Podcasts about covid-19

A.M. Edition for Sept. 18. Hackers used Anthropic's AI tool, Claude, to gain access to the company's core algorithmic code. Plus, Russia seizes control of Nestle's operations in the country, as the Kremlin cracks down on more Western businesses. And the Bank of Japan follows the Fed in hiking interest rates. WSJ's Jason Douglas says central banks have learnt from recent inflation scares and are moving quickly to stave off persistent price rises. Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Jennifer Barbosa. CEO and Founder of International Supply Partners (ISP), about breaking into government contracting, navigating a male-dominated industry, and the complexities of supply chain management.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Jennifer Barbosa. CEO and Founder of International Supply Partners (ISP), about breaking into government contracting, navigating a male-dominated industry, and the complexities of supply chain management.

Peter Wilson returns for another wide-ranging conversation covering the Checkmate the Matrix community updates, the reality of supermarket food and what's actually in your meat, crypto market manipulation, the new UK digital ID employment rules coming into force, why jobs are modern slavery, school violence and narcissistic education environments, targeted censorship across social platforms, underground cities and data centres, frequency and vibration, the Tartarian era, electric car safety risks, and why Skool communities are becoming the infrastructure for sovereign digital enterprise. About Peter Wilson Ex Royal Navy gunner and armourer, turned professional fighter. Owned and ran his own martial arts gym for about 30 years. Always been aware of something not being right in the world, went deep into it after losing over £1 million of property in one week including his own home. Been up and been down, including living in a car for a while with his wife Janine and 4 dogs. Timestamps 0:02 Welcome and intro — the Authority Alliance announcement 1:02 Checkmate the Matrix updates — allotment classroom, growing your own food 5:07 Human resonance spikes and the awakening shift 6:31 Creating a new system rather than fighting the old one 7:44 Supermarket food — the taste difference and what's really in your meat 9:53 Starch injected into chicken and beef — what's draining out in your pan 12:07 McDonald's burger volume — where is the meat actually coming from 14:43 KFC, Subway, and what those products legally qualify as 15:28 Chocolate with virtually zero cocoa — what corporations are replacing it with 17:00 Crypto — Richard Hart's community, four-year cycles, and BlackRock's influence 20:47 Bitcoin, Vanguard, and why the market is manipulated like everything else 22:19 Solar panels, micro-inverters, and powering your home off-grid for £20 a month 23:25 Water collection, distillers, and why turning off the internet changes everything 29:00 Allotment lessons — eggshells, companion planting, and soil quality 34:21 New UK digital ID employment rules — why even self-employed contractors are affected 35:07 Jobs as total slavery — destroying the family unit from 18 months to 18 years 38:28 School bullying, narcissistic environments, and the rise in anxiety and depression 42:09 Staff in nurseries forcing tablets and TV over books and physical activity 43:36 School violence in the 70s and 80s — physical torture normalised 48:56 The AI Income Crew — three businesses you could start within a week 51:46 Prison planet, vibration, and the Tartarian era before modern civilisation 52:48 Churches as healing centres — frequencies, organs, and what was destroyed 58:49 5G rollout during COVID, underground cities, and what data centres are actually for 1:00:16 Underground cities — already built, way bigger than what's above ground 1:04:37 Targeted censorship — YouTube, TikTok, WhatsApp, and StreamYard interference 1:10:26 Roy's censorship experiences — channels removed, emails going to bin 1:15:03 Kicked off TikTok for talking about growing your own food 1:16:16 Electric cars — turning off the bonnet, losing control, fire risks 1:17:14 Self-driving taxis in Austin, Texas — trapped passengers and battery fires 1:20:01 Jaguar breakdown — automatic gears, no neutral override, and what to carry 1:22:45 Skool reviews system — accountability for negative reviewers 1:30:43 Nipping corruption in the bud at every level — Trustpilot and community action 1:34:33 Skool advertising, currencies, affiliate commissions, and why it works How to Contact Peter Wilson

In this episode of Going Ballistic, Ryan sits down with friend Nishan Campbell for a wide-ranging conversation about growing up around firearms, serving as a Marine Corps officer, building businesses, raising children, and learning to carry responsibility well. Nishan shares how hunting and shooting became part of his life at an early age, beginning with family trips, single-shot shotguns, dove fields, and the lessons his father taught him about firearms. Ryan and Nishan compare their early experiences with guns, hunting, competition, and the different paths that eventually led each of them into the firearms industry. The conversation then turns to Nishan's entrepreneurial journey and the creation of Gunfighter Canyon. He explains how an unconventional idea became a shooting experience built largely for tourists and first-time shooters, why understanding the customer matters more than simply selling products, and how removing physical, mental, and emotional barriers can completely change someone's experience with firearms. Ryan and Nishan also discuss the realities of operating a firearms business, building genuine relationships with customers, surviving difficult periods such as the COVID shutdowns, and resisting the temptation to build a business around inventory, ego, or industry stereotypes. Later in the episode, Nishan reflects on September 11, his decision to pursue military service, his career as a Marine officer, and the lasting influence of military leadership and responsibility. The conversation expands into fatherhood, raising capable children, learning from failure, accepting accountability, and trying to pass meaningful lessons to the next generation. This episode is about much more than guns. It is a candid conversation about service, entrepreneurship, friendship, family, and what it means to become someone others can rely upon. Topics Discussed Nishan's upbringing in Arizona Learning to shoot and hunt with his family Single-shot shotguns and early hunting memories Shotgun sports, competition, and firearms culture How Ryan and Nishan first met The origins of Gunfighter Canyon Creating a shooting experience for tourists and first-time shooters Understanding exactly who your customer is Removing physical, mental, and emotional barriers Why customers often make decisions emotionally Building trust instead of merely completing transactions The difference between a gun store and a genuine community Expanding a firearms business without overextending Adapting the business during COVID The realities of firearms regulation and ATF compliance September 11 and Nishan's decision to serve Life and leadership in the Marine Corps Responsibility, discipline, and personal accountability Fatherhood and preparing children for adulthood The lessons Ryan and Nishan hope to pass to their children Friendship, service, and finding purpose through responsibility About Nishan Campbell Nishan Campbell is a Marine Corps officer, entrepreneur, and the co-founder and CEO of Gunfighter Canyon, a group of shooting ranges and firearms retail businesses based in northern Arizona. His professional background also includes advertising, medical-device sales, and medical-device distribution. Connect With Nishan and Gunfighter Canyon Website: Gunfighter.com Instagram: @GunfighterCanyon Nishan on Instagram: @Gunfighter_6 Connect With Ryan Cleckner Website: RyanCleckner.com Instagram: @RyanCleckner Books: Search "Ryan Cleckner" wherever books are sold. Subscribe to Going Ballistic for more conversations about firearms, military service, business, leadership, and the lessons learned along the way.

When Kendra Riley‘s daughters were diagnosed with fatal metachromatic leukodystrophy, her family was forced to raise $500,000 and relocate to Italy – because the lifesaving treatment was not FDA approved. Today, Riley is fighting for Right to Try 2.0: congressional legislation designed to let people with ultra-rare diseases access cutting-edge individualized therapies without bureaucratic delays from the FDA. The Goldwater Institute says the bill would create a federal pathway for patients with rare and ultra-rare diseases to access gene-based therapies designed for one person alone, which cannot move through the FDA's clinical trial process in time to save a life. The original Right to Try was signed into federal law in 2018. Dr. Simone Gold joins Dr. Drew to examine Riley's story, connecting it to a broader pattern of federal overreach in medical freedom – especially its hindrance of early outpatient therapeutics during COVID-19. Food entrepreneur and small-business advocate Chef Andrew Gruel discusses his upcoming book and his reelection campaign for Huntington Beach City Council. Kendra Riley is an advocate for medical freedom and for Right to Try 2.0. Read more about her daughter's story at https://rileysroad.com Dr. Simone Gold is a board-certified emergency physician and a Stanford University-educated attorney. She founded America's Frontline Doctors and GoldCare, and is the author of “Selective Persecution: The Legalization of American Fascism.” Follow at https://x.com/DrSimoneGold Chef Andrew Gruel is a food entrepreneur and small-business advocate, and the CEO and founder of American Gravy Restaurant Group. He owns Calico Fish House, hosts “Cooking with Gruel” on Rumble, and is a Huntington Beach city councilor currently running for reelection. Follow at https://x.com/ChefGruel 「 SUPPORT OUR SPONSORS 」 • BIOPRO - BioPro+® is a natural formula of growth factors and peptides that support how you look, feel & perform. Learn more at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/biopro⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • FATTY15 – The future of essential fatty acids is here! Strengthen your cells against age-related breakdown with Fatty15. Get 15% off a 90-day Starter Kit Subscription at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/fatty15⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • PALEOVALLEY - "Paleovalley has a wide variety of extraordinary products that are both healthful and delicious,” says Dr. Drew. "I am a huge fan of this brand and know you'll love it too!” Get 15% off your first order at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://drdrew.com/paleovalley⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • THE WELLNESS COMPANY - Counteract harmful spike proteins with TWC's Signature Series Spike Support Formula containing nattokinase and selenium. Learn more about TWC's supplements at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twc.health/drew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ 「 ABOUT THE SHOW 」 This show is for entertainment and/or informational purposes only, and is not a substitute for medical advice, diagnosis, or treatment. Executive Producers • Kaleb Nation - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://kalebnation.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Susan Pinsky - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/firstladyoflove⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Content Producer • Emily Barsh - ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://x.com/emilytvproducer⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Difficult conversations at work can be uncomfortable, but avoiding them can often make things harder. In this re-release of a Live Greatly 2 Minutes of Motivation episode, Kristel Bauer shares a personal experience from her own career and three strategies that can help you approach challenging conversations with more confidence and clarity. Tune in for insights to help you feel more confident the next time you need to have a tough conversation at work. Hosted by Kristel Bauer, keynote speaker, award-winning author of Work-Life Tango, and workplace performance expert. Explore Having Kristel Bauer speak at your next event or team meeting. https://www.livegreatly.co/contact  Order Kristel's Book  Work-Life Tango: Finding Happiness, Harmony and Peak Performance Wherever You Work (John Murray Business, November 19th 2024) About the Host of the Live Greatly podcast, Kristel Bauer: Kristel Bauer is a corporate wellness and performance expert, keynote speaker and TEDx speaker supporting organizations and individuals on their journeys for more happiness and success. She is the author of Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work (John Murray Business November 19, 2024). With Kristel's healthcare background, she provides data driven actionable strategies to leverage happiness and high-power habits to drive growth mindsets, peak performance, profitability, well-being and a culture of excellence. Kristel's keynotes provide insights to "Live Greatly" while promoting leadership development and team building.   Kristel is the creator and host of her global top self-improvement podcast, Live Greatly. She is a contributing writer for Entrepreneur, and she is an influencer in the business and wellness space having been recognized as a Top 10 Social Media Influencer of 2021 in Forbes. As an Integrative Medicine Fellow & Physician Assistant having practiced clinically in Integrative Psychiatry, Kristel has a unique perspective into attaining a mindset for more happiness and success. Kristel has presented to groups from the American Gas Association, Bank of America, bp, Commercial Metals Company, General Mills, Northwestern University, Santander Bank and many more. Kristel has been featured in Forbes, Forest & Bluff Magazine, Authority Magazine & Podcast Magazine and she has appeared on ABC 7 Chicago, WGN Daytime Chicago, Fox 4's WDAF-TV's Great Day KC, and Ticker News. Kristel lives in the Fort Lauderdale, Florida area and she can be booked for speaking engagements worldwide. To Book Kristel as a speaker for your next event, click here. Website: www.livegreatly.co  Buy Kristel Bauer's book, Work-Life Tango: Finding Happiness, Harmony and Peak Performance Wherever You Work (John Murray Business, November 19th 2024) Follow Kristel Bauer on: Instagram: @livegreatly_co  LinkedIn: Kristel Bauer Twitter: @livegreatly_co Facebook: @livegreatly.co Youtube: Live Greatly, Kristel Bauer To Watch Kristel Bauer's TEDx talk of Redefining Work/Life Balance in a COVID-19 World click here. Click HERE to check out Kristel's corporate wellness and leadership blog Click HERE to check out Kristel's Travel and Wellness Blog Disclaimer: The contents of this podcast are intended for informational and educational purposes only. Always seek the guidance of your physician for any recommendations specific to you or for any questions regarding your specific health, your sleep patterns changes to diet and exercise, or any medical conditions.  Always consult your physician before starting any supplements or new lifestyle programs. All information, views and statements shared on the Live Greatly podcast are purely the opinions of the authors, and are not medical advice or treatment recommendations.  They have not been evaluated by the food and drug administration.  Opinions of guests are their own and Kristel Bauer & this podcast does not endorse or accept responsibility for statements made by guests.  Neither Kristel Bauer nor this podcast takes responsibility for possible health consequences of a person or persons following the information in this educational content.  Always consult your physician for recommendations specific to you.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Jennifer Barbosa. CEO and Founder of International Supply Partners (ISP), about breaking into government contracting, navigating a male-dominated industry, and the complexities of supply chain management.

Dr. Melissa Koehl didn't set out to build an online empire—she was a full-time physical therapist buried in one-on-one clients when COVID pushed her to start teaching virtual classes for her hypermobile community, and her first course launch sold just two units. Today, Jill and Melissa unpack how she went from that discouraging first launch to building a massive, loyal following. They dig into the strategy behind her growth: giving away expertise generously instead of gatekeeping it, speaking directly to the exact struggles her audience faces, and staying deeply protective of a community that's often been dismissed by traditional medicine. Jill also highlights a lesson too many entrepreneurs skip once they find success—Melissa has never stopped investing in her own business education, from FBA to Legacy to an ongoing mastermind—proving that sustained growth comes from continuous learning, not resting on an audience you've already built.     Connect with Melissa! https://www.instagram.com/dr.melissakoehl.pt/   Join FBA! jillfitprograms.com/fba-2026     Jill is a fitness professional and business coach who effectively made the transition from training clients in person and having no time to build anything else to training clients online and actually being more successful. Today, Jill helps other coaches to do the same.   Connect with me! Instagram: @jillfit | @fitbizu Facebook: @jillfit Website: jillfit.com

Nemours Children's Hospital violated the Florida Civil Rights Act for classifying employees by religious beliefs. Constitutional expert, lawyer, author, pastor, and founder of Liberty Counsel Mat Staver discusses the important topics of the day with co-hosts and guests that impact life, liberty, and family. To stay informed and get involved, visit LC.org. 

