Podcasts about cfo

Per-unit pricing for neuromodulators feels logical because that's how you buy the product. But it can create billing anxiety, invite negotiation, and keep patients focused on units instead of results.  In this solo episode, I break down how per-area pricing can improve the patient experience and make revenue more predictable. We'll look at margins, EMR data, and how to price around outcomes without guessing. Patients Shouldn't Be Doing Math in the Chair  When patients have to calculate units during a consultation, price becomes part of the treatment decision. They may ask for fewer units to stay on budget, which can compromise the result. Flat upper face, lower face, or full face pricing shifts the conversation back to the outcome and lets the injector recommend what's appropriate. Build Flat Pricing From Your Own Data  Don't pick a flat rate because it sounds cleaner. Start with your numbers:  Pull average usage by treatment area from your EMR  Include product, labor, injector commission, and membership discounts  Calculate loaded cost and target gross margin  Keep per-unit pricing where precision treatments need it  Some appointments will run higher and some lower. What matters is that the averages come from real usage and the margin holds.  (00:04:35) Pricing concerns in cosmetic procedures (00:07:36) Managing patient expectations and value (00:13:22) Benefits of flat pricing (00:16:06) Shifting toward outcome-based pricing  Take Negotiation Out of the Treatment Room  Patients should be deciding whether the treatment plan fits their goals and budget—not negotiating units with the injector. Clear pricing gives your team more room to educate and recommend the right treatment. Predictable Pricing Makes Growth Easier  Price from actual usage and your full cost structure, and you'll get cleaner margins, more predictable revenue, and fewer cash flow surprises. As you scale, a repeatable pricing model is also easier to train and use across providers. Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.  Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here. 

Send us Fan MailApparently everybody is country now, including people who probably couldn't identify a cow without Google Lens. This week on Mike & Blaine, we're figuring out how country music went from something people proudly claimed to hate to taking over the charts, stadiums, TikTok dances, and apparently half the closets in New York.We'll argue about whether modern country is actually country, why Luke Combs just had NFL stadiums teasing his tour, and how many cowboy hats you can sell to people who've never touched a horse.Beyond the whiskey songs, belt buckles, and questionable line dancing, there is a serious masterclass in business strategy here. What happens when a hyper-specific niche explodes into a global movement? In this episode, we break down the core business tactics and market dynamics driving this trend.Grab a beer, dust off the boots you bought for one wedding, and saddle up with Cash Flow Mike and Blaine Bertsch!Watch on YouTube: https://youtu.be/0uqIq4roHGcWe want to hear from you! beer@mikeandblaine.comLove the show? Visit mikeandblaine.com to buy us a beer!Thanks to our Beer Sponsors:Karen Hairston from 3S Smart ConsultingCPA Larry Weinstein, the Cash Flow Cowboy from Houston TexasNeighbor PatTrey MiltonListen to all our episodes at mikeandblaine.comLearn about:Cash Flow Mike who trains CPAs to provide effective advisory to their clients at cashflowmike.comDryrun Cash Flow Forecasting for the office of the CFO where they get finance teams out of spreadsheets at dryrun.comWatch on YouTube: https://youtu.be/0uqIq4roHGc#CountryMusic #CountryTok #ChoosinTexas #EllaLangley #LukeCombs #LineDancing #Wrangler #Stetson #Lucchese #Ariat #Spotify #CMT #CMA #MorganWallen #PostMalone #CoorsLight #BusinessStrategy #SmallBusiness #MarketStrategy #BrandPositioning #CashFlow #EntrepreneurshipSupport the showCatch more episodes, see our sponsors and get in touch at https://mikeandblaine.com/

Send us Fan MailLEARN THE CAPITAL RAISING STRATEGIES AND FRAMEWORKS used by alternative asset professionals: https://go.fundraisecapital.co/applyEveryone thinks AI just discovered real estate investing. It didn't. One investor cracked this code back in 2009, before AI even had a name, using a data-driven bet on a market everyone else avoided, and built a fund that now runs with zero human underwriters. It started with a $90,000 house nobody else wanted.He used that system to grow to the peak of over a billion dollars in AUM in real estate alone, ranking hundreds of cities a year for profitability before ever making a single offer. I am Ryan Miller, and on Making Billions this week, my guest is Neal Bawa, CEO & Founder at Grocapitus, a commercial Real Estate investment company. Together, Neal and I break down his city scoring method, the LASAL framework for catching failing properties before they fail, and how AI replaced his entire underwriting department.This episode is brought to you by Reef Pass | Serial Acquisition Investors: Reef Pass Investors has spent the last 10 years focused on partnering with founders to launch and build long-term holding companies, and has a proven track record doing exactly that.To reach out to Reef Pass Investors, email holdcofounders@reefpassinvestors.com[THE HOST]: Ryan Miller is a fund manager, capital strategist, and former CFO turned angel investor in technology and energy. He is the founder of Fund Raise Capital and Aequor Capital Partners, and has mentored over 1,000 fund managers across private equity, private credit, venture capital, real estate, and alternative assets globally.[THE GUEST]: Neal Bawa is  CEO & Founder at Grocapitus, a commercial Real Estate investment company. Neal's companies use cutting-edge real estate analytics technology to source and acquire OR build large Commercial properties across the U.S., for nearly 800 investors. Grocapitus Website - https://www.grocapitus.comFree eBook: Location Magic - https://multifamilyu.com/lp/location-magic-ebook/Join Our Investor Club - https://multifamilyu.com/clubSubscribe on YouTube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: https://www.instagram.com/ryanmilleroffical/X: https://x.com/_MakingBillionsWebsite: https://making-billions.com/Support the showDISCLAIMER: This podcast is for entertainment and general informational purposes only — not legal, financial, tax, or investment advice. Nothing herein constitutes a solicitation or offer to buy or sell any security or investment product. Past performance does not indicate future results. Always consult qualified legal, financial, and tax professionals before making any investment decision. NAME NOTICE: "Making Billions with Ryan Miller" reflects the profile and aspirations of guests featured — it is not a promise, projection, guarantee, or representation of any financial result, income, or outcome for any listener, viewer, or reader. Most individuals who consume this content do not raise any particular amount of capital, and many achieve no financial result whatsoever. "Fund Raise Capital" is a brand identifier only — it is not a promise, guarantee, or representation that any member, subscriber, or listener will raise capital, attract investors, or achieve any financial or professional outcome. This show does not constitute a business opportunity, franchise, investment program, or offer of any product or service of any kind. No part of this show should be construed as a solicitation for investment in any way. Guest views are their own and do not necessarily reflect those of the show or host. Host and/or guests may hold positions in assets discussed. This episode may contain paid sponsorships, advertisements, or endorsements. Sponsored content is identified where...

In this episode, Carlos Bohorquez, CFO, UC San Diego Health, discusses the system's growth strategy, its Joint Powers Authority with Palomar Health and the financial challenges facing health systems, including HR1, 340B and potential site-neutral payments. He also shares how UC San Diego Health is using long-term planning, data-driven decision-making and a focus on its workforce to navigate uncertainty and support continued growth.

"Don't ask AI to do something that you don't know how to do yourself." - Gretchen Vance, Vice President Procurement at Forest Lawn Parks and Mortuaries Procurement transformation often comes down to a leader's willingness to push for change, even when the path forward requires taking a risk. For Gretchen Vance, Vice President of Procurement at Forest Lawn Parks and Mortuaries, that once meant putting two pieces of paper on her CFO's desk: a proposal for an e-procurement system and her resignation. In this episode, Philip Ideson speaks with Gretchen about the transformation she has led during her 18 years at Forest Lawn, from digitizing a previously paper-based purchasing function to taking responsibility for the full procure-to-pay process. She shares how procurement supports Forest Lawn's deeply service-oriented mission and why that same commitment to service shapes the suppliers her team chooses to work with. Gretchen also offers a practical perspective on AI. Her team is already using it to analyze data, support RFQs, and streamline contract reviews, but she is clear that procurement professionals still need the knowledge and judgment to recognize when an AI-generated answer is wrong. She discusses why digitization and good data matter, how bringing procurement and AP together can strengthen supplier relationships, and what it takes to lead people through continued change. In this episode, Gretchen also explains how to: -Build supplier relationships around shared culture and purpose -Position procurement as a problem-solving partner to the business -Use AI to save time without sacrificing human expertise and judgment -Create a strong data foundation for digitization and AI -Connect procurement and AP to improve the end-to-end supplier experience -Take calculated risks when meaningful transformation requires leadership commitment -Embrace continuous learning and change as a procurement leader   Links: Gretchen Vance on LinkedIn: https://www.linkedin.com/in/gretchen-vance-cpsm-6869794a/  Subscribe to the AOP Newsletter: https://resources.artofprocurement.com/art-of-procurement-podcast-subscribe  Subscribe to Art of Procurement on YouTube: https://www.youtube.com/@ArtofProcurement   

On this episode of CFO at Home, Vince talks with David Kennington, an author with 30+ years experience working as a tradesman, about trades as a viable path to making and building wealth, David explains how credit cards and lifestyle creep can quickly push tradespeople beyond their means, and notes that trades and technical training often include little financial education, making discipline and understanding the psychological side of spending crucial. They also discuss emotional attachments that drive bad financial choices, the role of spouses and clear communication in correcting ·financial misbehavior,· and how overtime or higher-paying jobs can help pay down debt only if intentionally paired with a plan. Learn more about David and his book, Tradies Earn While You Sleep, at tradiesearn.com 02:05 Trades and Money Burnout 02:38 Credit Cards and Discipline 04:26 Lessons From Mentors 10:17 Knowledge vs Psychology 11:53 Emotional Spending Stories 15:03 Couples and Money Talks 19:18 Overtime and Lifestyle Creep 21:51 Boosting Income and Investing 28:05 From Pay to Wealth Podcast 32:20 Websites, Book and Resources 34:54 Final Takeaways  Key Links: Tradies Earn https://www.linkedin.com/in/david-kennington-b6735340/ https://substack.com/@tradiemoney Contact the Host - vince@thecfoathome.com Want to be a guest on CFO at Home? Send Vince a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/1628643039567x840793309030672500

Six weeks before Lehman Brothers went under, Shiv Verma tells us, he joined a hedge fund as the world felt like it was falling apart. After building structured-credit and CLO models at J.P. Morgan from 2006 to 2008, Verma says he helped buy back assets originated at par for five cents on the dollar.A mentor there supplied a rule Verma still carries: “The best trade you ever make is often the trade you don't make.”For Robinhood's CFO, the line offers a double meaning—and a little fun. In the interview, however, Verma applies it to corporate resource allocation. According to Verma, it is easy to make an investment, become excited, and sell yourself on the idea. The harder work is asking the right questions and “knowing when to say no.”That standard reaches beyond securities. Verma says he applies it when Robinhood considers funding an investment, approving a marketing campaign, or pursuing an acquisition. Restraint is not timidity: Robinhood wants to grow and say yes to many opportunities, he tells us, while balancing business enablement and controllership.According to Verma, acquisitions must offer technology, talent, or greater speed to market, generally accelerating Robinhood by 18 to 24 months. They must also pass the company's IRR, NPV, and internal thresholds.The title may wink playfully at Robinhood's trading platform, but Verma's underlying finance lesson is serious: sound capital allocation is ultimately defined not only by the opportunities a CFO pursues, but also by those finance has the judgment to decline.

PE-backed CMOs have to make marketing make sense at board speed.  The questions come faster. The comparisons come from portfolio companies that look nothing like yours. And no budget line stays "just marketing" for long.  In this episode, Drew talks with Kevin Ruane (Precisely), Julie Kaplan (Higher Logic), and Alan Gonsenhauser (Demand Revenue) about what it takes to succeed as a PE-backed CMO. They explain how to learn the investment thesis, build CFO trust early, use customer success as a signal source, and make growth more predictable, explainable, and easier for the business to back.  In This Episode: Kevin shows how to make brand and demand credible with PE sponsors by tying every investment to a clear business story Julie explains why CMOs need to understand the PE firm's thesis, exit story, and pressure points before adapting the marketing plan Alan shows how PE-backed CMOs make growth more predictable by owning outcomes and translating marketing into financial language  Plus: Why PE-backed CMOs need a business point of view fast How marketing becomes the glue across the business Why CFOs need to see customers, not just line items How to use board meetings to sharpen priorities Listen in for how PE-backed CMOs can turn the investment thesis into a stronger marketing agenda, make every bet easier to defend, and show the business exactly how marketing creates value.  For full show notes and transcripts, visit https://renegademarketing.com/podcasts/ To learn more about CMO Huddles, visit https://cmohuddles.com/

