Podcasts about coca cola

Great scott! Where we're going, we don't need roads, and if my calculations are correct, when this baby hits 88 miles per hour, you're going to get the history and legacy of Back to the Future! It's a story of how Romancing the Stone, Coca-Cola's takeover of Columbia and Double Indemnity came together to make Back to the Future a possibility.Back in the days when Ronald Reagan, the actor! was president and you needed a nuclear reaction to generation 1.21 jigowatts of electricity to power a DeLorean, a young man called Calvin Klein changed the course of his own personal history by going back to 1955, meeting his parents and technically then accidentally dating his own mother; jeopardising his future in the process.I guess you guys aren't ready for that yet, but your kids are gonna love it. It's your density to listen. So, make like a tree, and get outta here.... pop your 1980's headphones on, turn up the volume and listen to this!This episode was originally published on 4 Apr 2024Support Verbal DioramaLoved this episode? Here's how you can help:⭐ Leave a 5-star review on your podcast app

Many of you founders working with niche ingredients out there might have struggled with this question: How do you build a new category when consumers don't yet understand the ingredient, retailers don't know where to place it, and nobody is walking into stores asking for it? In this episode of Brand Growth Heroes, I speak with Andrew Hunt, co-founder and CEO of Aduna Superfoods, about what category creation around niche ingredients really looks like for CPG founders. We talk about how he has built a business that is approaching £5M in annual revenue by bringing ingredients like baobab and moringa to the UK, to creating demand through education, sampling and relentless market development - until these ingredients are on the brink of becoming mainstream.What I found particularly interesting is how Aduna has evolved as the market around it has changed. The business started out highly ingredient-led and impact-led, but eventually hit a commercial ceiling. Around 2022, Andrew and the team shifted towards clearer consumer needs such as gut health and everyday wellness, while keeping the quality of the ingredients and their sourcing at the heart of the brand. Now, as wholefood supplements, gut health, UPF-free products and higher-quality functional ingredients all move further into the mainstream, Aduna is increasingly well positioned for what Andrew calls the next generation of superfoods.What You'll LearnHow Aduna created demand for ingredients consumers had never heard ofWhy getting a retail listing means very little if shoppers don't understand what your product is forHow intensive sampling helped take baobab from almost no rate of sale to a best-selling superfoodWhy Aduna moved from ingredient-first communication towards clearer consumer need statesWhat founders building new categories can learn about timing, market education and knowing when the consumer is finally readyKey Topics DiscussedBuilding a new category around unfamiliar ingredientsIntroducing baobab and moringa to the UK marketWhy Whole Foods initially rejected Aduna because “nobody comes in asking for baobab”Creating demand before there is established consumer awarenessThe role of sampling in category buildingGoing from around 10 units sold in three months to becoming a best-selling superfood in Whole Foods and Planet OrganicUsing early retail success to unlock Holland & BarrettWhy product education alone can become a commercial constraintAduna's strategic shift towards consumer needs such as gut health and radianceProtecting brand integrity while becoming more commercially focusedThe rise of wholefood powders and supplementsWhy ingredient quality matters as consumers become more knowledgeableAduna's “Superfood 2.0” thinking around bioactive compoundsHigh-flavanol cacao and the difference between commodity ingredients and higher-quality functional ingredientsBuilding a proprietary supply chain in Ghana and Burkina FasoWorking with more than 100 women's cooperativesAgroforestry, tree planting and community infrastructureThe relationship between Aduna's branded consumer business and its ingredient supply businessAmazon as a major growth channelAmazon UK growing around 50–60% year on yearThe scale of the Amazon US opportunityAduna's ambition to grow towards £15 million over the next four yearsBuilding long-term sustainable growth rather than chasing scale at the expense of qualityUseful linkshttps://www.instagram.com/adunasuperfoods/?hl=enLike this episode?PLEASE share the love by sharing this episode with another founder building a challenger brand, a colleague or a mate who loves brilliant non-alcoholic drinks, or anyone trying to work out how to build a sharper, more focused growth model.Don't forget to FOLLOW or SUBSCRIBE to Brand Growth Heroes on your favourite podcast app, and even LEAVE A REVIEW - both of these actions make a MASSIVE difference to our mission to help more founders just like you.Join our communityInstagram (https://www.instagram.com/brandgrowthheroes)LinkedIn (https://www.linkedin.com/company/brand-growth-heroes/?viewAsMember=true)Youtube (https://www.youtube.com/@brandgrowthheroes)Find out more about the programmes and courses Fiona runs here (https://www.brandgrowthheroes.com/mini-mba-2026)Join the NextGen CPG WhatsApp group for founders leaning in to the value that a leadership approach to engaging with AI can unlock for businesses like yours.*** Thanks to Brand Growth Heroes' podcast sponsor — Joelson, the commercial law firm ***If you're a founder, you already know how much energy goes into building the perfect product, creating standout branding and connecting with consumers.But scaling a CPG business also brings legal complexities that can make or break your growth journey - from contracts and regulatory compliance to protecting your intellectual property.That's why we're proud to partner with Joelson, the leading commercial law firm specialising in helping founders of scaling consumer brands.Joelson works with brands like Little Moons, Trip, Eat Natural, Bear Graze and Pulsin, and advised the innocent founders on their landmark sale to Coca-Cola - and still work with them at JamJar Investments today!Joelson is offering a FREE LEGAL CONSULTATION to all BGH listeners - just request it here - we highly recommend you take them up on it!CreditsThanks to our Sound Engineer Gyp Buggane at Ballagroove.com and the entire BGH team.

