Podcasts about Chief operating officer

In this episode of the Second in Command Podcast, guest host Sivana Brewer sits down with Dr. Melonie Boone, Chief Operating Officer of Edesia Nutrition, a Rhode Island–based nonprofit on a mission to end childhood malnutrition worldwide.Dr. Boone shares her inspiring journey from corporate HR and executive consulting to joining a purpose-driven organization where every product saves lives. She opens up about leaving her consulting career to relocate her family and help Edesia scale globally while staying rooted in its humanitarian mission.Together, Sivana and Melonie explore what it means to lead in a business where the stakes are life and death, balancing operational excellence with empathy, trust, and resilience. From creating healthy CEO-COO dynamics to rebuilding confidence after crisis, she offers grounded advice for leaders who want to make impact and results coexist.Timestamped Highlights[00:02:31] – Dr. Boone explains Edesia Nutrition's mission to eradicate malnutrition and how each box of product saves a child's life.[00:04:29] – The personal loss that inspired her to pursue work with deeper purpose.[00:06:27] – How consulting for Edesia's CEO turned into a full-time COO opportunity.[00:08:09] – Combining her lifelong drive to lead with her mother's legacy of service.[00:10:14] – What challenges she was first hired to solve and how her HR and strategy background helped.[00:13:13] – Transitioning from consultant to COO and setting early “ground rules” for success.[00:15:00] – Dividing responsibilities with the founder and managing blurred lines gracefully.[00:16:20] – Facing two major business disruptions in her first six months on the job.[00:18:47] – Learning to adapt her leadership style during crises and rebuild trust.[00:20:18] – The power of transparency and “fighting together” with the CEO.[00:22:29] – How her four academic degrees shaped her approach to leadership.[00:24:08] – The lesson behind “anyone can show the numbers, but what do they mean?”[00:26:05] – Knowing which “Melonie” to bring into each meeting—coach, operator, or psychologist.[00:27:28] – How she keeps the pulse across 14 departments with weekly updates and morale checks.[00:31:29] – Using technology and HRIS tools to streamline communication and one-on-ones.[00:34:18] – Building cross-functional buy-in before making any system change.[00:36:50] – Tracking team morale and staying intentionally visible to every shift.[00:38:42] – Leading with authenticity as an introvert in a people-driven culture.[00:41:26] – Creating connection and fun through culture rituals, bingo, and bagel Tuesdays.[00:44:43] – What's ahead: a 100,000 sq ft expansion, global growth, and personal goals for joy and balance.[00:47:00] – Her advice for aspiring COOs, current operators, and CEOs hiring their “number two.”Resources & MentionsEdesia Nutrition Plumpy'Nut® – Edesia's flagship product saving children worldwideChildren Can't Wait Campaign – Donate HEROic Leadership by Dr. Melonie BoonePaycor HRIS – Tool for one-on-ones, performance, and team engagementAbout the GuestDr. Melonie Boone is the Chief Operating Officer of Edesia Nutrition, a global...

Hosts Steve Dennis and Michael LeBlanc welcome David Lafitte, President and CEO of Tecovas, the fast-growing Austin-based brand bringing cowboy culture to modern consumers. Lafitte's career journey—from corporate attorney to Chief Operating Officer at Deckers Brands (home of UGG and Hoka) and now to retail leadership at Tecovas—is a masterclass in reinvention and focus.Under Lafitte's leadership, Tecovas has evolved from a digitally native boot maker to a fast growing premium lifestyle brand built on two pillars: crafted quality and radical hospitality. In this conversation, he explains how every store—now more than 50 across the U.S.—delivers a warm, elevated customer experience complete with in-store bars, personalization services, and knowledgable personalized service. The company's blend of authenticity and approachability has earned it cult-brand status while driving remarkable growth.Lafitte also shares insights into Tecovas' expansion strategy, including its move into New York's Soho district. He describes the flagship store as both a retail hub and a powerful brand ambassador that introduces western style to new audiences—without compromising the brand's roots. The discussion dives into Tecovas' measured foray into wholesale partnerships with Nordstrom and its expanding apparel lines, from denim to performance shirts, that extend the brand's head-to-toe lifestyle appeal.Lafitte reflects on the importance of leadership focus, empowering teams, and maintaining clarity amid growth. His advice for emerging retail leaders: prioritize what matters most, say no to distractions, and foster cultures of accountability and trust.The hosts balance the conversation with this week's retail headlines: the Supreme Court's debate over Trump-era tariffs, Allbirds' ongoing “Wobbly Unicorn Corner” status and strong results from luxury icons Ralph Lauren and Tapestry amid broader industry struggles. They close with insights on Amazon's automation ambitions, Andy Jassy's bold predictions for the future of eCommerce, and holiday retail forecasts signaling a slower but steady season. SPECIAL OFFER for our listeners! SAVE 20% on registration for the all new Shoptalk Luxe event in Abu Dhabi January 27-29.For more info go to https://luxe.shoptalk.com/page/get-ticket and then register using our special code : RRLUXE20 About UsSteve Dennis is a strategic advisor and keynote speaker focused on growth and innovation, who has also been named one of the world's top retail influencers. He is the bestselling authro of two books: Leaders Leap: Transforming Your Company at the Speed of Disruption and Remarkable Retail: How To Win & Keep Customers in the Age of Disruption. Steve regularly shares his insights in his role as a Forbes senior retail contributor and on social media.Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Marketing conference with leaders from Walmart & Google. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fourth year in a row, Thinkers 360 has named him on of the Top 50 global thought leaders in retail, RTIH has named him a top 100 global though leader in retail technology and Coresight Research has named Michael a Retail AI Influencer. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

On this episode of Animal Spirits: Talk Your Book, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Michael Batnick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ben Carlson⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ are joined by Jonathan Shelon, Chief Operating Officer at KraneShares to discuss: the AI opportunity set, how to invest in private companies in an ETF, the differences between now and the dot-com bubble and the Kraneshares Artificial Intelligence & Technology ETF. Find complete show notes on our blogs... Ben Carlson's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠A Wealth of Common Sense⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Michael Batnick's ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Irrelevant Investor⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Feel free to shoot us an email at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠animalspirits@thecompoundnews.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ with any feedback, questions, recommendations, or ideas for future topics of conversation. Check out the latest in financial blogger fashion at The Compound shop: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://idontshop.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Ben Carlson are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Where do you think you are on the wealth ladder? Just starting out and struggling to save? Sitting on six figures and wondering what's next? Or maybe you've hit a financial milestone—but it doesn't feel as life-changing as you expected.Today's episode is all about understanding what changes—and what should change—as you move up the financial ladder.My guest is Nick Maggiulli, author of The Wealth Ladder, a new book that introduces a six-level framework for wealth building and financial strategy. We dive into the key questions we all face on the journey to financial independence:How do you break out of Level 1 when you're living paycheck to paycheck?Is a side hustle actually worth your time—or just another distraction?And how should your mindset and money strategy evolve as your net worth grows?Plus, we explore his 0.01% spending rule and 1% earning rule—two powerful benchmarks to help you spend smarter and pursue income opportunities that truly move the needle.More about Nick: He is the Chief Operating Officer and a data scientist at Ritholtz Wealth Management. He's also the author of the blog Of Dollars and Data and the books Just Keep Buying and The Wealth Ladder. Hosted on Acast. See acast.com/privacy for more information.

In this episode of Stimulating Brains, we sit down with Dr. Eyal Zadicario, Chief Operating Officer at Insightec, to explore the remarkable evolution of focused ultrasound – from its experimental origins to its transformative role in functional neurosurgery today.Dr. Zadicario shares insights from over two decades at the forefront of innovation, reflecting on the challenges of translating breakthroughs from academia to industry, designing clinician-friendly systems that prioritize the patient experience, and overcoming skepticism toward disruptive technologies.Together, we revisit key milestones – from the first MRgFUS based thalamotomy in 2008 and early applications in breast cancer, to the expanding frontiers of neuromodulation. Looking ahead, we discuss the exciting possibilities of blood brain barrier opening, the acoustic neurosurgical suite, and even brain mapping through focused sound.Tune in for a fascinating conversation on how precision acoustics are reshaping the landscape of brain therapy and beyond.

Today's show features: Tully Williams, Parts & Service Director at The Niello Company Colin Speer, Director of Sales at Sonic Tools USA Frank Knox, Chief Operating Officer of AutoAcquire AI This episode is brought to you by: CR Stream – Put the power of multiple auctions in your hand! CR Stream multi-lists your inventory to OVE, SmartAuction, and Copart simultaneously. Capture vehicle photos, damage, details and pricing start to finish in under 10 minutes with the CR Stream iPhone and Android mobile apps. Pay only $150 sell fee when you vehicles sells at auction! visit ⁠https://crstream.com/⁠ to learn more. CDG Circles – A modern peer group for auto dealers. Private dealer chats. Real insights — confidential, compliant, no travel required. Visit ⁠https://cdgcircles.com/⁠ to learn more. Car Dealership Guy is back with our second annual NADA Party—happening in Las Vegas on Thursday, February 5th. It's the hottest ticket at NADA 2026. Spots are limited and unfortunately we can't invite everyone —so RSVP today at ⁠https://carguymedia.com/cdglive⁠ and we hope to see you in Vegas! — Check out Car Dealership Guy's stuff: CDG News ➤ ⁠https://news.dealershipguy.com/⁠ CDG Jobs ➤ ⁠https://jobs.dealershipguy.com/⁠ CDG Recruiting ➤ ⁠https://www.cdgrecruiting.com/⁠ My Socials: X ➤ ⁠https://www.twitter.com/GuyDealership⁠ Instagram ➤⁠ https://www.instagram.com/cardealershipguy/⁠ TikTok ➤ ⁠https://www.tiktok.com/@guydealership⁠ LinkedIn ➤ ⁠https://www.linkedin.com/company/cardealershipguy/⁠ Threads ➤ ⁠https://www.threads.net/@cardealershipguy⁠ Facebook ➤ ⁠https://www.facebook.com/profile.php?id=100077402857683⁠ Everything else ➤ ⁠dealershipguy.com

In this episode, Steve sits down with Jockey President and Chief Operating Officer, Mark Fedyk.Recorded live at the brand-new Kenosha Innovation Neighborhood, this episode delivers an inspiring look at how one of Wisconsin's long standing brands continues to innovate like a startup.Mark breaks down how Jockey defines innovation—not just as a process, but as a mindset woven into its nearly 150-year DNA. From “routine” updates to “disruptive” and even radical innovation, the company keeps close to its customers through data, insights, and an enduring human touch.We also learn that through connection to community, legacy and innovation can coexist. The conversation is both humorous yet insightful, exploring how a heritage brand stays fresh, relevant, and ready for what's next.Experience Milwaukee is presented by Habush Habush & Rottier, VISIT Milwaukee, the Milwaukee Admirals, nvisia, Summerfest, and Crescent 9 THC Seltzers and our official beer partner is New Barons Brewing Cooperative.Thanks for listening.Love you, Milwaukee.

On this episode, host Adam Russo welcomes Gene Rodgers, COO for 90 Degree Benefits, a company that is humanizing healthcare by providing plans that increase savings without sacrificing high-quality care. Gene shares insights on how members become consumers of healthcare by providing tools and information to make informed decisions about their care. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio”. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

Father Arokia Dass David, pastor of St. Mary of the Assumption Parish in Park City and St. Lawrence Mission in Heber City discusses his new position, Park City Councilmember Tana Toly recaps Thursday's council meeting and Brandi Connolly, PCCF board member and Live PC Give PC Task Force co-chair, Deirdre Walsh, Chief Operating Officer of Park City Mountain, and Rebecca Blanchette, PCCF Member Services Manager, discuss Live PC Give PC.

