Podcasts about capitalized

1UNITED STATES BANKRUPTCY COURTSOUTHERN DISTRICT OF TEXASHOUSTON DIVISIONIn re:INTRUM AB, et al.,1Debtors.Chapter 11Case No. 24-90575 (CML)(Jointly Administered)NOTICE OF APPEALPursuant to 28 U.S.C. § 158(a) and Federal Rules of Bankruptcy Procedure 8002 and 8003,notice is hereby given that the Ad Hoc Committee of holders of 2025 notes issued by Intrum AB(the “AHC”) hereby appeals to the United States District Court for the Southern District of Texasfrom (i) the Order Denying Motion of the Ad Hoc Committee of Holders of Intrum AB Notes Due2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. § 1112(b) and Federal Rule ofBankruptcy Procedure 1017(f)(1) (ECF No. 262) (the “Motion to Dismiss Order”) and (ii) theOrder (I) Approving Disclosure Statement and (II) Confirming Joint Prepackaged Chapter 11Plan of Intrum AB and Its Affiliated Debtor (Further Technical Modifications) (ECF No. 263) (the“Confirmation Order”). A copy of the Motion to Dismiss Order is attached as Exhibit A and acopy of the Confirmation Order is attached as Exhibit B. Additionally, the transcript of theBankruptcy Court's oral ruling accompanying the Motion to Dismiss Order and ConfirmationOrder (ECF No. 275) is attached as Exhibit C.Below are the names of all parties to this appeal and their respective counsel:1 The Debtors in these Chapter 11 Cases are Intrum AB and Intrum AB of Texas LLC. The Debtors'service address in these Chapter 11 Cases is 801 Travis Street, Ste 2101, #1312, Houston, TX 77002.Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 1 of 62I. APPELLANTA. Name of Appellant:The members of the AHC include:Boundary Creek Master Fund LP; CF INT Holdings Designated Activity Company; CaiusCapital Master Fund; Diameter Master Fund LP; Diameter Dislocation Master Fund II LP; FirTree Credit Opportunity Master Fund, LP; MAP 204 Segregated Portfolio, a segregated portfolioof LMA SPC; Star V Partners LLC; and TQ Master Fund LP.Attorneys for the AHC:QUINN EMANUEL URQUHART & SULLIVAN, LLPChristopher D. Porter (SBN 24070437)Joanna D. Caytas (SBN 24127230)Melanie A. Guzman (SBN 24117175)Cameron M. Kelly (SBN 24120936)700 Louisiana Street, Suite 3900Houston, TX 77002Telephone: (713) 221-7000Facsimile: (713) 221-7100Email: chrisporter@quinnemanuel.comjoannacaytas@quinnemanuel.commelanieguzman@quinnemanuel.comcameronkelly@quinnemanuel.com-and-Benjamin I. Finestone (admitted pro hac vice)Sascha N. Rand (admitted pro hac vice)Katherine A. Scherling (admitted pro hac vice)295 5th AvenueNew York, New York 10016Telephone: (212) 849-7000Facsimile: (212) 849-7100Email: benjaminfinestone@quinnemanuel.comsascharand@quinnemanuel.comkatescherling@quinnemanuel.comB. Positions of appellant in the adversary proceeding or bankruptcy case that isthe subject of this appeal:CreditorsCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 2 of 63II. THE SUBJECT OF THIS APPEALA. Judgment, order, or decree appealed from:The Order Denying Motion of the Ad Hoc Committee of Holders of Intrum AB Notes Due2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. § 1112(b) and Federal Rule ofBankruptcy Procedure 1017(f)(1) (ECF No. 262); the Order (I) Approving Disclosure Statementand (II) Confirming Joint Prepackaged Chapter 11 Plan of Intrum AB and Its Affiliated Debtor(Further Technical Modifications) (ECF No. 263); and the December 31, 2024 Transcript of OralRuling Before the Honorable Christopher M. Lopez United States Bankruptcy Court Judge (ECFNo. 275).B. The date on which the judgment, order, or decree was entered:The Motion to Dismiss Order and the Confirmation Order were entered on December 31,2024. The Court issued its oral ruling accompanying the Motion to Dismiss Order and theConfirmation Order on December 31, 2024.III. OTHER PARTIES TO THIS APPEALIntrum AB and Intrum AB of Texas LLCMILBANK LLPDennis F. Dunne (admitted pro hac vice)Jaimie Fedell (admitted pro hac vice)55 Hudson YardsNew York, NY 10001Telephone: (212) 530-5000Facsimile: (212) 530-5219Email: ddunne@milbank.comjfedell@milbank.com–and–Andrew M. Leblanc (admitted pro hac vice)Melanie Westover Yanez (admitted pro hac vice)1850 K Street, NW, Suite 1100Washington, DC 20006Telephone: (202) 835-7500Facsimile: (202) 263-7586Email: aleblanc@milbank.commwyanez@milbank.com–and–PORTER HEDGES LLPJohn F. Higgins (SBN 09597500)Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 3 of 64Eric D. Wade (SBN 00794802)M. Shane Johnson (SBN 24083263)1000 Main Street, 36th FloorHouston TX 77002Telephone: (713) 226-6000Facsimile: (713) 226-6248Email: jhiggins@porterhedges.comewade@porterhedges.comsjohnson@porterhedges.comIV. OTHER PARTIES THAT MAY HAVE AN INTEREST IN THIS APPEALThe following chart lists certain parties that are not parties to this appeal, but that may havean interest in the outcome of the case. These parties should be served with notice of this appealby the Debtors who are aware of their identities and best positioned to provide notice.All Other Creditors of the Debtors, Including, But Not Limited To:• Certain funds and accounts managed by BlackRock Investment Management (UK)Limited or its affiliates;• Capital Four;• Davidson Kempner European Partners, LLP;• Intermediate Capital Managers Limited;• Mandatum Asset Management Ltd;• H.I.G. Capital, LLC;• Spiltan Hograntefond; Spiltan Rantefond Sverige; and Spiltan Aktiefond Stabil;• The RCF SteerCo Group;• Swedbank AB (publ).Any Holder of Stock of the Debtors• Any holder of stock of the Debtors, including their successors and assigns.Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 4 of 65Respectfully submitted this 13th day of January, 2025.QUINN EMANUEL URQUHART &SULLIVAN, LLP/s/ Christopher D. PorterChristopher D. Porter (SBN 24070437)Joanna D. Caytas (SBN 24127230)Melanie A. Guzman (SBN 24117175)Cameron M. Kelly (SBN 24120936)700 Louisiana Street, Suite 3900Houston, TX 77002Telephone: (713) 221-7000Facsimile: (713) 221-7100Email: chrisporter@quinnemanuel.comjoannacaytas@quinnemanuel.commelanieguzman@quinnemanuel.comcameronkelly@quinnemanuel.com-and-Benjamin I. Finestone (admitted pro hac vice)Sascha N. Rand (admitted pro hac vice)Katherine A. Scherling (admitted pro hac vice)295 5th AvenueNew York, New York 10016Telephone: (212) 849-7000Facsimile: (212) 849-7100Email: benjaminfinestone@quinnemanuel.comsascharand@quinnemanuel.comkatescherling@quinnemanuel.comCOUNSEL FOR THE AD HOC COMMITTEE OFINTRUM AB 2025 NOTEHOLDERSCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 5 of 6CERTIFICATE OF SERVICEI, Christopher D. Porter, hereby certify that on the 13th day of January, 2025, a copy ofthe foregoing document has been served via the Electronic Case Filing System for the UnitedStates Bankruptcy Court for the Southern District of Texas./s/ Christopher D. PorterBy: Christopher D. PorterCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 6 of 6EXHIBIT ACase 24-90575 Document 296-1 Filed in TXSB on 01/13/25 Page 1 of 31IN THE UNITED STATES BANKRUPTCY COURTFOR THE SOUTHERN DISTRICT OF TEXASHOUSTON DIVISION)In re: ) Chapter 11)Intrum AB, et al.,1 ) Case No. 24-90575 (CML)))Jointly AdministeredDebtors. ))ORDER DENYING MOTION OF THE AD HOCCOMMITTEE OF HOLDERS OF INTRUM AB NOTES DUE 2025TO DISMISS CHAPTER 11 CASES PURSUANT TO 11 U.S.C. § 1112(B) ANDFEDERAL RULE OF BANKRUPTCY PROCEDURE 1017(F)(1)(Related to Docket No. 27)This matter, having come before the Court upon the Motion of the Ad Hoc Committee ofHolders of Intrum AB Notes Due 2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. §1112(b) and Federal Rule of Bankruptcy Procedure 1017(f)(1) [Docket No. 27] (the “Motion toDismiss”); and this Court having considered the Debtors' Objection to the Motion of the Ad HocCommittee of Holders of Intrum AB Notes Due 2025 to Dismiss Chapter 11 Cases Pursuant to 11U.S.C. § 1112(b) and Federal Rule of Bankruptcy Procedure 1017(f)(1) (the “Objection”) andany other responses or objections to the Motion to Dismiss; and this Court having jurisdiction overthis matter pursuant to 28 U.S.C. § 1334 and the Amended Standing Order; and this Court havingfound that this is a core proceeding pursuant to 28 U.S.C. § 157(b)(2); and this Court having foundthat it may enter a final order consistent with Article III of the United States Constitution; and thisCourt having found that the relief requested in the Objection is in the best interests of the Debtors'1 The Debtors in these Chapter 11 Cases are Intrum AB and Intrum AB of Texas LLC. The Debtors' serviceaddress in these Chapter 11 Cases is 801 Travis Street, STE 2101, #1312, Houston, TX 77002.United States Bankruptcy CourtSouthern District of TexasENTEREDDecember 31, 2024Nathan Ochsner, ClerkCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29662-1 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 2 o of f2 32estates; and this Court having found that the Debtors' notice of the Objection and opportunity fora hearing on the Motion to Dismiss and Objection were appropriate and no other notice need beprovided; and this Court having reviewed the Motion to Dismiss and Objection and havingheard the statements in support of the relief requested therein at a hearing before this Court; andthis Court having determined that the legal and factual bases set forth in the Objectionestablish just cause for the relief granted herein; and upon all of the proceedings had beforethis Court; and after due deliberation and sufficient cause appearing therefor, it is HEREBYORDERED THAT:1. The Motion to Dismiss is Denied for the reasons stated at the December 31, 2024 hearing.2. This Court retains exclusive jurisdiction and exclusive venue with respect to allmatters arising from or related to the implementation, interpretation, and enforcement of this Order.DAeucegmubste 0r 23,1 2, 0210294CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29662-1 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 3 o of f2 3EXHIBIT BCase 24-90575 Document 296-2 Filed in TXSB on 01/13/25 Page 1 of 135IN THE UNITED STATES BANKRUPTCY COURTFOR THE SOUTHERN DISTRICT OF TEXASHOUSTON DIVISION)In re: ) Chapter 11)Intrum AB et al.,1 ) Case No. 24-90575 (CML)))(Jointly Administered)Debtors. ))ORDER (I) APPROVINGDISCLOSURE STATEMENT AND(II) CONFIRMING JOINT PREPACKAGED CHAPTER 11PLAN OF INTRUM AB AND ITS AFFILIATEDDEBTOR (FURTHER TECHNICAL MODIFICATIONS)The above-captioned debtors and debtors in possession (collectively, the“Debtors”), having:a. entered into that certain Lock-Up Agreement, dated as of July 10, 2024 (asamended and restated on August 15, 2024, and as further modified,supplemented, or otherwise amended from time to time in accordance with itsterms, the “the Lock-Up Agreement”) and that certain Backstop Agreement,dated as of July 10, 2024, (as amended and restated on November 15, 2024 andas further modified, supplemented, or otherwise amended from time to time inaccordance with its terms), setting out the terms of the backstop commitmentsprovided by the Backstop Providers to backstop the entirety of the issuance ofNew Money Notes (as may be further amended, restated, amended and restated,modified or supplemented from time to time in accordance with the termsthereof, the “Backstop Agreement”) which set forth the terms of a consensualfinancial restructuring of the Debtors;b. commenced, on October 17, 2024, a prepetition solicitation (the “Solicitation”)of votes on the Joint Prepackaged Chapter 11 Plan of Reorganization of IntrumAB and its Debtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code (asthe same may be further amended, modified and supplemented from time totime, the “Plan”), by causing the transmittal, through their solicitation andballoting agent, Kroll Restructuring Administration LLC (“Kroll”), to theholders of Claims entitled to vote on the Plan of, among other things: (i) the1 The Debtors in these chapter 11 cases are Intrum AB and Intrum AB of Texas LLC. The Debtors' serviceaddress in these chapter 11 cases is 801 Travis Street, STE 2102, #1312, Houston, TX 77002.United States Bankruptcy CourtSouthern District of TexasENTEREDDecember 31, 2024Nathan Ochsner, ClerkCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 2 o of f1 133452Plan, (ii) the Disclosure Statement for Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate (as the same may befurther amended, modified and supplemented from time to time, the“Disclosure Statement”), and (iii) the Ballots and Master Ballot to vote on thePlan (the “Ballots”), (iv) the Affidavit of Service of Solicitation Materials[Docket No. 7];c. commenced on November 15, 2024 (the “Petition Date”), these chapter 11 cases(these “Chapter 11 Cases”) by filing voluntary petitions in the United StatesBankruptcy Court for the Southern District of Texas (the “Bankruptcy Court”or the “Court”) for relief under chapter 11 of title 11 of the United States Code(the “Bankruptcy Code”);d. Filed on November 15, 2024, the Affidavit of Service of Solicitation Materials[Docket No. 7] (the “Solicitation Affidavit”);e. Filed, on November 16, 2024 the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code (Technical Modifications) [Docket No. 16] and theDisclosure Statement for Joint Prepackaged Chapter 11 Plan of Intrum AB andits Debtor Affiliate [Docket No. 17];f. Filed on November 16, 2024, the Declaration of Andrés Rubio in Support of ofthe Debtors' Chapter 11 Petitions and First Day Motions [Docket No. 14] (the“First Day Declaration”);g. Filed on November 17, 2024, the Declaration of Alex Orchowski of KrollRestructuring Administration LLC Regarding the Solicitation of Votes andTabulation of Ballots Case on the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code [Docket No. 18] (the “Voting Declaration,” andtogether with the Plan, the Disclosure Statement, the Ballots, and theSolicitation Affidavit, the “Solicitation Materials”);h. obtained, on November 19, 2024, the Order(I) Scheduling a Combined Hearingon (A) Adequacy of the Disclosure Statement and (B) Confirmation of the Plan,(II) Approving Solicitation Procedures and Form and Manner of Notice ofCommencement, Combined Hearing, and Objection Deadline, (III) FixingDeadline to Object to Disclosure Statement and Plan, (IV) Conditionally (A)Directing the United States Trustee Not to Convene Section 341 Meeting ofCreditors and (B) Waiving Requirement to File Statements of Financial Affairsand Schedules of Assets and Liabilities, and (V) Granting Related Relief[Docket No. 71] (the “Scheduling Order”), which, among other things: (i)approved the prepetition solicitation and voting procedures, including theConfirmation Schedule (as defined therein); (ii) conditionally approved theDisclosure Statement and its use in the Solicitation; and (iii) scheduled theCombined Hearing on December 16, 2024, at 1:00 p.m. (prevailing CentralCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 3 o of f1 133453Time) to consider the final approval of the Disclosure Statement and theconfirmation of the Plan (the “Combined Hearing”);i. served, through Kroll, on November 20, 2025, on all known holders of Claimsand Interests, the U.S. Trustee and certain other parties in interest, the Noticeof: (I) Commencement of Chapter 11 Bankruptcy Cases; (II) Hearing on theDisclosure Statement and Confirmation of the Plan, and (III) Certain ObjectionDeadlines (the “Combined Hearing Notice”) as evidence by the Affidavit ofService [Docket No. 160];j. caused, on November 25 and 27, 2024, the Combined Hearing Notice to bepublished in the New York Times (national and international editions) and theFinancial Times (international edition), as evidenced by the Certificate ofPublication [Docket No. 148];k. Filed and served, on December 10, 2024, the Plan Supplement for the Debtors'Joint Prepackaged Chapter 11 Plan of Reorganization [Docket 165];l. Filed on December 10, 2024, the Declaration of Jeffrey Kopa in Support ofConfirmation of the Joint Prepackaged Plan of Reorganization of Intrum ABand its Debtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code [DocketNo. 155];m. Filed on December 14, 2024, the:i. Debtors' Memorandum of Law in Support of an Order: (I) Approving, on aFinal Basis, Adequacy of the Disclosure Statement; (II) Confirming theJoint Prepackaged Plan of Reorganization; and (III) Granting Related Relief[Docket No. 190] (the “Confirmation Brief”);ii. Declaration of Andrés Rubio in Support of Confirmation of the JointPrepackaged Plan of Reorganization of Intrum AB and its Debtor Affiliate.[Docket No. 189] (the “Confirmation Declaration”); andiii. Joint Prepackaged Chapter 11 Plan of Reorganization of Intrum AB and itsDebtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code (FurtherTechnical Modifications) [Docket No. 191];n. Filed on December 18, 2024, the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code (Further Technical Modifications) [Docket No. 223];CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 3 4 o of f1 133454WHEREAS, the Court having, among other things:a. set December 12, 2024, at 4:00 p.m. (prevailing Central Time) as the deadlinefor Filing objection to the adequacy of the Disclosure Statement and/orConfirmation2 of the Plan (the “Objection Deadline”);b. held, on December 16, 2024 at 1:00 p.m. (prevailing Central Time) [andcontinuing through December 17, 2024], the Combined Hearing;c. heard the statements, arguments, and any objections made at the CombinedHearing;d. reviewed the Disclosure Statement, the Plan, the Ballots, the Plan Supplement,the Confirmation Brief, the Confirmation Declaration, the SolicitationAffidavit, and the Voting Declaration;e. overruled (i) any and all objections to approval of the Disclosure Statement, thePlan, and Confirmation, except as otherwise stated or indicated on the record,and (ii) all statements and reservations of rights not consensually resolved orwithdrawn, unless otherwise indicated; andf. reviewed and taken judicial notice of all the papers and pleadings Filed(including any objections, statement, joinders, reservations of rights and otherresponses), all orders entered, and all evidence proffered or adduced and allarguments made at the hearings held before the Court during the pendency ofthese cases;NOW, THEREFORE, it appearing to the Bankruptcy Court that notice of theCombined Hearing and the opportunity for any party in interest to object to the DisclosureStatement and the Plan having been adequate and appropriate as to all parties affected or to beaffected by the Plan and the transactions contemplated thereby, and the legal and factual bases setforth in the documents Filed in support of approval of the Disclosure Statement and Confirmationand other evidence presented at the Combined Hearing establish just cause for the relief grantedherein; and after due deliberation thereon and good cause appearing therefor, the BankruptcyCourt makes and issues the following findings of fact and conclusions of law, and orders for thereasons stated on the record at the December 31, 2024 ruling on plan confirmation;2 Capitalized terms used but not otherwise defined herein have meanings given to them in the Plan and/or theDisclosure Statement. The rules of interpretation set forth in Article I.B of the Plan apply to this CombinedOrder.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 4 5 o of f1 133455I. FINDINGS OF FACT AND CONCLUSIONS OF LAWIT IS HEREBY FOUND AND DETERMINED THAT:A. Findings of Fact and Conclusions of Law.1. The findings and conclusions set forth herein and in the record of theCombined Hearing constitute the Bankruptcy Court's findings of fact and conclusions of law underRule 52 of the Federal Rules of Civil Procedure, as made applicable herein by Bankruptcy Rules7052 and 9014. To the extent any of the following conclusions of law constitute findings of fact,or vice versa, they are adopted as such.B. Jurisdiction, Venue, Core Proceeding.2. This Court has jurisdiction over these Chapter 11 Cases pursuant to28 U.S.C. § 1334. Venue of these proceedings and the Chapter 11 Cases in this district is properpursuant to 28 U.S.C. §§ 1408 and 1409. This is a core proceeding pursuant to 28 U.S.C.