Dave Goyal, Founder and CEO of Think AI Corporation, is driven to Turn Disabilities into Unique Abilities by using technology to empower disabled entrepreneurs and help businesses unlock the value of their data. After contracting polio as an infant, Dave transformed physical limitations and early adversity into a passion for solving business problems, building companies, and giving back to society. Through Think AI, he helps manufacturing and healthcare leaders use data and AI to generate real-time insights, improve productivity, reduce costs, and create new opportunities for growth. In this conversation, Dave introduces The 3G AI Augmentation Framework—Gap: Where are we losing time, quality, ability, or capacity? Grow: Apply AI to augment people and improve that work. Glow: Institutionalize the solution so humans and AI collaborate effectively. Dave also shares how his private second brain and AI executive agents save him up to 80 hours per month, why human control and security must remain central to AI adoption, and how authority, trust, people, customers, and culture drive business growth. He also discusses his book, Real-Time Business Intelligence Mastery, and his vision for creating a venture studio for disabled entrepreneurs. — Turn Disabilities into Unique Abilities with Dave Goyal  Good day. Steve Preda here with The Management Blueprint. And today my guest is Dave Goyal, the founder and CEO of Think AI Corporation, which helps CTOs and CIOs in manufacturing and healthcare turn siloed data into real-time insights and automation, creating reduced downtime, increased efficiency, and going from weeks to days in project launches. Dave, welcome to the show.  Thank you for having me, Steve.  Well, I’m really curious to learn about you and your company, Think AI Corporation, but first I’d like to ask you about your personal why and how you are manifesting it in your business.  So thank you again, Steve. I’m really excited to be on your show. I’m in the data and AI business, and really tech innovation, for the last 30 years. In this particular company, Think AI, I have a partner, Manish Bhardia, and we both have been working very actively with Microsoft partners, the Microsoft ecosystem, and implementing data and AI solutions for midsize companies and manufacturing companies. You went on why, which is amazing.  My why: I’m a disabled entrepreneur. I have this hunger for building businesses. I’ve built nine businesses. We can talk about it later. And five of them were miserable failures in my books. Not all of them were that miserable, as I say. But five of them were failures, and I learned a lot from them. And I’m really motivated now to expand it further, to give back to small businesses.  We’ve been working with midsize and enterprise clients, but to midsize companies, and then motivate—I have a 15-year-old kid—so motivate young people and also small businesses to make use of the power of their own data and use and consume AI on a day-to-day basis. That’s my why.  Wow. So, to learn the power of their own data and use AI, why is this important to you?  The main reason is I am passionate about technology. Everybody is good at something. I am really good at solving business problems using technology. Being a disabled entrepreneur, I did not have a lot of luxury initially, even walking. Eventually, I started using braces, started going to different countries. So the passion became really the source of energy and motivation, and that passion is now going to a level where I want to motivate people like me who are disabled entrepreneurs and want to go into this kind of business. So my real passion is technology and giving back to society using technology, to sum it up.  Wow. So you mentioned this disabled entrepreneur. I’ve never heard this term. I mean, you talk about minority entrepreneurs, women entrepreneurs, you know, veteran entrepreneurs, and actually the government recognizes these categories, but I never heard about disabled entrepreneurs. So would you mind sharing a little bit about what happened to you and how you got into this entrepreneurship?  Sure, yeah. And that’s really good, by the way. I don’t see anybody else using that term but me, so probably I should keep it with me as a copyright term. Just joking on it. But having said that, every disability brings some kind of ability. That’s why sometimes they call it differently abled. When you have these abilities, you don’t know the source or the channels to use them. So, for example, blind people, they may have a lot of great listening power. That’s why they are into music most of the time.  Sometimes they have amazing reasoning and critical-thinking power, but they don’t know how to channel it, so they fight on a day-to-day basis with these issues. Bringing it back to me, I have polio. When I was six months old, I got hit by the polio virus. Initially, for a few years, I had to just lie down on the bed, had a lot of physical therapy. Then I was able to get up and sit, at least. Then my father was carrying me to school, and I could see the kids were going out and playing. I got beaten up because of that, too, because kids don’t understand. No fault of theirs that I’m not throwing the ball at them and they are playing.  And so that brought a lot of negativity in me. Eventually, my grandfather and my father helped me get over that, and I started channeling that into building businesses. So I started teaching music. I learned music through some of my friends. I started teaching music during my college days and started making money. And I had a blind friend, and he needed money because he was abandoned by his parents, so I had to help him out. I started making some money. I was doing well with my family, so I could just pay everything back to him. So that seed got planted there, and I didn’t know what to do back then, right?  Still a 14-, 15-year-old kid or a teenager, in this case. So I started getting into that mindset of, how about I build businesses for me and then start helping out the community? I’m still not there yet. I’m going towards helping that community. But I want to identify disability in three ways, not just physical. So those three are physical, but the bigger one is mental. A lot of people are really mentally blocked, and you see people, you know, “Oh, I can’t change anything in my life.” People die by suic*de. Kids get into depression. This is a form of disability, by all means.  I don’t think education, parents, and community are doing so much about that other than having a cliché thing that, “I was a victim of depression, so I’m doing that,” just to show off. But really, to help out the community in a methodical manner, that doesn’t exist. Second, physical disability, like I said, given by God sometimes, like war veterans and others, then you feel really limited. So what to do with that? And I come into that category, so I know that really well. Third is financial disability. So a lot of financial disability is in the mind, too. I’ve heard a phrase called, “You don’t die by hunger; you really die by indigestion.”  So you would find ways and means to make money even if you’re a completely disabled person. So I don’t think finance is an issue in general. So these three areas, to me, are the real disability areas. I’m obviously only working on one today, which is physical disability: how to identify the potential of people who can create something different within that limitation and then make a change in the world. So that’s the motivation. That’s my Life 2.0, where I’m moving now. Love it. Love it. So how did you have time to build nine businesses?  I started it in 1993, ’94, I believe, or ’95, I think. And they’re one at a time. Today I have about three. I sold one. And yeah, I did not have time. One of the big challenges when I built these three in the last six, seven, eight years, the biggest challenge I faced is I do not have time for working with customers, which I love to do—talking and listening to their business problems, solving those problems. I end up doing a lot of operational work.  Post-2020, and it’s a very blunt thing to say, people got lazy. They want to change jobs, make more money, do moonlighting, do multiple things, but not work hard like we did back in the days. And that kind of pushed all of us small businesses to do a lot more management of resources, especially human resources, in a distributed environment. I have teams in India, the Philippines, Canada. So that became a bigger challenge. But having said that, AI came as a savior. In the last 18 months, AI has changed quite a lot.  And if you don’t go into a debate of whether AI is good or bad, or you’re a skeptic or an enthusiast, AI can really help you if you really put together how it can help you. It should not replace you, but it should give you an additional helping arm. In my business, I started deploying C-suite. So I still have a VP of operations. My business partner is into sales. But then I started filling in other functions, like a fractional CFO, as an example. My fractional CFO is monitoring my top line and bottom line. I call him Felix. I have to give names to AI agents.  So Felix is actually looking on a weekly basis at what invoices are billed, if we have vendors or employees, what we need to pay, where our expenses are going, what’s the monthly or maybe six-month cash flow run. Are we within limits? Do we have borderline cash availability so that we can survive? So it started to do a lot of things. But not only that, because we are feeding our own data, our own mind, I have built my own second brain. It started to read off of that and started giving me insights that a human would not give me. And even if I hire a fractional CFO, he will only hear what I have to say, look into some of my books, and then give me some blanket suggestions.  Here, this is really tailor-made to our problems, our situation, and it worked phenomenally well. So I’m building that as a product now. It’s not done yet. Then I also deployed my own CMO called Sasha, and she started to look into my marketing angles, my branding, my voice, my identity. I love writing, but now AI can help me—not just create a blanket AI post or something, but really read how I write, what I write. So I create ideas. It helps me research, does a factual check on it. So I give 100 words. It can take those ideas and then expand into newsletter articles or a big campaign.  I can start building different case studies for our customers, proof of concept, building podcasts such as these. So this started freeing up—I only talked about two executives, and I have seven of them—but they started to help me free up my time. And believe it or not, I am getting about 40 to 60 hours, and in good months, about 80 hours per month. So 30 to 50% of my regular time is freed up. So that time is now going into this movement that I’m thinking about, which is disabled entrepreneurship.  Wow, that is impressive. So tell me a little bit about this. This is a podcast of frameworks. So do you have a framework for maybe launching an AI agent like that?  I definitely do, and I want you to expand on it. But in terms of what I have, I look into three things. Where is the gap in terms of human? Where I see either performance issues, quality issues, or availability and capacity issues. So what are those things which don’t hit my security side of things, don’t interact with my customer, and still help me in my operations? That’s the gap we look into. How can we use and fill that gap to grow what we need to work on? And then last, so I use three Gs with my last name, Goyal, right? So Gap to Grow to Glow.  So now how can we use this in our business to glow and create an environment where even humans can interact with this AI persona? So we are always big on human-in-the-loop or human-in-control with any AI solution. So it always starts with the gap. Where is the gap? Where is it taking time from one of the human sides of our team?  I like that. I like that you isolated those things which are less risky to develop, because I think a lot of people are held back by this idea that it’s a black box, you don’t know what you’re getting into, you don’t know what you don’t know, and it’s risky, and then they don’t do anything.  But you actually isolated that customer interaction is a risk you don’t want to live with right now, and security is another one you don’t want to, which, I mean, it’s obvious. But if those are not hurt, then really what is the risk you’re running? So I like it. So how do you fire up an AI agent like that?  So in terms of technology, I’m using a few things. I’m using Claude Code, the full Claude environment. So we build it off of that. Back in my days, I worked as a white-hat hacker, so the security angle we mentioned, I’m always so worried about hacking and security. So I have a completely isolated environment at my home on a Mac Mini, a really powerful Mac Mini, and that cannot go out on the internet and do things. And nobody can inject anything.  But then I still need to feed information to it, so I have another machine where the only job of that machine is to provide information to this system. So I have my own second brain mapped into Obsidian, which is a note-taking application, but it’s really organized. So I first fed all my knowledge. I’ve recorded lots and lots of audios and documents, and it has learned. So I built that system first, like Dave’s second brain. And my second brain has learned everything about me. Nobody can see it but me. That’s my initial basis, right?  After that, I built a working memory for my agents, for my company, and I’m doing it for one company at a time. Think AI is not completely live on the system, but Data & AI Studio is, which is a solo entrepreneurship business that I have. It is learning everything about that business as we speak. Even the transcripts from these podcasts and other places go into it, and it learns from it. There will be some insights which it will find, so it retains them. So Claude Code, Mac Mini, Obsidian—these are the basis. And then I’ve deployed my own personal models, like DeepSeek, and that is sitting locally on that machine.  So the model is local. The downside is it’s not getting updated, so I only update it when I feel that it’s right. Not risk, it’s really the downside. There’s no risk in it. So you’re not on the latest and greatest, but you don’t have to be on the latest and greatest all the time. So Claude Code is on the latest and greatest, but when we deploy, it may not apply certain features that Claude Code is making available. And that’s fine. That’s the risk I’m taking. That’s the trade-off I’m taking. And the system is working great for the last six months.  In the last 18 months, even though I started AI about 28, 30 years ago, the last 18 months is when I learned the new-age AI, and the last six months is when I started building this in an iterative manner. And it is pretty stable now. It can do a lot of things like I mentioned. So your agents are running on your Mac Mini off the grid?  Yes.  And then you’re feeding information with another computer to it to essentially give them the raw material from which they can build stuff, right?  Right. A good example there, if I may expand: we use QuickBooks in our accounting system. It cannot read QuickBooks directly, but we, being a Microsoft partner, understand technology. I can write a job which can push data into the Mac Mini. It doesn’t read off of it. My Mac Mini, which has the agent, doesn’t know where that data has come from. It has the data, so it’s already synthesized.  It cannot communicate with others. So that’s the calculated risk we take, right? Getting the data from one angle, one way, and then it’s synthesizing and analyzing data and getting insights out of it. So that’s the balance of systems that I have.  I love it. That’s very clever. And what is your main business anyway? Because you talk about three businesses right now. What is your core business? What is your flagship business?  The flagship business is Think AI. It’s a consulting organization, a three-time Inc. 5000 winner in terms of growth. We have our own team, but then we also use a lot of vendors which are qualified by us throughout the world. And we are Microsoft Advanced Specialization partners. What that means is we are in the top 2% of the worldwide partners within the Microsoft ecosystem, which is about 500,000 partners. And we work mainly with midsize manufacturers, and sometimes healthcare if they are okay and open to AI, and if not, data. So we go in there, look into whether they have a data and AI strategy.  If they do, we work on their initiatives. If they have the initiatives. If not, we create the initiatives for them by doing some POCs and whatnot. And once we get engaged, we do deliverables like consulting services. But it’s not like typical consulting services where you place a resource. It’s really a value-based delivery model where we try to understand two business imperatives. One is what can help them make more revenue. And if we cannot find that, what can help them be more productive and have cost-cutting in one way or the other.  So these are the two main business imperatives we work on. When and if we align with that, then we give them a roadmap, a phase-wise approach, which they can do with us or with somebody else, and then we keep delivering on it. So that’s the whole model.  So what drives growth in the Think AI business?  I mean, finding more customers, to say the least. And that becomes difficult because today everything is becoming a commodity. So one good learning, by the way, I need to share with the audience here. When you’re a small business, you think your brand is the value that you have. It’s the founders who are the brand. So it’s Manish and me. Manish, my business partner, is really big in productivity, project management, and that kind of thing. And I’m really good at building solutions using tech. And together we have about 55 years of experience.  And then our key team members are ex-Microsoft or MVPs, Microsoft Most Valuable Professionals. So we hire a really strong key team. And the team below, we can either fill with our members, hire our own members, or go to the vendors also, and we tell it to our clients also. So our delivery model is we are the ones who are delivering. The guarantee is taken by Manish and Dave, not by Think AI. We have gotten into that situation. We are about 95% successful, so there’s a 5% failure. And the failure is either because we have the wrong team member, the communication between the client and us was not clear, the scope was not clear, the definition of value and done was not clear, and we have learned from it.  So our business model is towards that, and that brings us growth because we work with a number of partners. Manish is part of a lot of Microsoft channel partner networks. We provide complementary services to those partners. So one channel is we work with a lot of partners because the trust is there. Authority and trust are the two factors we have understood which establish your business, and it’s the founders’ authority and trust, not the company. Company will build on its own. So we started building our own authority and trust, and that gets us growth. It’s not at the level we’d like, but we are happy.  You are happy. Okay. So what is your vision? What would you like to make out of this?  So we have an exit plan, at least on Think AI. And like I told you, Manish has his own. That is up to him. For me, I want to create this venture studio for disabled entrepreneurs, get the funds from here, and then harvest, go across the world. So three hobbies I have.  One is travel. Second is reading, writing stuff, books. And third is music. And entrepreneurship comes in this whole surroundings, in this whole ring, so it’s the foundation of it. So we’re going to build this disabled entrepreneurship venture studio with a little bit of funds from our exit, and hope to grow there and hope to retire or die with that thinking.  Love it. Love it. It’s fascinating. So you have a book that is on your LinkedIn page, Real-Time Business Intelligence Mastery. So tell me about this book. Why did you write it, and what’s it about?  Sure. So we went into a coaching program. Up until 2022, we were arrogant enough to say, “Oh yeah, we can do everything on our own.” And then slowly we realized we need help, and we started taking help. We went to a couple of coaches in India where they were coaching us either on how to manage operations and operational excellence, and then another coach who’s like a life/building-your-brand marketing coach, and he inspired us to write a book.  Now, I’ve been writing in my own native Hindi language, songs and compositions, but writing a book was a dream, and I thought it’s a big undertaking. But with their little bit of motivation and help, not in writing, but in the angle of what a book can bring. So I have a lot of experience working in midsize manufacturing organizations, working with CTOs and CIOs, and business intelligence is delayed. So it’s either a one-day delay or a week delay or a month delay, and it’s more reactive in nature.  So the book was more about how you can build a real-time business intelligence culture so that you can get the insights from your data, make actionable insights, take actions on it, and grow your business for those two imperatives I talked about, which is grow your revenue or increase your productivity and decrease your cost.  So are you writing about some of the things that you talked about? Leveraging AI, building AI agents?  It has more about—so I wrote it in 2022, I believe. It has a lot more detail about. AI was not as popular, right? I mean, I did write about AI in it, but it was more about building a data culture than AI. It does talk briefly about AI because real-time is going very closely with AI. That’s the enabler for AI insights or data insights through AI. So it does talk a little bit about AI, but it talks more about tech leaders like CIOs and CTOs. What do they need to do? How do they need to build a culture around harvesting data, bring the data, build the team, where to take it? So it has those details.  Okay. That’s fascinating. Who is this book for? Is it for founders? Is it for C-level executives? Who is the target?  Like I said, it’s for tech leaders, CIOs, and CTOs of midsize organizations.  Okay. That’s awesome. And these are the people that are your target customers as well at Think AI?  Yes. That’s our true ideal client profile too, and that’s whom we have worked with all our lives. So they’re close friends, target audience, and customers. Future customers and current customers.  All in one. All in one. That’s so nice when you write a book to your friends. That’s a very cool concept. So let me ask you this, Dave. If you had a magic wand, you’ve done a lot of things in your business, you built nine businesses. You learned from some of the failures that you had, which is part of entrepreneurship, and now you created AI agents, and then you have a second brain, and you’re leveraging all that technology. So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would that be?  I wish I had more senior leadership. Any business works with delegation. We have a couple who are really amazing, and they wear a lot of hats. But growth depends on three things, right? Being in front of the right customer, having the right team, and having the right product. Our product is people, unfortunately and fortunately. Customers, we are very happy and excited, and they trust us. We know how to get to them. We know how to create value for them. We are very satisfied. Everybody would say, “I need more customers,” and we would do that too.  But I think more important is what product you are offering. So then people are what we are offering, and we are competing against big ones like Accenture and Avanade and Cognizant of the world in our business, the tech consulting business. But then we are not competing against cost; we are competing against value. So how do you create value? You find a valuable customer. They understand our language. The next level is, where is the product, which is the people? And that management becomes quite difficult. And harvesting and getting the right people in place is a job by itself.  So kudos to those large companies if they’re harvesting one, although that’s debatable because when we go to the client, they complain a lot about their resources as well. So harvesting the right product and the right team is the key. And how do you do that? If you have the right leaders on top. Two partners alone cannot do that. So building more leaders underneath is the key. We are able to build a few, and I wish we could build a lot more. So when you have the right core team, your growth comes in, is my belief system. It could be different for everyone else.  No, I think it’s a very deep insight, and very few people actually talk about this idea that the purpose of a business, especially in today’s AI age, is to build leaders. That’s your purpose, because people will take care of everything. They’re going to run your AI agents. They’re going to manifest your vision. But you can’t have just AI agents in a company, right?  Because then the mental load is so much on the leader, and then the single-person dependency becomes critical. So is this what you mean by this? Where do you come from with this idea of harvesting people and leaders in the business?  Absolutely. You said it well. Building leaders doesn’t just apply to an organization, whether small, medium, or big, but even to countries. If you don’t have the right leaders in place, it’s going to bite you back. And all cultures, some of the top management consultants will teach you to go into succession planning. That is what they really mean by that.  It’s not succession planning by, okay, replace a CEO with a CEO. It’s the mindset. Apple is a great example of it. Steve Jobs hired Tim Cook from Compaq, from that world, and he had that vision. Obviously, he had a mission, but he had the vision—who to take, where to take, and what they would do. And that legacy continues even today. So Apple didn’t change a single bit in their model. And people would argue and debate, and that’s fine.  But when I see it from my eye, he built a great leader. When he did that, the company stayed the same, right? So it’s not about what products Apple is creating today, whether it’s iPhone or iPad or Apple Vision Pro or some of the other things that they are doing, but it’s really that leader. Same thing went with Google, or Microsoft, Satya Nadella. And you see the right leaders were built by these founders. And by any means, we are not that big, and hopefully we can get to some place which is pretty good in our books.  But finding and building the right people, it gives you a lot of satisfaction, happiness, bliss, if you can give it back to somebody who’s capable enough. And I’m always in hunt of the right people, building the right team in place.  It’s so interesting you mention Apple because when Isaacson came out with the Steve Jobs biography, he said, basically, I think it’s in the preamble of the book, that Steve Jobs wanted people to remember him not for the products that he created, but the company. So his biggest contribution was creating a company. And I didn’t get what he meant by it.  But if you witness the last—since he died 13 years ago—the last 13 years, this company has gone from strength to strength. Ninety percent of its market capitalization has been created since he died, right? So it keeps growing and keeps going from strength to strength, and that is the culture and the people that he built. This is the company he built. So it’s quite an amazing idea.  I was about to comment on company. Something came back to me or reminded me that companies generally build on three pillars: customer, people, and culture. And if you don’t have the right balance of it—so, the right people, but if you don’t have the right culture, they’re going to run away. If you don’t have the right customers, you should have the ability to say no to certain types of customers too. Like Apple never targeted small, cheap products.  And when I say cheap, meaning which doesn’t have the right quality in place, not about the cost. It’s always cost versus quality. So they have really struck the right balance in those three angles, and I think that’s the right way to do it. Some are able to do it, some are able to push through to do it, and some are not. But that’s where I think the focus needs to be if you are a founder. Find that right balance of people, client or customer, and culture.  Yeah.  And that is your core values too.  Yeah. I agree with you. That’s wonderful. If you are listening to this conversation with Dave Goyal, and you would like to learn more about him and what he does and Think AI Corporation, where should our listeners go to learn more?  Thank you for this opportunity, first of all. And people can find me on LinkedIn by my name, Dave Goyal. I’m very active there. I recently started a YouTube channel with the name Dave Goyal, so you can find me on YouTube. And mainly on LinkedIn, I have a newsletter on AI, and I’m pretty passionate about what’s happening in AI.  So I even publish AI news this week, but with a different angle, a builder’s angle in mind. And last but not least, you can connect with me through LinkedIn for a 15-, 30-minute call. No angle there. I will just come and help you if you really want to do something with AI. I can listen to your challenges or your fear of missing out, if that’s the case, and tell you if AI is the right fit for you or not, and what you can do on your own also. And if you need our help, we are happy to.  That’s fantastic. So take Dave up on his offer, which I think is very generous. And obviously, Dave, you know what you’re talking about. You built a second brain. You’re running AI agents. Your C-suite is chock-full of AI agents, which is very impressive. I’d love to learn more about this myself.  So if you’re curious about that, make sure you book a call with Dave or check out his stuff. Where is your newsletter? Is it a Substack? Where can people find your newsletter?  It’s on LinkedIn. It’s called Data & AI Demystified in my profile.  Okay. So that’s easy. So we can go to Dave’s LinkedIn profile. And if you enjoyed this conversation, make sure you subscribe and follow us on Apple Podcasts and YouTube. Give us a review because every week I bring in a couple of exciting entrepreneurs like Dave who share their favorite frameworks with you. So Dave, thanks for coming, and thank you for listening. Important Links: Dave's LinkedIn Dave's website

