Podcasts about Brightview

In this episode of The TMA Connection, Tim takes a special trip to Brightview Perry Hall, a vibrant senior living community where care, connection, and quality of life come first. The heart of the episode is a meaningful conversation with Danielle Shishmanian and Tina Miller—two dedicated leaders who share what makes life at Brightview truly special. Danielle and Tina offer a firsthand look at the daily experiences of residents, the values that guide their work, and how Brightview creates a sense of home and purpose for seniors and their families. Whether you're curious about senior living or simply love hearing stories of compassion and community, this episode offers something for everyone. Subscribe to The TMA Connection on your favorite podcast platform, or watch the full episode on YouTube by searching “The TMA Connection.” Don't forget to like, comment, and share—your support helps us keep sharing powerful stories like these!

For the past 26 years, Josh has worked in the landscape industry.  After graduating from Virginia Tech, he relocated to southern California and began his career in the wholesale nursery industry where he served as Director of Operations for a 250 acre growing facility.  In 2002, he transitioned into Landscape Management as an Account Manager and Sports Turf Manager at TruGreen LandCare.  In 2005, he went to work for Brickman in San Diego where he held positions from Enhancement Manager to Vice President and General Manager for both the LA and San Diego Markets.  In 2017 and after the transition to BrightView, Josh was promoted to Senior Vice President of the Southwest and later to Group Senior Vice President of the Southwest and Texas where he oversaw teams of up to 3,000 employees and $400M in revenue. Josh now serves as CEO of the newly formed Osprey Landscape Group based out of San Diego.  Osprey was formed as a holding company in late 2023 and currently operates Pacific Landscape Management in Portland, OR and Pacific Landscape Maintenance in Seattle, WA.  Building on Pacific's strong reputation for quality and culture in the Pacific Northwest, Osprey is continuing it's expansion across the western United States through organic growth and a strong M&A strategy.

Let us know if there's a topic you'd like us to cover! Welcome back to Green Industry Perspectives! In this episode, Jay Worth welcomes Mario Cambardella to the show!With a Bachelor's degree in Landscape Architecture and Master's degree in Urban Planning, Mario comes with some serious classroom chops. But that doesn't mean he's never gotten his hands dirty; Mario started with Valley Crest (now Brightview) and worked his way up to management before becoming Atlanta's (and America's) first Urban Agriculture Director, addressing the problem of "food deserts" in an urban environment. Now Mario runs Scapify, a software platform that connects growers to landscape companies directly. This ensures that growers get quality plant material in the ground faster than relying on a "middle man" like a nursery. In this episode, Mario shares why defining success, planning for that success, and determining the intersection of passion, experience, inheritance, and best contributions ensure you succeed in the Green Industry. ---Check Out Our Events Page!---Visit the Scapify WebsiteEmail Mario: Mario@Scapify.com Follow Scapify on LinkedInFollow Scapify on FacebookVisit the Georgia Green Industry Association Website

Ohne Aktien-Zugang ist's schwer? Starte jetzt bei unserem Partner Scalable Capital. Alle weiteren Infos gibt's hier: scalable.capital/oaws. Aktien + Whatsapp = Hier anmelden.  Lieber als Newsletter? Geht auch. Das Buch zum Podcast? Jetzt lesen.  Hier geht's zum Starbucks-Video. Hannover Rück hat viele Großschäden - aber Budget reicht und Aktie steigt. Monday.com steigt dank Großkunden. JetBlue fällt wiederum dank großer Schulden. Und sonst so? Aktivisten bei Starbucks & Zocker bei Varta. Wer mäht den Rasen bei Google, Walmart, der Stanford- und Harvard-Uni? BrightView (WKN: A2JPBC)! Und damit ist BrightView ein Milliarden-Business. Zwei österreichische Milliardäre investieren in Rosenbauer (WKN: 892502). Feuerwehren auf der ganzen Welt investieren in Fahrzeuge von Rosenbauer. Sogar die Bundeswehr investiert in Löschfahrzeuge von Rosenbauer. Aber wieso läuft's an der Börse nicht? Diesen Podcast vom 13.08.2024, 3:00 Uhr stellt dir die Podstars GmbH (Noah Leidinger) zur Verfügung.

We've all been aging since the day we were born, but is there a right time to start thinking about senior living? For Steve Gurney, it was in his early 40s. During a yearlong project, Steve moved into five different senior living communities to get the full experience. Steve will share firsthand insight and advice about what to look for when searching for a senior living community. This is the perfect time to dip your toes in the water and get to know the team at Charter Senior Living. Steve is the Founder of the Positive Aging Community and develops innovative products to help seniors make the best choices in retirement living. He is a Senior Marketing Institute award winner and the Founder and Publisher of the Positive Aging SourceBook. For more information about Charter Senior Living Charter Senior Living currently manages over 60 senior living communities across the United States.  Mission: To Enhance the Human Spirit. At Charter Senior Living, our mission statement and core values unite us in our purpose – and our passion. We strive to be a caring and compassionate leader within the senior living industry, but more importantly, our goal is to demonstrate that commitment to our residents … Every. Single. Day. Visit any Charter Senior Living community on any given day … and, from the moment you step through our doors, we think you'll experience the difference … Questions Asked:  Steve, so could you or would you share and tell us what happened with your grandfather and their care? Did the family place them in a senior care location? I am concerned about the impact of private equity in the senior living space. I am interested in moving to CCRC. Specifically, my concern is were I to move into a CCRC today, what protections would I have that the CCRC would maintain its quality of service and commensurate quality of service in higher levels of care? "My husband is like 7 years older than me with co morbidity. So when it's the right time to move in assisted living  even though I'm still independent.. Maybe be I know the answer but I want to know your perspective?" How about Villages (Village to Village network)?  I belong to At Home in Alexandria. Pros/cons rental community with levels of care (such as Brightview)  vs nonprofit  CCRC (such as Goodwin House) vs for profit CCRC  (such as The Fairfax , both of which have entrance fees "Is there a future expectation for healthcare in those communities? Is assisted living an age eligibility requirement?" I have heard that these older adult communities can be cliquish like in high school. How can one avoid these cliques? Can you comment on "adult family homes," please? where to find a NOC--natural occurring community in the DC area? What are entry fees all about? Steve can you share Arvette's webinar on Senior Living Contracts? https://www.retirementlivingsourcebook.com/videos/understanding-senior-living-community-contracts "What an amazing story, wow? Ask, Ask , Ask. Thank you so much for sharing. So the person was only fifty years of age when they had the accident and became disabled, and the whole family moved into the care community and the organization decided and said they would work with the whole family to make this care plan work for the good of the whole family. Thanks." With aging baby boomers, many, new communities are being built today (visited some in Fairfax, VA). We're 68 and plan to move to a CRCC when we are about 75 (hopefully as independent living).  How do we evaluate the new communities?  Any other advise in what we should do? Your grandfather, Entomologist? Is this the scientist who studies insects and zoology and animals? if yes, this is so interesting. Your grandfather, a professor, teacher, researcher, what did they do and what happened to all of their stuff. The cicadas have always been so interesting. Thnaks Steve, this was excellent presentatation!!! Ruth

Frank Annino's career in the landscaping industry is a testament to his dedication and passion for the field. Growing up in the construction industry, Frank always knew that being in the field was where he wanted to be. He pursued a college degree in business management with an emphasis on organizational behavior, which laid the foundation for his professional journey. After college, Frank ran a landscape nursery in Thousand Oaks for three years, where he honed his leadership skills and gained invaluable knowledge in selling, managing P&L, and understanding plant materials, chemicals, and fertilizers.  In 1992, he joined Environmental Care, working in the field for the first two years to deeply understand the day-to-day operations of field workers. Over the years, he took on various leadership roles within the company, learning and managing different functions such as the shop, tree care, and irrigation. Eventually, he was given the opportunity to run a business for what became ValleyCrest Landscape in Ventura, California, where he successfully grew the business significantly and was promoted to Regional Manager. In his next career move, Frank helped ValleyCrest through its transition to BrightView, where his role expanded to managing a larger territory as Senior Vice President, covering the Inland Empire, all of Los Angeles, and the Pacific Northwest. In 2021, Frank joined Sperber Landscape Companies as President of the maintenance division, overseeing 16 subsidiary companies nationwide. In this role, Frank leads the strategy and execution of various departmental functions, including training, sales, and operations, with a focus on developing and expanding greenfield projects, irrigation, and tree care services. His favorite part of the job is teaching, training, and coaching. That moment when the lightbulb turns on in others is priceless.  Outside of work, Frank loves spending time with his wife Kim and their two children, Maey and Josie. The family enjoys traveling, attending concerts and music festivals, and as a true Southern California native, Frank is a die-hard Los Angeles sports fan.

I am an Honors Graduate from UC Davis in Environmental Horticulture. Started my career on the end of a water hose in a retail nursery in 1968. After graduating I joined the UC Cooperative Extension Service as Farm Advisor for San Francisco and San Mateo Counties where I specialized in weed control in turf and landscapes and high use athletic turf. In 1980 I joined ChemLawn Corporation as Technical Services Manager for the western United States. We opened a number of branches over the next seven years growing revenues from just over one million dollars to twenty three million. Saw the real opportunity for growth in landscape maintenance services. Joined Industrial Landscape Services in 1986 as an Account Manager and led the enhancement team as well. On March first 1989 I joined Environmental Care in Calabasas as Technical Services Manager. In 1992 was promoted to Regional Manager for NorCal and SVP in 1997 taking over the western US maintenance operations. Grew from 24 branches to 55 over the next 17 years until the merger with The Brickman Group in 2014. Held various SVP roles with BrightView managing maintenance operations until 2021 when I joined Sperber Landscape Companies. Just completed  two and a half year assignment managing maintenance operations on the Hawaiian Islands. Now working on special projects for the Sperber organization.

Highlights today include: Legrand: 2024 Q1 Results, EverLights Leads in Lamp Recycling and Sustainability, Offering Eco-Friendly Solutions for Lighting Projects, BrightView's New Display Film Boosts Brightness up to 30%, Net Zero Lighting Conference: Companies Must Adopt a Holistic Approach.

Whether shredding on guitar, or writing a song a day, no musician in Akron currently is busier or more accomplished than Dave Rich. Not surprisingly, he is the 2024 Arts Alive Award Winner for Outstanding Artist in Music! In this episode, Nick and Bob talk with Dave about his early inspirations, and his work with the legendary band Houseguest, Surf Rock dynamos The Beyonderers, and his current project, supergroup Dave Rich and The Enablers (who are enabling his prolific output of new songs). And, we also discuss the important work that Dave does in the Recovery community as Director for Strategic Initiatives at BrightView. It's a great episode - Don't miss it! Listen Thursday, April 18, at 10 pm on The Summit FM, 91.3, or anytime as a podcast on Apple, Spotify, Google, Podbean, SoundCloud, and now on YouTube - Wherever you get your podcasts! (Thanks to Brad Savage)

Dive into the insights of industry veteran Kevin Salters as he shares decades of lawn care wisdom, from starting as a teenager to a monumental sale to Brightview. Discover the crucial role of knowing your numbers, get an inside look at the Lawn Care Life Conference, and find out why Kevin plans to return next year with his wife. Equip Expo 2024 Exclusive Discount: Unlock 50% off Equip Expo 2024 tickets with code PAUL—just $12.50 until May 31st. Register Here Enhance Your Business Operations: Ready to streamline your workflow and boost efficiency? Discover the CRM software that powers my lawn care business success. - Try Jobber Elevate Your Online Presence: Your professional website awaits! Begin your journey to a compelling online brand with - Start Your Website Journey w/ Footbridge Media Explore Paul's Universe: Dive deeper into the world of lawn care with our resources at: GreenIndustryPodcast.com Paul Jamison's Book Collection: Elevate your lawn care knowledge with my books.: Get Paul's Books Here A World of Audiobooks Awaits: Discover the convenience of learning on the go with Audible.: Explore Now The Landscaping Bookkeeper: Transform your financial management with the expertise of Megan and Joey Coberly. Learn how at Click Here

