Podcasts about Boulevard

Salut c'est Ibby,Dans cet épisode, on parle de la femme et de l'homme, du corps, de l'intime, de ce qui se joue parfois en silence dans les parcours de santé, de désir d'enfant, de douleur ou d'incompréhension.J'ai le plaisir d'échanger avec le docteur Philippe Landowski, chirurgien gynécologue, autour de sujets essentiels : l'endométriose, les fibromes, la stérilité, mais aussi la place du couple, le regard porté sur le corps féminin et la façon dont l'homme peut accompagner, comprendre et soutenir.On parle avec clarté, respect et humanité de ces réalités qui touchent tant de femmes et de couples. De ce que cela change dans une vie, dans une relation, dans l'estime de soi. De la médecine, bien sûr, mais aussi de l'écoute, du lien et de la confiance.Cet épisode est une invitation à mieux comprendre, à poser des mots sur ce qui fait parfois mal, et à rappeler que derrière chaque diagnostic, il y a une histoire, une femme, un homme, un couple, un espoir.Si tu te sens concerné(e), directement ou indirectement, prends ce moment pour toi. Tu n'es pas seul(e).N'hésite pas à lâcher un 5 ⭐️⭐️⭐️⭐️⭐️ et un petit commentaire

健康生活: 月餅 社會透視: 電視台號碼 空中花園: 掃羅再追殺大衛 https://www.facebook.com/SunshineCantonese

Nueva iglesia de Brno marca tendencia | Los mejores conductores de tranvía de Europa son checos | Bageterie Boulevard: una alternativa checa y sana a la comida rápida

September 21st, 2026 Follow us on Facebook, Instagram and X Listen to past episodes on The Ticket’s Website And follow The Ticket Top 10 on Apple, Spotify or Amazon MusicSee omnystudio.com/listener for privacy information.

Have you ever heard a head coach describe a 30-6 win as just ugh?Sandy and JB unpack the choppy Longhorns win, twenty accepted penalties, and Coach Sarkisian's honest postgame shrug before pivoting to Bevo Boulevard as a free county fair on Red River. JB's Australian exchange students cannot believe American college sports, and Sandy finally walks campus from Lavaca to the fountains after years of only driving it.If you love The JB and Sandy Show, subscribe, leave a review, and share it with a Longhorns fan.

健康生活: 拇趾囊炎 社會透視: 追車直播 (重播) 空中花園: 亞比該 https://www.facebook.com/SunshineCantonese

There are an estimated 31 - 34 million entrepreneurs and small businesses in the United States, and we’ve interviewed more than a few over the years here on Out to Lunch. If you’ve been listening or are an entrepreneur or small business owner yourself, then you know there are numerous routes to entrepreneurship. Many entrepreneurs purchase an existing operation, take over a family business, or buy into a franchise that provides an established customer base and proven operational framework. Neither of my lunch guests today followed those routes: Cameron Motsenbock and Russell Jones started their respective businesses from scratch. Cameron Motsenbock, owner of Hands Over Hearts, describes her move into entrepreneurship as a 2 a.m. business decision. After years of attending nursing school and working as a medical assistant, Cameron literally woke up in the middle of the night and decided she wanted to become a businesswoman. Today, Cameron operates Hands Over Hearts, a locally-owned and operated business providing CPR training to elementary, middle, and high school students, university students, construction companies and many other workplaces that need employees certified in CPR, first aid and AED use. What started as a vision to make CPR training more affordable, accessible, and engaging has grown into a mission far beyond the classroom. Her company's catchy slogan is, "The CPR company you can't live without." Cardiac arrest in sports is rare but if you’re competing against or training with my next guest Russell Jones, you might want to know CPR. Russell Jones is the Owner of Russell Jones Kickboxing. He grew up in Gentilly in New Orleans during the 1970s when learning to fight felt like a necessity for young boys. He began learning kung fu in high school and, in 1978, began training under Grandmaster Karl Marx (yes, that's his real name) who introduced Russell to a system combining Japanese karate, judo, jiu-jitsu and weapons training. At 18, Russell began teaching martial arts through BREC at Forest Community Park, opened his own location a few years later, and turned professional in 1983 at age 22. Today, at 65, Russell’s proudest later-career fight came against an undefeated 27-year-old with a 22-0 record. Russel knocked him out with a head kick in the second round! Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ian Ledo and Miranda Albarez at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

Prinsjesdag was a day of sound and fury, with saboteurs disrupting the railways, protesters spray-painting the Royal route, and a King's speech signifying nothing but political paralysis. Rob Jetten's calls to the opposition to overcome their differences and back his budget fall on deaf ears as the rival flanks tell him to pick a side. A silent vigil is held in Rotterdam for a man who died while being arrested by police who wrongly accused him of stealing a fatbike. A 1700-year-old fragment of The Odyssey turns up in Utrecht. And in sport, Jutta Leerdam is taking a break from speed skating to spend more time on Instagram.

Texto extraído | Diario Cristiano Internacional.En el suroeste de Uruguay, Cardona pertenece al departamento de Soriano y se encuentra junto al límite con Colonia. Es vecina de Florencio Sánchez, con la que forma un mismo conjunto urbano, en la confluencia de las rutas nacionales 2, 12 y 57. Así se ubica esta ciudad del interior uruguayo que conserva, entre sus expresiones de fe, un monumento dedicado a la Biblia.Durante septiembre, el Centro Evangélico Misión Finlandesa invita a vecinos de Cardona, Florencio Sánchez y la zona a detenerse frente al monumento y descubrir su mensaje.“En el mes de la Biblia visibilizamos nuestro monumento a la Biblia en el Boulevard… su valor patrimonial en la ciudad como expresión de fe en la inquebrantable Palabra de Dios”, expresó el pastor Daniel Núñez.Según informó Cardona Hoy, el desafío consiste en identificar el texto grabado en bronce, fotografiarlo y enviar la imagen por WhatsApp al 099 389 685. Habrá premios y reconocimientos, entre ellos ejemplares de la Biblia. Núñez adelantó que la inscripción contiene un mensaje de Jesús, aunque reservó la frase para quienes se acerquen a descubrirla.Construido en 2010, el monumento también formó parte de un recorrido turístico religioso impulsado por la Secretaría de Turismo de Soriano y el Municipio de Cardona en abril de 2025.La propuesta invita a mirar nuevamente un lugar cotidiano y reconocer el significado que tiene para la comunidad cristiana: un testimonio público de su fe en la Palabra de Dios.Zoe Fm 91.5

健康生活: 腳踝扭傷 社會透視: 社會趨勢認知障礙 (重播) 空中花園: 吝嗇的拿八 https://www.facebook.com/SunshineCantonese

In recent years, there’s been a lot of discussion in the art world about accessibility. Not physical accessibility — though smaller or historic facilities often fall short on ADA compliance – but cultural accessibility, creating welcoming spaces for everyone in a community. Both of my Out to Lunch guests have spent much of their careers ensuring that art in Baton Rouge is free, inclusive, and vibrant. Jason Andreasen is the President and CEO of the Baton Rouge Gallery. Jason didn’t grow up immersed in the art world. His family didn’t frequent galleries, and his interest in contemporary art developed largely through his now-wife, local painter Lily Betancourt. In 2007, Jason started at the Baton Rouge Gallery as a part-time employee and moved into his leadership role a year later. Now in its 60th year, the Baton Rouge Gallery is the nation’s longest-standing artist cooperative, and prioritizes accessibility by making most events free and open to the public. Jason is no stranger to Out to Lunch. You can check out his earlier appearances and compare how things have changed in Baton Rouge. If you have ever been a guest at the Hilton Baton Rouge Capitol Center or heard a musical performance at Beauvoir Park in Mid-City, then you have probably noticed Nathan Logsdon's work. A native of Illinois, Nathan Logsdon landed in Baton Rouge in 1999, finding work with a local ironworker specializing in traditional hand-forged pieces. In 2002, Nathan went into business for himself building gates, railings and other architectural pieces. Two decades later, Nathan’s work spans practical welding, architectural metalwork, original artwork and commissioned pieces that depend as much on his particular artistic and technical skills than straightforward cutting and welding. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ian Ledo and Miranda Albarez at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

A school bus driver in Circleville, Ohio was told in block letters to end an affair or her husband would die, and he did. Decades later a New Jersey couple paid $1.3 million for 657 Boulevard and never spent a night there, because a stranger signing himself The Watcher kept writing to ask about the "young blood" in the house.EPISODE BLOG PAGE (includes sources): https://weirddarkness.com/circlevilleREAD or DOWNLOAD the full transcript of this episode: https://weirddarkness.tiny.us/2ycj6492FEATURED STORIES IN THIS EPISODE: Two stories of people living ordinary lives being terrorized by threatening, creepy letters in the mail. We'll begin in 1976 in Circleville, Ohio. Then I'll share a more modern story where a New Jersey family moves into a home and is terrorized for years by mail through 2017.CHAPTERS & TIME STAMPS (All Times Approximate)…00:00.00.000 = The Foreboding00:01:50.978 = Show Open00:03:06.569 = The Circleville Letters00:14:25.756 = The Westfield Watcher ***00:43:42.991 = Show Close*** = Begins immediately after inserted ad breakLISTEN ON PODCAST APPS: Look for this podcast on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, Pandora, TuneIn Radio, and other podcast apps. Get a list of free listening apps here: https://weirddarkness.com/wdapps*No AI Voices Are Used In The Narration Of This Podcast*SOURCES and RESOURCES:“The Circleville Letters” by Les Hewitt for Historic Mysteries: https://tinyurl.com/y8hhhjnr“The Watcher of Westfield” by Les Hewitt for Historic Mysteries: https://tinyurl.com/yadngrqd(Over time links may become invalid, disappear, or have different content. I always make sure to give authors credit for the material I use whenever possible. If I somehow overlooked doing so for a story, or if a credit is incorrect, please let me know and I will rectify it in these show notes immediately. Some links included above may benefit me financially through qualifying purchases.)WeirdDarkness® is a registered trademark. Copyright ©2026, Weird Darkness.Originally aired: June 2021LIKE WHAT YOU'RE HEARING? WEIRD DARKNESS posts episodes 7 DAYS A WEEK! Listen FREE wherever you get podcasts or visit https://weirddarkness.com/listen. • Paranormal • True Crime • Ghosts • UFOs • Cryptids • Unexplained • Want even more? Become an OFFICIAL WEIRDO for commercial-free episodes, bonus episodes, weeknight live chats, audiobooks & more at https://WeirdDarkness.com/OFFICIALThis episode of Weird Darkness follows two unsolved campaigns of terror by mail: the Circleville Letters that tormented a small Ohio town beginning in 1976, and The Watcher, an anonymous writer who drove a family out of a $1.3 million house in Westfield, New Jersey.It opens in Circleville, Ohio, where school bus driver Mary Gillespie started receiving block-lettered letters postmarked from Columbus accusing her of an affair with the school superintendent and warning that her house was being watched. Her husband Ron Gillespie got one ordering him to end the affair or die, and on August 19, 1977, after a phone call whose contents Mary never learned, Ron grabbed his pistol, drove off, and struck a tree at a nearby intersection. Police found the gun had been fired once, the postmortem showed his blood alcohol at 1.5 times the legal limit despite friends describing him as a teetotaler, and the crash was ruled an accident. The letters resumed and spread to elected officials, and in 1983 Mary pulled over her bus to tear down a sign threatening her daughter and found a box rigged with a booby-trapped pistol that failed to fire. Police traced the gun to her brother-in-law Paul Freshour, who was convicted of attempted murder on the strength of a disputed handwriting test despite an alibi. The letters kept coming from Columbus for the entire decade Freshour sat in prison, one of them mailed to Freshour himself, and six months after his release, when Unsolved Mysteries aired the case, the network received its own note signed The Circleville Writer.From there the episode moves to Westfield, New Jersey, where Derek and Maria Broaddus paid $1.3 million for 657 Boulevard in June 2014 and found a letter in the mailbox before they'd moved in, addressed to the new owner and signed The Watcher. The writer claimed his grandfather had watched the house in the 1920s and his father in the 1960s, named the Honda minivan out front, knew the ages and nicknames of the couple's three children, and asked whether the house would be filled with "young blood." Later letters described which bedrooms faced the street and asked whether the children would be afraid to play alone in the basement. Westfield police questioned the Langford family next door, a private investigator and a former FBI agent named Robert Lenehan built profiles, and a DNA test on one envelope came back female but matched no suspect. The Broadduses never spent a night in the house, sued the previous owners John and Andrea Woods over a similar letter received days before closing, and were denied permission to subdivide the lot in 2017. Two weeks after renters moved in, a fourth letter arrived promising car accidents, fires, and dead pets, and the case remains unsolved with the house still in the family's hands.

In this episode, Mohammad Hakima tells Jared about immigrating to the United States from Iran, experiencing culture shock in America, and the very different mechanisms of social control he encountered in each country. They discuss the freedoms that can be hard-won in Iran versus the subtler pressures of American life, including what Mohammad calls “manufactured desires”: the ways culture and consumerism can shape what we want while convincing us those desires are entirely our own.They also talk about how encouragement from others led Mohammad to take writing seriously and how writing ultimately gave him a greater sense of purpose. Mohammad reflects on the different possibilities of fiction and nonfiction, how the act of writing can illuminate where you need to go next, and his decision to pursue an MFA at The New School as a way to build community around a shared passion. They also explore the freedom of learning and teaching in an educational environment that encourages experimentation and the relationships that you can form through an MFA. Mohammad Hakima is a New York City-based author who moved to the US from Tehran, Iran and started writing after learning to speak English. His work is published in Prairie Schooner, Bellevue Literary Review, Black Warrior Review, Boulevard, Passages North, and more. He is the winner of Boulevard magazine's 2024 Nonfiction Contest. He's a 2024 Jack Hazard Fellow and a 2026 Periplus Fellow. He has also received a fellowship from Hawthornden Brooklyn, where he teaches a fiction workshop. His writing has received support from Vermont Studio Center, the Kenyon Writers Workshop, and the Sewanee Writers Conference. He has an MFA in fiction from The New School, and he's a high school special education teacher. You can find him at mohammadhakima.com.MFA Writers is hosted by Jared McCormack and produced by Jared McCormack, Hanamori Skoblow, and Brié Goumaz. New episodes are released every two weeks. You can find more MFA Writers at ⁠⁠MFAwriters.com⁠⁠.BE PART OF THE SHOW— Donate to the show at ⁠⁠Buy Me a Coffee⁠⁠.— Leave a rating and review on ⁠⁠Apple Podcasts⁠⁠.— Submit an episode request. If there's a program you'd like to learn more about, contact us and we'll do our very best to find a guest who can speak to their experience.— Apply to be a guest on the show by filling out ⁠⁠our application⁠⁠.STAY CONNECTEDInstagram: ⁠⁠@MFAwriterspodcast⁠⁠Facebook: ⁠⁠MFA Writers⁠⁠Email: ⁠⁠mfawriterspodcast@gmail.com