Far too many investors seek out advice and chase ROI without realizing how much bias and hidden costs are influencing their decisions. Pay-to-play is very common in the mastermind space, but there is one community that has a different set of rules.I've been a member of many mastermind groups over the years, and that's why I want to highlight what sets the Lifestyle Investor communities apart from the rest. What started as a handful of friends talking shop and sharing deals over a glass of wine has become one of the fastest-growing investment communities in the world.Today, I'm joined by Ryan Casey, Chief Operating Officer of The Lifestyle Investor, to pull back the curtain on how our communities have evolved into a global ecosystem with world-class due diligence, exclusive deal flow, and unforgettable live event experiences around the world.You'll hear how we've redefined the way people build wealth. From eliminating bias in investing and spending upwards of $300k/year on vetting and due diligence, to creating programs like our Foundations group for young adults, the Open Community for new investors, and even a financial literacy book for kids.Whether you're just starting your wealth journey or scaling into financial freedom, this episode shows how to build a life designed around freedom, purpose, and the people you love.In this episode, you'll learn: 1.) How we've built an investment ecosystem that is the opposite of a “pay-to-play” group and helps our members avoid costly mistakes with industry leading experts and strategies.2.) The difference between our four communities—Lifestyle Investor, Tribe of Investors, Foundations, and the Open Community—and how to know which one's right for you.3.) How we're empowering families to build wealth across generations through mentorship, education, and actionable investment frameworks.Show Notes: LifestyleInvestor.com/263Tax Strategy MasterclassIf you're interested in learning more about Tax Strategy and how YOU can apply 28 of the best, most effective strategies right away, check out our BRAND NEW Tax Strategy Masterclass: www.lifestyleinvestor.com/taxStrategy Session For a limited time, my team is hosting free, personalized consultation calls to learn more about your goals and determine which of our courses or masterminds will get you to the next level. To book your free session, visit LifestyleInvestor.com/consultationThe Lifestyle Investor InsiderJoin The Lifestyle Investor Insider, our brand new AI - curated newsletter - FREE for all podcast listeners for a limited time: www.lifestyleinvestor.com/insiderRate & ReviewIf you enjoyed today's episode of The Lifestyle Investor, hit the subscribe button on Apple Podcasts, Spotify, or wherever you listen, so future episodes are automatically downloaded directly to your device. You can also help by providing an honest rating & review.Connect with Justin DonaldFacebookYouTubeInstagramLinkedInTwitterSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

Diving into the LED display upgrades for the Charlotte Knights, Justin and Matt are joined by Dan Rajkowski, Executive Vice President, Chief Operating Officer, and Chris Poindexter, Director of Game Presentation and Production. They give the inside story for getting a new display system for the 2025 baseball season including the installation timeline, system capabilities and using Show Control with Camino. They even describe how they customized the production as the season went along.   Links: News Release: https://www.daktronics.com/news/charlotte-knights-revamp-digital-display-experience-with-daktronics  Charlotte Knights Website: https://www.milb.com/charlotte-knights  Camino Webpage: https://www.daktronics.com/en-us/products/software-and-controllers/show-control/products/camino       

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

November 6, 2025 ~ Adnan Munkarah, M.D., Board Chair, Henry Ford Health + Michigan State University Health Sciences; and President, Clinical Enterprise & Chief Physician Executive, Henry Ford Health and Denise Brooks Williams, Executive Vice President and Chief Operating Officer, Henry Ford Health join Paul W Smith live from Henry Ford Hospital. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this Freedom Friday, we had Chris Baker join us to share his testimony and how God led him to start a tattoo ministry, INK 180, that serves those who have been branded through sex trafficking and gang life. Chris is the founder of INK180, and through his work at the ministry, he won the 2022 FBI Director's Award for Community Service. Additionally, he has an award-winning documentary that has been featured on TLN. Then we had Reverend Stefano Fehr join us to discuss what’s currently happening in Lebanon as the End Times approach. He also shared information about the campaign with the Bread of Life Bakery, which serves the blind and disabled in Lebanon. Rev. Stefano is the President of Call of Hope, a ministry among Muslims that has been in operation for over 120 years. He is also the Chief Operating Officer of Evangelical Karmel Mission in Schornforf, Germany. You can listen to the highlights of today's program on the Karl and Crew Showcast. If you're looking to listen to a particular segment from the show, look at the following time stamps: Chris Baker Interview [05:37 ] Rev. Stefano Fehr Interview [28:38 ] Karl and Crew airs live weekday mornings from 5-9 a.m. Central Time. Click this link for ways to listen in your area! https://www.moodyradio.org/ways-to-listen/Donate to Moody Radio: http://moodyradio.org/donateto/morningshowSee omnystudio.com/listener for privacy information.

When it comes to serious illness, early detection can be the difference between a difficult battle and a manageable path forward. But what if advanced diagnostics didn't require a referral, radiation, or even a reason to feel sick? In this episode of Med Tech Gurus, we sit down with Mike Wernli, Chief Operating Officer at Craft Health, to explore how they're flipping the script on traditional healthcare. With AI-enhanced full-body MRI scans, Craft Health is delivering hospital-grade insights in under 30 minutes—without contrast or complexity. But the technology is only part of the story. Mike opens up about the mindset shift required to empower patients to take control of their health before symptoms appear. He shares how Craft is combining clinical excellence with retail-like access, building a culture that thrives on purpose, and engaging communities in ways that truly matter. Whether you're an innovator in preventive care, a startup leader navigating consumer health, or someone passionate about shifting care upstream—this conversation offers both inspiration and a playbook.

Yariv Ben-Ari, partner and co-chair of Herrick's Real Estate Hospitality group, is joined by Evan Weiss, Chief Operating Officer and Principal at LW Hospitality Advisors, one of the industry's most respected voices in hotel valuation and capital markets to discuss the complex matrix used in hotel valuations. Together, they take a deep dive into how hotels are really appraised — from the fundamentals every investor should understand, to the complex valuation dynamics driving deals, refinancing, and investment decisions in 2025. Evan walks listeners through a true “Hotel Appraisal 101,” then breaks down how valuation approaches differ between the U.S. and Europe, where inflation, brand value and investor behavior tell two very different stories. Owners, lenders and asset managers will get you a sharper understanding on what their hotel is really worth and why.Music by Michelangelo Sosnowitz

What does Pakistan's shift to a fully Islamic financial system by 2028 mean for financial institutions? We explore the impact of the FSC's ruling and State Bank reforms, offering strategic insights into regulatory transformation, market leadership, and new opportunities in financial inclusion and the Islamic economy. We hear from industry leaders on how to position for success in a changing landscape.Moderator:Dr Irum Saba, Director of the Centre for Excellence in Islamic Finance, Institute of Business AdministrationPanelists:Azeem Pirani, Chief Operating Officer and Executive Director, EFU Life AssuranceMuhammad Faisal Shaikh, Head, Shariah Compliance and Advisory, Faysal BankShauzab Ali, Principal Project Officer, Asian Development BankSyed Tanveer Hussain, Group Executive and SEVP - Corporate, Commercial and Investment Banking, Meezan Bank

 When the work that once defined you no longer fits, what comes next?In this heartfelt conversation, strategist and executive coach Kelsi Kriitmaa, PhD joins Melissa to explore what it means to embody change, especially for those in the social-impact and humanitarian worlds. Together, they talk about:Living your values through different seasons of life and careerThe difference between having to pivot and wanting toHow to reframe a “career gap” into a story of growthFinding community and accountability when work feels uncertainWhy sustainable leadership matters more than ever in 2025Whether you're navigating a career transition, feeling unmoored by sector-wide changes, or simply wondering what's next, this episode reminds you: you're allowed to change, and you don't have to do it alone.Today's GuestKelsi Kriitmaa, PhD is a strategic advisor, executive coach, and former Chief Operating Officer who helps social-impact leaders and organizations work, lead, and grow, sustainably. After more than ten years living and working across humanitarian emergencies in Africa, the Middle East, and Asia, she moved to Geneva and joined the leadership of a social-impact consulting firm, later serving as COO. With 20+ years spanning multilateral institutions, non-profits, foundations, CSR teams, and mission-driven companies, Kelsi blends sharp strategy with a human-centered lens. She supports leaders and teams on organizational strategy and transitions, and coaches mid- to senior-level professionals and consultants on values-aligned careers and portfolio paths. Kelsi holds a BA in Psychology, an MPH, a PhD in Epidemiology, a CSR certificate, and accredited coaching credentials. She's been featured in Forbes, Devex, and The Bloom.You'll LearnHow to test the question: Do I have to pivot, or do I want to?A values-first way to navigate career seasons (and why “having it all” is a myth of timing).The “panic → pause → plan” sequence for layoffs and funding shocks.How to reframe résumé gaps with honesty, clarity, and credibility.Why portfolio careers (multiple revenue streams, multiple identities) are rising in social impact.A simple Top-10 targeting method for focused job search.How to network without feeling salesy, and why “give before you get” works.Accountability pods and co-working rhythms that create momentum.Sustainable leadership trends: psychological safety, realistic workloads, and localized decision-making.First steps if consulting might be for you (and signs it isn't).Key Quotes by Kelsi “We're not one identity. We're allowed to change, and our careers should change with us.” “Change doesn't mean starting over; it means realigning.” “Quality over quantity: ten intentional targets beat a hundred blind applications.”Resources & MentionsKelsi's website: https://www.kriitmaa.com/ Kelsi's take on LinkedIn: The good, bad and ugly: https://www.youtube.com/Kelsi's Group Coaching Programs (including wait list for January 2026 programs): https://www.kriitmaa.com/group-coaching  Devex: https://www.devex.com/ The Bloom: https://readtobloom.com/ Dr. Rebecca Dempster, trained on Internal Family Systems (IFS) - https://resileo.net/   “The Power Pause: How to Plan a Career Break After Kids—and Come Back Stronger Than Ever” by Neha Ruch - link“Toxic Grit: How to Have It All and (Actually) Love What You Have” by Amanda Goetz - linkShow Editor Ziada Abeid is a communications consultant with over a decade of experience spanning media relations, PR, marketing, fundraising, and digital media strategy. She specializes in crafting compelling narratives and data-driven campaigns that amplify brand visibility and engagement. To learn more, visit: linkedin.com/in/ziadaabeid

In this episode of the Second in Command Podcast, guest host Sivana Brewer sits down with Daniel Quinonez, Chief Operating Officer of the Plumbing-Heating-Cooling Contractors Association (PHCC) — one of the oldest trade associations in the United States, founded nearly 140 years ago.Daniel shares how this long-standing organization is transforming to meet the modern era while honoring its heritage. From training apprentices who go on to run multimillion-dollar companies, to integrating AI and new tech tools into the trades, the PHCC is proving that innovation and tradition can coexist.He also opens up about leadership lessons from his own journey, from mopping floors at his father's bar to leading a national $30M organization, and how his personal mantra, “Be nice,” has shaped his management style, his culture, and his success.If you lead a legacy business, manage a growing team, or want to understand how blue-collar industries are embracing technology, this episode offers both inspiration and strategy.Timestamped Highlights[00:01:00] – The PHCC's 140-year history and why plumbing is a pillar of public health.[00:02:40] – How the industry came together to standardize clean water systems in the 1920s.[00:03:44] – What PHCC offers its members today: education, licensing, and community.[00:05:08] – From one truck to $10M: stories of self-made contractors in the trades.[00:06:14] – Why nearly every successful owner started as a hands-on apprentice.[00:08:00] – How AI is transforming the trades and why it's an ally, not a threat.[00:09:34] – Changing perceptions: convincing parents that the trades are a smart career path.[00:10:39] – The rise of entrepreneurship and financial freedom in plumbing and HVAC.[00:11:42] – Daniel's own career path from government and lobbying to COO.[00:13:57] – Becoming the first COO in PHCC's 140-year history.[00:15:25] – Helping a century-old organization modernize its operations and systems.[00:17:03] – Growing membership and education as PHCC's two strategic pillars.[00:18:55] – The PHCC Online Academy: 15,000 students and counting.[00:21:00] – The challenge of evolving legacy culture and systems in long-standing institutions.[00:22:30] – Why more contractors are creating COO roles for succession planning.[00:25:17] – Family businesses, private equity, and the changing face of ownership.[00:27:56] – Daniel's leadership mantra: “Be nice.”[00:33:38] – Balancing kindness with accountability and setting measurable goals.[00:35:00] – Building buy-in and bringing staff along during organizational change.[00:39:00] – Teaching business finance and leadership to new COOs in the trades.[00:43:36] – Daniel's excitement for PHCC Connect 2024 and the next generation of apprentices.Resources & MentionsPHCC – Plumbing-Heating-Cooling Contractors AssociationPHCC Academy – Online education and apprenticeship trainingQuality Service Contractors (PHCC Program) – Business coaching for contractorsFederated Insurance – PHCC partner for business succession planningSkillsUSA & WorldSkills Competitions – Annual events supporting young tradespeopleAbout the GuestDaniel Quinonez is...