Wally Beecroft has an extensive track record of senior-level business leadership in the agriculture, commercial horticulture, and the food industries. Since 2019, he has served as Chief Executive Officer of Exacto, Inc. an established market leader in adjuvant solutions in several markets including agriculture, turf and ornamental, and industrial vegetation management.Previously, he served on the Board of Directors and led Exacto's parent company, Cox Family Holdings as President and COO. As Board member, he chaired the Human Resources Committee.Earlier in his career, Wally was an LP with the Brickman Group leading a portfolio of businesses in major US markets through organic and acquisition growth. With private equity partners, Brickman grew rapidly leading to a $1.6B exit to KKR and subsequent merger with ValleyCrest creating a $2.2B combined company. BrightView (formerly Brickman) is the world's largest commercial horticultural services company (NYSE:BV). Along with other acquisition integrations and consolidations, Wally was responsible for the ValleyCrest merger integration in the Chicago market. Wally earned a B.S. in Business Management from Northern Illinois University and continue his executive education at the University of Chicago Booth School of Business. He has served for over 20 years on both corporate and non-profit boards. Today, he serves on the Board of the Council of Producers & Distributors of Agrotechnology (CPDA). Wally and his wife, Stacy have been married over three decades and together have 3 adult children.In this episode of the Intentional Agribusiness Leader podcast, host Mark Jewell engages in an enlightening conversation with Wally Bcroft, CEO of Exacto. Wally shares his approach to intentionality, leadership, and the development of talent within an organization. The dialogue opens with explorations of intentionality and how it cascades from personal growth to professional leadership.The conversation then pivots to practical strategies for attracting and retaining talent, emphasizing the importance of a rigorous hiring process and a robust performance management system. Wally discusses the challenges and successes he has encountered, including navigating the supply chain crisis following COVID-19 and the Texas freeze of 2021. Additionally, he shares his excitement about Exacto's upcoming innovations and growth trajectory.Key Takeaways:Intentionality in leadership starts at the individual level and extends outwards to relationships and business missions.A rigorous hiring process and clear performance management system are crucial for talent retention.Facing industry challenges like the supply chain crisis can lead to organizational growth when approached with agility and determination.Being involved in industry advocacy, such as influencing the farm bill and EPA regulations, is vital to ensure sustainable productivity in the ag sector.Vulnerability and open communication within an organization are pivotal for growth, learning, and effective problem-solving.Notable Quotes:"The hardest person to lead is yourself. And that's really true.""You get what you're rewarding.""I've got to learn how to do that, those guys, at what they do. So, you know, I'm always trying to, trying to improve what I'm doing.""If you don't have enough tough conversations in your organization, I'd be wondering if everything's okay."Resources:CPDA Website - Council of Producers & Distributors of AgrotechnologyBooks by David McCullough such as "1776" or "John Adams""The Splendid and the Vile" by Erik LarsonJoin us for more episodes that dive deep into the minds of industry leaders, sharing...

Welcome to the MassDevice Fast Five medtech news podcast, the show that keeps you up-to-date on the latest breakthroughs in medical technology. Here's what you need to know for today, February 7, 2024. Check out the show notes for links to the stories we discussed today at MassDevice.com/podcast. GE HealthCare posted fourth-quarter results this week that beat estimates on Wall Street. Fast Five hosts Sean Whooley and Danielle Kirsh talk about the financial highlights. A former Tandem chief commercial officer joined Ascensia as president of CGM. Hear who is taking over in this new role and what their responsibilities will be. Dexcom has launched its new ONE+ CGM system in Europe. Whooley explains what the new system is and how it uses some of the company's other technology. The FDA expanded its approval for Boston Scientific's spinal cord stimulation to include chronic back pain without prior back surgery. Learn more about the system and the data that supported the expanded indication.  Philips has a serious BrightView recall due to a potential falling component. The Fast Five hosts talk about the reason behind the recall and if there have been any complaints stemming from the recall. BONUS: Read more from Whooley about Boston Scientific's plan after Farapulse won FDA approval, as well as how catheter design was the key to developing the Farapulse technology.

Interview with Doug Thorpe, who is an executive coach and business advisor who provides personalized, one-on-one coaching services to help entrepreneurs and other professionals reach their full potential.  Doug's clients include corporate giants like ExxonMobil, UPS, Mizuho Bank, Centerpoint, and Bank of America. He has also worked for local and regional mid-cap brands like Brightview, Crane Logistics, Regions Bank, Franklin Covey, and the Houston Society for the Performing Arts. Doug's blog was ranked in the Top 100 Leadership Blogs List in 2016, 2017, 2018, and 2019 plus he has over 200,000 social media followers. His web site is https://dougthorpe.com

Unlock the secrets of effective channel mix and content marketing strategies in the latest episode of Ignite! Kevin Dugan, an industry leader in addiction treatment and Director of Content Marketing at Brightview, joins CEO, Alex Membrillo to share decades of experience in B2B and content marketing. Explore Brightview's compassionate, patient-centric approach, breaking stigmas and fostering community connections. This episode offers tactical insights and heartfelt stories that inspire and inform marketing professionals and those passionate about making a difference. Don't miss out on this compelling conversation that's changing the face of addiction treatment marketing. RELATED RESOURCES Marketing Guide & Strategies for Addiction Treatment Centers - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/digital-marketing-strategies-tips-ideas-addiction-treatment-rehab-centers/   6 Strategies to Improve Patient Retention  - https://www.cardinaldigitalmarketing.com/healthcare-resources/blog/6-strategies-improve-patient-retention/  From Screen to Patient: CTV and OTT Advertising in the Healthcare Industry - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/ctv-ott-advertising-in-healthcare/  Patient-Centric Marketing: How to Define and Reach Your Ideal Audience - https://www.cardinaldigitalmarketing.com/healthcare-resources/podcast/patient-centric-marketing-define-reach-audience/ 

Jarrett Herold is co-founder and COO of VC-backed startup Electric Sheep, the first large-scale outdoor maintenance company powered by artificial intelligence and robotics. Jarrett's career began in the landscaping industry, working in the Brickman world until heading to the Bay Area where he started his entrepreneurial journey into the tech industry. Prior to that, Jarrett was at KKR consolidated Brightview, within their Operations Excellence team (OpX) where he recognized the unique opportunity available to combine these two worlds. https://sheeprobotics.ai/

The race is on to set the mood for today's episode, which is about competition. I'm going to talk about competition because I've had a few suggestions that maybe I should talk a little bit about some business strategies. Maybe at some point, we'll talk about finances, P& L, balance sheet, estimating. But in this episode, I want to talk a little bit about sales and we will talk more about sales in future episodes. But I think today what I want to do is talk about. competition, and how, how you speak about your competition. Do you speak about your competitors? When do you speak about your competitors? Should you speak about your competitors? Because, uh, you know, in the landscape industry, there's oftentimes not a lot of sales training and the way that a lot of us handle. Our competition isn't always very strategic. It's oftentimes unprofessional. Yet, Um, we tend to, when I say we, my observation is that a lot of you get tied up thinking too much about your competitors, which also affects the way you price and market your company, your products, your services, et cetera. So today I'm going to dig into how to speak about your competition, how to frame your competition, and how to position yourself and your competitors in this episode. If you are an irrigation professional, old or new, who designs, installs, or maintains high-end residential, commercial, or municipal properties, and you want to use technology to improve your business, to get a leg up on your competition, even if you're an old school irrigator from the days of hydraulic systems, this show is for you. Okay, here we go. So I think I'm going to use just my own personal experience, um, helping to build the baseline company, uh, specifically because, you know, way back in the day when, when I was first introduced to baseline, which was. 2004 or 2005, they, they didn't, they didn't have any salespeople. It was just the founders, a couple of engineering, manufacturing people, and a, you know, sort of receptionist, uh, accountant, a bookkeeper, if you will. That was it. There were like five people, you know, and then, and then we, we grew the company. But, uh, at one point there, nobody knew who Baseline was. Nobody knew really amazing emerging technology. Nobody knew who the company was. So the various sales situations, that I was a part of, there was only competition because nobody knew, who I was. And I'm going to try to make a couple of analogies as we go through this, but I want to start by saying there's a difference between being the existing leader in the space, the biggest. competitors versus being the incumbent small, let's call it startup company, whether that's a manufacturing, a distributor or retailer, a contractor, whenever you're starting out, you're kind of that smaller emerging player. So depending on who you are, when you're listening to this, you know, keep this in mind because there might be some strategies that you want to deploy. If you are the small and emerging, and there might be some cautionary words if you are the biggest players. So when I say the biggest players, let's just say Rain Bird, Toro Hunter. Transcribed Uh, for instance, in, in our industry, or if it, as it relates to contractors, you know, maintenance contractors, perhaps Brightview is a big player. And then, you know, Joe's, uh, Joe's landscape maintenance that's starting up is the, is the incumbent. So just keep that in mind as we go through this. But I want to start by saying that in the most general sense, I tend to, and I guess me, my, my thought is to, when you talk about your competition, try to talk about them without naming them or naming their particular product or their particular company. If you have to talk about your competitors, you don't have to talk about them by name. And there are a couple of reasons why this is beneficial. And instead of talking about them by name, I think it's better to look at kind of the entire landscape. Uh, and if you are a startup tech company bringing, let's say some new estimating software or design software to market, you might be, you might be addressing the entire United States or perhaps the entire world. And if that's the case, what you want to do is, is look at that entire. market and then put your competitors, put the existing competitors into buckets and there's some real benefit to this. So put your, put your competitors into buckets. And again, if you're, if you're servicing the entire country, you want to look at the entire landscape of the United States. If you're serving a local market, you want to create, uh, your, your buckets based on that local market. So, I'll point out that these buckets may not exist. You, get to create the buckets. And You want to create buckets that frame your product exactly where, or your service, your business, your company, you want to use buckets that frame your business exactly where you want to be positioned and by positioning, by, by creating these buckets exactly where you want to position your, you are also creating, uh, you're framing your competitors into those buckets. This is not what your competitor thinks they are. This is where you get to say, you get to create these buckets and you get to educate your, your, your, your customer about the market, about the buckets, what the different, um, you know, the full landscape looks like without talking by the competitor by name or their feature by name. You're just kind of giving the lay of the land. Companies that are like type A, and companies that are like type B. And so let me give you an example of what I would do. Um, at baseline, so instead of speaking about the competition, what I would do is I would create buckets that would speak to baseline's kind of core benefit while also kind of planting the seed so that if the customer were to speak with, let's say, Rainbird, Rainbird would not have the capability that I just positioned. Even though I didn't say Rainbird, I would create a bucket and position Rainbird in that bucket or I would create a bucket and position Baseline into this amazing bucket so that if they were to speak with Rainbird, Rainbird wouldn't have that particular feature. So something like this You know back, let's say around 2010 I would say something like one of Baseline's core benefits is that We are a technology company, and because of this, we focus a hundred percent on modern web architecture, modern web performance, right? And, and building a technology platform that plays nicely with modern web performance. Your IT department and an example of this would be our web-based interface. You can access baseline software Using any web browser. There's no software to purchase no software to load on your machine or update and We consider this to be the new standard Okay? So there's the bucket. The new standard that I created, that I framed, which is modern web platform, web based interface. And the reason that I would say this is because at the time, 2010, Baseline was the only company So instead of saying something like, Yeah, we have a web based interface. Instead, I would position it as a technology company with modern web architecture. We consider this to be the new standard in the industry. Okay? Now, by saying that, you know, plant the seed that That web based platform is the future web based platform is the new standard so that if the if that client happened to go talk to a competitor and have a discussion about web based platforms, the competitor would not be able to wouldn't wouldn't have that doesn't have that capability, which, you know, puts them in that in that bucket. We'll talk about how what we what we also kind of call that. But how I like to think of that is that you create the narrative. You get to, you know, tell the story, paint the picture, create the narrative of what the market looks like, what the region looks like, what the, you know, how irrigation is performed in your city, your market, you get to create that narrative. So your customer doesn't create their own story or their own narrative. So I would say something like, you know, we, this was, you know, me and my baseline days, we are different than traditional. Irrigation manufacturers that major in plastic manufacturing for blank reason. We are different than legacy manufacturers that major in blank. Okay. Because. You know, who wants to be considered if you're buying a piece of technology, do you want to be, you want to, do you want to be framed as a legacy company or a traditional company? So those are kind of two buckets that I would create. Never mentioned the competitor by name, but I, but I would just create those buckets. And say we are different than legacy companies. We are different than traditional companies. Sometimes I would mention by name, but you can do that if you are the smaller company. We'll talk about that in a second. You can name the competitor sometimes if you are the smaller company, because if Rainbird is, you're not trying, they already know. They're probably going to have a conversation if, if you're a commercial maintenance company, likely in a, in a metro area, likely your customer may have a discussion, let's say with Brightview. And again, I'm, I'm just using names that might be, that you might be able to relate to. It's likely that they're going to have a conversation with Brightview. So you could say something like, we are different than traditional companies like Brightview. Because blank, now you've framed Brightview as a traditional company, or you could say something like, we are different than legacy companies like Brightview because blank. Again, I may seem like I'm picking on Brightview. I'm not. I'm just naming them because there are only a few sort of large national companies that might be in every local area. So if you are working at Brightview, please don't take this personally. I'm just just using it figuratively. But it doesn't also, it doesn't always work the other way around, okay? So, if you are Brightview, if you are Rainbird, if you are SiteOne, Ewing, et cetera, and you are the, let's say the... current market leader. And again, I'm not saying Rainbird's the market leader, but technically, yeah, they kind of are, right. They're one of the market leaders. If you are the market leader, I think it is rarely an advantage to specifically naming competitors. So there was nothing better for me in the early days and for Baseline in the early days, nothing better than if one of the larger leaders like Rainbird, Toro, Hunter, even Rainmaster, Kalsense, you know, and Tukor for that matter. There was nothing better than if they would name Baseline. And the reason is because nobody knew who Baseline was. So, if a larger competitor were to bring up Baseline in the conversation, all of a sudden, it's like they, they immediately legitimize Baseline. Not legitimizing the features and the capability, but by naming the company, they legitimize the fact that Baseline's large enough to be a part of the conversation. Okay? So, if you're the larger company, if you're the market leader, it's rarely to your advantage to name the smaller incumbent. And this, and I'm not going to name names, but there are existing examples of this, even in the irrigation industry that I see regularly from larger technology companies that are the market leaders naming smaller incumbents. And it is, it does nothing but legitimize them, bring them into the conversation. And if your customer did not know who they were. Now they know who they are and if you name them, they probably should go do their due diligence and talk to them because if they're legitimate enough for the market leader to be aware and add to the conversation, then your customer probably needs to go have a conversation and so you just did yourself a disservice by mentioning them and bringing them into the conversation. So that's kind of like I would say the untold Untold rule is that if you are the bigger company, don't bring in, don't bring in your smaller, the, the small guys. Okay. Um, let's see, what should we, where should we go next with this? I think that this also relates to something that we see called a kill sheet and a kill sheet. You, you've probably seen, um, let's just say sprinkler manufacturer, a, you know, creates a kill sheet for their new rotor. And in this kill sheet, you see a list of features from their rotor. And then you see, you know, competitor one, competitor two, competitor three, and you see this like a, you know, comparison. Uh, feature, feature comparison, it's known as a kill sheet and there's a couple of reasons why I don't particularly like kill sheets. Number one, because it brings competitors into the conversation that may not have been in the conversation already and legitimizes them. But it also helps bring up this phrase that I, that I love to use, and that is in the sales process. Of course, don't answer questions that haven't been asked. A lot of times we want to assume our customer, our prospect is going to ask us something. And so you see a lot of salespeople that just love to talk and they start, they start answering questions that the customer hasn't even asked. And oftentimes it's leading them down a path that they weren't going to go down before. And I think this is a great, you know, the kill sheet is a great example of that. You're answering, you're answering questions that the customer hasn't even asked. So it really serves, it really serves little purpose unless the customer specifically came in. You know, searching for, you know, this exact difference. So you might be able to now, as I think about this, you might be able to have like a landing page, right? If somebody goes to Google and they search, you know, Rainbird 5, 000. Versus Hunter PGP, right? You may not want to, I would not recommend you ever have that conversation with a prospect unless they ask. And if they ask, you don't necessarily have to show. But if they search that on Google, okay, maybe you want to have a landing page that talks about that, those differences, but that would be kind of the only, the only time I would recommend having that, that kill sheet or, you know, in your local area, if you think people are searching. You know, Contractor A versus Contractor B. So, in other words, let's say you're a salesperson for some fictitious company called Complete Irrigation. I wouldn't recommend you say something like, you may have heard of Advanced Irrigation because they are new, they're advertising a lot in this local area, but they don't do Blank. Don't say that. If you are the larger company, i. e. complete irrigation, don't say something like, you may have heard of advanced irrigation because they are the, they are new and they're advertising a lot. Don't mention the competition, especially when they're smaller. All right. So don't mention the competition if they're smaller. Don't answer questions that, that haven't been asked. And I would say if you are asked about the competition, it doesn't mean you have to provide an answer. Okay. This is where strategy comes in. Just because someone asks you a question doesn't mean you have to provide an answer to that question. Number one, you could reply with another question. Number two, you get to respond any way that you, any way that you want to. So what I would do if, if someone asks you about. Uh, your competitor, go back to your positioning buckets, you know, instead of answering the question exactly, uh, find a bucket to put them in, you know, that, that way it can help you avoid the question. So if they, if somebody were to ask me something, you know, specific about Rainbird, I would, you know, I might say something like, well, you know, the way that legacy companies handle that feature is blank. Okay. You get to, you get to reposition them, which also positions you. Okay. So I may have gotten a little off track. I hope, I hope not. But I think that in summary here, you know, competition is, how do I say this? Competition is kind of made up. It's always there. It's never going to go away. How you relate to the competitor is up to you. Okay, so that's why there are no competitors. The only competitor is you. You are your own biggest competitor. I guess those might be some of my final words. You are your own biggest competitor. And I think that in summary, again, if you're the larger company, it will not help for you to name your smaller competitors, even if they happen to be, you know, The cute, the cute girl, AKA the pretty girl at the dance. It doesn't mean you have to talk about them. Don't talk about the new smaller competitors. And remember that you get to control the narrative. It's your narrative. You get to position. yourself, your company, your, your product, your service. And you also get to position your competitors by educating your customer about the entire landscape and placing competitors into certain buckets without mentioning them by name. So never miss an opportunity to position your competitors, paint the picture of the market. Position your competitors accordingly. And as a result, I think your competitors will only be left to. React and that's what you want to do. You want to seem like you are, you know, the entire market, you've created these buckets, you've framed up the competition into certain buckets and, and then your competitor will only be left to react. So I think, uh, yeah, this, this could be the one of the first. First episodes I've done with sales strategies, and I think the sale is easy if the positioning is done Properly so yeah take that for what it's worth think of think of creating buckets positioning framing And then the sale just becomes easy after that and and some of this is unlimited again You just use your creative use creativity to create buckets that frame up your company Even if you are the, um, your company is the oldest in your market area, even if your company is not using technology, even if your company, you know, is not, if your company is not keeping up with the times, you still get to create new buckets to position your competitors and frame yourself in the way that you want to be framed in a way that you know your, what your customers are looking for. Thank you as always for listening. Really appreciate you guys. Really appreciate those who, uh, reach out to me. Thank you, Michelle from Canada for connecting with me this week. Great to talk to you and, uh, if you haven't already follow, subscribe, share this podcast with a, with a colleague or a friend. And, uh, it kind of feels good to have 143 episodes, so if you've only listened to a couple, you know, dig back into the archives, find something else to listen to, and I would always love to have a suggestion if you have something that you'd like me to talk about or do some research on or bring on a guest, reach out any time. So thanks so much guys, we'll catch you next week on another episode. Bye bye.

