Podcasts about Bhag

Travis Timmons shares with host Andrew Stotz how a decade of frustration running his physical therapy practice turned into joy once he discovered Deming's philosophy and embraced systems thinking. Through PDSA cycles, clearer processes, and genuine team involvement, he transformed Fitness Matters from chaotic growth to a scalable organization getting stellar outcomes. His story shows how small businesses can create stability, joy in work, and remarkable results by improving the system rather than pushing harder.   TRANSCRIPT   0:00:02.1 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm here with featured guest Travis Timmons. Travis, are you ready to tell us about your Deming journey?   0:00:19.7 Travis Timmons: Hey Andrew, thanks for having me. And yeah, very excited to share our journey and how impactful it's been on both our company, but also me personally and my family. So, super excited to kind of share where we started before Deming and where we're at today. So I'll just dive right in if that sounds like a good...   0:00:39.9 Andrew Stotz: Yeah. And I think just for the audience here, I'll just mention that Travis is physical therapist, founder and president of Fitness Matters in Columbus, Ohio, going on his 27th year of business. And you know, you and I have had some discussions. You've had a lot of great things that you've written and we've gone through and I think it's really an exciting story, particularly for a small mid sized business owner who's just frustrated as hell that things aren't going the way that they want. And I think your frustration a long time ago was a driving force. So I'm excited for you to share your story. So yeah, take it away.   0:01:22.6 Travis Timmons: Yeah, very excited. Yeah, 2000 is when we started, January 2000. So coming up on 27 years, as you mentioned, do physical therapy and wellness. And the first 10 years I was in business, pretty good at being a physical therapist. Started my own business and had no idea how to run a business. I knew a lot about physical therapy, but just kind of shooting from the hip in regard to business. Spent about a decade struggling, frustrated. We were growing, but growing slowly, growing chaotically. No process, it was just a, it was a heavy burden, to be honest with you. We were growing, but it was kind of Herculean effort on my part.   0:02:10.1 Andrew Stotz: I'm just curious how you were feeling at that time. Like there's gotta be a better way or this is the way business is and I just gotta muscle through this or how were you feeling at the time?   0:02:21.0 Travis Timmons: I was feeling frustrated and isolated. Didn't quite know where to turn. Yeah, I guess that's how, and just a burden. Didn't want to let the team down, I did not want the business to fail. I knew we had something different to offer. Just really had no idea how to scale that in a professional way. And along the journey was very fortunate to have a client who had a very successful business, took me under his wing. Ray Crook is his name. Started mentoring me and as luck would have it, he was familiar with Dr. Deming and a very long story short, after several meetings with him over time, some mentoring, I'd read the book along the way, the E-Myth Revisited and had some learnings from that book that really jumped out at me and came to the conclusion, both with reading that book and some feedback from Ray of basically, hey, it's time to grow up and turn this into a real business. If you're going to do this, let's do it right. And at that, around that time he introduced me to Kelly Allen with the Deming Institute. And you know, so we were 10 years into some chaos, had really no process, just would try stuff, see if it stuck or didn't.   0:03:43.5 Travis Timmons: If that didn't work, didn't really have any way to measure if stuff was working well. So really just a lot of chaos. And became introduced to Deming through Kelly Allen about 10 to 11 years into our journey and man, was that a breath of fresh air in terms of like having a direction to go in. After a few meetings with Kelly, him getting a better understanding of what was important to me, I think him just really understanding that I was serious about wanting to turn our organization into a large, professionally run and well run organization that would have a positive impact on people's lives, both team members and clients. I think he kind of, I think that we were so bad off he took pity on me to begin with, just to be honest with you, and he was like, man, this guy needs a lot of help. He could do some good in the world with what the services they have to offer. But if he doesn't figure out how to run a business professionally, they're never going to scale.   0:04:44.0 Andrew Stotz: And it's interesting that you reached out. I mean, there's a lot of people that are stuck in that situation and they really don't, either they don't reach out or they're afraid to reach out or you know, maybe they think there's no solution or nobody's going to help me. And you know, certainly when you're small, you also don't have huge budgets to hire people to come in and fix your business. You know, I'm just curious, like what drove you to even reach out?   0:05:09.8 Travis Timmons: I think I was fortunate enough to, A, have the mentor with Ray. And then secondly, have always been a believer in you got to check your ego at the door and know that you don't know everything. I think I've seen Business owners that are afraid to admit they don't know everything and so they keep things insulated and that just doesn't get you anywhere.   0:05:35.7 Andrew Stotz: Yeah.   0:05:36.3 Travis Timmons: So I just was fortunate kind of how I was raised as arrogance isn't a good thing, so check your ego at the door and learn from, learn from people smarter than you. And so I kind of took that fully at heart and like, all right, I have no idea how to run a business. I need to learn how to do that from really smart people. Read a lot of business books over the years, but the Deming philosophy, when I was introduced to that at the two and a half day seminar, went to that. I got to the Deming two and a half day in, I think that was 2013. So I was 13 years into the entire journey by the time I had met with Kelly, done some learning. And then at a time where the Deming two and a half day was offered in Ohio to where I could get to it, to your point earlier, budget plays into things for small businesses. So I was able to drive to that one and that two and a half day seminar just opened my eyes up to things that I knew in my heart but had no idea how to make that happen.   0:06:46.2 Travis Timmons: And what I mean by that, Andrew, is one of the key things I took away from that first two and a half day is Deming's belief that roughly 96% of issues within an organization are not people issues, but they're process and system issues. And that aligned with my worldview of if you hire good people, which we did, they show up every day wanting to do a good job as long as they have a good system and process to work within something that's professionally put together. So that was takeaway number one that really resonated with me. And the person responsible for said system is me. There's no passing the buck as the owner. And that resonated with me. It's a big responsibility to own a business in terms of the people and clients you're responsible for. And there's no passing the buck. You're responsible for the system at the end of the day.   0:07:42.3 Andrew Stotz: Yeah. I remember when I was 24 attending Deming seminar, when I was working for Pepsi, and it was a little bit different situation than yours. I could see, though, the same thing resonated with me. I could see that people were hemmed in by the system. And even though many people in the factory had really good intentions and they wanted to do a better job, they literally couldn't because they didn't have the tools or the budget or the this or the that. And a lot of times it's easy for senior management, particularly in a big company, to say figure it out, your job is to figure it out. But that only goes so far and there's eventually a point of exasperation for people working in a company that, like, I just, there's a limit here and I'm not going to kill myself trying to do something that I can't change. And so it just, I was coming from a very different perspective as an employee in a huge company versus you at a perspective of, this is my company, I set the rules.   0:08:46.5 Travis Timmons: Yeah, can do whatever we want. And you mentioned something there. It reminds me of a quote from that first two and a half day, and it still sticks with me a decade and a half later. Almost a lot of businesses complain about the term. We have a lot of dead wood in terms of employees. And the quote, I remember Kelly sharing this, it's like, well, did you hire dead wood? Because if you did, that's on you. Or did you hire live wood and kill it and that's on you from your standpoint of, from a system. And I'm like, man, 100% true. And I hired, I had good people on our team, but we didn't have good processes to keep from killing that live wood I would say. So, yeah. And to your point on budget, yeah, I had and still do have quite a bit different budget than Pepsi. Right. So one of the other things that jumped out at me early on that made Deming very approachable and something I could engage with very easily as a small business owner was the concept of PDSAs, the Plan-Do-Study-Act.   0:09:58.5 Travis Timmons: That was a game changer for us because I was like, all right, I don't have to hire a big business consultant. We don't have to hire or pay for a bunch of software. There's very simple things we can do via the Plan, Do Study Act PDSA method that we can create systems or improve upon systems and those little experimental ways and not have to bet the farm. You know, you see a lot of businesses that try to go through these huge transformative activities, bring in a new software to fix all their problems. Things that are very expensive with no real way of understanding what their aim is, what their theory is, or even if it'll work. So, yeah, your comment on budget there, I think, is what makes Deming so approachable for any size organization, but the budget's really not a limit from the PDSA standpoint. So those were some of my key takeaways very early on on my first two and a half day Deming, it was an eye opener and just really resonated with how, how I saw the world in terms of from a human level. Just had zero idea as a physical therapist with no business training on how to implement and run a professional organization.   0:11:13.8 Travis Timmons: So as things evolved, kind of went from the kind of the term chaos to process. So after that two and a half day, I went back to our team, which was small at the time. I think we had, we were a very small company at the time. I think we had 10 employees, nine or 10 team members at the time and just presented to them like, hey, this is going to be how we run our organization. There's this thing I heard about this guy called Dr. Deming. Some of it's going to seem a little odd, but this is how we're going to do things. And just started out early on, like just with PDSA, educated them on what that meant and we're all going to work on things together. So immediately it started enforcing a culture of improvement and collaboration and voice. Rather than Travis just coming up with random ideas, we worked on them together, made the system visible and then put some experiments in place. I talked to them about operational definition. That was a new term to me and gave them some examples. We wanted every client to have a good visit with us.   0:12:29.2 Travis Timmons: What in the heck does a good visit mean? Right. We didn't have an operational definition of that, so we created an operational definition of this is a good visit at Fitness Matters. So those were some fun things early on.   0:12:42.3 Andrew Stotz: I'm curious. There's two things, the first one is for someone that really doesn't know anything about PDSA, the Plan, Do, Study, Act process or cycle. Could you give an example either of one that you did early on or one that you think is the best illustration of the application of PDSA so people can understand what you're saying, because I know it's a big part of what one of the, let's say, tools that you've used in your process.   0:13:10.1 Travis Timmons: Yeah, one of the early on ones we did that was fun to do with the team because it changed our pricing model for our private pay team. Quick example, like we do personal training and Pilates muscle activation technique. Traditionally in that world, people buy those visits one at a time or you'll buy a package of 10 or 20 at a time at a discounted rate, volume, volume pricing, right. So we had that, we had 10 pack and 20 pack of personal training. We had a 10 pack and 20 pack of Pilates, same for muscle activation technique. And we had clients that would do sometimes all three of those services, but for them to be able to optimize their discount, they had to buy a 20 pack of Pilates, a 20 pack of personal training, and then the same with muscle activation technique. So after learning some things with Dr. Deming at the two and a half day that Kelly presented at, it's like we got to be easier to do business with. Be easy to do business with and how can we do that? So our PDSA was how can we change our pricing model on the private pay services to be easier to do business with and optimize how clients can move in our system freely.   0:14:25.9 Travis Timmons: So part of the concept of PDSA is you trial it, you put your whole theory together of what you think will be true. How are you going to study it? How long are you going to try it? So we had four clients that we knew well, that we told them, we're trying this new pricing model. Would you be willing to experiment on this with us? So we didn't roll it out company wide. We just tried it with a small segment, and we called it Fitness Matters Dollars and the do the Fitness Matters Dollars package. Then the client could use that discounted bundle of money for any of our services. So the discount applied to any of the services they did rather than having to buy a bunch of different packages. So the beauty of it is you can try it small. Had we gotten it wrong, we could have thrown it out and only five clients would have experienced the error. And they knew they were part of an experiment and they were happy to help us improve. It was a big win. That was 12 years ago. That's still how we do our pricing today.   0:15:29.1 Travis Timmons: It makes it very easy for clients to optimize their health within our system and not have to spend a bunch of money with us and have a lot of monetary resistance moving about our system. So that's one example that comes to mind.   0:15:41.4 Andrew Stotz: That's a good one. And I think if you think about, let's say an accountant may say, well, but wait a minute, the cost of three different services is different and that's the idea of how do we simplify this for the client, and that's interesting. Now, did you write it down, did you go to a Whiteboard. How did you actually go through that process?   0:16:02.9 Travis Timmons: Oh, that's 13 years ago. You're testing my...   0:16:06.5 Andrew Stotz: Oh, well, you can think about a current one, too.   0:16:09.6 Travis Timmons: 12 years ago. Yeah. When we're doing a current one, we'll get together as a team. Like, we're having our annual team off-site the end of January. And we'll come up, we try to come away with three, maybe four PDSAs as a team, and we'll write it up on the whiteboard. What's the problem we're trying to solve? Another key quote I've learned from Kelly Allen over the years is "the problem named, is the problem solved." So we want to make sure we're naming the right problem first. What really is the problem? So we talk about that through our entire company so that I'm getting feedback from all pieces of the system and then we'll map it out. Sometimes we'll do fishbone charts to look where in the process are we trying to do an experiment? And then there's the PDSA kind of chart that we'll use for bigger ones so we can study it. What's our aim? What's our theory? What do we think is going to happen with this experiment? How long are we going to study it, and what's our expected outcome? So part of the PDSA magic, as you know, is what are you trying to accomplish by what method, in what time frame, and what do you think is going to happen so you can go back and test your theory after you've studied it? So, yeah, sometimes we, if it's something bigger system-wide, we put it down on paper. We have a PDF that's fillable for each new PDSA.   0:17:35.5 Andrew Stotz: And for some people listening, they may think, well, I mean, isn't that what business does? I mean like owner comes up with an idea and says, yeah, I think we could try this and see what happens. Right. And ultimately everybody's kind of poking in the dark in business. We're not given a manual nobody really knows what we're doing. What's the difference between the way that you are poking in the dark, trying to hey, let's try this, let's try that compared to the PDSA.   0:18:08.5 Travis Timmons: I don't think I learned that till my second Deming two and a half day. So the second time I went, I took some senior team members with me so we could get more eyes around what in the world is this Deming person, who is Dr. Deming? What's this System of Profound Knowledge? To answer your question, I think the realization I had that I didn't have before, kind of going down the Deming journey is I didn't view our business as an entire system. I lacked that awareness of system view versus pieces and parts view. Pre-Deming, there's a problem over here and you go chase that fire and then another problem pop up over here, and to your point like there's lots of books out there on how to solve problems or you know, you hear like there's books out there on ownership thinking. And you know, it's like, well, do you have a culture and a system and by what method do you give people the ability to have that ownership thinking? Yeah, I think that's was the big aha of looking at the entire system. Whereas previously I was looking at it in silos and only trying to solve problems when a fire arose rather than system operationally efficient, trying to get efficient and optimizing the entire system. So that was probably one of the big aha's for me. Didn't happen day one. But as I got to understand Deming more, the system view of how it all has to be working together for optimization just changes your lens totally.   0:19:51.5 Andrew Stotz: So you've talked about PDSA, you've talked about operational definitions, you've talked about systems thinking, three core principles. One last thing on PDSA is like, I wonder what percent of the total value of doing PDSA comes from doing PDSA. In other words, the actual part of forcing yourself to get people in a room to discuss what's the problem, the Fishbone diagram, think about what's our aim, what's our theory, what's our hypothesis? Let's write that down. How are we going to study that? How we know if our hypothesis was true and you know, that type of thing. And sometimes I, after listening to you, I was thinking it, I suspect that a large amount of the final benefit you get from a PDSA is really front end loaded in all the work that you do to set it up.   0:20:48.3 Travis Timmons: Yeah, yeah. Going back to your comment earlier Andrew, on when you were at Pepsi, if I heard you correctly, you didn't really have the ability to share voice or to have an impact on the system. I think you're spot on, the PDSA itself, a couple things, number one as a small business owner, you got to check your ego at the door. Your team sees stuff happening that you don't have visibility on and they're probably going to have better ideas on how to fix it than you might if you're removed from it a step or two. And then the culture of like, oh, Travis is going to listen to my ideas. I find value in that. And then when we implement a change, like nobody likes change. Right? But when you've worked on it collectively as a team and you're ready to move forward with it, that's a game changer. You're not pushing a string at that point. Everybody's leaning in because they understand they're part of the solution and you're allowing that. Where a lot of businesses are top down, command and control, that doesn't usually work very well. So yeah, I think you're spot on, Andrew.   0:22:02.5 Travis Timmons: I think that so much happens with the PDSA process from a culture and team involvement. And if you don't have that, you're going to have a hard time retaining team members, in my opinion.   0:22:16.9 Andrew Stotz: So you look like a pretty relaxed guy compared to probably what you were like many years ago when this all was going on. Maybe take us through. Okay, so you're implementing these things and what's happening, what changes are happening, what transformation is going on with you and with your organization?   0:22:36.9 Travis Timmons: Yeah, so it's a multi-year process that we went through. Still a lot of work, you know, it's not like, hey, this just solves every problem. It just changes all the lenses you look through and you have a by what method path. Here's how we are going to think about our business. So that got rid of a lot of confusion for me. I knew how we were going to go from this size business to my, we had a BHAG, Big Hairy Audacious Goal from Good to Great. We wanted to have four facilities. At the time I went through Deming, we had one. We wanted to have four facilities or more to see if we could replicate our high level of care, team member engagement, all those things. So we were working, I was working just as many hours then. It just was not frustrating, it was exciting. It was a lot of collaboration that was energizing and everything as we scaled got easier. I was not going to be able to scale our business with what I was doing because had I scaled it, the headaches would have just been out of control. The loss of revenue, like there would have just been so much inefficiency on our organization.   0:24:00.4 Travis Timmons: So I would say for that next from 2013 through 2018, we got really locked in. So we spent about, I was a little conservative at the time. I was also in Army National Guard, so had a trip across the pond and just wasn't quite at a point where I could financially roll the dice and start multiplying locations and stuff like that. But around 2018, 2019, we got to the point where the team knew Deming well. I felt like we put a lot of systems, processes in place that were replicatable and I'm like, all right, here comes a real big PDSA. We're going to go get another clinic, we're going to go do another location, and we're going to test it. So that was a big PDSA. A lot of the ones we had done up to that were small. At some point you got to go a little bigger. And we were very confident in our model. So we acquired a practice in our town and like, hey, 80% of what they do is what we do, 20% is not Deming and service lines and stuff like that. So our theory, our PDSA, was can we acquire and put Fitness Matters, culture and process in place and grow?   0:25:26.3 Travis Timmons: And we did. We were very successful with that. I had team member retention with that. You know, a lot of times when you buy out another business kind of, people head for the doors, including the owner. That owner is still working with us six years later, then we started growing. It's like, all right, here we go. We can do another one. We can do another one. Put leadership in place at each location that understand Deming. We have our processes written down. We have operational definitions written down. People know what PDSA is. If they're new to our team, it takes them about six months to figure out what all these acronyms mean. So now we're going quicker since, you know, since in the last four years, as an example, we've tripled our physical therapy volume and doubled our private pay wellness volume. And in the service line, that's fairly fast growth. Probably not fast in the IT world, but in the service line growth in a very competitive market with how physical therapy and referrals work. There aren't many private practices left out there because it's so competitive where we're thriving.   