Key Takeaways from This EpisodeMost solo lawyers are happy.The ALPS survey found that 3 out of 4 solo attorneys feel satisfied in their work. That's much higher than lawyers in big or mid-size firms.Control matters more than money.Many lawyers leave larger firms because they want control over their schedule, clients, and workload—not just a big paycheck.Debt shapes career choices.Law school debt pushes a lot of people into jobs they didn't plan for. Over time, that can lead to burnout or regret.Less stress when you focus.Solos who pick one or two practice areas do better and even pay lower malpractice insurance. The more you “dabble,” the more risk you take on.Solo life doesn't mean lonely life.Many solos stay connected through Facebook groups, Slack channels, and local bar groups. Support is there—you just need to reach out.Health and vacation matter.Most solos in the survey rated their health as good or great, and many take real time off each year. When you take care of yourself, you do better work.Technology made going solo easier.You don't need a big office anymore. Tools like Clio and virtual offices make it possible to start a practice with low costs.More lawyers will keep going solo.About 76% of solos plan to stay that way. They like the freedom, the clients they serve, and the work they're building for themselves.The big message:You don't need to stay in a job that drains you. You can build a practice that fits your life—and still be a great lawyer.ALPS INSURANCE REPORT FINDS SOLO LAW FIRMS BUCKING THE LAWYER WELL-BEING CRISIS TRENDWhile solo practitioners make up 49% of private practice lawyers in the U.S., relatively little research or attention has focused specifically on America's solo community. At the end of 2024, ALPS endeavored to establish benchmark data about solo attorneys and their respective professional satisfaction to determine how this subset of the nation's legal workforce was faring. The findings, released in the 2025 Solo Attorney Well-Being Trends Report, were surprising. To download the report, visit: https://www.alpsinsurance.com/2025-solo-well-being-report Podcast Guest: Chris Newbold, Chief Operating Officer, ALPS InsuranceEmail Address: cnewbold@alpsinsurance.comWebsite: https://www.alpsinsurance.com/Blog: https://www.alpsinsurance.com/blogCLE Catalog: https://www.alpsinsurance.com/cleFacebook: https://www.facebook.com/alpscorporation/Instagram: https://www.instagram.com/alpsinsurance/LinkedIn: https://www.linkedin.com/groups/3966272/YouTube: https://www.youtube.com/ALPSCorporation

Daniel Lambert, Bohemians' Chief Operating Officer, discusses the redevelopment of Dalymount Park in Phibsboro, home of Bohemians football club.

Episode Info Amy Antczak, COO of GreenieRE, brings nearly two decades of experience working in the legal and insurance industries to her role as Chief Operating Officer for GreenieRE. In her previous leadership positions at Energetic Capital, CNA, and AIG, Amy leveraged her law degree to manage complex financial lines claims, professional liability cases, and corporate litigation. Episode Background: Amy Antczak is the Co-Founder and COO of GreenieRe, a pioneering reinsurance company focused on supporting the renewable energy sector. Recorded live at ITC Vegas 2025, this conversation delves into the challenges and opportunities within the insurance industry as it adapts to the growing demand for renewable energy solutions. Key Discussion Points: Introduction to GreenieRe: Amy shares her journey from a legal background and extensive experience in the insurance industry to co-founding GreenieRe. GreenieRe's mission is to remove bottleneck risks that hinder the deployment of decarbonization infrastructure. Challenges in Renewable Energy Insurance: The episode explores the lack of capacity in the insurance market for renewable energy projects and how GreenieRe is addressing this gap. Amy discusses the importance of making renewable energy projects more bankable and financeable. Innovative Solutions: GreenieRe's approach to providing surety bonds for renewable energy projects and the launch of their own surety bond program. The role of reinsurance in supporting primary insurers and enabling them to cover renewable energy risks. Future Outlook: Amy emphasizes the potential of insurance as a force for good in combating climate change and the need for collaboration across the industry. The episode concludes with a call to action for the insurance industry to embrace innovative solutions and work together to support the transition to renewable energy. Conclusion: This episode provides a compelling look at how the insurance industry can play a pivotal role in the transition to renewable energy. Amy Antczak's insights highlight the importance of innovation and collaboration in overcoming the challenges faced by the sector. Whether you're an insurance professional or interested in the future of renewable energy, this episode offers valuable perspectives on the evolving landscape of insurance. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

KI, Bauklötze und der lange Weg vom leeren Board zur eigenen Lösung: Akshay Kothari, Co-Founder von Notion, erzählt, wie Software vom Flickenteppich zum kreativen Werkzeug wird. Aus LEGO wird eine Plattform, die Komplexität bündelt und Menschen zum Gestalten befähigt – getragen von Community, radikalem Design und der Beharrlichkeit, Systeme ganz neu zu denken. Was bleibt, ist der Stolz der Erschaffer:innen und die Frage, wie weit uns der nächste KI-Sprung wirklich trägt. Du erfährst... …wie Notion als flexible Plattform die Arbeitswelt revolutioniert. …warum Design und Kreativität bei Notion im Mittelpunkt stehen. …wie AI bei Notion die Produktivität auf ein neues Level hebt. __________________________ ||||| PERSONEN |||||

Read the full shownotes and transcript on our site: growyourcreditunion.com Want to learn more about SBS CyberSecurity and TRAC? Watch this video or visit SBSCyber.com Credit unions often wait until CEOs announce retirement to figure out compensation packages, creating situations where merger deals become the path to executive payouts instead of succession planning. The industry that preaches long-term thinking for members sometimes forgets to apply that same logic to leadership transitions, and the consequences show up in merger statistics and talent gaps. In this episode of Grow Your Credit Union, host Joshua Barclay and co-host Becky Reed welcome back Nolan Waltman, EVP and Chief Operating Officer at First Service Credit Union, to explore: How rate cuts create refinancing opportunities and operational nightmares.  Why compensation structures trap credit unions between rewarding past leaders and attracting future ones.  Whether rising operating costs signal something more serious than inflation. A huge thanks to our sponsor, SBS CyberSecurity SBS CyberSecurity partners with hundreds of credit unions across the U.S. to deliver tailored cybersecurity solutions that go beyond compliance. We understand the unique challenges credit unions face — limited resources, evolving threats, and increasing regulatory pressure. Our team speaks your language and knows your examiners.    

Mitsui Lunch-Time Forum CLXXVII: Dana Zeller is a financial services operations leader with a track record of modernizing complex organizations, building high-performing teams, and driving measurable growth. She has helped global and regional banks streamline processes, embrace automation, and deliver better client experiences while navigating highly regulated environments. Dana has held senior leadership roles at institutions like Morgan Stanley, Citizens Bank, and Bank Leumi USA. She is currently the Chief Operating Officer at BHI, a full service commercial bank based in New York. Dana is passionate about mentoring and community leadership, serving on the UJA Professional Women's Board and supporting initiatives that expand access to education, opportunity, and legal services in New York City. She is a graduate of Emory University where she received a B.A. in Economics/Math, and of the Zicklin School of Business at Baruch College, where she received an M.S. in Statistics.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Azizza Dorsey, Chief Operating Officer, APMG. She discusses the rapid expansion of the ASC market, the impact of technology and private equity, and why aligning goals and embracing digital transformation are key to long-term success.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Azizza Dorsey, Chief Operating Officer, APMG. She discusses the rapid expansion of the ASC market, the impact of technology and private equity, and why aligning goals and embracing digital transformation are key to long-term success.

This episode recorded live at Becker's 31st Annual The Business and Operations of ASCs features Azizza Dorsey, Chief Operating Officer, APMG. She discusses the rapid expansion of the ASC market, the impact of technology and private equity, and why aligning goals and embracing digital transformation are key to long-term success.

#WatchNow | In this episode of The Core Report Weekend Edition, Financial Journalist Govindraj Ethiraj speaks with Shriram Subramanian, Founder & Managing Director of InGovern Research Services, and Hetal Dalal, President & Chief Operating Officer of Institutional Investor Advisory Services India Limited (IIAS).They unpack the growing tensions and leadership struggle inside Tata Trusts, which control 66 percent of Tata Sons — the powerful holding company behind India's most iconic brands: Tata Motors, Tata Steel, Titan, TCS, and Indian Hotels.The conversation explores how a dispute among trustees has exposed deeper questions about governance, control, and succession within the Tata Group, one of the world's most respected business empires. What does this mean for investors, the markets, and the future of India Inc?Key themes discussed:1) The internal power struggle at Tata Trusts and its impact on Tata Sons2) The legacy of Ratan Tata and the leadership role of Noel Tata3) The Shapoorji Pallonji Group's 18% stake and the ongoing exit impasse4) How governance, family ties, and capital allocation collide in corporate India5) Lessons for succession planning and trust governance across family-run businessesThis deep-dive conversation goes beyond the headlines — revealing how ego, structure, and legacy shape billion-dollar decisions in Indian boardrooms.If you follow business news, corporate governance, leadership, or the Indian economy, this episode offers crucial insights into the forces reshaping India's biggest business empire.

You can find the full transcript of this conversation at www.statecraft.pub.The likely next mayor of New York City is Zohran Mamdani, if polling is anywhere close to being correct. Much of the conversation has revolved around the day-to-day administration of City Hall. If Mamdani wins, does he have what it takes to run the city's government?Today's guest is still active in NYC political life, and it was clear I would not get an answer to that particular question. Instead, I took this opportunity to investigate how City Hall actually runs, and how the past three mayors have structured their administrations. But if you read between the lines, you can treat this conversation as a guide about what has worked in New York's governance over the last 20 years, and the likely stumbling blocks for an ambitious new administration.Maria Torres-Springer moved to New York City a week before 9/11, and spent most of the following 20 years in city government — first as a top appointee in the Bloomberg administration, then in several high-powered roles under Bill de Blasio, and eventually as second-in-command for Eric Adams. Her most recent role was as first deputy mayor: functionally the Chief Operating Officer of New York City. Torres-Springer resigned in February 2025 (she was not implicated in the overlapping Eric Adams corruption scandals).To put it lightly, Torres-Springer has fans. In November 2024, City & State New York wrote a cover story titled, “The Vibe at City Hall is Thank God for Maria Torres-Springer.” It quotes political figures from the far left, center left, and right, calling Torres-Springer “a phenomenal leader,” “a very classy, charismatic, knowledgeable individual,” and, “a serial overachiever in a good way.” When Adams appointed her as first deputy mayor, he said, “She has the ability of landing the plane.”Torres-Springer is widely described as one of the most effective political operators in New York City, and she's been linked in media stories as a potential official in the next mayoral administration (although she recently took a role as President of the Revson Foundation, a NYC-based philanthropic organization). She's maybe the best possible guest to talk about steering City Hall.Given constraints on what Torres-Springer could discuss, I wanted to get into two big topics. One is process. What does it take to run City Hall? How have different mayors done it differently? The other is outcomes. Torres-Springer was one of the champions of City of Yes, the Adams-backed initiative to build 500,000 new housing units in the city over the next 10 years. I wanted to better understand City of Yes, what she's most excited about, what didn't make the cut, and how it all came together politically.We discuss:* What it takes to succeed working for three very different mayors* How Bloomberg, de Blasio, and Adams governed differently* How to work effectively under constant pressure* The political coalitions that made City of Yes possible* Why it takes over a year to turn over a NYCHA apartment* How to fix the plumbing of government* What the next mayor should prioritize to keep New York thrivingThanks to Harry Fletcher-Wood, Eamonn Ives, and Katerina Barton for their judicious audio and transcript edits for length and clarity. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.statecraft.pub

