Podcasts about Chief executive officer

Story of the Week (DR):The Cracker Barrel BSCracker Barrel scraps new logo design, keeps 'Old Timer' after listening to customersRestaurant chain's stock price sank following removal of 'Uncle Herschel' from brandingUncle Herschel wasn't just a marketing creation, he was a real person. Born Herschel McCartney, he was the younger brother of Cracker Barrel founder Dan Evins' mother and served as an early goodwill ambassador for the brand. A salesman for Martha White Flour Company for over three decades, Herschel traveled through rural America, building relationships in small-town general stores — the very kinds of places that inspired Cracker Barrel's original design and ethos.When Cracker Barrel introduced its iconic logo in 1969, the old-timer sitting beside the barrel was long thought by fans to be based on Herschel himself, though the company later clarified that this wasn't the case.In 2004, the Justice Department (during the George W. Bush administration) sued the chain for discriminating against Black customers. In 2006, they settled a lawsuit involving three of their Illinois restaurants for “discriminatory practices, racially charged language, and inappropriate touching.”Cracker Barrel's inconvenient fact: all the customers who loved its old logo had stopped going to the restaurantFounder Dan EvinsHis tone was considerably harsher when it came to defending a January 1991 directive to all the company's restaurants to fire employees “whose sexual preferences fail to demonstrate normal heterosexual values.” Mr. Evins's explanation for the edict was that gay people made customers in rural areas uncomfortable. As many as 16 openly or suspected gay employees were promptly fired.“They actually put a policy like this in writing, which was, and still is, shocking,” David Smith, a spokesman for the Human Rights Campaign.The New York City Employees Retirement System, which owned more than $6 million of Cracker Barrel shares, led other stock owners in using their votes and other legal means to organize resistance. In March 1991, Mr. Evins apologized and said the policy had been rescinded. But New York and its allies fought until 58 percent of the shareholders in 2002 persuaded Cracker Barrel's board to vote unanimously to explicitly forbid antigay discrimination in its equal employment policy.In July 2001, shareholders replaced Evins as CEO with Michael A. Woodhouse, who at the time was serving as the company's chief operating officer. Evins maintained his position as chairman of the board.Prior to founding the company, Dan worked for Consolidated Oil, a company founded by his grandfather.Cracker Barrel took down Pride page after rebrand fiascoCompany faced criticism over modernist redesign and support for LGBT causes before stock reboundThe website link for Cracker Barrel's Pride page, which used to boast that the company was "bringing the porch to Pride," now redirects to its "Culture and Belonging" page.Cracker Barrel previously sponsored the Nashville Pride Parade in 2024 and unveiled a line of rainbow-colored rocking chairs for Pride month. The company also has an LGBTQ employee resource group called the "LGBTQ+ Alliance," along with groups for veterans and other communities.Despite claims it's 'too woke,' Cracker Barrel actually has a fraught LGBTQ+ historyCracker Barrel received a score of zero on the inaugural index in 2002. The chain was criticized in the 1990s for discrimination against gay employees. In 1991, the company adopted a corporate policy stating that any worker who failed to demonstrate "normal heterosexual values" would be fired. Eleven employees were terminated under the rule, leading to boycotts and protests nationwide. Over time, Cracker Barrel's HRC score improved, reaching 80 in 2021 after the company took several public pro-LGBTQ stances.58 percent of the shareholders in 2002 persuaded Cracker Barrel's board to vote unanimously to explicitly forbid antigay discrimination in its equal employment policy.Proud Representation: Business Resource Groups: These voluntary, employee-led organizations are open to all employees and provide opportunities to network, develop leadership skills, and serve as cross-functional resources for our teams.AMPT (Advancing Modern Professionals for Tomorrow) aims to connect and empower modern professionals by promoting a community of inclusive, ambitious, and diverse members that unify through the Cracker Barrel to equip our community and leaders for the future. This BRG provides networking, development, and community outreach opportunities that supplement the professional and personal lives of its members.The mission of Be Bold is to cultivate and develop Black Leaders within the Cracker Barrel organization utilizing allyship, mentorship, and education to create a path to continued excellence as well as a vibrant and diverse community.B-Well: Cracker Barrel's Wellness BRG partners with the Benefits Department to improve the employee experience by sponsoring health and wellness activities that nurture employees' physical, emotional, financial, and intellectual well-being. Balance in these areas reduces distractions and allows employees to improve their focus and productivity.HOLA's mission is to promote Hispanic and Latino culture through hiring, developing, and retaining talent within Cracker Barrel. To create a culture of inclusivity and awareness through community outreach.LGBTQ+ Alliance: Supporting Home Office and Field employees to bring their whole selves to work while strengthening Cracker Barrel's relationship to the LGBTQ+ community.NeuroVerse Collective is focused on advocacy and education around Neurodiversity.Our Veteran's BRG, SERVE, is dedicated to advocating for leadership and development opportunities for its members. We foster an environment of networking and volunteerism while focusing on recruitment, retention, and advancement of Veterans at this company.Women's Connect: Our mission & goal is to inspire the women of Cracker Barrel by empowering, educating and engaging to achieve the strategic initiatives of Cracker Barrel.The anti-DEI purge continues: MMFed emphasizes its commitment to 'independence' as Lisa Cook pledges to sue over Trump's 'illegal' firingWhite House fires CDC director [Susan Monarez] who says RFK Jr. is ‘weaponizing public health'White House names RFK Jr deputy Jim O'Neill as replacement CDC directorUnlike Monarez, O'Neill, a former investment executive, does not have a medical or scientific background. He served as a speechwriter for the health department during the George W Bush administration, and went on to work for the tech investor and conservative mega-donor Peter Thiel.Trump Fires Member of Board That Approves Railroad MergersRobert E. Primus received an email from the White House terminating his position, but he said he would continue his duties.The Oligarchy Rules!: Trump makes the government Intel's largest investorIntel has entered into an agreement with the U.S. government, specifically the Department of Commerce, for an $8.9 billion investment in the company. This investment is in the form of the government purchasing Intel common stock.The U.S. government will gain a nearly 10% stake in Intel.This funding is part of the CHIPS and Science Act and the Secure Enclave program, aimed at boosting the domestic semiconductor industry.The government's ownership will be passive, with no board representation or governance rights.Each Warrant represents the right to purchase one share of common stock at an exercise price of $20.00 per share.On August 18, 2025, Intel Corporation entered into a Securities Purchase Agreement with SoftBank Group Corp. pursuant to which SoftBank agreed to purchase 86,956,522 shares of the Company's common stock for an aggregate purchase price in cash of $2.0 billion, representing a price per share of $23.00 per share.Goodliest of the Week (MM/DR):DR: Korea passes boardroom reform, curbing chaebol power MM DRMM: Red Lobster Is Betting on Black Diners With Its Brand ComebackMM: Bluesky now platform of choice for science communityAssholiest of the Week (MM):Shareholder democracyFrom Mike Levin, host of Shareholder Primacy and writer of the Activist Investor newsletter: Followers here should recall ten current and former TSLA directors agreed to repay about $735 million in comp they received from 2017-2020 as part of a settlement of a derivative lawsuit, Detroit v. Tesla.February 25, 2025 - TSLA receives $735 million in cash and returned options from ten director defendants, five of which currently serve on the TSLA BoD, without specifying how much each defendant paidMarch 31 - We filed our opening brief, acknowledging that receipt of the damages and noting the five director defendants currently on the TSLA BoD had not filed SEC Form 4 showing a change in options holdings to reflect returned optionsApril 29 or 30 - TSLA BoD authorizes cancellation of options to reflect the settlementMay 1 - The five defendants currently on the TSLA BoD file Form 4 showing return of options as part of the settlement.It is impossible for Tesla to have received Settlement Options from Current Director Defendants by February 25, 2025 and for Current Director Defendants to have conveyed them to Tesla on May 1, 2025. Either Tesla misrepresented receipt of the Settlement Amount in a sworn affidavit or Current Director Defendants failed to timely file Form 4 with the SEC.From Kevin Barnes of K-Bar Holdings LLC, shareholder proponent at Eagle Materials:Files shareholder proposal to de-classify the board by amending the charter via Special Meeting in the June 23, 2025 proxy statementAt the AGM held August 4, 2025, Barnes wins the advisory vote… by a LOT - 92% in favor (92%!!!) - made more impressive given that 37.3% of shares are held by Fidelity, Vanguard, BlackRock, and JPM, not exactly communistsKevin emailed me Tuesday to say Eagle “has yet to notice a Special Meeting to formalize [the amendments]”On August 16th, 19 days after Samsara (where Marc Andreessen and Sue Wagner spend their time) held its AGM, the company added Gary Steele (whose company Shield AI is private and funded in large part by Andreessen Horowitz) to the boardQorvo, after John Cheveddan's shareholder proposal asking for the right of investors to call special meetings failed with 44% in favor and approved pay with just 59% in favor, ONE DAY after the annual meeting the board “approved” giant golden parachutes for the executivesMeritocracyRobert Primus: Trump Fires Member of Board That Approves Railroad Mergers“Robert Primus did not align with the president's America First agenda, and was terminated from his position by the White House.” He added, “The administration intends to nominate new, more qualified members to the Surface Transportation Board in short order.”Primus is a black man who went to Harvard and Hamton and has more than 20 year experience in politics - he was given the position originally by TrumpLisa Cook: Trump says he's removing Fed governor Lisa Cook, citing his administration's allegations of mortgage fraudLetitia Jones: Justice Dept. Abruptly Escalates Pressure Campaign on a Trump AdversaryMuriel Bowser, Karen Bass: Cities led by Black women are the first targets of Trump's political power grabKnow your surrendering boards DRCracker Barrel CEO Under Pressure To Resign After Logo U-TurnCarl Berquist (2019), Chair, ex Arthur AndersenJody Bilney (2022), ex HumanaSteve Bramlage (2025), Casey's GeneralGilbert Davila (2020), diversity marketing CEO (PoC!)John Garratt (2023), ex Dollar GeneralMichael Goodwin (2024), tech at PetSmart (PoC!)Cheryl Henry (2024), ex Ruth'sJulie Felss Masino, CEOGisel Ruiz (2020), ex Sam's Club (PoC!)Daryl Wade (2021), ex Union Square Hospitality (PoC!)Cracker Barrel board member under fire for DEI backgroundTrump makes the government Intel's largest investorFrank Yeary (2009), Chair, PE/VC tech guyJim Goetz (2019), SequoiaAndrea Goldsmith (2021), dean at PrincetonAlyssa Henry (2020), ex CEO of BlockEric Meurice (2024), ex ASML HoldingsBarbara Novick (2022), ex Blackrock founderSteve Sanghi (2024), Microchip TechnologyGreg Smith (2017), ex BoeingStacy Smith (2024), ex KioxiaDion Weisler (2020), ex HPHeadliniest of the WeekDR: Pork Industry Leader David Newman Selected as National Pork Board's Next CEOMM: Jeff Bezos Said He Would Have 'Felt Icky' Had He Taken Any More Shares Of Amazon: 'I Just Didn't Feel Good...'MM: Sam Altman says colleagues are glad he's a dad now, because they think raising a child will help him make ‘better decisions for humanity'Who Won the Week?DR: Hopeful Susan Collins slayer and oyster farmer Graham Platner: “I did four infantry tours in the Marine Corps and the army. I'm not afraid to name an enemy, and the enemy is the oligarchy. It's the billionaires who pay for it, the politicians who sell us out.”MM: Journalists who listen to Business Pants: Cracker Barrel's inconvenient fact: all the customers who loved its old logo had stopped going to the restaurant - where Dee Ann Durbin of the AP literally took my rant about foot traffic and stock movements part for partPredictionsDR: The following lines will be deleted from Cracker Barrel's next proxy statement:[The Public Responsibility Committee ] “Reviews the Company's progress in its diversity and inclusion initiatives and compliance with the Company's responsibilities as an equal opportunity employer”“ In addition, our nominees — including five (5) women and three (3) individuals who are racially or ethnically diverse — embody the diversity that we believe is critical to the effective functioning of any public company board today, particularly in a consumer-facing industry such as ours.”“Board Diversity Matrix”Or at least the following term from that matrix: “Non-Binary”“Gilbert R. Dávila, age 61, first became one of our directors in July 2020. Since 2010, Mr. Dávila has served as the President and Chief Executive Officer of DMI Consulting — a leading multicultural marketing, diversity & inclusion, and strategy firm in the United States.”Cracker Barrel board member under fire for DEI background after restaurant ditches traditional logo MM: Ramon Laguarta, the CEO of Pepsi, quietly scraps a plan for their brand Quaker Oats to remove the picture of the old white quaker guy from the cartons of oats and instead asks the marketing team to make the quaker guy even older and whiter and possible they should consider adding a shotgun in his hands with “boobs rule” written on the side of it

Margaret Fry, MD, President and Chief Executive Officer of Boston Children's Pediatric Physicians' Organization, shares insights on the organization's current strategy and how they are leveraging technology to improve care delivery. She highlights the role of information technology, including AI scribes, and discusses approaches to addressing ongoing workforce challenges.

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with Stephen Dilly, Chairman, President and Chief Executive Officer at Codexis. Your host, Raman Sehgal, discusses the pharmaceutical and biotechnology supply chain with Stephen, covering: His journey of almost 40 years in the industry, including 20 years as a CEO. Leading two therapeutic companies to two, successful, $billion+ exits... Not making snap judgements and instant opinions early on in your role as a senior leader. Why he took on the challenge of leading Codexis at this phase of his career. The importance of values as guiding principles, and spending in-person time with your team. As President & CEO of Codexis since August 2022, Stephen brings more than three decades of executive management experience in the biopharmaceutical industry. Most recently, he served as President and CEO of Sierra Oncology (NASDAQ: SRRA) through its recent sale to GlaxoSmithKline for $1.9 billion.  Previously, Dr. Dilly served as CEO of Aimmune Therapeutics, acquired by Nestle Health Science for $2.6 billion. Dr. Dilly has served in executive roles at Genentech, Chiron and SmithKline Beecham and has been associated with the development, approval and launch of more than twenty marketed drugs across multiple therapeutic areas. He holds both an MBBS and a PhD in Cardiac Physiology from the University of London.   Molecule to Market is also sponsored by Bora Pharma (boracdmo.com) and Charles River (www.criver.com), and supported by ramarketing.    Please subscribe, tell your industry colleagues and join us in celebrating and promoting the value and importance of the global life science outsourcing space. We'd also appreciate a positive rating!

Mimi Coomler, Chief Executive Officer of Tucson Medical Center, highlights her work serving the southern Arizona community and the recent launch of the cancer strategy center. She addresses the pressing issues of affordability and reliability in the health system, while also sharing how new AI upgrades and technological advances are shaping the future of care delivery.