This was a relatively rare event, a double debut for Paul Hudes and Margot Kohn. Kudos to both for an excellent job. The theme sparkled, and clues like 53A, Like Javan rhinos, RARE; 29A, Risky bets, FLIERS; and a reference to Mike's favorite beverage, 22D, Locale of Coca-Cola's headquarters: Abbr., ATL kept us thoroughly engaged.After analyzing the crossword, there is a Triplet Tuesday segment in honor of, well, Tuesday — and Jean makes short work of it.Show note imagery: A Javan rhino, one of, if not the, rarest large mammals on Earth, with just over 70 known to exist.We love feedback! Send us a text...Contact Info:We love listener mail! Drop us a line, crosswordpodcast@icloud.com.Also, we're on FaceBook, so feel free to drop by there and strike up a conversation!

Matt Wark, Chief Facilities Officer for Forsyth County Schools, joins Katie Jubenville to share his unconventional path from a struggling student written off by his own guidance counselor to leading facilities for one of Georgia's fastest-growing, top-performing school districts. Matt discusses how his personal journey through teaching, administration, and district leadership shapes his "houses, not buildings" philosophy of facilities management, and dives into how Forsyth balances explosive growth with maintenance, community trust, and cost. He also shares his perspective as president of the Georgia 4LE chapter on building stronger partnerships between school districts and industry vendors statewide. Takeaways: A rough start built a mission — Written off as a student, Matt now champions paths for every kid, not just test scores. Facilities are "houses," not buildings — Treating schools like home builds pride for students and staff alike. Growth means balance — Forsyth is shifting from new construction to upgrading older schools' infrastructure. Patience over quick fixes — Matt's top advice: slow down, since fast decisions create new problems. Partnerships over contracts — As Georgia 4LE president, Matt connects districts and vendors through trust, not transactions. About Matt Wark: He is currently the Chief Facilities Officer for Forsyth County Schools. He is married to Sara Wark who works in Atlanta at the Coca Cola headquarters and they have 4 children (Mason, Riley, Jordan and Bailey) ages 13,11,10,8.   He is originally from southwest Michigan where he grew up on a family-owned farm.   He moved to Georgia in 2003 and became a teacher with Fulton County Schools.  He taught 2nd grade and 5th grade including special education.  He then moved to Clarke County Schools to become an assistant principal.  There met his wife and relocated back to north Georgia and was an assistant principal with Dawson County Schools.  While working in Dawson County he was promoted to the position of Principal.  After 5 years of working in Dawson County he was called to become the Director of Assessment and Accountability with Baldwin County School District in Milledgeville, Ga.  After 2 years in Baldwin County, he was promoted to Deputy Superintendent.  As his family grew and his wife continued traveling to Atlanta daily, he decided to move back to the Atlanta area and what better place than north Ga.  Matt successfully became the Chief Facilities Officer for Forsyth County Schools and also lives in Forsyth County where all 4 of his children attend Forsyth County Schools.   In Matt's current role, he oversees all maintenance and facilities needs for the district.  This includes all new construction, renovations, modifications, general maintenance, custodial, grounds maintenance as well as, all future planning for the school district.  Currently Matt oversees over 9 million square feet which includes 53 total buildings with more schools to come in the near future.  Forsyth County is one of the fastest growing counties in the state of Georgia and has no signs of slowing down.    Episode 350 of the Better Learning Podcast For more information on our partners: Association for Learning Environments (A4LE) - https://www.a4le.org/ Education Leaders' Organization - https://www.ed-leaders.org/ Second Class Foundation - https://secondclassfoundation.org/ EDmarket - https://www.edmarket.org/ Catapult @ Penn GSE - https://catapult.gse.upenn.edu/ Want to be a Guest Speaker? Request on our website

A portfolio career is about working smarter. More professionals are combining full-time roles, consulting, advisory work, board positions, teaching, writing, speaking, investing, and passion projects into careers that are more resilient, flexible, and rewarding.In this episode, you'll learn:• What a portfolio career is and why it's becoming the future of work.• The difference between a portfolio career and simply juggling side hustles.• How to identify the skills, experience, and expertise you already have that can create new opportunities.• Why your professional reputation matters more than ever.• How to position yourself for greater career resilience, income diversification, and long-term growth.• Practical steps to start building your own portfolio career, whether you're employed, self-employed, or somewhere in between. Support the showJill Griffin, is a leadership and career strategist, executive coach, and host of The Career Refresh podcast. She works with high achievers to strengthen their leadership, navigate career transitions, build effective teams, and create what's next.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 12-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