What does it take to keep a family business thriving for generations? In this episode of Unstoppable Mindset, I talk with Jan Southern, a seasoned business advisor who helps family-owned companies build long-term success through structure, trust, and clarity. We explore why so many family firms lose their way by the third generation—and what can be done right now to change that story. Jan shares how documenting processes, empowering people, and aligning goals can turn complexity into confidence. We unpack her “Three Ps” framework—People, Process, and Product—and discuss how strong leadership, accountability, and smart AI adoption keep growth steady and sustainable. If you've ever wondered what separates businesses that fade from those that flourish, this conversation will show you how to turn structure into freedom and process into legacy. Highlights: 00:10 – Why unexpected stories reveal how real businesses grow. 01:39 – How early life in Liberal, Kansas shaped a strong work ethic. 07:51 – What a 10,000 sq ft HQ build-out teaches about operations. 09:35 – How a trading floor was rebuilt in 36 hours and why speed matters. 11:21 – Why acquisitions fail without tribal knowledge and culture continuity. 13:19 – What Ferguson Alliance does for mid-market family businesses. 14:08 – Why many family firms don't make it to the third generation. 17:33 – How the 3 Ps—people, process, product—create durable growth. 20:49 – Why empowerment and clear decision rights prevent costly delays. 33:02 – The step-by-step process mapping approach that builds buy-in. 36:41 – Who should sponsor change and how to align managers. 49:36 – Why process docs and succession planning start on day one. 56:21 – Realistic timelines: six weeks to ninety days and beyond. 58:19 – How referrals expand projects across departments. About the Guest: With over 40 years of experience in the realm of business optimization and cost-effective strategies, Jan is a seasoned professional dedicated to revolutionizing company efficiency. From collaborating with large corporations encompassing over 1,000 employees to small 2-person offices, Jan's expertise lies in meticulously analyzing financials, processes, policies and procedures to drive enhanced performance. Since joining Ferguson Alliance in 2024, Jan has become a Certified Exit Planning Advisor and is currently in the process of certification in Artificial Intelligence Consulting and Implementation, adding to her ability to quickly provide businesses with an assessment and tools that will enhance their prosperity in today's competitive landscape. Jan's forte lies in crafting solutions that align with each client's vision, bolstering their bottom line and staffing dynamics. Adept in setting policies that align with company objectives, Jan is renowned for transforming challenges into opportunities for growth and longevity. With a knack for unraveling inefficiencies and analyzing net income, Jan is a go-to expert for family-owned businesses looking to extend their legacy into future generations. Ways to connect with Jan: Email address : Jan@Ferguson-Alliance.com Phone: 713 851 2229 LinkedIn: linkedin.com/in/jansouthern cepa Website: https://ferguson alliance.com About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet. But the neat thing about it is we don't usually deal with inclusion or diversity. We deal with everything, but that because people come on this podcast to tell their own stories, and that's what we get to do today with Jan southern not necessarily anything profound about inclusion or diversity, but certainly the unexpected. And I'm sure we're going to figure out how that happens and what's unexpected about whatever I got to tell you. Before we started, we were just sitting here telling a few puns back and forth. Oh, well, we could always do that, Jan, well, welcome to unstoppable mindset. We're glad you're here. Thank you so much. Glad to be here. Any puns before we start?   Jan Southern ** 02:09 No, I think we've had enough of those. I think we did it   Michael Hingson ** 02:11 in, huh? Yes. Well, cool. Well, I want to thank you for being here. Jan has been very actively involved in a lot of things dealing with business and helping people and companies of all sizes, companies of all sizes. I don't know about people of all sizes, but companies of all sizes in terms of becoming more effective and being well, I'll just use the term resilient, but we'll get into that. But right now, let's talk about the early Jan. Tell us about Jan growing up and all that sort of stuff that's always fun to start with.   Jan Southern ** 02:50 Yes, I grew up in Liberal Kansas, which is a small town just north of the Oklahoma border and a little bit east of New Mexico kind of down in that little Four Corners area. And I grew up in the time when we could leave our house in the morning on the weekends and come home just before dusk at night, and our parents didn't panic, you know. So it was a good it was a good time growing up. I i lived right across the street from the junior high and high school, so I had a hugely long walk to work, I mean,   Michael Hingson ** 03:28 to school,   Jan Southern ** 03:30 yeah, and so, you know, was a, was a cheerleader in high school, and went to college, then at Oklahoma State, and graduated from there, and here I am in the work world. I've been working since I was about 20 years old, and I'd hate to tell you how many years that's been.   Michael Hingson ** 03:51 You can if you want. I won't tell   03:55 nobody will know.   Michael Hingson ** 03:57 Good point. Well, I know it's been a long time I read your bio, so I know, but that's okay. Well, so when you What did you major in in college psychology? Ah, okay. And did you find a bachelor's degree or just bachelor's   Jan Southern ** 04:16 I did not. I got an Mrs. Degree and had two wonderful children and grew up, they've grown up and to become very fine young men with kids of their own. So I have four grandchildren and one great grandchild, so   Michael Hingson ** 04:33 Wowie Zowie, yeah, that's pretty cool. So when you left college after graduating, what did you do?   Jan Southern ** 04:40 I first went to work in a bank. My ex husband was in pharmacy school at Oklahoma, State University of Oklahoma, and so I went to work in a bank. I was the working wife while he went to pharmacy school. And went to work in a bank, and years later, became a bank consultant. So we we lived in Norman, Oklahoma until he was out of school and and as I began having children during our marriage, I went to work for a pediatrician, which was very convenient when you're trying to take care of kids when they're young.   Michael Hingson ** 05:23 Yeah, and what did you What did you do for a pediatrician?   Jan Southern ** 05:27 I was, I was her receptionist, and typed medical charts, so I learned a lot about medicine. Was very she was head of of pediatrics at a local hospital, and also taught at the university. And so I got a great education and health and well being of kids. It was, it was a great job.   Michael Hingson ** 05:51 My my sister in law had her first child while still in high school, and ended up having to go to work. She went to work for Kaiser Permanente as a medical transcriber, but she really worked her way up. She went to college, got a nursing degree, and so on, and she became a nurse. And eventually, when she Well, she didn't retire, but her last job on the medical side was she managed seven wards, and also had been very involved in the critical care unit. Was a nurse in the CCU for a number of years. Then she was tasked. She went to the profit making side of Kaiser, as it were, and she was tasked with bringing paperless charts into Kaiser. She was the nurse involved in the team that did that. So she came a long way from being a medical transcriber.   Jan Southern ** 06:51 Well, she came a long way from being a single mom in high school. That's a great story of success.   Michael Hingson ** 06:56 Well, and she wasn't totally a single mom. She she and the guy did marry, but eventually they they did divorce because he wasn't as committed as he should be to one person, if it were,   Speaker 1 ** 07:10 that's a familiar story. And he also drank and eventually died of cirrhosis of the liver. Oh, that's too bad. Yeah, that's always sad, but, you know, but, but she coped, and her her kids cope. So it works out okay. So you went to work for a pediatrician, and then what did you do?   Jan Southern ** 07:31 Well, after my husband, after he graduated, was transferred to Dallas, and I went to work for a company gardener, Denver company at the time, they've been since purchased by another company. And was because of my experience in banking prior to the pediatrician, I went to work in their corporate cash management division, and I really enjoyed that I was in their corporate cash management for their worldwide division, and was there for about four years, and really enjoyed it. One of my most exciting things was they were moving their headquarters from Quincy, Illinois down to Dallas. And so I had been hired. But since they were not yet in Dallas, I worked with a gentleman who was in charge of putting together their corporate offices. And so we made all the arrangements. As far as we had a got a 10,000 square foot blank space when we started. And our job was to get every desk, every chair, every pen and pencil. And so when somebody moved from Quincy, Illinois, they moved in and they had their desk all set up. Their cuticles were cubicles were ready to go and and they were they could hit the ground running day one, so that,   Michael Hingson ** 09:02 so you, you clearly really got into dealing with organization, I would would say, then, wouldn't, didn't you?   Jan Southern ** 09:11 Yes, yes, that was my, probably my first exposure to to the corporate world and learning exactly how things could be more efficient, more cost effective. And I really enjoyed working for that company.   Michael Hingson ** 09:30 I remember, after September 11, we worked to provide the technology that we were selling, but we provided technology to Wall Street firms so they could recover their data and get set up again to be able to open the stock exchange and all the trading floors on the 17th of September. So the next Monday. And it was amazing, one of the companies was, I think it was Morgan Stanley. Finally and they had to go find new office space, because their office space in the World Trade Center was, needless to say, gone. They found a building in Jersey City that had a floor, they said, about the size of a football field, and from Friday night to Sunday afternoon, they said it took about 36 hours. They brought in computers, including IBM, taking computers from some of their own people, and just bringing them into to Morgan Stanley and other things, including some of the technology that we provided. And within 36 hours, they had completely reconstructed a trading floor. That's amazing. It was, it was absolutely amazing to see that. And you know, for everyone, it was pretty crazy, but Wall Street opened on the 17th and and continued to survive.   Jan Southern ** 10:57 That's a great story.   Michael Hingson ** 10:59 So what did you do? So you did this, this work with the 10,000 square foot space and other things like that. And then what?   Jan Southern ** 11:08 Well, once, once everyone moved into the space in Dallas. Then I began my work in their in their corporate cash management area. And from there, my next job was working in a bank when my my husband, then was transferred back to Tulsa, Oklahoma, and I went back to work in banking. And from that bank, I was there about three to four years, and I was hired then by John Floyd as a as a consultant for banks and credit unions, and I was with that company for 42 years. My gosh, I know that's unusual these days, but I really enjoyed what I did. We did re engineering work and cost effectiveness and banks and credit unions for those 42 years. And so that was where I really cut my teeth on process improvement and continuous improvement, and still in that industry. But their company was bought by a an equity firm. And of course, when that happens, they like to make changes and and bring in their own folks. So those of us who had been there since day one were no longer there.   Michael Hingson ** 12:26 When did that happen?   Jan Southern ** 12:27 That was in 2022   Michael Hingson ** 12:32 so it's interesting that companies do that they always want to bring in their own people. And at least from my perspective, it seems to me that they forget that they lose all the tribal knowledge that people who have been working there have that made the company successful   Jan Southern ** 12:51 Absolutely. So I guess they're still doing well, and they've done well for themselves afterwards, and but, you know, they do, they lose all the knowledge, they lose all of the continuity with the clients. And it's sad that they do that, but that's very, very common.   Michael Hingson ** 13:13 Yeah, I know I worked for a company that was bought by Xerox, and all the company wanted was our technology. All Xerox wanted was the technology. And they lost all of the knowledge that all the people with sales experience and other kinds of experiences brought, because they terminated all of us when the company was fully in the Xerox realm of influence.   Jan Southern ** 13:39 So you know what I went through? Yeah.   Michael Hingson ** 13:42 Well, what did you do after you left that company? After you left John Floyd,   Jan Southern ** 13:47 I left John Floyd, I was under a I was under a non compete, so I kind of knocked around for a couple of years. I was of age where I could have retired, but I wasn't ready to. So then I found Ferguson Alliance, and I'm now a business advisor for family owned businesses, and so I've been with Ferguson just over a year, and doing the same type of work that I did before. In addition to that, I have become a certified Exit Planning advisor, so that I can do that type of work as well. So that's that's my story in a nutshell. As far as employment,   Michael Hingson ** 14:26 what is Ferguson Alliance?   Jan Southern ** 14:29 Ferguson Alliance, we are business advisors for family owned businesses. And the perception is that a family owned business is going to be a small business, but there are over 500,000 family owned businesses in the United States. Our market is the middle market, from maybe 50 employees up to 1000 20 million in revenues, up to, you know, the sky's the limit, and so we do. Do a lot of work as far as whatever can help a family owned business become more prosperous and survive into future generations. It's a sad statistic that most family owned businesses don't survive into the third generation.   Michael Hingson ** 15:16 Why is that?   Jan Southern ** 15:19 I think because they the first the first generation works themselves, their fingers to the bone to get their their business off the ground, and they get successful, and their offspring often enjoy, if you will, the fruits of the labors of their parents and so many of them, once they've gone to college, they don't have an interest in joining the firm, and so they go on and succeed on their own. And then their children, of course, follow the same course from from their work. And so that's really, I think, the primary reason, and also the the founders of the businesses have a tendency to let that happen, I think. And so our coaching programs try to avoid that and help them to bring in the second and third generations so that they can, you know, they can carry on a legacy of their parents or the founders.   Michael Hingson ** 16:28 So what do you do, and what kinds of initiatives do you take to extend the longevity of a family owned business then,   Jan Southern ** 16:39 well, the first thing is that that Rob, who's our founder of our family owned business, does a lot of executive coaching and helps the helps the people who are within the business, be it the founder or being at their second or third generations, and he'll help with coaching them as to how to, hey, get past the family dynamics. Everybody has their own business dynamics. And then you add on top of that, the family dynamics, in addition to just the normal everyday succession of a business. And so we help them to go through those types of challenges, if you will. They're not always a challenge, but sometimes, if there are challenges, Rob's coaching will take them through that and help them to develop a succession plan that also includes a document that says that that governance plan as to how their family business will be governed, in addition to just a simple succession plan, and my role in a lot of that is to make sure that their business is ready to prosper too. You know that their their assessment of as far as whether they're profitable, whether they are their processes are in place, etc, but one of the primary things that we do is to help them make certain that that if they don't want to survive into future generations, that we help them to prepare to either pass it along to a family member or pass it along to someone who's a non family member, right?   Michael Hingson ** 18:34 So I've heard you mentioned the 3p that are involved in extending longevity. Tell me about that. What are the three P's?   Jan Southern ** 18:41 Well, the first p is your people. You know, if you don't take care of your people, be they family members or non family members, then you're not going to be very successful. So making certain that you have a system in place, have a culture in place that takes care of your people. To us, is very key. Once you make sure that your people are in a culture of continuous improvement and have good, solid foundation. In that regard, you need to make sure that your processes are good. That's the second P that that you have to have your processes all documented, that you've authorized your people to make decisions that they don't always have to go to somebody else. If you're a person in the company and you recognize that something's broken, then you need to have empowerment so that your people can make decisions and not always have to get permission from someone else to make certain that those processes continuously are approved improved. That's how to you. Could have became so successful is they installed a product. They called it, I say, a product. They installed a culture. They called it kaizen. And so Kaizen was simply just continuous improvement, where, if you were doing a process and you ask yourself, why did I do it this way? Isn't there a better way? Then, you know, you're empowered to find a better way and to make sure that that that you can make that decision, as long as it fits in with the culture of the company. Then the third P is product. You know, you've got to have a product that people want. I know that you've seen a lot of companies fail because they're pushing a product that nobody wants. And so you make certain that your products are good, your products are good, high quality, and that you can deliver them in the way that you promise. And so those are really the 3p I'd like to go back to process and just kind of one of the things, as you know, we had some horrendous flooding here in Texas recently, and one of the things that happened during that, and not that it was a cause of it, but just one of the things that exacerbated the situation, is someone called to say, Please, we need help. There's flooding going on. It was one of their first responders had recognized that there was a tragic situation unfolding, and when he called into their system to give alerts, someone says, Well, I'm going to have to get approval from my supervisor, with the approval didn't come in time. So what's behind that? We don't know, but that's just a critical point as to why you should empower your people to make decisions when, when it's necessary.   Michael Hingson ** 21:56 I'm sure, in its own way, there was some of that with all the big fires out here in California back in January, although part of the problem with those is that aircraft couldn't fly for 36 hours because the winds were so heavy that there was just no way that the aircraft could fly. But you got to wonder along the way, since they are talking about the fact that the electric companies Southern California, Edison had a fair amount to do with probably a lot a number of the fires igniting and so on, one can only wonder what might have happened if somebody had made different decisions to better prepare and do things like coating the wires so that if they touch, they wouldn't spark and so on that they didn't do. And, you know, I don't know, but one can only wonder.   Jan Southern ** 22:53 It's hard to know, you know, and in our situation, would it have made any difference had that person been able to make a decision on her own? Yeah, I was moving so rapidly, it might not have made any any difference at all, but you just have to wonder, like you said,   Michael Hingson ** 23:10 yeah, there's no way to, at this point, really know and understand, but nevertheless, it is hopefully something that people learn about for the future, I heard that they're now starting to coat wires, and so hopefully that will prevent a lot, prevent a lot of the sparking and so on. I'd always thought about they ought to put everything underground, but coating wire. If they can do that and do it effectively, would probably work as well. And that's, I would think, a lot cheaper than trying to put the whole power grid underground.   Jan Southern ** 23:51 I would think so we did when I was with my prior company. We did a project where they were burying, they were putting everything underground, and Burlington Vermont, and it was incredible what it takes to do that. I mean, you just, we on the outside, just don't realize, you know, there's a room that's like 10 by six underground that carries all of their equipment and things necessary to do that. And I never realized how, how costly and how difficult it was to bury everything. We just have the impression that, well, they just bury this stuff underground, and that's all. That's all it takes. But it's a huge, huge undertaking in order to do that   Michael Hingson ** 24:36 well. And it's not just the equipment, it's all the wires, and that's hundreds and of miles and 1000s of miles of cable that has to be buried underground, and that gets to be a real challenge.   Jan Southern ** 24:47 Oh, exactly, exactly. So another story about cables. We were working in West Texas one time on a project, and we're watching them stretch the. Wiring. They were doing some internet provisioning for West Texas, which was woefully short on in that regard, and they were stringing the wire using helicopters. It was fascinating, and the only reason we saw that is it was along the roadways when we were traveling from West Texas, back into San Antonio, where flights were coming in and out of so that was interesting to watch.   Michael Hingson ** 25:28 Yeah, yeah. People get pretty creative. Well, you know, thinking back a little bit, John Floyd must have been doing something right to keep you around for 42 years.   Jan Southern ** 25:40 Yes, they did. They were a fabulous country company and still going strong. I think he opened in 1981 it's called advantage. Now, it's not John Floyd, but Right, that was a family owned business. That's where I got to cut my teeth on the dynamics of a family owned business and how they should work and how and his niece is one of the people that's still with the company. Whether, now that they're owned by someone else, whether she'll be able to remain as they go into different elements, is, is another question. But yeah, they were, they were great.   Michael Hingson ** 26:20 How many companies, going back to the things we were talking about earlier, how many companies when they're when they buy out another company, or they're bought out by another company, how many of those companies generally do succeed and continue to grow? Do you have any statistics, or do more tend not to than do? Or   Jan Southern ** 26:40 I think that more tend to survive. They tend to survive, though, with a different culture, I guess you would say they they don't retain the culture that they had before. I don't have any firm statistics on that, because we don't really deal with that that much, but I don't they tend to survive with it, with a the culture of the newer company, if they fold them in, yeah.   Michael Hingson ** 27:15 Well, and the reality is to be fair, evolution always takes place. So the John Floyd and say, 2022 wasn't the same as the John Floyd company in 1981   Jan Southern ** 27:31 not at all. No, exactly, not at all.   Michael Hingson ** 27:34 So it did evolve, and it did grow. And so hopefully, when that company was absorbed elsewhere and with other companies, they they do something to continue to be successful, and I but I think that's good. I know that with Xerox, when it bought Kurzweil, who I worked for, they were also growing a lot and so on. The only thing is that their stock started to drop. I think that there were a number of things. They became less visionary, I think is probably the best way to put it, and they had more competition from other companies developing and providing copiers and other things like that. But they just became less visionary. And so the result was that they didn't grow as much as probably they should have.   Jan Southern ** 28:28 I think that happens a lot. Sometimes, if you don't have a culture of continuous improvement and continuous innovation, which maybe they didn't, I'm not that familiar with how they move forward, then you get left behind. You know, I'm I'm in the process right now, becoming certified in artificial intelligent in my old age. And the point that's made, not by the company necessarily that I'm studying with, but by many others, is there's going to be two different kinds of companies in the future. There's going to be those who have adopted AI and those who used to be in business. And I think that's probably fair.   Michael Hingson ** 29:13 I think it is. And I also we talked with a person on this podcast about a year ago, or not quite a year ago, but, but he said, AI will not replace anyone's jobs. People will replace people's jobs with AI, but they shouldn't. They shouldn't eliminate anyone from the workforce. And we ended up having this discussion about autonomous vehicles. And the example that he gave is, right now we have companies that are shippers, and they drive product across the country, and what will happen to the drivers when the driving process becomes autonomous and you have self driving vehicles, driving. Across country. And his point was, what they should do, what people should consider doing is not eliminating the drivers, but while the machine is doing the driving, find and give additional or other tasks to the drivers to do so they can continue to be contributors and become more efficient and help the company become more efficient, because now you've got people to do other things than what they were used to doing, but there are other things that AI won't be able to do. And I thought that was pretty fascinating,   Jan Southern ** 30:34 exactly. Well, my my nephew is a long haul truck driver. He owns a company, and you know, nothing the AI will never be able to observe everything that's going on around the trucking and and you know, there's also the some of the things that that driver can do is those observations, plus they're Going to need people who are going to program those trucks as they are making their way across the country, and so I'm totally in agreement with what your friend said, or your you know, your guests had to say that many other things,   Michael Hingson ** 31:15 yeah, and it isn't necessarily even relating to driving, but there are certainly other things that they could be doing to continue to be efficient and effective, and no matter how good the autonomous driving capabilities are, it only takes that one time when for whatever reason, the intelligence can't do it, that it's good To have a driver available to to to to help. And I do believe that we're going to see the time when autonomous vehicles will be able to do a great job, and they will be able to observe most of all that stuff that goes on around them. But there's going to be that one time and that that happens. I mean, even with drivers in a vehicle, there's that one time when maybe something happens and a driver can't continue. So what happens? Well, the vehicle crashes, or there's another person to take over. That's why we have at least two pilots and airplanes and so on. So right, exactly aspects of it,   Jan Southern ** 32:21 I think so I can remember when I was in grade school, they showed us a film as to what someone's vision of the country was, and part of that was autonomous driving, you know. And so it was, it was interesting that we're living in a time where we're beginning to see that, yeah,   Michael Hingson ** 32:41 we're on the cusp, and it's going to come. It's not going to happen overnight, but it will happen, and we're going to find that vehicles will be able to drive themselves. But there's still much more to it than that, and we shouldn't be in too big of a hurry, although some so called profit making. People may decide that's not true, to their eventual chagrin, but we shouldn't be too quick to replace people with technology totally   Jan Southern ** 33:14 Exactly. We have cars in I think it's Domino's Pizza. I'm not sure which pizza company, but they have autonomous cars driving, and they're cooking the pizza in the back oven of the car while, you know, while it's driving to your location, yeah, but there's somebody in the car who gets out of the car and brings the pizza to my door.   