshipHow higher ed can scale globally with anyone, anywhere, anytime learningThe importance of discipline, focus, and avoiding “shiny object” distractions in institutional innovationThis conversation challenges a core assumption: what if higher education didn't just teach entrepreneurship, but actually operated like it?If you're leading through change, navigating institutional pressure, or rethinking the future of learning, this episode will resonate.If this speaks to your work, subscribe to the show and share it with a colleague navigating the same pressure.#HigherEd #Entrepreneurship #AIinEducation #Transformed #EdTech Subscribe or follow TRANSFORMED wherever you listen, to get the latest episode when it drops and hear directly from leaders and innovators in higher ed tech and digital transformation best practices.Find and follow us on LinkedIn at https://www.linkedin.com/company/higher-digital-inc 

Folks are traveling for Memorial Day despite the weather and high gas prices, lawyers appeal dismissal of deportation case of a Babson College student, and people have a chance a world of cheese right in MA. Stay in "The Loop" with WBZ Newsradio.See omnystudio.com/listener for privacy information.

This week on the Higher Ed AV Podcast, Joe Way tries something brand new: the first-ever No Context Flash Pitch. The concept is simple, chaotic, and exactly what makes the higher ed AV community so special. Guests jump on live, get two minutes, and can pitch anything they want. A product. A booth. A project. A tip. A warning. A reason to get excited for InfoComm. No prep. No polish. No sponsor package. Just real people, real energy, and real reasons to show up. What follows is a fast-paced, community-powered preview of InfoComm 2026, featuring manufacturers, HETMA partners, higher ed professionals, and longtime AV friends sharing what they are bringing to the show floor and why it matters for the higher education vertical. Bert Feldman, INOGENI Bert Feldman, U.S. Sales Director at INOGENI, kicks off the Flash Pitch format with a powerhouse overview of the company's growing AV and UC portfolio. He previews INOGENI's latest work around USB, USB-C, IP, multi-camera switching, BYOM, room system flexibility, and automated classroom capture workflows. The headline is CamTrack, INOGENI's multi-camera automated switching solution designed to support active learning spaces, lecture capture rooms, hybrid classrooms, and flexible teaching environments. Bert also highlights INOGENI's IP-to-USB converter, Dante-enabled workflows, the upcoming U-BRIDGE USB-C extender, and the award-winning TOGGLE series. For higher ed, the message is clear: INOGENI is helping campuses simplify the complicated spaces where cameras, microphones, computers, and collaboration platforms all need to work together without friction. John Palazinski, GUDE Systems John Palazinski from GUDE Systems brings the perfect mix of product preview, HETMA partnership, and show-floor energy. He talks about GUDE's strong involvement with HETMA, including participation in the HETMA Approved evaluation program, and previews new products coming to InfoComm, including an updated AC/DC box, a new UPS box, and GUDE's cloud software for managing power and connected devices. For higher ed institutions, John's pitch is about more than power. It is about reliability, remote management, uptime, and giving AV teams better tools to support the rooms their campuses depend on every day. He also teases a special gift for HETMA members who stop by the booth, proving once again that swag and smart infrastructure can absolutely coexist. Renee Benson, Sony Renee Benson from Sony joins from the road and still manages to bring the heart of the episode into focus: relationships. Sony lists Renee Benson among its HETMA recognitions as “Best Vendor Rep,” and Sony's InfoComm 2026 page lists booth C8301.  Renee previews Sony's InfoComm presence, including new BRAVIA displays, P-Series and S-Series solutions, LED offerings, and the opportunity for attendees to connect directly with Sony's regional teams. Her segment is a reminder that technology is only part of the equation. In higher ed AV, trust matters. Relationships matter. Having vendor partners who understand the campus environment matters. Renee's pitch captures exactly why the best vendor relationships feel less transactional and more like an extension of the community. Michael Gunderson, Highland Community College One of our most experienced HETMA members, Michael Gunderson, uses his two minutes to deliver a fantastic InfoComm survival guide for first-time attendees. The advice is practical gold: download the app, mark the vendors you want to see, study the floor layout, learn the numbering system, find the restrooms, locate the free food and water, and give yourself time to understand the show before trying to sprint through it. He also shouts out the HETMA booth, morning coffee, happy hours, peer networking, and the importance of making real connections. This segment turns into one of the most useful parts of the episode because it reminds everyone that InfoComm can be overwhelming, but it does not have to be. With the right plan and the right community, the biggest AV show in North America can feel a whole lot smaller. Brandy Johnson, PTZOptics Brandy Johnson from PTZOptics brings big energy and a bold preview of what the company is bringing to InfoComm. She talks about PTZOptics stepping into a new era as an employee-owned company, complete with new branding, new booth energy, and a stronger focus on complete video workflows. Her pitch centers on interoperability, partner ecosystems, and helping attendees experience how PTZOptics products work inside real AV environments. Brandy highlights the Link 4K, Dante AV-H workflows, hands-on test-drive stations, partner integrations with companies like NETGEAR and INOGENI, new 4K products, updated web GUI capabilities, and voice-tracking integrations. For higher ed, this is where PTZOptics shines. Brandy positions their solutions not just as cameras, but as part of a larger teaching, learning, streaming, and content creation ecosystem. It is about giving campuses flexible, scalable video tools that actually fit the way classrooms, lecture halls, studios, and hybrid spaces operate. Bill O'Donnell, Babson College Bill O'Donnell from Babson College joins from the end-user side and offers one of the most important reminders of the episode: do not skip the small booths. A Crestron case study identifies Bill O'Donnell as an Instructional Technology Integration Specialist in Media Services at Babson College.  Bill talks about the value of walking the show floor with curiosity, especially in the smaller booths where emerging companies and early-stage ideas often appear before the larger manufacturers adopt them. He points to the evolution of tracking camera technology as an example, noting how innovations that once looked niche can eventually become major parts of the AV ecosystem. His segment is a perfect higher ed perspective: innovation does not always announce itself with the biggest booth, the loudest demo, or the most expensive buildout. Sometimes the next big thing is tucked away in a corner, waiting for the right campus technologist to notice it. Jason Jenkins, Studiomatic Jason Jenkins from Studiomatic jumps in after seeing Joe's LinkedIn post and delivers a compelling pitch for the continuing evolution of one-button studios. Studiomatic's own site identifies Jason Jenkins as the developer behind its One Button Studio solutions.  Jason explains how he has spent years building simple, powerful presentation recording systems that allow faculty, staff, students, and creators to walk in with a PowerPoint, press one button, and leave with a finished video. He previews the One Button Studio Pro, the mobile or desk-based One Button Studio Go, and the upcoming One Button Studio Solo. The magic is in the simplicity: no production crew, no complicated login process, no editing headache, and no steep learning curve. Just an intuitive kiosk-style system designed to make high-quality content creation accessible. For higher ed, Jason's segment is especially relevant. Campuses are still looking for better ways to support lecture capture, faculty media creation, student presentations, online learning content, and self-service production spaces. Studiomatic's approach makes those workflows approachable, repeatable, and scalable. HETMA at InfoComm 2026 Joe closes the episode by previewing the full HETMA experience at InfoComm 2026. HETMA's week includes the Higher Education Summit, the Higher Ed AV Awards, the HETMA booth, morning coffee, happy hours, show floor tours, live podcasting, booth activations, and the kind of hallway conversations that often become the most valuable part of the entire show. The HETMA InfoComm 2026 page lists the booth as C6023 and outlines a full week of higher ed-focused programming from June 15–19, 2026.  Joe also previews the new VIP Qualified-Buyers After-Hours Reception, designed to connect higher ed decision-makers with manufacturers, integrators, and partners around real projects, real budgets, and real needs. The goal is not just networking for networking's sake. It is matchmaking with purpose. Episode Takeaway This episode proves that InfoComm is not just about products. It is about people, timing, trust, curiosity, and community. From INOGENI's automated camera workflows to GUDE's power management, Sony's display ecosystem, PTZOptics' video innovation, Babson's end-user perspective, Studiomatic's one-button content creation, and HETMA's community-first show strategy, this Flash Pitch episode captures the best of what makes higher ed AV different. It is a little unpredictable. It is a little chaotic. And it is exactly the kind of energy that makes people want to be part of the room.

