Podcasts about Chief executive officer

My guest today is James Dailey. He is Chief Executive Officer of DUNN and has responsibilities in the areas of strategic planning, business and product development, client relations and financial reporting.  The topic is Dunn Capital's white paper High Vol Trend Following: Most Valuable Alternative Investment.  In this episode of Trend Following Radio we discuss: Trend following as a true alternative investment Portfolio diversification and non-correlated returns Crisis alpha and equity market dislocations High-volatility trend following and positive skew AI, clean data, and systematic investment research Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

"Living a life of gratitude eliminates entitlement and eliminates so many obstacles to success." — Kevin JonesIn a world obsessed with digital efficiency and quick fixes, the real currency of a meaningful life remains independent thought, presence, and intentional effort.In this special 299th episode of Gratitude Through Hard Times, host Chris Schembra sits down with Kevin Jones, founder and CEO of Celero Commerce. Kevin reflects on building Celero into a top-10 non-bank payments processor, steering through black swan market events, and combining high-tech platform innovation with high-touch human connection. He breaks down why respect and humility are essential cornerstones of leadership, how genuine followership makes better leaders, and why holding low ego allows teams to achieve extraordinary scale together.10 Memorable Quotes:"Living a life of gratitude eliminates entitlement and eliminates so many obstacles to success." — Kevin Jones"You cannot be a good leader if you're not a good follower. Followership is something everybody should spend a little time on." — Kevin Jones"Respect and humility are cornerstones... if you remain respectful and humble, you can solve incredibly difficult problems with people who have different backgrounds and beliefs." — Kevin Jones"Your job as a leader is really to facilitate outcomes, not dictate them." — Kevin Jones"For every five years, expect at least one black swan. As part of being a good leader, you need to hone your skills at managing through it." — Kevin Jones"Real currency in a meaningful life remains independent thought, presence, and intentional effort." — Chris Schembra"When you take on a challenge, you burn your ships and go chase that challenge. You don't have one foot in and one foot out." — Kevin Jones"It's okay for leaders to allow themselves to be vulnerable and have some fun with their teams." — Kevin Jones"Fear and gratitude cannot coexist." — Chris Schembra"Gratitude doesn't change your circumstances; it changes your capacity to carry them." — Chris Schembra 10 Key Takeaways:High-Tech Meets High-Touch: Balancing cutting-edge fintech payment integrations with deep, relationship-driven partner care to build sustainable competitive advantage.The Power of Respect & Humility: Eradicating entitlement in business culture by focusing on merit, continuous learning, and mutual respect across diverse perspectives.Practicing Genuine "Followership": Understanding that effective executives must first know how to align with, support, and execute under other strong leaders.Navigating "Black Swan" Market Events: Developing leadership muscle to maintain composure, protect employee families, and protect investor trust through unexpected macroeconomic downturns.Leading with Love over Machiavellian Fear: Shifting away from rigid top-down authority to collaborative environments built on trust, psychological safety, and productive dissent.Granting Permission to Pause: Recognizing that while M&A transitions and high-growth phases demand intense sprinting, leaders must proactively grant teams permission to rest and recharge.Managing the "Silence Tax": Encouraging open dissent and diverse voices within leadership teams to avoid costly, unexamined strategic missteps.Surrounding Yourself with Superior Talent: Maintaining low ego by hiring specialists who are smarter in their respective operational domains than the CEO.Carrying the Invisible Weight of Responsibility: Acknowledging the heavy, unsaid burden leaders carry to safeguard the livelihoods of employees, families, and pension investors.Anchoring Strength in Personal Relationships: Recognizing how unshakeable support from family and partners builds the confidence required to take bold entrepreneurial risks. About our Guest:Kevin G. Jones is the founder and Chief Executive Officer of Celero Commerce, a top-10 non-bank payment processor and one of the fastest-growing financial services companies headquartered in Tennessee. Founded in late 2018, Celero combines business management software, data analytics, and modern payment solutions to serve over 50,000 small-to-midsized American businesses through financial institution partnerships, software integrations, and direct merchant strategies. Under Kevin's leadership, Celero executed 12 strategic acquisitions alongside organic growth, culminating in its acquisition by Deluxe Corporation.Leveraging over two decades of fintech experience, Kevin began his career at Chase Paymentech building strategic partner solutions before driving growth at First American Payment Systems. In 2013, he founded Anovia Payments, delivering an 8.5x investment return and driving organic growth to over 10,000 customers.Kevin previously served as President of the Electronic Transactions Association (ETA), advocating for government relations and member initiatives on Capitol Hill. He holds a Bachelor's degree in Political Science from the University of North Carolina at Greensboro and lives in Nashville, Tennessee, with his wife, Carol, and their three children.

In this episode, Carol Gomes, Chief Executive Officer and Chief Operating Officer at Stony Brook University Hospital, joins the podcast to discuss making care safer and improving outcomes for patients. She also shares insights on expanding pediatric services and advancing clinical programs to meet the evolving needs of the community.

Episode Description Trust can be measured. It grows through honest communication and fair treatment, and it can break when leaders mishandle change. Sarah invited Kim Bohr, President and CEO of SparkEffect, whose annual research tracks organizational trust across the US, to discuss what builds trust, what breaks it, and how leaders can protect it through disruption. In This Episode, You'll Learn Why 85 percent of people faced major disruption in two years What Kim's research says builds trust Why hard conversations should get to the point How job loss creates shame and blocks support How Sarah uses AI to reshape only her own words Who This Episode Is For • Executive directors leading teams exhausted by constant change • Leaders bringing in AI while staff fear for their jobs • Anyone avoiding a hard conversation with a wrong-fit staff or board member • CEOs hearing "we have a communication problem" without finding the cause About the Guest Kim Bohr is the President and Chief Executive Officer of SparkEffect, where she helps executive teams navigate change while building trust and strong organizational performance. With more than 25 years of leadership experience, she's a board advisor, speaker, podcast host, and author who specializes in helping leaders build resilient organizations during times of disruption. Join the Inspired Nonprofit Leadership Newsletter for weekly tips and inspiration for leading your nonprofit: https://www.inspirednonprofitleadership.com/signup Connect with Kim: Website: https://sparkeffect.com LinkedIn: https://www.linkedin.com/in/kimbohr/ Email: kim.bohr@sparkeffect.com Text: (206) 552-4452 Blog: https://sparkeffect.com/blog Podcast: Courage to Advance with Kim Bohr Instagram: @SparkEffect Threads: @SparkEffect Facebook: https://www.facebook.com/SparkEffect YouTube: https://www.youtube.com/@SparkEffect-US Resources mentioned: The 2026 State of Organizational Trust research and the guide on stigma after job loss: https://sparkeffect.com/inspired Sarah Olivieri: Website: saraholivieri.com LinkedIn: linkedin.com/in/sarah-olivieri Thank you to our sponsor, Donorbox. More than a suite of helpful fundraising tools, Donorbox is a partner that helps you raise more money and supports you in retaining your donors.

We review the UK's evolving position as a global centre for Islamic finance and whether market growth, regulatory clarity and innovation are keeping pace with expectations. We assess the sector's strengths, such as legal certainty and international connectivity, alongside pressures around Shariah integrity, digital transformation and domestic market uptake. With prudential reform delays and shifting consumer behaviour, the session sets the tone for the day: what credibility, competitiveness and relevance now look like.Moderator:Farmida Bi, Chair, Europe, Middle East and Asia Pacific, Norton Rose FulbrightPanelists:Ahsan Ali, Managing Director and Head, Islamic Corporate and Investment Banking, Standard Chartered SaadiqBashar Al-Natoor, Managing Director and Global Head of Islamic Finance, Fitch RatingsImam Qazi, Partner, Foot AnsteyJonathan Grosvenor, Partner, Trowers & HamlinsLawrence Oliver, Executive Director, Deputy Chief Executive Officer, DDCAP Group/ETHOS AFPShakeel Adli, Founder and Chief Executive Officer, Zunikh

We examine how Shariah-compliant structured real estate and vehicle finance is evolving to support increasingly sophisticated institutional and cross-border transactions. We discuss private capital, development finance, refinancing structures, risk-sharing approaches and the growing importance of real assets within Islamic investment strategies.Moderator:Nicholas Edmondes, Partner, Trowers & HamlinsPanelists:Abdullo Kurbanov, Chief Executive Officer and Co-founder, Ayan CapitalSafeer Bashir, Co-founder, Piccadilly & CoSajid Bashir, Chief Executive Officer & Founder, CopperstonesSatyajeet Roy, Executive Director and Chief Executive Officer, Habib Bank AG Zurich

As Islamic finance accelerates digital adoption, we ask whether Shariah governance frameworks are robust enough to preserve trust and accountability. We examine how market-led oversight models are responding to AI-driven decision-making, automated product flows, tokenisation and cross-border digital services already in use. We discuss emerging governance gaps, fragmentation risks and what credible, coordinated Shariah oversight looks like in practice.Moderator:Dr Jonathan Ercanbrack, Chair, Centre of Islamic and Middle Eastern Law, School of Oriental and African StudiesPanelists:Mufti Faraz Adam, Leading Global Advisor, Islamic Finance, Fintech and Digital AssetsProf Dr Imam Uddin, Associate Dean – Industry Relations, College of Business Management and Director, Centre for Islamic Business and FinanceMohammed Saifullah Khan, Chief Executive Officer, Ebdaa Islamic Finance ConsultancySefian Kasem, Global Head of ETF and Indexing Investment Specialists and Lead Investment Specialist Portfolio Advisory and OCIO, HSBC Global Asset Management

Abdulwahhab Abed, Chief Executive Officer, SEDCO Capital

Arash Azarbarzin, the dynamo regenerating Viceroy, sees hotel life as the ultimate trade.

This week on The Business of Watches, a veteran watch industry CEO who is taking on one of the biggest and most demanding challenges of his storied career. Julien Tornare is the head of Hublot, the irreverent and ground-breaking brand controlled by LVMH that's trying to reclaim some of its former glory and role as a trend-setter in industry innovation. An affable and talented business leader, Tornare has spent almost three decades in the watch world, with Vacheron Constantin and Richemont, and then as the chief executive of Zenith, where he oversaw a dramatic revival and upswing for the El Primero maker. He then had a brief tenure as the CEO of TAG Heuer, before joining Hublot as the big boss in 2024. Tornare talks about Hublot's turbulent journey over the past four decades, and the spirit that's reflected in the brand's unconventional and outspoken ambassadors. He also takes on the marque's critics, making the case for why the YouTuber shots are largely unjustified. As for where Hublot is going, that's partly where it has been, as Tornare discusses the influence of Hublot's Italian founder Carlo Crocco as the company reconsiders its legacy ahead of its 50th anniversary in 2030. There's also news of a major new partnership with legendary American artist Jeff Koons, who is bringing his artistic vision to the watch brand for the first time with a series of bold collaborations. We also discuss the role that Jean Arnault, long considered the true watch enthusiast in the Arnault clan, now has with the brand. Show Notes:0:30 Julien Tornare (Instagram) 1:06 Hublot (website) 1:43 The Quirky Backstory Of The Hublot MDM (FHH) 1:59 Jean-Claude Biver & The Relaunch of Hublot (IMD Business School Case Study) 4:22 Hublot And Football A Perfect Match (The Hour Glass) 6:25 The Truth About Hublot And How Their Watches Stack Up (Luxury Bazaar) 7:51 Julien Tornare, CEO of Hublot: "Hublot Will Rebalance Its Investments" (Luxury Tribune) 9:20 Nyon (Swiss Tourism) 9:59 Hublot Classic Fusion Original Goes Back To Where It All Began (Hodinkee) 10:14 Hublot Expands The Big Bang Across Every Level (Hodinkee) 11:39 Carlo Crocco (Watch Wiki) 14:04 The Art of Fusion In Depth (Time & Tide) 14:24 Andy Warhol's Hublot (Italian Watch Spotter Instagram) 17:20 Hublot Ambassadors 19:50 Why Hate Hublot? Featuring Nico Leonard (YouTube) 21:58 LVMH Watch Boss Sees Jean Arnault as Best Candidate for His Role (SwissInfo) 24:00 Hublot Spirit of Big Bang 31:40 Inside Hublot's Mission to Turn Its Watches Into Museum-Worthy Art (GQ) 32:01 Beyond The Canvas: Jeff Koons Reimagines Time With Hublot 36:10 Hublot Big Bang Original Soft Touch (Gear Patrol) 39:02 Hublot Unveils Decade-Long Warranty As New Industry Benchmark (Johnson & Co.)

In this episode, Dan Shields, Chief Executive Officer, Digital Medicine, Ochsner Health, discusses scaling digital medicine, using AI responsibly, redesigning primary care and combining people and technology to improve access, outcomes and clinician efficiency.

Jonathan Rowntree, Chief Executive Officer at Niron Magnetics, Inc., joins Double Take to explore how rare-earth-free iron nitride magnets could challenge China's supply-chain dominance, power EVs, data centers and robotics, and create a new advanced-manufacturing opportunity for investors. 