健康生活: 選擇適合的鞋 社會透視: 五大湖 空中花園: 為撒母耳哀哭 https://www.facebook.com/SunshineCantonese

Baton Rouge, like other cities, deals with what demographers call “Net migration loss.” Here, we use the term loosely. It’s not that the number of people leaving Baton Rouge is greater than the number of people moving here. What net migration loss means here is - there are more people leaving than staying. Why do people leave Baton Rouge? Typically, they’ll tell you, for opportunity. Not romantic opportunity or opportunity for spiritual growth, but career opportunity. The bigger a city, the greater the opportunity. Okay, so if you follow that logic, every time someone decides to leave Baton Rouge they make the city smaller. So, the best thing a person who wants more opportunity should do is, stay. Right? Most people don’t buy this argument. But both of my lunch guests today, do. Brett Roblez likes making movies. Typically, if you want a career in the film business, you have to move someplace where they make movies. Brett moved to Atlanta, a film production hub. But after a couple of years in the film business there he moved back home to Baton Rouge, because, he said, he missed crawfish. In 2022 Brett founded a local film production company Dinosaur Rumblings. In the beginning it was just him. Today, Dinosaur Rumblings has 10 full-time employees, and they make a full slate of feature films, commercials, and filmed social media content. All of it, Brett says, is the same quality as anything that comes out of Hollywood. Alysia Guin is bullish on making Baton Rouge an entertainment mecca too. Alysia is Director of Marketing & Partnerships at Raising Cane’s River Center. Raising Cane’s River Center hosts up to 375 events each year at its arena, theater, and convention center. There are Broadway productions, sporting events, community programming, and concerts that include an amazing list of superstars like Elton John, The Rolling Stones, and Lynyrd Skynyrd. The River Center has been hosting events for almost 50 years. Alysia has been Director of Marketing since the beginning of 2025. If you spend any time on social media, especially TikTok, you’ll see any number of well-meaning people encouraging you with variations on the theme, “You Go Girl”. One of these encouragements that you might roll your eyes at as you scroll by is, “Be the change you wish to see in the world.” That one is apparently not a Hallmark card, it’s a quote from Mahatma Gandhi. He was suggesting we should each individually take personal responsibility and lead by example to make the world a better place. If you ever think one person can’t make a difference, sure, you can point to Gandhi as an example of what one person can do, but locally, we could also point to Brett Roblez and Alysia Guin. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ian Ledo and Miranda Albarez at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

Amherst Supervisor Shawn Lavin on Boulevard Mall and Costco developments full 187 Fri, 04 Sep 2026 07:48:00 +0000 SMwiVcOD3FsrdPzERn2dBhI971dw4KRA news & politics,news WBEN Extras news & politics,news Amherst Supervisor Shawn Lavin on Boulevard Mall and Costco developments Archive of various reports and news events 2024 © 2021 Audacy, Inc. News & Politics News https://player.amperwa

WBEN's Tom Puckett on the latest on Boulevard Mall full 35 Fri, 04 Sep 2026 07:50:00 +0000 pcPB8XYc3FTBtWYQNJveDbCxPEEdw08M news & politics,news WBEN Extras news & politics,news WBEN's Tom Puckett on the latest on Boulevard Mall Archive of various reports and news events 2024 © 2021 Audacy, Inc. News & Politics News https://player.amperwavepodcasting.com?feed-

健康生活: 腳的韌帶 社會透視: 王子住美國 (重播更新) 空中花園: 放過掃羅 Health: Ligaments of the foot Society: A prince in America (repeat/update) Garden: Letting Saul go https://www.facebook.com/SunshineCantonese

Leute, ihr kennt ja das sehr alte Sprichwort: zwischen Pokal und Ligastart passt immer noch eine hochprozentige Pointe. Und deshalb versorgt uns der gut gebräunte und noch leicht angepilste Kult-Borusse Micky Beisenherz gleich zu Beginn mit der wahrscheinlich besten Stadion-Anekdote der Bundesliga-Geschichte. Eine morgendliche Arschbombe in den samtenen Alltag des Establishments, ein Schlachtengemälde des Boulevard. Irgendwo zwischen Franz Josef Wagner und Hans Leyendecker. Als wollte er, frei nach Stern-Gründer Henri Nannen, mit einem Gewitter starten. Und sich dann langsam steigern. Geistesblitzkrieg. Nebenmann Nöcker, nach lediglich drei Stunden Schlaf selbst nur müdes Lächeln, war dann auch angemessen fassungslos. Schaffte es aber doch überraschend schnell, den Gesprächszug wieder aufs Gleis zu stellen.So ging es schließlich doch hinein. In ein langes Wochenende, das mal wieder seine eigenen Gesetze hatte. Three Boys one Cup. Und Deutschlands größter Spieleabend, mit der immer noch und immer wieder großartigen und damit letztgültig besten Versuchsanordnung. Klein gegen Groß.David gegen Goliath.Der Zuse 1 gegen Jeddeloh IIUnd Fabi Reese gegen West-Berlin. Weil es natürlich das Schönste ist, wenn die Luft nach Sensation schmeckt. Und der Außenseiter genug Überraschung in den Eiern hat, um dem Favoriten ein Bein zu stellen. Womit wir naturgemäß auch sehr schnell bei beim BVB waren, dem besten zweiten Sieger aller Zeiten, dem es zuhause erneut nicht gelingen sollte, den Vogel abzuschießen, weshalb die Bayern einmal mehr mit Kakadu jubeln durften. Spieler des Spiels: natürlich Michael Olise, dem der Kicker deshalb einen Mugshot widmete, auf dem der Franzose aussieht, als würde er für Frank Farian singen. Der Stern des Südens, auch in dieser Saison das Ende vom Lied. Nun gut. Wir summen trotzdem mit. Wir kennen ja schon alle Strophen. Wer sich nach diesem intellektuellen Fullplayback allerdings nicht ganz zu Unrecht fragt, ob es denn gar nicht um die Bundesliga ging, um die Vorfreude und die Samstagskonferenz, um Transfers und Talente, um Köln und um Kühne. Und woher, verdammt noch mal, der Titel dieser Folge kommt. Dem, liebe Hörer, legen wir ans Herz, doch ganz hinein zu hören. In diese, unsere ganz persönliche zweite Runde. FUSSBALL MML - denn alles andere sind nur Bagpipes in Brentford. In diesem Sinne: viel Spaß!Werbepartner dieser Folge:Kicker: Sicher Dir jetzt kicker+ 3 Monate für nur 11,99€ statt 23,97€. Das Angebot läuft bis zum 30.09.26:  www.kicker.de/mml.AG1: Werbung⏐AG1 jetzt testen und auf https://drinkag1.com/mml die limitierte AG1 Morning Person Cap, 5 AG1 Travel Packs für unterwegs, eine Flasche Vitamin D3+K2 und das Welcome Kit — zusammen im Wert von 87 €, GRATIS sichern. Kein Risiko mit der 30 Tage Geld zurück-Garantie.Alle Details zu den gesundheitlichen Vorteilen findest du im Link. Studienergebnisse liegen AG1 vor, 2023.ARD Sportschau: Einschalten, immer samstags ab 18:00 Uhr im Ersten oder live streamen in der ARD-Mediathek: https://1.ard.de/sport-schau-ich-hier-kicker

Originalteile-Podcast – Folge #87 mit Tilmann Distelbarth (Verleger der Heilbronner Stimme) Tilmann Distelbarth über die Nacht des Cyberangriffs, das Erbe seines Großvaters, seine Wette auf gedrucktes Papier – und warum ihm künstliche Intelligenz aus Amerika Angst macht. In Folge #87 des Originalteile-Podcasts sitzt Tilmann Distelbarth am Mikrofon, Verleger der Heilbronner Stimme in dritter Generation. Sein Großvater Paul Distelbarth bekam 1946 die Lizenz der amerikanischen Militärregierung, sein Vater Frank führte das Haus dreiundvierzig Jahre. 1997 übernahm Tilmann – mit dreißig, und mit einer Ansage seines Vaters, die man sich merken sollte. Er erzählt vom Jungen am Frühstückstisch, der noch nicht lesen konnte und deshalb traurig war, weil er doch unbedingt »unsere Zeitung« lesen wollte. Von Jura in Tübingen, das er nicht zu fassen bekam, und von Rouen statt Paris, weil dort keine Deutschen waren. Vom Volontariat beim Tagesspiegel und bei der Münchner Abendzeitung – erst seriös, dann Boulevard, ganz bewusst. Und von der ersten schweren Entscheidung als junger Chef, als er eine Abteilung schließen musste. Dann die Nacht, die in diesem Haus keiner vergisst: 14. Oktober 2022, viertel vor eins, ein Anruf aus der Rotation. »Ich lese Ihnen mal vor. Auf Englisch.« Der Cyberangriff legt die komplette Stimme lahm. Warum am Ende der Wohnort des IT-Leiters entscheidend war, erzählt er selbst. Außerdem geht es um seine Rolle als Aufsichtsratsvorsitzender des Süddeutschen Verlags, um die Frage, warum sein Haus beim Cyber Valley andockt und nicht beim IPAI, und um künstliche Intelligenz: »Wer hat denn diese KI programmiert? Wer hat die Filter eingestellt?« Er sagt klar, dass ihm ein Amerika, wie es gerade unterwegs ist, echt Angst macht. Erfahrt mehr über Tilmann Distelbarths Blick auf Heilbronn, über die Zeitung als Vertrauensanker in einer Region im Umbruch, über Homeoffice, Nick Cave und den Neckar – und darüber, warum ein Mann, der ein Medienhaus mit fast 500 Beschäftigten führt, keinen aktiven Social-Media-Account hat. Neu: Originalteile gibt es ab sofort auch als Video-Podcast. Ihr könnt die Gespräche jetzt nicht nur hören, sondern auch sehen – mit allem, was dazugehört: Blicke, Pausen, Lachen. Am Bild schrauben wir weiter. Weblinks & Social Media der Heilbronner Stimme: Web: www.stimme.de Instagram: www.instagram.com/heilbronnerstimme/ Facebook: www.facebook.com/heilbronnerstimme LinkedIn: www.linkedin.com/company/heilbronner-stimme/ Audio: Philipp Seitz (www.philipp-seitz.de) #heilbronn #podcast #originalteile #heilbronnerstimme #tilmanndistelbarth #verleger #lokaljournalismus #cyberangriff #zeitung #videopodcast

Live Recorded Set from VirtualDJ Radio ClubZone

Hour 3 of Jake and Ben on August 14, 2026 Cincinnati Insider Keegan Nickoson talks Big 12, new look Bearcats after Brendan Sorsby  What is Deion Sanders hiding from reporters at Colorado open practices? Aaron Rodgers loves football, family and ayahuasca

Merriam-Webster's Word of the Day for August 11, 2026 is: baptism of fire • BAP-tiz-um-uv-FYRE • noun A baptism of fire (or baptism by fire, as it is sometimes referred to in the U.S.) is an introductory or initial experience that is a severe ordeal. In military contexts, baptism of fire specifically refers to a soldier's first exposure to enemy fire. // The newly recruited player faced a baptism of fire as the team went head to head with their greatest rival. See the entry > Examples: "It was my first day on the slopes, and in my naivety I had tackled Avoriaz's famous Boulevard des Skieurs after one three-hour lesson, before I could even really turn. At 36, this was a baptism of fire." — Jaymi McCann, The Week, 23 Jan. 2026 Did you know? The military sense of baptism of fire can be found in, among other texts, a 1907 history of a Massachusetts regiment in the Civil War: "That night we camped sixteen miles from Baton Rouge where we remained until the 21st, on which day we received our baptism of fire." Users of that sense, referring to a soldier's first exposure to enemy fire, as well those employing the more general sense of an especially difficult initiation, both allude (knowingly or unknowingly) to a Biblical passage: "I baptize you with water for repentance, but he who is coming after me . . . will baptize you with the Holy Spirit and with fire" (Matthew 3:11, RSV). The use of baptism of fire to refer to such a spiritual baptism dates to at least the early 1600s. Non-biblical, metaphorical use for any introductory or initial experience that is a severe ordeal arose in the mid-1850s.

Seth and Marc bring in Skyler to discuss one of his favorite bands and one of his least favorite songs by them... Green Day's Boulevard Of Broken Dreams. We discuss if this was actually written by an angsty middle schooler and wonder whether or not he walks alone.Special Guest: Skyler Denison.

Robin's last dramatic role is about a man who feels as though his entire life has been a lie and sets out on a course of rediscovery.

Meyer, Michael www.deutschlandfunk.de, @mediasres

"Dearly beloved, We are gathered here today to get through this thing called life." You might recognize those lines as the opening of Prince’s 1984 song, “Let’s Go Crazy.” In this classic pop song, Prince is making the point that life is short and we should make the most of it. Prince encourages us to celebrate the joy of living with the chorus, “Let’s go crazy, Let’s get nuts.” Here in Baton Rouge, Mike Andrepont gets crazy for a living. Mike specializes in what we might call Joy-Maxxing: celebrating life’s high-points with his company, AFX Pro. AFX Pro is a special effects company. Their work includes pyrotechnics, stadium tunnel and smoke lighting, weddings, concerts, festivals, and corporate events. Even if you don’t live in Baton Rouge you’ve probably seen AFX Pro's creations because their clients include the NFL, NBA and NCAA. Locally you might have seen their Joy-Maxxing celebrations at an LSU Tigers event, a couple’s first dance at a wedding or a gender reveal party. For some people, celebrating life doesn’t come quite so easy. That’s because they’re starting from a more challenging everyday baseline. And when I say “they,” this group of people might well include you. If it doesn’t it probably includes someone you know, because according to government statistics, roughly 20% of adult Americans take anti-depressant or anti-anxiety medication. These 58 million Americans are trying their best to live contrary to Prince’s advice. They’re trying to not go crazy, not get nuts. Here in Baton Rouge, Leigh Blanchard is dedicated to improving the lives of people dealing with anxiety, depression, emotional trauma and chronic stress, using techniques like Reiki therapy, hypnosis, Somatic healing, Aromatherapy and other wellness practices. Leigh is the Founder of the wellness clinic, Life Plus You, on Essen Lane. The Declaration of Independence grants us the right of “the pursuit of happiness.” Some students of US history say the word “pursuit” is intended to be a verb, meaning happiness is something we have the right to chase after. That’s how most of us interpret it. But other scholars say “pursuit” is a noun. Happiness is a pursuit, like the pursuit of stamp collecting, or the pursuit of bird watching. In that sense, happiness is a state of being. Rather than something we’re chasing after it’s something we’ve been granted and need to preserve, like life and liberty. Mike is involved in maximizing moments of already existing happiness, the noun, and Leigh is involved in the active pursuit of happiness, the verb. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ethan Castille at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

Cameron is joined by Nina Traster, Founder, Clinical Director, and Aesthetic Injector at iConcierge MedSpa, and they discuss the importance of training, both for herself and her staff, and her role as a Galderma trainer. She discusses her approach to treatment planning, patient consultations, and the significance of building trust with patients. They also highlight the importance of hiring staff with medical backgrounds and the strategic growth of her practice, which includes triple booking and maximizing efficiency. Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Nina's journey from a small studio to a 16-treatment room facilityThe importance of slow, strategic growth and space planningBuilding a team: hiring, internship programs, and staff trainingThe significance of treatment planning and patient educationHow to leverage social media and reputation to attract global clientsThe benefits of becoming a Galderma trainer and a brand advocateWorkflow optimization with Boulevard software and scheduling strategiesManaging patient relationships, trust, and high-quality careBalancing work and family while maintaining high energy and passionFuture plans: creating a Patreon for injector education and expanding digital presenceMedical Millionaire: The Blueprint for Scaling a World-Class Medical Aesthetics PracticeWelcome to Medical Millionaire, the go-to podcast for forward-thinking Medspa owners, Medical Aesthetics leaders, Plastic Surgery & Dermatology practices, Concierge Wellness clinics, and Elective Healthcare entrepreneurs who are ready to scale with intention and operate like a true, high-performing business.If you're building, growing, optimizing, or preparing to exit your aesthetics or wellness practice, this show is your competitive advantage.Hosted by Cameron Hemphill Your Guide to Sustainable, Scalable Growth Your host, Cameron Hemphill, is one of the most trusted growth strategists in Medical Aesthetics and Elective Wellness.With over 10 years in the industry, Cameron has helped scale 1,000+ practices and more than 2,300 providers, working alongside the most recognized KOLs, national brands, EMRs, tech companies, and private equity groups, shaping the future of aesthetics. From marketing to operations, from finance to leadership, Cameron brings a real-world, data-driven perspective on what it takes to turn a practice into a powerful business engine.What This Podcast Is All About: Each episode takes you behind the scenes of the fastest-growing practices in the country, revealing the systems, strategies, and mindset required to win in today's Medical Aesthetics landscape.Expect tactical insights, step-by-step frameworks, and conversations with:Industry thought leadersTop injectors & medical directorsEMR & tech innovatorsOperations expertsMarketing strategistsPrivate equity & M&A advisorsWellness and longevity pioneersThis is where aesthetics, business, technology, and wellness converge. What You'll Learn on Medical Millionaire Every week, you'll access expert guidance to help you scale profitably and predictably, including:Marketing & Brand PositioningCRM + Lead Management SystemsPatient Acquisition & ConversionEMR Optimization & Tech Stack ArchitectureSales Psychology & Consultation MasteryFinance, KPIs, and Practice EconomicsOperational Workflows & AutomationIndustry Trends Backed by Real Benchmark DataPatient Retention & Lifetime Value ExpansionMindset, Leadership & Team DevelopmentWhether you're opening your first location or running a multi-million-dollar enterprise, you'll gain the clarity and direction to grow with confidence. A Show Designed for Every Stage of Practice Growth Medical Millionaire breaks down the journey into four essential stages, showing you exactly how to move from one to the next:Startup – Build the foundation and attract your first wave of patientsGrowth – Scale revenue, expand services, and strengthen operationsOptimize – Increase efficiency, margins, and customer experienceExit – Prepare your practice for maximum valuation and acquisitionIf You're Ready to Grow, This Is Where You Start. Tune in weekly for actionable insights, expert interviews, and the exact playbooks high-performing practices use to dominate their markets. This is the podcast for Medspa owners who want more than a job; they want a scalable, profitable, industry-leading business. Welcome to Medical Millionaire.Let's build your practice into the empire it deserves to be.