0:26:41.4 Andrew Stotz: It seems like a hard business. It seems like a hard business to scale because there's this personal aspect, there's this interaction. You know, think about the exact opposite. I don't know, let's say Instagram or whatever. There's zero personal interaction. It can scale to billions. What are the constraints to growth that you feel in your business.   0:27:03.3 Travis Timmons: So constraints are reimbursement from health insurance, referrals from physicians, because health care is consolidating. So a health care system buys up smaller organizations, physicians, and then they have physical therapy within those systems and then they're highly encouraged to refer their physical therapy in-house. So that's a big challenge for us. So we don't, we're not owned by physicians. So we have to, we have to be the best at what we do for physicians and clients to want to choose us. So one of the things Dr. Deming really big on at quality, right. You have to continually have a system that has improving quality as you grow. And the way we grow is we have our outcomes. So how well a patient does at the end of a plan of care is roughly 35% higher than national average. We're 35% above the competition because of our processes, our system, our clients, how we look at integrating our clients from the first visit, the first phone call, follow-on visits, the entire, again, thinking back to that system conversation. And I think a lot of businesses, if they haven't been exposed to Deming, they miss that very critical piece of, if your sales isn't aligned with your implementation, isn't aligned with your billing process, anywhere along that service line, going through that fishbone, if it's all not good, like we could give excellent physical therapy care, but if we have a horrible billing system, we lose clients, end of story. If we have a horrible process of answering the phone to schedule evaluations, we're out of business.   0:29:00.0 Travis Timmons: Could have the best physical therapists in the world. So, yeah, that's what it's allowed us to do from a scaling and fun standpoint. And kind of now almost 27 years in we're at a point where, one of the litmus tests I had, like, if we do this well, if we really are all-in on Deming and it's system process definitions and we have it mapped out, this should run without Travis. And I see a lot of business owners are the choke point. Like they want to be the problem solver for everything. Everything has to flow through them, slow stuff down. You're not getting all of the information from your team that could solve problems so much quicker. So one of my litmus tests early on was like, if this really works well, the business should run without me present certainly for weeks and weeks at a time. And we're there. So that's why I look Relaxed now. I didn't look this relaxed a decade ago. So, it's fun, it's fun.   0:30:11.5 Andrew Stotz: I was looking for my Out of the Crisis book, but I went online and I wanted to highlight two of the 14 points because it's something that you mentioned about improving your process and all of that. And the first one is the first point and you know, it's the first point for a reason. And number one is "create constancy of purpose towards improvement of product and service with the aim to become competitive and stay in business and provide jobs." And number five is "improve constantly and forever, the system of production and service to improve quality and productivity and thus constantly decrease costs." So how do you embody that in your business, this, because when I first read the "constancy of purpose," I originally thought it meant pick your direction and stay constant with that. But then I started to realize, no, no, it's about how are we improving our product and service.   0:31:18.9 Travis Timmons: Yeah. So if you're not evolving with, technology is everywhere. Right. So if you're not paying attention to that within how it impacts your business and constantly trying to optimize how technology interfaces with your business, you're in trouble. So, like, we're right now getting ready to, I'd say once a year we do something fairly large within technology. Next year we're going to probably be changing our documentation software because there's a newer one out there that instead of having four different softwares we have to interface with, there'll be one. So that cuts down on rework, that cuts down on learning time for a new team member. There's less resistance for clients to understand how scheduling and billing work. So I don't know if I'm answering your question, Andrew, but I think from a standpoint of, I think it was Jack Welch I heard say years ago in an interview, "there's two ways a business is going. You're either growing or you're dying." And that resonated with me, there's no sitting still because if you do, you're going to get run over. So that's always looking through, can we make it easier to schedule?   0:32:40.0 Travis Timmons: Like right now we don't offer online scheduling for physical therapy. We will in 2026. And if we don't figure that out, it could be a reason that we would eventually go out of business. So I just looked through that mindset. There's always somebody coming after you.   0:32:58.7 Andrew Stotz: Yeah, yeah, that's...   0:33:00.3 Travis Timmons: Complacency doesn't work.   0:33:01.3 Andrew Stotz: I like to think about when I was young and I took a break and I stood still. I was standing on the flat ground, no problem. But now with my 87 year old mother, if she goes one day, two days, three days without movement, she's going backwards and it's harder to catch back up. And I start to realize she's operating on a plane that has been slanted against her. And eventually the slant will win against all of us. But in the world of business if you think, well it's not about growing or dying, well, there's someone out there trying to take your business by providing a better product or service. And that's just the reality that actually is invigorating to know that, and as Dr. Deming said to have a great competitor is such a valuable thing. If you're just poking around and you're doing okay in market you're probably not going to improve as much. So that the focus on improvement is something that I just find really fascinating. There's another question that I have which is these days, way I look at like the job of leadership is that it's like imagine a very strong magnet ahead of you and you're constantly pulled to that magnet.   0:34:37.7 Andrew Stotz: That magnet is the average, the consensus what everybody's doing. And you can't help but feel that force. And if you don't realize that you're being affected by that force, you're just being pulled into it. And what I mean by that is if you say, well, what if we tried something different, a different way of doing something and then you go to customers, no, sorry, your competitor does this. If you don't do that, I'm not going to give you the business. And so you're naturally drawn towards the center or towards consensus, but what you're doing is trying to pull your business and yourself and your thinking and your team away from that and saying there's a different way. And how hard is that?   0:35:24.4 Travis Timmons: It's hard. You have to have a different lens. Comment earlier, the problem named is the problem solved. One of the things, I love that analogy. I've never heard it described that way. In physical therapy it's very common for a physical therapist to have two or three patients scheduled at the same time because the problem that was named by most organizations is poor arrival rate. And if you have holes in your schedule you're not getting paid. So they look at that as a revenue loss. So to answer your question, that's where our industry is. Like you got a double, triple book or you're going to have lower revenue. Well, what that does is it increases, in my opinion, increases the likelihood that people are not going to come because they're going to have a bad experience, they're going to have poor outcomes. Physicians are going to stop referring because their patients aren't getting better. So problem named is the problem solved? And we pulled, I like that magnet. I'm going to use that one. But pulled away and said, no, if we provide one on one care at a very high level and the entire system works well for the patient, they're going to show up, they're going to continue to show up.   0:36:49.0 Travis Timmons: They're going to be happy to pay for the service we're offering because it's going to be exceptional. And because they show up, they're going to get better. And because they get better, they're going to go tell their doctor and then more doctors are going to refer to us. And that's thinking much differently. So that gets to the problem name, problem solved. Or using your magnet example, we are like, physicians come and talk to us all the time. They're like, are you really only seeing the patients one-on-one? Are you really doing that? Because nobody else says they can do that. It's like, yes, we are. That's exactly how we're doing it. And that's why you're here talking to us right now. Because it's so much different. You can't, there's some things that are just immeasurable. Like Dr. Deming talks about that quite a bit. We don't have to market, we don't spend... I shouldn't say, we don't have to market. We don't spend nearly the amount of money on marketing that our competitors do because we have physicians saying, hey, what's different over there? That's invisible. Right? That's invisible.   0:37:56.9 Andrew Stotz: And they weren't saying that in the beginning, but over the time they got that...   0:38:01.4 Travis Timmons: Yeah, yeah. It's a process, but you know, like the flywheel. We use that flywheel example. And now it's like, we're having a hard time hiring enough team members to keep up with the growth. One of the other thing's, "joy in work." Dr. Deming talks about joy in work a lot. And that's to your question earlier about continual improvement and jobs. So we exist, there's a lot of burnout in healthcare. You can't hardly open a business article.   0:38:37.7 Andrew Stotz: Seems paradoxical.   0:38:40.4 Travis Timmons: But it's because two and three patients at a time burdened with administrative stuff. So we also exist because, man, it's so fun when you have a team member join you from one of those other organizations and we've had eight new team members we've hired since July. And I have what I call a fresh eyes lunch with them a month in. And every one of them has said, my spouse can't believe how much happier and more enjoyable I am to be around. If that doesn't motivate you to want to continue to grow, I don't know what does. So that's the joy in work piece that Dr. Deming talked about a lot.   0:39:24.6 Andrew Stotz: And let's now talk about one other thing, which is I was just talking, I gave a speech last night in Bangkok to some business owners and then we had a dinner out and I was explaining to them that like, there's a disease that's come from America, not from Wuhan, China, in this case. It's come America, it's spread all across Thailand. And you really have to be careful with this disease. It's a deadly disease. And I said, and particularly Thailand, where there's harmony. People enjoy working together. They want a fun environment, they want to make friends at work. It's a little, it's very different from a US work environment where it's like, go there, deliver, go home, separate lives. That's not the way Thai people see work. And the disease is, the disease of individual KPIs and saying everybody, by optimizing each individual, we are optimizing the whole. And I'm trying to get them to realize like, there's another way. And I'm curious I'm sure if you're getting people from the bigger institutions and stuff, they're being KPI'd to death. And how do you, how do you manage the idea that I don't want to optimize the individual, I want to optimize the whole system, but yet I also want employees to know they gotta do a good job. So how do you manage that?   0:41:03.2 Travis Timmons: It's hard when somebody comes, because you're right, there's a lot of PTSD. I've got an example from today. So we turned on, within our system, there's a net promoter score that can be sent out to patients automatically after their first couple visits with us. And we turn it off and on from time to time just to get the voice of the customer, right. I think Dr. Deming talks about the voice of the customer and who all. So it's like, hey, we haven't done that in a while. We're going to turn it back on. And there were several therapists that were like, wait a minute, you're scoring me? And then if I get a low score, I'm in trouble. So we have to spend a lot of time educating the team on some of that old head trash. It's like, no, this is to study the system and where we can improve either improving our operational definition, whatever it is, give the team member tools on how to handle a difficult client. But to your point, you have, people's brains are so wired in the way you just described. So part of it is we, we let them know up front, like, here's why we don't have employee of the month at Fitness Matters.   0:42:15.4 Travis Timmons: Here's why we don't have the parking lot for employee of the month at Fitness. Like, all of those rewards, how all of the negative unintended consequences that can go along with that. Like even giving an individual an award in a group setting. Like, we had a team who's one of my clinic directors, the business she came from before, they had like a WWE, like the heavyweight wrestling, big champion belt. They had one of those. And each week somebody would give the belt to whoever they thought was the best employee that week. And she didn't get it for like two months in a row. And she was crushed. She's like, people don't like me. So it's fun to talk about the negative unintended consequences of the individual reward, the individual competitions. We could talk for an hour about motivating via monetary motivation. That's probably a whole nother podcast. But to answer your question, we have to make it very known why we don't do those things. Because as much as people hate some of that stuff, they also expect it. Yeah, why don't, why don't we have employee of the month? You mean I'm not going to get in trouble if I get a low net promoter score from one patient?   0:43:34.3 Travis Timmons: It's like, no, we know we hire good people. We know you do your best job every day. They could be upset because their billing didn't go correctly. So we just need to know. So I don't know if that answers your question, but it's a big thing because you do have to still track KPIs or you're out of business. Like, you do have to know what's going on within your system to measure it. It's just that concept of we all are responsible for the output of the system and the system has to produce exceptional results.   0:44:06.7 Andrew Stotz: Yeah, yeah.   0:44:07.9 Travis Timmons: And we have to have a weight by what method. We have to have a system to create whether you're doing plumbing, electrical work. Like if you're going to scale a business, you have to have a repeatable product that can scale.   0:44:23.2 Andrew Stotz: Yeah. And one of the answers to that too is if you believe 94% of the problems come from the system, then even when an employee is identified as having a bad net promoter score, then the question is, does the 94% apply in that situation? Well, generally yes. And so let's dig in. I have some people that ask me like my, one of the guys last night at this event works for a bank and they have put KPIs into everything. And he was saying, I just can't escape. But another guy was like, well, I have my own business and I can do what I want. I've implemented KPIs, but what should I do? I said the first step in disentangling yourself from this individual KPI situation is just to disconnect compensation to the KPI. So just right there, there's still incentive for the employee to do something bad for the organization to do their best. But when you remove that compensation aspect, you've really taken away a huge part of the incentive. So even if you have to keep KPIs, take away the tie to compensation and then they say, well, that's the whole reason why we're supposed to do it is have the tie to compensation.   0:45:44.5 Andrew Stotz: And I said, yes, it's a little bit of a circular references cannot be resolved.   0:45:49.7 Travis Timmons: Right. Yeah. And I think we even give examples to the team as much as we can around why we don't do those type of things. Here's what would happen. And most people have worked in organizations when you point it out to them. So again, Dr. Deming talks about making the system visible. Point it out to them. If I bonused you like you see this, this used to be a thing at car dealerships. When you're buying a car, hey, you're going to get a call to rate your experience with me. If you don't give me a 10, it's going to impact my pay. And you're like, what? So we talk about that like hey, the net promoter score. If we did the same thing here and bonused you on every 10, then you're going to be bothering your patients to fill that survey out. Or if you're afraid they're going to give you low score, you're not going to, you're going to encourage them not to do it. And then me as the owner, I'm not going to hear about system breakdowns. So to answer your, I think it's an important thing that a lot of businesses like number one, don't tie compensation to your KPIs.   0:46:58.3 Travis Timmons: Like just, it's an output of the system and then explaining it to them and giving examples over time because their brains even though they hated it, like we don't do performance reviews, annual performance review. And people hate them. And I still get asked like hey, when are you doing my annual performance review? It's like do you want to do one? Well no.   0:47:21.2 Andrew Stotz: Yeah. We dropped performance appraisals in 2016 in my coffee business here in Thailand and we never looked back. We didn't come up with any particular stunning replacement. We just knew it was bad and we were willing to just walk away from what was bad. I want to wrap up and just get into the... What are the, let's talk about kind of extrinsic versus intrinsic. There's some external factors that we can say this Deming implementation provided these benefits to our company and then there's this internal or intrinsic benefits that you're getting. Maybe you can go through some of those benefits of where you're at now, what you're able to do now and we'll close it on that note of kind of what's the hope for somebody that's stuck in the situation. They're the entrepreneurial seizure, they're the technician, they're great at physical therapy, they start their physical therapy business and they're just scaling chaos basically. Tell us about, give us hope.   0:48:37.8 Travis Timmons: Yeah, no, happy to, the reason I have had the opportunity to speak in a lot of different settings about Dr. Deming and the reason I do it is because it's brought so much joy to me personally and to a ever growing team. It's having a positive impact on lives and the more I can do that, that gets to the intrinsic motivation. So the joy in work, there's a lot of bad organizations out there that just suck the life out of people. So that's my intrinsic motivation at this stage of the game of if Fitness Matters is bigger, so more jobs, there's more people having a positive experience in life and our outcomes being 35% higher, our community is getting healthier. So that's the intrinsic motivation at this stage. It's fun. I know again, we're not perfect. So continuous improvement to our conversation earlier. But the intrinsic motivation is the busier Fitness Matters gets, the busier Fitness Matters gets because of high outcomes and it's positive experience for more people in life. Extrinsically, I guess that gets to community outcomes. So that's intrinsic and extrinsic. You know, extrinsically, if you get this figured out, it's very easy to scale a business.   0:50:06.0 Andrew Stotz: And tell us about your scale, where are you at or where are your averages versus national averages? You know, what have you accomplished that's driving that external factors, let's call it.   0:50:19.4 Travis Timmons: Yeah. So a couple things. One, externally, a practice like ours nationally on average is growing at 9% to 10%. We're currently clipping along at 25% to 30%. So you know, that flywheel effect and chaos is no longer there. So we have process, so it's easier to scale. The other extrinsic piece is because of our outcomes and continuing scale, we're able to negotiate better rates with our insurance companies to reinforce our strong desire to keep one-on-one care model. So Deming talks about who all is part of your system. So insurance companies are part of our system and we don't have a lot of control over them. But because our data is so powerful externally, we have been able to negotiate higher rates than most of our competitors because our data speaks for itself.   0:51:23.2 Andrew Stotz: Faster growth, the ability to negotiate better terms because you're delivering better product and service generally means higher profit margins.   0:51:34.2 Travis Timmons: Yes.   0:51:34.6 Andrew Stotz: Fast growth with higher profit margins generally means you're generating more cash and you're no longer in cash crisis all the time and you have resources to decide, okay, now we want to expand or we want to invest or whatever.   0:51:50.9 Travis Timmons: Right.   0:51:51.4 Andrew Stotz: Is that...   0:51:51.9 Travis Timmons: Yeah, the cash crunch was real those first 10 years. So yeah, to your point, when you get to the other side of that and process is a big part of that so you're having a whole counting process, but yeah, you get to that size. But yeah, the intrinsic piece, one of the reasons I talk about Deming as much as I can. I've got two sons that are in college. My hope is there's more companies in the world today than there were 10 years ago that know about Deming, because that means there's a higher likelihood that my boys will work at a Deming company. And just seeing what a lot of companies do to people, we as owners have a big responsibility, I feel, we have a big responsibility to have a positive impact on our employees. And you're, as an owner, are responsible for that, in my opinion. And if you get it right, man, is it fun to look in the mirror or sit down with a team member or their spouse and be proud of, be proud of what you built. That's at the end of the day, the intrinsic motivation.   0:52:57.9 Travis Timmons: If you can be proud of what your product is and proud of the impact you're having on your team to where you're not sucking the life out of them, but actually intrinsically motivating them. There's not much else you can accomplish in business that was worth more than that, in my opinion.   0:53:18.5 Andrew Stotz: Yeah, wonderful. That's a great way to end it. What's the likelihood that our children are going to be working in a Deming company? Well, that's the whole reason why we are here talking about it. So, Travis, I want to say on behalf of everyone at the Deming Institute, I want to thank you for this discussion and of course, for listeners out there and viewers, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz. I'll leave you with one of my favorite quotes from Dr. Deming, and I believe it's probably one of Travis's too people are entitled to joy in work.   0:53:56.0 Travis Timmons: Love it. Love it. Thank you, Andrew.   0:53:58.0 Andrew Stotz: Yep.