This is the first of a three-part series that features CEOs who have successfully exited (or recapitalized) a Shore portfolio company. This episode features Chad Smith, the co-founder and CEO of BrightView Health, a company that operates outpatient addiction treatment clinics. Chad shares how he and his co-founders weren't initially looking to start a big company, but rather serve the communities with the highest needs. This empathetic approach was an important part of his eventual partnership and alignment with Shore Capital. BrightView now operates over 85 clinics. BrightView (Cincinnati, OH) is an outpatient addiction medicine practice based on clinical best practices and outcomes measures. Through the use of medical treatment in conjunction with psychological and social services, BrightView delivers the necessary support to help patients meet both their mental and physical goals. Listen to our podcasts at: Podcast: https://www.shorecp.university/podcasts There you will also find our other "Microcap Moments" episodes, alongside our series "Everyday Heroes" and "Bigger. Stronger. Faster.", highlighting the people and stories which make the microcap space unique. Other ways to connect: Blog: https://www.shorecp.university/blog Shore Capital University: https://www.shorecp.university/ Shore Capital Partners: https://www.shorecp.com/ This podcast is the property of Shore Capital Partners LLC. None of the content herein is investment advice, an offer of investment advisory services, nor a recommendation or offer relating to any security. See the “Terms of Use” page on the Shore Capital website for other important information.

Today Mike is talking to Andi Walsh, the Brightview Westminster Ridge Wellspring Village Director, and Julie Peatt Cassaday, author of the new book Dear Sweet Mama: Caregiving for a loved one during the Covid 19 Pandemic. We're talking about what Brightview has to offer and about their Open House event on Tuesday, June 13th from 4-6PM.

On this episode of Roots of Success, we explore the importance of good communication and planning for your landscape company. Jason New, Founding Principal of McFarlin Stanford shares his experience involving a landscape project and reflects on how better communication could have prevented an uncomfortable situation. We also learn about Jason's experience managing accounts and the valuable training he received in operational management and business development. You'll also learn valuable tips for retaining clients through proactive communication and anticipating their needs, and the benefits of having a twelve-month plan for tackling projects. This episode provides valuable insights for landscape professionals on improving their foundational aspects of business.   KEY MOMENTS IN THE SHOW: [02:28] How Jason New learned to run maintenance teams and work with clients at Brightview. [03:43] Lessons learned in budgeting, maintenance, construction, and business development.  [09:44] The Struggle to complete tasks as promised. [10:55] ARe you leading the conversation, or is it the client?. [12:47] A hard lesson learned about good communication. [14:59] A small shift in communication saves the account. [19:50] Bigger isn't always better. [24:43] Using themes to improve client communication and to stay ahead of seasonal work. [27:43] Creating Pre-built communication plans for clients and team members. [32:03] Being proactive and anticipating clients' needs builds trust.   FREE DOWNLOAD: Get Your FREE Profitability Scorecard to understand the financial health of your business today! Go to: https://McfarlinStanford.com/scorecard   FOR SHOW TRANSCRIPTS & MORE, GO TO: https://mcfarlinstanford.com/podcast/good-communication-jason-new/

Teatime at 10 Am on April 27th with the Historical Author Frances Altman. Bringing a strong T-E-A with the history of Dr.Mary Edwards Walker. Teatime with Miss Liz- Frances Altman, Destiny's DaughterA woman who made history and led the way for future women today. Join us for a live stream on Miss Liz's YouTube channel. Please give it a quick subscription and ring the bell to be notified when we're live.FRANCES ALTMAN has enjoyed a long career in communications by blending public relations, marketing and freelance writing. Now retired, she began writing children's stories as a stay-at-home mother, then worked for Field Enterprises community newspapers and The Chicago Sun-Times, National Hot Dog & Sausage Council, Allied Signal and Virginia Commonwealth University, where she also taught. She has written several hundred newspaper and magazine articles on food, community businesses, and children's stores for Child Life, Highlights, and Weekly Reader. She has published nine books for young readers, including Something Egg, Reggie the Goat, Spirit Dog, Mister Umbrella Men, and Escape to Freedom.She earned a Master's degree from Roosevelt University, Chicago. Her tenth book, Destiny's Daughter, is a bonus to a long career. It highlights the life of Mary Edwards Walker, a suffragist, a Civil War doctor, and an advocate for women's health and education during an opposed time.Her writing has received awards from the Nat'l Federation of Press Women, Nat'l League American Pen Women, IABC, Public Relations Society of America, Illinois Women's Press, and Northern Illinois Press. She is a recipient of the TWIN National YWCA Award for business leadership.Altman has spent several recent years encouraging seniors to use writing as a therapy. Many only want to write journal and memoir pieces. She has spoken on this topic at Seven Oaks Senior Center, Brightview centers and Baltimore Dept. of Aging's Zoom programs.https://www.amazon.com/.../Frances.../author/B001KDSFGC --- Send in a voice message: https://podcasters.spotify.com/pod/show/misslizsteatimes/message

Ryan Kelley is a Founding Partner of Shore Capital and is responsible for all activities of the firm including sourcing, evaluating and enabling the growth of Shore investments. In this episode, Ryan shares insight on the “why” behind Shore Capital and the meaningful relationships that make Shore such a great partner for founders. Ryan is a Director of Behavioral Innovations, BrightView, Navia Benefit Solutions, Transformations Care Network and CG Life, and was a past Director of the Florida Autism Center. He serves as Chairman of Community Care Partners, Point C, and Tandem. Ryan also served as past Director of Sirona Infusion, ClearPath Diagnostics, Michigan Rehabilitation Specialists, Fast Pace Urgent Care, the Stepping Stones Group, and Navia Benefit Solutions. Listen to our podcasts at: Podcast: https://www.shorecp.university/podcasts There you will also find our other "Microcap Moments" episodes, alongside our series "Everyday Heroes" and "Bigger. Stronger. Faster.", highlighting the people and stories which make the microcap space unique. Other ways to connect: Blog: https://www.shorecp.university/blog Shore Capital University: https://www.shorecp.university/ Shore Capital Partners: https://www.shorecp.com/ This podcast is the property of Shore Capital Partners LLC. None of the content herein is investment advice, an offer of investment advisory services, nor a recommendation or offer relating to any security. See the “Terms of Use” page on the Shore Capital website for other important information.