Eine US-Invasion im Süd-Iran könnte die Pforten der Hölle öffnen. Klingt nach Boulevard, aber die Aussage stammt von unserer renommierten Nahost-Expertin Gudrun Harrer. Denn laut ihr und anderen Experten häufen sich die Anzeichen, dass es tatsächlich zu so einer Invasion kommen könnte. Wir schauen uns das heute im Detail an und sprechen auch darüber, warum die Situation jetzt erneut eskaliert ist.

Laura Nichols never expected aesthetics to become her career. Originally from Lake Charles, Laura came to Baton Rouge to attend LSU and then spent the next decade working as an emergency room nurse before returning to school to become a nurse practitioner. Her first job as a nurse practitioner required a lengthy commute and 12-hour shifts, an arrangement Laura quickly realized wasn’t sustainable as a single mother with two children. Around the same period, Laura became fascinated by the science behind aesthetic medicine after she received a Botox treatment. She began learning injectable procedures and offering services to a small group of ten existing patients she already knew and trusted. When the pandemic disrupted her practice, Laura temporarily worked in urgent care while continuing aesthetic treatments out of a salon on the side. Over the next two years, her client base grew to roughly 200 patients. Eventually, Laura realized the business had outgrown its informal beginnings. So, in 2022, she signed a lease on her own space, and The Face Place officially opened on Perkins Road in March 2023. Now, suppose Laura doesn't want the story to end here. Suppose she has her sights set on growing her business, expanding, maybe, even into other states. Or other countries. After all, WalMart started with a single store in Arkansas. Okay, but it's not 1962. So how would Laura make a dream like that actually happen today? She might turn to a type of investor called an angel. And specifically she might turn to an organization called Gulf South Angels who specialize in investing in companies with growth potential and in helping them with guidance and expertise. Gulf South Angels ranks among the top angel investment organizations in the country in terms of both membership and capital deployment. Here in Baton Rouge the go-to Gulf South Angel to contact is Rick Bond. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ethan Castille at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

Widening Peña Boulevard is still very much on the table, but DIA officials have recently agreed to explore options beyond just making more room for cars. Could a dedicated bus lane be in the highway's future? Editor-in-chief of The Lever David Sirota joins host Bree Davies to talk about all the ways to get to DIA. Also, they dig into the latest numbers on aggressive driving and Colorado's very bad road rage problem. Then, Water World's brand new Summit Canyon opens this week and David has thoughts about it! Bree mentioned the Peña Boulevard expansion project's open house happening July 23 at the Green Valley Ranch Rec Center and Greater Denver Transit's analysis of the project.  We're doing our annual survey to learn more about our listeners. We'd be grateful if you took the survey at citycast.fm/survey—it's only 7 minutes long. You'll be doing us a big favor. Plus, anyone who takes the survey will be eligible to win a $250 Visa gift card–and City Cast Denver swag. For even more news from around the city, subscribe to our morning newsletter at denver.citycast.fm. Follow us on Instagram: @citycastdenver Chat with other listeners on reddit: r/CityCastDenver Support City Cast Denver by becoming a member! How do you get to DIA? Text or leave us a voicemail with your name and neighborhood, and you might hear it on the show: 720-500-5418 If you enjoyed this interview with Kelsey Simpkins, the Communications and Programs Manager at the Regional Air Quality Council, learn more here. Learn more about the sponsors of this July 15th episode: Denver Film Denver Health Colfax Ave BID Colorado Lottery Looking to advertise on City Cast Denver? Check out our options for podcast and newsletter ads at citycast.fm/advertise

Aujourd'hui, Charles Consigny, avocat, Jean-Loup Bonnamy, professeur de philosophie, et Fatima Aït Bounoua, professeure de français, débattent de l'actualité autour d'Alain Marschall et Olivier Truchot.

It's no secret that Amazon and e-commerce in general has been eating retial stores' lunch. You've probably thought to yourself one time this week already - "Do I really have to go to a store to buy that? Couldn't I just order it online?" Well, yes, of course, you can order just about everything online, but it's just not the same as going into a store. Is it? So, if we agree on that, what exactly is the difference? All things being equal, like price and availability, why do we prefer to go shopping in the real world? The secret, as best I can tell, has nothing to do with merchandise. It has to do with another human being actually caring about your happiness. Chase Bass runs George Bass, a family-owned men’s clothing store with locations in New Orleans, Baton Rouge and Covington. His father George started it, and Chase grew up in it. Some of Chase’s earliest memories are of time spent in the shop. He worked there through high school, went to college, tried investment banking after graduation, and fairly quickly realized that wasn’t the life he wanted. In 2010, Chase’s father saw an opening and offered Chase a job launching the Capital Region location, and Chase has been running the shop in Baton Rouge ever since. George Bass is known for premium menswear and custom clothing, but Chase will tell you pretty quickly that clothes are almost beside the point. The store keeps detailed profiles on every customer — measurements, past purchases, even photos — and the sales staff doesn’t work on commission. Chase says the goal is a customer for life, not a sale this afternoon. They don’t advertise; everything runs on word of mouth. Catherine Pletsch has been needlepointing since she was four years old. Her grandmother taught her. As a teenager she became a regular at The Elegant Needle, then owned by a woman named Marion Gremillion. At 18, Catherine was working Thursday evenings while Marion went to the symphony. By her senior year of college she was working Fridays too. Catherine spent years after college doing other things — wedding planning, church administration, LSU admissions, a law office, a bed-and-breakfast. When she moved back to Baton Rouge from Texas, buying The Elegant Needle became a real possibility. Twelve years ago she did. The Elegant Needle has been around for more than 30 years and has had a genuine resurgence lately. The pandemic brought people back to slow, handmade things. And then in 2023 a TikTok video featuring needlepoint Christmas décor went viral and introduced the craft to a whole new generation. About a third of Catherine’s customers today are first-time stitchers. The first stitch Catherine’s grandmother ever taught her was a French knot, which she still works into special family projects whenever she can. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show by Ethan Castille at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

Salvatori Ferragamo didn’t make beautiful shoes, he made shoes that work with the human body beautifully. Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Rocket Cooling Ad] Dave Young: Welcome back to the Empire Builders Podcast. Dave Young here along with Stephen Semple, and we’re talking about businesses and empires and how people grew their business and the decisions they made and all of those things. Hi, Stephen. Stephen Semple: Hey, David. Dave Young: I’m struggling here because you told me we’re going to talk about Ferragamo. Stephen Semple: Yes. Dave Young: And you’re not even going to understand this. I think it’s a clothing thing, a fashion thing. Stephen Semple: Yep. Dave Young: But let me tell you what comes to my mind, my adult 60-plus-year mind. Stephen Semple: Oh, this should be entertaining. Dave Young: I think back in the ’70s, I think, the University of Nebraska Cornhusker football team had a quarterback named Vince Ferragamo. Stephen Semple: Oh, there you go. Dave Young: He’s a pretty good guy. Pretty good quarterback. And that’s what I though of when you said Ferragamo. Stephen Semple: Okay. Not him. Dave Young: Fashion didn’t come into it. So it’s not him. Stephen Semple: Not him. Dave Young: So there’s another Ferragamo somewhere. Stephen Semple: There is, believe it or not. Dave Young: Oh, I’m all ears. Stephen Semple: Well, here’s the thing that’s kind of interesting about Ferragamo. They’re a pretty big player in the luxury brand space. They mainly do shoes, but it’s not as big as Gucci or Hermes or some of those other ones, but they still do like a billion dollars in sales. They’ve got, call it about 3,500 employees worldwide. They have 450 stores. 85% of their sales are shoes and their shoes for the most part run from about $750 US to about three grand. Dave Young: Okay. Are you wearing yours right now? Stephen Semple: I do not have a pair. Dave Young: Okay. Stephen Semple: Do not have a pair. But what’s really interesting, so the company was founded by Salvatore Ferragamo, who was an Italian immigrant. The company was started in 1923 when he opened the Hollywood Boot Shop in California where he became known as the shoemaker to the stars. Dave Young: I was thinking this would be an Italian company, but this is an American immigrant story. Stephen Semple: Well, except in 1927 he returned to Italy and he established the company in Florence. And in 1938, he purchased the historic Palazzo Spini Feroni, which remains the company’s headquarters. And this is kind of where my story starts. Dave, as you know, I was recently in Florence where I spent two weeks just wandering the city and I literally came across the Ferragamo headquarters, which is this stunning old building that’s just right off the banks of the Arno River in the center of the city. It’s this beautiful store that on the ground floor, there’s a store on the ground floor, there’s the offices above. It’s all been beautifully restored and a museum in the basement. Dave Young: Wow. Stephen Semple: So I had to visit the museum. Dave Young: And we missed the opportunity for you to just have me fly over and we’d do this live from the plaza. Stephen Semple: That’s it. We did miss this opportunity, but it’s always an opportunity for an update. So I had to visit the museum and this is where I learned the story of Salvatore Ferragamo, which actually turned out to be really fascinating. He is a very real Renaissance-style man, or he was. Engineer at heart, studied anatomy, had patents for other industrial machines. And this is what really made him different. In the early 1900s, most shoemakers believed their job was to make attractive shoes. That’s kind of how the industry leaned. And Salvatore believed his job was to make shoes that worked with the human body. So he did something different. He studied anatomy. Dave Young: I like this guy already. Stephen Semple: He attended classes… Yeah. He attended classes where he learned how the foot carried weight, how the arch functioned and why fashionable shoes were painful. Then he redesigned the shoes based upon what he discovered. And to me, that’s part of the Ferragamo story that’s worth listening to. It’s not just about the shoes, but it’s the moment where he stopped thinking like a shoemaker and started thinking like a customer. Now, this was in the museum, which is kind of a tribute to the business. So how true is that statement? Dave Young: Yeah. Stephen Semple: So the next day I’m standing in line to climb the 458 stairs to the top of the Duomo in Florence. So while standing in line, often what happens, people get talking about where are you from? How long you’ve been? What have you seen? And the lady in front of me, Susan, asked an interesting question, “Have you seen anything that has surprised you?” And I told her about the Ferragamo Museum. I said, “That surprised me. It was really cool, really, really well done.” And she immediately told me they were her favorite shoes and she had a couple pair. Dave Young: All right. Stephen Semple: I then asked her an important question. I said, “Susan, are they comfortable?” He said, “Surprisingly so.” Dave Young: All right, there you go. Stephen Semple: So I was in that moment sold, need to tell the story. In fact, went back to the museum, took more notes. Dave Young: Gotcha. Stephen Semple: So Salvatore Ferragamo was born in June 5th, 1898 in Bonito, which is just outside [inaudible 00:06:31], he was the 11th of 14 children. Dave Young: Wow. Stephen Semple: His parents were poor farmers with a small piece of land and much of the older children immigrated to the United States. So Salvatore’s sisters were being confirmed and by tradition in confirmation, you’re required to wear white shoes, which the Ferragamo family couldn’t afford. So Salvatore worked basically through the night making shoes for his little sisters. And he was like nine at the time. So basically a shoemaker was born. Dave Young: That’s amazing. Stephen Semple: So when his father died in 1912, the family situation got worse and shortly afterwards, Salvatore went to Naples to learn as much as he could about shoemaking. And when he returned to Bonito, he opened a small shoemaking business with six people, but his aspirations were larger than that. And he decided to do what many Italians at the time did, join his siblings in America. So March 24th, 1915, he basically sailed to New York where he landed at Ellis Island on April 7th. And from New York, Salvatore moved to Boston where he started working for the… God, the name of this company, you’re going to love the name of this company. The Thomas G. Plant Queen Quality Shoemaking Company. Dave Young: Amen. Stephen Semple: But they were doing these machine-made shoes and they didn’t have the same quality as the ones produced by hand. So he wasn’t really loving it, but he learned something. So he moved to Santa Barbara, California, where his brothers Alfonso, Girolamo and Secondino had settled. So in Santa Barbara, he opened his first custom shoe repair shop on 1033 State Street. And he was introduced to the world of cinema by his brother Girolamo, who ironed clothes for the American film company, and his cousin Jerry, who is a character actor in the serial, The Diamond from the Sky. So through his brother, Salvatore got a boot order for early Western movies and this opened the doors to Hollywood. But in 1916, Salvatore attended anatomy classes. We talked about the anatomy classes at the University of Southern California where he discovered the secret of comfortable shoe was supporting the arch of the foot, all about the arch of the foot. Now, life-changing thing happens for him. February 4th, 1920, he’s driving his car and he gets in a serious accident. His brother Alino dies and he actually almost lost his own leg. At Bard Memorial Hospital in Ventura, he decided to apply his learning of anatomy to designing a machine for limb traction to help- Dave Young: Really? Stephen Semple: Yes, to help in his own recovery. And this shapes his thinking. 1923, he transferred his business to Hollywood where he acquired the lease of the Hollywood Boot Shop at 6687 Hollywood Boulevard, just across from the Grauman’s Egyptian Theater. 1923, film director Cecil B. DeMille commissions Ferragamo to make footwear for The Ten Commandments. Other directors start to hire him for doing footwear and he starts collaborating with other directors such as David Wark Griffins, James Cruze, a whole bunch of them. But February 1926, Ferragamo received an American citizenship and a passport. So he’s now an American citizen. And he decides, here’s what he wants to do. He wanted to expand production but maintain quality and style. And he decided he was going to handcraft shoes in Italy and distribute them through the Hollywood store to these American clientele that he was developing, because this also opened up him doing work with the movie stars, right? So in 1926, he sets up Ferragamo Inc. And he leaves the United States and basically takes a liner to Rome and basically settles in Florence. And he gives birth to a company doing like 360 pairs of shoes a day thanks to 750 shoemakers. But here’s what he did. So remember he was working with the place that was manufacturing shoes? Dave Young: Uh-huh. Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off and trust me, you haven’t missed a thing. Stephen Semple: And he gives birth to a company doing like 360 pairs of shoes a day thanks to 750 shoemakers. But here’s what he did. So remember he was working with the place that was manufacturing shoes? Dave Young: Uh-huh. Stephen Semple: Well, he looked at that manufacturing process and he went, “Well, you could do the same thing but still handcraft them or you break everything into… Dave Young: Into pieces. Stephen Semple: … to pieces. Dave Young: This is the production line story. Stephen Semple: The production line story except applying it to craftsmen. Still a handcrafted, small run of shoes. Dave Young: Yeah, I love it. Stephen Semple: Because when they make their shoes, they don’t make 5,000 pairs. They make a small run of the shoes. But this human chain came from production. So he applied the assembly line approach he learned in America for making machine-made shoes and applied them to handmade shoes. 1920s onward Ferragamo experiments with all sorts of different materials. He was this real artisan who experimented with fish skin and straw and cork. And he patented lots of footwear such as the wedge. All sorts of different designs he comes up with. And in 1938, he rents a few rooms in the building he’s in today, establishes the workshop, and later he’s able to purchase the entire palace, which has been the headquarters ever since. And basically the Salvatore Ferragamo became a symbol of Italy’s reconstruction after the war through design and production. And they did a lot of inventions, the invisible sandal where the upper’s made of nylon thread, which in 1947 he received the Neiman Marcus Award, which is basically one of the Oscars of the fashion industry. And it was the first time it was awarded to an Italian for footwear. They basically did big innovations with stiletto heels, all sorts of things. Now there’s no question there weren’t setbacks along the way. 1929, the market crash hurt the company. ’33, they had to declare bankruptcy, but they came back. And he was a real Renaissance man. Among the patents held by Ferragamo, there’s many that have nothing to do with footwear, such as he has a patent on an offensive and defensive anti-aircraft system. Dave Young: Really? Stephen Semple: And a patent on the construction of Navy forts and a patent on a multiple launch torpedo. Dave Young: Holy cow. That’s amazing. Stephen Semple: Right? But the big thing that he talked about in his memoirs was he loved feet. He had this fascination with feet. He wrote in his memoirs, “I love feet. They talk to me. As I take them in my hands, I feel their strengths, their weaknesses, their vitality, or their failings. A good foot, its muscles firm, it’s arch strong is a delight to touch. A masterpiece of divine workmanship.” He doesn’t sound like an engineer, does he? Dave Young: No, but recognizing that there’s engineering going on, especially in your foot, it’s one of the most complicated parts of your body. Stephen Semple: Another thing he wrote in his memoirs was, “When I began studying human anatomy, I found my first clue to the problem in the distribution of weight of the body over the joints of the foot. I discovered the interesting fact that the weight of our bodies when we are standing erect drops straight down on the arch of the foot.” So when he studied foot mechanics, he was looking at the laws governing the way we walk, the architecture of the skeleton and how muscles function. And what he understood was how important weight distribution is between the center of the plantar arch and the ends of the foot, the heel and the toes, especially in motion, like that the foot provides joints and swivels and does all of this other stuff. So to support this complex structure, Ferragamo created this special steel shank inside of the shoe that allows the foot to move like an inverted pendulum is how he described it. Dave Young: Oh, wow. Stephen Semple: So he looked at how architects and builders of cathedrals use plumb lines to find the medial line and he applied that to the body to create this axis of equilibrium that sits right on the center of the plantar arch. Dave Young: Oh, that’s amazing. Yeah. Stephen Semple: And he had books and books and books on this in terms of how he was studying how the foot moves in standing and walking and things along that line. And his list of innovations went on and on and on and on. It was just really, really crazy. And as I said, when I looked at it, I went, “This guy is… He’s a Renaissance man. He’s an engineer. He’s an artist. He’s a philosopher.” He even had things where he talked about how there was these different personalities of women and how they interacted with their footwear. Dave Young: Sure. Stephen Semple: He created what we would call character diamonds where here’s their strength, here’s their weakness. It was amazing. Dave Young: Oh, he’s the kind of guy that if you walked past him, he could tell you exactly where your foot hurts, where your back hurts. Right? Stephen Semple: Yeah. Dave Young: He can see that anatomy. He can see the forces at work. Stephen Semple: Yes. Dave Young: Those kinds of people are rare and kind of cool to interact with. Stephen Semple: Yeah. And even his early advertising, much more avant-garde art than commercial advertising. He hired this futuristic artist, Lucio Venna, to create his logo and advertising posters. And if you look at them, they were not typical shoe ads. They were artistic and abstract and in some ways you weren’t even sure… They were really beautiful and cool and inspiring. Dave Young: That’s awesome. Stephen Semple: So you can now see why when I visited the museum and I’m reading all of this stuff that I got unbelievably fascinated. And then when I meet the woman who was like, “Oh yeah, no, the shoes are surprisingly comfortable.” I’m like, okay, I need to go back. Dave Young: I think you’d look fine in a nice wedge. Stephen Semple: There you go. There you go. I find the wedges ugly. I was actually disappointed he invented those. And then even afterwards, I went into the store and looked at the shoes and the shoes are absolutely beautiful. Stunning. Dave Young: Very cool. Stephen Semple: So the thing I found that was interesting to me, there was a couple of lessons here. And I find this is a really common reoccurring theme with a lot of the empires, not thinking like somebody from the industry, but thinking like the customer. And he followed his passion, but his passion was to solve a problem. Yes, he wanted to create beautiful shoes, but lots of people were creating beautiful shoes. What he wanted to create were beautiful shoes that were comfortable. And he applied all that engineering knowledge to fashionable shoes. Dave Young: Gotcha. Yeah. Yeah. Stephen Semple: He was thinking like a customer and he changed the way we look at shoes, he changed the way they were engineered. And he also then changed the way handcrafted shoes are made. He looked at that mass manufacturing model, which didn’t appeal to him, but looked at it and said, “I can apply this to handcrafted shoes.” Dave Young: All right. What a great story. What’s really strange, it’s a reverse immigrant story. He immigrated to the US, became a citizen, and then went back to Italy to change the world. Stephen Semple: Yeah. Dave Young: All right. Stephen Semple: Everything about this guy was fascinating. And there was even a thing where they were talking about when he passed away, his personal book collection and how it had philosophy in it and religion in it and engineering in it and books on art in it. Just again, all of this very much Renaissance thinking. If you think about people like Leonardo da Vinci, who’s from Florence, that’s what he was. He was an artist and an engineer. Dave Young: Yeah. Great story. So I’m going to bring this full circle to the Nebraska quarterback, Vince Ferragamo. Stephen Semple: There you go. Okay. Dave Young: I did a quick Google search while you were talking to see if they were related. Stephen Semple: Yes. Dave Young: And I don’t think they are because in 2016, the shoe company sued Vince Ferragamo for a trademark infringement. I don’t know the details. It was behind a paywall, but I got the gist of it from the headline that probably not the same family. Stephen Semple: Or from the branch of the family that everybody was like, “Those guys [inaudible 00:20:28].” Dave Young: Yeah. The black sheep. The ones that stayed in the US. Stephen Semple: Well, we sent them to Nebraska for a reason. They were supposed to just stay there. Dave Young: Well, I don’t know where he’s from. He’s probably recruited to Nebraska. Well, I appreciate the Ferragamo story. Great. Stephen Semple: I knew you would like it because it was just one of those ones where it was like this guy was a really interesting dude. Dave Young: Yeah. We’d loved to have hung out with that guy. Stephen Semple: That’s actually the thing. The more I read about it, this would be one of those people that if he were alive today, I would say I would want to sit down and have an espresso with this guy. Dave Young: Yeah, absolutely. All right. Well, trying to think of a good sign-off for a shoe company. Safe walking out there and we’ll see you next time on another episode of the Empire Builders Podcast. Stephen Semple: All right, thanks, David. Dave Young: Thank you. Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big, fat, juicy five-star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