What is the real reason your first accounting hire is drowning? When should a business owner stop DIY'ing their numbers and bring in real help? What is the messy truth about the first 12 months as a CFO? Why do strong finance hires fail in the wrong setup? On this week's episode of the Crushing Debt Podcast, Shawn & George talk to Wassia Kamon, CPA, CMA, MBA, the Chief Financial Officer of Access to Capital for Entrepreneurs (ACE), a leading Community Development Financial Institution (CDFI) based in Georgia. She brings more than 15 years of experience across manufacturing, technology, pharmaceuticals, and the nonprofit sector, with leadership roles in accounting and FP&A. ​Named the 2025 CFO of the Year by the Atlanta Business Chronicle and a two-time CPA Practice Advisor 40 Under 40 honoree, Wassia is a keynote speaker and guest faculty member for the Wharton Online FP&A Certificate Program. Her insights on finance leadership and governance have been featured in The Wall Street Journal, Accounting Today, Fast Company, and Strategic Finance. ​She is the host of The Diary of a CFO podcast, where she interviews finance leaders about team leadership and the realities of the modern CFO role in growing organizations. She serves on the AICPA Women's Initiatives Executive Committee and the AICPA Future of Finance Leadership Advisory Group. Please visit Wassia's websites at www.wassiakamon.com and www.TheDiaryOfACFO.com  Let us know if you enjoy this episode and, if so, please share it with your friends! Or, you can support the show by visiting our Patreon page: https://www.patreon.com/crushingDebt   To contact George Curbelo, you can email him at GCFinancialCoach21@gmail.com or follow his Tiktok channel - https://www.tiktok.com/@curbelofinancialcoach   To contact Shawn Yesner, you can email him at Shawn@Yesnerlaw.com or visit www.YesnerLaw.com. 

Send us Fan MailShownotes can be found at https://www.profitwithlaw.com/548.Early retirement and financial independence are the dream for almost anyone, but how do we plan for and achieve them? How much money is needed to retire and be financially independent? Is the income from your law firm enough? If not, how can you get cash flow outside your business?In this episode, Sarah Young of Young + Co joins Moshe Amsel to discuss the value of CFOs in making financial decisions and planning your firm's growth trajectory. She builds on her years of CFO experience and shares tactical ways to increase your cash flow, prepare for retirement, and achieve financial independence! If you want to know how to create cash flow outside your law firm, this episode is for you! Resources mentioned:Law Firm Growth WorkshopTake the Law Firm Growth Assessment and find out how you rate as a law firm owner! Check out our Profit with Law YouTube channel!Learn more about the Profit with Law Elite Coaching Program hereNot sure if now's the right time? Book a call with us to talk it through and see if it's a good fit.Profit with Law CommunityConnect with Sarah via LinkedIn or Instagram. Learn more about Sarah's work at Young + Co through their website. Profit + Prosper PodcastGet help with your virtual staffing needs through Get Staffed Up. Get $750 off your startup fee here. Join our Facebook Community: https://www.facebook.com/groups/lawfirmgrowthsummit/To request a show topic, recommend a guest or ask a question for the show, please send an email to info@dreambuilderfinancial.com.Connect with Moshe on:Facebook - https://www.facebook.com/moshe.amselLinkedIn - https://www.linkedin.com/in/mosheamsel/

Kevin Surace, Chief Executive Officer at TokenCore, opens with the attack path he says is doing the most damage right now. A phishing email carries a PDF and no links, so it clears the filters. The domain is one character off from the real one, the site is pixel perfect because AI built both the page and the message, and the employee approves an auth prompt they were already expecting. The code was real and the approval was real. Kevin Surace points out that auth apps and passkeys run over cellular and Wi-Fi, so the prompt has no way to know the request came from ten thousand miles away. Anything a person can read or hand over can be shared, and by his account an attacker needs about thirty seconds of trust to get it. Passkeys moved the target rather than removing it. Kevin Surace counts 39 separate passkey attacks in the wild within two weeks of Microsoft telling customers to migrate, and points to Michael Grafnetter of SpecterOps, who presented passkey and Entra research at Black Hat. He walks through the FIDO2 counter that WebAuthn treats as optional so shared passkeys can move between devices. What changes with TokenCore in the mix is where the proof sits. Kevin Surace describes signing into Entra in under two seconds, both passwordless and ID-less, over secure Bluetooth, with the device carrying no apps and no screen. Proximity holds it within three feet of the computer being logged into, the credential stays bound to the original domain, and fingerprints stay off the network. Agents raise the same question in a new place. Kevin Surace describes a policy where an agent action above a million-dollar check needs a person to approve it, and notes that another agent, a hacked one, or a bad actor can clear that approval just as easily. A biometric gate is what tells you the CFO was actually in the room, which is a governance answer as much as a security one. For CISOs, identity architects, and risk owners, the question worth asking is what an identity program looks like when the proof of a person becomes the control, and how much residual risk that removes from privileged access, financial approvals, and agent workflows. This is a Brand Briefing. A Brand Briefing is an on-location conversation recorded on site at Black Hat USA 2026, putting a spotlight on the guest and their company and pairing it with the editorial reach of ITSPmagazine. Learn more: https://www.studioc60.com/performance/#briefing GUEST Kevin Surace, Chief Executive Officer at TokenCore LinkedIn: https://www.linkedin.com/in/ksurace/ RESOURCES Black Hat USA 2026 event coverage: https://www.itspmagazine.com/black-hat-usa-2026-cybersecurity-event-coverage-in-las-vegas Learn more about TokenCore: https://www.tokencore.com TokenCore products: https://www.tokencore.com/products Are you interested in telling your story? ▶︎ Full Length Brand Story: https://www.studioc60.com/content-creation#full ▶︎ Brand Spotlight Story: https://www.studioc60.com/content-creation#spotlight ▶︎ Brand Highlight Story: https://www.studioc60.com/content-creation#highlight ▶︎ Get your own Brand Briefing at an upcoming event: https://www.studioc60.com/buy-brand-briefings KEYWORDS Kevin Surace, TokenCore, Sean Martin, brand briefing, brand story, brand marketing, marketing podcast, Black Hat USA 2026, biometric identity, identity assurance, passkey attacks, MFA relay attack, phishing resistant authentication, auth app compromise, FIDO2, WebAuthn, Microsoft Entra, passwordless authentication, agent authorization, privileged access

Part two of Tax Hacks That Save You Thousands, and this is where it gets e-commerce specific. Carlos is joined again by Rachel Phillips, entrepreneur, founder of Fully Accountable, and Senior VP of Financial Solutions at Belay, for the back half of the list. These are the three hacks aimed squarely at sellers who carry inventory, buy equipment, and pay vendors all year long. You can start here without hearing part one. Go back for it afterward, because the business structure conversation is what makes everything downstream actually work. WHAT'S COVERED Hack 4: Section 179 bonus depreciation. Equipment, vehicles, computers and office furniture written off immediately instead of phased out over three to five years. Rachel walks the math on financing a 100,000 dollar machine and taking the full deduction this year, and why the 2026 ceiling matters most to anyone whose cash is tied up in inventory. Hack 5: Prepaid expenses. How to look at next year's costs in October and November, go negotiate with your vendors and software providers, prepay in December, and walk away with a better rate and a lower taxable income off the same dollars. Carlos gets honest about why he has never done this well, and what it actually feels like to send a CFO after relationships he built himself. Hack 6: The old faithfuls. The small ones that only work when you stack them: HSAs, including the distribution rule almost nobody knows about 529 plans, even for a child who has not been born yet Employing your kids without putting them in your Facebook ads The home office The 6,000 pound vehicle rule Keeping a clean chart of accounts so you are not reconstructing a year of expenses in April Plus where AI genuinely helps with your books, and the exact place it falls down for sellers juggling eight different kinds of Amazon transactions. Rachel's book pick: The Nightingale by Kristin Hannah. CONNECT WITH RACHEL Find her on LinkedIn, or reach her by email at Belay. CONNECT WITH BELAY Text WIZARDS to 55123 for resources and a direct line to their team. Belay is a proud sponsor of the Wizards of Ecom community.

Started your firm to be your own boss? So why does it feel like your firm bosses you around now?More clients, more revenue, more growth may not set you free. Often, it just builds a nicer cage.This episode maps the slow slide from freedom to feeling trapped, and hands you one question that changes everything downstream. Stop asking how to grow your firm. Start asking how to become a high-freedom CPA. Listen, then decide what you actually want.…Link to full shownotes: https://www.businessstrategyforcpas.com/399…Want the skinny on pricing?If you feel trapped by your own accounting firm, it's not because of the work – it's how you've priced the work. Too many accountants are stuck in undercharging, overdelivering, and people-pleasing cycles. Break the pattern with my short PDF guide: 7 Pricing Essentials »It's free, and you can read it in 5 minutes.I want to help you get your prices up without losing loyal clients.  …Want to hear what works, from 57+ clients?Check out the Client Success Stories podcast: LISTEN »