Scaling higher education is no longer a theoretical strategy. As the sector moves deeper into consolidation, institutional leaders need to confront whether their operating models, credential structures, partnerships, and delivery systems are built for the market ahead. In this episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Dr. Stephen Spinelli, President of Babson College, about how an entrepreneurial mindset can help higher education respond to consolidation, AI disruption, and changing learner expectations. Drawing from his experience as co-founder of Jiffy Lube International and president of one of the nation's leading entrepreneurship institutions, Spinelli explains why higher education's anti-scale culture has become a strategic problem. He argues that demand for learning is growing, but the sector's delivery model has not kept pace with what students, employers, and adult learners now need. The conversation covers how AI is changing the economics of small-unit, high-quality education, why credentials are likely to become more modular and measurable, and how partnerships with other institutions and industry will shape the next era of higher education. Spinelli also outlines why strategy must be tied to action, accountability, and institutional values that do not shift with every market signal. This episode is especially relevant for presidents, boards, and senior leaders working through questions of scale, consolidation, strategic partnerships, AI-enabled learning, and long-term institutional relevance. Topics Covered Why higher education is showing classic signs of market consolidation How anti-scale thinking limits institutional durability and adaptability Why demand for learning is growing while delivery models lag behind How agentic AI changes the economics of small-unit education Why credentials may become smaller, more measurable, and more industry-aligned How strategic partnerships may extend beyond institutions into corporate and industry networks Why lifelong learner relationships may become a new revenue and relevance model How quarterly board-level strategic execution reviews keep institutions accountable Why liberal arts capabilities matter more in an AI-enabled environment Real-World Examples Discussed Jiffy Lube's early growth model and what it taught Spinelli about scale Babson's shift from entrepreneurship to entrepreneurial leadership Babson's network of 45 or 46 partner schools building entrepreneurial leadership capacity A group of seven New England institutions exploring partnership models to save resources AI-supported teaching models that could allow one expert to reach far more learners The doctor, lawyer, educator relationship model for lifelong learning Three Key Takeaways for Higher Education Leadership Institutions need a crisp and understandable value proposition that clearly explains why they exist and what they believe. Mission and values must drive strategy so institutions can adapt their actions without abandoning their core purpose. Strategic plans must be actionable, measurable, and reviewed regularly by the board so they inform decisions instead of sitting unused. This episode offers a direct look at what higher education leaders need to confront as consolidation, AI, modular learning, and partnership-driven delivery reshape the sector. Read the transcript: https://changinghighered.com/scaling-higher-education-entrepreneurial-approach/ #HigherEducation #HigherEducationLeadership #HigherEducationPodcast

Looking for a new car? Get ready to pay up. We're seeing record high prices for new vehicles around the country, including here in New England. It's rare to find one that comes in under $30,000, with more luxury vehicles, SUV's, and pickup trucks on the lots than affordable sedans. Why the change, especially when so many Americans are struggling to get by? Nichole spoke with John Marthinsen, Professor of Economics and International Business at Babson College in Wellesley, to get insight and answers.See omnystudio.com/listener for privacy information.

As much as every student anticipates four or more years of perfect health during their undergraduate studies, life happens. Luckily, illness or injuries don't need to mean an end to your academic journey, especially if you know the right way to take a pause. Amy and Mike invited college advisors Jennifer Stephan and Karen Flood to explain the process of taking a medical leave of absence from college. What are five things you will learn in this episode? What is a medical leave of absence (MLOA), and how do colleges actually use medical leaves? What is the typical timeline for a leave request? How do you know when a medical leave is the right decision versus trying to push through? How do students return from a medical leave, and what are colleges really looking for in that process? What does a medical leave mean for a student's future? MEET OUR GUESTS Dr. Jennifer Stephan has held a variety of roles at top colleges and universities, including professor, academic dean, and board of admissions member, in addition to serving as a private college counselor, an alumni interviewer for Johns Hopkins University, and a parent of three. She holds a BS degree in electrical engineering from Johns Hopkins University, as well as an MS and a PhD in electrical and computer engineering from Carnegie Mellon University. Jennifer is currently the Dean of Academic Advising and Undergraduate Studies for the School of Engineering at Tufts University. Prior to joining Tufts in 2016, she spent over two decades serving as a dean and a professor of Computer Science at Wellesley College, where she collaborated with colleagues at MIT, Olin College of Engineering, and Babson College to support students pursuing engineering. While at Wellesley, Jennifer served on the College's Board of Admissions, reading and evaluating approximately one hundred transfer applications each year. Jennifer is also the founder of Lantern College Counseling, a robust college counseling practice where she regularly draws on insights from her experience leading in higher education to help students develop their college lists and shape competitive, authentic applications. Jennifer specializes in STEM, computer science, engineering, undecided, and transfer students. She is a member of the National Association for College Admissions Counseling (NACAC) and a professional member of the Independent Educational Consultants Association (IECA). Jennifer appeared on the podcast in episode 620 to discuss ARTIFICIAL INTELLIGENCE AS AN UNDERGRADUATE MAJOR: WHAT YOU NEED TO KNOW, in episode 541 to discuss NAVIGATING THE COMPETITIVE LANDSCAPE OF COMPUTER SCIENCE AND ENGINEERING ADMISSIONS, and in episode 559 for an IEC Profile. Find Jennifer at jennifer@lanterncollege.com or https://www.lanterncollegecounseling.com. Dr. Karen Flood is the founder of Riverside College Coaching, LLC, which provides one-on-one support to help students thrive in college. With deep insider knowledge of universities, Karen supports students in their transition to college-level academics, helping them develop organizational and time-management skills and a stronger sense of self-efficacy.  Before founding Riverside College Coaching, Karen spent three decades at Harvard University as Associate Dean of the Harvard Summer School, a Resident Dean of Harvard College, Director of Undergraduate Studies, First-Year Adviser, and Lecturer. In these roles, she counseled hundreds of students navigating academic and personal difficulties.  Karen has a BA from Yale University and a PhD from Harvard University and has received multiple teaching distinctions at Harvard, including the Jan Thaddeus Teaching Prize. Karen can be reached at karen@riversidecollegecoaching.com. LINKS Medical Leave of Absence in College: What Families Need to Know About Readiness, Documentation, and Return Know Your Rights: Leave of Absence Policies in Higher Education RELATED EPISODES HOW TO PERSIST TO COLLEGE GRADUATION COLLEGE TRANSITIONS AND DISTRESS TOLERANCE MAKING THE MOST OF COLLEGE SUPPORT SYSTEMS ABOUT THIS PODCAST Tests and the Rest is THE college admissions industry podcast. Explore all of our episodes on the show page. ABOUT YOUR HOSTS Mike Bergin is the president of Chariot Learning and founder of TestBright, Roots2Words, and College Eagle. Amy Seeley is the president of Seeley Test Pros and LEAP. If you're interested in working with Mike and/or Amy for test preparation, training, or consulting, get in touch through our contact page.  