§ 157(b)(2) and this Court may enter a final order hereon under Article III of the United StatesConstitution.C. Eligibility for Relief.3. The Debtors were and continue to be entities eligible for relief under section109 of the Bankruptcy Code and the Debtors were and continue to be proper proponents of thePlan under section 1121(a) of the Bankruptcy Code.D. Commencement and Joint Administration of the Chapter 11 Cases.4. On the Petition Date, the Debtors commenced the Chapter 11 Cases. OnNovember 18, 2024, the Court entered an order [Docket No. 51] authorizing the jointadministration of the Chapter 11 Case in accordance with Bankruptcy Rule 1015(b). The Debtorshave operated their businesses and managed their properties as debtors in possession pursuant toCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 5 6 o of f1 133456sections 1107(a) and 1108 of the Bankruptcy Code. No trustee, examiner, or statutory committeehas been appointed in these Chapter 11 Cases.E. Adequacy of the Disclosure Statement.5. The Disclosure Statement and the exhibits contained therein (i) containssufficient information of a kind necessary to satisfy the disclosure requirements of applicablenonbankruptcy laws, rules and regulations, including the Securities Act; and (ii) contains“adequate information” as such term is defined in section 1125(a)(1) and used in section1126(b)(2) of the Bankruptcy Code, with respect to the Debtors, the Plan and the transactionscontemplated therein. The Filing of the Disclosure Statement satisfied Bankruptcy Rule 3016(b).The injunction, release, and exculpation provisions in the Plan and the Disclosure Statementdescribe, in bold font and with specific and conspicuous language, all acts to be enjoined andidentify the Entities that will be subject to the injunction, thereby satisfying Bankruptcy Rule3016(c).F. Solicitation.6. As described in and evidenced by the Voting Declaration, the Solicitationand the transmittal and service of the Solicitation Materials were: (i) timely, adequate, appropriate,and sufficient under the circumstances; and (ii) in compliance with sections 1125(g) and 1126(b)of the Bankruptcy Code, Bankruptcy Rules 3017 and 3018, the applicable Local Bankruptcy Rules,the Scheduling Order and all applicable nonbankruptcy rules, laws, and regulations applicable tothe Solicitation, including the registration requirements under the Securities Act. The SolicitationMaterials, including the Ballots and the Opt Out Form (as defined below), adequately informedthe holders of Claims entitled to vote on the Plan of the procedures and deadline for completingand submitting the Ballots.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 6 7 o of f1 1334577. The Debtors served the Combined Hearing Notice on the entire creditormatrix and served the Opt Out Form on all Non-Voting Classes. The Combined Hearing Noticeadequately informed Holders of Claims or Interests of critical information regarding voting on (ifapplicable) and objecting to the Plan, including deadlines and the inclusion of release, exculpation,and injunction provisions in the Plan, and adequately summarized the terms of the Third-PartyRelease. Further, because the form enabling stakeholders to opt out of the Third-Party Release (the“Opt Out Form”) was included in both the Ballots and the Opt Out Form, every known stakeholder,including unimpaired creditors was provided with the means by which the stakeholders could optout of the Third-Party Release. No further notice is required. The period for voting on the Planprovided a reasonable and sufficient period of time and the manner of such solicitation was anappropriate process allowing for such holders to make an informed decision.G. Tabulation.8. As described in and evidenced by the Voting Declaration, (i) the holders ofClaims in Class 3 (RCF Claims) and Class 5 (Notes Claims) are Impaired under the Plan(collectively, the “Voting Classes”) and have voted to accept the Plan in the numbers and amountsrequired by section 1126 of the Bankruptcy Code, and (ii) no Class that was entitled to vote on thePlan voted to reject the Plan. All procedures used to tabulate the votes on the Plan were in goodfaith, fair, reasonable, and conducted in accordance with the applicable provisions of theBankruptcy Code, the Bankruptcy Rules, the Local Rules, the Disclosure Statement, theScheduling Order, and all other applicable nonbankruptcy laws, rules, and regulations.H. Plan Supplement.9. On December 10, 2024, the Debtors Filed the Plan Supplement with theCourt. The Plan Supplement (including as subsequently modified, supplemented, or otherwiseCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 7 8 o of f1 133458amended pursuant to a filing with the Court), complies with the terms of the Plan, and the Debtorsprovided good and proper notice of the filing in accordance with the Bankruptcy Code, theBankruptcy Rules, the Scheduling Order, and the facts and circumstances of the Chapter 11 Cases.All documents included in the Plan Supplement are integral to, part of, and incorporated byreference into the Plan. No other or further notice is or will be required with respect to the PlanSupplement. Subject to the terms of the Plan and the Lock-Up Agreement, and only consistenttherewith, the Debtors reserve the right to alter, amend, update, or modify the Plan Supplementand any of the documents contained therein or related thereto, in accordance with the Plan, on orbefore the Effective Date.I. Modifications to the Plan.10. Pursuant to section 1127 of the Bankruptcy Code, the modifications to thePlan described or set forth in this Combined Order constitute technical or clarifying changes,changes with respect to particular Claims by agreement with holders of such Claims, ormodifications that do not otherwise materially and adversely affect or change the treatment of anyother Claim or Interest under the Plan. These modifications are consistent with the disclosurespreviously made pursuant to the Disclosure Statement and Solicitation Materials, and notice ofthese modifications was adequate and appropriate under the facts and circumstances of the Chapter11 Cases. In accordance with Bankruptcy Rule 3019, these modifications do not require additionaldisclosure under section 1125 of the Bankruptcy Code or the resolicitation of votes under section1126 of the Bankruptcy Code, and they do not require that holders of Claims or Interests beafforded an opportunity to change previously cast acceptances or rejections of the Plan.Accordingly, the Plan is properly before this Court and all votes cast with respect to the Plan priorto such modification shall be binding and shall apply with respect to the Plan.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 8 9 o of f1 133459J. Objections Overruled.11. Any resolution or disposition of objections to Confirmation explained orotherwise ruled upon by the Court on the record at the Confirmation Hearing is herebyincorporated by reference. All unresolved objections, statements, joinders, informal objections,and reservations of rights are hereby overruled on the merits.K. Burden of Proof.12. The Debtors, as proponents of the Plan, have met their burden of provingthe elements of sections 1129(a) and 1129(b) of the Bankruptcy Code by a preponderance of theevidence, the applicable evidentiary standard for Confirmation. Further, the Debtors have proventhe elements of sections 1129(a) and 1129(b) by clear and convincing evidence. Each witness whotestified on behalf of the Debtors in connection with the Confirmation Hearing was credible,reliable, and qualified to testify as to the topics addressed in his testimony.L. Compliance with the Requirements of Section 1129 of the BankruptcyCode.13. The Plan complies with all applicable provisions of section 1129 of theBankruptcy Code as follows:a. Section 1129(a)(1) – Compliance of the Plan with Applicable Provisions of theBankruptcy Code.14. The Plan complies with all applicable provisions of the Bankruptcy Code,including sections 1122 and 1123, as required by section 1129(a)(1) of the Bankruptcy Code.i. Section 1122 and 1123(a)(1) – Proper Classification.15. The classification of Claims and Interests under the Plan is proper under theBankruptcy Code. In accordance with sections 1122(a) and 1123(a)(1) of the Bankruptcy Code,Article III of the Plan provides for the separate classification of Claims and Interests at each Debtorinto Classes, based on differences in the legal nature or priority of such Claims and Interests (otherCaCsaes e2 42-49-09507557 5 D oDcoucmumenetn 2t 9266-32 FFiilleedd iinn TTXXSSBB oonn 1021//3113//2245 PPaaggee 91 0o fo 1f 3143510than Administrative Claims, Professional Fee Claims, and Priority Tax Claims, which areaddressed in Article II of the Plan and Unimpaired, and are not required to be designated asseparate Classes in accordance with section 1123(a)(1) of the Bankruptcy Code). Valid business,factual, and legal reasons exist for the separate classification of the various Classes of Claims andInterests created under the Plan, the classifications were not implemented for any improperpurpose, and the creation of such Classes does not unfairly discriminate between or among holdersof Claims or Interests.16. In accordance with section 1122(a) of the Bankruptcy Code, each Class ofClaims or Interests contains only Claims or Interests substantially similar to the other Claims orInterests within that Class. Accordingly, the Plan satisfies the requirements of sections 1122(a),1122(b), and 1123(a)(1) of the Bankruptcy Codeii. Section 1123(a)(2) – Specifications of Unimpaired Classes.17. Article III of the Plan specifies that Claims and Interests in the classesdeemed to accept the Plan are Unimpaired under the Plan. Holders of Intercompany Claims andIntercompany Interests are either Unimpaired and conclusively presumed to have accepted thePlan, or are Impaired and deemed to reject (the “Deemed Rejecting Classes”) the Plan, and, ineither event, are not entitled to vote to accept or reject the Plan. In addition, Article II of the Planspecifies that Administrative Claims and Priority Tax Claims are Unimpaired, although the Plandoes not classify these Claims. Accordingly, the Plan satisfies the requirements of section1123(a)(2) of the Bankruptcy Code.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 101 o of f1 1334511iii. Section 1123(a)(3) – Specification of Treatment of Voting Classes18. Article III.B of the Plan specifies the treatment of each Voting Class underthe Plan – namely, Class 3 and Class 5. Accordingly, the Plan satisfies the requirements of section1123(a)(3) of the Bankruptcy Code.iv. Section 1123(a)(4) – No Discrimination.19. Article III of the Plan provides the same treatment to each Claim or Interestin any particular Class, as the case may be, unless the holder of a particular Claim or Interest hasagreed to a less favorable treatment with respect to such Claim or Interest. Accordingly, the Plansatisfies the requirements of section 1123(a)(4) of the Bankruptcy Code.v. Section 1123(a)(5) – Adequate Means for Plan Implementation.20. The Plan and the various documents included in the Plan Supplementprovide adequate and proper means for the Plan's execution and implementation, including: (a)the general settlement of Claims and Interests; (b) the restructuring of the Debtors' balance sheetand other financial transactions provided for by the Plan; (c) the consummation of the transactionscontemplated by the Plan, the Lock-Up Agreement, the Restructuring Implementation Deed andthe Agreed Steps Plan and other documents Filed as part of the Plan Supplement; (d) the issuanceof Exchange Notes, the New Money Notes, and the Noteholder Ordinary Shares pursuant to thePlan; (e) the amendment of the Intercreditor Agreement; (f) the amendment of the FacilityAgreement; (g) the amendment of the Senior Secured Term Loan Agreement; (h) theconsummation of the Rights Offering in accordance with the Plan, Rights Offering Documentsand the Lock-Up Agreement; (i) the granting of all Liens and security interests granted orconfirmed (as applicable) pursuant to, or in connection with, the Facility Agreement, the ExchangeNotes Indenture, the New Money Notes Indenture, the amended Intercreditor Agreement and theCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 112 o of f1 1334512Senior Secured Term Loan Agreement pursuant to the New Security Documents (including anyLiens and security interests granted or confirmed (as applicable) on the Reorganized Debtors'assets); (j) the vesting of the assets of the Debtors' Estates in the Reorganized Debtors; (k) theconsummation of the corporate reorganization contemplated by the Plan, the Lock-Up Agreement,the Agreed Steps Plan and the Master Reorganization Agreement (as defined in the RestructuringImplementation Deed); and (l) the execution, delivery, filing, or recording of all contracts,instruments, releases, and other agreements or documents in furtherance of the Plan. Accordingly,the Plan satisfies the requirements of section 1123(a)(5) of the Bankruptcy Codevi. Section 1123(a)(6) – Non-Voting Equity Securities.21. The Company's organizational documents in accordance with the SwedishCompanies Act, Ch. 4, Sec 5 and the Plan prohibit the issuance of non-voting securities as of theEffective Date to the extent required to comply with section 1123(a)(6) of the Bankruptcy Code.Accordingly, the Plan satisfies the requirements of section 1123(a)(6) of the Bankruptcy Code.vii. Section 1123(a)(7) – Directors, Officers, and Trustees.22. The manner of selection of any officer, director, or trustee (or any successorto and such officer, director, or trustee) of the Reorganized Debtors will be determined inaccordance with the existing organizational documents, which is consistent with the interests ofcreditors and equity holders and with public policy. Accordingly, the Plan satisfies therequirements of section 1123(a)(7) of the Bankruptcy Code.b. Section 1123(b) – Discretionary Contents of the Plan23. The Plan contains various provisions that may be construed as discretionarybut not necessary for Confirmation under the Bankruptcy Code. Any such discretionary provisionCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 123 o of f1 1334513complies with section 1123(b) of the Bankruptcy Code and is not inconsistent with the applicableprovisions of the Bankruptcy Code. Thus, the Plan satisfies section 1123(b).i. Section 1123(b)(1) – Impairment/Unimpairment of Any Class of Claims orInterests24. Article III of the Plan impairs or leaves unimpaired, as the case may be,each Class of Claims or Interests, as contemplated by section 1123(b)(1) of the Bankruptcy Code.ii. Section 1123(b)(2) – Assumption and Rejection of Executory Contracts andUnexpired Leases25. Article V of the Plan provides for the assumption of the Debtors' ExecutoryContracts and Unexpired Leases as of the Effective Date unless such Executory Contract orUnexpired Lease: (a) is identified on the Rejected Executory Contract and Unexpired Lease List;(b) has been previously rejected by a Final Order; (c) is the subject of a motion to reject ExecutoryContracts or Unexpired Leases that is pending on the Confirmation Date; or (4) is subject to amotion to reject an Executory Contract or Unexpired Lease pursuant to which the requestedeffective date of such rejection is after the Effective Date. Thus, the Plan satisfies section1123(b)(2).iii. Compromise and Settlement26. In accordance with section 1123(b)(3)(A) of the Bankruptcy Code andBankruptcy Rule 9019, and in consideration for the distributions and other benefits provided underthe Plan, the provisions of the Plan constitute a good-faith compromise of all Claims, Interests,and controversies relating to the contractual, legal, and subordination rights that all holders ofClaims or Interests may have with respect to any Allowed Claim or Interest or any distribution tobe made on account of such Allowed Claim or Interest. Such compromise and settlement is theproduct of extensive arm's-length, good faith negotiations that, in addition to the Plan, resulted inCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 134 o of f1 1334514the execution of the Lock-Up Agreement, which represents a fair and reasonable compromise ofall Claims, Interests, and controversies and entry into which represented a sound exercise of theDebtors' business judgment. Such compromise and settlement is fair, equitable, and reasonableand in the best interests of the Debtors and their Estates.27. The releases of the Debtors' directors and officers are an integral componentof the settlements and compromises embodied in the Plan. The Debtors' directors and officers: (a)made a substantial and valuable contribution to the Debtors' restructuring, including extensive preandpost-Petition Date negotiations with stakeholder groups, and ensured the uninterruptedoperation of the Debtors' businesses during the Chapter 11 Cases; (b) invested significant timeand effort to make the restructuring a success and maximize the value of the Debtors' businessesin a challenging operating environment; (c) attended and, in certain instances, testified atdepositions and Court hearings; (d) attended and participated in numerous stakeholder meetings,management meetings, and board meetings related to the restructuring; (e) are entitled toindemnification from the Debtors under applicable non-bankruptcy law, organizationaldocuments, and agreements; (f) invested significant time and effort in the preparation of the Lock-Up Agreement, the Plan, Disclosure Statement, all supporting analyses, and the numerous otherpleadings Filed in the Chapter 11 Cases, thereby ensuring the smooth administration of the Chapter11 Cases; and (g) are entitled to all other benefits under any employment contracts existing as ofthe Petition Date. Litigation by the Debtors or other Releasing Parties against the Debtors'directors and officers would be a distraction to the Debtors' business and restructuring and woulddecrease rather than increase the value of the estates. The releases of the Debtors' directors andofficers contained in the Plan have the consent of the Debtors and the Releasing Parties and are inthe best interests of the estates.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 145 o of f1 1334515iv. Debtor Release28. The releases of claims and Causes of Action by the Debtors, ReorganizedDebtors, and their Estates described in Article VIII.C of the Plan in accordance with section1123(b) of the Bankruptcy Code (the “Debtor Release”) represent a valid exercise of the Debtors'business judgment under Bankruptcy Rule 9019. The Debtors' or the Reorganized Debtors' pursuitof any such claims against the Released Parties is not in the best interests of the Estates' variousconstituencies because the costs involved would outweigh any potential benefit from pursuingsuch claims. The Debtor Release is fair and equitable and complies with the absolute priority rule.29. The Debtor Release is (a) an integral part of the Plan, and a component ofthe comprehensive settlement implemented under the Plan; (b) in exchange for the good andvaluable consideration provided by the Released Parties; (c) a good faith settlement andcompromise of the claims and Causes of Action released by the Debtor Release; (d) materiallybeneficial to, and in the best interests of, the Debtors, their Estates, and their stakeholders, and isimportant to the overall objectives of the Plan to finally resolve certain Claims among or againstcertain parties in interest in the Chapter 11 Cases; (e) fair, equitable, and reasonable; (f) given andmade after due notice and opportunity for hearing; and (g) a bar to any Debtor asserting any claimor Cause of Action released by the Debtor Release against any of the Released Parties. Theprobability of success in litigation with respect to the released claims and Causes of Action, whenweighed against the costs, supports the Debtor Release. With respect to each of these potentialCauses of Action, the parties could assert colorable defenses and the probability of success isuncertain. The Debtors' or the Reorganized Debtors' pursuit of any such claims or Causes ofAction against the Released Parties is not in the best interests of the Estates or the Debtors' variousCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 156 o of f1 1334516constituencies because the costs involved would likely outweigh any potential benefit frompursuing such claims or Causes of Action30. Holders of Claims and Interests entitled to vote have overwhelmingly votedin favor of the Plan, including the Debtor Release. The Plan, including the Debtor Release, wasnegotiated before and after the Petition Date by sophisticated parties represented by able counseland advisors, including the Consenting Creditors. The Debtor Release is therefore the result of ahard fought and arm's-length negotiation process conducted in good faith.31. The Debtor Release appropriately offers protection to parties thatparticipated in the Debtors' restructuring process, including the Consenting Creditors, whoseparticipation in the Chapter 11 Cases is critical to the Debtors' successful emergence frombankruptcy. Specifically, the Released Parties, including the Consenting Creditors, madesignificant concessions and contributions to the Chapter 11 Cases, including, entering into theLock-Up Agreement and related agreements, supporting the Plan and the Chapter 11 Cases, andwaiving or agreeing to impair substantial rights and Claims against the Debtors under the Plan (aspart of the compromises composing the settlement underlying the revised Plan) in order tofacilitate a consensual reorganization and the Debtors' emergence from chapter 11. The DebtorRelease for the Debtors' directors and officers is appropriate because the Debtors' directors andofficers share an identity of interest with the Debtors and, as previously stated, supported and madesubstantial contributions to the success of the Plan, the Chapter 11 Cases, and operation of theDebtors' business during the Chapter 11 Cases, actively participated in meetings, negotiations, andimplementation during the Chapter 11 Cases, and have provided other valuable consideration tothe Debtors to facilitate the Debtors' successful reorganization and continued operation.