Podcasts about Chief executive officer

After Democrats scored big wins in key 2025 elections, Republicans are assessing what went wrong and what it means for the 2026 midterms. Mike Rogers, former U.S. congressman from Michigan and now the Michigan GOP Senate candidate, joins the Rundown to discuss what the results reveal about voter sentiment, how the GOP plans to refocus, and why he believes Democrats' growing progressive wing could reshape the political landscape. Tomorrow is Veterans Day, a time to honor those who have served in the U.S. military. Unfortunately, more than 30,000 veterans are living on the streets in the country they sacrificed so much to protect. Darryl J. Vincent, President and Chief Executive Officer at U.S.VETS, joins the Rundown to discuss the "Make Camo Your Cause" campaign, U.S.VETS' mission to prevent and end veteran homelessness, and what must be done to help service members transition to civilian life. Plus, commentary from Jason Chaffetz, FOX News contributor and the host of the Jason In The House podcast on FOX News Radio. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Hans Helmerich is the Chairman of the Board of Helmerich & Payne, Inc., a Tulsa-based energy company and the largest provider of land drilling services in the United States. He previously served as the company's Chief Executive Officer for 25 years, leading its growth and innovation in the oil and gas industry. Under his leadership, H&P developed its innovative FlexRig platform which played a major role in advancing land-based drilling technology.A graduate of Dartmouth College and Harvard Business School's Program for Management Development, Helmerich also serves on other boards and is deeply engaged in community service in Tulsa and beyond.On show you will hear his story and his perspective on mentorship, leadership, faith, prioritizing family, and much more. For more on Hans and Helmerich & Payne check out www.hpinc.com Enjoy the show!

After Democrats scored big wins in key 2025 elections, Republicans are assessing what went wrong and what it means for the 2026 midterms. Mike Rogers, former U.S. congressman from Michigan and now the Michigan GOP Senate candidate, joins the Rundown to discuss what the results reveal about voter sentiment, how the GOP plans to refocus, and why he believes Democrats' growing progressive wing could reshape the political landscape. Tomorrow is Veterans Day, a time to honor those who have served in the U.S. military. Unfortunately, more than 30,000 veterans are living on the streets in the country they sacrificed so much to protect. Darryl J. Vincent, President and Chief Executive Officer at U.S.VETS, joins the Rundown to discuss the "Make Camo Your Cause" campaign, U.S.VETS' mission to prevent and end veteran homelessness, and what must be done to help service members transition to civilian life. Plus, commentary from Jason Chaffetz, FOX News contributor and the host of the Jason In The House podcast on FOX News Radio. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week Nicola and Di chat with the passionate and inspiring Sarah Rusbatch. Sarah is the best-selling author of Beyond Booze, an award-winning health and wellness coach, and an accredited grey area drinking coach. Through her programs, Sarah helps women in midlife to live with more confidence, energy and purpose. Since quitting booze in 2019, Sarah has coached more than 10,000 women, hosting sober parties and showing that life can be healthier and lots of fun. In this conversation, we chat to Sarah about the moment that made her realise that it was time to go from ‘Party Girl’ Sarah, always with a drink in her hand, to giving up alcohol completely. Sarah shares how even though she was never an alcoholic, it came to a point where she realised alcohol and drinking had become her go-to way to spend her free time and she was noticing the negative effects it was having on her life. Sarah explains what grey area drinking means and talks about why it’s important not to associate drinking alcohol with stress relief. Stay tuned for some great tips for what you can do in those moments when it’s 5pm and you might be craving a drink. We also talk about the specific challenges for women when it comes to alcohol, and what can happen during menopause if you have a habit of drinking regularly. The good news is, Sarah shares all the positive things that she’s experienced since quitting booze in 2019, the way she feels like she’s aging backwards, the hobbies she’s rediscovered and the new sense of energy and vitality she has. This is such a good episode to learn more about alcohol and to bring awareness to your own relationship with drinking. This isn’t about telling anyone to stop drinking, we love a glass of champers, it’s about being more informed so we can make empowered choices that help us to live our best lives. We loved chatting with Sarah and we hope you enjoy this episode 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 Sarah on IG here - https://www.instagram.com/sarahrusbatch/ Find out more about Sarah’s work here - https://sarahrusbatch.com/ Buy Sarah’s book Beyond Booze here - https://sarahrusbatch.com/beyond-booze Join the Womens Wellbeing Collective Facebook group here - https://www.facebook.com/groups/342319476897067/ Special Offer: Free linen Laguna towel (valued at $149) with code OTBF on all purchases - https://coastnewzealand.com/discount/OTBF Follow Coast New Zealand on IG here - https://www.instagram.com/coastnewzealand/ 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.

Dr. Robert Quartermain, Co-Chairman, Director and CEO of Dakota Gold (NYSE American: DC), joined us for an update, live from the New Orleans Investment Conference, on their Richmond Hill Project and Maitland Gold Project.  Both projects are located in the historic Homestake District of South Dakota, near existing mining infrastructure.     The company is advancing its Richmond Hill project toward eventual surface heap leach gold operation as soon as 2029, with ongoing exploration, metallurgical tests, and working towards feasibility stage economics.   The company is also expanding the surface oxide mineralization and  high-grade gold mineralization at depth discovered thus far at the Maitland Gold Project toward an initial resource estimate.   Bob was previously the Executive Chairman of Pretium Resources Inc., which he founded in October 2010. Prior to Pretium, he was President and Chief Executive Officer of Silver Standard Resources Inc. (now SSR Mining Inc.) for 25 years from 1985-2010. Not only does he have a wealth of experience in developing and constructing producing mines, but he has assembled a solid management team and board filled with industry veterans that have worked in either the Homestake Mine, before it closed down, or the currently producing nearby Wharf Mine, operated by Coeur Mining.   Richmond Hill is one of the largest undeveloped oxide gold resources in the United States being advanced by a junior mining company, with over 6 million ounces of gold and over 60 million ounces of silver moving along the pathway of development into heap leach production as soon as 2029. Principle Projects on Private Land which equates to a positive attribute for efficient permitting with State and County organizations.   Dakota Gold released an Initial Assessment with Cash Flow (IACF) on July 7th, which is similar in nature to a Canadian PEA study.  This economic study was based on a 30,000 ton per day crushing circuit, and furthers the project towards ultimate production.   IACF Highlights:   Richmond Hill is one of the largest development stage oxide gold resources in the United States: M&I plan identifies 168.3 million tonnes at a grade of 0.566 grams per tonne gold (“g/t Au”) for a total of 2.6 million ounces produced over a 17-year life of mine. MI&I plan identifies 273.7 million tonnes at a grade of 0.530 g/t Au for a total of 3.9 million ounces produced over a 28-year life of mine. Strong Economics: At a base case gold price of $2,350 per ounce, the project has an after tax NPV5% of $1.6 billion and IRR of 55% for the M&I plan, and $2.1 billion and 59% respectively for the MI&I plan. At recent metal prices of $3,350 the NPV5%'s increase to $2.9 billion and IRR of 99% and $3.7 billion and 107%, respectively. Low-Cost: Initial Capital of $384 million, including $53 million contingency, with life of mine All-in Sustaining Costs (“AISC”) averaging $1,047 for M&I plan and $1,050 for MI&I plan. Feasibility Underway: Building on the robust IACF, work has commenced on the Feasibility Study planned for completion in early 2027, construction in 2028 and production targeted for 2029.   There are currently two drill rigs turning at Richmond Hill. In 2025, the Company expects to drill ~90,000 feet (27,500 meters) using a combination of Reverse Circulation and Core drilling. The primary focus of the program is to collect metallurgical samples for the Feasibility Study, infill, and expansion resource drilling in the Northeast corner of the Project area. This area is expected to be mined at the beginning of the mine plan and is higher-grade than the overall deposit.   At the Maitland Gold Project the Company is currently assessing the exploration data collected to date from the JB Gold Zone and the Unionville Zone with the intent of outlining an initial inferred gold resource. The work is expected to be completed in the fall of 2025. To date the JB Gold Zone has encountered a number of high-grade intersections which average 10.76 g/t Au over 4.0 meters.     If you have any questions for Bob Quartermain regarding Dakota Gold, then please email those in to us at Fleck@kereport.com or Shad@kereport.com.   In full disclosure, Shad is a shareholder of Dakota Gold at the time of this recording, and may choose to buy or sell shares at any time.   Click here to follow the latest news from Dakota Gold   For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer:  This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

In this episode of Molecule to Market, you'll go inside the outsourcing space of the global drug development sector with Jason Anderson, Chief Executive Officer at Ensera.   Your host, Raman Sehgal, speaks with Jason about the pharmaceutical and biotechnology supply chain, covering: Why he chose BASF over law school, and why McKinsey ultimately was not for him Moving from corporate life into a venture-backed polymer technology start-up before a major exit The search for a PE-backed specialty manufacturing role that led him to Ensera (formerly SteriPack) The importance of appreciating local knowledge when entering new markets Similarities and differences between outsourced services in pharma and medical devices How today's changes, pain, and uncertainty in the markets are creating opportunity Jason Anderson is CEO of Ensera (formerly SteriPack), a global contract design and manufacturing organization serving the pharmaceutical and medical device industries. He has led the company through a period of significant growth and change, including the integration of new design and product development capabilities with Ensera's core manufacturing services, and the launch of the new Ensera trading name.   Prior to Ensera, Jason held global business unit leadership roles at DJO/Enovis and at Saint-Gobain, overseeing businesses ranging from finished medical devices to customized, high-value components for biopharma and medical device industries. Earlier in his career, he held leadership roles at pre-revenue polymer technology start-up Novomer, at McKinsey and Company, and at BASF.   Jason has lived and worked in North America, Asia, and Europe. He holds a BS in Chemical Engineering from the University of Oklahoma and an MBA from Harvard Business School.   Molecule to Market is sponsored by Bora Pharma, Charles River, and Lead Candidate. Please subscribe, tell your industry colleagues, and help us celebrate the value of the global life science outsourcing space. We'd also appreciate a positive rating!