Michael Hingson ** 33:41 There's been some discussion about having drones fly the pizza to you. Well, you know, we'll see,   Jan Southern ** 33:50 right? We'll see how that goes. Yeah,   Michael Hingson ** 33:53 I haven't heard that. That one is really, pardon the pun, flown well yet. But, you know, we'll see. So when you start a process, improvement process program, what are some of the first steps that you initiate to bring that about? Well, the first   Jan Southern ** 34:11 thing that we do, once we've got agreement with their leadership, then we have a meeting with the people who will be involved, who will be impacted, and we tell them all about what's happening, what's going to happen, and make certain that they're in full understanding. And you know, the first thing that you ever hear when you're saying that you're going to be doing a re engineering or process improvement is they think, Oh, you're just going to come in and tell me to reduce my staff, and that's the way I'm going to be more successful. We don't look at it that way at all. We look at it in that you need to be right. Have your staff being the right size, and so in in many cases, in my past. I we've added staff. We've told them, you're under staffed, but the first thing we do is hold that meeting, make certain that they're all in agreement with what's going to happen, explain to them how it's going to happen, and then the next step is that once management has decided who our counterparts will be within the company. Who's going to be working with us to introduce us to their staff members is we sit down with their staff members and we ask them questions. You know, what do you do? How do you do it? What do you Did someone bring it to you. Are you second in line or next in line for some task? And then once you finish with it, what happens to it? Do you give someone else? Is a report produced? Etc. And so once we've answered all of those questions, we do a little a mapping of the process. And once you map that process, then you take it back to the people who actually perform the process, and you ask them, Did I get this right? I heard you say, this? Is this a true depiction of what's happening? And so we make sure that they don't do four steps. And they told us steps number one and three, so that then, once we've mapped that out, that gives us an idea of two of how can things be combined? Can they be combined? Should you be doing what you're doing here? Is there a more efficient or cost effective way of doing it? And we make our recommendations based on that for each process that we're reviewing. Sometimes there's one or two good processes in an area that we're looking at. Sometimes there are hundreds. And so that's that's the basic process. And then once they've said yes, that is correct, then we make our recommendations. We take it back to their management, and hopefully they will include the people who actually are performing the actions. And we make our recommendations to make changes if, if, if it's correct, maybe they don't need to make any changes. Maybe everything is is very, very perfect the way it is. But in most cases, they brought us in because it's not and they've recognized it's not. So then once they've said, yes, we want to do this, then we help them to implement.   Michael Hingson ** 37:44 Who usually starts this process, that is, who brings you in?   Jan Southern ** 37:48 Generally, it is going to be, depending upon the size of the company, but in most cases, it's going to be the CEO. Sometimes it's the Chief Operating Officer. Sometimes in a very large company, it may be a department manager, you know, someone who has the authority to bring us in. But generally, I would say that probably 90% of our projects, it's at the C   Michael Hingson ** 38:19 level office. So then, based on everything that you're you're discussing, probably that also means that there has to be some time taken to convince management below the CEO or CEO or a department head. You've got to convince the rest of management that this is going to be a good thing and that you have their best interest at heart.   Jan Southern ** 38:43 That is correct, and that's primarily the reason that we have for our initial meeting. We ask whoever is the contract signer to attend that meeting and be a part of the discussion to help to ward off any objections, and then to really bring these people along if they are objecting. And for that very reason, even though they may still be objecting, we involve them in the implementation, so an implementation of a of a recommendation has to improve, has to include the validation. So we don't do the work, but we sit alongside the people who are doing the implementation and guide them through the process, and then it's really up to them to report back. Is it working as intended? If it's not, what needs to be changed, what might improve, what we thought would be a good recommendation, and we work with them to make certain that everything works for them. Right? And by the end of that, if they've been the tester, they've been the one who's approved steps along the way, we generally find that they're on board because they're the it's now. They're now the owners of the process. And when they have ownership on something that they've implemented. It's amazing how much more resilient they they think that the process becomes, and now it's their process and not ours.   Michael Hingson ** 40:32 Do you find most often that when you're working with a number of people in a company that most of them realize that there need to be some changes, or something needs to be improved to make the whole company work better. Or do you find sometimes there's just great resistance, and people say no, there's just no way anything is bad.   Jan Southern ** 40:53 Here we find that 90% of the time, and I'm just pulling that percentage out of the air, I would say they know, they know it needs to be changed. And the ones typically, not always, but typically, the ones where you find the greatest resistance are the ones who know it's broken, but they just don't want to change. You know, there are some people who don't want to change no matter what, or they feel threatened that. They feel like that a new and improved process might take their place. You know, might replace them. And that's typically not the case. It's typically not the case at all, that they're not replaced by it. Their process is improved, and they find that they can be much more productive. But the the ones who are like I call them the great resistors, usually don't survive the process either. They are. They generally let themselves go,   Michael Hingson ** 42:01 if you will, more ego than working for the company.   Jan Southern ** 42:05 Yes, exactly, you know, it's kind of like my mom, you know, and it they own the process as it was. We used to laugh and call this person Louise, you know, Louise has said, Well, we've always done it that way. You know, that's probably the best reason 20 years in not to continue to do it same way.   Michael Hingson ** 42:34 We talked earlier about John Floyd and evolution. And that makes perfect sense. Exactly what's one of the most important things that you have to do to prepare to become involved in preparing for a process, improvement project? I think   Jan Southern ** 42:52 the most important thing there's two very important things. One is to understand their culture, to know how their culture is today, so that you know kind of which direction you need to take them, if they're not in a continuous improvement environment, then you need to lead them in that direction if they're already there and they just don't understand what needs to be done. There's two different scenarios, but the first thing you need to do is understand the culture. The second thing that you need to do, other than the culture, is understand their their business. You need to know what they do. Of course, you can't know from the outside how they do it, but you need to know that, for instance, if it's an we're working with a company that cleans oil tanks and removes toxins and foul lines from oil and gas industry. And so if you don't understand at all what they do, it's hard to help them through the processes that they need to go through. And so just learning, in general, what their technology, what their business is about. If you walk in there and haven't done that, you're just blowing smoke. In my mind, you know, I do a lot of research on the technologies that they use, or their company in general. I look at their website, I you know, look at their LinkedIn, their social media and so. And then we request information from them in advance of doing a project, so that we know what their org structure looks like. And I think those things are critical before you walk in the door to really understand their business in general.   Michael Hingson ** 44:53 Yeah, and that, by doing that, you also tend to. To gain a lot of credibility, because you come in and demonstrate that you do understand what they're doing, and people respond well to that, I would think   Jan Southern ** 45:10 they do. You know, one of our most interesting projects in my past was the electric company that I mentioned. There was an electric company in Burlington, Vermont that did their own electric generation. We've never looked at anything like that. We're a bank consultant, and so we learned all about how they generated energy with wood chips and the, you know, the different things. And, you know, there were many days that I was out watching the wood chips fall out of a train and into their buckets, where they then transferred them to a yard where they moved the stuff around all the time. So, you know, it was, it's very interesting what you learn along the way. But I had done my homework, and I knew kind of what they did and not how they did it in individual aspects of their own processes, but I understood their industry. And so it was, you do walk in with some credibility, otherwise they're looking at you like, well, what does this person know about my job?   Michael Hingson ** 46:20 And at the same time, have you ever been involved in a situation where you did learn about the company you you went in with some knowledge, you started working with the company, and you made a suggestion about changing a process or doing something that no one had thought of, and it just clicked, and everybody loved it when they thought about it,   Jan Southern ** 46:42 yes, yes, exactly. And probably that electric company was one of those such things. You know, when they hired us, they they told us. We said, We don't know anything about your business. And they said, Good, we don't want you to come in with any preconceived ideas. And so some of the recommendations we made to them. They were, it's kind of like an aha moment. You know, they look at you like, Oh my gosh. I've never thought of that, you know, the same I would say in in banking and in family businesses, you know, they just, they've never thought about doing things in a certain way.   Michael Hingson ** 47:20 Can you tell us a story about one of those times?   Jan Southern ** 47:24 Yes, I would say that if you're, if you're talking about, let's talk about something in the banking industry, where they are. I was working in a bank, and you, you go in, and this was in the days before we had all of the ways to store things electronically. And so they were having a difficult time in keeping all of their documents and in place and knowing when to, you know, put them in a destruction pile and when not to. And so I would say that they had an aha moment when I said, Okay, let's do this. Let's get a bunch of the little colored dots, and you have big dots and small dots. And I said, everything that you put away for 1990 for instance, then you put on a purple dot. And then for January, you have 12 different colors of the little dots that you put in the middle of them. And you can use those things to determine that everything that has a purple dot and little yellow.in the middle of that one, you know that that needs to be destructed. I think in that case, it was seven years, seven years from now, you know that you need to pull that one off the shelf and put it into the pile to be destructed. And they said, we've never thought of anything. It was like I had told him that, you know, the world was going to be struck, to be gone, to begin tomorrow. Yeah, it was so simple to me, but it was something that they had never, ever thought of, and it solved. They had something like five warehouses of stuff, most of which needed to have been destroyed years before, yeah,   Michael Hingson ** 49:21 but still they weren't sure what, and so you gave them a mechanism to do that,   Jan Southern ** 49:27 right? Of course, that's all gone out the window today. You don't have to do all that manual stuff anymore. You're just, you know, I'd say another example of that was people who were when we began the system of digitizing the files, especially loan files in a bank. And this would hold true today as well, in that once you start on a project to digitize the files, there's a tendency to take the old. Files first and digitize those. Well, when you do that, before you get to the end of it, if you have a large project, you don't need those files anymore. So you know, our recommendation is start with your latest. You know, anything that needs to be archived, start with the newest, because by the time that you finish your project, some of those old files you won't even need to digitize, just shred them. Yeah, you know, it's, it's just little simple things like that that can make all the difference.   Michael Hingson ** 50:32 When should a family business start documenting processes? I think I know that's what I thought you'd say,   Jan Southern ** 50:40 yes, yes, that is something that is near and dear to my heart. Is that I would even recommend that you maybe do it before you open your doors, if potential is there, so that the day you open your business, you need to start with your documenting your processes, and you need to start on your succession planning. You know, those are the days that once you really start working, you're not going to have time. You know, you're going to be busy working every day. You're you're going to be busy servicing your customers, and that always gets pushed to the back when you start to document something, and so that's the time do it when you first open your doors.   Michael Hingson ** 51:29 So when we talk about processes, maybe it's a fair question to ask, maybe not. But what are we really talking about when we talk about processes and documenting processes? What are the processes?   Jan Southern ** 51:41 Well, the processes are the things that you do every day. Let's take as an example, just when you set up your your files within your SharePoint, or within your computer, if you don't use SharePoint, your Google files, how you set those up, a process could also be during your accounting, what's the process that you go through to get a invoice approved? You know, when the invoice comes in from the vendor, what do you do with it? You know, who has to approve it? Are there dollar amounts that you have to have approvals for? Or can some people just take in a smaller invoice and pay it without any any approvals? We like to see there be a process where it's approved before you get the invoice from the customer, where it's been approved at the time of the order. And that way it can be processed more more quickly on the backside, to just make sure that it says what the purchase order if you use purchase orders or see what your agreement was. So it's the it's the workflow. There's something that triggers an action, and then, once gets triggered, then what takes place? What's next, what's the next steps? And you just go through each one of the things that has to happen for that invoice to get paid, and the check or wire transfer, or or whatever you use as a payment methodology for it to go out the door. And so, you know what you what you do is you start, there's something that triggers it, and then there's a goal for the end, and then you fill in in the center,   Michael Hingson ** 53:38 and it's, it's, it's a fascinating I hate to use the word process to to listen to all of this, but it makes perfect sense that you should be documenting right from the outset about everything that you do, because it also means that you're establishing a plan so that everyone knows exactly what the expectations are and exactly what it is that needs to be done every step of the way,   Jan Southern ** 54:07 right and and one of the primary reasons for that is we can't anticipate life. You know, maybe our favorite person, Louise, is the only one who's ever done, let's say, you know, payroll processing, or something of that sort. And if something happens and Louise isn't able to come in tomorrow, who's going to do it? You know, without a map, a road map, as to the steps that need to be taken, how's that going to take place? And so that's that's really the critical importance. And when you're writing those processes and procedures, you need to make them so that anybody can walk in off the street, if necessary, and do what Louise was doing and have it done. Properly.   Michael Hingson ** 55:00 Of course, as we know, Louise is just a big complainer anyway. That's right, you said, yeah. Well, once you've made recommendations, and let's say they're put in place, then what do you do to continue supporting a business?   Jan Southern ** 55:20 We check in with them periodically, whatever is appropriate for them and and for the procedures that are there, we make sure that it's working for them, that they're being as prosperous as they want to be, and that our recommendations are working for them. Hopefully they'll allow us to come back in and and most do, and make sure that what we recommended is right and in is working for them, and if so, we make little tweaks with their approvals. And maybe new technology has come in, maybe they've installed a new system. And so then we help them to incorporate our prior recommendations into whatever new they have. And so we try to support them on an ongoing basis, if they're willing to do that, which we have many clients. I think Rob has clients he's been with for ever, since he opened his doors 15 years ago. So   Michael Hingson ** 56:19 of course, the other side of that is, I would assume sometimes you work with companies, you've helped them deal with processes and so on, and then you come back in and you know about technology that that they don't know. And I would assume then that you suggest that, and hopefully they see the value of listening to your wisdom.   Jan Southern ** 56:41 Absolutely, we find that a lot. We also if they've discovered a technology on their own, but need help with recommendations, as far as implementation, we can help them through that as well, and that's one of the reasons I'm taking this class in AI to be able to help our customers move into a realm where it's much more easily implemented if, if they already have the steps that we've put into place, you can feed that into an AI model, and it can make adjustments to what they're doing or make suggestions.   Michael Hingson ** 57:19 Is there any kind of a rule of thumb to to answer this question, how long does it take for a project to to be completed?   Jan Southern ** 57:26 You know, it takes, in all fairness, regardless of the size of the company, I would say that they need to allow six weeks minimum. That's for a small company with a small project, it can take as long as a year or two years, depending upon the number of departments and the number of people that you have to talk to about their processes. But to let's just take an example of a one, one single department in a company is looking at doing one of these processes, then they need to allow at least six weeks to for discovery, for mapping, for their people to become accustomed to the new processes and to make sure that the implementation has been tested and is working and and they're satisfied with everything that that is taking place. Six weeks is a very, very minimum, probably 90 days is a more fair assessment as to how long they should allow for everything to take place.   Michael Hingson ** 58:39 Do you find that, if you are successful with, say, a larger company, when you go in and work with one department and you're able to demonstrate success improvements, or whatever it is that that you define as being successful, that then other departments want to use your services as well?   Jan Southern ** 59:00 Yes, yes, we do. That's a very good point. Is that once you've helped them to help themselves, if you will, once you've helped them through that process, then they recognize the value of that, and we'll move on to another division or another department to do the same thing.   Michael Hingson ** 59:21 Word of mouth counts for a lot,   Jan Southern ** 59:24 doesn't it? Though, I'd say 90% of our business at Ferguson and company comes through referrals. They refer either through a center of influence or a current client who's been very satisfied with the work that we've done for them, and they tell their friends and networking people that you know. Here's somebody that you should use if you're considering this type of a project.   Michael Hingson ** 59:48 Well, if people want to reach out to you and maybe explore using your services in Ferguson services, how do they do that?   Jan Southern ** 59:55 They contact they can. If they want to contact me directly, it's Jan. J, a n, at Ferguson dash alliance.com and that's F, E, R, G, U, S, O, N, Dash alliance.com and they can go to our website, which is the same, which is Ferguson dash alliance.com One thing that's very, very good about our our website is, there's a page that's called resources, and there's a lot of free advice, if you will. There's a lot of materials there that are available to family owned businesses, specifically, but any business could probably benefit from that. And so those are free for you to be able to access and look at, and there's a lot of blog information, free eBook out there, and so that's the best way to reach Ferguson Alliance.   Michael Hingson ** 1:00:52 Well, cool. Well, I hope people will take all of this to heart. You certainly offered a lot of interesting and I would say, very relevant ideas and thoughts about dealing with processes and the importance of having processes. For several years at a company, my wife was in charge of document control and and not only doc control, but also keeping things secure. Of course, having the sense of humor that I have, I pointed out nobody else around the company knew how to read Braille, so what they should really do is put all the documents in Braille, then they'd be protected, but nobody. I was very disappointed. Good idea   Speaker 2 ** 1:01:36 that is good idea that'll keep them safe from everybody. Yeah.   Michael Hingson ** 1:01:39 Well, I want to thank you for being here, and I want to thank to thank all of you for listening today. We've been doing this an hour. How much fun. It is fun. Well, I appreciate it, and love to hear from all of you about today's episode. Please feel free to reach out to me. You can email me at Michael H i@accessibe.com or go to our podcast page. Michael hingson, M, I, C, H, A, E, L, H, I N, G, s, O, n.com/podcast, but wherever you're listening, please give us a five star rating. We value your thoughts and your opinions, and I hope that you'll tell other people about the podcasts as well. This has been an interesting one, and we try to make them all kind of fun and interesting, so please tell others about it. And if anyone out there listening knows of anyone who ought to be a guest, Jan, including you, then please feel free to introduce us to anyone who you think ought to be a guest on unstoppable mindset. Because I believe everyone has a story to tell, and I want to get as many people to have the opportunity to tell their stories as we can. So I hope that you'll all do that and give us reviews and and stick with us. But Jan, again, I want to thank you for being here. This has been a lot of fun.   Jan Southern ** 1:02:51 It has been a lot of fun, and I certainly thank you for inviting me.   Michael Hingson ** 1:03:00 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Originally loaded October 13th, reloaded October 31st. Jeffrey Mosher welcomes back Pavan Muzumdar, Chief Operating Officer for Automation Alley & Project DIAMOnD CEO, Troy, MI, for a Project DIAMOnD Marketplace discussion. There were several questions Jeffrey wanted to find out from Pavan in this conversation: 1. The big picture: Pavan, for those who may not be familiar, in a few sentences can you explain what Project DIAMOnD is and how it's changing the way manufacturing happens here in Michigan? 2. From network to marketplace: Automation Alley recently launched the Project DIAMOnD Marketplace. Tell us what this new peer-to-peer platform does and why it's such a major milestone for distributed manufacturing. 3. Impact so far: The Project DIAMOnD network has already completed more than 50,000 3D print jobs. What kinds of parts are being produced, and what does that volume tell us about the potential of this model? 4. Empowering small manufacturers: A big part of Project DIAMOnD's mission is giving small and medium-sized manufacturers access to digital transformation technology. How does the marketplace make it easier for those smaller companies to compete, even if they don't own a 3D printer themselves? 5. Security and collaboration: You've emphasized that the marketplace protects intellectual property while enabling collaboration across hundreds of Michigan manufacturers. How does that balance work in practice? 6. Michigan's leadership role: Governor Whitmer and multiple county executives have endorsed Project DIAMOnD's statewide expansion. Why is Michigan uniquely positioned to lead the country in distributed manufacturing? 7. Call to action – getting involved: For the businesses listening, whether they want to have parts printed or join the network – how can they get involved with the Project DIAMOnD Marketplace, and what kind of opportunities does it open up for them? Automation Alley's Project DIAMOnD Launches Peer-to-Peer Marketplace for Distributed 3D Printing The marketplace builds on the success of 50,000+ 3D print jobs, showcasing the power of distributed manufacturing in Michigan TROY, Mich. – Sept. 25, 2025 – Project DIAMOnD, the nation's largest distributed 3D printing network led by Automation Alley and funded by Oakland County, has launched its new additive manufacturing marketplace – a secure, peer-to-peer platform where companies can submit 3D printing jobs at scale, and participating small manufacturers across Michigan can fulfill those jobs collaboratively. How it works: Companies that want to print at scale via the Project DIAMOnD Marketplace can reach out to contact@projectdiamond.org. Manufacturers interested in joining the network to receive a free 3D printer and training can apply through the “Join” form at www.projectdiamond.org. The marketplace is designed to protect the intellectual property of designers while giving them access to the full power of the distributed network. Jobs can be produced at higher volumes and faster speeds without requiring companies to purchase their own equipment. In fact, designers don't need to own a 3D printer at all to benefit from the network. They can simply submit their designs and have them securely manufactured at scale by participating Project DIAMOnD members. About Project DIAMOnD Project DIAMOnD (Distributed Independent and Agile Manufacturing on Demand) is creating the nation's largest connected 3D printing network, enabling small and medium-sized manufacturers and tech companies to access Industry 4.0 tools, diversify production capabilities, and respond rapidly to market demands. Funded by Oakland County in Phase 2 and powered by Automation Alley, the program provides participating businesses with grant-funded 3D printers, training, and access to a secure digital marketplace for on-demand production.