Tanner and Jeff talk with Murray Cook, a long-time consultant for Major League Baseball. Murray talks about what it takes to pull off the special Major League games like those held at The Field of Dreams, Little League Classic, and international games like MLB in Mexico or even the World Baseball Classic.  Murray talks about some of the challenges he has seen, from equipment to maintaining a field and using the supplies available to make the fields safe for play.  Jeff Fowler, Penn State Extension (host) Tanner Delvalle, Penn State Extension (host)Murray Cook, President, Brightview Sports FieldsLead photo: Jeffrey T. Fowler, Penn StateSend us an email! We would love to hear your thoughts, suggestions, and questions! freshcutgrass@psu.edu

How Bradley Roofner & Logan Brown transformed a tough, project-based landscaping biz into a recurring revenue machine. (This is the second part of a 2-part interview.) Themes from the interview with Bradley & Logan: Buying, growing, and selling a local service business for $20m+ Why landscaping still has lots of opportunity How to transform a project-based business into a recurring-revenue business How to build a sales function in a local service business Why building a sales function is better for growth than acquiring tuck-ins How to convert 25% of sales opportunities Working capital as oxygen White-glove service in a blue-collar industry Why you should build a credit department What it's like to sell to a publicly-traded corporation Links & how to reach Bradley & Logan LinkedIn: Bradley Roofner, Logan Brown BrightView Built To Sell, the book that informed their productization strategy Brent Beshore Article 1 referenced in valuation estimate: BrightView and the need for growth Article 2 referenced in valuation estimate: LM150: 2020 rankings Overhaul your website with ongoing support & unlimited edits, all for a flat monthly fee:EversiteRegister for a live gathering of SMB, Micro-PE, and ETA owners, operators and investors:SMBashConnect with Acquiring Minds: See past + future interviews on the YouTube channel Connect with host Will Smith on LinkedIn Follow Will on Twitter

How Bradley Roofner & Logan Brown transformed a tough, project-based landscaping biz into a recurring revenue machine. Themes from the interview with Bradley & Logan: Buying, growing, and selling a local service business for $20m+ Why landscaping still has lots of opportunity How to transform a project-based business into a recurring-revenue business How to build a sales function in a local service business Why building a sales function is better for growth than acquiring tuck-ins How to convert 25% of sales opportunities Working capital as oxygen White-glove service in a blue-collar industry Why you should build a credit department What it's like to sell to a publicly-traded corporation Links & how to reach Bradley & Logan LinkedIn: Bradley Roofner, Logan Brown BrightView Built To Sell, the book that informed their productization strategy Brent Beshore Article 1 referenced in valuation estimate: BrightView and the need for growth Article 2 referenced in valuation estimate: LM150: 2020 rankings Get complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabConnect with Acquiring Minds: See past + future interviews on the YouTube channel Connect with host Will Smith on LinkedIn Follow Will on Twitter

Randi Haseman talks about what's new in the Behavioral Health industry.

​The MAT space has traditionally done very little in the way of marketing due to how underdeveloped the space is as well as the high demand for services from Medicaid patients. But, like addiction treatment and psych hospitals before them, as more and more providers have entered the space in a maturing market, reliance on being the only provider in town is no longer a viable strategy. BrightView is far ahead of what were once many of its much larger competitors because they started marketing back in 2019 before any MAT providers were doing so. Colin Jeffries, VP of Marketing, gives us insights into their reasoning and strategy in this episode of the Recovery Executive Podcast.

In this episode, we are joined by Cole Smith, Corporate Director of Dementia Care Services at Brightview Senior Living, who has spent much of his career supporting people living with dementia. He shares his perspective on providing a high-level of care to these residents in your community and how we as an industry can better serve them.

Inquiring minds want to know (Patrick included) what Paul's predictions are for M&A in 2022, especially in light of the Rentokil / Terminix deal. Place your bets people. No one would have predicted four consecutive private equity deals in a row to kick off Potomac's year. Before stepping in with John Roberts PhD, the two discuss the macro market, and even its effects on BrightView's earnings report. First recommended to Paul by now Six Flags CEO Selim Bassoul, The Modern Firm, earned The Economist's business book of the year in 2004. “Nobody, it can now be said, is fully fit to run a modern firm until they have read The Modern Firm” - The Economist There are various ways to modify performance. Monetary incentives through culture. Not the culture that looks like sticking mission and vision statements on the wall. Take a look at the culture of BP as an example, especially in light of Amoco post-integration. Going deeper on culture, Paul argues that culture stems from the founder's decisions. The conversation takes a turn into a developing country case study. Now it looks like Patrick has his work cut out for him. When is the last time you spoke about path dependence within a culture? Paul adds “Strategy” to John's “People-Architecture-Routines-Culture”, to help him analyze businesses through his S-P-A-R-C spectacles. Are there alternatives to monetary incentives? Paul invites John to critique his thought process on incentives. Think about your best and worst performers. John gives great insight on pulling up your laggard's performance. Paul asks about balanced incentives. Join the three in The Boardroom to see if you're incentivizing for while A hoping for B. Paul is making the entire interview available to his clients. Shoot an email to thebuzz@potomaccompany.com for access. “If it's not S-P-A-R-C, then it's P-O-L-E….and yes, there is a benchmark for hookers on a P&L…Mom?” Co-Produced, Edited, and Mixed by Dylan Seals of Verbell.Ltd

Join Joel as he chats with Bob Marshall, SVP of Sales at Brightview, the nation's leading commercial landscape company. Bob discusses the value of being physically present on the frontlines with his employees 40 weeks a year, the essential skill of listening to remove barriers and build community, enabling peer recognition & learning for frontline associates, and his advice to the next generation of leaders. 

If you hadn't seen, overdose deaths, unsurprisingly, surged over the last year. Any gains we made were washed away by...well, you know. Happy to have OBAMA FELLOW and Brightview's Chief Clinical Officer Dr. Navdeep Kang back on the podcast to talk about... the skyrocketing overdoses. Methadone. Safe injection sites. How to help those who want help but dismiss so much you offer them. Treating people with addiction with more dignity. How do make sure those with addictions or in recovery can enjoy a very social time of year. Help for mental health struggles in schools. 

How to Treat Addiction Junkyland is a podcast by Andy Gold, a real-life stand-up comedian and recovering heroin addict, folks. How about that.   The post Junkyland x BrightView: Amy Aydelotte appeared first on ANDY GOLD.

How to Treat Addiction Junkyland is a podcast by Andy Gold, a real-life stand-up comedian and recovering heroin addict, folks. How about that.   The post Junkyland x BrightView: Alex Strein appeared first on ANDY GOLD.

"If you Build it, He will come!" This episode is with the man who built the Field of Dreams for Major League Baseball! Murray has an incredible career where he helps prepare some of the largest events for Major league baseball all over the globe. It was such an incredible conversation about the journeys he had across the world and how diverse groundskeeping truly is! Be sure to listen.

Ep #135 - National Recovery month and this week I bring you a mental health and addiction recovery professional from Brightview Health. We talk about how addiction recovery is unique and personal to each person, how a supportive community is the primary way out of addiction and into sobriety and recovery - and how you can begin your journey, right now, today. Find out more about Brightview Health at the links below. Website - https://www.brightviewhealth.com/ Take A Free Addiction Quiz - https://www.brightviewhealth.com/substance-use-self-assessment-quiz/ Let's Be Friends: Facebook – https://www.facebook.com/brightviewtreatment/ Instagram – https://www.instagram.com/brightview_health/ YouTube – https://www.youtube.com/channel/UCzt9qDgmCP7jFSNpyT1hzwQ Twitter - https://twitter.com/BrightViewHlth?lang=en Just hit play and lets dive into our open minds, hearts, and energies bringing everyone into the fold - you are in the right place, at the right time...right now. Stand up, step forward, raise your hand - it's your turn, I will call on you. ******************************************** Thank you so much for listening and being a part of my tribe and this wonderfully supportive community. Here's to the ending of the stigma. No longer are we living in the shadows! Also, please subscribe, rate, and review the show to help us spread the word about this awesome free content. Your simple action of rating and reviewing does wonders in helping others find the show. If you listen on iTunes I could really use the bump in their algorithm! If you have questions you'd like addressed on the show, want to book me to speak at an event, or want to recommend or be a guest on this show, please contact me through any of the social media links below or via email. I am generally open to being on your show too so reach out and let's pod-swap :) Feel free to contact me here for any other reason as well: Instagram: https://instagram.com/fromsobrietytorecovery Facebook: https://facebook.com/fromsobrietytorecovery Twitter: https://twitter.com/jessemogle LinkedIn: https://www.linkedin.com/in/jessemogle/ Email: fromsobrietytorecovery@gmail.com

Colin Jeffries has over a decade of experience helping businesses and people reach the right audiences at the right time with messages that galvanize to action. His background in digital marketing, content marketing, advertising, branding, strategy, and segmentation help him bring a holistic perspective to helping organizations grow. In addition to serving a broad range of healthcare practices and providers, Colin is recognized as a pioneer in direct-to-patient marketing for addiction recovery. He currently co-hosts The Rethink Marketing Podcast and leads marketing initiatives for BrightView, a comprehensive outpatient addiction treatment provider with more than 30 locations and 6,500 patients under care. Full episode

A business is not a business unless that business has clients or customers. The number one reason why you are in business, is to be able to provide value to individuals who need the service or the product you have. In this episode, we're going to be talking about how do you connect and communicate to those clients, so they become individuals who want to patronize your business and be someone who markets your business word of mouth. Today I interview Colin Jeffries Co-Host of the Rethink Marketing Podcast.  Colin has over a decade of experience helping businesses reach the right audiences at the right time with messages that galvanize to action. His background in digital marketing, content marketing, advertising, branding, strategy, and segmentation help him bring a holistic perspective to help organizations grow. Colin has honed his skills by serving in a wide array of industries, including SaaS, financial services, hospitality, home improvement, consulting, and life sciences. He currently co-hosts The Rethink Marketing Podcast, leads marketing initiatives for BrightView, and serves in advisory roles for several growing companies.

In episode 89, host Eric Dickmann interviews Colin Jeffries. Colin is an entrepreneur, podcast host, and Marketing & Communications Director at BrightView. He has over a decade of experience helping organizations reach the right audiences at the right time with messages that galvanize the best prospects to action. Jeffries' background in digital marketing, content marketing, advertising, branding, strategy, and segmentation help him bring a holistic perspective to help organizations grow. Colin has honed his skills by serving in a wide array of industries. In addition to serving a broad range of healthcare practices and providers, Colin is a pioneer in direct-to-patient marketing for addiction recovery. He was one of Venue Magazine's 40 Under 40 and is a sought after speaker on the topic of behavioral health marketing. For show notes and a  list of resources mentioned in this episode, please visit:https://fiveechelon.com/building-marketing-strategy-reach-unreachable-audience-s6ep8/A fractional CMO can help build out a comprehensive marketing strategy and execute targeted campaigns designed to increase awareness and generate demand for your business...without the expense of a full-time hire. The Five Echelon Group - Fractional CMO and strategic marketing advisory services designed for SMBs looking to grow. Learn more at: https://fiveechelon.com

Each episode of this podcast begins with me asking the question, "Want Instagrammers and YouTubers to mention your brand? Or do you want to influence an audience to buy your product?" I then say this podcast is about illustrating the difference between using influencers and actually influencing. There are few venues that underline the necessity of that approach than healthcare marketing. The short-term conversion approach to that audience is tacky. People who need healthcare now are in need of urgent care. Marketing to them then is, frankly, horrible. You have to influence people who don't need you now to choose you someday, when they do. That's very different than trying to drive 1,000 sales of your thing over the weekend. In a way, healthcare marketing is all about that long-term influence. Building a brand and ensuring people are not just aware but predisposed to choose you is an effort in influencing the way they think, not just the decisions they make. And that is not accomplished with Instagrammers and TikTokers.  Colin Jeffries is not just a healthcare marketer, but one who knows and understands influence marketing … not influencer marketing. And he leverages influence through people who are influential in the communities and with the patients and customers he serves in very interesting ways.  Colin's day job is as vice-president of marketing for Brightview, a comprehensive addiction treatment provider across several states in the Mid-Atlantic and Mid-West. He's also the co-host of the Rethink Marketing Podcast.  We dove into the concept of influence marketing (without the R) and the very specific challenges in healthcare marketing that force that segment of the marketing world to have to think about people with influence, not just influencers. He threw out some brilliant concepts and ways to think about influence marketing that might just inspire you to raise your own bar. Today's episode is sponsored by my friends at Tagger. They reached out to me recently and asked me to give their influencer marketing platform a try. I set up a campaign with a client project and kicked the tires. I wasn't sure an influencer marketing platform could really impress me much anymore, but boy was I wrong. I was so impressed, I've switched to using Tagger for client projects. Here's what got me: I didn't do a demo or training session. I just jumped in and tried to hunt and peck my way to figure it out. Within an hour, I had a campaign set up for a client, a campaign brief loaded, five influencers invited to authorize into the platform for automatic reporting, including Instagram Stories by the way, and two customized reports for my client. One for assessing influencers, the other for measuring the campaign's success. The client saw that report and said, “This is what I need to show to senior leadership!” I call that a win-win! The drag and drop customizable reports took me about five minutes each to set up. And I can either create new ones for each client campaign, or I saved the first two as templates I can plug any client into.  We'll be talking a lot more about Tagger in the weeks to come here on Winfluence. They've just built a better mousetrap. So I'm in. You can see more at jason.online/tagger. Tagger is the new influence marketing campaign software of choice for me. I hope it will be for you, too. Jason.online/tagger. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week's episode features Roger Least, Director of Dining Services for Brightview Senior Living. Drawn to his current company by their culture, in our conversation Roger explains why that culture is so important in the senior living segment and what it especially meant during the pandemic.   And, since we have tabletop in our DNA, we asked Roger his view of how the role that tabletop plays in the senior dining experience and just why the dining experience is so important in this growing sector. After our conversation it is easy to understand why Brightview is a regional leader in this all important segment and why they continue to attract top talent at all levels.