Becoming a successful entrepreneur and maintaining success in a startup business has its own unique set of systemic and structural challenges. Many of those challenges start well before the hunt for investors and developers begins. Often, the toughest barriers can be found in simply trying to meet basic needs for themselves, or their families. Access to food, wraparound services, and community health can make a significant difference at the start of any entrepreneurial endeavor. Add to this, access to education, key resources, technology, and quality mentorship can truly make the difference between an idea launched, or shelved. What can we learn about the work being done here in Northeast Ohio that is truly breaking barriers, and building futures in entrepreneurship?rnrnTiffany Cashon is a Senior Director at Case Western Reserve University's think[box] is a seven story makerspace and entrepreneurship ecosystem that is free and open to the public. Opened in 2015, its goal is to bring together resources for venture creation and entrepreneurship under one roof.rnrnKate Fox Nagel is Chief Executive Officer of MetroHealth Community Health Centers. Launched in 2018, the centers support inclusive and equitable community wellbeing in collaboration with other critical community organizations.rnrnTiffany Scruggs is the VP of Community Access and Executive Director of Community Resource Center at the Greater Cleveland Food Bank. Opened in 2022, the Community Resource Center serves as a one-stop shop for a healthy choice food pantry and to connect with over a dozen social service partners all under one roof.rnrnModerated by Renee RichardrnPresident and CEO of Corporate College, Cuyahoga Community College

In this episode, Bill interviews Michael Maslansky, Chief Executive Officer, Maslansky+Partners, a strategic consultancy and linguistics firm that uses language as the foundation for solving business challenges.

In this episode, Bill interviews Martin Whittaker, Chief Executive Officer, JUST Capital, a nonprofit formed to catalyze private sector leadership on major societal challenges.

Seth Brufsky, Chief Executive Officer for the Ares Dynamic Credit Allocation Fund, talks about how the start of rate cuts and a falling interest rate environment impacts high-yield bonds, leveraged loans and collateralized loan obligations, noting that fixed-rate high-yield investments should get a boost from lower rates, but that the floating-rate paper also can benefit thanks to better arbitrage opportunities and  improved credit quality. Brufsky notes that rate-cut environments should give active management an edge over passive funds, at least for a time as the market adjusts to the changes.

Lorri Rishar Jandron, MBA, Owner & CEO, EDGE Partnerships, along with Becky Burtka, VP of member engagement, Michigan Chamber, Lansing, MI. Co-Hosts of the new MBN show "BOLD LeadHERS" now into Episode 6. In this episode of Bold LeadHERS, they recently interviewed Suzanne Greenberg and Julie Thomasma: Suzanne - Nonprofit CEO | Executive Director with a strong background in leading all aspects for successful operations. Suzanne has a long list of accomplishments. She is currently the executive director of Children Trust Michigan in Lansing, MI. Julie - Has served as Chief Executive Officer of Child and Family Charities since 2015. Her passion is building supportive services for children, youth and families to thrive in our community. Notes: Child & Family Charities is a valued Prevention Partner of Children Trust Michigan. One of several that provide services and programs for families and children in all of Michigan's 83 counties. We will want to provide each of them time to talk about their respective organizations, especially if this airs around the time of end-of-year giving. CTM will want to share a few details about the 2026 Auction. Questions: 1. What inspired you to step into leadership within child advocacy and family support work? 2. How has your leadership style evolved as you've navigated challenges in the nonprofit space? 3. What's one decision or moment that shaped your leadership journey most profoundly? 4. As women leading organizations focused on children and families, what unique perspectives do you bring to the table? 5. How do you balance empathy and strategy when making tough decisions that impact vulnerable communities? 6. Who were the bold women who shaped your path, and how are you paying that forward? 7. What advice would you give to young women considering careers in nonprofit leadership or advocacy? 8. How do you care for your own mental health while supporting others through trauma and crisis? 9. What practices help you stay grounded and resilient in emotionally demanding work? 10. What gives you hope for the future of child and family services in Michigan? 11. If you could wave a magic wand and change one thing about how we support families, what would it be? In this episode, Lorri and Becky met with Suzanne Greenberg and Julie Thomasma. Suzanne and Julie are partners in Child Abuse Prevention in the state of Michigan. Suzanne was able to give us a deep dive into what she does with her work at Children Trust Michigan and Julie was able to share the same about her work at Child and Family Charities. We also learned more about their backgrounds and how they began their work and how they got to the position they are in now. If you would like to help support either of these great organizations you can head to their website at https://www.childrentrustmichigan.org/ and https://childandfamily.org/

A discussion on the biggest issues facing the region. Panelists Dr. Monique Perry-Graves, Chief Executive Officer, Road to Hire Jason Thomas, Executive Editor, SC Biz News Tony Mecia, Editor, The Charlotte Ledger Matt Martin, Regional Executive, North and South Carolina Federal Reserve Bank of Richmond

Jack Mesley is the Chief Executive Officer of Super Rugby Pacific. We chatted to him about the 2026 Super Round coming to Christchurch!3 days of rugby action at Christchurch’s first new stadium event. 3 days. 10 teams. 1 location. Super Round in Christchurch, Anzac Weekend, 24-26 April 2026.

Tim is a co-founder and Managing Partner at Angeles Equity Partners.  Tim is responsible for overseeing all aspects of the firm's investment activities. Prior to co-founding Angeles Equity Partners in 2014, Tim co-led the Industrials vertical at The Gores Group with Jordan Katz. Tim was responsible for leading due diligence efforts, driving operational transformation and providing portfolio company oversight.  During his tenure at Gores, Tim served as the Chairman and/or Chief Executive Officer of numerous portfolio companies, and was a member of both the Management and Investment Committees.  Prior to Gores, Tim spent two years at Gateway, where he was responsible for the revenue and margin performance of Services, Software, and Enterprise Products in the Professional Business Unit. Prior to Gateway, Tim spent more than five years at Bain & Company, where he led numerous strategy, M&A and operational improvement engagements for corporate and private equity clients.  Before that, Tim served in various sales leadership and transformation positions at AT&T and began his career with IBM. Tim received a B.A. in Finance from Texas A&M University and an M.B.A. with a concentration in Entrepreneurial Finance from The Wharton School of the University of Pennsylvania.

This week I had the pleasure of speaking with Greg Gartland, Chief Executive Officer of 3E. We discuss 3E's business offerings, how it defines its place in the very competitive world of chemical information management, the role artificial intelligence has in this space, and trends Greg sees driving growth in chemicals, product stewardship, and sustainability. ALL MATERIALS IN THIS PODCAST ARE PROVIDED SOLELY FOR INFORMATIONAL  AND ENTERTAINMENT PURPOSES. THE MATERIALS ARE NOT INTENDED TO CONSTITUTE LEGAL ADVICE OR THE PROVISION OF LEGAL SERVICES. ALL LEGAL QUESTIONS SHOULD BE ANSWERED DIRECTLY BY A LICENSED ATTORNEY PRACTICING IN THE APPLICABLE AREA OF LAW. ©2025 Bergeson & Campbell, P.C.  All Rights Reserved

In this episode of the AgCulture Podcast, Evan Harrison, CEO of Kiss the Ground, explores how storytelling and regenerative agriculture intersect to drive consumer awareness and sustainable change. He shares insights on building momentum for soil health, measuring real impact through media engagement, and creating partnerships with leading brands to fund farmer-led innovation. Discover how communication and collaboration are reshaping agriculture's future. Listen now on all major platforms!Meet the guest: Evan Harrison is the Chief Executive Officer of Kiss the Ground, a nonprofit leading the regenerative agriculture movement through education, storytelling, and strategic partnerships. Since joining in 2022, he has amplified awareness of soil health and supported farmers through grants and media engagement.Connect with our guest on Social Media: LinkedInKiss the GroundWhat you will learn: (00:00) Introduction(01:57) Regenerative storytelling(06:44) Consumer awareness(12:12) Farmer inclusion(18:38) Measuring impact(24:09) Brand collaboration(36:10) Closing thoughtsDiscover the world of agriculture with the "Ag Culture Podcast". This podcast will be a gateway for those passionate about agriculture to explore its global perspectives and innovative practices.Join Paul as he shares his experiences in the agricultural industry, his travels and encounters with important figures around the world.Available on YouTube, Spotify and Apple Podcasts.Subscribe at http://www.agculturepodcast.com and keep an eye out for future episodes, bringing insights and stories from the vibrant world of agriculture.

To unpack how South Africa’s democratic promise is being hollowed out, John Maytham speaks to Daryl Swanepoel, Chief Executive Officer of the Inclusive Society Institute and Research Fellow at Stellenbosch University’s School of Public Leadership (SPL). Presenter John Maytham is an actor and author-turned-talk radio veteran and seasoned journalist. His show serves a round-up of local and international news coupled with the latest in business, sport, traffic and weather. The host’s eclectic interests mean the program often surprises the audience with intriguing book reviews and inspiring interviews profiling artists. A daily highlight is Rapid Fire, just after 5:30pm. CapeTalk fans call in, to stump the presenter with their general knowledge questions. Another firm favourite is the humorous Thursday crossing with award-winning journalist Rebecca Davis, called “Plan B”. Thank you for listening to a podcast from Afternoon Drive with John Maytham Listen live on Primedia+ weekdays from 15:00 and 18:00 (SA Time) to Afternoon Drive with John Maytham broadcast on CapeTalk https://buff.ly/NnFM3Nk For more from the show go to https://buff.ly/BSFy4Cn or find all the catch-up podcasts here https://buff.ly/n8nWt4x Subscribe to the CapeTalk Daily and Weekly Newsletters https://buff.ly/sbvVZD5 Follow us on social media: CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/CapeTalk CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Donyshia Boston-Hill gets business empowerment from Paisely Demby, Founder and Chief Executive Officer of PBN Consulting, LLC., a virtual network of highly experienced consultants focused on optimizing the performance of individuals and organizations. He has over 28 years of finance and strategic management experience. 