Join Me To Build Your Best Fall – https://buildyourbestfall.com/ You wake up, and your hand goes straight to your phone before your feet even touch the floor. By ten in the morning, you're wired and foggy at the same time, reaching for sugar, caffeine, and one more scroll I already know will make me feel worse.That pattern has a real reason behind it, and it comes down to four brain chemicals that shape how we feel every day: dopamine, oxytocin, serotonin, and endorphins. Neuroscientist TJ Power calls this system DOSE, and understanding how these four work together helps explain why your midlife energy, your focus, and that low hum of anxiety you've carried for years start to make sense in a whole new way.I have been trying to get TJ Power on the show for eight months. This is my favorite episode in eight years of recording.What You'll Learn in This Episode:Why dopamine gets all the attention while oxytocin, serotonin, and endorphins quietly run your mood and your capacityThe one morning habit that sets what your brain craves for the rest of the dayWhy boredom is one of the most restorative things you can give your brain, and what your default mode network does with those quiet minutesHow decision fatigue actually builds in your brain, and how fast it clearsWhy motivation shows up after you move, not beforeThe simple body check question TJ asks every morning before he touches his phoneWhat rest has to do with performance, and why athletes figured this out firstTimestamps:(02:09) — What DOSE stands for and why all four chemicals matter(03:50) — Oxytocin, serotonin, and endorphins in plain English(06:14) — How dopamine actually builds, and the 15 minute rule for reading(07:31) — Golden retriever puppies and what they do to your nervous system(08:36) — TJ's 36 hours without a phone and what he and his wife did instead(10:40) — Where he keeps his phone all day (it isn't near him)(12:35) — The 9-to-9 detox: one woman's Saturday without a phone(15:51) — What 50 of Alli's clients named as their biggest time waster(16:49) — Instagram Reels, Coca-Cola, and how much we're really scrolling(17:43) — Your default mode network: the wise guide you stopped listening to(19:24) — Decision fatigue, glutamate, and the ache behind your forehead(23:02) — Alli's hour-long walk and the 15 minutes that are always rough(24:08) — The 60-minute headphone-free walk that changes lives(25:16) — Motivation is an outcome of behavior, not a prerequisite(26:47) — Endorphins, hills, saunas, and roller coasters(32:38) — Serotonin lives in your body, and 90% of the vagus nerve runs upward(35:20) — Why scrolling Reels in the afternoon is chemically similar to a glass of wine(36:32) — "Hey body, what would you like right now?" The morning practice(38:48) — Chasing what feels good instead of escaping what feels bad(41:12) — Do I deserve to rest? What elite athletes understand, and Alli on Sabbath(43:11) — ADHD, dopamine, and what phones are really doing(49:07) — "Dopamine diabetes": the new diagnosis TJ thinks we need(50:42) — If you only have 20 minutes a day, spend them like this(52:36) — Whatever your first dopamine hit is, that's what your brain craves all day(55:29) — The phone-free first hour and how to build a life around itLinks to great things we discussed: The Dose EffectFunction HealthUplift AppJoin me on Substack: Wise Woman MethodAlli on YouTubeI hope you loved this episode!

We're crab-walking into another Voidcast, where there is no topic, no plan, and absolutely no adult supervision. Aaron, Bill, Thrak, and Chris discuss games they think are perfect or overrated, they complain about Nintendo and Sega, and approximately 38 other topics. ⭐ This episode is brought to you by totally cool things like the Twin Bing, Coca-Cola, Silly Putty, and cash registers. Bill ➡️ https://superpodsaga.com/people/bill-barberThrak ➡️ https://superpodsaga.com/people/thrakChris ➡️ https://superpodsaga.com/people/chris-dominguezCHAPTERS:00:00 Pre-Show Chattin'01:50 Introz17:42 Objective 10/10 Games29:25 Overrated Games38:41 We Miss Sega :'(44:40 Bitching About Nintendo54:23 Cool Things From Our Home States01:11:37 Episode Sponsor [Bidet-I: The AI Bidet Assistant]01:20:46 More Stupid Toilet Humor01:26:39 Wrappin' It Up What games are objectively perfect to you?Reply on Bluesky COOL LINKS:★Patreon★https://patreon.com/scabzilla★Ko-Fi★https://ko-fi.com/scabzillaBluesky: https://bsky.app/profile/superpodsaga.comInstagram: https://www.instagram.com/superpodsagaWebsite: https://superpodsaga.com/

00:00:57 — “Now Featuring Words”: Parker welcomes everyone to the “250th episode” and announces that the show now features words, which feels like an ambitious rebrand. 00:01:16 — All Fingers and Toes: The crew says they are broadcasting with all their fingers and toes, which becomes accidentally relevant later when the episode turns into death talk. 00:02:20 — Antonio Ben Fred: Fred starts doing an accent, Parker asks him to get closer to the mic, and the whole show briefly becomes a bootleg international lounge act. 00:03:05 — Spain Is Mexico's Canada: The geography lesson nobody requested arrives early and confidently. 00:04:48 — Hayden Panettiere Name Disaster: The crew tries several versions of Hayden Panettiere's name and lands somewhere between Italian restaurant and medical condition. 