Dan Salganik, Founder and CEO of VisualFizz, helps established B2B companies plug all the holes in your marketing through integrated, outcome-focused strategies. Driven by a desire for freedom, travel, and creative expression, Dan built a fully remote agency that allows him to explore the world while helping clients create distinctive campaigns, strengthen their marketing capabilities, and generate long-term customer value. In this conversation, Dan introduces The Growth System 4 Tracks Framework—Brand & Digital Foundations, Staff Augmentation, Transformation, Transition & Expansion, and RevOps Growth Inflection. He explains how companies can select and combine these tracks to strengthen their foundations, expand internal capabilities, support acquisitions and geographic growth, and align marketing with sales. Dan also discusses growing through quality rather than speed, building larger client relationships through trust, and shifting VisualFizz from commoditized services toward solutions focused on business outcomes. He shares how identifying small gaps across the customer journey can improve efficiency, strengthen retention, and create sustainable revenue growth. — Plug All the Holes in Your Marketing with Dan Salganik  Good day, listeners. Steve Preda here with The Management Blueprint, and my guest today is Dan Salganik, the Founder and CEO of VisualFizz, a company that empowers industry-leading brands to maximize their potential with effective marketing strategies and custom-tailored campaigns. Dan, welcome to the show.  Yeah, thanks for having me, Steve. I really appreciate it.  It’s great to have you, and I’d like to learn about your personal ‘Why’ and how you’re manifesting it in VisualFizz.  Wow, that’s a big question to start with. I’ll start with my kind of goal for a little bit of freedom, which is funny because the more you grow, the less freedom you have. But for many years, I started VisualFizz because of a need to travel and to have freedom to do what I want. I’m a very expressive person, and after working at a number of agencies and finding things they do wrong, and also being a big traveler, I actually decided to launch VisualFizz almost 10 years ago, which is crazy to me.  And ultimately, we’ve seen this company grow quite a bit in that time. But I built it out to have the ability to travel, to do the things I want, to build a team, to build also campaigns that are fun and they’re unique and build customer value. So you started with a great question, and there’s so many reasons why—my kind of personal philosophies and why I manage and run and grow VisualFizz—but I think travel, freedom, and the ability to see creative campaigns at scale are just a few of them.  So I saw on your website that one of your goals is to travel at least 100 days a year. So is this business travel? Is this personal? Is this a combination?  I’d say almost no business travel counts, right? Because then you’re just doing business. I love business, but that’s totally separate. It’s personal travel. Basically, every single year, yeah, for almost 10 years, I have spent about a little less than a third of the year traveling, and some years a lot more. And so, being a remote company—and pre-COVID we were remote—we’ve built this style and methodology and processes, everything around being a fully remote company or an organization. And so, yeah, I do 30-day trips. I do two-week trips. I do two-, three-month trips.  But for me, it's always very important that work doesn't slow down. But you're going to regret working your whole life.Share on X I like the phrase, “You don’t die with your money.” It doesn’t come with you, but what you do have is experiences that you can remember and memories and everything—photos and things like that. And you’re not going to want to cherish your photo when you’re at a nursing home of you working in front of a computer. It’s going to be you with friends and family, enjoying the world and eating well and drinking well and seeing sights and exploring history and things like that.  Yeah. My dad, he was a doctor. He worked very hard all his life, and he always told us when we were kids that he was going to retire at 60 and travel around the world with my mom. And then when he was 60 years old, he had this opportunity to run this hospital, and one thing led to another, and he turned 70, and then he no longer wanted to travel.  And he literally said, “Oh, I wish we traveled more while we were young because now I don’t want to travel.” So that kind of resonates with me, what you say. It’s great that you have this awareness and you make it happen. So when you travel, do you run your business remotely?  100%. My business runs with my laptop, and if I’m lucky, I have a second monitor with me. Actually, nowadays I travel with a second monitor even on a flight, if I have to take a flight.But I have a second monitor with me. I have my laptop. My business comes with me. That’s number one.  So I might switch my hours a little bit. I might change things around, but I’ve got a great team. I delegate. It’s interesting because in the early days, it was hard to travel because we didn’t have a lot of clients, so we didn’t have a lot of money. Still don’t have a lot of money, but we didn’t have nearly as much when I started the company. Nowadays, we’re a growing business, and it’s great. So finally—it’s the whole dilemma. It’s like we’re finally growing. We’ve got a real business. I can pay myself a real wage.  But you can’t leave the business for too long because then you have other issues. But it’s a good balance between the two, and I always do bring my laptop no matter where I go. You never know what happens. But if I’m truly taking time off, which is very, very hard, I give my wife my cellphone. I either don’t take my laptop or I put my laptop away in the safe, and I don’t touch technology. Because honestly, it’s very easy to get distracted.  It is super easy to get distracted. So let’s talk about frameworks because this is what the podcast is about. So tell me a framework that you have developed or you picked up somewhere that allows you to do something better than other people, whether it’s more effective, whether it’s bigger impact, whether it’s more organized, whether it’s generating an insight that can be explained in three to five steps.  I love that. Actually, this is really great timing because we just built a brand-new framework, and I just soft-launched it to the world. We had a big event last week, and it’s called the Growth System. And it’s for our soft launch called VF3, VisualFizz 3.0. We’ve scaled up. This is kind of our software reboot. There's four tracks. It's a track system, so it's similar to a framework, and they're driven by the following.Share on X Let me actually backtrack a little bit.  It’s developed for mid-market and enterprise B2B companies, especially companies that have been around for a long time, hundreds of millions of dollars in revenue, but have something that’s broken or maybe needs improvement, et cetera. And so they come to us, and instead of saying, “Oh, I think you need SEO. I think you need paid search,” it’s solutions-focused, not services. The services come after. And there’s four tracks that are built off of. Each track can take three months, six months, 12 months, two years, et cetera. It just depends on the business.  The first one being the brand and the digital foundation. Many of my clients come from boring industries, my favorite. They need to rebuild. They came in understanding there’s private equity money, there’s new competition coming up, this, that, and the other. It’s a new brand, rebrand, or brand infrastructure, and then web infrastructure, all focused on sales. So everything here is focused on RevOps, sales, et cetera.  The second one, track, is staff augmentation, capability accelerator. It’s helping brands that are really great at something and really not great at another thing, or have a very expensive team internally where they feel that they can outsource to an agency for a large discounted price, for lack of a better word to put it. An example is we took over the tech arm of one of our clients, saved them about 50% in their budget, doubled their capacity, have a full team, 100% uptime, things like that.  The third, the one that I'm probably most excited about, is transformation, transition, and expansion which is all about mergers and acquisitions, national expansion, franchising, scaling locations, things of that natureShare on X and how to ensure that those are done accordingly, kind of symbiotically, consolidated properly. And the way I put it is, you’re spending $50 million or whatever you’re spending to buy a company, spend half a percent or a percent of that purchase value on the marketing, on the consolidation of brands, on sales materials, HR communication, kind of that side as it pertains to marketing.  And the final one is RevOps, growth inflection. We come in, we look through the CRM, we work with the sales teams, we audit the sales teams, we do interviews with the sales teams, and we make sure that marketing and sales are not oil and water. We combine them, we develop everything, we focus on lifetime customer value, post-sales transactions, and really driven towards long-term growth and revenue, basically generation. So a little bit longer than the few sentences you asked me for, so I apologize. But this is the future framework that VisualFizz will be built upon and scale upon for the future.Share on X Like, we’re just launching this as we speak. My website’s in progress right now.  Yeah. I love it. So the big picture is that you fix the foundations, then you give them people who can actually execute, then you transition. Does the transition mean that from staff augmentation, you transition to their own team? Or what does—  No, not necessarily. They don’t have to go one after the other, and that’s something I’m trying to work around communication-wise. You might start with brand infrastructure and go straight into demand gen, RevOps. Because we need to scale now. Or you might say, “Hey, VisualFizz, why don’t you just take over our SEO department fully?” Or it’s a little bit of both.  I’ve talked to a lot of mid-market and larger, a couple quite large billion-dollar-plus companies that said, “You know what? I don’t need a new website, but I really need to understand how we focus on communication with our sales teams,” or, “We do need visual improvements for our brand. We don’t need the new website.” So you can pick and choose a little bit. My goal is to not have to do that, but there’s not a linear step that you have to take between one, two, three, and four. It’s really, “Hey, we need to scale. I do $500 million today.  I want to buy three locations across the United States. This is what I’m looking at. My goal in five years is $750 million. How do I get there, VisualFizz?” And we lay out year one, two, three, four, and five, what we do, and how we plan to scale alongside the company.  Love it. So you basically productized your offering to these four major situations, and they can be implemented piecemeal. You can start anywhere, and you can keep stacking them. That’s super interesting. So let me switch gears here and ask you, what drives growth in your business, in VisualFizz?  For a lot of time, it was the very generic hustle and bustle of just trying to do good. Be a—how do I put it? Being there. Being the fastest to answer the phone, being the fastest to email back, getting the best proposals, because that’s what you do as a small agency. But as you grow, you don’t win on speed, you win on quality. It’s different. As a startup or as a startup who’s interested in an agency, you go fast, fast, fast. But I actually tell clients, “I’m not interested in speed.” That’s why these tracks that I told you, they take a year, two years, three years.  So now the growth is really driven around my clients’ peace of mind and my prospective clients’ peace of mind, knowing that they’re working with a decade-old agency, with team members who’ve predominantly been on our team for five years or more. Almost everybody is senior on my team. What drives growth is not so much quantity, never really has been, but it’s quality. And so my intent is not to win more customers. It’s to win bigger and better customers that are going to allow us for longevity, growth, and longer sales cycles internally. That’s really what drives growth today, is less stress and better clients.  So what does it take to land those larger, better clients?  A lot of work. I think there’s a couple. One is trust. Some clients will start small, and that’s where this whole model came from. I had a lot of clients come to me and say, “Hey, Dan, I need a new website.” And I’m like, “Okay, great, but your brand doesn’t look good.” I respect the brand, and I’m not somebody to say, “Oh, you need to do a $100,000 rebrand,” because some companies really don’t need that. But I say, “Let’s look from the inside out.” And before you go, “Hey, I need a new website,” or, “Oh, I need demand gen. I need paid search ASAP,” I go, “Wait a second. Hold up.  I’m not going to spend $50,000, $100,000 on sending traffic to your website when your brand and website can’t accommodate that.” And so we start small with execution around a brand implementation. That moves into web development. That can take some time. We’re not an AI cloud web builder. Like, it’s just not going to happen. We build proper sites for proper companies. And then moving forward after that, it becomes a marketing campaign. That lasts for years.  So for me, it's really driven around that methodology to work with clients and keep growing them and scaling them.Share on X And as such, we grow because we offer more services, but it’s in lieu of hiring full-time people on their end. And so I have an example with a client where they have no marketing department, not even a director, and they’ve actually had VisualFizz become the entire marketing department, agency of record. But beyond that, just—we are the marketing department. And we probably come at a third of the cost or half the cost of what a true marketing department would cost. So it’s a win-win for both parts.  So are you going to land large clients, or are you landing small clients that you grow into large clients? So how do you actually execute the strategy?  It’s both. Over the years, we’ve really pushed to be B2B-focused, and in doing so, our client size revenue—not for us revenue, but their revenue—has been larger. So maybe back in the day we would land $10, $20 million companies. Now it might be $500 million companies. But the engagement was the same. Same size. And so now it might be the same difference where we land a $300 million company, but we can start small, but there’s more room to scale up over time, kind of what I told you earlier, as we build trust. So it might just be a small engagement.  Like I said, “Hey, let’s just do a brand exercise.” And then it moves into, “Oh wow, you guys actually provided value. The ROI was there. Let’s move into something else.” I’d say our close rate is lower, unfortunately, but our average statement of work or proposal is higher. And so again, it’s quality over quantity. I may lose nine out of 10 because I’m competing against larger companies that do technically have more to offer. But there’s those clients that say, “You know what? I really like the small boutique agency.  I don’t want to go with the 100-person shop. I want to go with the 20-, 25-person shop. I’m going to be a big fish in a small pond versus a mid- to small fish in a big pond. I’m going to go with them.” And so those are the customers that I do win right now, the ones that understand they're going to be my big fish. They're really going to be well taken care of.Share on X And then again, the trust and everything else comes with it later.  Yeah. So what’s one thing that you’re trying to figure out in your business right now?  My pivot. That’s a really tough one. My business has changed a lot in the past year. From a leadership perspective, I’ve become the sole owner of the company, which I wasn’t before. It was a good decision for everyone. I think everyone left happy. And beyond that, it’s really now, how do I build VisualFizz up? One of my biggest challenges that I face, and I think a lot of agencies face, especially when they don’t internalize their problems, is we’ve become very commoditized.  All of our offerings that we have get compared to AI, as well as there’s a lot of offshore agencies that their biggest barrier to entry was their language. And now with AI, that’s no longer a problem because we can all do our work fluently. Smart people, but being a U.S. agency, that was our advantage. We charge what we charge because we’re U.S., and the barrier to entry was high. But now there’s all these other folks, as well as AI, as well as software, as well as everything else.  And so I realized that we can’t rest on the laurels of being a 10-year-old agency. That doesn’t matter to people. What matters is results. And so my biggest challenge right now is, how do I pivot my company from being this commoditized service? Even if they’re good, even if you’re the best, it doesn’t matter because it’s a commodity. You could have the best concrete in the city, but if you get an RFQ and the other guys are five cents cheaper, they’re going to go with them a lot of times. Not always, but a lot of times.  And so my intention is what I said earlier: focus on the solutions and focus on the outcomes within our system that I’m building, because I think customers are going to care more to hear, “Hey, I’m not Dan who offers SEO services for you forever. I’m Dan and VisualFizz who take your company from $75 million to $100 million in the next year.” Like, that’s what I think drives their interest. But my challenge is, how do I prove that model out? Because it’s not a standard model that people know yet. It’s not been drilled down like the agency model has been for so many years. It’s new.  And do you feel like you can control the client’s business? You’re so good that you can control their growth, you can make them grow?  No. I would be overzealous and confident to say that I can do that. But the thing I can do is I could help work alongside them to do our best to get there, right? And I’ll give you a couple examples because, I mean, it’s all in the case studies. I took one company with my team from $150 million to $350 million with them, with them, to then have a merger of equals, and now they’re probably worth half a billion, $600 million, something like that.  And then another company, at a certain time during the—I’m going to kind of keep it vague—from $700 million to $800 million to $900 million. But that wasn’t VisualFizz. That was the economy. But it’s about finding opportunities and holes within your client ecosystem that help. So, for example, I saw a hole in what they were currently doing. Their brand was totally off, so we worked on that first. But after that, you could have a pretty website, it might return, but what happened after that is I found a hole saying, “There is so much demand for this product right now.  There’s a big gorilla in the room, a massive, massive company, and there’s you guys, maybe third, fourth, fifth, whatever. But no one’s running paid ads, for example, because it’s a commodity. And why would you run paid ads for commodities?” We did that, and the return on ad spend and return on investment on that has been exponential. Just to get us on the top of that list, it’s an obvious statement, but that coupled with a good-quality website, all the sales materials, trackability, CRM improvements, da da da da da, the list goes on.  I can’t control if the economy goes poorly, if another war breaks out. I’m a nobody. But what I can do with my team is identify little holes that eventually do integrate sales teams better, save time, save money.Share on X Well, that too. Saving time of the sales teams means they could contact more people. And then when they win a sale, that’s it, right? Sales team got their commission. What I like to think about is, okay, well, what happens after we close that deal? Most agencies stop at conversion. My intent is, I have a document I’ve made.  It’s 25 points. We stop at point 20. Sales team takes over from 20 to 24, and we start again at 25 with that same client we already won. So we could take them from whatever they were, $500,000 to $2 million for our customer. So, okay, that was a very long tangent, but gives you an idea of what I think I can control. But no, I can’t control company revenue. I don’t have that much power.  Yeah. No, the only reason I ask this is because if you’re selling an outcome-based approach, then they will ask you, “Okay, show me the outcome that you’re going to deliver for us.” And it is really hard to deliver that and to control that, or it’s impossible even. However, I really like this concept of plugging all the little holes in the bucket, right?  There’s a lot. Yeah. If you plug that, then they’re not going to lose their customers, and they’re going to grow naturally without even having to add on the top. So if you had a magic wand then and you could fix one thing in your business in the next 12 months, what would that be? Agencies are such hard businesses, as you probably know, right? I would probably ideally like to fix the sales pipeline, which is obvious. Anybody would. But I’m only one person. It’s a small team, and I do manage. I’m a pretty active founder and owner and a CEO. And candidly, I’m not an outbound salesperson. I’m good at understanding people’s needs and the marketing world, but I’m not out there speaking at events every day. I’m not out there kissing babies and waving around and winning clients.  There are people who are really good at that, loud people who have a great social presence, like the Gary Vees of the world and the Neil Patels. They’re great at this thing. I’m okay. But what I am good at, and what my team is good at, is being knowledgeable about our clients’ needs and how to, again, figure out those challenges, plug the holes, and be useful. We’re not like a vanity agency. We don’t sell pretty little things. So sometimes it’s hard to say that we’re the agency for them when they don’t have the pretty little thing. So for me, what I would wave my wand around and say is, if I could have a really strong sales team member who works beside me, and again, I could hire somebody.  I know this. But I haven’t seen the best success with outside salespeople helping, like SDRs, et cetera, because no one sells the agency work like the agency owner until you get to a certain size, until you get to 100 people or whatever, and you deal with different challenges. So having somebody who understands the business and can find the leads when we need them, because I know that once we get them in the door, it’s pretty—it’s not crazy complicated to win that work.  But getting them at the right time to understand what we’re offering and, let’s say, speed up the sales process, which right now is very slow for most agencies. I’ve talked to a lot of owners. It’s a very slow sales cycle. That would be what I’d do, at least for now.  So who’s an ideal client? I mean, you mentioned that there are some small ones that you grow. You mentioned that you used to maybe shoot for $10 million to $50 million. Now it’s $300 million to $500 million. So what’s an ideal client that would find VisualFizz to be in their sweet spot?  The thing with revenue in my industry is it doesn’t matter. If you work with e-commerce or CPGs, it could be a $30 million company with a larger budget than my billion-dollar client. That’s just the nature of it. So the revenue doesn’t matter as much. But I do think half a billion to a billion dollars is a sweet spot. A known company, but one that needs a lot of background work. And so for me, a lot of my clients are in manufacturing, industrial, construction, and logistics, among other similar complementary spaces.  Most of them are 20 to 100 years old, and most of them do not have a fully fleshed-out marketing team. And so I do have a client right now that is my ideal client, and I would love to have 10 of them. They’re a client that doesn’t have a marketing department. They’ve kind of let us become the marketing department. They’re open to our ideas, and they’ve allowed us to really take on the role of the marketing team. And so they have many locations across the country.  They’re in the industrial space. They’re growing. They’re open to our ideas, and they want us to be kind of the people that do the work for them. Everything else comes as it does, right? But the attitude that comes with a good client, that’s my ideal customer profile. But for more of a vanilla answer, I would say half a billion to a billion dollars, looking for growth, boring industries, commodities, service businesses, B2B space, many locations, wants to grow, healthy budget.  Yeah. Yeah. I mean, this is a big difference maker. If you can find someone that trusts you, I always found that it’s so much easier to deliver value to a customer that trusts you than one that second-guesses you, right? So it becomes a win-win if they can trust you.  Yes. And I’ll be honest, the quality of my team’s work, even if it’s not directly shown, because we are a business and we do the work for our clients no matter what. But I’ll tell you just upfront that when my clients respect my team members—because I’ve had people that aren’t very respectful. I’ve had clients who are not nice. A lot of them are great, some of them aren’t. They’re not respectful to my team, and though my team has to do the work no matter what, if the client’s really bad, I talk to them and I tell them, “This is not allowed.”  It’s my team over my client every day. But if they’re just not polite or they second-guess all the time, the team isn’t going to care as much about the project and do as good of work and really go out of their way. They’ll do the work. They’ll check the boxes. They’ll do what they have to do, but they’re not going to think at 10:00 P.M., middle of the night, “Oh my God, what about this idea for this client?” And I’ll tell you, the clients that my teams love, not because they’re nice and they’re pleasant, it’s because they respect one another. They will always go out of their way and come up with new, better ideas because it’s happening top of mind all the time.  And the other ones, they’re trying—and it’s anybody—they’re flushing it out of their system until the next time they’re needed. I don’t want to make it sound like we don’t care about our clients, but at the end of the day, it’s the same thing. You have bad relationships and you have good relationships. You’re going to call your friend who’s nice and wants to hang out with you versus the guy that pushed you on the street. Just makes sense.  Plus, you’re in a creative business, and sometimes you have to take a risk in order to create something really nice. And if they don’t trust you, then you’re not going to take a risk for them. Absolutely.  Exactly.  So that’s fascinating. So if I’m the CEO or CMO of this half-a-billion-dollar industrial company with 20 sites, and we don’t have a marketing team and we really have to get going, where can I find out about you and how can I connect with you?  Well, shoot me an email. I’ll give the easy one. It’s hello@visualfizz.com. Shoot me a LinkedIn request. I mean, any way to get to me is great. I will always take a call, a strategy call. I’m not a pushy sales guy who says you have to sign up right away. If somebody has ideas and just wants to run them by me and say, “Dan, listen, I may need you, I may not, but you’ve got 30 minutes, you’ve got an hour,” I, as much as I can make the time, try to make the time for anyone.  In fact, I was talking to the sales and marketing person at a company for two years. She never ended up even working with us because of budget constraints. I still have an excellent relationship with her. She’s very nice. We would talk probably once a month. So I’m big on just when the timing is right, it will work out. So I’m happy to help.  All right. So if you are one of these companies—industrial, maybe old economy, multi-sites, maybe in the Midwest, who knows where these companies are—a couple hundred million dollars to a billion dollars, and you want a really great marketing team and maybe someone who will fix your digital foundations and build your website, or give you staff, or help you transform, transition, and expand, and build your RevOps and marketing and integrate everything, then reach out to Dan, Dan Salganik, the founder of VisualFizz, and he will take care of you.  And if you enjoyed listening to this show, make sure you follow us on YouTube, give us a review, because every two weeks—sorry, every week—I bring you a couple of exciting entrepreneurs who are building great businesses and share their unique framework with you. So Dan, thank you for coming. Thanks for listening.  Yes. Thanks for having me. I so appreciate it. Important Links: Dan's LinkedIn Dan's website Dan's email: hello@visualfizz.com

In this powerful and eye-opening conversation, Gene Valentino sits down with Dr. James Thorp, MD, to discuss the controversies surrounding COVID-19, medical ethics, and the pressures physicians faced during the pandemic.Dr. Thorp shares his perspective on vaccine safety, concerns surrounding pregnancy-related safety signals, and the challenges he says he experienced after opposing COVID-19 vaccination policies.Why were some physicians afraid to speak out? Were important safety concerns overlooked? And what can we learn from the decisions made during the pandemic?This is a must-watch discussion about medical freedom, patient advocacy, accountability, and the future of American healthcare.

On the Events Demystified Podcast (CEO Edition), host Anca Platon Trifan interviews David Peckinpaugh, President and CEO of Maritz and its first non-family CEO, about leading a 132-year-old, fifth-generation family-owned company with a long-term “stewardship” mindset. Peckinpaugh shares his path from hospitality and a DMO role in San Diego to Maritz, and explains how the Tugboat Institute's Evergreen “seven Ps” framework (purpose, people, passion, perseverance, performance, principles, profit) shapes decision-making, including viewing profit as fuel to invest in people and innovation. He discusses Maritz's COVID response, weekly town halls, continued innovation, and preserving leadership, plus an intentional approach to AI aimed at making employees “irreplaceable,” aligned with sustainability goals. The conversation also explores why in-person events remain uniquely human, the difference between personalized and truly personal experiences, and why time is the core currency attendees invest.00:00 Stewardship Over Speed01:11 Welcome And Guest Intro03:30 David's Path Into Events05:50 Why In Person Still Wins07:26 Leading With Stewardship12:21 Evergreen Seven Ps Framework14:10 Profit Fuels Purpose15:12 Decision Filters Under Pressure21:19 AI To Make People Irreplaceable24:17 Human Connection Can't Be Automated25:35 Time Is The Currency27:10 Trust And Loyalty28:52 Personal Versus Personalized30:34 Culture And Seven Ps32:39 COVID Leadership Decisions36:35 Stewardship And Accountability38:38 Mentoring Future CEOs42:14 Legacy Of Stewardship43:35 Authenticity And AI Reading45:55 Closing And Where To ConnectProduced by Tree-Fan Events Production LLCBook Anca for speaking or consulting:⁠⁠⁠⁠⁠⁠⁠https://ancaplatontrifan.me/booking-page/⁠⁠⁠⁠⁠⁠⁠Follow for more on AI, events, and leadership:LinkedIn: ⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/ancatrifan/⁠⁠⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/anca.platon.trifan/⁠⁠⁠⁠⁠⁠⁠Original podcast music by Fable Score MusicTree-Fan Events is a woman-owned boutique event production agency focused on delivering high-impact experiences through the FIT4EVENTS™ framework.