What happens when your institution has too many systems—and none of them talk to each other? In this episode, Dustin chats with Justin Beck, CEO of Gravyty, about how colleges and universities can stop tech creep from derailing the student experience. Drawing from his background at Apple, Blackboard, Salesforce, Instructure, and now Gravyty, Justin shares hard-earned insights on how schools can create a more connected, intuitive digital journey for students, staff, and alumni. From the power of omnichannel engagement to surprising AI-driven fundraising wins, Justin breaks down how to work smarter with the tech you already have—and how to stop chasing perfection at the expense of progress.Guest Name: Justin Beck - CEO at GravytyGuest Social: LinkedInGuest Bio: Justin Beck is the Chief Executive Officer of Gravyty, a leading provider of AI-driven engagement solutions for higher education and nonprofit institutions. With over two decades of experience in SaaS and education technology, Justin has built and led high-performing global teams across sales, customer success, revenue operations, marketing, and product enablement. He is driven by a deep belief in the power of technology to improve outcomes across the student and constituent lifecycle—from recruitment and retention to alumni engagement and fundraising. Prior to Gravyty, he served as Chief Commercial Officer at Xplor Technologies, a global, multi-vertical SaaS and embedded payments company serving over 100,000 customers in more than 30 markets.Justin's earlier leadership roles include SVP of Global Sales at Instructure (makers of Canvas), and senior positions at Salesforce, Kaltura, EverFi, Blackboard, and Apple. Across each organization, he has played a pivotal role in scaling revenue, entering new markets, and driving strategic transformation. A frequent advisor on go-to-market strategy in mission-driven sectors, Justin brings a blend of operational rigor and customer-centric thinking to every role. He lives in Cincinnati, Ohio, with his wife and their three sports-loving teenage children.  - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Powering Defense and Driving Innovation for a Safer, Smarter Future in MichiganMatthew Warnick serves as Chief Executive Officer of American Rheinmetall, headquartered in Auburn Hills, Michigan. He has been with Rheinmetall for more than twelve years, guiding its U.S. operations since the establishment of American Rheinmetall (formerly American Rheinmetall Vehicles) in 2019. The company supports Rheinmetall's Vehicle Systems Division with sales, engineering, and program management for defense and commercial markets. Matt is also an eight-year veteran of the United States Marine Corps.

This week, Traci welcomed Wendy Sherry, Chief Executive Officer for Global Health Benefits within International Health at Cigna Healthcare, overseeing healthcare delivery to more than 3,700 clients in over 250 countries.With 30 years at Cigna spanning multiple leadership roles, Wendy is a strong advocate for inclusion and the advancement of women in leadership. She also serves as an advisor to Hello Heart and supports healthcare equity angels.Spoiler alert: 50% of millennial women are experiencing perimenopause symptoms right now, and by 2030, three-quarters of the global workforce will be millennials or Gen Z—meaning this isn't a women's issue, it's a business imperative.What We CoverThe inclusive leadership philosophyWhat perimenopause actually does to your body50% of millennial women have perimenopause symptomsWhich states mandate menopause workplace protectionsWhy this is a business imperative, not a nice-to-haveThe hidden cost of perimenopause stigmaHow Cigna connects employees to menopause specialistsThe talent war you're losing without these benefitsWhat to ask your benefits provider tomorrowKey Quote"If all the good ideas come from me, we are in trouble. You need to have a team that in many ways is smarter than you in certain areas, because it's all about perspective." – Wendy SherryConnect with Wendy Sherry: https://www.linkedin.com/in/wendy-sherry/ Website: https://www.cignaglobal.com/employers/na Connect with Traci here: https://linktr.ee/HRTraciDisclaimer: Thoughts, opinions, and statements made on this podcast are not a reflection of the thoughts, opinions, and statements of the Company by whom Traci Chernoff is actively employed.Please note that this episode may contain paid endorsements and advertisements for products or services. Individuals on the show may have a direct or indirect financial interest in products or services referred to in this episode.

“When you understand the why behind illness, that's when healing truly begins.” —Dr. Michelle NiesleyIn this episode of the Real Health Podcast, Dr. Ron Hunninghake is joined by Dr. Michelle Niesley—Chief Executive Officer of Riordan Clinic, clinical research, and naturopathic doctor specializing in integrative oncology—to explore how science, compassion, and curiosity come together in modern medicine.Dr. Niesley shares her path from research to leadership, the Clinic's 50-year legacy of innovation, and the importance of bridging conventional and integrative care. From terrain-based medicine to whole-brain thinking, this conversation highlights the next chapter of healing at Riordan Clinic.

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

On today's show, I am talking with Priya,We will talk about her career and her ideas.Priya became CEO of Meru Data in 2017,She works in privacy, security, AI, and everything in between!

David M. Solomon, Chairman and CEO of Goldman Sachs, joined #EconClubDC for a Signature Event conversation with David M. Rubenstein, Chairman of The Economic Club of Washington, D.C.Solomon reflected on leadership, market resilience, and the power of adaptability in a changing global economy. He discussed Goldman Sachs's 10,000 Small Businesses initiative, the importance of central bank independence, and the transformative potential of AI across industries. The conversation offered candid insights into fiscal policy, long-term growth, and how technology and innovation will continue to shape the future of global finance.

Blandvertising [https://marketingexperiments.com/copywriting/writing-meaningful-copy].It's a word I coined 13 years ago to describe a wishy-washy marketing claim.The type of words that fill a copy block. They look right. And it's probably sprinkled with words like “scalable,' ‘ecosystem,' ‘user-centric,' ‘best-in-class,' ‘leading,' and on and on. But after you read them or hear them you realize – they don't really say anything at all. So I loved this lesson I read in a podcast guest application, “A brand that says something is more important than saying everything perfectly.”To hear the lesson behind that story, along with many more lesson-filled stories, I talked to Millie Hogue, CMO, Hakkoda [https://hakkoda.io/].Hakkoda is part of IBM. IBM reported total annual revenue of $62.8 billion in 2024. At Hakkoda, Hogue manages an internal team of nine along with an array of 20 vendors and freelancers.Lessons from the things she madeA marketing and sales team divided cannot standA brand that says something is more important than saying everything perfectlyExpertise matters more than everBuild for your audienceThe success of your team is YOUR successJoin us at our next virtual eventAI Executive Lab: Transform billable hours into scalable AI-powered products [https://www.eventbrite.com/e/ai-executive-lab-transform-billable-hours-into-ai-powered-products-tickets-1872389821359] – Tuesday, November 11th at 2 pm EDT. Discussed in this episodeMarketing Experimentation Strategy: Define and differentiate between experimentation and execution in marketing activities (podcast episode #93) [https://marketingsherpa.com/article/interview/marketing-experimentation]Authentic Brand Transformation: To build a brand that lasts, consider rebranding a team sport (podcast episode #137) [https://marketingsherpa.com/article/interview/authentic-brand]Analytics: Driving business value matters more than perfect models (podcast episode #133) [https://marketingsherpa.com/article/interview/analytics]Get more episodesSubscribe 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

Sebastian DiGrande is the Chief Executive Officer of Plastic Credit Exchange (PCX), where he leads the company's mission to eliminate plastic waste through a technology-driven, market-based platform. Under his leadership, PCX is building a verified marketplace that connects corporations with plastic recovery and recycling partners worldwide, creating measurable, scalable environmental impact.Before joining PCX, Sebastian held senior executive roles at Gap Inc., overseeing more than $5 billion in global P&Ls across e-commerce, credit, international franchises, and the Intermix brand. Earlier, he spent nearly two decades at The Boston Consulting Group (BCG) as a Senior Partner and Managing Director, where he led major practices in technology, marketing, and pricing, helped launch BCG Digital Ventures, and advised global consumer and retail clients on digital transformation. He currently serves on the Board of Directors at Big Lots and lectures at leading business schools including Stanford, UCLA Anderson, and Wharton.LinkedIn: https://www.linkedin.com/in/sebastian-digrande-b34961/ 

In this episode of The Wisdom Of... Show, host Simon Bowen speaks with Mark Fitzgibbon, retired CEO and Managing Director of nib Group, who transformed a regional mutual health fund into Australia's fourth largest private health insurer and an ASX 100 company over 22 years. From local government reform to reshaping the clubs industry to building a healthcare empire, Mark shares profound insights on systematic transformation, critical thinking cultures, and why consistent outperformance requires discipline, not just vision. Discover how one leader's methodology works across completely different industries and why questioning everything becomes the foundation for lasting success.Ready to master the systematic approach to capturing transformation wisdom? Join Simon's exclusive masterclass on The Models Method: https://thesimonbowen.com/masterclassEpisode Breakdown00:00 Introduction and the three-sector transformation journey 07:18 Why transformation begins with replacing the senior management team 14:52 The "steel pipes moment" and keeping organisations focused on purpose 22:36 Building critical thinking cultures through psychological safety 29:44 The business model challenge method that drives consistent outperformance 37:22 Multi-sector validation and why the same principles work everywhere 44:18 Seeking outlier views over consensus thinking 51:33 The wisdom versus theory tension and staying intellectually curious 58:06 Post-executive reflections on 22 years of sustained transformationAbout Mark FitzgibbonMark Fitzgibbon is the retired CEO and Managing Director of nib Group, where he led the organisation from 2002 to 2025. During his tenure, nib grew from a smaller regionally-based mutual health fund to Australia's fourth largest private health insurer. In 2007, nib listed on the ASX, rising to become an ASX 100 company with a portfolio of healthcare businesses across Australia and New Zealand. Today, nib covers or supports approximately 2 million people.Mark is well known for his progressive and entrepreneurial approach. nib has a long track record of challenging business models and innovation. Mark began his career in local government, culminating in leading three significant Councils in NSW. He was subsequently recruited as Chief Executive Officer at Clubs NSW and Clubs Australia, where he led an agenda of modernisation and developed responsible gambling practices across the sector.Mark holds an MBA (UTS), MA (MGSM), has attended Harvard Business School and INSEAD, and is a Fellow of the Australian Institute of Company Directors. He is now pursuing a post-executive coaching career, sharing his systematic transformation wisdom with leaders navigating complex change.Connect with Mark Fitzgibbon: LinkedIn: https://www.linkedin.com/in/mark-fitzgibbon-3754504/About Simon BowenSimon has spent over two decades working with influential leaders across complex industries. His focus is on elevating thinking in organisations, recognising that success is directly proportional to the quality of thinking and ideas within a business. Simon leads the renaissance of thinking through his work with global leaders and organisations.Connect with SimonLinkedIn: https://www.linkedin.com/in/simonbowen-mm/ Instagram: https://www.instagram.com/officialsimonbowen/ Website:...