Carlos Corredor, Co-Founder and CEO of Condor Digital Marketing, is driven by a passion for interpreting data and helping marketing leaders Generate and Measure Your Pipeline with greater accuracy. ith a background in sports analytics and journalism, Carlos helps B2B companies identify which marketing activities generate qualified leads, clients, and revenue so they can invest confidently in what works.  In this conversation, Carlos introduces The Condor Pipeline Generation Framework—Understand Current Pipeline Generation, Map the Process, Move Budgets to Their Highest and Best Use, Fix Measurement Gaps, and Rinse and Repeat. He explains why marketers should begin with clients and revenue instead of clicks and impressions, how the Pipeline X-Ray exposes attribution gaps, and why budgets should move toward channels with proven returns. Carlos also discusses using BANT to diagnose conversion problems and why client champions, paid media, and events drive growth in high-ticket B2B markets. — Generate and Measure Your Pipeline with Carlos Corredor  Good day, dear listeners. Steve Preda here with the Management Blueprint, and today my guest is Carlos Corredor, Co-Founder and CEO of Condor Digital Marketing, a pipeline generation and measurement firm. Carlos, welcome to the show.  Hey, Steve. Hi, everybody. Thanks for having me. Great to be here.  It's exciting to have you and to learn about your secrets of how you generate a measurable pipeline. But before we get into it, I'm curious: What is your personal why, and how are you manifesting it through your company?  Yeah. So I've always been passionate about sports and the data behind sports, and I actually worked in sports data analysis and journalism. But ultimately, I've been passionate about interpreting data to have an advantage, whether that's playing tennis or doing analysis for baseball teams. And then I eventually started working in marketing, doing sports websites, and I saw the opportunity. In marketing in general, especially with digital, to use data to your advantage. So I would say that's really what I'm passionate about in terms of my professional life and why I enjoy what I do so much and why I get up in the morning and I really look forward to the day and even to Monday. Because obviously, it's not all fun. But ultimately, I think it comes from that passion of liking what you're doing, and the time flies when you work and you like what you do and you see that you're good at what you're doing and it's making an impact. So I would say that's why.  And have you always been a data person? Are you analytical and like to look at the numbers behind things?  Yeah, yeah. It started with sports. That's where I realized that I had, let's say, that passion at the beginning and ultimately that skill. With baseball at the beginning, it was reading the back of baseball cards and then fantasy baseball in high school, and then actually working in that. In kind of like sabermetrics and Moneyball-type analysis in college.  Because I saw, just like it happens in marketing, how back in the old days, even professionals, they were using the wrong type of data or a very antiquated way of looking at things. So it's like understanding really what has an impact and what is responsible for outcomes. That's, I think, the part that I've always thought was what's important and what I had a knack for, a talent to do that better than others. So that's why I went deep into that.  Okay. So how do you do that? So this podcast is a podcast of frameworks. So I wonder if you have a framework of how to create pipeline generation based on data, and perhaps you can share a simplified version of that with our listeners, something that can be explained in three to five steps.  Yeah, definitely. And I'll give you first the kind of like the philosophy or the mental model, and then I'll give you those steps because one comes from the other. So in marketing, with all of the data that's available, especially today, a lot of people start at the bottom. At clicks, impressions, and then they try to build a bottoms-up report to then prove what's generating leads and clients and revenue. But that is always inexact, takes forever.  What I propose is doing it the opposite: a top-down approach where you start with clients and revenue, and then start figuring out where those leads in your pipeline or clients and the closed revenue is coming from. And you will know all of that at the beginning. So that's, I think, how it starts, that framework. So the first step of the framework is to understand, which sounds really basic, but you'd be surprised today how many marketing leaders, marketing VPs, CMOs of especially mid-market, definitely smaller mid-market, and even some enterprise companies, don't have that data readily available to understand how much pipeline did we, as a marketing department, generate, let's say, last year. So that's, I think, the first step, is understanding that. It's asking your team for a report that says that. Now your team's going to come back and say they won't know the full picture. Maybe they know 10%, maybe they know 90%. But they're going to show you something. So then is the second step. You're going to start adjusting your investments to what you're seeing there, and at the same time, you're going to start fixing the dark holes or what you can't see.  And then simply step number three is rinse and repeat every, let's say, quarter at the beginning. And obviously, there's nuances of how exactly you should adjust and what exactly you can fix. But ultimately, that would be the three-step approach that you asked about.  That's fascinating. So the understand piece is understanding your pipeline or how you're generating the pipeline? What is it? Understanding what?  Yeah. So actually we have a name for that first step. We call it the Pipeline X-Ray. So let's say you start a new job as a CMO of a new company. Or simply you've been in the job for a while and you're listening to this and you say, “Okay, actually, I've never thought about it that way.  Let's sit tomorrow with my team and ask the question: How many qualified leads and closed clients have we, as marketing, generated so far this year and, let's say, last year?” That is understanding that. Now, I'll tell you, I'd be very surprised if the marketing person or the marketing team or the leader has that data in a way that they can say with 100% certainty what the answer is. In terms of, “We've closed these four clients, and we've had 72 qualified leads.  And out of the 72, 50 have come from our paid search campaigns, 10 have come from events, and then the others have come from organic.” In an ideal world, that's the type of answer that you want. But in the real world, again, very rarely do you have that clear understanding right then and there. So that's when step number two becomes, okay, let's close the gaps to be able to have an understanding.  Okay. So essentially, when you say adjust and fix, then are you talking about adjusting and fixing the process of generating clients, or actually mapping the gaps in the pipeline first?  Yeah, so that's a great question. The adjust, I mean move budget around. Not necessarily increase budget. You have to prove what's working. And obviously, if you don't have the full picture and understanding, you cannot just go to your CEO and say, “I need more budget.” So with the same budget that you have, what can you pause and move around towards the things that step number one told you with certainty are working. So if, let's say, out of the 50 qualified leads that you generated, you saw that half of them came from your paid search campaigns, then you say, “Oh, okay.” And then you don't see anything, let's say, for conferences, and now you're going to 10 conferences a year and you're spending a million dollars on conferences, and you're only spending $200,000 a year on your paid media spend. Then you say, “You know what? I'm going to stop. I'm going to pause. We're not going to go to these two conferences this year, and I'm going to move those $200,000, and we're going to double our spend in Google Ads,” for example. That's what I mean with the adjust piece. It could be the opposite. It could be pause paid search and then be more aggressive on our conference strategy. It could be, let's start a paid social campaign, whether that's LinkedIn or programmatic ads, or let's be more aggressive on our PR because right now our leads have come from interviews that our subject matter experts have done in certain types of podcasts or YouTube channels.  But that's what step number one is. But adjust is move budget around. Put your stocks where the returns are positive and where you can expect a better return almost immediately, or at least in the next upcoming months. And then the fix is particularly around the measurement gaps. The fix is what you can't see, right, on step number one. Step number one is understanding. And a report with all of that. When the person that does the reporting for you came back, or when you did it yourself or whatever, probably a lot of leads are like, “Ah, now it says direct traffic. What is that?” Obviously, they didn't just come and wake up one day and say, “Oh, I'm just going to go to condoragency.com.” No, they heard you somewhere, but you're still not sure. You won the client, you know you won the client, the client's paying you money, but you're not sure. So maybe, okay, what needs to improve in our measurement framework.  Usually, you can start with your CRM, your HubSpot, Salesforce, for instance, or whatever you use. There's some web analytics that might need to happen. You need to connect your advertising platforms. You're probably going to need to start talking to your sales team so they ask the right questions when they have discovery calls with prospects. I mean, there's a few things you can do, but I'm talking specifically about measurement gaps so you can have the full picture.  So when you talk to new prospects or clients, can they answer one most of the time?  They can partially answer one. I would go a step beyond because, I mean, that's not the sexiest answer. I would say it's usually, let's just say, around 50% of their leads and clients, they can know who was responsible. And then there's a couple of parts there. First and foremost, not only for your sake, but for the sake of your alignment with the C-suite and with the CEO and the CFO and even the sales team. You want to know, is marketing responsible for this? Number one. Because then that's very important.  Because that's what's going to justify the existence of the marketing team. Then later, if it came from a paid search campaign or a paid social or a conference, if those all are in the marketing budget, that's secondary. But most importantly, you want to make sure that, number one, you're bringing pipeline as a marketing department, and number two, you know exactly what pipeline you're bringing. Not only you, but then also your CEO and your CFO. So then it's like a luxury, let's say, to see if it comes from, the tough part is that you won't know that it comes from marketing unless you're tracking paid search and you're tracking conferences in the CRM the right way. So obviously, they are related in that way.  Okay. Love it. So understand your pipeline generation, and then adjust the budget to make sure you're supporting the ones that generate the most, and fix those that are not optimized. So maybe optimize them or replace them or come up with a new one. How else do you fix other than your measurement gaps?  Okay, you fixed the measurement gaps. Now you can measure it. You have a full picture. Then you have a slate of options, and how do you know what to choose if you're not doing enough?  Yeah. So I think there’s a couple of things there. One is understanding if you… Because, obviously, you always want to generate more pipeline. So you have to then say, “Okay, is my problem that I'm not generating any interest in the first place at all?” Like, there's nobody visiting my website. Or even downloading some pieces of content, what traditionally is called conversions or marketing-qualified leads. Obviously, that's not the goal.  The goal is that they turn into clients. But you have to know that if people are not visiting your website and you're not seeing marketing-qualified leads coming into your CRM, then you have to do certain things. Whereas if the problem is, “Okay, no, that's not the problem, Carlos,” and this is actually more common, which is a little counterintuitive, but the more and more that we work with mid-market clients, we realize this is the case.They are generating marketing-qualified leads. There is activity in the CRM. There are companies, new companies, that you see are visiting your website, downloading and consuming content. But then, for some reason, they are not becoming clients. So that's where we have to dig in and understand. Maybe they downloaded a white paper that was very educational in nature. And they're not ready to buy. Which is fine, and I'm not saying you have to not show that white paper, but you know that white paper is not going to bring you ready-to-buy customers.  So that's when we have the concept of what sales and marketing people call a BANT-type of lead, which is a lead that has the budget, the authority, the need, and the timing. You want, obviously, a lead that has the four things. Now you start, you measure. Okay, we had 10 leads, and they had, let's say, the budget and the authority. They were the CTO. The lead of the technology department in the company that we know has the budget. But they just downloaded this and didn't convert. They didn't have, let's say, the timing or the need.  Then maybe you rely more on, for example, paid search, which is a channel that, by searching the right keywords, the bottom-of-funnel keywords, for example, we are a pipeline generation firm. If somebody is looking for, “What is Google Ads?” That's educational. Now, if somebody's searching for “experienced agencies in B2B managing Google Ads.” Now, that's somebody that's ready to hire an agency to manage their Google Ads. So that's why, for example, in this case, if the component that's lacking is the need and the timing, paid search could be a way to do it. Or intent data, which is now something that is out there not only via paid search, but you identify certain signals and you can target them on programmatic ads or YouTube or whatever. That's another alternative. So that's something that you could do, for example, if you have a pain in moving leads down the funnel and closing clients, and you also realize that you're talking to the right people, but then they're simply not converting.  And the opposite. You get a lot of people that need your service. But they may be too small, or they may be just a manager and they don't have the authority to approve a high-ticket service. Then you go towards maybe LinkedIn targeting, or you do a campaign that is based more on account-based marketing, or ABM. Where you know you're talking to the right people. So again, that's another adjustment that you can make. So I don't know if I… Sorry if I deviated a little bit from the question, Steve, but hopefully that's still—  No, it makes sense. It makes sense. So first you want to measure, and then you diagnose. If you've got some activity but it's not converting, why is it not converting? Maybe it's not the right approach to build trust. Maybe there's another approach.  And then you look at the different elements: budget, authority, need, timing. That makes sense. So let me turn it back to you. So what drives growth in your business?  So for us, I would say if we do that, let's say, Pipeline X-Ray. And we actually did. We've been in business for almost 10 years now. And if you would do a Pipeline X-Ray, the number one driver of leads and new clients are, let's just call it, Condor champions that switch jobs. And not switch jobs that were working with us, but they were working with one of our clients.  And they worked with us, and they saw the work that we did, and they ended up moving to another agency within the same space, for example, or in B2B services, or even if it's something a little more niche like tech services, which is an area that we also specialize in. And then they say, “I already worked with Condor for either measurement or paid search campaigns or demand generation in general, and I like working with them, so they're going to call us.” And then some people, they switch multiple jobs. So embracing that and obviously using that to fuel and to focus even more on doing a great job and maintaining relationships with people, obviously most importantly while they're a client, but even if they switch, not forgetting about them. That has been the main driver. Obviously, we don't want to only rely on that. And then more recently, we've given more structure to our own sales and marketing department for that. And, for example, we closed a client that came via a paid search campaign. But that's still… We haven't scaled those yet.  We're still making sure. We're still in that measurement phase where, yeah, we're putting budget behind a few things and some of them seem to be working better, but not yet at the point of truly scaling that. We're ultimately also a relatively small firm, which obviously makes decisions differently than if you are, let's say, a mid-market or enterprise. But those, I would say, in order of importance, have been our three main drivers of growth: the champions that switch jobs, number one, and then I would say secondarily, paid media and events.  Yeah. So these are the three things. And what about the events? Why do you put events as a third? I'm just thinking that you're a B2B company and trust-based. Would events not be better than paid media?  I would say they're not mutually exclusive. Actually, they rely a lot on each other. And honestly, for us, I just put number two and three, but I would say they're tied for second, and then the other ones are four and below. And the reason why I think events are important, what we're seeing not only for us but for our clients, the outbound activity is really saturated.  I think cold email or cold outreach in general, because it used to be via email, now it's on LinkedIn as well, it's really, really saturated. It's really hard to be heard or to get a reply with cold outreach in general. Paid media, you can be a little bit more creative because you have visuals. Whether that's video that hopefully you can leverage. So I'm a believer in paid media more than the actual cold outreach via email or LinkedIn. But then the events are also great precisely because of that.  People are saturated and tired of being bombarded with messages from people they don't know. Whereas especially after COVID, people started going back to both the office and simply going out there. It doesn't have to be a big yearly conference. It can be just a dinner where you invite four or five people and talk about certain topics or any in-person activity. Well, I mean, a webinar can even be considered an event. Where you're educating your audience on certain things. And especially if your target audience is more on the manager side or below, or director and below, webinars can be an avenue.  But to answer your question, I think that personal connection is really, really powerful. And people forgot about it with, let's say, the boom of cold outreach and digital and now AI, and especially during COVID. But definitely in the last few years, we've seen not only that people are more willing or prefer to meet people in person, but we see that in the data as well, We see cold outreach campaigns that are bringing less and less results. And then when you connect in person.  Especially high-ticket. I also give this example. If you're selling B2B services, which are usually high-ticket. It's a project of either $50,000. It could be an engagement of $2 million over two years. Obviously, you want to know the company, but you also want to trust the human that is going to deliver on that promise. I always give the example: If you're selling an iPhone cover that costs $25, yeah, maybe you can get away with a pretty image on an Instagram ad. You click and you buy. Boom. Great. You can fully leverage digital for that.  But when you're selling a cloud migration project of a million dollars, you're going to want to talk to somebody, trust that person, dig in a little bit more, have a couple of meetings. So it's more complex. So in particular for those instances, that's why I think the personal connection, that it's even better if it starts at an event, or however you manage to do it, helps a lot.  So for Condor, do you make a distinction between B2B companies and B2C, and where you can help them the most?  Yeah. We have a couple of direct-to-consumer clients, but the majority of the work that we do is either for B2B or, if not B2B, it's lead generation. So e-commerce, for example, is a different world. E-commerce, as I mentioned, depending on what you buy, it's immediate. You track things. You have a platform like Shopify or something similar. It's a whole different world. Whereas that's immediate, and you can see everything, and it's all kind of automated and based on an inventory.  Whereas in either B2B services or lead generation, it's more about, okay, what happens after the initial action, after that initial either visit or conversion. Because a conversion is not a purchase. In e-commerce, in direct-to-consumer, in the example that I gave you, we made it. We sold the cover. That's our business. In here, it's like, okay, they downloaded a white paper. Or they signed up for a webinar, but that's only the first step of a long journey of closing, again, a $1 million service client.  So we specialize in that. In what needs to happen, not only to generate the initial raise of hand, but to make sure that the people that raise their hands are the right people, because otherwise they're not going to end up buying. And ultimately, the entire process of lead generated to client closed. Which is a big universe in itself. So that's where we want to focus.  So you basically help them not just to get the leads but to convert the leads and turn them into a client.  Right. Right.  So Carlos, if you had a magic wand and you could fix just one thing in your business in the next 12 months, what would you use the magic wand for?  I would say accelerate. I would accelerate by five or 10 years the structure and how mature our sales and marketing team is. I would love to wake up tomorrow morning and have a team of five people in the marketing department and five people dedicated to sales, with SDRs and a sales leader, that is already generating, that we're closing 10 clients a month. So I would say that's… But that obviously takes time.  And you want to go one step at a time, otherwise, to prove ROI and to grow without, let's say, wasting unproven budget or wasting money. But I think a lot of owners—I don't know if it's a cheap answer—but I think a lot of owners would probably answer the same thing.  Yeah. So essentially what you need to do is you need to have scalable sales and marketing so that you can just add people and it's going to—it's like a coin-operated system, right?  Yeah. Yeah.  So if the listeners would like to go through that process and they would like to understand, okay, how do we map our leads, where they come from, evaluate it, and then adjust and fix and scale, where can they learn more and how can they connect with you? Yeah.  So if they go to our website, it's condoragency.com. Condor, like the bird. There are some options there on how to work with us or even some information, even if they want to try and do it by themselves, right? Again, what I mentioned earlier, the Pipeline X-Ray. It's a quick project that we do to get to that, where you can start seeing some valuable information to take action on fairly quickly.  We can get that done in a couple of weeks, the exercise of the Pipeline X-Ray, so then you know what to start adjusting and fixing. And obviously, you can contact me directly also on LinkedIn or via our website. I'm glad to obviously have a subsequent conversation and see if and how we can help.  Awesome. So if you are out there and you want to improve your sales and marketing, then you have to start with the Pipeline X-Ray because you are getting leads, you just don't know where they are from and how effective they are, and then how you tweak the process so that you're putting energy behind the more effective ones and readjusting your budget, and then fix the gaps.  So Carlos can help you with that, right? So make sure you reach out to Condor and get the X-Ray. So Carlos, thanks for coming. And if you enjoyed this conversation, then make sure you subscribe and follow us on YouTube, Apple Podcasts, because every week I bring a couple of entrepreneurs who are sharing their frameworks with you. So Carlos, thanks for coming, and thanks for listening. Important Links: Carlos's LinkedIn Carlos's website

A quarter of enterprise teams have gotten a single AI channel into full production — the rest are stuck somewhere behind it. In this episode, Arun Chandra, Chief Operating Officer at NiCE, explores why that gap persists and what closes it.   The conversation covers getting data, knowledge, and organizational context ready for scale, building the financial case for AI investment with the CFO, and how open protocols like MCP are reshaping enterprise architecture decisions.   This episode is sponsored by NiCE Cognigy.   Learn how leading organizations approach AI investment more like a venture portfolio, and why interdisciplinary collaboration is critical to defining the right data for AI success. Download our free PDF report, "Beginning with AI," at emerj.com/aik1

Ross Grainger remembers an early chapter of his career when finance was only one part of the job.After stepping outside a traditional finance path to own and operate a Mako auto-body franchise, Grainger tells us he learned what it meant to “act like an owner.” That sometimes meant cleaning toilets, learning to paint cars, welding, doing body work, handling customer service, and making outside sales calls. But the experience also taught him another lesson: even if a leader can do everything, “you shouldn't do those things forever” if they pull you away from where you can provide the most value.That owner's mindset later followed Grainger back into finance. At a healthcare software company, he tells us he was passed over for a CFO role he wanted. The executive hired instead brought a different perspective—one that showed Grainger how finance could move beyond “the debits and credits” and help shape company direction. Grainger says he ultimately became “extremely happy” they hired someone else because the experience accelerated his development.Years later, that broader view surfaced again when Grainger helped lead a pricing overhaul at a prior company. According to Grainger, management initially proposed a 7% increase after nearly 10 years without one. Challenged by the board to reconsider “the art of the possible,” the team ultimately achieved a 22% to 23% increase in average ACV.For Grainger, finance leadership repeatedly returns to the same idea: understand where value is created, and focus your effort there.