Y’all – the streak of bad luck has been broken! To catch you up to speed, in case you don’t know what I’m referring to… I started off 2026 with a goal to offer premium clones of OG craft beer legends for our Trub Club members AND also nab interviews with the people and/or the brewers behind those legends. In January, we brewed a Shiner Bock and interviewed Shiner brewmaster, Greg Hybner. In February, we brewed a Real Ale Fireman’s 4 clone and spoke with their founder, Brad Farbstein. Then, in March, I felt like the king of podcasting because I got an interview with Russian River living legend, Vinnie Cilurzo. I was on top of the world… and then… Boston Beer big timed me. Then, Sierra Nevada ghosted me. But that ends today because the good people at Boulevard Brewing stepped up and sent their best to be a guest on this week’s show. I am so delighted to sit down with Adam Hall, the brand manager for Boulevard, to discuss the history of Boulevard Brewing and, specifically, what makes Unfiltered Wheat so special. Thank you so much for tuning into the Homebrew Happy Hour podcast!… THE home brew #podcast where we answer all of your home brewing questions and discuss anything related to craft beer! A NOT SO SUBTLE REMINDER: If you appreciate the things we do here at Homebrew Happy Hour, consider joining our Trub Club! — https://www.patreon.com/bePatron?u=21132635 On Today’s Show: How to Clone Boulevard Unfiltered Wheat Beer with Adam Hall Links for this episode:Boulevard Brewing Co: https://www.boulevard.com/Brew Unfiltered Wheat: https://www.patreon.com/bePatron?u=21132635 We want to hear from you! If you have a question that you'd like us to discuss on a future episode, please click on the “Submit a Question” link at the top of our website or you can now call in your questions via our questions hotline @ 325-305-6107 and leave your message after the beep. Let us know what you think and enjoy the show! cheers, joshua ———————– Thank you to our show's sponsor, Hops Direct! Family owned and operated, Hops Direct provides a wide variety of hop selection and ships directly to your door. Learn more by visiting https://hopsdirect.com/?utm_source=HHH&utm_medium=link&utm_campaign=HHH+link ————————– CellarScience offers premium dry yeast that delivers higher cell counts than typical liquid pitches, meaning you get a stronger, healthier fermentation without the hassle. The best part? You can Direct Pitch right into your wort—no starters, no waiting, just brewing. Whether you need their new ‘WEST COAST’ strain for a classic American IPA, or ‘JUNGLE’ for massive fruity esters, they've got your next batch covered. Join a recipe receiving tier of our Trub Club today because every kit that ships out now includes premium CellarScience Yeast, join at https://www.patreon.com/HomebrewHappyHour ————————– Real innovation in base malt doesn’t come around often. But as the world's largest producer of specialty malt, Viking is changing the game. Sourced strictly from local farmers in Northern Europe—where harsh winters naturally reduce the need for chemical pesticides—Viking delivers pristine, non-GMO barley that consistently wins gold medals at major pro and homebrew competitions. Because of direct importing, you get access to this exact same pro-level quality at a price that easily competes with standard, cheaper domestic malts.Join a recipe receiving tier of our Trub Club today because every kit that ships out now includes premium Viking Malt, join at https://www.patreon.com/HomebrewHappyHour————————– This episode is brought to you by Brewer’s Friend! Brewing beer at home isn't just about the ingredients, it's about precision. And that's where BrewersFriend.com comes in. Whether you're dialing in your very first recipe or perfecting your hundredth, Brewers Friend gives you the tools to brew with confidence. Their recipe builder, mash calculators, and water profile database helps take the guesswork out of the process so you can focus on what matters: making great beer! Plus, Brewers Friend isn't just software, it's a community of passionate homebrewers, sharing recipes, tips, and feedback. It's like having a brew club in your pocket! Head over to BrewersFriend.com today and take your homebrewing to the next level. Use promo code HAPPYHOUR to save 25% OFF premium memberships! That's BrewersFriend.com…because better brewing starts with better tools! Click here to use our link: https://bit.ly/3N7uQbm ————————– Become a Patron! Reminder that these episodes are ultimately made possible because of YOUR support. Consider becoming a member of our TRUB CLUB via our Patreon page and receive perks such as merch, exclusive group access and content, recipes, and some tiers even get monthly recipe kits mailed to you! https://www.patreon.com/HomebrewHappyHour #homebrewing #homebrewers #craftbeer #beer #brewing #craftbrew #kolsch #webcast #show

THE BIG SHOW von sportradio360.de: Fußball, Basketball, Tennis - aber auch echter Sport. Der Producer Jens Huiber pflügt mit Experten wie Markus Götz (Sky), Paul Häuser (Sky), Andreas Renner (DAZN), Thomas Wagner (RTL), Oliver Faßnacht (Eurosport),  Michael Körner (Magentasport), Jürgen Schmieder (Süddeutsche Zeitung), Johannes Knuth (Süddeutsche Zeitung), Heiko Oldörp (NDR), Edgar Mielke (Sky), Stefan Heinrich (Motorsport TV), Stefan Ehlen (formel1.de), Thomas Böker (Kicker)  einmal wöchentlich querbeet durch (fast) alle Disziplinen, die die Sportwelt zu bieten hat.