This week's episode features Roger Least, Director of Dining Services for Brightview Senior Living. Drawn to his current company by their culture, in our conversation Roger explains why that culture is so important in the senior living segment and what it especially meant during the pandemic.   And, since we have tabletop in our DNA, we asked Roger his view of how the role that tabletop plays in the senior dining experience and just why the dining experience is so important in this growing sector. After our conversation it is easy to understand why Brightview is a regional leader in this all important segment and why they continue to attract top talent at all levels.

Hi Superior neighbors! In Monday night's Town Board Meeting, we heard a presentation from the Boulder County Sheriff's Office; heard an update on our annual fall town event; made resident appointments to each of our Advisory committees; discussed an update to our Comprehensive Plan; and discussed our town landscaping agreement with BrightView. Ready to find out more on what happened? As usual, you may listen to the podcast, or click here to read the written version with links to relevant materials.

Hi Superior neighbors! In Monday night's Town Board Meeting, we discussed our landscaping contract with BrightView; heard a presentation from Commuting Solutions on a transportation demand management program for Downtown Superior; heard an update from Congressman Joe Neguse; conducted interviews for our citizen-led Advisory Committees; approved CAPS recommendations for Superior ARTery pilot art and for two small projects; discussed economic development activities; and appointed a new Town Treasurer and Town Clerk. Ready to find out more on what happened? As usual, you may listen to the podcast, or click here to read the written version with links to relevant materials.

This will be Dr. Navdeep Kang's third visit to the show. He's a psychologist and the Chief Clinical Officer for BrightView, which is a new place for addiction and recovery here in our area.  I hope you enjoy our discussion that goes across the entire spectrum of mental health and substance, of course centered around the pandemic we have all been affected by. But we start with Dr. Kang's appreciation of a movie much discussed on this podcast!

How do you market addiction-recovery services? It's an intimate endeavor—as all health care marketing is—and it's one that Colin Jeffries, Director of Marketing & Communications at BrightView, knows a lot about. Listen as he and Francis explore the nuances of health care marketing and the power of empathy in brand messaging.

Jarrett serves as Chief Operating Officer at Electric Sheep Robotics, where he heads up sales and operations for their autonomous mowing efforts. Before starting the company with his two co-founders, Jarrett led operations and expansion for several early stage startups in Silicon Valley, including Shyp, an on-demand shipping company. Graduating from Lehigh in 2011, with an Industrial Engineering degree, Jarrett started his career in the manufacturing industry, deploying lean manufacturing concepts across manufacturing sites in China, Germany, and the US. This idea of process improvement and standard work has been an ongoing theme of his career, applying an engineering mindset to problem solving in a wide range of business settings. Having grown up around the industry, Jarrett was exposed to the landscaping world early on, starting with Brickman during college and then ultimately joining what is now Brightview in Northern California, as a member of their operations excellence team. He's always had a strong passion for bringing the world of technology into blue collar work and is eager to be a driving force around bringing the green industry into the 21st century, through embracing new technologies. The opportunity to do this around autonomous technologies has been accelerated recently, following the achievements of the self driving car industry, hence the opportunity he finds himself in with ESR. Outside of his professional life, Jarrett is an avid triathlete, golfer, and skier and calls Marin county home, just north of San Francisco, where he recently bought a home with his wife, Nina and golden retriever, Gunner.

Marketing is all about using the right tools to reach your ideal customer. But when your ideal customer is transient, unemployed and has no transportation — what tools do you use then? This week Garrett and David sat down with Colin Jeffries, fellow podcaster at Take5 and Director of Marketing & Communications at addiction recovery center BrightView. Colin talked about the unique challenge he faced in connecting to a vulnerable, hard-to-reach population, and we discussed how he came up with some outside-the-box solutions to meet that challenge.  What we covered: - Why marketing can’t — and shouldn’t — be confined to a single department within an organization - How BrightView used customer service to increase patient retention and recovery, differentiating itself in an industry notorious for bad customer service - The debunked myth that helped BrightView start focusing on a different audience than their competitors  - How Colin used patient feedback and focus groups to create a more effective message - Why geofencing played a significant role in communicating that message to BrightView’s target audience

In this episode I interview Gino Nagtegaal from Brightview Lawns and Landscaping in Surrey, BC Canada. Gino shares his lawn care business journey and how he started his lawn care business at the start of 2020 during a world wide pandemic.  Gino's first year has been a resounding success as he quickly filled his schedule with residential mowing clients and a 50 unit commercial townhouse complex, and even started hiring employees with enough work to keep his business going everyday throughout the year. Follow Brightview Lawns and Landscaping on Instagram lawncarebusinesssuccess.com Check out the Lawn Care Business Success Academy for downloadable products, courses, and one on one calls. instagram.com/lawncarebusinesssuccess follow Lawn Care Business Success on instagram YouTube.com/lawncarebusinesssuccesssubscribe to Lawn Care Business Success on YouTube Check out recommended products on my Amazon affiliate store https://www.amazon.com/shop/lawncarebusinesssuccess Special thanks to the podcast sponsors below who help make this podcast possible! Check out Exmark Manufacturing, the number one brand of commercial lawn equipment! exmark.com Enjoy great discounts with some of our affiliate discount codes below! Use coupon code LCBS10 to get 10% off your order of Kujo Yard Wear lawncarebusinesssuccess.com/kujo Use coupon code LCBS10 to get 10% off your order of Equipment Defender lawncarebusinesssuccess.com/equipmentdefender Use coupon code LCBS10 to get $10 off your order of ISO Tunes audio bluetooth hearing protection lawncarebusinesssuccess.com/isotunes

In this episode I interview Gino Nagtegaal from Brightview Lawns and Landscaping in Surrey, BC Canada. Gino shares his lawn care business journey and how he started his lawn care business at the start of 2020 during a world wide pandemic.  Gino’s first year has been a resounding success as he quickly filled his schedule […]

In this episode of the Green Industry Perspectives Podcast, Ty Deemer welcomes Gary Hardy to the show! Gary is the CEO of Brunner’s Lawn and Services and host of the podcast Beverage with Brunner’s. Gary shares how he transitioned from being a veteran seeking education to a co-owner of Brunner’s with his friend Josh and how they went from almost closing up shop to growing 18% year over year after they participated in Lawn and Landscape’s Turnaround Tour. You can tune in above on Apple Podcasts, Spotify, Stitcher, Google Play, or anywhere you get your podcasts.Become a pro member of the podcast to receive notifications for each new episode and bonus content each week.Green Industry Perspectives Home PageSingleOps on FacebookTy Deemer on LinkedinBrunner’s WebsiteBrunner’s Turn Around Tour Story Beverage with Brunner’s Podcast

Brian and Shannon Drees are 2006 and 2007 BYU-I Construction Management graduates. They are married and went through the program together. While in school they got married, did two internships together with Pulte Homes and SMA Consulting in Florida. After they spent some time in Rexburg finishing up school, they decided to move to Las Vegas and immerse themselves in what they learned in school. Today, they live in Denver, Colorado still working and making an impact in the Construction Industry.

To run a successful business every business owner knows to write a business plan, manage the bottom line, make marketing work, cultivate referrals and build a solid team. Those practices are true for just about every business. However, the landscape business, with labor issues, dealing with living things (plants and people) and a competitive environment that tends to drive pricing down while customs demand premium service is unique. There are many landscape contractors getting by and a few who figured out how to make the business rewarding both personally and financially for their teams. Don Winsett, Vice President of National Business Development for The Davey Tree Expert Company is a serial entrepreneur who founded, led and sold several successful businesses, including a $20 million grounds maintenance company. He is a 30 year veteran of the green services industry and a pacesetting though leader. Don honed his operational, leadership and sales skills at ValleyCrest and Brickman (now BrightView) landscape companies. In this webinar Don generously shares several critical success factors specific to the landscape business. If you are in the landscape business or have customers who are, you don’t want miss this opportunity to learn from one of the industries best leaders. Special Guest: Don Winsett.