Most therapists can rattle off every diagnostic code without blinking, but ask about their break-even number and things get quiet. Those are exactly the financial blind spots we're unpacking in this episode of The Traveling Therapist Podcast. I sit down with Rob Freels, founder of FreeRivers CFO Advisory, who spent 25 years across banking, auditing, and 16 years as a CFO before turning his attention to healthcare and mental health practice owners.Rob breaks down where money actually disappears before it ever hits your bank account, why those losses hit harder the bigger your practice gets, and the one number he says matters more than revenue or profit. If you've ever felt like your finances are a mystery you don't have time to solve, this conversation gives you a place to start.In This Episode, We Explore…The invisible fees eating into your revenue before it ever hits your account.Why those percentages get more expensive the bigger your practice grows.The one financial metric Rob says matters more than revenue or cash flow.How to know when it's time to bring in more than a bookkeeper.A free calculator that shows you exactly where you stand.Connect with Robert Freels:Website: https://freeriverscfo.com/ LinkedIn: https://www.linkedin.com/in/robfreels/ Free Break-even Calculator: https://freeriverscfo.com/tolson Are you ready to take the plunge and become a Traveling Therapist? Whether you want to be a full-time digital nomad or just want the flexibility to bring your practice with you while you travel a couple of times a year, the Portable Practice Method will give you the framework to be protected! ➡️ JOIN NOW: www.portablepracticemethod.com/Connect with me:www.instagram.com/thetravelingtherapist_kymwww.facebook.com/groups/onlineandtraveling/www.thetravelingtherapist.comThe Traveling Therapist Podcast is Sponsored by:Berries: Say goodbye to the burden of mental health notes with automated note and treatment plan creation! www.heyberries.com/therapistsAlma: Alma is on a mission to simplify access to mental health care by focusing first and foremost on supporting clinicians www.helloalma.com/kym

IRONMAN Master Coach Matt Dixon interviews Panos Kakoullis, a long-time Purple Patch athlete, at the Hawaii IRONMAN training camp. From Boardroom to Finish Line Panos Kakoullis on Balancing High-Stakes Leadership with Elite-Level Endurance Performance. Panos shares his Greek Cypriot background, growing up above a fish and chip shop, and his journey from becoming an accountant, later Senior Partner at Deloitte to CFO at Rolls Royce. He discusses his transition from powerlifting to endurance sports, influenced by his wife, and his 16 IRONMAN completions. Panos emphasizes the importance of consistency, recovery, and integrating sport into life. He highlights the role of curiosity, growth mindset, and releasing mental weight in his success. Looking ahead, he plans more marathons and a cycling trip across Italy. Panos reflects on the challenges and successes in his professional life, including the importance of integrating sport into his busy schedule. Panos recounts how he and his wife decided to do a marathon and then a triathlon, despite initially swearing never to do an IRONMAN. He emphasizes the importance of consistency over heroism and the need to prioritize recovery and nutrition. Matt and Panos wrap up the conversation, with Matt expressing his admiration for Panos' journey and achievements

People are one of the hardest parts of a practice. Even with careful hiring and a great culture, you'll still deal with turnover, performance issues, and the occasional wrong fit.  In this episode, I sit down with Amy Anderson of ACG Practice Partners to talk about when people problems are actually process problems. We cover retention, compensation, hiring, transparency, and the operational leaks that get more expensive as you grow. Make It Easier for Good People to Stay  You can't guarantee every great provider will stay, but you can make sure they understand their role, how they're evaluated, and how compensation works. Clear job descriptions, check-ins, and transparency around gross margin and pay can prevent confusion.  Before You Blame the Person, Look at the Process  If a different person stepped into the role tomorrow, would the same problem still happen? If yes, look at the system before replacing the person.  Before you hire again, review:  Job descriptions and onboarding  KPIs and compensation plans  Lead handoffs and manual work  Hiring criteria  Small inefficiencies add up fast as the team grows.  (00:05:48) Retaining good providers (00:25:56) Diagnosing people versus process problems (00:35:33) Improving hiring decisions (00:40:08) Finding workflow inefficiencies and revenue leaks (00:44:29) Building accountability into operations  Share the Numbers Your Team Can Actually Influence  You don't need to hand everyone your entire P&L. Give your team the metrics tied to their work, like gross margin, booking rates, follow-up, or conversion. Then performance conversations have something concrete to work from. Small Operational Problems Get Bigger With Growth  A small inefficiency can become wasted payroll, missed revenue, and unnecessary headcount as the practice expands. Start with what's costing the most time or money. Stronger systems help good employees work without the owner constantly stepping in, leading to better accountability, healthier margins, and less stress. About Amy Anderson:  As a nationally recognized expert and CEO of ACG Practice Partners, she brings over 20 years of hands-on, non-clinical experience in the aesthetics industry. Known for her practical leadership and human-centered approach, Amy has guided practices of all sizes, from startups to multi-specialty groups, on optimizing operations, building strong teams, and achieving sustainable growth. She is especially sought after for her ability to empower leaders and tailor strategies that fit each practice's unique culture. Amy is a frequent national speaker and trusted advisor to surgeons and their teams.   Connect with Amy: ACG Practice Partners: https://acgpracticepartners.com/amy-anderson/ LinkedIn: https://www.linkedin.com/in/amyandersonmba  Instagram: https://www.instagram.com/amyandersonmba/reels/  MedSpa Pro: https://www.medspaproevent.com/expert/amy-anderson.html  Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.  Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here.  

Join the only networking community for women business owners 40+ now through September 3rd with the code SUMMER and save $200 Michele Henry turned an $8,000 investment into a $25 million clothing business, then walked away and started over with skincare. Her second company shows what scaling a business really looks like when you build it franchise by franchise, growing from a single facial bar in Edina to nearly 80 locations nationwide. On this episode of Dear FoundHer, host Lindsay Pinchuk talks with Michele Henry, founder and CEO of FACE FOUNDRIÉ, about the decisions that got her there.Michele explains how a five minute decision led her to sign a lease for her first facial bar just five minutes after selling her shares in her previous company. She breaks down the real estate approach that drove her expansion, and why she believes your first ten franchisees will define your brand.Michele and Lindsay get into managing rapid growth during COVID, why patience matters more than most founders expect, and the years it took Michele to find the right CFO, bookkeepers, and financial team. She speaks candidly about her goal of reaching 100 locations by the end of the year, and joining what she says is a small percentage of female founders who have reached that milestone.Press play to hear how Michele Henry built two businesses from the ground up and what she wishes she knew about scaling a business the first time around.Episode Breakdown:00:00 Meet Michele Henry, FACE FOUNDRIÉ Founder00:40 From Fashion Boutique to a $25 Million Business02:55 The Five Minute Leap to Face Foundrié05:23 Inside the Face Foundrié Facial Bar Concept07:44 Building Brand Awareness for a New Concept09:54 Real Estate Strategy Behind Rapid Expansion11:06 Deciding to Franchise the Business Model13:14 Pivoting Face Foundrié Through COVID Shutdowns19:32 Scaling a Business Toward 100 Stores23:10 Hurdles Behind the Business Growth Stories25:16 Three Actionable Steps for New Founders26:22 Why Your Numbers Matter More Than IdeasConnect with Michele Henry:Follow Michele on Instagram Get actionable tips to move your business forward sent straight to your inbox every week. Subscribe to The FoundHer Files: http://foundherfiles.substack.comFollow @dearfoundher on Instagram. http://www.instagram.com/dearfoundherPodcast production and show notes provided by HiveCast.fm Hosted on Acast. See acast.com/privacy for more information.

The IPO window is reopening. M&A is picking back up. And a backlog of PE-backed companies that delayed exits in 2022 and 2023 are now under real pressure to move. Adam Olsen and Nicole Harger break down the dual-track exit, the strategy of running an IPO process and an M&A process at the same time, and what's driving renewed interest in it right now.This is part one of a two-part series. Part two goes operational: what the CFO and finance organization need in place, and how far in advance.In this episode:What a dual-track exit actually is, and why running both processes simultaneously creates leverage that neither path generates on its ownWho uses this strategy: PE-backed companies remain the dominant profile, but corporate carve-outs and growth-stage companies are increasingly exploring it tooWhy most dual-track processes end in M&A, and why that's often the intended outcome rather than a failure of the IPO trackThe market backdrop heading into summer 2026: improving conditions, a buildup of past-hold-period PE portfolio companies, and a more disciplined IPO market than 2020-2021Inside the IPO track: the S-1 process, the three-year audited financial statement requirement, PCAOB auditor considerations, carve-out accounting complexity, and realistic 12-18 month preparation timelinesInside the M&A track: the CIM process, strategic versus financial sponsor buyer dynamics, quality of earnings diligence, the working capital peg negotiation, and the gap between signed LOI and closeWhy the financial rigor required for IPO readiness is the same rigor that protects valuation in an M&A process, and why there's no shortcut on either side

Katy Redmond, MCR is Senior Managing Director, Integrated Portfolio Services (IPS) Lead, Americas East at JLL where she is passionate about corporate real estate, innovation and leadership while also serving as a Global Board Member at CoreNet. Mike Petrusky welcomes Katy back to the show to hear her latest insights and perspectives on FM, CRE and expectations for upcoming industry events like the CoreNet Global Summit and IFMA's World Workplace. Katy says that speed and efficiency are now critical demands in the real estate industry, with clients seeking faster execution, streamlined processes, and better uses of technology. So, she and Mike explore how AI and worktech tools are reshaping CRE, offering new insights into decision-making and efficiency while also requiring careful governance and strategic implementation. Katy predicts that the industry is experiencing an elevation of the real estate function, with greater organizational visibility and potential pathways to C-suite roles such as CFO, COO, or CHRO and she encourages mentorship and exposure to diverse experiences for developing well-rounded future leaders. Tune in as Mike and Katy offer practical advice and the inspiration you will need to be a Workplace Innovator in your organization! Connect with Katy on LinkedIn: https://www.linkedin.com/in/katy-redmond-mcr-045a302/ Learn more about JLL: https://www.jll.com/en-us/ Find out about CoreNet Global North America Summit: https://www.corenetglobal.org/attend-summits-events/2026-corenet-global---north-america-summit Watch the podcast on YouTube: https://www.youtube.com/playlist?list=PLSkmmkVFvM4H3pwnlU2AuqynuRDpvnh4J Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/workplace-innovator/ Learn more about Eptura™: https://eptura.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

AdTechGod sits down with Alex Brownstein, CEO and Founder at AHB Advisors, to examine where advertising and ad tech are heading. They discuss The Trade Desk's organizational evolution, why mid-size agencies could become active acquirers, how AI may reshape the agency model, and why the industry may need to rediscover memorable brand building alongside performance and measurement. Read more from Alex Brownstein by subscribing to his Substack: https://ahbadvisors.substack.com/ Interested in sponsoring the show? Contact http://marketecturemedia.com Takeaways Ad tech companies should evolve through thoughtful expansion rather than abrupt strategic pivots. Mid-size agencies could become more active acquirers as larger holding companies navigate structural complexity. AI will reshape agency work, shifting value from routine execution toward strategy and business outcomes. Agencies may find new value as intermediaries between brands and dominant technology platforms. Advertising needs a better balance between measurable performance and memorable, long-term brand building. Chapters00:00 Introduction to the AdTechGod Pod00:18 Meet Alex Brownstein, Strategic Advisor, former 3C Ventures and McKinsey01:22 From investment banking to LiveIntent and ad tech03:18 What finance taught Alex about advertising and business strategy05:17 The Trade Desk, CFO changes and organizational alignment09:02 Why ad tech companies are evolving their core businesses12:04 Why mid-size agencies could become major acquirers16:00 The complexity of large agency organizations17:13 What McKinsey's operating model can teach agencies18:29 Will AI kill agencies or change how they work?20:56 A new potential role for agencies between brands and platforms22:27 Alex's prediction for the next three years of advertising23:25 Why memorable brand building could make a comeback25:17 What advertising lost in the influencer era26:05 Have advertisers gone too far toward data and measurement?27:53 Brand recognition and the top of the marketing funnel28:21 Closing thoughts with Alex Brownstein28:38 Outro Learn more about your ad choices. Visit megaphone.fm/adchoices

In this bonus episode, McKinsey CFO practice leaders Kevin Carmody, Matt Maloney, and Christian Grube share their insights from the 2026 CFO Forum in London. Their conversation explores how the CFO role is evolving from financial steward to strategic value creator; why leading finance organizations are moving beyond incremental budgeting; how AI can provide the catalyst to fundamentally rewire finance operating models rather than simply automate existing processes; and why talent and capability building will determine which organizations capture the greatest value. They also discuss how CFOs can reclaim the strategic narrative, strengthen capital allocation, and create the headspace to focus on the bold moves that drive long-term growth. Related insights Why accelerated resource allocation matters in the age of AI CFOs have been concerned about geopolitical impacts for months The CFO as growth leader: A conversation with Levi’s Harmit SinghSupport the show: https://www.linkedin.com/showcase/mckinsey-strategy-&-corporate-finance/See www.mckinsey.com/privacy-policy for privacy information

Send us Fan MailWhy do good sellers freeze up the second a conversation moves from a director-level buyer to the CFO? It's not a skills gap — it's identity. Bill Caskey and Bryan Neale break down why sellers resist doing new things, even when they know exactly what it's costing them.Bryan shares what happened when he volunteered to try something brand-new outside of sales — nervous, uncomfortable, and more locked-in than he's felt in years. That leads into why "just say this instead" coaching doesn't work, why the block that keeps a rep out of the CFO's office (or a $400K advisor from becoming a $1M advisor) is about identity, and a simple reframe for calling on anyone above your comfort level: find what's the same before you worry about what's different. It's the 20th anniversary of the show, and Bill and Bryan want to hear from you — send a short voice memo to listener@advancedsellingpodcast.com for their September anniversary celebration.The Insider program is open for enrollment. To check out our small learning group, go to http://advancedsellingpodcast.com/insiderIf you haven't already, join 14,000+ other sales professionals in our LinkedIn group at advancedsellingpodcast.com/linkedinIs it time to make a BOLD move in your business? If so, download our brand new book, "12 Bold Moves - Insider Secrets to Reinventing Yourself and Your Business." http://12boldmoves.com

A masterclass on leadership, legacy, and succession. With Ron Solish (CEO) and Steve Sallen (CFO) of Maddin Hauser. --- STEVEN ("STEVE") D. SALLEN joined Maddin Hauser as a law clerk in 1983. He served as the firm's president and CEO for fifteen years and is currently the CFO. Steve earned his undergraduate degree from the University of Michigan and his law degree, cum laude, from the University of Detroit School of Law. There he served as Case and Comment Editor of the University of Detroit Law Review. Steve concentrates his practice in the areas of real estate law, environmental law, and corporate law. His clients include some of Michigan's most successful manufacturing firms, real estate developers, general contractors, and commercial real estate brokers. He also heads the firm's Environmental Law group and is co-chair of the Real Estate group. Read more about Steve Sallen --- RONALD (RON) A. SOLLISH, shareholder, is the firm president and CEO, and chairman of the Corporate and Employment practice groups. He specializes in employment, real estate, partnership, finance, corporate, and business law. A frequent speaker on legal topics, Ron has addressed such groups as the Michigan Chamber of Commerce, the Michigan Association of Certified Public Accountants, and American Society for Industrial Security. Ron is licensed to practice law in Michigan and is a member of the American Bar Association, State Bar of Michigan, and Oakland County Bar Association. Read more about Ron Sollish   Connect with Jon Dwoskin: Twitter: @jdwoskin Facebook: https://www.facebook.com/jonathan.dwoskin Instagram: https://www.instagram.com/thejondwoskinexperience/ Website: https://jondwoskin.com/LinkedIn: https://www.linkedin.com/in/jondwoskin/ Email: jon@jondwoskin.com Get Jon's Book: The Think Big Movement: Grow your business big. Very Big! Connect with Steve Sallen and Ron Sollish: Steve Sallen: https://www.maddinhauser.com/people/steven-d-sallen  Ron Sollish: https://www.maddinhauser.com/people/ronald-a-sollish  Maddin Hauser: https://www.maddinhauser.com  Facebook: https://www.facebook.com/MaddinHauser  Twitter: https://twitter.com/MaddinHauserPC  LinkedIn: https://www.linkedin.com/company/maddin-hauser-roth-and-heller-pc  YouTube: https://www.youtube.com/@maddinhauserlaw  *E - explicit language may be used in this podcast.

As senior housing enters one of its most significant growth periods in decades, how should operators prepare for unprecedented demand? In this episode of Bridge the Gap, hosts Lucas and guest co-host Cameron speak with Kevin Oakley, CFO of Maxwell Group, about the demographic wave reshaping senior living, why occupancy continues to climb, and how operators must evolve to meet changing consumer expectations.Kevin explains how Maxwell Group is balancing strategic growth with its people-first culture while investing in new development opportunities, including active adult communities and cottage-style neighborhoods. The conversation explores the challenges of rising construction costs, labor retention, regional market preferences, and why understanding what residents actually want is becoming the industry's competitive advantage.Key IdeasCurrent senior housing occupancy trends and demographic tailwindsAcquisition versus new development strategiesActive adult and cottage-style housing growthWhy regional preferences matter in senior housing developmentLabor retention and building a strong organizational cultureCreating a people-first organizationMission versus margin in senior livingBalancing financial performance with resident experienceFuture opportunities across the SoutheastMeet the Hosts:Lucas McCurdy: https://www.linkedin.com/in/lucasmccurdyseniorlivingfan/Cameron Bell: https://www.linkedin.com/in/cameron-bell-322143147/Connect with Our GuestKevin Oakley: https://www.linkedin.com/in/oakleykevin/ Produced by Grit and Gravel Marketing.Become a sponsor of Bridge the Gap.