Happy New Year from FUEL HQ aka The Man-Zone Barn:Happy New Year 2026 from the barn aka FUEL HQ. Your host, Scott Mulvaney, reflects on the progress and future plans for his personal and professional life. He discusses his recent projects, including installing a new heating system in his barn, acquiring a high-quality salt spreader, and setting up a gym with new equipment. He also mentions his now 10 years of podcasting, the launch of his Boots Refuel Fund from his charity, Fuel Foundations, and his goal to pay off his house by age 50. Additionally, he plans to record an audio version of his book, "So You Want to Be a Hotshot," and encourages listeners to support his charity by donating to the Boots Refuel Fund.Quote: Whatever the mind can conceive and believe, it can achieve.” – Napoleon Hill Today's Top 3 Takeaways:After 10 years of podcasting, continue your own Personal and Professional development!Health and Fitness FUELS everything, especially your own Health, Business, and Lifestyle.Find and embrace your own Freedom Trifecta of Time Freedom, Location Freedom, and Financial Freedom. Today's Links:Visit to donate or learn more athttps://fuelfoundations.org/VisitHotshotBook.comto find the book on Amazon Mentioned Influencers:Michael Michalowicz, Profit First,https://mikemichalowicz.com/profit-first/Jim Collins, BHAG - Big Hairy Audacious Goals,https://www.jimcollins.com/concepts/bhag.htmlDave Ramsey, Ramsey Solutions,https://www.ramseysolutions.com/ Watch us on YouTube:https://youtu.be/8ZDfJq4_ye8 Show Highlights:New radiant heating system is now tested and live in the barn.Reflecting on the evolution of the barn from an empty canvas to a bustling workspace. 2026 is 10 years of podcasting.Reflecting on the Wildland Firefighting history that birthed the FUEL Foundations and the Boots Refuel Fund.The importance of Health and Fitness being integrated into everything in life while staying committed for success.New Financial Goals with a BHAG of owing nothing and owning the home by age 50 in less than 2 years.Learning and implementing the Freedom Trifecta which is Time, Location, and Financial freedom.The power of learning Psychology, developing a bulletproof mindset, with ongoing commitents to Personal and Professional development.Committing to finally recording the audiobook of "So You Want To Be A Hotshot" to help increase fundraising.Final Words of the Show:If I commit to a book chapter for each podcast episode, I know I can get the audiobook done finally. So I'm going to be releasing the chapters here in the LIVETHEFUEL world as I get each one done, and then hopefully loyal fans go and buy the audio book and or the physical book and share. So thank you in advance. That's just a little snippet for the future here in 2026 thanks for listening again. Thank you for subscribing. Go check out HotshotBook.com that takes you directly to the book...

2026 will not reward hope. It will reward intention.In this video, I walk you through a bold, practical framework for goalsetting in 2026—not wishful thinking, not hype, but deliberate planning backed by action. If you want 2026 to be your strongest year yet, it starts with deciding in advance what success looks like and building the discipline to pursue it relentlessly.I break down the PLAN AHEAD framework step by step, showing you how to:• Set macro goals aligned to each quarter• Define non-negotiable outcomes instead of vague intentions• Build flexibility without losing momentum• Communicate your vision so others can support it• Take action even when conditions aren't perfect• Anticipate problems instead of being surprised by them• Maintain a strong mental posture when pressure shows up• Review, reprioritize, and protect what truly mattersThis isn't about doing more.It's about doing what matters.If you've ever felt busy but not moving forward…If your goals keep slipping into “next year”…If you're ready to stop negotiating with your future—This message is for you.Your 2026 is waiting.Plan ahead.Be bold.And take it head on.2026 BOLD GOALSETTING0:00 – Welcome to 2026 & why this year must be intentional0:45 – Hope vs action: why planning separates winners1:38 – Macro goals & the quarterly mindset (Q1–Q4)2:13 – PLAN AHEAD framework overview2:19 – P: Predetermine your course of action2:52 – Deciding success in advance (vision before movement)3:29 – Quarterly goals & highest return / reward thinking4:08 – Real story: climbing out of major debt through planning4:44 – Mapping major moves & eliminating hesitation5:16 – Defining non-negotiable goals & outcomes6:06 – L: Lay out your goals6:14 – Why vague goals produce vague results6:20 – SMART goals explained (specific, measurable, time-bound)6:50 – Macro goals vs micro goals7:07 – Breaking annual goals into quarterly, monthly, weekly wins7:31 – Visibility, accountability & goal tracking8:02 – A: Allow time for adjustments8:08 – Why plans break and flexibility wins8:44 – COVID lesson: pivoting when reality shifts9:16 – Buffer time, reviews, and contingency planning9:42 – AI, market shifts & knowing when to pivot10:32 – N: Notify key personnel10:38 – You cannot win alone10:55 – Alignment, trust, and momentum11:14 – Communicating vision to family, teams, stakeholders11:32 – A: Allow time for acceptance11:39 – Why big change needs time to land11:47 – Kayaku: bad change vs meaningful change12:25 – Leading people at their pace13:01 – Family, teams & avoiding shock change13:16 – Patience now prevents resistance later14:10 – H: Head into action14:21 – Planning without execution is paralysis14:35 – “Do it ugly” & imperfect action15:02 – First 48 hours: momentum rules15:25 – Public accountability & bias toward action15:53 – E: Expect problems15:58 – Obstacles are inevitable, not anomalies16:12 – BEHAG mindset: big, bold, uncomfortable goals16:46 – Risk thinking & if-then scenarios17:23 – Reframing problems as puzzles17:39 – A: Always point to the positive17:46 – Narrative, mindset & strategic optimism17:53 – Zig Ziglar: attitude vs aptitude18:31 – Cutting negativity & complaint cycles19:10 – Wins reviews & gratitude practices19:45 – D: Daily review & reprioritize19:54 – Aggressive prioritization (Jack Welch example)20:49 – Killing noise & focusing on the vital few21:48 – Time as your most valuable asset22:09 – Daily recalibration habit23:26 – Reward, risk & value prioritization filter24:12 – BHAG decisions & early execution24:37 – Be bold, aggressive, and decisive with goals26:39 – Final charge: Your 2026 awaits27:04 – Closing message: plan ahead and take no prisonersTo learn music theory, visit http://phillc.netSupport your buddy Phill with a ko-fi: https://ko-fi.com/s/a7ebeb0d04To learn music theory, visit http://phillc.netSupport your buddy Phill with a ko-fi: https://ko-fi.com/s/a7ebeb0d04

2026 Bold GOAL SETTING Using the JOHN MAXWELL Plan Ahead Method2026 will not reward hope. It will reward intention.In this video, I walk you through a bold, practical framework for goalsetting in 2026—not wishful thinking, not hype, but deliberate planning backed by action. If you want 2026 to be your strongest year yet, it starts with deciding in advance what success looks like and building the discipline to pursue it relentlessly.I break down the PLAN AHEAD framework step by step, showing you how to:• Set macro goals aligned to each quarter• Define non-negotiable outcomes instead of vague intentions• Build flexibility without losing momentum• Communicate your vision so others can support it• Take action even when conditions aren't perfect• Anticipate problems instead of being surprised by them• Maintain a strong mental posture when pressure shows up• Review, reprioritize, and protect what truly mattersThis isn't about doing more.It's about doing what matters.If you've ever felt busy but not moving forward…If your goals keep slipping into “next year”…If you're ready to stop negotiating with your future—This message is for you.Your 2026 is waiting.Plan ahead.Be bold.And take it head on.2026 BOLD GOALSETTING0:00 – Welcome to 2026 & why this year must be intentional0:45 – Hope vs action: why planning separates winners1:38 – Macro goals & the quarterly mindset (Q1–Q4)2:13 – PLAN AHEAD framework overview2:19 – P: Predetermine your course of action2:52 – Deciding success in advance (vision before movement)3:29 – Quarterly goals & highest return / reward thinking4:08 – Real story: climbing out of major debt through planning4:44 – Mapping major moves & eliminating hesitation5:16 – Defining non-negotiable goals & outcomes6:06 – L: Lay out your goals6:14 – Why vague goals produce vague results6:20 – SMART goals explained (specific, measurable, time-bound)6:50 – Macro goals vs micro goals7:07 – Breaking annual goals into quarterly, monthly, weekly wins7:31 – Visibility, accountability & goal tracking8:02 – A: Allow time for adjustments8:08 – Why plans break and flexibility wins8:44 – COVID lesson: pivoting when reality shifts9:16 – Buffer time, reviews, and contingency planning9:42 – AI, market shifts & knowing when to pivot10:32 – N: Notify key personnel10:38 – You cannot win alone10:55 – Alignment, trust, and momentum11:14 – Communicating vision to family, teams, stakeholders11:32 – A: Allow time for acceptance11:39 – Why big change needs time to land11:47 – Kayaku: bad change vs meaningful change12:25 – Leading people at their pace13:01 – Family, teams & avoiding shock change13:16 – Patience now prevents resistance later14:10 – H: Head into action14:21 – Planning without execution is paralysis14:35 – “Do it ugly” & imperfect action15:02 – First 48 hours: momentum rules15:25 – Public accountability & bias toward action15:53 – E: Expect problems15:58 – Obstacles are inevitable, not anomalies16:12 – BEHAG mindset: big, bold, uncomfortable goals16:46 – Risk thinking & if-then scenarios17:23 – Reframing problems as puzzles17:39 – A: Always point to the positive17:46 – Narrative, mindset & strategic optimism17:53 – Zig Ziglar: attitude vs aptitude18:31 – Cutting negativity & complaint cycles19:10 – Wins reviews & gratitude practices19:45 – D: Daily review & reprioritize19:54 – Aggressive prioritization (Jack Welch example)20:49 – Killing noise & focusing on the vital few21:48 – Time as your most valuable asset22:09 – Daily recalibration habit23:26 – Reward, risk & value prioritization filter24:12 – BHAG decisions & early execution24:37 – Be bold, aggressive, and decisive with goals26:39 – Final charge: Your 2026 awaits27:04 – Closing message: plan ahead and take no prisoners

In this second installment of a two-part series, Coach Eric Hörst takes the high-level systems philosophy introduced in Episode #122 and brings it down to earth with practical, actionable guidance. This episode walks listeners through the nine elements of an intelligent training system and illustrates how each one applies directly to climbing preparation and long-term improvement. Eric emphasizes that as climbers progress beyond the beginner stage, climbing and training grow increasingly complex—requiring intentional, organized, and year-round development of strength, technique, mental skills, recovery habits, nutrition, and lifestyle management. Rather than ad-lib sessions or singular-focus programs (like only training strength), climbers need a comprehensive system fine-tuned daily and seasonally. The episode explains how to evaluate your training "inputs," recognize both positive and negative "outputs," manage disturbances, and use ongoing feedback (sensors) to modulate your training wisely. Eric underscores that self-awareness, discipline, and responsiveness—not just effort—drive long-term progress. He makes the case that thoughtful systems dramatically improve performance, reduce injury risk, and provide clarity amidst the complexities of climbing life. The episode concludes with guidance on setting meaningful long- and short-term goals, adjusting training loads with intention, eliminating counterproductive habits, and being vigilant about the subtle disturbances that erode progress over time. Ultimately, Eric encourages every committed climber to craft a personalized system—one aligned to their goals, life structure, recovery needs, and unique path in the sport. RUNDOWN 0:15 – Eric's welcome 0:30 - Recap of Part 1 - Episode #122. If you haven't already, please listen to Part 1 now >> 2:20 - 9 elements of a Systems applied to training for climbing. 7:00  – Some climbing-specific examples of employing an intelligent system approach to training. Examples of how each system element relates to daily training activities and mission pursuit. 11:55 - You have two choices... 12:40 – Tips for applying a systems approach to your training and non-training activities 15:00 – Importance of having a mega-goal. What's your BHAG? You also need a series of short-term goals to make your journey more rich and enjoyable…and to help maintain motivation and a sense of progress. 17:50 – Importance of consciously selecting your INPUTs—training, rest, food, things you do to support recovery, etc. 22:30 – SENSOR…your subjective sense of movement quality and fatigue while climbing and training; but also via objective measures...such as tracking of metrics of fitness (grip strength, bodyweight, etc.) 25:05 – The power of DISTURBANCES to covertly sabotage your training and knock you off course from your goals. Strive to anticipate, avoid, or quickly course-correct. 28:00 – Most important: Be proactive and fully engaged in the process of training, climbing, and living. Don't be an NPC! 29:30 – Wrap-up & Eric's 50% Challenge.

How do you run a year-end strategy offsite that's focused, fun, and actually gets resultsIn this episode, Bill is joined by strategic advisor Dan Clifford to walk you through how to plan and execute a high-impact annual strategy session offsite. From pre-planning to post-event execution, Dan shares his years of business knowledge with the audience today. Whether you're a founder, CEO, or senior leader, this conversation will help you rethink your next big planning meeting and make sure it drives real outcomes for the new year to come. You'll learn how to choose the right environment for deep thinking, gather and synthesize the right data before you meet, build an agenda that creates clarity and momentum, and ensure your team actually follows through long after the offsite ends.Topics explored in this episode:(03:25) The Pre-Planning Stage*If it's not on the calendar, it doesn't exist.*Find a good off-site location that has both indoor and outdoor options.. *Don't just go through ‘the motions' of an agenda; schedule downtime, walks, and thinking time.*Think about what success would look like at the end of the event.(19:05) The Pre-Meeting Stage*If you have more than 8 people in the room for year-end planning, you need to hire a facilitator.*Get your data and numbers together, as well as a company-wide survey on what's working and what's not.*Bill likes to use AI to summarize the data collected and offers some tips on how to leverage this fully.*With a critical meeting like this, set the expectation with senior leadership that there will be no laptops and no cellphones.(41:40) The Agenda*Start with big-picture thinking, then narrow into what the action plan looks like.*What resources do you currently have vs. what you need to achieve your BHAG?*Walk out with 3–5 big priorities.*Bill likes to start with good news, human connection, and a bit of play before the big-picture strategy conversations begin.(31:35) The After*Don't just set it and forget it. Schedule weekly follow-up meetings to keep momentum.*Focus on Q1 for now; don't try to forecast Q2-Q4 yet. A lot can change in 90 days.*Don't be afraid to use AI to help you along this process! Thanks to Dan Clifford for being on the show!Connect with Dan: https://www.linkedin.com/in/danclifford/Bill Gallagher, Scaling Coach and host of the Scaling Up Business podcast, is an international business coach who works with C-Suite leaders to achieve breakthrough growth. Join Bill in the Growth Navigator Coaching Program: https://ScalingCoach.com/workshop Bill on LinkedIn: https://www.LinkedIn.com/in/BillGallBill on YouTube: https://www.YouTube.com/@BillGallagherScalingCoach Visit https://ScalingUp.com to learn more about Verne Harnish, our team of Scaling Up Coaches, and the Scaling Up Performance Platform, which includes coaching, learning, software, and summit. We share how the fastest-growing companies succeed where so many others fail. We help leadership teams with the biggest decisions around people, strategy, execution, and cash so that they can scale up successfully and beat the odds of business growth. Did you enjoy today's episode? If so, then...

This episode is the first in a two-part deep dive into designing a comprehensive, long-term systems approach to training. Coach Eric Hörst unpacks—in rich detail—how systems actually function, and he highlights how transformative climbers throughout history "shake up the box" with innovative, highly effective methods to achieve big goals and push the boundaries of our sport. Eric blends a concise climbing history lesson with an engineer-like breakdown of how intelligent systems operate. Part 2 of this series will deliver the actionable strategies you can use to build a personalized, high-performance training system for this winter…and for many seasons to come. This is an entertaining and thought-provoking episode—so lean in, listen closely, and get ready to feel inspired, challenged, and equipped to level-up your modus operandi at the crag, in the gym, at home, and in everything you do! RUNDOWN 0:15 – Eric's welcome 1:45 - Are you ready for "training season?" 3:15 - The powerful force of the compounding effect of year-over-year gains in strength and climbing ability! 

Most leaders plan their business year in detail—and wing their personal life.In this solo episode of Spartan Leadership, Josh Kosnick shares his annual planning playbook: how to set a 10-year “lighthouse” vision, reverse-engineer it into a 3-year picture, and then execute through focused 90-day sprints. He walks through the same process for your family life so you can stop drifting and start living on purpose.You'll learn why most New Year's resolutions fail, how to choose the one goal you'd be furious not to hit in 2026, and how mission and core values actually become filters for decisions—not just words on a wall. Then Josh turns the lens to your marriage, your kids, and your home life so you're not just building a bigger business, but a stronger family.In this episode, Josh covers:- Why most people never do real annual planning- How to set a 10-year “lighthouse” vision for your business- Turning that into a 3-year picture and 1-year targets- The one goal you'd be mad at yourself for missing in 2026- Why your brain needs 90-day sprints, not vague yearly resolutions- How mission and core values filter decisions and protect culture- The danger of aspirational values (hello, Enron)- Using the same framework for your family and marriage- Creating family core values and raising kids with a clear standard-How to prevent “we just grew apart” from ever being your storyIf you're ready to stop reacting to your calendar and start leading it—for your company and your family—this episode is your sign to sit down, plan, and commit.00:00:04 - Introduction00:00:47 - Importance of Annual Planning00:02:20 - Business Planning: Long-Term Vision00:06:43 - Business Planning: One-Year Goals00:10:02 - Business Planning: Core Purpose and Values00:15:28 - Personal Life Planning00:16:52 - The Role of Communication in Planning00:18:04 - Creating a Vision for the Family00:18:34 - The Importance of Family Core Values00:20:24 - The Role of Individual Growth in Family Planning00:21:01 - Planning for Children's Activities and Experiences00:22:28 - The Importance of Prioritizing Family Over Business00:23:51 - Final Thoughts and ConclusionDon't forget to like, comment, and subscribe for more episodes featuring top business minds, elite performers, and leadership experts.Connect with Josh Kosnick: https://linktr.ee/joshkosnick#SpartanLeadership #Leadership #BusinessSuccess #Mindset #Entrepreneurship #Spartan Valor Foundation is dedicated to empowering veterans, military families, and survivors of child trafficking. Through strategic partnerships, we provide critical resources, advocacy, and hope for those who have sacrificed so much. Join us in making a difference—because no hero should stand alone.