Jason Fertitta – CEO & Partner, Americana Partners Jason Fertitta shares how Americana Partners grew from a $2.6B breakaway team to a $13B+ enterprise by focusing on ownership, enterprise value, strategic acquisitions, and long-term growth. In Summary Many advisors view independence as the ultimate objective: a chance to gain control, improve economics, and build a business on their own terms. For Jason Fertitta, independence was only the beginning. Louis Diamond speaks with the CEO and Founding Partner of Americana Partners about the firm's evolution from a $2.6 billion breakaway team in 2019 to a national enterprise managing more than $13 billion today. The conversation explores the decisions that fueled that growth, the mindset required to build long-term enterprise value, and why Jason believes advisors should evaluate success through the lens of net worth rather than annual income. Along the way, they discuss recruiting, acquisitions, private equity, professional management, and the tradeoffs that come with building something intended to outlast its founders. The Storyline The independent channel has matured. A decade ago, many advisors pursued independence primarily for greater autonomy, higher payouts, and control over the client experience. Today, a growing number are approaching the decision differently—viewing independence as a platform for building enterprise value, attracting capital, completing acquisitions, and creating businesses that can scale beyond the founders themselves. Jason Fertitta's journey reflects that evolution. When he and his partners left Morgan Stanley in 2019, Americana launched with approximately $2.6B in client assets and a vision to build a nationally recognized wealth management firm. Seven years later, the firm oversees more than $13B, employs roughly 100 people, operates across multiple markets, has completed several acquisitions, and brought on Lovell Minnick Partners as its first institutional investor. Throughout the conversation, Jason offers a transparent look at the realities of enterprise building. That includes reinvesting profits rather than maximizing income, hiring professional management long before it feels necessary, embracing acquisitions as a growth strategy, and making decisions based on long-term value creation rather than short-term economics. For advisors considering what comes after independence, the episode provides a practical framework for thinking about ownership, scale, capital, and the future value of their business. About the Build, Grow & Transact Series for Advisors Build, Grow & Transact explores what happens after independence. The series features advisors and firm leaders who viewed independence not as a destination, but as the foundation for building something larger. Some launched firms from scratch. Others scaled through recruiting, acquisitions, or strategic partnerships. Many eventually faced decisions around capital, ownership, succession, or liquidity. While every story is different, they share a common thread: a willingness to think beyond the transition itself and focus on creating long-term enterprise value. Through candid conversations with founders, builders, and industry leaders, the series examines the decisions, tradeoffs, and lessons that come with growing an advisory business into an enduring enterprise. For advisors contemplating independence, actively building a firm, or considering what comes next, Build, Grow & Transact offers a look at the paths others have taken—and what they've learned along the way. > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Americana grow from $2.6 billion to more than $13 billion? (06:16)Jason explains how a combination of organic growth, advisor recruiting, acquisitions, and long-term strategic planning helped accelerate the firm's expansion. Why do clients often do more business with independent advisors? (12:17)Jason shares his perspective on why clients frequently deepen relationships after an advisor leaves a wirehouse environment. What role have alternatives played in Americana's growth strategy? (14:40)The discussion explores how differentiated investment access can help advisors stand apart in an increasingly commoditized marketplace. When is it time to build a professional management team? (18:36)Jason explains why Americana invested heavily in leadership, operations, and infrastructure from the very beginning. Why did Americana bring in private equity capital? (25:16)A candid discussion about growth capital, M&A opportunities, and the decision to partner with Lovell Minnick Partners. How do you evaluate enterprise value versus annual income? (20:16)Jason offers one of the episode's most important lessons: building wealth through ownership can look very different than maximizing current compensation. What makes a successful acquisition target? (39:51)Jason outlines how Americana evaluates M&A opportunities and how acquisitions fit into the broader client experience. Is it better to build your own firm or join an existing platform? (45:40)The conversation closes with Jason's perspective on the trade-offs between launching independently and joining a scaled independent enterprise. Topics Covered Enterprise value creation Independence and ownership Organic growth strategies Advisor recruiting RIA acquisitions Private equity partnerships Professional management teams Alternative investments Family office services Building a national wealth management firm Key Takeaways Independence can be a starting point for building an enterprise rather than the final objective. Long-term wealth creation often stems from ownership and equity appreciation, not from maximizing annual income. Reinvesting profits into leadership, infrastructure, and talent can accelerate enterprise value. Organic growth and acquisitions can complement one another when supported by a clear strategy. Outside capital can be a growth catalyst when aligned with management's long-term vision. The most scalable firms are often built around client needs rather than predefined acquisition targets. Advisors have more options than ever before, ranging from building independently to joining established platforms. https://youtu.be/_12jZJFsi4U Quotable Moments “Even to this day, I don't make anywhere near the amount of income that I made when I was on Wall Street. But my net worth is up tenfold.” “If you want to create value for yourself and your partners and grow your balance sheet, you can do it in a much more tax-efficient way in the independent world.” “I've never thought about how much of the company I own. I've thought about what my slice is worth.” “We want to build something our children would be proud to say we helped create.” FAQs Why are more advisors viewing independence as a business-building opportunity? The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. How can advisors increase the enterprise value of their firms? Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. What role does private equity play in wealth management firms? Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. How do RIAs use acquisitions to grow? Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. Why are professional management teams becoming more common among RIAs? As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Is launching an independent firm always the best path? Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. The independent channel increasingly offers opportunities to create enterprise value, pursue acquisitions, attract capital, and build scalable businesses beyond a traditional advisory practice. Enterprise value is often driven by factors such as growth, profitability, leadership depth, recurring revenue, client demographics, infrastructure, and scalability. Private equity can provide capital, strategic guidance, operational expertise, and acquisition support while helping firms accelerate growth initiatives. Many firms use acquisitions to expand geographically, add specialized capabilities, deepen client services, and accelerate asset growth. As firms scale, dedicated leadership across operations, finance, compliance, and business management enables advisors to focus more effectively on clients and growth. Not necessarily. Some advisors prefer to build their own enterprise, while others may achieve their goals more effectively by joining an established independent platform that already provides scale and infrastructure. Related Resources From Ex-Morgan Stanley Advisor to One of the Biggest Breakaway Stories of 2019 with Jason Fertitta (Podcast Episode) Intentional Growth: How Top Advisors Build Businesses That Last (Article) M&A Readiness Assessment (Tool) Guest Bio Jason Fertitta Jason is currently Chief Executive Officer / Founding Partner of Americana Partners. Jason was a Managing Director in Morgan Stanley's Private Wealth Division for eleven years. He joined Morgan Stanley in 2008 after six years with Lehman Brothers High Net Worth Division. Prior to joining Lehman Brothers, Jason worked six years for Texas Direct. Jason serves on the Board of The Good Samaritan Foundation and Endowment and the Houston Museum of Natural Science. Jason attended St. Edwards University in Austin. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and founding partner of Americana Partners. When Jason and his partners left Morgan Stanley in 2019, they started Americana with approximately 2.6 billion in client assets, and a vision that extended well beyond becoming a successful independent firm. Today, Americana oversees more than 12 billion, has expanded nationally, completed multiple acquisitions, built out a professional management team, and brought on institutional capital to support its next phase of growth. What makes Jason’s perspective valuable that he’s now experienced independence through several different lenses as a breakaway advisor, as a founder, as a builder of enterprise value, and now as the leader of a firm, actively pursuing acquisitions and recruiting talent from across the industry. We talk about the decisions that fueled Americana’s growth, why Jason has always viewed the business through a long-term lens, what changed when private equity entered the picture, and why maximizing enterprise value often requires a very different mindset than maximizing current income. For advisors who think independence is a destination, Jason’s story offers a look at what can happen when it’s treated as a starting point instead, so let’s get to it. Jason, thanks for coming back on our show today. Jason Fertitta: Pleasure to be here. Thanks for inviting me. Louis Diamond: You got it. Yeah, you’re our first guest in our new subseries, so you should feel honored. And I’m honored too, because the last time we had you on the show, Americana was about a year old, you’re navigating COVID, and all those challenges. But, for listeners who may not remember the episode, can you give us a quick version of the origin story of Americana, and what the firm looked like when you first launched it? Jason Fertitta: Yeah, I believe if I’m remembering correctly, I was in Colorado talking to you guys, and it was right after we launched, so that was a fun but stressful time. I think at the time that we launched, it was certainly the road less traveled. Most teams go from one wirehouse to another. We had an entrepreneurial itch. There was 11 of us that started the firm. We actually launched the firm from this exact building that we’re in here, but all of this was under construction. We were in temporary space one floor below on card tables, and pizza boxes, and all the things that you can envision when you think of a startup. But, yeah, we weighed all of our options in terms of going from one firm to another, staying where we were, and had a lot of talks with ourselves, and our spouses, and they were all very supportive. When you do something like this, you’re certainly scratching the entrepreneurial itch that I think is required for somebody that wants to try and build their own company. And I think we’re all satisfying that itch in different ways. We all had a lot of other outside business interests. I’m passionate about the restaurant industry, because it’s what I grew up in as a kid. And so, had opened some restaurants with some chefs that I really admire, and were doing things like that to scratch the itch, but there’s no other way to do it than doing that in your profession. And so, we decided to launch the firm. We also just felt like Texas being such a wealthy state, there really wasn’t a regionally dominant RIA from here. There’s a lot of big RIAs in the Northeast, and the Northwest, and the West Coast. And we just felt like Texas was ready to hopefully be able to support the concept of launching it from the state, and then expanding it out regionally and nationally from here. Those are all thoughts in our heads and dreams and we’ve worked really hard to get to where we are, but I think we’re in a great spot right now for another leg of growth. Louis Diamond: Amazing. I would say that plan has certainly worked out. When you were on our show last in 2019, the firm was at about 2.6 billion at time of launch. And now, I saw in news articles and your ADV, it’s north of 12 billion, but I’m sure it’s even larger now. Can you walk through just what’s the makeup of the firm today? How many partners and advisors? What’s the profile of the end client? What markets are you in, in and around Texas or around the country? Jason Fertitta: Yeah, so today we’re roughly a hundred employees, right at 13 billion in AUM. I would say we have six offices, Houston, Austin, Dallas, Midland, Beverly Hills, and Nashville. We have about 30 advisors, 30 financial advisors, and our average account size I would say is right around $20 million. That’s not a rule, it’s just the way it is. We have some wonderful accounts that are two or three million, and we have some great accounts that are well over a billion. And in terms of the makeup of the firm, since the time we’ve spoken, and we’ll get into this later, but we have run in private equity, we have about nine families that are owners of the firm with us. It’s really families, private equity, and employees. That’s the cap table currently. Louis Diamond: Very cool. As far as building the firm geographically, for the offices of Texas, that makes sense to your earlier comment about wanting to build a Texas dominant or a regionally dominant firm. But, how’d you land in Beverly Hills and Nashville? That’s a little bit different. Jason Fertitta: Yeah, it is. I think so much of where we’re going is secondary to who we’re partnering with. I think we would go anywhere in the country if we had the right partner in that city. We’re not necessarily saying we have to be in Atlanta. Let’s find the right partners in Atlanta. It’s more about, we found the right partners in Atlanta, so we’re going to Atlanta. And you meet these people everywhere. Everyone has their own Rolodex inside of our firm. Sometimes it’s an employee here that has a relationship with someone that wants to break away and be part of an independent firm. Sometimes it’s me. There’s a lot of golf DNA in our firm, so we’ve met a ton of people through the incredible game of golf. In fact, last weekend we just hosted our first Americana Cub Golf Tournament where we took over an entire club, and invited 40 strategic invitations to people that could be helpful to our firm. I would say it’s really just networking, trying to find like-minded advisors that were very big at putting the client at the center of every decision you make. A lot of times you’ll come across of an advisor that financially looks really good on paper, but they’re maybe not always doing what’s right by the client. We run from those situations. We’d rather have a financial advisor that perhaps statistically is inferior to that other one on paper from a P&L perspective, but we feel like it’s doing what’s right by the client in the decisions. And that’s usually the main factor for us in seeking out the right partners. Louis Diamond: I love that. And one of the premises of this new subseries of ours is about growing, and then, of course, recognizing that value through some sort of monetization. To me, the star of your show is your insanely impressive growth, which I would assume comes from both organic means, and also from inorganic, whether through M&A, or recruiting teams from your predecessor firms, or from other wirehouses. Can you talk a little bit about the breakdown of the two growth channels, and how you pursue both, organic and then inorganic growth? Jason Fertitta: Yeah. Well, I think organic growth, the preference for anyone that’s in our sea, because you don’t have to pay for organic growth. It’s just you have to expose your platform to potential clients, and it has to be differentiated enough for them to move assets from another firm to yours. And I would tell you, I think we do a really good job at that. We’ve built an incredible platform that has, and enables a financial advisor to have all the same arrows in the quiver that a big firm has. We’ve got an incredible alts department. We’ve got an incredible CIO that produces great research. We got incredible in-house portfolio managers, both in the core equity space, but then also the municipal bond space. We have an incredible external manager platform that has everything from cash management on steroids, to venture capital investing, to co-investing, to direct investments into companies. We have this really great platform. We also recognize that we want to grow through M&A as well, because there’s only so much time in the day you’re not willing to add more employees and more like-minded advisors to grow. We do both, to your point, we absolutely do both, and they’re both equally as important. On the M&A side, I would say it’s been responsible for half of our AUM growth over the last seven years, and the other half has been organic. And I think as we get bigger and bigger, that number’s going to not stay consistent. I would say that if we could grow our AUM organically by 10% per year, and then do five to seven acquisitions a year, combination of RIAs and Wall Street lift outs, I think those are good goals for us, and we’re off to a good start in trying to achieve those goals. Louis Diamond: I think if you pull off even half of that, I think your private equity sponsors, and investors, and employees would be very happy. Can we double click into the organic growth side? How do you view whether your growth rate changing organically since leaving Morgan to start the RIA? And if it has changed, what do you think are the things that are responsible for the faster growth, or slower growth if it’s slower than when you’re at Morgan? Jason Fertitta: One of the interesting secrets about being independent versus inside of a big bank is I think your clients will actually do more business with you if you’re independent. I didn’t realize that until we went independent. I had heard that before, but I was like, that may or may not be true. But, when we went independent, and every time we recruit a team from a big bank, the same thing happens. It’s like the clients are like, “What took you so long?” They’ve very much, for the most part … Now, that’s not every client, but most clients, I think prefer to be serviced by an advisor that’s conflict bringing the independent channel. There are other clients that might have a big investment banking relationship with a big bank, or something like that, like a business reason for not leaving. But, in terms of just being able to service the client from an independent channel where you’re a legal fiduciary, I think all the interest is aligned from client to service provider, and I just think it’s easier to raise money in this channel than it is at a bank. Louis Diamond: And you really think the types of clients you work with or just clients in general, the difference maker is really the conflict-free advice. Obviously, it sounds good, but I would argue that when you were at Morgan Stanley, your team was one of the top teams in the country, you had an amazing reputation, you’re probably giving similar quality advice then than you were today. How has that really manifested itself? Jason Fertitta: I always say I think you can have a great experience at a firm that is perhaps not the most prestigious, great firm in the country if you’re with the right team. And I think you can also have a horrible experience at a firm with a great reputation if you’re with the wrong team. It is my belief the most important thing from the customer’s perspective is who you’re working with. I appreciate your comments about our team, and we work very hard to deserve the reputation that you’re talking about. But, I also think that when you’re in the independent world, some of the things the banks do very well is they have great investment platforms, and a lot of due diligence in their products. I think when you’re an independent firm, you’re obviously, you don’t immediately have all of those same intangibles that a big bank has. I think it was very important for us to invest heavily into those departments inside of our firm to where we could be on some equal footing with Wall Street firms, and we have been. We have raised a lot of money for alternative managers. I think alternatives are a huge secret sauce that an independent advisor needs to have access to, because in a world where the public markets are getting more efficient and more commoditized, it’s very challenging to grow organically the way that we have without some secret sauce. And I think the secret sauce lies within the alternatives, because it’s very hard to differentiate yourself if you’re just trying to optimize someone’s public equity portfolio, and improve where they sit on the efficient frontier. I think that’s just a tough challenge. But, if you can mix in some truly differentiated alternatives where access is a big component of the value proposition, then all of a sudden, you’re bringing your clients something special, and something that’s unique. Louis Diamond: I really like that perspective. I think you’re completely right. I’ve always heard people say investments are commoditized, and it’s all about advice and planning, but I think the way you framed it about the ALFA essentially being worked out of it, so it’s the access, and it’s what you’re doing different on the investment side outside of the more basic or commoditized stuff that’s a difference maker. When you launched the firm, and I believe still today, Americana hired Dynasty Financial Partners as your infrastructure partner. Now that you’re significantly larger, you’re seven years into your independent journey, how does the relationship with Dynasty change, if at all? What do they do for you that you benefit from differently today than when you first launched? Jason Fertitta: Yeah, it would’ve been impossible for us to do what we did without Dynasty’s help. Dynasty has delivered for us in a meaningful way and they continue to. They’re a great partner. We definitely are developing our own sea legs as well, just because you have to just by virtue of the size that you get to. But, Dynasty, I think, has been incredibly innovative in terms of launching an investment bank and bringing … Dynasty’s brought us deals, which is incredible. Just in addition to being an infrastructure partner, they’ve actually provided us deal flow. They’re also, because they’re working with so many firms, you get in all sorts of situations as an independent firm, and to have someone to pick up the phone and say, “Here’s what we’re dealing with.” And they’ll say, “Oh, here are the three things you need to do. You either need to do it like this or this.” Just a lot of experience within Dynasty. I don’t know if we’re Dynasty’s biggest client or not, but I would say we’re certainly in their top three. We are looking to continue that relationship, and always having a relationship with Dynasty, but I would describe it as evolving, because our revenue is up 6X in the last six years. Louis Diamond: Amazing. That makes complete sense. The needs of the business when you are leaving a big firm is got to get the clients over, got to build the plane before it can fly, and understand how to do X, Y, and Z, to now, it’s enterprise building, and optimizing, and growing inorganically, so that makes complete sense, and very cool to hear that Dynasty has evolved or morphed the relationship to meet you where you are now. And to me, I think a big part of that is hiring professional management. That’s always a question we get. When am I big enough? When’s the right time to hire professional management, whether it’s a full-time CEO, a CFO, a COO, et cetera. I know in your case, fairly early on you hired Ron Thacker who was a regional manager from Morgan Stanley. I saw recently you hired a CFO, so you’re really professionalizing the leadership ranks. When did you know it was the right time to build a professional management team, and how did you think about that evolution? Jason Fertitta: We knew from day one that’s what we wanted to do. I think when you go independent, there’s a couple of different schools of thought. One school of thought is I can go independent. I’m not going to really have a boss. I’ll be my own boss. I may or may not grow the business. I’m going to run it in a way that’s lean. I might be able to have a little bit more of a take home because there’s not a third hand in the cookie jar in terms of the bank, and it’s a great lifestyle. I think that’s one school of thought and I think that’s great. That was not our school of thought. Our school of thought is we had a belief that in this country, there’s going to emerge five to 10 regionally dominant RIAs, and these regionally dominant RIAs were going to enjoy economies of scale, and they were going to compete with Wall Street. And in order to do that, we had to reinvest a lot of our profit into our business through building this management team that you’re referencing. Even to this day, I don’t make anywhere near the amount of income that I made when I was on Wall Street, but I’m not, and it’s because we’re building equity value, and we’re building something that will last, and we reinvest a lot of our cash flow into professionalizing the management team, and then being able to deliver on that promise to the financial advisors that are here that you’re going to have a platform, that when you walk in the room, you’re going to be able to compete with Wall Street. And so, that’s always been our goal, which is not necessarily everybody’s goal when they go independent, because it’s a lifestyle decision really. I work way harder today than I worked when I was at a Wall Street firm. Louis Diamond: It’s so interesting. Two threads I want to tug on from what you said. The first one is I think just the comment you made that you’re making less today when the business is significantly larger than it was when you’re at Morgan Stanley, you’re working harder. I think even that dynamic is going to feel like a shock to a lot of people, right? If you’re working harder, the business is doing six times more revenue than it was at Morgan Stanley, that doesn’t seem like a fair trade. How do you think about that relative to the equity value that you’re amassing? Was that always the plan, or is that just something you’ve leaned into as the firm has grown and scaled? Jason Fertitta: Well, the third component you left out is my net worth is up 10X- Louis Diamond: There you go. Jason Fertitta: … whereas if I would’ve stayed at a Wall Street firm, and so are all the employees here. If it’s about that, I can tell you that we checked that box. Americana is very valuable, and we’re happy about that. It’s really just about how you want to create that, right? If you want to create it through income, and pay a lot of taxes along the way, stay at the Wall Street firm. But, if you want to create value for yourself and your partners, and grow your balance sheet, you can do it in a much more tax efficient way in the independent world. And I’m light years ahead of where I would’ve been if I would’ve stayed at a Wall Street firm. Louis Diamond: I think that’s the coolest realization I think someone can have, right? We always say it’s like, what do you value more? Is it the short-term liquidity, or certainty of getting a big upfront recruiting deal at ordinary income, or staying where you are and keep making your 50% payout, take advantage of your firm’s retire in place program? And for many people, that’s what they value. But, for you, I think you very clearly and transparently articulated that, yeah, I might make less, but what really matters is my net worth. It’s how much I’m actually netting for my family in the long run. For people who want to play the long game, really buy into that concept, it sounds like following your path would be ideal, but it may not be for everyone. Jason Fertitta: It’s a much better path, and I’m living proof of it, and not only am I living proof of it, all of my partners are here, and everybody that owns equity in Americana is living proof of it. Louis Diamond: Amazing. You said you’re working more now than when you’re at Morgan. How has your day-to-day, or day in the life changed? What types of activities are you doing more or less of, and how do you balance everything? Jason Fertitta: Yeah, it’s hard to balance everything, it is. But, I would say that one of the unique things about Americana is the founders are all financial advisors. We aren’t consultants that came out of the consulting world, we’re financial advisors. I’m still a financial advisor. I still cover clients. I would say a third of my time is actually covering the house accounts here with some of my original partners. A third of my time is firm related stuff, and then, a third of my time is M&A, and that’s not only M&A, but helping the advisors that are here grow their business also. And so, I come across a lot of leads and opportunities. I’m not really taking them for the house account book or myself. I’m finding the right advisors that I feel I could service the clients the best, and then I’m flipping them to them and sitting second chair and I’ve seen some amazing growth to their businesses by just being able to send them leads. Louis Diamond: Yeah. I think that’s always like the tug of war for … I think most founders of RIAs in this industry, they were advisors themselves. They were the rainmakers, or they still are, but there’s definitely some folks who, whether because of lack of time, or lose the spark or passion for working with clients, that they pivot to being full-time CEO, or we’ve even seen people go the other way where they say, “I was the CEO. I really just want to be an advisor, or just do M&A, and I’m going to hire a CEO.” It’s really cool to hear how you split up your time, and you’re able to do it all. And I’m sure it’s not perfect. I’m sure your family wishes they saw you more, and et cetera, but it sounds like you’re able to really pursue your different passions. Jason Fertitta: All those three activities are very fun, and they keep everyday interesting, and you don’t necessarily know at what points in the day you’re going to be working on which bucket, and there’s a lot of blend and overlap, but we spend a lot of time here working on behalf of our clients, and the firm, and every day is an adventure, but it's fun. It’s a blast. Louis Diamond: Absolutely. Well, let’s spend some time talking about your fairly recent capital raise. In October of 2024, Americana announced that PE firm Lovell Minnick Partners, the firm’s first outside institutional investor was coming in to take a majority stake in the firm. Can you take us back to that decision? I’m sure it’s still clearly vivid. Maybe talk through it, and when did you first start to think seriously about bringing in capital? Jason Fertitta: Yeah, so probably at the end of ’23, we looked down, and there was $100 million worth of potential M&A that was fairly actionable that we could do. And the other M&A events we did were small deals, 10, $20 million sometimes, but firms with three, 400 in AUM to 600 million in AUM. We were doing deals that size, and we’re just passing the hat, and saying, okay, to the families that were in our cap table and to ourselves, who wants to write a check? The cap table was changing all the time based on people’s buy-in and M&A transaction. But then, when you sit down, and you look at potentially $100 million of M&A, if every deal came through that you’re in conversations around, and we owned at the time 75% of the firm, the families owned 25. If all of that M&A were to have happened, we didn’t have $75 million as employees. We were facing dilution. And then, we went to the families and said, “Hey, we don’t mind being diluted, but we got to know that if all of these came through, you guys want to invest another 100 million into this business.” And that’s when they said, “Well, we can. All the deals that you’ve done so far have been accretive and great. But, our value add to you is not M&A. It’s not underwriting. It’s not how to take this firm from four billion to 12 billion or customers. Why don’t you contemplate bringing in an institutional partner to help you round first base and go to second and third?” And so, I called a good friend, a gentleman by the name of Jimmy Dunne, who’s legendary in the world of golf and business. He’s a vice chair at Piper Sandler. I explained the situation, and he said, “Well, this is going to sound self-serving, but I think you should hire me and my firm to run a process to find your partner.” Louis Diamond: Classic investment banker. Jason Fertitta: And we did, and he worked on a very small retainer, and a contingency fee, and they helped us get ready to show the firm to the institutional world, and that took nine to 12 months of hard work to get ready. They ran the process. I think we had 30 firms sign the NDA in the October of ’24 month that you mentioned. I think we had 20 offers. And during that year, we were getting to know a lot of the people that were going to be bidding on us, and we frankly were incredibly impressed by Lovell Minnick and their success that they have had in investing in the wealth space. We were always pulling for Lovell Minnick to compete and compete well, got to run an honest process and Lovell Minnick was not the high bid, but they were a very good and well-thought-out bid that was easy for us to understand on why they were where they were. And for us, it was about how can we create value from this point forward with the right partner to really grow the firm and scale it to where we wanted it to be? And so, that was the more important driving factor in our decision to sell to Lovell Minnick. Now, of course, we wanted to sell a minority piece, but the reality is, given the activity that we had in our M&A pipeline at the time, they were going to eventually get to majority anyway. And so, I may be skipping ahead a little bit in the podcast, but I know what some of the questions are going to contemplate, and our thought was, you’re in a better position to negotiate minority rights before the transaction than later. And so, we got all of that out on the table in our negotiations with our private equity partner, and then just got married immediately instead of had this weird period of where they ultimately were going to get to majority control through M&A, and then, you have this awkward moment where that shift happens after you’re already partners. Louis Diamond: Very interesting. Was it a hard decision to give up majority control over your baby? Jason Fertitta: Definitely a lot of self-reflecting on behalf of our team and everything, but I think where we came out with it, and I’m a big believer in this, is the people that really control the business are the people that control the relationships with the clients. Lovell Minnick knows that, and we’ve never had a decision in a year and a half that we don’t all arrive at the same place. We negotiate, we study, but they know that it’s not in their best interest to try and force the management team to do something that the management team is not in agreement on, because at the end of the day, we’re servicing all of these accounts. Look, we don’t see eye to eye exactly on everything, no partners do. But, we’re generally in the same zip code on everything, and we talk things through until we all arrive at the same place that this is in the best interest of the company. And I think a big part of why that works so well for us in Lovell Minnick, and I think this is very unique in the industry, it all goes back to we all own the same share class. We’re all in the foxhole together. We all sink or swim together. There’s no way one group can win and another group can lose. We all own the exact same security. Not only do we all own the exact same security, but our employees own it. The families that are in our cap table own it. And so, every decision comes from the standpoint of how do we make decisions to benefit that security? Louis Diamond: Makes sense. It’s still a tough decision, but you lay it out, make it seem like an easy decision with the conviction you have, I think the very pure motivation to make that leap. Aside from capital to fuel M&A, what are the other things that Lovell Minnick is doing for your business to help it? Jason Fertitta: Well, Lovell Minnick, and this is another thing that was impressive to us, they’re always the first institutional capital until what’s otherwise an entrepreneurial family-owned business. They’re not afraid of building the things that you have to build to get ready to scale. They’ve seen it in every investment they’ve made. And so, that was very refreshing to us, because frankly, we wanted the help. We wanted the expertise. We’re financial advisors at heart. Like a lot of private equity firms, LMP has this third party advisory relationships with industry people, and they’ve brought those people into our firm, several sit on the board of the firm today, and they’ve just been fantastic to work with. Some have more experience with FinTech, some have more experience with HR, some have more experience with actual investment platforms and product. Some have more experience in how to help clients optimize from a tax perspective. Some have family office experience. And so, we’ve really benefited from this group of people. And I would tell you that, since they came into our world, which is about 18 months ago, we have been building a lot of things that are about to be unveiled to not only our financial advisors, but our clients. And I think that the experience is just going to continue to get better for both of those segments. Louis Diamond: Very cool. Yeah, it seems like a great fit. And I meant to ask you before, because it’s such a cool, and I think still a fairly novel concept, but what was the thinking behind having nine families, their customers or clients come in, and buy some equity in the firm? Why’d you do that? And then what’s been the outcome of that? Jason Fertitta: It was more their idea than us after we launched the firm. And this goes back to my original comments about the clients want to do more business with you when you’re independent than when you’re inside the bank. And we have a lot of clients that are entrepreneurial. And so, I think when we explained to them the reasons why we were doing this, and the reasons why we’re so excited about it, they got excited about it too, some clients, most clients. And so, what they said was, “Yeah, we’re going to move our money to it, we’re excited about it, but if there’s an opportunity, we’d also like to own a piece of the firm.” And originally, when they said that, I didn’t know if they meant that they wanted us to give them, but they wrote a check. They all wrote checks. We set an arbitrary value of the firm in the first year after we launched it. And that wasn’t a whole lot of science behind the value. It’s basically what we would’ve been paid by walking across the street, and that was the original value. And they bought into the firm, and then, Lovell Minnick really thought it was a nice novel concept that they hadn’t seen before, and they’ve embraced it. When they invested, we brought another round of clients into the firm at that valuation. I think it’s really powerful, because what’s important for us in these families is that they’re all pillars of their respective communities and they’re spread across all over the country and Mexico. We have some incredibly good reputation, great business people in Mexico City, and Monterrey, and Los Angeles, and Midland, and Dallas, and Austin, and Houston. And we’re open to the concept of when we come into new markets, finding that pillar of the community, finding that family who people ask, “Well, what do you do with your money?” We want them to say, “Well, we own our own wealth management firm. He wants to have them call you and they’ll show you what we do with our money.” And that’s a powerful part of the organic growth and the flywheel. Louis Diamond: I absolutely love that. I oftentimes have clients, especially breakaway clients talk about how cool it would be to have a client or set of clients invest in their business. But, the reasons why, I love that as part of a very consistent, repeatable strategy of identifying key influencers essentially in different markets, and then having them come into the cap table. I would assume too, the dynamic of, “Oh, you should call Jason, he’s my financial advisor, he’s great,” to, “Hey, you should come in and meet my firm.” And I feel like clients are probably much more incentivized naturally to refer friends, family, et cetera. And just the power and dynamic of that referral is probably that much better than a referral from another happy customer who’s not an investor. Jason Fertitta: Exactly. When we’re looking at coming into a new city with a new partner, to the extent they have those clients in that community, and when they join us, we have a private equity partner that embraces that strategy and concept. When we’re talking to that Wall Street advisor, and they’re interested in our business model and our plan, I think that particular part of our business model is very differentiated and intriguing to them. Louis Diamond: Amazing. You mentioned in your last answer that you have, it sounds like you have some investors in Mexico, and that you’re serving families in Mexico and Latin America as well. Can you talk about adding that capability or the openness to go international? That’s clearly a big decision. It’s a different risk profile, different client needs. What was the thought process behind taking Americana, I guess, still in the Americas, but outside of America? Jason Fertitta: Yeah. Well, I think a lot of it is growing up in Texas, there’s a lot of wonderful families from Mexico whose kids and grandkids have moved here, and our children are going to school with their children, and they’re part of our community, and I think they’re a great part of our community. And so, I just started to notice how Wall Street treated this community as just one, right? And what we were able to do is cherry-pick a few families that we knew very well that are incredibly good reputations in the cities that they’re from, and their origins are from. And there’s a high desire on behalf of not only those families, but their friends to invest into the United States into our economy. And given that a lot of their children and grandchildren live in the US, these are families that have citizens and their family inside of the US and back home in Mexico. Most of these families, they’ve been going to our colleges. A lot of these families sit on the boards of Fortune 500 companies inside of the United States. These are families that are very easy to do due diligence on, and frankly, we have learned a lot from them. They’re very sophisticated families, and so, they’ve been amazing partners, and we use Bank of New York Pershing to custody a lot of these assets, and I think they’re increasingly becoming more interested in alternatives as part of their portfolios, because I think going back 15, 20 years ago, these families were mostly stocks, bonds, and cash. But, as they continue to build out their own family offices, they’re becoming more sophisticated and interested in alternatives, so it’s really been an exciting part of our firm. Louis Diamond: Did this expansion, does it scratch the itch to go into different Latin American countries in Europe and Asia, or is that not really part of the roadmap? Jason Fertitta: Well, it’s open to the concept. Like I said, the genesis of this for us was the fact that our children go to school with their children, and we got to know several families just through our social circles here in Texas. But, I don’t think that same phenomenon would exist in Europe, other Latin American countries per se, but we’re certainly open to it, and there’s a lot going on in Latin America. There’s a lot going on and a lot of potential, so we’re open to anything that increases the footprint in the right way for Americana. Louis Diamond: Great answer. Let’s go back a little bit to talk a little bit more about your M&A strategy. You merged with or acquired Boulevard Family Wealth, which was Matt Celenza’s firm. I think Matt was the first breakaway guest on our show, and an amazing advisor. You bought Goodpasture Gray in Nashville, and more recently you bought NRT Consulting. I think from my read, three different types of firms, different geographies. How do you think about the M&A strategy? Jason Fertitta: I feel like we’re building out a firm and departments in the firm, and each of those acquisitions goes into a different department of our firm. I think Matt Celenza and Boulevard are fantastic, and they’re really good at tax optimization strategies for families, and they’re really innovative there. That is a very hot topic with all of our clients. More and more families are getting smart about the fact that not only does it matter what your returns look like. What really matters is how much of those returns you get to keep. And so, Matt and his team are incredibly sophisticated and cutting edge on tax optimization, and that's proliferating throughout our firm right now, which is I think making us even better at what we can advise and provide to our clients. I would say that’s more in the family office service and tax planning part of our firm. Goodpasture Gray’s fantastic. WL who runs that firm, or did prior to the merger, I’ve known him for 30 years. He’s a longtime family friend. His clients are in Nashville, Santa Fe, and Texas. He and my father actually used to office together. And then, ironically, he hired Dynasty to represent him to find the right partner. That’s an example where full circle Dynasty brought him back and I hadn’t talked to him for decades, but we shared a bunch of fun stories about how I used to go up in college, and hang out with he and my dad in their office. That was a great full circle experience, but WL’s just a fantastic financial advisor that does what we’ve always done. He’s just a natural fit inside of our firm. And then NRT, Chris Ginsbach and his team, they’re unbelievable. They do bookkeeping services for families. They’re not signing tax returns, but the more sophisticated these families get, some of these families have 35, to 45, to 55 different LLCs that require bookkeeping services. He’s an accountant by training, so is everyone that works there. And I think that there’s a lot of cross-pollinating with our client base that wants bookkeeping services for their needs. With all of these different M&A events, it’s trying to meet or have the ability to meet your client at wherever their pain points are. And some of your client’s pain points are in bookkeeping and accounting. Some are in tax optimization, and some are just good old-fashioned financial advice and access. And all three of those acquisitions that you described are meeting that client in a different pain point, but they’re all pain points, and they’re all important. Louis Diamond: When you’re thinking about M&A, is it like you have, these are the three areas that we want to add to the firm? Next one, making it up, we want to add tax preparation. Are you then going out to find a firm that fits the bill, or is it more so just you’re selective with who you take on, and you look for a new capability, or just like an extreme alignment with how you’re already serving clients, and then, that’s what makes a compelling deal for you? Jason Fertitta: Yeah. Most of the time, we’re getting feedback from our clients on where they need help, and that is usually the spark that starts the fire on, okay, what if we added this? It’s really I would say more based on client feedback. We don’t have estate planning attorneys inside of Americana per se. We don’t have accountants that are signing people’s tax returns inside of Americana. We get a lot of interesting opportunities from accounting firms and estate planning firms. And so, I like how we have this great referral network in place with those industries. And so, I think we’d have to think long and hard about getting into those businesses per se. Louis Diamond: Makes sense. I feel like there’s probably a version of this story, your story, where you break away, you plot along, you’re happy to not have a boss anymore, clients are happy, maybe you get to like four or five billion in assets, and you call it a win, and just throw in coast mode, but clearly you didn’t do that. You went the opposite direction. What do you think drove the ambition to keep building towards something larger? What’s really sparking you and motivating you today maybe differently, or in a more defined way than it was when you first broke? Jason Fertitta: Yeah, I would say it’s not just me, it’s all the founders, and I think all the employees. I share this and not to sound corny about it. I think everyone here wants to try and build something that his or her children would say, “My parent was one of the founders and employees of Americana Partners.” It’s like, I think when you work at a bank, you definitely care about your brand that you’re building, but this is a whole next level of care about your brand. We really care about this brand, and we want it to outlast all of us. Louis Diamond: Love that. For a successful wirehouse advisor or team that’s sitting on a really nice practice maybe similar in size or in the same realm that you had back where you were in that world, and they’re thinking about maximizing their value, what advice would you offer? Do you think your story is an outlier, or do you think it’s doable by others if they follow certain advice or principles? Jason Fertitta: I would have a two-word answer. Call us. I’m kidding. I have a much longer answer. One of the things I really respected about a certain advisor, and if he’s listening to this, he’ll know exactly who he is, but I feel awkward saying his name. When I was contemplating going independent, I talked to an entrepreneur I really admire, and I called him, and I said, “Hey, we’re thinking about doing this.” And he said, “Look, I’m going to try and convince you to join our firm, and if you don’t end up doing that, it’s fine. There’ll be no hard feelings, because we ended up launching our own firm and I would never fault you for the decision if you wanted to do that with your team.” And we thought long and hard, we almost joined his firm. It was in a very different geography so we ended up launching our own firm. I would say that if you want to do it yourself, we would respond the same way. We would give you a high five, and wish you well, and say you’ve made a great decision, and we’d be pulling for you. If you want to spend more time with your clients, and less time in building the firm, we have the firm built, and it’s fantastic, and it wasn’t without blood, sweat and tears for seven years, and we can create a transaction that is economically the same or better as launching your own firm, and you have a voice, and you have a seat at the table, because we’re still small enough to where you can help shape the direction of this firm, and we want your input. The difference is that instead of spending a third of your time interacting with financial advisors the way I do, you could spend 90% of your time interacting with your clients, instead of a third, and be part of a firm that I think has great national prospects. But, I would never fault someone for doing it themselves, because that’s what we did, and that would be hypocritical. But, I really do think that this is a better path, even if you did it yourself, or if you did it with someone like us. I think you’re choosing two better options than what you currently have. Louis Diamond: I think it’s a great perspective, and I think it’s balanced and fair too. There’s plenty of people that I speak to where their passion is building. They want to be the next Americana, right? That’s what’s going to spark them and get them out of bed. They want to do M&A, they want to be the CEO, they want to really make their mark on the industry, and that’s fine. But, I do think there’s probably more advisors out there that would love to be part of something, and they’d love equity, and they’re passionate about different things than you were passionate about when you launched the firm. And the theory of a rising tide lifts all boats, it’s like, you can do this yourself or let’s just build something bigger and better together. And just getting comfortable with the theory of you’ll own a smaller piece of the pie, but the pie is much more valuable than owning 100% or 80% of something that’s less valuable, and is going to take you in a different direction personally. I always say we’re not in the business of making judgments for people. It’s up to them to define their goals, and then, we’ll help them execute on it. But, I really like that perspective. I agree, it’s not for everyone. What you did is extremely hard, it’s a risk, it’s a big swing. But, if you have the stomach for it, and you want to take the swing, to me there’s no better time to pursue that path than today. Jason Fertitta: I agree. And I could totally see a world over the next five years where some of these advisors that join us are bigger shareholders in this firm than me, and that would be great. Louis Diamond: Interesting. Jason Fertitta: I’m with you, not only do I agree with what you’re saying, to me, I’ve never thought about how much of this company do I own? I’ve thought about what is the percentage of the company that I own, and what is it worth? I could care less if it was 25%, 12.5%, 5%. What I care is, what is that slice worth? Louis Diamond: That’s a fun way to look at it. Jason, this has been really fun. This new series Build, Grow, and Transact, this is proof of concept, but we’re going to have to do a ton of these, because the richness of detail, and whenever we have breakaway guests, we’re talking to them in the beginning when they’re still finding their feet, everything’s new and fresh. They haven’t thought about or executed on M&A and taking on capital partners. But, I feel like this is the missing ingredient where it’s a playbook for how others can be better themselves, something to shoot towards. And I really appreciate your candor and transparency, and I’m very serious, we’ll have to do this again when you’re at 25 billion, and you have even more lessons, and I’m sure battle scars to share. Jason Fertitta: No doubt. I’m for sure open to doing that. And maybe in the meantime, I see the pictures behind your head there. I’d love to come visit you in Park City and hang out and ski, or play golf, or- Louis Diamond: You got it. Jason Fertitta: All right. Thanks for your time and thank you for having me. Louis Diamond: Thanks, Jason. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful, because you take your professional responsibility seriously, and are dedicated to your clients, but are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay Or Should I Go is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions, and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise A conversation with Louis Diamond and Jason Fertitta, CEO & Partner at Americana Partners.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Americana's $12B Path from Breakaway to Enterprise. It's a conversation with Jason Fertitta, CEO and partner of Americana Partners. I’m Louis Diamond, and this is the Diamond Podcast for financial advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors, and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement, and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Independence is often viewed as the finish line. Break away, gain control, own the business, and enjoy the economics that come with it. But, for some advisors, going independent is just the beginning. That’s the idea behind this new series called Build, Grow, and Transact, featuring advisors who saw independence not as a destination, but as the first chapter of a business building story. And there will be some familiar names along the way, including our first guest who was on our show back in 2020, talking about what was at the time, one of the industry’s breakaway moves. That’s Jason Fertitta, CEO and foun