This week Erin's luggage (with her mic) still hasn't been returned to her, but she's sipping on eucalyptus and discussing her appearance on the Scriptnotes podcast! Bryan has symptoms of exhaustion but managed to get a $70 haircut and learned all about the Seventh Day Adventists. Erin is Paul Revere spreading the news from the recent ProPublica study from 2020-2025 showing ectopic pregnancy deaths nearly doubling since the overturning of Roe V. Wade Bryan spins his big gay globe to lead us through Turkey's recent raids on its LGBTQ+ citizens, Hungary making progressive changes, and how here in the U.S. Democrats are failing its trans citizens in this conservative culture war. For all our bonus content visit www.patreon.com/attitudes Sign up for our Discord for episode discussions, watch parties, community and more!

Dr. Michael Leon on Smell Training, Memory, Sleep, Alzheimer's Risk, and Brain Longevity Your sense of smell may reveal more about your brain health than you realize, and stimulating it while you sleep may improve memory, sleep quality, and cognitive function. **Visit https://memoryair.com/ and use code DAVE15 for 15% off. **Host Dave Asprey sits down with Dr. Michael Leon, Professor Emeritus of Neurobiology and Behavior at UC Irvine and one of the world's most cited scientists, to explore why smell may be one of the most overlooked tools for brain health and longevity. Dr. Leon explains why the olfactory system has unusually direct access to the brain's memory and emotional centers, why smell often declines alongside memory after age 60, and why reduced olfactory function has been associated with Alzheimer's disease, cognitive decline, depression, and increased all-cause mortality. They also discuss how COVID, chronic congestion, pollution, stress, and aging can impair smell without people realizing it. The conversation dives into olfactory enrichment, including research showing major improvements in memory when older adults were exposed to multiple scents during sleep. Dr. Leon explains why novelty matters, how nighttime scent exposure may increase deep sleep and reduce nightmares, and why olfactory stimulation is being studied in dementia, PTSD, depression, and autism. Dave also explores connections between smell, GLP-1 drugs, exercise, rapamycin, spermidine, oxytocin, hormones, mitochondrial function, and other longevity interventions. This is essential listening for anyone interested in memory, sleep, Alzheimer's prevention, brain aging, smell training, dementia, PTSD, autism, longevity, neuroplasticity, biohacking, and protecting cognitive function as you age. You'll Learn: -Why your sense of smell often declines alongside memory -How smell connects directly to the brain's memory and emotional centers -Why poor olfactory function is associated with Alzheimer's risk and mortality -How chronic congestion may affect memory and brain health -What COVID-related smell loss may mean for long-term cognitive health -How olfactory enrichment can stimulate memory centers while you sleep -Why one study reported a 226% improvement in memory in healthy older adults -How scent exposure may increase deep sleep and reduce nightmares -Why novelty and rotating scents appear to matter for neuroplasticity -How smell training is being studied in dementia, depression, PTSD, and autism -Why several longevity interventions are also associated with improved olfaction -How GLP-1 drugs may affect smell, food enjoyment, memory, and emotion -Why professional wine tasters may offer clues about protecting the aging brain Thank you to our sponsors! - KILLSwitch | If you're ready for the best sleep of your life, order now at https://www.switchsupplements.com/ and use code DAVE for 20% off - PredictiveMind™ | Get your Brain Pattern Mapping report at predictivemind.io/dave and use code DAVE for 10% off. - Fatty15 is on a mission to support Healthy Aging for All, including all ages and stages of life. You can get an additional 15% off their 90-day subscription Starter Kit by going to fatty15.comDAVE and using code DAVE at checkout. - LMNT | Right now, grab any LMNT drink mix and they'll throw in a free sample pack. Go to drinklmnt.com/dave to get yours. Dave Asprey is a four-time New York Times bestselling author, founder of Bulletproof Coffee, and the father of biohacking. With over 1,000 interviews and 1 million monthly listeners, The Human Upgrade brings you the knowledge to take control of your biology, extend your longevity, and optimize every system in your body and mind. Each episode delivers cutting-edge insights inhealth, performance, neuroscience, supplements, nutrition, biohacking, emotional intelligence, and conscious living. New episodes are released every Tuesday, Thursday, Friday, and Sunday (BONUS). Dave asks the questions no one else will and gives you real tools to become stronger, smarter, and more resilient. Keywords: Michael Leon, smell training, olfactory enrichment, sense of smell, memory improvement, brain aging, Alzheimer's disease, dementia, deep sleep, nightmares, PTSD, autism, depression, COVID smell loss, olfactory system, neuroplasticity, MemoryAir, essential oils, cognitive decline, all-cause mortality, GLP-1, rapamycin, spermidine, oxytocin, longevity, brain health, sleep optimization, memory loss, olfactory stimulation Resources: • Visit https://memoryair.com/ and use code DAVE15 for 15% off. • Get My 2026 Clean Nicotine Roadmap | Enroll for free at https://daveasprey.com/2026-clean-nicotine-roadmap/ • Dave Asprey's Latest News | Go to https://daveasprey.com/ to join Inside Track today. • Danger Coffee: https://dangercoffee.com/discount/davetube • My Daily Supplements: SuppGrade Labs (15% Off) • Favorite Blue Light Blocking Glasses: TrueDark (15% Off) Timestamps: 00:00 — Smell and Your Brain 01:25 — Intro 06:52 — Why Smell Goes Unnoticed 10:59 — Making MemoryAir 15:46 — Smell and Dementia 20:00 — Smell Predicts Lifespan 25:32 — Testing Your Sense of Smell 28:33 — Autism and Olfactory Therapy 36:23 — Biohacking Your Nose 42:50 — GLP-1 and Olfaction 45:55 — PTSD, Nightmares, and Sleep See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As millions turn to Ozempic to lose weight fast, and concerns are mounting over improper use, reports of blindness, life-threatening side effects, and billions in lawsuits are piling up. We look at the risks, the rush to prescribe, and what may be getting missed.Then, as Europe and the U.K. push new online speech rules that could reach American platforms, Jefferey tracks the growing fight over who gets to decide what you can say online.Next, a major new investigation is putting COVID vaccines and military deaths under the microscope. Who joined forces to spark the review?Plus, Dr. Ron Elfenbein helped the government expand access to monoclonal antibodies during COVID. Now, the doctor is facing a prison sentence after he spoke out against the U.S. government's decision to pull the treatment.Finally, just in time for Halloween, the crunchy moms behind Tricked by the Treat are back with brand-new clean treats for your kids, more candy they'll love, and a way to keep the magic of Halloween alive, without the scary ingredients.Guests: Dr. Ron Elfenbein, Jenn Sherry Parry, Alexa Sherry ParryAirdate: September 17, 2026Become a supporter of this podcast: https://www.spreaker.com/podcast/the-highwire-with-del-bigtree--3620606/support.

Alan's Soap https://AlansArtisanSoaps.com/Todd The legacy continues for Ian and Alan with Alan's Artisan Soaps “John's Favorites” bundle.  Get one bar of each of John's favorites for only $28.99. Bulwark Capital https://KnowYourRiskPodcast.comJoin Zach's “Game Plan” webinar October 1st at 3:30 Pacific. It's LIVE and it's FREE. Register at the link above today.Renue Healthcare https://Renue.Healthcare/ToddYour journey to a better life starts at Renue Healthcare. Visit https://Renue.Healthcare/Todd Bonefrog https://BonefrogCoffee.comGet the new limited release, The Sisterhood, created to honor the extraordinary women behind the heroes.   Use code TODD at checkout to receive 10% off your first purchase and 15% on subscriptions.SentryH2O https://SentryH2O.com/Todd Upgrade your drinking water.  There's a Sentry H2O system for every home and every budget. Use code TODD to save 10% off today.  **** LISTEN and SUBSCRIBE at: The Todd Herman Show - Podcast - Apple Podcasts The Todd Herman Show | Podcast on Spotify  WATCH and SUBSCRIBE at:  Todd Herman - The Todd Herman Show - YouTubeThe AI Panic is Just Like the COVID Panic The AI PsyOp Is In Full-Swing: Here Are The Kernels of Truth // A Lyndsay Clancy Juror Confessed To Her Own Agenda  // A 9/11 Victim's Last Phone Call and God's Question for You

Are the American people dead last in the eyes of their own government? Joe dives headfirst into the growing frustration with a political class bowing to special interests and running from accountability. From Congress abruptly cutting town early for recess—leaving key election security measures like the SAVE Act dangling in the balance—to a shocking Arizona story where an HOA seized a veteran homeowner's $475,000 property over a $977 debt, today's show pulls no punches on government overreach, border security, and the system leaving hard-working citizens behind.Joe sits down with constitutional attorney and former Green Beret Commander Ivan Raiklin. Raiklin weighs in on the high-stakes Capitol Hill testimony of Kash Patel, calls for criminal referrals surrounding former DoD officials over COVID-19 military mandates, and offers his expert intelligence analysis on the ongoing legal developments in the J6 pipe bomber investigation.Joe exposes how open borders and elite priorities directly impact everyday families—highlighting alarming congressional testimony from a New York sheriff on transnational gang threats, recent political violence targeting conservative activists on the road, and the national debate over foreign aid spending. Tune in for a raw, uncompromising breakdown of today's biggest headlines and the fight to put Americans first.

Aaron McIntire covers the Federal Reserve's unanimous decision to raise interest rates despite President Trump's public frustration, amid a 31 year low in new home sales. He covers Vice President JD Vance's midterm messaging push, and undercover video obtained by the Daily Wire in which Texas Senate candidate James Talarico's own minister suggests Talarico is softening his positions purely for electoral purposes. Aaron also covers the arrest of Korby Allen Strube, a Kansas man accused of posting antisemitic death threats against Ben Shapiro tied to a Yom Kippur countdown, and White House Chief of Staff Susie Wiles announcing she is cancer free. He covers NFL star Travis Kelce being named a victim in a $35 million Ponzi scheme run by Indian national Siddharth Jawahar, and pushes back on California Governor Gavin Newsom's breezy CNN fly fishing interview reflecting on COVID era lockdowns.

Athan Didaskalou had bet everything on a one-year-old suitcase brand called July. Then Covid wiped out travel and nearly took the business with it. What happened next turned it into a nine-figure global company. Athan came from the agency world and sold out of two businesses to go all in; his co-founder Richard Li brought the manufacturing and supply chain muscle. They chose luggage precisely because it was hard to make and dominated by a single global player. They survived lockdown on drink bottles, kept every team member, and came out the other side with a two-year head start no competitor dared to challenge. Today July has 15 tier-one retail stores in Australia, is the official luggage of the Australian Olympic Team, and is pushing into Asia, the US and beyond. In this interview, Athan breaks down his theory of why founder-led brands beat private-equity ones, the "irrational spend" that built July's brand equity from day one, and the counterintuitive reason physical retail became their cheapest customer acquisition channel. What you'll learn in this interview: • Why July was their "15th race" - and how years of prior businesses made them lethal from day one • The irrational spend theory: why founder-led brands beat PE brands by overspending in emotional areas • How they landed the four-letter July domain and sub-five-letter social handles - and why it signals trust • Why luggage is a trust business - and how brand became their moat against the dominant global player • How drink bottles and personalization kept the wheels turning when Covid wiped out travel overnight • Why the two-year Covid shutdown handed them a head start no competitor was willing to challenge • The investor who wrote a cheque with zero due diligence - after they drove out to fix a customer's lock • Why retail became their cheapest customer acquisition channel - and the rent-to-revenue math behind it • Why the US rewards short-domain, free-returns DTC brands - and why the UK has been so much harder to crack • Why staying deliberately small is getting harder - and the first year they stopped knowing every employee's name If you're building a DTC or consumer brand, trying to compete against a dominant incumbent, or rethinking whether retail belongs in your growth plan, this conversation will fundamentally change how you think about brand equity, resilience, and building something people actually trust. SAVE 50% ON OMNISEND FOR 3 MONTHS Get 50% off your first 3 months of email and SMS marketing with Omnisend using the code FOUNDR50. Start here → ⁠⁠⁠⁠https://your.omnisend.com/foundr⁠⁠⁠⁠ SAVE 95% ON XERO FOR 6 MONTHS Simplify your business finances with 95% off Xero for your first 6 months. Start here →⁠⁠⁠⁠ https://foundr.com/xero⁠⁠⁠⁠ WANT TO GROW YOUR BRAND WITH META ADS? Join the Foundr Operators Waitlist → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://foundr.com/operators⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ HOW WE CAN HELP YOU SCALE YOUR BUSINESS FASTER Learn directly from 7, 8 & 9-figure founders inside Foundr+ Start your $1 trial → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.foundr.com/startdollartrial⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ PREFER A CUSTOM ROADMAP AND 1-ON-1 COACHING? → Starting from scratch? Apply here → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://foundr.com/pages/coaching-start-application⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ → Already have a store? Apply here → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://foundr.com/pages/coaching-growth-application⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CONNECT WITH NATHAN CHAN Instagram → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/nathanchan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/nathanhchan/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ CONNECT WITH ATHAN DIDASKALOU Instagram → ⁠https://www.instagram.com/july/ LinkedIn → ⁠https://au.linkedin.com/in/athand Website → ⁠https://july.com/ FOLLOW FOUNDR FOR MORE BUSINESS GROWTH STRATEGIES YouTube → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/2uyvzdt⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Website → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.foundr.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/foundr/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Facebook → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/foundr⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.twitter.com/foundr⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/foundr/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Podcast → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.foundr.com/podcast⁠

Republicans are just as scheming as democrats as they roll in "Mitch McConnell" to cast a tie-breaking vote on a farm bill which may insulate Monsanto from lawsuits over its cancer-causing weed products. Trump drops a devastating video about the Hilary Clinton Body Count - and how many people in the failed presidential candidate's orbit have ended up dead. Why would he do that? Nic Hulscher says turbo cancers from the Covid jabs are very real - and very deadly. The GOP's midterm convention was a hit across America.    

When a visionary enters the proverbial "studio," the world should listen. It isn't every guest that graces Wine Talks with Paul K that raises an eyebrow, Florencia Palmz did just that. She didn't say enything that industry leaders don't already think, but she was compelled to express the very thoughts that need to be expressed...to change things, to reorient the view point of the wine trade. Bravo. What you will learn:

Just in time for respiratory virus season, this episode of the podcast breaks down essential vaccine guidance for older adults. From flu, COVID-19, and RSV to an added bonus deep dive into shingles, we cover everything you need to know to protect older adults this season. Our expert guests include: Kenneth Schmader, MD: A geriatrician and vaccine researcher who helped develop the zoster vaccine. Ken serves on the Working Groups for the Herpes Zoster, Influenza, COVID-19, RSV and General Adult Immunization Guidelines for the US Centers for Disease Control (CDC) Advisory Committee on Immunization Practices (ACIP). Sharon Brangman, MD: a geriatrician extraordinaire whom we've had in the past for her work in Alzheimer's, and whom we've now asked to talk about her work with the AGS Older Adults Vaccine Initiative. We covered a lot of topics, including: Who needs which vaccine at what age: Clear guidelines for COVID-19, RSV, flu, and shingles vaccines. Optimal seasonal timing: What the optimal timing during the year to receive the schedule their shots? Vaccine selection: How to choose between options, including standard-dose, high-dose, and new mRNA flu vaccines? Does the shingles vaccine really prevent dementia? Listen now and explore the links below for more resources. Eric Resources: AGS Vaccine Initiative Website.  They have a variety of resources including: Get the Basics: Essential Vaccines for Older Adults Learn More: What You Need to Know About COVID-19 Vaccines for Older Adults (Age 65+) Ask The Expert: The Flu Vaccine Learn More: What You Need to Know About the Shingles Vaccine Get the Basics: RSV Vaccines for Older Adults (60+) CDC Adult Immunization Schedule The Nature study we discussed on the effect of herpes zoster vaccination on dementia

