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Take the 2026 AI Engineering Survey and get >$2k in credits and AIE WF tickets!This was recorded before Railway suffered a major GCP outage on May 19, despite being a multi-AZ, multi-zone mesh ring, with HA fiber interconnects between their Metal GCP AWS, because workload discoverability was unintentionally still tied to GCP. All has been resolved with a post-mortem.Railway did not start as an AI infrastructure company.It was founded in 2020 years before agents became the default way people thought about deploying software. Jake Cooper, formerly at Bloomberg and Uber, started Railway with a simple obsession: the activation energy to ship something to production should be near zero. Push code, get a URL, iterate. No Docker files, no Kubernetes manifests, no Ansible scripts stacked on Ansible scripts.For years, this was a slow grind. Railway spent its first 18 months hand-acquiring its first 100 users with Jake personally greeting every Discord signup on a second monitor.Today, Railway has raised $124m and is growing very fast. A 35-person team supports 3 million users, adding roughly 100,000 signups a week. Their bare metal data centers have a 3-month payback period vs. renting in the cloud, with 70% margins funding aggressive cloud bursting when needed. The servers they own have actually appreciated in value as RAM prices have climbed basically meaning the value of their hardware now exceeds the capital they've raised.From rebuilding Railway's network overlay over a weekend to moving the vast majority of workloads onto its own bare metal data centers, Jake Cooper is trying to build a new cloud for an agent-native world. In this episode, Railway's founder and “conductor” joins swyx and Alessio to unpack why the next era of software infrastructure is not just “Heroku but newer,” what agents need that humans did not, and why the old deployment loop of Git, PRs, CI/CD, and static cloud resources may be heading for a rewrite.We go deep on Railway's infrastructure stack: own-metal data centers, three-month cloud payback periods, cloud bursting, data center debt, Railpack, Nixpacks, Temporal, feature flags, Central Station, content-addressable filesystems, agent-safe production forks, and why the CLI may become more important than the canvas in an agent world. Jake also shares the founder journey behind Railway, how the company survived losing $500K/month, why it now serves millions of users with only 35 people, and why he believes the pull request is dying.We discuss:* How Railway went from a slow six-year grind to adding 100,000 users a week* How Railway thinks about agents as the next dominant software species* Why agents need version control, observability, compute, storage, and orchestration at 1000x scale* The economics of Railway's own-metal data centers and three-month payback* How Railway uses cloud bursting while scaling its own infrastructure* Why data center debt can be a better tool than venture debt for infra startups* Central Station, Railway's internal system for clustering customer feedback and incidents* Why responsible disclosure and over-communication matter for platforms* Why feature flags, progressive rollouts, and shadow traffic are essential for agents* Temporal's strengths, pain points, and why workflows matter for agents* Railpack, Nixpacks, Nix, and lazy-loaded content-addressable filesystems* Why “cattle, not pets” may change if you can clone the pets* Why Railway is building a new cloud from scratch instead of copying hyperscalers* The solo founder path, focus, writing, and how Jake thinks about company buildingRailway:* Website: https://railway.com/* X: https://x.com/RailwayJake Cooper:* LinkedIn: https://www.linkedin.com/in/thejakecooper/* X: https://x.com/JustJakeTimestamps00:00:00 Introduction: What Is Railway?00:02:07 Jake's Path to Railway00:06:13 Railway's Six-Year Growth Story00:08:52 Rebuilding the Business After the Free Tier00:11:17 Agents as the Next Software Platform00:13:29 Railway's Infrastructure Philosophy00:15:42 Bare Metal, Cloud Economics, and the Compute Crunch00:17:22 Cloud Bursting and Five-Cloud Networking00:20:20 Data Center Debt and Infra Financing00:23:31 Data Centers in Space00:25:24 What Agents Need From Infrastructure00:28:24 CLIs, Canvas, and Agent-Native UX00:35:15 Central Station, Incidents, and Responsible Disclosure00:40:30 Safe Rollouts, SRE Agents, and Production Forks00:45:00 AI SRE, Specs, Code, and Tests00:48:24 Self-Replicating Infrastructure and the New Serverless00:53:18 Heroku, Temporal, and Workflow Engines01:04:07 Railpack, Nixpacks, and Lazy-Loaded Filesystems01:06:01 Coding Agents, Token Spend, and Roadmap Acceleration01:10:56 The Pull Request Is Dying01:12:28 Feature Flags and the Agent-Era SDLC01:16:15 Cattle, Pets, and Cloning Machines01:19:29 Solo Founder Lessons01:24:12 Focus, GPUs, and Building a New Cloud01:28:20 Closing ThoughtsTranscriptAlessio [00:00:00]: Hey, everyone. Welcome to the Latent Space Podcast. This is Alessio, founder of Kernel Labs, and I'm joined by Swyx, editor of Latent Space.Swyx [00:00:10]: Hey, hey, hey. Today we're in the studio with Jake Cooper of Railway.Alessio [00:00:14]: Conductor of Railway.Swyx [00:00:15]: Conductor at Railway. Yeah.Alessio [00:00:16]: Choo-choo.Swyx [00:00:17]: Do you actually have that anywhere, like on your business card?Jake [00:00:20]: We call some of our volunteer moderators conductors. I don't have a business card. We're not that big yet. At some point I will. I got handed a nice business card from the Supermicro folks, and I was like, “Damn, this is pretty official.”Swyx [00:00:30]: Business cards are coming back.Jake [00:00:32]: They're cool. They're hip. The conductor thing is good. We're trying to figure out what we want to call each other internally. Some people think it's super cringe and say, “You don't need a name for people internally.” Some people want to call each other something. We still don't have a really good one.Jake [00:00:55]: We've got New Railcrews, Trainiacs. Nothing has stuck yet.Swyx [00:01:00]: I like Trainiac. Trainiac sounds good. Railwayians. For those who don't know, what is Railway? Let's give people a crisp definition up front.Jake [00:01:09]: Railway is the easiest way to ship anything. You go to the canvas, or you talk with Claude, and you say, “Deploy a Postgres instance, deploy my GitHub repository, run this code,” and you're off to the races.Swyx [00:01:22]: You've got a nice animation on the landing page.Jake [00:01:24]: Thank you. None of my work, by the way. They don't let me touch the design stuff anymore.Jake [00:01:25]: We want to make it trivially easy not just to deploy things, but to evolve applications over time. Most tooling right now stacks entropy on top of entropy: Docker, Kubernetes, Ansible scripts, and all these other things. If we can version all of your software and keep track of all the changes, then we can make it trivial to clone environments, fork into a parallel universe, get copies of production data, get copies of any services, make changes, validate them, and collapse them back in without reproducing everything across a staging environment.The Railway Origin Story: From Uber Systems to a New CloudSwyx [00:02:07]: I was looking at your background: Bloomberg, Uber. Nothing immediately stands out as, “This guy is going to found the next great platform as a service.” What prepared you for Railway?Jake [00:02:21]: It was curiosity to keep going deeper. I started out on front-end stuff, working on Wolfram Mathematica and porting it over. Then I briefly moved to Bloomberg, then toward Uber and distributed systems, taking the Jump Bikes systems and moving them to a distributed system built on top of Cadence, the pre-Temporal Temporal.Swyx [00:02:44]: Which, by the way, I'm happy to talk about, pros and cons.Jake [00:02:48]: Totally.Swyx [00:02:51]: But let's do the Railway story.Jake [00:02:52]: It has been a continual step of wanting an experience. Whether it's walking up to a bike, unlocking it, and having it work frictionlessly, or something else, the depth required to make that happen follows from the experience. A lot of the work I do, and a lot of the team does, is in service of that experience. We fundamentally don't care how deep we have to go. We will swim to the bottom of the swimming pool to get the experience.Jake [00:03:17]: I don't have a physics PhD. I did an EECS degree. It has always been about figuring out the next step: how do we get there? That's what led to starting Railway for that experience and then moving all the way to bare metal data centers. I was adding patches to the kernel this week to get the experience there because I can see how much better it can be.Swyx [00:03:49]: Other patches to the Linux kernel this week?Jake [00:03:51]: Yeah. Not upstream. Our fork.Swyx [00:03:52]: That's a flex. Railpack? No, this is different. This is the OS on top of Railpack?Jake [00:03:57]: No, this is an actual kernel patch. It's always literally: what do we have to do to get that experience? Then figure it out. Anything is figureoutable.Swyx [00:04:10]: Would you send the patch upstream, or does it not fit other use cases?Jake [00:04:13]: Maybe. We have to work out the experience internally. It has to do with the storage layer we're building for some of the agentic stuff. Maybe it'll be useful upstream, but it's deeply useful for us internally.Open Source, Forks, and Non-Deterministic VersioningSwyx [00:04:29]: You mentioned open source before. How do you think about starting from open source, and then coding agents letting you do a lot more from forks of it?Jake [00:04:38]: GitHub's original sin is that it's almost a series of broken pointers. You have this thing, then you clone it, and now you've lost the whole upstream. How do we make it trivial for people to modify really small pieces of it?Jake [00:04:51]: We think of Git in a discrete sense: I've either made a change and merged upstream, or I haven't. What would it look like if it were percentage-based, a little more non-deterministic, or a stream of changes that users traverse as a percentage rolled out in general and then rolled all the way up?Jake [00:05:13]: We have the open-source kickback program and let you deploy templates because we want to make it trivial for people to version these shards over time. It solves a large problem around authentication, authorization, and security. NPM has a way to define, “Don't take any new packages.” The ideal end state is that you roll out progressively to users with the minimum impact zone and continue rolling up. JPMorgan should probably be the last one on the patch line, for all our sakes, because our money and livelihoods are there.Jake [00:05:53]: It's okay if Johnny Vibe Coder gets a broken patch because there's so much entropy in the system that the rubber has to meet the road at some point. You have to test at varying levels.The Long Grind: First Users, Free Tier, and Making the Business WorkSwyx [00:06:13]: I wanted to pull up this glorious chart, which is your usage or number of daily signups?Jake [00:06:22]: Daily signups, I think.Swyx [00:06:24]: You started six years ago. It was a slow grind, and now you're on a rocket ship. You say, “Don't doubt your fight and don't quit.” Maybe pick out certain points that were key inflections for the company.Jake [00:06:40]: At the start, it's about getting your first 100 users, hell or high water. We had a website and a support link. The support link was the Discord channel. I had notifications on with two monitors: the monitor I was working on and the other monitor with Discord. If anybody came in, I was immediately like, “Hey, how's it going?” It was rare, so getting those first 100 users to come back was the start.Jake [00:07:14]: Then you build a consultancy factory because users want all these things. You have to go back to the board and ask, “What is the actual product offering I want to build on top of this?”Jake [00:07:28]: VCs want charts that always go up and to the right, but in reality you don't necessarily want charts that look like that. For us, there have been periods of expansion where we add features to test use cases, and periods of compaction where we ask, “If the experience we have is good, how do we make it significantly better?” Maybe we strip out features that don't fit our ICP anymore.Jake [00:07:57]: The boom from 2022 to 2023 came from the free tier. Everybody under the sun was using it.Swyx [00:08:09]: A lot of Reddit bots and Discord bots.Jake [00:08:12]: And crypto miners. When you build an open product on the internet where anybody can sign up, the internet is a horrible place with so many things. You go through periods of asking, “How do I reach as many people as possible?” Then, “How do I fit the exact use case for the people who really matter and are really excited about this specific thing?”Jake [00:08:39]: Then there was a two-year period of making the actual business work. During the free-tier era, we were losing about half a million dollars a month.Swyx [00:08:59]: On a $20 million bank account.Jake [00:09:02]: On a $20 million bank account with maybe $50,000 a month in revenue. That's a horrible business. I don't know how anybody invested. But you have to go through it and say, “We have an experience people love, but the business has to work.”Jake [00:09:17]: There are two schools of thought. You can run the horrible business all the way up with bad margins, or you can go back and make it work. We've always wanted a super lean team. We're 35 people right now. It's very small.Swyx [00:09:36]: Supporting three million already?Jake [00:09:38]: Yeah. We're adding 100,000 users a week right now, so it's growing fast. We don't want to add headcount for the sake of headcount or throw bodies at problems. We want to build systems. It's hard to build systems during expansion because you're adding things to the system because people are asking for them or things are breaking.Jake [00:10:00]: We had to cut off the free users for a little while, rebuild the business, and make sure it worked. We want to reach as many people as possible because software is important. It's become difficult to create things in the physical world, so it's important to make it easy for people to build in the virtual world and have access to creation. But there are legs to that journey.Jake [00:10:30]: You can see divots in the charts. If you follow between 2025 and 2026, it's either summer or winter. People go on holiday with family.Swyx [00:10:50]: It affects that much?Jake [00:10:51]: Yeah. It's kind of B2C and kind of B2B. People are shipping constantly, then they stop. Our activation curve now shows more people activating on weekdays because we have more business users, so it smooths out over time.Agents as the New Interface to DeploymentSwyx [00:11:17]: Was there a point where you started prioritizing AI development or agent development?Jake [00:11:24]: We've prioritized agentic as a top-of-funnel thing. Over the last six months, we've deeply prioritized agentic as a mechanism to build and deploy things because we believe the curve is so steep and that is how people will build and deploy software.Jake [00:11:42]: It almost fundamentally doesn't matter whether this is dot-com or not because we're all on the internet anyway. If agents are going to deploy a bunch of things and we hit an inference wall at some point, we'll fix those problems. The dominant species over the next 10 years is that we've moved from assembly to C to C++ to JavaScript to words. You're going to need to close that loop.Swyx [00:12:13]: When you say this is dot-com, did you mean buying the domain, or the general case?Jake [00:12:17]: I mean the dot-com era, when companies had a huge run-up because people understood the internet was important. Then they hit bottlenecks, fundamental laws of physics, math didn't work, and everybody came back down to earth. But it didn't matter because the internet became so impactful. If you operate on a long enough time horizon, you should build these things anyway because you can see where it's going.Jake [00:12:45]: That's where I think a lot of agent stuff is. You get to a point where you're running thousands of agents in parallel. What is the inference cost? What is the compute cost? How do you make that efficient? How do you coordinate all this? We have issues coordinating humans; we don't even have good tooling for that. Now we have to figure out how to get agents to coordinate, safely version changes, and know when to raise their hand for someone to intervene. Otherwise it becomes an interrupt factory.Railway's Infrastructure Thesis: Network, Compute, Storage, and MetalSwyx [00:13:19]: Let's go right into the technical side. What are the core infrastructure or architectural beliefs of Railway that allow you to do what you do?Jake [00:13:29]: The primitives matter a lot for us. We need network, compute, storage, and orchestration around it. You need control over a lot of those things. We've talked a lot about how we don't really use Kubernetes because we want higher-order control to place workloads in very specific places.Jake [00:13:48]: The reason is that you have to be very efficient with agents: memory reuse and all these other things, or you're going to massively blow up your cost structure. Being able to rack and stack your own servers and build your own metal unlocks performance and cost. Experiences where you're running 1,000 agents in parallel are not massively cost prohibitive.Jake [00:14:13]: Token use and compute use are blowing up. Over time, those things have to get a lot more efficient. You can get a lot of margin to make those experiences solid by building your own metal. That's all in service of offering a differentiated experience to as many people as humanly possible.Swyx [00:14:51]: You have a data center in Singapore.Jake [00:14:53]: Yeah. We have two in every other region now. In Singapore, we're adding a second one in Q3.Swyx [00:14:58]: What's it like? I've never built a data center. Do you go to Equinix and say, “I want some slots?”Jake [00:15:05]: Yeah. Equinix. You basically go and say, “I want power and I want a cage.” They say, “Great, here's what it's going to be.” You rent the cage for a period of time, fill it with racks and servers, and hook up internet to it. That's all the pieces.Swyx [00:15:36]: Then you handle everything else.Jake [00:15:37]: You handle everything else.Swyx [00:15:39]: What's the math versus clouds doing it for you?Jake [00:15:43]: If we rented in the cloud, our payback period when we go to metal is about three months.Swyx [00:15:50]: Which is crazy.Jake [00:15:51]: It's nuts. That's four years of depreciated hardware. You're going to see a lot of this compute crunch because hyperscalers are buying up a lot of stuff. We're working directly with OEMs, resellers, and people building these machines: Supermicro, Dell, and others.Jake [00:16:11]: Upstream, there's a bunch of supply pressure. When we raised our last round, between deploying capital for servers and now, the amount of money we've raised is less than the amount of money we have in the bank plus the value of the servers because the servers have appreciated as RAM has gone up. It's nuts how valuable hardware has become.Jake [00:16:50]: If you look at hyperscalers, they deployed around $80 billion of capital expenditures this year, and next year will be more. That's a massive infrastructure build-out. You look at that and think it's crazy that they're spending way more than the Manhattan Project. But if every person is going to run dozens or hundreds of agents in parallel, you have no conceptual idea how much compute is required to make that experience happen, even if you're deeply efficient and sharing resources. And that doesn't even count inference.Swyx [00:17:22]: How do you plan the build-out? The growth chart is so vertical. Are you usually at 100% utilization as soon as racks are live? How far ahead are you planning?Jake [00:17:33]: We still maintain cloud presence for bursting. We work with AWS, GCP, and a few other clouds. We can rent, and then the moment we get space or power, we compact those workloads off the cloud. We started on the clouds, then built a system to migrate to our own metal. There's nothing that says you can't continually do that again, and that's exactly what we do. We never want to be compute constrained.Jake [00:18:09]: At the start of the year, we actually became compute constrained because one upstream provider wasn't able to give us quota at the rate we needed, and the hardware was slower. I spent a weekend rebuilding our entire network overlay so we could straddle five clouds: Oracle, AWS, ourselves, GCP, and one other one. We can do more than that now.Jake [00:18:38]: We got into a spot where we were trying to pack instances tight because we couldn't get enough compute. That led to a few reliability issues, which are now past us. I made a tweet pointing out that it's becoming harder and harder to acquire compute at the rate these models need to acquire compute. We got bit by it.Swyx [00:19:15]: How do you think about pricing knowing you might not have your own metal available at all times? Are you pricing assuming you need extra margin if you end up going into the cloud?Jake [00:19:26]: Because we've built out our metal data centers, our margins on metal are around 70%. We can deeply subsidize the cloud business if we want to scale at a reasonable rate. We have a few levers: metal, which makes the margins; cloud burst; debt to buy servers; and venture capital. It's an interesting operational problem: how much cash do we have, how much should we raise, how quickly can we deploy it, and can we scale revenue as quickly as we scale compute?Jake [00:20:05]: If we continue making it trivially easy for people to build and deploy, then the faster we close that loop and the more operationally excellent we are with capital, the faster the business can scale. It's almost a straight linear deployment rate.Financing Infrastructure: Hardware Debt, VC, and Operational LeverageSwyx [00:20:20]: I think infra startups raising debt is a tool people don't utilize enough or know enough about. What can you tell us about that? Is it secured against your CPUs?Jake [00:20:32]: It's secured against our hardware.Swyx [00:20:37]: What rates do you get? Who are the lenders?Jake [00:20:39]: We pay prime plus a spread, and we can refinance any of the debt as rates go down. The terms are pretty good. The unfortunate thing is that Twitter has no nuance, so people say, “Venture debt bad.” But as with all things, there are specific tools and areas where you can be deliberate instead of using one tool as a hammer. Venture capital is not the hammer for everything. You have to explore and figure out what works.Swyx [00:21:12]: VC is usually the most expensive financing you can get.Jake [00:21:15]: Yeah. I also think people think about VC incorrectly from a capital-raising perspective. Most people think, “How do I raise as much money as possible from whoever is probably the best I can get at that time?” That's close to right, but what we've tried to do is figure out what unfair advantage we can buy with that equity.Jake [00:21:34]: It's the most expensive equity you're going to give away at that point in time, assuming the company keeps getting better. How do you use it to work with someone stellar who complements you? In the seed stage, I had never started a company. Ray Tonsing had good advice, and I could text him all the time. He was really fast. Awesome.Jake [00:22:01]: Then with John and Erica at Unusual, they said, “You roughly know what you're doing building a product. We'll mostly leave you alone and be available for advice.” Amazing. Then we got to Series A and the business was an operational tire fire because we didn't know how to scale a business. Work with Erica, and Jordan is over at Redpoint, so bonus.Jake [00:22:28]: Now we've raised from TQ and FPV as we're moving into enterprises. Every step of the way, we've asked: who can we partner with at this specific time to unlock the next section of the journey? I don't know enterprise sales. As an engineer, I can eyeball what features we might need, and we have wonderful people internally who can help. But you want boardroom dynamics where everyone is aligned and asking, “How do we win this?” instead of bickering about strategy.Data Centers in Space and the Physics of ComputeSwyx [00:23:31]: You had a tweet about data centers in space. Why no data centers in space?Jake [00:23:37]: It's not “no data centers in space.” My hot take is that I think it is solvable. I've just never seen anybody solve it.Swyx [00:23:49]: You said, “How are you going to dissipate that much heat in a vacuum?” You're making a physics claim.Jake [00:23:55]: I haven't seen anybody prove how you're going to dissipate that much heat in a vacuum. It doesn't mean it's not possible. It just means nobody has brought it up yet.Swyx [00:24:05]: Astrophage.Jake [00:24:06]: I don't know what that is.Swyx [00:24:07]: The Martian thing. Okay, you're very logical.Jake [00:24:09]: It could work. A lot of people are putting the cart before the horse. They say, “We're going to put data centers in space.” Okay, but how? “We have time to figure it out.” It's like in The Martian where they ask how they're going to intercept something and say, “We'll figure it out.”Swyx [00:24:36]: Making a bet on human invention is weird because you blind trust that it can be solved. But with physics, there are first-principles bounds you can put on it. Maybe not. Maybe you're asking to travel time or break a fundamental thermodynamic law.Jake [00:24:57]: I don't know how VCs do this either. How do you know what's not possible and a grift versus what's possible but sounds completely insane? “We're going to put data centers in space.” Coin flip as to which it is, and I guess you'll know in 10 years. That's one cycle.What Agents Need: Versioning, Observability, and 1,000x ScaleSwyx [00:25:23]: Moving back to agents. The branching, fast spin-up, and orchestration you do feels like pre-work that happened to be exactly what agents want. What do agents want differently than humans?Jake [00:25:37]: They want the ability to version things. It's not that different; it materializes slightly differently. Agents want a way to test changes incrementally. Engineers have feature flags. Is there a reason agents can't use feature flags? I don't think so.Jake [00:25:54]: They want version control. Can we use Git or not Git? That one is up in the air. I think something outside Git will emerge for how we version these things over time. They need observability. You need to query what happened, when it happened, which steps failed, traces, logs, metrics, and all the rest. They need network, compute, and storage. They need to write files, save files, iterate on files, and snapshot file systems.Jake [00:26:25]: A lot of what humans needed is in line with what agents need. Branching and forking are not different; we're just moving 1,000 times quicker. It can look like you need something massively different, but what you need is something massively better than what existed. You need orchestration massively better than Kubernetes. You need networking probably better than Envoy. It goes all the way down the stack.Jake [00:26:55]: If the workload profile doesn't change so much as it gets massively compressed because you need thousands of these things, what assumptions change? etcd is going to melt. You need to replace it with something. You can go all the way down the stack and say, “That part has to change, that part has to change, and that part has to change.”Jake [00:27:19]: The interesting thing about the super-exponential curve is that you have to build systems where you can rip out those parts at any time because a new bottleneck might emerge. You get good at parallel agents, and a different part of the system breaks. So it's similar to what humans needed, but at 1,000x scale.Jake [00:27:55]: How do you do code review in the age of agents?Swyx [00:28:00]: You throw more agents at it.Jake [00:28:01]: You don't. But then who reviews for CVEs and all these other things?Swyx [00:28:07]: More agents.Jake [00:28:08]: And that's how we hit the inference wall. You can continually throw agents at the problem, but I think there's a limit to the number of agents you can throw at a problem.CLI, Agent Handles, and Closing the LoopSwyx [00:28:24]: You already had a CLI before it was cool. How is the shape of what you're exposing changing, if at all?Jake [00:28:28]: CLIs have always been cool. The CLI changes because we think about how to give Claude, Codex, ChatGPT, or any model a handhold.Jake [00:28:50]: A CLI is a single command: deploy, get logs, and so on. Things that were prohibitively annoying to humans are not annoying to agents. They're nice. If I handed you a CLI with 40 arguments and 600 flags, you'd think, “I'm never going to use all of this.” But if you hand it to an agent, it says, “This is excellent. I have so many handles to work with.”Jake [00:29:24]: If you're going to expose things to agents that way, you want as many handles as possible where they can get information, query dynamic information, and close the loop quickly. Most problems right now are about how to close the loop as quickly as possible. Where does the agent get stuck, and how can you remove that?Jake [00:29:49]: Telemetry is important. If you can tell where the agent gets stuck from the CLI and say, “12% of people deviate from the happy path because of this, and now I add this argument and drive it down to 2%,” you massively increase the rate of loop closure.Jake [00:30:03]: That's how we think about not just the CLI, but every point in the dashboard. It's a user journey: I hear about Railway. I get something deployed. I get my first green build or aha moment. I see an endpoint, logs, whatever. Then I iterate. The iteration loop is indefinite. The user wants to deploy a new thing, a Postgres instance, change code, and keep iterating.Jake [00:30:36]: If you focus on the iteration loops and what's blocking them from closing quickly, one thing we say internally is: you never want to be waiting on compute anymore. You always want to be waiting on intelligence. If you're waiting on compute, there's a bottleneck that needs to be destroyed because eventually that bottleneck becomes so large that another workflow emerges to change it.Jake [00:31:04]: We've built a product where you push code, build it, and so on. But I fundamentally believe the push-pull loop is going away. We'll get to a point where you make a small change in production, that change is versioned across your infrastructure, you're working alongside copy-on-write versions of your database and infrastructure, and then you merge it in and it's instantaneously live. That's the holy grail of loops. The push-pull-rebuild thing is a point of friction that we're removing entirely.Canvas as Output: Dashboards, Context Anchors, and HyperstructuresSwyx [00:31:43]: It's incredibly fast. If anyone hasn't tried it, that fast feedback is great. My hot take is that Railway was famous for its canvas, which visualizes your infrastructure and lets you manipulate it visually. But that was for humans. For the next phase of growth, Railway CLI is more important than canvas.Jake [00:32:05]: The canvas is funny because it's a mechanism to show changes over time. You're right that previously we used it a lot as an input. Moving forward, its goal is more like an output. You would go to the canvas, make changes, see them, and watch your infrastructure evolve. Now agents have access to the CLI and can make those changes. So the canvas becomes an output: what information does the human need at this moment to make suitable decisions about control requests? Do I approve this or not?Jake [00:32:57]: It also has to be an anchor for your context, a port in the storm. Think of it like layers in a file system. You start with a project, then drill down into services, then into a function or code, because you want to represent the entire thing not just in your head, but in the canvas. Other people can share that representation, think on the same wavelength, and move quickly.Jake [00:33:33]: A lot of organizations get in trouble as they scale because all the context lives in someone's head. “How does this microservice work?” “I have no idea; go ask this person.” Then you have whole categories of products built around context discovery. A lot of that melts away if you have a solid hierarchy and can infinitely nest services, code, context, and everything else all the way down. That's what lets you build these structures over time.Jake [00:34:18]: It's also what lets us build what I've called hyperstructures: things that are way bigger. You look at the Golden Gate Bridge and ask, “How did we build that?” There's a meme that we lost the technology. To some extent, yes, because the coordination that built those things evolved and changed. We lost some of the art of building structure as we jammed everything into Slack.Swyx [00:34:52]: But you jam everything in Discord.Jake [00:34:53]: Same point. It doesn't matter. It's message passing and interrupts, message passing and interrupts.Swyx [00:35:00]: So you're arguing there should be something better and more structured than Slack?Jake [00:35:04]: Yeah. For sure. I think Slack is awful, and Discord is awful too.Central Station: Context Routing, Support, and Incident ClustersSwyx [00:35:09]: This is the equivalent of my mom test. What have you done that has your solution to this?Jake [00:35:15]: Internally, we've built a tool called Central Station that aggregates all the context from our users. Every piece of feedback, every customer support item, everything gets aggregated into clusters. If an incident is brewing, we can determine how many users are affected and break off a discussion based on that.Jake [00:35:40]: That is more helpful than long-running channels where you're trying to decide which channel to put something in. If you can dynamically aggregate information and dynamically route it to the right person based on context, it works better. We know internally that these four people are close to networking. If we see a networking thing, we can drill it down to those four people. If it's with this part, we can look at the commits. This is no longer a manual process internally.Jake [00:36:13]: If you go to station or help.railway.com, that's why we built it. We wanted to scale with a massive amount of leverage by aggregating feedback.Swyx [00:36:27]: This is built in-house?Jake [00:36:28]: Yep.Swyx [00:36:29]: I remember helping out on this one with Angelo in 2023. You scale a lot with a very small team.Jake [00:36:38]: Yeah. We're about 10 times bigger now.Swyx [00:36:40]: You have your full developer code here? Very cool.Jake [00:36:44]: If you go to railway.com/stats, we expose this as a pub-sub-able thing. It's all real-time metrics. There's a way to get it as JSON somewhere if you care.Jake [00:37:01]: We're big on trying to build everything in public and talk about what we're working on. We've had issues in the past, and we'll say, “Here's how we're fixing these things.” We've gotten compliments and flak for incident reports. We're always trying to make them better and talk with people.Incidents, Disclosure, and Progressive RolloutsSwyx [00:37:20]: You had a big one recently. I liked that it was scoped to 3,000. You presumably used Central Station. Talk through what happened and how you address it internally as a team.Jake [00:37:38]: Internally, this one really sucked. It had to do with an upstream provider that didn't do the behavior it said it documented, which is unfortunate given they wrote the RFC for how the behavior should work. We rolled those things out, and Central Station caught it initially when a couple users said caches weren't invalidating. We turned it off immediately.Jake [00:38:03]: When you roll out to a large user base of three million people, you get a lot of disparate behaviors. We tested in staging and had tests, but we hit an edge case. We've hardened those systems, and now we can make that better. But it was a tough one.Swyx [00:38:39]: I always wonder how private disclosure is supposed to work if people find an issue. Are they supposed to contact you first? When you run a platform, these things will happen. What channels should people pursue to quietly resolve it before it becomes a bigger incident?Jake [00:38:59]: There's responsible disclosure. We err on the side of over-disclosing and letting you know something is wrong versus having your provider gaslight you. We've erred on sharing those things more publicly, even if they impact a small subset of users. That's a decision we've made internally. We have four values. One is honor. The honorable thing is to notify people to the widest degree at which they may have been affected or there was an issue, and then confront it head-on: why did it happen, what can we do better?Swyx [00:39:45]: Not the whole user base. That's because of incremental rollouts and other things?Jake [00:39:50]: Yeah. Progressive rollouts.Swyx [00:39:54]: That should be the norm at all large platforms.Jake [00:39:58]: It should. A variety of companies do this. There's the quote that Meta runs 10,000 different versions of Meta. To our earlier point about agents, they need the same thing. They need shadow traffic and all these other things. We've built so much ceremony around production being sacred that we need to make it trivially easy to test different behaviors in a safe environment. Then you can make mistakes in a safe environment.Safe AI SRE: Customer Agents, Forked Environments, and Production ParityAlessio [00:40:30]: Do you see a world where these things get automatically caught, not necessarily by your agent, but by your customer's agent? The cache invalidation issue seems easy to check if you know to look for it.Jake [00:40:44]: It's hard because to determine it, we almost need to hook into your observability infrastructure. That's why we have the template loop on the platform: so you can roll things out progressively. You can roll out to Johnny Vibe Coder initially, or push a shard that someone consumes at their own leisure. Or you can roll it out over weeks: 0.1% of people, 1% of people, early adopters, then all the way up. That's the non-deterministic version control we talked about earlier.Jake [00:41:30]: I believe that's where most things should go, because most companies end up building staged rollout systems in-house. It's the same thing built again and again at every company. There's a massive opportunity to consolidate developer debt.Alessio [00:41:45]: You should have a free tier. Model providers give free tokens if you let them use the data. You could give free compute if someone is the number-one shard that goes out and lets you plug into their observability.Jake [00:41:55]: We do that. That's why we talked about the impact on 3,000 people. We start with lower-impact people. Larger companies on the platform are last to receive those rollouts so they have a version of the platform that's deeply stable.Alessio [00:42:16]: I have three services, so I'm sure I get the first rollout. You can nuke my thing at any time. There are all these SRE agent companies. Observability people also want agents that fix upstream problems. You have your own agent in the canvas now. How do you see that playing out?Jake [00:42:39]: It's the stacking entropy problem. If you don't have primitives to make iteration in production safe, it becomes difficult. If you're an observability provider saying, “Here's the fix to this error,” assume 80% are good and make sense. But in the last 20% long tail of complex issues, if you let somebody stamp it, you create an opportunity for an incident.Jake [00:43:08]: That's why forked environments are important. People have staging, but it always drifts from production. You need primitives, workflows, and experience built first-party on the platform so you can fork any service at any point in time.Jake [00:43:33]: I think of the canvas as a sheet of transparency paper. The agent is a little guy you push up into the canvas. It should say, “I need to copy that service and that service so I can test these two things.” It gets a read-only copy of production. Anything that's PII gets marked as a transform when we clone the database, create a copy-on-write version, or read from it. Then the agent makes changes and asks, “Does this actually work?” as close to production as possible.Jake [00:44:22]: That's how close you have to be, or you get massive drift. The system becomes unstable. You see this with massive systems built on Docker for local, Kubernetes for production, and a specific thing for something else. That complexity slows developers and becomes unstable at scale, making it hard to iterate. We want to compress that way down and say, “As close to prod as possible is where we want to be.”From AISRE Skeptic to Agent BelieverSwyx [00:45:00]: I was texting Erica for questions, and she says you were originally not a believer in AISRE. Have you come around on it?Jake [00:45:10]: I flipped, but I'm still not a believer in AISRE if you don't have the primitives to make it safe. If you unleash AISRE on production infrastructure without safe primitives for copying volumes and making sure things are fine, it's going to nuke your production database. It's not a matter of if, but when. I'm a big believer in making those loops safe.Jake [00:45:33]: I was a deep AI skeptic until 2023. In 2024, I thought, “Maybe I can roughly make this thing do it.” In 2025, I thought, “Now I can hold this.” Over winter break, everybody came back saying, “It's almost impossible to hold this.”Swyx [00:46:01]: Did you see this on the Claude docs? CloudBot? OpenCloud?Jake [00:46:06]: It's gotten to a point where it's harder to hold it wrong than to hold it right. There's a scene in Avengers where Vision picks up Thor's hammer and says it's terribly well-balanced. It self-balances and works well. I'm a deep believer at this point that this will be the dominant species: assembly, C, C++, JavaScript, words.Swyx [00:46:35]: It feels like a big jump.Jake [00:46:37]: It is. But it's not like you abandon CPU-based discrete logic and move straight to fuzzy logic. You need both. Your skills should call code or applications or some static structure. You can use skills to distill what the procedure should be or how the code should act.Jake [00:47:02]: I'm coming to a thesis: you need three points. You need a clear spec defining the system, the code, and the tests. When you say it out loud, if you've been in engineering long enough, you're like, “Of course. That's an RFC, tests, and code.” But they all matter. Having them together lets them reinforce each other: the spec and tests match, but the code doesn't, so reconcile it. Or the tests and code match but the spec doesn't, so reconcile that. That's the iteration loop.Jake [00:47:41]: That's why you're seeing people talk about software factories, docs, and reconciliation. Some of that is architectural astronomy if you don't implement it, but that loop is where most things will end