Notes and Links to Devin O'Shea's Work       Devin Thomas O'Shea is the author of The Veiled Prophet: Secret Societies, White Supremacy, and the Struggle for St. Louis, publishing with Haymarket Books on June 23, 2026. His writing is in The Nation, the Iowa Review, Slate, LA Review of Books, Boulevard, and elsewhere.    Buy The Veiled Prophet   Devin Thomas O'Shea's Website   Review and Informative Article for The Veiled Society in St. Louis Magazine     At about 1:45, Devin details book tour information and ordering information for his book, The Veiled Prophet At about 2:50, Devin talks about the truth and fiction that goes with the book At about 3:30, Devin describes his work with QAnon-related podcasts and reporting At about 5:10, Jim Caviezel (!!!) Talk At about 6:15, Devin and Pete reflect on the state of QAnon in 2026 and the American public's viewpoint  At about 13:30, Pete makes connections between the Veiled Prophets and history “rhyming” At about 18:20, The two discuss famous people from St. Louis and the McCloskey's   At about 21:40, Devin responds to Pete's asking about seeds for the book At about 24:10, The two discuss the high-level capitalists, policymakers, and "landed gentry”-Devin discusses the key years of the 1870s and beginnings of the Veiled Prophet Society At about 27:15,  At about 29:45, Pete notes the Orientalism associated with the symbology of the Veiled Prophet, and Devin expands on the early Prophet At about 32:10, The two reflect on class solidarity and racism and the “aggrieved white male” in early and modern times, with connections to the Veiled Prophet Society  At about 35:00, Devin details Alonzo Slayback, a founder of the Society, and early philosophy and symbology and capitalistic views At about 36:55, Devin responds to Pete's musings about American political parties and past and present ideas of progressivism  At about 38:10, Devin traces some early leadership in the Society and the ways in which “Mardi Gras-centric” clubs evolved/devolved   At about 41:35, Devin expands upon the idea put forth in the book, adapted from Edward Said, of Orientalism as “projected feelings into an Aladdin…framework” At about 42:55, Devin talks about Alonzo Slayback's killing At about 45:45, The two reflect on the importance of the 1904 World Fair in Saint Louis, and the fact that 11/12 board members were part of the Veiled Prophet Society At about 49:30, Mary Smith and her controversy regarding her marriage is discussed At about 51:00, Patriarchy and connections to the Society are discussed At about 52:00, The commodification of the history of the Society and Societal connections to the Manhattan Project At about 54:30, Devin responds to Pete asking about Clark Clifford and Harry Truman and connections to local and federal governments At about 56:50, Devin reflects on the life and legacy of Thomas Dooley At about 58:50, Monsanto and other St. Louis connections and Black communities' protests, including ACTION, are discussed At about 1:02:40, The famed 1972 unmasking of the Veiled Prophet is discussed At about 1:04:00, Devin talks about going to the VP Fair as a kid At about 1:04:40, The two discuss the book's ending and St. Louis “potential”      You can now subscribe to the podcast on Apple Podcasts, and leave me a five-star review. You can also ask for the podcast by name using Alexa, and find the pod on Stitcher, Spotify, and on Amazon Music. Follow Pete on IG, where he is @chillsatwillpodcast, or on Twitter, where he is @chillsatwillpo1. You can watch other episodes on YouTube-watch and subscribe to The Chills at Will Podcast Channel. Please subscribe to both the YouTube Channel and the podcast while you're checking out this episode.       Pete is very excited to have one or two podcast episodes per month featured on the website of Chicago Review of Books. The audio will be posted, along with a written interview culled from the audio. His conversation with Jeff Pearlman, a recent guest, is up now at Chicago Review.     Sign up now for The Chills at Will Podcast Patreon: it can be found at patreon.com/chillsatwillpodcastpeterriehl      Check out the page that describes the benefits of a Patreon membership, including cool swag and bonus episodes. Thanks in advance for supporting Pete's one-man show, DIY podcast and extensive reading, research, editing, and promoting to keep this independent podcast pumping out high-quality content!    This month's Patreon bonus episode is the trailer episode for Pete's limited podcast series, Rage is a Gift: Evil Empire at 30. Pete reflects on the Importance (and the power of this capital "I") of Rage Against the Machine and their seminal Evil Empire album, which is celebrating 30 years of resistance. The limited podcast series will do a deep exploration of, and reflection on, the lyrics and context of each of the 12 powerful songs on the album.     Pete has added a $1 a month tier for “Well-Wishers” and Cheerleaders of the Show.    The intro song for The Chills at Will Podcast is “Wind Down” (Instrumental Version), and the other song played on this episode was “Hoops” (Instrumental)” by Matt Weidauer, and both songs are used through ArchesAudio.com.     Please tune in for Episode 346 with Julie Buntin, whose debut, Marlena, was a finalist for the National Book Critics Circle's John Leonard Prize and longlisted for the Center for Fiction's First Novel Prize. The novel was released in ten territories worldwide and named a best book of the year by over a dozen outlets, including The Washington Post, NPR, and Kirkus Reviews.     The episode airs on July 14, Pub Day for her novel, Famous Men. This book is so, so good.     Please go to ceasefiretoday.org, and/or https://act.uscpr.org/a/letaidin to call your congresspeople and demand an end to the forced famine and destruction of Gaza and the Gazan people.    You can also donate at chuffed.org, World Central Kitchen, and so many more, and/or you can contact writer friend Ursula Villarreal-Moura directly or through Pete, as she has direct links with friends in Gaza.