00:07:02 — Death Investigation for Pizza: The guys realize a nearby location has a pizza place, and Fred immediately sounds more interested in lunch than detective work. 00:07:08 — Crab Rangoon Pizza: The idea of crab rangoon pizza nearly derails the celebrity death segment, because BLC can mourn and menu-plan at the same time. 00:11:23 — RIP Dolly: The crew switches into sincere mode for Dolly Parton, which is rare enough to be its own special effect. 00:13:14 — Dolly Parton Day: The guys decide 9/25 should become Dolly Parton Day because of “9 to 5,” then start moving other national holidays out of her way. 00:15:19 — Make Room for Dolly: National Comic Book Day, Lobster Day, Quesadilla Day, and One Hit Wonder Day all get pushed aside because Dolly gets priority. 00:16:36 — BLC Hall of Fame: Dolly gets officially inducted and becomes the first BLC Hall of Famer with her own show holiday. 00:16:48 — Dolly's Letterman Clip: The crew remembers Dolly telling David Letterman that people talk about one part of her body, but she has “a great ass too.” 00:21:59 — Tim Curry Left This Mortal World: Tim Curry becomes the third icon in the episode's death-trifecta conversation, kicking off a massive filmography riff. 00:23:21 — Garfield: A Tale of Two Kitties: The Tim Curry credits get increasingly strange, proving the man really was in everything. 00:24:28 — In Memoriam Before the Year Ends: The crew decides August is close enough to do an in-memoriam segment. 00:32:06 — Food News Begins: After a death-heavy first half, the crew pivots into Food News, because nothing heals grief like crackers and bad decisions. 00:32:56 — Fred Tries Matzo: Fred opens the matzo, smells cardboard, takes a bite, and immediately realizes the bit has betrayed him. 00:33:09 — “A Piece of Tile”: The matzo is described as backsplash, cracker, cardboard, and something large enough to hide behind. 00:34:11 — The Talking Matzo: Parker suggests Fred use the matzo as a face prop and become “the talking matzo,” which is probably a better character than planned. 00:36:44 — Matzo ASMR: Fred cracks the matzo near the mic while the crew treats it like high-end audio content for people with very specific problems. 00:37:04 — Fred Wants to Eat It but Hates It: The guys observe Fred repeatedly bringing the matzo close to his mouth, then pulling it away like it personally hurt him. 00:38:46 — Pro-Jelly, Anti-Jam: BLC takes its boldest food stance yet: “pro jelly, fuck your jam.” 00:41:17 — Coca-Cola vs. Jesus: The crew discusses the outrage over Coca-Cola allegedly blocking “I love Jesus” on custom bottles while rumors claimed Satan phrases got through. 00:43:35 — “I Love His Shoes”: Parker offers the perfect workaround for blocked Jesus Coke: just write “I love his shoes.” 00:46:31 — Questionable Meat: Imported meat, mystery sourcing, screw worm panic, and fast food distrust enter the chat. 00:48:24 — Screw Worm Joins the Show: The screw worm gets a voice and starts talking about meat, which is exactly as gross as it sounds. 00:55:05 — First-of-Its-Kind Bacon: Everything bagel-seasoned thick-cut bacon arrives, and Fred immediately starts questioning why anyone would mess with bacon. 00:57:39 — Stop Messing With Bacon: The guys reach food-news consensus: bacon is already great. Leave it alone. 01:00:16 — Upside Betrayal: Parker explains why the Upside app lost him forever after one denied submission. 01:01:23 — QT Hot Dog Trap: Fred remembers missing the $2.50 hot dog deal by one day and suddenly paying eight dollars for two gas station hot dogs. 01:03:15 — Thanks for Glistening: The episode ends with “thanks for glistening,” which is either a typo, a lifestyle, or the next BLC merch line. #blcpodcast #podcastingforthepeople #funny #podcast #greenvillesc #scpodcast #yeahthatgreenville Listen at: https://americasfavoritepodcast.com Follow us on Facebook: https://www.facebook.com/blcpodcast/ Check us out on Instagram: https://www.instagram.com/blcpodcast/ Buy Fred and Allan Beer: https://www.patreon.com/blcworld

Why do so many Americans say they're satisfied with their own lives but upset about the way the country is going? Why don't other countries experience the same gap? And what do horror movies have in common with Coca-Cola enemas? This episode originally aired on March 13th, 2022. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Wilfredo Méndez empezó en la agricultura a los 16 años, inspirado por su abuelo y con una pequeña estructura que levantó en el patio de su casa en San Sebastián.Su primera gran siembra no salió como esperaba: sembró aproximadamente 3,000 plantas de recao y las perdió todas. Pero en vez de quitarse, volvió a intentarlo, aprendió del proceso y poco a poco comenzó a vender cilantro y recao a restaurantes, mercados y distribuidores.Hoy, con Puro Campo, cuenta que vende en 18 tiendas Walmart, alrededor de 140 restaurantes semanalmente y también ha llegado a aeropuertos.En este episodio hablamos de agricultura en Puerto Rico, producto local vs. importado, cómo encontrar clientes, aprender a poner precios, crear rutas de distribución, manejar empleados, formar alianzas con otros agricultores y las oportunidades que todavía existen para jóvenes que quieren emprender en la isla.También conocemos el sacrificio detrás del crecimiento: Wilfredo llegó a trabajar jornadas extremadamente largas mientras trabajaba de noche en Coca-Cola y levantaba su finca durante el día. Incluso cuenta que dormía en el carro en el parking para poder continuar trabajando.