Send us Fan MailIn this episode of the WTR Small Cap Spotlight, Dr. Jennifer Holmgren, Chief Executive Officer of LanzaTech Global, Inc. (Nasdaq: LNZA), joins WTR's Peter Gastreich (Managing Director, Energy Transition and Sustainable Investing) and Tim Gerdeman (Vice Chair, Co-Founder & Chief Marketing Officer).Jennifer discusses how LanzaTech's continuous fermentation technology converts industrial carbon emissions into ethanol, the mandate-driven demand for sustainable aviation fuel and marine fuel, and the company's shift from licensing toward developing its own projects with Brookfield funding. She also covers the expected ISCC EU certification for LanzaTech's China plant, LNZA's embedded value in LanzaJet and the Shougang LanzaTech joint venture, and key milestones expected over the next 18 months.For additional content, visit www.watertowerresearch.com.

Binayak Shah is the President of the Hotel Association Nepal (HAN) and owner/Managing Director of Airport Hotel, while Deepak Raj Joshi is a tourism expert, consultant, and former Chief Executive Officer of the Nepal Tourism Board (NTB).

In this episode of Healthcare Insider, Sarah Loeffler of the Modern Healthcare Content Studio speaks with Robert Stone, CEO of City of Hope, about the forces reshaping cancer care—and why expanding access to specialized expertise may be just as important as developing the next breakthrough. Stone shares his perspective on how health systems can turn data and AI into better care, respond as treatments become more personalized and complex, and rethink collaboration to bring advanced cancer expertise to patients beyond the walls of major cancer centers. Listen now for insights on the future of cancer care and the strategic decisions healthcare leaders face as science, technology and patient needs continue to evolve. Featured guest: Robert Stone, Chief Executive Officer, City of Hope

Start investing in the Caribbean:https://www.moneymissionja.com/start-here Is the traditional advertising agency model dying? We speak with Djuvane Browne, Chief Executive Officer of One Great Studio Company Limited, about the company's turnaround, its House of Brands strategy, artificial intelligence and its plans for further Caribbean expansion.Later, The Analysts examine the controversy surrounding EduFocal's annual general meeting and the Government of Jamaica's heavily oversubscribed US one-billion-dollar bond.******************SEGMENTS: 0:00- Intro1:02- What's Hot in Business7:21 - Discussion32:35 - Market Recap38:29 - The Analysts- What happened at EduFocal's AGM?53:37 -The Analysts - US$1 billion bond*******************Get Caribbean Money News and Investment Alerts:https://getmoneynews.com******************Track your portfolio with MyMoneyJaUse code MONEYMISSION for 10% offhttps://mymoneyja.com/MONEYMISSION

In this episode, Terry Gilliland, MD, President and Chief Executive Officer of Geisinger, discusses the health system's turnaround, financial and workforce pressures, health plan strategy, and efforts to expand access through technology and redesigned care delivery.

Gateway appears to have cracked the code at its Yandal Gold Project in Western Australia, with some cracking results. The upside now could be huge. Guest bio Richard Pugh is Chief Executive Officer of Gateway Mining Limited (ASX: GML), a Perth-based gold explorer whose flagship Yandal Gold Project covers 1,780 square kilometres on the eastern flank of the Yandal greenstone belt in Western Australia, alongside the Glenburgh South and Barrelmaker projects. Pugh is a geologist with more than 18 years of industry experience, having worked as a senior consulting geologist and exploration manager for ASX-listed explorers. He came to Gateway with the ground already familiar. As Technical Director of the Yandal Gold Project at Strickland Metals, he ran the work that turned Millrose from an unloved asset into a $61 million sale to Northern Star Resources, and led the drilling at Horse Well that more than doubled the resource there and established what controls the gold along the belt. Gateway acquired the Yandal project from Strickland in August 2025 for $45 million in convertible preference shares, and Pugh was appointed Chief Executive Officer shortly afterwards. Pugh holds a Bachelor of Science in Exploration and Resource Geology from Cardiff University and is a Member of the Australian Institute of Geoscientists, acting as Competent Person under the JORC Code for the company's results. He works alongside Executive Chairman Andrew Bray, a foundation shareholder and former Chief Executive Officer of Strickland Metals, and Non-Executive Directors Anthony McClure, David Morgan and David Crook. Produced by Resource Media The Hole Truth: Mining Investment Podcast is a product of Read Corporate. Please note that Read Corporate does not provide investment advice and investors should seek personalised advice before making any investment decisions. Resources LinkedIn: https://www.linkedin.com/showcase/the-hole-truth-podcast YouTube: https://youtube.com/playlist?list=PLI4sZkSfEpPi_u7OrD7lQ-tZHbdy6EhCC Website: https://resourcesrisingstars.com.au/the-hole-truth-podcast/ Instagram: https://www.instagram.com/theholetruthpodcast/ Company website: https://www.gatewaymining.com.au/ Key Insights Five years of watching where gold sits, and where it doesn't, produced a four-box checklist. Pugh frames the Cowza discovery as an overnight success five years in the making. Working across Millrose and Horse Well from 2021, he and his team noticed that the deposits behaving best were the ones sitting on a particular contact. Palomino and Warmblood, the two largest at Horse Well, sit on a mafic-intermediate contact, run high grade, plunge north and remain open in fresh rock. Bronco and Marwari, formed in the footwall, carried good oxide and transitional gold but had no contact for the gold to drop out against, so they stayed shallow. From those observations came four criteria: the mafic-intermediate contact, evidence of fluid flow in the form of demagnetised zones where the fluid has stripped magnetite from the rock, northeast-trending structures creating the gaps for gold to settle into, and a position on the Celia Shear. Cowza jumped out of the dataset more than anywhere else. The first test of the thesis in fresh rock returned 41 metres at 2 grams per tonne. Cowza had been drilled in the 1990s by Eagle Mining, which found good oxide and transitional results in the southern part of the prospect but nothing with roots underneath. Gateway pulled the historic chips, sent them for multi-element analysis and found a single rock type with no mafic component, which said the contact they wanted was further east. Three lines of aircore on that contact returned 4 metres at 3 grams per tonne and 4 metres at 4.7 grams per tonne. Cowza ticked every box: 4.5 kilometres of demagnetisation, buffered against two northeast-trending structures on the Celia lineament, and now a proven mafic-intermediate contact. Six reverse circulation holes were then drilled into fresh rock beneath the oxide intercepts. The first punched through a 40-metre-wide shear zone and returned 41 metres at 2 grams per tonne gold from 104 metres, including 9 metres at 7.5 grams per tonne. As Pugh puts it, the hypothesis was right. The checklist travels, and there is more than 13 kilometres of strike to run it across. The value of a repeatable set of criteria is that it can be pointed at ground nobody has drilled. Gateway announced one such target on the morning of this interview: Pewy, a Cowza look-alike sitting south of the Ward prospect along the Celia Shear, with three kilometres of demagnetisation on the mafic-intermediate contact and no drill testing to date. Flanking aircore has already returned 8 metres at 1 gram per tonne to the south and 4 metres at 1.4 grams per tonne to the north, which Pugh reads as everything vectoring towards the demagnetised zone. With Cowza, Celia South and Ward's seven-kilometre trend, the known mineralised corridor runs beyond 13 kilometres and could stretch to 19 if the gap between Ward and Cowza fills in. Pugh's view on what that could amount to is unambiguous: Horse Well could be a million ounces in its own right, Cowza multi-million, and Pewy multi-million again. A $25 million raise that closed at $45 million, and a $60 million war chest behind a $230 million company. Gateway went to market for $25 million and came away with $45 million at 8 cents a share, lead managed by JP Equity Partners. The swing factor was London-based Jupiter Asset Management, an existing shareholder Pugh says was one of the few funds appearing on the register daily and actively picking up stock. Gateway had modelled Jupiter for $5 million to $10 million. It came in for $20 million. Add $15.1 million in cash and liquid securities, including $8.23 million banked from selling the Brightstar Resources shares Gateway received for the Montague East gold rights, and the company is carrying roughly $60 million against a market capitalisation of about $230 million. Ninety cents in every dollar goes to the new discovery and ten cents to tidying up the existing resources. Two diamond rigs arrive at the end of the month, around six rigs should be turning at Cowza by year end, Pewy drilling starts in October, and a 120,000-metre reverse circulation and diamond program is now funded. The existing 400,400 ounces still has a depth story, and Jundee is 50 kilometres away. The Yandal resource Gateway bought from Strickland stands at 8.17 million tonnes at 1.52 grams per tonne for 400,400 ounces, weighted to the Horse Well camp with Dusk 'til Dawn alongside it. That resource was built for a purpose, constraining as much oxide and transitional material as possible into $4,000 gold pit shells to around 140 metres depth, which is why the fresh rock below it has barely been tested. Palomino and Warmblood are both open at depth and down plunge. On the corporate question, Gateway sits about 50 kilometres from Northern Star's Jundee operations, and Pugh is straightforward that the same management group transacted the Millrose deal with Northern Star, making a sale one option among several. The bigger the company gets, the more options it has, and at multi-million ounces it could stand alone. Executive Chairman Andrew Bray has put more than $10 million of his own money into the register and takes no options or performance rights.

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand. Today, we explore regional investment, trade optimization, and scaling enterprises through data-driven strategies.Joining us is Brad Parry, President and CEO of Calgary Economic Development (CED) and Chief Executive Officer of the Opportunity Calgary Investment Fund (OCIF), recognized for building Western Canada's economic ecosystem.Key HighlightsInvestment Misconceptions: Trade Accelerator programs support local business beyond attraction alone.De-Risking Growth: OCIF aligns public and private capital to lower expansion risk.Innovation Activation: Calgary's Innovation Strategy helps SMEs launch products faster.Global Trade Pivot: Firms adjust export strategies to mitigate US market uncertainty.Export Readiness: Advanced frameworks push businesses beyond basic international readiness.Special Thanks to Our Partners:UPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit https://canadiansme.ca/ and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!To learn more about how we are supporting the ecosystem, please visit the CanadianSME Small Business Foundation at https://smbfoundation.ca/.Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Ambient AI earned its early reputation in the exam room, easing physician documentation. The bigger opportunity, and the harder build, is nursing. Geri Hansen, Vice President of IS Applications at Baptist Health and an informatics nurse by training, joins Megan Antonelli to talk about what it really takes to move ambient AI for nurses from early-adopter experiment to standard practice. They get into where it delivers value today, where it still falls short, how to prove ROI inside structured nursing workflows, and what separates a pilot that scales from one that stalls. A candid, operator-level conversation for the CIO, CMIO, and CNIO planning their next move. Geri Hansen, MSN, RN, NI-BC, Vice President, IS Applications, Baptist Health Megan Antonelli, Chief Executive Officer, HealthIMPACT Live Subscribe to Digital Health Talks on Apple Podcasts, Spotify, YouTube, or wherever you listen.Learn more about HealthIMPACT Live events, virtual forums, and healthcare leader conversations at healthimpactlive.com.Interested in being a guest, sponsoring, or joining the HealthIMPACT community? Visit healthimpactlive.com/digital-health-talks.

In this episode, Erik Mikaitis, MD, MBA, FACP, CPE, Chief Executive Officer of Cook County Health, discusses the impact of Medicaid policy changes, the Get Medicaid Facts initiative, and efforts to help vulnerable populations maintain coverage and access to care.

Episode 238 with Sander de Klerk, Founder and Chief Executive Officer of The Good Roll, a sustainable paper company building an integrated bamboo value chain between Ghana and global paper markets.The Good Roll began as a European consumer brand selling sustainable toilet paper and using part of its revenue to improve access to sanitation. It has since evolved into a much broader industrial business, processing Ghanaian bamboo into pulp for the global paper industry, tissue products for its consumer brand, and, from 2027, biochar and carbon credits produced from bamboo waste.The company generated more than €5.5 million in revenue in 2025 and has secured a $50 million long term pulp offtake agreement. Its production facility in Akosombo employs more than 86 people, while over 3,000 farmers are ready to supply bamboo. By 2030, The Good Roll aims to operate seven production lines, work with 15,000 farmers and generate more than €175 million in annual group turnover.In this episode, Sander discusses the company's €5.2 million investment raise, and explains why The Good Roll is moving beyond sustainable toilet paper to challenge the structure of the global paper industry. He explores the economics of processing bamboo close to where it grows, what it takes to make Ghanaian pulp competitive in international markets, and why controlling the value chain could allow more income and industrial value to remain in Ghana. What We Discuss With SanderWhy The Good Roll is inviting members of the public to become shareholders through its €5.2 million investment raise.Why The Good Roll is betting that Ghanaian bamboo can disrupt a $350 billion global paper industry.Can bamboo pulp produced in Ghana genuinely compete with the world's established suppliers?Why does Africa continue exporting raw materials while surrendering most of their economic value?Does a $50 million offtake agreement prove demand, or simply introduce a much bigger execution risk?Can The Good Roll reach €175 million in annual turnover without sacrificing the social and environmental mission that made it distinctive?Did you miss my previous episode where I discuss Why Do So Many African Businesses Die With Their Founders? Succession, Stewardship and Legacy? Make sure to check it out!Connect with Terser:LinkedIn - Terser AdamuInstagram - unlockingafricaTwitter (X) - @TerserAdamuConnect with Sander:LinkedIn - Sander de Klerk and The Good Roll | B CorpWebsite -  https://thegoodroll.nlHow to get priority investment access to The Good Roll - Get priority accessMany of the businesses unlocking opportunities in Africa don't do it alone. If you'd like strategic support on entering or expanding across African markets, reach out to our partners ETK Group:www.etkgroup.co.ukinfo@etkgroup.co.uk