The media industry is having a rough decade. Newspapers are closing and local TV stations are being consolidated by distant owners. The advertising dollars that used to fund local journalism have mostly migrated to platforms that have no particular interest in what’s happening in your neighborhood. But, along with a number of other trends you can probably name, Baton Rouge isn’t following the rules. Brandon Foreman is CEO of Family Resource Group, a Baton Rouge company that has been connecting families to this community for over 30 years with its “Parents Magazine.” Today Family Resource Group publishes nine brands across seven markets — from Baton Rouge and New Orleans to Denver, Cincinnati, Birmingham and beyond — and has expanded well beyond print into digital campaigns, podcasts, and technology tools for advertisers. Brandon came to FRG through a somewhat unlikely route. His background is in technology — he ran a software company, a broadband internet provider in New Orleans, and launched several other ventures before arriving at the helm of a media company. He and his wife Amy, who is a publisher, received the 2024 Spaht Scholar Award from the East Baton Rouge Parish Library for their work championing literacy and education. When Brandon’s not running around taking care of business, he’s probably in the air. He’s a licensed pilot, and says the skies are where he does some of his best thinking. André Moreau literally needs no introduction. He's a celebrity. A Baton Rouge native and LSU graduate, Andre started his career as a fundraiser at a university, decided at 27 that wasn’t the right fit, walked into television, and spent the next 40-plus years anchoring the news. Andre was the lead sports anchor at WAFB for years, then left for Columbus, Detroit, Los Angeles and San Diego before coming home to Baton Rouge in 2008. He co-anchored the top-rated newscasts at WAFB with Donna Britt, then spent years as anchor and managing editor at Louisiana Public Broadcasting. Andre has an Emmy, a Lifetime Achievement Award from the Louisiana Association of Broadcasters, and a Special Achievement Award for his coverage of Louisiana’s coastal crisis. He’s covered hurricanes, earthquakes, Stanley Cup parades, NBA championship parades, presidents, and yes, a pope. He retired from LPB in June 2023. By March 2025 he was back on the air at Louisiana First News. He says he missed being plugged in. He missed the scoop. Local media is under real pressure right now. Stations are being bought by companies that have never set foot in Louisiana. Print advertising keeps shrinking. The economic model that paid for local journalism for a century is still being worked out. Yet, here we are in Baton Rouge, bucking the trend. Brandon is betting that if you build media around a community rather than just broadcasting at it — events, partnerships, publications people actually want in their homes — the business will follow. And André continues his 40 years of believing that local news matters to a community. Out to Lunch is recorded live over lunch at Mansurs on the Boulevard. You can find photos from this show at itsbatonrouge.com.See omnystudio.com/listener for privacy information.