Relebogile Mabotja speaks to Lynne Beachy Head the Chief Executive Officer of CHASE Education Solutions about Studyclix which was launched in April last year, Studyclix has been hailed as a real game changer in the South African education space. It’s an interactive online platform designed to help Matric students and their teachers boost exam performance by studying smarter. 702 Afternoons with Relebogile Mabotja is broadcast live on Johannesburg based talk radio station 702 every weekday afternoon. Relebogile brings a lighter touch to some of the issues of the day as well as a mix of lifestyle topics and a peak into the worlds of entertainment and leisure. Thank you for listening to a 702 Afternoons with Relebogile Mabotja podcast. Listen live on Primedia+ weekdays from 13:00 to 15:00 (SA Time) to Afternoons with Relebogile Mabotja broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/2qKsEfu or find all the catch-up podcasts here https://buff.ly/DTykncj 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.

Tune into this week's episode as Eric is joined by special guest Ruben Mendoza and they discuss what it means to lead with conviction!Ruben Mendoza is the Founder, President, and Chief Executive Officer of Foundation Building Materials with 25 years of industry experience. Before founding the company in 2011, Ruben served as the Chief Executive Officer of AMS, a leading distributor of building products. First Time? Start Here: https://rock.marinerschurch.org/connectcardCan we pray for you? https://rock.marinerschurch.org/page/692You can find information for all our Mariners congregations, watch more videos, and learn more about us and our ministries on our website https://www.marinerschurch.org/---------------------------------------------------------------- FIND US ON SOCIAL MEDIA • Facebook: https://www.facebook.com/marinerschurch • TikTok: https://www.tiktok.com/@marinerschurch • Twitter: https://twitter.com/marinerschurch • Instagram: https://www.instagram.com/marinerschurch • Online Instagram: https://www.instagram.com/mariners.online-------------------------------------------------------------------- Support the ministry and help us reach people worldwide: https://www.marinerschurch.org/give/Like podcasts? Check out more from Mariners Church https://www.marinerschurch.org/podcast-channels/

This week Nicola and Di chat with Australia’s golden girl of swimming Lisa Curry AO. Lisa is a triple Olympian and Commonwealth Games champion. She’s been a household name for decades, appearing on everything from Uncle Toby’s health bars, to her own Hot Curry swimwear line. Lisa has lived a very full life already - raising her beautiful family, achieving incredible sporting and business success, and navigating both the highs and heartbreaking lows of losing her daughter Jaimi. She’s written a moving memoir, where she shares her story Lisa - Life, Love & Loss. As if that wasn’t enough, Lisa also supports the health and wellbeing of millions of women through her company and community Happy Healthy You. In this episode we chat to Lisa about what it was like to be a triple Olympian and Commonwealth Games champion, and how it felt to stand on that podium. Lisa talks about the deep respect she has for her coaches and the way the things she learnt in her swimming career and the strategies she used back then to become successful are still tools she uses today. We also talk about her marriage to Grant Kenny and what it was like to suddenly become Australia’s golden couple, with so much media attention, and how difficult it was years later when they separated and went through a divorce in the public eye. Lisa shares very openly and honestly about the devastating loss of her daughter Jaimi. She talks about Jaimi’s tragic battle with an eating disorder and alcohol addiction that would eventually take her life. We talk about the grieving process and what Lisa does these days to calm her mind when things feel overwhelming. We also get to hear about the positive things in her life at the moment, including her beautiful love story with her husband Mark and the work she does for women’s wellbeing through her company Happy Healthy You. This was such an incredibly honest and moving conversation with Lisa and it felt like we were having a cup of coffee and a chat over the back fence with a girlfriend. 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 Follow Lisa on IG here - https://www.instagram.com/lisacurry/ Take the Happy Healthy You assessment here - https://happyhealthyyou.com.au/pages/assessment Join the Happy Healthy You Facebook group here - https://www.facebook.com/groups/happyhormones/ Follow Happy Healthy You on IG here - https://www.instagram.com/hhyhappyhealthyyou/ Buy Lisa’s memoir 60 years of life, love & loss here - https://www.amazon.com.au/Lisa-memoir-years-life-love/dp/1460761405 Special Offer: Free linen Laguna towel (valued at $149) with code OTBF on all purchases - https://coastnewzealand.com/discount/OTBF Follow Coast New Zealand on IG here - https://www.instagram.com/coastnewzealand/ 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.

"At RX, we celebrate failure, which is kind of a strange thing to say," said RX CEO Hugh Jones on the November 2025 edition of Trade Show Talk.  Why?   "Failure is actually a part of the executive process and making great choices," he said In this episode, Host Danica Tormohlen delves into this topic and more with Jones, who shares the company's recent growth and strategic bets in the trade show industry.   Jones discusses a broad range of topics, including RX's expansion into Saudi Arabia, digital product development, and the importance of celebrating failures to drive innovation and leadership.   For context: RX, a division of public company RELX and ranked No. 2 on the Stax Top 20 Exhibition Organizers List (by revenues), produced 282 face-to-face events in 25 countries in 2024, and these events served 41 industry sectors and attracted more than 6 million participants, according to its 2024 Annual Report. Some of RX's flagship events include New York ComicCon, JCK, ISC West, and FIBO Global Fitness. In its most recent earnings report in August, RX saw 8% growth year over year for the first half of 2025.  The episode also features interviews with Legends Global GM Rodney Falk on the Cincinnati convention center's reopening in January 2026 and Exhibitions and Conferences Alliance Executive VP Tommy Goodwin on the U.S. government shutdown's impact on the industry.  00:00 Introduction to Trade Show Talk  00:34 Meet Hugh Jones, CEO of RX  01:22 Sponsorship Message from Legends Global  02:08 Hugh Jones' Background and Philosophy  04:17 Interview with Hugh Jones Begins  04:24 The Importance of Taking Risks  07:16 RX's Expansion and Acquisitions  08:36 Digital Transformation at RX  11:39 Innovative Approaches in Trade Shows  15:16 Navigating the Pandemic and Strategic Changes  20:25 Value-Based Selling and Customer Focus  29:08 Advocacy, Sustainability, and Talent in the Trade Show Industry  37:40 The Importance of Standardization in Events  40:30 Digital Innovation and Future Trends  44:42 Real-Time Matchmaking and Industry Trends  46:08 AI in Trade Shows: Strategy and Implementation  49:41 Personal Insights: Monday Morning Routine  52:24 Upcoming Events and Travel Plans  54:35 Hobbies and Family Life  55:55 Worst Business Advice Ever Received  58:25 Cincinnati Convention Center Update  01:14:27 Advocacy Update with Tommy Goodwin  01:22:03 Conclusion and Upcoming Episodes    This episode is brought to you by Legends Global.   Legends Global is the premier partner to the world's greatest live events, venues, and brands. Legends Global delivers a fully integrated suite of premium services—from feasibility and consulting to venue management, sales, merchandise, hospitality, partnerships, content and booking. The company's white-label approach keeps partners front and center while leveraging the power of their global network with more than 450 venues, 20,000 events, and 165 million guests annually. Learn more at LegendsGlobal.com.     Guest bio: Hugh Jones   Chief Executive Officer   Every executive has to place bets in order for the value propositions to remain relevant to the customers, but not every bet has to work. Hugh believes that executives learn by both our successes and our failures. That philosophy has served Hugh well over the years since joining RELX in 2011, following the purchase of Accuity where he was Chief Executive Officer. In addition to leading Accuity to become one of the world's largest and most significant companies in the payment routing and Anti Money Laundering sectors, Hugh has also led Fircosoft, NRS, I.C.I.S, Estates Gazette (EG) and Cirium; and before joining RX he was Global Managing Director within the Risk and Business Analytics Division.   Hugh's philosophy has seen him lead large scale acquisitions and subsequent integrations of many companies that now reside and prosper within the RELX portfolio. Hugh joined RX as CEO at the start of 2020, bringing with him plenty of experience in public company protocol and all facets of business management including P&L oversight, talent development, forecasting, sales execution, technology innovation and product discovery, launch and growth.   Hugh's experience has been invaluable in navigating RX's response to challenges and his strategic understanding of technological innovation has accelerated the use of digital and data products and services across RX events, as an ongoing core component of RX face to face events. Passionate about building a culture of collaboration, exploring, risk taking, accountability and courage, Hugh champions the creation of a psychologically safe and inclusive workplace for all.  versed in public company protocol and all facets of firm management including P&L oversight, talent development, forecasting, sales, technology and product innovation, discovery, launch and growth.   A mélange of exceptional investment and overall management qualifications, combined with superior analytical leadership. Accustomed to and effective in high-profile executive roles, making high-stakes investment decisions with world-class clients and customers. Versed in leading investor forums at a publicly traded firm, commercializing data streams, contributing forward-thinking vision and overcoming complex business obstacles.   More than two decades of experience building corporate value by creating rich data streams that provide new solutions to difficult corporate challenges. Successful at developing and coaching top executive teams, leading sales efforts, and negotiating complicated corporate and functional business deals with financial institutions, corporations and governmental agencies.  • Member of the Young President's Organization (YPO) since 2009 • Served on numerous Boards for the benefit of Private Equity firms • Winner of the 2013 Ernst & Young Entrepreneur of the Year Award in Financial Services for the Midwest Region • Holds a BA in economics from Yale University cum laude and an MBA from the University of Michigan  Guest bio: Tommy Goodwin is Executive Vice President for the Exhibitions & Conferences Alliance (ECA), the advocacy association for the business events industry. In this role, he leads ECA's work on behalf of the interconnected ecosystem of exhibitors, event and meeting organizers, suppliers, venues, and destinations that comprise the global business events landscape.     Prior to joining ECA, Tommy spent more than 20 years leading social impact, member value, public affairs, and international engagement efforts for several globally recognized associations and corporations, including Oracle, AARP, and the Project Management Institute (PMI). Additionally, he was a research fellow at Harvard Business School focused on the international political and legal environment in which businesses and social enterprises operate.     Tommy has a B.B.A. from The George Washington University, an M.B.A. from Auburn University, and a Postgraduate Diploma in European Union Law from King's College London. He also holds several certifications including a Project Management Professional from PMI, a Certified Meeting Planner from the Events Industry Council, and a Certified Association Executive from the American Society of Association Executives (ASAE).     Recognized by The Hill in its list of association "Top Lobbyists" every year since 2020, Tommy was also named a "Leading Association Lobbyist" by CEO Update/Association TRENDS in 2023. He has also been elected as a Fellow by ASAE (2022), named an "Association Innovation Leader" by DCA Live (2022), received the "Industry Support Award" from Trade Show News Network (2022), and recognized as an events industry "Changemaker" by MeetingsNet (2022).     Tommy currently serves on the advisory boards of Factum Global and The Iceberg. He is also a past president of the National Institute of Lobbying & Ethics and a past chair of ASAE's Executive Management Professionals Advisory Council and Advocacy Council.    Host bio: Danica Tormohlen    Meet Danica Tormohlen, a dynamic force in the trade world who's been telling compelling stories for more than 30 years. As VP of Group Content at Informa, she's the mastermind behind Trade Show News Network, bringing the pulse of the industry to life. When she's not crafting engaging content, you'll find her behind the microphone hosting the Trade Show Talk podcast, where she chats with industry movers and shakers.    A proud Mizzou Journalism School grad (go Tigers!), Danica has left her mark across the events industry landscape, from SISO to Trade Show Executive. Her trophy shelf sparkles with journalism awards, but what really gets her excited is breaking new ground for women in the industry. As a founding member and current president of the Women in Exhibitions Network North America, she's passionate about lifting others up while climbing the ladder herself.    When she's not reporting on trade shows and events, you'll spot Danica pounding the pavement as an enthusiastic runner or rolling up her sleeves with the National Charity League, proving that giving back is always in style. Her secret sauce? A perfect blend of journalistic integrity, industry insight, and boundless energy.     Catch Danica's latest thoughts on LinkedIn and X, where she's always sharing industry insights with a personal twist.   