When you’re entering a new company or a new market, there are lessons to be learned from the past and opportunities to grab hold of to propel yourself and your company forward. Paul Lanham entered a new company and industry all at once when he became the Chief Information and E-Commerce Officer at Charlotte's Web, a CBD company.   On this episode of Up Next in Commerce, Paul details how he used his experience at companies such as Crocs, HCL and Brookstone to help guide him as he helped grow the Ecommerce business at Charlotte’s Web to the point where it now represents 65% of the business. Paul explains the methods he has used to generate qualified traffic, conversions and a high retention rate, and he discusses the technology he thinks is going to make a huge impact on Ecommerce in the future. Main Takeaways: Respect The Work That Came Before You: As a leader coming into a new company, there can be a tendency to try to change too much too fast. Instead, acknowledge and respect the work that was happening prior to your arrival, and then try to evolve that work into something more.  Let the Tools Handle the Work: Humans are excellent at many things, but we all have inherent biases and miss certain correlations or connections. Rather than trying to analyze all the data you have on your own, employ technology like A.I. that will ignore most (unprogrammed) bias and can do the deep work a human brain is incapable of. Tech is Catching Up To Personalization: For so long, there has been a promise of technology that could interact in a human way with customers in real-time. That technology is finally starting to become a reality and those that can implement it properly can take personalization of their Ecommerce experiences to the next level. For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length. --- Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce --- Transcript: Stephanie: Welcome back to Up Next In Commerce. This is Stephanie Postles, co-founder of Mission.org and your host. Today we have Paul Lanham on the show, the Chief Information and Ecommerce Officer at Charlotte's Web. Paul, welcome. Paul: Hi, nice to be here. Stephanie: I'm glad to have you. Yeah, I'm really excited. I've used Charlotte's Web products before. So, when I saw that you were in our queue for interviews, I was like, "Oh, this is going to be a good interview." Paul: That's good to hear you have some perspective then. Stephanie: To start, I was looking through your background and was really impressed by some of the companies that you've worked at. I'd love for you to first before talking about Charlotte's Web, kind of go through a little bit about your history and then what brought you to Charlotte's Web. Paul: Sure. As you just noted, I have a pretty diverse background mostly in the retial and CBG and technology industries. What's really colored my career is that I've been given a lot of opportunities, some of which I hadn't had a lot of experience in including Ecommerce when I started in its infancy in the mid '90s when you had to build everything. You couldn't really go to the corner shop and buy an Ecommerce server. Paul: But I basically have touched on virtually every aspect of Ecommerce over the past 20 somewhat years. I've been a C level executive for about 25 years and worked for a diverse group of companies, a variety of sizes. Some startups. Paul: I started my own tech company and now it's Charlotte's Web, which I have to say is very much different in terms of its make up versus the companies I've worked for in the past. Stephanie: Yes. And just for people to know the difference, it would be great if you could name drop a bit. I know people hate name dropping, but I'd love to hear what were some of the companies, the largest ones you've worked at? I think you can compare it to Charlotte's Web. Paul: Sure. I worked for what was a startup, Crocs. I think people will recognize the infamous shoe company that is just located down the street from where I work. Paul: I've worked for Jones Apparel Group, which is a mega apparel conglomerate that own companies like Barneys New York, Jones New York, Apollo Jeans, et cetera, in the apparel industry. Paul: I started a tech company that eventually became a subsidiary of HCL Technologies, which is a global tech firm based in India. Paul: And Brookstone, which is the gadget shop, competing with Sharper Image. Again, near its infancy as well. So, a diverse group of experiences. Stephanie: Yeah, that's amazing. With some of these companies you've worked at previously, are there a lot of lessons that you were able to bring to Charlotte's Web or is it just such a different beast that you kind of had to just start over and had a completely new hat on? Paul: Well, basically if you've been a C level executive for a number of years you have some successes and you have some failures and hopefully you learn from the failures, and I've had them too. Paul: Implemented virtually every kind of system you can imagine. Been on the business side from an Ecommerce perspective and learned a lot of different things that I've been able to bring to Charlotte's Web. Paul: Back to the diversity of my career, one thing I can note, I probably have been in just about every function that you can imagine from finance, to marketing, to sales, to Ecommerce, et cetera, et cetera. Paul: So, I think that brings somewhat of a unique perspective to a company like Charlotte's Web, where I frankly I have a lot of empathy for my peers in other departments because I've done a lot of their jobs. Stephanie: Yeah, that is so important. I've worked at previous companies where someone doesn't understand I worked in finance back in the day and people do not understand the complexity or why there are certain procedures set up and you can definitely see tension between certain groups if they've never worked in that team before. So, that's key I think. Paul: Absolutely, and financial people can be fun. Most people don't know that. Stephanie: They can be. Just like me, I'm fun. You're fun Paul. I'd love to hear or I'd love for you to explain what is Charlotte's Web and maybe even starting with the story behind it, behind the name. Paul: Sure. Charlotte's Web is CBD company that was founded by the seven Stanley Brothers and that's a wonderful story in it of itself in that they grew up in the Cannabis industry. Paul: But the company's namesake, Charlotte Figi, who many people may remember from the Sanjay Gupta CNN Specials from years back and most recently illustrating how there was this trajectory of various peoples and things to help a little child basically survive. Paul: So, our namesake Charlotte really is like our guiding star or north star in the context of our mission, which is to help people through natural products that Charlotte's Web produces. Paul: So, it's a young industry, it's a young company where we are a market leader. Obviously we are commercial, but we're always grounded by our original mission and we still do help quite a few people to where our product is very essential like the Charlottes olive oil. Stephanie: Yeah. I was looking at the I am Charlotte video on your website and it definitely gave me goosebumps. When did you guys create that campaign? Paul: Well, it's basically been the past year. The point is with her passing it really shook us all to our core because frankly it was probably one of the core reasons that most of us joined the company. I was fortunate to be able to meet Charlotte and her mother Paige a couple of times. Paul: But many people in my company, and obviously the Stanley Brothers basically grew up in this company attached to Charlotte's story. The I am Charlotte campaign is currently just obviously a testimony and our take on how beloved she is and still is. Stephanie: Yeah, I love that. The CBD industry as you mentioned, it is kind of a new-ish industry. When you're in California it seems like it's been around forever, but when you go to other states or back to my hometown, people still kind of have they either don't know what it is or yeah, are just very unclear about what it is. You have different preconceived notions, you can say. Stephanie: So, how do you all think about kind of educating the public or new buyers who come to your site for the first time? Paul: Certainly. Two points, actually about 15% of households have had some experience with CBD in the United States. And still because it's such an emerging industry, word of mouth is still very important. Typically, people first get exposed to CBD by a relative or a friend or somebody mentioning it that it helped them. Paul: When they go to search for it, we basically are actually a leader at Charlotte's Web because we rank very high on the first page, in the first third with what is CBD. To that point, we spend a good deal of time on our site through blog entries and various educational videos that we put out to educate our customer on the difference, for example, between hemp and cannabis or what is the efficacy of CBD and various in-depth, I guess, videos to illustrate the depth of what they could know about CBD. Paul: So, it very much is still an educational process as you've mentioned to evangelize the use of CBD. Stephanie: Yeah. Yeah, I completely agree. How did you all become a market leader? I know you were not first, but you definitely were some of the early leaders or even starting up in this industry. But how did you go about making sure people had your name as the household name when it came to CBD? Paul: Sure. They were among the first and the brand story between the Stanley Brothers and Charlotte really resonated. It was made for this industry and the mission that the Stanley Brothers inoculated into the company and we still have in terms of evangelizing the product and natural products to the world to help people, I think resonate with people. Paul: When you talk about, for example, our end-to-end integration from seed to shelf, our quality, et cetera, all those things kind of are confluence in terms of being perceived as a quality brand and a premium brand to a consumer. Paul: There are a lot of smart business decisions along the way, frankly, in terms of becoming that market leader. Stephanie: What kind of smart business decisions? Now you've piqued my interest. Paul: Okay. For example, going really strong in Ecommerce initially in that the nature of the industry is that there's been a slower adoption in the major retailers because hemp frankly, from a federal perspective, wasn't quite legal until a couple of years ago based on the format. Paul: There are some reticence in terms of conservative retailers to carry the product. So, they were very smart in not necessarily going the mom-and-pop route even though we have a big natural store population on the retail side. Paul: But going very strong with Ecommerce and hiring the right people right off the bat a couple few years ago to basically push the commercial side of this. Ecommerce right now represents about 65% of our business as was in the first quarter. That's somewhat of a higher percentage than many of our competitors. Stephanie: What do you think is attributed to that higher percentage? Paul: Being first out of the gate. Being very professional about it. But the primary drivers, they're a couple, back to the brand story that really resonated, was beautifully presented on the site and for media. Paul: Secondarily, the quality that we bring to the table that we try to communicate to other consumers. From that seed to shelf continuum, we test the product 20 times, we track each individual bottle or tincture or the like back to a specific lot and seeds. We could document virtually anything anyone needs to know about that particular product. Paul: So, particularly in this industry where you have an influx of competitors, some of which frankly are not quite as sophisticated in the context of testing and the branding. You can really stand out by basically taking care of those issues. Stephanie: Yeah. Yeah, I completely agree. That is how I found you guys in the early days was because quality to me is the biggest factor when it comes to CBD. Paul: Absolutely. Stephanie: And it's also something that a lot of people worried about early on because you do hear horror stories and it felt good going to a company knowing yeah, they've already got everything figured out. They've got the dosing down to its seed. They've got it's non-GMO and yeah, I think that's so important with an industry like this. Paul: Absolutely. Stephanie: The one thing I was thinking about was consumer journeys. Everyone is coming to your website maybe at a different place like we were mentioning before. Some people are brand new or they've maybe never even heard of it, where education is key. Stephanie: Some people have heard about it. You've got the people who maybe are hiding their browsers when they're looking for it or the people like me it's like, "Yeah, this is an obvious thing that can help you." Paul: Sure, sure. Stephanie: How do you personalize either your Ecommerce experience or your marketing efforts to kind of go after all those people and meet them where they are? Paul: Well that's a good question because when I mentioned sophisticated we invested in tools that enable us to personalize that journey. So, for example, back to my comment on what is CBD. Paul: If somebody enters that as a search term and they have to click on our link, we will take them initially to the education materials and will kind of guide them through the process from the Ecommerce perspective of walking them through that journey and hopefully they purchase. Paul: We do that in the context of segmenting our email channel. We have a variety of channels and we handle each one differently. Our affiliate channel, for example, is very strong in terms of the partners we deal with like a Healthline.com, which yet again is another educational component in that we're very strong with them. Paul: So, depending on the channel, depending on the entry point of our consumer, we will treat them differently in the context of where we land them on the website, what we offer to them in the context of their journey through the website, and what promotional activity we engage with them. Stephanie: Got it. Yeah that make sense. When it comes to affiliate programs, how did you all think about setting that up and is that still a big part of your strategy or did you kind of pull back on that once you started becoming more of a household name? Paul: It's still and will be a very big part of our strategy in that penetration of CBD from a search to perspective is still relatively low compared to what I've experienced in the past so that we're still in an emerging phase where we need to use and leverage every channel we can. Paul: So, as strong as our Ecommerce business is, which happens to be frankly Ecommerce alone at Charlotte's Web is a market leader in revenue compared to every other CBD company, just alone. It kind of tells you the scale of our business. Paul: But what I'm getting at, the Healthline.com affiliate is very important to us in that it is the number one rated medical advice site, I believe, if I look at the statistics recently. Paul: Every entry point is different for every consumer and we need to leverage all those different entry points. We can't, for example, rely solely on organic search as an example, not that we would. But we basically go through every venue. Stephanie: Got it. What does it look like setting up a partnership like that? Because, I think that is really important kind of finding someone who has a good reputation that a lot of people trust. But what did that look like setting that partnership up and making it so both sides feel like it's a win-win? Paul: Well to your point, it's important to vet the partner because obviously you don't want to be presented on a site that doesn't quite meet your value set or your brand image. So, we're fairly choosy in terms of the affiliate partners that we work with. Paul: Obviously, in some cases it's a longer negotiation in that obviously we want to do it on advantageous terms in terms of the share basically. So, we don't cast a wide swath in the context of the affiliate partners we deal with. We're very selective. Stephanie: Got it. So, the one thing that I was wondering earlier when you were mentioning failures and you of course have a huge backlog of experience at other companies, what did your first 90 days look like coming in to Charlotte's Web and what big things did you change from the start based on maybe past failures or successes that you've had at prior companies? Paul: Well, like entries in the most companies it's a rush. My story, this is pre-COVID times obviously, I talked on the phone with a board member and my boss, the CEO, on a Friday. I flew over the weekend, got there on Monday. I took the job sight unseen after a phone call. Stephanie: Wow. Paul: I was so enamored of it. I've never done that before. And Danny has never hired anybody like that before, it just went so well. I showed up on Monday and I didn't leave for 90 days, much to the consonation of my significant other in Boston. So, we worked it out. Paul: But it was just a rush of understanding the industry in-depth, doing triage in the context it was still a start mentality, triage in the context of building a business intelligence stack, revamping the Ecommerce organization, planning the next iterations and improvements, setting up for the holiday season for example. Paul: When I joined, literally the week after I joined we kicked off a new platform upgrade that we only had a couple of months to do prior to holidays. So, it was a lot of long days. Stephanie: Was that something that you feel like you could step into because I'm sure you've done many re-platforming experiences before? Paul: Yeah. There is some muscle memory and back to my point, you always want to learn from your failures and not do them again or at least understand the context and admit them. Basically one of those issues is that one has to listen very carefully. Paul: I parachuted into a company that was going 1,000 miles an hour and one of the lessons I've learned in the past is honor the past because there was a great deal of work and a lot of great work done that I took the attitude of evolving and adding to as opposed to turning the part which many C level executives take that as their mandate. Paul: I've never really done that. It's one of the failures I've learned from in my past that basically sometimes evolution is better than tearing things apart. Stephanie: Yeah. Yeah, I love that and I think the quote too. Paul: Yes. Stephanie: So, I'm sure another thing that you kind of the change of thinking on would be how you track the success of a business or the Ecommerce site. What kind of metrics, did you maybe look at prior companies where you were like this is our set of metrics that always made sense versus what do you look at now at Charlotte's Web? Paul: Well, there are quite a few. You know the Ecommerce business, there are probably 20 things that you look on a daily basis. That's my routine in the morning, I get up and I look at basically all the metrics. Paul: But what's important here, more so than perhaps, it's always in the top three conversion for example, on unbalanced traffic. It's significant here because you're engagement with a new customer and maybe fleeting because of the nature of the industry, the curiosity about CBD, people not knowing about it. Paul: I actually had to look at that statistic or those statistics several times because they didn't believe them, they were so high. That's a testament to the people and the staff that were here in that whether it's educating the consumer, or the customer experience on the site, or customer care on the backend, we have a high percentage of sales that convert. Paul: So, that probably is a much more important stat that I've paid attention to in the past. It's always been in the top three or four. Paul: Retention of consumers. Again, in this sort of industry because of the fleeting interaction with your customers, we have a very strong subscription program that is very important to us, which are typically customers who deem the product to be essential to their wellbeing. Paul: So, we've put a good deal of emphasis on that as well as retaining customers, and again, without divulging the statistics, it's much higher than I've experienced in my past 20 plus years of experience in Ecommerce. Stephanie: What do you think is making it so high? How are you all retaining customers so well or encouraging people to subscribe? Paul: Well, it's high because I guess in a way our traffic is more qualified, then again I've experience in the past. When they come through the site and they've been educated, there's a slightly high degree of propensity to buy. So, that's a factor. Paul: Plus some of our tools really facilitate the conversion in that. Not that we're pushy but we don't let go in the context of okay, this isn't right for you, maybe this or how about this promotion or have you rethought this through the customer journey in the site? Stephanie: Yeah. Paul: Basically, there's a pre-decisive to buy basically once they get to our site. Stephanie: Is there any initiatives that you've implemented when it comes to, like you said, it's nice you don't let go and you make sure to make to keep reminding them or showing them new products or new ideas. Stephanie: Is there anything that you've implemented recently around those kind of initiatives that have increased conversions or increased subscription rates or anything, or anything that you've done where you're like that was a big flop, don't try that? Paul: Well yeah. Again, getting much more sophisticated, I don't think anybody else has implemented the suite of what I call campaign tools and analytical tools. Typically, people use the standard GA or Google tools and we've gone past that and utilizing tools that I've used in much bigger companies without naming the company. Paul: So, we can have a high degree of personalization in terms of how we treat our customers as they kind of navigate through our site. A much higher capability in terms of test and react and basically inoculating those scenarios and situations into our campaigns eventually down to the individual level. Paul: So, we're still learning some of those. We've implemented those over the past three or four months. The company is still, my staff is still learning some of the aspects of those tools. Paul: On top of that from an analytic standpoint, which is a little unusual in the industry, we dived in with both feet from an artificial intelligence perspective because I joke with my staff and they read too rapidly that my experience doesn't always mean anything. I think I know everything about my customer and I'm confounded constantly in terms of why I was wrong on that. Paul: It comes down to the data and what artificial intelligence does for example, is that it makes those deep correlations that none of us would have thought of, I would have never thought of with my 20 plus years of experience of how our customers actually interact with our site or what are they thinking in the context of their purchase strength. Paul: So, when you put all those things together from a capability perspective, I love it in terms of being data driven, in terms of understanding our consumer at a deeper and deeper level and being able to provide the best experience and the best service that we can on an ongoing basis. Stephanie: Got it. That makes sense. When you're implementing AI, first can I ask what platform are you using for that and what kind of surprises have you found when you implemented AI? What were the consumers doing that you would never have guessed before? Paul: Well it's a third party app. It's a bunch of data scientists who basically provide the service for us. They're conduit for the massive amount of data that we have. To your question of surprises or those correlations or what people have affinities for in terms of say, an add-on purchase that we would never think of, what prompts