Conversations about women's health are often avoided in polite company — but ignoring challenges does not make them disappear. Period poverty is a global issue affecting communities everywhere, creating serious consequences not only for women and girls, but for society as a whole.In this month's episode, we speak with the Fihri Foundation and its founder, Ceylon Rowe, to explore this important yet often overlooked topic. Together, we unpack the data, share personal stories, and examine practical solutions to a challenge impacting more than 500 million people worldwide who lack reliable access to period products.This conversation offers meaningful insight into how individuals and communities can make a difference — whether through donations, organizing or joining a Period-Palooza, or simply helping raise awareness by sharing the discussion. Small actions can help empower women and ensure no one feels isolated by an issue that affects so many.Ceylan Rowe is the Founder and CEO of the Fihri Foundation, a nonprofit dedicated to addressing period poverty by providing sustainable menstrual products to women and girls in underserved communities around the world. Under her leadership, the foundation has reached communities in over 16 countries, supporting those affected by natural disasters, displacement, and lack of access to essential resources.Ceylan's passion for equity and humanitarian work stems from her personal experiences as a child of Turkish immigrants and from witnessing the impact of the 1999 earthquake in Turkey. She has served as a Commissioner for the MetroWest Commission on the Status of Women, advocated for menstrual equity legislation in Massachusetts, and even ran for Massachusetts State Representative in 2020. She has also been a featured speaker at the Massachusetts Conference for Women, the MetroWest Conference for Women, and the Vital Voices Global Festival, among others.In recognition of her impact, Ceylan was nominated as a 2025 Northeastern University Women Who Empower Innovator Fellow. She holds a BA in Political Science and International Affairs from Northeastern University and an MBA from Babson College. A dedicated mother of two, she continues to inspire through her commitment to ensuring that no one is held back by their period. 

We all love the convenience of our digital devices and connected services.  But what about our ever expanding pile of digital breadcrumbs we leave behind as we go about our day? These breadcrumbs can be swept up by private companies to learn quite about us and target us with specific goods and services.  They can also be collected by government agencies who might use this information for legitimate police work or in some instances, political repression.  So, many people are asking themselves, should I be doing more to protect my personal privacy and how should I go about this.    Tech evangelist and prolific author Guy Kawasaki had asked that same question about a year ago. It started him on a journey to learn more about how to use some of the latest communications tools built from the ground up with personal privacy as its primary goal.  This led Guy to install and use Signal, one of the most popular tools today for personal privacy protection.  But as he started to put Signal into his communications work flow, he realized it was not obvious how to use Signal to its full potential. So, Guy collaborated with Madisun Nuismer to publish a “how to” book for using Signal, “Everybody Has Something to Hide” in January of 2026.   In this episode of the Radical Candor Podcast, Kim and Guy have a wide ranging conversation about Guy's concerns about privacy that inspired him to start using Signal and then to write the book.  They discuss the centrality of privacy in a free and democratic society and how tools like Signal can enhance privacy. Kim also shares her experiences with privacy and censorship in her years working in the Soviet Union (and later Russia) in the early 1990s.  They also debate how much we should all trust so much of our personal data with these large tech companies.  As Guy mentions the old saying, “If you aren't paying for the product, you ARE the product!”.   In the media rollercoaster, tech's reputation is at a low point right now. It's worth remembering that there are a lot of idealistic people in tech who are working hard to solve problems with the goal of making the world a better place. That is part of why we want to highlight Guy's messages and what Meredith Whitaker, Brian Acton, Moxie Marlinspike, and the whole team at Signal are doing. Background on Guy Kawasaki: Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki's Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor of the University of New South Wales. He was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. Kawasaki has a BA from Stanford University, an MBA from UCLA, and an honorary doctorate from Babson College. Resources:  Electronic Freedom Foundation (EFF) information on how to use Signal.   Interviews with Meredith Whittaker is the President of The Signal Foundation.   Guy's interview with Meredith Whittaker on his Remarkable People Podcast. Also an informative interview with Meredith on Scott Galloway's Podcast.   CHAPTERS: (00:00) Exploring the New Book: Everybody Has Something to Hide (00:51) The Importance of Signal and Privacy (06:46) Personal Experiences with Privacy and Censorship (11:57) Trust in Tech Companies and Data Privacy (14:27) The Idealistic Problem Solvers in Tech (15:01) Philanthropy vs. Government Aid (15:38) Universal Basic Income as an Experiment (17:02) The Importance of Privacy in Democracy (19:09) The Role of Technology in Privacy (21:04) Evangelizing Signal for Privacy Protection Connect with the Radical Candor team: ⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠TikTok⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Bluesky⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Lead with Your Light: Individual Empowerment, Influence, and Impact with Human Design. Nancy says “I was called to write this book.  I believe women hold the key to ushering in the transition we are experiencing in the world because their energy matches the new era energy of compassion, collaboration, and community.  This energy is more feminine than what we have been living under for the last 400 years.  It is an opportunity for women to rise into positions of influence not by stepping into the current hierarchical leadership paradigms for personal gain, but by redefining leadership through individual contributions to the common good.” Bio: Nancy OKeefe is a Certified Quantum Human Design Specialist and intuitive business coach, who guides female Entrepreneurs and service-based business owners to align their business with their soul's purpose so they can be in the ease and flow of who they truly are, attract and serve their right clients, and flourish in an abundant and sustainable business. NEW RELEASE! GET YOUR COPY of Nancy's book here 3/11/26: https://leadwithyourlightbook.com/ A new era of self-empowered leadership and authentic influence is here as we navigate a major energetic shift in humanity. The date is February of 2027 but the shift is already here. We are redefining leadership. Everyone is a leader. Leadership doesn't need to be developed in the traditional sense. You were born with it. You only need the awareness of how leadership shows us in you and the freedom of self-expression to share it. Human Design shows us we are all unique, here with a purpose and a specific contribution only you can make. Claim your right place in the world. None of us are here to play small. The world needs your contribution. Step out of the shadow of who you were taught to be and lead with your light. Nancy is an author of the book Unlimited Talent and a contributing author to the book Stop Overworking, Start Overflowing, an expert columnist in Aspire Magazine, a certified Executive Coach and holds an MBA from Babson College in Entrepreneurship.  She can be found at https://www.NancyOKeefeCoaching.com Nancy is Host of “Business Success with Human Design Podcast” heard every Thursday at 7am/7pmET on syndicated Dreamvisions 7 Radio Network. Learn more about her Show here: https://dreamvisions7radio.com/business-success-with-human-design/ You can find Nancy on Social Media: Facebook:  https://www.facebook.com/NancyOKeefeHumanDesign LinkedIn​: https://www.linkedin.com/in/nancyokeefe/ Instagram:  https://www.instagram.com/Nancy_OKeefe/ Twitter: https://twitter.com/NancyOKeefe You Tube: https://www.youtube.com/user/NLOKeefe Call In and Chat with Deborah during Live Show: 833-220-1200 or 319-527-2638 Learn more about Deborah here:  www.lovebyintuition.com