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 167 o of f1 133451732. The scope of the Debtor Release is appropriately tailored under the factsand circumstances of the Chapter 11 Cases. In light of, among other things, the value provided bythe Released Parties to the Debtors' Estates and the critical nature of the Debtor Release to thePlan, the Debtor Release is appropriate.v. Release by Holders of Claims and Interests33. The release by the Releasing Parties (the “Third-Party Release”), set forthin Article VIII.D of the Plan, is an essential provision of the Plan. The Third-Party Release is: (a)consensual as to those Releasing Parties that did not specifically and timely object or properly optout from the Third-Party Release; (b) within the jurisdiction of the Bankruptcy Court pursuant to28 U.S.C. § 1334; (c) in exchange for the good and valuable consideration provided by theReleased Parties; (d) a good faith settlement and compromise of the claims and Causes of Actionreleased by the Third-Party Release; (e) materially beneficial to, and in the best interests of, theDebtors, their Estates, and their stakeholders, and is important to the overall objectives of the Planto finally resolve certain Claims among or against certain parties in interest in the Chapter 11Cases; (f) fair, equitable, and reasonable; (g) given and made after due notice and opportunity forhearing; (h) appropriately narrow in scope given that it expressly excludes, among other things,any Cause of Action that is judicially determined by a Final Order to have constituted actual fraud,willful misconduct, or gross negligence; (i) a bar to any of the Releasing Parties asserting anyclaim or Cause of Action released by the Third-Party Release against any of the Released Parties;and (j) consistent with sections 105, 524, 1123, 1129, and 1141 and other applicable provisions ofthe Bankruptcy Code.34. The Third-Party Release is an integral part of the agreement embodied inthe Plan among the relevant parties in interest. Like the Debtor Release, the Third-Party ReleaseCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 178 o of f1 1334518facilitated participation in both the Debtors' Plan and the chapter 11 process generally. The Third-Party Release is instrumental to the Plan and was critical in incentivizing parties to support thePlan and preventing significant and time-consuming litigation regarding the parties' respectiverights and interests. The Third-Party Release was a core negotiation point in connection with thePlan and instrumental in developing the Plan that maximized value for all of the Debtors'stakeholders and kept the Debtors intact as a going concern. As such, the Third-Party Releaseappropriately offers certain protections to parties who constructively participated in the Debtors'restructuring process—including the Consenting Creditors (as set forth above)—by, among otherthings, facilitating the negotiation and consummation of the Plan, supporting the Plan and, in thecase of the Backstop Providers, committing to provide new capital to facilitate the Debtors'emergence from chapter 11. Specifically, the Notes Ad Hoc Group proposed and negotiated thepari passu transaction that is the basis of the restructuring proposed under the Plan and provideda much-needed deleveraging to the Debtors' business while taking a discount on their Claims (inexchange for other consideration).35. Furthermore, the Third-Party Release is consensual as to all parties ininterest, including all Releasing Parties, and such parties in interest were provided notice of thechapter 11 proceedings, the Plan, the deadline to object to confirmation of the Plan, and theCombined Hearing and were properly informed that all holders of Claims against or Interests inthe Debtors that did not file an objection with the Court in the Chapter 11 Cases that included anexpress objection to the inclusion of such holder as a Releasing Party under the provisionscontained in Article VIII of the Plan would be deemed to have expressly, unconditionally,generally, individually, and collectively consented to the release and discharge of all claims andCauses of Action against the Debtors and the Released Parties. Additionally, the release provisionsCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 189 o of f1 1334519of the Plan were conspicuous, emphasized with boldface type in the Plan, the DisclosureStatement, the Ballots, and the applicable notices. Except as set forth in the Plan, all ReleasingParties were properly informed that unless they (a) checked the “opt out” box on the applicableBallot or opt-out form and returned the same in advance of the Voting Deadline, as applicable, or(b) timely Filed an objection to the releases contained in the Plan that was not resolved beforeentry of this Confirmation Order, they would be deemed to have expressly consented to the releaseof all Claims and Causes of Action against the Released Parties.36. The Ballots sent to all holders of Claims and Interests entitled to vote, aswell as the notice of the Combined Hearing sent to all known parties in interest (including thosenot entitled to vote on the Plan), unambiguously provided in bold letters that the Third-PartyRelease was contained in the Plan.37. The scope of the Third-Party Release is appropriately tailored under thefacts and circumstances of the Chapter 11 Cases, and parties in interest received due and adequatenotice of the Third-Party Release. Among other things, the Plan provides appropriate and specificdisclosure with respect to the claims and Causes of Action that are subject to the Third-PartyRelease, and no other disclosure is necessary. The Debtors, as evidenced by the VotingDeclaration and Certificate of Publication, including by providing actual notice to all knownparties in interest, including all known holders of Claims against, and Interests in, any Debtor andpublishing notice in international and national publications for the benefit of unknown parties ininterest, provided sufficient notice of the Third-Party Release, and no further or other notice isnecessary. The Third-Party Release is designed to provide finality for the Debtors, theReorganized Debtors and the Released Parties regarding the parties' respective obligations underthe Plan. For the avoidance of doubt, and notwithstanding anything to the contrary, anyparty who timely opted-out of the Third-Party Release is not bound by the Third-PartyRelease.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 290 o of f1 133452038. The Third-Party Release is specific in language, integral to the Plan, andgiven for substantial consideration. The Releasing Parties were given due and adequate notice ofthe Third-Party Release, and thus the Third-Party Release is consensual under controllingprecedent as to those Releasing Parties that did not specifically and timely object. In light of,among other things, the value provided by the Released Parties to the Debtors' Estates and theconsensual and critical nature of the Third-Party Release to the Plan, the Third-Party Release isappropriatevi. Exculpation.39. The exculpation described in Article VIII.E of the Plan (the “Exculpation”)is appropriate under applicable law, including In re Highland Capital Mgmt., L.P., 48 F. 4th 419(5th Cir. 2022), because it was supported by proper evidence, proposed in good faith, wasformulated following extensive good-faith, arm's-length negotiations with key constituents, and isappropriately limited in scope.40. No Entity or Person may commence or continue any action, employ anyprocess, or take any other act to pursue, collect, recover or offset any Claim, Interest, debt,obligation, or Cause of Action relating or reasonably likely to relate to any act or commission inconnection with, relating to, or arising out of a Covered Matter (including one that alleges theactual fraud, gross negligence, or willful misconduct of a Covered Entity), unless expresslyauthorized by the Bankruptcy Court after (1) it determines, after a notice and a hearing, such Claim,Interest, debt, obligation, or Cause of Action is colorable and (2) it specifically authorizes suchEntity or Person to bring such Claim or Cause of Action. The Bankruptcy Court shall have soleand exclusive jurisdiction to determine whether any such Claim, Interest, debt, obligation or Causeof Action is colorable and, only to the extent legally permissible and as provided for in Article XI,CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 201 o of f1 1334521shall have jurisdiction to adjudicate such underlying colorable Claim, Interest, debt, obligation, orCause of Action.vii. Injunction.41. The injunction provisions set forth in Article VIII.F of the Plan are essentialto the Plan and are necessary to implement the Plan and to preserve and enforce the discharge,Debtor Release, the Third-Party Release, and the Exculpation provisions in Article VIII of thePlan. The injunction provisions are appropriately tailored to achieve those purposes.viii. Preservation of Claims and Causes of Action.42. Article IV.L of the Plan appropriately provides for the preservation by theDebtors of certain Causes of Action in accordance with section 1123(b) of the Bankruptcy Code.Causes of Action not released by the Debtors or exculpated under the Plan will be retained by theReorganized Debtors as provided by the Plan. The Plan is sufficiently specific with respect to theCauses of Action to be retained by the Debtors, and the Plan and Plan Supplement providemeaningful disclosure with respect to the potential Causes of Action that the Debtors may retain,and all parties in interest received adequate notice with respect to such retained Causes of Action.The provisions regarding Causes of Action in the Plan are appropriate and in the best interests ofthe Debtors, their respective Estates, and holders of Claims or Interests. For the avoidance of anydoubt, Causes of Action released or exculpated under the Plan will not be retained by theReorganized Debtors.c. Section 1123(d) – Cure of Defaults43. Article V.D of the Plan provides for the satisfaction of Cure Claimsassociated with each Executory Contract and Unexpired Lease to be assumed in accordance withsection 365(b)(1) of the Bankruptcy Code. Any monetary defaults under each assumed ExecutoryCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 212 o of f1 1334522Contract or Unexpired Lease shall be satisfied, pursuant to section 365(b)(1) of the BankruptcyCode, by payment of the default amount in Cash on the Effective Date, subject to the limitationsdescribed in Article V.D of the Plan, or on such other terms as the parties to such ExecutoryContracts or Unexpired Leases may otherwise agree. Any Disputed Cure Amounts will bedetermined in accordance with the procedures set forth in Article V.D of the Plan, and applicablebankruptcy and nonbankruptcy law. As such, the Plan provides that the Debtors will Cure, orprovide adequate assurance that the Debtors will promptly Cure, defaults with respect to assumedExecutory Contracts and Unexpired Leases in accordance with section 365(b)(1) of theBankruptcy Code. Thus, the Plan complies with section 1123(d) of the Bankruptcy Code.d. Section 1129(a)(2) – Compliance of the Debtors and Others with the ApplicableProvisions of the Bankruptcy Code.44. The Debtors, as proponents of the Plan, have complied with all applicableprovisions of the Bankruptcy Code as required by section 1129(a)(2) of the Bankruptcy Code,including sections 1122, 1123, 1124, 1125, 1126, and 1128, and Bankruptcy Rules 3017, 3018,and 3019.e. Section 1129(a)(3) – Proposal of Plan in Good Faith.45. The Debtors have proposed the Plan in good faith, in accordance with theBankruptcy Code requirements, and not by any means forbidden by law. In determining that thePlan has been proposed in good faith, the Court has examined the totality of the circumstancesfiling of the Chapter 11 Cases, including the formation of Intrum AB of Texas LLC (“IntrumTexas”), the Plan itself, and the process leading to its formulation. The Debtors' good faith isevident from the facts and record of the Chapter 11 Cases, the Disclosure Statement, and the recordof the Combined Hearing and other proceedings held in the Chapter 11 CasesCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 223 o of f1 133452346. The Plan (including the Plan Supplement and all other documents necessaryto effectuate the Plan) is the product of good faith, arm's-length negotiations by and among theDebtors, the Debtors' directors and officers and the Debtors' key stakeholders, including theConsenting Creditors and each of their respective professionals. The Plan itself and the processleading to its formulation provide independent evidence of the Debtors' and such other parties'good faith, serve the public interest, and assure fair treatment of holders of Claims or Interests.Consistent with the overriding purpose of chapter 11, the Debtors Filed the Chapter 11 Cases withthe belief that the Debtors were in need of reorganization and the Plan was negotiated and proposedwith the intention of accomplishing a successful reorganization and maximizing stakeholder value,and for no ulterior purpose. Accordingly, the requirements of section 1129(a)(3) of the BankruptcyCode are satisfied.f. Section 1129(a)(4) – Court Approval of Certain Payments as Reasonable.47. Any payment made or to be made by the Debtors, or by a person issuingsecurities or acquiring property under the Plan, for services or costs and expenses in connectionwith the Chapter 11 Cases, or in connection with the Plan and incident to the Chapter 11 Cases,has been approved by, or is subject to the approval of, the Court as reasonable. Accordingly, thePlan satisfies the requirements of section 1129(a)(4).g. Section 1129(a)(5)—Disclosure of Directors and Officers and Consistency with theInterests of Creditors and Public Policy.48. The identities of or process for appointment of the Reorganized Debtors'directors and officers proposed to serve after the Effective Date were disclosed in the PlanSupplement in advance of the Combined Hearing. Accordingly, the Debtors have satisfied therequirements of section 1129(a)(5) of the Bankruptcy Code.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 234 o of f1 1334524h. Section 1129(a)(6)—Rate Changes.49. The Plan does not contain any rate changes subject to the jurisdiction of anygovernmental regulatory commission and therefore will not require governmental regulatoryapproval. Therefore, section 1129(a)(6) of the Bankruptcy Code does not apply to the Plan.i. Section 1129(a)(7)—Best Interests of Holders of Claims and Interests.50. The liquidation analysis attached as Exhibit D to the Disclosure Statementand the other evidence in support of the Plan that was proffered or adduced at the CombinedHearing, and the facts and circumstances of the Chapter 11 Cases are (a) reasonable, persuasive,credible, and accurate as of the dates such analysis or evidence was prepared, presented orproffered; (b) utilize reasonable and appropriate methodologies and assumptions; (c) have not beencontroverted by other evidence; and (d) establish that each holder of Allowed Claims or Interestsin each Class will recover as much or more value under the Plan on account of such Claim orInterest, as of the Effective Date, than the amount such holder would receive if the Debtors wereliquidated on the Effective Date under chapter 7 of the Bankruptcy Code or has accepted the Plan.As a result, the Debtors have demonstrated that the Plan is in the best interests of their creditorsand equity holders and the requirements of section 1129(a)(7) of the Bankruptcy Code are satisfied.j. Section 1129(a)(8)—Conclusive Presumption of Acceptance by UnimpairedClasses; Acceptance of the Plan by Certain Voting Classes.51. The classes deemed to accept the Plan are Unimpaired under the Plan andare deemed to have accepted the Plan pursuant to section 1126(f) of the Bankruptcy Code. EachVoting Class voted to accept the Plan. For the avoidance of doubt, however, even if section1129(a)(8) has not been satisfied with respect to all of the Debtors, the Plan is confirmable becausethe Plan does not discriminate unfairly and is fair and equitable with respect to the Voting Classesand thus satisfies section 1129(b) of the Bankruptcy Code with respect to such Classes as describedCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 245 o of f1 1334525further below. As a result, the requirements of section 1129(b) of the Bankruptcy Code are alsosatisfied.k. Section 1129(a)(9)—Treatment of Claims Entitled to Priority Pursuant to Section507(a) of the Bankruptcy Code.52. The treatment of Administrative Claims, Professional Fee Claims, andPriority Tax Claims under Article II of the Plan satisfies the requirements of, and complies in allrespects with, section 1129(a)(9) of the Bankruptcy Code.l. Section 1129(a)(10)—Acceptance by at Least One Voting Class.53. As set forth in the Voting Declaration, all Voting Classes overwhelminglyvoted to accept the Plan. As such, there is at least one Voting Class that has accepted the Plan,determined without including any acceptance of the Plan by any insider (as defined by theBankruptcy Code), for each Debtor. Accordingly, the requirements of section 1129(a)(10) of theBankruptcy Code are satisfied.m. Section 1129(a)(11)—Feasibility of the Plan.54. The Plan satisfies section 1129(a)(11) of the Bankruptcy Code. Thefinancial projections attached to the Disclosure Statement as Exhibit D and the other evidencesupporting the Plan proffered or adduced by the Debtors at or before the Combined Hearing: (a)is reasonable, persuasive, credible, and accurate as of the dates such evidence was prepared,presented, or proffered; (b) utilize reasonable and appropriate methodologies and assumptions; (c)has not been controverted by other persuasive evidence; (d) establishes that the Plan is feasibleand Confirmation of the Plan is not likely to be followed by liquidation or the need for furtherfinancial reorganization; (e) establishes that the Debtors will have sufficient funds available tomeet their obligations under the Plan and in the ordinary course of business—including sufficientamounts of Cash to reasonably ensure payment of Allowed Claims that will receive CashCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 256 o of f1 1334526distributions pursuant to the terms of the Plan and other Cash payments required under the Plan;and (f) establishes that the Debtors or the Reorganized Debtors, as applicable, will have thefinancial wherewithal to pay any Claims that accrue, become payable, or are allowed by FinalOrder following the Effective Date. Accordingly, the Plan satisfies the requirements of section1129(a)(11) of the Bankruptcy Code.n. Section 1129(a)(12)—Payment of Statutory Fees.55. Article XII.C of the Plan provides that all fees payable pursuant to section1930(a) of the Judicial Code, as determined by the Court at the Confirmation Hearing inaccordance with section 1128 of the Bankruptcy Code, will be paid by each of the applicableReorganized Debtors for each quarter (including any fraction of a quarter) until the Chapter 11Cases are converted, dismissed, or closed, whichever occurs first. Accordingly, the Plan satisfiesthe requirements of section 1129(a)(12) of the Bankruptcy Code.o. Section 1129(a)(13)—Retiree Benefits.56. Pursuant to section 1129(a)(13) of the Bankruptcy Code, and as provided inArticle IV.K of the Plan, the Reorganized Debtors will continue to pay all obligations on accountof retiree benefits (as such term is used in section 1114 of the Bankruptcy Code) on and after theEffective Date in accordance with applicable law. As a result, the requirements of section1129(a)(13) of the Bankruptcy Code are satisfied.p. Sections 1129(a)(14), (15), and (16)—Domestic Support Obligations, Individuals,and Nonprofit Corporations.57. The Debtors do not owe any domestic support obligations, are notindividuals, and are not nonprofit corporations. Therefore, sections 1129(a)(14), 1129(a)(15), and1129(a)(16) of the Bankruptcy Code do not apply to the Chapter 11 Cases.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 267 o of f1 1334527q. Section 1129(b)—Confirmation of the Plan Over Nonacceptance of VotingClasses.58. No Classes rejected the Plan, and section 1129(b) is not applicable here,but even if it were, the Plan may be confirmed pursuant to section 1129(b)(1) of the BankruptcyCode because the Plan is fair and equitable with respect to the Deemed Rejecting Classes. ThePlan has been proposed in good faith, is reasonable, and meets the requirements and all VotingClasses have voted to accept the Plan. The treatment of Intercompany Claims and IntercompanyInterests under the Plan provides for administrative convenience does not constitute a distributionunder the Plan on account of suc