The Storm Skiing Journal and Podcast likes it when ski areas are run by people who are good at running ski areas. Please subscribe to the email newsletter to get new posts the moment they're live. Thank you for supporting independent ski journalism.About CamelbackOwned by: EPR Properties, managed by Peregrine Hospitality (formerly KSL Resorts)Located in: Tannersville, PennsylvaniaYear founded: 1963Pass affiliations:* Ikon Pass: 7 days, no blackouts* Ikon Base Pass: 5 days, holiday blackoutsClosest neighboring ski areas: Shawnee Mountain (:24), Jack Frost (:26), Big Boulder (:27), Skytop Lodge (:29), Saw Creek (:37), Blue Mountain (:41), Pocono Ranchlands (:43), Montage (:44), Hideout (:51), Elk Mountain (1:05), Bear Creek (1:09), Ski Big Bear (1:16)Base elevation: 1,252 feetSummit elevation: 2,079 feetVertical drop: 827 feetSkiable Acres: 166Average annual snowfall: 50 inchesTrail count: 45, with three new trails for 2026-27 (not on the map below, but discussed on the podcast)Lift count: 12 (1 high-speed six-pack, 1 high-speed quad, 1 fixed-grip quad, 2 triples, 2 doubles, 5 carpets – view Lift Blog's inventory of Camelback's lift fleet)For reference:The Zoom transcript (click “transcript” above for the Substack transcript, then click on any text block to teleport to the associated point in the video; timestamps below DO NOT MATCH THE VIDEO)00:03:25.000 --> 00:03:37.000Stuart Winchester: Welcome to The Storm! I'm your host, Stuart Winchester. Today is Wednesday, September 16th, 2026, and I've got a really good show for you today.00:03:37.000 --> 00:03:45.000Stuart Winchester: we're going to talk some Pennsylvania skiing. And Pennsylvania skiing is a really interesting thing. As I travel around the country.00:03:45.000 --> 00:03:56.000Stuart Winchester: and ski at all these different places in the Midwest, and out West, and in New England, and in the Mid-Atlantic. Uh, and as I talk to folks who… who don't ski that much, or only ski at the big mountains.00:03:56.000 --> 00:04:05.000Stuart Winchester: I'll often bring up some experience I had at a Pennsylvania ski area. Pennsylvania has quite a few ski areas as 21.00:04:05.000 --> 00:04:20.000Stuart Winchester: public chairlift-served ski areas, and it does 2.6 million skier visits on average per year. That is more than any state except for Colorado, California, Utah, Vermont, and New York.00:04:20.000 --> 00:04:26.000Stuart Winchester: It's more than Washington, it's more than Oregon, it's more than Montana, it's more than New.00:04:26.000 --> 00:04:39.000Stuart Winchester: So, Pennsylvania is a really important ski state, which is probably why Vail Resorts owns 8 ski areas there, because it is really close to a lot of population centers. In western PA, you have Pittsburgh.00:04:39.000 --> 00:04:54.000Stuart Winchester: and Seven Springs, and Laurel, and Hidden Valley, and then you have Philadelphia on the east side, and you can also draw up from Baltimore and D.C. for Round Top and Whitetail. And uh…00:04:54.000 --> 00:04:57.000Stuart Winchester: And Jack Frost's Big Boulder up in the Poconos. So…00:04:58.000 --> 00:05:00.000Stuart Winchester: Vail has a big presence there.00:05:00.000 --> 00:05:15.000Stuart Winchester: Icon has a presence there with Camelback and Blue Mountain. Uh, and then Indy Pass just signed their 8th ski area in Pennsylvania with Spring Mountain, uh, down near Philadelphia. So, so it's, it's a place where a lot of skiers start.00:05:15.000 --> 00:05:19.000Stuart Winchester: And it's a little bit of a funny place to ski, because…00:05:19.000 --> 00:05:29.000Stuart Winchester: it tends to have an outsized number of novice skiers, which is great. They're very good at doing that. Uh, but it can make it a little chaotic.00:05:29.000 --> 00:05:38.000Stuart Winchester: And the lift lines can get a little crazy, and people are all over the hill, and sometimes they're walking down the hill because they're frustrated and they're giving up.00:05:38.000 --> 00:05:40.000Stuart Winchester: Uh, and…00:05:40.000 --> 00:05:44.000Stuart Winchester: You take that as your baseline in Pennsylvania.00:05:44.000 --> 00:05:49.000Stuart Winchester: And you had any sort of complications.00:05:49.000 --> 00:05:54.000Stuart Winchester: And things get out of hand really quickly. And in general.00:05:55.000 --> 00:06:00.000Stuart Winchester: For that reason, the ski areas that have survived in Pennsylvania.00:06:00.000 --> 00:06:07.000Stuart Winchester: are among the best operators in the world, and I would put that up against anyone.00:06:07.000 --> 00:06:14.000Stuart Winchester: It's a very, very challenging environment, not only because you have a high number of novice skiers.00:06:14.000 --> 00:06:17.000Stuart Winchester: Uh, but also because you have…00:06:17.000 --> 00:06:31.000Stuart Winchester: not a ton of snow, sometimes in the west part of the state, where there's higher elevation, they do get a lot of snow, but… but not as a rule, you couldn't count on it for natural snow. Uh, you get a lot of rain, you get a lot of warm-ups.00:06:31.000 --> 00:06:35.000Stuart Winchester: Uh, and… and you, in general, have to rely on…00:06:35.000 --> 00:06:42.000Stuart Winchester: a very short season, generally mid-December-ish to mid-March-ish.00:06:42.000 --> 00:06:45.000Stuart Winchester: And the skiers there…00:06:47.000 --> 00:06:52.000Stuart Winchester: They're they're accustomed to a pretty high standard, so.00:06:52.000 --> 00:06:57.000Stuart Winchester: So when things do get out of control, uh…00:06:57.000 --> 00:07:04.000Stuart Winchester: They really rebelled, and they really noticed. So, a couple years ago, this is what happened at Camelback. So, Camelback…00:07:05.000 --> 00:07:09.000Stuart Winchester: You know, I don't generally do ops stories, uh…00:07:09.000 --> 00:07:10.000Stuart Winchester: You know.00:07:10.000 --> 00:07:19.000Stuart Winchester: ski area didn't groom this run, or they haven't opened this lift, or, uh, you know, they usually let this bump up, but they don't, or, or…00:07:19.000 --> 00:07:27.000Stuart Winchester: you know, they… they are trying to save money, or they're being cheap. I generally don't bother with those, even though I get a lot of messages.00:07:27.000 --> 00:07:32.000Stuart Winchester: Complaining about things like that, because there's almost always a pretty good reason.00:07:32.000 --> 00:07:38.000Stuart Winchester: Uh, and it's almost always temporary, and it's really not worth the effort.00:07:38.000 --> 00:07:48.000Stuart Winchester: to write the story if I'm just writing about, you know, why Stratton or Mount Snow or Magic Mountain didn't open a certain lift on a certain day.00:07:48.000 --> 00:08:04.000Stuart Winchester: Uh, it's, it's a lot to track down and it's a lot of, uh, this person said this and the other person said that. It's just not the kind of thing that I'm want to cover with the storm, right? I want to do bigger stories. I want to do trend stories. I want to look at the culture and evolution of skiing.00:08:04.000 --> 00:08:11.000Stuart Winchester: And the passes, and all the infrastructure, and all the fun stuff. So I don't generally cover the day-to-day stuff, just because…00:08:12.000 --> 00:08:18.000Stuart Winchester: The ski areas that remain in 2026 are, for the most part, run by really good operators.00:08:18.000 --> 00:08:32.000Stuart Winchester: Uh, it… because… and they've survived. Most of the bad ski areas that were either mismanaged or were in the wrong places, they went out of business a long time ago, which is why the number of ski areas has been stable for around 25 years now in America.00:08:32.000 --> 00:08:35.000Stuart Winchester: So I but I started to notice.00:08:35.000 --> 00:08:45.000Stuart Winchester: several years ago that I was getting an outsized number of complaints around one ski area in particular in the Poconos.00:08:45.000 --> 00:08:47.000Stuart Winchester: And it was Camelback.00:08:47.000 --> 00:08:51.000Stuart Winchester: And Camelback had a long history of being an independent.00:08:51.000 --> 00:08:52.000Stuart Winchester: And…00:08:52.000 --> 00:08:54.000Stuart Winchester: Really…00:08:54.000 --> 00:08:59.000Stuart Winchester: the way it's been described to me by… by season pass holders, and I've skied…00:08:59.000 --> 00:09:04.000Stuart Winchester: some at Camelback, but I don't have that depth of knowledge of having grown up there.00:09:04.000 --> 00:09:20.000Stuart Winchester: That Camelback for a long time, for decades, set the standard on snowmaking, on grooming, on just general maintenance of lifts in the ski area in the Poconos. And that was why they had chosen to ski there all those years.00:09:20.000 --> 00:09:30.000Stuart Winchester: But things had started to fall apart when a new owner showed up in 2019. It was at the time KSL Capital, who was.00:09:30.000 --> 00:09:43.000Stuart Winchester: was managing it for EPR Properties, which is the entity that bought it, and they own a bunch of ski areas, EPR Properties, including a bunch owned by Vail, including North Star, and a lot of the old Peak Resorts in Ohio and such.00:09:43.000 --> 00:09:50.000Stuart Winchester: And KSL Resorts was a division of KSL Capital.00:09:50.000 --> 00:09:53.000Stuart Winchester: which is a part owner of Altera.00:09:53.000 --> 00:09:58.000Stuart Winchester: But for some reason, Altera, which is very good at running ski resorts.00:09:58.000 --> 00:10:00.000Stuart Winchester: did not…00:10:00.000 --> 00:10:15.000Stuart Winchester: get assigned as the… as the owner of Camelback. And when KSL Resorts purchased Blue Mountain, not in Ontario, the Blue Mountain in Pennsylvania, that's about 45 minutes from Camelback, two years later, in 2021.00:10:15.000 --> 00:10:26.000Stuart Winchester: That ski area also did not fall under Altera's ownership. And it was an odd choice to make, because Altera's really good at running ski areas, and they run…00:10:26.000 --> 00:10:35.000Stuart Winchester: Mammoth, and Deer Valley, and Steamboat, and Solitude, and Palisades Tahoe, and Stratton, and Sugarbush, and they definitely have.00:10:35.000 --> 00:10:41.000Stuart Winchester: the institutional knowledge and internal firepower to be able to run these ski areas in the Poconos.00:10:41.000 --> 00:10:43.000Stuart Winchester: Uh, Blue Mountain…00:10:43.000 --> 00:10:47.000Stuart Winchester: Had the benefit of a long time tenured management team.00:10:47.000 --> 00:11:02.000Stuart Winchester: That kept the place, by all accounts, running pretty well. Camelback, on the other hand, seemed to be falling apart before our eyes, and before the eyes of the loyalist skiers who loved the place so much. And they were really, really concerned, and I started to…00:11:02.000 --> 00:11:08.000Stuart Winchester: Because they had put, uh, a management team in place, it seemed.00:11:08.000 --> 00:11:10.000Stuart Winchester: that…00:11:11.000 --> 00:11:22.000Stuart Winchester: was not familiar with the… with the inner workings of a ski area. Uh, I… I hosted Dave Makarski, the former general manager of Kalenbach, on this podcast.00:11:22.000 --> 00:11:33.000Stuart Winchester: and very nice guy. We had a great conversation. Uh, he's not a skier. And, and, you know, sometimes you can be not a skier and run a great ski resort. Uh, look at Bill Stritzler up at Smuggler's Notch.00:11:33.000 --> 00:11:43.000Stuart Winchester: Bill hasn't skied in years, and he snowboarded for a little bit, but he's not a daily skier. Look at Shawnee.00:11:43.000 --> 00:11:54.000Stuart Winchester: that where the owner… that's one of the most modern, nice ski areas in the Poconos, uh, and the owner has not skied in decades. So, so it's not always necessary, uh, but…00:11:55.000 --> 00:12:10.000Stuart Winchester: It does help and it's certainly a benefit. So everyone I talked to, I was, I was gathering all this stuff for a story and I was gonna write about Camelback and, and it, it really seemed like it was the worst run ski area anywhere that I could find based on the amount of feedback I was getting.00:12:10.000 --> 00:12:25.000Stuart Winchester: I was gathering all this feedback from all these long-time pass holders, and then they hired a new general manager, and so I scrapped the story, but I still wanted to get it, and by all accounts, Jason Bays, who I'll bring on the podcast in a moment.00:12:25.000 --> 00:12:34.000Stuart Winchester: has really done a nice job of turning CamelBak around. So, so let's go to Jason now.00:14:09.000 --> 00:14:16.000Stuart Winchester: My guest today is the Vice President and General Manager of Camelback Ski Area in Pennsylvania.00:14:16.000 --> 00:14:26.000Stuart Winchester: Camelback runs six chairlifts, or maybe seven. I might have had a typo there. Serving 45 trails on an 827-foot vertical drop.00:14:26.000 --> 00:14:41.000Stuart Winchester: Prior to taking the top job at Camelback, he was general manager for Great Wolf Resorts around the United States. He also spent time as chief operating officer and general manager of Mountain Creek Ski Area in New Jersey and director of operations.00:14:41.000 --> 00:14:54.000Stuart Winchester: for Jay Peak, Vermont. His very first jobs as a teenager were as a lifeguard and ski instructor at Camelback. Jason Bay is my guest. Jason, welcome to the Storm. Awesome to have you. How you doing today?00:14:53.000 --> 00:15:00.000Jason Bays: Thank you, Stuart. Great to be here. I've been a listener from day one, so excited to join you.00:14:59.000 --> 00:15:14.000Stuart Winchester: I love that. I'm so hyped to hear that. I know I started with a little Northeast focus. You know, you're the… you probably know this already, but you're the second straight guest I've had on. There was a Mountain Creek alum, Chris Haggerty, on yesterday. Are you acquainted with Chris?00:15:13.000 --> 00:15:18.000Jason Bays: Yeah, Chris and I worked together, um, back in our days at Mountain Creek, great guy.00:15:17.000 --> 00:15:33.000Stuart Winchester: Yeah, yeah, I'm, uh, I'm not sure, I'm sure you're aware I'm based in New York City and Mountain Creek is one of my go-tos and, and was my home mountain before I started traveling all over the place for the storm. So, so, you know, Jason, I, I think it's awesome that you grew up at Camelback. Tal.00:15:34.000 --> 00:15:41.000Stuart Winchester: your childhood Camelback. What was the kingdom of Camelback like to you, uh, when you were growing up skiing there?00:15:40.000 --> 00:16:03.000Jason Bays: Yeah, look, I, you know, took, I grew up in Pocono Kid, born and raised 10 minutes from the resort. After school ski program was the first, you know, first sort of foray into life at Camelback and was immediately hooked in the summer as a swimming pool and two water slides. I thought that was the most awesome place in the world too.00:15:44.000 --> 00:15:45.000Stuart Winchester: Yeah.00:15:54.000 --> 00:15:55.000Stuart Winchester: Mmhm.00:16:03.000 --> 00:16:04.000Stuart Winchester: Mmhm.00:16:03.000 --> 00:16:21.000Jason Bays: And my parents thought it was a great babysitting service, you know, relative to that. So it was just an awesome, awesome place to grow up and, you know, be part of the small but mighty ski community that is Tannersville, Pennsylvania, in this area, in the Poconos.00:16:21.000 --> 00:16:39.000Jason Bays: um, you know, when it came to get a first job, uh, there's no place I was, uh, gonna consider other than Camelback. It's where all my friends were, it's where we all hung out all the time, and, um, you know, really just got introduced to, uh, to the sport, and, um, had some freedom. It was the first time I had some freedom, and it was to be at Camelback, so that's.00:16:27.000 --> 00:16:29.000Stuart Winchester: Mmhm.00:16:39.000 --> 00:16:56.000Stuart Winchester: So you worked there, and you were part of the machine, so to speak, and I realized you were sort of on the peripheral of the machine, as opposed to in the center of it, as you are now. But, you know, you grew up in the Poconos, and had that experience, and you had this vision of Camelback in your head, right? Then you went off and had a big life, as…00:16:56.000 --> 00:16:57.000Jason Bays: Yes.00:16:56.000 --> 00:17:00.000Stuart Winchester: as people do, and you went and worked at all these places that I just mentioned.00:17:00.000 --> 00:17:03.000Stuart Winchester: And then you came back to Camelback.00:17:03.000 --> 00:17:06.000Stuart Winchester: When you, when you arrived.00:17:06.000 --> 00:17:10.000Stuart Winchester: How had the place changed? And I just want to tee this up. I, you know.00:17:10.000 --> 00:17:19.000Stuart Winchester: before you came on, I was talking about how I don't generally write operations stories, right? Because it… there's usually a good reason for why a trail is closed, a lift's not running.00:17:19.000 --> 00:17:26.000Stuart Winchester: Uh, but a few years ago, I started to get an outsized number of complaints about Camelback.00:17:26.000 --> 00:17:38.000Stuart Winchester: And so I started to write a story about it, and then when you came along, I shelved it, because honestly, everyone immediately was like, oh, this is so much better. So, you know, how had…00:17:38.000 --> 00:17:41.000Stuart Winchester: Camelback changed.00:17:41.000 --> 00:17:42.000Stuart Winchester: when you…00:17:42.000 --> 00:17:44.000Stuart Winchester: Came back to work there.00:17:44.000 --> 00:17:51.000Stuart Winchester: And what were the challenges facing the resort? What did you focus on immediately?00:17:50.000 --> 00:18:08.000Jason Bays: Yeah, I'll just back up to say, you know, just to contextualize, um, from when I was there as a teenager and, um, through college on the ski team, too, I would say that community was a really big word, um, that was used all the time. You, you felt like it was, it was the Camelback community, and there's a really big emphasis on the ski product.00:18:08.000 --> 00:18:28.000Jason Bays: Um, as a ski instructor, like, what we were putting out, how we were doing lessons, how many lessons we could do, and the experience that was surrounding that. And same thing on the water park side. And, you know, I think the, um, you know, some of the observations, um, coming back to Camelback was, um, I think there's a little bit of focus, um, focus direction for, for, like, to focus on the ski product.00:18:28.000 --> 00:18:44.000Jason Bays: and focusing on the water park product, and I sort of look at it as, like, a… as Disney World, right? Whereas we fill out… if we do the ski part well, we do the snow tubing part well, we do the water park well, that puts heads in beds, um, versus trying to put heads in beds.00:18:44.000 --> 00:19:01.000Jason Bays: And then have them do the activities. We're leading with an activity front and centered focus. And that means making the strategic investments in the ski product, in our recreational product, and making that the very best that it can be.00:19:01.000 --> 00:19:23.000Jason Bays: back in 2008 when I was here as a teenager, that was all there was. There was no hotel product, right? So the ski product got outsized attention just naturally because it was a 560-acre resort that identified as a ski area and a water park. And I think some of the context that was missing was that while there's been a great evolution of Camelback as a four-season resort.00:19:15.000 --> 00:19:16.000Stuart Winchester: Mmhm.00:19:23.000 --> 00:19:40.000Jason Bays: It's really important that, to me, that each of those business units gets the time and attention that they would deserve if they were stand-alone units, particularly because a cog… it's a cog in the wheel, and that wheel is… it's a flywheel. It needs to… it all needs to turn at once, and so we lead with.00:19:40.000 --> 00:19:43.000Jason Bays: the recreational offerings first.00:19:43.000 --> 00:19:48.000Stuart Winchester: You know, you mentioned the community, and I wasn't aware…00:19:48.000 --> 00:19:59.000Stuart Winchester: that there was such a strong community around Camelback, and I'm not surprised, because most ski areas have that group of folks who, you know, they're retirees, and they boot up at 8am, and they take runs together.00:19:59.000 --> 00:20:14.000Stuart Winchester: But they were really passionate, and the running theme, Jason, in the emails and messages that I got from Camelback locals was that they loved Camelback. It wasn't that they hated Camelback, they hated to complain about Camelback.00:20:14.000 --> 00:20:18.000Stuart Winchester: They wanted to love it, but they couldn't. There was there was.00:20:18.000 --> 00:20:34.000Stuart Winchester: a lot of things they cited, uh, not making snowmaking when it's cold, understaffed grooming, uh, missed lift inspections. I don't know if this is true. This is what people were… they were reaching, I think, for answers. Uh, put it all together, and there was… it was definitely…00:20:34.000 --> 00:20:47.000Stuart Winchester: seemed as though the ski product was not the focus. So when you came in, what did you focus on right away and say, okay, this is what we gotta change, you know, we have to cover every trail 100% right away, or whatever it was?00:20:47.000 --> 00:21:09.000Jason Bays: Yeah, I think that's, look, I would start, you hit the nail on the head that there's a very passionate skiing community here at Camelback and in the Poconos and it means a lot to people. This is second, third generations that are learning to ski here, bring their families here and be part of this. And to your point, everyone wants to be prideful of Camelback, right?00:21:09.000 --> 00:21:24.000Jason Bays: This was the, this was family run for a really long time and, you know, very focused on sort of the, you know, season pass holders renewing year after year.00:21:24.000 --> 00:21:40.000Jason Bays: You know, a couple of things. One is I think that how we authentically tell our story isn't done in a way that is, you know, is done in a way that's authentic. A, bringing back the Camelback Mountain Facebook page that communicated ski related content.00:21:38.000 --> 00:21:39.000Stuart Winchester: Yeah.00:21:40.000 --> 00:22:06.000Jason Bays: Right? I think that, you know, there's only so many things you can say about a hotel room and how exciting it is. Like, we really lead now first with authentically telling the story. Our snow report got a lot more detailed, gave granular information as to what was going on. So, you know, did we have a perfect winter last winter? By all means, no, but we communicated that authentically. And where we messed up, we took.00:22:06.000 --> 00:22:23.000Jason Bays: the blame for it, and said, hey, we didn't get this right, and where we were working to improve the experience, we communicated that… communicated that story. So, to me, it started from a communication standpoint, that we were authentic, that we were honest, that we were truthful, and that we were communicating on a medium that.00:22:23.000 --> 00:22:31.000Jason Bays: our guests would see, um, and relate to. So I think a big miss was, I think, admittedly, a big miss was removing the, um, Camelback Mountain.00:22:31.000 --> 00:22:53.000Jason Bays: social media pages, um, and bringing those back were really important so that, um, we could tell the story authentically. I think SKUs really appreciate, um, knowing what's going on, and to your point on, hey, there's sort of this rumor flying or that rumor flying, um, you know, we were able to, uh, sort of hone in and, and tell, tell that story. Secondarily, I think from an infrastructure standpoint.00:22:53.000 --> 00:23:09.000Jason Bays: um, we really needed to make sure that we had, um, the right team in place. And we have an amazingly talented team at Camelback, um, but we did not have key positions filled, um, in certain areas. Um, and so, we bolstered up the snowmaking. Snowmaking team went from.00:23:04.000 --> 00:23:05.000Stuart Winchester: Mmhm.00:23:06.000 --> 00:23:08.000Stuart Winchester: Like, what areas?00:23:09.000 --> 00:23:30.000Jason Bays: you know, 3 to 4 to 30, um, this past winter, um, that makes a big difference, right? Our trail rollout was, um, you know, first to open in the East, uh, for Pennsylvania, um, and, uh, um, and, and focus on the core products. Um, same thing with lift operations. We brought in a really experienced lift, uh, maintenance manager.00:23:12.000 --> 00:23:13.000Stuart Winchester: Hey!00:23:13.000 --> 00:23:14.000Stuart Winchester: Wow.00:23:14.000 --> 00:23:16.000Stuart Winchester: Yeah.00:23:20.000 --> 00:23:21.000Stuart Winchester: Yep.00:23:30.000 --> 00:23:46.000Jason Bays: Um, to our team that really helped, um, support our Lyft, um, uh, operation. Um, decisions on when Lyfts ran and what time they ran, uh, you know, our thought was, let's, um, be more… like, you have to run the Terrain Park Lyft every day.00:23:46.000 --> 00:23:47.000Stuart Winchester: Mmhm.00:23:46.000 --> 00:24:06.000Jason Bays: to me, that's a commitment. We make that every day. We say we're running the Glen Lift every day. It services great novice terrain. It services the train park. And so, looking at the operational plan and saying, okay, what are ways that we can give back, you know, and make deposits back to our skiers? And in turn.00:24:06.000 --> 00:24:24.000Jason Bays: that builds momentum, right? People talk, and, like, the ski community is so connected, right? It's like, if you do something, like, people find out about it, because they're really, you know, they hear about it. And so, for us, focus on the core business was, um, you know, from a ski standpoint, was really important, and the infrastructure.00:24:12.000 --> 00:24:13.000Stuart Winchester: Right.00:24:17.000 --> 00:24:19.000Stuart Winchester: Mmhm.00:24:24.000 --> 00:24:41.000Jason Bays: to be able to do it. And I would just, lastly, just say I go back to making sure that our team had the resources to do their job. We're supported, we're empowered, collaborative leadership, you know, we sat around the table and said, this is the operating plan, this is what we're going to do for our guests.00:24:41.000 --> 00:24:46.000Jason Bays: And then go out and execute it to the best we can.00:24:45.000 --> 00:25:03.000Stuart Winchester: You know, Jason, I, I, I think you could have run for governor with one of the first things that you did, which was get rid of paid parking. I, I, I don't think that I've ever, uh, heard people happier about anything. Now, now, and let me, let me qualify this, right? I think in, in some instances, paid parking and parking reservations.00:25:03.000 --> 00:25:05.000Stuart Winchester: make sense.00:25:05.000 --> 00:25:18.000Stuart Winchester: you know, super high volume days. Arapahoe Basin, I think, is a model in Colorado where they only charge for certain days and certain times, and they keep backing off which days as they learn when they really need it. Camelback was charging every day.00:25:18.000 --> 00:25:36.000Stuart Winchester: All day, you know, a Monday with, you know, 10 people on the mountain, they were charging for it. And, you know, acknowledging that sometimes it's appropriate, I think Camelback got pretty out of hand with it, and when I had Mr. Markowski on the podcast, great guy, we had a great conversation, but he was not backing off that. He said, nope, paid parking.00:25:36.000 --> 00:25:51.000Stuart Winchester: we're all in. You said no. So talk about that and how you sold. I'd imagine it was a revenue stream, right? And you had to sell management on that, and I don't know if I'm giving you credit for something someone else did, but talk to us about parking and the evolution there.00:25:51.000 --> 00:26:12.000Jason Bays: Yeah, that was a week one decision from the Camelback team when I got here made from our leadership team at Camelback that everyone was in alignment on our senior leadership team here at the property and myself to remove the paid parking. And I think definitely there's actually you have so many nice pictures behind you.00:26:12.000 --> 00:26:30.000Jason Bays: I have a picture of the old paid parking sign behind me there, if you can see it on the corner, and it actually serves to me as a reminder of the guest experience, because someone's put a sticker on that paid parking sign that you probably can't see there, but it says, Ski Camelback, we're not happy until you're not happy.00:26:15.000 --> 00:26:19.000Stuart Winchester: Yeah.00:26:30.000 --> 00:26:48.000Jason Bays: Um, and it's a reminder to, to me and our team, um, that we're here to have fun, and we're here for the guest experience, and we're here to live, live and breathe fun Camelback style. This is not a, um, you know, we want guests to look forward to, to being here. And I think, you know, yes, there was.00:26:37.000 --> 00:26:38.000Stuart Winchester: Mmhm.00:26:48.000 --> 00:27:05.000Jason Bays: So obviously we ran a financial model. We didn't just, you know, get rid of paid parking and not assume, you know, that there wasn't some revenue to be recaptured elsewhere with a strategy to do it. But I think more importantly, you know, think about it.00:27:05.000 --> 00:27:22.000Jason Bays: a non-busy day, it might even be raining, it's 40 degrees, the last thing you want is someone running around a parking lot telling you, like, hey, I need you to hand over $15, and by the way, then you're gonna schlep your stuff up two different levels of parking, um, you know, that might be even charged higher, and then get to.00:27:18.000 --> 00:27:19.000Stuart Winchester: Mmhm.00:27:22.000 --> 00:27:38.000Jason Bays: uh, the mountain and go to guest services. You know, I have a 3-year-old. If my wife and I went skiing, that would be an incredible amount of friction, um, just to get to, uh, the front of the mountain. And so I think putting ourselves in the guest lens of saying, is that really what we want the guests to experience?00:27:29.000 --> 00:27:30.000Stuart Winchester: Mmhm.00:27:38.000 --> 00:27:53.000Jason Bays: Um, it's not, and, and it was a burden to everyone at this, you know, you think I'm talking about, we talked to frontline associates too, like, the first thing that they had to tell people was that they had to pay for parking. You just imagine, sort of, the cascading effect that, that, that, uh, that that had, and we said, look, is there.00:27:53.000 --> 00:28:09.000Jason Bays: Um, is there a better way? Um, can we run shuttles to these lots and pick people up and bring them to the mountain and make them feel, um, you know, like our valued… like our valued guests? What does that arrival experience look like? Um, you know, that's really what we… what we looked at, and then said, okay.00:28:09.000 --> 00:28:25.000Jason Bays: can we… ultimately, will we drive more volume here? Will more people come because of a better guest experience? And I'll say that I would rather grow the sport, grow the industry. Our team would rather grow the sport and grow the industry than figuring out how to.00:28:25.000 --> 00:28:35.000Jason Bays: You know, sort of, you know, run a secondary ancillary business that's not to our core product and what we want our guests to experience here.00:28:34.000 --> 00:28:48.000Stuart Winchester: You know, it's a little counterintuitive, but sometimes, by removing a revenue stream, you get that less-is-more effect. Another example, your season pass, you know, according to my records.00:28:48.000 --> 00:29:04.000Stuart Winchester: Starting in 2020 to ‘21, the season pass was $599 at its early bird price, and it hovered between that and $649 for the next five years. This year, you put it on sale for $399. It's still at that price for unlimited Camelback.00:29:04.000 --> 00:29:20.000Stuart Winchester: That's a great bargain for, uh, for a season pass on the East Coast, and, you know, for the listeners, you are competing with the Epic Pass, which has Jack Frost, Big Boulder, right down the road, a couple exits down I-80, and their Northeast season pass is pretty affordable, and it's a pretty good deal.00:29:20.000 --> 00:29:33.000Stuart Winchester: So… so talk to us about that decision and… and… and how… how that $399 is worth it. You also wrote back, if you want to talk about, uh, the… the triple pack. I thought that was great, and I don't have the price right in front of me, but… but you've really done a lot to… to…00:29:33.000 --> 00:29:39.000Stuart Winchester: create more of a value experience for that loyal Camelback skier, from my point of view.00:29:39.000 --> 00:29:55.000Jason Bays: Yeah, thank you, and