This week we interview Christopher J. Millerick. Christopher is a revenue architect, go-to-market strategist, and expert in partner eco-systems leadership who has spent more than fifteen years engineering the systems that translate Private Equity and Venture Capital investment theses into predictable, capital-efficient revenue growth for enterprise SaaS and cybersecurity companies. As Global Vice President of Worldwide Partner Sales, Alliances & Hyperscalers at Infoblox—a Vista Equity Partners and Warburg Pincus portfolio company—Chris led the structural transformation of a stagnant $450M transactional channel into a strategic growth ecosystem that now executes 97% of total company revenue. Under his leadership, partner-sourced revenue grew from 38% to 73% of new customer bookings, new customer acquisition increased 43%, and the organization scaled steadily toward $1B in annual recurring revenue—all while meeting the board's rigorous "Rule of 60" profitability and growth mandates. Chris brought expertise that in collaboration with Infoblox's previous CRO led to the adoption of the "3 WHYs" qualifying framework — a buyer-centric methodology that aligns direct sales, marketing, and partner engagement around the three questions every enterprise buyer must answer before committing: Why now? (Urgency drivers) What happens if I do nothing? (Cost of inaction) Why this solution? (Value clarity) The framework has been deployed across global organizations to compress complex sales cycles and systematically improve capital efficiency. His operating experience spans the full PE value creation lifecycle. He built a greenfield enterprise region at Nutanix from zero to a top-producing region in North America within 24 months, led global revenue responsibility through the successful acquisition of Unitrends by Kaseya and co-led the Plexxi go-to-market turn-around through to acquisition by Hewlett Packard Enterprise. Chris led global channel sales for EMC Corporation's flagship storage business and held a variety of sales and GTM roles with progressive financial impact across a twelve-year tenure. A 5-time CRN Channel Chief honoree, Executive Revenue Growth Advisor in the Hubble network, and Limited Partner at Stage 2 Capital, Chris holds a BA from the College of the Holy Cross, an MBA from Babson College and Chief Revenue Officer Leadership Program Certificate from the University of Chicago Booth School of Business. He speaks on partner ecosystem transformation, PE/VC value creation through GTM architecture, leveraging AI in GTM and building revenue engines that deliver both growth and profitability at scale.

Air Date  - 03 March 2026Did you know that everyone is designed to be a leader? We are being called to step to the forefront of our lives-and play the role we came here to play. In this enlightening episode, you'll learn what it means to step out of the shadows and lead with your light using Human Design.About the Guest:Nancy OKeefe is a Certified Human Design Business Coach who guides female entrepreneurs in impactful service businesses to make a bigger difference by leveraging their Human Design to stand out as experts, create distinction, fuel demand for their services, and step into their highest potential to lead their niche and grow a successful and fulfilling business.She helps her clients peel back the layers of who they have been taught to be and how they have been conditioned to do business so they can build a business that feeds their soul.She is the author of the new book, Lead with Your Light: Individual Empowerment, Influence, and Impact with Human Design, an expert columnist for Aspire Magazine, a certified Executive Coach from the College of Executive Coaching, and holds an MBA from Babson College in Entrepreneurship.  She's the host of the popular podcast, Business Success with Human Design.Learn more at: https://nancyokeefecoaching.com/Social Media:Website: https://nancyokeefecoaching.com/Facebook: https://facebook.com/nancyokeefehumandesignbizcoach/Facebook Personal: https://facebook.com/nancylittleokeefe/LinkedIn: https://LinkedIn.com/in/nancyokeefe#NancyOKeefe #InspiredConversations #LindaJoy #Women #Lifestyle #InterviewsVisit the Inspired Conversations Show Page https://omtimes.com/iom/shows/inspired-conversationsConnect with Linda Joy https://linda-joy.com/ and her YouTube channel, https://www.youtube.com/@linda-joySubscribe to our Newsletter https://omtimes.com/subscribe-omtimes-magazine/Connect with OMTimes on Facebook https://www.facebook.com/Omtimes.Magazine/ and OMTimes Radio https://www.facebook.com/ConsciousRadiowebtv.OMTimes/Twitter: https://twitter.com/OmTimes/Instagram: https://www.instagram.com/omtimes/LinkedIn: https://www.linkedin.com/company/2798417/Pinterest: https://www.pinterest.com/omtimes/