up.Swyx [00:48:07]: For listeners, we've been talking about this on the pod for three years: the holy trinity of specs and tests. Itamar Friedman from Qodo is the reference if people want to look it up.Self-Modifying Infrastructure and the End of Push-Pull-RebuildSwyx [00:48:18]: One thing I want to mention on the OpenCloud idea is self-modification. I don't know how Railway would support it, but I have my OpenClaw, and I just tell it it has the Railway CLI and can do whatever. In theory, whatever capabilities or new infra it needs, it can call the Railway CLI, provision it, and add it to itself. The agent can modify its own infra.Jake [00:48:45]: It's nuts. I have a loop set up where you put the Railway CLI on top of something that runs on Railway. You're authenticated as whatever the current box is, and you can make any changes to it. Then you call Railway deploy, and it deploys itself.Jake [00:49:04]: It's like: “I need to spin up this instance of this environment. I already exist in this environment. Excellent, I have access to a Postgres instance now.” That's where we want to go with agentic, self-replicating infrastructure. That's your loop: iterate in production. You continue making changes. If it works, merge it upstream. If it doesn't, throw it away.Jake [00:49:37]: How do you make throwaway copies trivial to spin up and super cheap? The era of “I have an AWS instance with four vCPU and 16 gigs of RAM” is going to get destroyed. If you do that for agents, you need a thousand of those machines. It's prohibitively expensive compared with what we've spent a ton of time figuring out: the atomic unit of deploy, whether you call it isolates, sandboxes, or something else. Only pay for what you use, spin up instantaneously, and close the loop as quickly as possible.Jake [00:50:15]: If the system can self-replicate safely and say, “This is my environment, I'm making these changes,” it can come back with, “Does this look good? This is a new state of infrastructure given this prompt. I think I've solved it.” Then you go back and say, “Actually, it looks different.” It does the loop again. Then you say, “Cool. Apply.”Swyx [00:50:38]: That's retroactively obvious, which is the most useful kind. Any other comments on agent deployment on Railway?Jake [00:50:51]: It's getting better every day. I'm on X or Twitter. You can always yell at me about the parts not working as well as they should, because plenty of things should work way better.The New Serverless: Stateful, Long-Running, Pay-for-What-You-Use LinuxSwyx [00:51:04]: At this stage, when people want massively or embarrassingly parallel compute, they usually talk serverless. I feel like there's a new serverless compared to the previous five years of serverless. You're in that new bucket. Do you have comparisons or philosophical differences you want to call out?Jake [00:51:31]: It's somewhere in between. It's the ability to run stateful, long-running workflows or executions.Swyx [00:51:42]: Vercel has Fluid Compute, Cloudflare has some container thing, Google has App Runner and others.Jake [00:51:55]: That's where everything is roughly going, and it's why we've been working on this for six years. We believe users need access to a computer: a box that speaks Linux. They need to deploy what they want. Other systems change the surface area of what you can build. For us, users need a computer and need to deploy anything they truly want. That's why we've focused on the primitives: network, compute, storage. If we give you those and expose them so you can run things indefinitely, that's where we believe it's going.Jake [00:52:43]: Twitter has no nuance, so everyone says “servers” or “serverless.” It's always somewhere in the middle: I want to run it for a long time, but I don't want to provision the resource statically or pay for things I'm not using. That's been our thesis from day one: pay only for what you use, run it indefinitely, and it is full Linux.Swyx [00:53:12]: That's why I like the naming of Fluid. It's fluid. Flexible.Heroku, Focus, and Carrying the Torch Without Becoming the PastSwyx [00:53:18]: Another milestone is the Heroku official deprecation. You're one of the presumptive new Herokus. “New Heroku” has been a category for as long as I've been in developer tooling. It's finally happening. What was that like? Any behind-the-scenes of, “This is the moment”?Jake [00:53:42]: You have people where you're like, “You were running stuff on here? You, as this company?” It's crazy that names you would know are running on it and now coming to us saying, “We want to move a lot of this off.”Swyx [00:54:00]: Any behind-the-scenes on why Salesforce let Heroku stagnate?Jake [00:54:05]: I can only guess. It's hard when it's not your business. Salesforce's business is to build a great CRM. That's their focus. Then you acquire a compute business as an offshoot. A lot of early Meta people talk about focus. Boz has a write-up about how in the early days of Meta they had no money, so they were forced to focus. Then they turned on the money tree and had no reason not to split their focus.Jake [00:54:52]: But that dilutes your product. You get offshoots where you ask, “Is this the focus of the business?” If it's not core, it languishes. A lot of companies get in trouble when they split focus because they're fighting a multi-front war, not just externally but internally for alignment. Where are we going? What are we doing? What is our purpose?Jake [00:55:24]: If you're Salesforce-built and mission-driven, you want to work on Salesforce. Heroku is off to the side. It's not core to the business. Getting resources, budget, focus, and alignment internally becomes hard. It was a matter of time.Swyx [00:56:06]: Kudos for them to call it out instead of leaving it unknown.Jake [00:56:12]: Their release was a little odd. They called it out, but they didn't say they were shutting it down. Behind the scenes, I think they issued messages to people saying they should close accounts and that they were going to deprecate and remove things over time.Jake [00:56:30]: It's crazy because some of my first deployment experiences were on Heroku. You start with dragging things into an FTP server, then you try to get a deploy working, and then it's Heroku. It was the on-ramp for us. But the wheel turns. New things emerge. We're happy to carry the torch for a lot of that. But we don't want to be the new Heroku. We want to be the way people build and deploy software, and ultimately the way people monetize software over time.Swyx [00:57:19]: It's still a big crown to be the new Heroku. There are 50 companies that fought for that.Jake [00:57:23]: Everybody is holding some portion of it. We're happy to support people and companies. The platform works differently. The game loop is similar, but we've been dogmatic about where these things are going: primitives, agents, fan-out. Some things fit; some workflows need to change. We have an approximation of Heroku pipelines with the environment system. It's exciting. We've got a ton of people we can support, and it's growing a lot.Temporal, Workflow Engines, and State MachinesSwyx [00:58:12]: I have one more technical question about Temporal. I've sold my shares. You're a power user and one of our earliest customers. I met you through Temporal. You built on Temporal. You have complaints. This may be the most neutral and informed conversation anyone will hear about Temporal without someone working at the company.Jake [00:58:39]: That's fair. I've used Temporal for almost 10 years because of Cadence at Uber.Swyx [00:58:52]: Give people a sense of what Cadence was at Uber.Jake [00:58:57]: Cadence was the precursor to Temporal. It powers trip actions, rides, when you rent a Jump bike or scooter or car. You're running workflows for a period of time and saying, “This ride will run indefinitely until it finishes.” You attach information: you paused in this zone, so add this charge to the bill. When you end the trip, the workflow is done. That experience was powered by Cadence at the time.Swyx [00:59:34]: I used to say it's like programming the entire user journey top-down as one function.Jake [00:59:39]: It's a powerful idea and important. It's also important for the next phase of the agentic journey. You want an agent to do a specific task, be complete or incomplete on that task, and move on to the next thing. You need a way to manage workflows dynamically.Jake [00:59:59]: Temporal was always great in theory, and great when you got it working the way you wanted in production. But it required you to model the entire journey in your head. If you didn't, you could cause issues where replaying the state of the workflow causes non-determinism.Swyx [01:00:25]: Because it works on deterministic workflow history.Jake [01:00:28]: Exactly. I describe it as a jet engine. If you know how to operate it and run it, it's great. But you can't hand it to people trying to build complicated things if they don't have the whole state in their head.Jake [01:00:48]: We run our whole deployment pipeline on top of it. That's a reasonably complicated workflow: pre-commit hooks, signaling, queuing, and all the rest. We ran into the same thing at Uber. As you express a large workflow, it gets more complicated, with more states in the state machine that you have to map back to the workflow.Swyx [01:01:15]: It's a lot of ifs.Jake [01:01:16]: Exactly. At Uber, we built a system for doing the state machine and testing it. We've started to build some of those things here because it's grown heavily. It's not quite love-hate. When it works well, it works super well. But if someone who doesn't have full context puts something into the system that invalidates state or causes non-determinism, or spins off a ton of activities, you have to keep track of underlying SRE knobs like activity slots. Those should scale with memory, vCPU, and so on. It becomes a bear to scale.Swyx [01:02:10]: You need a capable sysadmin running things behind the scenes. If you moved off, what would you do?Jake [01:02:19]: We'd build our own workflow engine. We have a few internally that we've worked on.Swyx [01:02:27]: This is one of those classes of things you typically wouldn't vibe code, but I'm wondering if you can.Jake [01:02:33]: I still don't think you should vibe code it. You still want to run decent tests to make sure it works.Swyx [01:02:39]: Timo didn't invent that from scratch either. There are libraries you can run. On top of that, it's just a state machine that you have to map out. Ultimately, you define the instructions you want and run them through a state machine.Jake [01:03:00]: It's very doable. Workflow stuff is interesting. Restate is doing neat stuff here.Swyx [01:03:10]: You're tied into JavaScript. Are you a JavaScript maxi?Jake [01:03:13]: Internally, we have TypeScript, Rust, and Go. We don't add more languages. Actually, we have a little C because we write BPF code and hooks. But those are the languages.Swyx [01:03:28]: Is this for sidecars?Jake [01:03:32]: No. It's for the networking stack, volumes, and things like that. We use TypeScript a lot because it powers the dashboard, but we're moving a lot of workflow stuff off the dashboard stack and into the infrastructure stack.Railpack, Nixpacks, and Content-Addressable FilesystemsSwyx [01:04:00]: Cool. Any other technical infrastructure stuff? Railpacks?Jake [01:04:07]: We built an engine for determining dependencies based on source code. It's called Railpack. We built the first version, Nixpacks, on top of Nix, and then we moved.Swyx [01:04:17]: People have been trying to get me to adopt Nix and NixOS for four years. Is it ever going to be a thing?Jake [01:04:23]: I don't know. We're excited about it, but it has pain points. Think of it as a stack of versioned binaries at specific slices in time. If you want version X and version Y, you bloat the package space, which blows up image size and makes real-world workloads difficult.Swyx [01:04:53]: But you content-address it and cache it. In theory, there are optimizations.Jake [01:05:00]: In theory, yes. But with a large enough user base and disparate enough machines, you run into a problem Meta described in the XFAAS paper, their internal serverless system. It becomes difficult at scale unless you break out specific runtimes.Jake [01:05:24]: We didn't want to do that because we wanted to truly allow you to deploy anything. That was our initial thing with Nix. But we've moved toward interesting work around content-addressable file systems that can lazy-load anything from any point and page it into memory.Swyx [01:05:48]: Amazing.Jake [01:05:49]: The future is very bright. It's crazy, and it's going to be nuts.Coding Agent Spend, Roadmaps, and Token ROISwyx [01:05:54]: Founder journey stuff?Alessio [01:05:56]: Your cloud usage: you tweeted you're going to spend $300K this month?Jake [01:06:01]: I think we got to $200K.Alessio [01:06:02]: Coding agents?Jake [01:06:03]: Yeah.Swyx [01:06:04]: Across the company?Alessio [01:06:05]: You only have 35 people, so I'm sure they're not all spending $10K a month. What's the distribution?Jake [01:06:10]: I think I'm at about $25K. We have power users all the way down. We came back from winter break, and I basically said, “If you're writing code by hand, you're doing this wrong.” The tools are good enough now that you can move extremely quickly. There are issues and pain points, but you should be reviewing the code you are writing instead of writing it by hand.Jake [01:06:40]: Architectural patterns matter more now than ever, but you shouldn't spend your time generating code you would write. If you know how to write it, ask the agent to write it and reconcile it until it looks like you would have written it yourself.Jake [01:06:58]: People misconstrue my propensity to push people toward agents as connected to our growth and some reliability bumps. They're not necessarily related. The tools are good enough to move extremely quickly and build things way larger than you could before.Jake [01:07:19]: To the earlier point about cooling data centers in space: I don't know. But with software, you can ask, “How would I build block storage from scratch? How would I do these things?” I have ideas because I have history and have read papers. Let me work them out and build massive test benches with thousands of tests, because those are now free to author. If you're not using AI systems to speed-run your roadmap and reconcile your existing system onto the future, you're missing a large point of what's happening.Alessio [01:08:12]: What's the path to spending $3 million a month? Is it bound by ideas and things customers can absorb?Jake [01:08:19]: For most companies, it's bound by deployment at this point. That's why we've seen a massive boom in users and companies, from Fortune 50s down, asking how to get developers to move faster. You'll probably hit your CFO before any technical limits because they'll look at the eye-watering amount of money spent on tokens. Inference costs have to come down, but we're inference constrained now. There will be price discovery around what makes sense for an org to adopt.Jake [01:09:06]: I think you'll end up with the F1 driver concept. If someone is really adept at these things, it makes sense to put them in a $3 million car. If they're not, it probably doesn't make sense. You'll take a few people and say, “You can drive the F1 car. We need to go in this direction. Figure out if it works and prototype it.”Jake [01:09:33]: We've done some of that and vastly accelerated our roadmap. We thought we'd ship something in a few years; now we can probably ship it in a few months because we validated it and don't have to build it incrementally. We can skip steps and move toward our vision.Alessio [01:09:58]: A lot of people are realizing the roadmap doesn't always have a business impact, so they say tokens are too expensive. But if your roadmap were built to make more money by the time you built it, you'd have token pricing for it, the same way you do with sales. You'd spend a billion dollars on sales if you knew you would get $2 billion of revenue.Jake [01:10:19]: Exactly. A naive way to measure this is the percentage of tokens that end up in production. If you can measure impact because those tokens end up in production, that's awesome. But the burden of proof will rise. Internally, we have a growing number of pull requests that haven't merged. The question becomes: how do you get this into production? It's about how quickly you can build and deploy software, which is exciting because that's our whole thing.The SDLC Shift: Prompt Requests, Feature Flags, and Safe RolloutsSwyx [01:10:56]: The SDLC is changing. One thesis is that the pull request is dying. It's going to be the prompt request. Beyond that, code review is also kind of dying if you have all the other systems in place. What else is changing about the SDLC?Jake [01:11:19]: The AISRE and the tools to make it happen. AISRE is pie-in-the-sky aspirational. What does it take to get an AISRE? What tools do you need to build?Swyx [01:11:32]: You should expose your tooling to customers at some point. The Central Station command center.Jake [01:11:39]: We have it for template maintainers. Template maintainers can deploy and maintain templates, and they get feedback. We're going to expose those things incrementally.Swyx [01:11:51]: Clustering around incidents. Everyone has a version of that, but I don't think anyone has solved it.Jake [01:11:56]: I won't say we've solved it internally, but it's gotten so good that we can see incidents forming pretty quickly. At some point, those will be things either someone else builds or we build. We've always built things purpose-built for us. If it makes sense to make it useful for users, monetize it, or turn that loop into a profit center instead of a cost center, we want to do that.Jake [01:12:28]: Pull request is definitely dying.Swyx [01:12:29]: Do you do first-party feature flagging and incremental rollout stuff?Jake [01:12:34]: We have a feature-flagging engine we built internally and will eventually roll out.Swyx [01:12:38]: I don't see it as a user. How come you didn't give us what you have?Jake [01:12:43]: We have to beta test it. We care a lot about the quality of the things. There's plenty we've used internally that doesn't make it all the way through the journey because it fails. It works for one service but not multiple services. We'd have to build it for multiple services and know that if we released it, we'd rebuild it again and again. Some things are worth that, but many inform the roadmap.Jake [01:13:18]: We don't want to dilute the experience by saying, “This works, but only for this service,” unless it's a core initiative. Over the next few months, we'll roll out things that work for a single service, then multiple services, then multiple services across the environment. You have to be deliberate. Otherwise you create broken disparate experiences and support load because people ask how to use the feature.Jake [01:13:52]: It's the earlier expansion and compaction pattern. You expand the company to get features, then compact and smooth them out so the experience is stellar. You told me in the hallway, “It's gotten so much better.” Internally we're saying, “This part really sucks. We need to make it significantly better.”Swyx [01:14:11]: I can attest to that over the last three years watching you build Railway. For listeners, feature flagging is a huge part of Uber culture. So much so that they have too many feature flags and another thing to remove feature flags. Facebook has Gatekeeper. Agents are going to need this. It's fundamental to incremental rollouts. OpenAI acquired Statsig. GPT-5 is routing and flagging through different models.Jake [01:14:56]: It's super important. If the software development lifecycle is going to change because we're doing things 1,000 times faster and 1,000 times more concurrently, what becomes important at scale?Jake [01:15:16]: Before I started Railway, I built a feature-flagging product and tried to sell it. It was an easier version of LaunchDarkly. I ran into a problem: anyone small enough to adopt your technology doesn't care about feature flags, and anyone large enough to need feature flags needs so much scale that you have to build out all the infrastructure. I scrapped it.Jake [01:15:42]: But what is old is new again. Companies are trying to move quickly, but you can't YOLO a vibe-coded thing straight into production. You need to say, “Here's my blast radius, my impact, and I want to shadow it for these users.” Feature flags. You're going to need the tools larger companies built to maintain their structures. Everything gets compressed by 1,000x so everybody can build those structures quickly.Jake [01:16:07]: That's exactly where we are: compressing the software development lifecycle, then expanding it and adding more new things.Cattle, Pets, and Clonable InfrastructureSwyx [01:16:15]: Another term that comes to mind for newer developers is “cattle, not pets.” People treat production like a pet. It has a name. You baby it and keep it alive. With cattle, you can mass farm, roll out, portion parts out, and kill them.Jake [01:16:37]: I think that might change. You can move toward having pets as long as you have a cloning machine for your pets.Swyx [01:16:52]: Yeah.Jake [01:16:52]: If you can snapshot every single thing at every frame, it doesn't matter if something gets obliterated because you have a snapshot of it. The things we've built right now are designed to block changes from the hermetically sealed DevOps line. You have to write a Dockerfile because you nee