I am delighted to welcome back my friend, GOHT Media founder and Zach Nichols Podcast co-host Pierre Bacall, to the Jake's Take with Jacob Elyachar Podcast. Pierre is the Chief Executive Officer of GOHT Media, a Detroit, Michigan-based media company.  He is also the co-host of The Zach Nichols Podcast, where he discusses the latest news in the Challenge universe with his longtime friend and show champion, Zach Nichols.  The duo has also welcomed numerous cast members for in-depth conversations about the show. Challenge icons Brad Fiorenza, Cara Maria Sorbello, Frank Sweeney Fox, Jordan Wiseley, Laurel Stucky, and Shane Landrum, along with fan favorites including Amber Borzotra, Jonna Mannion, Kyle Christie, Marie Roda, Paulie Calafiore, and Tony Raines, are amongst the cast members who dropped by to chat. They also hosted several live shows, where fans could interact with their favorites.On September 23, 2026, Pierre will make his Reality TV debut on FOX's sophomore season of 99 To Beat. Pierre is expected to compete against former Power Rangers actress Karan Ashley and Reality TV veterans Brandon Baxter (The Circle), Jordan Heller (The Golden Bachelorette), Kellie Nalbandian (Survivor), Quinn Martin (Big Brother), and Susan Noles (The Golden Bachelor). The Masked Singer panelist Ken Jeong and FOX Sports veteran Erin Andrews will return to host.On this edition of the Jake's Take with Jacob Elyachar Podcast, Pierre Bacall spoke about several significant episodes of The Zach Nichols Podcast, including Paulie Calafiore's 2026 return, Davis Mallory's episode, which led to reconciling with Chris “CT” Tamburello, and filming at TJ Lavin's house. Plus, Pierre also gave us a sneak preview of his Reality TV debut!Become a supporter of this podcast: https://www.spreaker.com/podcast/jake-s-take-with-jacob-elyachar--4112003/support.

Welcome to another episode of LIFTS, where we explore the future of fitness, wellness and human performance. In this episode, hosts Matthew Januszek and Mohammed Iqbal are recorded live at the Life Fitness and Hammer Strength YMCA Innovation Summit, where they're joined by four YMCA leaders: Boyd Williams, Hodge Patterson, Crystal Trawick and Ernest Kaehler. The YMCA has been around for more than 180 years, yet it continues to operate in a fitness industry transformed by new technology, changing consumer expectations, boutique concepts, strength training, recovery and an increasingly sophisticated member. So how has it stayed relevant? Boyd Williams, CEO of YMCA of the Pikes Peak Region, explains why community remains the organisation's north star. While equipment, facilities and technology are important, he believes they are ultimately a conduit for building relationships, creating healthier lifestyles and making a lasting impact on people's lives. Hodge Patterson, Chief Executive Officer of Santa Monica Family YMCA, discusses why the YMCA has always been about much more than "gym and swim". From fitness and wellness to social responsibility and community programmes, he shares how the Y has become part of the social infrastructure of Santa Monica and why that role became particularly clear during the Palisades fire when members simply said, "Meet you at the Y." The conversation also looks at the business fundamentals required to sustain that mission. Hodge discusses the importance of creating value rather than relying on discounting, while Crystal Trawick, Vice President of Healthy Living at YMCA of Greater Charlotte, explains why "there is no mission if there's no margin." Crystal also shares how different YMCA locations are adapting to the specific needs of the communities they serve. That can mean recovery and Pilates reformer in one location and digital literacy programmes for older adults in another. She explains why innovation doesn't always need to be flashy or expensive and how AI can help remove administrative tasks, giving teams more time to focus on the member experience. Finally, Ernest Kaehler, Senior Operations Director at St. Paul Midway YMCA, discusses how younger generations are changing expectations of the gym floor. While boomers have traditionally been an important YMCA demographic, Gen Z members are increasingly looking for plate-loaded strength equipment, different layouts and a different training experience. Across four very different YMCA communities, one message remains consistent: staying relevant isn't about chasing every new fitness trend. It's about understanding your community, building relationships and continuing to evolve without losing sight of your purpose. In this episode, we cover: How the YMCA has remained relevant for generations Why community remains its north star Why relationships can transcend fitness trends How technology and AI can support rather than replace human connection Why every YMCA needs to reflect the community it serves How the YMCA is moving beyond the traditional perception of "gym and swim" Why creating value can be more powerful than discounting The importance of balancing mission with commercial sustainability How recovery, Pilates, HYROX and holistic health are changing member expectations Why Gen Z is changing the gym floor How social media is influencing younger members' training expectations What the wider fitness industry can learn from the YMCA's longevity Recorded at the Life Fitness & Hammer Strength YMCA Innovation Summit. Life Fitness: https://www.linkedin.com/company/life-fitness/ https://www.instagram.com/lifefitnessofficial/ Support fitness industry news by sponsoring future LIFTS episodes. Contact us at wendy@liftspodcast.com for advertising opportunities. Subscribe to our YouTube channel and turn on notifications so you never miss a new video when it's published: https://www.youtube.com/user/EscapeFitness Or if you prefer, you can receive the latest news direct to your inbox by subscribing here: https://www.liftspodcast.com/newsletter Join the conversation at LIFTS: https://www.linkedin.com/company/liftspod https://www.instagram.com/lifts.podcast/ Timestamps 0:00 What Can Fitness Learn From the YMCA? 2:09 Why It's Not Just About the Equipment 3:42 Community as the YMCA's North Star 5:23 Staying Relevant as Communities Change 9:35 More Than Gym & Swim 15:04 "Meet You at the Y" – The Power of Community 20:30 Create Value, Don't Discount It 22:03 Why One Size Doesn't Fit Every Community 25:07 Innovation, AI & the Member Experience 28:11 "There Is No Mission If There's No Margin" 29:54 Beyond Gym & Swim: The Future of YMCA Fitness 32:27 How the Next Generation Is Changing the Gym Floor 38:38 Social Media, Influencers & Building Trust

Whether it's Zohran Mamdani's win in NYC last year or the slew of Democratic Socialists of America electoral victories this year, the DSA is having a moment. Is this the beginning of the socialist utopia displacing the patriarchal/capitalist system in the United States or the latest ill-fated iteration of a party out of power attempting to redefine itself? Saving Elephants assembled another august panel to discuss this very issue, including: Brooke Medina serves as Vice President of Communications for State Policy Network. Prior to joining SPN, Brooke was the Vice President of Communications at the John Locke Foundation, a state-based think tank in Raleigh, North Carolina. Brooke's writing has been published in outlets such as Fox News, The Hill, Entrepreneur, Washington Examiner, WORLD, Daily Signal, and other publications. Eric Kohn is Chief Executive Officer at America's Future, the talent accelerator and social club for liberty-minded young professionals. Prior to joining AF, Eric was Chief Marketing Officer at Empower Illinois. He has also previously served as Director of Marketing & Communications at the Acton Institute, and Director of Community Management at the Illinois Policy Institute. Lura Forcum, Ph.D., is a researcher, writer, and strategic advisor whose work explores how identity, relationships, and belonging shape our communities and political lives. Previously, Lura served as president of the Independent Center and spent seven years as a marketing professor, studying social perception—including why we humanize brands and products while dehumanizing other people. She writes How to Human, a newsletter about relationships and the social fabric of everyday life, and co-hosts the podcast We Made This Political.

This episode we are joined by Mr. Toby McKenna - CEO of Rockpoint Gas Storage - a TSX listed gas storage company with a total equity value of ~$3.4 billion. Mr. McKenna is the Chief Executive Officer at Rockpoint responsible for the management and performance of the corporation's storage and retail distribution assets. He brings to Rockpoint Gas Storage over 30 years of experience in the energy industry with leadership roles across a wide spectrum of disciplines including gas storage and marketing, midstream operations, energy trading, business development and Acquisitions and Divestitures. From 2014 to 2020 he was cofounder of Tidewater Midstream Ltd. where he served in multiple roles including Director, President and CEO, Vice President of Business Development & Commercial and most recently as President, Midstream. From 2010 to 2014, he was Vice President, Natural Gas Trading for Castleton Commodities Canada and prior thereto was cofounder of its predecessor, Louis Dreyfus Energy Canada in 2003.Mr. McKenna obtained his Bachelor of Business Administration from Saint Francis Xavier University, Nova Scotia (1994). Among other things we learned about Building North America's #1 Independent Gas Storage Company.Enjoy.Newsletter: Subscribe HereThank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsRemote Power Corp-*This podcast is for informational and educational purposes only, and is not intended as investment advice. Please do your own research, and consult professionals directly before making any investment decisions.Support the show

"Where does our hope come from?" We've been unpacking that question all week with special guests and God's Word! Today, Dr. Winfred Neely joined us. He is the retired VP and Dean of Moody Theological Seminary and authored the books "How to Overcome Worry" and "A Love to Live By." We also talked with Philip Miller, Senior Pastor at Moody Church in Chicago and host of the daily program, Living Hope. Finally, Joni Eareckson Tada, shared a big event happening this weekend that brings hope to so many worldwide. She is the Founder and Chief Executive Officer of Joni and Friends, which is hosting a Wheelchair Collection event Saturday, Sept. 12th, in many cities around the nation. Joni shared inspiring stories. You can hear the highlights of today’s program on the Karl and Crew Showcast. If you're looking to hear a particular segment from the show, look at the following timestamps:Dr. Winfred Neely [ 12:00]Philip Miller [ 12:45 ]Joni Eareckson Tada [ 42:20]Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

In this episode, John Whyte, MD, MPH, Chief Executive Officer and Executive Vice President of the American Medical Association (AMA), discusses how AI, wearables and continuous health data are reshaping medicine and the physician-patient relationship. He also explores physician burnout, the need to modernize medical education and strategies to address the nation's physician shortage.

Senior housing is posting record absorption while new supply sits at Great Financial Crisis lows. Michael Bull, CCIM talks with Arick Morton, Chief Executive Officer of NIC MAP, about what that gap means for owners, investors, and developers. Arick walks through the numbers behind the demand story: median occupancy back near 93%, more than 30 of the top 100 metros running a 95% median, transaction volume touching all-time highs, and price per unit up meaningfully. Cap rates have compressed into the 6 handles for stabilized Class A and B product in good markets, with 5 handles trading in some cases. The supply side is the harder half. Labor costs climbed 30% to 35% between 2021 and early 2023, and because buildings sat around 80% full, almost none of it was passed through to rents. Occupancy has healed, margins have not fully caught up, and the unlevered yield on cost math still comes up short in many markets. Arick lays out what has to change before a sustained construction cycle starts. Then the opportunity set. The 80 plus population grows roughly 35% by 2030 and 65% to 70% by 2035, which means the industry needs to deliver about twice as many units as it has ever built, every year, for the next 20 years. Arick makes the case that expanding existing communities is the fastest pressure relief valve available, since roughly two thirds of the stock is 20 to 25 years old and much of it sits on land bought before land got expensive. He also covers third party management, regional density in portfolio construction, and where AI actually helps an operator. In this episode: 00:00  Senior Housing Market Outlook 2026 01:46  Meet Arick Morton, CEO of NIC MAP 02:14  Record Absorption and Capital Rotating In 03:45  Why Passive Capital Needs an Operating Partner 04:24  New Supply at Great Financial Crisis Lows 06:33  Labor Costs Up 30% to 35% and the Margin Gap 07:57  Occupancy: 93% Median, 95% in 30 Plus Metros 08:42  Active Adult, IL, Assisted Living, Memory Care, Skilled Nursing 10:45  Cap Rates: 6 Handles, and 5s for the Best Product 12:17  Transaction Volume at All-Time Highs and the NCREIF Index 13:46  Owner or Operator: The Third Party Management Question 15:42  Twice as Many Units, Every Year, for 20 Years 17:56  The Expansion Play: Building on Land You Already Own 20:02  AI, Data, and Regional Density for Operators 22:13  Where to Find NIC MAP Research 23:32  Final Takeaway Connect with Arick Morton: https://www.linkedin.com/in/arickmorton/ NIC MAP Website: https://www.nicmap.com Connect with Michael Bull & The Show: Michael Bull, CCIM Bull Realty, Inc https://www.linkedin.com/in/michaelbull/ For more commercial real estate market data, sector forecasts, and video episodes, visit CREshow.com. America's Commercial Real Estate Show is brought to you by our proud sponsors. TCN Worldwide: Commercial real estate property management, leasing, and sales solutions across the US and globally. Learn more: https://www.tcnworldwide.com Build Out: The ultimate product suite for commercial real estate brokerage firms looking to streamline their business. Learn more: https://www.buildout.com Bull Realty: Southeast U.S. commercial real estate brokerage services headquartered in Atlanta, delivering market intel and strategies. Learn more: https://www.bullrealty.com Commercial Agent Success Strategies: Twenty-one cloud accessed commercial broker training videos with slide deck action notes. Learn more at https://www.commercialagentsuccess.com/ #SeniorHousing #SeniorHousingInvestment #CommercialRealEstate #AssistedLiving #MemoryCare #IndependentLiving #SkilledNursing #CapRates #CREInvesting #RealEstateInvesting #NICMAP #CREShow

Stan Hall, President & Chief Executive Officer at Gas South District / Gwinnett Convention and Visitors Bureau This Monday, September 14th is Gas South District's Speaker Series – “Inside the Business of Sports” with panelists… Derek Schiller — President & CEO, Atlanta BravesGreg Beadles — President & CEO, Atlanta FalconsDavid Epps — President & CEO, Peach Bowl, Inc.Dan Corso — President, Atlanta Sports Council The discussion will cover sponsorships, corporate partnerships, premium sales, ticketing, fan experience, affordability, and future growth opportunities in Atlanta sports.See omnystudio.com/listener for privacy information.