Welcome to the latest episode of Exploring Mining. Host Cali Van Zant talks to Garrett Goggin, CFA and Founder of the Golden Portfolio about what's going on with Gold, Silver, and why royalties can be your best portfolio win, and top Gold and Silver Stocks to watchAbout Garrett GogginI've traveled the world in search of gold and silver. I've visited many mines and talked with the people that run them. I worked with investment research powerhouse Gold Stock Analyst along with Stansberry Research for over 15 years as a precious metals analyst. I've keynoted many of the world's preeminent Gold Conferences including the Prospectors Developers Annual Convention (“PDAC”) in Toronto, the Denver Gold Show Europe in Zurich, and Deutsche Goldmesse in Frankfurt, Germany. I'm sought after by many leading gold & silver developers because they respect my research and seek my coverage. I'm a Chartered Financial Analyst (CFA) Charterholder. The CFA charter is the gold standard in the investment business. With over four years of study, and an overall completion rate of about 10%, there are less than 200K total charterholders worldwide. I also hold the designation of Certified Market Technician (CMT). I hold MS and MBA business degrees from Babson College, ranked #2 College in the US by the WSJ.Sign up for Garrett's free "Secrets of a Mining Analyst Master class" here: https://goldenportfolio.com/subscribe/?utm_source=CVZLinkedIn https://www.linkedin.com/in/garrett-goggin-cfa-77693a5/X: https://x.com/GarrettGogginAbout Investorideas.com - Big Investing Ideas Investorideas.com is the go-to platform for big investing ideas. From breaking stock news to top-rated investing podcasts, we cover it all. Our original branded content includes podcasts such as Exploring Mining, Cleantech, Crypto Corner, Cannabis News, and the AI Eye. We also create free investor stock directories for sectors including mining, crypto, renewable energy, gaming, biotech, tech, sports and more. Public companies within the sectors we cover can use our news publishing and content creation services to help tell their story to interested investors. Paid content is always disclosed.Disclaimer/Disclosure: Our site does not make recommendations for purchases or sale of stocks, services or products. Nothing on our sites should be construed as an offer or solicitation to buy or sell products or securities. All investing involves risk and possible losses. This site is currently compensated for news publication and distribution, social media and marketing, content creation and more. Disclosure is posted for each compensated news release, content published /created if required but otherwise the news was not compensated for and was published for the sole interest of our readers and followers. Contact management and IR of each company directly regarding specific questions. More disclaimer info: https://www.investorideas.com/About/Disclaimer.asp Follow us on X @investorideas @Exploringmining Follow us on Facebook https://www.facebook.com/Investorideas Follow us on YouTube https://www.youtube.com/c/Investorideas

For episode 682 of the BlockHash Podcast, host Brandon Zemp is joined by Sydney Huang, Founder of HumanAPI at ETHDenver. Sydney Huang is the Founder of Human API and CEO of Eclipse, where she leads product and strategy for AI-native infrastructure. She launched Turbo Tap, scaling it to 300K users, 50K DAU, and 22B+ in-game transactions, and has held product roles across Web3 projects including DeGods, y00ts, and Unstoppable Domains. Previously, she worked in M&A and Venture Capital at Dell Technologies and is a Babson College graduate.

How Human Design Shapes Love and Relationships What if the key to healthier relationships and deeper self understanding was already written into your energetic blueprint? In this episode of Midlife Love Out Loud, Junie Moon sits down with human design expert Nancy O'Keefe to explore how human design reveals how you are wired for love, partnership, communication, and purpose. You'll learn how different human design types show up in relationships, why certain conflicts repeat themselves, and how understanding your design can change the way you connect with others in midlife and beyond. This conversation is especially powerful for women starting over in love, navigating long term relationships, or seeking clarity about who they truly are in the second half of life. What you'll learn • The five human design types and how they affect relationships • Why midlife awakenings are part of your design • How conditioning impacts love and self expression • Using human design to understand attraction and conflict • Why knowing your blueprint creates more choice in love Nancy OKeefe is a Certified Quantum Human Design Specialist and intuitive business coach, who helps women entrepreneurs peel back the layers of who they have been taught to be and how they have been conditioned to do business so they can build a business that feeds their soul. Nancy is an author, a certified Executive Coach from the College of Executive Coaching and holds an MBA from Babson College in Entrepreneurship. www.NancyOKeefeCoaching.com Facebook.com/NancyOKeefeHumanDesignBizCoach Free personalized Human Design chart and Report https://calendly.com/nancyokeefe/free-basic-human-design-reading Learn more about Junie here: https://www.midlifeloveoutloud.com

All Home Care Matters and our host, Lance A. Slatton were honored to welcome Spencer Cline as guest to the show.   About Spencer Cline:   Spencer Cline became familiar with FTD at a very young age, as his father started exhibiting behavioral changes shortly after he was born. His dad was diagnosed with bvFTD when Spencer was seven years old, then was diagnosed with the C9orf72 genetic variant, which is linked to both FTD and ALS.   After watching his dad fight the disease until he passed in 2012, Spencer developed a passion for spreading awareness in hopes to find a cure – a passion that has only grown with time.   Spencer has organized multiple fundraising/awareness events with the Babson College men's basketball team, biked across the U.S. in support of FTD in 2024, helped get resolution passed in Georgia recognizing September 21st -27th as FTD Awareness week in the state and was Keynote Speaker at AFTD's 2025 Hope Rising Benefit. He also serves as an AFTD Ambassador.     About The Association for Frontotemporal Degeneration (AFTD):   The Association for Frontotemporal Degeneration (AFTD) is the leading nonprofit devoted to helping families affected by frontotemporal degeneration today while driving research that supports accurate diagnosis, treatments, and ultimately a cure.   AFTD's mission is centered on improving quality of life for everyone impacted by FTD, and it advances that mission through five core pillars: research, awareness, support, education, and advocacy. In practice, that means funding and promoting research, expanding public and professional understanding of FTD, and pushing for the services and policies families need.   For individuals and families, AFTD provides direct support through resources and its HelpLine, which is staffed by social workers who can answer questions, offer guidance after a new diagnosis, and connect people to relevant services and community support.   AFTD is volunteer founded and community powered, and it has grown into a widely recognized expert organization in FTD and young onset dementia, partnering with researchers, clinicians, advocates, and families to accelerate progress and expand access to high quality care and support.

A federal judge orders the Trump Administration to return a Babson College student, who was deported while trying to visit family for Thanksgiving. The Department of Homeland Security is shutting down, for now. Stay in "The Loop" with WBZ NewsRadio. See omnystudio.com/listener for privacy information.

Stephen Spinelli is the co-founder of Jiffy Lube International and the President of Babson College. Stephen joins Adam to share his journey and his best lessons and advice. Stephen and Adam discuss a wide range of topics: entrepreneurship, leadership, mentorship, personal and professional growth, goal setting, value creation, customer centricity, communication, conflict, and much more.

Boston Police issuing a warning to Patriots fans as the city gets ready to tune in tomorrow to watch the Super Bowl. Babson College freshman Annie Lucia Lopez Belloza, who was mistakenly deported last November, remains in Honduras, despite the Government admitting their mistake. President Trump is at his Mar-a-Lago estate today where he will be welcoming a visiting president. Stay in "The Loop" with WBZ NewsRadio. See omnystudio.com/listener for privacy information.