Nigel Thurlow previously served as the first-ever Chief of Agile at Toyota, where he created the World Agility Forum award-winning “Scrum the Toyota Way” and co-created The Flow System™, a holistic FLOW-based approach to delivering customer-first value built on a foundation of The Toyota Production System.Throughout his career, Thurlow has gained an enviable recognition as a leading expert in Lean and Agile methods, tools, techniques, and approaches. He specializes in developing effective organizational designs and operating models for organizations to embrace both Lean and Agile concepts. By leveraging knowledge from various sources, Thurlow helps optimize organizations to enact successful, long-lasting transformational strategies in applying Lean thinking, Agile techniques, and Scrum – while combining complexity thinking, distributive leadership, and team science, represented by a triple helix structure known as the DNA of Organizations™.As of 2024, he has trained over 8,500 people worldwide in Scrum, Agile, Lean, Flow, Complexity, and organizational design. Thurlow is a Professional Scrum Trainer (PST).An instinctive problem solver, Nigel Thurlow takes a method-agnostic, cross-industry approach in helping organizations find the right tools, methods, and approaches to overcome challenges within their contextual situation. He advocates for the fact that there is not a one-size-fits-all prescriptive approach to agility; all tools have utility, but they also have contextual limitations. From this vantage point, Thurlow equips an organization's people to become an army of problem solvers, expanding their perception of what they do so they can better understand and prepare for potential challenges along the way.Thurlow is currently the Chief Executive Officer at The Flow Consortium, a collection of highly regarded companies in the Lean and Agile world — as well as the scientific and academic communities at large. The Flow Consortium strives to expand the boundaries of current Lean and Agile thinking through the understanding of complexity thinking, distributed leadership, and team science by tapping into the minds of top thought leaders from these concentrations.While at Toyota, Thurlow worked to frame Scrum as more than just a standardized behavioral process by applying and advancing fundamental methodologies to spur innovative, forward-thinking solutions to Toyota's most complex challenges. He also founded the Toyota Agile Academy in 2018. These efforts signaled a transformative phase for Toyota, leading the company towards organizational agility and helping its team members better understand this concept in an automotive production context.Additionally, Thurlow has been a board presence at the University of North Texas since 2019, serving as an advisor to the Department of Information Science Board and a member of the College of Information Leadership Board. He has also served as the President of CDQ LLC since 2012. Prior to that, Thurlow held executive coaching and training roles for companies including Vodafone, Lumen Technologies, Scrum, Inc., GE Power & Water, 3M Healthcare Information Systems, Bose Corporation, The TJX Companies, Inc. – as well as the Commonwealth of Massachusetts. He has also taught Scrum at the Massachusetts Institute of Technology (MIT).As an author, Thurlow was named a Forbes top 10 author for co-authoring the book “The Flow System™” in 2020. He has recently co-authored “The Flow System Playbook” published in 2023 which presents a practical study guide and reference book to all the concepts covered in the first book.His other notable publications include “Introducing the Flow System (2019)” and “TPS and the Age of Destruction (2019).” He is also the co-author of The Flow Guide and The Flow System Principles and Key Attributes Guidebook. Recently, Thurlow co-authored “The...

Our conversation with Susan Dickinson, Chief Executive Officer of the Association for Frontotemporal Degeneration (AFTD), explores frontotemporal dementia (FTD), a lesser known but devastating form of dementia that primarily affects behavior and executive function rather than memory. Susan helps us understand the distinctive signs of FTD, including personality changes, social inappropriateness, and diminished decision-making abilities that often appear in patients' 40s and 50s — decades earlier than typical Alzheimer's onset. She clearly explains the critical differences between FTD and Alzheimer's disease, emphasizing why an accurate diagnosis is essential for proper treatment, family support, and planning. 

Autonomy's moment is now as the operating stack goes live across software, hardware, availability, and insurance. Outdoorsy Group CEO Jeff Cavins joins the show to unpack how RoboTaxis integrate with marketplaces, city systems, and the consumer experience. Austin's talent, technology, and risk appetite are making it the Autonomy Capital. Highlights 01:31 Why Outdoorsy Group is betting on RoboTaxis 05:44 Software must command the car 10:40 RoboTaxi as the default transpiration benchmark 15:30 FSD & the Airport 25:39 Coverholder status and dynamic underwriting 32:26 Austin's autonomy flywheel 41:50 Safety is the X-factor 45:52 Cargo, errands, agentic ops 51:29 Autonomy in air and ground 58:44 What's Next Austin?Guest BiosJeff Cavins is a distinguished technology veteran with over 22 years of senior-level experience leading and transforming emerging growth technology, software, Internet, and digital media companies. His illustrious career has been marked by significant value creation, contributing to over $32 billion in total market capitalizations. As the Co-Founder and CEO of Outdoorsy Group, he steers a global leader in mobility and accommodations, encompassing Outdoorsy, the largest and most trusted peer-to-peer RV rental platform, and its pioneering insurtech arm, Roamly.Jeff's leadership at Outdoorsy Group is rooted in a deep understanding of market dynamics and a relentless pursuit of innovation. This is exemplified by Roamly's recent achievement of Lloyd's Coverholder status, a testament to its specialized underwriting expertise in complex, niche markets. This strategic move positions Roamly to enable the future of shared mobility across RVs, campervans, carsharing, and even emerging transportation like cybercabs.Before co-founding Outdoorsy in 2015, Jeff served as Chief Executive Officer of Fuze, a cloud communications company recognized by Inc. 500 as the 125th fastest-growing private company in America in 2013. His tenure at Fuze included overseeing the development of "Fuze for iPad," a product personally used by Steve Jobs and featured in Apple's 2011 "We Will Always" global iPad TV ad campaign.Prior to Fuze, Jeff was President and CEO of CallWave (NASDAQ: CALL), a leading provider of internet and mobile-based unified communications solutions. He also served as CEO of Loudeye Corporation (NASDAQ: LOUD), a global leader in digital media distribution technology, which was subsequently acquired by Nokia. At Loudeye, he masterminded the company's global expansion and forged strategic partnerships with industry giants such as Apple, AT&T Wireless, Nokia, and Virgin, ultimately growing shareholder value by over 1700 percent.Jeff's extensive experience also includes serving as a Venture Advisor at Azure Capital Partners in San Francisco, and as Senior Vice President for Exodus Communications, where he managed over $1.3 billion in revenue and 1,900 employees. There, he established crucial strategic partnerships with industry leaders like Google, Yahoo!, eBay, and MSN.Earlier in his career, Jeff founded, presided over, and led CSI Digital, an advanced digital media technology software company specializing in visual effects for the TV and film industries. CSI Digital earned recognition from Inc. Magazine in 2007 as the 100th fastest-growing private company in America and was awarded first place in the inaugural Deloitte and Touche Fast-50 Program in the same year. He began his career with nearly a decade in the broadcast division of Sony Corporation, where he held sales management and engineering roles, and notably designed and developed the Instant Replay system for the NFL, leading its deployment across the league.Guest LinksJeff Cavins: LinkedIn Outdoorsy Group: Website, LinkedIn, InstagramRoamly: Website, LinkedIn, Instagram -------------------Austin Next Links: Website, X/Twitter, YouTube, LinkedInEcosystem Metacognition Substack

Ever cornered a financial advisor at a party with your burning money questions? In this episode, Travis Maus and Kerstin Driscoll-Witt unpack the hilariously awkward—and surprisingly insightful—moments when finance meets finger food. From retirement myths to crypto confusion, they tackle the big questions people should be asking (but usually don't). Kerstin shares how she found her way into the retirement planning world and why cookie-cutter advice just doesn't cut it. If you've ever wondered whether your retirement plan is actually a plan—or just a hope and a prayer—this one's for you. Tune in and learn how to stop winging it with your money.

The US Attorneys General of 44 jurisdictions have signed a letter addressed to the Chief Executive Officers of multiple AI companies, urging them to protect children "from exploitation by predatory artificial intelligence products." In other news, Elon Musk's artificial intelligence company xAI is suing Apple and OpenAI, as reported by Reuters. The suit accuses the companies of illegally conspiring to stop rival AI companies from getting a fair shot on the App Store, alleging they have "locked up markets to maintain their monopolies and prevent innovators like X and xAI from competing." And, the 100,000-square-foot amusement centers will be centered around all things Netflix and will include a retail component, a restaurant called Netflix Bites and numerous "immersive story-driven experiences" based on the company's most successful properties. The Netflix House in Philadelphia will open November 12 at the King of Prussia Mall, and the Dallas location will open December 11 at Galleria Texas. A third location is planned for Las Vegas in 2027. Learn more about your ad choices. Visit podcastchoices.com/adchoices

I love Delta Air Lines. It's my favorite airline. Please understand that.Now, that said, when I was a kid, their tagline was ‘We love to fly and it shows.'I would see the tagline on TV ads. I would see it on giant posters in the airport.And then I would get on the plane. And even as a kid I could tell…the people working on the airplane, are not the ones that wrote the jingle.So I love this lesson from a podcast guest application – Your brand is only as strong as your frontline experience.To hear the story behind that lesson, along with many more lesson-filled stories, I sat down with Melissa Archer-Wirtz, CEO, Century 21 Circle [https://c21circle.com/].Lessons from the things she madeYour brand is only as strong as your frontline experienceChange management isn't about being right – it's about being clearPeople don't fear change – they fear confusionCulture is built through relationships, not policiesYour integrity is your most valuable assetYou don't have to be the loudest voice in the room to be the most effective leaderDiscussed in this episodeAdvertising and Brands: Details matter, know when to quit, …be nice (podcast episode #27) [https://marketingsherpa.com/article/interview/advertising-and-brands]Marketing: It's not about you, and when you make it about you, you are never going to succeed (podcast episode #53) [https://marketingsherpa.com/article/interview/marketing-not-about-you]Cybersecurity Marketing: You don't need to scare people to sell them security (podcast episode #136) [https://marketingsherpa.com/article/interview/cybersecurity]500 Mangled, Stretchy Rubber Guys: Make sure you have the right marketing partner for your super creative plan – Podcast Episode #3 [https://marketingsherpa.com/article/interview/direct-mail-podcast]Adaptive Leadership: It's never too late to reinvent yourself (podcast episode #90) [https://marketingsherpa.com/article/interview/adaptive]Transform your intellectual property into a revenue engine…in just daysHow I Made It In Marketing is brought to you by MeclabsAI, MarketingSherpa's parent company.In just 21 days, you can pilot your first AI-powered product with MeclabsAI [https://meclabsai.com/]Subscribe for more tactics that turn content into closed businessSubscribe to the MarketingSherpa email newsletter [https://www.marketingsherpa.com/newsletters] to get more insights from your fellow marketers. Sign up for free if you'd like to get more episodes like this one.For more insights, check out...This podcast is not about marketing – it is about the marketer. It draws its inspiration from the Flint McGlaughlin quote, “The key to transformative marketing is a transformed marketer” from the Become a Marketer-Philosopher: Create and optimize high-converting webpages [https://meclabs.com/course/] free digital marketing course.Apply to be a guestIf you would like to apply to be a guest on How I Made It In Marketing, here is the podcast guest application – https://www.marketingsherpa.com/page/podcast-guest-application

We're certain you're experiencing this feeling as well - it's as if we're finally living in the world that was promised to us by science fiction movies. To be fair, AI has evolved into Artificial Intelligence that is indeed intelligent. While it lacks consciousness, the distinction between the two would be a topic for a separate conversation on another podcast. Today, I've invited Steve to assist app brands in understanding this complex landscape of Generative AI. Our goal is to empower you to make informed decisions about which AI tools to utilize, avoid common pitfalls, comprehend the skill sets your team requires, and more. Today's topics include: How to evaluate AI tools without getting lost in comparisons between models The most common mistake people make trying to integrate AI into their work Given AI influence, what skill sets development teams need to develop What role will "middle layer" tools play in AI adoption Advice to leaders trying to help their teams adapt to rapid AI changes Links and Resources: Steve Toy on LinkedIn Memrise website Business Of Apps - connecting the app industry Quotes from Steve Toy “You don't really care about the performance metrics of all the different models out there. What matters is whether it can do the job you need it to do well and effectively.” “The biggest mistake is not understanding the job to be done. If you just bring tools into your system without a clear goal, you end up as the proverbial hammer wandering around looking for a nail.” “Expertise is actually less important in this world. What separates those who succeed with AI from those who don't is perseverance — the willingness to go one more round” Host Business Of Apps - connecting the app industry since 2012

This week Nicola and Di chat with the authentic and funny Bianca Dye. Many of our Australian listeners will of course know Bianca from her days as a radio presenter, across multiple stations, or the several TV shows she’s appeared on, including her own show which she hosted on Arena TV, Access All Areas. As well as her career in media, Bianca is known for her fearless honesty, and she’s an advocate who’s spoken out on many issues including mental health, IVF, perimenopause, ADHD, heartbreak, and all the messy parts that come with being human. In this episode Bianca shares some hard won wisdom on how to keep going and growing. In this chat Bianca is refreshingly herself and shares with us so many stories of the highs and lows in her career, the mistakes she’s made, the things she wishes she did differently, as well as the moments she’s proud of. We hear about Bianca’s incredible career path, which has included being a spruiker, a Marilyn Munroe impersonator and even a ringmaster for the Moscow Circus. In fact, it was her days spruiking on the Gold Coast that actually landed Bianca her first radio gig. Bianca is such a great storyteller and she shares so many funny moments in this chat - including the hilarious time she went to interview Richard Branson and he asked if she’d be willing to pull a prank with him - you’ll have to tune in to hear what happened next. In true Bianca style, we also talk about the harder moments as well - from heartbreak, to losing jobs she loved, challenges with perimenopause and the brain study that showed she had ADHD. We loved having Bianca in the studio with us and we really hope you enjoy listening to her as much as we did. This episode is proudly supported by Montgomery Investment Management, trusted experts helping you build and protect your financial future. For further information, please contact David Buckland, Chief Executive Officer or Rhodri Taylor, Account Manager on (02) 8046 5000 or investor@montinvest.com Follow Bianca on IG here - https://www.instagram.com/biancadye/ Follow Nicola and Di on IG here - https://www.instagram.com/overthebackfencepodcast/ Watch Over The Back Fence on YouTube here - https://www.youtube.com/@Overthebackfencepodcast/podcastsSee omnystudio.com/listener for privacy information.