Arsenal secured a narrow 1-0 victory over Ipswich Town at the Emirates, moving up to second in the Premier League table. The Gunners' performance, while effective, left fans with a sense of unfulfilled potential against the struggling visitors. Kai Havertz proved to be the difference-maker, netting the only goal of the match. Capitalized on a smart pull-back from Trossard, showcasing the attacking intent that Arsenal displayed throughout the first half. The absence of Bukayo Saka due to injury was noticeable, forcing a reshape in attacking structure. Gabriel Martinelli's deployment on the right flank will be an evolving tactical adjustment, highlighting the team's adaptability. Despite this change, Arsenal's possession became more patient as the match progressed, almost to a fault. Arsenal searched for a second goal to kill off the game. Defensively, Arsenal maintained their solidity, securing another clean sheet. However, there were moments of uncertainty, particularly from a couple of defensive lapses and build-up play. The inability to put the game to bed against a relegation-threatened Ipswich side might be a concern mainly because of the low-block/mid-block. But we have the players to stir up chaos to give us room to operate.  Listen for more about this match on my top performance and let me know if you agree. Onto the next one—Onwards & upwards. C'mon Arsenal!

Summary In this episode of FTCE Seminar, host Mercedes Musto delves into the rules of capitalization as part of the review for the FTCE General Knowledge English Subtest. The discussion includes a quiz on capitalization, the distinction between common and proper nouns, and practical examples to clarify the rules. The episode emphasizes the importance of understanding these rules for effective writing and preparation for the certification exam. Visit Episode 13 for the full episode and Chapters 00:00 Introduction to FTCE General Knowledge English Subtest 00:29 Understanding Capitalization Rules 03:53 Common vs. Proper Nouns in Capitalization 06:45 Review and Conclusion on Capitalization Keywords FTCE, General Knowledge, English Subtest, capitalization, proper nouns, common nouns, study tips, teacher certification --- Support this podcast: https://podcasters.spotify.com/pod/show/ftceseminar/support

  Built to Fail: The Inside Story of Blockbuster's Inevitable Bust w/ Alan Payne AZ TRT Flashback - S05 EP33 (249) 8-28-2024   What We Learned This Week: ·         Blockbuster started in 1985, and scaled quickly after Wayne Huizenga purchased it in 1987, 10,000 stores at its height, dominant video rental co. ·         Alan Payne instituted the Video Rental model of HEB to the Blockbuster franchises he ran – segmented movies to rent new ones for more ·         Wayne Huizenga was a stellar Founder who built 3 fortune 500 companies – Waste Mgmt, Blockbuster, and Auto Nation ·         Viacom purchased Blockbuster in 1994 for $8.4 billion, and went on to lose 75% of the value over the next decade + ·         Competition was fierce from Hollywood Video, Redbox and then in 1997 by a new DVD rental by mail company called Netflix ·         Netflix scaled into the internet company it always wanted to be with streaming in 2009   Guest: Alan Payne Alan Payne spent thirty-one years in the movie rental business, the last twenty-five of those as a Blockbuster retail franchisee. He took over a small group of Blockbuster stores in 1993 and grew it into one of the largest and most successful chains in the company. He finally closed his last store in 2018, more than eight years after Blockbuster filed for bankruptcy. Book: Built to Fail: The Inside Story of Blockbuster's Inevitable Bust     From the Back Cover Blockbuster was phenomenally successful in its early years and made thousands rich beyond their wildest dreams. But it was consistently outsmarted and outmanaged by smaller companies. And the challenges began earlier than you think--long before Netflix was even an idea in the minds of founders Reed Hastings and Marc Randolph. Blockbuster became one of the most iconic brands in the history of American business, but it cracked at the first sign of a challenge. From its founding, Blockbuster was a company built to fail. Link: HERE     Alan Payne Bio:   Border Entertainment, LLC - 2000 to 2018 Founded a $34.2M franchise group with 41 independently owned Blockbuster stores. President & Chief Executive Officer Held complete P&L responsibility while managing executive team (CFO, VP of Product Management, VP and GM Alaska Division, VP and GM El Paso Division, VP and GM South Texas Division) with 750 employees. ·         Grew revenue to $34.2M with 41 stores located in Texas and Alaska. ·         Capitalized business with $14M debt and $3M in private equity investment. Investors received over 35% internal rate of return. Fully retired debt in 2012. ·         Grew sales 140% and profitability 190% during industry decline from 2000 to 2007. Expanded through same store sales increases, new store openings, relocations, and acquisitions. ·         Created proprietary management systems by gathering and analyzing data around financial and inventory performance. ·         Developed and implemented an aggressive real estate strategy, identifying heavily trafficked, high-volume locations. ·         Cultivated culture of loyalty, retaining employees during wind down.     Alan Full Bio: HERE       Blockbuster Video[5] was an American video rental store chain. It was founded by David Cook in 1985 as a stand-alone mom-and-pop home video rental shop, but later grew into a national store chain featuring video game rentals, DVD-by-mail, streaming, video on demand, and cinema theater.[6] The company expanded internationally throughout the 1990s. At its peak in 2004, Blockbuster consisted of 9,094 stores and employed approximately 84,300 people: 58,500 in the United States and 25,800 in other countries.   Blockbuster – c/o Wikipedia: HERE   Harry Wayne Huizenga Sr.[1] (/haɪˈzɛŋɡə/; December 29, 1937 – March 22, 2018) was an American businessman. He founded AutoNation and Waste Management Inc., and was the owner or co-owner of Blockbuster Video, the Miami Dolphins of the National Football League (NFL), the Florida Panthers of the National Hockey League (NHL), and the Florida Marlins (now Miami Marlins) of Major League Baseball (MLB).   Wayne Huizenga – c/o Wikipedia: HERE     Notes:   Seg 1   Blockbuster was the premier video rental company in the 1990s. To put it in perspective how big they were, they brought in more revenue than theater ticket sales.   To add to that, if a movie bombed in the theater, it could be saved by video rental. Also with the introduction of DVDs in the late 1990s, movie studios started doing direct to video movies that would be released in rental stores like Blockbuster.   Pre-Internet was a different era for retail sales. In the 1990s you had huge retail companies like Blockbuster for rental movies, Tower records for CDs and music, and Borders for books. In the 2000s with the rise of the Internet, these businesses were all under attack. Netflix was growing with streaming, iTunes add streaming music, and Amazon was out selling borders with book sales.   In the mid-1990s Blockbuster at its height was the dominant video rental store with 40% market share. Hollywood Video is their main competitor with 20% market share.   Per Alan, half the weekly rental business was done on Friday and Saturday night from 7 to 10 PM. Blockbuster on weekends was the place to be, where the community was literally gathering for family night in movie rentals. There were new releases that came out every week and this section of the store was usually the most popular.   With the introduction of the VCR circa 1985 the video rental business took off. There were tons of small mom and pop video rental stores. The business didn't really have to be run that well as the industry was exploding.   Prior to this it was very difficult to see old movies. You had to have seen them in the past in the theater or wait for Network TV to air them. There was no control and very limited choices.   With the onset of Blockbuster in 1985, the video industry became more organized and professional. Blockbuster also had 6000 movie titles to rent, and scaled fast, opening stores by the dozen+.   Cost for Blockbuster to buy a movie was $70 per movie. They needed to rent the movie 20 times just to break even.   Blockbuster stores count were 5500 stores in the US, 1000 were franchisees and then corporate owned 4500. Corporate stores were typically in the larger markets, while the franchises were in the mid and smaller markets.   Seg 2   Alan bio, in the 1980s straight out of school he went to work for HEB grocery, the second largest grocery company in Texas and privately held. It was a $25 billion company run by CEO Charles Burt   In 1986, with the rise of Blockbuster started with just 30 to 40 stores. In 1987 HEB grocery started in the video business using Blockbuster as a model. They would own single location stores that were about 5 to 7000 ft.² in size.   H-E-B eventually opened 35 stores and was beating Blockbuster in sales had to head in the markets in Texas like San Antonio for example. A few years later HEB sold out to Hollywood Video and Hollywood Video went public.   In 1993 Alan got into franchises of Blockbuster working with Prime Cable. The business was struggling as Prime was not a retail company. They had 8 stores in Alaska and 10 stores in El Paso, Texas. Alan instituted the H-E-B model and was able to turn the stores around.   Blockbuster Business Model - Blockbuster legitimized the video business, and made it more professional than the original mom and pop stores that were not run well. Wayne Huizenga had bought Blockbuster early on when it just had 20 stores and he grew it fast.   The formula was simple - all movies regardless of whether they were new or old or rented for three day at $3. The demand for new movies was huge. Blockbuster could've charged more renting new movies.   Alan used the H-E-B grocery video model that was developed. Rent movies by the day and charge more for new releases. Older movie you could charge a $1 a day and people could keep the movie for 3 to 5 days.   There was actually a lot of demand for older movies, and they were 15,000 movie titles of older movies in demand.     Seg 3 Wayne Huizenga is a great CEO and businessman. He was the only man to build three fortune 500 companies, Waste Management, Blockbuster, and Auto Nation. Auto Nation was run by CEO Mark Jackson, and is the premier car dealership.   Wayne admitted he was more interested in building the thing, not running things. He also went on to buy the Miami Dolphins in football in the 1990s, and start the Florida Marlins baseball franchise.   Blockbuster stores were well run, attractive, and demand was high. Their franchise colors of blue black background and yellow Blockbuster writing on the sign were easily visible. They also picked very good real estate locations for their stores.   In 1994, Wayne sold Blockbuster to Viacom for $8.4 billion. In just seven years, built valuation from 1987 to 1994 when built up the business for a return of hundreds of percent. He paid $15 million, and sold it for $8.4 billion.   Viacom rolled the business into its total corporate structure and six years later they spun it off at a $1.5 billion valuation in six years, they lost 75% of the value of the business, it was poorly run.   Viacom was a TV company with major networks like Nickelodeon run by Sumner Redstone. He wanted to get involved in the movie business and use the Blockbuster purchase eventually to get Paramont studios.   Blockbuster when purchased was cash flowing $1 billion a year, it was making lots of money.   Steve Berrard was named the CEO of Blockbuster after the Viacom purchase, and only lasted one year. Then Bill Fields was brought in as the second Viacom CEO of Blockbuster.   Fields had a Walmart background, so he was hired for his experience in retail. He had no clue though how to run the video business. He also lasted less than one year, and the cash flow was starting to go negative.     Seg 4   1997 the DVD was introduced and this would change the movie and rental business. DVDs were created to be sold direct to consumer. 1997 is also the year that Netflix started with their DVD rental business through the mail. In 1999, the video rental business peaked at $10 billion a year in revenues. Post 1999 thru 2006 sales were flat to small growth.   1997 Blockbuster got their 3rd CEO, John Antioco, who served as Blockbuster CEO from 1997 through 2007. He also had a retail background and marketing. He had been at Taco Bell briefly, and prior to that he spent 20 years at 7-Eleven.   7-Eleven is a huge retail store that's really about location and real estate. They sell gas soda beer and cigarettes. They are not known for being great in retail. One thing John did as the new blockbuster CEO which was good, he started to engage with the franchisees.   In the late 1990s you were starting to see technology in the Internet slowly affect new businesses. When Netflix was created they always intended to be an Internet company,  it just took them 10 years to get where they wanted to be.   John running Blockbuster that stable to slow growth. He doubled top line revenue and doubled the amount of stores blockbuster had but the profit margins went down. Had its height in the early 2000s blockbuster at 5500 US stores and 3 to 4000 stores outside the US.   Blockbuster at the typical business fix cost of rent labor and taxes, which were slowly increasing year after year. Gross margin is just the rental revenue minus the cost of the product.   The cost of the DVD product have been cut in half by the early 2000s. DVDs were made cheaper as the movie business was trying to sell direct to consumer, and kill the rental business if possible.   The rental business revenues started flattening out post 2005. Sell through business for DVDs from movie studios was increasing every year, and had tripled in just a few years in sales.   In theory, Blockbusters gross margin should've gone up but instead was declining. They had the Proto typical business math problem of high costs and not enough sales.   The Great Recession of 2008 was really the beginning of the end for Blockbuster. By 2010 blockbuster and filed bankruptcy. It was the end of an era of a very strong stable business at one point for video sales rental.     Seg 5 – Bonus   Netflix started in 1997, with a business model of DVD rental via the mail. Even though Netflix only had a small portion of market share, by 2004 blockbuster felt compelled to compete with Netflix on the video rental via sales but failed.   Netflix originally did not have their subscription model. That model was added a few years in, circa 2007. In 2010, Netflix started adjusting their business model and experimenting heavily with streaming. The streaming business model for Netflix really didn't take off until post 2010.   Netflix created their AI recommendation model. This taught their subscriber base how to enjoy titles. Netflix overall model was customer centric. If a customer liked comedy Netflix could recommend 10 more comedies to them.   Another thing the customers loved was Netflix would release the full season of the TV series at one time. This created the streaming binge watch phenomenon. By contrast Blockbuster had tons of customer data but never did anything with that data. In theory Blockbuster could've been Netflix, and at one point almost bought Netflix.   Netflix original niche was renting older movies with the recommendation model. Netflix also created the queue system. Netflix sent titles in a customer's queue of 20 movies and would control what movies the customer would get sent in the mail.   In 1998, Blockbuster had to start a revenue sharing of profits with movie studios and this really hurt gross margin in the video rental business. Unit volume sales were not stable as time went on. Overall top line volume sounds was inconsistent.   Blockbuster at one point tried the subscription model, but physically in stores. It failed for it did not work in an actual brick and mortar retail store. Blockbuster in the mid-2000s used gimmick solutions which never really addressed the fundamental problems that were happening.   Reed Hastings of Netflix offered to sell the company to Blockbuster in 2000 for $50 million. Netflix wanted to join forces. Reed Hastings goal from day one, was to be an Internet company. Blockbuster was not able to work out the deal, so it never materialized.   Reed Hastings of Netflix was a true founder and original. He had vision. Founders may not be the best operators all the time, but they must have vision. There are some founders though who not only have vision, but also can be an operator. Examples are Reed Hastings of Netflix, Steve Jobs of Apple, Mark Zuckerberg with Facebook.   Wayne Huizenga was a founder, but not an operator. You go from the founder mentality to the operator mentality, but this never materialized in the history of Blockbuster.   Overall, Blockbuster management never really understood the business they were in. They were in the customer business, but never really focused on the customer. This is how over the long term they were beat out by companies like Netflix, and even Amazon.   Peter Drucker (famous business consultant) would ask the important question: ‘What business are you in?' – to understand who your customers are, what they need, and how to market and sell to your customer   Postscript: Alan Payne closed his last blockbuster store in 2018, and then wrote the Built to Fail Blockbuster book. He does not know what his next endeavor is….         If you enjoyed this show, you may like:  BRT Marketing: HERE BRT Business: HERE    Investing Topic: https://brt-show.libsyn.com/category/Investing-Stocks-Bonds-Retirement     ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT     Thanks for Listening. Please Subscribe to the BRT Podcast.     AZ Tech Roundtable 2.0 with Matt Battaglia The show where Entrepreneurs, Top Executives, Founders, and Investors come to share insights about the future of business.  AZ TRT 2.0 looks at the new trends in business, & how classic industries are evolving.  Common Topics Discussed: Startups, Founders, Funds & Venture Capital, Business, Entrepreneurship, Biotech, Blockchain / Crypto, Executive Comp, Investing, Stocks, Real Estate + Alternative Investments, and more…    AZ TRT Podcast Home Page: http://aztrtshow.com/ ‘Best Of' AZ TRT Podcast: Click Here Podcast on Google: Click Here Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/azpodcast/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/   Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional in all business ventures, including but not limited to: investments, tax, loans, legal, accounting, real estate, crypto, contracts, sales, marketing, other business arrangements, etc.

In less than 20 minutes a week, we'll introduce you to an expert or business owner with deep experience in what they do. Grow you, grow your team, grow a small business. In this episode of Grow a Small Business, host Michael Denehey interviews financial expert Greg Crabtree from Carr, Riggs & Ingram (CRI) shares the principles behind his company, Simple Numbers, which successfully generated $20M in revenue with a lean team of 30 members. Greg discusses key metrics for small business success, including the importance of maintaining two months of cash flow and the Total Labor Efficiency Ratio (LER). He offers actionable insights for optimizing profitability and managing capital effectively. Key Takeaways for Small Business Owners: Simplify Financial Reporting: Use Simple Numbers to present financial data clearly and make it actionable, moving beyond traditional accounting practices.   Focus on Gross Margin: Prioritize gross margin over revenue to accurately assess business health and profitability. Revenue alone can be misleading.   Implement the Total Labor Efficiency Ratio (LER): Aim for $2 of gross margin for every $1 of labor to ensure efficient use of resources and boost profitability. Our hero crafts outstanding reviews following the experience of listening to our special guests. Are you the one we've been waiting for?   Maintain Two Months of Cash Flow: Having two months of operating expenses in cash and zero line of credit debt is crucial for financial stability and effective decision-making.   Avoid Overcapitalization: More than two months of cash can lead to complacency. Properly manage excess capital to avoid underperforming investments.   Use Rolling 12-Month Data: Analyze financial metrics over a rolling 12-month period rather than monthly to get a more accurate picture of business performance. One action small business owners can take: One actionable step small business owners can take is to calculate their Total Labor Efficiency Ratio (LER). Aim to achieve at least $2 of gross margin for every $1 spent on labor. This metric will help you gauge labor efficiency and ensure that your business is operating profitably. Do you have 2 minutes every Friday? Sign up to the Weekly Leadership Email. It's free and we can help you to maximize your time. Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.

Tune in as we talk with ex college football star Ari Werts about life after sports and how he became a rapper. Of course we talked sports as well!

Baskin & Phelps discuss the Guardians starting line-up, along with how the Cavs have capitalized on the Magic so far in the series.

Baskin & Phelps talk with Daryl Ruiter about the NFL Draft & the Cavaliers, plus discussion on how the Cavs capitalized on the Magic in the first two games of the series.

This week is a very special episode we're joined by the incomparable JerLisa Nicole! She came by to drop gems, give props, and get lil chaotic wit us. And remember when you spell her name the L is always capitalized!