A new plant is coming to the Valley. We talked to Jacob Tetlow, APS Executive VP who had all the details. 

Nick is a Loyola Law School Los Angeles graduate and currently works as the Chief Operating Officer at Matador Solutions. At an early age, Nick was surrounded by the Law every day of his life. While Law School was not his first option, this episode shows just how unique his journey truly was, and will be for future years!Nick and I spoke about his early life with his parents, and numerous other relatives being lawyers, he was always involved in the business of it all. Doing marketing, learning how to code, and generating new cases online for his parents throughout his childhood would have its full circle moment, leading him to become the Chief Operating Officer at Matador Solutions. Nick, following various experiences, would end up doing Law School in one of the many unique ways one can take, night school. Nick would talk about his law school experience, speaking about the different environment it brought, and being one of the youngest people in his class. Nick would present to us his 45/15/5 study system, which led him to tremendous success, along with how he navigated night school, all while further building Matador solutions. His greatest takeaway from Law School? Discipline! This episode shows that even when running a business, the Law School experience is still possible. Nick delivers with a plethora of Law School tips and tricks, as well as hiring strategies, that anyone can learn from! Nick's LinkedIn: https://www.linkedin.com/in/nickecohenMatador Solutions: https://www.matadorsolutions.netBe sure to check out the Official Sponsors for the Lawyers in the Making Podcast:Rhetoric - takes user briefs and motions and compares them against the text of opinions written by judges to identify ways to tailor their arguments to better persuade the judges handling their cases. Rhetoric's focus is on persuasion and helps users find new ways to improve their odds of success through more persuasive arguments. Find them here: userhetoric.comThe Law School Operating System™ Recorded Course - This course is for ambitious law students who want a proven, simple system to learn every topic in their classes to excel in class and on exams. Go to www.lisablasser.com, check out the student tab with course offerings, and use code LSOSNATE10 at checkout for 10% off Lisa's recorded course!Start LSAT - Founded by former guest and 22-year-old superstar, Alden Spratt, Start LSAT was built upon breaking down barriers, allowing anyone access to high-quality LSAT Prep. For $110, you get yourself the Start LSAT self-paced course, and using code LITM10 you get 10% off the self-paced course! Check out Alden and Start LSAT at startlsat.com and use code LITM10 for 10% off the self-paced course!Lawyers in the Making Podcast is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Get full access to Lawyers in the Making Podcast at lawyersinthemaking.substack.com/subscribe