Story of the Week (DR):End of summer anti-woke bro rage brigade MMNew Cracker Barrel Logo Sparks Right-Wing Backlash—From Trump Jr. And MoreMAGA erupts over Cracker Barrel logo change, and stock plungesRight-Winger, Others Call Out 'Woke' New Change To Cracker Barrel's Peg GameThe goal of the game is to whittle down the number of pegs on the board to one through a series of “jumping” pegs, not unlike checkers. Previously, directions on the game explained that people who have only one peg left on the board are geniuses, while people with two pegs left are “pretty smart.” However, if you leave three pegs, the game considers you “dumb,” while anyone who leaves four pegs is an “EG-NO-RA-MOOOSE.”That was the old game. New peg games have removed the playful insults and instead say, “leave three or more ― no reason to be embarrassed. Try again.”Sean Davis, the CEO of The Federalist: Cracker Barrel didn't just destroy its logo and restaurant vibe. It also changed the peg game to make dumb people feel better when they do poorly.Until October 2017, The Federalist had a "black crime" tag, which aggregated articles related to criminal activity by African AmericansChristian College's Hot Take On Cracker Barrel Has People Saying, ‘Huh?'Hillsdale College in Michigan: A post on its official account on X (formerly Twitter) likened the updated logo to a vandalized statue of President George Washington that was defaced during the 2020 protests over the police killing of George Floyd.MAGA Rep Drags Jesus Christ Into ‘Woke' Cracker Barrel MeltdownCongressman Byron Donalds slammed the restaurant chain for daring to rebrand after he had a religious experience in one of its Florida parking lots: “In college, I worked at @CrackerBarrel in Tallahassee,” the Florida Republican wrote on X, “I even gave my life to Christ in their parking lot. Their logo was iconic and their unique restaurants were a fixture of American culture. No one asked for this woke rebrand.”‘Cracker barrel goes woke': CEO under MAGA fire for changing logo first time in 48 years, removes ‘white guy'Steak 'n Shake slams Cracker Barrel CEO for eliminating 'old-timer' from logo: 'We take pride in our history'“This is what happens when you have a board that does not respect their historical customers or their brand.At Steak n Shake, we have gone back to basics. Our tallow fries are waiting for you. Oh yeah, you can also now pay with Bitcoin!”Entrepreneur Sardar Biglari owns Steak ‘n ShakeOwns 9.3% of Cracker barreltook control of Steak 'n Shake in August 2008 after three years of declining same-store sales and losses of $100,000 per day.Biglari controls the Steak 'n Shake Company, First Guard Insurance, Abraxas Petroleum, Maxim, Southern Oil of Louisiana, Southern Pioneer Insurance and the Western Sizzlin' corporation. Biglari was born in Iran in 1977However the chain ran into more problems in 2016 and onward, with revenue declining sharply.In 2021, Steak N' Shake made a strategic decision to transition away from casual dining and become a fast food restaurant. Steak 'n Shake replaced lunch counters with self-serve kiosks in 2021 to improve efficiency and reduce costs. Changing the service model allowed a significant reduction of store staffIn 2024, Biglari fought and lost a proxy contest with Cracker Barrel, trying to get himself and two buddies on the CB board.This marks the sixth time since 2011 that Biglari has initiated a proxy contest seeking seats on the Board (the fourth time for Sardar Biglari personally), and the seventh contested solicitation overall during that span.POP QUIZ:Was that the original logo?No. The Cracker Barrel chain opened first in 1969 and had a text-only logo. In 1977, the famous logo with a man and a barrel was introduced.Is Cracker Barrel's new-ish CEO (11/23) a man or a woman?Cracker Barrel CEO Julie Felss Masino and the new logo controversyMs. Masino previously served as the President, International of Taco Bell, a subsidiary of Yum! Brands, Inc. (NYSE: YUM) from January 2020 to June 2023. From January 2018 to December 2019, she served as President, North America of Taco Bell.“Cracker Barrel's new logo isn't an accident — it's CEO Julie Felss Masino's project. She scrapped a beloved American aesthetic and replaced it with sterile, soulless branding.”Benny Johnson said the logo change could cause the company to collapse in a similar way that Target and other stores that embraced DEI (diversity, equity and inclusion) did.‘Go woke, you go broke:' Ohio faith leaders urge Kroger to abandon LGBTQ+ policiesTrump calls on Federal Reserve Governor Lisa Cook to resignLisa DeNell Cook is an American economist who has served as a member of the Federal Reserve Board of Governors since May 23, 2022. She is the first African American woman and first woman of color to sit on the BoardCEO-to-worker pay gap surges to 632 to 1 at US's lowest-paying large firms, study shows: At 100 firms in S&P 500 with lowest median pay, executives' comp increased by average of nearly 35% over five yearsFTSE 100 CEO pay rises for third consecutive year, hitting record high CEO pay at top US companies accelerates at fastest pace in four yearsStarbucks CEO Tops List Of Sky-High Executive Pay PackagesStarbucks' CEO is ditching a merit system and giving all salaried staff a flat 2% pay raise insteadSuccession Theater: Target CEO Brian Cornell steps down after 11 years as sales continue to dropTarget's Brian Cornell to hand CEO job to Michael Fiddelke in FebruaryTarget CEO Brian Cornell will step down from the struggling retailer in February and its COO will succeed himTarget CEO Brian Cornell will step down from the struggling retailer in February and its COO will succeed himAlert: Target CEO Brian Cornell will step down from the struggling retailer in February and its COO will succeed himWhen the C.E.O. Retires but Won't Go AwayTarget is the latest company to keep a replaced chief executive around as an “executive chairman.” Does having two top dogs make sense?On August 15, 2025, following a comprehensive succession planning process, the Board of Directors (the “Board”) of Target Corporation (“Target”), appointed Michael J. Fiddelke, Target's current Executive Vice President and Chief Operating Officer, as Target's next Chief Executive Officer and a member of the Board, effective February 1, 2026. At that time, Brian C. Cornell will step down from his position as Chief Executive Officer and will continue to serve as Chair of the Board in an Executive Chair capacity.Goodliest of the Week (MM/DR):DR: Companies with climate targets have more than tripled since 2023: SBTiA total of 10,949 companies worldwide now either have near-term targets or near-term and net-zero targets, or have committed to set them, according to a report by the Science-Based Targets initiative.DR: The juxtaposition of these two headlines:Scientists Say They've Figured Out a Way to Turn Nuclear Waste Into a Powerful FuelScientists Can't Figure Out Why Just Walking In Nature Appears to Quickly Heal Your Brain RotMM: Why Shop? In Maine, the Library of Things Has It All (Almost)You can take out an electric lawn mower at the libraryMM: Lyft co-founders depart board, convert Class B shares - greatest de-dictatorship in modern history? From 30% voting power to 2% voting power as part of the conversion DRShares still worth a paltry $144mAssholiest of the Week (MM): Anti ESG is a jokeLegal definition of a fiduciary: The beneficiary has delegated authority to the fiduciary to act on its behalf;The fiduciary has discretionary powers over the beneficiary's assets or interests;The fiduciary is in a position superior to that of the beneficiary due to specialized access, knowledge or ability; andThe beneficiary trusts that the fiduciary will act in the beneficiary's best interest. (Ponet & Leib, 2011.)From Florida 2023 HB3An act relating to government and corporate activism…The board of trustees, subject to the fiduciary standards … and the requirements in s. 112.662…Which are… Notwithstanding any other law, when deciding whether to invest and when investing the assets of any retirement system or plan, only pecuniary factors may be considered and the interests of the participants and beneficiaries of the system or plan may not be subordinated to other objectives, including sacrificing investment return or undertaking additional investment risk to promote any nonpecuniary factorWhich includes… any social, political, or ideological interestsWhich applies to…Obligations of the United States or obligations guaranteed as to principal and interest by the government of the United StatesWhich makes investing in Treasury securities illegal because…White House Reportedly Launches A Scorecard Rating 500+ Companies On Trump LoyaltyThe rating system evaluates multiple factors, including social media activity, press releases, video testimonials, advertisements, participation in White House events, and other forms of engagement connected to the [One Big Beautiful Bill]Determines who they'll do business withFree speech dictatorsMeta spent $27 million protecting Mark Zuckerberg last year, more than any other CEOGoogle to Pay $36 Million in Anti-Competition FinesCoinbase CEO says he watched famous speeches to psych himself up before banning politics at the companyTrump May Further Redefine U.S. Capitalism With an Intel Move, ‘Come to America and lose $1B': Trump drives new offshore wind lossesFossil fuel “discrimination” laws prohibit discriminating against fossil fuels - there are no law to prevent “discrimination” against wind or solarHow Ownership Can Shape OutcomesHollowing out the corporate middle class MMStarbucks Sets 2% Raises for Corporate WorkersCoffee giant is in the midst of a turnaround; ‘We need to carefully manage all of our other costs'Starbucks earlier this year said it would lay off 1,100 corporate workersIn July, the company offered buyouts to corporate workers and said it would step up its in-office requirements later this year, to four days from three.From May: Starbucks and unionized baristas locked in a wage standoffNational Legal Policy Center actually filed a resolution this year demanding Starbucks produce a report detailing the human rights risks and “loss of shareholder value” if Starbucks “capitulates” to the union - union killing by SHP?Starbucks CEO Brian Niccol awarded $96 million pay package after 4 months on the jobUse of Starbucks aircraft for travel between city of primary residence and Starbucks headquarters and up to $250,000 in personal non-commuting travel per year; additional use of Starbucks aircraft for travel pursuant to Mr. Niccol's time sharing agreementHeadliniest of the WeekDR: 10 Candidates Will Vie for 4 Open Seats on USA Swimming Board of DirectorsDR: Walmart may have sold radioactive shrimp, FDA warnsMM: Silicon Valley talent keeps getting recycled, so this CEO uses a ‘moneyball' approach for uncovering hidden AI geniuses in the new era“There's different biases and filters about people's pedigree or where they came from. But if you could truly map all of that and just give credit for some people that maybe went through alternate pathways [then you can] truly stack rank,” Alex Bates, founder and CEO of AI executive recruiting platform HelloSky, told Fortune.MM: Forests in Certain Areas of the World Can Add to Global Warming I hate that headlineWho Won the Week?DR: The term “Bro IPO.” Or is it “BroPo?”MM: Damion. And it's BroPO.PredictionsDR: Target accidentally announces one of Brian COrnell's new board roles will be the Chairman of the We-Swear-It's-Not-My-Idea Task ForceMM: An analytics company somewhere realizes you can take the “moneyball” concept and apply it to people at publicly traded companies, making millions of dollars by giving investors the ability to vote for their fiduciaries by using advanced data, not voting on the fact that John is kind of cute and Leslie is a nice name.

Nigel Thurlow previously served as the first-ever Chief of Agile at Toyota, where he created the World Agility Forum award-winning “Scrum the Toyota Way” and co-created The Flow System™, a holistic FLOW-based approach to delivering customer-first value built on a foundation of The Toyota Production System.Throughout his career, Thurlow has gained an enviable recognition as a leading expert in Lean and Agile methods, tools, techniques, and approaches. He specializes in developing effective organizational designs and operating models for organizations to embrace both Lean and Agile concepts. By leveraging knowledge from various sources, Thurlow helps optimize organizations to enact successful, long-lasting transformational strategies in applying Lean thinking, Agile techniques, and Scrum – while combining complexity thinking, distributive leadership, and team science, represented by a triple helix structure known as the DNA of Organizations™.As of 2024, he has trained over 8,500 people worldwide in Scrum, Agile, Lean, Flow, Complexity, and organizational design. Thurlow is a Professional Scrum Trainer (PST).An instinctive problem solver, Nigel Thurlow takes a method-agnostic, cross-industry approach in helping organizations find the right tools, methods, and approaches to overcome challenges within their contextual situation. He advocates for the fact that there is not a one-size-fits-all prescriptive approach to agility; all tools have utility, but they also have contextual limitations. From this vantage point, Thurlow equips an organization's people to become an army of problem solvers, expanding their perception of what they do so they can better understand and prepare for potential challenges along the way.Thurlow is currently the Chief Executive Officer at The Flow Consortium, a collection of highly regarded companies in the Lean and Agile world — as well as the scientific and academic communities at large. The Flow Consortium strives to expand the boundaries of current Lean and Agile thinking through the understanding of complexity thinking, distributed leadership, and team science by tapping into the minds of top thought leaders from these concentrations.While at Toyota, Thurlow worked to frame Scrum as more than just a standardized behavioral process by applying and advancing fundamental methodologies to spur innovative, forward-thinking solutions to Toyota's most complex challenges. He also founded the Toyota Agile Academy in 2018. These efforts signaled a transformative phase for Toyota, leading the company towards organizational agility and helping its team members better understand this concept in an automotive production context.Additionally, Thurlow has been a board presence at the University of North Texas since 2019, serving as an advisor to the Department of Information Science Board and a member of the College of Information Leadership Board. He has also served as the President of CDQ LLC since 2012. Prior to that, Thurlow held executive coaching and training roles for companies including Vodafone, Lumen Technologies, Scrum, Inc., GE Power & Water, 3M Healthcare Information Systems, Bose Corporation, The TJX Companies, Inc. – as well as the Commonwealth of Massachusetts. He has also taught Scrum at the Massachusetts Institute of Technology (MIT).As an author, Thurlow was named a Forbes top 10 author for co-authoring the book “The Flow System™” in 2020. He has recently co-authored “The Flow System Playbook” published in 2023 which presents a practical study guide and reference book to all the concepts covered in the first book.His other notable publications include “Introducing the Flow System (2019)” and “TPS and the Age of Destruction (2019).” He is also the co-author of The Flow Guide and The Flow System Principles and Key Attributes Guidebook. Recently, Thurlow co-authored “The Substrate Independence Theory,” a peer-reviewed scientific article

On this episode of the SeventySix Capital Sports Leadership Show - College Sports Edition, Wayne Kimmel and Co-Host Ken Shropshire interviewed Professional and Collegiate Sports Executive, Oliver Luck.As President of Palmetto Trust Company, LLC and Chairman of Altius Sports Partners, Luck provides leadership experience spanning collegiate and professional athletics. His roles have included Commissioner of the XFL, Executive Vice President for Regulatory Affairs and Strategic Partnerships of the NCAA, and Athletic Director of West Virginia University.Additionally, Luck has been in leadership roles with the Houston Dynamo of Major League Soccer and the National Football League and was Chief Executive Officer of the Harris County-Houston Sports Authority, where he oversaw the financing, construction and management of professional sports and entertainment infrastructure in Houston, including Minute Maid Park, Reliant Stadium and Toyota Center.Chapters00:00 Introduction to Oliver Luck02:16 The Evolution of College Sports and NIL07:21 Unionization and Collective Bargaining in College Sports12:26 The Importance of Education and Financial Literacy20:15 Title IX and Gender Equality in Sports25:47 Maximizing Revenue for Olympic Sports30:29 The Future of College Sports Management32:12 Looking Ahead: The Future of College Athletics

Dots Oyebolu speaks with Nancy Harhut, Co-Founder and Chief Executive Officer of HBT Marketing. They explore the world of behavioral marketing and how marketers can leverage psychological principles to drive customer acquisition and brand loyalty. The conversation covers practical applications of behavioral science, from influencing stakeholders to crafting compelling narratives that activate multiple areas of the brain.Key Takeaways:0:00 Introduction.04:06 No magic wand exists that makes people take action every time.07:12 Behavioral science principles work across all demographics and environments.12:03 The appeal of the phrase: "Would you be willing to consider this?" 21:57 Customer cynicism grows with ChatGPT and increased information access.25:42 Scarcity drives immediate decisions when interest already exists.29:36 More brain activation improves understanding and memory retention.30:17 “Narrative transport” pulls listeners into the story so they feel what the characters feel.32:30 Once ideas become yours through stories, you're reluctant to give them up.34:30 Focus on lifetime value rather than just immediate acquisition.39:30 Information gap theory: people take action to close gaps between what they know and want to know.Resources Mentioned:Nancy Harhuthttps://www.linkedin.com/in/nancyharhut/HBT Marketing | LinkedInhttps://www.linkedin.com/company/hbt-marketing/HBT Marketing | Websitehttps://www.hbtmktg.com/Insightful Links:https://www.ogilvy.com/ideas/how-increase-your-marketing-effectiveness-behavioral-sciencehttps://terakeet.com/blog/behavioral-marketing/https://kadence.com/how-to-use-consumer-behaviour-to-drive-customer-action-and-loyalty/https://contentmarketinginstitute.com/articles/content-increase-audience-response/https://www.naylor.com/associationadviser/10-free-behavioral-science-secrets/ Thanks for listening to the “Marketing Leadership” podcast, brought to you by Listen Network. If you enjoyed this episode, leave a review to help get the word out about the show. And be sure to subscribe so you never miss another insightful conversation. We appreciate the enthusiasm and support from our community. Currently, we are not accepting new guest interview requests as we focus on our existing lineup. We will announce when we reopen for new submissions. In the meantime, feel free to explore our past episodes and stay tuned for updates on future opportunities.#PodcastMarketing #PerformanceMarketing #BrandMarketing #MarketingStrategy #MarketingIntelligence #GTM #B2BMarketing #D2CMarketing #PodcastAds

Rochester's housing market is at a crossroads. In this episode, hosts Nick and Christine are joined by TST co-host, Jess DeCotis, as they all sit down with Jim Yakko, CEO of the Greater Rochester Association of Realtors (GRAR), and GRAR President Don Simonetti Jr. to unpack the region's housing crisis and the bold steps being taken to address it. From accessory dwelling units and modular builds to 3D-printed homes and large-scale redevelopment projects, the conversation explores both the challenges and innovative solutions reshaping how Rochester can meet its housing needs. Discover how the Reimagine Rochester Housing initiative is pushing for affordable, sustainable, and community-minded development across the 585.Connect and Follow ReImagine Roc Housing at: www.ReImagineROCHousing.orgAbout Jim Yockel, CEO, Greater Rochester Association of RealtorsEmail: jyockel@grar.netLinkedIn: www.linkedin.com/in/james-yockel-7b8a103aJim Yockel is the Chief Executive Officer for the Greater Rochester Association of REALTORS®, representing more than 3,000 REALTORS® across 11 counties in the Rochester, Finger Lakes, and Southern Tier regions of New York.As the Association's spokesperson, Jim works alongside community and government leaders to improve housing affordability and equitable access in the region. He currently co-leads the ReImagine ROC Housing initiative, an industry-driven effort to tackle Rochester's housing shortage by collaborating with key stakeholders in business, government, and community development.Jim earned his Bachelor of Science in Economics and Business Management from Cornell University. He also holds the prestigious REALTORS® Certified Executive designation from NAR and the Certified MLS Expert designation from the Council of MLSs.About Donald Simonetti Jr.Email: donjr@howardhanna.comDonald specializes in executive relocation to the Greater Rochester Area. Born and raised in Rochester, he have a detailed understanding of the local housing market and history. I'm also a proud member of the Greater Rochester Association of Realtors. I look forward to working you and finding your next home.About Jess DeCotisEmail: jessdecotis@gmail.comLinkedIn: www.linkedin.com/in/em-marketingFacebook: www.facebook.com/jessdecotishomesInstagram: www.instagram.com/jessdecotishomesJess DeCotis is an experienced Real Estate Agent focused on providing premium service in all transactions. Clients rave about her ability to quickly analyze and adapt to the market when buying and selling homes. With almost 15 years of professional marketing and sales experience, Jess has a strong business acumen that assists in advocating and negotiating for her clients. Whether you're buying or selling your way into a dream home, Jess DeCotis is the smart move. Jess is also the co-host of TST in the 585 sister podcast That Sounds Terrifying.More About That Sounds Terrific in the 585 – Hosts Nick Koziol & Christine GreenFor more information on That Sounds Terrific in the 585, visit our website at That Sounds Terrific and be sure to follow us on Facebook, Twitter, and Instagram. If you or someone you know is doing something terrific in the 585 area and should be featured on our show, email us at thatsoundsterrific@gmail.com.Special Thanks To Our Key Supporters585 Magazine and their team for their support with the That Sounds Terrific in the 585 podcast. Be sure to become a subscriber of this terrific magazine - learn more at https://585mag.comThank you to Morgan Brown and Meadow Viscuso, our terrific intern duo from SUNY Fredonia for all their hard work and for lending their voices and music to the Intro and Outro of the That Sounds Terrific in the 585!