Get the Midterm Rental Insurance Blueprint: ⁠https://experimentrealestate.com/#blueprint Join us in the lab and let's dive into the captivating journey of Christopher A. Panagiotu, author, financial specialist, and host of the CAPitalize Your Finances Podcast. From a young age, Chris was immersed in the world of investing, igniting a passion that would shape his future endeavors. With an internship at UBS during his college years and a brief stint at Morgan Stanley, Chris quickly realized that his path lay elsewhere. It wasn't until he found his home at Lucia Capital Group in 2015 that his true journey began. In this episode, Chris delves into a myriad of topics, from exploring retirement and financial literacy alongside industry experts to sharing invaluable insights on navigating the ever-evolving financial market. With a keen eye for opportunity, Chris discusses his approach to building a robust foundation in investing and maximizing profits in the real estate market. Throughout the conversation, Chris shares his wisdom on understanding "Gap money," the significance of individual stocks in investment strategies, and the role of real estate in retirement planning. Drawing from his vast experience, he highlights the importance of checklists in financial planning and sheds light on the blind spots that individuals often overlook. If you're looking to unlock the secrets of financial literacy and success, this episode is for you. Tune in now and discover the keys to capitalizing on your financial future ! HIGHLIGHTS OF THE EPISODE: 09:18 Chris talks about the importance of having a strong core framework in investing 02:04 Chris talks about Gap money and capitalizing on your expenses KEEPING IT REAL: 04:09 Exploring retirement and financial literacy with successful entrepreneurs and experts 05:01 Journey into investing and ownership 10:02 The importance of a strong foundation in investing 15:02 Adapting to the ever-changing financial market 20:02 Understanding "Gap money" and its impact on business success 25:02 Using business knowledge to help others 30:00 Maximizing profits in the real estate market 35:01 Investing strategies and the importance of understanding individual stocks 40:00 Approach to working with clients and their thoughts on real estate as a retirement strategy 45:01 Perspective on real estate and businesses 50:00 Investment strategies and the importance of checklists 55:01 The importance of understanding blind spots in financial planning and future plans for the Capitalized brand 1:00:23 We are OUT! CONNECT WITH THE GUEST Website: https://capitalizeyourfinances.com/ Linkedin: https://www.linkedin.com/in/christopher-panagiotu-cfp%C2%AE-crps%C2%AE-13a573176/ Instagram: https://www.instagram.com/capincapitalize/ Linktree: https://linktr.ee/capitalizeyourfinances Podcast: https://capitalizepodcast.com/ #FinancialLiteracy #InvestmentInsights #WealthBuildingWisdom #FinancialEmpowerment

Today's word of the day is ‘anti-hero' as in Taylor Swift as in Travis Kelce as in Patrick Mahomes as in the Chiefs. When did they become the bad guys? How did this happen? Patrick Mahomes was asked about being a villain, but is he really a villain for winning? (11:30) The NFL minority hiring incentive program is causing quite a stir. Teams are getting draft picks for getting coaches and executives hired away. The 49ers are at the top of that list and owners aren't happy. (25:40) Review: Silence of the Lambs. (30:03) Netflix announced that a new documentary series will be shot this year Hard Knocks style on the 2024 Boston Red Sox. I have some thoughts because the Marlins did this! (35:50) NPPOD. (37:00) Let's discuss some things about the MLB owners meetings taking place. What will they talk about? The olympics? Why have the World Baseball Classic AND the Olympics for baseball? Learn more about your ad choices. Visit megaphone.fm/adchoices

Today's word of the day is ‘anti-hero' as in Taylor Swift as in Travis Kelce as in Patrick Mahomes as in the Chiefs. When did they become the bad guys? How did this happen? Patrick Mahomes was asked about being a villain, but is he really a villain for winning? (11:30) The NFL minority hiring incentive program is causing quite a stir. Teams are getting draft picks for getting coaches and executives hired away. The 49ers are at the top of that list and owners aren't happy. (25:40) Review: Silence of the Lambs. (30:03) Netflix announced that a new documentary series will be shot this year Hard Knocks style on the 2024 Boston Red Sox. I have some thoughts because the Marlins did this! (35:50) NPPOD. (37:00) Let's discuss some things about the MLB owners meetings taking place. What will they talk about? The olympics? Why have the World Baseball Classic AND the Olympics for baseball? Learn more about your ad choices. Visit megaphone.fm/adchoices

2023 was perhaps the best movie year since the pandemic. There were multiple blockbusters in the theater, with "Barbie" and "The Super Mario Bros. Movie" both topping $1 billion in worldwide ticket sales. Beside seats in theaters filling up, there were plenty of great movie options both domestic and foreign that will be competing for awards in the coming months. Co-hosts Bruce Miller and Terry Lipshetz talk about their favorite movies of the year, with Miller offering his own Top 10 list. Bruce Miller's Top 10 films from 2023 "Oppenheimer" "Killers of the Flower Moon" "Barbie" "Anatomy of a Fall" "The Holdovers" "Poor Things" "Maestro" "American Fiction" "Air" "Past Lives" Contact us! We want to hear from you! Email questions to podcasts@lee.net and we'll answer your question on a future episode! About the show Streamed & Screened is a podcast about movies and TV hosted by Bruce Miller, a longtime entertainment reporter who is now the editor of the Sioux City Journal in Iowa and Terry Lipshetz, a senior producer for Lee Enterprises based in Madison, Wisconsin. Episode transcript Note: The following transcript was created by Headliner and may contain misspellings and other inaccuracies as it was generated automatically: Terry Lipshetz: Welcome, everyone, to another episode of Streamed & Screened, an entertainment podcast about movies and TV from Lee Enterprises. I'm Terry Lipshetz, managing editor of the national newsroom at Lee, and co-host of the program with Bruce Miller, editor of the Sioux City Journal and a longtime entertainment reporter and someone who has seen way more movies than I have this year. Way more. Why am I here? Bruce Miller: You're here because I need you. If you're not there, I. I'm just talking into the woods. I'll tell you, I tried to figure out how many movies I see in a year. Now this is just movies. This is not TV show movies or streaming or anything like that. And I figured one year, it was around 300. And so if you multiply that times 40 years, that's a lot of movies. And those are only ones that I would do for work purposes, not ones that I would go back. And wizard of Oz doesn't count in that, because you'd see that more than once. The Godfather. I've seen the Godfather so much, I could do the line, it's a strange year because we didn't know what was going to happen with the strikes. We didn't know if we would get things, if they would hold things, what would happen. And right now, at the end of the year, there is a plethora of, movies that are opening. It's your chance to really get after it. If you haven't looked at movies, now's your time. So, Terry, how about your year? How was your year? Terry Lipshetz: It's typical as a parent who's got a busy job and lots of kid, you know, we got to the movies. We saw some of the big ones. We saw Mario Brothers, which was a fun movie. Really enjoyed seeing that one. We went to see Barbie. Definitely an Oscar contender. This is not a doll movie, so love that one. We recently saw the Hunger Games prequel. We went to see Indiana Jones. I saw the flash, the family and I. We did see elemental. So we've gotten out, we've seen some movies. We've left the house. 2020 is in the rear view mirror, and we are back to theaters. We already have plans for our, Christmas break to go see Wonka. Bruce Miller: What guides the choices, do you say? Well, if we're taking the kids, it has to be kid friendly. Or do you say, kids, you're going to an r rated movie? I don't care. Terry Lipshetz: I don't want to say we're super strict, but we do like to look at. We'll check out, like rotten tomatoes. We'll check out common sense media. And we'll use our own best judgment to try to figure out what to go see. We don't allow them to see r rated movies yet. With the PG 13 movies, we look at them pretty closely. We try to see, okay, why is it pg 13? Is it just a few bad words? Is there nudity? I mean, usually PG 13 doesn't get nudity. You might get a butt in there every once in a while. And that's okay if you see a little. Everyone has a butt. We're all fine with. So that kind of thing is okay. If it gets a little too violent, we try to stay away from it. If it gets a little too sexual, we try to stay away from it. But we try to find movies that are appropriate for the family and we want them to see appropriate material for their age. Bruce Miller: So the profanity, we hear that at home, we're okay, we're good with that. Terry Lipshetz: They'll call me out on it. My girls basketball team, I coach 7th grade girls basketball and we were playing a game this weekend and I said the s word audibly during the. Because I thought one of our girls fouled out. So they were, coach, you just said the s word and you got to run a lap now. Bruce Miller: Oh, good. Terry Lipshetz: I owe them a lap in practice, probably. Bruce Miller: You better get on it. That's good. I'm glad they're holding you too. But I always use the line that if you're a writer, you've got to be able to know all the words and how to use them effectively. So that's why I swear I also don't have kids around me. So I'm good. Terry Lipshetz: You're good. Which was better? ‘Oppenheimer' or ‘Barbie' Bruce Miller: Okay, so we're going to look at the list. Did you do ten? Terry Lipshetz: I didn't come up because I felt like I didn't see enough of the really good movies. I would say that of all the films that I saw, I would probably rank Oppenheimer just a hair before Barbie. I thought Barbie was a great movie. I thought that it is deserving of any accolade it gets. I would like to somehow see Oppenheimer and Barbie somehow split out awards so their two creative geniuses, because that's what they are, our geniuses, can somehow share without taking away from each other. I don't want to see one of them just like clean sweep and then the other one gets left. So I think there's a way for a best director, best picture, best screenplay. We'll hand out statues to both. But I would just give Oppenheimer like my nudge for best picture. And that's even without yet seeing killers of the flower moon. Bruce Miller: And those are the two I had a, battle to figure. Is it Oppenheimer or is it killers of the flower moon? I'll tell you, I went back and forth on this because they're both too long, bottom line, too long. But who had justified me sitting longer of the two films? And I thought that the end of Killers of the Flower moon was a little padded. Whereas in Oppenheimer they had a trial. There was a moment there where you go, well, this is a whole new movie. This is something else I'm getting from this. And I thought that was very clever. They deserved their time. And so that gave me the little edge for Oppenheimer. So my number one film of the year is Oppenheimer. Number two is Killers of the Flower moon. You have Barbie as number two. Well, Barbie came in at three on my list. Terry Lipshetz: Okay. Bruce Miller: Because the thing with Barbie is, I think that she wasn't just toying, pardon the pun, toying with the concept of a doll and what it has meant over the years. It really was a tale about, now, don't be badmouthing young girls who are playing with barbies, because that's always been the narrative behind Barbie is that, oh, it's like some stupid doll. Know, is, perhaps a little more zoptic than you would give a girl. And that she was kind of dim and there were a lot of things there to unpack and she unpacked all of them. Greta Gerwig, looked at all those kind of angles about Barbie and still came away with the idea that here is a doll that is giving us hope that girls can do everything and that there are stumbling blocks in the road, but you have to figure out how to deal with them. it isn't just riding in your Malibu car with Ken by your side. And Ken was another whole thing. Know, Ken has been an accessory for the most part all these years. He's also in the picture. But Ken had his own little feelings as well. And you go, I kind of feel sorry for Ken. I really felt sorry for Alan. But this is a movie that gives you more than you're expecting. I think it is a great way to look at those kind of characters, especially when you're an adult. When you're a kid, it doesn't know. Barbie is just that character with too many clothes and she loses her shoes all the time. But as an adult, you realize that this was an impressionable character on young minds. And so I think the movie did a great job of bringing that to light. ‘Anatomy of a Fall' is a courtroom drama to watch In my number fourth spot, I have anatomy of a fall. And this is something that you probably haven't seen around much because it's a foreign language film, both in French and German and English. It's about an accident, or what you think is an accident. A young boy, he's about eleven, is blind, and he's walking his dog outside. And when he comes home, they realize that the dad is on the ground and dead. And what is behind this? Did he fall out of the window? Did his wife push him out the window? What is the story behind all this? It's a fascinating courtroom drama that lets you figure out, where do you sit? I happened to talk with Sandra Huller, who's the star of this. She plays the woman who's on trial for this, the mother wife. And she said, I don't go into this taking sides and saying that she's guilty or she's innocent of anything. I just want to play the emotions because it does, it shifts throughout the whole film. And it is a, fascinating look at a case where when you come to the end of it, you will debate with others what was the true story there? And it all comes down to the end where the young boy gets to testify, on the stand, and he talks about what he believes. It won the Cannes Film festival, palm door, award. And you can see why it's lasted. I mean, we're just getting it now. But if you get a chance to see this, please do look at it. Anatomy of a fall. Terry Lipshetz: Okay. Bruce Miller: Number five spot. I don't know if you saw this one or not, but the holdovers, I love the holdovers. Terry Lipshetz: It's on my list to see. And it's one that might, because it's rated r, so it's not one we. Bruce Miller: Were going to go take. Terry Lipshetz: Okay. But yeah, my wife and I have talked about it, wanting to go see it, and maybe we'll be able to do that over the break when my kids go spend some time with my mom for a little bit. Bruce Miller: We're storing you kids. Don't be like the von Eric brothers in the iron claw. Please do not force them into things. But, yeah, I think it was a fascinating look at how we create families. And families can come from the least likely places. It's a prep school in the 1970s where some people have to stay back because either their parents don't bring them home for the holidays. In colleges, there are a lot of international students who don't get to go home for the holidays because it's just too expensive. But this turns out there's one student who's stuck at this school with the teacher he really hates, who's kind of the designated watcher for any of these students, and then the cook, and they all have their own little issues. They all have their own little story, and they come together, and they become the greatest of friends. It's remarkable. Paul Giamatti, divine Joy Randolph, and Dominic Cessa, a newcomer who plays a student, and he's just marvelous in this. Directed by Alexander Payne. It's a film you should see. So that was at number five. At number six, I have poor things, and this is probably one you haven't seen yet, either, with Emma Stone as she's like a Frankenstein's monster. Willem Dafoe has done a surgery on her, and I don't want to tell you too much about that, but he has created this woman who is just learning life all over again. So she's very halting and stupid, and every year or every day, she learns, like, 100 words. I'm now paraphrasing because I don't have my notes on this. And so she becomes very educated about everything, about life, about people, about relationships, and she wants to approach it all on her own terms. And so when she gets to be older, there's talk of marriage, there's talk of other things, and it's just wild, wild, wild. It's black and white. Sometimes it's color, sometimes. Willem Dafoe is just unbelievable. I think he's great in this. Emma Stone is wonderful. And here's one you can't take the girls to because there is nudity. Just know that it's more adult than you'd ever thought it would be. But it's very creative, and I think that's what lands it on the list, because it is just so fascinatingly interesting. The story of Leonard Bernstein is available on Netflix Okay, so that's number six. Number seven, maestro. Again, this is one that's just now, getting the streaming services that's on Netflix. And it's the story of Leonard Bernstein, if you happen to remember him, if you're old enough like I am, to have seen him do those children's educational things about the symphony and the orchestra and all that, you know, the name. And he was one of the biggest conductors in the world, a composer. He wrote a number of huge musicals, but there was kind of a different man behind the scenes. And this looks at his relationship with his wife, Felicia. There's a lot there to unpack because she was that very supportive woman. But he also was a philandering husband, and he had relationships with men that, of course, they wouldn't say anything about back in the. So it was kind of a hidden life that he was leading. Bradley Cooper directed this, wrote this. I mean, he stars in it. He's everything about this. It's his showpiece, I think, really. It gives him a chance to show what he's able to do. He sounds like him, he looks like him. But it's not a chronological look at his life. It's like snippets. It's little things that give you a picture of what he's really all about. Harry Mulligan plays his wife, Felicia, and she is incredible, too. So this is one. It's on Netflix. You can watch it, see it. It's something that's really fascinating because it's more than just a, screen biography. Terry Lipshetz: I saw it pop up in my recommended recently, and I did add it to my list. So it is absolutely on my list of films to watch. ‘Super Mario Bros.' one of the fun movies to watch from 2023 Bruce Miller: Okay, now, before I get to numbers eight, nine, and ten, what else is. Terry Lipshetz: On your list from the standpoint of did I like it, did I see it and enjoy it? I was really impressed with Super Mario Brothers. It's not going to make anybody's top ten list. And it's one of those which my daughter wanted to go see it. I guess I'll go take you to a movies. And I sat there and I enjoyed it. And it was actually fun to watch. And it was worth it, being, a billion dollar worldwide film. And it was one of those films that I think got butts back into the theater, which it's been a long time since that's happened. So that movie I really enjoyed. I also thought that the prequel for the Hunger Games was a lot better than I expected. I had very low expectations on that film. Very low. I didn't mind the first of the trilogy. The second two after that were kind of, Do I really. Bruce Miller: But with this, do you know the characters? Are they like, young people, and then they grow up to become people in what we consider the classic Hunger games? Terry Lipshetz: Yeah, President Snow, he's the Donald Sutherland character from the movies. It's his younger self, and you kind of see how he turned into. Exactly. So from that standpoint, I think it was a real interesting thing to watch. I never read the books. I was never that interested. It was just one of those where, yeah, I'll go see it. It sounds like fun watching kids murder each other. Sure. Why not. Bruce Miller: Isn't that how it should be? Terry Lipshetz: Exactly. Bruce Miller: Shouldn't we just put the kids out there and make them just survive? Terry Lipshetz: That's it, right. Bruce Miller: Otherwise called winter, break. And you've got to try and figure out what to do with them because they'll drive you crazy. Terry Lipshetz: Exactly. ‘American Fiction' another great performance from Jeffrey Wright Bruce Miller: Okay. On my list, number eight, American Fiction. This is another new one that you'll see in theaters now. Cord Jefferson wrote this based on other material, but it's about a black author who is just incensed by the idea. Know, there are these people doing these ghetto like kind of books, plays, whatever, and they didn't live the life, but they see that it sells because there's a white audience out there that wants to read these kinds of things. And so he wonders, well, what if I wrote one of those? So he writes it under a pseudonym. As a result, he gets a lot of attention, has people looking for him to do interviews. And he's trying to stand the download because he doesn't want people to know that, wait a minute, I don't want this on my record, that I wrote this book because I think this book is trash. But yet he's still making money from it. So what's the balance? Know, Jeffrey Wright stars in the film and he's wonderful. I think it's one that we're going to see in the Oscar race. I really do, because it's so very interesting how they approach this subject, particularly now when people talk about being woke and all those kind of catchphrases they throw out there, but it attacks it head on and is willing to make, some choices. And I thought it was fascinating. Terry Lipshetz: Yeah. And Jeffrey Wright, I love Jeffrey Wright. He was in some of the more recent James Bond movies as, Felix Leiter, the CIA agent. And he also was in, the HBO series Westworld. And I thought those two roles, very difficult, challenging roles in their own way, and he nails those characters. So I am really looking forward to seeing American Fiction. Bruce Miller: He's been around forever, Broadway. He's done a lot of Broadway shows. I think he just had one last year. Now he's probably getting his big moment. Terry Lipshetz: Yeah. He's somebody that you've seen him before in so many different things, mostly in supporting roles. I think that's where Westworld really let him shine, because even though that was an ensemble cast, he was a primary character in there. Bruce Miller: Yeah, he is another one of those ones that can always get work because he can play so many different roles and so many different. I love him. I think he's really good. And he makes this film very unpredictable. Very unpredictable. You will not guess the ending of this film. I will wage your money on that one. ‘Air' tells the story of how Nike landed Michael Jordan Okay, number nine. Now, this is one that you should have seen and you didn't. Terry Lipshetz: It's been available through prime video forever. And I keep on going. It's in my list. I'm going to go watch it tonight. And then I fall asleep. Bruce Miller: You probably are wearing Nike tennis shoes. And then you can't even go see the movie. That's terrible. It's air in number nine. Air. And this is the story of how they did the deal for Michael Jordan's shoeline and what kind of maneuvering was done by the people at Nike and what they had to do to try and get him to buy into them. Now, what we don't realize in retrospect is that Nike was not a player back in the know. They wanted converse or they wanted Adidas, but they didn't want Nike. Nike was considered third. And so it becomes this kind of salesman's pitch to the Jordan family that you need to go with us. This is going to be something. And this is way before Michael Jordan was Michael Jordan. He was a college standout, but he wasn't Michael Jordan. Capitalized, bold faced, underlined all that. You see what they have to do, how they sell it, and, you see people that you recognize, but Michael Jordan's barely in the film. If he's in it, I bet it's ten minutes at best. And the character is always shown from the back of the head or the side. You don't see him doing anything except in footage where they show Michael Jordan actually playing basketball. And you go, oh, they did. And that logo that they use where he's jumping in the air, you see that? Where they got the inspiration. What's fun is seeing how his mother was such a good influence in this old thing. And she talks about, it's just a shoe until you put my son's foot in it. Then you see the guy who made the shoes and what a character. He just. It's fascinating. And my favorite one of all is the agent played by Chris Messina, who, again, you can't let the kids watch this because every other word starts with an f. But it is just fascinating to watch this. And, Matt Damon gets the speech of the year when he tells his story to the family of why they should go with. It's just, it's remarkable. You cheer because it's such a good, Look at all that. Terry Lipshetz: Well, now I got to go watch it this weekend. Bruce Miller: So, what do I have to do? I am pulling you movie by movie through the year, and then you won't go see these things. I want you to go to that. Terry Lipshetz: Have you seen my family calendar, Bruce? Have I shared that with you? Bruce Miller: Look, when you said you're coaching, that alone tells you. Right? Oh, this guy ain't the movies. Terry Lipshetz: I'm not going to the movies. Nope. Right. Exactly. Right. Well, what's closing out your list? Bruce Miller: It's called past lives. It's an Asian film that really. Oh, I don't want to spill it. They were friends when they were children, and then they reconnect later in life, and they wonder what their lives might have been like had they been together all along. And it's heartbreaking in parts, heartwarming in other parts, but it's, Greta Lee Tao, you are the actors. It's directed by Celine Song, and it's marvelous. It probably will be one of the ones that will be considered for best international film, but we have a lot of those in the category this year. And normally I don't put foreign films on my ten best list because we don't get a chance to see them all the time. Thanks to streaming, we're getting more of those films out there. And I think you'll find, too, that they have great stories to tell. It's just sometimes I have to do a lot of reading to be able to get to the story. Terry Lipshetz: Sure. Wow. Bruce Miller: So that's a top ten list. Oppenheimer, number one. Terry Lipshetz: Can't go wrong with Oppenheimer. Bruce Miller: Killers of the flower moon. Number two. Barbie. Number three. Anatomy of a fall. Number four. The holdovers. Number five. Four things. Number six, maestro. Number seven. American fiction, number eight. Air number nine. And past lives. Number ten. Terry Lipshetz: Okay, well, that is a list for those of you out there that are like me. Haven't gotten to enough movies this year. A lot to watch during the next couple of weeks as we close things out and then march further towards Oscar season. So we're going to wrap this episode next week. We're going to do our top ten TV shows. Bruce Miller: And that's even more difficult because there's so much tv. Terry Lipshetz: I promise you, Bruce, I will have more to offer in the next episode than what I brought to the table today. Bruce Miller: So we're going to throw you in. you're going to be playing in this one. I will be on the bench. Terry Lipshetz: So I have a lot of time. I can squeeze in a 30 minutes, 45 minutes show at the end of the night. No problem. So I have a lot to offer. So we'll be back again next week with another episode of streamed and screened.See omnystudio.com/listener for privacy information.