Diane Ferraro, Chief Executive Officer of Save the Storks, discusses how rising health care, housing and child care costs are affecting expectant mothers and the resources available to women facing unexpected pregnancies. http://SaveTheStorks.org

Today, on Karl and Crew, we kicked off our weekly theme, “Where is our Hope?” Joni Tada, Founder and Chief Executive Officer of Joni and Friends, shared how Wheels for the World provides wheelchairs and shares Christ's hope with people with disabilities. Next, Phil Kwiatkowski, President of the Pacific Garden Mission, shared stories of lives being changed through the practical care and gospel ministry of his ministry. You can hear the highlights of today’s program on the Karl and Crew Showcast. If you're looking to hear a particular segment from the show, look at the following timestamps:Testimonies [ 00:49 ]Joni Tada [ 25:18 ]Phil Kwiatkowski [ 41:03 ]Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

In this episode, Marie Langley, Chief Executive Officer, Desert Valley Medical Group, discusses expanding specialty and outpatient services, strengthening hospital-physician collaboration and addressing healthcare access needs in the High Desert. She also shares the challenges posed by Medi-Cal uncertainty, physician recruitment and plans to expand emergency department capacity.

Roei Ganzarski is the President and Chief Executive Officer of Alitheon, the Bellevue, Washington company behind FeaturePrint, and he isn't a founder of it. He calls himself a mercenary CEO, which is the fourth time he's been brought into a group of mathematicians and physicists who built something remarkable and then wanted a different set of skills in the building. His degree is in economics and finance. He says the pleasure of the job is usually being the least smart person in the room, and his rule for the team is that they don't have to explain it to their mother, they have to explain it to him. What Alitheon does is biometrics for things. The argument starts with people. We used to identify a human with a badge or a passport, then governments worked out that a proxy can be lost, transferred, faked or manipulated, so they moved to fingerprints and irises instead. A twin can carry his brother's real driver's license into a real building, and the document is real and the person is real, and the link between them is the lie. Physical products are still stuck at the proxy stage. A barcode, or a hologram that reads as authentic mostly because it's shiny and the picture changes when you tilt it. The mechanism is worth hearing him explain. No machine can make the same thing twice, so design engineers publish a tolerance band, and everything inside that band passes quality control and looks identical and works identically. Alitheon's math reads the differences that are still there inside that band, and turns them into what they call a FeaturePrint. The fingerprint exists because the thing was manufactured, which means it can't be peeled off, swapped, or re-issued with the paperwork. He puts the odds of 2 products carrying the same manufacturing signature at one in six and a half trillion. It runs on off-the-shelf industrial cameras, there's no training phase, and he says there's no machine learning anywhere in it. His words are discrete mathematics. Then host Jon McLachlan, co-founder of YSecurity and Cyberbase.ai, puts his security hat on and asks about hardware tampering in transit, and Roei makes the argument this episode is titled after. Zero trust says verify everything connecting to your network. The cyber runs on hardware. And the hardware is trusted because a sticker says who made it and where. He's presented this to rooms of cybersecurity people who told him hardware isn't their problem. The 4 markets he sells into are all versions of one idea he calls high consequence items, which covers expensive goods like the gold bullion that goes into national banks, anything that goes in or on a body, and then transportation and defense parts where the consequence of getting it wrong is somebody getting hurt. The example that stays with you is the aircraft engine supplier caught in the United Kingdom selling real used parts with fake paperwork saying they were new. Fatigued parts that were supposed to be destroyed at end of life went into commercial aircraft, and nobody found it for 5 years, and it wasn't an accident that found it. Also in this one. Why a syringe that knows its own manufacturing date closes a loophole that the box can't. Why counterfeit and gray market are 2 different problems, and why a customer's own distributors are sometimes the people being caught. Why several customers won't publicize that they use this at all. Why Alitheon doesn't need to keep the images, or much data at all. The coin collector at the trade show whose question started the whole company. The day he had to tell roughly 40% of a team they were done, and why he did it himself instead of sending their managers. And the Friday all-hands he runs at every company he's joined, which starts with Arabic coffee he makes himself and the question of who made a really cool mistake this week. His ask for the audience is a bigger one than usual. He wants critical thinking back. In his framing the goal is to stop seeing a box at all, and specifically to stop handing the questioning to a large language model because it's easier than doing it yourself. Episode 103 of The Security Podcast of Silicon Valley. Brought to you by YSecurity, the security team that works next to yours. Your first 8 hours with 40+ security engineers are free at ysecurity.io/startups.

Today, on Karl and Crew, we kicked off our weekly theme, “Where is our Hope?” Joni Tada, Founder and Chief Executive Officer of Joni and Friends, shared how Wheels for the World provides wheelchairs and shares Christ's hope with people with disabilities. Next, Phil Kwiatkowski, President of the Pacific Garden Mission, shared stories of lives being changed through the practical care and gospel ministry of his ministry. You can hear the highlights of today’s program on the Karl and Crew Showcast. If you're looking to hear a particular segment from the show, look at the following timestamps:Testimonies [ 00:49 ]Joni Tada [ 25:18 ]Phil Kwiatkowski [ 41:03 ]Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Speakers: Cllr Stephen Atkinson, Leader of Lancashire County Council and Leader of the Local Government Association's Reform UK Group Justin Galliford, Chief Executive Officer at Norse Group Cllr Linden Kemkaran, Leader of Kent County Council Akash Paun, Programme Director (Devolution) at the Institute for Government Cllr Daniel Sutherland, Leader of Calderdale Council This event was chaired by Dr Hannah White, CEO of the Institute for Government. This event was in partnership with Norse Group. This event was part of the Institute for Government's programme of party conference events at the Reform UK Party Conference.