There were so many nuggets of wisdom dropped into this conversation, I think you'll especially enjoy where we talked about how clarity can be so simple that it's often missed. Turn it up and get ready for another exciting episode of Make Your Big Impact. Our PanelistsSuzy RosensteinMA, is a Master Certified Life Coach, Life Leadership mentor for women 55+, and Certified Zentangle® Teacher (CZT). Suzy is the host of the top-rated podcasts Women in the Middle®: Loving Life After 50 and Women in the Middle® Entrepreneurs: The Reality of Running a Business After 50. www.midlifequiz.comMichael Brodsky Financial Advisor/Author/Sports Journalist/Actor/Philanthropistlinktr.ee/mikebrodsky or www.incrementalimprovements.comMelanie McSallyYour Better Way Architect https://stepinto.wyze.community/abundancePiers ThurstonFounder of Quality Of Mind and host of Quality of Mind podcast. www.QualityofMind.bizTaylor BooneDirector, Author, Speaker, and best known as the Brand Alchemist. www.taylorboone.comYour Host Angel Tuccy is a podcast host, 15-time best selling author, and creator of the Author-licity™ and Pod-licity™ methods. www.VisibilityBeforeBreakfast.com

In this episode of from Ladder to Legacy Tara and Tom host an interview Walt Dykes, owner of D&D Decorating in Brunswick, Georgia, as he reflects on his 40-year career in the painting industry and discusses the next chapter for his company: transferring leadership to his sons.  Walt talks about his early Career and Entrepreneurship - Walt started his own business at age 25 after getting laid off from a job as an iron worker. He secured his first major project for $42,000 by cold-calling a superintendent at a local construction site. Having grown up in poverty with four brothers, Walt developed an intense work ethic early on, taking on carpentry side jobs even while working long hours as an iron worker.  He talks about Scaling and Diversifying the Business - After growing to 33 employees in the first year, Walt expanded by purchasing a paint store, but later closed it to focus solely on contracting.  To manage the volatility of the industry, Walt significantly scaled his business by moving into specialty coatings (liquid siding) and later walk-in bathtubs.  During the recession, he employed over 120 painters in his local area before the market dried up, forcing him to adapt.Walt also shares his Legacy and Succession Planning - Walt is now focusing on the succession plan for his two sons, Devin and Dylan.  Devin has been training by running a smaller satellite painting business, demonstrating strong leadership by remodeling their new building himself.  Walt is actively mentoring them on business systems, financial numbers, and leadership, aiming to tighten up operations for the next generation.Key Advice - Don't worry about overcharging: It's better to fail from charging too much than to go broke from charging too little.  Seek education early: Don't try to navigate the industry alone; take advantage of coaches and professional resources.