Can you believe we didn’t really discover vitamin C until the 1930’s? Well, Nile Foster, knew what to do with it. Dave Young: Welcome to The Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those. [Handyside Ad] Dave Young: Welcome back to The Empire Builders Podcast. Dave Young here alongside Stephen Semple. And Steven has just told me what today’s topic is and made the assumption that it’s probably something from my childhood and sort of… We were more Tang kids than Hi-C. Stephen Semple: Okay. Dave Young: So Hi-C is the topic and I’m probably a little old maybe because it was the little Hawaiian guy, right? Their TV- Stephen Semple: Yeah. Dave Young: … commercials were the little Hawaiian guy with the pow or something like he’d come and I remember what he would do, saki or something, but he was kind of an obnoxious little mascot. But this is a orange drink or a fruit drink for kids that had some vitamin C in it, which made it a health food. Stephen Semple: Basically. Dave Young: Yeah. But I was the Apollo generation, so the fact that the astronauts drank Tang- Stephen Semple: Yeah, that was the- Dave Young: … all I really wanted was some Tang. Stephen Semple: You wanted Tang? Dave Young: Mm-hmm. Stephen Semple: All right. Well, Hi-C is actually kind of a surprising story because it’s actually a story about a company that built a product around a technological constraint and then had to pivot as the technology eliminated that constraint, which is kind of similar to Swiss Miss. Remember when we did Swiss Miss, there was a couple of these technological changes that forced them to pivot. So Hi-C was launched in 1946 and originally as Hi-C orange. And then of course, as they added a bunch of other flavors, things like that, they eliminated the word orange from it. And it was created by Niles Foster in Florida and in 1954, it was acquired by Minute Maid for approximately $40 million. So they did really quite well. And it’s estimated that they were doing $5 million in sales at the time. And then in 1960, Coke buys Minute Maid and Hi-C now finds itself with bigger distribution. So today Hi-C is a Coca-Cola brand. For generations of kids, it was this brightly colored fruit drink that we all grew up with. And frankly, if you ever ate at a McDonald’s, there’s reasonable chance that you had a Hi-C there. But Hi-C started with essentially a problem. And the problem was this, how do you give Americans orange juice when most Americans can’t easily store orange juice? Dave Young: Ah, okay. Stephen Semple: Even though it was launched in 1946, our story actually starts in the 1930s. Here’s the thing that I kind of found interesting is that basically vitamin C had only been identified as a vitamin in the early 1930s. Dave Young: So people are still getting scurvy or? Stephen Semple: Well, people knew that you should be having fruit, but they didn’t identify- Dave Young: Vitamin C. Stephen Semple: … vitamin C specifically. So vitamin C was discovered as a vitamin in the early 1930s. And then in 1941, the National Research Council published the first recommended dietary allowance. So for the first time, Americans were given specific guidance on nutrition, including vitamins. “Here’s how much you should consume.” So nutrition was now something that could be measured and that created interesting marketing opportunity because instead of simply saying, “This is good for you,” we can now say, “This gives you your daily allotment of vitamin C.” Dave Young: Your recommended daily allowance. Yeah, yeah. Stephen Semple: There you go. And this becomes important because along comes Niles Foster who’s working in Florida. Florida has lots of oranges, but there’s a problem. Orange juice is not the breakfast staple we think of today because fresh oranges were seasonal, fresh juice did not travel well, and storing and distributing juice was a huge problem. If you wanted orange juice, what happened in those days, you squeezed it yourself. Dave Young: Okay. So you got to get oranges to people. Yeah. Stephen Semple: Yeah. So he sees this opportunity. Could he create this affordable orange-based drink that tasted good, could sit on a grocery shelf, didn’t need to be frozen, and provided the nutritional benefit as outlined in the guidelines? Dave Young: Gotcha. Okay. Stephen Semple: So essentially what Foster did is he developed an orange drink made from water, sugar, orange juice, concentrate, a bunch of different citrus oils and fortified it with vitamin C. Dave Young: All right. And canned it? Stephen Semple: Well, the other challenge was vitamin C, which is ascorbic acid, is tart. Dave Young: Yeah. It would eat through a can. Stephen Semple: Yeah. So he had to play around a lot with the formulation and also a lot of it was adding certain oils and things like that. So basically you could put it in a can. Dave Young: Gotcha. Okay. Stephen Semple: Yeah. So he created this convenient, inexpensive, shelf-stable orange drink with vitamin C. Dave Young: All right. Then way earlier than I figured. Stephen Semple: Yeah. And what should he call it? He called it Hi-C Dave Young: Because it had high concentration of vitamin C. Stephen Semple: Yeah. Dave Young: Okay. Stephen Semple: And it’s funny because normally having the benefit built directly into the brand name is often not good because if he called it high concentration of vitamin C, Hi-C was kind of, while it’s sort of what it was at the same time, it was such a simplification of the name. I though it was great. Dave Young: Yeah. And it locks in that benefit, so it’s easy to understand, but it also just has a cool feel, like you say it pretty easily. Yeah. Stephen Semple: Yeah. So he knows a product, but he needs to make it. And he’s not a wealthy guy. He couldn’t finance factories and things along that line. So he took a page from Coke and he licensed it. But here’s the problem with taking a canned drink national. America’s big. Shipping heavy cans filled with liquids thousands of miles is expensive. So his expansion model was basically contract packers around the country. Hi-C provided