About this episode: Progress in the global mission to eradicate malaria has stalled due to mosquito evolution, drug resistance, and underfunding. In this episode: Dr. Michael Adekunle Charles discusses what it will take to get this mission back on track, promising new tools recommended by WHO, and why a multisector approach to defeating malaria is crucial for achieving healthy outcomes. Guest: Dr. Michael Adekunle Charles, MPH, is the Chief Executive Officer of the RBM Partnership to End Malaria which brings together over 500 international partners dedicated to eliminating the disease. Host: Stephanie Desmon, MA, is a former journalist, author, and the director of public relations and communications for the Johns Hopkins Center for Communication Programs. Show links and related content: CCP Plays Role in WHO Recommendation of Spatial Repellents for Malaria Control—Johns Hopkins Center for Communication Programs Anti-malarial drug resistance is making malaria normal again—African Arguments Transcript information: Looking for episode transcripts? Open our podcast on the Apple Podcasts app (desktop or mobile) or the Spotify mobile app to access an auto-generated transcript of any episode. Closed captioning is also available for every episode on our YouTube channel. Contact us: Have a question about something you heard? Looking for a transcript? Want to suggest a topic or guest? Contact us via email or visit our website. Follow us: @‌PublicHealthPod on Bluesky @‌JohnsHopkinsSPH on Instagram @‌JohnsHopkinsSPH on Facebook @‌PublicHealthOnCall on YouTube Here's our RSS feed Note: These podcasts are a conversation between the participants, and do not represent the position of Johns Hopkins University.

Jennifer K. Mendrzycki, JD, MHA, FACHE, President and Chief Executive Officer of TMC Health, discusses strategies for expanding patient access, enhancing provider satisfaction, and ensuring the organization meets the needs of its community. She also shares her approach to preparing for the anticipated impacts of the One Big Beautiful Bill on healthcare delivery and operations.

In this episode: Randy Lipps is Chairman, President, Chief Executive Officer, and Founder of Omnicell, a leader in transforming the pharmacy care delivery model. Under his leadership, Omnicell has grown from a single product offering to delivering the most comprehensive portfolio of medication management solutions across the continuum of care.Mr. Lipps founded Omnicell in 1992 after observing how inefficiently medical supplies were managed when his daughter was hospitalized at birth. Inspired by his work in airline industry operations and logistics, he sought to enable better management of supplies and medications to help improve patient care.Omnicell became a publicly traded company in August 2001, and today healthcare systems worldwide leverage the company's automation and advanced services offerings to maximize clinical and operational outcomes.In 2014 Mr. Lipps was elected to the Bellwether League Hall of Fame, an industry organization that honors healthcare supply chain innovators, pioneers, and visionaries.Mr. Lipps has made giving back to the community a priority at Omnicell. Omnicell Cares, the company's formalized charitable efforts program, translates this into action, making a positive difference by fostering opportunities for volunteerism, charitable giving, and raising awareness for critical topics and issues. Mr. Lipps and his wife, Kathy, have focused their own philanthropy on poverty, nursing and public education, pharmacy research, youth groups, and local community efforts. Mr. Lipps serves as a member of the Board of Trustees of the American Nurses Foundation.Prior to founding Omnicell, Mr. Lipps was Assistant Vice President of Sales and Operations for a division of American Airlines. He holds Bachelor degrees in both Economics and Business Administration from Southern Methodist University. Topics to discuss –Introduction to Randy and Omnicell and his journey leading the digital transformation of medication management Staffing shortages and employee retention are top problems facing employers today, especially hospitals and health systems. In the pharmacy, labor shortages have far-reaching impacts including reduced quality of patient care, increased workloads for staff, slow delivery of medications, growing operational costs and process inefficiencies that lead to medication errors. Automation for pharmacies could be the key to addressing these issues and optimizing hospital staff's efficiency to reduce labor gaps.How the Innovation Lab allows customers to get a firsthand look at how automation technologies can make their healthcare operations more efficient and enable nurses and pharmacists to spend more time caring for patients. The autonomous pharmacy vision. How pharmacy automation reduces medication errors through accurate dispensing, streamlines inventory management and real-time tracking, ensures controlled substance security and regulatory compliance, and gives nurses more time to focus on higher-value tasks that directly impact patient care.Guest - Randall Lipps is Chairman, President, Chief Executive Officer, and Founder of OmnicellSocial Media:LinkedIn: https://www.linkedin.com/in/randall-lipps-a76412195/Website: https://www.omnicell.comYouTube: https://www.youtube.com/@Omnicell1Host - Hillary Blackburn, PharmD, MBAhttps://www.linkedin.com/in/hillary-blackburn-67a92421/  ★ Support this podcast on Patreon ★

In this episode of The Association Insights Podcast, we wrap up our August series on artificial intelligence with a standout example of AI in action. Host Colleen Gallagher sits down with Dave Dellin, Chief Executive Officer of the American Paint Horse Association (APHA), to explore how a tech-forward mindset is transforming a legacy association. From reducing call volume to enhancing 24/7 member support, Dave shares how APHA's AI-powered chatbot, BeccaBot, is making life easier for both members and staff—and what's next as they plan to use AI across their digital ecosystem.

Anja Raudabaugh, Chief Executive Officer of Western United Dairies joins Darcy and Darcy this week and shares how she led the effort to defeat Sonoma Ballot Proposition Measure Ja citizen-led initiative which would have banned dairy as well as similar farming operations. The ballot initiative was defeated with 85% of voters, NOT supporting the proposition. Anja was able to get the Republican Party of Sonoma County, but also the Democratic Party of Sonoma County AND the North Coast Regional Water Quality Control Board to oppose the measure? How? That's what the Darcy's wanted to know! To find out Anja's secrets, listen in!  To learn more about Anja and Western United Dairies, visit www.wudairies.com.  Send us a textWe Grow California Podcast is paid for by the Exchange Contractors Federal PAC and Exchange Contractors State PAC and is not authorized by any candidate or candidate committee.

CASEY'S GENERAL STORES, INC.At last year's annual meeting in August, shareholders were asked YES or NO on CEO Darren Robelez's pay plan. To help them make a decision on the pay practices they had information like the ratio of the annual total compensation of Casey's General Stores CEO to that of its median employee for the 2024 fiscal year, commonly known as the CEO Pay Ratio. Let's begin the quiz there:According to the company's SEC filing, at what point in the fiscal year 2024 did CEO Darren earn the compensation of his company's median employee?12:35:33 PM on January 1st, the first day of the work year, meaning his pay CEO pay ratio was 579:1Additionally, the CEO's target equity award was $6.7M. In the worst case scenario where every single peer company outperformed Casey's General Stores in terms of total shareholder return, how much equity could the CEO receive?$5,025,000, reflecting a TSR Modifier of -25%.Accordingly, based in part on the information you have just learned, what percentage of Casey's shareholders voted against his pay practices?2%Bonus question: According to the company's 2025 SEC filing, at what point in the fiscal year 2025 did CEO Darren earn the compensation of his company's median employee? Remember, it was 12:35:33 PM on January 1st, the first day of the work year.12:32:05 PM on January 1st, the first day of the work year: 3 minutes and 28 seconds earlier. AGM: 9/3/2025589:1 CEO pay ratio CEO Darren Robelez 98% YESPay committee: *Former BJ's Restaurants CEO Gregory Trojan, Oobli CEO Allison Wing2024 AGM99.1% YES average33% Influence CEO/Chair: 20% YES SHP independent board chair policy-13% gender influence gap: Darren M. Rebelez (33%) & Gregory A. Trojan (14%)CROWDSTRIKE HOLDINGS, INC.A recent Fortune article called Laying off workers because of AI is more of a fashionable excuse than a real business imperative cites CrowdStrike CEO George Kurtz linking 5% job cuts to the cybersecurity company's need to double down on AI investments to “accelerate execution and efficiency.” Kurtz said: “AI flattens our hiring curve, and helps us innovate from idea to product faster.”First question, are CrowdStrike shareholders also given the privilege to “accelerate execution and efficiency”? How many total years does it take for a CrowdStrike investor to vote on all nine board members?3 years, classified board.This is important because clearly shareholders were not completely pleased this year: 34% said NO Pay Committee Chair Cary Davis while 38% said NO to Nomination Committee chair Laura Schumacher2% NO CEO KurtzConsidering the board influence of Founder/CEO/Director and third largest shareholder George Kurtz, investors would typically be best served with a board provides an effective counterbalance to his control. Of the board's eight independent directors, what percentage has served for at least a decade alongside Kurtz?Four directors, or half.Again, to counteract his control, investors should expect regular board refreshment. How many new directors have joined the board in the last 5 years?One, Johanna Flower, the only director who sits on zero board committees. She joined the board in January 2023Kurtz already owns $2.7B of Crowdstrike shares. What percentage of his annual pay consists of equity?90%, with a target equity award of $35M.Finally, CrowdStrike's infamous 2024 software update is commonly described as what?The largest outage in the history of information technology.In 2024, CrowdStrike released a software update that disrupted millions of Microsoft Windows systems around the worldA faulty update to its Falcon sensor platform led to the "Blue Screen of Death" on millions of machines, bringing critical operations to a standstill across numerous sectors.The immediate and most visible impact was the widespread and severe disruption to the global economy. The financial toll is estimated to be in the billions of dollars. Key sectors affected include:Aviation: Major airlines like Delta, United, and American Airlines grounded thousands of flights, disrupting travel for millions and costing airlines hundreds of millions of dollars.Healthcare: Access to electronic health records was hindered, leading to the cancellation of surgeries and appointments. This disruption posed a direct risk to patient care and safety.Financial Services: Banks and financial institutions faced outages that affected everything from ATM services to online banking and stock trading. This not only resulted in financial losses but also eroded consumer confidence.Government and Emergency Services: The outage impacted various government agencies and even emergency services in some areas, highlighting a significant threat to public safety and national security.For Mr. Kurtz, the amount for fiscal 2025 also includes approximately (i) $104,279 for costs related to personal security for Mr. Kurtz and his family at his residences and (ii) $898,426 for costs related to personal usage of private aircraft.As part of our sales and marketing activities, we sponsor a CrowdStrike-branded professional racing car, which Mr. Kurtz drives in some races at no incremental cost to us and in lieu of us hiring a professional driver. As we do not pay any amounts to Mr. Kurtz under these arrangements, it is not reflected in the above table.No vote on payTARGET CORPORATIONTarget foot traffic is still suffering 6 months post-boycott. An industry veteran says the retailer's problems are bigger than curtailing DEITarget Boycott Leader Jamal Bryant Is Arriving on CEOs' Radar ScreensInside Target, Frustrated Employees and Search for New CEOThis article from the WSJ says:Many Target shoppers are frustrated with the retailer. Many Target employees are too.In early June, a companywide survey showed that roughly half of Target's employees didn't think the company was making the changes necessary to compete effectively. About 40% of the roughly 260,000 staffers who replied said they didn't have confidence in the company's future. The scores—which declined from a year ago—were even lower for those staffers at Target's headquarters in Minneapolis.The worker sentiment data reflects the challenges ahead for the company as it prepares to navigate a leadership change and turn around 10 quarters of flat or falling sales in an increasingly complex consumer environment.Based on what I just told you, TRUE or FALSE on this next headline from Fortune? Is this real or am I making it up? Target's CEO succession tilts toward an insider and company liferTrue. The leading contender appears to be: Michael Fiddelke is executive vice president and chief operating officer for Target and a member of its leadership team.Since joining Target in 2003 as an intern, Michael has held a variety of leadership positions across the organization, including finance, merchandising, human resources and operations. He most recently served as Target's chief financial officer. In addition to his Target responsibilities, Michael serves on the board of Shipt, Target's wholly-owned subsidiary.Compensation & Human Capital Management Committee: “Management development and succession planning. Senior management development, evaluation, and succession planning, including CEO succession planning.”Ms. Lozano (Chair)Mr. BakerMr. BarrettMr. KnaussMs. LeahyCORECIVIC, INC.-17% gender influence gap:Robert J. Dennis 17%: retiringCEO Damon T. Hininger 17% (2009-)On February 15, 2024, in recognition of the substantial contributions made by our Chief Executive Officer, Mr. Hininger, to the Company, and to encourage retention of Mr. Hininger for a multi-year period, our Compensation Committee, determined to provide a Special One-Time Award to Mr. Hininger. This award consisted of 70,225 performance-based RSUs at a fair market value of $14.24 per share, the approximate equivalent of $1,000,000 at the time of award. The Compensation Committee believes this Special One-Time Award is designed to incentivize Mr. Hininger's performance and retain him for a multi-year period.On August 18, 2025, CoreCivic, Inc., a Maryland corporation (the “Company”) announced that Damon T. Hininger, the Company's Chief Executive Officer (“CEO”), will step down as CEO and resign from his position on the Company's Board of Directors (the “Board”), effective as of January 1, 2026 (the “Transition Date”). Patrick Swindle, who currently serves as the Company's President and Chief Operating Officer, will assume the role of CEO of the Company, effective as of the Transition Date, and will continue serving as the President of the Company. Additionally, the Board will appoint Mr. Swindle to the Board to fill the vacancy created by Mr. Hininger's resignation as of the Transition Date.Chair Mark A. Emkes 17% (2014-)John R. Prann 13% (2000-)Thurgood Marshall 12% (2002-)Devin I Murphy 9%2025 AGM: 99% YES director average; 97% YES PAYShort-term pay: if NONE of four strategic goals achieved CEO still receives 80% of bonusLong-term: If Lowest quartile TSR results is only 20% reduction of long-term awards: “If the Company's absolute TSR for the performance period is less than zero, the rTSR modifier shall not exceed 1.0x for the performance period”WHO DO YOU BLAME FOR PAYING A MULTI YEAR “RETENTION BONUS” WHO QUITS AFTER ONE YEAR?Pay committee included Dennis*, Emkes (17%, 11 yrs), Prann (13%, 25 yrs)Donald Trump - after donating to Trump, his immigration orders have swelled the amount of work Hininger has to do and he burnt out with excitementThe zero female board leadership - there was no mom to say it was a bad ideaThe amount of the award - $1m in 2025?? The stock is up 45% thanks to our prison state, and even with the massive stock bump, the award is still worth less than $2m… it's an insult, not an awardThe prisoners who keep claiming the prisons are dangerous - there have been more than 120 reports and exposes in the last 10 years alone that found Corecivic were complicit in family separations, deaths, cancelled contracts due to conditions in the prisons, and other human rights violationsO'Reilly Automotive, Inc.Vote discount for wearing the uniform:First appearance in the proxy of the uniform shirts were actually ORANGE shirts in 2021, blue shirt introduced in 2024 proxySince 2021, directors who wear the uniform average 92.9% votes for, while directors not wearing shirts average 96.8% forWHO DO WE BLAME FOR THE UNIFORM DISCOUNT?Old timers - average start year for a uniform wearer is 1998, and for a non-exec 2006. Average start year for a non-uniform wearer is 2021.The color orange - the orange shirt wearers average 90.4% votes for, while blue got 92.6% forHaving a third of the board be executives - O'Reilly is a single class stock where the O'Reilly family owns less than 5% (all execs own less than 3% collectively), and yet somehow investors think there should be no less than 3 executive directors at any time - who are entirely responsible for wearing uniforms in proxy photosThe shirts themselves - we have TWO case studies of directors who switched from no shirt to shirt - Maria Sastre (2023 to 2024 forward) and Andrea Weiss (2023 to 2024 before she quit, probably in protest of being forced to wear a shirt). In BOTH cases, votes for dropped by an average of 2%Lead “Independent” Director Tom Hendrickson who has been on the board for 15 years, was CFO at a number of sports retail store companies, and lists “technology” as one his core skills (because all 70 year old retired CPAs advising auto parts companies for $347,836 in summary comp have tech experience) Bonus prediction: In 2025, ALL DIRECTORS have been forced to wear the shirt, but now they have a variety of O'Reilly shirts - which director will get the lowest votes now?Blue shirtPink shirtPlaid shirtGreen shirtCream shirtPALANTIR TECHNOLOGIES INC.Palantir CEO Alex Karp takes a shot at elite colleges and says the company offers 'a new credential independent of class'Palantir CEO says working at his $430 billion software company is better than a degree from Harvard or Yale: ‘No one cares about the other stuff'WHICH ELITE IS TO BLAME FOR KARP'S HATE FOR ELITES:Board member and VC bro Alex Moore, who got his BA in Econ from StanfordBoard member and journalist Alexandra Schiff who get her BA in English from DukeBoard member and co founder Stephen Cohen who got his BS in CompSci from StanfordBoard member, troll, and insecure VC Peter Thiel who got his BA in Philosophy from Stanford and a JD from Stanford LawBoard member and consultant Lauren Stat who got a dual degree in Science and Math from StanfordBoard member and VC bro Eric Woersching who got a BS and Masters in Electrical Engineering from StanfordStanfordVISA INC.Mark Cuban calls for higher tax on companies buying back their own sharesVisa bought back $13.4bn from Oct 2024 to June 2025$4.0bn from Oct to Dec (Sep 30 close: 274.95)$4.8bn from Jan to March (Dec 31 close: 316.04)$4.6bn from April to June (March 31 close: 350.46)June 30 close: 355.05WHO'S TO BLAME:As of Dec proxy, CEO Ryan McInerney owns 822,155 shares worth $259,833,866 - if buyback boost the investor return, and McInerney made a cool $28m in part by boosting the stock.Board Chair John Lundgren, been on the board 7 years and took over as chair after Executive Chair Al Kelly stepped down (but Kelly left with 589,890 shares)Francisco Fernandez-Carbajal, the director with the most shares at 31,599 who's been on the board for 17 years and is on the Comp and Finance committees