Think you're too late to start a business? Think again.In this episode of the Naked Sunday Podcast, Caleb Nelson sits down with serial entrepreneur and business mentor Danielle Lindner to reveal why your 50s might be the BEST time to build a profitable business — and why it has nothing to do with hustling harder.Danielle has built multiple successful companies from scratch — including a global HR firm and a STEM-based preschool — and now helps women 50+ turn their decades of experience into real income.⏱️ TIMESTAMPS:00:00 - Introduction & Welcome03:44 - Who is Danielle Lindner?06:10 - Building a Global HR Firm from a Closet11:35 - Opening a STEM-Based Preschool21:15 - Working with Your Spouse in Business27:00 - Raising Kids in an Entrepreneurial Lifestyle37:00 - The Jewelry Business Story: Turning Rejection into Success42:30 - Rejection is Just Information50:00 - The Importance of Foundation Over Flash58:30 - Why Mentorship Matters1:03:00 - Do Less, Be More Philosophy1:22:00 - Starting a Business After 501:26:00 - Competitive Public Speaking & Playing to Win1:11:00 - Desert Island Question: Love Boat & Goodfellas1:18:00 - Deathbed Meal: Key Lime Pie & Family1:26:00 - Final Words of Wisdom

BUSINESS: After three cuts, BSP seen pausing | Oct. 6, 2025Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us: Facebook - https://tmt.ph/facebook Instagram - https://tmt.ph/instagram Twitter - https://tmt.ph/twitter DailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts: Spotify - https://tmt.ph/spotify Apple Podcasts - https://tmt.ph/applepodcasts Amazon Music - https://tmt.ph/amazonmusic Deezer: https://tmt.ph/deezer Stitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein#TheManilaTimes#KeepUpWithTheTimes Hosted on Acast. See acast.com/privacy for more information.

Scaling Smart: Private Equity, Profit & Purpose Guest: John Brooks, CEO of Warehouse on Wheels Host: Marcia Riner, Profit Booster® | PROFIT With A Plan Podcast Episode Runtime: 33 mins Tags: private equity, business growth strategy, business exit, scaling operations, stakeholder ROI, team ownership, trailer rentals

Send us a textIn this game-changing episode of Security Halt!, we dive into the world of veteran entrepreneurship and explore how military veterans are making waves in the business world through the Veteran Business Battle—one of the most competitive pitch competitions for veteran-owned startups.From military leadership to business leadership, veterans face unique challenges transitioning into the private sector. This episode breaks down the struggles, risks, and rewards of pursuing entrepreneurship after service, offering first-hand insights from those who have turned their military experience into thriving businesses.Key Topics Covered:✔️ What is the Veteran Business Battle? A Breakdown of the Competition ✔️ How Veterans Can Overcome Job Market Challenges with Entrepreneurship ✔️ The Highs & Lows of Starting a Business: Risk, Failure & Leadership ✔️ Why Purpose & Passion Matter in Building a Business After the Military ✔️ Lessons from Veteran Entrepreneurs Who Turned Their Ideas into RealityWhether you're a veteran looking to start your own business, an entrepreneur navigating challenges, or someone interested in supporting veteran-owned companies, this episode is a must-listen.

Woman Walks Away With $85 Million, A Mansion & Control Of Man's Business After 4 YEARS OF MARRIAGE CoachGregAdams YouTube FreeAgentLifestyle YouTube

Dubbed “The Godfather” by Vanessa, Susan Peterson is a well known name in the entrepreneur world. Known for her super successful baby moccasin and bag brand, Freshly Picked. Susan started Freshly Picked at home with her sewing machine making every pair of leather shoes by hand. She started to grow and decided to go on Shark Tank. Since her appearance on the show years ago, she has built an incredible brand and is working on three more.   In this first ever live episode of the MomForce Podcast, Vanessa and Susan answer questions from a studio audience comprised of female founders and entrepreneurs. They touch on everything from handling the mental load at home to knowing when you need funding. Not only that but Susan emphasizes the value of mentorship, the reality of facing failures, and the importance of mental health in your journey. Listen in and be inspired!  Time codes:  02:54 The First Q4 Experience & Marketing with Kourtney Kardashian 5:32 Gifting Dad a Christmas Book Mishap 7:58 Making Genuine Connections 9:42 Finding Purpose in Business 12:25 The Fear of Failure 14:54 Advice for Moms Stepping into Entrepreneurship 19:15 Supporting Other Women's Businesses 20:46 The Hardest Part of Susan's Entreprenuer Life 23:20 Funding and Accountability in Business Growth 27:59 Starting a Business After 13 Years Home with 4 Kids 32:55 What Susan is Doing Next  Use code: MOMFORCE for 20% off your first Chatbooks order!  Follow Vanessa Follow Susan   Follow Chatbooks The MomForce Podcast on TikTok  Listen to more of The MomForce Podcast  

Description: In this episode I am speaking with Wendy Mayhew who is the author of WISER: The Definitive Guide to Starting a Business after the Age of 50. This is a rebroadcast of episode 180 I recorded with Wendy in early 2020. I think it is as relevant today as it was 3 years ago. This is a guide to entrepreneurship for those over 50. Before we get to the episode this episode will publish the Monday before the US Labor Day weekend. I will not be publishing a podcast episode the week of September 3rd nor will there be a Career Pivot Insights newsletter on Sunday, September 3rd. Here is Wendy's bio: Author Wendy Mayhew has been an entrepreneur for 40 years. Her most recent businesses are WISE - Seniors in Business and WISE 50 over 50 Awards. WISE - Seniors in Business, was formed to change how older entrepreneurs are perceived and to guide wannabe older entrepreneurs on deciding if entrepreneurship is for them. Wendy has quickly become Canada's leading expert on older entrepreneurship. She has done extensive research and understands the challenges facing this newest and fastest-growing group of entrepreneurs. Wendy is a sought-after speaker and workshop facilitator by business organizations now starting to realize the importance of serving this newest group of entrepreneurs. Seeing the gap in information available to older entrepreneurs, Wendy authored WISER: The Definitive Guide to Starting a Business After the Age of 50 to assist this group of new entrepreneurs in starting their businesses. Wendy also offers assistance and guidance to help business organizations set up programs specific to new entrepreneurs starting a business later in life. The WISE 50 over 50 Awards recognize and celebrate Canadian entrepreneurs over the age of 50. With the support of well over 100 Canadian organizations sharing information on the awards through their networks, the 50 over 50 Awards have generated awareness of the most under-supported and underserved group of new entrepreneurs in Canada. This episode is sponsored by Career Pivot. Check out the Career Pivot Community, and pick up my latest book, Repurpose Your Career: A Practical Guide for the 2nd Half of Life Third Edition. For the full show notes and resources mentioned in the episode click here.

In This Episode, We Get Tactical About: When the Season of Trauma is Over How to Navigate a New Phase of Life and Business After a Loss The Lasting Impact of Losing a Loved One The Seven Figure Hangover  Personal Brands and Identity Crisis The Physical Effects of Prolonged Stress Becoming the Don and Doña of Your Extended Family Solving the Problems That You Ignored During the Crisis The Dichotomy of Control Give Yourself Some Credit - Life is Hard When Pressure is no Longer the Motivator What is on the Horizon for Team Healey? Making Your Money Work for You Expanding Into Real Estate & Brick and Mortar Business Premeditatio Malorum and the Lessons Learned Over Two Years   Resources + Links: Connect with Kristofor on Instagram | @team_healey   How can Kristofor help you become an indispensable man? https://linktr.ee/krhealey   Download a free chapter of Indispensable: A Tactical Plan for the Modern Man   Get your copy of the book, here!   Join us for The Weekend: Bourbon Trail in Lexington, Kentucky September 29-October 2, 2023 | https://www.theweekendbourbontrail.com/   Shoot us a message on Instagram with your biggest takeaway @team_healey   Show Notes:   A lot of people ask Lacy how she “retired her husband,” so we decided to spill the tea on the ins and outs and the ups and downs of my transition from Special Agent to Dadpreneur over the last two years.     In the third part of our three part series, we talk about the trauma response that comes after the trauma is over and how it impacts life going forward.  We talk about how we recovered from the highs and lows of a wild 2022 and how we prioritized family and being present for one another as well as what we are doing to make our business work for us going forward.    Until Monday…out of role. 