them to basically make that leap to make the purchase in the context of their journey through the site. Some of which are counterintuitive to some of our experience particularly for certain segment of our consumer base. Paul: It's just some of those interesting nuggets of information. The hard part of it is, there's so many correlations that we have to rank them and we basically test each correlation over a period of time to vet out the action. Paul: Our challenge at this point is basically getting into a much more test and react cycle on these correlations. Stephanie: That's really interesting. Paul: Yes. Stephanie: So, if you were to implement AI all over again or you had someone who does not have that on their site right now, what would you do maybe differently or if you were like we could go back and maybe I would change the way we did this or think about it differently when implementing it, what are some advice around that? Paul: Well what slowed us down was the notion of producing what I call hypothesis based on our prior knowledge. That tends to put you into silos of information and doesn't quite give you the breadth of correlations that AI can do for you. Paul: So again, it was all of my advice that hey, I think I really know this aspect of consumer behavior. I'm really interested in terms of their conversion activity when they do X, when they do Y. Paul: I wouldn't be so structured in those hypothesis going into it and probably a little more open minded in the context of looking at the correlations in a much different broader way. Stephanie: I love that. That's such a good reminder about the kind of biases you bring when looking at data or your consumers and why all that should be scraped from the beginning and just let the technology work for you? Paul: Absolutely, absolutely. Stephanie: In your industry I'm sure you probably get a lot of questions around this. But I'm thinking about all the regulations you have to deal with especially on a state level and when it comes to having Ecommerce be such a large part of your business, what does that look like behind the scenes when it comes to shipping or selling in certain states? Paul: Well, it's mostly an impediment from a retailer, particularly a major retailer perspective because to your point, there's a hodgepodge of regulation in the state. Even though hemp was 0.3%, THC less than 3% as federally allowed, depending on the nuisances of what is in California or Florida, et cetera, retailers may be averse to getting into ingestibles as opposed to topicals. Paul: So, back to our point, one of the reasons why we're industry leaders we've invested heavily in internal, external lobbyists that can guide different parties and factions, whether it be congress at the federal level or legislations at the state level or associations to evangelize the notion of CBD. Paul: One thing that people miss the point on, we welcome more defined regulation from the FDA because we feel that we're heads and shoulders above most of our competitors in the context of how we test, how safe our product is, how we document it and the like. Paul: So, it's an ongoing journey that hopefully more clarity will emerge at both the state and federal level whether it's with the FDA or with various state legislatures to make the retail sales of CBD more palatable. We do ship to all states in the Ecommerce perspective. Stephanie: Okay. Yeah, I like that idea around encouraging the FDA to look into it and implement regulations because you're like my product is so good, we should have the other products regulated and be held to a high standard as well because that is what can maybe hurt the industry as a whole, is having people making subpar products that aren't as high quality as Charlotte's Web. Paul: Yes. It's kind of adding to that, major business publications have basically stated and make the articles that CBD is here to stay. It's a multi-billion dollar business growing at a rapid rate and it's frankly grown so fast and it's a new industry that regulations haven't quite caught up with it. Stephanie: Yeah. I was reading a bit about demand surges especially during the pandemic right now. I think maybe it was your CEO who was mentioning like, oh we had a surge in demand for two weeks and then people kind of pulled back for a little bit. Stephanie: I was wondering how you guys are keeping up your inventory levels, how you manage that and then if you're changing anything going forward after seeing these surges of hopefully consumers that are going to stick around going forward? Paul: We've been really gratified and continuing to serve our customer because the majority of the customers consider our product to be essential for their wellbeing whether it's the type of tincture they use or the ointment or the like. So, it's been relatively stable for us. Stephanie: Okay. Paul: Now from an notary perspective, as a growing company our processes have become more sophisticated and over the past year we've implemented an NSLOP process or production planning process that I'm more familiar with in my CBG background to really dial into marrying strategic plans to budgets, to demand forecast and skew level and doing a relatively sophisticated job of planning product demand. Paul: Now the flip side of that, this industry is volatile in the context of demand in general because retailers, some are still adverse to taking the product, so it's hard to predict demand in that context. Paul: So, we place a little more emphasis on safety stock and agility in the context of the co-manufacturers we deal with and the like. Stephanie: Got it. What are some of the best practices you set up when it comes to setting up that forecasting process because I know you've had a lot, like you mentioned, a lot experience with that. What did you bring to Charlotte's Web that maybe they weren't doing before? Paul: Well, they had started it but I amplified from an Ecommerce perspective, a rigorous skew demand process that is three dimensional and that it adds up from top to bottom and extremely rigorous analytical process of continually revising those forecasts taking into account promotional cadence, taking into account day-to-day iterations of different campaigns. Paul: So, it's a fairly in-depth forecasting process in Ecommerce so that our accuracy is much higher. It's in the 90 percentile by skew in terms of our monthly demand, for example. Paul: One of the things I've learned in my past is that sometimes you have to take a leap of faith on a particular product because you don't know how high you can go. On the other hand, that's what safety stock is for. Stephanie: Got it. What does that look like when it comes to thinking of new products? How do you influence your decision behind that, like you were mentioning, behind the sales channels and the marketing channels that help you influence your ideas or thoughts behind it. What does that look like when it comes to new products? Paul: We do have outside data and with a caveat that it's such a rapidly growing industry that tends to change overtime. But I feel is obviously one of the standard firms we use in the context of a longer term view, in terms of product categories and growth and certain segments and the like and we use that as a baseline. Paul: Obviously we use our trend and my counterpart on the retail side and myself where basically experience marketers and sales people and that we have our own opinions in terms of how we correlate our thoughts on category growth versus what we're seeing in external data, for example, like Brightview. Paul: So, we listen very closely to our consumer in terms of what categories we're pushing. Stephanie: I was just going to say I'm sure you guys get a lot of customer feedback of what people want or what they're looking for. Paul: Yes we do. Stephanie: How do you grab all that and put it in a meaningful way because you probably know best. So, a lot of times consumers might ask for something and then not actually buy it or not really want it. Paul: This is true. They certainly vote with their dollars. But on the other hand, we have a pretty good customer care department that is in my peer bid where I've managed those sorts of departments in the past but this is in an interesting one, the group of individuals that the empathy, because of the nature of the product and the stories they hear and the people they try to help, the empathy they exhibit in terms of comments from customer is just outstanding. Paul: So, it's not only commercial, but to the extent that it's practical based on the information they have, they are advisors to the customers that call in and we have a high volume of calls that come in not necessarily about order standard things, but really what should I do? What about this product? Paul: The other aspect is we have a fairly rich library of customer reviews and the technology we use enables us to slice and dice some of the categories of the customer reviews and try to get to a gist of what's working versus not, whether it's from a product efficacy perspective or perhaps a defect of some sort. Paul: The dropper may not work exactly the way we wanted to and the like. So, we have multiple sources of information of customer contact. Stephanie: I think that's so key to be able to call in and actually talk to someone. That's the perfect way to develop trust is by having someone that you can actually get on a phone with and be like, "Okay, I don't know what to do now. Tell me exactly what I should be doing." Or same with reviews, being able to see someone who sounds like me reviewing the product just seems like a great way to develop trust all around. Paul: Absolutely. From a hiring perspective, I have lunch, a virtual lunch nowadays with every associate in my group at some point. Today I just, prior to this meeting, I had lunch with three of our associates just to kind of get a feeling of that. Paul: When it comes to our customer care associates, I've never met such a group of people that are truly empathetic to where they hear a story and they're crying on the phone with the consumer. They're doing everything. They have a wide latitude of actions they can take to help our customers more so than I'd had in the past in much larger companies. Paul: But they really have the right mindset, I think, as opposed to working in a call center. Stephanie: Yeah. That's so key and so important. Paul: Absolutely. Absolutely. Stephanie: So to shift a little bit into more of a marketing mindset, I wanted to hear a bit about how you guys are investing in different digital channels. What's working and what's not? Paul: Sure. Just the overview is that you may have seen our Trust The Earth campaign, which I loved, we started last fall that kind of instills what our brand messaging is. Basically, a lot of our marketing efforts go to that because again we're an emerging industry, we're maintaining our market lead, we want to convey a certain image, just a random stat based on our efforts here today. Paul: We have over 400 billion impressions from the various things we've done versus, I think our closest competitor from the stats that I've seen were about two billion and it dropped rapidly. So, marketing our digital efforts from a broad perspective are very effective and that shows in the context of where we are in organic search or educating the consumer, long ways to go. Paul: From a digital perspective obviously we're active in every social media component and we're very assertive in terms of educating our consumer through that channel, conveying our brand message. Paul: The industry is in a place right now, there are some restrictions in terms of how aggressive that you can market CBD on social media like on Facebook, for example, or Twitter. But that's not a real problem for me right now because for me we want to activate understanding and education and our brand story at this stage of our growth in the social media channels. Paul: So, a lot of our digital, aside from our paid media, which we're very good at I believe, a lot of our digital is focused on building our brand. Stephanie: How are you thinking about expanding into other markets? I think I saw that you were looking at going into a few other countries. How are you guys exploring that right now? Paul: Well, we're basically putting our markers out there. We have a staff of people who are very experienced internationally. I have a good deal of international experience as well from an Ecommerce perspective in retial. Paul: But one of the constraints still is the regulatory environment in that we won't sell in any country that obviously it's not allowed. There aren't too many countries that actually allow it. So, we're basically putting the building blocks in place if in case that would be our strategy to understand what the international market would mean to us. Paul: But it's still evolving because it's basically not allowed from a regulatory standpoint in quite a few countries. Stephanie: Got it. So now that we're kind of predicting our future a little bit, I'm wondering what kind of Ecommerce trends are you excited about or preparing for right now? Paul: Well, in general, like I have for a number of years it's the technology keeping up with my visions of personalization. In the perfect world I'm interacting real time with the individual consumer in the context of whether we're educating them or guiding their journey and the like and the technology is starting to catch up with that capability even at a company of our scale. Paul: So, that's the trend that has been there for a little while but the promise has been there, but the reality is starting to catch up. The other one I mentioned is using deep technology to a point within certain boundaries to understand our customers behavior and needs and wants and applying, point number one, the personalization with that. Stephanie: Yeah. That makes sense. Is there any new tech that you're experimenting with right now that you guys are loving? Paul: Well, I've experimented with in the past in terms of client side speed of devices. Every Ecommerce and you know all the tropes about how conversion is impacted by site speed and page loading and all those different things. Paul: But what I've been enamored of in the past couple of years is utilizing technology to tailor the experience on whatever the device our consumer has. You know there's somebody out there who's still on dial-up, if that still exists. Stephanie: You caught me Paul. Paul: With a new browser, right. It doesn't matter how efficient your site is or your servers are like, you have to tailor the experience, strip down the page load, the content, rejigger the Java script on the fly depending on that individual's device because as far as they're concerned, they may have a iPhone 5 that hasn't been updated in five years but they still like that experience. Stephanie: Yeah. I completely agree. That's really important because I think a lot of people assume that users are always on a newest and the latest and greatest. The one thing, yeah, I had, let's see, we're doing a study on I think Google maps users in India and the majority of them were on such outdated versions that they were never seeing updated streets or an update at all in maybe a year or two. Stephanie: I think it's just a good reminder that a lot of people are on older versions of things, not just in other countries but here too. Like you said, some people still use dial-up. Sowe have a quick lightning round coming up. But before that, I wanted to ask you one last question because I love your excitement towards the company and your energy behind it and I wanted to hear what is the best day in the office look like for you? Paul: The best day in the office, let me think about that for a moment. Stephanie: Yeah. Paul: As I mentioned before I'm usually willing to go every day. It's when I'm in the thick of it, I'm a great delegator I believe, and I think the people who work with and for me would say so. Paul: But I'm most happy when I'm in the thick of it, not being Mr. Executive and my people interacting with, like a peer to some degree, in terms of coming up with ideas, debating certain concepts, making things happens. Paul: It's still small enough company where many people I'll be a jack of all trades and that's where I've shined in my past of, okay, rolling the sleeves up and figuring it out and having to learn things. Paul: Many of my jobs have reflected that. So, that's when I'm happiest, when I'm learning something new. I think I've been told I'm really, really curious to a fault. I ask too many questions sometimes. Stephanie: I think that's a good thing. Paul: Yeah, I guess so. But that's what jazzes me, being in the thick of things, making things happen. Now having said that, as a C level executive you have certain programs and responsibilities to create a conducive environment for your people to work in to make them feel trusted, to stretch them to the extent of their capabilities giving them a vision. Paul: On the other hand, I've always been a believer of an executive being able to walk the talk having done something. Being able to do it, without actually doing it. That lends a certain amount of credibility in your interaction with your staff. So, I think that's very important. Back to your point, that's what makes me happy is just being in the thick of it. Stephanie: Yeah. Yeah, I completely agree. I like that idea and I heard a ratio or it was a metric that an executive used called the say do ratio, and it was how much do you do what you're going to say you do, and that's how he gained the trust with a new company he was joining, was he actually tracked it. Paul: Well in a small company I think my first interaction with an associate at CW is riding up the elevator that Monday, they had heard of me, and they asked my name and they heard that I was a tech guy. I was really the Ecommerce business guy and tech guy and they asked me about an email problem they were having. Stephanie: A personal or a company one? Paul: A company one, yeah. Stephanie: Okay. Paul: "I can't quite get this to do this." It was a sales executive or a sales manager that we had. She asked me a question not knowing exactly what I did so I spent a half hour tracking it down and getting back to her. Paul: Later when she learned, you're in charge of Ecommerce and tech and all that stuff. To me, in a small company like ours, you have to be personal, you have to be willing to help anybody with anything and follow up on it and get it done as opposed to always delegating and there's a balance obviously in terms of the work balance. Paul: But you have to show that direct interest in everybody's issue in what they're doing. Stephanie: Yeah, I love that. That is such a good mindset to be in, like you said. Especially coming from a larger company where employees might be like, "Oh this guy is going to just delegate everything," like showing them you're willing to get your hands dirty and help them with their needs and stuff. It's also crucial. Paul: Yes. Stephanie: All right. Next we have the lightning round brought to you by our friends at Salesforce Commerce Cloud. This is where I'm going to ask you a question and you have a minute or less to answer. Paul: Okay, lightning round it is. Stephanie: Are you ready? Paul: I'm ready. Stephanie: Roll up your sleeves, get ready. All right. Paul: They're already rolled up. Stephanie: First, I'll start with an easy one. Paul: Yes. Stephanie: What's up next on your Netflix or Hulu queue? What are you watching these days? Paul: On my Netflix queue let's see, geez I don't watch a lot of TV so you're going to stop me. I have 30 seconds left. Mostly about historical dramas. I've always wanted to watch The Crown, which everybody has watched. So, that's probably next on my queue. Stephanie: Cool. I haven't watched that yet. You'll have to let me know how it is. Paul: There you go. Stephanie: All right. What's up next on your travel destinations when you can travel again? Paul: Wow. When I can travel again? I'd like to go back to Tokyo. I've traveled so much in my career personally. One point I spent about 50% of my time overseas. Stephanie: Oh my gosh. Paul: But Tokyo because I was born in Tokyo. Stephanie: Cool. Paul: And an American descent. But when I traveled I was always able to get there and see my cousins three or four times a year. But it's been a while. That would be my first place to basically get back to my roots. Stephanie: That is a good one. I love Japan. Paul: Yeah. Stephanie: What app or piece of tech are you most enjoying right now? Paul: I'm most enjoying, this is an odd app, is a password saver. I won't say the name of it, but I've been searching for the perfect one because I'm all about convenience and security and all those things at the same time. So, it's an odd choice but I found the perfect passwords saver. Stephanie: Yeah. That is actually a very good piece of tech. We recently implemented that at the company not too long ago and I was like, "Wow, this saves a lot of time. Who knew?" Paul: Absolutely. Get rid of the sticky notes. Stephanie: Yeah. All right. If you were to create a podcast, what would it be about and who would your first guest be? Paul: My first guest I'm thinking big. Stephanie: Go for it. Paul: Because I'm thinking really, really big because I'm enamored of her career. I was actually at her first rally, Elizabeth Warren. It tells you a little bit about politics and no offense. Stephanie: That's okay. Paul: But I was still in Boston, I went to her first rally and I was just enamored, I've always been enamored of her and not withstanding what happens in the near future. I would just be fascinated to talk to her about her career and how she made that mid career shift and the [inaudible] plan. Stephanie: That's cool. So, it would be politics focused or more human centric on what's important when it comes to you? Paul: More human centric with a tinge of politics because I am interested in politics. Elizabeth Warren would be it. Stephanie: We could get her on the show. I would make that happen for you. Paul: You could make that happen? Stephanie: Yeah. Paul: That would be so cool. Stephanie: I could do it. Elizabeth call us. We're ready for you. Paul: Absolutely. I remember I've actually seen her a few times, in the crowd obviously. The last time was at a protest at the Boston Common and she was quite compelling in her speech. Stephanie: Well that's great. I will have to see if I can find that online. Paul: Yeah. Stephanie: The last hard one which you've kind of already answered this, but I'll throw it anyways at your way. What one thing will have the biggest impact on Ecommerce in the next year? Paul: I think the biggest impact is the turmoil going around the big guys whether it's Facebook, Google, to some degree Amazon. What is the regulatory landscape, what is the antitrust landscape, how will they evolve, how monolithic will it be? Paul: I think I actually think about that quite often in terms of how do we enact with them, do businesses, make the leap into Amazon as a third party do, how do the algorithms evolve from a group perspective. How does privacy work? Paul: That really weighs on me in the context of thinking through how do those outside forces that are so monolithic in the tech industry impact Ecommerce. Stephanie: Well that's a big juicy one. We'll have to have a whole nother episode just to talk about your thoughts on that. Paul: Right, right. Stephanie: Well Paul it's been such a pleasure having you on this show. Like I said, I use Charlotte's Web. I've been around it for a while and I really appreciate you coming on and taking the time. Where can people find out more about you and Charlotte's Web? Paul: Well obviously our website, Charlotte'sWeb.com and I have a pretty fulsome linked in profile that shows you how haphazard my career has been but it's been a fun ride. Stephanie: Yeah. That's where I found out all about you. Well thanks so much for coming on. We'll have to have you back for round two in the future. It's been great. Paul: Absolutely enjoyed it. Thank you very much.