that's definitely the goal. Um, you know, I think our thought process here is let's get more people on Snow, um, and have them have a great experience while they're here. Um, I would love to tell you that there's some master business plan behind this.00:29:50.000 --> 00:29:52.000Stuart Winchester: Mmhm.00:29:55.000 --> 00:30:10.000Jason Bays: But, you know, truly, at the heart of what we do is, let's figure out how to get more people on snow, get them to a spot where they want to come back and learn and be part of it. And guess what I would just share to that is.00:30:10.000 --> 00:30:24.000Jason Bays: you know, we were charging a day ticket in 2025 of $169, um, at its highest point, right? And I would rather have a lifelong… I would rather have one per… I would much rather, I think from business proposition, we would rather have.00:30:16.000 --> 00:30:17.000Stuart Winchester: Mmhm.00:30:24.000 --> 00:30:39.000Jason Bays: one person definitely not come and spend $15 to $40 to park and $169 and say, I'm never coming back, versus $399, now they're like, wow, this place is awesome, I'm getting a great value, I bring my family.00:30:32.000 --> 00:30:33.000Stuart Winchester: Damn.00:30:39.000 --> 00:31:01.000Jason Bays: I want to come enjoy food and beverage. And hey, by the way, we also have this great snow tubing park and this great water park. And would you like to stay at our hotel when you come with your season pass and enjoy Aquatopia? And we're debuting The Curse of Camelback this fall, right? Which is the Halloween, if you haven't heard, it's a Halloween 13 scare zones. Take a chair, lift up to it.00:31:01.000 --> 00:31:03.000Stuart Winchester: Mmhm.00:31:01.000 --> 00:31:24.000Jason Bays: But I say all that to say we've got so many great cross marketing promotional opportunities at Camelback that that really becomes a super compelling business case for us. And I think it's the right thing to do for the sport is grow it, make it more accessible, allow more people to come here and see what we have to offer. I can't tell you how many people I meet, whether it's snow tubing, skiing.00:31:24.000 --> 00:31:41.000Jason Bays: water park, the hotel, whatever they're here for, CBKMA or Adventure Park, they have no idea that the other part exists to, um, the resort. And I'll share that that's been the case even in, like, when I was, uh, at Jay Peak running the water park.00:31:32.000 --> 00:31:34.000Stuart Winchester: Hmm. Okay.00:31:41.000 --> 00:31:43.000Jason Bays: People would come there, and they'd be like.00:31:43.000 --> 00:32:02.000Jason Bays: what is this mountain that is here? And it's Jay Peak, like, one of the most hardcore ski resorts in the world. And there were people that were coming there and were like, I had no idea there was a ski resort here. So, if it's true at Jay Peak, it certainly is true at Camelback, where.00:31:48.000 --> 00:31:49.000Stuart Winchester: Right.00:31:49.000 --> 00:31:52.000Stuart Winchester: Yeah.00:31:52.000 --> 00:31:53.000Stuart Winchester: Yeah, thank you.00:31:59.000 --> 00:32:00.000Stuart Winchester: Mm-hmm.00:32:01.000 --> 00:32:02.000Stuart Winchester: Yeah, okay.00:32:02.000 --> 00:32:19.000Jason Bays: we have all these different offerings that people don't know about, maybe necessarily about all of them, so our fundamental business philosophy is make it accessible, make them lifelong, um, skiers and riders, and introduce them to everything that we have to offer here in the Poconos. And I would just argue, when I say Poconos.00:32:19.000 --> 00:32:41.000Jason Bays: Like go, like experience Shawnee and experience Jack Frost Big Boulder and experience, you know, the other great ski areas in this region and Mountain Creek and wherever else and get a flavor for it. I think that's, we could use more skiers in the industry and to grow the sport. So for us, that's sort of the long-term business model that we're using.00:32:22.000 --> 00:32:23.000Stuart Winchester: Mmhm.00:32:41.000 --> 00:32:58.000Stuart Winchester: So, I just looked at the triple ticket, and it looks like $149, and I think that's no blackouts. $199 includes rentals. That's pretty amazing. So, talk about that product, and then you mentioned the $169 peak day ticket. Have you settled on prices yet for 2020?00:32:58.000 --> 00:33:03.000Stuart Winchester: 6, 27. I should have checked your site in advance, but I didn't. So I don't know if you've.00:33:03.000 --> 00:33:21.000Jason Bays: Yeah, we have not, uh, posted, uh, day ticket prices for this year. Last year, um, we didn't exceed around $110, um, on a day ticket. Uh, so we kept it, I think, pretty reasonable for, for, for a, for a Pocono offering. Um, triple tickets, massive, um, success, uh, for us.00:33:10.000 --> 00:33:12.000Stuart Winchester: Oh, okay.00:33:14.000 --> 00:33:15.000Stuart Winchester: Yeah, yeah.00:33:21.000 --> 00:33:37.000Jason Bays: Um, and when we talk about, like, again, getting more people introduced to the sport, you don't necessarily pick up skiing on the first time. Um, you think about that rental product, which we, um, tremendously… whatever we had on the pro forma for that was, uh, blown by by, like.00:33:28.000 --> 00:33:30.000Stuart Winchester: Mmhm.00:33:37.000 --> 00:33:53.000Jason Bays: 400% on the triple ticket with rentals. And what I really believe in is that, you know, you become a lifelong skier by getting repetition, not by going once a year. It's really hard to sustain as a skier going once a year.00:33:50.000 --> 00:33:52.000Stuart Winchester: Yeah. Okay.00:33:53.000 --> 00:34:11.000Jason Bays: and saying, oh yeah, that was our trip. We're really trying to create a guest for life and get them to return visit. That's in many ways more important to us than, again, trying to get, like, the highest yield on that one day that they picked. Like, come back and visit our resort and, um, you know, again, the business side to this is.00:34:11.000 --> 00:34:28.000Jason Bays: we're cross-marketing across all of our other offerings here that we have on this campus to say, come and visit us again. And again, to us, that's more important than, you know, the highest yield that we can get to. So the triple ticket's really successful. And I think one last thing I would share.00:34:28.000 --> 00:34:46.000Jason Bays: a lot of season passes in the market right now, um, the triple ticket's a great opportunity for people to get a couple of days at Camelback, even if they've committed somewhere else, and particularly, you know, our long season, um, there's plenty of time to use it, um, as well, uh, from the, uh, long season that we established from last year.00:34:46.000 --> 00:34:50.000Stuart Winchester: Jason, I think that's a really smart way to look at it as…00:34:50.000 --> 00:34:57.000Stuart Winchester: a… creating a habit rather than pulling as much yield as possible. And a lot of the larger operators.00:34:57.000 --> 00:35:11.000Stuart Winchester: get frustrated with me and the rest of the ski media because they don't understand why we focus on that peak price, right? Because the peak lift ticket this year at Beaver Creek is $392, set to be. Probably almost no one will pay that price, but…00:35:11.000 --> 00:35:28.000Stuart Winchester: What it does is it acts as a, a billboard for the rest of the ski industry and especially so, so Camelback for, for people who don't know when you're driving on I 80 I mean, you see it, it looms right over the highway. It is one of the major interstates in America, especially at night. The thing is lit up.00:35:28.000 --> 00:35:46.000Stuart Winchester: And so, chances are, if people think about skiing, and they think about where to go, they're gonna think about the most obvious one, and that's Camelback, and that's why, for many years, it was that, or Seven Springs was the busiest ski area in Pennsylvania, traditionally. So I think that's a really smart way to look at it, because if people show up that one time, and.00:35:46.000 --> 00:35:59.000Stuart Winchester: cost them, you know, $500 for 2 people, they're just not gonna come back, and they're not gonna try Shawnee, or… or Blue Mountain, or Jack Frost, or Elk Mountain, or Montage. So, um, I wanna talk about… Jason, I wanna talk about Lyft.00:35:59.000 --> 00:36:16.000Stuart Winchester: And… can you see this trail map? This is an old trail map. I mentioned that I know this, so for those watching on StormSkiing.com or YouTube, you can see this. So there's been a ton of changes, and I want to break all these down with you. The first I want to talk about is, over the past couple years.00:36:16.000 --> 00:36:32.000Stuart Winchester: Mark Antony and Cleopatra, these two lifts right here, an old triple and an old double, have been removed. Can you talk about why you took those lifts out of service, and if you plan to replace them with anything, or what you planned, or what the rationale was behind it?00:36:32.000 --> 00:36:49.000Jason Bays: Yeah, I appreciate that. Uh, that does predate my time here, that they had reached the end of their, um, uh, ability to operate. Um, and so they have, um, both been, um, sort of partially disassembled. Um, there is unfortunately not.00:36:35.000 --> 00:36:37.000Stuart Winchester: Mmhm.00:36:39.000 --> 00:36:41.000Stuart Winchester: Mmhm.00:36:46.000 --> 00:36:47.000Stuart Winchester: Okay.00:36:49.000 --> 00:37:05.000Jason Bays: I, by the way, two of my favorite lifts when I was a ski instructor, because you could get right up and not wait in long lines on the weekends, so absolutely realizing and recognizing the capacity that they brought, but no opportunity for us to.00:37:01.000 --> 00:37:02.000Stuart Winchester: Mmhm.00:37:05.000 --> 00:37:23.000Jason Bays: um, reinstate those lifts as presently, um, as presently, uh, uh, sort of, um, situated, um, and, and not, not, not able to, uh, um, not able to, uh, rerun them. It will require a, um, new, uh, chairlift to, um, to ultimately replace.00:37:23.000 --> 00:37:37.000Jason Bays: those two lifts. It saddens me to share that, but that is, in fact, what has happened there, and I've been very open with our season pass holders about that messaging and the why behind it.00:37:38.000 --> 00:37:41.000Stuart Winchester: So, so in fantasy ski resort world, Jason.00:37:41.000 --> 00:37:46.000Stuart Winchester: Would you put a new lift here, and what would you put, if you could?00:37:45.000 --> 00:38:04.000Jason Bays: Yeah, absolutely. Um, same thing. We've, uh, we've made clear, uh, with no time, no official time frame to share, um, but certainly, uh, we've, we've, um, had, uh, preliminary conversations, um, about a fixed grip, um, quad that would, uh, would be able to take the place of both of those lifts, uh, and create that.00:38:03.000 --> 00:38:04.000Stuart Winchester: Mmhm.00:38:04.000 --> 00:38:10.000Jason Bays: original redundancy that those two lifts brought to the resort when they were in operation.00:38:10.000 --> 00:38:27.000Stuart Winchester: Yeah, that would be really nice. So, so, so these are gone and I, I have a, a current trail map now. So, um, and, and it's not completely current. We'll discuss the new trails in a moment, but this is the most current posted on your website. So, uh, we go over, these are the lifts that remain and see, uh, yeah, I, I miscounted in my intro, so sorry about that.00:38:27.000 --> 00:38:42.000Stuart Winchester: So this one is Stevenson, and Stevenson was, uh, it's a high-speed quad, uh, for the listeners, and it… it was a real junker. It was always stop, stop, stop, and, you know, it was… it was really… seemed to be falling apart and have a lot of issues. Now, uh, in 2020…00:38:42.000 --> 00:38:51.000Stuart Winchester: 5, this year, or 2024, I believe, Camelback, uh, McCarthy, the GM at the time, sent out a letter saying it was due for a…00:38:51.000 --> 00:38:53.000Stuart Winchester: Waltz.00:38:53.000 --> 00:39:02.000Stuart Winchester: Uh, let me see what he said… like, a complete modernization of Stevenson. So, so did that happen? And talk to us about Stevenson, and what kind of shape it's in right now.00:39:01.000 --> 00:39:20.000Jason Bays: Yeah, great, um, yes, that was a, uh, look, an amazing, um, project that was completed by, uh, by Dave and team, um, to modernize that lift. Um, it has, essentially, Doppelmayr came in and put in an entire new, uh, minus the, uh, minus the, uh, uh, the terminals and the.00:39:08.000 --> 00:39:09.000Stuart Winchester: Mmhm.00:39:20.000 --> 00:39:35.000Jason Bays: Um, uh, and the structure itself, um, essentially all new components, all new electrical, um, uh, wiring components to it, a lot of the things that had plagued it. Um, and last year, uh, it operated 138 days.00:39:34.000 --> 00:39:36.000Stuart Winchester: Unbelievable.00:39:35.000 --> 00:39:53.000Jason Bays: Uh, which for Pennsylvania, uh, that's pretty darn good. I think we recognize it's a workhorse, um, it's key to accessing some really, um, fantastic terrain for us, um, and that modernization project with Doppel… in, um, partnership with Doppelmeyer that was done in the summer and fall of 2025.00:39:53.000 --> 00:39:54.000Stuart Winchester: Mmhm.00:39:53.000 --> 00:40:08.000Jason Bays: um, was, uh, very, uh, so it's all immediate impact, um, with, uh, Stevenson Reliability this past year, and we expect that to, uh, you know, knock on wood, to, uh, to continue going forward. We essentially, again, have a brand new lift, minus the, uh.00:40:08.000 --> 00:40:10.000Jason Bays: Uh, minus the physical pieces.00:40:10.000 --> 00:40:26.000Stuart Winchester: That's a really smart way to do it because they are tremendously expensive, these new lifts. And for folks who are watching or listening, this Stevenson is really important because you walk out of this giant hotel that's right here, that's not on the trail map with 400 and some rooms, and that is how you get up the mountain. Otherwise you got to.00:40:26.000 --> 00:40:41.000Stuart Winchester: pull your way over, so when that lift is not running or has problems, it's a real big issue. So, the alternative was, over here, Black Bear 6, uh, you replaced an old high-speed quad that was there, and… and I love this Black Bear 6 lift. It is…00:40:41.000 --> 00:41:01.000Stuart Winchester: Freakin' Ferrari, man. I think the price they gave me was something like $12 million that they spent, or maybe it was $10 to put that in. So that's the alternative, right? If you don't just modernize that current lift, you replace it. So, uh, Black Bear is awesome. I love it. It has bubbles. Is it too much? I mean, I know that KSL Now Peregrine had reasons for.00:41:01.000 --> 00:41:16.000Stuart Winchester: for putting it in, but what have you learned from a couple of years of having BlackBerry around, which is, again, probably the nicest lift in the state of Pennsylvania and one of the nicest in the Northeast, but maybe a little heavier than what you need for CamelBak, but I don't know, you tell me.00:41:17.000 --> 00:41:41.000Jason Bays: Yeah, you know, you know what I would share to that, um, you know, we, we brought it back for scenic chairlift rides this summer, and I mean, it's a massive hit. The summer, summer guests love, uh, the bubbles, they put them down when it's sunny, they put them down, um, probably gets more use in the summer as a bubble lift than the winter, uh, but look, it's, it's nice to, uh, have on the days where, you know, there's some liquid precipitation out here. It certainly happens in the Poconos.00:41:22.000 --> 00:41:24.000Stuart Winchester: Hmm.00:41:34.000 --> 00:41:35.000Stuart Winchester: Okay.00:41:41.000 --> 00:41:58.000Jason Bays: um, and, uh, and, and or, um, uh, you know, other, other weather events, it's, it's, it's a nice to have, um, and it certainly, it gets you up in, you know, a little bit over two minutes. Um, it's a smooth ride, it's a great ride. Um, you are not going to get any complaints from me that we have a, um.00:41:47.000 --> 00:41:48.000Stuart Winchester: Mmhm.00:41:51.000 --> 00:41:52.000Stuart Winchester: Mm-hmm.00:41:58.000 --> 00:42:11.000Jason Bays: bubble, D-line, six-pack, um, in place, uh, and able to operate as our main workhorse lift. Um, and, uh, I think the six-pack versus the quad was absolutely the right, uh, call. Um…00:42:11.000 --> 00:42:27.000Jason Bays: from my experience being here before with the Sullivan Express, um, with the four-seater, the six-seater, just the… the added, uh, ability, uh, there is, uh, is… is well worth it. So, uh, we're happy to have that… happy to have that lift. I… I wouldn't, uh… I wouldn't…00:42:27.000 --> 00:42:31.000Jason Bays: We won't be trading it in at this point. Let's put it that way.00:42:30.000 --> 00:42:38.000Stuart Winchester: It is a gorgeous machine, and I have to tell you, I'm that weird person who, if there's a line on one lift.00:42:38.000 --> 00:42:56.000Stuart Winchester: And no line on the lift next to it. Even if it's a slower lift, I'll take the slower lift, because I just would rather not deal with the hassle of the line. So right here, for those who are watching, is the Bailey Double, and this is an old chair lift. It's an old slow double, it runs almost exactly parallel to Black Bear 6, doesn't land quite as high.00:42:56.000 --> 00:43:16.000Stuart Winchester: on the mountain, but functionally, it does about the same thing for you. So I like Bailey, and I was glad to see that not only did you keep it, and it does run, and that was true even under the previous regime, but you got a new gearbox for it, which is a really big deal for a lift like this in several decades. Also, talk about the work you've done on Bailey, and how you hope to use that lift.00:43:16.000 --> 00:43:18.000Stuart Winchester: this year to complement Black Bear.00:43:18.000 --> 00:43:21.000Jason Bays: Yeah, so, um, Bailey Lift…00:43:21.000 --> 00:43:32.000Jason Bays: full disclosure, Bailey Lift, Meadows Lift, Raceway Lift, and our season pass holders are very aware of this. Um, unfortunately, uh, we're not, um…00:43:32.000 --> 00:43:41.000Jason Bays: ready for day one of last year, um, or even close. And so, uh, we had to do a lot of, um…00:43:34.000 --> 00:43:35.000Stuart Winchester: Mmhm.00:43:41.000 --> 00:43:57.000Jason Bays: normal PM maintenance, um, throughout the, um, end of fall and into winter to have all of them operational. Um, what I share to that is, um, we will run, just level set here really quickly, we will run all the lifts that we have on this trail map.00:43:42.000 --> 00:43:44.000Stuart Winchester: Okay.00:43:57.000 --> 00:44:02.000Jason Bays: Um, and take care of them, maintain them, operate them.00:44:02.000 --> 00:44:18.000Jason Bays: Staff them, everything that you would do to run the extra capacity, we certainly need it. We'd like more capacity, actually. So that being said, Bailey Lift is critical. We got it back online.00:44:08.000 --> 00:44:10.000Stuart Winchester: Yeah. Okay.00:44:18.000 --> 00:44:34.000Jason Bays: End of January, it ran for 2 or 3 weekends, and we had a failed gearbox, um, on it, which is really unfortunate. Um, this off-season, uh, we've replaced the gearbox, we've done a full PM over the course of the summer on it, which is…00:44:34.000 --> 00:44:50.000Jason Bays: the, as you, as everyone knows, the ideal time, uh, to be, um, conducting such work, um, so that it is ready on, uh, day one. Um, it is a critical backup lift. We will run it every weekend.00:44:50.000 --> 00:45:07.000Jason Bays: Um, that we're, you know, in season, I would say in the heart of season, we're gonna run it. Won't be shy to not run it. Um, same thing with the Meadows, same thing with the Glen, same thing with the Raceway, which, um, you know, I know that that was, um, certainly chief among the complaints of.00:45:07.000 --> 00:45:22.000Jason Bays: locals and guests who were visiting from out of town alike was Lyft availability, Lyft reliability. That was something that we focused as fast as we could on last year, but we're setting ourselves up this year to be.00:45:22.000 --> 00:45:39.000Jason Bays: um, very proactive to that, and recognizing the importance of, of each of, uh, uh, you know, each of these. And look, every once in a while, uh, if the, you always want to have, like, Bailey is critical because it's the only other, if there's Black Bear, without Black Bear, it's the only other thing left, right?00:45:36.000 --> 00:45:38.000Stuart Winchester: Yeah.00:45:39.000 --> 00:45:55.000Jason Bays: Um, and so, uh, you know, I think the, you know, back in the, when I was here, like, every Lyft ran on the weekends. It was Camelback. Um, it was busy, right? Like, everything was going. That's, that's essentially our, our, our philosophy, um, will continue to be our philosophy going forward.00:45:46.000 --> 00:45:48.000Stuart Winchester: Mmhm.00:45:55.000 --> 00:46:11.000Stuart Winchester: Yeah, Jason, I'll admit, I didn't come to Camelback last season, so I wasn't able to experience it firsthand. I really wanted to come to your May thing, which I'll talk about, I'll get to in a minute, but I had a shoulder surgery, so I wasn't able to do that. But I wasn't only basing my perceptions of C.00:46:11.000 --> 00:46:19.000Stuart Winchester: on locals' reactions. I had skied there myself in recent years, and the lift line management, I have to say.00:46:19.000 --> 00:46:21.000Stuart Winchester: It was…00:46:21.000 --> 00:46:33.000Stuart Winchester: really frustrating from a skier point of view, when you're waiting for the Stevenson lift, and there's a big line, and every chair is going up with one or two people, and this is not peak COVID or anything else, this is several years later.00:46:33.000 --> 00:46:50.000Stuart Winchester: So, you know, and I had a lot of locals tell me, oh, we walk up Sun Bowl because the lift line is just too chaotic. People come from both sides. No, no, again, that was all before. What's your philosophy of lift line management? How have you tried to tame that? And there's always, it's always going to be a little wild and hard in Pennsylvan.00:46:50.000 --> 00:46:56.000Stuart Winchester: Uh, but they could definitely have been managed better. Is that something that was important to you, that you focused on?00:46:56.000 --> 00:47:15.000Jason Bays: Yeah, we focused on that. We have a new lift operations manager that was hired in November of 2025, who took the bull by the horns. We developed a supervisor team in fairly short order to that as well, to build out a well-rounded team. And then I would just share that our lift attendants.00:47:15.000 --> 00:47:32.000Jason Bays: All hired locally within the community. And I think that we were fully staffed in LiftOps this year, which was a big, very big win. It starts there, right? A, the people, and then B, the right people.00:47:22.000 --> 00:47:23.000Stuart Winchester: Mmhm.00:47:32.000 --> 00:47:49.000Jason Bays: um, on the, uh, on the bus, um, as a catalyst to drive, uh, lift operations forward. Um, and then absolutely, uh, we focused on, uh, line management, queuing, um, we set new, in some cases, new queues. We had, um, uh, supervisors, in many cases, out.00:47:49.000 --> 00:48:04.000Jason Bays: um, putting up chairs, um, and, um, and managing the lift line. We added, once we got that right, and we felt like we were in a good spot, and we, you know, look, I think, admittedly, a couple technology hiccups here and there, it was not a perfect, uh.00:48:04.000 --> 00:48:17.000Jason Bays: we didn't, like, on opening day, it wasn't perfect, but, uh, we improved, it was a big focus for our team, and I think when we talk about fundamental ski operation, um, if we just were a ski area, we would absolutely be focusing on.00:48:06.000 --> 00:48:08.000Stuart Winchester: Yeah.00:48:17.000 --> 00:48:36.000Jason Bays: lift queuing, but we have to do that, like, we have to execute that every day because we are a ski area, um, and that's core to our business, and so that's important. Um, then we added, once we got queuing, uh, uh, correct, we added surprise and delights. Lift, uh, chocolate chip cookies were massively popular.00:48:36.000 --> 00:49:04.000Jason Bays: We handed out over 15,000 chocolate chip cookies this winter at the Stevenson lift line. And so, you know, then it becomes fun, right? Then it's the hospitality side of the business of how do we engage with our guests now that we have full chairs going up for the most part off of the Stevenson and the Black Bear and the Sun Bowl. So we hired extra associates to do that, to surprise and delight, to help our guests.00:48:40.000 --> 00:48:42.000Stuart Winchester: Cool.00:49:04.000 --> 00:49:20.000Jason Bays: The one other thing I would just share is Sunbowl is a great example. How many people get down to the Sunbowl and have never ridden a lift before? And so you need that extra human touch to be able to help. It's not even just putting people in groups of four. It's just helping them with like, here's where you go to load the lift. Here's what you do.00:49:12.000 --> 00:49:14.000Stuart Winchester: Yeah.00:49:20.000 --> 00:49:21.000Stuart Winchester: Yep.00:49:20.000 --> 00:49:33.000Jason Bays: Um, I think that that investment in our people to provide that service to our guests is very well worth it, and it's the difference between someone having a bad experience getting on a lift and never coming back.00:49:33.000 --> 00:49:43.000Jason Bays: or having a great experience, feeling well cared for, and wanting to try again. Um, and so that, that, that was, um, you know, I think that's a core, um, focus for us.00:49:43.000 --> 00:50:02.000Stuart Winchester: So, one of the ways that I can tell the resort is being run by a skier, in addition to all the things you just said, and your passion for the minutiae of things like lift lines, which I share, is that you're cutting 3 new trails in a resort that's 60 years old, and I love that. So, talk us through these trails, Jason. I'll do my best to trace them.00:50:02.000 --> 00:50:08.000Stuart Winchester: on the trail map. I don't have the updated trail map, I don't know if you've created it yet, but talk us through these three trails.00:50:08.000 --> 00:50:25.000Jason Bays: Yeah, so we're really excited. Look, this, you know, came after, you know, the so many guests, new guests that visited us at Camelback this past season. We said, you know what, let's do something fun and exciting. And like, you know, you think about how.00:50:25.000 --> 00:50:43.000Jason Bays: Um, yeah, I just, you know, if someone said, anyone puts in a new trail, uh, the skier in me wants to drive to that resort, no matter how big or small, and be like, alright, like, let's do it. Um, and our team feels, uh, you know, much of the same way. So, um, that being said, uh, we had a lot of natural snowfall this year, so…00:50:32.000 --> 00:50:33.000Stuart Winchester: Yeah.00:50:33.000 --> 00:50:36.000Stuart Winchester: Yeah.00:50:36.000 --> 00:50:37.000Stuart Winchester: Yeah, sure. Yeah.00:50:43.000 --> 00:50:59.000Jason Bays: I was acutely paying attention to where people were skiing when we had natural snowfall, where they wanted to go, and then, you know, maybe following those lines, too, and seeing what the fun was about. So, my point to all of that is, we said, let's create some, and I think for Camelback, too.00:50:46.000 --> 00:50:48.000Stuart Winchester: Mm-hmm.00:50:59.000 --> 00:51:15.000Jason Bays: it's very, um, you know, we wanted to create something that was sort of unique. I didn't want to just put in, like, regular trails that, A, we don't have a lot of space for regular trails, and B, um, we really wanted to create sort of unique experience. So, right underneath Black Bear, um, in between Sullivan and John Bailey there.00:51:07.000 --> 00:51:09.000Stuart Winchester: Mmhm.00:51:15.000 --> 00:51:30.000Jason Bays: um, there's a, um, there's a chute, um, where the old Alpine Slide used to go. Basculus goes back into Rocket, uh, but underneath there is some really fun rolling terrain. Like, it's, it's because the mountain, the, uh, Alpine Slide.00:51:26.000 --> 00:51:28.000Stuart Winchester: Yeah, thank you.00:51:30.000 --> 00:51:54.000Jason Bays: back in the day did had several dips and curves and so we're going to lean into those dips and curves and create something sort of fun that you can get some you know launch some airtime off of if you want or carve a turn over it but it'll have some some really nice terrain variation in a way that most trails at Camelback don't have and they're coming off of an expert trail there so.00:51:54.000 --> 00:52:06.000Jason Bays: um, gives, uh, you know, anyone skiing Asp, Hump, Rocket, um, or Basilisk would be able to reach that trail, um, and, uh, and be able to, uh, just have a little bit more excitement on the way back down.00:52:06.000 --> 00:52:08.000Jason Bays: Um…00:52:08.000 --> 00:52:20.000Jason Bays: Upper Cleopatra there, if you go to the, uh, where the U is, uh, or where Upper is, we're gonna cut a trail through the woods there that's going to end up on the bottom of Big Pocono.00:52:19.000 --> 00:52:21.000Stuart Winchester: Okay.00:52:20.000 --> 00:52:31.000Jason Bays: Um, so it's gonna go down and across. So, um, that… um, and I see where your cursor is. If you go to the… where it says Upper on Upper Cleopatra.00:52:26.000 --> 00:52:29.000Stuart Winchester: So, like, here? Or…00:52:30.000 --> 00:52:32.000Stuart Winchester: Oh, upper…00:52:32.000 --> 00:52:54.000Jason Bays: So, Big Pocono, that's Uncle B. Yeah, right there. Yep, we're going through there. Yeah, so that's gonna be, that's a narrow blue square. So, you know, I think one of the things that's fun for us is we're gonna create a blue square there. That used to be a trail back in the 60s and 70s, fun fact, when Walter Foger was designing Camelback.00:52:34.000 --> 00:52:37.000Stuart Winchester: Upper… oh, this one. Okay, so you're cutting through here?00:52:37.000 --> 00:52:39.000Stuart Winchester: Oh, cool. Okay.00:52:49.000 --> 00:52:51.000Stuart Winchester: Oh, cool.00:52:54.000 --> 00:53:09.000Jason Bays: Um, that being said, um, the… actually, it got filled in with pine trees, so it's gonna be really cool, because there's pine trees on both sides. Um, we made it narrow, so we kept the pine trees, um, and so that's gonna be a really fun, um, sort of narrow… I think about, like, the, um.00:52:58.000 --> 00:52:59.000Stuart Winchester: Mmhm.00:53:01.000 --> 00:53:03.000Stuart Winchester: That's cool. It's pretty.00:53:09.000 --> 00:53:26.000Jason Bays: the ending of Jay Peak with some of the blues at the very bottom there by Interstate. We're trying to sort of have that, obviously in a much smaller zone, have that same effect, though, where you're feeling like you're really in the trees, and you've got some nice twists and turns to it. It's not terribly steep.00:53:12.000 --> 00:53:13.000Stuart Winchester: Yeah, okay.00:53:26.000 --> 00:53:44.000Jason Bays: Um, two things on that trail. One is, it takes traffic off of Honeymoon Lane, which is a main boulevard, it pushes it onto the Sphinx, which has much more trail capacity, which is great, um, comfortable carrying capacity, and secondarily, um, on weekends, we're gonna have a hot chocolate, um, hut that people can ski up to.00:53:31.000 --> 00:53:32.000Stuart Winchester: Mmhm.00:53:44.000 --> 00:53:52.000Jason Bays: Um, and get shots of hot chocolate, um, as well, so we're excited to, um, uh, to offer that to our guests. We think that'll be really fun.00:53:46.000 --> 00:53:47.000Stuart Winchester: That's cool.00:53:51.000 --> 00:53:53.000Stuart Winchester: That was awesome.00:53:53.000 --> 00:54:17.000Jason Bays: And then the Stevenson, it's going to drop on the cliffhanger side and drop down that lift line and go right down into the Faroe there and follow that lift line. Vermont skiing in a very short array but very much Vermont skiing, that's an intimidating drop. Stevenson for those that may not be familiar has a extremely.00:53:53.000 --> 00:53:55.000Stuart Winchester: And it.00:53:58.000 --> 00:53:59.000Stuart Winchester: Okay.00:54:08.000 --> 00:54:09.000Stuart Winchester: Yeah, I think so.00:54:17.000 --> 00:54:34.000Jason Bays: extremely tight, um, and high, uh, crest of the lift, because the mountain crests, um, really steeply. Well, we're gonna ski that, um, and, uh, and make snow on it, and, uh, and, and, uh, and allow our guests to, uh, um, and allow skiers to, uh, to, to, to test, um, you know, a more narrow.00:54:34.000 --> 00:54:44.000Jason Bays: um, uh, trail up there that has a really great expansive view ov