EPISODE 1884: In our weekly KEEN ON wrap of tech news with Keith Teare, author of the THAT WAS THE WEEK newletter, Keith talks about why even some of the most highly capitalized AI start-ups are now running out of runway and will not surviveKeith Teare is a Founder and CEO at SignalRank Corporation. Previously he was Executive Chairman at Accelerated Digital Ventures Ltd - A UK-based global investment company focused on startups at all stages. He was also previously the founder at the Palo Alto incubator, Archimedes Labs. Archimedes was the original incubator for TechCrunch and since 2011 has invested, accelerated or incubated many Silicon Valley startups including Around (sold to Miro), Millicast (Sold to Dolby), InFarm, Miles, Quixey; M.dot (sold to GoDaddy); chat.center; Loop Surveys; DownTown and Sunshine. Teare has a track record as a serial entrepreneur with big ideas and has achieved significant returns for investors.Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.

Returning to Taplines today for the second installment of our two-part episode about Blue Moon's historic, controversial rise is Keith Villa, the former Coors brewer who created the iconic, top-selling Belgian-style witbier in the mid-'90s. We discuss the brand's soaring success after its rocky first few years in the Rocky Mountains — and how once Blue Moon found its footing in Coors' portfolio, it started to face criticism from some members of the craft brewing industry, who painted the beer as an interloper to “the movement” that Villa had considered himself a part of. (This is Part 2; make sure to check out Part 1 in your podcast feed if you haven't yet.) Don't forget to like, review, and subscribe! Hosted on Acast. See acast.com/privacy for more information.

Scott Davis is back on the pod this week as he closes out our series on Influence. What is influence? Influence is the power or ability to change or affect someone or something. Last week we talked about influence specialized, and today we talk about influence capitalized. How can I best use my influence for God's glory? For you to help others to grow, you have to be growing yourself. Having a nurturing attitude is huge to capitalizing your influence. People are influenced most by other people who make them feel best about themselves. To become a person of influence you must come alongside people and get involved in their lives. You can teach people what you know, but you can only reproduce who you are – that's influence. Listen to the Men of Iron Podcast on Apple Podcasts, Spotify, Amazon Alexa, Google Podcasts and many more! Subscribe, listen and share! Regardless of where you are in your journey, we have the tools and experiences for you. We provide one-to-one mentorship, small group, and retreat curriculum. Biblical masculinity is an adventure, and we are calling all men to conquer the mountain ahead of us. It's time to climb! Men, it's time to climb! – MENOFIRON.ORG/THECLIMB

1:12 - Not My Beat: Michael Phillips post-games the Commanders 24-16 win over Falcons 14:16 - Atlanta gave Washington a lot of gifts yesterday 24:53 - Around the NFL

Blancpain releases Fifty Fathoms 70th Anniversary and capitalize on the incredible attention they created with their collaboration with Swatch.Phillips Hong Kong Watches Online Auction is in full swing with some cool lots.Sotheby's Fine Watches 8 online auction is also live with some great lots from Rolex, Patek Philippe, and Vacheron Constantin.Monaco Legend Group releases their catalogue for their October auction with some extremely impressive timepieces that are really some for the ages.You can find us on our Website, YouTube, Instagram, Twitter, and Facebook Check out Life on the Wrist Merch!

While Patti spent the weekend in her happy place, it was locker clean-out day all over the league. The Rays have purged their clubhouse of all things Wander, and the Dodgers have literally painted Julio Urias right out of  their history. Shohei cleaned out his own locker but may not be completely absent the rest of the season. Pottymouth checks in with some neglected boyfriend and finds that Thairo Estrada is having his second 20+ stolen base season and leads the Giants in steals, hits, and doubles. Miguel Rojas has found a dance partner in Kiké at the same time his bat is kicking back in. Patti's former OAK bf Matt Olson just set the Hammers' single season record for home runs and leads the league in RBI. Nicky Lopez, initially her KC bf, may have to reschedule his early November wedding now that he too is a Hammer and they hope to have other plans at that time of year. Oriole Park at Camden Yards was the place to be this past weekend with the Os/Rays showdown. Adam Jones retired as an Oriole before the Friday game (check out his kids' qHAR!), where Heston Kjerstad hit a home run for his first major league hit. Queen songs were sung loudly at Saturday's game where we were “having a good time” watching Grayson Rodriguez pitch 8 shut out innings, Gunnar shocking Disney Prince Tyler Glasnow, and Tristan Gray learning you don't get capitalized at OPACY until your first hit. Roberto Clemente Day was observed on Friday with a day of service for the Pirates, and presentations of each team's nominee for the Clemente award. We crosstrain with the new Professional Women's Hockey League who host their inaugural  draft this week, with the backing of LAD minority owner Billie Jean King and LAD Chair Mark Walter. The Mets honored Maybelle Blair with their first Amazin' Mets Foundation Legacy Award. Japan (undefeated since 2012) and Taiwan easily advanced through Group B of the Women's Baseball World Cup.We say “This game goes to 11,” “Complicated and mathy” and “Kabbalistic cosmic number play.” Fight the man, send your game balls to Meredith, get boosted, and find us on Twitter @ncibpodcast, on Facebook @nocryinginbball, Instagram @nocryinginbball and on the Interweb at nocryinginbball.com. Please take a moment to subscribe to the show, and leave us a review on Apple Podcasts or wherever you listen to NCiB. Become a supporter at Patreon to help us keep doing what we do. Say goodnight, Pottymouth.

Built to Fail: The Inside Story of Blockbuster's Inevitable Bust w/ Alan Payne BRT S04 EP34 (197) 8-27-2023   What We Learned This Week: ·         Blockbuster started in 1985, and scaled quickly after Wayne Huizenga purchased it in 1987, 10,000 stores at its height, dominant video rental co. ·         Alan Payne instituted the Video Rental model of HEB to the Blockbuster franchises he ran – segmented movies to rent new ones for more ·         Wayne Huizenga was a stellar Founder who built 3 fortune 500 companies – Waste Mgmt, Blockbuster, and Auto Nation ·         Viacom purchased Blockbuster in 1994 for $8.4 billion, and went on to lose 75% of the value over the next decade + ·         Competition was fierce from Hollywood Video, Redbox and then in 1997 by a new DVD rental by mail company called Netflix ·         Netflix scaled into the internet company it always wanted to be with streaming in 2009       Guest: Alan Payne Alan Payne spent thirty-one years in the movie rental business, the last twenty-five of those as a Blockbuster retail franchisee. He took over a small group of Blockbuster stores in 1993 and grew it into one of the largest and most successful chains in the company. He finally closed his last store in 2018, more than eight years after Blockbuster filed for bankruptcy. Book: Built to Fail: The Inside Story of Blockbuster's Inevitable Bust   From the Back Cover Blockbuster was phenomenally successful in its early years and made thousands rich beyond their wildest dreams. But it was consistently outsmarted and outmanaged by smaller companies. And the challenges began earlier than you think--long before Netflix was even an idea in the minds of founders Reed Hastings and Marc Randolph. Blockbuster became one of the most iconic brands in the history of American business, but it cracked at the first sign of a challenge. From its founding, Blockbuster was a company built to fail. Link: HERE     Alan Payne Bio:   Border Entertainment, LLC - 2000 to 2018 Founded a $34.2M franchise group with 41 independently owned Blockbuster stores. President & Chief Executive Officer Held complete P&L responsibility while managing executive team (CFO, VP of Product Management, VP and GM Alaska Division, VP and GM El Paso Division, VP and GM South Texas Division) with 750 employees. ·         Grew revenue to $34.2M with 41 stores located in Texas and Alaska. ·         Capitalized business with $14M debt and $3M in private equity investment. Investors received over 35% internal rate of return. Fully retired debt in 2012. ·         Grew sales 140% and profitability 190% during industry decline from 2000 to 2007. Expanded through same store sales increases, new store openings, relocations, and acquisitions. ·         Created proprietary management systems by gathering and analyzing data around financial and inventory performance. ·         Developed and implemented an aggressive real estate strategy, identifying heavily trafficked, high-volume locations. ·         Cultivated culture of loyalty, retaining employees during wind down.     Alan Full Bio: HERE       Blockbuster Video[5] was an American video rental store chain. It was founded by David Cook in 1985 as a stand-alone mom-and-pop home video rental shop, but later grew into a national store chain featuring video game rentals, DVD-by-mail, streaming, video on demand, and cinema theater.[6] The company expanded internationally throughout the 1990s. At its peak in 2004, Blockbuster consisted of 9,094 stores and employed approximately 84,300 people: 58,500 in the United States and 25,800 in other countries.   Blockbuster – c/o Wikipedia: HERE   Harry Wayne Huizenga Sr.[1] (/haɪˈzɛŋɡə/; December 29, 1937 – March 22, 2018) was an American businessman. He founded AutoNation and Waste Management Inc., and was the owner or co-owner of Blockbuster Video, the Miami Dolphins of the National Football League (NFL), the Florida Panthers of the National Hockey League (NHL), and the Florida Marlins (now Miami Marlins) of Major League Baseball (MLB).   Wayne Huizenga – c/o Wikipedia: HERE     Notes:   Seg 1   Blockbuster was the premier video rental company in the 1990s. To put it in perspective how big they were, they brought in more revenue than theater ticket sales.   To add to that, if a movie bombed in the theater, it could be saved by video rental. Also with the introduction of DVDs in the late 1990s, movie studios started doing direct to video movies that would be released in rental stores like Blockbuster.   Pre-Internet was a different era for retail sales. In the 1990s you had huge retail companies like Blockbuster for rental movies, Tower records for CDs and music, and Borders for books. In the 2000s with the rise of the Internet, these businesses were all under attack. Netflix was growing with streaming, iTunes add streaming music, and Amazon was out selling borders with book sales.   In the mid-1990s Blockbuster at its height was the dominant video rental store with 40% market share. Hollywood Video is their main competitor with 20% market share.   Per Alan, half the weekly rental business was done on Friday and Saturday night from 7 to 10 PM. Blockbuster on weekends was the place to be, where the community was literally gathering for family night in movie rentals. There were new releases that came out every week and this section of the store was usually the most popular.   With the introduction of the VCR circa 1985 the video rental business took off. There were tons of small mom and pop video rental stores. The business didn't really have to be run that well as the industry was exploding.   Prior to this it was very difficult to see old movies. You had to have seen them in the past in the theater or wait for Network TV to air them. There was no control and very limited choices.   With the onset of Blockbuster in 1985, the video industry became more organized and professional. Blockbuster also had 6000 movie titles to rent, and scaled fast, opening stores by the dozen+.   Cost for Blockbuster to buy a movie was $70 per movie. They needed to rent the movie 20 times just to break even.   Blockbuster stores count were 5500 stores in the US, 1000 were franchisees and then corporate owned 4500. Corporate stores were typically in the larger markets, while the franchises were in the mid and smaller markets.   Seg 2   Alan bio, in the 1980s straight out of school he went to work for HEB grocery, the second largest grocery company in Texas and privately held. It was a $25 billion company run by CEO Charles Burt   In 1986, with the rise of Blockbuster started with just 30 to 40 stores. In 1987 HEB grocery started in the video business using Blockbuster as a model. They would own single location stores that were about 5 to 7000 ft.² in size.   H-E-B eventually opened 35 stores and was beating Blockbuster in sales had to head in the markets in Texas like San Antonio for example. A few years later HEB sold out to Hollywood Video and Hollywood Video went public.   In 1993 Alan got into franchises of Blockbuster working with Prime Cable. The business was struggling as Prime was not a retail company. They had 8 stores in Alaska and 10 stores in El Paso, Texas. Alan instituted the H-E-B model and was able to turn the stores around.   Blockbuster Business Model - Blockbuster legitimized the video business, and made it more professional than the original mom and pop stores that were not run well. Wayne Huizenga had bought Blockbuster early on when it just had 20 stores and he grew it fast.   The formula was simple - all movies regardless of whether they were new or old or rented for three day at $3. The demand for new movies was huge. Blockbuster could've charged more renting new movies.   Alan used the H-E-B grocery video model that was developed. Rent movies by the day and charge more for new releases. Older movie you could charge a $1 a day and people could keep the movie for 3 to 5 days.   There was actually a lot of demand for older movies, and they were 15,000 movie titles of older movies in demand.     Seg 3 Wayne Huizenga is a great CEO and businessman. He was the only man to build three fortune 500 companies, Waste Management, Blockbuster, and Auto Nation. Auto Nation was run by CEO Mark Jackson, and is the premier car dealership.   Wayne admitted he was more interested in building the thing, not running things. He also went on to buy the Miami Dolphins in football in the 1990s, and start the Florida Marlins baseball franchise.   Blockbuster stores were well run, attractive, and demand was high. Their franchise colors of blue black background and yellow Blockbuster writing on the sign were easily visible. They also picked very good real estate locations for their stores.   In 1994, Wayne sold Blockbuster to Viacom for $8.4 billion. In just seven years, built valuation from 1987 to 1994 when built up the business for a return of hundreds of percent. He paid $15 million, and sold it for $8.4 billion.   Viacom rolled the business into its total corporate structure and six years later they spun it off at a $1.5 billion valuation in six years, they lost 75% of the value of the business, it was poorly run.   Viacom was a TV company with major networks like Nickelodeon run by Sumner Redstone. He wanted to get involved in the movie business and use the Blockbuster purchase eventually to get Paramont studios.   Blockbuster when purchased was cash flowing $1 billion a year, it was making lots of money.   Steve Berrard was named the CEO of Blockbuster after the Viacom purchase, and only lasted one year. Then Bill Fields was brought in as the second Viacom CEO of Blockbuster.   Fields had a Walmart background, so he was hired for his experience in retail. He had no clue though how to run the video business. He also lasted less than one year, and the cash flow was starting to go negative.     Seg 4   1997 the DVD was introduced and this would change the movie and rental business. DVDs were created to be sold direct to consumer. 1997 is also the year that Netflix started with their DVD rental business through the mail. In 1999, the video rental business peaked at $10 billion a year in revenues. Post 1999 thru 2006 sales were flat to small growth.   1997 Blockbuster got their 3rd CEO, John Antioco, who served as Blockbuster CEO from 1997 through 2007. He also had a retail background and marketing. He had been at Taco Bell briefly, and prior to that he spent 20 years at 7-Eleven.   7-Eleven is a huge retail store that's really about location and real estate. They sell gas soda beer and cigarettes. They are not known for being great in retail. One thing John did as the new blockbuster CEO which was good, he started to engage with the franchisees.   In the late 1990s you were starting to see technology in the Internet slowly affect new businesses. When Netflix was created they always intended to be an Internet company,  it just took them 10 years to get where they wanted to be.   John running Blockbuster that stable to slow growth. He doubled top line revenue and doubled the amount of stores blockbuster had but the profit margins went down. Had its height in the early 2000s blockbuster at 5500 US stores and 3 to 4000 stores outside the US.   Blockbuster at the typical business fix cost of rent labor and taxes, which were slowly increasing year after year. Gross margin is just the rental revenue minus the cost of the product.   The cost of the DVD product have been cut in half by the early 2000s. DVDs were made cheaper as the movie business was trying to sell direct to consumer, and kill the rental business if possible.   The rental business revenues started flattening out post 2005. Sell through business for DVDs from movie studios was increasing every year, and had tripled in just a few years in sales.   In theory, Blockbusters gross margin should've gone up but instead was declining. They had the Proto typical business math problem of high costs and not enough sales.   The Great Recession of 2008 was really the beginning of the end for Blockbuster. By 2010 blockbuster and filed bankruptcy. It was the end of an era of a very strong stable business at one point for video sales rental.     Seg 5 – Bonus   Netflix started in 1997, with a business model of DVD rental via the mail. Even though Netflix only had a small portion of market share, by 2004 blockbuster felt compelled to compete with Netflix on the video rental via sales but failed.   Netflix originally did not have their subscription model. That model was added a few years in, circa 2007. In 2010, Netflix started adjusting their business model and experimenting heavily with streaming. The streaming business model for Netflix really didn't take off until post 2010.   Netflix created their AI recommendation model. This taught their subscriber base how to enjoy titles. Netflix overall model was customer centric. If a customer liked comedy Netflix could recommend 10 more comedies to them.   Another thing the customers loved was Netflix would release the full season of the TV series at one time. This created the streaming binge watch phenomenon. By contrast Blockbuster had tons of customer data but never did anything with that data. In theory Blockbuster could've been Netflix, and at one point almost bought Netflix.   Netflix original niche was renting older movies with the recommendation model. Netflix also created the queue system. Netflix sent titles in a customer's queue of 20 movies and would control what movies the customer would get sent in the mail.   In 1998, Blockbuster had to start a revenue sharing of profits with movie studios and this really hurt gross margin in the video rental business. Unit volume sales were not stable as time went on. Overall top line volume sounds was inconsistent.   Blockbuster at one point tried the subscription model, but physically in stores. It failed for it did not work in an actual brick and mortar retail store. Blockbuster in the mid-2000s used gimmick solutions which never really addressed the fundamental problems that were happening.   Reed Hastings of Netflix offered to sell the company to Blockbuster in 2000 for $50 million. Netflix wanted to join forces. Reed Hastings goal from day one, was to be an Internet company. Blockbuster was not able to work out the deal, so it never materialized.   Reed Hastings of Netflix was a true founder and original. He had vision. Founders may not be the best operators all the time, but they must have vision. There are some founders though who not only have vision, but also can be an operator. Examples are Reed Hastings of Netflix, Steve Jobs of Apple, Mark Zuckerberg with Facebook.   Wayne Huizenga was a founder, but not an operator. You go from the founder mentality to the operator mentality, but this never materialized in the history of Blockbuster.   Overall, Blockbuster management never really understood the business they were in. They were in the customer business, but never really focused on the customer. This is how over the long term they were beat out by companies like Netflix, and even Amazon.   Peter Drucker (famous business consultant) would ask the important question: ‘What business are you in?' – to understand who your customers are, what they need, and how to market and sell to your customer   Postscript: Alan Payne closed his last blockbuster store in 2018, and then wrote the Built to Fail Blockbuster book. He does not know what his next endeavor is….         If you enjoyed this show, you may like:  BRT Marketing: HERE BRT Business: HERE    More - BRT Best of: https://brt-show.libsyn.com/category/Best+Of     Thanks for Listening. Please Subscribe to the BRT Podcast.      Business Roundtable with Matt Battaglia The show where Entrepreneurs, High Level Executives, Business Owners, and Investors come to share insight and ideas about the future of business. BRT 2.0 looks at the new trends in business, and how classic industries are evolving.  Common Topics Discussed: Business, Entrepreneurship, Investing, Stocks, Cannabis, Tech, Blockchain / Crypto, Real Estate, Legal, Sales, Charity, and more…  BRT Podcast Home Page: https://brt-show.libsyn.com/ ‘Best Of' BRT Podcast: Click Here BRT Podcast on Google: Click Here BRT Podcast on Spotify: Click Here                    More Info: https://www.economicknight.com/podcast-brt-home/ KFNX Info: https://1100kfnx.com/weekend-featured-shows/   Disclaimer: The views and opinions expressed in this program are those of the Hosts, Guests and Speakers, and do not necessarily reflect the views or positions of any entities they represent (or affiliates, members, managers, employees or partners), or any Station, Podcast Platform, Website or Social Media that this show may air on. All information provided is for educational and entertainment purposes. Nothing said on this program should be considered advice or recommendations in: business, legal, real estate, crypto, tax accounting, investment, etc. Always seek the advice of a professional in all business ventures, including but not limited to: investments, tax, loans, legal, accounting, real estate, crypto, contracts, sales, marketing, other business arrangements, etc.  