the formulation and the standards, but local and regional processors could produce the product. But the other thing he allowed them to do was produce the product closer, not only closer where the markets could be sold, but he also allowed them to do regional things. So in other words, if you’re a place that had lots of strawberries, you could do a strawberry version of Hi-C. Dave Young: Okay. That’s really interesting because you give up a certain amount of control there. I mean, a lot. Stephen Semple: Yeah. So for example, one of the first ones to do it was a co-packer in Geneva, Ohio, which did, because there’s lots of grapes growing there, did a grape drink one. So Hi-C developed a grape drink. And then there was a Michigan operator who did apples and cherries. So it led to all these Hi-C flavor variations. Dave Young: Well, see, and this is another key point about why I didn’t become a Hi-C fan as a child. Nebraska had corn and beef and nobody wants either of those in a drink. Stephen Semple: Could be. Dave Young: I mean, a warm cup of boullion is all right sometimes. Stephen Semple: Now, here’s what things get interesting. So Foster is building out Hi-C, getting it popular and whatnot, and there’s a technological revolution. Refrigeration ownership explodes. Dave Young: Okay. Yeah. Stephen Semple: So remember, the problem was no refrigeration made, canned juice. But by the 1950s, refrigerators were almost in every household, right? Yeah. So that changed what food companies could sell, and guess what ended up happening? Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this. [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off, and trust me, you haven’t missed a thing. Stephen Semple: In 1950s, refrigerators were almost in every household, right? Yeah. So that changed what food companies could sell, and guess what ended up happening? 1946, along comes Minute Maid shipping frozen concentrated- Dave Young: Orange juice. Yeah. Stephen Semple: Yeah. So now family… Right. And then along comes Tropicana. Anthony Rossi starts processing citrus in Florida and he creates this flash pasteurization and you got Tropicana Pure Premium. So now you’ve got all these competitors coming in competing with Hi-C, and essentially the technology was eliminating the need for Hi-C. Dave Young: Yeah. Stephen Semple: This is a pivotable moment. Hi-C could no longer win by simply saying, “We make orange juice convenient.” Dave Young: All right. Stephen Semple: Right? Dave Young: So what was their next pivot? Stephen Semple: Yeah. Dave Young: Because they’re still around. Stephen Semple: Yes. So what Hi-C leaned into is something that competitors weren’t owning. It wasn’t just simply orange juice. It was fun plus flavor, plus convenience, plus vitamin C. The brand advertised aggressively, aggressively the fun factor, and the other combinations of juices that there were. So in 1954, Minute Maid comes along and acquires the company, and then, as I said, then Coca-Cola came along and acquired Minute Maid, so it’s now all part of the Coca-Cola machine, and it continues to expands flavors. It’s got orange pineapple, pineapple grapefruit, Florida Punch, peach, grape, apple cherry, all these sorts of things. So it’s less reliant on orange juice and it’s really a fruit drink brand. Dave Young: So I want to fact check myself on something I said earlier. That little Hawaiian guy, that was Hawaiian Punch, not Hi-C. Stephen Semple: Oh, that was Hawaiian Punch. Okay. Dave Young: Right? Stephen Semple: Right. Dave Young: But yeah, that’s what popped into my head. Stephen Semple: Right, but one example they did really well on the kids’ flavor, characters, all the other stuff is in 1987, Hi-C created Ectocooler as a promotion tie-in with the real Ghostbusters, and it was supposed to be temporary, but it was loved so much that it ran for quite a while as people are drinking this gobbly, gooey, green looking looking stuff. So Niles Foster started Hi-C to solve a practical problem involving orange juice nutrition and shelf stability that then later got technology, took all that away, but kids are still drinking it because along the way, the product was able to pivot and the brand has continued to survive. Dave Young: I don’t want some orange juice. I don’t want a glass of orange juice. I want something fun as a kid. Stephen Semple: But I think the thing is, the first lesson was the innovation, right? But then the second thing was they didn’t confuse the solution with the business. When refrigerators came along, they couldn’t look at themselves as being, “We’re in the shelf stable orange juice business.” Instead, they’re able to go, “We’re in the fruit drink business.” Dave Young: Well, and then they figured out juice boxes, right? They figured out how to put this stuff into individual servings. Stephen Semple: Yes. Dave Young: That had to be big because now you can put it in a lunchbox. Stephen Semple: Yes. But the product survived. They were able to change their thinking away from the original problem they were trying to solve, and they were able to pivot away from that and do other things. I though it was interesting because it paralleled a lot of the Swiss Miss challenges, right? Dave Young: Sure. Yeah. You have to be able to react and adjust and pivot. I mean, pivot is just, “Hey, conditions have changed. What are we going to do to keep the company alive?” Stephen Semple: Technology in this case, technology has come along and removed the problem that we were originally trying to solve. So what do we do now? Dave Young: Yeah. So what about your childhood? Did you drink Hi-C? Did they have it up in the northern reaches of Canada? Stephen Semple: Oh, yes. Yes, we did. So I definitely remember Minute Maid Orange Juice because I remember making the orange juice and you’d wait for the plop. That plop. Dave Young: Took a long time for that giant frozen chunk of juice, and then you had to use a big wooden spoon to crush it and mash it into the water. Hi-C would be a lot more convenient. Stephen Semple: I definitely remember Minute Maid. And then