What does the 2nd Mexican Empire, Confederate soldiers on the run, and the TV show The Office have to do with a white supremacist secret society in St. Louis? Author and historian Devin Thomas O'Shea joins us to talk about his fantastic new book "The Veiled Prophet: Secret Societies, White Supremacy, and the Struggle for St. Louis." Strap yourselves in, dear listeners, you are in for a wild ride!Our guest: Devin Thomas O'Shea is the author of “The Veiled Prophet: Secret Societies, White Supremacy, and the Struggle for St. Louis,” publishing with Haymarket Books in June 2026. His writing is in The Nation, the Iowa Review, Slate, LA Review of Books, Boulevard, and elsewhere.Buy the book!listener comments? Feedback? Shoot us a text!Lignum is a haven for culture, rest, and resistance. We believe in celebrating community and honoring the land that holds us. At our urban “milpa,” we practice indigenous science that respects the natural cycles of the region, and most of our workshops are hosted by indigenous and local experts. Every project we do is grounded in collective memory, creativity, and respect for the land and its people.  Order "NEVER WILL IT BE LOST" and get $5 off!Support Lignum: A Cultural Haven in MéridaYour Hosts:Kurly Tlapoyawa is an archaeologist, ethnohistorian, and filmmaker. His research covers Mesoamerica, the American Southwest, and the historical connections between the two regions. He is the author of numerous books and has presented lectures at the University of New Mexico, Harvard University, Yale University, San Diego State University, and numerous others. He most recently released his documentary short film "Guardians of the Purple Kingdom," and is a cultural consultant for Nickelodeon Animation Studios.@kurlytlapoyawaRuben Arellano Tlakatekatl is a scholar, activist, and professor of history. His research explores Chicana/Chicano indigeneity, Mexican indigenist nationalism, and Coahuiltecan identity resurgence. Other areas of research include Aztlan (US Southwest), Anawak (Mesoamerica), and Native North America. He has presented and published widely on these topics and has taught courses at various institutions. He currently teaches history at Dallas College – Mountain View Campus. Find us: Bluesky...

We are trying Quirk Hard Seltzer Berry & Botanical Mix Pack by Boulevard Beverage!Cheers!Become a supporter of this podcast: https://www.spreaker.com/podcast/strikeout-beer--2992189/support.

Stefan Lassnig spricht mit dem Wiener Psychiater und Satiriker „Blauer Elefant“ über sein satirisches Handbuch „Zum Diktator in 30 Tagen“ und die „Rezeptur“ des modernen Rechtspopulismus. Die beiden diskutieren, wie autoritäre Persönlichkeiten in Zeiten von Kontrollverlust und Dauerkrisen mit einfachen Antworten, starken Bildern und klaren Freund‑Feind‑Narrativen punkten. Ausführlich geht es um die Rolle von Social Media, Boulevard und parteinahen Paramedien, deren Algorithmen und Mechanismen (Verknappung, Emotionalisierung, Polarisierung) rechtspopulistischen Akteuren enorme Reichweiten ermöglichen. „Blauer Elefant“ erklärt, warum Nationalismus, Personenkult und die Konstruktion von Feindbildern – vom „Schrödingers Ausländer“ bis zur „Lügenpresse“ – Kernbestandteile dieses Playbooks sind. Zum Abschluss wird die Frage gestellt, warum etablierte Parteien Emotionen wie Angst, Wut und Ohnmacht zu wenig adressieren und damit jenen das Feld überlassen, die mit einfachen Erzählungen komplexe Probleme ausnutzen. Links zur Folge: Buch "Zum Diktator in 30 Tagen" (Morawa) Podcast "Braune Kinderzimmer" (Stern) Ganz offen gesagt Folge #15 2025 Über Allahs mächtige Influencer Podcastempfehlung der Woche:  Die Open-AI Story (ARD) Link zu unserem aktuellen Werbepartner "DIe Presse":http://diepresse.com/ganzoffengesagtCode: ganzoffengesagtWir würden uns sehr freuen, wenn Du "Ganz offen gesagt" auf einem der folgenden Wege unterstützt:Werde Unterstützer:in auf SteadyKaufe ein Premium-Abo auf AppleKaufe Artikel in unserem FanshopSchalte Werbung in unserem PodcastFeedback bitte an redaktion@ganzoffengesagt.atTranskripte und Fotos zu den Folgen findest Du auf podcastradio.at

SCHEDULE JOHN BATCHELOR SHOW, 6-5-2026.1900 ADAMS BOULEVARD LA. Jeff Bliss highlights the stark contrast between Seattle's controlled homelessness and the pervasive crisis in Los Angeles. The discussion transitions to California's jungle primary, where late-arriving ballots in the Los Angelesmayoral race show statistically improbable gains for Karen Bass and Nithya Raman, fueling accusations of election irregularities. Jeff Bliss previews the opening of a massive, multi-story In-N-Out Burger in Las Vegas, predicting it will become a celebrity destination similar to Hollywood's historic clubs or New York's Stork Club. He also reflects on a rare 1955 invitation from Walt Disney, noting its role in establishing Disneyland's enduring cultural legacy. Richard Epstein examines the 14th Amendment's opening clause, distinguishing the robust rights of citizens from the conditional privileges of aliens. He argues that naturalization was historically a federal prerogative, noting that early statutes, influenced by Thomas Jefferson, included explicit racial exclusions for persons of African or Asiandescent. Richard Epstein disputes the "plain meaning" application to the 14th Amendment, arguing that "subject to the jurisdiction" requires natural allegiance rather than mere physical presence. Critiquing the Wong Kim Ark ruling, he suggests that children of legal permanent aliens should inherit their parents' status rather than automatic citizenship. Jim McTague reports on the cautious economic sentiment in Lancaster County, where despite falling gas prices, consumers remain budget-conscious. While tourism remains strong at venues like the Sight and Sound Theatre, local officials recently rejected a proposed data center in Columbia due to technicalities and concerns over its utility. Lorenzo Fiori provides an optimistic update on Italy's economy, noting improved employment rates across various demographics. He highlights a landmark legislative shift toward nuclear energy, with small plants planned by 2034. For travelers, he recommends San Miniato, a strategic, less-crowded Tuscan village famous for its white beans. Bob Zimmerman dismisses NASA's sheltering orders on the ISS as an overreaction to routine Russian repair work on the Zvezda module. He details SpaceX's massive IPO, which aims to raise billions, and observes that private space station firms like Axiom and Vast continue to secure significant capital despite SpaceX's market dominance. Bob Zimmerman surveys global spaceport developments, contrasting Spain's investment in French Guiana with the liquidation of the UK's Sutherland facility due to red tape. He debunks claims that the interstellar comet 3I/Atlas is an alien craft and notes that unpredictable sunspot activity continues to defy scientific models. Andrew Bayliss recounts how Pericles provoked the Peloponnesian War by steering Athens toward confrontation with Sparta. He details the Athenian strategy of retreating behind city walls and relying on naval imports, a move that tragically facilitated a devastating plague, claiming thousands of lives, including Pericleshimself. Andrew Bayliss profiles Lysander, a Spartan general of modest origins who secured crucial Persian funding to challenge Athenian naval supremacy. Lysander achieved victory not through direct combat, but by using deception to capture the Athenian fleet while the crews were uncharacteristically casual and off their ships. Andrew Bayliss explores the aftermath of Sparta's victory, noting that Lysander's immense power and ambition ultimately led to his death during a failed siege. Sparta's dominance eventually collapsed at the Battle of Leuctradue to a dwindling citizen population, reducing the once-mighty superpower to a minor village. Andrew Bayliss critiques the modern application of the "Thucydides Trap" to US-China relations, arguing that the original Peloponnesian War was not inevitable. He suggests the conflict was precipitated by specific provocations and accidental circumstances, drawing parallels to the circumstantial outbreak of the First World War. Henry Sokolski warns of China's fast breeder reactor program, which produces super weapons-grade plutonium capable of fueling efficient nuclear triggers. He also notes South Korea's growing interest in developing independent nuclear capabilities and submarines to counter threats from North Korea and China, despite international non-proliferation standards. Henry Sokolski explains the strategic significance of deploying Dual Capable Aircraft (DCA), such as the F-35, to reinforce NATO's nuclear deterrent in Europe. He observes that while Moscow and Beijing oppose these deployments, the aircraft act as vital "glue" for alliances, ensuring that American nuclear guarantees remain credible. Richard Epstein analyzes the Wong Kim Ark decision, arguing that Justice Horace Gray erroneously applied birthright citizenship to the children of ineligible aliens. He further critiques the expansion of the Equal Protection Clause in the 20th century, claiming it was originally intended for criminal matters rather than civil benefits. Richard Epstein discusses the legal complexities of a proposed executive order to end birthright citizenship for children of illegal aliens. He highlights the rise of "manufactured citizenship" through birth tourism and predicts the Supreme Court may eventually distinguish between transient visitors and those seeking permanent residency.

SCHEDULE THE JOHN BATCHELOR SHOW, 5-22-2026.1900 ADAMS BOULEVARD.Jeff Bliss describes the rapid spread of Southern California wildfires in Riverside County. He also discusses a major fire on Santa Rosa Island caused by a stranded boater's flare. (1/16)Jeff Bliss reports on the "Disney Forward" expansion, which may include a third theme park. He notes that Harbor Boulevard faces intense traffic congestion despite Disney's advanced engineering efforts. (2/16)Richard Epstein analyzes the Trump administration's efforts to bypass state-run elections by banning voting machines. He characterizes these moves as unilateral abuses that threaten the constitutional separation of powers. (3/16)Richard Epstein critiques the Democratic Party's 2024 autopsy, arguing that Kamala Harris failed because she focused on identity politics. He claims the party lost contact with male and rural voters. (4/16)Jim McTague describes robust Memorial Day shopping in Lancaster County despite high gas prices. He warns that the economy sits in bubbles created by AI data centers and government spending. (5/16)Lorenzo Fiori discusses Italy's renewed interest in nuclear power and electric vehicle production in Naples. He also recommends the Molise region for its unique food and red Biferno wine. (6/16)Bob Zimmerman details SpaceX's IPO filings, which show Starlink earns $12 billion annually. These profits fund Starship development, while new ventures like high-powered satellite buses expand the company's commercial reach. (7/16)Bob Zimmerman explains that the Psyche probe successfully completed a Mars flyby. Meanwhile, reanalyzed data suggests Europa may lack water plumes, contradicting previous theories about the moon's potential for life. (8/16)Peter Mauch examines Hideki Tojo's 1941 strategy, where he balanced Army and Navy demands. The Navy's push for oil in Southeast Asia ultimately led to the circular logic of war. (9/16)Peter Mauch notes that Tojo acted as a tyrant by assuming multiple cabinet positions. After losing four carriers at Midway, Tojo utilized propaganda and censorship to hide the truth from the public. (10/16)Peter Mauch reveals Emperor Hirohito's daily involvement in military details. Tojo suppressed any talk of an exit strategy, though he eventually complied with the sacred decision to surrender after the atomic attacks. (11/16)Peter Mauch covers Tojo's failed suicide and his transition to a scapegoat for the Tokyo trials. He accepted responsibility for war crimes while shielding the Emperor from any legal prosecution. (12/16)Henry Sokolski argues that the NPT review highlights the failure to prevent Iran's nuclear enrichment. He warns that this creates a domino effect of proliferation across Saudi Arabia and Europe. (13/16)Mariam Wahba describes the jihadist threat in Mali led by Iyad Ag Ghaly. The group's siege on the capital endangers Nigeria, necessitating U.S. intelligence support for allies without using American troops. (14/16)Conrad Black proposes a Commonwealth economic fund to rival China and the U.S. He critiques Britain's failed governance and suggests the Reform Party offers a necessary shift away from welfare-centric politics. (15/16)Douglas Messier discusses a new partnership to develop asteroid mining technology. Key innovations like optical mining and solar thermal engines could eventually allow for large-scale robotic construction in space. (16/16)

Jeff Bliss reports on the "Disney Forward" expansion, which may include a third theme park. He notes that Harbor Boulevard faces intense traffic congestion despite Disney's advanced engineering efforts. (2/16)1908 LA

New episode: Let's take a deeper dive into the 19th arrondissement of Paris. You've hopefully already heard the previous episode, where Ben McPartland shared his thoughts on the 19th Kingdom.  In this brand new episode, we visited some of the places he recommended, plus more. And we report back to you! (Scroll down for the spelling/websites of each place mentioned).  This episode brought to you by The Earful Tower Tours. Come join us in the Marais, Montmartre, or the Latin Quarter. Our Walking Tours are exceptionally highly rated online and are the best way to experience this podcast in real life. The Earful Tower exists thanks to support from its members. For just $10 a month you can unlock almost endless extras including bonus podcast episodes, live video replays, special event invites, and our annually updated PDF guide to Paris.  Membership takes only a minute to set up on Patreon, or Substack. Thank you for keeping this channel independent.  For more from the Earful Tower, here are some handy links: Website  Weekly newsletter  Walking Tours Food and Drink L'Atalante A spacious bar on the canal known for IPAs and dishes like roasted cauliflower with peanut butter sauce. 26 Quai de la Marne, 75019 Paris www.latalante.fr Combat A lively cocktail bar near the border of the 19th and 20th arrondissements, recommended for high-quality cocktails. 63 Rue de Belleville, 75019 Paris www.combat.paris Lao Siam A long-running Southeast Asian restaurant recognized by the Michelin Guide, known for dishes like "Crying Tiger" beef. 49 Rue de Belleville, 75019 Paris www.laosiam.fr Cheval d'Or A highly praised restaurant with an understated exterior. 21 Rue de la Villette, 75019 Paris www.chevaldorparis.com Paname Brewing Company A brewery on the canal serving craft beer and food. 41 Quai de la Loire, 75019 Paris www.panamebrewingcompany.com Le Passage à Niveau A restaurant on the Petite Ceinture with its own herb garden and mushroom cultivation. 2 bis Rue de l'Ourcq, 75019 Paris https://www.instagram.com/lepassageaniveau/ Coffee Shops & Bakeries Mardi A café known for excellent coffee and Swedish-style cinnamon buns. 29 Rue de la Villette, 75019 Paris www.instagram.com/mardi_cafe_paris Buna Bet A specialty coffee shop and roastery known for single-origin coffee, pastries, and a warm neighborhood atmosphere. 102 Rue de Meaux, 75019 Paris www.bunabet.fr Parks & Culture Parc des Buttes-Chaumont A dramatic park built on an old quarry with steep hills, a lake, and a hilltop temple. 1–7 Rue Botzaris, 75019 Paris Parc de la Villette A large contemporary park with playgrounds, museums, and entertainment venues. 211 Av. Jean Jaurès, 75019 Paris www.lavillette.com Philharmonie de Paris A major concert hall located inside Parc de la Villette. 221 Av. Jean Jaurès, 75019 Paris www.philharmoniedeparis.fr L'Eau et les Rêves A botanical bookshop on a moored boat along the canal. 9 Quai de l'Oise, 75019 Paris https://www.penichelibrairie.com/ Belleville Market A busy outdoor food market near Rue de Belleville. Boulevard de Belleville, 75019 Paris Nordic Bookshop (La Librairie Nordique) A specialized bookstore focused on Nordic and northern literature. 5 Rue de la Villette, 75019 Paris www.lalibrairienordique.fr