Behind every highlight reel is a messy maze of contacts, gatekeepers, and missed opportunities—until someone maps it. In this episode of Sharkpreneur, Seth Greene interviews Ryan Rottman, actor-turned-founder who conceived an “IMDb for athletes,” and Sean O'Brien, CEO and former CMO who scaled Modloft from ~$25M to nearly $100M and helped Kevin Costner's Autio build engineering in-house. Backed by marquee investors (including super-agent Scott Boras) and a recent CNBC debut, AthleteAgent.com centralizes accurate, validated contacts for athletes and agents across growing pro leagues. Ryan and Sean share how they're boosting deal flow for the 99% of athletes, tightening product focus, and building trust in an industry famous for being fragmented and insular.   Key Takeaways: → How a dinner with Aaron Rodgers sparked the idea for an “IMDb for athletes” → Why athlete representation and endorsement deals are so fragmented—and how they're solving it → The surprising industries subscribing to AthleteAgent (from Coca-Cola to financial advisors) → How AthleteAgent is bringing transparency, trust, and deal flow to athletes and agents → Why sports representation and endorsements are so fragmented—and how a centralized “pro LinkedIn” changes the game   Ryan Rottman is the Co-Founder and Chief Operating Officer of AthleteAgent.com, a groundbreaking sports tech platform. In his role, Ryan oversees business operations, strategic partnerships, and platform development, helping expand the site's reach across professional leagues and enhance its database of verified athlete and team contacts. Before stepping into the tech and sports business world, Ryan built a successful career in entertainment, starring in films such as Billionaire Boys Club, The Open Road, and a variety of Hallmark originals, as well as television series like 90210(CW), The Middle (ABC), and The Lying Game (ABC Family). His background in production and storytelling has been instrumental in shaping AthleteAgent.com's user experience and brand identity. Ryan combines business acumen with creative vision, bringing a unique edge to the intersection of sports, media, and tech. Sean O'Brien is a seasoned entrepreneur and executive with a track record of scaling successful ventures across multiple industries. In his early 20s, Sean co-founded a patented eCommerce company that achieved $10M in sales and was acquired after being featured as a “Product of the Year” on The View. He went on to launch The DivotCard, a Groupon-like platform for golf, which earned recognition in Inc.. By the age of 30, both startups had exits. Sean later served as CMO/CTO at Modloft, a luxury D2C furniture brand, helping scale it to nearly $100M in revenue and earning accolades from Forbes, CNN, and Architectural Digest. He also played a key role at Autio, a startup backed by Kevin Costner and other investors, which turned down a $1M offer on Shark Tank. Currently, Sean is the CEO of AthleteAgent.com and Swingzy, while also being a part-time venture capitalist at NGVP and Hustle Fund. He has studied at prestigious institutions such as Wharton, Stanford, and UC Berkeley.   Connect With Ryan Rottman and Sean O'Brien: Website: https://www.athleteagent.com/ Instagram: https://www.athleteagent.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Dr. Kelsey Reed, Chief Nursing Officer and Chief Operating Officer at Phoebe Sumter Medical Center and Cathy Turner, RN, Chief Nurse Executive at Meditech invite listeners to consider how today's nurse leaders are evolving the profession—blending technology, mentorship, and community engagement to support teams and strengthen patient care. Dr. Reed shares how Phoebe Health is combining visionary leadership with digital transformation to ensure a sustainable and connected nursing workforce and inspire the next generation of nurses.This episode is sponsored by MEDITECH.

In this episode of Builders Wanted, we're joined by Anne Marie O'Keefe, Chief Operating Officer of Inc. and Fast Company. Anne Marie discusses her approach to fostering creativity and operational excellence in a rapidly changing media landscape.  The conversation covers the balancing act between legacy and innovation, simplifying systems for better efficiency, and the critical role of listening to customers.-------------------Key Takeaways:Media brands should focus on constantly evolving products, touchpoints, and strategies rather than chasing industry trends or competitors.Reducing complexity in workflows and technology enables organizations to adapt faster and deliver more value.Effective leadership requires adapting management styles to different teams, celebrating small wins, and empowering people to do their best work.-------------------“ Simplification is transformative. I think a lot of times we read these amazing stories in Fast Company about innovators and we think, Oh, they took this really complicated problem and they solved it. And that leads us to believe that we need a lot of complexity in what we do. Stripping that complexity away really lets the team be creative and innovative where it matters most, where they can build something that has impact for the audience.” – Anne Marie O'Keefe-------------------Episode Timestamps:‍*(01:59) - What Anne Marie builds at Inc. and Fast Company ‍*(07:28) - Simplifying operations and driving innovation‍*(21:42) - Balancing editorial integrity and business growth‍*(34:21) - Quick hits-------------------Links:Connect with Anne Marie on LinkedInConnect with Kailey on LinkedInLearn more about Caspian Studios-------------------SponsorBuilders Wanted is brought to you by Twilio – the Customer Engagement Platform that helps builders turn real-time data into meaningful customer experiences. More than 320,000 businesses trust Twilio to transform signals into connections—and connections into revenue. Ready to build what's next? Learn more at twilio.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

At the Crexendo UGM, Amy Humphreys, Chief Operating Officer at Simplicity VoIP, joined Doug Green, Publisher of Technology Reseller News, to discuss her company's customer-first approach, its long-standing partnership with NetSapiens, and the innovations shaping its growth in UCaaS, texting, and AI. Founded in 2012 and headquartered in Virginia, Simplicity VoIP provides unified communications solutions to businesses of all sizes across the U.S., maintaining a fully onshore support team. Humphreys explained that after starting as a 3CX reseller, Simplicity sought more flexibility and scalability — a search that led them to NetSapiens in 2016. “NetSapiens is a true partner,” she said. “They're constantly helping us future-proof our business by adding new functionality and third-party integrations like vFax, video, and texting.” Attending Crexendo UGM, Humphreys emphasized the importance of connecting with platform leadership and staying ahead of innovation. “We came to see what's next — especially around AI, texting, and mobility,” she said. “It's about understanding where the industry is heading so we can bring richer user experiences to our customers.” A highlight of the conversation was Simplicity's success in text messaging solutions, including both native NetSapiens texting and large-scale bulk SMS through MessageMedia. “We have one client who started with 60,000 text messages a month,” Humphreys shared. “They're now doing over half a million a month. Texting has exploded — even small use cases like group messaging for schools create real value.” Humphreys also outlined emerging AI opportunities in areas such as patient referral automation, where voicemail messages are transcribed and converted into digital documents for faster workflows. “That's just the tip of the iceberg,” she said. Simplicity's “super seller” model has further expanded its reach. This hybrid program allows VARs and MSPs to deliver UCaaS under their own brand without the heavy upfront investment of a platform purchase. “We give our partners full control of the customer domain — they build it, sell it, and support it,” Humphreys explained. “We handle the porting, billing, taxation, and compliance. It's been a win-win, and we even have a case study showcasing the first super seller's success.” Reflecting on her industry journey, Humphreys credited Technology Reseller News as a valuable learning tool early in her career. “Reading TR every day helped me understand the industry when I was new,” she said. “It's still part of my daily routine.” To learn more about Simplicity VoIP's UCaaS, texting, and partner programs, visit www.simplicityvoip.net.