Mark Wiedeman, director, Captive Insurance Section, Tennessee Department of Commerce & Insurance, said the state recently licensed its 1,000th risk-bearing entity.

Darren Conroy is the founder of Aesthreadics custom weight belts. IG:  @aesthreadics  YouTube:  @aesthreadics  https://aesthreadics.com/ TIME STAMPS: 00:19 BACKSTORY behind Aesthreadics Custom Weight Belts & Skullbellz weight belts by Aesthreadics! 02:56 A WEIGHT BELT is a BODYBUILDER'S “JERSEY!” 06:06 How Darren found a NEED in the fitness marketplace and CAPITALIZED on it! 09:33 Serving CODY RHODES & the WWE. 12:02 Serving CRAIG CAPURSO and the IFBB. 12:55 STEVE COOK & DARREN CONROY: Men's Physique Rivals!!! 18:58 Competing as a NATURAL athlete against “THE BIG BOYS!” (enhanced) 22:50 How to use a WEIGHT BELT as a WAIST TRAINER with TOPICAL FAT BURNERS such as VASO-BURN. 29:01 “BEEF STEW'S” custom belt. 36:16 Lessons learned from RICH PIANA (5% Nutrition) as a FITNESS ENTREPRENEUR. 49:32 How to REVERSE DIET into a bodybuilding competition; don't be afraid to diet “TOO HARD” and introduce REFEEDS if needed. 56:55 How to identify the right COMPETITION COACH. 01:09:13 How Darren grew his Aesthreadics IG account to 40,000+ ORGANIC FOLLOWERS! (Quality work speaks for itself; don't over-sell) 01:17:34 How to identify when to “BUILD YOUR WINGS ON THE WAY DOWN” vs. realizing when to go “slow and steady!” Anything is better than wondering “what if?” SUPERSETYOURLIFE.COM is a HEALTH-FIRST movement dedicated to empowering your aesthetic journey, specializing in KETO-CARNIVORE nutrition and BODYBUILDING coaching plans. 30-minute consultation with Coach Colt: https://calendly.com/ssyl/1-on-1-consultation-30-min SUPERSET Coaching membership inquiries: https://calendly.com/ssyl/meet-greet Also check out our NEW PODCAST called Carnivore Coaches Corner with Jonathan Griffiths and Mark Ennis! Custom Skullbellz™ by Aesthreadics® Weight Belts: https://supersetyourlife.com/products/skullbellz%E2%84%A2-weight-belts

Hell to PayHaving sown the wind,we are reaping the whirlwind.Mother Nature's pissed.WHAT IF THIS IS HELL?The 1995 hit song released by Joan Osborne: “What if God was one of us?” reminded me of another mythical story called “The Rabbi's Gift.” It is a tale of a rabbi visiting and giving a talk at a Christian monastery fallen on hard times, in which he suggests that one of the few remaining monks may actually be the Messiah in disguise. The monks come to embrace this notion as a distinct possibility, a What if…surely not myself, but maybe any one of you…may indeed be the promised Second Coming? and this very idea results in the revitalization of the monastery. What with all the events happening in the world today, and within my living memory, the present seems to be an OCD reiteration of “the past as prologue.” This got me to thinking of another What if?: What if this Earth — and by extension, the whole present universe — is not positioned somewhere between heaven and hell, but actually is Hell, itself? Capitalized to indicate not the relative, everyday hell of good versus evil, but the Biblical realm of absolute Hell? Leaving aside for the moment the other possibilities, such as whether or not there may be a heavenly realm somewhere else, or another universe existing as a kind of purgatory — sandwiched between a paradisical slice of existence and a hell realm — as earthly existence is often conceived. Not in the subjunctive or speculative sense, but in harsh reality. While in the throes of redrafting my recent “DharmaByte” published monthly in our STO newsletter, to post as this podcast, she who shall remain nameless informed me that a relatively obscure but famous-in-certain-circles writer, Cormac McCarthy, had died recently, at 89 years of age. At my age the obits form an increasingly noticeable, and frequent, focus. I followed the link to the online story, discovering that I was familiar with only one of his works, one that had been made into a movie, “No Country for Old Men.” What struck a chord for me was the following: Mr. McCarthy's fiction took a dark view of the human condition and was often macabre. He decorated his novels with scalpings, beheadings, arson, rape, incest, necrophilia and cannibalism. “There's no such thing as life without bloodshed,” he told The New York Times magazine in 1992 in a rare interview. “I think the notion that the species can be improved in some way, that everyone could live in harmony, is a really dangerous idea.” It would be a “really dangerous idea” to naively trust that human nature is basically good, and will out in a benevolent way, in dealings with loved ones as well as with strangers. I have been mildly rebuked for remarking that in Zen, we do not aspire to human nature; we aspire to buddha-nature. Some might like to believe that the two are synonymous, but I beg to differ. What we see on TV every day is reflective of human nature. What Buddha discovered and transmitted is the latter, a potential for spiritual awakening that all human beings are said to have. But sometimes, I must confess, I wonder if it is more likely that while many, most, or even all, human beings may have buddha potential; the likelihood of their realizing it is diminishingly small, approaching zero. Especially with the world population reaching its natural limit, approaching 10 billion, with resultant strain on limited resources. I believe the reason Matsuoka Roshi insisted that “Your enlightenment will be even greater than Buddha's” is simply because it is so much more difficult now. If you do manage to wake up as he did in simpler times, in the midst of all this distraction and tumult, it will be a big f'ing deal, to quote POTUS. Later in the report, a touch of McCarthy humor, sorely needed in these trying times: His characters were outsiders, like him. He lived quietly and determinately outside the literary mainstream. While not quite as reclusive as Thomas Pynchon, Mr. McCarthy gave no readings and no blurbs for the jackets of other writers' books. He never committed journalism or taught writing. He granted only a handful of interviews. Love that expression — he never “committed” journalism — as if it were a crime. I assume it to be a quote or paraphrase. Reminds me of the Tang dynasty Ch'an poem “Hokyo Zammai—Precious Mirror Samadhi” by Soto founder Tozan Ryokai that says, regarding buddha-dharma, “Just to portray it in literary form is to stain it with defilement.” There is nothing that cannot be defiled in some sense, reduced to brute vulgarity by the self-centered depredations of ignorant humankind. Our greater angels may never succeed in conquering our lesser devils. The arc of history may not, ultimately, bend toward justice. At least not human justice. This conjecture is not entirely alien to conventional Protestant Christianity, as I learned when participating as a panelist on an online Christian-inspired interfaith dialog originating in South Korea, with the mission of promoting world peace. Two junior Christian minister panelists, one from Africa, one from the US, went to great pains to explain, to our equally young audience, just how is it that a loving God could permit such atrocities as are daily fare on the news, and increasingly in our neighborhoods, a question that naturally comes up more and more frequently. They held that the doctrine of the Second Coming teaches that the Earth is currently, indeed, ruled by Satan; and that only when Christ is reborn on Earth will the Great Deceiver be defeated, and an eternal reign of peace on Earth will surely ensue. Some anomalies in this belief came out as well, such as that Christ redux will live a normal life after vanquishing the Devil — including marrying and fathering children — and will naturally die, when his time has come! They did not clarify whether he is expected to retire to heaven to receive his reward, letting the kids take over the planet, one supposes. But I was intrigued by the notion that this branch of theism allows for a kind of rebirth — as taught in classical Buddhism — if limited to the “one and only begotten son of God.” Whatever the future implications of my initial hypothesis — that we may literally be living in the real, one-and-only Hell — I think it reasonable that if we take an unblinking look at the operative conditions and emerging trends underway around the globe, for the moment ignoring their many possible causes, a telling description may emerge. A short list from the top of my head — and that you may feel free to embellish — includes, in no particular order: National leaders betraying their own citizens, and waging war on other nations, approving of the bombing of civilians, including children, all the while claiming some just, altruistic or noble motive. Religious leaders giving lip service to the gospel, benefiting from lavish lifestyles of the clergy, while abusing children and/or covering up the rapacious and predatory behavior of others. Charitable leaders pocketing proceeds and ripping off their donors based upon good intentions and genuinely charitable instincts of their victims. Government leaders at all levels promoting myths of free markets while on the take from the corrupting influence of lobbyists. Spouses cheating on, abusing and murdering spouses. Parents abusing and murdering children; children murdering parents. Employers abusing employees; employees murdering employers. Neighbors shooting neighbors; strangers killing strangers; psychotics shooting students, shoppers in stores, and partyers at festivals: in ever-greater numbers.I could go on, as could you, to include reemergent ethnic and racial animus. Or, my personal top three: climate change; widespread pollution; pop-up pandemics. Pick your favorite natural-cum-manmade disaster du jour. But this is getting a bit depressing. My basic question is: Does this not read like a fairly convincing, if not perfect, description of Hell? Or hell on Earth, at least? Isn't it surely going to get a lot worse before it gets better? And the human race will not be satisfied with pillaging and plundering only this poor planet. We may have “slipped the surly bonds of Earth,” but instead of touching “the face of God,” we are plotting to colonize the moon, as a stepping stone to another whole, fresh planet to plunder. Having recently launched its 27th space ship — more than our total launches in history — the private space industry in collaboration with NASA is planning to send astronauts on a ride around the moon and back, then to land on the moon once again, as a launching pad for a future junket to Mars. As a Sci-Fi junkie, I welcome these developments. But as a citizen, I regard them with a healthy paranoia, as to the intent and eventual use, or misuse, of our enhanced powers of world domination. Please indulge me in a flight of fancy: Let us suppose that in the more distant future, the Mars colony has expanded to a sizable portion of the planet, while still reporting back to Mother Earth. At a certain point, what if we make another game-changing discovery. After re-establishing a breathable atmosphere, as once enshrouded Mars, we have had the luxury of time to discover that, indeed, the planet once hosted life, which is earth-shaking enough. But further, that it was in fact once occupied by an advanced civilization of intelligent beings, as imagined by an early astronomer, who discovered what he took to be the “canals” of Mars. Suppose that we discover evidence of historical traces, indications of civilization, long obscured by eons of accumulated debris, much as we still find traces from ancient civilizations on Earth. Like Easter Island, say, but on a planetary scale. We were hoping to colonize, and bring to life, a brand new world, a do-over of the Earth we have left in tatters. But Mars is revealed to be an ancient world, perhaps much older than the tenure of humanity. We now know that Mars was once similar to Earth. But some cataclysm must have occurred, wiping out all life. Or somehow, its denizens managed to blow it up. With climate change looming back home — triggering all manner of natural disasters no longer exactly natural, but karmic consequences of humanity on a global level — we begin to accept the terrifying possibility that we may be truly alone in the universe. And that when and where life occurs, and even when it evolves to control its means of survival, a self-destructive Achilles' heel kicks in. Rather than as God's chosen people, privileged to live in what could have been a kind of earthly paradise, as we would like to believe, we are instead doomed to be reborn, again and again throughout eternity, into this vast, hellish chiliocosm. “When will they ever learn?” on an infinite, and eternal, scale. WHAT IF THIS IS SAMSARA?To wrap this up on a more positive note, the implications of Buddha's insight led to Buddhism's cosmology, which is not blindly optimistic, nor overly pessimistic. It places human existence on one of six planes, with three others below — the realms of animals and insects; hungry ghosts; and the “Avici hell” realm; and two others above — the realm of the Asuras or angry gods; and “Tusita heaven.” The model is based on various degrees of suffering or lack thereof, indicating that only human beings can come to full awakening as did Buddha, because our realm has a balance of just enough suffering, plus the ability to become aware of it as stemming from self-awareness, recognition of the problem being tantamount to solving it, the necessary antecedent to liberation. In the other five realms, there is either too much suffering to overcome, or too little to prod its denizens into the necessary realization, for transcendental awakening to occur. The polar extremes of existence are known as “Samsara” and “Nirvana.” It is thought to be possible, but not likely, that humanity will wake up from their deep sleep and realize the true Way. Which could be tantamount to world peace. But that this can happen does not mean that it is foreordained. It could go either way. It should be noted that this model is not taken as literal, and that whether we find ourselves in Samsara — the world of patience; or in Nirvana — the state of liberation; is entirely up to us; that is, what we individually and collectively do about it. Heaven and Hell are self-created, according to Buddhism. Master Dogen is said to have declared that actually, we do not go from the shore of Samsara to the other shore of Nirvana. The other shore finally comes to us. Matsuoka Roshi questioned the wisdom of spending your whole life yearning for an afterlife in a distant heaven that may or may not be there, rather than dedicating your attention to this life. Shohaku Okumura Roshi wryly commented in a dharma dialog at the Zen center, that everybody says they want to go to Nirvana. But if you go there, there is no one else there. Only bodhisattvas can go there, and they choose to stay here. So, he concluded, our mission is to transform this “ocean of Samsara” into Nirvana. I say to hell with all speculation. You will have to determine for yourself which approach suits you, which model is a higher approximation of your reality.