Are your goals feeling more like wishes? As the year winds down, it's the perfect time for married entrepreneurs to reset, refocus, and make their biggest visions a reality. In this episode of Married with a business, we dive deep into a critical skill that separates wishing from winning: effective goal setting! We break down how to take a big idea and lay it out so it's not just a dream, but an achievable roadmap. What We Cover: Goals vs. Wishes: Learn the clear definition of a goal and the purpose behind setting them—from gaining direction and focus to boosting productivity and achieving true personal growth. The Power of Small Steps: Discover how to use 90-day deadlines to create actionable, manageable steps that build momentum towards your biggest achievements. The SMART Framework: We walk you through how to transform a basic goal like "Get in shape" into a Specific, Measurable, Achievable, Relevant, and Time-bound plan. Beyond the Basics: Find out the importance of determining your Key Motivation and considering real-world factors (like holidays and health) when building your plan. Time Blocking Mastery: This simple, yet powerful scheduling technique will ensure you actually make time to work on your business, not just in it. Thinking BIG: We explain the concept of a Big Hairy Audacious Goal (BHAG)—a 10-25 year target that is clear, compelling, and inspires your entire partnership. We'll use a residential remodeling business example to show why a strong BHAG is a game-changer for the company's future. Stop drifting and start directing your success. Tune in to learn how to Keep the End in Mind and set goals that you and your spouse can crush together! Tune into #MWB to learn that and more about working with your spouse/partner not only at home but also at the office! 

Episode Overview In Part 2 of this 6-part Power Hour series, John Kitchens and Joel continue building the Agent to CEO Framework by diving into Milestone 2: Charting the Course — the vision, values, purpose, and long-term direction that every real estate business needs before it can scale. If Part 1 helped you find clarity on where you stand, Part 2 shows you how to define where you're going and build the strategic foundation your future growth will stand on. John and Joel walk through the process of creating your core values, articulating your core purpose, and crafting a 10-year BHAG (Big Hairy Audacious Goal) that aligns your team, filters decisions, and keeps you focused when the market — and your emotions — shift. If you've ever struggled with team alignment, inconsistent decision-making, hiring the wrong people, or constantly shifting strategies, this episode gives you the structure to set a direction your entire organization can follow with confidence. Key Topics Covered The Agent to CEO Framework How Milestone 2 builds on the clarity gained in Part 1 Why vision is the strategic anchor of the entire Agent to CEO process The role of values, purpose, and BHAG in building a scalable organization Building Your Core Values Why core values must be discovered, not invented Using frustration, peak performance moments, and "hire/fire tests" to uncover your real values How values become the filters for decision-making, culture, and hiring Why 3–5 values create clarity — and anything more creates confusion Defining Your Core Purpose Understanding the emotional driver behind your business Why teams lose direction without a clearly articulated purpose How purpose helps you attract the right people and repel the wrong ones The difference between a mission statement and a motivating purpose Creating Your BHAG (Big Hairy Audacious Goal) The four types of BHAG: Target, Competitive, Role Model, and Internal Transformation Why thinking in 10-year timelines creates freedom, not pressure How a BHAG aligns your team and simplifies strategic planning Turning a long-term goal into a vivid, inspiring future your people can see Aligning Your Team Around the Vision Why vision must be communicated, repeated, and embedded into daily operations How to turn your vision into a "decision compass" for every level of the business Why teams fail without clarity on where the business is going How to bring your values and BHAG into hiring, onboarding, and accountability Resources & Mentions Agent to CEO Process – Milestone 2: Charting the Course Start With Why by Simon Sinek Vivid Vision by Cameron Herold 10x Is Easier Than 2x by Dan Sullivan & Dr. Benjamin Hardy Good to Great by Jim Collins Honey Badger Nation John Kitchens Executive Coaching → JohnKitchens.coach Final Takeaway Before you build systems, scale teams, or step out of production… you must chart the course. Vision, values, purpose, and a 10-year BHAG give your business direction, alignment, and the foundation to grow without breaking. "As a CEO, your job is to show your team the mountain. If they can't see it, they can't climb it." – John Kitchens Connect with Us: Instagram: @johnkitchenscoach LinkedIn: @johnkitchenscoach Facebook: @johnkitchenscoach If you enjoyed this episode, be sure to subscribe and leave a review. Stay tuned for more insights and strategies from the top minds. See you next time!

Naast een BHAG heb je ook een 3-jaars Highly Achievable Goal nodig.Een BHAG geeft richting op 10–15 jaar, maar de wereld verandert sneller dan ooit (AI, economie, geopolitiek). De 3HAG brengt je horizon dichterbij: een scherp, kwantificeerbaar doel over drie jaar dat keuzes, focus en resources stuurt.Maar hoe doe je dat? Victor, Jorine en Bart bespreken valkuilen, tips en concrete voorbeelden.

My friends… this might just be the biggest episode I've ever done. I mean it. Buckle up, because today I'm dropping the biggest news of my entire fitness career. Yup — you heard that right. After 25+ years of building, growing, evolving, and praying on what's next… I'm fired up to officially announce that I'm opening Impact X Performance San Diego — coming Q1 of 2026! That's right, baby — a brand new 5,000-square-foot sanctuary of fitness, recovery, coaching, and faith. A place where the soul sings, the spirit soars, and lives are transformed. This episode is personal. It's raw. It's emotional. I'm sharing straight from the heart — because this next chapter has been years in the making. I talk about: The five powerful reasons why I'm opening this new flagship IXP location in San Diego.  How three and a half years of pain, burnout, and uncertainty turned into the foundation for my greatest comeback yet. Why my soul needed to get back into brick and mortar — to lead, coach, and serve again in person. What makes IXP different — from world-class training and recovery, to faith-fueled coaching and personal growth programs. How scripture guided me through the storm and how this vision was born out of divine timing, not my own. You'll also hear about my plans for mentorships, retreats, and life-changing experiences we'll host at IXP San Diego — because I can't wait to pour into more coaches, leaders, and high performers like YOU. I'm also dropping some reflection questions that I've asked myself the last few years — questions that shaped everything I'm announcing today: If your older, wiser self could speak to you, what would they say? If you knew you would not fail, what would you do — and when would you do it? Are you running to something, or from something? What's your B-HAG — your big, hairy, audacious goal? This episode is about rebirth, renewal, and stepping boldly into what God's called you to do — even when you don't have all the answers. Because I didn't. For years, I didn't. But now… now the vision is crystal clear. So tune in, crank the volume, and let's celebrate this moment together. Because Impact X Performance San Diego is coming SOON — and it's going to be something special. Follow the journey on Instagram at @ImpactXSanDiego — I'll be posting all the updates on the buildout, the team, and the launch.  And tag me @ToddDurkin with your biggest takeaway from this episode. I want to hear from you! Let's go, baby. The next chapter starts NOW. Train hard. Eat right. Live inspired. And go create IMPACT!  #ImpactShow #ToddDurkin #ImpactXPerformance #FaithFitnessFocus #BeTheLight #GetYourMindRight   Montana Retreat Coming Up November 13th , 2025!!! Ready to join me in Whitefish, Montana in just a few weeks for what will be an absolutely game-changing, epic experience at the Todd Durkin Annual Mountain Retreat? Want to go deeper on business, leadership and life and create even more success and significance? Ready to further IGNITE your passion, purpose, and IMPACT? If so, then join me for our 2025 Annual Mountain Retreat in Whitefish, Montana, November 13–16, 2025. This 2.5-day retreat is for ALL purpose- driven leaders, high-performers, fitness enthusiasts/professionals, and visionaries who are ready to dream big, expand their legacy, step into their next chapter with clarity and power…and be ready to be IGNITED with more passion, purpose, and IMPACT!! Save your spot NOW at: www.ToddDurkin.com/mountainretreat2025

Send us a textThis is a REPLAY of an episode first published in March 2024. Success is not a secret—it's a mindset. In this episode, Scott unpacks the critical mindset shifts and practical strategies that have propelled his self-storage business forward. By emphasizing the importance of hard work over talent, the power of goal setting, and the necessity of surrounding oneself with smart, driven individuals, Scott provides a roadmap for growth. Scott dives into the habits that can transform both personal effectiveness and business operations, ultimately guiding listeners toward achieving their big, hairy, audacious goals (BHAG) and finding fulfillment in their professional endeavors. WHAT TO LISTEN FOR 1:49 Hard Work vs. Talent: The Hustle Mindset3:11 Mental Attitude6:31 Fear of Success: Overcoming Subconscious Barriers9:34 Finding Your Productive Peak Leave a positive rating for this podcast with one click CONNECT WITH USWebsite | You Tube | Facebook | X | LinkedIn | Instagram Follow so you never miss a NEW episode! Leave us an honest rating and review on Apple or Spotify.Click here to get more information and register for the Academy November 6-8, 2025, in St Augustine, FLA.

Are you looking for a Third Growth Option ℠ ? We unpack why strategic planning fails, when leaders confuse the destination with the plan — and how a bold North Star fuels execution.Key Takeaways:AVOID thinking too small (seeing goals as “Finish Lines”)INSTEAD, think bigger: set goals as your “North Star”. SUMMIT VISION – from 3 lenses (marketing, ops, finance)TRANSFORMATIVE PERSPECTIVE from the peak“Attainable” goals provide short-term reward, but don't inspire much BHAG thinking (combined with well-sequenced quick wins) creates real momentum Commit to one system of executing the plan: EOS, OKRs, OGSM, our 1-2-3 Growth Process, etc.  THE ULTIMATE TRAP: the crime of low aimAlways growing.Benno Duenkelsbuehler CEO & Chief Sherpa of (re)ALIGN reALIGNforResults.com benno@realignforresults.com

Do you have a BHAG? You should! Don't know what it is? Listen to this first episode of Season 7 of the Blue Jeans Christian Podcast, which is episode 182.  It will change your life for the better!

Learn five powerful lessons for achieving big, difficult goals that I took away from watching Girl Climber -- the new film that chronicles Emily Harrington's incredible, multi-year journey to free-climb El Capitan's Golden Gate route in under 24 hours. For me, this isn't just a film about climbing—it's about resilience, will power, and the triumph of human spirit, Furthermore, it serves as a bold reminder of what it takes to stay committed to a dream in the face of fear, doubt, setbacks, and even failure. As Emily's journey shows, greatness isn't built on talent alone. It comes from disciplined training, uncommon courage and toughness, and the willingness to keep showing up for a goal that feels just out of reach. I had the chance to see Girl Climber on its IMAX theatrical release date, August 24th, and I'll tell you—it was excellent! Truly a must-see for anyone passionate about climbing…or simply fascinated by what it takes to push the human mind and body to their limits in pursuit of a big goal. Podcast Rundown 0:15 – Intro to T4C podcast and my initial thoughts on the Girl Climber film 1:30 - If you missed it in IMAX theaters, don't worry. The film is now playing on the Indy Movie Theater network, with larger chain theaters scheduled to pick it up in the coming months. And starting this October, Girl Climber will be available online as a paid download from jolt.films.  Watch trailer >> 2:00 - Intro to the 5 powerful lessons on display in Girl Climber. 2:35 - Emily's backstory and diverse climbing accomplishments 4:35 - 5 powerful lessons for pursing audacious goals 7:00 - Definition of "BHAG" (big hairy audacious goals), as popularized by Jim Collins 9:00 - Lesson #1: Commit for the Long Haul 11:45 - Lesson #2: Embrace the Bruising Process

Ready to turn your retreat dream into a six-figure revenue stream—without a huge audience? In this masterclass from the Wild Woman with Impact Summit, retreat strategist Leni Cavazos (The Retreat Planner) reveals the exact system she's used to help coaches, healers, and entrepreneurs sell out retreats, build waitlists, and keep 30–50%+ profit margins.

In this episode of Wine After Work, I sit down with the powerhouse that is Dee Davis a construction industry veteran, professional educator, Master Composter (yes, really!), Certified Energy Manager, and LEED AP. With over 25 years in construction and 15 years as an educator, Dee shares how she blends sustainability and professional development through her work at Yellowstone Professional Education. We talk about the importance of leading with integrity, staying curious, and why setting "big hairy audacious goals" isn't just encouraged — it's essential. Dee opens up about what drives her: nature, people, and the pursuit of knowledge. This is more than a career — it's a calling. We discuss: What it means to build with sustainability in mind Why education is key to evolving the construction industry The bold mission behind Yellowstone Professional Education How to lead with honesty, tenacity, and purpose What firms can do right now to future-proof their workforce Dee's Motto: "I exist to enlighten and inform others honestly and responsibly; accelerating skills, knowledge and helping to set and exceed big hairy audacious goals." If you're looking to bring heart, strategy, and sustainability into your leadership or your firm, this episode is for you.

Title: 1,000 Open Houses in 100 Days: What Could You Learn From Such a BHAG Goal? Host: Michael J. Maher Guest: Peyson Robertson Description: In this episode, Michael sits down with Peyson Robertson, a real estate leader who challenged his team with a BHAG (Big Hairy Audacious Goal): 1,000 open houses in just 100 days. Discover how they planned it, executed it, and most importantly — what they learned from this ambitious endeavor. Whether you're doing one open house a month or several a week, this episode will inspire you to think bigger and build better systems for consistent success. (7L) Referral Strategies and Podcast Topics: Open House Special Offer: Master your time to make big goals happen — sign up now at TimeMasteryClass.com

In this pivotal episode, Discover Strength CEO Luke Carlson dives deep into the core purpose and bold 10-year vision that will shape the future of the company—and potentially, the entire fitness industry. Luke unpacks the driving force behind Discover Strength's mission: to lead a movement in evidence-based exercise, and outlines the newly defined BHAG (Big Hairy Audacious Goal): to become the destination for resistance exercise as medicine by 2035, with 250 studios nationwide.Learn how foundational principles from Jim Collins, Simon Sinek, and classic BHAG examples (like SpaceX, Disney, and Nike) have inspired the long-game strategy behind Discover Strength's next chapter. Whether you're a fitness entrepreneur, exercise scientist, or simply a passionate advocate for smarter workouts, this episode offers a masterclass in purpose-driven leadership and brand alignment.Discover Strength offers free Introductory Workouts at any location across the United States. You can schedule your free Introductory Workout HERE !

From mortgaging his house for a used “bug truck” to commanding Ohio's slickest 10,000-sq-ft “Beehive” HQ, Jason Carpenter has turned Environmental Pest Management into the Midwest's apartment-pest juggernaut—servicing 1 million+ units with a patented data platform (“Pest Genius”) and a 3,000-page digital playbook that lets the business run while he's on the back nine. Sit in with the Blue-Collar Twins as Jason lays out: Door-Knock Origins → $350 K Contract – how a single 50-unit bed-bug job snowballed into a $300 K+ recurring deal and rewired his focus from homes to high-density housing.Pest Genius – the in-house software (and patent) that tracks every unit, photo, KPI and health-department audit across millions of square feet.EOS + Family Power – wife Karen (COO), son Brandon (VP) and daughter Kayla (content chief) running weekly scorecard L10s while Jason stays out of the office—unless he's eaten or played 18.Net over Vanity – why a Franco Giannamore valuation wake-up call pushed margins from “meh” to mission-critical and reset his eight-year, $20 M/20 % BHAG.Golf, Barter & Brand – converting country-club barters into 100+ clients and why density beats door-to-door for long-term wealth.Exit Options – succession plans, EBITDA realities and the number that makes walking off the course worth it. Stick around for Jason's candid take on therapy-backed leadership, mastermind ROI, and why every technician needs to read their P&L. Buzz EP 209 Jason Carpe… From PE Teachers to Pest-Control Owners: The Julio Twins' POTOMAC Experience https://youtu.be/HAx9noqsqTo https://www.linkedin.com/in/paulgiannamore www.potomaccompany.com https://bluecollartwins.com Produced by: www.verbell.ltd Timestamps (podcast.co-ready) 00:00 – Cold-open: Jason on the 3,000-page playbook & “letting the business run itself” 00:35 – Intro at the Beehive; Twins recap Jason's mortgage-and-a-truck origin story 02:00 – Westerville roots, single-mom hustle & senior-year couch-surfing with Chip 05:55 – Sales chops: from shoe store to car lot to bartending—and gambling pool halls 08:00 – Meet-cute with pest control: father-in-law's family firm, $50 K salary, first kids 11:00 – Basement startup (2003), door-knocking for residential accounts 12:45 – 2006 pivot: $40 K bed-bug job uncovers $300 K apartment contract 16:00 – Deciding to own the apartment niche; first million-door vision set 18:15 – Building Pest Genius—tracking every unit, photo & treatment across states 22:40 – Patent filed; integrations with PEStack & Outlook; “differentiator” explained 25:30 – Family dynamics: Karen (COO), Brandon (VP), Kayla (social) & twin grand-babies 28:45 – Therapist-mediated exec meetings; Jason allowed in office only after golf or lunch 30:10 – Chasing the PCT Top 100 & Ohio #1 goals; revenue vs. EBITDA reality check 33:00 – Franco's valuation shock → margin overhaul; net focus pays off 36:00 – Weekly exec L10 cadence; bonus plan ignites management team 38:30 – Golf-course barters to close clients; 220 rounds logged last season 40:00 – Roadmap: $20 M at 20 % by age 62, new HQ, platform density > door crews 42:50 – Advice to solo operators: “embrace small, learn, keep going” 45:00 – Potomac 100 mastermind tease & Puerto Rico invitation 46:30 – Outro & Private-Equity Masterclass CTA