This episode of Fill the Gap features Damanick Dantes, CMT, who discusses his adaptive, quantitative approach to portfolio management, emphasizing the importance of trend, momentum, and dispersion across global asset classes. Damanick shares insights from his entrepreneurial journey, including lessons learned at Babson College and experiences at firms like Fidelity and CoinDesk, which shaped his global perspective and investment philosophy. The conversation explores how his firm dynamically adjusts allocations—such as rotating between Bitcoin and gold—based on evolving correlations and volatility, while stress-testing models to suit different client needs. We also discuss the challenges of investor education, the importance of clear communication, and the value of building strong client relationships rooted in discipline and transparency. Finally, we touch on current market themes, including global equity rotation, commodity trends, fixed income strategies, and the impact of central bank cycles, all within the context of maintaining a robust, rules-based investment process.Fill the Gap, hosted by David Lundgren, CMT, CFA and Tyler Wood, CMT brings veteran market analysts and money managers onto a monthly podcast. For complete show notes of every episode, visit: https://cmtassociation.org/development/podcasts/ Give us a shout:@dlundgren3333 or https://www.linkedin.com/in/david-lundgren-cmt-cfa-63b73b/@_TBone_Pickens or https://www.linkedin.com/in/tyler-wood-cmt-b8b0902/@CMTAssociation orhttps://www.linkedin.com/company/cmtassociationCMT Association is the global credentialing authority committed to advancing the discipline of technical analysis in the financial services industry. We serve members in over 137 countries. Our mission is to elevate investors mastery and skill in mitigating market risk and maximizing return in capital markets through a rigorous credentialing process, professional ethics, and continuous education. CMT Association formed in the late 1960s with headquarters in lower Manhattan, NY and Mumbai, India.Learn more at: www.cmtassociation.org

Jay Willette reports. See omnystudio.com/listener for privacy information.

In this insightful episode of Alternative Allocations, Tony talks with Paul Jodice of Morgan Stanley about the evolving landscape of alternative investments. Advisors are seeking incremental alpha, differentiated yields, and enhanced diversification in their portfolios, and Paul shares his expertise on how they're turning to alternative investments to meet these needs. The conversation delves into portfolio construction, market outlook, and the drivers of advisor adoption. As someone working closely with advisors, Paul offers valuable insights into the strategies and challenges of integrating alternative investments into portfolios. Paul Jodice is Co-Head of the Global Investment Manager Analysis (GIMA) team, which provides manager analysis and due diligence on alternative and traditional investment strategies. As co-head, Paul primarily leads the evaluation and manager selection for alternative strategies. Previously, he was an investment officer and head of the Private Equity research team within the GIMA group. Paul joined Morgan Stanley Wealth Management in 2017. He began his professional career with Cambridge Associates (Boston/Singapore) in 1999. He joined Merrill Lynch in 2006, the Abu Dhabi Investment Company - Invest AD (Abu Dhabi, United Arab Emirates) in 2007 and Bank of America Merrill Lynch in 2015. Paul graduated from Babson College with a BS in Investments and Economics. He received his MBA from the Olin Graduate School of Business at Babson College. Resources: Paul Jodice | LinkedInAlternatives by Franklin TempletonTony Davidow, CIMA® | LinkedIn

Apresentado por Bruno Natal.--Loja RESUMIDO (camisetas, canecas, casacos, sacolas): https://www.studiogeek.com.br/resumido/--Faça sua assinatura!https://resumido.cc/assinatura--Patricia é cofundadora e CEO da NeuralMind.ai, empresa fundada em 2017 dedicada a transformar a eficiência operacional das empresas através de Inteligência Artificial. No RESUMIDO 345: Com mais de duas décadas de experiência em setores como automotivo, energia e telecomunicações, combina visão estratégica e expertise em inovação, tecnologia e negócios. Atuou em multinacionais e instâncias gestoras de inovação, conquistando amplo reconhecimento no ecossistema nacional. É Engenheira de Produção pela UFSCar, tem especialização em Negociação pela UCLA e Empreendedorismo pela Babson College, MBA em Tecnologias Exponenciais pela Nova School, e Doutorado em Política de Ciência e Tecnologia pela Unicamp.--Ouça e confira todos os links comentados no episódio: https://resumido.cc/

Weeks after being deported on her way home for Thanksgiving, Babson College student wants to come back to New England. No word if President Trump plans to follow through invoking the Insurrection Act in Minneapolis. Stay in "The Loop" with WBZ NewsRadio. See omnystudio.com/listener for privacy information.

When it comes to AI, educators biggest worry: cheating.With the click of a button, students can form papers, generate test answers or even finish their homework. Leading educators to address its use directly and the expectations for their students.But Kristi Girdharry, director of the writing center and associate professor at Babson College, has gone a step further. She's actively integrating AI into her coursework. All in the hopes that her students learn to outwork their robot counterparts.“I have a mantra going with my students now,” said Girdharry. “I always say, ‘you have to be better than a robot.'”

When it comes to AI, educators biggest worry: cheating.With the click of a button, students can form papers, generate test answers or even finish their homework. Leading educators to address its use directly and the expectations for their students.But Kristi Girdharry, director of the writing center and associate professor at Babson College, has gone a step further. She's actively integrating AI into her coursework. All in the hopes that her students learn to outwork their robot counterparts.“I have a mantra going with my students now,” said Girdharry. “I always say, ‘you have to be better than a robot.'”

Today's guest, Guy Kawasaki, flips the usual “success story” on its head with a string of jaw-dropping missed opportunities that became the foundation for a life measured by impact, not just outcomes. In this conversation, Guy takes us from being a kid on the “wrong side of the tracks” in Honolulu to Stanford, Apple, and Canva—sharing how cars, connections, and a few spectacular “what was I thinking?” decisions shaped his relationship with money and ambition. Guy is a Silicon Valley original. As one of Apple's first evangelists, he helped introduce the Macintosh to the world. Today, he's a bestselling author, venture capitalist, podcast host, and a trusted voice on entrepreneurship, innovation, and making a positive difference through your work. Guy is the chief evangelist of Canva, host of the Remarkable People podcast and author of eighteen books including Think Remarkable. He is an adjunct professor of UC Santa Cruz and trustee of the University of Hawaii Foundation. He was the chief evangelist of Apple, trustee of the Wikimedia Foundation and brand ambassador of Mercedes-Benz. Kawasaki has a BA from Stanford University, an MBA from UCLA and an honorary doctorate from Babson College. When Success Isn't a Straight Line Guy Kawasaki's journey reminds us that success isn't defined only by wins, titles, or perfect timing. Missed opportunities, unexpected turns, and “what was I thinking?” moments often shape our values, ambitions, and relationship with money just as much as the highlights do. If you're reflecting on your own path—whether navigating career pivots, weighing new opportunities, or redefining what impact and success mean to you—an Aspiriant advisor can help you explore your financial decisions with perspective, purpose, and intention. Follow Money Tales on Spotify, Apple Podcasts, or YouTube Music for more candid conversations about money, mindset, and the stories behind major life choices.