In this episode, Jacob Rodman, Chief Executive Officer of Raleigh Neurosurgical Clinic, discusses how his team improved efficiency by bringing anesthesia services in-house, strategies for navigating Medicare uncertainty, and the growing role of AI in clinical and ASC operations. He also shares his vision for leadership development and future growth in outpatient neurosurgical care.

After winning the International Crown event in Korea, Australia's women's golf is entering a golden era. Joining Lehmo on Summer Grandstand to discuss this success is Karen Lunn, Chief Executive Officer of the WPGA Tour of Australasia. She talks about the team's triumph in Korea and what's next for Australian golf.

In the eleventh episode of season 4, host Dr. U. Grant Baldwin, Jr., Director of the Doctor of Behavioral Health (DBH) Program at Cummings Graduate Institute for Behavioral Health Studies (CGI), is joined by Dr. Cara English, Chief Executive Officer (CEO) and Chief Academic Officer (CAO) of CGI, to unpack the complex world of state licensing boards and their impact on clinical Doctors of Behavioral Health. Together, they explore why licensing boards exist, what happens when they fail to evolve with healthcare's changing landscape, and how DBHs are leading conversations around reform, advocacy, and telehealth regulation.About the Podcast Guests:Dr. U. Grant Baldwin, Jr., DBH, has held executive leadership positions in behavioral health agencies and served as a Research Associate with the Cecil G. Sheps Center for Health Services Research at the University of North Carolina at Chapel Hill. He provides consultation and training to primary care executives and healthcare practitioners nationwide. He has collaborated with experts to offer guidance for the U.S. Department of Veterans Affairs' Center of Integrated Healthcare and, as a member of the Cognitive Behavioral Therapy–Insomnia Leadership Panel, contributed to advancing the training of practitioners in evidence-based behavioral health practices for veteran care. He has developed integrated behavioral health programs within federally qualified health centers and secured funding to expand integrated behavioral health and workforce development in rural health settings. His work has cemented the integration of psychotherapy for treating mental health and substance use disorders that exacerbate chronic medical conditions.With over 15 years of experience in healthcare management, Medicaid and Medicare program administration, organizational transformation, and innovation, Dr. Baldwin is recognized for his expertise in healthcare system redesign. He earned his Doctorate in Behavioral Health (DBH) from the College of Health Solutions at Arizona State University in 2016 and completed the prestigious Johnson & Johnson Executive Health Care Program at the University of California, Los Angeles, in 2019. A healthcare researcher and a founder of the Association of Doctors of Behavioral Health, Dr. Baldwin is passionate about integrated care, reducing healthcare costs, and advancing health equity for vulnerable populations.Dr. Cara English, DBH, is the Chief Executive Officer and Chief Academic Officer of Cummings Graduate Institute for Behavioral Health Studies (CGI) and Founder of Terra's Tribe, a maternal mental health advocacy organization in Phoenix, Arizona. Dr. English spearheaded a perinatal behavioral health integration project at Willow Birth Center from 2016 to 2020 that received international acclaim through the publication of outcomes in the International Journal of Integrated Care. Dr. English served as Vice-President of the Postpartum Support International – Arizona Chapter Founding Board of Directors and co-chaired the Education and Legislative Advocacy Committees. She currently serves on the Maternal Mortality Review Program and the Maternal Health Taskforce for the State of Arizona. She served as one of three Arizonan 2020 Mom Nonprofit Policy Fellows in 2021. For her work to establish Cummings Graduate Institute for Behavioral Health Studies, Cara was awarded the Psyche Award from the Nicholas & Dorothy Cummings Foundation in 2018 and is more recently the recipient of the 2022 Sierra Tucson Compassion Recognition for her work to improve perinatal mental health integration in Arizona.

Imagine - Ireland's independent broadband provider - has announced a price freeze until 2030 on all fibre broadband plans, guaranteeing customers that their monthly bill won't change between now and then. The move directly challenges the industry trend of short-term deals followed by steep increases and annual inflation-linked price hikes. Imagine provides fibre and 5G mobile broadband throughout Ireland and promises one clear price until 2030 that can save households and businesses up to €1,247 over five years compared to competitors. Imagine is also offering leave anytime flexibility across all broadband packages, giving stability without being tied into 12 or 24-month contracts. Recent national research by Ipsos B&A (2025) highlights widespread frustration among broadband users in Ireland: 79% are tired of constant price hikes. 71% say cost is their top reason for switching. 54% believe all broadband providers are the same. Nearly half have been with their provider less than two years. Niall Tallon, Chief Executive Officer, Imagine, said: "We want to reimagine what broadband can be in Ireland and give customers a real alternative that is fair, honest, and free from the usual tricks. Nobody wants to deal with annual inflationary price hikes or switching when short-term offers expire. People want price stability and simple, no-nonsense high-speed connectivity". "Imagine has a long history of doing things differently. We were the first to bring high-speed broadband to rural communities when others didn't. We're still that independent company challenging the status quo. Our five-year price freeze, straightforward customer journey, and leave-anytime flexibility aren't available anywhere else", added Tallon. "Why sign a contract for one price and end up paying double within a year? It doesn't make sense. We are rewarding loyalty and are the only broadband provider that can look you in the eye and say: Your fibre broadband bill won't change until 2030." Imagine's new fibre broadband packages include plans for €55 a month for 500MB, with speeds going up to 2GB, and they are available nationwide. All packages include?leave-anytime flexibility, meaning no 12-month or 24-month contracts or hidden fees. For more information, go to imagine.ie

Bioreactors and Light: The Future of Bio-Manufacturing Unveiled Prolific-machines.com About the Guest(s): Dr. Deniz Kent is the co-founder and Chief Executive Officer of Prolific Machines, a biotech innovator at the forefront of utilizing light as a control mechanism for cellular behavior in biomanufacturing. With an academic background in molecular biology, Dr. Kent's expertise lies in optogenetics—the science of using light to control cells. Under his leadership, Prolific Machines is pioneering a new era in biotechnology with applications ranging from pharmaceuticals to cellular agriculture. Episode Summary: In this fascinating episode of The Chris Voss Show, listeners are introduced to the visionary world of Dr. Deniz Kent, CEO and co-founder of Prolific Machines. With a mission to revolutionize biotechnology, Dr. Kent explores the profound impact of using optogenetics, a process that employs light to communicate and control cellular functions. This innovative approach aims to drive significant advancements in biomanufacturing, offering potential solutions for diverse industries, from pharmaceuticals to food production. The discussion delves into how Prolific Machines strives to harness light for creating efficiencies in drug manufacturing, ultimately reducing costs and improving accessibility. Dr. Kent explains that the applications extend beyond pharmaceuticals, potentially transforming how we produce food and other essentials. As the conversation evolves, the potential future of bioreactors in homes is posited, signaling a shift towards personalized cell-based production. This episode promises intriguing insights into a future where biotechnology plays a pivotal role in daily life. Key Takeaways: Revolutionizing Biomanufacturing: Prolific Machines is utilizing optogenetics to enable precise control over cellular functions, impacting major sectors like pharmaceuticals and agriculture. Democratization of Medicine: The cost-effective and scalable nature of optogenetic biomanufacturing could make advanced therapies more accessible globally. Visionary Applications: While focusing on drug manufacturing now, the technology envisions a future where bioreactors could provide custom food and medical solutions at home. Historical Roots in Modern Innovation: The concept of biomanufacturing has ancient origins, showing its evolution from traditional practices to groundbreaking modern science. Industry and Public Engagement: Dr. Kent aims to raise awareness and foster understanding of biotechnology's potential, encouraging engagement from both industry professionals and the general public. Notable Quotes: "What we're building is a system where machines and cells can communicate with each other." "I believe that all biomanufacturing will eventually become optogenetic." "You can make anything made out of cells, which is, a lot of things." "The ultimate goal is anyone who wants to make something with cells can use our technology as the infrastructure to do that." "By switching to these more advanced, machine-controllable tools, we can dramatically reduce the cost of protein therapeutics or gene therapies."