America stands at a critical health crossroads. Despite overwhelming evidence that physical activity is our most powerful health intervention, we remain a culture of inactivity. That's about to change.The Physical Activity Alliance has planted its flag with a Big Hairy Audacious Goal that will transform American health: By 2050, over 50% of the US population will meet the National Physical Activity Guidelines for both aerobic exercise and muscle strengthening. This ambitious target wasn't chosen arbitrarily—it represents the threshold at which we can truly call ourselves a "culture of physical activity" rather than inactivity.As president of the PAA, our host, Michael Stack, has conducted extensive listening sessions with stakeholders across the physical activity spectrum who consistently identified this cultural transformation as our ultimate measure of success. The PAA's BHAG meets all the criteria needed for transformative change: it's bold yet achievable, clear and compelling, long-term focused, inspiring, measurable, and capable of aligning diverse stakeholders under a common purpose.Achieving this goal demands a whole-society approach. The PAA is leading through initiatives like "It's Time to Move," which aims to make physical activity assessment, prescription, and referral the standard of care in medicine. We're collaborating with federal partners and working on implementing the National Physical Activity Plan across states. But we also need grassroots engagement from every sector—healthcare, education, business, community planning, and more.This moment represents a unique inflection point for physical activity in America. There's unprecedented alignment both within and outside government to elevate movement as a primary health intervention. Download the National Physical Activity Plan from our show notes and ask yourself: what role will you play in transforming America into a nation where movement is woven into our cultural fabric? Join us in making this BHAG our shared reality.Show Notes Page: https://www.wellnessparadoxpod.com/podcast/episode/144Our Host: Michael StackMichael Stack is the founder & CEO of Applied Fitness Solutions, the Michigan Moves Coalition and the More than Movement Foundation. He is a faculty lecturer for the University of Michigan's School of Kinesiology and the President of the Physical Activity Alliance. He is also the creator and the host of the Wellness Paradox Podcast, produced in conjunction with University of Michigan.Michael is an exercise physiologist by training and a health entrepreneur, health educator, and advocate by trade. He is dedicated to the policy and system changes to ensure exercise professionals become an essential part of healthcare delivery.  Follow us on social at the links below: https://www.facebook.com/wellnessparadox https://www.instagram.com/wellnessparadox/ https://www.linkedin.com/company/wellness-paradox-podcast https://twitter.com/WellnessParadox

Derek Johnson, author of 'The Strategic Sales Leader,' shares his insights on sales leadership, internal politics, and strategic execution. With a background in military and sales, Derek discusses the challenges of managing team dynamics and the importance of a clear vision. Learn practical tips for aligning your sales team and overcoming common obstacles in this insightful episode. "You can either light a fire underneath someone, or you can ignite a fire within someone. The BHAG, the Big Hairy Audacious Goal, is the vision you set forth. The vision is the why." - Derek Johnson KEY TAKEAWAYS: -How to manage internal politics, which is the biggest issue in sales -Overcoming salespeople who are resistant to change -How to find your key players within your existing team -Finding clear vision when there isn't agree on the big team goals and KPIs CONNECT WITH DEREK JOHNSON https://www.instagram.com/hardcoreleaders/ https://www.linkedin.com/in/derek-j-404b7/ CONNECT WITH MANAGE SMARTER AND OUR HOSTS  ·         Website: https://salesfuel.com/manage-smarter/  ·         LinkedIn: https://www.linkedin.com/in/audreystrong/                                      ·         LinkedIn: https://www.linkedin.com/in/cleesmith/  TWITTER/X  Audrey https://x.com/tallmediamaven Lee  https://x.com/cleesmith  CONNECT WITH SALESFUEL ·         Website:  https://salesfuel.com/ ·         Twitter: https://x.com/SalesFuel ·         Facebook: https://www.facebook.com/salesfuel/ #sales #salescred #salescredibility #cleesmith #derekjohnson #salesleadership #salesskills #salestips #officepolitics Learn more about your ad choices. Visit megaphone.fm/adchoices

Did Dr. Dot Richardson tip a hand or state a BHAG for Liberty by Ed Lane

What if working harder is actually a lie that's making your business worse?In this episode, Bill shares a story of a billion-dollar company brought to its knees by a CEO who hustled too hard. What once starts as ambition can quickly turn into micromanagement and business confusion. Bill breaks down why hustle culture is a lie, what it's really costing you, and how to shift out of this chaotic mode and into something much more sustainable. Topics explored in this episode:(0:15) The Billion-Dollar Crashout*The story of an ad tech CEO who lost 90% of company value by trying to do everything.*Why over-involvement, scattered priorities, and non-stop hustle backfired.(3:50) The Myth of More ‘Hustle' *Hustle culture is a lie!!!(6:10) It's Time to Shift Out of the HustleGet Clear: Define a breakthrough BHAG and long-term strategy.Build the Culture: Hire well, clarify roles, coach continuously.Execute Intentionally: Prioritize, track key metrics, and meet with rhythm.Get a Life: Really make conscious time for what's important to you.(9:00) Integration Over Sacrifice*It's all connected: You bring your life into work, and work into life. *Create a system that supports both.Bill Gallagher, Scaling Coach and host of the Scaling Up Business podcast, is an international business coach who works with C-Suite leaders to achieve breakthrough growth. Join Bill in the Growth Navigator Coaching Program: https://ScalingCoach.com/workshop Bill on LinkedIn: https://www.LinkedIn.com/in/BillGallBill on YouTube: https://www.YouTube.com/@BillGallagherScalingCoach Visit https://ScalingUp.com to learn more about Verne Harnish, our team of Scaling Up Coaches, and the Scaling Up Performance Platform, which includes coaching, learning, software, and summit. We share how the fastest-growing companies succeed where so many others fail. We help leadership teams with the biggest decisions around people, strategy, execution, and cash so that they can scale up successfully and beat the odds of business growth. Did you enjoy today's episode? If so, then please leave a review! Help other business leaders discover Scaling Up Business with Bill Gallagher so they, too, can benefit from the ideas shared in these podcasts.Subscribe via Spotify: https://spoti.fi/3PGhWPJSubscribe via Apple Podcasts: https://apple.co/3PKe00uBill on Facebook: https://www.facebook.com/billgall/ Bill on Twitter/X: https://x.com/billgall

जोन टिनी के लिए चिंतित थी। वह उसे जल्दी से टनल से निकालना चाहती थी। इसीलिए वह अंधेरे टनल मे आराम से घुस गई। आप समझे साहस क्या है और डरपोक कौन है।

What's SHE Up To Now Day 2674? Financial IDEANCE Process, BHAG Or Big Challenge, Supersize, Be A Better You And What Is? Drop in to get the real scoop--the good, the bad, the ugly, the truth (well my truth anyway). https://facebook.com/beme2thrive #beabetteryouannualchallenge #supersizebusiness #finances #IDEANCEprocess #whatISthecurrentsituation #currentstate

Have you ever gone after a BHAG? You know, the "Big Hairy Audacious Goals"?  I've done it fairly regularly in my life, and my latest attempt just wrapped up.Today I'm peeling back the curtain to share with you the process, mindset, ups and downs, and reality behind the experience of pursuing your biggest goals.We will discuss the 4-phases of goal achievement, and what to expect in each phase.If you've been considering a BHAG, or are in the middle of one, this episode will ignite your fire and encourage you to go for it with practical advice for when the going gets tough!~Want to learn more about Stacy as a Speaker & Coach?Through the Woods Consulting online: Welcome Follow Stacy on Linked In Achieve your biggest goals! Learn more about Elite Strides Immersive Coaching Stacy's Book: Helping you with the daily habits of Owning Your Journey to find fulfillment. Grab it Here!Thanks for tuning in today. As you might have guessed, I'm passionate about building unbridled success without all the stress. If you are ready to embrace your journey, then join me on Sunday mornings for a moment of focused peace leading into the week ahead: Grab your FREE copy of Sunday Serenity here: Sunday Serenity

Lifeguard buddies turned blue-collar founders Jason & Jeremy Julio reconnect with longtime friend John Majeski—once a Manhattan finance analyst, now the force behind four thriving SERVPRO franchises across New Jersey. John breaks down the gritty first three-year slog, the culture playbook that powers his team, and the BHAG that keeps everyone rowing: “Be the #1 SERVPRO in the Northeast by 2034. You'll hear: Career 180° – ditching Wall Street for sewage back-flows and never once looking back.Buying, Not Building – why acquiring an eight-month-old franchise beat starting from scratch.The ‘World's Strongest Man' Analogy – John's trick for pushing past those brutal year-one cash-flow dips.Decentralized Command – Jocko Willink–inspired leadership that lets techs solve problems in real time.KPIs That Matter – estimate-conversion, labor spend, and the charity challenges that magnetize talent.Road to #1 – four territories in Monmouth, Bergen & Hudson Counties—and the expansion filter he uses before every new deal. Stick around for Dylan's quick CTA to Paul Giannamore's Private-Equity Masterclass playlist—before you sprint, paddle, or pedal to your own big, hairy, audacious goal. From PE Teachers to Pest Control Owners: The Julio Twins Share Their POTOMAC Experience https://youtu.be/HAx9noqsqTo https://www.linkedin.com/in/paulgiannamore www.potomaccompany.com https://bluecollartwins.com Produced by: www.verbell.ltd Timestamps (podcast.co-ready) 00:00 – Cold-open: John on culture (“You've got a culture whether you admit it or not.”) 00:35 – The Blue-Collar Twins' welcome their “lifeguard brother” to the Buzz 01:40 – 28-year friendship recap: beach stands to boardrooms 02:30 – Finance burnout & the call to entrepreneurship 04:00 – Picking SERVPRO over Rainbow & PuroClean: brand power wins 06:00 – Mentor Larry Levy's push: “Quit, build something of your own” 08:00 – Year-one reality check: 7-day weeks, $1.5 k left in the bank 11:00 – Acquiring an eight-month-old franchise (father bails sons out) 12:00 – Fire, water, mold 101—explaining restoration to homeowners 14:00 – Delegation pains and the first full-time hires 15:30 – Sandy & other storms: moments that forced scale-ups 16:10 – Learning on the fly: history major → KPI geek 18:30 – Athletics → entrepreneurship: training, planning, grit 21:00 – Community marketing: beach clean-ups, charity paddles, Eli Manning match 22:45 – Extreme-challenge rundown: 17-mile paddle, 216-mile bike, next 100-mile ultra 27:00 – Four-franchise footprint; city-versus-suburb logistics 29:30 – Building culture: decentralized command & trust lattices 33:40 – BHAG revealed: #1 SERVPRO Northeast by 2034 38:00 – Exit philosophy: build it right and every option stays open 39:00 – Most fulfilling metric: techs who go from basement to first home 40:30 – Core KPIs: estimate conversion & labor as % of sales 41:40 – Wrap-up, Paul's Masterclass CTA & closing credits

We are excited to share a summary of our 2025 strategy, which builds on our work in 2024 and provides a vision through 2027 and beyond! Background Giving What We Can (GWWC) is working towards a world without preventable suffering or existential risk, where everyone is able to flourish. We do this by making giving effectively and significantly a cultural norm. Focus on pledges Based on our last impact evaluation[1], we have made our pledges – and in particular the

We are excited to share a summary of our 2025 strategy, which builds on our work in 2024 and provides a vision through 2027 and beyond! Background Giving What We Can (GWWC) is working towards a world without preventable suffering or existential risk, where everyone is able to flourish. We do this by making giving effectively and significantly a cultural norm. Focus on pledges Based on our last impact evaluation[1], we have made our pledges – and in particular the