Today, on Karl and Crew, we kicked off our weekly theme, “Where is our Hope?” Joni Tada, Founder and Chief Executive Officer of Joni and Friends, shared how Wheels for the World provides wheelchairs and shares Christ's hope with people with disabilities. Next, Phil Kwiatkowski, President of the Pacific Garden Mission, shared stories of lives being changed through the practical care and gospel ministry of his ministry. You can hear the highlights of today’s program on the Karl and Crew Showcast. If you're looking to hear a particular segment from the show, look at the following timestamps:Testimonies [ 00:49 ]Joni Tada [ 25:18 ]Phil Kwiatkowski [ 41:03 ]Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews Janice Ochenkowski about her leadership, her career path, serving in RIMS External Affairs and later as RIMS President. They discuss the September 11, 2001 terrorist attacks, the loss of lives, and the impact the attacks had on life in the U.S. Justin and Janice talk about Janice's role in passing the Terrorism Risk Insurance Act (TRIA). They also address the financial and housing crisis of 2007-2008. Janice relates her testimony before Congress on various matters over the years, and how her RIMS leadership held her in her employment. Listen for wisdom on adapting and changing with the times, and using leadership opportunities to help your business as you move your risk career forward.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. We will be joined by former RIMS President Janice Ochenkowski. [:35] Janice will discuss how her time on the RIMS Board and as RIMS President helped ensure the passage of TRIA, the Terrorism Risk Insurance Act, in the aftermath of the 9/11 terror attacks. [:49] There will be plugs later on, and we will learn about Janice's fascinating career, but I wanted to address the fact that this episode is being released on September 8th, 2026, a few days before the 25th anniversary of the 9/11 terror attacks in the U.S. [1:10] Before we get started, I'd like to welcome back RIMS's Chief Executive Officer, Gary LaBranche, to say a few words. [1:18] Message from Gary LaBranche: 2026 marks a quarter-century since terrorist attacks on the United States killed nearly 3,000 people, injured many more, and impacted the lives of millions. [1:30] This RIMScast podcast provides the opportunity to reflect on the lives lost and the lasting impact of this tragedy on survivors, families, friends, first responders, and everyone who witnessed that horrendous day and has borne its burden over the past 25 years. [1:51] The events of 9/11 also revealed the best in human nature, such as the warm, welcoming affection shown by Canadians when U.S.-bound flights were diverted to Gander, Montreal, Vancouver, Halifax, and other locations in the aftermath of 9/11, as we learn in this podcast. [2:11] RIMS played a leading role in crafting and passing the Terrorism Risk Insurance Act (TRIA), which established an insurance backstop in the event of a future large-scale terrorist attack on America. [2:24] RIMS is working right now on bipartisan legislation in both the U.S. House and Senate to reauthorize TRIA. As we commemorate this day, let us rededicate ourselves to the important work that risk management does to make the world safer, more secure, and more sustainable. [2:46] On with the Show! Here to provide a brief history of RIMS's collaboration with members of Congress and the global insurance and risk management community is Janice Ochenkowski. [2:59] Janice was RIMS President in 2007, and as we will learn in this episode, she had a colorful career with RIMS and with Jones Lang LaSalle, a commercial real estate property owner. [3:13] Her RIMS participation prior to her presidency was instrumental in helping her get TRIA passed by Congress, so there's a lot to learn today … Let's get to it! [3:23] Interview! Janice Ochenkowski, welcome to RIMScast!  [4:04] Janice joined the Chicago Chapter of RIMS, not understanding the larger RIMS organization. She became an active member and an officer. She was President of the Chicago Chapter the year that Chicago member Art Bostwick was RIMS President. [4:55] Janice says Art was a good mentor for her. He encouraged her to follow in his footsteps to be national president. She laughed, but many years later, she did. [5:20] Janice started her risk management career in 1980; she joined the RIMS Chicago Chapter in '82 or '83. After moving through the chairs in the Chicago Chapter, she became a delegate to the RIMS Conference, started working in various committees, and moved into leadership. [5:47] Janice was elected to the Board, took on responsibilities for different chairs, and ended up in charge of Government Affairs. [6:01] Lance Ewing, the President at the time, asked the Board what roles they wanted to take. Janice said she would do anything except legislative stuff, because she didn't know anything about it. He burst out laughing, and suddenly that was her mandate. [6:31] Janice says she absolutely loved it. Jim McIntyre, who was RIMS's Washington Counsel, was a phenomenal mentor. He prepared her to testify, prepared her for meetings, and explained who she was going to meet and how it was going to work, and so on. [6:53] Janice says, from there, I went into a few other responsibilities and ended up as the President. [7:10] Janice started her career in 1980 at LaSalle Partners in real estate and financial services. There were 150 employees operating in six states. Because of Federal regulations regarding their pension work, they needed a full-time risk manager. [7:35] The legislation said they needed a risk manager but didn't explain what the risk manager needed to do. Janice had been teaching high school, and she wanted to move into business. [7:47] Janice interviewed through an employment agency with a variety of companies, and decided LaSalle Partners sounded interesting and it would be a good platform for her to get some experience and then move on. [8:02] Thirty-eight years later, she was still there, and retiring. When she retired, there were 90,000 employees in 100 countries. Janice had 17 full-time staff, globally, working for her. [8:20] Janice says LaSalle Partners started as a privately held company. Janice was one of the partners. It became a corporation and, after acquisitions, merged with Jones Lang Wootton, a UK real estate organization, and became Jones Lang LaSalle. [9:17] Janice says her career was a wild ride. She says she never could have imagined the experiences she had, the friendships she made, and the things that she learned and had opportunities to do, through her company and through RIMS. [9:36] Janice says she was able to draw links between the benefits of RIMS and the business of her business. When she went to board meetings, they asked how her RIMS work was going. She showed that being in leadership at RIMS helped her company to achieve its goals. [10:27] Janice says, when she started at RIMS, there were the local chapters, and then there were industry groups. The real estate industry group was extremely active. It was populated by very experienced real estate risk managers. They served as mentors to anyone coming on. [10:47] The group met not only during RIMS, but also in New York, in the fall, outside of the RIMS conference. Eventually, Jones Lang LaSalle supported the group's meetings and allowed them to use JLL buildings and support from technology to go forward. [11:07] Janice says, when she was going to a RIMS conference, she asked the JLL Board if there was anything they wanted her to focus on when meeting up with risk managers of their clients and vendors. [11:33] Over time, she didn't have to ask. They asked her, if you're going to your RIMS meeting, talk to this person. See if you can find out about this issue. There was connectivity between what Janice did at RIMS and supporting JLL. [12:10] Justin asks what Janice taught in high school. It was English and French. She can still speak un petit peu of French. She enjoys opportunities to speak to people in French and ordering from French menus. As a teacher, she wanted something different and moved into business. [12:42] Justin says that in over 400 RIMScast episodes, Janice might be the first guest who went from teaching and transitioned over to insurance. Janice says making lesson plans and executing them is good training for business. [13:07] Janice says she learned how to explain things. She had to translate insurance into real estate speak for JLL. She had to take real estate speak and translate it into insurance speak for underwriters and brokers. [13:22] Janice was comfortable speaking to groups because she had been speaking to unruly teenagers and getting them under control. Talking to a bunch of business people, who at least pretended to be interested, was a piece of cake. Janice says it was fun, and a good transition. [13:55] Justin brings up Janice's time as the Director of Government Affairs for RIMS. She became chair of what is now known as the RIMS External Affairs Committee. Lance Ewing nudged her into the role in the late 1990s. Then the September 11 terrorist attacks happened. [14:40] Janice says that one thing that's missing from most recollections is the immediate impact that the 9/11 terrorist attacks had. Before 9/11, there was the general perception that our borders were safe; there wasn't going to be an attack on U.S. soil. [15:15] When we saw the towers burning, when the plane went down, when the Pentagon was hit, that illusion was shattered. There was fear. We didn't know if this was the first of an aerial attack. Janice was on the 70th floor of the Aon Building, so it was a real concern for her. [15:40] Janice says, we didn't know if there was going to be an invasion or similar attacks around the country. To develop good risk management practices, the first thing you have to do is define the risk. [15:53] Janice says, we couldn't define the risk. The only thing we could do immediately was respond to the situation. She was thinking more with her Jones Lang LaSalle hat than with her RIMS hat. The entire leadership and spouses were on the West Coast doing strategic planning. [16:20] Janice says most of them operated in the Midwest and the East Coast. They had to get back, but there were no planes, no trains, and no transportation. They tried to get rental cars. So did everyone else in the world. [16:50] When they couldn't get more rental cars, they went to a used car lot and bought vans, station wagons, and whatever they could find where couples could travel together to similar places. When they got to where they were going, they sold the cars. That's how they got back. [17:15] Janice says, meanwhile, our technology folks were setting up hotlines: one hotline to figure out where people were. We had people traveling or on vacation. We didn't know where they were, and there was very limited communication. Phone lines and internet were down. [17:45] We set up a hotline. Every employee was required to call in every day for a couple of weeks, identifying where they were, whether they needed help getting back to their home, and what other resources they might need. The hotline helped them to get those resources. [18:06] The second hotline was for families. Families called that line if they were unable to reach their loved one. If the employee had called the hotline, JLL could tell the family where the employee was, how things were going, when they might get home, and take note of needs. [18:26] Janice says that's what was happening on the home front, away from the immediate needs in each of these 9/11 sites. It was only after that that you could settle back and think strategically about what it meant on a broader basis, and that's when she put her RIMS hat on. [18:49] Justin guesses that at the time, Jones Lang LaSalle had thousands of properties across the U.S., with millions of square feet. So there is the security risk at those buildings, as well. Janice agrees, absolutely. [19:04] Janice says people focus on New York and D.C., but in Kansas, Nebraska, and all around the country, everyone was in shock and preparing for the worst. [19:26] Janice says she remembers sitting on the 70th floor of the Aon Building, once they let everyone in, after a few days. There were windows all around, and her window looked out onto Lake Michigan, where all the military patrols were, over the lake. [19:52] Janice clearly remembers many times over the next several weeks sitting there and suddenly seeing a black helicopter rise into view. She could see the pilot's face, and she waved. Then it would descend. She says it was reassuring but also scary. [20:30] Justin asks about the hotlines. Janice says Jones Lang LaSalle did things collaboratively. If Technology was working on something, they brought in Risk, Legal, and HR, and they all sat down and figured it out. They were all a part of whatever strategy was needed. [20:55] Janice was involved. She was an important member of the Security Team and the Safety Team, and was involved even in the aftermath, coming up with ways in which to strengthen and protect their buildings. [21:08] People were worried about chemicals being thrown into the ventilation. So they came up with ways to protect that while still letting air into the buildings. What to do to allow people back in. All of those things had to be considered, for safety and for the practical effect on operations. [21:33] A Quick Break! Many fantastic RIMS events are coming up in 2026. The 11th Annual Chicagoland Risk Forum will return to the Old Post Office on Thursday, September 24th, 2026. Visit ChicagolandRiskForum.org for more information. [21:46] The RIMS Western Regional Conference will be held from October 4th through the 7th in Seattle, Washington. The agenda is live, and registration is open. Visit RIMSWesternRegional.com and the link in this episode's show notes for more information. [22:02] Save the dates: October 18th through the 21st. In Quebec City, we will be hosting the 50th Annual RIMS Canada Conference. Booth sales are open, and sponsorship opportunities are still available. Visit RIMSCanadaConference.ca for more information. [22:24] Also, remember to check out RIMS.org/Canada for our spinoff show, RIMScast Canada, with a new episode every month. [22:32] The RIMS ERM Conference 2026 will be held on November 19th and 20th in Columbus, Ohio. Registration is open. Visit RIMS.org/ERM2026. [22:46] We're already looking to RISKWORLD 2027, which will be held over four days in New Orleans, Louisiana, from April 18th through the 21st! RISKWORLD 2027 Registration is open to organizational, individual, and associate RIMS members. [23:04] Get first access to the hotel block. Hotel reservations open on October 28th, ahead of public registration. Sitting this out is the real risk! The link to registration is in this episode's show notes. [23:17] Let's Return to Our Interview with Former RIMS President Janice Ochenkowski! [23:41] Janice says she needed to wear her RIMS hat almost immediately. She says everyone realized that there was "innocuous" language in all policies that said terrorist acts were covered. [23:57] There were no limits, sublimits, or deductibles. It was standard coverage because no one expected it to be a real issue. Then it was. There was an immediate concern as they looked at what their total exposure was. [24:14] There was the concern about what to do for new policies. There was a moratorium on policies, as there always is after a particular crisis. When they were reissued, that language was removed. That might not seem like a problem for organizations with no real risk. [24:35] Janice says, in the risk management area, there were covenants in our client contracts, from language pulled from insurance policies, that now we couldn't satisfy that requirement. We were in violation of our contract. [24:54] Janice says the more critical issues were loan agreements and mortgages. Lenders required terrorism insurance. They weren't going to take that out after 9/11. We were faced with a terrible conundrum. We were in violation of our loan agreements. [25:16] Janice says nobody moved quickly to foreclose on any of those things, but it was hanging over our heads. Unsuccessful efforts to renegotiate were going on, all across the country. Congress was absolutely unwilling to become the Federal program for terrorism. [25:39] Janice says Congress refused to consider it being another flood insurance program because that wasn't going too well. Insurers started trying to figure things out and made some limited amounts of coverage available. [25:55] At one point, globally, there was $10 million of terrorism coverage available. $10 million didn't satisfy anybody's loan requirement. Ultimately, it went up to $25 million, but it was still a problem. [26:24] Organizations like the Real Estate Round Table, RIMS, and other groups formed coalitions. Jim McIntyre was very helpful. He had contacts in all those groups. He inserted RIMS wherever he could. [26:49] JLL saw the basic need for what Janice was doing at RIMS, so she had carte blanche to go to Washington whenever she needed to work on these matters. These groups were able to explain to Congressional aides and the business press what things meant, in plain English. [27:33] Januce says, you tell them, this building goes into foreclosure, and the guy running the coffee shop doesn't have a job anymore. Development and construction totally stop. Nothing was being built. That impacts all the trades and unions, so they joined the coalition. [27:57] Unions became activists because their members, who thought they had jobs starting over the next several months, were now sitting on their hands with nothing to do. Small businesses set up around the potential sites had nothing happening. [28:18] Janice says there was a financial impact from that decision by insurers. It wasn't a faulty decision; they had shareholders. [28:33] Ultimately, after long discussions and negotiations, Janice testified before the President's Working Group on Terrorism, and before Congress, and met with Congressional Aides who were working on various bills, and was able to assist in passing TRIA. [28:58] TRIA wasn't perfect, but what it did was bring together the three major parties who had the most skin in that game and gave each of them a relative amount of financial responsibility in what happened. [29:12] These parties were the policyholders, with huge deductibles; insurance companies, with caps and reasonable premium allocations for risks, and the Federal Government, which came in after tens of millions of dollars had been paid out and criteria were met. [29:45] The Federal Government wasn't being capricious, or taking first-dollar risk, but was a backstop, so that there wouldn't be financial ruin and we wouldn't have a lot of bankruptcies. Imperfect as TRIA was, it solved a problem. [30:06] Janice says there have been several reauthorizations, and it has been tweaked each time to meet the issues and criteria that had to be met. Justin asks about cyber and forms of terrorism that may not be physical acts of terrorism. [30:31] Janice mentions the NBCR, for Nuclear, Biological, Chemical, and Radiological threats. It raised the issue, and there were risk management processes that were able to minimize those risks. [30:49] One more Quick Break! RIMS, The Foundation for Risk ManagementTM, is dedicated to shaping the future of the profession. By making a contribution, you are strengthening the global risk management community and investing in the future of the industry. [31:09] The Foundation also supports the Spencer Educational Foundation but has a different mission. The Foundation focuses on providing opportunities for those professionals who have already decided to enter risk management and are just getting started. [31:23] You can learn more about the Foundation by visiting www.RIMS.org/FRM.  