In-Depth With Amazon Seller Ben Webber  In today's episode, we sit down with Ben Webber, an entrepreneur with multiple successful Amazon businesses. Ben shares his journey, from his early influences to his experiences building a thriving e-commerce empire. Join us as we explore the challenges, triumphs, and key takeaways from Ben's remarkable entrepreneurial journey. Early Influences and Ambitions Ben grew up in West Virginia with a strong entrepreneurial influence from his aunt and uncle, who were successful entrepreneurs and lawyers. Initially, Ben aspired to become a marine biologist but later developed a passion for ancient history in college due to his interest in the subject and the quality of his teachers. Customer-First Approach in Business After graduating college, Ben started a tennis lesson business, where he prioritised customer satisfaction and relied on word-of-mouth referrals instead of traditional advertising. His approach focused on keeping customers happy, leading to increased positive referrals and business growth. Transition to Entrepreneurship Following his experience with the tennis lesson business, Ben worked with a telecom company, but left in 2015 to pursue entrepreneurship full-time after changes to his bonus structure. Ben embarked on his Amazon business journey in 2014/2015, teaming up with three friends, including a lawyer and a friend looking to transition out of their family business. Early Ventures in Amazon FBA The team discovered a price disparity for Swiffer liquid and decided to venture into Amazon FBA, establishing a company under the holding name JLS (Johnny's Lawn Service) as a nod to their friend's first entrepreneurial venture. Initially focused on retail arbitrage, they eventually shifted to private label, capitalising on gaps in the market and achieving significant revenue growth. Expansion and Success By sourcing from Chinese manufacturers, the team improved margins and introduced multiple brands across various categories on Amazon. Their revenue reached $30 million by 2021, thanks to systemisation, team training, and proprietary software development. Challenges and Growth Maintaining a moral compass in the competitive marketplace was a significant challenge. The team attempted to diversify by investing in an in-house printing setup but eventually sold the equipment due to low production rates. They pivoted their strategy to patent acquisition and purchasing existing products, leading to better margins and substantial success.   In this episode, we delved into the entrepreneurial journey of Ben Webber, a successful Amazon entrepreneur. Ben's story teaches us the importance of a customer-first approach, adapting to market trends, and maintaining a moral compass in highly competitive environments. We explored their transition from a tennis lesson business to building a thriving e-commerce empire, their early ventures in Amazon FBA, and the challenges they encountered along the way. Ben's story is a testament to the power of perseverance, team success, and personal growth.    Are you a 7 figure brand selling on Amazon? Want to work with an Agency that knows both PPC and the A9 algorithm? Click here to request a free PPC Audit https://www.databrill.com/

Succeeding in the real estate business is about learning the needs of people, and everyone needs a home inspection to buy or sell. BJ Johnson knows this perfectly, and his knowledge about the industry and attention to detail have carried his company, Inside & Out, to the top.   Throughout his youth, BJ performed as a professional golfer, but the entrepreneurial spirit of his father inspired him to immerse himself in the world of business. As his father took him to construction, he worked as a manager, and he developed incredible, on-the-ground knowledge about construction, which later became the cornerstone of his house inspection business.   Tune in to this episode of Real Estate Excellence to learn how the best inspectors make it happen.   00:00 - 13:19] From Professional Golfer to Property Inspection Entrepreneur • BJ Johnson spent 4-5 years playing professional golf since high school, though he realized how hard it is to earn money playing.  • Working with his dad taught BJ how a home was built and taught him a proper work ethic.  • BJ's knowledge comes fundamentally from real-world experience.   • Most of St. Augustine's homes were built in the last 20 years, but further in, there are older homes with potential for renovations.   [13:19 - 26:23] Building a Family and A Business • After his wife got pregnant, BJ began searching for new opportunities, and a good friend of his asked him to inspect a property. • He began the business as a single-man shop and gradually built a team as he gained more experience. • BJ hires his team members based on their personalities, communication skills, and their ability to carry a conversation and relate to potential clients.   [26:23 - 39:26] Training a Team and Education in the Home Inspection Business • It is important for BJ to allow his team members to learn, access educational opportunities, and train themselves. • Most home inspectors don't have formal training or construction background, but they can become great inspectors through repetition. • Every house is a different story, so the trade is learned by repetition. • Having the best equipment you can get to document your work and share information is extremely important.   [39:26 - 45:56] The Importance of Proper Quality Control for Homebuyers • Quality control is important for builders to avoid costly mistakes like improperly sized footers, erosion, and lack of nail guards, among other examples. • Builders may hire third-party inspectors for code inspections, but it's not enough for quality .control. • Safety codes constantly evolve, and builders must keep up with them. [45:56 - 52:01] Efficient Online Booking and Customer Service  • Online booking is available with an app for scheduling inspections. • You should have at least three customer service representatives available to answer calls and emails. • Preferred method of communication is email, but phone calls are also answered. • Reports are completed within a few hours of inspection using tablets and phones for documentation. • Communication with agents is emphasized, including calling before reports are opened and being available for questions after the inspection.   [52:02 - 58:19] Tips on Simplifying Reports for First-Time Buyers" • Include a categorization of issues as maintenance, defect, or safety with color coding in the report. • Importance of communication and ensuring understanding between inspector and buyer. • Recommendations for addressing issues, including referral to trusted professionals. • Need for building relationships with realtors and service providers. • Three important things for home inspectors: communication, ensuring understanding, and providing recommendations.   [58:19 - 01:05:00] Building Customer Relationships • Building customer relationships is important for a home inspection company. • Patience with customers is necessary, as some require more handholding than others. • Getting caught up in competition can lead to failure. Sticking to the game plan is important. • Technology has evolved in the industry, but it's important to remember that tools are only a supplement to the inspector's expertise   [01:05:00 - 01:11:25]  Building Strong Relationships with Agents and Clients • Home inspections are visual inspections only, and equipment testing is simple • Moisture meters and thermal cameras are not required but are needed due to nightmare stories • Technology has advanced in recording reports and findings, making it easier for inspectors to document their job • Communication among team members is daily, with occasional team gatherings to unwind • Word of mouth is the best marketing strategy, followed by social media and email communication with realtors • Customer service is key to retaining realtors and acquiring new ones • Success stories lead to positive word of mouth, which can attract new business.   [01:11:25 - 01:17:33] The Importance of Consistency and Communication in Reports • The importance of following one's conscience and being consistent in their work. • The advantages of using their team inspection service include efficiency, same-day reports, and access to technology. • Communication is key in presenting inspection reports to buyers and agents. •  BJ's wife started K9 United, an organization that supports police dogs.   [01:17:33 - 01:24:10] Providing Essential Support to Underfunded K-9 Units  • Canines United provides equipment such as vests, tracking harnesses, and leashes to underfunded units nationwide. • Canines United also hosts training seminars with top trainers from across the nation to improve K9 unit operations. • The organization has helped pass state bills to increase penalties for killing mounted or rescue dogs and to allow the transport of K9s in ambulances. • It's important to have both knowledge and connections, but knowing how to leverage them.    Quotes:   "You gotta see the big picture. If you have the right mindset and put in the effort, the rest will take care of itself." - BJ Johnson   "You're never gonna get a perfect house, but it doesn't mean you can't try." - BJ Johnson   "We wanna be your building consultant for life. If you have a question, even if it's a year, call us; we're here to help." - BJ Johnson   "There's no marketing that beats word of mouth." - BJ Johnson   If you want to make contact with BJ, learn more about his business, and make him a part of your network, make sure to visit his Facebook profile and give him a follow:   https://www.facebook.com/InsideandOutPropertyInspectors?ref=hl   If you want to build your business and become more discoverable online, Streamlined Media has you covered. Check out how they can help you build an evergreen revenue generator all  powered by content creation!   SUBSCRIBE & LEAVE A 5-STAR REVIEW as we discuss real estate excellence with the best of the best.  

The Traded Life is a podcast hosted by Greg Michelman, dedicated to helping listeners gain better insight into how they can trade the life they have for the one they were born to live. Today's guest is Kevin Faulkner, the owner of 3-B Credit Health. Kevin candidly shares how his awakening, at the age of 50, renewed his focus and led to success. He talks about his failures and how they pushed him towards self-improvement and his business, despite the feeling of being alone. Kevin shares that you need to audit your life and take credit for your successes. With his newfound focus, Kevin is now transitioning his credit repair business and improving his Standard Operating Procedures. Tune into The Traded Life for inspiring stories, advice and motivating words from real-life successful businessmen and women.Topics Discussed and Key Points:Maintaining Focus Throughout LifeOvercoming Depression: My Personal JourneyThe Power of Small PromisesUsing Social Media Effectively with Limited ResourcesThe Power of Routines and Small WinsStaying Motivated to Repair Your CreditI just knew it.Starting a Business After a Failed MarriagePerseverance in AdversityLiving an Authentic Life: Overcoming Struggles and Helping OthersThe Fear of Entrepreneurship: Kevin Hart's PerspectiveOvercoming Fear of FlyingOvercoming Obstacles to Achieve Success as an EntrepreneurThe Benefits of ConfidenceThe Necessary Mindset for Achieving SuccessThe Power of Human PossibilityCreating a Life Balance Through Self-Assessment.Scaling a Credit Repair BusinessLiving Your Best LifeTimestamps:[00:03:19] Maintaining Focus Throughout Life[00:06:33] Overcoming Depression: My Personal Journey[00:10:04] The Power of Small Promises[00:13:33] Using Social Media Effectively with Limited Resources[00:16:39] The Power of Routines and Small Wins[00:19:56] Staying Motivated to Repair Your Credit[00:23:10] I just knew it. Starting a Business After a Failed Marriage[00:26:37] Perseverance in Adversity[00:29:35] Living an Authentic Life: Overcoming Struggles and Helping Others[00:32:36] The Fear of Entrepreneurship: Kevin Hart's Perspective[00:35:49] Overcoming Fear of Flying[00:38:52] Overcoming Obstacles to Achieve Success as an Entrepreneur[00:41:56] The Benefits of Confidence[00:44:56] The Necessary Mindset for Achieving Success[00:48:19] The Power of Human Possibility[00:51:41] Creating a Life Balance Through Self-Assessment.[00:55:11] Scaling a Credit Repair Business[00:58:18] Living Your Best LifeNotable Quotes:"It always falls back on systems and processes, and David even had a system in process for whenever he was taking those pictures with probably a thousand people that night. For sure.""It's very important to be the best version of you. So, like, for me, I go to the gym all the time. I have to take care of my body. I'm always taking care of my mind. I'm reading a lot. I'm always educating myself, being better every single day.""It's never gonna get better until I get better. And why did it take that long? I have no idea, but that's whenever I realize that it's up to me. I have to do it.""It's those small promises that build confidence that allow you to reach the bigger goals."""I don't care what perfect you know, host looks like or how pretty the picture looks or what's in the background? You know, what's most important is what's coming out of the person's heart and out of their mouth.""My point is that is where a lot of my confidence has come from. Is from biting off those, snapping off small winds.""You have to start out with these routines and these mornings like you from 5 to 9. You've got a regimen in place. You know exactly where you're gonna be. At every minute of that time, between 5AM and 9AM.""It's those small promises you know, you know that, okay, I'm gonna go knock that gym workout out for 45 minutes every morning. And then that's a check, man. And that means Those things compound, and those things work on that confidence.""It's not something that's gonna be, you know, people 1 thing that we do, Greg, in our world, man, is we hear, you know, everybody comes out and spits this stuff out all the time, man. And they talk about it, and it makes it sound kind of easy.""If you're somewhere out there, if you want a listener out there and you're trying to turn your life around, it's not gonna be easy.""The key is you're gonna get your ass kicked. I got my ass kicked.""The key thing that keeps you going and keeps you in that women's bracket is that you don't quit. You keep driving. That's it, man. I mean, you nailed it. I mean, I was gonna say it. You said it before me. But the truth is, that's it."""Fear never leaves. So that fear I was talking about being afraid of getting that first credit repair client when I first started my business. And then now my business is in a different place, and it's it's it's we've moved the ball down the field. But I still deal with it. I've still got 3 things that I'm putting off that are sitting over there that I know I've gotta take care of and I'm scared of them because I know because I've never done them before. I've never dealt with it before. It's new to me.""But even though are the things that are so important, You know, man, for me and I'll I'll just be vulnerable here a little bit with the with the listeners""It is as much as it sounds hard, it is that simple. You just have to take that first step." Resources:Connect with Greg Michelman:LinkedInConnect with Kevin Faulkner:LinkedInWebsiteCall to ActionIf you enjoyed this podcast and want to support us, please subscribe on the platform you listen to podcasts from, leave a review and share with your friends. We'd greatly appreciate it! 