My friend Jean Drees is back on the pod, but this time with a guest.  Suggestion, anytime you wanna be on an episode cite some type of Obama recognition! Because that's Dr. Navdeep Kang, Chief Clinical Officer and psychologist at Brightview. If you didn't know, they're a newer mental health and substance abuse agency in our area.  Yes, there's a virus pandemic we're trying to emerge from, but what about the other one, or ones, we've been battling for nearly a decade now. The loss of friends, family members and loved ones to mental health issues and addiction. 

On today's episode of the Green Industry Podcast, Zach Jones from Maryland shares about his passion and preparation for a career in landscape management. Zach has a Bachelor degree in Landscape Management from University of Maryland. He also has interned at BrightView.  https://www.lawntrepreneuracademy.com/ https://www.getjobber.com/paul https://www.greenindustrypodcast.com/ Zach Jones - 410-200-7250

Coach Caliendo brings on the show his great friend and colleague with the World Baseball Softball Confederation Murray Cook. Murray is President of Sports Turf Division of Brightview and a MLB Field and Facility Advisor & International Venue Manager. Murray Cook    Twitter @cookmurray President, BrightView Sports Turf Division Murray Cook joined BrightView in 2001.... The post Maintaining the field is a safety issue foremost appeared first on Baseball Outside The Box.

BrightView's snow chief Jeff Herold discusses the impact of the Brickman-ValleyCrest merger, their place in the market, the state of snow, and meeting industry challenges.

Every HR professional has their own (personal) philosophy of what the practice of human resources entails and they use that to define their primary purpose. Some view their most important responsibility to be the compliance expert (i.e. “policy police”). Others consider their role as the organizational culture and engagement champion to be at the fore-front. There are some who prefer HR to be seen-and-not-heard as they manage processes and procedures from the sidelines.  Our guest this week, Nicole Roberts, VP of HR at BrightView, LLC considers helping others succeed to be top of mind. Join us as we talk to Nicole about what drives her approach to HR when we’ll discuss how to STOP making assumptions about people’s behavior, the benefits of approaching our interactions from a place of positive intent, and the harm that comes when leaders (and HR professionals) treat employees “like children.” (ugh). You can follow Nicole on Twitter and check out her blog here.  @DrivethruHR #DTHR

Simon Bronner of Missouri S&T explains how folklore has evolved in modern times. USC's Tok Thompson takes a look at unusual sources of folklore. BrightView's Murray Cook talks about moving dozens of tons of dirt around the world for MLB tournaments. Author and hospice nurse Theresa Brown shares insights about dying in peace.

BrightView’s treatment program includes a comprehensive plan for symptom management, medical and psychological stabilization, and supports the early phases of recovery. BrightView is an outpatient addiction medicine practice based on clinical best practices and outcomes measures. Through the use of medical treatment in conjunction with psychological and social services, BrightView will deliver the necessary support to help patients meet both their mental and physical goals.brightviewhealth.comJean Drees1655 Holland Rd, Suite FMaumee, Oh 435371-833-510-HELP419-262-9292

Thursday April 18th How deep did Floyd get into Beychella. He got that, but he also got a terrible Madonna song. I warned him. They found the Perrysburg kid behind the shitty Twitter account. What’s happening for Cedar Point’s 150th season. The girl who terrorized Denver was found dead. Walleye lose; they’ll be home Saturday night. Your GF plate may have gluten. Taylor, Gaga, and more on TIME’s Influential People list. Some Twitter sleuth put something together about Taylor’s 4/26 announcement. The BTS song with Halsey is a YouTube monster. Disney gives money to Notre Dame. Can we talk about your steps. TBT back to 2000. MB20, NSYNC, Aaliyah. GOT was a source of Sophie Turner’s depression. SNL welcomes Emma Thompson, Paul Rudd and Adam Sandler. NAMI walk is coming up! May 11th calendars please. Carolyn Fox from Mobile Meals is here. Lots of delicious international foods from PENTA and Owens next Friday night. Panel Full of Dudes with three pressing MAN questions from Ashleigh. Want some of this Madonna song? Floyd’s not pleased, but I like parts of it. Ashleigh’s got story about her friend who has some man drama. My friend Jean Drees is here to talk about another place that can help you or someone you know with addiction. Say hello to Brightview. MLT cute raccoons and being sent to your room!

Everyday we hear tragic stories in the news. Our goal is to present you with amazing success stories of people who have gone from Tragedy to Triumph

In this episode of Frankly Speaking, Frank Rossi chats with Ted Horton, CGCS, legendary superintendent at Winged Foot and Westchester Country Club as well as VP of Resource Management at Pebble Beach, and board member of Audubon International. Now living in California, Ted is is currently a Sr. Consulting Superintendent for Brightview, specializing in environmental stewardship; golf course safety, security and risk management; tournament preparations; turfgrass agronomics and the administrative functions of large property maintenance. In this "Ted" talk, Frank and Ted chat about the advent of lightweight mowing on fairways back in the mid-'80s, including the economic adjustments and agronomic benefits incurred. Much of the discussion centers around current and future water use on golf courses. Frankly Speaking is presented by DryJect and Intelligro/Civitas.

Greg interviews Dr. Shawn Ryan, the President and CMO of the BrightView Treatment Center, as well as the President of the Ohio Society of Addiction Medicine. Dr. Ryan has spent the last six years working to combat the growing opioid epidemic both in his local community and throughout the rest of Ohio. Listen to the podcast to discover how Ohio legislators are working to put laws in place to help limit supply and increase prevention, as well as how every community can be proactive in their fight against substance abuse disorder.

In this episode, Ron Edmonds, president of The Principium Group, talks about the current state of the landscape market. He also discusses business acquisitions in the lawn and landscape space, the impact of the Brickman/ ValleyCrest deal (BrightView) and the impact of private equity. Finally, Edmonds covers who's buying and who's selling, along with how to make your business more attractive.

In this episode, Ron Edmonds, president of The Principium Group, talks about the current state of the landscape market. He also discusses business acquisitions in the lawn and landscape space, the impact of the Brickman/ ValleyCrest deal (BrightView) and the impact of private equity. Finally, Edmonds covers who's buying and who's selling, along with how to make your business more attractive.

In this episode, Ron Edmonds, president of The Principium Group, talks about the current state of the landscape market. He also discusses business acquisitions in the lawn and landscape space, the impact of the Brickman/ ValleyCrest deal (BrightView) and the impact of private equity. Finally, Edmonds covers who's buying and who's selling, along with how to make your business more attractive.

In this episode, Ron Edmonds, president of The Principium Group, talks about the current state of the landscape market. He also discusses business acquisitions in the lawn and landscape space, the impact of the Brickman/ ValleyCrest deal (BrightView) and the impact of private equity. Finally, Edmonds covers who's buying and who's selling, along with how to make your business more attractive.