While you're there, be sure to check out information about the Susan Meltzer Scholarship Fund, which was established to honor Ms. Meltzer, who was RIMS President in 1999 and 2000. [31:42] Susan Meltzer was a cherished RIMS President and contributed so much to RIMS and the greater risk community. Learn more at RIMS.org/FRM. [31:51] Let's Return to Our Interview with Former RIMS President Janice Ochenkowski. [32:12] Janice says meeting with Congressional Aides and Policymakers on Capitol Hill was intimidating the first hundred times she did it. You're walking into these buildings that you've only seen photographs of. You're going into the offices. [32:24] Jim McIntyre had explained to her that Congressional aides have a lot of power over the bills and the language in the bills. The Congresspeople they work for look to these aides to be their technical resource. [32:42] While some people were angry that they couldn't meet with the principal; they were only going to meet with the staff, but you want to meet with the staff. [32:57] The staff will take the time to sit down with language and work with you on it, and you'll have a better chance of impacting things by developing relationships with them. It worked very well. Some of the work Janice did with Jim before 9/11 really helped. [33:22] There was some insurance legislation that was going on. Aides did not understand what it meant. Janice ran a lunch program for the aides and taught them the basics of insurance. She bought pizzas for them. Now, you can't do that because you can't buy them lunch. [33:44] Janice says they were coming to learn. Many of them were thankful because it gave them an understanding of what people were talking about and why certain things mattered. We had built some groundwork before TRIA. It helped because I already knew some of the aides. [34:00] There were already relationships. They were willing to sit down and talk with us. We were the voice of the insurance buyer. Previously, when insurance matters were discussed on the Hill, insurance companies and brokers were lobbying. This time, it was the voice of the buyer. [34:29] Janice says, We were constituents. We represented industries and organizations that were in their respective districts. Our voice became an important voice, distinct from the insurance industry. It reinforced RIMS's importance and raised our visibility on the Hill. [34:58] In 2004, Janice testified before a Senate Government Affairs Subcommittee on Insurance Brokerage Regulation regarding TRIA. Janice says, walking in, she was overcome with a sense of history. The panel was people she had seen on C-SPAN. [35:26] Janice says she was terrified she would say something wrong, that it would come out backwards, and that she would embarrass RIMS, JLL, and herself. She was used to speaking in public, but this was just different. It all went well in the end. [35:55] Janice says she had a prepared statement. Then there were five-minute questions and answers. Janice says there is a clock counting down, and when it gets to one minute, it starts flashing. She says it was a little unnerving and she stuttered a few times. [36:33] Janice says they interrupt your five minutes with questions, so your time is less. You're supposed to summarize what your position is and what you're testifying for. When you're on a panel, it's not the same as when they're conducting a hearing, accusing you of wrongdoing. [37:02] Janice says the Congress Members are trying to get information and a few sound bites to send home. It's not antagonistic. They're not trying to trip you up on anything. Once you become accustomed to it, the next time is a little easier, because you're relaxed. [37:29] In 2006, Janice appeared before the House Subcommittee on Financial Services about Insurance Modernization. Janice says it was a topic that she had a lot of comfort in speaking about. She wasn't quite as nervous about getting the facts mixed up or totally blanking. [38:05] Janice says she was part of a panel of five or six people. It's for an hour or so. They might pause if somebody has to take a call. [38:36] Janice became RIMS President soon after. [38:52] In 2012, Janice returned to Capitol Hill for a hearing before the Subcommittee on Insurance, Housing, and Community Opportunity of the Committee on Financial Services in the U.S. House of Representatives. [39:08] Janice says she always spoke in RIMS's capacity. JLL did not do any lobbying. JLL joins groups, like the Real Estate Round Table, RIMS, and other groups that represent their interests. [39:36] Janice says that for the 2012 visit she had a greater comfort level. It was on an issue she was comfortable with: broker compensation. It was easier to discuss. She still had the same anxieties about being in Congress, in that room, with all the history, speaking to icons. [40:23] Justin says that TRIA was eventually passed. It's been reauthorized a couple of times. It has made a difference for companies and for society, at large. Janice says it raised RIMS's profile in the eyes of the others who were participating and testifying. [40:46] Janice says RIMS got a lot of press. The Wall Street Journal and the business press, in addition to insurance publications, presented information about RIMS. On a corporate level, when Janice's name was printed in association with JLL, clients asked about it. [41:18] Janice says, with things like TRIA, or general insurance questions, clients would go to their risk managers and ask them to contact me to get information. This delighted JLL because it was a closer client relationship. JLL had an initiative to provide specialist experts for clients. [42:23] Janice says if you go before Congress, the most important thing is to do your homework. Even if you're comfortable with public speaking, don't expect you can ad-lib to a Committee. Prepare, prepare, prepare, and understand the pros and cons. Practice with potential questions. [43:06] Janice practices loudly to learn what word combinations she stumbles over. Then she removes them from her presentation. She says when you're more prepared, you're more self-confident. That makes you a better presenter. Justin says, also, rehearse in different places. [44:29] Janice takes a somewhat formal draft and then "Janicizes" it. She writes it in a way that's more conversational, as she would speak, rather than reading something formally. That makes you more comfortable, so you're a better presenter. [45:22] Janice says it seems that everybody knows when it's time to pass the baton to the next generation. She loved what she did, and she did it well; she was open to new ideas, but she was standing in the way of the next generation of leaders moving forward. She didn't want to do that. [45:55] Janice says that people with new ideas, generational ideas, who could relate to what's coming up, need to be allowed to move forward. [46:12] Janice says, think about what's happening in Washington. People need to move aside to let a new generation of leaders come in. Otherwise, you're missing that energy and enthusiasm of a new group of leaders. That's life. You move away and let the new guy in. [47:05] Webinars: On September 17th, AXA XL returns to present the session, "Beyond the Loss Count: What Property Claims Reveal About Frequency, Severity, and Resilience." [47:16] On October 1st, Brown and Brown will make their RIMS Webinar debut with "The Future of Captives: What Risk Managers Should Think About Now." [47:26] On October 8th, Global Risk Consultants will present "The 2027 Risk Agenda: 10 Engineering Priorities Risk Leaders Should Act on Now." [47:35] On October 15th, Verisk Maplecroft will lead the session, "Beyond the Horizon: Turning External Risk Into Decision-Ready Insight." [47:44] On October 22nd, Zurich will present "Cybercrime, Fraud and AI: Real-World Threats and Practical Defenses for Business Leaders." [47:53] Origami Risk will return on October 29th with a topic that will be announced soon. [47:58] On November 5th, Riskonnect returns to deliver the session, "Signal Over Noise: Smarter Risk Analytics." [48:05] RIMS Certification Week will be held from September 21st through the 25th. All three webinars are complimentary for all and are available through the Webinars Page on RIMS.org/Webinars. [48:21] Let's Conclude Our Interview with Former RIMS President Janice Ochenkowski! [48:34] Justin says Janice became RIMS President during the housing and mortgage crisis of 2007-2008. Janice says it's something risk managers need to think about. When there is a crisis, you don't step away from it; you step into it. You show leadership.  [49:17] Janice says she was able to help resolve something that was one of the most critical issues at that time. At the beginning, the financial crisis focused on AIG and its vulnerability to bankruptcy, and what that meant to the entire insurance industry. [49:47] Janice says it was really difficult because AIG was a major insurer for almost every large corporation in the U.S. and globally. Suddenly, senior board members were wondering if their claims in process would be paid. Will AIG go bankrupt, and what will happen to those claims? [50:15] They wondered if they should cancel their policies mid-term and underwrite with someone else, and if so, who? What will the financial impact of that be? Boards were coming to risk managers with those questions. Janice had those questions herself. [50:35] Janice says we were totally unprepared to answer them. We didn't have any more information than you were reading in The Wall Street Journal. Janice and the phenomenal RIMS staff put together a series of podcasts, the first of which was in three weeks. [50:59] Janice says they got sponsors and speakers. They contacted experts in various areas and senior executives at the major insurers, including AIG, and insurance brokerages. They were willing to sit and talk to their clients and to be shown as thought leaders in the area. [51:20] Janice says at the time there were 1,000 talking heads saying what should be done, but there were very few facts. You can't form a good risk management response to anything until you have facts; until you have data you can rely on and move forward with. [51:50] Janice says RIMS strove to provide facts. When they did the podcasts, they did not only invite RIMS members. They sent invitations to the C-Suites of major corporations. They told The Wall Street Journal and other business publications they were running these podcasts. [52:06] There was a series of podcasts. People tuned in. They were interested. RIMS established credibility with the information they provided. RIMS gave them tools and told them what to think about and consider, and what the ramifications could be, and let them decide for themselves. [52:55] Janice says that it seemed to be a popular series, and it raised RIMS's profile within the general business community and the C-Suite, even in areas that didn't have dedicated risk managers who reported to the C-Suite. It was one of the most important things RIMS did. [53:25] Janice says, then they went to Congress and talked to them about solvency and more. Also, Janice says they kept in touch with Congressional staff between meetings. The key to relationships on the Hill is meeting with aides. Many move from one Congressperson to another. [53:49] You keep up the relationships, and that gives your organization credibility. You're there consistently. Once an aide called and asked her to help define risk management for a piece of legislation. They had no real idea. She helped them craft something reasonable but not onerous. [55:14] Justin brings up the RIMS Annual Legislative Summit. They have a presence on Capitol Hill every year. It's a two-day or two-and-a-half-day event, so members who attend can get onboarded, know their talking points, and know the issues. Janice elaborates on preparation. [56:15] Janice says the Legislative Summit brought a lot of people from local RIMS chapters into the External Affairs Committee. That was a good pipeline. [56:31] Justin says his experience in 2018, for the reauthorization of the National Flood Insurance Program, was everything Janice mentioned. There was a small card with talking points, there was a rehearsal, coaching from professional lobbyists, and industry leadership. [57:10] Justin says it was a great experience. They met with aides, brought maps, and showed flood zones. They had the talking points down, and it was effective. It was one of the best experiences he could have had as a new RIMS staff member. It was excellent. [57:59] Justin remarks that Janice was the right person for the job. Her experience at Jones Lang LaSalle was terrific. Janice was a lifer. She retired in 2018, after 38 years. [58:46] Janice says risk management has certain basic things, but you have to evolve with the times. You can't resist change; you have to look at change as an opportunity. [59:00] If you're a smart risk manager, you're going to lean your company into that opportunity. Janice says, when people were working in her generation of RIMS, it wasn't unusual to spend a career at one or two companies. There was stability. You didn't need to leave to be promoted. [59:26] Janice became a Partner. When they were incorporated, she became an officer. When she ended her career, she was an Executive Vice President and part of the Global Operating Team, which set strategies for all JLL businesses. They reported directly to the Board. [59:51] Janice says risk management had a fairly high profile. New risk officers may not have that opportunity because the business world is demanding that you move every three to five years to get promoted. [1:00:23] Janice says whatever works for you and your organization and helps you move forward is what your personal strategy needs to be. Janice says, not only those who died in the towers, in the Pentagon, and in the field, but those who walked away with scars, visible and invisible. [1:00:40] Justin takes a moment to address and honor everyone who lost their lives during the 9/11/2001 terrorist attacks, on its 25th anniversary. [1:01:04] Janice speaks of the first responders and volunteers who rushed in to help and walked away with lifelong consequences from the materials that they inhaled. [1:01:19] Janice says, We just need to spend a few minutes on 9/12 remembering them and making sure that the relevance and their sacrifices are noted. [1:01:36] Janice, you've given us so much inspiration, and told us what it took for you to be an effective RIMS President. To anyone thinking about pursuing a leadership role at RIMS, starting out now, what advantages do they have to position them for success as a RIMS leader? [1:02:06] Janice says, the most important benefit that exists today, that didn't when I was starting, is technology. Today we do Zoom calls. Getting together and communicating was much more onerous. [1:02:23] It wasn't as easy to get people from across the country together and work collaboratively. We can do that easily now. People are taking advantage of that. They're using social media to spread ideas. [1:02:41] Janice says her generation struggled with social media. She did it because that's what she had to do. You can't stagnate. You've got to move with the changes as they come and figure out how to use those changes to move yourself forward. [1:02:58] What will technology and AI mean to risk management? What will they mean to RIMS? How is RIMS going to use AI? How is RIMS leadership going to use AI to promote what the important basics of risk management are and can be? Those are things you have to consider. [1:03:18] In order to be an effective leader at RIMS, you have to get the absolute support of your organization. You've got to connect those dots. You've got to show how and why your leadership at RIMS is going to benefit your company. [1:03:42] Telling your leadership you're going to a conference is not going to convince them that there's anything important going on. [1:03:56] The way to convince them is to tell them there's a conference. These are the sessions that they're going to have. This is the speaker they will have. That speaker is someone I think will tell me information about how to address this issue. [1:04:13] This session is about an issue that we faced last year. I want to go and see how others are doing with it. The next step is to come back and write a note telling leaders what you learned in that session. Ask, Can I meet with you to talk about these things I think we can implement? [1:04:42] You're showing that you're taking the information you're learning and using it to improve risk management in your company, and more importantly, the business of the business you are working in. [1:05:00] When Janice was President, she would visit a chapter and ask everybody who's in the insurance industry to raise their hands. They would raise their hands. Then she told them, no, you use the products of the insurance industry, but you are your company's representative. [1:05:51] Janice Ochenkowski, thank you so much for all your time and your insight today. It's such a pleasure to meet you face-to-face, and I hope we get to do that in person at a future RIMS event. [1:06:06] Special thanks again to former RIMS President Janice Ochenkowski for joining us here on RIMScast! This was a lot of fun, and there are plenty of great takeaways about TRIA, RIMS, public speaking, and honoring the victims of the 9/11/2001 terrorist attacks. [1:05:26] It was a real pleasure to meet Janice Ochenkowski, one of our most revered leaders. [1:06:30] Plug Time! Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [1:06:48] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [1:07:04] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [1:07:17] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [1:07:29] Practice good risk management, stay safe, and thank you again for your continued support!   Links: Spencer Educational Foundation's 2026 Funding Their Future Gala | Sept. 17, 2026 ChicagoLand Risk Forum | Sept. 24, 2026 RIMS Certification Week: Sept. 21‒24 | Complimentary For All RIMS Western Regional Conference — Oct. 4‒7, 2026 | Seattle, WA | Register Today. RIMS Canada Conference — Oct. 18‒21, 2026 | Quebec City | www.rimscanadaconference.ca | Sponsorship Opportunities Available RIMS ERM Conference 2026 | November 19‒20 in Columbus, Ohio | Registration Now Open! | www.rims.org/ERM2026 RISKWORLD 2027 Registration RIMScast Canada — Episodes Now Live — Watch the new video with Sophie Grégoire Trudeau. The Strategic and Enterprise Risk Center RIMS, the Foundation for Risk Management Spencer Educational Foundation — Scholarships and Grants | Open Calls and Timelines. 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RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Janice Ochenkowski, Former RIMS President   Special introduction by RIMS CEO Gary LaBranche   Production and engineering provided by Podfly.