In this episode of the Building Texas Business Podcast, I spoke with James Dieter, Chairman and CEO of Principle Health Systems. James shared his journey from orthopedic and interventional pain specialist to healthcare entrepreneur. Motivated by inefficiencies he witnessed firsthand, he created a more efficient healthcare model focused on mobile diagnostic services. Principle Health Systems has now conducted over 3.2 million mobile lab tests in 2024, demonstrating the success of his patient-centered approach. James opened up about leadership challenges and the importance of self-awareness when managing strengths and weaknesses as a CEO. By redefining Principle Health's mission, vision, and core values, his team created a unified direction that improved employee satisfaction and strengthened company identity. His insights on strategic partnerships showed how the right team can transform an organization. We explored their innovative "daily DON" program, an AI tool that helps Directors of Nursing prioritize patient care in long-term facilities. This technology enhances clinical decision-making while serving as a distinctive marketing asset for the company. James also discussed the Texas healthcare landscape, including Medicare conditions and reimbursement rates. Throughout our conversation, James shared practical advice on informed risk-taking and learning from setbacks. His experience navigating the healthcare industry offers valuable lessons for leaders and entrepreneurs looking to make an impact in this complex field. SHOW HIGHLIGHTS I explore James Dieter's journey from an orthopedic and interventional pain specialist to a leader in healthcare entrepreneurship, emphasizing his efforts to address inefficiencies in the healthcare system through mobile diagnostic services. We discuss the transformation of Principle Health Systems, highlighting its achievement of conducting over 3.2 million mobile lab tests in 2024, with a focus on patient-centric care. James shares insights on balancing strengths and weaknesses as a CEO, stressing the importance of self-awareness and strategic partnerships in building a thriving organizational culture. We delve into the development of a strong company culture at Principle Health Systems, driven by redefining mission, vision, and core values, which has enhanced employee satisfaction and strengthened company identity. The episode covers the innovative "daily DON" program, an AI-driven tool that aids Directors of Nursing in prioritizing patient care, which has been recognized for its impact on clinical decision-making and marketing. We examine the challenges and opportunities in the Texas healthcare landscape, including favorable Medicare conditions and low reimbursement rates, alongside the growing role of AI in insurance claims processing. James reflects on leadership and problem-solving, emphasizing the need for quick decision-making, informed risk-taking, and learning from setbacks to drive business growth and sustainability. LINKSShow Notes Previous Episodes About BoyarMiller About Principle Health Systems GUESTS James DieterAbout James TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: James, welcome to Building Texas Business. Thanks for taking the time to come on the show. James: Glad to be here. Thanks so much for having me. Chris: Yeah. So let's start at the beginning. Just tell us a little bit about your company and what it does and what it's known for. James: Yeah, so Principle Health Systems has evolved over the years. When we started out we really had multiple directions. We were going in just as a healthcare services company. So a little background on me. I started out in orthopedics and interventional pain. I was really just dedicated to practice inpatient, outpatient and surgery. So going through that for my first decade of work, I saw a lot of inefficiencies in the healthcare, outpatient and surgery. So going through that for my first decade of work saw a lot of inefficiencies in the healthcare services sector, specifically in the Southeast region of Houston where I worked. So I wanted to build a better system right. Our lab results took too long to get back. Our pharmaceuticals weren't in stock at the pharmacies we'd send our patients to. Mri results took too long and started to, through my entrepreneurship journey, go out and started to build little sectors of where I could have influence really over my own practice to have a better outcome and through that over time started over 20 businesses in the first 10 years Just had numerous pharmacies, laboratories, diagnostic facilities, did three surgery centers. I was involved in one large hospital system and then got to a point where I said, hey, let's wrap this thing together, let's put it together. I want to have really just one source solution where we could come in and work with physicians and provide a host of different services. That went fairly well. The service level was outstanding. The most difficult aspect for us was really the payers actually having reimbursements without being contracted with certain individuals. From there, we really, about six, seven years ago, found a niche and that was called long-term care. So we define long-term care as skilled nursing facilities, assisted living facilities and home health facilities and we provide laboratory and diagnostic services to those guys. So, in-house, you call it your house if you live in a skilled nursing facility or assisted living facility, or at home, but we provide mobile diagnostic services. So we go out and we offer labs, x-rays, ultrasounds, echocardiograms and ekgs in the home. So you bring it to the patient. Bring it to the patient, that's right. That's right. And last year, 2024, we performed over 3.2 million lab tests mobile. So, with a large amount of those being for stat tests, right? So tens of thousands of stat tests per month where somebody needs something in four to six hours and we get us turned around for them. Chris: Okay, so it sounds like the inspiration for you was maybe frustration born out of frustration, for sure, and a gap in our healthcare delivery service, so he's shedding more light on that. I mean, you've mentioned this entrepreneurial journey. I mean most physicians and doctors don't have that. So what was it for you that you kind of took frustration and turned it into action? James: Yeah, I mean just a matter of you know, I'd have a patient that was really suffering right, specifically on the interventional pain side. This is not uncommon. You have a patient who's in a very bad position and you're already jumping through hoops with insurance companies. So it might take three to four weeks to get something approved. And then you're in, then you set them up for surgery. Well, you, the assumption is okay, we're going to have the lab work back, we're going to have the MRI back in time, and then it just wasn't happening. So you're pushing off surgery, you're pushing off procedures and just over time it's just a great deal of frustration. At the end of the day, the mission was always to help the patient, and if it's all about the patient, we've got to do something different here. And that was the biggest frustration for us was just the delays and turnaround times on the imaging and laboratory specifically, but then also getting medications, you know, sending patients out and having sometimes three, four, five phone calls come back up. The pharmacy didn't have my medication, the pharmacy didn't have my medication, the pharmacy didn't have my medication. So that's when we started opening up our own pharmacies back then as well. Chris: So just there, right, you said we. Who did you partner with? How did you go about finding a business partner? If that's the case, going about setting up a business, because you don't just turn on a switch right. There's planning, there's financing. Entrepreneurs in any industry, in all industries, go through that when they're starting a business. Let's talk a little bit about that journey in the beginning, of how you got it going and some of the lessons learned in that process. James: Lots of lessons learned in that process. You know, speaking of that, we call it chewing glass, right, okay, I? heard that one. So much of it's just a grind right and just figuring it out. But as far as partnering goes, I've had numerous partners in different individual business units over the years. When I formed Principle Health Systems in March of 2016, I had to get really specific on who am I going to allow on the bus, who do I really want to partner with on the bus? So I pulled away from certain partners, left goes, let go of certain businesses and then brought some together. So, in total, I believe we started out with there were three of us on day one that we brought in, you know. But I had different skill sets, right. I mean, I was trying to always try to be very honest with myself about where are my weaknesses right. I'm I would say I'm highly visionary. I like to think big. I like to have that 50,000 foot view of where we're going, set goals, set mission, set vision. Big culture guy. I love to talk about culture and instill culture throughout the organization. Chris: We'll get to that in a minute. James: Cool yeah, but just frankly, I would say weaknesses are on details, right. So I've just always been someone who likes to move forward and not analyze every aspect of it. So partnering with some people that were strong in an analytics and detail side of the business was really important for me, and I still have some just phenomenal business partners today in that regard. Chris: That's great. You touched on two things that I think are very common, some of which when we're advising clients. The first is choosing your partners right and being clear about expectations, documenting what the deal is on the front end and making sure you know that where everyone's going and what the roles are. The second is understanding, especially when you're the leader, your weaknesses in hiring around that, because you can't do it all and you're not going to be good at everything, and so I think everyone that I've met that's been successful has that self-awareness Right. How did you go about getting comfortable letting go of some of those job responsibilities and whether it was a good hire or a partner that you chose. James: That's a tough one. I mean, some of it was truly difficult to let go of. And then other pieces. You know you tend to be good at what I would say you tend to enjoy what you're good at. Sure, yeah, and that's one of the so to really convince yourself like, let's go spend more time at what we're good at, more time at what we enjoy, I would say I didn't focus so much on letting go as focused I wasn't spending so much time focused on what I'm not good at as what I was good at right. So it was just a matter of, by virtue, of spending more time on what I enjoy, doing less and less of what I don't enjoy. And that was easier for me to let go. It was almost to to to let it slip to let it slip away rather than to give it away and know that because you weren't giving it attention. Chris: someone needed to Right. James: Right. And then you know, obviously just helping to build folks up I mean, we have right now an unbelievable director of human resources who was in project management at one point and just understanding the value of different people in the organization that you already have built trust and rapport and you believe in them. and then to find, hey, I really think they'd be good at this and then move them into these roles to fill gaps was so important and just finding, really analyzing the people that are around you to understand what are they great at and what might else they do from where they are today, that could be a greater opportunity and bring greater value to the company and organization. Chris: Yeah, so you touched on culture, let's go ahead and go there. Anybody you talk to at a CEO, entrepreneur, business owner, leader will say, right, culture's king. We believe it a hundred percent. We talk about that constantly around here. It's just part of our DNA. We believe it 100%. We talk about that constantly around here. It's just part of our DNA. So everyone goes about it differently. Let's talk about how you have gone about building the culture at Principal Health. How would you describe it first? And then, how have you gone about building it and nurturing it? James: Yeah, so great question. I mean, starting out, I couldn't tell you when we started the organization what was our mission, what were our core values. I couldn't even tell you what they were. There was something we came up with. I think two of us came up with one day, in a couple hours, some marketing stuff yeah marketing stuff. We hung it on the wall, just like you would expect right from most organizations to do most organizations do. And we had a phenomenal, you know, I would say the top 20 people in the organization just had a great relationship together and I would say that we thought culture was very strong. Four years in we polled the entire company and it was pretty, pretty terrible. I mean, it was like a 60% satisfaction, maybe even in the fifties, and we were kind of horrified like wow, we thought we had this great culture and everybody loved this company and it was. You know what it was. Well, I decided a couple of months later I did an offsite. So we did a two day offsite and kind of big hotel room, you know, or I guess I said conference room, with these big windows overlooking clear lake, and you know it know, the whole idea was like let's think big, and we brought in just management. So I think there was 46 managers at that time in the organization and we all came in the room we said, hey, we're here for two days to figure out three things Our mission, our vision and our core values. And we're going to sit together and this isn't going to be the C-suite telling everybody what we're about as a company. We as a people, as a community, are going to discuss what is this company? Who are we Not? What are we? Who are we? Chris: And what do you want to? James: be Exactly, and we did come up with a BHAG. We ended up throwing in a BHAG as well there. But where do we want to go? Classic Jim Collins. So we did get through that two-day period and we came out with a really strong mission, vision, core values. Our mission is to improve patient outcomes and experiences. Relatively simple, very difficult to do in healthcare. We decided our core values would be URPHS Principle Health System the acronym I should say is URPHS. Understand the mission, respect everyone. Patients are our purpose, happy to help and step up. So and we talk about simple, right, exactly, I would believe at this point, 90% of any you know we're approaching, I think, right, right, 500 employees today. I would think 90% of those folks could tell you that and not just tell you what they are, but give you examples of how they've done those things. We live culture. We no longer talk about it. We did that in the beginning. Now we live it. It's brought up in every management meeting. It's brought up in all the leadership training sessions, all the offsites and it's kind of what I call the North Star. So we look at culture as the direction. If you're not sure about a decision that you're going to make in any regard. I want you to think about the North Star. Is it in alignment with, are you walking towards, the culture, are you walking towards the mission of this company? And that helps to drive behaviors so important. Chris: I mean, that is the true key to the kingdom. I think the word I would use is it sounds like your culture has become institutionalized. Right, it starts out where it is you as the culture cop or maybe the C-suite, and getting it deeper in the organization. But once you've done that and everyone knows it and everyone lives it and everyone can hold each other accountable to it, then you've got a true directional tool To your point. I think the more you can tie behaviors to those values that's when they become real the more you can tie behaviors to those values. That's when they become real. And so when you're praising people because whatever they did connects with these two of our six or whatever number is of our values, it becomes real to them and they know how to repeat it A hundred percent. James: Yeah, I'm fairly unapologetic about the culture, so I would say it's even unusual Some of the things I'll say when I'm in management meetings or even when I do a quarterly coffee and conversation. So I meet with the entire company. It's usually takes six or seven sessions, but I go company wide, we bring the big groups and I'll sit down with the entire company for an hour every quarter and what I'll typically say when it comes to culture is that it's up to you to you know we can't police it from management. It's up to the people to police the culture. So one of our core values is respect everyone. So if there's someone who's not respecting everyone, I expect that the people of the company will kick that person out, go after them, make sure they don't work here, and I'll literally look out and I regularly look out across when I'm talking to the whole team. Chris: And I tell them. James: If you really can't say that you're here for the patient, if you can't say that you're really here to serve our mission, I was like I really don't want you here. I was like I prefer you to quit. I was like we will replace you and I would prefer to go without somebody for a short period of time. I'm unapologetic about it. We truly believe it. That's what we're about above all things. The rest of it, because at the end of the day, in our business, if we do a really great job treating patients, everything else will follow. Yeah, the doctors want to work with us, the facilities want to spend time with us, the payers will respect us. It's really about the patients. So we put patients first. Everything else comes next and if you can't get behind that, we don't want you. Chris: Yeah, I think that's a great point. Some of the words we use here, right. We're passionate about our mission and our values, which means they resonate in our heart and our gut. Right, we just it's in our fiber. If they don't resonate with you, it's really okay, because it means it's not the right organization for you, right there's a different organization out there that you're going to be happier with, you'll connect with and we'll go find someone that connects with us. Happier with you will connect with and we'll go find someone that connects with us, because they're going to be the better performer, the self-policer, the self-motivator. They're going to be the ones that connect with for us, similar to patient care, client service, right and mutual respect amongst everyone. So I agree with you it's okay to tell people if you don't connect with this. Actually, I use it in interviews when I'm interviewing someone. Here's who we are, we're very clear about it. And if you don't connect, it doesn't make you a bad person 100% doesn't. It just means it's in the right organization for you and there's a gazillion other organizations. Advert Hello friends, this is Chris Hanslick, your Building Texas business host. You're a Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom and thanks for listening to the show. James: There's another team, there's another team that'll work just well for you. Yeah, totally. Chris: No, let's switch a little bit because I want to get back into kind of the business I'm always interested to ask about, like innovations and technologies I mean no-transcript. James: Yeah, I mean, you know, obviously, with the increased levels of compute, you know, now you have the large language models, you have artificial intelligence and that has already made an impact for us. So I would say that we are the next 18 months are going to be very interesting, but we are already using automation from AI that is changing the way we do things and I can give you one example in particular. Well, two really good examples. One in the back office, we have a team of I believe it's three ladies total. Still we had three ladies that would handle all of our facility invoicing right and it's very complex. We have the decipher between patient to patient each day who's part A, who's part B and how we do the billing, and some of it gets billed to facilities. Some of it's billed to without getting too much in the weeds. Some of it gets billed into the insurance company and we've been able to quadruple our volume with still having the same amount of people and not have to scale payroll because of implementing automation techniques through AI that help to decipher where those go. These get scanned in and it all gets brought up. Still have a little bit of a you know, a people component to it. But, just you know, we would be sitting here with and one division. It's just a great example, because that one division would probably be 10, 11 people, yeah, and the cost increase Exactly. Chris: That's an amazing statistic. James: So that is kind of a back office area that we're really focused on going. Where else can we, where else can we look at the bringing in this technology to help as we continue to scale, so that we don't have to just keep hiring bodies? which is you know, from a real estate perspective even difficult. So we're, you know, we're, we've been tapped out on space for two years and we're it's been very challenging. Where do you just put you know, where do you keep putting people Right? So, but on the I guess I'd say on the actual business, well, that's the back office on the front of the house. We've got a program. We call it the daily DON. So, right, so it's a DON is a director of nursing. A lot of the facilities we work within, you know, skilled nursing facilities, assisted living facilities, they have someone who really oversees the house. They're the clinical expert in there that makes sure that all the patients are taken care of. That's called the DON. So we have a form that's. Thousands of these go out every morning to all of our facilities and it's an AI program that picks out the most important things that happened the prior day. So here's, you know, bobby Sue had a stat test performed at X time and here's the result. Here's a critical result or whatever is most important. They kind of have a clinical mind and says, hey, this is where we think you should pay attention to your patients today. These people are trending in the wrong direction. These people if they're doing just fine, they're at the bottom of the page. The things that are most important are highlighted at the top of the page, but it's really helping us provide better healthcare diagnostics for our providers so that they can treat the patients better. So it's right, in line with our mission, but it's really just automation and again, it would take an army of people to do this. Chris: Yeah, that's really cool stuff. I have to believe that is also, if not already, will become a huge marketing tool. Oh, it's a big marketing tool. Right, people are worried about the family mergers they're putting in there, where they're really going to get care, because, you already know this, your industry doesn't have a great reputation as a whole. No for sure. James: And so the more you can say no, this is what we do to make sure we're taking care of your loved one, yeah, so there's a huge journal publication called McKnight's and it is the, you know, the premier publication for the long-term care space and you know, all over the country, the daily DON. We actually won a bronze medal this year against thousands of applicants for innovation. So it was actually yeah, we were awarded. Chris: I guess that was 2024, but last year yeah, close enough, yeah, so let's talk a little bit just about, you know, being in Texas, being a business, primarily in Texas. What are some of the advantages that you have experienced being here, not just in Houston, but taking advantage being in Texas? For us is related to the Medicare Advantage plan, right so? James: or, excuse me, the MAC right so? Different Medicare has Medicare administrative plans and they actually carry out Medicare's will in an area. Texas has a MAC that is somewhat more favorable than the rest of the country. Now there's a few states that share that, but just in general, for us, from a standpoint of clarity they're a little bit more clear. There's a lot of bureaucracy that goes on in just getting paid, so this might be surprising to people outside of health care, but today I believe we are paid on 61% of the business we do and we're actually probably one of the really high end. We've run studies on this and we're we are, better reimbursed than most companies out there in our space, and so we still, you know, roughly four out of 10 patients that we treat, we get paid $0. Chris: It's just fascinating to me that it's that poor it is very poor. James: However, we are in one of the more favorable areas, so I can only imagine if you don't have a lot of clarity and guidance on how to bill, it just becomes more and more challenging for you. Chris: Yeah, this may be one of those, but I'm just interested as you kind of look out going forward, what are some of the challenges or headwinds you see maybe coming at your industry? Some of the challenges or headwinds you see maybe coming at your industry, lots of changes going on in Washington right now will have an effect, I'm sure, on your business but maybe also affect what goes on at the state level. James: So one thing you're kind of worried about as you kind of look out, I would say just one of the concerns, and I mean I think again, everybody likes to point the finger to the big bad guys and I really look at them more as a partner than they're not a, you know, an adversary to us or more of a partner. But the insurance companies have become more active in utilizing ai to to identify discrepancies within chart notes to deny claims. So that's something where, you know, recently went to, one of the conferences I attended was for health care payers and they have booths set up, you know, trying to sell to the health insurance companies of how to use artificial intelligence to identify the to not pay. They're already not paying much and you know they're now. In reality, the reason they are not paying is because the notes are lacking in something. So, rather than paying a person to go and evaluate each note, which is very expensive, you think about the health insurance companies if they have to hire thousands of people to evaluate the charts, or they can use AI programs to evaluate the charts it's going to save them money and hopefully that money gets passed on to the consumer. So I actually don't think it's a long-term a bad thing, but I do expect in the meantime it's going to just decrease even further, decrease the amount of claims that get paid. Chris: Right, it sounds like it would be incumbent upon companies like you to kind of push back a little more in the short term. James: to be able to take advantage of those efficiencies later. Absolutely yeah, and I look at it from our perspective. We're in a really good spot. We're pretty developed to where we can handle those kinds of headwinds. Chris: So let's switch again a little bit. Just talk about leadership. How would you describe your leadership style? How do you think it's evolved over the past, you know, 12 to 15 years since you've kind of been moving forward with this company? James: Yeah, I mean. So starting out with a group, I think, start with five people and 500 folks. So leadership looks very differently as business scales. And, to start right, I mean I used to take out the trash and do the accounting. I mean I've worked every job in the company personally and in the beginning, worked with a lot of people who were for lack of a better, better word incompetent at what they did, and today, having been able to develop people and hire and bring in and partner with incredible people that are, frankly, better than I am, a lot of things it allows me to go and do what I'm really good at and, from a leadership perspective, I've probably, if I've, believed in you from the beginning. I've always given you. I'm not a micromanager. I don't believe you can't really grow a large company if you're watching over everything going on. So you have to truly, just, I would say, collaborate with those around you and I guess, if I had to define it who I am, I try to be a great collaborator, right. I try to really help, provide as many resources for the people around me as possible so that they can be successful. Chris: That's good. Let's talk about problem solving right. Especially where you are today and probably have been in your role, probably more of what you do is facing issues, and how are we going to work through this and solve an issue, solve a problem? What have you found to be the most effective way to kind of get the information you need to make those informed decisions that you believe would be in the best interest of the company? James: Yeah, I mean. So again, that's something that over time, has become, I would say, much more of a process, right? So now we have data analytics and we have incredible CFO that's been coming in and able to provide information. There. We have all these additional resources, from accountants to lawyers, to folks. We sit down. I like to surround myself with the right group. We try to sit in a room with the right people at the right time and analyze all the information, but very quickly. I do not like the old analysis paralysis. That's not us at all. I move very quick, I like to make decisions very fast and I don't look in the rear view mirror very often. I'm always looking out the front window and just moving forward. So when there's challenges that are hitting us, it's just a relatively. Let's get as much information as we can today, let's analyze it and let's go. Chris: Yeah, I love that because I agree, I think, the idea that stagnation will kill the company right, and so I think you try to get as much information as you can, knowing it's never going to be perfect. But I think the key then is, I agree with the mindset of kind of move quick. To me, the next piece of that is to evaluate the decision as it's implemented, because then you're continuing to learn and gather information. If you're doing that so that you can adjust right, Because the plan goes out the window as soon as you start to act right, so some people will act and then ignore, and I think that's a mistake. I think if you act, continue to analyze and then align behind what you've learned, it may not be a pivot, it may just be a tweak, but you've got to keep moving. James: I totally agree and you really touched on a great point that I like to speak about. Often and it plays a little bit in the culture. I tell people, guys, we've got to make mistakes here. If we're not making mistakes, we're trying nothing new. So I hesitate to say I encourage mistakes, but to some extent I think I did in my last meeting ask for mistakes directly. So the idea here is that it's okay to make mistakes, it's not okay to make the same mistake over and over again. But if we're not trying, we're not growing. If we're not growing, we're dying. So we've got to continue to move forward. And the culture is that if you are focused and I mentioned that North Star earlier but if you're heading towards the North Star and you make a mistake, you're okay, there's no problem If you're doing something new and you're trying something for the good of the company and the good of the patient, that's okay. Let's learn from it. Let's learn from it, let's change course and let's keep moving. Chris: Yeah, that's right. Comfort and complacency aren't good, and I think that that freedom to take risk as long as it's an informed risk, as long as it aligns with our mission and values, is the type of risk you want to encourage your people to be doing and learn from it 100%. So that's good. People always learn from setbacks. So let's talk about a failure or setback you've experienced, and I know there's probably two or three examples from yesterday. James: No, but yeah, I mean, where do we start here? Chris: But what was it you know, and how did you learn from it, and how did it make you better? How did it improve you or the company, whatever the example may be? James: Yeah. I think geez, you know, this is only a tough question because I have so many. Chris: Yeah, I think geez, this is only a tough question because I have so many. You're not alone in it. A lot of guests say the same thing and I can identify with that. James: Yeah, so. I think for one this just comes to mind somewhat early on in our business we had just one massive customer. We had a great deal of revenue concentration in one customer who ultimately had a bankruptcy and put us in a really bad financial position when we lost out on. You know they were way behind on paying their bills and you know such and such. You've heard the story. Chris: Oh sure. So not only did you not get paid. If you were that beholden to them, you didn't have a lot of other things coming in Correct. James: Correct, correct. And just to learn from that example of not letting yourself get too far out over your skis for one, but also just to diversify, not just the customer base. We were actually diversified in our revenue and how we were paid, but it was all one customer. So you've got to diversify your revenue base and your customer base and not have too much concentration. That was a really early on lesson that just comes to mind. That, I feel like, was still one of the most painful. I think I laid off 40 or 50 people that day and it was just a tremendous. That one scarred me pretty bad. Chris: Layoffs are never easy. Those are ones you'll remember. James: Yeah, that one still haunts me, so again I've. Which mistake would you like to talk about? Chris: we could do a whole show. Yeah, you really could, but yeah so kind of you know, bringing this more to a close, any advice you would share with our listeners, entrepreneurs and business owners out there that you know, if there's one thing you're if you're thinking about, if you've just started the journey or you're thinking about it, here's one or two things that you would kind of want to pass along. James: Yeah, I mean I just, you know, from an entrepreneurial standpoint, I had a one of my, one of my father's good friends when I was a young kid, you know, probably high school. He told me at one point he said, hey, your business really isn't going to fail unless it runs out of time or money. And just kind of keep that in the back of your head, because I can think of at least six or seven times that we were done, you know, and I had to sit there and go well, hold on, you know, we haven't completely, we're not completely done because we haven't run out of time or money. And that was how, you know, I spoke about chewing glass earlier. I think you know one of my buddies, he's a new entrepreneur. I always I tell him ready, shoot, aim. You know, at some point you can analyze all the data. And if you do analyze all the data, you're probably never going to start Right, because the odds are of starting a new business are challenging. Chris: For sure, as everyone says, it's not for the faint of heart. James: It For sure, as everyone says, it's not for the faint of heart. It's not for the faint of heart. And everyone will run into a lot of problems and challenges. And that's why because if it was easy, everybody would do this Correct, and so just I would. Just it might sound a little silly, but just don't give up. I mean, if it's something you believe in, if it's really a great cause, if your heart's in it, just keep your head down and push on, because you will be successful. Chris: That's great, and perseverance and grit is what it takes if you're going to be a true entrepreneur 100%. But the ready shoot aim is kind of like you were saying earlier, in decision making, at some point you got to make a decision, absolutely you got to go. James: Yeah, I see that as just a big mistake that folks are making over and over again is sitting around just waiting and by the time they actually make the decision, the opportunities passed. Chris: yeah well, let's, we're going to close with some more fun stuff. Talk a little bit more about texas, any favorite vacation spots within the state. James: Things you like to do in your spare time you know we have a little piece of land up in west texas so we're out in the lakey area okay it's kind of kind of over there by Garner State Park for those that know the river and just absolutely love. We go out there probably every month. You know I have two boys and a little girl so I spend a lot of time out there. The family makes it out there every now and then, but I definitely try to grab a boy and go out there every month. How fun is that? We just go and shoot guns and hang out and, you know, take the kids and their friends over to the Garner State Park, dance and do all that kind of stuff. Chris: God's country over there. James: It is God's country. It's fantastic. That was my favorite place. Chris: It's just beautiful out there, yeah, so any like books or anything that you've read lately that you might pass on to a listener as something to go spend some time reading or learning from. Reading or learning from. James: Jeez, you know I'm actually doing 10 books with my kids right now, so there's nothing new and exciting, but they're all you know. I've got them reading Seven Habits of Highly Effective People, so that was the book they read last week. They're reading a book a week, so this week they're on the Five Dysfunctions of a Team Peter Lencioni. Chris: Yeah. James: So those are kind of what's going on. That's what's on my mind at the minute. I like it At the moment, yeah. Chris: And teaching them young. James: I love that, yeah, I mean well, they're 15, 13, not too young. Chris: Right. James: But kind of when I was reading those books and trying to. So a bunch of oldies but goodies. Yeah, we're going through right now. Chris: We're doing Rich Dad, poor Dad world from that perspective. Last question do you prefer tex-mex or barbecue? James: barbecue, all right, yeah I guess you can't go out to lakey and and not have barbecue in that area or on the road trip to and from no, I mean I it's. Chris: That's a tough question I always save it for last and everyone says the same thing. It's a trick question what's yours? People turn that on me and I think I it's a tough one that they. You know, once it's turned on me and I think it's a tough one Once it's turned on me, I realize how unfair it is. Yeah, I think my answer has always been I love barbecue, but my go-to is probably Tex-Mex more than barbecue. James: So if I was going to say Tex-Mex with a margarita, that might go above barbecue For sure, but if it's just food, it's barbecue Okay. Chris: Yeah, because it's hard to have Tex-Mex without a margarita. James: Yeah. Chris: And then, of course, you have places now, especially here in Houston, I'm sure, other places where they're combining, you know, like the brisket into the Tex-Mex. James: so brisket, burritos or tacos, and that, to me, is probably the penultimate, it's fantastic. Chris: Yeah, there really is. It's challenging when it comes to healthcare. So, James, this has been great man. I really appreciate you coming on and sharing your story. It's pretty fascinating, and congratulations for all the success and what I know will be successful in the future. James: Awesome, thanks so much for having me, Chris: you bet. And there we have it another great episode. Don't forget to check out the show notes at boyermillercom forward slash podcast and you can find out more about all the ways our firm can help you at boyermillercom. That's it for this episode. Have a great week and we'll talk to you next time. Special Guest: James Dieter.