I remember apple juice being kind of the other thing. I don’t think we had Hi-C around much. We were not big on things that had sugar added in my household when I was growing up. Dave Young: I think what my mom was doing was… I remember chewing a lot of vitamin C tablets. Stephen Semple: Right. Dave Young: So I think she was just getting us our vitamin C in a different way and we weren’t on the Hi-C path. Stephen Semple: Right. But it’s funny, I do remember the odd time when we’re talking about Hawaiian Punch. I do remember the odd time Hawaiian Punch making its way into the household. Dave Young: Yeah, this stuff was always just too sweet for me. I like sweet stuff, but the sweet drinks, a little too much sometimes. Stephen Semple: Yeah. So again, and this is an example of… It’s interesting when we think about technology, and there’s always the obvious things that technology is going to impact, but it’s interesting that we’ve now done a couple of food businesses where these food businesses were created because of either technological challenges or technological changes. It’s very easy when we see technology coming to see the things it’s going to eliminate. It was easy if we’re sitting here in the 1930s, economists in the 1930s at the beginning of what we call the second industrial revolution. At that point, something like 33% or 35%, something like that, of people work directly in the agricultural industry. And so it was very easy for economists to go, “The economy’s screwed because these jobs are going to all disappear.” And they were right, they did, because today it’s what? 5% of people work directly in agricultural industry. Dave Young: Yeah, yeah. Stephen Semple: But what’s often hard to see is what are all the new opportunities that happen? I was reading somewhere that if we go from 1920 and we go from 1920 to the year 2000, something like 60% of the jobs that we do didn’t exist. And some of them are ones that are surprisingly… like heating and air conditioning repairman. That job didn’t exist. We don’t think about that as being an opportunity that was created by the industrial revolution, right? Dave Young: Yeah, for sure. Stephen Semple: And this is the reason why some of these predictions can be hard to call, but also the reason why you’ve got to keep your eyes open to the opportunities. Dave Young: All right. Hi-C. Cheers. Stephen Semple: Hi-C. Dave Young: Cheers to you and may Coca-Cola carry the brand forward proudly or whatever. Stephen Semple: There we go. Dave Young: I don’t know. I don’t know if I… They don’t need our help. Stephen Semple: I’m not feeling the enthusiasm. Dave Young: They’re probably not listening to The Empire Builders Podcast to get their advice on how to manage the Hi-C brand, but it’s fun looking at it. Thanks, Stephen. Stephen Semple: Thanks, Dave. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app and leave us a big fat juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute empire building session, you can do it at empirebuildingprogram.com.

Denielle Finkelstein and Thyme Sullivan are Co-Founders and Co-CEOs of Unicorn in Every Stall. Before becoming entrepreneurs, Denielle spent more than 20 years in fashion leadership, including executive roles at Ann Taylor, Coach, Kate Spade, and Talbots, while Thyme built a 27-year career at Coca-Cola, Pepsi, and Nestlé. Both were the primary breadwinners for their families when they made the decision to leave corporate life and pursue something entirely new.Their journey began with a Facebook message between two cousins who hadn't seen each other in more than 30 years. What started as a conversation about cleaner period products quickly became a shared mission to build a company together. Although their backgrounds were different, they discovered their skills complemented one another, and within weeks they were working side by side.Throughout the conversation, Denielle and Thyme reflect on what it really means to become a founder later in life. They discuss walking away from successful careers, building a business while raising children, leaning on supportive spouses, and creating a company that reflected the life they wanted to live rather than repeating the burnout they had experienced in corporate leadership. They explain why they committed to putting themselves first, their families second, and the business third—and how that promise helped sustain them through the inevitable highs and lows of startup life.The episode also explores the difficult decisions that shaped their company. They share how listening closely to customers led them to rethink their original business model, why they chose to leave retail behind despite having momentum, and how they navigated fundraising while preserving the flexibility to build the company on their own terms. Rather than chasing certainty, they learned to trust their instincts, embrace change, and give themselves permission to make mistakes along the way.More than anything, this is a conversation about the founder journey. Denielle and Thyme offer an honest look at entrepreneurship as a second chapter—one built on courage, partnership, patience, and the willingness to keep moving forward even when the path isn't obvious.Denielle and Thyme explain:◼ Why they left successful corporate careers to become founders later in life◼ How reconnecting after more than 30 years led to an unexpected co-founder partnership◼ What they learned about building a company while raising families and supporting one another through startup life◼ Why they believe taking care of yourself first, your family second, and your business third creates a stronger foundation for leadership◼ How listening to customers gave them the confidence to completely rethink their business◼ What fundraising taught them about resilience, patience, and finding the right partners◼ Why having a trusted co-founder helped them navigate uncertainty and make difficult decisions◼ Their advice for founders on embracing risk, building a strong network, and trusting the journey over the destination