BEERS: Other Half strikes yet again with one of the highest-rated beers in our network, Green City. A 7% IPA, it's one of those beers that just looks like a glass of cold orange juice. Jake reviews his experience when he tried Green City at a popular restaurant in Washington DC. We debate if IPA's are becoming the “laughing stock” of social media, or if it's just another fad. Fall is in full swing yet again, and Will ventures back to The Malted Barley to get a taste of Left Hand's Pumpkin Spice Latte Nitro. Is there a better fall beer selection than Providence's best beer bar? BUSINESS: After a few months of mayhem and uncertainty, it finally does look like Elon Musk is going to be forced to go through on his $44 billion take-private deal of Twitter. The catch? Other billionaires are going in on it with him. We break down Elon's suspect texts with other Silicon Valley elites and realize that they communicate just like normal people. A few weeks ago, we discussed Kim Kardashian's newest endeavor into the venture capital world, and now she's already getting in trouble…she's been ordered to pay a fine over $1 million to the SEC after some shady dealings in crypto. BALLS: Aaron Judge has made history, finishing the season with a record-breaking 62 home runs, the most for any player in the American League. Is that enough to keep the Yankees' momentum going after a bye week into the playoffs? We pick a few teams that might have a sleeper chance at making a run deep into October, and wonder if the Mets or Cardinals can pull it off against the mighty Dodgers. We are bringing back “Contenders & Pretenders” this fall, and discuss who's for real and who's just here for the ride. SPOOKY SZN PREVIEW (42:31) : It's October, which means you'll be seeing a lot more spooky content on social media…mostly thanks to Connor from @Con_Spiracy on TikTok, Facebook, and other networks. Connor, now a 3-time guest, joins us to kick off October the only way we know how - with Morbid Facts. We first discuss the Salem Witch Trials, and yes, it runs much deeper than what Hocus Pocus 2 tells us. Could “witches” just have been poisoned from a fungus in rye bread, afraid of getting attacked, or pressured by societal norms? All is on the table. We discuss the odds that vampires and sleeper cells are living among us in America. To close, we review the story of “The Man Who Killed Halloween.” This story ended up with the guilty party sitting on Death Row…and it's well deserved. We're proud to present Manscaped as our latest partner! What guy wouldn't want The Right Tools for The Job?! Head over to manscaped.com/house, or use the code HOUSE at checkout for 20% off AND free shipping on your order. Thanks for listening! Remember to hit the follow button on Spotify, and leave us a review on Apple Podcasts. Join the conversation on Twitter and Instagram --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/beersbusinessandballs/support

Gino Barbaro is an investor, business owner, author and entrepreneur. As a real estate entrepreneur, he has grown his portfolio to over $100,000,000 in assets under management and is teaching others how to do the same. Gino Barbaro is the co-founder of Jake & Gino, a multifamily real estate education company that offers coaching and training in real estate founded upon their proprietary framework of Buy Right, Manage Right & Finance Right ™.He is the best-selling author of three books, Wheelbarrow Profits, The Honey Bee and Family, Food and the Friars. Gino graduated from IPEC (Institute for Professional Excellence in Coaching) where he earned his designation as a Certified Professional Coach. He currently resides in St. Augustine, Florida with his beautiful wife Julia and their six children. In this episode, you'll hear Gino extreme passion for wanting to help people, whether it be inside his community in the real estate investment networks or just through charities. We also cover how he is able to build his business and lifestyle while having Six children. This episode is full of golden nuggets and, there is something for everybody inside this episode, and I hope you enjoy listening as much as we enjoyed interviewing Gino Barbaro.Key Highlights: [00:00 - 07:24] Opening SegmentGino Barbaro is an investor, business owner, author, and entrepreneur.He has grown his portfolio to over $100 million and is a best selling author of three books.In this episode, Gino discusses his core values and how they have helped him achieve success in his career.He also shares how self-reflection led to the realization that he needed to change his lifestyle if he wanted to continue to succeed.Gino's story illustrates the importance of having values that are aligned with your beliefs and how self-reflection can help you identify when you are not living up[07:25 - 13:30] Why One Restaurant Ran Out of Business After 20 YearsGino shares that his restaurant 20 closes, because it didn't have core values.Every time there was a problem, he would blame the employee and never look to figure out how they were hiring and managing.Gino goes back to the drawing board and spends thousands of dollars on education to scale up their business.To have success as an entrepreneur, you need to have values-based decision-making, which includes knowing what your core values are and hiring people who are aligned with those values.[13:31 - 19:43] How a Growth Mindset Helped Jake and Gino GrowGino has a growth mindset and is committed to personal development.He went to life coaching school and learned to be a better listener, ask empowering questions, and set proper goals.[19:43 - 25:52]tips for success during turbulent timesCreating a successful future for their familiesrecessions are an opportunity to learn and grow, and it is important to have a supportive network of family and friends.The journey has been challenging but to persevere through it by including their families in every aspect of their business.[25:53 - 35:18] How a Family Business Transitioned to PhilanthropyGino was fortunate to have a restaurant that was family-owned and operated, which helped embed the importance of work/life balance into their children's lives.He transitioned into becoming more philanthropic in 2007 after the death of their father, starting with donating food to the poor and then expanding to supporting missionaries and other charitable causesShannon and John created food drives and currently supports 280,000 meals annually through Jake and Gino's restaurant and live events, inviting others to join them in their giving They also support Second Harvest Food Bank, an organization that provides food and nutrition to children in need.Their employees are passionate about the mission of the company and feel grateful for the opportunity to give back.[35:19 - 42:12] Gino's Take on Money and HappinessJake also shared how happy he was donating to an orphanage in Honduras  Gino discusses how he feel about money and how it impacts happiness. money can make you more comfortable, but it's not the key to happiness. Gino believes that what money can do for you is what matters most. He also mention that when you give, it makes you happy.[42:34 - 44:58] Closing SegmentReach out to GinoSee links below Final wordsTweetable Quotes:“It's not just about stroking a check. That's great, but get down and dirty. Sometimes when you get down and dirty, you'd be surprised at how it changes you as a person. And, having your family there, it's really important for them to see what you're doing to others.” - Gino Barbaro“I don't think money can make you happy. Money can make you comfortable and money can give you more options and I think the quality of your life depends upon the quality of the options you have. So the more optionality you have is great. So I think money is not gonna make me happy, what money can do for me can make me happy, When I donate money or I give it away I'm a happy person.” - Gino Barbaro. _______________________________________________________________Connect with Gino Barbaro by visiting www.JakeandGino.comOr reach out by sending an email to jake@jakeandgino.comResources Mentioned:Wheelbarrow Profits - Jake and GinoMindset Psychology - Carol S. DweckReady Fire Aim - Michael MastersonKilling Sacred Cows - Garrett GundersonOne Last Talk - Philip McKernanBegin With The End In Mind - Stephen CoveyGrace Before Meals - Father Leo PatalinghugSpicing up Married Life Satisfying Couples' Hunger for True Love - Father Leo PatalinhugCONNECT WITH US!Join our Facebook Group LIKE, SHARE, AND SUBSCRIBED! Listen to the Go Big To Give Big Podcaston different platforms.Apple PodcastAmazon MusicSpotifyCastroFor more information you may visit: gobigtogivebig.comhttps://thereinvestors.caAdvertising Inquiries: https://redcircle.com/brands

BEERS: Two unique reviews coming from us today. Will reviews a new creation from our friends at Providence Brewing Company…and they're “ice cold.” Frozen beers are all the rage in the summer, and PVD's lived up to their expectations. You can head to Providence Brewing to try either Strawberry Banana or Pina Colada! Jake reviews Bent Water Brewing's take on a White Ale - it was a bold attempt to Allagash's gold standard, but how does it fare up among a great selection of Bent Water's summer beers? BUSINESS: After a slow week last time, we discuss two big storylines that are affecting consumers. Amazon announced its intention to acquire iRobot - or, as you know it, the maker of the Roomba smart vacuum - for nearly $2 billion. We debate if this is a win for your smart home, or a win for “big data.” Also, we look into what other brands could potentially be acquired this year. In other news, if your flight is delayed longer than 3 hours, you could be entitled to financial compensation…if the DOT's new set of regulations goes through. The DOT proposed to force all airlines to give refunds to passengers under a few different circumstances that have affected nearly everyone that's flown these past two years. What does this mean for travelers in the near future? BALLS (32:08): JJ Gruden, long-time listener of the Small State Big Takes podcast and now friend of the House Enterprise community, joins the show. We discuss how JJ became known as “Taking the Points,” or “TTP,” on TikTok and Twitter. The summer has traditionally been a boring time to bet on sports, but TTP has taken advantage of a full baseball slate by betting the unders, and has made some coin in betting on a lack of offense. We also break down the upcoming football season: are we all out on the Cardinals? Can the Packers silence the haters? Are the 49ers a playoff-worthy team? Finally, we select our House Parlay - make sure you play along with us and bet it (responsibly) if legal in your state. We're proud to present Manscaped as our latest partner! What guy wouldn't want The Right Tools for The Job?! Head over to manscaped.com/house, or use the code HOUSE at checkout for 20% off AND free shipping on your order. Thanks for listening! Remember to hit the follow button on Spotify, and leave us a review on Apple Podcasts. Join the conversation on Twitter and Instagram --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/beersbusinessandballs/support

Kison Patel is the CEO & Founder of M&A Science - A community of forward-thinking Mergers & Acquisition practitioners on a mission to perfect the M&A practice. He is also the CEO of DealRoom, a project management software for complex financial transactions. As a former Mergers & Acquisition advisor, Kison has seen firsthand every aspect of buying or selling a business, and what it looks like to integrate two companies after a deal has been signed.  Some of the Topics Discuss Include:  Mergers & Acquisition Overview - Find out exactly what an M&A entails with a quick overview of what one looks like on both the buying & selling sides. Integrating a Business After the Sale - What does integrating two companies look like in practice and how leaders within a company should approach this process. When to Buy a Business - Many entrepreneurs with existing capital may be looking to buy a business to shortcut the start-up phase. Kison details when this makes sense and what advantages this approach brings.  When To Sell a Business - Now the opposite situation, which discusses how should entrepreneurs & founders approach trying to sell their business for a successful exit. You can connect with Kison and learn more about his company by visiting M&A Science. Are you looking to improve your company's digital marketing presence? If so, check out Inboundwebdevelopment.com to discover how we help our clients create beautiful websites and high-impact growth marketing campaigns that generate leads, increase revenues, and drive sustained business growth for years to come.

Marty Strong is a decorated retired Navy SEAL officer, and the author of the new business leadership book: Be Nimble: How the Navy SEAL Creative Mindset Wins on the Battlefield and in Business After leaving military service Marty spent seven years as a successful investment advisor with UBS before transitioning into executive management for a billion-dollar-a-year defense contracting company. He is now the CEO and Chief Strategy Officer for the LGS Management Group, Inc., an employee-owned enterprise consisting of one training company and three healthcare companies. Listen in and hear our conversatoin about why Marty decided to become a Navy SEAL, Navy SEAL training and the lessons learned that he's applied to his career after the Navy.  Marty gives tons of things you can use to grow your business and lots to movtivate you. Links from the episode: Be Nimble: How the Navy SEAL Creative Mindset Wins on the Battlefield and in Business

In this episode, I discuss the importance of scaling a business so you can put more time back into your day! Hear insights about: Why scaling a business enables you to achieve greater time and financial freedom How to leverage time, resources, and people to get the most out of our businesses Why success doesn’t have to come at a price How to determine what to delegate so you can focus on activities that only YOU can do What to look for in ideal candidates as you grow your team How to approach energy management as you scale your business How to organize your business to support your lifestyle vision The Art of Scaling a Business After 6 months on the road with my family, I am finally back at my office in Winter Park, CO. I am bursting with energy because when I first got into the real estate business, a trip like that would have been a complete fantasy! Scaling a business enables us to leverage time, resources, and even people to create more space in our lives for personal and professional growth. This process results in more energy, creativity, clarity, focus, productivity and so much more! Growth and scale are the keys to achieving the time and financial freedom you were seeking when you started. Stop Surviving Success Whether you are a brand new real estate agent or a seasoned veteran, chances are you’re reading this because you’re serious about success. Wherever you are on your journey, it’s important to prepare for your success, in order to avoid letting it rob you of your time, energy and sometimes happiness. Don’t get me wrong; success requires sacrifice. There’s a saying about entrepreneurs, something about working like most people won’t in order to someday live like most people can’t. On the other hand, the growth of your business should not prevent you from enjoying the very success you’ve been seeking once achieved! When you do it right, you’ll find yourself energized, organized, and creating predictable growth, leveraging your natural gifts as well as the gifts of others. You’ll create opportunities for everyone around you, while giving yourself permission to enjoy the fruits of your labor! Delegate and Automate The real estate industry is a roller coaster at the bottom, and it is a roller coaster at the top. If you are not enjoying the ride, it is time to take a step back and figure out what you can change! It doesn’t matter if you are able to pay the bills if your life is suffering as a result, and scaling a business can help you mitigate that lack of balance so you can focus on the revenue-generating activities that only YOU can do! When you figure out exactly what to delegate and offload from your plate, you will start to see results almost immediately. Learn how to get it done in this episode of Pursuing Freedom. About Erin Bradley Erin Bradley is a speaker and business coach, bestselling author, and host of the real estate podcast Pursuing Freedom. As a mortgage lender, Erin learned the hard way just how hard entrepreneurship and success in sales can be. From flat broke to 6-figures, and then to burnout, Erin and her team have been through it all! Erin operates under the mindset that you never give up, and you never settle, in life or in business. Anything is possible when you have the right mindset, great systems, and an amazing team. Erin is passionate about helping others design their ideal life, then create a business that is a vehicle to support that lifestyle, rather than rob you of it. And she’s on a mission to help you believe in, and achieve your biggest dreams! How to Connect With Erin Bradley Website: https://www.pursuingfreedom.com/ Balanced Growth Course: Website: https://pursuingfreedom.thinkific.com/courses/balanced-growth Additional Resources: Set for Success Planner Time Tracker 5-Step Guide to More Referrals