In this episode, Michael Hassell, FACHE, Chief Executive Officer, Melissa Memorial Hospital, discusses rural healthcare sustainability, expanding specialty services and strengthening ambulance and behavioral health care. He also shares his perspective on revenue cycle management, workforce challenges and advocating for rural hospitals amid evolving healthcare policy.

The Power of Design Podcast - Episode 117 UK-US Professional Licensing | Daniel Parry & Sarah Peeler Professional licensing can determine whether global expertise stays on the sidelines or reaches the projects that need it. In this conversation, Jack Ossa welcomes Daniel Parry, Chief Executive Officer of Civex Consulting Group, and Sarah Peeler, Executive Director of the British American Business Council, Carolinas, to discuss UK US professional reciprocity. They explore talent mobility, progressive infrastructure delivery, cross border partnerships, and the practical hurdles firms must navigate when bringing architects and engineers into a new market. Daniel Parry on LinkedInSarah Peeler on LinkedIn Visit Civex Consulting Group Visit British American Business Council, Carolinas Episode Page

What does it look like to lead the way Jesus did — through the cross, not around it? Host Joy Fea welcomes Rev. Dr. Nicole Massie Martin, President and CEO of Christianity Today, to talk about her book Nailing It: Why Successful Leadership Demands Suffering and Surrender. Together, they explore what people really need from a leader, why perfectionism isn't the same as excellence, how power works for women with and without a title, and why loyalty can quietly become an idol. Nicole also shares what “cruciform leadership” looks like on an ordinary Tuesday, and what she'd tell her twentysomething self about ambition, insecurity, and calling.WHAT YOU WILL LEARNWhy transparency — not just confidence — is what makes a leader trustworthy, and how naming the “turbulence” ahead of time actually builds a team's confidence rather than undermining it.What Nicole's book title actually means: leadership “suffering” isn't suffering for its own sake — it's dying to ego, control, and ambition so that something greater can be resurrected through you.How to recognize when perfectionism, not excellence, is driving your leadership (and your parenting) — and why anything involving other people can never be perfect.The difference between operating with excellence and operating to prove your worth — and why God's approval, not your output, is the more stable foundation.A framework for understanding power beyond your job title: legitimate, expert, informational, referential, and reward power, and how to identify and use whatever power you actually have.How to tell the difference between healthy, Christ-centered loyalty and loyalty that has quietly become an idol — and why toxic leaders are usually surrounded by loyal followers who are afraid to speak up.What women uniquely bring to leadership when they're free to lead from who God made them to be, rather than compensating for who they're told they aren't.What “cruciform leadership” looks like in practice — a daily, repeated act of surrendering your schedule, your meetings, and your outcomes to God rather than white-knuckling your way through them.How Nicole leads a 70-year-old media ministry without becoming captive to its legacy — maintaining Christianity Today's founding mission while letting its expression evolve.Nicole's advice to young leaders on discerning calling: focus on your strengths rather than fixing your weaknesses, and hold your context loosely — your calling is bigger than any one role.ABOUT OUR GUEST Reverend Doctor Nicole Massie Martin was born and educated in Baltimore, Maryland. She graduated magna cum laude from Vanderbilt University with a triple major in Human and Organizational Development, Educational Studies, and French. Dr. Martin received her Master of Divinity from Princeton Theological Seminary and earned a Doctor of Ministry from Gordon-Conwell Theological Seminary.Dr. Martin is the founder and Executive Director of Soulfire International Ministries, which accelerates thriving for pastors, churches, and younger leaders. She has decades of executive leadership experience in the church and Christian non-profits and is currently serving as the President and Chief Executive Officer of Christianity Today. She is also active in her local congregation, Kingdom Fellowship AME Church, in Maryland.Prior to her role at Christianity Today, Dr. Martin has served in a variety of leadership and executive capacities, including as the Senior Vice President of Ministry Impact at the American Bible Society, as Executive Minister at The Park Church, and Assistant Professor of Ministry and Leadership Development at Gordon-Conwell Theological Seminary in Charlotte, NC.Dr. Martin is a gifted writer and author of numerous articles and three books: Made to Lead: Empowering Women for Ministry, Leaning In, Letting Go: A Lenten Devotional, and Nailing It: Why Successful Leadership Demands Suffering and Surrender.  She serves on the executive council of the National Association of Evangelicals, the Board of Trustees at Fuller Theological Seminary, and on the National Advisory Council for the Salvation Army. She is a founding board member of the Center for Christianity and Public Life and has been inducted into the esteemed Board of Preachers at Morehouse College.Dr. Martin is married to her best friend, Dr. Mark Martin, and they have two amazing daughters, Addison and Josephine.Send us Fan MailCONNECT WITH USSubscribe to The UpWords Podcast wherever you listen to podcasts and visit slbf.org/studio to learn more about our work at the intersection of faith, the academy, and the marketplace.This episode was created by the SLBF STUDIO at Upper House.Produced by Daniel Johnson and Dave ConourEdited by Dave Conour

It's YOUR time to #EdUp with ⁠Scott Pulsipher⁠, President, ⁠Western Governors UniversityThis episode, President Series #500, is powered by ⁠⁠⁠Ellucian⁠⁠⁠ -Higher Ed's AI-Enriched Platform!This episode is sponsored by the InsightsEDU 2027 Conference - focused on attracting & retaining the modern learner - where we will be podcasting live from February 23-25 in Phoenix, AZ! Use code EDUP & save $100! Early-bird pricing ends December 15, 2026!This episode is also sponsored by 2026 Arizona Community College Administrators Conference where we will be podcasting live from October 7-9 on the campus of Yavapai College!YOUR cohost is Hunter Davis, Chief Executive Officer, Sophia LearningYOUR host is ⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠How does a president who was President series #1 come back for President series #500 saying we can't evolve into AI, we have to leapfrog because evolving won't be fast enough?Why is higher ed stuck in a replication trap where changing the modality doesn't mean rethinking the entire experience?What makes the GPS model for learning mean Hunter got what he needed, Joe got what he needed & Scott got what he needed but all 3 end at the same destination?Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠● Join YOUR EdUp community at The EdUp ExperienceWe make education YOUR business!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher ed? Well, we have an app for that!Join EdUp Leadership!

In this episode, Albert L. Wright, Jr., President and Chief Executive Officer of West Virginia University Health System, joins the podcast to discuss the 340B program and the role of alternative payment models in shaping healthcare delivery. He also shares insights on keeping communities healthy and strengthening the health system's impact beyond traditional care.

One Big Idea 6 - Driving Purpose-Driven Growth: From Identity Alignment and Cellular Health to Executive ResiliencyIn this episode of One Big Idea, host Josh Elledge connects with Carol Pyke, Dr. Paul Barattiero, Emily Lyman, Stewart Heath, Tanny Diep, and Rachel Apfel Glass to break down the operational strategies required to build enduring brands, optimize human performance, and scale multi-faceted enterprises. Carol Pyke, Keynote Speaker & Workshop Facilitator at Words That Deliver, opens the episode by detailing why executive self-identity serves as an irreplaceable differentiator in an AI-driven economy. Dr. Paul Barattiero, CEO and Founder of LumaNova, then explores the physiological impact of molecular hydrogen on cellular energy and executive performance. Next, Branch & Bramble Founder & CEO Emily Lyman breaks down how direct-to-consumer brands can operationalize empathy to boost customer lifetime value. Stewart Heath, Chief Executive Officer of Harvard Grace Corporation, details the mechanics of syndications and tax-advantaged passive real estate investing. Sway Brows Academy & Studio Founder Tanny Diep introduces the prototyping mindset to help creators convert early action into viable business models. Finally, Gloss Lab and OFICINALE Founder Rachel Apfel Glass closes the episode by sharing the strategic advantages, emotional composure, and risk management strategies of second-time founders.Discovering Your True Identity to Become a Better Leader with Carol PykeIn an era where artificial intelligence can quickly replicate strategic frameworks, generate marketing copy, and automate routine workflows, many corporate leaders struggle to articulate their true value proposition. Personal brand strategist Carol Pyke explains that her "one big idea" addresses this exact challenge: core identity is the ultimate, non-replicable foundation of executive leadership. Drawing from her personal experience of overcoming retrograde amnesia following a stroke, Carol illustrates how professionals frequently mistake temporary external roles, job titles, and career achievements for their actual self-worth. Utilizing her "Mrs. Potato Head" analogy—where the underlying potato represents the unchangeable core and external accessories represent transient professional titles—she challenges leaders to discover who they are before deciding what to execute.To build an unshakeable executive presence that eliminates imposter syndrome, leaders must actively separate their internal identity from external metrics. Carol outlines actionable exercises, such as auditing LinkedIn profiles to remove job-title labels and reframing challenging events by separating raw facts from emotional reactions. By shifting away from short-term public validation and committing to deep self-reflection, executives can lead with absolute authenticity. In a volatile business landscape, establishing a clear, grounded identity enables leaders to make confident, value-aligned decisions that build long-term organizational trust.The Natural Antioxidant Your Body Needs for Energy and Immunity with LumaNova's Dr. Paul BarattieroSustained executive performance, mental clarity, and operational endurance depend heavily on underlying cellular health, yet chronic stress and poor lifestyle habits constantly degrade performance. Dr. Paul Barattiero explains that his "one big idea" centers on the therapeutic role of molecular hydrogen in combating systemic inflammation and oxidative stress. While a healthy colon naturally produces hydrogen gas through anaerobic bacterial activity, over 90% of individuals suffer from gut disruption caused by stress, processed diets, and antibiotics. This breakdown diminishes natural hydrogen production, leading to cellular fatigue, brain fog, and weakened immune function.To counteract these physical bottlenecks, Dr. Paul outlines how restoring molecular hydrogen levels can significantly improve cellular energy production and gut microbiome health. Infusing water with molecular hydrogen and a negative electrical potential mimics a healthy gut ecosystem, providing a selective antioxidant that neutralizes harmful free radicals without disrupting beneficial metabolic processes. For busy founders and high-performing executives, incorporating daily hydrogen therapy helps lower recovery times, sharpen cognitive focus, and protect long-term physical vitality.Building Stronger Direct-to-Consumer Brands Through Empathy and AI with Branch & Bramble's Emily LymanAs automated generative tools flood consumer inboxes and social feeds with generic marketing messages, direct-to-consumer (DTC) brands face a severe crisis of consumer indifference. Marketing strategist Emily Lyman highlights that her "one big idea" redefines empathy: it is not a soft interpersonal skill, but a measurable, business-critical growth strategy. Because human purchasing decisions are driven primarily by emotional connection rather than feature lists, brands that rely solely on automated, spec-heavy copy fail to build lasting customer relationships. By leveraging AI strictly for data research—mining customer reviews, support tickets, and social sentiment for underlying emotional patterns—marketers can uncover what truly resonates with their audience.To operationalize empathy across multi-channel campaigns, brands must establish structured frameworks to research, score, and scale emotional resonance. Emily emphasizes that while AI can efficiently surface data trends, human strategists must interpret those findings to craft authentic, value-driven brand narratives. Reframing product messaging around customer values—such as positioning safety features around protecting family experiences rather than listing technical specifications—dramatically improves conversion rates and long-term retention. Treating empathy as a core marketing discipline enables DTC companies to cut through digital noise and build enduring brand equity.Everything You Need to Know About Syndications and Passive Investing with Harvard Grace Capital's Stewart HeathMany high-earning professionals remain trapped on the corporate treadmill because their financial growth depends entirely on active, earned income that carries heavy tax burdens. Real estate executive Stewart Heath shares his core thesis: passive real estate syndications provide a reliable, tax-advantaged path to replacing working income and building generational wealth. Commercial real estate offers built-in inflation protection, tangible asset backing, and equity multiplication through conservative leverage. Furthermore, pass-through tax benefits like accelerated depreciation allow investors to offset passive distributions, shielding their cash flow from heavy taxation.Achieving true financial independence through passive real estate requires a disciplined approach to sponsor selection and deal structuring. Stewart advises investors to thoroughly vet real estate sponsors by analyzing their historical track records, operational transparency, risk-management protocols, and alignment of interest through preferred return structures. Investors can also utilize self-directed IRAs or 401(k)s to deploy tax-deferred capital into commercial syndications across multiple property types. By focusing on steady cash-flowing assets and reinvesting refinancing proceeds, passive investors can systematically construct a resilient portfolio that delivers predictable, long-term returns.Turning Early Practice into Real Business Opportunities with Sway Brows Academy & Studio's Tanny DiepA common trap for aspiring entrepreneurs and creative professionals is falling into "analysis paralysis"—spending months over-preparing, conducting endless market research, and perfecting products behind closed doors before ever testing them with real customers. Beauty industry educator and business coach Tanny Diep introduces her "one big idea": actionable business clarity does not exist until you launch and test in the real world. Relying on theory or simulated practice creates a false sense of security, whereas immediate real-world deployment provides the critical feedback needed to refine an offering.To convert concepts into viable business opportunities, founders must adopt a lean, prototyping mindset. Tanny encourages entrepreneurs to simplify their initial offerings down to a minimum viable product (MVP), launch quickly to a target audience, and gather direct market feedback. Overcoming perfectionism requires making an offering exist first before attempting to make it perfect. By pairing immediate execution with fast, iterative refinement, business owners build operational resilience, cultivate genuine client confidence, and establish a distinct competitive edge.The Entrepreneurial Comeback That Proves Patience Pays Off with Rachel GlassLaunching a second or serial venture is a fundamentally different experience than building a first company, primarily due to the emotional composure and perspective gained from past setbacks. Serial entrepreneur Rachel Apfel Glass shares her insights as a second-time founder, presenting her "one big idea": sustainable entrepreneurial growth relies on emotional resilience and protective detachment. While first-time founders often view every vendor mistake or operational hiccup as an existential crisis, experienced founders learn to manage emotional swings, anticipate normal operational friction, and approach problems with a calm, solution-oriented mindset.Navigating second-time entrepreneurship successfully requires transforming hard-won lessons into systematic operational playbooks. Rachel highlights how managing founder anxiety involves normalizing daily business challenges and leaning heavily on an established...

In this episode, Amit Rastogi, MD, MHCM, President and Chief Executive Officer of Jupiter Medical Center, joins the podcast to discuss how population growth and rising labor costs are shaping healthcare operations. He also shares insights on leveraging AI solutions to improve productivity, streamline workflows, and help healthcare teams meet growing demand more efficiently.

Jonathan Dower, MS, LPC, ALPS, NCC, CRC, ICAADC, CCS, SAP, Chief Executive Officer at West Virginia Sober Living on advanced degree opportunities at West Virginia Wesleyan College. Bobby Nutter from ICS Tax on the Earned Income Tax credit and other tax issues. 