Over the past two weeks, gold and silver sentiment has shifted sharply from excitement to concern, even though market fundamentals remain steady. In this mid week market update, James Anderson, Senior Analyst at SD Bullion, and Cole Keller, the company's Chief Operating Officer, share their on-the-ground insights into the precious metals market. They break down what current price charts and trends reveal about the ongoing bull market and why recent pullbacks are normal. By analyzing global demand data and historical patterns, James and Cole explain what is really driving short-term volatility. Listen to the latest update to understand why gold and silver investors can stay confident in the broader bull market trend.

What if wellness could be scaled like culture? In this episode of Starrcast, host Lisa Starr sits down with Adam Bamba-Tanaka, Chief Operating Officer of Therme Group U.S., to explore how the global company is redefining bathing culture for the 21st century. From Bucharest to Dallas, Tanaka unpacks the intersection of urban design, sustainability, and social wellness, revealing how Therme is creating civic-scale wellness destinations that merge architecture, technology, and community.   What You'll Learn: How Therme Group is transforming ancient bathing rituals into modern wellness infrastructure. The strategy behind scaling wellness architecture for cities, blending sustainability, geothermal technology, and immersive design. Why social wellness is the next global movement redefining leisure, connection, and civic life. The economics behind large-scale wellness resorts, and how high-volume, low-seasonality models sustain profitability. Insights into how younger generations are reshaping wellness culture as the new "nightlife." Episode Highlights: 00:00 – Adam Bamba-Tanaka on his journey from Harvard urban planner to wellness visionary 06:40 – How Therme Group is scaling bathing culture across continents 14:25 – Inside Therme Bucharest: the world's largest urban wellness resort 22:50 – The blueprint for Therme Dallas and Washington D.C., redefining civic wellness 33:15 – The economics of well-being: how to finance billion-dollar wellness infrastructure 42:10 – Sustainability and technology: geothermal energy, ozone osmosis, and AI-driven water systems 50:05 – How the "Bathing Festival" in D.C. previewed America's social wellness revolution 55:00 – Why communal wellness is becoming the new cultural frontier   Meet the Guest: Adam Bamba-Tanaka is the Chief Operating Officer of Therme Group U.S., a global leader in large-scale wellness destinations. With a PhD from Harvard in Urban Planning and a background in sustainable city development, Adam bridges architecture, civic design, and wellness innovation, shaping how future cities will integrate health, nature, and community.   Tools, Frameworks, or Strategies Mentioned: Therme 2.0 Model – Global expansion of European wellness architecture. Urban Wellness Framework – Integrating civic design with social well-being. Ozone Osmosis Filtration System – Clean, sustainable water management. RFID-Based Guest Flow Design – Seamless operational technology for wellness resorts. Contrast Therapy Experience Model – Merging heat, cold, and rest for recovery and reconnection. Closing Insight: "Wellness isn't a luxury, it's a civic necessity. We're not building spas. We're building social infrastructure for human thriving." – Adam Bamba-Tanaka Explore the intersection of architecture, culture, and wellbeing, and discover how Therme is redefining what it means to live well in the modern city.   Looking for expert advice in Spa Consulting, with live training and online learning?   Spa Consulting: wynnebusiness.com/spa-management-consulting Live Training: wynnebusiness.com/live-education Online Learning: wynnebusiness.com/spa-management-courses   Other Links: Connect with Adam Tanaka: linkedin.com/in/adam-bamba-tanaka-phd-12496123   Follow Lisa on LinkedIn: https://www.linkedin.com/in/lisastarrwynnebusiness, Listen on Apple: https://podcasts.apple.com/at/podcast/starrcast/id1565223226 Listen on Spotify: https://open.spotify.com/show/00tW92ruuwangYoLxR9WDd   Watch the StarrCast on YouTube: https://www.youtube.com/@wynnebusiness Join us on Facebook: facebook.com/wynnebusiness/?ref=bookmarks Join us on Instagram: instagram.com/wynnebusiness  

Amit Zavery, President, Chief Product Officer, and Chief Operating Officer at ServiceNow, sits down to talk with Bob Evans in this special episode of Cloud Wars Live. They dive deep into how ServiceNow's AI Experience is transforming enterprise workflows through automation, governance, and personalization. Zavery outlines a bold vision for delivering real ROI and trusted AI at scale.Reimagining Workflow with AI Experience The Big Themes:ServiceNow's AI Experience Is About Unified, Actionable Intelligence: Amit Zavery describes ServiceNow's AI Experience as more than a conversational interface, it's an orchestrated, end-to-end workflow platform that integrates voice, text, image recognition, agents, and enterprise systems. It's designed to eliminate the “spare part world” of fragmented tools and disconnected apps. By delivering one multimodal, multilingual interface, ServiceNow enables users to not just find information, but actually complete tasks and workflows.AI Governance and Control Are Built In, Not Bolted On: The AI Control Tower is ServiceNow's answer to one of the biggest enterprise challenges: AI governance. With this feature, companies can discover, monitor, and manage all AI usage, not only from ServiceNow but across third-party systems, too. CIOs and CISOs gain the ability to track who is using what AI systems, what agents are doing, and what data is being accessed.Industry-Specific Use Cases Drive Real-World AI Value: Enterprise AI Zavery says must be contextual, curated, and tightly integrated with business processes. ServiceNow is collaborating with customers like AstraZeneca (pharma), BT (telecom), and Rossmann (retail) to deploy agentic AI that delivers real value in vertical-specific environments. These aren't generic AI chatbots; they're intelligent agents embedded in workflows that help store managers order inventory, researchers manage supply chains, and employees navigate complex rules.The Big Quote: “I call it the spare part world we are in right now, and it's a very difficult thing for a lot of the leaders to really keep up with it. One to know, what are you using? How are you using it? What is the ROI on it? What are the costs associated with that?” Visit Cloud Wars for more.

In today's Cloud Wars Minute, I dive into how ServiceNow is redefining enterprise automation with its new AI Experience platform.Highlights00:15 — ServiceNow has for a long time been intriguing in the way that it does not necessarily map to or compete directly against lots of the other major Cloud Wars Top 10 companies. ServiceNow has gone a different sort of route, everything they're doing from AI and workflows. The company has taken another big step with a service they introduced recently called the AI Experience.00:56 — I had a chance earlier this week to speak with ServiceNow's President, Chief Product Officer and Chief Operating Officer, Amit Zavery. Now, one of the big things that Zavery said is: "Look, just as customers got sort of over the hump of saying, okay, I've got to integrate all my applications and my databases and my systems now along comes AI."01:28 — A concern among customers has been there's going to be lots of new pieces, and the customer is going to be stuck in the middle again. Amit said that a key point here is it [AI Experience] ties together these different data types, voice, images, data, text, and everything from the people, the data and the workflows that are happening around the company.02:28 — Amit further said: "What we want to try to do here is this automation, happening with AI end-to-end, across company." So, it's not just the processes, but how the company works up and down, across the organization, and with customers and with suppliers. He said: "We're trying to ensure that customers can use AI to cut technical debt, rather than add to it."03:13 — Another big point about this was, there's lots of productivity, lots of innovation here again. He said: "Trust has never been more important." He said that the AI Experience, in tandem with the AI Control Tower from ServiceNow, is going to give customers the ability to feel very comfortable that they understand they're on top of where these AI deployments are happening.04:28 — And he talks about how ServiceNow being very open in this platform. He said: "We're finding new ways to work with the other big tech companies to ensure that customers get what they want, and that we're not forcing customers to, again, get into that big game of integration. We want more innovation and less integration." Visit Cloud Wars for more.

On this episode of Her Playbook, Madelyn Burke sits down with Chief Operating Officer for NYCFC, Jennifer O’Sullivan. She discusses how she started her career, her journey that led her to working for NYC FC, and building the first soccer-specific stadium in New York City. Presented by Kendra Scott. :00 - Jennifer’s path to NYCFC 6:50 - What drew her to sports 8:25 - Building a soccer stadium in New York City 13:00 - Building a community 19:30 - Jennifer’s motivationSee omnystudio.com/listener for privacy information.

In this episode of the Second in Command Podcast, guest co-host Sivana Brewer (Fractional COO for Remote Teams and former COO at Closers.io) sits down with Cory Raggi, COO of 1RDG The Financial Center, to talk about leading with empathy, navigating change, and building trust in teams both large and small.Cory shares her journey from leading HR at a 15,000-person company to stepping into her first COO role at a fast-growing 80-person firm. She opens up about how she learned to adapt, communicate, and stay grounded in high-pressure situations and the three core practices that help her regulate stress and lead with clarity.From learning to “roll on the edge” between people and performance to replacing stress with self-awareness, this conversation is packed with real-world leadership lessons for operators who want to grow without burning out.Timestamped Highlights[00:02:00] – How Cory went from HR leader to unexpected COO.[00:03:00] – Redefining what a COO really does (and doesn't do).[00:06:26] – “Right people, right seats”: her mantra for solving every problem.[00:08:12] – Building trust with the CEO and learning to push back.[00:10:21] – Deprogramming corporate habits in a smaller company.[00:13:07] – Leading teams without being the technical expert.[00:17:13] – Building fast trust through humility and honest communication.[00:19:25] – The mirror test: checking your own leadership energy first.[00:22:00] – Balancing people and business why great leaders “roll on the rim.”[00:23:40] – Running effective meetings that actually serve their purpose.[00:28:16] – Leadership breakdowns most middle managers make.[00:33:13] – How Cory learned to stay calm and centered under pressure.[00:36:49] – The one-next-right-thing method for managing stress.[00:42:00] – The isolation of being a COO—and how to find your support system.[00:47:16] – What's next for Cory personally and professionally?About the GuestCory Raggi, SHRM-SCP is the Chief Operating Officer of 1RDG The Financial Center, a company providing integrated accounting, payroll, benefits, and wealth management solutions for business owners. With a background in HR and organizational leadership, Cory blends people-first management with operational structure, helping teams stay aligned, communicative, and focused through growth.

Joseph's career was going along fairly well. He'd risen from servanthood to becoming, in a sense, the Chief Operating Officer of a huge estate. And then sex came. He wasn't even looking for it, but it came at him. Things may be going very well for you, but sex will come—and it's such a powerful force that how you handle it can make or break you. From Genesis 39, we can learn about what we're going to call lust. We learn something from what we see Potiphar's wife doing, we learn something from what we see Joseph doing, and we learn from what we see God doing.  Let's look at 1) how to understand lust, 2) how to handle it, and 3) how to heal it. This sermon was preached by Dr. Timothy Keller at Redeemer Presbyterian Church on March 12, 1995. Series: The Seven Deadly Sins. Scripture: Genesis 39:4-21. Today's podcast is brought to you by Gospel in Life, the site for all sermons, books, study guides and resources from Timothy Keller and Redeemer Presbyterian Church. If you've enjoyed listening to this podcast and would like to support the ongoing efforts of this ministry, you can do so by visiting https://gospelinlife.com/give and making a one-time or recurring donation.