durée : 00:31:07 - Les pieds sur terre - par : Sonia Kronlund - Je fais la rencontre de Florian, l'ami de Grégoire à la fac de médecine. Ensemble, on se pose sur « l'escalier du doute », pour parler de Grégoire et se demander si la pression des études, le Covid, pourraient constituer des pistes permettant d'expliquer sa mort. - équipe : Valentin Rémy, Louise Todd, Karine Le Loët Vous aimez ce podcast ? Pour écouter tous les épisodes sans limite, rendez-vous sur Radio France

Get KAKISTOCRACY on Amazon: https://bit.ly/4hxg9Lh Synopsis Richard Hanania is back. His new book, Kakistocracy, argues that populism ends in rule by the worst people, and he and Noam spend an hour testing that against the news: why populism can win without being popular, whether the Iran war was worth the shot even if it fails, whether China would rather help us than fight us, and how the right built a media culture where Tucker Carlson can say Israel killed Charlie Kirk and the vice president shrugs. Then the hardest subject on the show: Nathan Cofnas and "race realism." Hanania explains why he thinks the taboo is universal and why Cofnas is wrong that breaking it defeats wokeness, and Noam tells two stories about kids the experts wrote off. Plus the Epstein email dump, diagnostic inflation, and why smart people believe in God, demons, and the supernatural. 0:00 Intro: Compliments 4:21 "Believe the media": defending the Times, what populism is, and "low human capital" 11:24 Is populism even popular? Mamdani, Trump's 30 percent, the AfD, and what populism costs 22:42 The Iran war argued with hindsight: Hormuz, the Houthis, "worth a shot," and China 35:00 Making things up: Tucker, Candace, Charlie Kirk, Ilhan Omar, and Father Coughlin 41:51 "Our guys lie less": Covid, the mulligan, gatekeepers, and what democracy is for 52:59 Race realism: Cofnas, Charles Murray, little Bernie Goetzes, and two kids the experts got wrong 68:02 Diagnostic inflation, labels, and why smart people are finding God

Catch Up With All Things Tony Katz! https://wibc.com/schedule/tony-katz-morning-news/ https://wibc.com/897247/tony-katz-1st-hr-9-17-26-fed-rate-increase-paramount-leaving-la/ Fed Chair Kevin Warsh announces a rate hike for the first time in three years from 3.75%-4%. Be suspicious of the polls in TX. The food found at Wawa. Paramount leaving LA? https://wibc.com/897250/tony-katz-2nd-hr-9-17-26-gavin-defends-covid-policy/ Decatur Township approves $240 million tax break deal for data center owner. Today’s Popcorn Moment: Gavin Newsom fishes for COVID redemption. Today on the Marketplace: Big Boy Moon Wagon. More than 100 elite universities are in the Justice Department’s crosshairs as it targets diversity initiatives and foreign influence https://wibc.com/897252/tony-katz-3rd-hr-9-17-26-canadas-cozy-relationship-with-china/ The House has passed the Lindsey O. Graham Sanctioning and Act of 2026. Schumer supporting El-Sayed, along with Kamala. Looks like Kamala will be running for President again. Canada's fondness for China Thursday Music Moment: Buddy Holly - Weezer. TV Theme Song: 7th Heaven See omnystudio.com/listener for privacy information.