In this episode, Travis Maus and Brad Eaton pull back the curtain on one of Wall Street's favorite illusions: the idea that you can—or should—try to beat the market. They dive into why benchmarks like the S&P 500, aren't always what they seem and how the financial industry uses them to sell you a story that might not serve your goals.You'll hear why active management isn't the villain it's made out to be, and how understanding your personal investment objectives is the real key to success. Travis and Brad also tackle the psychological traps investors fall into and why clarity—not complexity—is your best friend when it comes to building wealth.If you've ever wondered whether your portfolio is truly working for you, or if you're just chasing numbers that don't matter, this episode is your wake-up call.

How do you bring your faith into your business?In this episode, Jeff and Sean discuss: From the farm to the C-suite.Asking for help and leading from a place of humility.Turning your fears and troubles over to God.Acting on the promptings Jesus gives you, even if you aren't sure how it is possible.  Key Takeaways: When you don't know the answer, listen carefully, ponder, ask the person for their answer, and follow through.Do you believe He is your healer?When you turn it all over to Jesus, miracles will happen.Everybody you talk to has something going on in their lives that they need prayers for.“Can I pray with you?” is powerful and in the moment. If you can't do that, pray for someone.  "Can I pray with you?' That is what changed our company." —  Sean Kouplen Episode References: Daily Devotional - https://www.regent.bank/dailydevo/Faith in Business -  https://faithinbusinessseries.com/Email the Prayer Team - prayerteam@regent.bank94X Movement - https://www.94xmovement.com/C12 - https://www.joinc12.com/Lead with Prayer by Peter Greer - https://www.peterkgreer.com/lead-with-prayer/ About Sean Kouplen: Mr. Kouplen has served as President of the Company since April 1, 2008, and is one of the principal organizers of Regent Capital Corporation.  He is also the Chairman of the Board of Directors, President, and Chief Executive Officer of Regent Bank.  Mr. Kouplen was formerly with Grand Bank, serving as President and Chief Operating Officer and a member of the Board of Directors.  He serves on the Executive Loan Committee, the Strategic Planning-Executive Committee, and the Nominating and Governance Committee.  Mr. Kouplen previously served as Oklahoma's Secretary of Commerce & Workforce Development and holds many local and statewide leadership positions. Connect with Sean Kouplen:Website: https://www.regent.bank/Books: https://www.amazon.com/stores/author/B0C26PFCX8/allbooksLinkedIn: https://www.linkedin.com/in/sean-kouplen-9209192a7  Connect with Jeff Thomas: Website: https://www.arkosglobal.com/Podcast: https://www.generousbusinessowner.com/Book: https://www.arkosglobal.com/trading-upEmail: jeff.thomas@arkosglobal.comTwitter: https://twitter.com/ArkosGlobalAdvFacebook: https://www.facebook.com/arkosglobal/LinkedIn: https://www.linkedin.com/company/arkosglobaladvisorsInstagram: https://www.instagram.com/arkosglobaladvisors/YouTube: https://www.youtube.com/channel/UCLUYpPwkHH7JrP6PrbHeBxw

Welcome back to the Tahoe TAP — the show where Things, Adventure, and People come to life! Your hosts, Mike Peron and Rob Galloway, are back on the mic with another episode full of Tahoe flavor. We're pumped you're tuning in! We'll start things off with a rundown of what's buzzing around the basin, then dive into a great convo with Cristi Creegan, CEO of the Tahoe Chamber — a powerhouse organization championing, connecting, and elevating the South Shore business community. Cristi took over as Chief Executive Officer of the Lake Tahoe South Shore Chamber of Commerce in June 2024, and she's excited to ensure that the Tahoe Chamber continues to be the voice of business and a champion for our community. Before coming to the Chamber, Cristi was a council member at the City of South Lake Tahoe, elected in 2020, and served as the mayor in 2023. She brings extensive experience in nonprofit management and organizational leadership, having served at the California Rangeland Trust and the Sierra Nevada Alliance, plus on the boards of Live Violence Free, the Tahoe Heritage Foundation, and Tahoe Parents Nursery School. A graduate of UC Berkeley with a BA in English, Cristi also holds a JD with a Certificate in Environmental and Natural Resources Law from the Northwestern School of Law of Lewis & Clark College. A 28-year resident of South Lake Tahoe, Cristi lives with her husband, Bernard, and their two daughters. She loves swimming in the lake, reading novels, and celebrating the connections that make the South Shore such a great place to live.

This episode features Ashley Vertuno, FACHE, Chief Executive Officer at HCA Florida JFK North Hospital, as she shares her passion for building high performing teams, expanding access through specialized services, and fostering a culture rooted in purpose and excellence. Ashley also discusses her top leadership priorities including workforce resilience, physician alignment, and cultural integration, along with what it takes to lead a thriving healthcare organization in the years ahead.

Clement Manyathela speaks to Lefa Mabuela who is the Chief Executive Officer of the Bela-Bela Communal Property Association to understand how the community reclaimed its land and how residents now benefit from their land through various business ventures. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

On this special episode, Chris is joined by Clare Scheckter, the owner of Laverstoke Park Farm and Stuart Pringle, the Chief Executive Officer of Silverstone to give us some very exciting Carfest news.Join Chris and the Class Behind The Glass every weekday morning from 0630am on Virgin Radio, just ask your smart speaker to "Play Virgin Radio!" Hosted on Acast. See acast.com/privacy for more information.

This week Nicola and Di chat with the incredible Chelsea Pottenger. Chelsea is the founder of EQ minds, a high performance mindset and meditation coach, a sought-after keynote speaker, author of The Mindful High Performer, a former US College Division 1 basketballer with an MBA. Chelsea works with large brands globally, helping people reset, recharge and perform at their best. A proud mum, a devoted wife, a passionate mental health advocate and an ambassador for The Gidget Foundation, supporting new parents through perinatal anxiety and depression. In this episode we get to hear Chelsea’s story - from growing up in rural NSW with a strong work ethic, to being scouted by US colleges to play basketball at the highest level, to an injury which brought her home, and the love story that was happening in the background of all of this. Chelsea opens up about the painful struggle she went through, when after trying for 7 years to fall pregnant, she finally gave birth to her daughter Clara and then suffered severe postnatal depression, which led to her being admitted to a psychiatric hospital. She talks about how she got through that dark time and the incredible resources that are available for any parents who may be going through similar challenges. We also hear about the wonderful new career that came from Chelsea’s rock bottom. She went on to study mindfulness and psychology, founded EQ minds and now spends her time sharing helpful evidence-based tools to help people perform at their best and thrive. She has shared stages with some of the most incredible people as a sought-after speaker and we were so lucky to have her with us in the studio. This conversation really covers it all and we loved the way that through talking about Chelsea’s mental health challenges and the struggles she faced, there was also so much light and laughter in this interview. We hope you love it as much as we did. This episode is proudly supported by Montgomery Investment Management, trusted experts helping you build and protect your financial future. For further information, please contact David Buckland, Chief Executive Officer or Rhodri Taylor, Account Manager on (02) 8046 5000 or investor@montinvest.com Buy Chelsea’s Book The Mindful High Performer here - https://www.eqminds.com/the-mindful-high-performer Buy The Mindful Journal here - https://www.eqminds.com/the-mindful-journal Follow EQ minds on IG here - https://www.instagram.com/eqminds/ Follow Chelsea on IG here - https://www.instagram.com/chelseapottengerofficial/ Find out more about EQ minds here - https://www.eqminds.com/ Find out more about The Gidget Foundation and their resources here - https://www.gidgetfoundation.org.au/ Follow Nicola and Di on IG here - https://www.instagram.com/overthebackfencepodcast/ Watch Over The Back Fence on YouTube here - https://www.youtube.com/@Overthebackfencepodcast/podcastsSee omnystudio.com/listener for privacy information.

I had the wonderful opportunity of speaking with Maggie Goldberg, President and CEO of the Christopher & Dana Reeve Foundation, for this week's episode of The QuadCast. Following a C2 injury at 16 years old, one that she fully recovered from thank goodness, Maggie seemed destined to work on behalf of the paralysis community. She started at the Reeve Foundation in 2000, and has held numerous positions over the years: Senior Vice President of Marketing and Communications, Vice President of Policy and Programs, Chief Operating Officer, and in September, 2021, was chosen from a field of more than 200 candidates, as the President and Chief Executive Officer. Maggie, and her team, carry on Christopher's mission of curing spinal cord injury by advancing innovative research and improving the quality of life for individuals and families impacted by paralysis. Today's Care. Today's Cure! I so appreciated Maggie's time, and the tireless work she and the Foundation continue to do on behalf of the SCI community. I hope you will enjoy getting to know her in this episode, and that you'll learn something new from it as well. As always, thank you for listening!

This episode recorded live at the Becker's Hospital Review 15th Annual Meeting features Peter Banko, President and Chief Executive Officer, Baystate Health. Peter shares insights on improving organizational agility through streamlined decision-making, addressing access challenges with a coordinated care model, and balancing flexible work with community and cultural revitalization.

On this week's episode of Women Speak — a segment on Northeast Newscast — hosts Northeast News Editor-in-Chief, Julia Williams and former Missouri House Representative for District 19 Ingrid Burnett sat down with Director and Chief Executive Officer of The Museum of Kansas City, Anna Marie Tutera to continue our series on women in education.Throughout this episode, Tutera delves into her background, her journey back to Kansas City from New Mexico — where she lived for several years — and how she stepped into the role she is in now. Tutera shares what is to come at The Museum of Kansas City, including a teaser involving clothing, textiles and costumes with pieces from the former Garment District Museum at 801 Broadway Blvd. She additionally discusses future opportunities in the works for adults and youth at The Museum — one being its Workforce and Career Development Program, which it is working toward with funding assistance from The Kauffman Foundation. She shares a bit of her family history as well as those who have inspired her along the way. Another update The Museum is working toward that Tutera highlights is a renovation of its carriage house, which is currently in the early stages of the planning process. This will feature Kansas City's agriculture, equestrian and transportation history as well as tales of Kansas City residents' migration journeys.  Williams shares a brief history and statistics from the Association of Museum Art Directors on the percentage of women involved in the museum field within the U.S. — as well as a dive into early women in the museum field. This includes the very first museum founder and curator during the year 530 BCE (correction: during the podcast, Williams mentions the year on first reference as 430 BCE. This was the year 530 BCE) along with influential women during the 18th century within the museum field. Williams and Tutera additionally discuss ways for the community to get involved and engage with museums from The Museum of Kansas City's foundation board to the Northeast Kansas City Historical Society. Music used within this Women Speak episode is a song called “I Wish I Knew You Then” by Kansas City local artist Honeybee and the group's lead female vocalist, Makayla Scott. “I Wish I Knew You Then” is a recent single, which Honeybee released in March 2025.  Honeybee's latest single “Lindenlure,” was released on May 30 and is now available on its streaming platforms. 2025 singles “I Wish I Knew You Then,” “Charmed Life” and “Lindenlure” as well as additional Honeybee tracks are available on Spotify, Apple Music, Youtube, TIDAL and Youtube Music. *Disclaimer* I Wish I Knew You Then and any previous or future Honeybee songs used by The Northeast News within the Women Speak podcasts are courtesy of and approved by Makayla Scott and Honeybee under proper copyright law. Honeybee songs are not royalty-free nor subject to free use and should not be used by additional publications or organizations without proper consent. This podcast as well as all Women Speak episodes are made possible by The Northeast News, Northeast Kansas City Chamber of Commerce and Independence Avenue Community Improvement District. *Disclaimer: Ingrid Burnett is a board member for Historic Northeast Media, Inc*

Live from ENGAGE 2025, Erin Hartman, CPA, Senior Manager – Firm Services, sits down with Argel Sabillo, CPA, Cofounder and Chief Executive Officer of HeyApril Inc, to discuss the ways he is reshaping the profession and leaving tradition behind. With a client base rooted in internet-based startups and small businesses, HeyApril offers full-scale, end-to-end accounting services. Argel shares how his journey has been defined by bold leaps of faith, innovation, and community impact. Argel offers practical insights on value-based pricing, subscription models, and tech stack optimization, while passionately advocating for firms to niche down and align their business models with mission and outcome, not just services. He also previews HeyApril's next frontier: using Large Language Models (LLMs) to turn client data into real-time, actionable insights. This is an episode packed with inspiration, strategic guidance, and a glimpse into the accounting firm of the future. To find out more about transforming your business model, explore our business model transformation resources at aicpa-cima.com/tybm. You'll also see a link there to all of our previous podcast episodes.  This is a podcast from AICPA & CIMA, together as the Association of International Certified Professional Accountants. To enjoy more conversations from our global community of accounting and finance professionals, explore our network of free shows here. Your feedback and comments welcomed at podcast@aicpa-cima.com  

    All Home Care Matters and our host, Lance A. Slatton were honored to welcome Natalie Black as guest to the show.     About Natalie Black Chief Executive Officer, Comfort Keepers, North America:   Natalie joined CK Franchising, Inc. in October 2023 as Chief Executive Officer. She is a passionate and highly intuitive leader with professional experience across the healthcare, financial services and entertainment industries. Natalie joined Sodexo in 2015 as Director of Strategy and Franchise Business Development and later served in leadership roles including CFO of Worldwide Home Care and COO of Worldwide Home Care at Sodexo.   Natalie earned a Bachelor of Science in Financial Mathematics and Statistics from University of California Santa Barbara and a Master of Business Administration from Pepperdine Graziadio Business School.     About Comfort Keepers:     For 25 years, Comfort Keepers® has been Elevating the Human SpiritSM through its in-home care network for seniors and other adults by empowering them to maintain their independence and realize joy in the everyday moments. Comfort Keepers operates a franchise network that has grown to more than 600 locations in the U.S. and Canada, serving hundreds of thousands of clients since 1998.   The company's nationwide network employs thousands of caregivers, also known as Comfort Keepers®, who deliver joy through interactive caregiving by continually communicating with, involving, and engaging with seniors in everyday tasks and activities.        