This podcast interview focuses on the entrepreneurial journey to transform thoughtful validation of the problem into confident scaling of his SaaS business. My guest is Robbert Lodewijks, Co-founder and CEO of Hulo AI. Robbert Lodewijks is an entrepreneur who understands the delicate balance between patience and ambition. His journey began with a profound realization during his studies in Taiwan - that impact requires more than just good technology. What makes Robbert's story intriguing is his methodical approach: spending four years in research before launching, then bootstrapping to validate, and only then accelerating with venture funding. This disciplined progression showcases a rare blend of scientific rigor and entrepreneurial instinct. And this inspired me, and hence, I invited Robbert to my podcast. We explore how early-stage founders can build confidence through validation rather than rushing to scale. His insights reveal how methodical customer development, thoughtful bootstrapping, and strategic timing of funding can create a stronger foundation for growth. What's particularly fascinating is his scientific approach to sales and his insights on avoiding the common pitfalls of enterprise customer development. Here's one of his quotes:  "We have one really clear definition [of success], and that is in the amount of water that we have saved. In the end, that relates to all our goals, because if we save so many Olympic-sized swimming pools of drinking water, which is 4 million (our BHAG), then it also means that we will probably build a very profitable company and make a huge impact on the world.” By listening to this podcast you will learn the following: That patient validation beats premature scaling because it builds stronger foundations. How to avoid pure sales hustle and having to rely on individual talent to secure the growth of your SaaS business. How to get everyone aligned in your company to create business velocity (not just departmental speed) Why you should always start your validation processes with end-users rather than just decision-makers. For more information about the guest from this week:  Robbert Lodewijks  Website: hulo.ai Subscribe to the Daily SaaS Reflection Get my free, 1 min daily reflection on shaping a B2B SaaS business no one can ignore. Subscribe here Yes, it's actually daily. And yes, people actually stay subscribed (Just see what peer B2B SaaS CEOs say) My promise: It's short. To the point. Inspiring. And valuable. Learn more about your ad choices. Visit megaphone.fm/adchoices

Goal setting. Does setting and getting goals light you up and get you groovin? Or maybe you're not a big fan. Either way, this episode focuses on how to set yourself up for success – by using your Strengths, of course! We believe that when you approach goal setting through the lens of your individual talents, it not only makes the process more enjoyable but also opens up a whole new realm of possibilities that you might not have considered before. Tune in for personal anecdotes and insights about how leveraging your strengths can transform your goals from mundane tasks into inspiring challenges. We discuss the importance of having a solid action plan and the value of check-ins to keep you on track. Plus, we emphasize that even if a goal feels outside your natural strengths, you can still use your unique talents to achieve it. So, whether you're looking to set a Big Hairy Audacious Goal or just want to make your bed every day (no judgment here!), this episode is packed with tips and strategies to help you set it and get it!

“Ideas are easy - execution is everything.”   This week's episode I am talking about objectives and key results for our goals.  Due to an invitation from my husband, I read the book, Measure what matters by John Doer.  This book is geared toward business but I use the main points to use as a tool for our goals for this year.  It is a way to think about the how of your big idea that you want to work on.  I share my rethinking through my objective and share the key results for how I want to declutter.  I also share  the great idea of the BHAG, the big hairy audacious goal and stretching for amazing.  I would love to hear from you! You can reach me at camille@findingthefloor.com or dm @findingthefloor on instagram. Thanks for listening!!Thanks to Seth Johnson for my intro and outro original music. I love it so much!

Noah Labhart ‘05 joins us today to talk about his on-demand marketplace for manufacturing labor, Veryable Incorporated. Noah breaks down challenges, opportunities, and solutions he sees within the industry, and tells us maybe the biggest BHAG we've heard on the show. We appreciate Noah for dropping his wisdom on this week's episode, and we encourage you to check out his podcast, Code Story! Thanks and Gig ‘em! If you enjoyed today's episode, please take a moment to leave us a 5-star review and connect with Chris and Greg on LinkedIn! About: Veryable's mission is to revitalize the American manufacturing sector by allowing businesses to “variablize” labor costs in small increments. This lets them increase costs only as their output increases, which will empower businesses to scale while maintaining a lower and more constant cost structure. We aim to achieve this through our technology, which enables us to transform an antiquated and inefficient labor market into a real-time marketplace for labor. This will put more people to work and relieve the burden on producers, improving overall productivity and enabling organic growth. Timestamps & Show Notes:  (0:00 - 1:20) Intro / Veryable's Noah Labhart ‘04 (1:21 - 2:18) Aggie Memory  (2:19 - 6:05) Veryable Incorporated & Noah's Podcast (Why, What & Passion) (6:06 - 9:33) Biggest Challenge to Growth & How Noah has Hacked it (9:34 - 12:29) The Most Surprising Challenge to Overcome (12:30 - 15:06) Changes Noah Sees within the Industry (15:07 - 16:35) Veryable's Big Hairy Audacious Goal (BHAG) (16:36 - 18:48) Lightning Round (Favorite Hack and Books) (18:49 - 20:46) Aggie Network Shoutout & Contact (20:47 - 24:49) Wrap Up & Outro Resources: Website: https://www.veryableops.com/about    AGH Website: https://www.aggiegrowthhacks.com/ Connect with Greg and Chris! Apple: http://bit.ly/AGH-Apple Spotify: http://bit.ly/AggieGH Stitcher: http://bit.ly/AGH-Stitch Podbean: http://bit.ly/AGH-PB YouTube: https://www.youtube.com/channel/UCCZx9NMwnBXs5RWC3Rwqkpw

Our tech overlords reported for duty to Washington while Troy perused the powder at Davos. This week, we go beyond first principles to consider the second-order impact of a politicized tech elite. Plus: The Washington Post gets a BHAG and CNN plots a post-TV future. Watch us on YouTubeTroy Young's People vs Algorithms newsletterBrian Morrissey's The Rebooting newsletterAlex Schleifer's Human ComputerFollow Alex, Brian and Troy on Twitter

Join the Focused Visionary Accelerator today (FVA)! FVA is your go to program if you are a business owner ready to scale to the next level. You will receive expert guidance, personalized coaching, a supportive community and live masterclasses!___________________________________________________Tired of setting those big, hairy, audacious goals that never seem to stick? I'm breaking down why traditional BHAG goal-setting often fails and introducing you to a more focused, data-driven approach using what I call the North Star method. Learn how to set goals that actually guide your decisions, keep you aligned with what matters, and help you achieve real results in your business – without the overwhelm or guilt that typically comes with traditional goal-setting.This episode ties directly into what we teach in the Focus Visionary Accelerator program. If you love what you hear and want to dive deeper, the doors are always open!_________________________________________________________Related Episodes: 219: Striking the balance between stretch and attainable goals208: Accountability - Why it works or doesn't work to help you achieve your goals__________________________________________________________Want to stay connected to Michelle - Join the Sunday Morning Brew Crew! The Sunday Morning Brew is your private invitation to actionable insights that simplify your business, spark new ideas, and help you scale—without the burnout.Connect with Michelle on Facebook or Linkedin

Howdy, Ags! Today, we have a frequent Aggie Honoree, Jason Kaspar of Kaspar Companies! This is part 2 of our conversation with Jason. Jason shares why his teams make extremely long-term decisions and how they are able to operate as one with the roster of companies, leadership, and families under the Kaspar umbrella.  If you enjoyed today's episode please take a moment to leave us a 5-star review and connect with Chris and Greg on LinkedIn! About Kaspar Companies: Kaspar Companies exists to improve lives by being faithful stewards of God-given resources. Kaspar holds 8 companies: Circle Y, Texas Precious Metals, Texas Ammunition, Bedrock Truck Beds, Horizon Firearms, Iota Outdoors, Silverback Homes, and Stiller Actions. Timestamps: [00:00] Intro [01:00] Employee Buy-In (Kaizen) [03:28] Kaizen Events [06:08] Finding What Customers Want [12:45] Improvement in Processes (Lean) [15:17] Companies in the Aggie 100 (2024) & Company Locations [17:20] BHAG for Kaspar Companies [21:45] Kaspar Companies Contact [22:37] Takeaways  [26:44] Contact / Outro   Resources: Website: www.kasparcompanies.com AGH Website: https://www.aggiegrowthhacks.com/   Connect with us! Apple: http://bit.ly/AGH-Apple Spotify: http://bit.ly/AggieGH Stitcher: http://bit.ly/AGH-Stitch Podbean: http://bit.ly/AGH-PB

Howdy, Ags! Today, this is part 2 with this year's Aggie 100 winner, Alex Spalding of Daniel House Club! Alex talks deeper about the changes his team has made on a cultural level and how they have been scaling to meet demand. Listen on as Alex describes how his team is modernizing the archaic industry of interior design. You can find the Daniel House Club team here: danielhouse.club If you enjoyed today's episode, be sure to tune back in next week and please take a moment to leave us a 5-star review and connect with Chris and Greg on LinkedIn! About Daniel House Club: Daniel House Club was created on a simple yet powerful idea: to transform design businesses by enabling designers to experience greater creative freedom and financial success. Daniel House Club is designed to bring all the products designers want to complete their projects in one spot. This innovative platform simplifies sourcing and logistics so designers can focus on what they do best: designing. All orders have the same flat shipping terms and are priced so small designers can build margins in their business. “Once we unlocked this new, streamlined process, we knew we had to share it with designers everywhere.” Timestamps: [00:00] Intro [00:53] Daniel House Club's Growth Points [03:39] Daniel House Club's Biggest Challenges [07:30] Managing Culture with a Remote Team [10:45] Yearly Targets & Company Disciplines [17:33] BHAG [19:30] Contact Daniel House Club [20:44] Takeaways [23:35] Contact / Outro   Resources: Website: danielhouse.club AGH Website: https://www.aggiegrowthhacks.com/   Connect with us! Apple: http://bit.ly/AGH-Apple Spotify: http://bit.ly/AggieGH Stitcher: http://bit.ly/AGH-Stitch Podbean: http://bit.ly/AGH-PB

#FenceFam I throw out a personal BHAG (big hairy audacious goal) for River City Fence to the masses!!! What camp are you in? Absolutely attainable... or absolutely not!!! You tell me!   Click here for the MFA Retreat!!! https://www.mrfenceacademyretreat.com/   Register HERE for FenceTech 2025!!! https://www.americanfenceassociation.com/fencetech/attend/   Cheers! Remember to like, share, comment and REVIEW!   The Fence Industry Podcast Links: IG @TheFenceIndustryPodcast FB @TheFenceIndustryPodcastWithDanWheeler TikTok @TheFenceIndustryPodcast YouTube @TheFenceIndustryPodcastWithDanWheeler Visit TheFenceIndustryPodcast.com Email TheFenceIndustryPodcast@gmail.com Mr. Fence Companies:    IG @MrFenceAcademy FB @MrFenceAcademy TikTok @MrFenceAcademy YouTube @MrFenceAcademy Mr. Fence Tools https://mrfencetools.com Mr. Fence Academy https://mrfenceacademy.com   Gopherwood & Expert Stain and Seal IG @stainandsealexperts  FB @ExpertProfessionalWoodCare YouTube @Stain&SealExperts  FB Group Stain and Seal Expert's Staining University  Visit RealGoodStain.com Visit Gopherwood.us   Kencove Farm Fence Supplies IG @KencoveFarmFence FB @KencoveFarmFenceSupplies TikTok @KencoveFarmFenceSupplies YouTube @KencoveFarmFence Visit kencove.com   Elite Technique Visit getelitetechnique.com   Greenwood Fence Visit greenwoodfence.com   Cat-5 Gate Systems Visit floridafenceco.com/cat-5-gates   FenceNews Visit fencenews.com   Ozark Fence & Supply promo code: TFIP15 for 15% off! Visit ozfence.com   Benji with CleverFox for all your FENCE website needs! Visit cleverfox.online   Tony Thornton Fence Consulting Group Visit fenceconsultinggroup.com   One Tap Connect Visit onetapconnect.com   Stockade Staple Guns Visit stockade.com   The Fence Industry Podcast is Produced by "Rob The Producer" Connect with him at justrobnoble@gmail.com for availability and rates.  