Send us Fan MailLEARN THE CAPITAL RAISING STRATEGIES AND FRAMEWORKS used by alternative asset professionals: https://go.fundraisecapital.co/applyIs AI a bubble? Wrong question. It keeps you a spectator while the people moving capital are already three moves ahead. The right question: when this wobbles, are you a forced seller or the buyer of the wreckage?The technology is real. The financing structure underneath it is one of the most fragile capital architectures in recent history. Both are true at once.In this week's episode of Making Billions, I break down the circular financing loop, the depreciation mirage, and the exact four-move framework for positioning before the unwind starts. This episode is brought to you by Reef Pass | Serial Acquisition Investors: Reef Pass Investors has spent the last 10 years focused on partnering with founders to launch and build long-term holding companies, and has a proven track record doing exactly that.To reach out to Reef Pass Investors, email holdcofounders@reefpassinvestors.comWhat does "bubble" actually mean?Not that prices went up. A bubble is when price detaches from the cash flow justifying it, financed by belief instead of earnings. Pull the confidence, and the financing mechanism stops functioning entirely, not just prices drifting down.If you manage capital, raise it, or allocate it, the next 18 to 36 months transfer enormous wealth from the fully invested to the patient. That transfer is already loaded into the structure. The only thing undecided is which side you're on.Explore the risks and opportunities behind the AI boom with my AI Bubble Exposure & Capital Positioning framework. DOWNLOAD: The AI Bubble Exposure & Capital Positioning Scorecard[THE HOST]: Ryan Miller is a fund manager, capital strategist, and former CFO turned angel investor in technology and energy. He is the founder of Fund Raise Capital and Aequor Capital Partners, and has mentored over 1,000 fund managers across private equity, private credit, venture capital, real estate, and alternative assets globally.Subscribe on YouTube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: https://www.instagram.com/ryanmilleroffical/X: https://x.com/_MakingBillionsWebsite: https://making-billions.com/Support the showDISCLAIMER: This podcast is for entertainment and general informational purposes only — not legal, financial, tax, or investment advice. Nothing herein constitutes a solicitation or offer to buy or sell any security or investment product. Past performance does not indicate future results. Always consult qualified legal, financial, and tax professionals before making any investment decision. NAME NOTICE: "Making Billions with Ryan Miller" reflects the profile and aspirations of guests featured — it is not a promise, projection, guarantee, or representation of any financial result, income, or outcome for any listener, viewer, or reader. Most individuals who consume this content do not raise any particular amount of capital, and many achieve no financial result whatsoever. "Fund Raise Capital" is a brand identifier only — it is not a promise, guarantee, or representation that any member, subscriber, or listener will raise capital, attract investors, or achieve any financial or professional outcome. This show does not constitute a business opportunity, franchise, investment program, or offer of any product or service of any kind. No part of this show should be construed as a solicitation for investment in any way. Guest views are their own and do not necessarily reflect those of the show or host. Host and/or guests may hold positions in assets discussed. This episode may contain paid sponsorships, advertisements, or endorsements. Sponsored content is identified where...

“Send Coach John a message”I was reminded (again), of how important it is to simply be open to wanting to get better. The podcast I was listening to that really got me thinking about this topic was from Jon Gordon's podcast, tilted “Rise To Lead” where he interviews his guest Doug Dentler, a CFO with a company who has written a book about this.  The mindset it takes to simply want to get better is HUGE!  I love the reminders that I heard about even people that have this bigtime title (CFO), need to still find people to help them become better. It's a journey I am on always - and my podcast is something that I hope helps you in your journey to continuing self improvement.  Go out there and find things you connect with in order to keep finding ways to get better.   Thanks for listening.  Please take a few moments to subscribe & share this with someone, also leave a 5 Star rating on Apple Podcasts and ITunes or other services where you find this show.  Find me on Facebook:  https://www.facebook.com/coachtoexpectsuccess/   on Twitter / “X”:  @coachtosuccess   and on Instagram at:  @coachjohndaly  - My YouTube Channel is at: Coach John Daly.   Email me at: CoachJohnDalyPodcast@gmail.com     You can also head on over to https://www.coachtoexpectsuccess.com/ and get in touch with me there on my homepage along with checking out my Top Book list too.  Other things there on my site are being worked on too.  Please let me know that you are reaching out to me from my podcast.  ** I would appreciate anyone to try clicking on the top of the show notes where it says "Send us a text" to leave a few thoughts / comments / questions.  It's a new feature that I'd like to see how it works. **

Send us Fan MailIn this episode, Jessica Barber Scott joins host Jason Mudd to discuss how public relations professionals can move beyond impressions and advertising value equivalency to measure outcomes and impact, build measurement frameworks around business objectives, and use AI without losing the human judgment a CFO relationship requires.Tune in to learn more! Meet our guest:Our guest is Jessica Barber Scott, a senior communication professional and independent consultant with 15 years of experience across regulated financial services, state government, and higher education. She is a PRSA Silver Anvil Award winner for crisis communication and has advised C-suite leaders at organizations including TIAA, Corebridge Financial, and EverBank.Five things you'll learn from this episode:1. Why AVE still shows up in reporting and what it costs you2. How to climb the three tiers of PR measurement (outputs, outcomes, and impact)3. Why your measurement framework should start with the business objective—not the data4. Four moves that change the dynamic of any CFO budget meeting5. What AI can do for measurement and what it can't replace Quotables“The numbers are getting smaller as the work gets credible.” — Jessica Scott“Come in with the data. Not with an apology, with data.” — Jessica Scott“AI can pull faster. It can synthesize more broadly. It can find patterns across data at a scale that really no human team can match. But what it can't do is tell you whether you're measuring the right thing in the first place.” — Jessica Scott“Getting media coverage is not a result. It's an output of the work and the effort that you made.” — Jason MuddIf you enjoyed this episode, please take a moment to share it with a colleague or friend. You may also support us through Buy Me a Coffee or by leaving us a quick podcast review.Guest's contact info and resources:Jessica Scott on LinkedInAMECAdditional Resources:How do you measure PR?Yes, PR is measurable. How to measure and report public relations and strategic corporate communicationsThe 3 biggest PR measurement mistakes5 metrics you should measure in PRListen to more episodes of the On Top of PR with Jason Mudd podcast.Find out more about Axia Public Relations.If you like this episode, you're going to love this:What you should be measuring in your PR campaigns with Johna BurkeBarcelona Principles 4.0: How to measure PR effectively with AMEC CEO Johna BurkeThe power of PR measurement with Katie Delahaye Paine Recorded: August, 2026Support the showOn Top of PR is produced by Axia Public Relations, named by Forbes as one of America's Best PR Agencies. Axia is an expert PR firm for national brands.On Top of PR is sponsored by ReviewMaxer, the platform for monitoring, improving, and promoting online customer reviews.

On this episode of CFO at Home, Vince and platform creator Arky Jones discuss Personality Peak, a fun-first, non-clinical personality quiz built around everyday situations. They discuss the connection between personality and money behavior, with Arky sharing how his own ·free thinker· result highlighted some of his own tendencies that, when unchecked, had negatively affected his business. They also discuss consumer programming, dopamine-driven spending, external validation as a driver of money mistakes, and some of the key elements of the practice of Stoicism that can be applied to our money habits, controlling what you can, accepting what you can·t, and acting to change what·s influenceable. Check out the free quiz at personalitypeak.com. Key Topics: 01:25 Meet the Creator 02:23 Why Personality Peak 03:39 How the Quiz Works 08:11 Personality and Money 13:35 Spending Culture and Dopamine 15:49 A Costly Car Lesson 18:35 Mirror Traits and Validation 22:35 Stoicism Explained 26:47 Peak Method and Workbooks 20:24 Applying Results to Finances 32:59 Wrap Up and Next Steps Key Links: https://personalitypeek.com/ https://www.facebook.com/profile.php?id=61575494699915 https://www.instagram.com/personalitypeek/ https://www.youtube.com/@PersonalitypeekVlog Contact the Host - vince@thecfoathome.com Want to be a guest on CFO at Home? Send Vince a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/1628643039567x840793309030672500

If your body feels like it is always switched on, being told to “just relax” is not exactly helpful. Midlife already comes with enough stress, disrupted sleep, travel, workouts, work, family, and mental load. The bigger question is: how do you actually help your body recover when slowing down is not always realistic?In this episode of The Well Drop, I sit down with Byanka McClain, CFO of HAELO, to talk about PEMF, or Pulsed Electromagnetic Field therapy, and why this has become one of the few wellness tools I keep reaching for at home. I know PEMF can sound a little futuristic, so we break down what it actually is, how the technology has evolved from big clinical machines into something you can use from your couch, and why I started paying much more attention to it for sleep, stress, travel, and recovery.Byanka McClain has been part of HAELO since 2019, helping take the company from early R&D into the at-home system it is today. She is also a working mother of three, so this conversation is very much about making recovery fit into real life. We get into what women should know before trying PEMF, the different ways people are using it, and why the most useful wellness routine may be the one that asks the least from you when your body already feels maxed out.What's Discussed(09:34) The decades-old recovery technology most women still have never heard of.(10:50) What is actually happening when PEMF interacts with the body, and why frequency matters.(15:43) Why Amber started noticing that travel hits differently in midlife, and what she reaches for afterward.(16:34) The one change HAELO users report noticing most often.(22:15) What constant “go mode” may be doing to your ability to truly recover.(24:35) How PEMF can be used differently depending on what your body needs that day.(33:11) Why the real results may come from what happens after you stop expecting an instant fix.If recovery has started feeling harder than it should, you are going to want to hear this one.Sign up for The Well Drop Newsletter: Check out The Well Drop approved products and brands at amberberger.me/products Find out more about Amber Berger: Website: thewelldrop.com  Instagram: @thewelldropFind out more about Byanka McClain: LinkedIn: linkedin.com/in/byanka-mcclain-8129a8200 Facebook: @byanka.alapisco Find out more about HAELO:Website: haelo.com/ Instagram: @haelo_socialTHE WELL DROP

Cal Brouilette recalls a sleepless night in Houston, speaking at 3 a.m. with someone from Blackstone about a purchase-and-sale agreement and transition-service agreements. It concerned a power-plant portfolio sale at Direct Energy, a Centrica subsidiary, that Brouilette places in 2013.According to Brouilette, the assignment arrived in late September, when the CEO wanted the portfolio sold and announced before year-end. That left at most 120 days. Brouilette says he was managing finance and accounting, functioning as a business-unit CFO and loading up on MBA classes at Rice because his job had seemed stable.The new assignment changed that calculation. Brouilette says he ran its finance work “soup to nuts,” covering the valuation taken into negotiations, management presentations, purchase-and-sale terms, and transition-service agreements.The transaction presented him with what Brouilette describes as a $700 million “go or no go” decision. “Yes, this was hard,” he recalls thinking, but the experience prompted this realization: “I can do this job. I can make these decisions.”Brouilette says the moment gave him confidence to make high-stakes decisions quickly while recognizing that he could “still keep learning.” He describes it as his shift from operator to strategist.At Flatiron Health, Brouilette says his focus as CFO is not to “make a decision and let it ride,” but to consistently track results before the organization travels too far down “the wrong path.”His remarks present strategic confidence not as certainty, but as the discipline to decide, keep learning, measure results, and correct course.

On this episode, I sit down with Doug Dentler, CFO and author of Rise to Lead, for an honest, insightful conversation about what it really takes to elevate your leadership in today's workplace. Doug shares the highs and lows of his corporate journey, from early days "mimicking" leadership styles he thought would help him succeed, to reaching a breakthrough when he realized true leadership starts from within. Drawing from decades in finance and executive roles, Doug opens up about the transformative moments that led him to create the RISE Framework: Root yourself in purpose, Implement an intentional plan, Serve others, and Elevate with positivity. In our discussion, Doug reflects on how leadership has evolved from the days of tough accountability to a more human, purpose-driven approach. He reveals powerful stories of personal change - how re-centering his purpose impacted both his career and family, why coaching was a turning point, and the legacy that comes from serving others and fostering positive cultures. Doug's practical tips for being intentional, learning from mistakes, and investing in people will inspire any leader, seasoned or aspiring, to rethink what's possible in their own journey. About Doug – Doug Dentler is a financial executive and leadership strategist with more than 25 years of experience across Fortune 500 and privately held organizations. He combines operational finance expertise with a disciplined, people-centered leadership approach that drives execution and performance. He leads complex, global operations, including oversight of more than $1.5B in revenue, 1,900 employees, and multi-site organizations. He builds teams that operate as strategic partners, aligns cross-functional leaders around clear priorities, and implements processes that increase efficiency, accountability, and results. Grounded in values learned working in his family's business, he serves others with transparency, consistency, and a commitment to both performance and people. Colleagues consistently recognize his ability to remain steady under pressure, quickly identify core issues, and guide teams toward focused execution. But he also experienced burnout, disconnection, and promotions that felt hollow. He was climbing but not growing, until he finally learned to lead as his authentic self. He developed the RISE Framework to give leaders and teams what he wished he had – a clear, proven system for leading from the inside out, backed by time-tested leadership principles. His work strengthens leaders, improves team engagement, and creates cultures that sustain performance. To work with Doug for coaching, team development, executive strategy, or speaking engagements, visit dougdentler.com. Connect with Doug: doug@dougdentler.com Buy the book plus claim the bonus resource: http://dougdentler.com/risetolead     Let us help you take your next steps in writing or publishing your book! Schedule a free Author Session at: https://gordonpublishing.com/session   Rather watch this message? You can access the workshop replay at: https://jongordon.com/webinar-how-to-write-publish-and-market-a-book/ Here's a few additional resources for you… Follow me on Instagram: @JonGordon11 Check out my newest book, The Power of Positive Habits.  Every week, I send out a free Positive Tip newsletter via email. It's advice for your life, work and team. You can sign up now here and catch up on past newsletters. Ready to lead with greater clarity, confidence, and purpose? The Certified Positive Leader Program is for anyone who wants to grow as a leader from the inside out. It's a self-paced experience built around my most impactful leadership principles with tools you can apply right away to improve your mindset, relationships, and results. You'll discover what it really means to lead with positivity… and how to do it every day. Learn more here! Do you feel called to do more? Would you like to impact more people as a leader, writer, speaker, coach and trainer? Get Jon Gordon Certified if you want to be mentored by me and my team to teach my proven frameworks principles, and programs for businesses, sports, education, healthcare!

Carlos opens this one by admitting taxes are his blind spot, so he brought in someone who has built a career on them. Rachel Phillips founded Fully Accountable, an accounting and CFO firm that served e-commerce brands exclusively. After BELAY acquired it, she stayed on and now runs the entire financial solutions division as Senior VP. Her core point: tax hacks are not something you find in a shoebox of receipts in April. They work because they are a plan you put in place inside your business strategy. This is part one of two, covering the first three hacks, the ones at the top of the stack that make everything downstream work. In part one: Why "just be an S Corp" is bad advice. An S Corp is a tax election, not a business structure, and most people passing the advice around cannot define it. Rachel walks the real options and explains why the C Corp still earns its place when you need to raise money or take on debt. How you get paid changes with your structure. Guaranteed payments versus a W-2 salary, and how the wrong entity can quietly put you out of compliance. When to actually build a tax plan. The profit and revenue marks Rachel uses, why inventory-heavy sellers should start earlier, and who belongs in the room. Your CPA and your CFO, not your bookkeeper, and not a business lawyer who does not do tax. Retirement plans as a retention tool. The SEP IRA most owners have never heard of, how matching turns into money you never paid tax on, and the question every employee asks: what happens to my balance if I leave in five years. The Augusta rule. Rent your own home to your own business up to 14 days a year, tax free to you and deductible to the business. Carlos asks the question everyone asks at the bar: can nine businesses each run it against the same house? Rachel shuts that down and explains the one narrow case where it works. Setting fair market value on your home without overthinking it, and why your mortgage payment has nothing to do with the number. The best months of the year to do this work, plus the retirement funding deadline that is not December 31. Part two lands next week and goes straight at the e-commerce specific hacks: Section 179 bonus depreciation, prepaid expenses, and Rachel's checklist of old faithfuls that everyone forgets. Our guest: Rachel Phillips is an entrepreneur, a lawyer by training, founder of Fully Accountable, and Senior VP of Financial Solutions at BELAY. She is most active on LinkedIn. Connect with BELAY: text WIZARDS to 55123 and they will send resources and connect you with their team. BELAY is a sponsor of the Wizards of Ecom community, and as our listeners know, we say no to far more partnerships than we say yes to. This is a conversation between two business owners, not tax advice. Limits and rules change year to year. Take anything here to your own CPA before you act on it.