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Catch Up With All Things Tony Katz! https://wibc.com/schedule/tony-katz-morning-news/ https://wibc.com/897250/tony-katz-2nd-hr-9-17-26-gavin-defends-covid-policy/ Decatur Township approves $240 million tax break deal for data center owner. Today’s Popcorn Moment: Gavin Newsom fishes for COVID redemption. Today on the Marketplace: Big Boy Moon Wagon. More than 100 elite universities are in the Justice Department’s crosshairs as it targets diversity initiatives and foreign influence See omnystudio.com/listener for privacy information.

Producer Mark Joseph joins host David Sams to talk about the theatrical re-release of Reagan, arriving in theaters September 25 as part of America's 250th anniversary celebrations. Joseph shares the story behind the director's cut — ten additional minutes restored, including an opening line about making America great again that traces back further than most viewers would guess with bipartisan history — and reflects on the winding, almost accidental path that led him to make the film in the first place, starting with a speeding ticket that stranded him overnight in Reagan's hometown of Dixon, Illinois. As Joseph explains, politics happens to be Reagan's eventual occupation, but the movie is about the man: his setbacks, his comeback, and above all, a genuine love story between Ronald and Nancy Reagan that carries the film from beginning to end.  The conversation covers the film's origin story, including how the movie's memorable opening sequence came to Joseph in a dream; what made Dennis Quaid the right choice to play Reagan after years of development with other actors attached; the surprising real-life COVID transmission that happened on set during a pivotal hospital scene; and how AI is already reshaping — and could have reshaped — the filmmaking process. Joseph also discusses working with Mel Gibson on The Passion of the Christ, the making of The Chronicles of Narnia, the film's soundtrack featuring Bob Dylan, Clint Black, Gene Simmons, and Tanya Tucker, and the audience-versus-critics divide that has made Reagan a record-setting outlier on Rotten Tomatoes. Learn more and find theater listings at reagan.movie. #markjoseph #reagan #dennisquaid #ronaldreagan #keepthefaith #contagiousinfluencer

Scott & Dave conclude the alternate lineage of the WWE Championship by going through the COVID era (2020-current). Perhaps Brock Lesnar ISN'T champion as often as he was? Big E wins AS A HEEL? QB1? Join this month's journey...THROUGH THE LOOKING GLASS!

Voiceover work covers a lot of ground: audiobooks, animation, commercials, video games, ADR/looping, dubbing. But how different are they really, and what does it take to break in? David Jolliffe has voiced well over 1,000 TV episodes and serves as SAG-AFTRA's L.A. Local Second Vice President. Nancy Linari is a voiceover performer and audiobook narrator best known as the voice of Aunt May in Marvel's Spider-Man. They walk through the distinct skill set each lane demands. They also get into how home studios changed the game post-COVID, why relationships and networking matter and how the union contracts protecting this work came together. *The views expressed by guests are their own and do not necessarily reflect the views of their organization or SAG-AFTRA.

Watch the show on television by downloading the SuperCrowd.tv Channel app to your Roku or Amazon Fire TV or e360tv channel app to your Roku, LG or Amazon Fire TV. You can also see it on YouTube.Devin: What is your superpower?Chris: What I've decided my superpower is now is naivete. We have this ridiculously big idea in front of us and a tool to make it happen, and I believe that we're going to do this.Locally controlled community investment funds can help communities keep wealth circulating at home rather than watching outside capital extract it.That is the big idea Chris Miller, founding board member and chair of the National Coalition for Community Capital, brought to this episode. Chris and I have been talking about community capital for years. What makes this moment exciting is that NC3 is moving from education and advocacy into replicable, on-the-ground fund creation.Chris described NC3 as “a decade-old overnight success.” The organization grew out of the early investment crowdfunding movement, including the passage of state-level crowdfunding exemptions like the Michigan law Chris helped champion in 2013.For years, NC3 trained communities and entrepreneurs on the promise of community capital. Then Chris had a humbling experience. After working with more than 100 Michigan communities that had used donation crowdfunding for public spaces, he expected to help many of them shift into investment crowdfunding for local businesses and real estate. Instead, only a couple of projects moved forward.That failure became insight. “It's not rocket science, but there's no ecosystem,” Chris said. “There's a very small ecosystem supporting this really radical change in how capital can flow in our communities.”That realization led NC3 to create its Community Capital Accelerator and what it now calls the Diversified Community Investment Fund. The structure uses real estate as a foundation. Once 60 percent of a fund is invested in real estate, the fund can invest in other local priorities, often businesses.NC3 has helped build funds in Rhode Island, Detroit and Petoskey, Michigan. It is working actively in four more communities, with a pipeline of 12 to 18 additional prospects. With support from Kresge, NC3 is also partnering with the International Economic Development Council to work with 21 communities.Chris's vision is rooted in local control. He warned that too many communities now depend on outside businesses whose model is to put in as little as possible and take out as much as possible.“We have to get back to the place where we again decide what happens in our communities and have the opportunity to make investments into those projects and businesses and housing so that we can reap the benefit of it,” Chris said.The goal is not just more capital. It is more democratic capital, more local ownership and more resilient communities.“We have to take a dollar into our community,” Chris said. “We have to pass it around five or six or 10 or 12 times in order to really build wealth.”tl;dr:Chris Miller and NC3 are building community investment funds that let local residents invest locally.Diversified Community Investment Funds use real estate structures to unlock broader community business investment.Chris sees extractive outside capital draining wealth from towns and wants dollars recirculating locally.NC3 has launched or developed funds in Rhode Island, Detroit and Petoskey with more coming.Naivete helps Chris pursue huge goals, move legislation quickly and keep pushing despite obstacles.How to Develop Naivete As a SuperpowerChris named his superpower with a smile: “What I've decided my superpower is now is naivete.” He explained that NC3 is pursuing “this ridiculously big idea” of putting community investment funds everywhere, adding, “I believe that we're going to do this.” To Chris, naivete is not ignorance. It is the willingness to imagine a better system before the current one gives permission. “As long as people don't keep saying this is a bad idea to us, we're going to be naive enough to imagine this happening across the country,” he said.Chris's favorite example came from Michigan in 2013. With no prior experience passing securities legislation, he helped introduce a state investment crowdfunding law in August. By December, he was in the governor's office watching it be signed. The bill passed with just one no vote across both chambers. That early success showed him that big systems could move quickly when passion, relationships and the right idea aligned. Soon after, he helped a neighboring community use the law for a microbrewery raise that filled so fast he missed the chance to invest himself.Hold a dream big enough to pull you through hard work and uncertainty.Start from genuine care for people, communities and shared opportunity.Stand up, say something and do something before you have every answer.Treat difficulty as expected, not disqualifying: say, “So what? Let's do it anyway.”Build relationships with people who share the vision and can bring skills you lack.Use early wins to prove to yourself and others that broken systems can change.Stay naive enough to believe change is possible and prepared enough to execute well.By following Chris's example and advice, you can make naivete a skill. With practice and effort, you could make it a superpower that enables you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileChris Miller (he/him):Founding Board Member and Chair, National Coalition for Community CapitalAbout National Coalition for Community Capital: NC3 works to advance the Community Capital movement. This engagement of regular (retail) investors into businesses and projects in their own communities empowers citizens while it builds financial resilience and wealth for individuals and communities.Website: NC3now.orgBiographical Information: Chris Miller is chair and one of the founding board members of the National Coalition for Community Capital, a 501c3. Among NC3's goals are to empower ordinary citizens and strengthen local economies though community investment and ownership, with particular attention to wealth-building by non-accredited investors and to underserved populations and communities. Chris has been working on community, economic, and entrepreneur development in Michigan for nearly 20 years in a variety of roles, including as an appointed and elected city official, as a board member and frequent chair of a variety of community and economic development organizations, as a partner with student teams from the University of Michigan and Michigan State University, as an Innovation Fellow at the Michigan State University EDA Center for Regional and Economic Innovation, and as the City of Adrian's economic developer. During that time, in addition to securing millions of grant dollars and matching private investments, he also developed a local investor group, led a community business plan competition, and worked with local schools to implement entrepreneurship education. While working his day job in Adrian, he also introduced and championed Michigan's MILE – an investment crowdfunding exemption that served as a national model, and he currently has introduced legislation that would create a first in the nation investment incentive available to any state resident regardless of wealth. During 2023, Chris worked extensively on a new program the International Economic Development Council developed called the Economic Recovery Corps. Funded with Cares Act dollars from the Economic Development Administration, 65 ERC Fellows were awarded to 65 hosts from across the county. The Fellows will work full time with their hosts for 2.5 years addressing underserved communities in a variety of economic and community development projects. NC3 was awarded a Fellow to work in Michigan in the start-up and incubator space, adding community investors to capital required by new or expanding businesses. Over the past decade Chris has spoken across the country on the promise and future of community capital, while also working on the ground on donation and investment crowdfunding campaigns with communities and entrepreneurs. Chris is the developer and lead for NC3's Community Capital Accelerator which is now piloting NC3's Diversified Community Investment Fund in large projects in Detroit, Michigan and Cincinnati, Ohio, and expects to see the launch of funds in Rhode Island and Petoskey, Michigan in 2024. In addition, the organization is working on projects in nearly a dozen states. Today, Chris and his wife Joyce own and live in a 170-year-old downtown Adrian building where they renovated the commercial floor for The Buzz Café and Marketplace. Joyce and her business partners opened The Buzz during COVID, after an investment crowdfunding campaign which received investment from 45 investors in 7 different states. When not working on their building renovation, Chris led the team that brought PlaneWave Instruments from California to Michigan, and now serves as their Special Projects Consultant. In that role Chris serves as the primary community and education outreach lead, manages campus arts partners, and works with economic development organizations as well as State and Federal governments to secure resources for PlaneWave. From their headquarters in Michigan, PlaneWave leads the world in the design and manufacture of high-tech observatory class research telescopes.LinkedIn: linkedin.com/company/nc3nowSupport Our SponsorsOur generous sponsors make our work possible, serving impact investors, social entrepreneurs, community builders and diverse founders. Today's advertisers include Startup showcase and supercrowd.tv. Learn more about advertising with us here.Max-Impact Members(We're grateful for every one of these community champions who make this work possible.)Alisa Evans, Mission Enrollment | Brian Christie, Brainsy | Cameron Neil, Lend For Good | Carol Fineagan, Independent Consultant | Eric Coury, Arthia AI | Joey Hayes, thru | John Berlet, CORE Tax Deeds, LLC. | Justin Starbird, The Aebli Group | Ken Steele, Rotarian | Lory Moore, Lory Moore Law | Marcia Brinton, High Desert Gear | Mark Grimes, Networked Enterprise Development | Mike Babbit | Coledger Solutions | Mike Green, Envirosult | Nick Degnan, Unlimit Ventures | Paul Lovejoy, Stakeholder Enterprise | Pearl Wright, Global Changemaker | Scott Thorpe, Philanthropist | Sharon Samjitsingh, Health Care Originals | Add Your Name HereUpcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.Join the SuperCrowd Impact League! You can be recognized for making impact investments via Reg CF. See how your activity compares to your peers. It's free. Win valuable prizes. Start now!Join us for SuperCrowdHour on September 16, 2026, as Devin Thorpe, CEO and Founder of The Super Crowd, Inc., leads “Fuel the Fire: Turning Interest into Investment.” Discover practical strategies for turning curiosity into commitment, keeping prospective investors engaged, building trust, and creating momentum for your crowdfunding campaign. Bring your questions for live Q&A and gain actionable insights to help inspire more people to invest in your mission. Register now for FREE!SuperCrowd Impact Member Networking Session: Impact (and, of course, Max-Impact) Members of the SuperCrowd are invited to a private networking session on October 13th at 8:00 PM ET/5:00 PM PT. Mark your calendar. We'll send private emails to Impact Members with registration details. Upgrade to Impact Membership today!SuperGreen Live is where climate solutions meet the capital and community needed to scale them. This global virtual gathering brings together entrepreneurs, investors, sustainability leaders and changemakers to explore practical solutions for building a greener future. Expect inspiring conversations, innovative companies, investment opportunities and actionable ideas—all designed to help turn climate ambition into meaningful progress. Join the growing community working to accelerate solutions for people and the planet on February 4, 2027. Learn more at SuperGreenLive.org.Visit Our Complete Community Event CalendarIf you would like to submit an event for us to share with the 10,000+ changemakers, investors and entrepreneurs who are members of the SuperCrowd, click here.Manage the volume of emails you receive from us by clicking here.We share educational information—not investment advice. Some links may generate compensation. See our full disclosure.We use AI to help us write compelling recaps of each episode. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

Limiting the side effects of cancer treatments has been an animating force in the field of oncology for many years, and there's been progress to report on that front, but what if you could target cancer tumors without using radiation or chemotherapy and instead generate heat from inside the tumor to kill cells? That's the quest of our guest today, Dr. Hadiyah-Nicole Green, whose promising research using lasers and nanoparticles to eliminate tumors received Breakthrough Device Designation from the FDA earlier this year. “The laser beam that we're using is low power like a laser pointer, and without activation by the laser, the nanoparticles are harmless. Both are targeted just at the site of the tumor so because we don't use systemic delivery, we avoid all of the systemic side effects,” she explains.Dr. Green is also the founder and president of the Ora Lee Smith Cancer Research Foundation, named for an aunt who raised her and who died of cancer without pursuing curative treatment because of her fear of the side effects. Shortly after, her aunt's husband also died of cancer, opting for treatments that took a heavy toll on his body. “At 22 years old, I saw the horrors of cancer and the horrors of cancer treatment and just felt in my heart that there has to be something better than this,” she tells host Michael Carrese.On this fascinating episode of Raise the Line from Elsevier, we'll explore the science behind Dr. Green's approach, the challenges of raising the millions of dollars needed for human clinical trials, and rethinking the current funding landscape for cancer treatments.Mentioned in this episode:Ora Lee Smith Cancer Research Foundation If you like this podcast, please share it on your social channels. You can also subscribe to the series and check out all of our episodes at www.osmosis.org/podcast

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With Kauai’s recovery from Hurricane Lowell expected to take years, tourism leaders are treading carefully with their messaging to prospective visitors. East Oahu first responders launched a dramatic rescue after an elderly woman accidentally drove her vehicle into the water. Plus, new details are emerging about the moments leading up to a fatal Los Angeles helicopter crash that killed three people, including members of an NBC news crew.See omnystudio.com/listener for privacy information.

Chuck and Julie Show with Chuck Bonniwell and Julie Hayden A Bittersweet Goodbye: Stepping Back for Son Rev's Golf While Warning About AI Algorithm Control Chuck Bonniwell and Julie Hayden announce this is their last regular Monday-and-Wednesday live broadcast on BBS Radio, stepping back so their son Rev can chase a competitive golf career, and use the hour to look back on six years on the air before turning to censorship, AI panic, and the state of the Colorado GOP. A Bittersweet Announcement Julie Hayden opens the show by sharing what she calls bittersweet news: this broadcast will be the last Chuck and Julie Show in its regular Monday and Wednesday, three to four o'clock live format on BBS Radio. She tells listeners the pair are not disappearing, noting they will keep the @ChuckandJulie1 account on X, the Chuck and Julie Facebook page, and the Chuck and Julie Show on Rumble, and promises to 'alert the masses' whenever they have something to say. Chuck Bonniwell picks up the phrase with a laugh before the two begin explaining the decision. Julie is careful to frame the change as a happy one rather than any falling out with the network or a shortage of things to discuss, and she credits BBS Radio's staff, whom she and Chuck call Doug and John, for years of support before turning to the real reason behind the move: their son. Rev's Golf Takes Over the Family Schedule Chuck and Julie explain that their son, Rev, is the real reason behind the schedule change. Julie notes he is now taller than his father, standing six foot five to Chuck's six foot three, with hands and feet that startle them both. Rev is currently the third-ranked boys high school golfer in Colorado as a sophomore, and his tournaments, practices, and travel already consume enormous time. Julie describes the workload as nearly a full-time job even before the college recruiting process begins, comparing it to a whole separate career search. Chuck adds that the show had already shrunk from three days a week to two because Friday tournaments kept forcing them to find substitute hosts, and that balancing a fixed Monday and Wednesday commitment has only grown harder. Both agree the golf season for Rev effectively never ends, moving from high school competition into national tournaments and eventually recruiting, and they decide they would rather spend these last two years before college watching him play than managing a live broadcast. Six Years of BBS Radio and Local Impact Looking back, Julie recalls that the Chuck and Julie Show first aired on BBS Radio on January 8, 2020, and both credit the network's Doug and John for a relationship Chuck calls consistently positive and improving. Julie argues the show helped drive real change in Colorado politics, pointing to their early reporting questioning what she calls the Russiagate hoax alongside Michael Brown, and to their identification of Phil Anschutz and the Coors family as the major Republican donors quietly steering the party, a name she says the Denver Post eventually confirmed. Chuck credits the show with helping expose and end what he calls the awful chairmanship of Brita Horn. Julie adds that Anschutz's money, she says, has shifted away from the Colorado Republican Party and its candidates toward ballot issues run through groups like Michael Fields and Advance Colorado. Chuck says one of his favorite parts of hosting was live conversation with knowledgeable guests such as Brian Joondeph, Robert Spencer, Ted Trimpa, and Conrad Black, calling the regular interaction something he genuinely learned from. Censorship, Bans, and Alternative Media The hosts trace how censorship shaped their early years online. Julie recalls being kicked off Facebook during COVID for discussing election integrity, the Russia investigation, and pandemic restrictions, and Chuck describes getting thrown off YouTube entirely for quoting Democrat Governor Polis saying masks were not really necessary for babies, a clip the platform ruled violated community standards. Both say Elon Musk's takeover of Twitter and the release of the Twitter files, which showed intelligence community figures embedded inside major tech companies, helped crack censorship open, letting people realize others shared their doubts about masks and Russia collusion claims. Julie criticizes today's terrestrial conservative talk radio as what she and Chuck call RINO radio, naming Peter Boyles, Dan Caplis, and Mandy Connell as examples, while praising independent voices like Ash Heph, Joe Oltmann, and various podcasters, including Ted Cruz, for filling the gap. She argues that six or seven years ago, pushback against mainstream narratives from outlets like Conservative Treehouse simply did not exist the way it does now. AI Panic, Algorithms, and Shorter Attention Spans Julie extends the censorship discussion into artificial intelligence, arguing officials now want to control AI-driven algorithms so that disfavored voices simply stop appearing in people's feeds rather than being visibly banned, which she says avoids public backlash. She cites writer Taylor Lorenz warning about AI dangers and contrasts that with Conservative Treehouse commentary calling the reaction 'panic porn' or 'COVID 2.0.' The two also discuss how podcasts increasingly get chopped into short clips for platforms like TikTok, with Julie worried that Rev's own short-form viewing habits show how complex topics lose nuance when reduced to quick hits. Chuck says AI's danger feels different from what he calls the real hoaxes of climate change and COVID, comparing calls for government AI regulation to the Patriot Act, passed under George W. Bush in the name of protection. Julie recalls investigating child predators online decades earlier at Channel 7 and worries lawmakers today understand AI no better than police once understood the early internet. Colorado GOP's Leadership Vacuum and a Warm Goodbye The conversation turns to the Colorado Republican Party's current state, which Chuck says has effectively burned down. He calls current chair Craig Steiner an absentee leader worse than predecessor Brita Horn, joking he might as well be an AI bot since he offers no comment even to reporters covering donor group Advance Colorado. Julie notes vice chair Eric Grossman reportedly cannot reach Steiner either, and both credit hardworking local figures like HD-29 chair Kathy Stroud and former chair Dave Williams, now working in Washington, as the exceptions keeping grassroots energy alive. Listener Johnny Johnson writes in calling the hosts family and thanking them for years of shows, prompting Chuck to say he feels the same about longtime listeners. Julie re-announces her email for listener Jacob before the two close out, thanking BBS Radio's Doug, John, and Thomas by name, promising to reappear on Facebook and Rumble whenever they have something to say, and signing off together with a final 'goodbye, everybody.'