Professional Builders Secrets brings you an exclusive episode with Andy Skarda, head coach at APB. In this episode, Andy delves into the critical importance of planning for your business's future, emphasising why every builder should plan not just for the next year but for the next decade. With practical insights, Andy shares actionable steps to help you get started with a comprehensive strategy for 2025 and beyond. This episode is sponsored by Apparatus Contractor Services, click the link below to learn more:hubs.ly/Q02mNSsG0 INSIDE EPISODE 164 YOU WILL DISCOVER Why planning for 2027 matters more than planning for 2025 How to conduct a brutally honest SWOT analysis for your business The three critical resources every builder must manage How to align your long-term BHAG with immediate actions Why focusing on what's important, not urgent, transforms your business And much, much more. ABOUT ANDY SKARDA Head Coach at the Association of Professional Builders, Andy specialises in helping business owners in the building industry identify and implement the skills and systems they need to be successful, without needing to go back to school. Or more importantly, without going bust. Connect with Andy: linkedin.com/in/andy-skarda-92a6875/ TIMELINE 1:50 Why you should plan for 2027, not just 2025 3:04 The biggest reasons builders avoid planning 5:50 How to recognise and avoid burnout 12:11 Breaking down your 10-year vision into actionable steps 26:12 Why marketing should be your starting point for growth 46:44 How planning differentiates you from competitors LINKS, RESOURCES & MORE APB Website: associationofprofessionalbuilders.com APB Rewards: associationofprofessionalbuilders.com/rewards/ APB on Instagram: instagram.com/apbbuilders/ APB on Facebook: facebook.com/associationofprofessionalbuilders APB on YouTube: youtube.com/c/associationofprofessionalbuilders

Setting big, bold goals is the secret to unlocking your next level in business! In this episode, I'm unpacking the power of a BHAG—a Big, Hairy, Audacious Goal—and how aiming high can change everything for you. I'll share strategies for creating a clear vision, aligning your actions with your ambitions, and embracing the mindset shift it takes to make progress. If you're ready to stop holding back and start showing up as the version of you who achieves it all, this episode is your guide to making it happen. Join my 3-Day Strategic Planning Intensive- we'll map out your entire content plan, organize your strategy, and turn chaos into empire-building magic. From lead gen to audience connection, we've got it all covered! https://bit.ly/3DayStrategic2025 Get Limiting Beliefs Unleashed and start breaking barriers, shifting your mindset, and unlocking your full potential. Packed with actionable strategies and exercises, this guide will help you overcome obstacles, set clear goals, and leverage social media to step into your boss energy. https://bit.ly/limiting-beliefs-unleashed Join The Vault & Get Instant Access to 75+ Courses, Monthly Zoom Sessions, Curated Curriculum to fit your biz needs, New Courses add Each Month, and so much more! https://bit.ly/TheOfficialVault  Grab your FREE copy of my book, ‘Boss It Up Babe!' https://bit.ly/BOSSItUpBabeBook Host Bio: Kimberly Olson is a self-made multi-millionaire and the creator of The Goal Digger Girl, where she serves female entrepreneurs by teaching them simple systems and online strategies in sales and marketing. Through the power of social media, they are equipped to explode their online presence and get real results in their business, genuinely and authentically. She has two PhDs in Natural Health and Holistic Nutrition, has recently been recognized as the #2 recruiter in her current network marketing company globally, is the author of four books including best-sellers, The Goal Digger and Balance is B.S., has a top 25 rated podcast in marketing and travels nationally public speaking. She is a mom of two and teaches others how to follow their dreams, crush their goals and create the life they've always wanted. Website: www.thegoaldiggergirl.com Instagram: www.instagram.com/thegoaldiggergirl Facebook: www.facebook.com/thegoaldiggergirl Youtube: www.youtube.com/c/thegoaldiggergirl Grab The Goal Digger Girl Journal: https://amzn.to/3BeCMMZ Check out my Facebook groups for those that want to build their business online through social media, in a genuine and authentic way: Goal Digging Boss Babes: http://bit.ly/GoalDiggingBossBabes Fempreneurs:  https://bit.ly/FempreneursCashFlowQueens Leave a review here: Write a review for The Goal Digger Girl Podcast. Subscribing to The Podcast: If you would like to get updates of new episodes, you can give me a follow on your favorite podcast app. --- Support this podcast: https://podcasters.spotify.com/pod/show/thegoaldiggergirl/support

Join Mayowa, Tmt, and Koj for Episode 217 of Submarine and A Roach, Nigeria's #1 comedy podcast, as they uncover why "Joe Biden is #DaddyGoals." The episode kicks off with Mayowa sharing his experience at Craving Cottage catching Fulham vs Arsenal. Koj then takes a playful jab at other Nigerian podcasters, daring them to showcase their own valedictorians, as they celebrate Oluwatomilola Adeniran, PAU's best-graduating student and proud member of The Marine Kingdom. Next, the guys get into the SPAC Nation's Pastor Tobi Adegboyega (who for SEO reasons I might add is John Boyega's cousin), potentially getting deported from the U.K., and they also discuss Harvester's Pastor Bolaji Idowu, recently fingered in EFCC case (red card). This naturally spirals into a discussion about pastors, their "drip," and their spin-offs. Keeping things holy, they float the idea of turning Submarine and A Roach into a religious podcast, inspired by Spotify Wrapped data showing an explosion in religious and motivational podcasts among Nigeria's top 10. Is this a sign of the agbado? It's another episode filled with sharp commentary, laughs, and the kind of chaotic banter that only Submarine and A Roach can deliver. Tune in now on Spotify, Apple Podcasts, and wherever you get your podcasts!

In this episode, Chelsea Williams reflects on key lessons from a recent legal industry event, featuring insights from keynote speaker James Clear, author of Atomic Habits. Drawing connections between personal finance, business ownership, and the power of small daily habits, Chelsea emphasizes how law firm owners—and anyone—can transform their financial story. Whether you're a business owner, a parent, or just trying to get a handle on your finances, this episode offers advice for building the future you want.Key Highlights:How the science of habits can fuel financial success for the long term.The power of small, consistent steps toward achieving your "big, hairy, audacious goals" (BHAG).Why AI is an opportunity—not a threat—for law firm owners.The critical shift law firms made during COVID and what it means for the future of legal services.Embracing motivation as a daily practice to stay on track financially and professionally.Dive into the conversation and learn how to use intentional habits to shape your future!Want to hear a specific topic? Text Us!Always and Never About Money Episode Links:Video Podcast: https://www.youtube.com/@MoneyMasteryWithChelseaSocials: https://linktr.ee/the_money_whisperMoney Mastery Website: www.moneymastery.workReddit: https://www.reddit.com/r/AlwaysandNeverMoney/

Howdy, Ags! Today, we are joined by Aggie 100 honoree, Marche Warfield of Satori Marketing! Marche expands on her team's prowess and why she continues to be scrappy as an entrepreneur. This is part 2 of the conversation with Marche, from which we know you will get value from! You can visit Marche and her team at: https://satori.agency/ If you enjoyed today's episode,  be sure to tune back in next week and please take a moment to leave us a 5-star review and connect with Chris and Greg on LinkedIn! About Satori Marketing: Satori is a noun. It's an adjective. Sometimes, it's even a verb (Wow, we need to Satori the ____ out of this). To most, it means sudden enlightenment. For us, we can't imagine any other way to do business. We move as one unit – Account Service, Creative, Media, Public Relations, Strategy and Social Media – and we move swiftly. We're driven by culture. Of the team and of the moment. We walk, talk and think like humans. We don't believe in fake, even when the waters get deep. You might call it the refined art of keeping it real. We call it the art of keeping it, well, Satori. Timestamps: [00:00] Intro [00:52] Biggest Lessons from Marche's Journey [05:52] Satori's Core Values [10:50] BHAG [15:31] Contact Satori [16:46] Takeaways [20:27] Contact / Outro   Resources: Website: https://satori.agency/ AGH Website: https://www.aggiegrowthhacks.com/   Connect with us! Apple: http://bit.ly/AGH-Apple Spotify: http://bit.ly/AggieGH Stitcher: http://bit.ly/AGH-Stitch Podbean: http://bit.ly/AGH-PB

Find More Episodes on PCA Overdrive: https://www.pcaoverdrive.org/contractor-evolution PCA Overdrive is free for members. Not a member? Download the app on the Apple Store or Google Play and enjoy a 7 day free trial! Become a member: https://www.pcapainted.org/membership-resources/ To learn more about Breakthrough Academy, click here: https://trybta.com/PCA185 How did Plus Construction owner and Breakthrough Academy Member Charlie Bethell go from endless callbacks, cash crunches and frustration to selling and building 500 decks a year? Systemizing and optimizing. And a lot of it. Today, Charlie's on the show to talk about his digital marketing strategies, which bring in 60% of the businesses annual leads, and the massive changes he made to his sales-to-production handoff. In other words, we're diving into the secrets of a high-volume contractor. Episode highlights: Learn the strategies and tactics Charlie Bethell uses to get 60% of his leads from digital marketing initiatives. Find out which implementation items Charlie used to vastly improve his sales-to-production handoff, resulting in higher customer satisfaction, better team morale and more profitable jobs. Hear how Charlie hit his BHAG five years early and what he learned in the process. 00:00 - Intro 01:52 - About Charlie's "Want to Have" Business 04:08 - Charlie's Killer Digital Marketing Funnel 22:04- 3 Digital Marketing Mistakes to Avoid 23:58 - Why Sales to Production Handoff is so Hard 29:17 - 3 Antidotes to Sales to Production Issues 46:19 - How Charlie hit his BHAG 2 Years Early Subscribe to Breakthrough Academy to never miss a video!

Amidst multitasking and managing the minutiae, it can be daunting to dare to dream about building your business. We've been there, and we can help.   Let's start with teacher training. While it might seem like a big, hairy, audacious goal (BHAG), Coach Cara Hazelton and Coach Caroline Plambeck break it down, starting with Episode 633, Instruct & Inspire: Teacher Training Series Intro. Pique your interest and get the wheels turning to envision what's possible.   Gear up: expect a huge undertaking that requires loads of attention Make the call: purchase a white-label curriculum or craft your own Cultivate credibility: identify your brand as a leading expert and nurture loyal fans Equip your leaders: boost your instructors' skills and ensure consistent quality Reap revenue: benefit from an ongoing source of income (vacation, anyone?)   This series covers all the need-to-knows – like should you have a teacher training, what kind of teacher training and nitty-gritties on payment, policy, pauses, certification and affiliation with larger organizations. Kick off this practical deep dive in Episode 633.    Catch you there,   Lise   PS: Join 2,000+ studio owners who've decided to take control of their studio business and build their freedom empire. Subscribe HERE and join the party! www.studiogrow.co www.linkedin.com/company/studio-growco/  

Today's episode of the Second in Command podcast is a brief excerpt from a conversation between Cameron and Carl J. Cox, in which they discuss a powerful strategy for long-term success, sharing how a visionary goal can transform an organization's trajectory. Listen as Cameron recounts moments of setting seemingly audacious targets that felt nearly impossible at first glance but, with careful planning and execution, became attainable milestones. You'll discover the importance of aligning teams with goals that are both ambitious yet plausible. Cameron also shares a moment where he and his business partner, almost instinctively, agreed on a massive revenue target for their company. Through a systematic approach, they exceeded this goal, underscoring the importance of clear vision, structured planning, and the right mindset to fuel growth.If you've enjoyed this episode of the Second in Command podcast, be sure to leave a review and subscribe today!Enjoy!In This Episode You'll Learn:The concept of a BHAG (Big Hairy Audacious Goal) and why vision statements should be replaced with vivid visions. (0:00)Why every business is a jigsaw puzzle with the vivid vision on the front, core values, core purpose, BHAG, and one-year plan as the four corners. (00:59)How Cameron internally sets goals for companies, focusing on employee net promoter score, customer net promoter score, profitability, and revenue. (2:26)And much more...Resources:Subscribe, Rate & ReviewI'd love you to subscribe to the podcast and leave an honest rating & review. This will encourage others to listen and grow as a community.YouTube - Second In Command Podcast - https://www.youtube.com/@secondincommandpodcast YouTube - Cameron Herold Leadership - https://www.youtube.com/@CameronHerold COO Alliance - https://cooalliance.com/ Cameron's newest book - The Second In Command - Unleash The Power Of Your COOCameron's Online Leadership Course - https://investinyourleaders.com/ch Cameron's Website - https://cameronherold.com/ Instagram - https://www.instagram.com/cameron_herold_cooalliance/ Paul Graham article ‘Founder Mode'Connect with Cameron: Website | LinkedIn

We are back with multiple 2x-times best-selling author Clay Manley. Clay is an award-winning copywriter who went from working with some of the biggest brands in the world to now a non-fiction author. His story is incredible. His devotion to his craft is extraordinary. His work is world-class. And today, I want to dive into ALL of that…and then some as we peel back the curtain even more on the habits, routines, and processes of what makes a prolific author like him tick.  Here is some of what I ask Clay today on Part 2 of his interview that started on last week's IMPACT SHOW podcast: You went from working on some of the biggest brands in the world like Marvel and Petco…to now being a nonfiction author. How did you make that transition?  Walk us through your creative process. How do you approach co-authoring, or ghostwriting a book?  What are your unique rituals or habits you have for writing a book?  Talk more about “creative windows.” How do YOU create them or when do you find you are MOST creative?  Talk even more about your creative writing process. Give us some of your top secrets… Where did you physically WRITE the majority of our TRUE STRENGTH book? Explain that process… For someone who has a tough time writing or getting “blocks” of time, what are some of your recommendations? I know you have this BHAG goal of writing 10 New York Times Best Selling books. Why 10? How did you come up with this goal? Do you think everyone has ONE BOOK in them? What does your day-to-day routine look like? How often are you reading, or writing? Who are some of your favorite authors? What are some of the unique challenges you face as a co-author, and ghostwriter and how do you overcome them? How do you strike a balance between honoring the author's vision and infusing your own creativity into the work? How do you handle negative reviews or criticism of your work? Who inspires you? What gives you TRUE STRENGTH? What's next for you?  It is said that if you want to be great, you must “Embrace the Process.”  This episode gives you all the behind-the-scenes” look at the routines, rituals, and habits of a best-selling author and copywriter.   If you enjoy today's SHOW, please do me a favor. Please SHARE this episode with your friends, family, and community and don't forget to SHARE it on your IG, FB, or social media. Please tag both Clay and me and we will reciprocate some love. TAGS: IG: @ToddDurkin @Clay.Manley #TrueStrength #IMPACTShow #Podcast #Ep365 Purchase TRUE STRENGTH Here.   About Clay Manley (Guest) Clay Manley is a proud father, Simon & Schuster-published author, and prize-winning copywriter and marketing consultant on a bold mission to co-author 10 New York Times bestselling books alongside his next 10 clients. His work has earned accolades from the American Writers & Artists Institute (AWAI), Forbes, and Inc. 5000. And his words have been endorsed by world-renowned leaders, entrepreneurs, and athletes including New York Times bestselling author John C. Maxwell, international keynote speaker and entrepreneur Justin Prince, and ultra-en-durance athlete and Ironman world record-holder James "The Iron Cowboy" Lawrence. A native of Wheaton, Illinois, and a graduate of Indiana University, Clay now lives in Summerville, South Carolina with his wife, Kelli, their son, Weston, and their cat, Frankie. For inquiries, contact Clay@ClayManley.com. For insight and inspiration, follow Clay on Instagram at @Clay.Manley.   IMPACT SUMMIT LAST CALL. The IMPACT SUMMIT starts later THIS week. If you would like to find a way into the room, I will not deny you. I always say “BE IN THE ROOM. This truly is the LAST opportunity.  If you want in, register TODAY (by EOD Tuesday July 9th) and be in the ROOM on July 11th in Los Angeles, CA. Simply register now and I will SEE YOU in LA!!! Click Here for all the Details READY FOR EVEN MORE ONGOING MOTIVATION & INSPIRATION? SIGN-UP FOR THE “DOSE OF DURKIN” TODAY!! If you are not signed-up for the Dose of Durkin, make sure you Sign-up NOW for your weekly “Dose” delivered every Thursday. You will simply get a Quote of Day, a weekly workout challenge, and my MINDSET HACK for the week. Sign-up today: www.ToddDurkin.com        Get Your IMPACT JOURNAL today at www.ToddDurkin.com https://fitnessquest10.infusionsoft.app/app/orderForms/IMPACT-Journal  Join my TD Community for FREE: Simply text me “IMPACT” to (619)304.2216 and you are on your way to receiving exclusive content and even more motivation & inspiration. Sign-up TODAY! Please keep your questions coming so I can highlight you on the podcast!! If you have a burning question and want to be featured on the IMPACT show, go to www.todddurkin.com/podcast, fill out the form, and submit your questions! Don't forget that if you want more keys to unlock your potential and propel your success, you can order my book GET YOUR MIND RIGHT at www.todddurkin.com/getyourmindright or anywhere books are sold. Get Your Mind Right now available on AUDIO: https://christianaudio.com/get-your-mind-right-todd-durkin-audiobook-download Want more Motivation and Inspiration? Sign up for my newsletter The TD Times that comes out on the 10th of every month full of great content. Sign-up here…  www.todddurkin.com ABOUT Todd Durkin (HOST): Todd Durkin is one of the world's leading coaches, trainers, and motivators. It's no secret why some of the world's top athletes have trained with him for nearly two decades. He's a best-selling author, a motivational speaker, and founded the legendary Fitness Quest 10 in San Diego, CA. He currently coaches fellow trainers, coaches, and life-transformers in his Todd Durkin Mastermind group. Here, he mentors and shares his 25-years of wisdom in the industry on business, leadership, marketing, training, and personal growth. Todd was a coach on the NBC & Netflix show “STRONG.” He's a previous Jack LaLanne Award winner, a 2-time Trainer of the Year. Todd and his wife Melanie head up the Durkin IMPACT Foundation (501-c-3) that has raised over $250,000 since it started in 2013. 100% of all proceeds go back to kids and families in need. https://todddurkin.com/impact-foundation/ To learn more about Todd, visit www.ToddDurkin.com and www.FitnessQuest10.com. Join his fire-breathing dragons' community and receive regular motivational and inspirational emails. Visit  www.ToddDurkin.com and opt-in to receive his value-rich content. Connect with Todd online in the following places: You can listen to Todd's podcast, The IMPACT Show, by going to www.todddurkin.com/podcast. You can get any of his books by clicking here!  (Get Your Mind Right, WOW BOOK, The IMPACT Body Plan, What's Next?