When the COVID-19 pandemic hit, the Canada/U.S. border closed, putting great stress on businesses and families on both sides who depend on international traffic. In this episode, Toby Mathis of Anderson Advisors talks to Lars Jacobson, a businessman and entrepreneur who has owned and operated his own businesses for more than 20 years. Lars and his family left southern California and moved to the panhandle of Idaho. He expected to semi-retire, buy 100 acres of land, and become a farmer. However, plans changed. In June 2019, Lars and his family acquired the “Little Town of Porthill, Idaho” that includes a convenience store, gas station, restaurant, and package depot on the Canadian border. Highlights/Topics: Picking up Packages: People don't want to ship packages from the United States to Canada because it's so expensive to get them across the border. Starting a Business: After living in southern California, Lars shared things by learning, travelling, and teaching entrepreneurialism. Forget about Retiring: After a year or so, God told Lars to buy a town. Wait, what? Pray about it and make it a family adventure. God is Good: Business was fantastic and awesome, but when the coronavirus hit, the border closed, and God gave Lars a challenge. Whatever happens, persevere. How much longer until the border opens? Remain hopeful and keep calling because nobody seems to have a clue. What about the Americans? The closest town nearby has a couple of supermarkets, gas stations, and fastfood, but is about a half-hour away and costs much more money. Got Money? The Economic Injury Disaster Loans (EIDLs) and Paycheck Protection Program (PPP) was supposed to be given to people and businesses that needed it. Was it enough? No, Lars’ business is losing more than $10,000 monthly and still cutting back. All the employees were laid off except a maintenance person. Everybody’s gone. Financial and Emotional Impact: Consider every option and do everything possible after losing what you worked so hard for all your life. Get yourself and your assets and liabilities structured, organized, and prepared. Resources: Jake’s Landing USA https://jakeslandingusa.com/ GoFundMe - Save Jake’s Landing https://www.gofundme.com/f/save-jake039s-landing?utm_medium=copy_link&utm_source=customer&utm_campaign=p_lico+share-sheet Economic Injury Disaster Loan (EIDL) https://www.sba.gov/funding-programs/loans/coronavirus-relief-options/covid-19-economic-injury-disaster-loans Paycheck Protection Program (PPP) https://www.sba.gov/funding-programs/loans/coronavirus-relief-options/paycheck-protection-program AllSearch https://www.allsearchinc.com/ Toby Mathis https://andersonadvisors.com/tobymathis-2/ Anderson Advisors https://andersonadvisors.com/ Anderson Advisors Tax and Asset Protection Event https://andersonadvisors.com/asset-protection/ Anderson Advisors on YouTube https://www.youtube.com/channel/UCX5nh607M8hSBLiMB9MgbIQ

Finding a New Home (and Business) After a Devastating Financial LossWhen she lost her business, her savings, and all hope of a quick financial recovery, Jaylene Groeniger returned to her roots and dug into real estate. Now she is one of the most successful realtors in the Treasure Valley.About Jaylene Groeniger, Real Estate AgentAfter working for more than 30 years in a highly profitable family business, Jaylene Groeniger and her husband expected they would eventually take over and run the company until their own retirement. But that didn't happen.When the 2008 California housing crisis came knocking, home prices fell, foreclosures increased, construction permits halted, and nearly every business in and around the housing industry got burned--including the Groeniger's long-standing pipe supply company, a 72-year-old business.As Jaylene said, "My husband, after working there for 32, 33 years for the family business walked away with literally nothing."Had they known about the impending collapse or even had an inkling that they would not get a penny from the eventual acquisition of their business, the Groenigers likely would have made some adjustments to save their own home, grow other businesses they had started, and stay in California. But that didn't happen either.Listen to this episode to learn how Jaylene ended up in Idaho, and in an attempt to recover financially while still taking care of her kids at home, went into real estate full-time. She is now one of the Treasure Valley's most successful realtors.What You'll Learn In this Episode:How Jaylene transitioned into real estate and whyHow to get started in real estate if you don't have savingsHow to find a mentor to help you grow your new real estate businessThe best (and worst) things about being a realtorMost Importantly: How Jaylene has seen the Lord’s hand in her careerContact Jaylene Groeniger, Real Estate Professional or call 208.949.1863.

Show NotesHair-Reland grew up in a fairly affluent White neighborhood constantly asked if her hair could be touched. She didn't truly understand the negative nuances of that question or action until later on.Being Mixed-It's fair to say she's privileged as a mixed-race person. Most people assume she's White, but that doesn't mean she's a stranger to racism.-Reland is tired of frequently receiving questions concerning her ethnicity. They make her feel boxed in, and once she's been labeled as a Black person, her status changes.Positivity-Experiencing racism in any form is incredibly taxing, but Reland is naturally positive, resilient, and energetic. Her motto is that when one door closes, another opens, and she's not going to sit and stare at a closed door.Her Sales Journey-She began in retail then worked at a bank for a period before returning to retail as a Regional Merchandising Manager for Michael Kors. She left Michael Kors after being recruited to do business development for staffing.The Health Toll-To express an opinion as a Black woman makes you angry, but constantly being everyone's cheerleader takes a physical and emotional toll.-Reland ended up in the hospital for four days because her kidneys were on the verge of failure and she hadn't paid attention to the signs. She's held to a higher standard and feels she needs to show up for work no matter what.Starting a Business-After losing her job due to COVID and unable to get ahold of unemployment benefits, she started her own business in late March.-As she built it, the push to amplify Black voices began, so her launch has been successful.-Register to vote and vote with your dollar. Support the Black-owned businesses in your community.Performative Ally-ship-You won't get a gold star for posting on Instagram. Your actions speak louder than words or posts.Resources-Racial Disparities in healthcare on The Washington Post-Everyone Communicates, Few Connect by John C. MaxwellConnect with Reland-Website-Twitter-Facebook-InstagramSend in a voice message: https://anchor.fm/othersideofsales/messageSupport this podcast: https://anchor.fm/othersideofsales/support

How to Gain Momentum in Business After a Break Today talk about how to step back into your business after you've taken a break without totally burning yourself out. We are going to go over 7 tips to gain momentum in business after a break… and better yet avoid losing your momentum and making it really difficult to get back into the daily swing of things. I want to go over a few things to make that a little easier for you today especially during these crazy times. Recently I felt like I needed to take a break because we were moving into our new home and I just wanted to focus on the beauty of that process and not always be worrying about doing live streams, posting articles, reaching out to potential clients and other biz stuff. So I took a mindful business break with a purpose. When you're ready to step back in, it's so important for you to really look at it and look at your emotions around it. If you're ready to finally move forward and stop making the same mistakes over and over let's take your business to the next level. It's time to clear those old patterns to rewire you for success. Check out my powerful free app that helps keep you aligned in under 60 seconds a day click --> HERE

Description: Author Wendy Mayhew has been an entrepreneur for 40 years. Her most recent businesses are WISE - Seniors in Business and WISE 50 over 50 Awards. WISE - Seniors in Business was formed to change how older entrepreneurs are perceived and to guide wannabe older entrepreneurs in deciding if entrepreneurship is for them. Wendy has quickly become Canada's leading expert on older entrepreneurship. She has done extensive research and understands the challenges facing this newest and fastest-growing group of entrepreneurs. Wendy is a sought after speaker and workshop facilitator by business organizations now starting to realize the importance of serving this newest group of entrepreneurs. Seeing the gap of information available to older entrepreneurs, Wendy authored WISER: The Definitive Guide to Starting a Business After the Age of 50 to assist this group of new entrepreneurs in starting their businesses. Wendy also offers assistance and guidance for business organizations who are setting up programs specific to new entrepreneurs starting a business later in life. The WISE 50 over 50 Awards recognize and celebrate Canadian entrepreneurs over the age of 50. With the support of well over 100 Canadian organizations sharing information on the awards through their networks, the 50 over 50 Awards have generated awareness on the most under-supported and underserved group of new entrepreneurs in Canada. For the full show notes click here.

Have you ever thought about starting a business? Do you think that you’re too old to do it? Are you confused about where to start? Well, this episode of Lessons in Savvy Living is just for you. Join host Sia Knight as she interviews a self-proclaimed dreamer, Tonya Franklin. Tonya shares her story about how […] The post Starting a Business After 40 appeared first on .

Have you ever thought about starting a business? Do you think that you’re too old to do it? Are you confused about where to start? Well, this episode of Lessons in Savvy Living is just for you. Join host Sia Knight as she interviews a self-proclaimed dreamer, Tonya Franklin. Tonya shares her story about how […] The post Starting a Business After 40 appeared first on .

Older entrepreneurship, especially for the 50+ age group can be challenging.  Did you know the 50+ age group is the fastest growing segment in the world today?  This sector of entrepreneurs might be transitioning from a corporate career, want to restart their business career as an entrepreneur or could be starting business for the first time.  Our expert, Wendy Mayhew discusses how older entrepreneurship can be realized.  As a serial entrepreneur with over 35 years experience, Wendy brings her unique take on what it takes to get started.  She is so passionate about the subject, she recently launched her book entitled "Wiser, The Definitive Guide to Starting a Business After the Age of 50".

A challenging start to Monday's headlines but we endeavor to perserver Business: After nearly 50 years, GMC Value Mart continues growing in Coosa, now offering fresh smoked meats and meals-to-go. More growth on the way? Remembering Joe Wright: 'For decades, Uncle Joe Wright has helped us say goodbye to our family members ... Now we must come together and bid him farewell.' Week ahead: Parade grand marshal to be announced Tuesday. Love Feast returns Thanksgiving Day (donations due Wednesday). Plus: Lighting the Love Light tree. Week ahead/Business: Aventine opens Tuesday; Drowned Valley Brewing Co.'s soft opening is Wednesday. And you know about the rest of the weekend. Peaks & Valleys: The highs and lows of Northwest Georgia (pancakes, football and silos). --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/john-druckenmiller/support

  Simply Kate- Behind the Business After finding her love and passion for retail at the age of 12 years old, Kate decided to make her dreams of one day owning her own boutique come true. In this episode of Trend Report, we will be hearing from the Kate, the owner of a popular boutique... Read More → The post Trend Report- Simply Kate appeared first on AGCJ366 - Podcasts for Aggies.

Wendy works with older entrepreneurs and talks about the issues and concerns surrounding them. She also authored a textbook on entrepreneurship titled “Building Your Dream” and talks about why she decided to write a textbook. Now writing “WISER/The Definitive Guide to Starting a Business After the age of 50, she speaks to why she is doing that.W: wise-seniorsinbusiness.comF: facebook.com/groups/wiseseniorsinbusinessT: twitter.com/wendy_mayhew

Wendy works with older entrepreneurs and talks about the issues and concerns surrounding them. She also authored a textbook on entrepreneurship titled “Building Your Dream” and talks about why she decided to write a textbook. Now writing “WISER/The Definitive Guide to Starting a Business After the age of 50, she speaks to why she is doing that.W: wise-seniorsinbusiness.comF: facebook.com/groups/wiseseniorsinbusinessT: twitter.com/wendy_mayhew

Practically live from Studio 1A: Business: More than $10 million in major projects under way or permitted in Rome/Floyd County. Plus a new Taco Bell coming to Resaca; Cartersville Speedway has big debut. Business After waiting three weeks, scramble under way to fix 45 out-of-date parking signs in downtown Rome. Extra hour, shorter enforcement in effect since May 20. Parking HHPodcast for Wednesday: Today's headlines, Peaks & Valleys and Midweek Observations. HHPodcast Buzz: 'Rock, Roll & Rescue' at The Vogue Friday, benefits animal welfare. Main Street Elementary open house, ribbon cutting Aug. 1. Buzz Media: Awards time for area radio and Berry's Viking Fusion. Plus: YouTube report on our talk with 'Community Watch' on the launch of Hometown Headlines Podcast. Media Ware Mechanical Weather Center: Afternoon storms, a little rain and an afternoon high of just 77 degrees. Weather Obituaries: Mrs. Blanche Anthony, Mr. Jayven Jackson, Deacon Clifford Pace Sr., Mr. Donald Ray Wallace. Obituaries Public Health restaurant inspection scores. Dining Area arrest reports for Floyd, Bartow, Polk counties. Crimewatch Looking for a free, easy and unfiltered way to get your broadcast news when you want it? Let us help you "cut the antenna." Join us for the Hometown Headlines Daily Podcast, weekdays posting between 7 and 8 a.m. and lasting around eight minutes. To listen, simply click HHPodcast. We'll even text you when the podcasts are hot and ready: please type HHpodcasts and text 313131. To advertise on the podcasts: Try five days for $100. Please contact us at 706-346-2031 (text or call) or by email. Or click support this podcast for more. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/john-druckenmiller/support

Is entrepreneurship a young person's game? Or can the wisdom of age apply to independent business? We often hear from would-be entrepreneurs who worry that they're too old to get in the game. Usually, they're retirees who are ready to hang up a lifetime 9-to-5 in favor of a fresh start. Is it realistic? Does […] The post MBA1251 Is It Too Late to Start a Business After 50? appeared first on The $100 MBA.

Is entrepreneurship a young person’s game? Or can the wisdom of age apply to independent business? We often hear from would-be entrepreneurs who worry that they’re too old to get in the game. Usually, they’re retirees who are ready to hang up a lifetime 9-to-5 in favor of a fresh start. Is it realistic? Does […] The post MBA1251 Is It Too Late to Start a Business After 50? appeared first on The $100 MBA.

With 75 million dollars in sales under her belt last year, Leigh Brown and I shared one of the funniest and most thought provoking recordings yet! Her honesty was so on point when it came to the direction our industry is headed. If we want to see a change, we need to be willing to be that change. Get involved, take the time to advocate for our industry, and we’d all be better for it. We get such a bad rep as realtors because brokerages focus on the number of agents they hire instead of how many of those agents are capable of succeeding in this business. We are the only industry where likability trumps competency! Listen in as we discuss the importance of being authentic realtors from our involvement in our community, our business organization, and our client connections.     Show Features Here are some of the key takeaways you get from this episode. ·        Why 85% of Agents Get Out of the Business After 2 years ·        Making Competency more important than Likability ·        2 Key Factors that lead to Success ·        How to be proactive instead of reactive