Can you ride a bike with reverse steering? It sounds simple, but it requires unlearning years of muscle memory. That is exactly what AI demands of modern business leaders: the ability to unlearn established rules to keep from crashing. Knownwell CMO Courtney Baker, CEO David DeWolf, and Chief Product and Technology Officer Mohan Rao kick off a new four-part miniseries dedicated to the hardest part of AI adoption: change management. David and Mohan argue that the biggest friction point isn't technology, but the mindset shift from a deterministic world to a probabilistic one where judgment is required. They outline a playbook for 2026, explaining why you must anchor on value creation rather than efficiency to succeed. We also air Part 1 of Pete Buer's conversation with Tom Davenport, a world-renowned thought leader and President's Distinguished Professor at Babson College. Tom connects the history of business process re-engineering to the current AI moment, warning leaders that using AI solely for headcount reduction is a strategic error. All of that PLUS Pete breaks down conflicting market data on AI Agents. Does 57% of the market have agents in production, or is it only 11%? Pete explains why this definition gap from two recent reports matters and how to distinguish between a software feature and true enterprise agentic architecture. Watch this episode on YouTube: https://www.youtube.com/watch?v=VFmHtua_Zfo  Get the commercial intelligence you need to drive your business forward with a free trial of Knownwell: www.knownwell.com/30days

B. J. Dunne is in his first year as the Head Men's Basketball Coach at MIT. He spent the past seven years at Gettysburg College, where he put together an 89-68 overall record (.567) and saw his teams advance to four straight Centennial Conference semifinals over the past four seasons. In 2024-25, he helped guide Gettysburg to the program's first 20-win season since 2007-08 and its highest national ranking in program history at No. 8, as the Bullets earned an at-large bid to the NCAA tournament, advancing to the second round before falling to top-seeded Wesleyan (Conn.) in the second round.Prior to Gettysburg, Dunne guided the Vassar College men's basketball program for five seasons. In his first season as head coach, Dunne became the youngest head coach in the NCAA at all levels at the time, and in 2016, he was one of two Division III Coaches named to the Under Armour 30-Under-30 Team.Before his time at Vassar, Dunne spent a year as the men's basketball top assistant coach at Emerson College in 2011-12 under Jim O'Brien, the former head coach at Ohio State University. He was also an assistant coach at Babson College in 2010-11.Dunne is a 2010 graduate from Bates College with a Bachelor of Arts degree in sociology. He was a three-year letter winner and served as a student-assistant coach as a senior for the Bobcats.On this episode Mike and B.J. discuss the standards and expectations that Dunne seeks to establish both on and off the court in his first season at MIT, emphasizing the importance of fostering a cohesive team culture. Moreover, we explore the complexities of transitioning from a successful tenure at Gettysburg College to a prestigious institution such as MIT, highlighting the emotional and logistical challenges associated with such a significant career move. Dunne shares his vision of cultivating an elite basketball program that mirrors the academic excellence synonymous with MIT, while also addressing the need for adaptability in coaching style and strategy. Ultimately, this episode provides a profound insight into the journey of rebuilding a program, underscoring the values of commitment, resilience, and community that are integral when taking over a new program.Follow us on Twitter and Instagram @hoopheadspod for the latest updates on episodes, guests, and events from the Hoop Heads Pod.Make sure you're subscribed to the Hoop Heads Pod on Spotify, Apple or wherever you get your podcasts and while you're there please leave us a 5 star rating and review. Your ratings help your friends and coaching colleagues find the show. If you really love what you're hearing recommend the Hoop Heads Pod to someone and get them to join you as a part of Hoop Heads Nation.Be prepared to take some notes as you listen to this episode with B.J. Dunne, Head Men's Basketball Coach at MIT.Website - https://mitathletics.com/sports/mbballEmail - bjdunne@mit.eduTwitter - @CoachBJDunneVisit our Sponsors!Dr. Dish BasketballA Perfect Gift To Your Team for the Holidays!Score Big on Dr. Dish Basketball's End of Year Sale and give your team the gift of extra, more efficient reps this season!

In this episode of the Daily Mastermind, host George Wright III is joined by Michael Barbarita, founder of Next Step CFO. They discuss the importance of combining financial strategies with business strategies to drive success. Michael shares insights from his 40 years of experience, including his failures and successes. Key topics include the conversion formula for sales, the critical five numbers for financial clarity, and the seven essential steps to drive 80% of business revenue. Michael emphasizes the importance of adaptability and innovation in today's fast-changing market.01:25 Michael's Journey: Successes and Failures03:21 The Birth of Next Step CFO04:48 Core Business Strategies and Conversion Formula14:25 The Critical Five Numbers for Business Decisions16:53 Adaptability and Innovation in Business25:25 Seven Steps to Drive RevenueYou have GREATNESS inside you. I BELIEVE in You. Let's Make Today the Day You Unleash Your Potential!George Wright IIICEO, The Daily Mastermind | Evolution X_________________________________________________________P.S. Whenever you're ready, here are ways I can help you…Get to know me:1. Subscribe to The Daily Mastermind Podcast- daily inspiration, motivation, education2. Follow me on social media Facebook | Instagram | Linkedin | TikTok | Youtube3. Grow Your Authority and Personal Brand with a FREE Interview in a Top Global Magazine HERE.About Michael Barbarita:Michael Barbarita has owned and operated retail, manufacturing, and service companies for over 30 years. One of the retail companies he operated, called “Ski Town USA,” grew from $2.5 million to $8.0 million in less than 5 years. One of the products he manufactured was “Cookies To Scoop Frozen Cookie Dough,” which was featured on the QVC Home Shopping Network and was selected as one of the top 20 products in the State of Massachusetts in 1997. He has sat on the Board of Directors of 5 different companies and was a Chief Financial Officer and Treasurer for a large specialty retailer, as well as for all of his previously owned companies. Michael has been involved in the structuring of leveraged buyouts, has experience in owning both commercial and residential investment real estate, exporting and doing business on a global scale, and is an award-winning public speaker and Published Co-author with a Bachelor of Science in Business Administration at Babson College in Wellesley, Massachusetts.Connect with Michael Barbarita: Instagram: https://www.instagram.com/nextstepcfo/Website: https://www.nextstepcfo.net/Show: Powerful Business Strategies: https://podcasts.apple.com/us/podcast... | https://www.powerfulbusinessstrategie...YouTube: / michaelbarbarita

Senteza “Sentie” Kironde is a Ugandan chef, entrepreneur, and founder of Senti's Kitchen — a Ugandan restaurant in the United States promoting culture through food and music.In this powerful episode of The Ugandan Boy Talk Show, Sentie opens up about his journey from growing up in Uganda to moving to America, earning a Business degree and MBA from Babson College, working in finance, and ultimately quitting his 9–5 job to pursue his true calling in the culinary arts.We talk about starting to cook at just nine years old, the influence of his father — renowned chef Apollo Kadumukasa Kironde II — the challenges of life in the diaspora, and the risks that come with choosing purpose over comfort.This conversation dives deep into Ugandan cuisine, cultural identity, entrepreneurship, family, and what it really takes to build something meaningful abroad while staying connected to home.