The CFO of Walmart joins the show, first on CNBC, with his reaction to results as the stock pulls back on concerns about U.S. sales. Plus, the California AG, why he is opposing Paramount's deal to buy Warner Brothers Discovery and the latest on Meta's Child Safety Trial. Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Founder values must be translated into systems: His grandfather's attention to every patient had to become a measurable standard the rest of the hospital could follow. What clinics can't afford, Wattanapat built: Small clinics can't afford the specialists or the equipment for serious cases. Wattanapat built that capability instead, adding specialists like neurosurgeons and cardiologists. Local healthcare providers can be partners rather than competitors: Community clinics handle the basic cases and send Wattanapat the ones that need emergency, inpatient, or specialist care. It's not competition; help flows both ways. Growth requires selective investment: The hospital doesn't try to offer every procedure; it invests where there's real patient need and refers rare cases elsewhere. Even the offices are bare; every baht goes to equipment instead. People are the real growth constraint: Keeping the right people is what limits growth. On Samui, specialists come from elsewhere and tend to leave. On the mainland, the problem is finding department heads who are managers, not just clinicians. Subscribe to our free Substack: https://uncoveredthaistocks.com/LEADER DNAChane Laosonthorn had not planned to work in healthcare. He studied management, marketing and accounting in Australia before building experience in finance and human resources. Chane was preparing to accept a promotion in Perth when his grandmother told him that the family hospital was struggling. His grandfather, the hospital's founder, had suffered a health setback, and the family faced a choice between selling, running, or diversifying the businessChane chose to return to Thailand with no clinical background and limited knowledge of hospital operations. The decision was personal before it was strategic: protecting his grandfather's legacy and testing himself against a genuinely hard problem.Chane's outsider perspective became an advantage. Rather than approaching the hospital solely as a medical institution, Chane examined its systems, people, finances, and organizational structure. He preserved the founder's commitment to patient satisfaction and quality care while replacing dependence on individual personalities with measurable standards, specialist capacity, and professional management.His leadership philosophy is to calculate the risks carefully, decide whether the opportunity is worth pursuing, and, once the decision is made, commit to delivering it.What Chane sharedFounder values must be translated into systemsValues cannot depend entirely on the personality of a founder. Wattanapat translated Dr Wittaya's attention to patients into operating procedures, performance indicators and measurable service standards.Clinical depth creates a stronger business modelThe hospital expanded its specialist and sub-specialist capabilities while investing in biomedical equipment that smaller clinics could not economically provide. This allowed Wattanapat to handle more complex cases and build a strong referral network.Local healthcare providers can be partners rather than competitorsCommunity clinics treat basic conditions and refer patients who need emergency, inpatient, or specialist care. Wattanapat supports these clinics instead of trying to replace them, creating a healthcare network that benefits every provider.Growth requires selective investmentThe hospital does not attempt to offer every possible procedure. It invests where there is sufficient patient volume, clinical need, and revenue potential, while referring rare or highly specialized cases to appropriate partners. Also, by design, the management offices at WPH are plain. Every baht saved on non-essentials goes toward biomedical equipment and specialist capacity, the things that actually differentiate patient care.People, not capital, are the real growth constraint.Capital and market demand are important, but hospitals cannot grow safely without qualified clinicians, department heads and managers. With hospital financing secured through its stock listing, WPH's bottleneck is finding and retaining the right department heads and specialists, particularly on islands like Samui where staff often relocate away eventually.Welcome to Business DNA, a chance for us to delve into the essential make-up of business leaders and their organizations. Our focus is not on the short term but instead on understanding the driving forces behind business. Our guest today is Chane Laosonthorn, Chief Financial Officer (CFO) and Director of Wattanapat Hospital.Take a moment to introduce yourself, your background, and your story.Chane: I am currently Deputy CEO and CFO of Wattanapat Hospital. I have worked with the organization for about 11 years. Before returning to Thailand, I studied and worked in Perth, Australia. I did my bachelor's and master's there, then worked for about six years. I studied management and marketing, then a master's in accounting, honestly more out of practicality than passion. I looked at what credentials Australia wanted at the time, which was accounting, and that's what I pursued. I started as an accountant, and when a payroll officer left with no notice, I stepped in and got it right the first time. That opened the door to HR, and eventually another company recruited me into a more senior HR role.Why did you leave Perth to come back to Thailand?Chane: I had no intention of ever leaving Perth. One day, my manager came into my office and told me she had very good news. I knew she was about to offer me a promotion. Before she could continue, I went to the bathroom and called my grandmother. She had been telling me that the hospital in Trang was experiencing serious problems and that I needed to return. I asked whether the situation was genuinely that serious. When she confirmed that it was, I returned to my manager and declined the promotion. The decision happened very quickly. I knew nothing about the hospital business, and I had never studied medicine. My grandfather and I were very close. He got sick and could no longer be the doctor he once was, and I wanted to come back and protect his reputation. It was also, I think, a rare kind of opportunity to take something from bad to good. Not many people get that chance.Tell us about your grandfather and how the hospital started.Chane: My grandparents founded the hospital. My grandfather was a brilliant student who got top marks in the country in math, science, and physics. He went to study in Bangkok before returning to his home province to start a small clinic, just two rooms. He became so well known that an intersection in Trang is named after him, Dr. Wittaya Intersection. At his peak, around 1,700 patients wanted to see him personally, which obviously wasn't possible, so he referred people to other specialists. That referral instinct became the foundation of how the business runs today.What shaped his philosophy, and how did it carry through as the business grew?Chane: Two stories stand out to me because at the time they made no financial sense. He would travel abroad and rack up 300 to 500 baht in phone calls just to check on patients, for a doctor's fee of only 50 to 100 baht. From a financial perspective, the calls made no sense. From his perspective, caring for the patient was more important. And once, he sold a large piece of land, worth hundreds of millions today, to buy the province's first ultrasound machine. The machine was so outdated by the time I returned that its screen was smaller than an iPhone's. I asked him if it was worth it. He said absolutely, because before that machine, Trang had no access to ultrasound at all, and people were dying without it. That's when I understood his DNA. As he aged and the systems around him weakened, we had to translate that same instinct (intense, individual attention to every patient) into strategy, KPIs, and measurable results the whole organization could deliver, not just one person. That is how a founder's philosophy becomes scalable. Patients should receive attention from the moment they enter the hospital.How does a private hospital generate revenue?Chane: A hospital's main revenue begins with outpatients. An outpatient visits the hospital, receives a consultation, undergoes diagnostic tests, and may be given medication to take at home. Patients with more serious conditions may be admitted to an inpatient ward. The most serious cases may require intensive care or surgery. Healthcare differs from many service businesses because the customer does not decide the level of service. In a hotel, a guest chooses whether to book a standard room or a villa. In a hospital, the doctor determines whether the patient requires outpatient care, admission, intensive care, or an operation. Referrals are another important revenue source. Approximately 30 percent of our revenue comes from referred patients. These patients may initially visit a primary or secondary care provider that cannot manage the complexity of their condition. They are then transferred to Wattanapat for a higher level of care.How do you manage a

Enova International has spent two decades using machine learning underwriting to serve consumers and small businesses who sit outside prime bank criteria, and its pending $369 million acquisition of Grasshopper Bank would give it a national charter for the first time. Steve Cunningham became CEO in January 2026 after nearly a decade as the company's CFO, following earlier stops as a bank regulator at the FDIC and as chief risk officer at Discover. He joins the show to explain what a fully digital lender looks for in a nonprime borrower, why credit quality looks solid in his portfolio right now, and how he's answering the senators and state attorneys general who want regulators to block the Grasshopper deal.What We CoveredSteve's path from FDIC regulator to Capital One, Harley-Davidson, and DiscoverMoving from the CFO chair to the CEO chair six months inEnova's brand portfolio: CashNet, NetCredit, and OnDeckUnderwriting nonprime and near-prime consumers versus underwriting small businessesThe lift Enova's proprietary models get over a plain FICO or VantageScoreWhy all their products use different underwriting modelsWhat Enova's weekly vintage data shows about the health of the consumerWhy gas prices matter less to consumer spending than headlines suggestHow Enova is using generative and agentic AI across the businessThe real thesis behind the Grasshopper Bank acquisition (see my podcast with CEO Mike Butler)Steve's response to the senators and state attorneys general opposing the dealWhat banking-as-a-service adds to Enova's roadmapWhere Enova wants to be by 2030Key TakeawaysEnova's NetCredit yields and losses aren't outliers when benchmarked against what banks themselves report to the FDIC each quarter, Cunningham argues, pushing back on the "predatory" framing critics apply to the company.The Grasshopper deal is primarily about simplifying a patchwork of direct state licenses and bank partnership arrangements, not chasing cheap deposits, though the deposit base is a welcome bonus.Because Enova's consumer loans repay every two weeks or faster, the company sees shifts in borrower behavior in its own vintage data well before those shifts show up in macro statistics.Small business underwriting at Enova is built around the health of roughly 900 different industry codes rather than a borrower's personal credit, making it a fundamentally different discipline than consumer underwriting.About Steve CunninghamSteve Cunningham is CEO of Enova International, a role he took on in January 2026 after nearly a decade as the company's CFO. He previously served as chief risk officer and treasurer at Discover, CFO of Harley-Davidson Financial Services, held senior finance roles at Capital One, and began his career as a bank regulator at the FDIC.Connect with Fintech One-on-One:Tweet me @PeterRentonConnect with me on LinkedInFind previous Fintech One-on-One episodes

Our Next SpeakerServing business owners and individuals since 1985Over 40 years of accounting, tax, and business consulting experienceHas helped 45,000+ business owners increase profits, improve cash flow, and reduce taxesFour-time Amazon Bestselling AuthorAuthor of Unlock the Profit Path, a practical guide that shows business owners simple ways to increase profits, improve cash flow, and build a stronger financial futureInternational speaker, bestselling author, and business strategistHas worked alongside and shared the stage with renowned business leaders, including Tony Robbins, Grant Cardone, and Bill WalshCreator of the CFO in a Box™ system, helping entrepreneurs stop guessing where their money goes and start building lasting profitsToday, Albert will reveal practical, real-world strategies that business owners can use immediately to increase profits, improve cash flow, reduce taxes, and create the financial freedom they've always wanted.Please stand and give a warm welcome to Albert Corey!YouTube Channel: http://youtube.com/albertcorey

What should business owners ask themselves before selling a business or retiring? In this episode of PIVOT with Darryl Lyons, Darryl shares 13 questions designed to help business owners and their spouses get aligned on what comes next, both financially and personally. The conversation explores why retirement planning is about much more than money. Darryl explains how questions about when to sell the business, succession, where you will live, how you will spend your time, relationships, travel, health, and simplifying your life can surface important differences between spouses before they become bigger issues. Darryl also discusses the importance of giving the non CFO spouse a voice in financial decisions and why business owners should think about retirement as a PIVOT rather than simply the disposal of an asset. The goal is to create greater alignment, purpose, and clarity for the next chapter of life. You'll learn: ●      Why business owners should ask when they actually plan to sell their business ●      How succession planning can reveal changes that future owners may want to make ●      Why spouses should discuss where they want to live after retirement ●      How to think about purpose, hobbies, friendships, and daily life after leaving the business ●      Why simplifying your finances and your life can become more important over time ●      How shared experiences and traditions can strengthen your vision for retirement ●      Why retirement planning should focus on alignment, purpose, health, and the life you want to build Whether you are a business owner preparing for a future sale, a couple approaching retirement, or simply thinking about what your next chapter could look like, these questions can help start the conversations that matter most. Benefiting from the show? We'd appreciate it if you left a review on your favorite podcast platform

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Curious? Watch Our Money Makeover Bootcamp!Ready? Buy Our Simplified Budget System Now!Budget besties, budgeting does not have to mean cutting out everything you love, tracking every penny, or feeling guilty every time you spend money.In this conversation, Shana and Vanessa break down a simpler way to manage your money—one that gives every dollar a purpose while still leaving room for the things that make life fun. We're talking data over drama, digital envelopes, automatic transfers, guilt-free spending money, and becoming the CFO of your own finances. One of the biggest mindset shifts? What looks like an overspending problem can actually be an organization problem. When bills, groceries, Amazon orders, eating out, savings, and everything else are coming from one giant account, it's incredibly difficult to know what you can actually afford. Separating your money gives you built-in guardrails without making your budget feel restrictive.Let's Take Our Relationship To The Next Level:1️⃣ Facebook Group ➡︎ budgetbesties.com/facebook2️⃣ Be on the Podcast ➡︎ budgetbesties.com/livecall3️⃣ Private 1-on-1 Coaching. ➡︎ budgetbesties.com/coachingConnect with Erica:Check out her podcast!This podcast is for educational and informational purposes only and is not personal financial, legal, or tax advice.This description may contain affiliate links, meaning we may get a commission at no cost to you if you click & purchase.Click here to view our privacy policy.

Jamie Schroeder's finance career began on the shop floor at Ford Motor Company. As part of Ford's rotational development program, Schroeder tells us, he spent a month working in the paint shop at an assembly plant outside Cleveland. The experience was designed around “learning the business and getting your hands on the business” so that finance could become an informed partner to operations.That operating mindset followed Schroeder to Scotts Miracle-Gro, where unfamiliar assignments became a recurring source of development. According to Schroeder, he was repeatedly placed in situations involving ambiguity, collaboration, and the need to “create something brand new that didn't exist before.” Over time, embracing discomfort became part of his professional identity.One experience taught him what it meant to be a growth CFO. According to Schroeder, stagnant category growth had led finance into a “profit preservation” posture when leadership changes at a major retailer created an opening for Scotts to pursue a more aggressive commercial program.The proposal involved aggressive pricing, promotions, and products—and considerable risk. Instead of retreating, Schroeder tells us, finance supplied data and scenario analysis, quantified the risks, and developed playbooks for possible responses. Transparency ensured that operating partners understood both the opportunity and the guardrails.According to Schroeder, the resulting market-share battle produced category growth that Scotts had not seen in ten years, while sales and profits rose across the category.Now CFO of Premium Guard, Inc. (PGI), Schroeder brings that lesson to another transformational setting: Finance can help a company pursue disruption without ignoring risk. The discipline lies not in avoiding uncertainty, but in understanding the business well enough to move through it together.

Before you post that job listing, you need a plan to financially prepare for your next hire, and that's exactly what today's guest walks us through. Carla Titus is a CFO who works with therapy practices of all sizes, and she breaks down why so many owners jump into hiring before they've actually looked at the numbers.In this episode of The Traveling Therapist Podcast, Carla and I dig into what it actually costs to bring on a new clinician, from the ramp-up period to tracking performance once they're on your team. If you've ever hired someone and then panicked three months later wondering where the money went, this one is for you.In This Episode, We Explore…Why the ramp-up period costs more than most owners plan for.What cash runway actually means before you bring on a new hire.How to track a remote clinician's performance without living in the dashboard.What to do when a clinician isn't hitting their numbers.How to know when it's time to cut an underperforming vendor or team member.Connect with Carla Titus:Website: https://www.wealthworthwithin.com/ LinkedIn: https://www.linkedin.com/company/wealthworthwithin/ Instagram: https://www.instagram.com/wealthworthwithin/ Facebook: https://www.facebook.com/wealthworthwithin YouTube: https://www.youtube.com/@wealthandworthwithin Podcast: https://podcasts.apple.com/us/podcast/ceo-financial-clarity-corner-podcast-money-strategy/id1818238749 Are you ready to take the plunge and become a Traveling Therapist? Whether you want to be a full-time digital nomad or just want the flexibility to bring your practice with you while you travel a couple of times a year, the Portable Practice Method will give you the framework to be protected! ➡️ JOIN NOW: www.portablepracticemethod.com/Connect with me:www.instagram.com/thetravelingtherapist_kymwww.facebook.com/groups/onlineandtraveling/www.thetravelingtherapist.comThe Traveling Therapist Podcast is Sponsored by:Berries: Say goodbye to the burden of mental health notes with automated note and treatment plan creation! www.heyberries.com/therapistsAlma: Alma is on a mission to simplify access to mental health care by focusing first and foremost on supporting clinicians www.helloalma.com/kym

Most founders never think about transfer agents... until they become a problem.In this episode of Liftoff with Keith Newman, Keith sits down with Rob Schoder, Co-Founder & CEO of Vinyl Equity, to discuss why one of the most important pieces of capital markets infrastructure has remained stuck in the past—and how modern technology is changing it.Drawing from his experience leading portfolio operations at AngelList, Rob explains why outdated shareholder systems create unnecessary friction for founders, investors, and public companies, and how Vinyl is building the next generation of ownership infrastructure.In this episode you'll learn:Why transfer agents are critical to every public companyThe biggest challenges companies face during IPOsHow legacy infrastructure slows innovationWhy API-first platforms are changing capital marketsThe growing role of AI in shareholder managementLessons from building a regulated fintech startupWhy founders should market their wins earlierWhat the future of capital markets could look likeWhether you're a founder, CFO, investor, legal professional, or fintech enthusiast, this conversation offers valuable insights into the technology powering modern equity ownership.Sponsor Info: We are strategic business advisors with decades of leadership experience and a proven track record of driving businesses' growth. We specialize in creating custom-tailored strategies to introduce your company, drive growth, build leadership teams, and ensure companies implement appropriate compensation programs. Our mission is to utilize our expansive network to benefit your company https://www.compass-strategic-advisors.com/Connect with Rob: LinkedIn: https://www.linkedin.com/in/rwsjr/ Website: https://www.vinylequity.com/Vinyl Equity LinkedIn: https://www.linkedin.com/company/vinyl-equity/home/ Subscribe for more founder insights and hit the bell for notifications! Follow us on our channels for exclusive startup content and behind-the-scenes insights from interviews like this one. Spotify: https://open.spotify.com/show/3cFpLXfYvcUsxvsT9MwyAD?si=f5a14e779777487d Apple Podcasts: https://podcasts.apple.com/ca/podcast/liftoff-with-keith-newman/id1560219589 Substack: https://keithnewman.substack.com/ Newman Media Studios: https://newmanmediastudios.com/ LinkedIn: https://www.linkedin.com/company/liftoffwithkeithFacebook: https://www.facebook.com/KeithNewman285Website: https://liftoffwithkeith.com/Want to build a high-growth company without falling into the administration trap? Subscribe to Liftoff with Keith and follow for weekly conversations with the founders building what's next.