Getting started with IBC is a huge step – but once you do it, how do you position your capital for maximum success?In this week's episode, Dave and Paul discuss the options you have once your policy is in place. Do you get your feet wet in new investments immediately? Later? Never? Do you let your capital sit, or do you put it to work right away? The fellas discuss all of these common questions that new policy users have – they also talk private lending, how they set up their deals, the safeguards they put in place and much more!Episode Highlights:(0:00) - Introduction(0:29) - Episode beginning(3:54) - I have lots of capital stashed away, now what?(6:54) - Invest in what you know(11:06) - Private lending(14:43) - Asking difficult questions and structuring deals(21:23) - The return and opportunity cost(25:21) - Think like a bank, loaning through a business entity(28:33) - Policy loan rate and how it affects your return(32:06) - Episode wrap-upABOUT YOUR HOSTS:David Befort and Paul Fugere are the hosts of the Wealth Warehouse Podcast. David is the Founder/CEO of Max Performance Financial. He founded the company with the mission of educating people on the truths about money. David's mission is to show you how you can control your own money, earn guarantees, grow it tax-free, and maintain penalty-free access to it to leverage for opportunities that will provide passive income for the rest of your life. Paul, on the other hand, is an Active Duty U.S. Army officer who graduated from Norwich University in 2002 with a B.A. in History and again in 2012 with a MA in Diplomacy and International Terrorism. Paul met his wife Tammy at Norwich. As a family, they enjoy boating, traveling, sports, hunting, automobiles, and are self-proclaimed food people. Catch up with David and Paul, visit the links below! Website: https://infinitebanking.org/agents/Fugere494 https://infinitebanking.org/agents/Befort399 LinkedIn: https://www.linkedin.com/in/david-a-befort-jr-09663972/ https://www.linkedin.com/in/paul-fugere-762021b0/ Email: davidandpaul@theibcguys.com

It's FRIENDS AND RIVALS EPISODE 110 and all of the NHL playoff matchups are set! In the eastern conference you got the Bruins against the Islanders Panthers Penguins or Sabres, the Maple Leafs and Lightning, the Hurricanes against the Rangers Panthers Islanders Penguins or Sabres, the Devils against the Rangers Panthers Islanders Penguins or Sabres, and the Rangers against the Devils or Hurricanes. Clear? Good. Because I don't know what the hell I just said. But what do the Penguins and Islanders have to do to participate in the postseason? Can they both make it? With 2 games to go can the Devils climb into the top spot in the Metro or fall all the way to third? Can the Penguins capitalize on a golden opportunity unlike the Islanders who were Capitalized on Monday? We don't know. No one knows! So scoreboard watch with us on FRIENDS AND RIVALS EPISODE 110!  

If you look on Instagram or YouTube or TikTok, you’ll people who are living out of their vans. These vans are usually beautiful and these van-lifers travel the country and live and work wherever they want. But the challenge with vanlife is that it could be pretty lonely. At some point, you do want a community. Well, today’s guest came up with a solution for that. Colin O’Donnell is the founder of Kift, which combines vanlife with a network of community houses for co-working, cooking, and connecting. Colin O’Donnell is the founder of Kift, which combines vanlife with a network of community houses for co-working, cooking, and connecting. Sponsored byOrigami – If you’ve heard about DAOs (Decentralized Autonomous Organizations) and you want to find out how to set one up for yourself, go to JoinOrigami.com. Even if you’re just interested in how these things work and want to learn more, the Origami blog is a great place to start. Lemon.io – Why squander time and money on developers who aren't perfect for your startup? Let Lemon match you with engineers that can transform your vision into reality — diabolically fast. Go to Lemon.io/mixergy for a 15% discount on your first 4 weeks with one of their devs. More interviews -> https://mixergy.com/moreint Rate this interview -> https://mixergy.com/rateint

Support Side Scrollers by becoming a Patron: https://www.patreon.com/SideScrollers Directly donate to support the show: https://streamlabs.com/stutteringcraig Subscribe to the Side Scrollers Podcast! Follow the team's personal channels: Adam's Channel: https://www.youtube.com/@TheCriglerShow Blab's Channel: https://www.twitch.tv/blabberingcollector Side Scrollers Clips Channel: https://www.youtube.com/@SideScrollersTalksNews Craig's Twitch: http://www.twitch.tv/StutteringCraig This is Side Scrollers, the #1 video game podcast on planet Earth.

Flip The Switch - Prey Drive for Lunch (EP607) COACH BURT HAS A SIMPLE PHILOSOPHY “Everybody needs a good coach in life.”Those that have great coaches outperform those that don't 3-4X and out earn those that don't 3-4X.Burt is both INTENSE and POSITIVE and many like his authentic nature and pure coaching skills of packaging and delivering content in ways that get people to take action and get results.Coach Micheal Burt is considered “America's Coach,” a unique blend of a former championship basketball coach combined with a deep methodology of inner-engineering people to produce at a higher level in the business world. Coach Burt found his unique voice early in life at the age of 15 by starting his basketball coaching career with a junior pro basketball team.https://fliptheswitch.website/pre-book-bump

Joe goes nuclear on coyotes, hairy wife legs and wood chopping child laborless horror stories. Dave gives the gift that keeps on giving the wrong information but boasts the biggest birthday wishes for Joe. Comment. Subscribe. Share. Please. Make it a beautiful day!

Emily Solis shares how animal rights activists use downtimes to capitalize on them and share their message. See omnystudio.com/listener for privacy information.

Grab a copy of my new book:Structuring And Raising Debt & Equity For Real EstateLearn more at www.robbeardsley.me Subscribe to our newsletter and receive our underwriting model package:Rob's NewsletterFollow Rob Beardsley:YouTubeFacebookLinkedInLearn more about us at:www.lonestarcapgroup.com 

In our Toolkit podcast series, we are taking a deep dive into one accounting topic each month that goes beyond the basics and into areas that require judgment. This month, we are covering fixed assets – from acquisitions and capitalization to disposals.Jay Seliber, PwC National Office partner, is back in the guest seat to share insights on the capitalization of assets with our host, Heather Horn.In this episode, you will hear about:4:39 - The first three capitalization stages: (1) preliminary exploration, (2) pre-acquisition, and (3) construction, and the types of costs that can be capitalized in each13:42 - Capitalized interest - key considerations on timing and capitalization rate20:10 - The fourth stage of capitalization: placing an asset in-service and the accounting for related costs 22:59 - The accounting for major maintenance 29:30 - Asset depreciation methods and key judgments in reassessing useful life 35:25 - Final reminders when capitalizing and depreciating fixed assetsWant to learn more? Listen to our previous podcast in this series on asset acquisitions and read about the capitalization of costs in our PP&E and other assets guide. Aircraft major maintenance is discussed in the AICPA's Airlines guide. Jay Seliber is a partner in PwC's National Office. He leverages over 30 years of experience to help clients with their most complex accounting matters, particularly in the areas of mergers and acquisitions, revenue recognition, stock compensation, earnings per share, employee benefits, restructurings, impairments, and financing transactions. Jay is presently PwC's representative on the FASB's Emerging Issues Task Force.Heather Horn is PwC's National Office thought leader, responsible for developing our communications strategy and conveying firm positions on accounting and financial reporting matters. She is the engaging host of PwC's accounting and reporting weekly podcast and quarterly webcast series. With over 30 years of experience, Heather's accounting and auditing expertise includes financial instruments and rate-regulated accounting.Transcripts available upon request for individuals who may need a disability-related accommodation. Please send requests to us_podcast@pwc.com.

Capitalized interest has been the most profitable way that the federal government has been able to collect on the student loans they've serviced. And no one ever tells you this - until it's too late. In this episode, I unpack my experience with repaying an extra $30,000 of capitalized interest and how I was able to eventually get ahead and get on the road to repaying my student loan debt. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Sean discussed the financial diligence process of SaaS companies, common mistakes in ARR, Gross Profit, and EBITDA calculations, the effects capitalized software and capitalized commissions have on cash EBITDA, and many other things. BIOSean St. Germain is a Managing Director at Alvarez & Marsal. He focuses on transactions in the software and technology industry. He has advised clients on domestic and cross-border transactions, including traditional buy-side transactions, portfolio company add-on transactions, public-to-private acquisitions, asset purchases, and sell-side divestiture processes, including carve-outs. Sean is an expert in software revenue recognition, including the new revenue recognition standard (ASC 606, Revenue from Contracts with Customers).TIMESTAMPS01:00 Sean and Alvarez & Marsal05:30 Unique aspects of SaaS businesses09:00 Recurring vs Re-occurring revenue streams12:20 Mistakes companies make in ARR calculation15:35 Cost of Sales17:35 EBITDA Adjustments 22:00 Confirmation of synergies 23:15 Capitalized commissions25:30 Capitalized software29:05 What is Cash EBITDA?33:30 Preparing your company for financial diligence 37:00 Findings that can derail transactionsSeason B is Sponsored by CELIGO, IPaaS for Mid-Market companies.SIGN UP at https://www.saashimi.cloud to receive transcripts of the interviews and news about upcoming guests and events.

Welcome back to the shenanigans that is the Rush Hour. Today we have a jam packed show for you:-PSO2 finally gets a PS4 release date for the west-Sucker Punch announces no new plans to revisit Infamous or Sky Cooper.-Itagaki starts studio focused on web3-Kojima mistaken for Shinzo Abe's killer by Damien Rieu-EA's shit tweet about single player games has pissed off staff.-Mark Venturelli turns gaming talk to anti-NFT presentation.-GOW Ragnarok gets dick pics hoping for release dateAnd also, our brand new segment revealed on this episode. See acast.com/privacy for privacy and opt-out information.

In this bonus episode, I invited my friend Shane onto the podcast to discuss my upcoming book with the working title Sneaky Links and Online Dating. Some of the topics discussed include drafting bios, choosing profile pictures, and some safety practices when going on dates. Subscribe today and join the conversation!   Follow and Support the Podcast Twitter: @Heauxliloquy (https://www.twitter.com/heauxliloquy)   Website: https://www.heauxliloquy.com   Vernon's book: https://amzn.to/3vsZDm5   Vernon's IG: UrFavHeauxst (https://www.instagram.com/UrFavHeauxst/)   The naughtier side: https://bit.ly/3HoU79A   The flirt: https://bit.ly/3ur36Cy   Coaching services available through Slaytor's Playhouse (https://bit.ly/3Deizss)   Donate to Slaytor's Playhouse (https://bit.ly/3qDGUTF)   Slaytor's Playhouse on the Web Slaytor's Playhouse: https://slaytorsplayhouse.com SP Twitter: https://www.twitter.com/slaytorsplay SP YouTube: https://www.youtube.com/channel/UCfS8UcvYHLtiDsfqQqTLJeg   Referrals and Affiliates If you are interested in signing up for Episodic Sound and accessing their list of royalty free music, please use my affiliate link (https://www.epidemicsound.com/referral/2mj5fk).   If you are interested in joining the podcasting world and creating your own podcast, check out PodBean (https://www.podbean.com/topheauxpod). Sign up today and get one month free.   Sponsorship Looking to sponsor the podcast? Email Slaytor's Playhouse at info@slaytorsplayhouse.com.   The Heuaxliloquy Podcast Media Kit (https://bit.ly/35U78Kg)   If you are an advertiser trying to reach a new market, check out PodBean Advertising (https://sponsorship.podbean.com/topheauxpod). Use the link to get up to $100 credits for running your first ad on PodBean.

Hello and welcome to HBR News where we talk about the news of the week! This week we talk about the new UK law that would make it illegal for men to stare at women for too long, the new White House Press Secretary is nearly peak intersectional, the Buffalo shooting, and more!

Click here to register for my FREE Masterclass: https://autc.pro/TSSeng-pod?sl=EN_POD-49347367

Understanding the current leasing terminology Consumer report reviews, always the same winners Different terminology Stick to a short term Research is key Leasing terminology Closed end Open end Divide or multiply by 2400 for the interest rate or factor Acquisition, inception, termination Guaranteed resale value Capitalized cost residual sign and drive Wear and tear Annual mileage allowance Term is important No trading elsewhere now

After Vince bought WCW and performed his epic victory lap, things didn't go as planned for him. In real life, many of WCW's top stars did not come over to wresstle for him. In the storyline, his two spoiled brat children bought WCW and ECW out from under him, and are staging an invasion that threatens to make his victory in the wrestling wars of the 1990s hilariously short lived. In this episode, our hosts cover the InVasion PPV, which was a showcase in the discrepancy of the star power between the WWF wrestlers and those who came over from WCW, and it ended with one of our heroes turning our back on us in a manner that was more confusing than devastating. Follow us on Twitter and Instagram @SnarkMarksPod and subscribe to our YouTube channel!

February 17th, 2022 - It might be tempting to hope that lockdowns, social distancing measures, travel restrictions, and fear of illness would have curbed trafficker activity. Unfortunately, this has not been the case. Traffickers have adapted to COVID challenges in a variety of ways. Listen to learn more. Welcome to The Freedom Story podcast where we bring you our weekly updates, in audio version. For more information, please visit www.thefreedomstory.org. --- Send in a voice message: https://anchor.fm/thefreedomstory/message Support this podcast: https://anchor.fm/thefreedomstory/support

Tom Korski with the latest Blacklocks headlines. Spencer Fernando on the bungled pandemic but can the Tories capitalize? Also UFO Friday with Dave Scott.

David is joined today by Samuel Rines, long-time Chief Economist at Avalon Advisors who has recently joined Corbu as a senior market intelligence expert in the energy sector. David and Samuel explore the U.S. energy sector and evaluate what the future holds in an ESG landscape that has done its very best to bring economic incoherence to its pharisaical agenda.

It's a good time to be an outdoor apparel brand. According to NPD Group, outdoorwear sales are up 45% this year, and some brands have been able to dominate this growing fervor. Teva, the shoe brand known for its velcro strapped sandal, has seen sales grow. In the '80s, when the sandals first hit the market, Teva was the leader in the space. Then, after a couple decades of dominance, fervor died down, as other competitors like Chacos and Keens began to encroach on its territory. But over the last three years the company has been focused on reemerging as a footwear leader. “In short order,” said Anders Bergstrom, Teva's global general manager, “we've retaken the number one position in sport sandals.” Bergstrom joined the Modern Retail Podcast and spoke about how he's been handling all the curveballs thrown over the last few years. Teva -- which is pronounced ‘teh-vah,' not ‘tee-vah' -- has been around since 1985. “The idea -- the notion -- of a sport sandal did not exist until 1985,” said Bergstrom. Teva, he explained, was the first of its kind. “What Teva did was introduce an active component to the sandal category in a way that had not been done before,” he said. That has been the North Star for the brand -- and it's long been associated with its well-known classic style. But the brand has been staying relevant with new styles and even brand collaborations. Some partnerships include the singer Jhené Like, Outdoor Voices and Cotpaxi. “The sport sandal itself is so iconic -- it's so unusual -- that, for lack of a better term, collab partners just have a field day tweaking it,” said Bergstrom. “It's not a blank canvas -- it is just a number of straps that are attached to a midsole.” What also has kept Teva relevant of late is the fact that a certain type of outdoor apparel has become quite fashionable. What some describe gorpcore -- which includes outdoor classics like Patagonia vests and hiking boots -- has become all the rage in New York fashion circles. Said Bergstrom, the way to know a fashion trend is on the horizon is to look at what's going on in Japan. “What we call gorpcore is really just the way people in Tokyo dress, said Bergstrom. “It's really fascinating.” He went on to explain how this has led to a new apparel adage. “If we ever have a question about whether a product is going to work or not, [ask] can you see it on the streets of Tokyo?”

Aurora and I peel back the thought of...What if Universal capitalized on their IPs. Facebook: https://www.facebook.com/PeelingBackthefourthwall Reach out with Feedback of Comments to wadewolf0@gmail.com  Music & Sound effects obtained from https://www.zapsplat.com Our FREE Travel Agent Email: Wade@sharethemagictravel.com 

Advanced Real Estate Investing Training: Podcast Episode #27: What do cargo ships waiting off the coast mean for consumer spending and the housing market 2022 forecast?What are the best assets to invest in right now?How do you find capitalized buyers and turn them into motivated buyers for different types of asset classes?What are some of the best alternative investments for accredited investors and high-net-worth individuals, and how can you get them in on triple net lease commercial deals?Wholesaling scripts and conversational language to use for real estate wholesaling prospects (both buyers and sellers).Full show notes and resources:  https://probatemastery.com/housing-market-predictions-2022-end-buyers-and-the-best-assets-to-invest-real-estate/Watch with video on YouTube:  https://youtu.be/5ntLnU9g64UChad's Probate Certification Course: https://probatemastery.comTime Stamps (YouTube links):0:00 What type of real estate investments will make you money right now?3:00 2022 Housing Market Predictions 2022: How to use market indicators to find the best asset classes motivate sellers to sell now8:19 The Real Estate Supply Chain Conundrum: What supply chains and stuck cargo ships mean for consumer spending power and how that impacts the housing market12:42 Capitalized buyers looking for the best assets: Where to find properties to wholesale in this market right now? 14:34 What is: Triple net lease property investments: Delaware Statutory Trust, Opportunity Zones, shopping malls, and Amazon warehouses.17:26 Best alternative investments for accredited investors: Where do high net worth individuals invest and what constitutes a high net worth individual?Recommended:Digital Door-Knocking for Real Estate Agents and Investors: https://probatemastery.com/digital-door-knocking-for-real-estate-agents-and-investors-a-social-media-marketing-checklist-b2b-networking/Pre-Roll Information: Join our Facebook Group: Estate Professionals MastermindCheck out ProbateMastery.com for the probate certification course and more content.

Dr. Loubna Erraji is a Certified Executive Coach, a Career and Business Advisor to Executives & Entrepreneurs in career transition who want to get unstuck from their suffocating careers. Dr. Erraji is also an Adjunct Professor, Neuroscientist, and Management Consultant with 20 plus years of global experience. During her career, Loubna held corporate roles in sales, marketing, business development, and management consulting within the healthcare and pharmaceutical industry. She managed client projects, developed partnerships, and provided strategic advisory services to large and small organizations (C-Suite and senior executives, Fortune 500 companies, educational institutions, etc.). Loubna earned her doctorate degree in Molecular Biology and Pharmacology from Paris, an MBA in Pharmaceutical Management from Rutgers Business School, and did her post-doctorate training in Neuroscience and Genomics at Columbia University. Loubna is very passionate about guiding high achieving professionals to pursue successful careers, and coaching leaders to perform at their best. Being a career switcher and a high-achiever herself, Loubna is known to work best with other ambitious professionals who are committed to their success no matter what, and want to feel empowered to take their next steps with confidence. Loubna utilizes these assessment tools: Emotional Intelligence, Enneagram, MBTI, and the Neethling Brain InstrumentTM (NBI). She enjoys spending time with her two teenagers and her friends, loves meditation and ballroom dancing. Contact Info: Phone Number: 201.207.5235 Email: loubna@advancisconsulting.com Website: www.advancisconsulting.com Instagram: @advanciscoaching LinkedIn: https://www.linkedin.com/in/loubnaerraji2009/ 

Host Nate Wilcox speaks with Maria Sherman author of "Larger Than Life: A History of Boy Bands from NKOTB to BTS" for a discussion of the history of Boy Bands from Franz Listz, Frank Sinatra, The Beatles and the Jackson 5 to K-Pop. Most of the conversation focuses on Maurice Starr's 80's groups New Edition and New Kids on the Block and Lou Pearlman's *NSYNC and The Backstreet Boys.Let It Roll is proud to be part of Pantheon Podcasts.

Host Nate Wilcox speaks with Maria Sherman author of "Larger Than Life: A History of Boy Bands from NKOTB to BTS" for a discussion of the history of Boy Bands from Franz Listz, Frank Sinatra, The Beatles and the Jackson 5 to K-Pop. Most of the conversation focuses on Maurice Starr's 80's groups New Edition and New Kids on the Block and Lou Pearlman's *NSYNC and The Backstreet Boys.Let It Roll is proud to be part of Pantheon Podcasts.

A brief summary of this episode