In this week's basketball coaching conversation, Babson College head coach Stephen Brennan joins the Basketball Podcast to share insights on culture, clarity and consistency.Stephen Brennan has served as the head coach of Babson College men's basketball for over three decades, building one of the most consistent and respected programs in Division III. With more than 560 career wins to his name, Brennan ranks among the top 25 active coaches in total victories across the D3 landscape. His tenure is defined by sustained excellence, highlighted by 11 NCAA Tournament appearances, multiple NEWMAC championships, and a national title in 2017—the first in program history.A nine-time conference coach of the year and the 2016–17 NABC National Coach of the Year, Brennan has guided Babson through eras of transformation while maintaining a culture rooted in discipline, development, and competitive integrity. His teams have reached the NCAA Tournament Sectional Semifinals multiple times, including a Final Four run in 2015 and a dramatic national championship win in 2017, where the Beavers overcame a 25-point deficit in the semifinals before edging Augustana (Ill.) in the title game.Brennan's legacy is not only measured in wins and banners but in the program's identity: a relentless commitment to excellence, player growth, and team-first basketball. Under his leadership, Babson has become a perennial contender and a model of long-term success in Division III athletics.

Even since before October 7, 2023, American Jews have found themselves grappling with what it means to speak out against Israel and the rifts in their communities over their political views. And despite a new ceasefire agreement between Israel and Hamas, the division among Jews in the U.S. about Zionism and anti-Zionism could go on for years to come. In this episode, we revisit our conversations with some people experiencing that division first hand, and we dive deep into the long history of Jewish criticism of Israel with Marjorie Feld, professor of history at Babson College, and author of Threshold of Dissent, A History of American Jewish Critics of Zionism.Learn more about sponsor message choices: podcastchoices.com/adchoicesNPR Privacy Policy

We are thrilled to welcome a fellow podcaster and longtime education journalist, Jeff Young, to the show. Many know Jeff's work from his time hosting the weekly EdSurge Podcast, where he was a consistent voice covering the intersection of technology and learning. Now, Jeff is out on his own and has launched a new project to tackle the biggest story in education: AI and the fundamental questions it raises about what it means to learn. Jeff and Mike dive into his extensive background—from his early days at The Chronicle of Higher Education covering the dawn of the internet on college campuses to his time building EdSurge's higher ed coverage and producing over 300 episodes of the EdSurge podcast. We explore how that history prepared him for this current moment, where AI feels different and more "existential" than previous tech disruptions like MOOCs. Jeff's new podcast, Learning Curve (LearningCurve.fm) is his attempt to cut through the hype and inform a critical conversation about how education adapts to AI and what kinds of learning need protecting in the "AI gold rush". We discuss the frameworks and mental models needed to navigate this new "agentic era", focusing on both the critical questions and the potential for a positive upside. AI is an "Internet-Level Disruption" with Existential Questions: Unlike previous trends like MOOCs, which questioned the delivery of education, AI forces us to ask deep questions about the value of college, how to prove student knowledge, and the very nature of learning when generative AI can perform tasks once thought to be uniquely human. Reframing the AI Role: We need to critically examine the narratives around AI in education, such as the idea of an "AI tutor". Jeff questions if AI's capabilities—like providing content or getting students unstuck—are truly "tutoring" or something valuable but distinctly non-human, and whether labeling it as a tutor risks pushing out high-value human interaction. The Power of "Hybrid Intelligence": A key mental model for navigating this time is hybrid intelligence, which focuses on harnessing the power of Large Language Models (LLMs) and blending it with what makes us human, extending our brains and expressing our human capabilities to the best. Seeking Killer Apps Beyond the Classroom: Jeff is actively looking for high-impact use cases for AI in higher education outside of cheating and basic classroom functions. A promising area is college advising, where AI can quickly handle the bureaucracy and information lookup, freeing up human advisors for more high-value, personal connection time that is crucial for student success. Student Involvement in Adoption is Key: Universities like Babson College are smartly involving students—who are highly motivated to understand AI due to its impact on entry-level jobs—in the strategy for campus-wide AI adoption. This approach aligns with the growing truism that "AI won't take your job; somebody who doesn't know AI's job will". This is a vital, grounded conversation that moves past the hype and dystopian fears to help you build a constructive framework for thinking about the future of learning. Get a historical perspective on the wave of technology hitting education from one of the industry's most respected journalists. Learn the essential questions about human skills, cognitive models, and what learning needs protecting in this new era. Gain a balanced view of AI's potential, from how it can change college bureaucracy to its power to augment human capabilities. Find more of Jeff's work at LearningCurve.fm or wherever you listen to podcasts. If you like what you hear, subscribe to Trending in Education wherever you get your podcasts so you never miss a critical conversation like this one.

Welcome to the What's Next! Podcast with Tiffani Bova.     This week, I'm reflecting on a conversation I had a while back with the delightful and purpose-driven Raj Sisodia. Raj is the FW Olin Distinguished Professor of Global Business and Whole Foods Market Research Scholar in Conscious Capitalism at Babson College, and Co-Founder and Co-Chairman of Conscious Capitalism Inc. He has a Ph. D. in Marketing from Columbia University and has published eleven books. He was named one of “Ten Outstanding Trailblazers of 2010” by Good Business International, and one of the “Top 100 Thought Leaders in Trustworthy Business Behavior” by Trust Across America for 2010 and 2011. He is on the Board of Directors at The Container Store and a trustee of Conscious Capitalism Inc.    THIS EPISODE IS PERFECT FOR…people searching for their personal purpose in the work they do each day.   TODAY'S MAIN MESSAGE…in this episode, Raj uncovers the unmet need for conscious capitalism in contemporary business. We discuss ethics in business and marketing, purpose, value, and true happiness. This is not something mutually exclusive from business and capitalism, but the way Raj explains it, something that is vitally a part of the business ecosystem and indispensable to building a worthwhile and successful brand.   WHAT I LOVE MOST…Raj's journey from marketing to uncovering a true passion that seeks to make business more conscientious, impactful and valuable to society.   Running time: 30:08   Subscribe on iTunes    Find Tiffani Online: LinkedIn Facebook X   Find Raj Online: LinkedIn Website   Raj's Books: The Healing Organization Conscious Capitalism Field Guide Firms of Endearment Everybody Matters