This week, I'm turning the mic over to Audrey Neff, host of True to Form, and replaying the conversation she originally shared with her audience. Audrey put me in the hot seat with the financial questions medical spa owners need to be asking as they grow.  A full schedule can still produce weak cash flow, a second location can magnify problems that already exist, and a practice that depends on its owner for every decision will be difficult to scale or sell.  Audrey and I connect these issues by following the money from individual treatments through to the long-term value of the business. The Metrics Behind a Financially Healthy Med Spa  Free cash flow gives an owner choices. It can fund cash reserves, support a new location, reduce debt, or create an exit opportunity. Producing more of it requires a clear understanding of which treatments fill your schedule and which ones contribute meaningful margin.  In this episode, we discuss:  Why reviewing a P&L without interpreting it leaves owners with more numbers but very little direction  How revenue per hour, margin per treatment, patient retention, and customer lifetime value influence cash flow  Why injectables can bring patients through the door while leaving little room for profit when pricing, commissions, and discounts are poorly managed  How "Bed Bath and Botox" discounting cuts into an already thin injectable margin  The missed retail sales opportunities hiding inside treatment plans and patient conversations  Why a med spa should have four to six months of cash reserves before opening a second location  How to identify and reduce owner dependency by asking, "What breaks first when I leave?"  What buyers examine when calculating enterprise value, including cash flow, owner dependency, customer concentration, and operational risk  The Five-Part Financial Playbook  Here are the exact steps we use to evaluate a practice's financial health:  Core profit: Are your treatments priced to produce healthy margins?  Operating profit: Can your budget support the team and infrastructure required to run the practice?  Cash flow: What remains after your equipment, debt, taxes, and other obligations are paid?  Customer value: Are you retaining patients and increasing the value of those relationships?  Enterprise value: Can the practice continue producing reliable cash flow without depending on you?  Following the steps in order helps you identify the financial constraint that deserves your attention now instead of trying to fix everything at once. Get your free Playbook here. Add "True to Form" to Your Playlist  This conversation originally aired on Audrey Neff's True to Form podcast. Audrey brings candid conversations about leadership, operations, patient experience, growth, and enterprise value to the medical aesthetics industry.  If you own or lead an aesthetics practice, subscribe to both shows:  Subscribe to Keep What You Earn  Subscribe to True to Form  Get the free Financial Scaling Playbook for Aesthetics  Connect with Audrey and Aviva Aesthetics:  Audrey Neff brings more than a decade of experience in the medical aesthetics and wellness industries and currently serves as Chief Marketing Officer at Aviva Aesthetics. A respected marketing strategist and global speaker, she has served as a key opinion leader for several leading aesthetic brands and has taught for more than 30 medical aesthetic associations worldwide. Her thought leadership has been featured in publications such as PRIME Journal, The Aesthetic Guide, and PAN Journal. Audrey is also the host of True to Form, a globally ranked podcast exploring the people and ideas shaping the future of the aesthetics industry.  Website: https://avivaaesthetics.com/  True To Form podcast: https://www.instagram.com/truetoformpodcast/  Instagram: https://www.instagram.com/audreyneff_/  LinkedIn: https://www.linkedin.com/in/audreyneff/  Follow Shannon & Keep What You Earn:    Shannon Weinstein is the founder of a fractional CFO firm specializing in helping 7-figure aesthetics and wellness practices scale with clarity, cash flow, and confidence. She is committed to helping med spa owners understand, fix, and maximize their business's enterprise value, offering actionable advice and resources, including a popular free video series specifically for aesthetics practice owners.     Fractional CFO Services and Executive Financial Review: https://www.keepwhatyouearn.com/   Connect with Shannon: https://www.linkedin.com/in/shannonweinstein   Watch full episodes: https://www.youtube.com/@KeepWhatYouEarn   Listen on your favorite podcast app: https://pod.link/1580071347   Instagram: https://www.instagram.com/shannonkweinstein/   The information shared is for educational purposes only and is not individualized financial advice. Aesthetics practice owners should consult a qualified professional before implementing financial strategies discussed here. 

What if your business keeps growing, but your personal wealth does not?Phil Calandra built an insurance brokerage and an investment advisoryfirm with approximately $250 million under management before sellingboth companies in a single transaction to a $10 billion firm. The dealmade work optional. It also helped him see a problem that traps fartoo many founders.Most business owners have plenty of specialists: a bookkeeper, CPA,fractional CFO, financial advisor, and perhaps a business consultant.Each may be competent. But when no one coordinates the completefinancial system, the founder becomes the conductor, and the business,tax strategy, and personal wealth can begin working against oneanother.Phil calls this the coordination gap. It is how an owner can drivemore revenue, pay more taxes, assume more complexity, and still wonderwhy the wealth is not showing up outside the company.In this episode, Phil and Jerome Myers discuss the heart attack thatchanged Phil's relationship with risk, the unsolicited offer that ledto his two exits, the emotional high after the transaction, and why hechose to build again. They also examine the revenue trap, the dangerof assuming “I'll make it all when I sell,” and the three financialflywheels every founder must coordinate: business profitability, taxstrategy, and owner wealth.If your entire wealth plan depends on a future transaction, thisconversation will challenge you to start extracting the value of thebusiness before the exit.In This Episode:• Why an exit made Phil work optional but did not make him want to retire• How a heart attack at 51 influenced his decision to sell• Why more revenue does not necessarily mean more owner wealth• Where CPAs, CFOs, bookkeepers, and wealth managers can work at cross purposes• How the coordination gap turns the founder into the financial bottleneck• Why the business and the owner's wealth must be planned as one system• How to coordinate profitability, tax strategy, and personal wealthbefore a saleResources:Wealth Creation Scorecard: https://wealthcreationscorecard.comExit to Excellence: https://exittoexcellence.comAll the best,Jerome Learn more about your ad choices. Visit megaphone.fm/adchoices

Every construction company answers to three masters. The bank. The bonding company. The taxman. Same financial statements, three different things they want from you. Kathe Barrington is a CPA who builds the construction accounting that bankers and bonding agents actually read. In Part 7 of our series, we work through how to stop being at the mercy of all three and get them working as one team.   What you'll learn: Why one set of books gets three different recommendations, and what to do about it How paying less tax can quietly shrink your bonding capacity Why bank and bonding both care about equity, retained earnings, and working capital How WIP accuracy and consistent margins build outside trust The one meeting almost no contractor runs, and why it changes everything Kathe Barrington is a CPA with 30+ years of experience, 20 focused on construction. Through KB CPA she is a fractional accounting resource for commercial GCs and specialty contractors that need construction-literate financial support without a full-time CFO or controller.   Connect with Kathe Barrington LinkedIn: https://www.linkedin.com/in/kathe-barrington-a6346337 Facebook: https://www.facebook.com/p/Kathe-Barrington-CPA-100072271041746 KB CPA: https://kbcpa.biz  

DR1THINGS WE MISSEDNERDY ESG STUFFL3Harris ousts CEO after investigation into conduct CARESL3Harris Technologies, the company that overhauled a Qatari plane now used as Air Force One, has replaced Christopher Kubasik as chairman and chief executive after an investigation determined he violated the defense contractor's code of conduct.Kubasik's alleged conduct didn't involve and has no impact on the Melbourne, Fla., company's financial reporting, controls, customer relationships or operational performance, L3Harris said Monday.The company didn't give details on when it received a report of the potential violation. With the aid of independent counsel, the board determined that Kubasik's removal would be in the company's best interest, L3Harris said. He will be allowed to retain and exercise some previously vested stock options but won't receive severance payments, benefits or accelerated stock-based awards.L3Harris Technologies Appoints Sam Mehta, Proven Aerospace and Defense Executive, as President and Chief Executive Officer“The Board determined that the Executive engaged in conduct that was not consistent with the values of the Company as outlined in its Code of Conduct.”Kubasik will still hold onto some of his options that can net him stock worth about $23 million, as well as more than 200,000 shares of stock in L3Harris that he already owns, valued at nearly $57 million. L3Harris has paid Kubasik compensation valued at $66.3 million during the past three years, including $25.6 million in fiscal 2025.The separation disclosure says the L3Harris board decided to reach a deal with Kubasik to get him to leave rather than trying to fire him for cause. Kubasik did not admit to any violation of the company code of conduct, and the deal expressively forbids any of the parties or their representatives from making public statements “inconsistent” with Monday's disclosure.Harvard reveals $2.2 billion SpaceX holding worth more than half its U.S. equity portfolio CARESBusting CEO Pay Curve in 2025, Musk Made Annual Salary of Average Tesla Worker Every 4.2 SecondsS&P 500 CEO pay jumps to record as Musk-inspired compensation plans spread: average S&P 500 CEO pay reached $340.1 millionUS SEC to keep hands off shareholder proposals, worrying activists CARESStaying Alive: ISS Continues Its Influence on 2026 Voting OutcomesISS recommended against fewer say-on-pay proposals than last year: 8.3% versus 9.2% in 2025.ISS supported fewer E&S proposals than in prior years, but investor votes more strongly tracked its recommendations. ISS backed 13% of social proposals in 2026, compared with 15% in 2025 and 46% in both 2023 and 2024. ISS supported 66% of governance shareholder proposals, up from 55% in 2025ISS opposed 3% of uncontested director nominees, up slightly from 2.5%.SEC data center ruling is removing a key guardrail from Nvidia's $500B AI financing push CARESA staff opinion from the SEC exempts some data center debt from Dodd-Frank risk retention rules, making AI infrastructure financing more attractive to sponsorsTreasury Scales Back Scrutiny of U.S. Shell CompaniesThe Trump administration will not enforce reporting requirements of the 2021 Corporate Transparency Act, which was intended to crack down on money laundering.25 groups urging Supreme Court to kill climate case have ties to oil companies, report saysA survey released Monday by the advocacy group Consumer Watchdog found that 25 of the 38 individuals and organizations that have filed friend of the court briefs on behalf of the industry have financial ties or other connections to the fossil fuel companies that are facing billions of dollars in potential damages for contributing to climate change. The report argues that many of briefs make “nearly identical legal arguments.”Activist Cevian calls for higher pay for UK board membersOne of Europe's largest activist investors, Cevian Capital, has called for higher pay for non-executive directors in UK boardrooms as part of efforts to revive growth at British companies and reverse the decline of the London market.The activist, which has stakes in companies including Smith & Nephew and Pearson, said that pay for non-executive directors (NEDs) should increase to attract and retain the best people including from international rivals. AI STUFFAnthropic is embedding invisible watermarks in Claude text and images CARESOpenAI's “Head of Ethics” Suddenly Leaves Company Under Mysterious Circumstances: Chloé Bakalar, less than a year after joining from Meta.OpenAI talent exodus raises ‘huge red flag' ahead of IPOCRO Denise DresserCOO Brad LightcapCEO of AGI Deployment Fidsji SImoChief Marketing Officer Kate Rouch Head of safety systems Johannes HeideckeAt least 12 executives in 2026Greg Brockman told CNBC the wave of senior exits is "not that atypical" and that scrutiny stems from OpenAI's high public profileBILLIONAIRE STUFFBob Iger and Josh Kushner are buying the Lakers for $12.5 billion CARES41-year-old Josh Kushner's World Cup privatization scheme fell apart. Then he became the Lakers co-owner days laterLiverpool owners sell minority stake to Jeff Bezos: hold option to purchase controlling stake in Liverpool per terms of deal CARESIt Seems Like Bill Gates' Daughter May Be in Serious Legal TroublePhoebe Gates (daughter of Bill Gates) and her shopping app startup, Phia, recently landed in hot water over allegations of a digital commission trick known as cookie stuffing.Cookie stuffing is essentially digital credit-stealing. An app secretly plants its tracking cookie into your browser without actually helping you find a deal or directing you to the websitePhia initially claimed the issue was an accidental software bug. However, leaked internal Slack messages showed Gates and her co-founder discussing auto-dropping cookies as far back as December to artificially boost revenueCookie stuffing isn't just breaking tech platform terms; US law treats it as federal wire fraudPhoebe Gates Took Secret Stanford Course on Controlling Society, Used It to Recruit for Her Startup That's Now Facing AccusationsMETA STUFFMeta faces ‘astronomical' consequences as legal fight reaches critical moment in California CARESThe trial involves a coalition of 29 state attorneys general in a unified case against Meta that was brought in 2023, and will be argued by lawyers representing California, Colorado, New Jersey and Kentucky. The stakes are enormous as leading government officials across the country push for Meta to be held accountable for allegedly violating federal and state laws, including the Children's Online Privacy Protection Act, or COPPA, and various consumer protection statutes.Four state attorneys general are seeking up to $1.4 trillion in penalties and changes to how Meta operates its platformsMEANWHILE: OpenAI launches ChatGPT for TeensMeta Caught Paying Nazis to Post on FacebookMeta was paying out-and-out neo-Nazis to post on Facebook, an investigation from Australia's ABC News found.These pages and individual creators posted content that appeared to be in clear violation of Facebook's own hate speech policies. Nonetheless, they were able to earn money on their posts through the platform's “Content Monetization” program — which is invitation-only.Zuckerberg's Yacht Allegedly 'Refused' Coast Guard Calls To Help Stranded Boat Despite Being 'Closer' Zuckerberg: AI's biggest risk is one entity with too much controlZuckerberg Says Meta Will Give Billions a 24/7 Personal Superintelligence, Lays Out AI Vision in Lengthy EssayZuckerberg brings back the floating battle barge to spar with UFC fighter Merab DvalishviliSEGUE ALERT: Zuckerberg's Manifesto About the Glorious Freedoms AI Will Bring Was Completely Contradicted by His Own CTO During a Company MeetingMeta CTO Dismisses Vacation Requests: 'It's Very Dumb' to Ask for More Time OffDuring a July Q&A with staff, CTO Andrew Bosworth shut down an employee who asked if AI productivity gains could be used to revive “Meta Days,” a cancelled holiday program that once allowed staff to take more days off a year.Bosworth was apparently appalled at the idea, saying that “I hope that what we do with our extra time is do even more and cooler stuff for the users who use our products every day … We got billions of people using our products every day. I get an extra hour. You know what I do with it? I put it into that.”The executive then dug his heels even further, personally insulting the staffer for asking about work-life balance: “Go to your parents and ask them: hey, like every time I get a chance to talk to my boss, ask me if I can have more days off. Ask your parents what they think of that as a career strategy.” BLOWHARD INDEXCEO of $49 billion AI company says it's ‘mind-boggling' people think you can work 38 hours a week, have work-life balance, and be successful SHUT UPBill Ackman agrees with Jeff Bezos: Being a great CEO can do more for the world than philanthropy SHUT UPCorcoran Group CEO says Gen Z's housing market struggles mirror what boomers faced 30 years ago: ‘Stop buying Starbucks coffee,' she advises SHUT UP SHUT UPOpenAI's CFO insists AI won't replace judgment SAY MOREOpenAI Warns AI Models Can Automate Cyberattacks and Exploit Security Vulnerabilities SHUT UPSam Altman thinks working at Goldman Sachs ‘sounds unbelievably terrible now' and admits he was ‘peer pressured' into accepting an internship there SAY MORESam Altman says 4 years could be too long for college: ‘The way the world has evolved, college just shouldn't be as long as it is' SAY MOREKalshi's 30-year-old CEO says most business advice is ‘trash'—he doesn't read management books or listen to podcasts: ‘I'm gonna make it up as I go' SAY MOREParamount demands $1.9 billion from states, citing Warner deal delays SHUT UPAirbnb CEO Brian Chesky says AI writes 60% of its code—and sustaining ‘founder mode' is the key to winning in the age of AI SHUT UPFar-Right UK Politician Says People Should ‘Enjoy' Climate Change SAY MOREIn 1992, Richard Tice started working for the housebuilding and commercial property company founded by his grandfather, The Sunley Group. Tice was its joint chief executive officer (CEO) for 14 years before leaving the company in 2006.Mark Cuban tells Ro Khanna 'you don't understand business,' threatens investment shift over billionaire tax SHUT UPPEOPLE/THINGS NOT TO HATE?MacKenzie Scott has given away $26 billion and rarely speaks publicly. Now she's releasing a novel—but you won't find it on Amazon DON'T HATEAmazon's New AI Data Center Is So Enormous That It Appears It Will Become the Largest Single Source of Pollution in the United StatesBernie Sanders asked the leading AI CEOs to pause development. DON'T HATEUS firms that kept DEI policies despite ‘go woke, go broke' threats thrived DON'T HATEFrance bans unsolicited telemarketing calls DON'T HATECards Against Humanity Unveils 'Sad Little Bitch' Elon Musk Monument Near Texas Starbase DON'T HATEGen Z is bringing pen and paper back to the workplace