What if we stopped investing like bystanders and started investing like owners and “neighbors” in the story of our finances?When you invest like an owner, our portfolios can reflect faithful stewardship and create real-world impact. Robin John joins us today to share practical ways to move from passive investing to purposeful ownership.Robin John is co-founder and Chief Executive Officer at Eventide Asset Management, an underwriter of Faith & Finance. He's also the author of the book, The Good Investor: How Your Work Can Confront Injustice, Love Your Neighbor, and Bring Healing to the World.Investing vs. SpeculatingMany people confuse investing with speculating. Speculating—like day trading—is often no different than gambling. It's focused on short-term gains, trying to predict what the market will do tomorrow. But investing is about ownership. When you buy a stock, you're buying a piece of a company. You become a co-owner.That means your money is participating in real work—serving customers, employing people, and creating products that impact lives. As Christians, we should invest in companies we believe are doing good for the world, not just generating profits.Speculation is reactive and anxious. Investing, when done faithfully, allows us to rest in the knowledge that our capital is working toward purposes aligned with God's design for flourishing.The Responsibility of OwnershipOwnership changes everything. It confers ethical responsibility.If you owned a neighborhood store, you'd care deeply about how it serves your community, treats employees, and impacts the environment. In the same way, being a shareholder means you share in both the profits and the moral implications of what that company does.That's why Eventide Asset Management believes that Christians must think like owners, not traders. Ownership means engaging thoughtfully with the companies we invest in—voting proxies, engaging in dialogue with management, and ensuring that our capital is stewarded with integrity. Our investing isn't just about earning; it's about embodying our faith in the marketplace.Why Passive Investing Deserves a Closer LookIn recent years, many investors have turned to index funds or “passive” strategies. While these offer simplicity and diversification, I believe we should pause and ask: What are we actually owning?As Christians, we can't do anything passively—not even investing. Romans 12:2 calls us to avoid conforming to the patterns of this world, to renew our minds, and to discern what is good. That means we can't blindly invest in every company just because it's part of a market index.Do we really want to profit from industries like pornography, abortion, gambling, or tobacco? Our calling is to pursue good profits—profits that come from serving others and honoring God.To meet that need, Eventide has created systematic ETFs—investment funds that provide broad market exposure while intentionally excluding harmful industries. They're designed for believers who want to participate in the market without compromising biblical conviction.The Neighbor Map: Loving People Through InvestingIn his book, The Good Investor, Robin shares something he calls the Neighbor Map—a framework that helps us see all the “neighbors” affected by a business.God's command to “love your neighbor as yourself” (Leviticus 19) isn't abstract. It applies to the business world. At Eventide, they have identified six key neighbors every company should serve:Customers – Are the company's products truly good for those who use them?Employees – Are they treated with dignity, fairness, and care?Suppliers – Are business relationships ethical and respectful?Communities – Does the company create meaningful jobs and contribute positively to local life?The Environment – Is creation being stewarded well? Caring for creation is one of the most direct ways to love the poor, because it's the poor who suffer most from pollution and neglect.Society – Is the company contributing to the flourishing of the broader culture?Faithful investing isn't only about avoiding harm—it's also about embracing good. When we invest in companies that love their neighbors well, we participate in God's ongoing work of restoration.As investors, we're not distant spectators. We're partners. At Eventide, they engage directly with the companies we invest in—raising concerns, asking hard questions, and encouraging leadership to act with wisdom and compassion.Their goal isn't confrontation—it's collaboration. Whether it's addressing supply chain ethics, employee safety, or corporate philanthropy, we approach these conversations as co-owners who want to see good companies become even better.Clarity for Every Christian InvestorMany believers are unaware of what their money supports. That's why the team at Eventide created GoodInvestor.com—a free tool that allows you to screen your portfolio and see exactly what you're investing in. You can also connect with advisors who understand faith-based investing and can help you align your portfolio with your convictions.We hope that Christians everywhere would invest with joy, clarity, and confidence—knowing that their capital is serving God's purposes in the world. When we invest, we're not just moving money—we're shaping the world. Every dollar we deploy carries moral and spiritual weight.Our prayer is that more believers would see investing as a form of worship—a way to love God and neighbor through the stewardship of capital. Together, we can build a world that rejoices, where profits are good, people are valued, and creation is honored.On Today's Program, Rob Answers Listener Questions:Back in 2010, my parents set up a life estate warranty deed for their home, adding my siblings and me to the deed. My mom passed away eight years ago, and my dad passed in December 2024. We're preparing to sell the house now, but I keep hearing that we need to use a “life expectancy table” to calculate the home's value for capital gains or losses. Can you explain how that works and what steps we'll need to take for the taxes?I've saved up three months' worth of income—about $2,300 in total—and I still owe around $500 on a HELOC and another $500 on a credit card with interest rates of about 7% and 8.9%. My question is: Should I treat my savings separately from my three-month emergency fund? For example, if something unexpected happens—like a car repair—I don't want to touch my emergency fund. Is there a certain percentage or guideline for how much should be in an emergency fund versus regular savings?Resources Mentioned:Faithful Steward: FaithFi's New Quarterly Magazine (Become a FaithFi Partner)The Good Investor: How Your Work Can Confront Injustice, Love Your Neighbor, and Bring Healing to the World by Robin C. JohnEventide Asset ManagementGoodInvestor.com (Investment Screening Tool and Advisor Search)Wisdom Over Wealth: 12 Lessons from Ecclesiastes on MoneyLook At The Sparrows: A 21-Day Devotional on Financial Fear and AnxietyRich Toward God: A Study on the Parable of the Rich FoolFind a Certified Kingdom Advisor (CKA) or Certified Christian Financial Counselor (CertCFC)FaithFi App Remember, you can call in to ask your questions every workday at (800) 525-7000. Faith & Finance is also available on Moody Radio Network and American Family Radio. You can also visit FaithFi.com to connect with our online community and partner with us as we help more people live as faithful stewards of God's resources. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Jason Leon continues to take the “path less taken”. Born and raised in Bronx, New York, Jason's parents hail from Puerto Rico. After realizing that his Spanish needed a little improving and that he need to better understand his roots, Jason left Bronx after high school and studied at the American University of Puerto Rico. Upon receiving his CPA Jason became a civil servant as the CFO of small pueblo in Puerto Rico. Jason eventually returned home to New York where he got his Masters in Public Administration from Baruch College. Jason's path is now in the service of exceptional corporate and nonprofit governance—as the founder and Chief Executive Officer of Executives & Boards in Washington, DC where his commitment and energies are now focused on developing exceptional Board officers and principled corporate leadership.

Over 550 people from across Minnesota and the Midwest attended Fresh Energy's 10th annual Benefit Breakfast on the morning of September 30, 2025, to celebrate the resilience and determination driving clean energy progress in Minnesota, share our vision for navigating uncertain times, and reflect on how local leadership is creating a new playbook for climate action. Breakfast speakers in this recording include:Dr. Margaret Cherne-Hendrick, Chief Executive Officer of Fresh EnergyKarie Kirschbaum, community development director for the City of Crookston and co-founder of Empower Crookston Bob Blake, founder and CEO of Solar Bear and Executive Director of Native Sun Community Power Development  Alex Savelli, global executive director – electrolyzers at Accelera by Cummins  If you missed the event, want to share it with a friend, or experience it again, watch the full event here or by viewing the video below. Be sure to check out these great photos from the event. And finally: support Fresh Energy's important work by making a donation today. Fresh Energy's mission is to shape and drive bold policy solutions to achieve equitable carbon-neutral economies. Together we are working toward a vision of a just, prosperous, and resilient future powered by a shared commitment to a carbon-neutral economy. Learn about Fresh Energy's work and our bold "Vision 2030: Fresh Energy's Strategic Framework" at our website fresh-energy.org.Follow us on Social Media!Instagram: https://www.instagram.com/freshenergytoday/Bluesky: https://bsky.app/profile/freshenergy.bsky.socialFacebook: https://www.facebook.com/freshenergytodayLinkedIn: https://www.linkedin.com/company/fresh-energy/

Patrick Whalen is the founder and Chief Executive Officer at Iliad Athletics. He has over a decade of service in the United States Marine Corps. Episode Guide Childhood development – building our children’s foundation (4:05) The role of screens in our life and the limits of the body (12:53) Normative behavior that children need to experience from infancy on (27:36) The changing landscape of physical fitness and the need to do hard things that have limits (41:33) Resources mentioned: Iliad Athletics https://iliadathletics.com/ Glow Kids https://www.amazon.com/Glow-Kids-Screen-Addiction-Hijacking/dp/1250097991

Jon Fascitelli is the Founder and Chairman of Seregh and the former Chief Executive Officer of Harris Blitzer Sports & Entertainment Real Estate. He led the Philadelphia 76ers' new $1.5 bn arena development as well as significant projects for the New Jersey Devils. This included rejuvenating the Loew's Theatre in Jersey City and fostering growth in the vicinity of Newark's Prudential Center. Jonathan is deeply committed to enhancing neighborhoods, aiming for positive social change through economic growth and job creation. At HBSE, he built and managed his team and related consultants to over 100 people. In addition to his role at HBSE, Fascitelli worked closely with HRS Management and BOLT Ventures, the family offices of Josh Harris and David Blitzer. On behalf of HRS Management he was an active board member at Mosaic Development Partners, a black-owned developer with a strong community focus. He played a lead role in the acquisition of the Washington Commanders. In New York, he oversaw the operations of Central Park's Wollman Rink, partnering with Related and Equinox. He also advised on behalf of Bolt Ventures, Vessel Technologies, a firm that is looking at innovative approaches to affordable housing and works closely with the Cleveland Guardians. Early in his career he held positions at Colony Capital and UBS. On the academic side, Jonathan is a graduate of Brown University and holds an MBA from Harvard Business School.

In this episode, Jacob Rodman, Chief Executive Officer of Raleigh Neurosurgical Clinic, discusses how his team improved efficiency by bringing anesthesia services in-house, strategies for navigating Medicare uncertainty, and the growing role of AI in clinical and ASC operations. He also shares his vision for leadership development and future growth in outpatient neurosurgical care.