Disclaimer: The discussion in this podcast is for informational purposes and should not be relied on as investment advice or an offer to sell or a solicitation for an offer to buy any securities. Any opinions expressed are those of the speaker and are subject to change. Any discussion of past performance is provided for informational purposes only, is not track record information and should not be relied upon as a guarantee of future performance. Any information regarding the performance of prior companies was discussed in order to illustrate the experience of the partners of the firm and does not reflect the private equity fund management experience of the partners. It should not be assumed that investments made by Cresta will be comparable in quality or performance to the prior companies.   About Chris Rozzell: Chris Rozzell brings 23 years of investing and operating experience across the infrastructure sector. He co-founded Cresta in 2016 and leads the firm's transaction sourcing, execution, portfolio management, and overall operations. Mr. Rozzell currently serves on the boards of LF Bioenergy, Lapis Carbon Solutions, and Braya Renewable Fuels. Before Cresta, he was Chief Executive Officer of Wildcat Midstream Holdings, a middle market energy midstream investment platform. Previously, he served as Executive Vice President and Chief Commercial Officer of Regency Energy Partners, where he directed commercial project development, acquisitions, gas supply, marketing, scheduling, and gas control. Earlier in his career, Mr. Rozzell held leadership roles in strategic planning, development, and enterprise risk at TXU Corp., and began his career in the Investment Banking Division of Bear, Stearns & Co. Inc. He holds a B.B.A. in Finance from Southern Methodist University.

Lisa (Elizabeth) Joyce Freeman serves as a Senior Advisor in the School of Medicine at Stanford University. She administratively supports the Stanford Medicine Center for Improvement. The goal of the Stanford Medicine Center for Improvement is to become the best at getting better Inspiring and accelerating the delivery of consistent, excellent care across Stanford Medicine measured by performance improvement in Safety, Quality, Patient Experience, and Cost Reduction (Collectively=Value) from today's baseline and ultimately developing a reputation as a national leader, to which others look for inspiration and as an educational resource. From 2001 through 2016, she was the Chief Executive Officer of the VA Palo Alto Health Care System (VAPAHCS). VAPAHCS is a $900M, 800 - bed federal health care system with three inpatient divisions and seven outpatient clinics serving 90,000 Veterans in 10 counties in Northern California. It is affiliated with Stanford University School of Medicine, has the second-largest research enterprise in VA ($58M), trains 1500 residents, internsand students yearly and is home to every specialized Veteran treatment modality offered in the VA system. She was responsible for all administrative and clinical aspects of VA Palo Alto, including strategy and master planning for facilities. She has a Bachelor of Science degree from the University of Notre Dame in Civil Engineering and a Master of Business Administration degree from Louisiana Tech University. She is a licensed professional engineer and a Fellow in the American College of Health Care Executives. She is the recipient of two Presidential Rank Awards, one at the meritorious level and the second at the distinguished level.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

In this episode of The Free Lawyer, host Gary Miles interviews Shari Belitz, a litigation consultant and forensic psychologist. Shari shares how she helps civil defense lawyers and insurance professionals use psychological principles to improve trial outcomes. They discuss effective case framing, jury selection, and witness preparation, highlighting common mistakes and practical strategies. Shari explains how storytelling, mock trials, and understanding juror biases can shape verdicts, and offers tips for countering plaintiff tactics like the “reptile theory.” The episode provides actionable insights for lawyers seeking to enhance their trial advocacy through psychology.Shari Belitz, Esq., is a Nationally Recognized Litigation Consultant, Keynote Speaker, Best Selling Author, Chief Executive Officer of Shari Belitz Communications LLC, Certified by the National Women's Business Enterprise National Counsel (WBENC). She is also the founder of the educational subscription course, EnPSYCHLAWpedia®.Shari Belitz Communications, LLC is a litigation consulting company which helps civil defense lawyers and insurance professionals achieve favorable litigation outcomes using psychology. Shari conducts mock trials, prepares witnesses for depositions and trials, writes theme development reports for mediation and trial, and performs jury selection and other customized trial services.Shari is an attorney with over twenty years of experience in the legal profession. Prior to her litigation consulting career, she was an accomplished insurance coverage attorney at a law firm and litigation manager in-house at an insurance company where she handled complex mass tort lawsuits for Fortune 500 insured clients. During her legal career, Shari studied forensic psychology, including advanced jury science and research at the graduate level.Intersection of Law and Psychology (00:02:20) Transition to Litigation Consulting (00:03:35) Jury Instructions and Psychology (00:04:25) Corporate Litigation Experience (00:05:55) Creating Compelling Jury Narratives (00:07:44) Common Mistakes in Openings and Voir Dire (00:11:36) Voir Dire Strategies and Juror Types (00:14:22) Deposition and Witness Preparation (00:17:51) Managing Jury Bias Against Defendants (00:22:58) Using Present Tense in Openings (00:26:19) Insights from Mock Trials (00:27:16) Overcoming Confirmation Bias (00:28:46) Psychological Techniques for Witnesses (00:30:16) SReptile Theory in Litigation (00:33:22)Responding to Reptile Tactics (00:36:19) Would you like to learn more about Breaking Free or order your copy? https://www.garymiles.net/break-free Would you like to schedule a complimentary discovery call? You can do so here: https://calendly.com/garymiles-successcoach/one-one-discovery-call

0:00 - Fleebagging Texas House Dems set to return 11:38 - Cincinnati beatings 29:35 - BLM Brandon responds to Trump openly mulling sending in National Guard to Chicago 54:36 - Joe & Eileen Bailey, Chuck Schumer's imaginary friends 01:07:11 - National political reporter Salena Zito dives into her new book Butler, DC crime, and the imaginary antics of Chuck Schumer’s supposed pals, Joe & Eileen Bailey. Butler: The Untold Story of the Near Assassination of Donald Trump and the Fight for America’s Heartland is currently #1 on the NY Times best seller list! 01:25:25 - Stephen Moore riffs on big blue city mayors pushing government-run grocery stores—“it’s really very simple… food should just be free.” Get more Steve @StephenMoore 01:42:35 - Garret Ziegler, founder of Marco Polo, built a searchable database from Hunter Biden’s laptop, revealing a history of corruption and blackmail. For more on Marco Polo and the Report on the Biden Laptop - marcopolo501c3.substack.com 02:09:31 - Founder, Chief Executive Officer & Chairman of Cure-CMT, Patrick Livney, invites you to make an impact on the lives of people living with CMT by joining them at their golf outing in Libertyville this Monday 8/18. For details and registration cure-cmt.org/golfoutingSee omnystudio.com/listener for privacy information.

  The Green Impact Report Quick take: Former Wall Street trader Scott Donachie reveals why relationship-building trumps technology pushing in decarbonization deals, shares the HVAC foam that saved Mandalay Bay $15M, and explains his "calm the fears of the unknown" approach to navigating Local Law 97 compliance. Meet Your Fellow Sustainability Champion Scott Donachie is the Chief Executive Officer at Companies for Net Zero, connecting decision-makers across real estate, finance, and technology to drive sustainable impact. Based in New York, he leads an ecosystem of 300+ organizations transforming the built environment and infrastructure. A former Wall Street trader turned decarbonization evangelist, Scott discovered sustainability eight years ago after learning about 400 dormant landfills in New Jersey. He hosts invite-only Decarb Summits that bring together building owners, investors, and technology providers to share real-world lessons from the trenches.

  The Green Impact Report Quick take: Former Wall Street trader Scott Donachie reveals why relationship-building trumps technology pushing in decarbonization deals, shares the HVAC foam that saved Mandalay Bay $15M, and explains his "calm the fears of the unknown" approach to navigating Local Law 97 compliance. Meet Your Fellow Sustainability Champion Scott Donachie is the Chief Executive Officer at Companies for Net Zero, connecting decision-makers across real estate, finance, and technology to drive sustainable impact. Based in New York, he leads an ecosystem of 300+ organizations transforming the built environment and infrastructure. A former Wall Street trader turned decarbonization evangelist, Scott discovered sustainability eight years ago after learning about 400 dormant landfills in New Jersey. He hosts invite-only Decarb Summits that bring together building owners, investors, and technology providers to share real-world lessons from the trenches.

Tom Kmak is the co-founder and Chief Executive Officer of Fiduciary Decisions (FDI, formerly Fiduciary Benchmarks). During his 16 years with the firm, FDI has become the industry's leading firm for benchmarking retirement plans using a patented approach that recognizes the mathematical truth that “Fees Without Value is a Meaningless Comparison.” Tom is pleased to say that FDI's benchmarking service is used by 70% of the largest and most prestigious Recordkeepers as well as over 60% of the best Retirement Plan Advisors, as recognized by various industry publications. Tom has also been involved in the development of other services at Fiduciary Decisions, such as the Rollover Decision Support System supporting DOL PTE 2020-02, as well as the interactive plan design tool called the Retirement Outcomes Evaluator. Prior to founding FDI in 1990, Tom started the JPMorgan Retirement Plan Services business with American Century. Upon leaving in October 2007, that business employed 1,100 people serving two hundred large plan sponsors with over 1.5 million participants and more than $115 billion in assets. During his career with Retirement Plan Services, the company initiated numerous industry firsts, including no blackout conversions and the innovative employee education program, Audience of One. Tom also served on the Executive Committee for JPMorgan's asset management business. Tom graduated Phi Beta Kappa from DePauw University with a B.A. degree in Economics and Computational Mathematics. He was the first graduate of the prestigious Management Fellows Program, and he was a 3-year letterman in intercollegiate basketball.In this episode, Eric and Tom Kmak discuss:Do Managed Accounts Provide Personalized Value?Does a Dynamic QDIA Enhance Individualization?Evaluation Requires Comprehensive Tools and CriteriaRetirement Outcomes Should Be the PriorityKey Takeaways:Managed accounts can help participants who lack time or investment expertise by providing personalized guidance that can improve decision-making and long-term retirement outcomes.Dynamic QDIA strategies are intended to tailor investments to each participant's age, account balance, and financial situation, and can potentially create a more individualized approach to retirement planning.The goal of adopting managed account solutions should be to improve retirement readiness and long-term results, with fees considered in the context of overall value and personalization.“We've had some people say publicly, the reason I like managed accounts is they can't be benchmarked, to which we replied, hold my beer.” - Tom KmakConnect with Tom Kmak:Website: https://www.fiduciarydecisions.com/team/tom-kmak/ LinkedIn: https://www.linkedin.com/in/thomas-kmak-5635b77/ Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to changeIt is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.

Most urgent care CEOs stay far from the weeds of marketing. But what happens when a leader decides to master it—and uses that knowledge to drive clinic growth, improve patient access, and lower acquisition costs?In this episode, Michael and Nick sit down with Brent Kell, CEO of Valley Immediate Care, a nine-location urgent care group in Southern Oregon. For over two decades, Brent has not only led operations but rolled up his sleeves to run and refine his own marketing—blending geofencing, Google Ads, and innovative patient communication strategies to deliver measurable ROI.From targeting sports tournaments and tourist hubs with hyper-local ads, to integrating AI voice and SMS systems that answer calls, book appointments, and reduce no-shows, Brent shares exactly how he's using data to guide every marketing dollar. He also opens up about the KPIs that matter most, how to calculate your true cost per patient acquisition, and why the human touch still matters in a digital-first strategy.Whether you're an urgent care operator, a healthcare marketer, or a leader looking to better connect operations and patient growth, this conversation delivers proven, actionable tactics you can adapt right now.