Watch the show on television by downloading the SuperCrowd.tv Channel app to your Roku or Amazon Fire TV or e360tv channel app to your Roku, LG or Amazon Fire TV. You can also see it on YouTube.Devin: What is your superpower?Jason: I like to think that we are people with big brains and small egos. If we are high-impact, low-ego folks and we keep our eye on the ball, that's a recipe for success no matter what industry you're in.NextGen Scientific is turning an ancient Middle Eastern medicinal plant into a modern platform for cancer drug development and wellness products.In this episode, I spoke with Jason West, co-founder of NextGen Scientific, a PurposeBuilt100™ company recognized for combining growth with measurable impact. Jason explained that the company operates along two related tracks: Hyatt Life Sciences, its dietary supplement business and Genzada Pharmaceuticals, its drug discovery and development company.The common thread is chemistry.Jason described the company's work with Arum palestinum, a plant that grows wild in the Middle East and has long been used there as a tea. That history is what pulled the scientific team in.“What caught our attention was that there are references to the use of this plant as a medicinal plant going all the way back to the 9th century AD,” Jason said. “For 1,100 years, it's been in continuous use.”That kind of longevity raised a serious scientific question for the team: why would people keep using it for more than a millennium if there were no benefit? Jason said NextGen began studying naturally occurring molecules in the plant, ultimately identifying compounds that became the basis for its oncology research.The company now has two lead oncology or oncology-related drug candidates. One is an oral capsule in clinical trials at Virginia Commonwealth University for late-stage prostate cancer, with trials expected in the Netherlands and Sweden. The other is a topical cream aimed at actinic keratosis, a precancerous skin condition with tens of millions of cases annually in the United States.Jason emphasized that the goal is not to replace oncologists but to help them. “We feel like we can be just one more tool in the toolbox of the oncologist, and that's what our ultimate goal is,” he said.Congratulations to NextGen Scientific LLC on ranking #46 on the 2026 PurposeBuilt100™ list! We're proud to recognize the company among America's fastest-growing mission-driven businesses, celebrating the connection between purpose, innovation, and growth. Meet the Class of 2026 — see the full list of winners →What I found especially compelling is the company's dual-path strategy. Drug development can be slow, expensive and risky. By building a supplement business alongside the pharmaceutical pipeline, NextGen has created revenue while continuing the long FDA-focused journey.That strategy emerged organically. In rural Kansas, word spread that the family was working with a tea tied to cancer wellness. People began asking for it. “By the end of the day, I think we were sending about 40 gallons of this tea out a week just to friends and family,” Jason said.NextGen Scientific is currently raising capital through a Regulation D offering for accredited investors, targeting just over $10 million. Jason said proceeds will help accelerate clinical trials, open new trial fronts and support marketing for the supplement business.It is exactly the kind of purpose-built growth story I love to celebrate.tl;dr:Jason West's team is translating an ancient Middle Eastern plant into cancer drugs and supplements.NextGen Scientific pairs Genzada Pharmaceuticals' clinical pipeline with Hyatt Life Sciences' wellness products.Small-town curiosity created unexpected demand, eventually reaching roughly 40 gallons of tea weekly.A Regulation D raise seeks just over $10 million from accredited investors to accelerate trials.Low-ego brilliance helps Jason keep hard conversations focused on data, kindness and learning.How to Develop Low-Ego Brilliance As a SuperpowerJason's superpower is Low-Ego Brilliance. He describes it as being among people with “big brains and small egos.” For Jason, the combination matters because “if we are high-impact, low-ego folks and we keep our eye on the ball, that's a recipe for success no matter what industry you're in.” He connects the idea to persistence, humility and disciplined focus: “You just have to keep on putting one foot in front of the other.” His advice is simple but powerful: “Take the phone call. Always take the phone call.”Jason shared a story about meeting with an exceptionally smart but highly skeptical person who seemed to have little patience for NextGen's science. Rather than taking offense or trying to win a personality contest, Jason and his team stayed calm and redirected the conversation to the data. A meeting scheduled for 15 or 20 minutes stretched to about two hours. By the end, the skeptic had become a friend. Jason summed up the lesson this way: “If you have the data on your side, you don't need to be too big for your britches.”Build teams with big brains and small egos; value impact over status.Keep your eye on the ball, especially when the work is long and difficult.Put one foot in front of the other rather than demanding instant success.When challenged, redirect the conversation to evidence instead of emotion.Be kind to skeptics; you can catch more flies with honey than vinegar.Take the phone call when you can because there is almost always something to learn.Stay curious, not judgmental, especially when you assume a conversation will not matter.By following Jason's example and advice, you can make low-ego brilliance a skill. With practice and effort, you could make it a superpower that enables you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileJason West (he/him):Executive Vice President, NextGen ScientificAbout NextGen Scientific: NextGen Scientific is a biotechnology and life sciences company dedicated to advancing innovative oncology research and developing evidence-based therapeutic solutions. Focused on cancer research, tumor biology, precision therapeutics, and plant-based pharmaceutical and bioactive compounds, the company works to bridge the gap between scientific discovery and real-world healthcare impact. Through translational medicine, preclinical research, intellectual property development, and a disciplined, research-driven approach, NextGen Scientific is building novel, scalable solutions designed to advance the future of cancer care and therapeutic innovation.Operating at the intersection of biotechnology, healthcare innovation, and commercial strategy, NextGen Scientific has developed a dual-entity model that combines biotechnology development with a revenue-generating wellness platform. Alongside its oncology pipeline, the company brings science-backed nutraceutical and metabolic wellness products to market, creating a sustainable engine to support continued research and growth. As NextGen Scientific expands its oncology pipeline, patent portfolio, and commercialization strategy, it remains focused on translating promising science into safe, effective, and impactful health solutions.Website: investinnextgen.comLinkedIn: linkedin.com/company/nextgen-scientificBiographical Information: Jason West is a seasoned executive and entrepreneur with extensive leadership experience across biotechnology, pharmaceuticals, life sciences, chemicals, and business development. He currently serves as Executive Vice President of Genzada Pharmaceuticals and NextGen Scientific, while also serving as Chairman of Geo-Chemicals, LLC and Chief Executive Officer of Hyatt Life Sciences. His career reflects a strong combination of scientific knowledge, legal expertise, and executive leadership, with a focus on building and guiding organizations at the intersection of science, innovation, and commercial growth.Earlier in his career, Jason spent 15 years with Jacam Chemical Company, including more than seven years as President and seven years as Vice President and General Counsel. He holds a Bachelor of Science in Biology from Sterling College, a Juris Doctor from Vermont Law School, and an MBA from Northwestern University's Kellogg School of Management. With experience spanning scientific research, law, corporate leadership, and strategic management, Jason brings a multidisciplinary perspective to advancing innovative businesses and life sciences initiatives.LinkedIn: linkedin.com/in/jason-west-b33b7a163Watch the Impact Stories on BIG Screen!Support Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include PurposeBuilt100™ Winners and supercrowd.tv. Learn more about advertising with us here.Max-Impact Members(We're grateful for every one of these community champions who make this work possible.)Brian Christie, Brainsy | Cameron Neil, Lend For Good | Carol Fineagan, Independent Consultant | Eric Coury, Arthia AI | Joey Hayes, thru | John Berlet, CORE Tax Deeds, LLC. | Justin Starbird, The Aebli Group | Ken Steele, Rotarian | Lory Moore, Lory Moore Law | Marcia Brinton, High Desert Gear | Mark Grimes, Networked Enterprise Development | Mike Babbit | Coledger Solutions | Mike Green, Envirosult | Nick Degnan, Unlimit Ventures | Paul Lovejoy, Stakeholder Enterprise | Pearl Wright, Global Changemaker | Scott Thorpe, Philanthropist | Sharon Samjitsingh, Health Care Originals | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.Join the SuperCrowd Impact League! You can be recognized for making impact investments via Reg CF. See how your activity compares to your peers. It's free. Win valuable prizes. Start now!SuperCrowd Impact Member Networking Session: Impact (and, of course, Max-Impact) Members of the SuperCrowd are invited to a private networking session on September 8th at 8:00 PM ET/5:00 PM PT. Mark your calendar. We'll send private emails to Impact Members with registration details. Upgrade to Impact Membership today!Apply for the Superpowers for Good Live Pitch: Are you raising capital through Regulation Crowdfunding? Apply by September 2 for the September 30 Superpowers for Good Live Pitch. Selected founders pitch free to investors and gain exposure through SuperCrowd.tv, e360tv, social media, and our 10,000-subscriber newsletter. We especially encourage social entrepreneurs, women and underrepresented entrepreneurs to apply.Visit Our Complete Community Event CalendarIf you would like to submit an event for us to share with the 10,000+ changemakers, investors and entrepreneurs who are members of the SuperCrowd, click here.Manage the volume of emails you receive from us by clicking here.We share educational information—not investment advice. Some links may generate compensation. See our full disclosure.We use AI to help us write compelling recaps of each episode. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. Each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions, and more, inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

For episode 768 of the BlockHash Podcast, host Brandon Zemp is joined by Miles Paschini, Chief Executive Officer for FV Bank.FV Bank is a regulated global digital bank and qualified digital asset custodian headquartered in San Juan, Puerto Rico. The financial infrastructure platform serves global fintechs, enterprises, and individual freelancers by vertically integrating traditional banking services with stablecoin infrastructure and secure crypto custody. Operating through API-driven programmable rails, it enables real-time, 24/7/365 cross-border payments, USD accounts, and seamless asset conversions in over 40 currencies. 

Today we had the pleasure of hosting Todd Abbott, Chief Executive Officer of Tamboran Resources, and Dick Stoneburner, Chairman of Tamboran's Board, for a conversation recorded on location in Daly Waters, Northern Territory, Australia, a town of roughly 55 people. Tamboran holds approximately 2.8 million net acres across the Beetaloo Basin, and Todd estimates the basin contains roughly 200 Tcf of recoverable gas, enough to support 5 to 6 Bcf per day for a century. The company is dual-listed on the Australian Securities Exchange and the New York Stock Exchange. We recorded on Tuesday morning Australia time this week as part of the company's first gas celebration at the Shenandoah 2 pad. In our conversation, Todd explains why a resource of this scale and duration is unique globally, in a region with rising demand and declining domestic supply, and in a country that has supplied LNG to Asia since 1989. He describes the Northern Territory as the most supportive regulatory regime he has worked with, including Texas, with a high bar on standards paired with real support in clearing them. We explore Tamboran's various strategic partnerships, including Liberty Energy, Helmerich & Payne, and Baker Hughes, all of which are investors in the company. We also discuss INPEX's recent farm-in to the Daly Waters joint venture. Todd covers the company's cost structure in the field and also discusses gas prices which are roughly three times U.S. levels. As we wrapped up with Todd, we touch on the growing inbound interest from multinationals to Asian gas utilities, and his view that timing, not geology, is the biggest uncertainty he cannot control. A theme throughout the discussion with Todd was his comparison of this new shale development to others he has seen in his 25-year career. Dick then takes us under the hood on the subsurface. At roughly 1.4 billion years old, the Beetaloo is the oldest petroleum system in the world, deposited when only a single life form existed, leaving 150 meters of continuous thermogenic shale from that one organism type. He describes petrophysical characteristics most comparable to the Marcellus and superior to it in many areas, and early well behavior that appears genuinely different, including one well on incline at the tail end of a 90-day test with no surface changes. He also walks us through how Tamboran found the over pressured areas, moving 60 miles south into the deepest part of the basin. We close with well spacing at Shenandoah 2, the beneficial use of gas allowance that lets Tamboran produce ahead of a formal production license, and the milestones Dick is watching, principally the first real decline curves and the testing of additional landing zones. Dick has been involved with the company since 2014 and, as a result, offers a phenomenal historical perspective. Mike Bradley opened the discussion by noting that Treasury yields moved higher across the curve this week, with the 10-year Treasury yield rising to 4.8% and the 30-year Treasury yield exceeding 5.25%. The increase in yields was driven primarily by Federal Reserve Chairman Kevin Warsh's more hawkish tone at last week's Jackson Hole Economic Symposium, which prompted investors to scale back expectations for future interest rate cuts. Turning to the broader equity market, he highlighted that the S&P 500 declined ~1% this week, pressured by higher oil prices and rising bond yields. With second-quarter earnings season largely in the rearview mirror, investor attention is increasingly shifting toward the September 16 FOMC meeting and the upcoming U.S. midterm elections. Turning to oil markets, WTI crude oil prices increased ~$6/bbl (to ~$90/bbl) this week amid renewed conflict between the U.S. and Iran. Mike noted that the biggest development in the oil market this week was the announcement of a 65-billion-barrel oil agreement between the U.S. and Venezuela. Turning to natural gas, European prices continued to move higher this week, reaching ~$25/MMBtu (up over 165% year-to-date). The primary driver remains concern over whether European storage inventories can be replenished to "minimum" required levels before the start of the winter heating season in November. The energy sector advanced ~3% this week, supported primarily by stronger crude oil prices. Mike noted that M&A and strategic deals were a major theme across the energy and electricity complex, with four significant deals/transactions announced this week: SLB's acquisition of Kelvion for ~$4.0 billion; ONEOK's acquisition of Brazos Midstream for ~$4.4 billion; Comstock Resources' $1.65 billion cash transaction with SOCAR; and Fervo Energy's 396-megawatt power purchase agreement (PPA) with Google. Mark Castiglione also joined the conversation, and with the help of Albert De La Portilla, he will be spending roughly a week in the Beetaloo basin understanding all the aspects of the play. The Tamboran team could not have been better hosts, and we sincerely appreciate this opportunity.