In this episode, Jacob Rodman, Chief Executive Officer of Raleigh Neurosurgical Clinic, discusses how his team improved efficiency by bringing anesthesia services in-house, strategies for navigating Medicare uncertainty, and the growing role of AI in clinical and ASC operations. He also shares his vision for leadership development and future growth in outpatient neurosurgical care.

Do you have skills that you think would help a charity organisation?Or have you always thought about volunteering but never got around to it?In this country, there is much fascination in terms of boards and what it takes to be appointed to one, but actually there is a whole voluntary sector relying on people to come forward with their time and expertise...Eva Gurn is the Chief Executive Officer at Boardmatch Ireland, and joins Seán to discuss.

We've all sat through bad slide decks—but what about the ones that change history? In this episode of Is This Really a Thing?, Dean Paul Jarley is joined by Jim Balaschak, Dr. Mike Pape, and Derek Saltzman to explore whether the so-called “billion-dollar PowerPoint” is myth or reality. From Airbnb and Tesla's iconic pitch decks to the role of storytelling, trust, and investor psychology, they unpack what makes a presentation powerful, what doesn't, and whether AI or new tools might one day dethrone PowerPoint. Featured Guests Michael Pape, Ph.D. - Dr. Phillips Entrepreneur in Residence & Professor of Practice, Management Jim G. Balaschak - Principal, Deanja, LLC Derek Saltzman - Co-Founder & Chief Executive Officer, Soarce Episode Transcription Paul Jarley: We've all sat through terrible slide decks, but every so often a PowerPoint does more than communicate. It creates value. Think of the pitch deck that launched Airbnb, the presentation that convinced investors to fund Tesla or the strategy decks that shape billion dollar mergers. So is the billion dollar PowerPoint really a thing? Can a few slides actually change the course of business history, or is it just a fancy way of describing really good storytelling? This show is all about separating hype from fundamental change. I'm Paul Jarley, Dean of the College of Business here at UCF. I've got lots of questions. To get answers, I'm talking to people with interesting insights into the future of business. Have you ever wondered, Is This Really a Thing? Onto our show. To help me figure this out, I've invited three guests. Jim Balaschak is an alum of the college, in our Hall of Fame, and a serial investor. Dr. Mike Pape is an Entrepreneur in Residence here at the College of Business, and Derek Saltzman is a former winner of the Joust and is co-founder of a company called Soarce. Thank you gentlemen for being here today. We've all seen really bad PowerPoints. Talk a little bit about what makes a great one. Jim, I'll start with you. Jim Balaschak: A PowerPoint that catches my eyes shows a big potential market, a problem they've identified that they have a solution for that they can make money on. It's not necessarily always the slides, but the slides can quickly convey the idea of the thoughts. And a lot of times before I meet with a founder, I'm emailed the pitch deck and going through the pitch deck helps me determine do I want to pursue this to the next step, get on the call with the founder, have them pitch it to me? I think it's a good way to open the door. Paul Jarley: The quality of the pitch deck tells you something about how serious and well thought out this is, right? So a schlocky one can really close the door, maybe more than a really good one can enhance it. Is that fair in your view? Derek Saltzman: Yeah. Paul Jarley: Derek, what do you think? Derek Saltzman: I think there's a lot to take into consideration with the audience and the stage gate of when you're first starting a pitch or when you're trying to interact. There's multiple decks for multiple stage gates. So in the first beginning intro, like for instance, how Jim said, when you're trying to send and get that initial meeting, it's all about a hook. Can you describe what you do in the most succinct, effective way possible to get the message across of what the problem is, how you're solving that problem, and what's the revenue potential like he described? Because that's what all investors are really looking for. Once you move past that initial stage gate, you have much more detailed decks that go into your financials that go into your true revenue model, your business model, maybe your IP strategy, and a variety of other topics. The overall optics and the overall clear messaging is I'd say the two biggest things. Paul Jarley: Mike, what do you tell students? Michael Pape: The way I deal with the pitch deck is treat it as just one element of a much bigger picture.

Kate Williams, Chief Executive Officer of 1% for the Planet, joins the conversation to share how a simple idea—businesses and individuals committing 1% of annual revenues to environmental causes—has evolved into a powerful global movement.   Founded by Yvon Chouinard (Patagonia) and Craig Matthews, 1% for the Planet has inspired thousands of companies across more than 100 countries to give back to the planet. With over $820 million certified in lifetime giving, the organization is on track to reach its first billion in donations.   Kate explains how the model works: from certifying members' contributions to connecting them with vetted environmental partners across four key impact areas—Just Economies, Resilient Communities, Rights to Nature, and Conservation & Restoration. She discusses the philosophy behind giving from revenues, not profits, why that matters for lasting impact, and how companies of all sizes can integrate sustainability into their core operations.   Listeners will hear about:   How 1% for the Planet certifies and supports its global network of businesses and nonprofits The creative ways companies balance purpose and profit, including in-kind and volunteer contributions Why strong branding and credible certification are essential to scaling environmental change Lessons in building community, trust, and momentum across thousands of members and partners Kate's personal journey from outdoor educator to environmental leader Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. 