This podcast and article are free, but a lot of The Storm lives behind a paywall. I wish I could make everything available to everyone, but an article like this one is the result of 30-plus hours of work. Please consider supporting independent ski journalism with an upgrade to a paid Storm subscription. You can also sign up for the free tier below.WhoRob Katz, Chairperson and Chief Executive Officer, Vail ResortsRecorded onAugust 8, 2025About Vail ResortsVail Resorts owns and operates 42 ski areas in North America, Australia, and Europe. In order of acquisition:The company's Epic Pass delivers skiers unlimited access to all of these ski areas, plus access to a couple dozen partner resorts:Why I interviewed himHow long do you suppose Vail Resorts has been the largest ski area operator by number of resorts? From how the Brobots prattle on about the place, you'd think since around the same time the Mayflower bumped into Plymouth Rock. But the answer is 2018, when Vail surged to 18 ski areas – one more than number two Peak Resorts. Vail wasn't even a top-five operator until 2007, when the company's five resorts landed it in fifth place behind Powdr's eight and 11 each for Peak, Boyne, and Intrawest. Check out the year-by-year resort operator rankings since 2000:Kind of amazing, right? For decades, Vail, like Aspen, was the owner of some great Colorado ski areas and nothing more. There was no reason to assume it would ever be anything else. Any ski company that tried to get too big collapsed or surrendered. Intrawest inflated like a balloon then blew up like a pinata, ejecting trophies like Mammoth, Copper, and Whistler before straggling into the Alterra refugee camp with a half dozen survivors. American Skiing Company (ASC) united eight resorts in 1996 and was 11 by the next year and was dead by 2007. Even mighty Aspen, perhaps the brand most closely associated with skiing in American popular culture, had abandoned a nearly-two-decade experiment in owning ski areas outside of Pitkin County when it sold Blackcomb and Fortress Mountains in 1986 and Breckenridge the following year.But here we are, with Vail Resorts, improbably but indisputably the largest operator in skiing. How did Vail do this when so many other operators had a decades-long head start? And failed to achieve sustainability with so many of the same puzzle pieces? Intrawest had Whistler. ASC owned Heavenly. Booth Creek, a nine-resort upstart launched in 1996 by former Vail owner George Gillett, had Northstar. The obvious answer is the 2008 advent of the Epic Pass, which transformed the big-mountain season pass from an expensive single-mountain product that almost no one actually needed to a cheapo multi-mountain passport that almost anyone could afford. It wasn't a new idea, necessarily, but the bargain-skiing concept had never been attached to a mountain so regal as Vail, with its sprawling terrain and amazing high-speed lift fleet and Colorado mystique. A multimountain pass had never come with so little fine print – it really was unlimited, at all these great mountains, all the time - but so many asterisks: better buy now, because pretty soon skiing Christmas week is going to cost more than your car. And Vail was the first operator to understand, at scale, that almost everyone who skis at Vail or Beaver Creek or Breckenridge skied somewhere else first, and that the best way to recruit these travelers to your mountain rather than Deer Valley or Steamboat or Telluride was to make the competition inconvenient by bundling the speedbump down the street with the Alpine fantasy across the country.Vail Resorts, of course, didn't do anything. Rob Katz did these things. And yes, there was a great and capable team around him. But it's hard to ignore the fact that all of these amazing things started happening shortly after Katz's 2006 CEO appointment and stopped happening around the time of his 2021 exit. Vail's stock price: from $33.04 on Feb. 28, 2006 to $354.76 to Nov. 1, 2021. Epic Pass sales: from zero to 2.1 million. Owned resort portfolio: from five in three states to 37 in 15 states and three countries. Epic Pass portfolio: from zero ski areas to 61. The company's North American skier visits: from 6.3 million for the 2005-06 ski season to 14.9 million in 2020-21. Those same VR metrics after three-and-a-half years under his successor, Kirsten Lynch: a halving of the stock price to $151.50 on May 27, 2025, her last day in charge; a small jump to 2.3 million Epic Passes sold for 2024-25 (but that marked the product's first-ever unit decline, from 2.4 million the previous winter); a small increase to 42 owned resorts in 15 states and four countries; a small increase to 65 ski areas accessible on the Epic Pass; and a rise to 16.9 million North American skier visits (actually a three percent slump from the previous winter and the company's second consecutive year of declines, as overall U.S. skier visits increased 1.6 percent after a poor 2023-24).I don't want to dismiss the good things Lynch did ($20-an-hour minimum wage; massively impactful lift upgrades, especially in New England; a best-in-class day pass product; a better Pet Rectangle app), or ignore the fact that Vail's 2006-to-2019 trajectory would have been impossible to replicate in a world that now includes the Ikon Pass counterweight, or understate the tense community-resort relationships that boiled under Katz's do-things-and-apologize-later-maybe leadership style. But Vail Resorts became an impossible-to-ignore globe-spanning goliath not because it collected great ski areas, but because a visionary leader saw a way to transform a stale, weather-dependent business into a growing, weather-agnostic(-ish) one.You may think that “visionary” is overstating it, that merely “transformational” would do. But I don't think I appreciated, until the rise of social media, how deeply cynical America had become, or the seemingly outsized proportion of people so eager to explain why new ideas were impossible. Layer, on top of this, the general dysfunction inherent to corporate environments, which can, without constant schedule-pruning, devolve into pseudo-summits of endless meetings, in which over-educated and well-meaning A+ students stamped out of elite university assembly lines spend all day trotting between conference rooms taking notes they'll never look at and trying their best to sound brilliant but never really accomplishing anything other than juggling hundreds of daily Slack and email messages. Perhaps I am the cynical one here, but my experience in such environments is that actually getting anything of substance done with a team of corporate eggheads is nearly impossible. To be able to accomplish real, industry-wide, impactful change in modern America, and to do so with a corporate bureaucracy as your vehicle, takes a visionary.Why now was a good time for this interviewAnd the visionary is back. True, he never really left, remaining at the head of Vail's board of directors for the duration of Lynch's tenure. But the board of directors doesn't have to explain a crappy earnings report on the investor conference call, or get yelled at on CNBC, or sit in the bullseye of every Saturday morning liftline post on Facebook.So we'll see, now that VR is once again and indisputably Katz's company, whether Vail's 2006-to-2021 rise from fringe player to industry kingpin was an isolated case of right-place-at-the-right-time first-mover big-ideas luck or the masterwork of a business musician blending notes of passion, aspiration, consumer pocketbook logic, the mystique of irreplaceable assets, and defiance of conventional industry wisdom to compose a song that no one can stop singing. Will Katz be Steve Jobs returning to Apple and re-igniting a global brand? Or MJ in a Wizards jersey, his double threepeat with the Bulls untarnished but his legacy otherwise un-enhanced at best and slightly diminished at worst?I don't know. I lean toward Jobs, remaining aware that the ski industry will never achieve the scale of the Pet Rectangle industry. But Vail Resorts owns 42 ski areas out of like 6,000 on the planet, and only about one percent of them is associated with the Epic Pass. Even if Vail grew all of these metrics tenfold, it would still own just a fraction of the global ski business. Investors call this “addressable market,” meaning the size of your potential customer base if you can make them aware of your existence and convince them to use your services, and Vail's addressable market is far larger than the neighborhood it now occupies.Whether Vail can get there by deploying its current operating model is irrelevant. Remember when Amazon was an online bookstore and Netflix a DVD-by-mail outfit? I barely do either, because visionary leaders (Jeff Bezos, Reed Hastings) shaped these companies into completely different things, tapping a rapidly evolving technological infrastructure capable of delivering consumers things they don't know they need until they realize they can't live without them. Like never going into a store again or watching an entire season of TV in one night. Like the multimountain ski pass.Being visionary is not the same thing as being omniscient. Amazon's Fire smartphone landed like a bag of sand in a gastank. Netflix nearly imploded after prematurely splitting its DVD and digital businesses in 2011. Vail's decision to simultaneously chop 2021-22 Epic Pass prices by 20 percent and kill its 2020-21 digital reservation system landed alongside labor shortages, inflation, and global supply chain woes, resulting in a season of inconsistent operations that may have turned a generation off to the company. Vail bullied Powdr into selling Park City and Arapahoe Basin into leaving the Epic Pass and Colorado's state ski trade association into having to survive without four (then five) of its biggest brands. The company alienated locals everywhere, from Stowe (traffic) to Sunapee (same) to Ohio (truncated seasons) to Indiana (same) to Park City (everything) to Whistler (same) to Stevens Pass (just so many people man). The company owns 99 percent of the credit for the lift-tickets-brought-to-you-by-Tiffany pricing structure that drives the popular perception that skiing is a sport accessible only to people who rent out Yankee Stadium for their dog's birthday party.We could go on, but the point is this: Vail has messed up in the past and will mess up again in the future. You don't build companies like skyscrapers, straight up from ground to sky. You build them, appropriately for Vail, like mountains, with an earthquake here and an eruption there and erosion sometimes and long stable periods when the trees grow and the goats jump around on the rocks and nothing much happens except for once in a while a puma shows up and eats Uncle Toby. Vail built its Everest by clever and novel and often ruthless means, but in doing so made a Balkanized industry coherent, mainstreamed the ski season pass, reshaped the consumer ski experience around adventure and variety, united the sprawling Park City resorts, acknowledged the Midwest as a lynchpin ski region, and forced competitors out of their isolationist stupor and onto the magnificent-but-probably-nonexistent-if-not-for-the-existential-need-to-compete-with Vail Ikon, Indy, and Mountain Collective passes.So let's not confuse the means for the end, or assume that Katz, now 58 and self-assured, will act with the same brash stop-me-if-you-can bravado that defined his first tenure. I mean, he could. But consumers have made it clear that they have alternatives, communities have made it clear that they have ways to stop projects out of spite, Alterra has made it clear that empire building is achieved just as well through ink as through swords, and large independents such as Jackson Hole have made it clear that the passes that were supposed to be their doom instead guaranteed indefinite independence via dependable additional income streams. No one's afraid of Vail anymore.That doesn't mean the company can't grow, can't surprise us, can't reconfigure the global ski jigsaw puzzle in ways no one has thought of. Vail has brand damage to repair, but it's repairable. We're not talking about McDonald's here, where the task is trying to convince people that inedible food is delicious. We're talking about Vail Mountain and Whistler and Heavenly and Stowe – amazing places that no one needs convincing are amazing. What skiers do need to be convinced of is that Vail Resorts is these ski areas' best possible steward, and that each mountain can be part of something much larger without losing its essence.You may be surprised to hear Katz acknowledge as much in our conversation. You will probably be surprised by a lot of things he says, and the way he projects confidence and optimism without having to fully articulate a vision that he's probably still envisioning. It's this instinctual lean toward the unexpected-but-impactful that powered Vail's initial rise and will likely reboot the company. Perhaps sooner than we expect.What we talked aboutThe CEO job feels “both very familiar and very new at the same time”; Vail Resorts 2025 versus Vail Resorts 2006; Ikon competition means “we have to get better”; the Epic Friends program that replaces Buddy Tickets: 50 percent off plus skiers can apply that cost to next year's Epic Pass; simplifying the confusing; “we're going to have to get a little more creative and a little more aggressive” when it comes to lift ticket pricing; why Vail will “probably always have a window ticket”; could we see lower lift ticket prices?; a response to lower-than-expected lift ticket sales in 2024-25; “I think we need to elevate the resort brands themselves”; thoughts on skier-visit drops; why Katz returned as CEO; evolving as a leader; a morale check for a company “that was used to winning” but had suffered setbacks; getting back to growth; competing for partners and “how do we drive thoughtful growth”; is Vail an underdog now?; Vail's big advantage; reflecting on the 20 percent 2021 Epic Pass price cut and whether that was the right decision; is the Epic Pass too expensive or too cheap?; reacting to the first ever decline in Epic Pass unit sales numbers; why so many mountains are unlimited on Epic Local; “who are you going to kick out of skiing” if you tighten access?; protecting the skier experience; how do you make skiers say “wow?”; defending Vail's ongoing resort leadership shuffle; and why the volume of Vail's lift upgrades slowed after 2022's Epic Lift Upgrade.What I got wrong* I said that the Epic Pass now offered access to “64 or 65” ski areas, but I neglected to include the six new ski areas that Vail partnered with in Austria for the 2025-26 ski season. The correct number of current Epic Pass partners is 71 (see chart above). * I said that Vail Resorts' skier visits declined by 1.5 percent from the 2023-24 to 2024-25 winters, and that national skier visits grew by three percent over that same timeframe. The numbers are actually reversed: Vail's skier visits slumped by approximately three percent last season, while national visits increased by 1.7 percent, per the National Ski Areas Association.* I said that the $1,429 Ikon Pass cost “40% more” than the $799 Epic Local – but I was mathing on the fly and I mathed dumb. The actual increase from Epic Local to Ikon is roughly 79 percent.* I claimed that Park City Mountain Resort was charging $328 for a holiday week lift ticket when it was “30 percent-ish open” and “the surrounding resorts were 70-ish percent open.” Unfortunately, I was way off on the dollar amount and the timeframe, as I was thinking of this X post I made on Wednesday, Jan. 8, when day-of tickets were selling for $288:* I said I didn't know what “Alterra” means. Alterra Mountain Company defines it as “a fusion of the words altitude and terrain/terra, paying homage to the mountains and communities that form the backbone of the company.”* I said that Vail's Epic Lift Upgrade was “22 or 23 lifts.” I was wrong, but the number is slippery for a few reasons. First, while I was referring specifically to Vail's 2021 announcement that 19 new lifts were inbound in 2022, the company now uses “Epic Lift Upgrade” as an umbrella term for all years' new lift installs. Second, that 2022 lift total shot up to 21, then down to 19 when Park City locals threw a fit and blocked two of them (both ultimately went to Whistler), then 18 after Keystone bulldozed an illegal access road in the high Alpine (the new lift and expansion opened the following year).Questions I wish I'd askedThere is no way to do this interview in a way that makes everyone happy. Vail is too big, and I can't talk about everything. Angry Mountain Bro wants me to focus on community, Climate Bro on the environment, Finance Bro on acquisitions and numbers, Subaru Bro on liftlines and parking lots. Too many people who already have their minds made up about how things are will come here seeking validation of their viewpoint and leave disappointed. I will say this: just because I didn't ask about something doesn't mean I wouldn't have liked to. Acquisitions and Europe, especially. But some preliminary conversations with Vail folks indicated that Katz had nothing new to say on either of these topics, so I let it go for another day.Podcast NotesOn various metrics Here's a by-the-numbers history of the Epic Pass:Here's Epic's year-by-year partner history:On the percent of U.S. skier visits that Vail accounts forWe don't know the exact percentage of U.S. skier visits belong to Vail Resorts, since the company's North American numbers include Whistler, which historically accounts for approximately 2 million annual skier visits. But let's call Vail's share of America's skier visits 25 percent-ish:On ski season pass participation in AmericaThe rise of Epic and Ikon has correlated directly with a decrease in lift ticket visits and an increase in season pass visits. Per Kotke's End-of-Season Demographic Report for 2023-24:On capital investmentSimilarly, capital investment has mostly risen over the past decade, with a backpedal for Covid. Kotke:The NSAA's preliminary numbers suggest that the 2024-25 season numbers will be $624.4 million, a decline from the previous two seasons, but still well above historic norms.On the mystery of the missing skier visitsI jokingly ask Katz for resort-by-resort skier visits in passing. Here's what I meant by that - up until the 2010-11 ski season, Vail, like all operators on U.S. Forest Service land, reported annual skier visits per ski area:And then they stopped, winning a legal argument that annual skier visits are proprietary and therefore protected from public records disclosure. Or something like that. Anyway most other large ski area operators followed this example, which mostly just serves to make my job more difficult.On that ski trip where Timberline punched out Vail in a one-on-five fightI don't want to be the Anecdote King, but in 2023 I toured 10 Mid-Atlantic ski areas the first week of January, which corresponded with a horrendous warm-up. The trip included stops at five Vail Resorts: Liberty, Whitetail, Seven Springs, Laurel, and Hidden Valley, all of which were underwhelming. Fine, I thought, the weather sucks. But then I stopped at Timberline, West Virginia:After three days of melt-out tiptoe, I was not prepared for what I found at gut-renovated Timberline. And what I found was 1,000 vertical feet of the best version of warm-weather skiing I've ever seen. Other than the trail footprint, this is a brand-new ski area. When the Perfect Family – who run Perfect North, Indiana like some sort of military operation – bought the joint in 2020, they tore out the lifts, put in a brand-new six-pack and carpet-loaded quad, installed all-new snowmaking, and gut-renovated the lodge. It is remarkable. Stunning. Not a hole in the snowpack. Coming down the mountain from Davis, you can see Timberline across the valley beside state-run Canaan Valley ski area – the former striped in white, the latter mostly barren.I skied four fast laps off the summit before the sixer shut at 4:30. Then a dozen runs off the quad. The skier level is comically terrible, beginners sprawled all over the unload, all over the green trails. But the energy is level 100 amped, and everyone I talked to raved about the transformation under the new owners. I hope the Perfect family buys 50 more ski areas – their template works.I wrote up the full trip here.On the megapass timelineI'll work on a better pass timeline at some point, but the basics are this:* 2008: Epic Pass debuts - unlimited access to all Vail Resorts* 2012: Mountain Collective debuts - 2 days each at partner resorts* 2015: M.A.X. Pass debuts - 5 days each at partner resorts, unlimited option for home resort* 2018: Ikon Pass debuts, replaces M.A.X. - 5, 7, or unlimited days at partner resorts* 2019: Indy Pass debuts - 2 days each at partner resortsOn Epic Day vs. Ikon Session I've long harped on the inadequacy of the Ikon Session Pass versus the Epic Day Pass:On Epic versus Ikon pricingEpic Passes mostly sell at a big discount to Ikon:On Vail's most recent investor conference callThis podcast conversation delivers Katz's first public statements since he hosted Vail Resorts' investor conference call on June 5. I covered that call extensively at the time:On Epic versus Ikon access tweaksAlterra tweaks Ikon Pass access for at least one or two mountains nearly every year – more than two dozen since 2020, by my count. Vail rarely makes any changes. I broke down the difference between the two in the article linked directly above this one. I ask Katz about this in the pod, and he gives us a very emphatic answer.On the Park City strikeNo reason to rehash the whole mess in Park City earlier this year. Here's a recap from The New York Times. The Storm's best contribution to the whole story was this interview with United Mountain Workers President Max Magill:On Vail's leadership shuffleI'll write more about this at some point, but if you scroll to the right on Vail's roster, you'll see the yellow highlights whenever Vail has switched a president/general manager-level employee over the past several years. It's kind of a lot. A sample from the resorts the company has owned since 2016:The Storm explores the world of lift-served skiing all year long. Join us. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

This Crosstalk features Dr. Henry Morris III as he recounts the life experiences that led his father to become credited with the publication of a special Bible edition. Dr. Henry Morris III is the Chief Executive Officer of the Institute for Creation Research. Dr. Morris has four earned degrees. He is a former college professor, administrator, business executive and senior pastor. He is also an articulate and passionate speaker frequently invited to address church congregations, college assemblies and national conferences. He is the eldest son of the founder of ICR. He has authored numerous books including: 'The Big Three: Major Events That Changed History Forever,' 'Exploring the Evidence for Creation,' 'The Book of Beginnings,' 'Your Origin Matters' and numerous other books and articles. Dr. Henry Morris (the father of Henry Morris III) lived from 1918 to 2006. He had an engineering background with a double major in hydraulics and geology and was a civil engineer by profession. He taught at the Virginia Polytechnic Institute and during those years he corroborated with Dr. John Whitcomb to write the book, 'The Genesis Flood.' That book was the catalyst for the modern creation science movement. Dr. Morris wanted to guide the academic world into thinking of science from a creationist perspective so he worked with Dr. Tim LaHaye in the late 1960's which led to the development of Christian Heritage College in San Diego and from that was birthed the Institute for Creation Research. The Henry Morris study Bible came about from the notes Dr. Morris was making in his teaching efforts and personal study.

In this episode, Travis Maus and Brad Eaton pull back the curtain on market volatility and the emotional rollercoaster it creates for investors. They break down why chasing short-term wins often leads to long-term regrets, and how misunderstanding risk and volatility can sabotage your financial future. You'll hear real talk about the myths investors buy into, the dangers of FOMO, and why fear can be your worst advisor.Travis and Brad also get into the nuts and bolts of smart investing—like how diversification and correlation aren't just buzzwords, but essential tools for building a portfolio that can weather the storm. If you've ever felt anxious watching the markets swing or unsure about your strategy, this episode is your wake-up call. It's all about keeping your eye on the long game and letting the power of compounding do its thing.