Check out BeerBiceps SkillHouse Courses Here - https://linktr.ee/bbskillhouseFor all BeerBiceps vlog content Watch Life Of BeerBiceps - https://www.youtube.com/@LifeOfBeerBicepsDownload my meditation and wellness app, Swa:aha.https://app.level.game/?c=zSbmYnShare your guest suggestions hereMail - connect@beerbiceps.comLink - https://forms.gle/aoMHY9EE3Cg3Tqdx9Follow BeerBiceps SkillHouse's Social Media Handles:YouTube: https://www.youtube.com/@BeerBicepsSkillHouseInstagram: https://www.instagram.com/beerbiceps_skillhouseWebsite : https://beerbicepsskillhouse.inFor any other queries EMAIL: support@beerbicepsskillhouse.comIn case of any payment-related issues, kindly write to support@tagmango.comFollow Prithviraj Kothari's Social Media Handles:-Instagram: https://www.instagram.com/prithviraj.kothari/Facebook: https://www.facebook.com/kothari.prithviraj/LinkedIn: https://www.linkedin.com/in/kothariprithviraj/Website: https://www.prithvirajkothari.com/In this 540th (overall 1045th) episode of TRS, we sit down with Prithviraj Kothari, widely known as the Bullion King of India, to understand the world of gold, silver, investing, and the changing global financial system. From entering business at a young age to spending decades building India's bullion industry, he shares his journey, lessons, and perspective on why gold continues to hold such deep financial and cultural value in India.Explore how gold and silver prices work, why central banks are accumulating gold, the growing investment demand after COVID, de-dollarization, India's dependence on gold imports, and the potential of the country's massive household gold reserves. The conversation also covers gold ETFs, physical gold, Sovereign Gold Bonds, gold monetisation, silver's growing industrial demand, crypto and Bitcoin, investment scams, portfolio diversification, and how young investors should approach gold and other assets.A fascinating conversation on money, wealth, risk, global markets, and why gold continues to remain one of the most trusted stores of value across generations.00:00 - Gold King Of India On TRS03:50 - Started Business at 1405:32 - How He Became the “Gold King”07:00 - How India's Gold Market Works08:55 - Where Does Gold Come From?10:48 - Bringing Live Gold Prices to India13:48 - How MCX Changed Gold Trading15:45 - Why Gold Boomed After COVID19:00 - Why Silver Could Be the Next Big Bet21:20 - How Much Gold Is Left?22:05 - Can BRICS Challenge the Dollar?34:20 - Why Gen Z Is Buying Paper Gold42:20 - Gold Market Scams You Should Know43:35 - Why Investors Must Learn to Lose46:40 - Lessons from Dhirubhai Ambani47:20 - Gold vs Crypto52:50 - Gold, Oil & Geopolitics56:15 - Can Gold Really Hit $8,000?01:02:25 - His Secret to a Stress-Free Life01:19:55 - The Marwari Money Mindset01:21:40 - Karma, Wealth & Jain Philosophy01:25:15 - Building JITO & Giving Back01:28:30 - The Power of Navkar Mantra01:32:55 - Final Life Lessons#gold #finance

Interview Highlights: A Layered Toolset: LSU runs dual EDR platforms (Microsoft Defender and CrowdStrike), Splunk as its SIEM for log management, and Splunk SOAR (via partner TekStream) to coordinate incident response across the statewide SOC program. Phishing Remains Enemy #1: Across higher ed generally, phishing is the top entry point for attackers; Jain recalled a pre-MFA, pre-COVID incident where compromised accounts cascaded across multiple universities, forcing account suspensions every five minutes. AI on the Email Front Line: LSU uses AI specifically to catch executive impersonation—fake emails posing as the chancellor or vendors like Dell requesting changed payment routing numbers—flagging them for review before delivery. On the SOC side, AI builds context around alerts (device mismatches, unusual IP patterns) that a human analyst then validates before escalating—keeping a human in the loop rather than fully automating decisions. Fighting AI With AI—Proactively: LSU deploys honeypots, like a dummy Moodle instance, to lure AI-driven attackers, capture their IPs and techniques, then feed that threat intelligence into production systems to auto-block similar attacks before they happen. The Real AI Risk Is Data, Not the Tool: Jain's biggest concern with staff using ChatGPT, Copilot, or Claude isn't the AI itself—it's uploading sensitive student, HR, or research data to platforms that may train on it. Louisiana state law bars public institutions from using Chinese-linked LLMs; Jain flagged that individual (non-Enterprise) Cursor licenses can violate this because some underlying models have Chinese ties. Building Homegrown AI Tools: LSU faculty built "MikeGPT," an internal GPT-based tool on Azure, letting departments create custom agents—like one that lets students query a syllabus directly or an in-progress agent that answers questions from an 80-90 page data governance policy. Both hosts agreed that narrow, tailored AI tools solving specific institutional pain points—rather than general chatbot use—represent the most valuable and lowest-risk way to bring AI into daily operations.

Vorresti ricevere notizie, saluti, auguri dalle Apostole della Vita Interiore?Lasciaci i tuoi contatti cliccando il link qui sotto e con la nostra nuova rubrica digitale potremo raggiungerti.https://www.it.apostlesofil.com/database/- Premi il tasto PLAY per ascoltare la catechesi del giorno e condividi con altri se vuoi -+ Dal Vangelo secondo Luca +In quel tempo, Gesù se ne andava per città e villaggi, predicando e annunciando la buona notizia del regno di Dio.C'erano con lui i Dodici e alcune donne che erano state guarite da spiriti cattivi e da infermità: Maria, chiamata Maddalena, dalla quale erano usciti sette demòni; Giovanna, moglie di Cuza, amministratore di Erode; Susanna e molte altre, che li servivano con i loro beni.Parola del Signore.

Russia votes in the first Duma election since the Ukraine War, the Fed hikes rates to 4%, defying Trump's calls for cuts, Saudi Arabia sets a 'red line' over a claimed Houthi attack on Mecca, a Gaza City building collapse kills at least 20, and Japan's centenarians top 100,000 for the first time, Ex-Kosovo President Thaçi gets 25 years for war crimes, over 300 Korean workers file claims over a Georgia ICE raid, paid leave for U.S. federal workers hit at least $9.5 billion in 2025, the EU proposes a social media ban for children under 13, and "godfather" of AI, Yoshua Bengio, says AI risk is nearing a "Covid moment." Sources: Verity.News

9/17/26, Co-Host — Carrie Baker Immunologist Dr. Jonathan Bayuk: infections & diseases here and now—the flu & covid, shots you and your kids need --is this the time? What about measles? RFK, Jr's influence. Gazette and Recorder Ex Editor Dan Crowley on covering data centers, artificial intelligence, local responses & the effect in college and high school classrooms. Feminist Futures with Carrie Baker; At Smith College this Friday and Saturday --"One Body: Dispatches from Idaho." Carrie is a professor in Smith's Program for the Study of Women and Gender, a Contributing Editor of Ms. Magazine and an attorney. She interviews Jimmy Maize, the writer and co-director; Jen Jackson Quintano — lumberjill, turned abortion activist and actor; and Maridee Slater, associate producer and co-director.  THE HEADLINER at the upcoming Northampton Jazz Festival—Lakecia James—Saturday, Sept 26 at the Academy of Music-- the 6x Grammy-nominated saxaphonist.

Before 2020, the objection I heard constantly from would-be podcasters was "I don't have time." Then the pandemic hit and time was suddenly the one thing everybody had, and podcasting exploded. Most of those shows podfaded, but the demand spike changed the industry around them — hosting companies accelerated their roadmaps, and hardware makers started building for people recording at home instead of assuming everyone would buy a Shure SM7B. This is anecdotal, not a study; it's just what I watched happen from inside it. Resources & Links Join my newsletter for solo business owners: streamlined.fm/join Podcast hosting by RSS.com (affiliate link): rss.com Disclosure: this episode description was generated with AI.Have feedback? Send a voice note to the show!

Says 20/20 Hindsight He Was Wrong Newsom Out Of Race For 2028 Harris Is It Who Succeed Trump Now? Cleanser/National Cheeseburger Day/Wrap UpSee omnystudio.com/listener for privacy information.

The FBI stops another ISIS-inspired terror plot before it could start – while the bureau's director comes under fire on Capitol Hill, the Trump administration charges a dozen fake daycares for 10 million dollars in fraud – and claws back billions from Covid-era scammers, and a Catholic Family is in a custody battle with the state for their daughter. The reason? Refusing to call her a boy. Reporting from Tim Rice, Mary Margaret Olohan & Megan Basham. Get the facts first with Morning Wire. - - - Ep. 3093 - - - Wake up with new Morning Wire merch: https://bit.ly/4lIubt3 - - - Today's Sponsors: Concerned Women for America - Join CWA's growing army of fighters for truth at https://ConcernedWomen.org/WIRE NetSuite - See how AI is changing everyday work—and how businesses can prepare for what's next. Get NetSuite's free guide, Aligning for the Agentic Era, at https://NetSuite.com/MORNINGWIRE Vanta - Whether you're a fast-growing startup or a global enterprise, Vanta is here to help you automate your security and compliance, and earn and prove trust. Get started today at vanta.com/morningwire - - - Privacy Policy: https://www.dailywire.com/privacymorning wire,morning wire podcast,the morning wire podcast,Georgia Howe,John Bickley,daily wire podcast,podcast,news podcast Learn more about your ad choices. Visit podcastchoices.com/adchoices

On Tuesday's Mark Levin Show, remember all the fearmongering over things like DDT, e-oli, gas lawn mowers, and masks during COVID? Remember when climate change was supposed to cause sea levels to rise? There's a new fearmongering op over AI and data centers, driven by the Communist Chinese and their Democrat cheerleaders like Bernie Sanders. All the lies about data centers -- they use too much water, will cause electricity costs to go up, will kill jobs -- have all been proven false. But Barack Obama and others want to either kill this new industry or want the government to take it over. Bernie Sanders even said AI is more dangerous than nukes! Don't be a sucker. Don't give in to fearmongering. We need this new technology, and America must win the AI race. Republicans have abandoned their focus on affordability and instead shifted their attention to opposing or regulating data centers; they're chasing the latest political issue rather than addressing real concerns. Republicans are allowing Democrats and the media to shape their agenda, affordability remains a major problem and should be a priority. Groundbreaking developments should be left free from government interference because bureaucrats and politicians lack the expertise to direct innovation. Calls for greater regulation are driven by a desire for power and control rather than practical solutions. We need deregulation, limited government involvement, and allowing innovation and technological development to proceed with minimal restrictions. Later, Rep Thomas Massie is siding with Democrats and attempting to undermine the Trump administration during a war with Iran by promoting the impeachment of Secretary of War Pete Hegseth. Massie's actions were based on the War Powers Act of 1973, which is unconstitutional. The Constitution gives Congress the power to declare war but not to conduct it. The president, as commander in chief, has the authority to wage war, while Congress's primary check is its power to withhold funding. Finally, Bill O'Reilly calls in to discuss his new book, Confronting America: What Has to Change. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Chronic illness rarely fits neatly into a single diagnosis. Symptoms can span multiple systems, leaving people profoundly unwell even when standard testing appears normal. I understand this experience from the inside out because I've lived it myself. Today, I sit down with Dr. Neil Nathan, a leading expert in complex chronic illness and author of Toxic, now in its second edition. We explore why these conditions are so often misunderstood and how identifying what is driving them can create a path toward recovery. We discuss: Why mold toxicity, Lyme disease, and long COVID can be so difficult to diagnose How to identify the root cause instead of chasing downstream symptoms What the Cell Danger Response is and why the body can remain stuck in survival mode Why some people suddenly become sensitive to foods, chemicals, medications, light, and sound Why the right treatment can make symptoms worse when introduced at the wrong time I've been sick enough to know how quickly chronic illness can narrow your world—and how discouraging it is when no one can explain why. But I'm also living proof that the body can recover. The answer is not always more treatment. Often, it begins with finding the root cause, respecting what the body can tolerate, and addressing each layer in the right order. View Show Notes From This Episode Sign up for Dr. Hyman's Brainshaping Academy to learn how to nourish the biological systems that support your mental, emotional, and cognitive health https://drhyman.com/products/brainshaping?utm_source=dr_hyman_show&utm_medium=newsletter&utm_campaign=may_27&utm_content=link Get Free Weekly Health Tips from Dr. Hyman https://drhyman.com/pages/picks?utm_campaign=shownotes&utm_medium=banner&utm_source=podcast Sign Up for Dr. Hyman's Weekly Longevity Journal https://drhyman.com/pages/longevity?utm_campaign=shownotes&utm_medium=banner&utm_source=podcast Join the 10-Day Detox to Reset Your Health https://drhyman.com/pages/10-day-detox Join the Hyman Hive for Expert Support and Real Results https://drhyman.com/pages/hyman-hive This episode is brought to you by BIOptimizers, Cozy Earth, Perfect Amino, Seatopia, Made In, and BON CHARGE. Shop Magnesium Breakthrough at bioptimizers.com/hyman and save 15% with code HYMAN. Upgrade your sleep setup with cozyearth.com and enjoy 20% off  with code HYMAN. Help fill protein gaps at bodyhealth.com and use code HYMAN20 for 20% off. Find a cleaner source of seafood. Check out seatopia.fish and use code HYMAN for free shipping on your first order. Shop for kitchen essentials at madeincookware.com and save 10% off your first order with code HYMAN-HIVE. Explore red light products at boncharge.com/hyman and enjoy 15% off with code HYMAN. (0:00) Introduction and Dr. Hyman's health journey (3:11) Challenges and limitations of conventional medicine (5:03) Environmental toxins and chronic illness (7:21) Identifying root causes and treatment order (16:14) Dr. Hyman's mold struggle, toxicity vs. sensitivity (21:01) Dr. Nathan's books and diagnosing chronic illnesses (28:53) Treatment strategies: primary cause, gut health, and mold (34:22) Addressing limbic, vagal, and mast cell issues first (39:52) Complexities of treating tick-borne infections (44:46) Emotional and psychological aspects of recovery (45:04) Encouragement and hope for chronic illness sufferers (46:36) Closing remarks and podcast info

Annie Lowrey's new book, The Time Tax, argues that the most regressive levy in American life is the hours each of us must spend on hold, in waiting rooms, and filling out forms a competent state would have pre-filled — roughly fifty a year on average, and far more if you're poor. Tyler spends much of this conversation pressing the opposite case, asking whether that bureaucracy is quietly serving a useful purpose by rationing knee surgeries that don't work, deterring fraud, or screening for immigrants with gumption. So Tyler and Annie hash it out over an hour, covering why TANF and other welfare programs are the worst offenders, the political economy of submerged benefits like the child tax credit, whether the postal service should be zeroed out over ten years the way Denmark did, whether the government should be nudging people out of rural areas, lessons from the COVID unemployment fraud, areas where the time tax is flat instead of regressive, which private sector time taxes are most onerous, whether AI agents will pay these taxes for us within five years, the logic of easy benefits plus randomized harsh audits, the case for less federalism, whether voting should be easier or harder, how the UBI studies changed her priors, where you can find the best moss in the world, her favorite example of Brutalist architecture, tattoos as permanent ephemera, Christianity's role in liberalism and the post-Christian right, how reporting beats tourism, the time tax of friendship, what she'll learn next, and more. Read a transcript enhanced with helpful links, or watch the full video on YouTube. Recorded September 1st, 2026. Other ways to connect Follow us on X and Instagram Follow Tyler on X Follow Annie on X Sign up for our newsletter Join our Discord Email us: cowenconvos@mercatus.gmu.edu  Learn more about Conversations with Tyler and other Mercatus Center podcasts here. Timestamps: 00:00:00 - Intro 00:00:58 - On taxing our time 00:19:47 - On private-sector time taxes  00:22:57 - On AI eliminating paperwork 00:25:03 - On immigration as a filter 00:28:49 - On reducing fraud 00:33:03 - On federalizing bureaucracy 00:35:12 - On breaking up New York 00:36:25 - On making voting easy 00:38:28 - On updating universal basic income 00:41:29 - On banning exotic pets 00:42:13 - On deserts and moss 00:43:18 - On beautiful brutalism 00:43:50 - On tattoo culture 00:44:38 - On Christianity after Christianity 00:48:29 - On escaping the global monoculture 00:51:42 - On the time tax of friendship 00:54:49 - On what comes next 00:55:43 - Outro

We pass through a mountain range deep in the heart of the rediscovered world to begin our final chapter at the Red Feather Masquerade. The Captain's council reassembles after months apart and considers their targets as they approach the site of this wicked celebration. I am getting over COVID and I am so mad I didn't get to record a midroll for this episode because of it. CONTENT NOTE Main show: Rude songs Dear Uhuru: THE ULTIMATE RPG VILLAIN BACKSTORY GUIDE ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Buy it here!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Leave a review, please!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ COSMIC CENTURY KNIGHTS ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Get the game on Kickstarter!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join the mailing list for James' game design projects⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ THE ULTIMATE RPG PODCAST ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listen Here!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ SKYJOUST FIGHT WITH SPIRIT EXPANSION ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Get it now!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ SKYJACKS: COURIER'S CALL IS BACK! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listen on Spotify (or any other podcatcher app)!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ STARWHAL PUBLIC FEED: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listen on Spotify (or any other podcatcher app)!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ JOIN OUR MAILING LIST ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Right Here!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Douglas Wilson reflects on public memory of the COVID era and Fauci's recent testimony, then examines nothos in Hebrews 12:8 and the relationship between chastisement and sonship, before offering some “judicious conjecture” about LBJ and the JFK assassination in a review of Blood, Money, and Power.For more from Doug, subscribe to Canon+: https://canonplus.com/   IT'S HERE! Pre-Order the 4th installment of the Ashtown Burial Series at ashtownburials.com.