Take 20% off a paid annual ‘Storm' subscription through Monday, Oct. 27, 2025.WhoJared Smith, Chief Executive Officer of Alterra Mountain CompanyRecorded onOctober 22, 2025About Alterra Mountain CompanyAlterra is skiing's Voltron, a collection of super-bots united to form one super-duper bot. Only instead of gigantic robot lions the bots are gigantic ski areas and instead of fighting the evil King Zarkon they combined to battle Vail Resorts and its cackling mad Epic Pass. Here is Alterra's current ski-bot stable:Alterra of course also owns the Ikon Pass, which for the 2025-26 winter gives skiers all of this:Ikon launched in 2018 as a more-or-less-even competitor to Epic Pass, both in number and stature of ski areas and price, but long ago blew past its mass-market competitor in both:Those 89 total ski areas include nine that Alterra added last week in Japan, South Korea, and China. Some of these 89 partners, however, are so-called “bonus mountains,” which are Alterra's Cinderellas. And not Cinderella at the end of the story when she rules the kingdom and dines on stag and hunts peasants for sport but first-scene Cinderella when she lives in a windowless tower and wears a burlap dress and her only friends are talking mice. Meaning skiers can use their Ikon Pass to ski at these places but they are not I repeat NOT on the Ikon Pass so don't you dare say they are (they are).While the Ikon Pass is Alterra's Excalibur, many of its owned mountains offer their own season passes (see Alterra chart above). And many now offer their own SUPER-DUPER season passes that let skiers do things like cut in front of the poors and dine on stag in private lounges:These SUPER-DUPER passes don't bother me though a lot of you want me to say they're THE END OF SKIING. I won't put a lot of effort into talking you off that point so long as you're all skiing for $17 per day on your Ikon Passes. But I will continue to puzzle over why the Ikon Session Pass is such a very very bad and terrible product compared to every other day pass including those sold by Alterra's own mountains. I am also not a big advocate for peak-day lift ticket prices that resemble those of black-market hand sanitizer in March 2020:Fortunately Vail and Alterra seem to have launched a lift ticket price war, the first battle of which is The Battle of Give Half Off Coupons to Your Dumb Friends Who Don't Buy A Ski Pass 10 Months Before They Plan to Ski:Alterra also runs some heli-ski outfits up in B.C. but I'm not going to bother decoding all that because one reason I started The Storm was because I was over stories of Bros skiing 45 feet of powder at the top of the Chugach while the rest of us fretted over parking reservations and the $5 replacement cost of an RFID card. I know some of you are like Bro how many stories do you think the world needs about chairlifts but hey at least pretty much anyone reading this can go ride them.Oh and also I probably lost like 95 percent of you with Voltron because unless you were between the ages of 7 and 8 in the mid-1980s you probably missed this:One neat thing about skiing is that if someone ran headfirst into a snowgun in 1985 and spent four decades in a coma and woke up tomorrow they'd still know pretty much all the ski areas even if they were confused about what's a Palisades Tahoe and why all of us future wussies wear helmets. “Damn it, Son in my day we didn't bother and I'm just fine. Now grab $20 and a pack of smokes and let's go skiing.”Why I interviewed himFor pretty much the same reason I interviewed this fellow:I mean like it or not these two companies dominate modern lift-served skiing in this country, at least from a narrative point of view. And while I do everything I can to demonstrate that between the Indy Pass and ski areas not in Colorado or Utah or Tahoe plenty of skier choice remains, it's impossible to ignore the fact that Alterra's 17 U.S. ski areas and Vail's 36 together make up around 30 percent of the skiable terrain across America's 509 active ski areas:And man when you add in all U.S. Epic and Ikon mountains it's like dang:We know publicly traded Vail's Epic Pass sales numbers and we know those numbers have softened over the past couple of years, but we don't have similar access to Alterra's numbers. A source with direct knowledge of Ikon Pass sales recently told me that unit sales had increased every year. Perhaps some day someone will anonymously message me a screenshot code-named Alterra's Big Dumb Chart documenting unit and dollar sales since Ikon's 2018 launch. In the meantime, I'm just going to have to keep talking to the guy running the company and asking extremely sly questions like, “if you had to give us a ballpark estimate of exactly how many Ikon Passes you sold and how much you paid each partner mountain and which ski area you're going to buy next, what would you say?”What we talked aboutA first-to-open competition between A-Basin and Winter Park (A-Basin won); the allure of skiing Japan; Ikon as first-to-market in South Korea and China; continued Ikon expansion in Europe; who's buying Ikon?; bonus mountains; half-off friends tickets; reserve passes; “one of the things we've struggled with as an industry are the dynamics between purchasing a pass and the daily lift ticket price”; “we've got to find ways to make it more accessible, more affordable, more often for more people”; Europe as a cheaper ski alternative to the West; “we are focused every day on … what is the right price for the right consumer on the right day?”; “there's never been more innovation” in the ski ticket space; Palisades Tahoe's 14-year-village-expansion approval saga; America's “increasingly complex” landscape of community stakeholders; and Deer Valley's massive expansion.What I got wrong* We didn't get this wrong, but when we recorded this pod on Wednesday, Smith and I discussed which of Alterra's ski areas would open first. Arapahoe Basin won that fight, opening at 3 p.m. on Saturday, Oct. 25, which was yesterday unless you're reading this in the future.* I said that 40 percent of all Epic, Ikon, and Indy pass partners were outside of North America. This is inaccurate: 40 percent (152) of those three passes' combined 383 partners is outside the United States. Subtracting their 49 Canadian ski areas gives us 103 mountains outside of North America, or 27 percent of the total.* I claimed that a ski vacation to Europe is “a quarter of the price” of a similar trip to the U.S. This was hyperbole, and obviously the available price range of ski vacations is enormous, but in general, prices for everything from lift tickets to hotels to food tend to be lower in the Alps than in the Rocky Mountain core.* It probably seems strange that I said that Deer Valley's East Village was great because you could drive there from the airport without hitting a spotlight and also said that the resort would be less car-dependent. What I meant by that was that once you arrive at East Village, it is – or will be, when complete – a better slopeside pedestrian village experience than the car-oriented Snow Park that has long served as the resort's principal entry point. Snow Park itself is scheduled to evolve from parking-lot-and-nothing-else to secondary pedestrian village. The final version of Deer Valley should reduce the number of cars within Park City proper and create a more vibrant atmosphere at the ski area.Questions I wish I'd askedThe first question you're probably asking is “Bro why is this so short aren't your podcasts usually longer than a Superfund cleanup?” Well I take what I can get and if there's a question you can think of related to Ikon or Alterra or any of the company's mountains, it was on my list. But Smith had either 30 minutes or zero minutes so I took the win.Podcast NotesOn Deer ValleyI was talking to the Deer Valley folks the other day and we agreed that they're doing so much so fast that it's almost impossible to tell the story. I mean this was Deer Valley two winters ago:And this will be Deer Valley this winter:Somehow it's easier to write 3,000 words on Indy Pass adding a couple of Northeast backwaters than it is to frame up the ambitions of a Utah ski area expanding by as much skiable acreage as all 30 New Hampshire ski areas combined in just two years. Anyway Deer Valley is about to be the sixth-largest ski area in America and when this whole project is done in a few years it will be number four at 5,700 acres, behind only Vail Resorts' neighboring Park City (7,300 acres), Alterra's own Palisades Tahoe (6,000 acres), and Boyne Resorts' Big Sky (5,850 acres).On recent Steamboat upgradesYes the Wild Blue Gondola is cool and I'm sure everyone from Baton-Tucky just loves it. But everything I'm hearing out of Steamboat over the past couple of winters indicates that A) the 650-acre Mahogany Ridge expansion adds a fistfighting dimension to what had largely been an intermediate ski resort, and that, B) so far, no one goes over there, partially because they don't know about it and partially because the resort only cut one trail in the whole amazing zone (far looker's left):I guess just go ski this one while everyone else still thinks Steamboat is nothing but gondolas and Sunshine Peak.On Winter Park being “on deck”After stringing the two sides of Palisades Tahoe together with a $75 trillion gondola and expanding Steamboat and nearly tripling the size of Deer Valley, all signs point to Alterra next pushing its resources into actualizing Winter Park's ambitious masterplan, starting with the gondola connection to town (right side of map):On new Ikon Pass partners for 2025-26You can read about the bonus partners above, but here are the write-ups on Ikon's full seven/five-day partners:On previous Alterra podcastsThis was Smith's second appearance on the pod. Here's number one, from 2023:His predecessor, Rusty Gregory, appeared on the show three times:I've also hosted the leaders of a bunch of Alterra leaders on the pod, most recently A-Basin and Mammoth:And the heads of many Ikon Pass partners – most recently Killington and Sun Valley:On U.S. passes in JapanEpic, Ikon, Indy, and Mountain Collective are now aligned with 48 ski areas in Japan – nearly as many as the four passes have signed in Canada:On EuropeAnd here are the European ski areas aligned with Epic, Ikon, Indy, and Mountain Collective – the list is shorter than the Japanese list, but since each European ski area is made up of between one and 345 ski areas, the actual skiable acreage here is likely equal to the landmass of Greenland:On skier and ski area growth in ChinaChina's ski industry appears to be developing rapidly - I'm not sure what to make of the difference between “ski resorts” and “ski resorts with aerial ropeways.” Normally I'd assume that means with or without lifts, but that doesn't make a lot of sense and sometimes nations frame things in very different ways.On the village at Palisades TahoeThe approval process for a village expansion on the Olympic side of Palisades Tahoe was a very convoluted one. KCRA sums the outcome up well (I'll note that “Alterra” did not call for anything in 2011, as the company didn't exist until 2017):Under the initial 2011 application, Alterra had called for the construction of 2,184 bedrooms. That was reduced to 1,493 bedrooms in a 2014 revised proposal where 850 housing units — a mix of condominiums, hotel rooms and timeshares — were planned. The new agreement calls for a total of 896 bedrooms.The groups that pushed this downsizing were primarily Keep Tahoe Blue and Sierra Watch. Smith is very diplomatic in discussing this project on the podcast, pointing to the “collaboration, communication, and a little bit of compromise” that led to the final agreement.I'm not going to be so diplomatic. Fighting dense, pedestrian-oriented development that could help reconfigure traffic patterns and housing availability in a region that is choking on ski traffic and drowning in housing costs is dumb. The systems for planning, approving, and building anything that is different from what already exists in this nation are profoundly broken. The primary issue is this: these anti-development crusaders position themselves as environmental defenders without acknowledging (or, more likely, realizing), that the existing traffic, blight, and high costs driving their resistance is a legacy of haphazard development in past decades, and that more thoughtful, human-centric projects could mitigate, rather than worsen, these concerns. The only thing an oppose-everything stance achieves is to push development farther out into the hinterlands, exacerbating sprawl and traffic.British Columbia is way ahead of us here. I've written about this extensively in the past, and won't belabor the point here except to cite what I wrote last year about the 3,711-home city sprouting from raw wilderness below Cypress Mountain, a Boyne-owned Ikon Pass partner just north of Vancouver:Mountain town housing is most often framed as an intractable problem, ingrown and malignant and impossible to reset or rethink or repair. Too hard to do. But it is not hard to do. It is the easiest thing in the world. To provide more housing, municipalities must allow developers to build more housing, and make them do it in a way that is dense and walkable, that is mixed with commerce, that gives people as many ways to move around without a car as possible.This is not some new or brilliant idea. This is simply how humans built villages for about 10,000 years, until the advent of the automobile. Then we started building our spaces for machines instead of for people. This was a mistake, and is the root problem of every mountain town housing crisis in North America. That and the fact that U.S. Americans make no distinction between the hyper-thoughtful new urbanist impulses described here and the sprawling shitpile of random buildings that are largely the backdrop of our national life. The very thing that would inject humanity into the mountains is recast as a corrupting force that would destroy a community's already-compromised-by-bad-design character.Not that it will matter to our impossible American brains, but Canada is about to show us how to do this. Over the next 25 years, a pocket of raw forest hard against Cypress' access road will sprout a city of 3,711 homes that will house thousands of people. It will be a human-scaled, pedestrian-first community, a city neighborhood dropped onto a mountainside. A gondola could connect the complex to Cypress' lifts thousands of feet up the mountain – more cars off the road. It would look like this (the potential aerial lift is not depicted here):Here's how the whole thing would set up against the mountain:And here's what it would be like at ground level:Like wow that actually resembles something that is not toxic to the human soul. But to a certain sort of Mother Earth evangelist, the mere suggestion of any sort of mountainside development is blasphemous. I understand this impulse, but I believe that it is misdirected, a too-late reflex against the subdivision-off-an-exit-ramp Build-A-Bungalow mentality that transformed this country into a car-first sprawlscape. I believe a reset is in order: to preserve large tracts of wilderness, we should intensely develop small pieces of land, and leave the rest alone. This is about to happen near Cypress. We should pay attention.Given the environmental community's reflexive and vociferous opposition to a recent proposal to repurpose tracts of not-necessarily-majestic wilderness for housing, I'm not optimistic that we possess the cultural brainpower to improve our own lives through policy. Which is why I've been writing more about passes and less about our collective ambitions to make everything from the base of the lifts outward as inconvenient and expensive as possible.The Storm explores the world of lift-served skiing year-round. Join us for 20% off the annual rate through Monday, Oct. 27, 2025. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

My conversation with Allison starts at about 23 minutes after the news and clips Subscribe and Watch Interviews LIVE : On YOUTUBE.com/StandUpWithPete ON SubstackStandUpWithPete Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. This show is Ad free and fully supported by listeners like you! Please subscribe now for as little as 5$ and gain access to a community of over 750 awesome, curious, kind, funny, brilliant, generous soul Allison Jaslow is an Iraq War Veteran, a dedicated public servant, and the former Chief Executive Officer of Iraq and Afghanistan Veterans of America (IAVA).    Nationally, Jaslow is recognized as a leading voice on the impact of the military-civilian divide on our political system and as an authority on the unique challenges faced by women in the military.   A former Army Captain, Jaslow is also a seasoned political and communications strategist, serving on the staff of several Members of Congress, as a White House communications aide. She also served a previous stint at IAVA as its Executive Director before returning to be the orgnizastion's first woman CEO, has served as an Adjunct Professor of the Practice at Duke University, and lives in the Raleigh-Durham area of North Carolina. Pete on Blue Sky Pete on Threads Pete on Tik Tok Pete on YouTube  Pete on Twitter Pete On Instagram Pete Personal FB page Stand Up with Pete FB page   Gift a Subscription https://www.patreon.com/PeteDominick/gift Send Pete $ Directly on Venmo All things Jon Carroll  Buy Ava's Art    Subscribe to Piano Tuner Paul Paul Wesley on Substack Listen to Barry and Abigail Hummel Podcast Listen to Matty C Podcast and Substack Follow and Support Pete Coe Hire DJ Monzyk to build your website or help you with Marketing