This Crosstalk features Dr. Henry Morris III as he recounts the life experiences that led his father to become credited with the publication of a special Bible edition. Dr. Henry Morris III is the Chief Executive Officer of the Institute for Creation Research. Dr. Morris has four earned degrees. He is a former college professor, administrator, business executive and senior pastor. He is also an articulate and passionate speaker frequently invited to address church congregations, college assemblies and national conferences. He is the eldest son of the founder of ICR. He has authored numerous books including: 'The Big Three: Major Events That Changed History Forever,' 'Exploring the Evidence for Creation,' 'The Book of Beginnings,' 'Your Origin Matters' and numerous other books and articles. Dr. Henry Morris (the father of Henry Morris III) lived from 1918 to 2006. He had an engineering background with a double major in hydraulics and geology and was a civil engineer by profession. He taught at the Virginia Polytechnic Institute and during those years he corroborated with Dr. John Whitcomb to write the book, 'The Genesis Flood.' That book was the catalyst for the modern creation science movement. Dr. Morris wanted to guide the academic world into thinking of science from a creationist perspective so he worked with Dr. Tim LaHaye in the late 1960's which led to the development of Christian Heritage College in San Diego and from that was birthed the Institute for Creation Research. The Henry Morris study Bible came about from the notes Dr. Morris was making in his teaching efforts and personal study.

Episode 185 with Kailas Nair, Chief Growth Officer and Co-founder, and Jon Kornik, Chief Executive Officer and Co-founder of Plentify, an award winning clean tech AI company transforming home energy management in Africa and beyond.Kailas Nair and Jon Kornik bring a wealth of experience from global leaders such as McKinsey, Google, Tesla, and Vitality to this conversation on how artificial intelligence and innovative hardware can make electricity more affordable, reliable, and clean for African households. In this episode, they share how Plentify's solutions, including the HotBot and SolarBot, help households shift energy consumption to cheaper and cleaner times, stabilise strained grids, and maximise the value of solar energy.They discuss how a demand side focus, combined with user-centric design, is unlocking new opportunities for African utilities, communities, and consumers. From securing multi-million dollar deals and international funding to being recognised in the Bloomberg 50 Startups to Watch and shortlisted for the Earthshot Prize, Kailas and Jon reflect on the challenges and opportunities of scaling a climate tech business from South Africa to global markets.What We Discuss With Kailas and JonThe personal and professional journeys that led them from global careers at Google, McKinsey, and Vitality back to South Africa to tackle the energy crisis.How Plentify's AI-powered HotBot and SolarBot help households shift energy use to cheaper, cleaner times while stabilising strained electricity grids.Why focusing on the demand side of the energy equation can unlock new solutions for Africa's affordability, reliability, and sustainability challenges.Lessons learned from scaling a South African climate tech startup into global markets and tailoring solutions for diverse African energy contexts.Strategies for building credibility and securing investment in Africa's clean energy sector.Verto CornerIn this week's Verto Corner, Cornelius Coetzee, Verto's Country Director for South Africa, shares his perspective on how smarter cross border payment strategies can give importers and exporters a real advantage. He outlines the hidden “icebergs” in international trade such as changing regulations, levies and tariffs that can quickly erode profitability if not managed well. Cornelius explains how improving payment processes is not only about reducing costs but also about building resilience, improving cash flow and strengthening competitiveness in fast changing markets. Discover how our Verto's solutions can help you accept payments, manage expenses, and scale effortlessly. Visit Verto to get started.Did you miss my previous episode where I discus Building a Borderless Economy: How Itana is Creating Africa's First Digital Special Economic Zone? Make sure to check it out!Connect with Terser:LinkedIn - Terser AdamuInstagram - unlockingafricaTwitter (X) - @TerserAdamuConnect with Kailas and Jon:LinkedIn - Kailas Nair and Jon Kornik Twitter - @plentifyHQDo you want to do business in Africa? Explore the vast business opportunities in African markets and increase your success with ETK Group. Connect with us at www.etkgroup.co.uk or reach out via email at info@etkgroup.co.uk

Please enjoy this encore of Career Notes. Chief Executive Officer and Founder of TAG Cyber, Ed Amoroso, shares how he learned on the job and grew his career. In his words, Ed "went from my dad having an ARPANET connection and I'm learning Pascal, to Bell Labs, to CISO, to business, to quitting, to starting something new. And now I'm riding a new exponential up and it's a hell of a ride." Hear from Ed how he sees security as a side dish that you'll progress into naturally once you've paid your dues and mastered a skill like networking, software or databases. We thank Ed for sharing his story with us. Learn more about your ad choices. Visit megaphone.fm/adchoices

Story of the Week (DR):Trump Demands Intel CEO's Resignation, Says He's ‘Highly CONFLICTED' AND Eric and Donald Trump Jr. to Own Millions of Shares in New U.S. Manufacturing SPAC MMESG Analyst Tom Cotton: Trump's attack, posted on Truth Social Thursday, came two days after GOP Sen. Tom Cotton flagged Tan's prior investments in Chinese companies and his previous leadership at Cadence Design Systems, which recently pleaded guilty to unlawfully selling its tech to a blacklisted military university in China.Intel CEO Lip-Bu Tan (~$70M golden hello in March; max potential $400M) directly addressed employees on Thursday after Donald Trump demanded his resignation over national security concerns, saying he has the full support of the board.Tan set up a venture firm called Walden International based in San Francisco that pumped more than $5 billion into over 600 companies. More than 100 of those investments were made in China, including deals with once-obscure startups such as Semiconductor Manufacturing International Corp.—today China's largest chipmaker—where he served on the board for a decade and a half.Today, the executive is still chairman of Walden International. And he's the founding managing partner at Walden Catalyst Ventures, which focuses on investments in the U.S., Europe and Israel. He also serves in that role at another venture fund, Celesta Global Capital.Tan stepped out of the venture world and joined the chip industry full-time when he became interim head of San Jose, California-based Cadence Design Systems Inc. in 2008. The executive, who had previously served on the board, went on to take the permanent CEO job the next year. He stayed in the role until 2021, when he transitioned to executive chairman, and is widely credited with restoring the company's fortunes. In late July of this year, the Department of Justice announced a plea deal that cost Cadence more than $100 million in fines. Employees at Cadence's China unit allegedly hid the name of a customer—the National University of Defense Technology—from internal compliance in order to keep supplying it. That organization had been put on the Department of Commerce's blacklist in 2015. The Chinese university was one of a group of supercomputer operators there that had conducted simulations of nuclear explosions, the DOJ said.Shares of American Eagle surge 20% after Trump calls Sydney Sweeney campaign 'hottest ad out there' AND Epstein victims are a growing political threat to TrumpThe Fall 2025 campaign, titled "Sydney Sweeney Has Great Jeans," centers on a deliberate pun between "jeans" and "genes.""Genes are passed down from parents to offspring, often determining traits like hair color... My jeans are blue."All the hallmarks of a dick-tatorship:American Eagle gender influence gap is -36%: Jay L. SchottensteinMr. Schottenstein has served as our Chief Executive Officer since December 2015. Prior thereto, he served as our Interim Chief Executive Officer from January 2014 to December 2015. He has served as Chairman of the Board since March 1992. He previously served the Company as Chief Executive Officer from March 1992 until December 2002 and as a Vice President and Director of the Company's predecessors since 1980Creepy nepobaby son: The grown son of an Ohio billionaire is a hooker-loving drug addict who threatened to destroy the renowned Manhattan psychiatrist his parents enlisted to help him, according to bombshell court papers. Dr. Paul Conti, a Stanford-educated psychiatrist from Oregon, alleges in a federal suit that the son also gambled away millions of dollars during trips to Las Vegas while running up credit bills and borrowing money from mobsters.SB360 Capital Partners: owned by Jay and his 3 sons (sorry wife): 13 listed executes: all white menlast time there was a vote on Jay (2023)CEO/Chair control: has been CEO 3 times; chair since 1992; $300k security; 2,011:1 ceo pay ratio; 7% of shares (passive BlackRock/Vanguard/Dimensional/Wellington: 41%; 71% board influenceAudit Committee Chair (which net 20 times last year) and Lead independent Director Noel Spiegel is 77 and over a decade of serviceNominating chair Janice Page is 76 and has served for over 2 decadesCompensation Committee chair has served for nearly 2 decadesUber's Sexual Assault Problem AND Uber beats on revenue, announces $20 billion stock buybackA recent New York Times investigation revealed that Uber has been dealing with a significant sexual assault problem. From 2017 to 2022, the company received over 400,000 reports of sexual assault or misconduct in the United States, which averages to about one incident every eight minutes.The investigation, based on thousands of internal documents, found that while Uber studied the issue and even developed potential safety features like in-car cameras and a feature to match female drivers with female passengers, the company chose not to implement these safeguards because they were concerned about their bottom line and potential lawsuits.Tesla Grants Musk $29 Billion in Stock to Keep ‘Elon's Energies Focused' AND Elon Musk Accused of Stiffing Small Businesses for Millions of Dollars, Causing Some to File for Bankruptcy AND Elon Musk Shares Shockingly Sexist Tweet About Woman Being Property. This one's disgraceful, even for Musk AND "This Will Open the Floodgates": Tesla In Trouble as Jury Orders It to Pay $329 Million After Autopilot Death AND Tesla withheld data, lied, and misdirected police and plaintiffs to avoid blame in Autopilot crash AND Elon Musk Appears to Now Be the Most Hated Person in America, According to New ResearchGoodliest of the Week (MM/DR):DR: Waste from Ben & Jerry's ice cream factories is now powering the Vermont gridNow that the ice cream waste can travel by pipe to become biogas, Ben & Jerry's can also make 600 fewer truck journeys a year, reducing the company's carbon emissions.DR: Gates Foundation is giving $2.5 billion to fund women's health research MM: Musk, Bezos, and Zuck are going full alpha male. America's girlbosses are fed up.When companies won't offer work-from-home policies or the flexibility that working parents need, it can embolden people to become more entrepreneurial and build under their own terms.This is the greatest backlash - if every woman in a “masculine default”, “founder mode” 13 year old man baby culture where “Jamie Dimon says” and John Stankey (see assholiest) says “maybe you don't fit” goes and founds there own firms, I'm giddy to see them wipe the floor with those smug billionaire assholes. Side note - I missed this quote from January FT article in the post-Zuck-on-Rogan “masculine energy” interview, but it would have been assholiest of the decade:“I feel liberated,” said a top banker. “We can say ‘retard' and ‘pussy' without the fear of getting cancelled . . . it's a new dawn.”MM: In that vein - A long-running anti-DEI lawsuit could help companies defend themselves from reverse-racism claims DR MMHello Alice as goodliest of the week - take down that fucknut Stephen Miller and his fake Nazi manboys.Assholiest of the Week (MM):Alex Karp and the men who go to elite universities and say elite universities are bullshit manbabiesPalantir CEO says working at his $430 billion software company is better than a degree from Harvard or Yale: ‘No one cares about the other stuff'Karp went to Haverford, then Stanford for a JD where he met Peter Thiel (who also doesn't like elite education)This past spring, the company also notably established the Meritocracy Fellowship, a four-month, paid internship for high school graduates who may be having second thoughts about higher education. Program admission is solely based on “merit and academic excellence,” but applicants still need Ivy League-level test scores to qualify. This includes at least a 1460 on the SAT or a 33 on the ACT, which are both above their respective 98th percentiles.According to Karp, the internship was created in direct response to the “shortcomings of university admissions.”Here's the problem: there ARE shortcomings to elite colleges, mostly that they exude exclusivism and a commodity - but it's still a pretty rich for a guy who WENT to Stanford where he met his future funder and mentor to talk about how bullshit it wasJohn Stankey and the re-rise of the Jack Welch man-directive manbabies MMIt is incredibly encouraging that 73% of our employees took the time to respond to the survey, with 79% of those respondents feeling committed and engaged with their work at AT&T. While this is reassuring, especially considering the amount of change we've navigated as a company recently, it wasn't a surprise to me that we fell short of our engagement goal.TRANSLATION: I'm not surprised so many of you think we suck, I've been here 5 years as CEO and I'm not awesome at my job… but hold your breath while I tell you how it's your faultThis note may also help you identify areas where your professional expectations might be misaligned with the strategic direction of this company.TRANSLATION: It's your faultI understand that some of you may have started your tour with this company expecting an "employment deal" rooted in loyalty, tenure, and conformance with the associated compensation, work structure, and benefits. We have consciously shifted away from some of these elements and towards a more market-based culture — focused on rewarding capability, contribution, and commitment.TRANSLATION: Fuck your job, this is a meritocracy now. A manly meritocracy.I understand that many may find the demands of your daily lives challenging and difficult. Elder care, job stress, child rearing challenges, economic uncertainty, community unrest, technology anxiety — the list can get long…We run a dynamic, customer-facing business, tackling large-scale, challenging initiatives. If the requirements dictated by this dynamic do not align to your personal desires, you have every right to find a career opportunity that is suitable to your aspirations and needs. That said, if a self-directed, virtual, or hybrid work schedule is essential for you to manage your career aspirations and life challenges, you will have a difficult time aligning your priorities with those of the company and the culture we aim to establish.TRANSLATION: We know your life is hard, but shut the fuck up about it because I don't care.WHERE THE FUCK IS THIS BOARD?Here are the “go hard or go home” board membersBill Kennard, lead "independent" director connected in 13 loops to other directors, been there for 11 years, who got his undergrad in communications from Stanford and worked at the FCC and was an ambassador - proving once again that “communications” isn't a qualification for communicating?Marissa Mayer - maybe this business thing isn't for you? Mike Mcallister, ex Humana CEO, who was investigated for duping elderly into thinking Obamacare's passage would cut Medicare?Scott Ford, who lead the biggest landline company before pivoting to selling coffee, as your bright star into the future of tech?That's where the board is - unqualified for the moment, highly interconnected, with long careers of average performanceLuis von Ahn and the tech bro “sorry, not sorry” we were just “being edgy” no but seriously I know what's best for you secretly manbabiesDuolingo's CEO says he learned a hard lesson about 'edgy posts' and going viralFirst, says Duolingo, the app for learning languages, would be “AI-first”Then says they're not hiring anymore as long as it can be done by AIThen says schools will really just be childcare with AI teachers, and teachers will just “take care of the children” and you need schools for the “childcare”In his apology, he said sorry for being “edgy”Yes, it was the edginess, not the assholeryIf you want to quickly identify a manbaby, it's easy: first they “say” something they really think, then their apology basically is “sorry you didn't get it, I won't say it again”Headliniest of the WeekDR: Shareholders Judge Directors by Their Faces, Study FindsMM: Trump calls for Intel CEO to 'resign immediately'More ESG analysis:Boeing's ex-CFOBlackRock's ex founderThe former CEO at Jack Dorsey's SquareA partner at SequoiaA Princeton professorThe former CEO of HPThe chair who's a VC and has been there since 2009Who Won the Week?DR: Boston Mayor Michelle Wu for calling out the billionaire Kraft family regarding the new stadium proposed for the New England Revolution: “We haven't asked for anything out of the ordinary for any significant development, much less a mega-development like this one … To this day, the Kraft Group has provided the city no meaningful technical information … What we've heard has stayed at a conceptual level that is insufficient for any serious negotiation.Citing the proposed figure of $750,000 that the Kraft Group would pay to Boston as a mitigation fee, Wu said, “It is an unserious proposal … the figure is “just 1.1 percent of the $68 million mitigation package that was paid for the Everett casino project right nearby years ago.”Wu, who as the incumbent is also campaigning against Josh Kraft (son of Revolution owner Robert Kraft) in Boston's mayoral race, didn't miss a chance to land a political dig at her opponent: Referencing the proposed mitigation fee, she said that “$750,000 is just one-and-a-half month's of a billionaire son's allowance. It is nowhere near the scale of what we need to address the plans that have already been laid out by our residents, with our traffic engineers, with the coordination of the entire region.”MM: Jamie Smith at EY for writing the only other 2025 US proxy review that included a whole section on director votesPredictionsDR: Trump tries to fit into a pair of Sydney Sweeney's jeans (re: the OJ glove) to prove he did not know Epstein. The American Eagle stock surgesMM: Duolingo releases a new language choice, “Manbro”, in which it teaches how to apologize, how to be more intense, and why you should bow to your AI overlords