Are you looking to save time, make money, and start winning with less risk? Then head to https://www.ovtlyr.com.Learn more about OVTLYR: https://youtu.be/TUCbD5KovlcA losing streak can either break your confidence… or reveal something that makes your entire trading plan better. This conversation gets into exactly that. After eight losing trades out of nine, the focus shifts from blaming bad luck to asking a much more important question: was there actually a flaw in the plan?There's a part in here that really hits. The problem wasn't necessarily the entries. It was the exits. After digging through the data, the average maximum drawdown on winning trades was only about half an ATR, while the strategy had been using a much wider 2 ATR stop. Tightening that stop dramatically changed the results, taking the real-world performance from roughly -36% to +20% in the testing discussed.The new exit rules get really interesting too. A close below the 20 EMA becomes a market-wide exit signal, sector breadth turning bearish becomes another major warning, and the new Heat Map targets are designed to move stops higher without putting a ceiling on winning trades. The idea is simple: cut the losers short, ride the rip, and let the winners keep running.And the real trade examples make the changes much easier to understand. Nvidia, Roblox, Zscaler, GameStop, Coca-Cola, Robinhood, Okta, and others are used to compare the original exits with the revised approach. In several cases, getting out earlier could have saved thousands of dollars in real losses. The tighter stop doesn't always work perfectly, but that's the point of testing a system instead of assuming every rule will work every time.The market analysis is just as interesting. SPY is pushing into brand new all-time highs, broad market participation is improving, rates are coming down, and technology is showing some serious strength. The Sector Intelligence Map highlights Information Technology Services as one of the areas getting stronger, with stocks like INFY, WIT, CTSH, ACN, and Pfizer making the watch list.There's also a bigger lesson running through the entire episode. You don't need to know what a stock should do. You need to respond to what it's actually doing. A great company can have a terrible stock chart, and a stock can keep moving higher regardless of how strongly you feel about the underlying business. Price ultimately decides whether you're getting paid.✅ New Plan M exit rules and tighter stop losses✅ How the trading plan improved from -36% to +20% in testing✅ SPY, market breadth, rates, all-time highs, and sector analysis✅ Nvidia, Roblox, Zscaler, GameStop, Coca-Cola, and real trade examples✅ Sector Intelligence Map, Heat Map targets, order blocks, and risk managementIf you've ever had a brutal losing streak and wondered whether your strategy was broken… this one is worth watching. Sometimes the losses aren't telling you to quit. They're telling you exactly what needs to be fixed.Video Links:https://www.youtube.com/watch?v=yTzzaJUBmxAhttps://www.youtube.com/watch?v=Wkwb_At-TisSubscribe to OVTLYR for disciplined trading strategies that actually make sense.

What if failure wasn't something to avoid—but a skill to master? In this episode, I share a fresh take on how to handle setbacks, manage your mind, and turn mistakes into momentum.Why your brain resists failure (and how to outsmart it)The mindset shift that transforms “mistakes” into dataHow to stop hiding in research and start taking actionUnderstand what creates confidence  Support the showJill Griffin, is a leadership strategist, executive coach, and host of The Career Refresh. She works with senior leaders to navigate complexity, strengthen teams, and lead with greater clarity and intention.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 12-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

Welcome to Art is Awesome, the show where we talk with an artist or art worker with a connection to the San Francisco Bay Area.  Emily & AIA is glad to partner with The Svane Family Foundation's Culture Forward initiative — a $5 million grant program to support arts and culture projects in downtown San Francisco.  In the first of episodes, Emily chats with Kelsey Issel, a neon artist and also the Director for the Culture Forward initiative.  Kelsey traces her path from organizing the renegade Fountain Art Fair in the early 2010s (including a memorable "war of the inflatables" with union protesters at the 69th Regiment Armory) to co-founding She Bends, a women's neon arts collective. She discusses the foundation's unconventional approach to philanthropy, which began with giving 100 artists $10,000 each during COVID and evolved into Culture Forward — a general-support grant designed to get cash quickly into artists' hands with the explicit understanding that "some projects might fail." The episode also highlights the foundation's earlier million-dollar gifts to the Headlands Foundation Fellowship Program and the Fine Arts Museums of San Francisco, which enabled the acquisition of works from 30 local contemporary artists — several of whom have been past guests on the podcast. About Artist Kelsey Issel: Kelsey Issel is a culture worker, artist and curator whose practice centers the ethos of craft—learning through doing, cultivating attention, and recognizing the social responsibility held within materials. She leads Opie Project (space), an arts and culture firm that develops cross-sector programs investing in cultural capital, with partners including the Fine Arts Museums of San Francisco, Headlands Center for the Arts, the San Francisco Office of Economic and Workforce Development, the Port of San Francisco, and Coca-Cola. With a background in alternative photography, car mechanics, and neon, Kelsey's hands-on material practice informs her approach to curating, programming, and public initiatives. Her work bridges art and infrastructure, sustaining cultural ecosystems and the communities that grow around them. Issel was the 2025/2026 Antigravity Residency Artist with Corning Museum of Glass and Rockwell Museum and sits on the Board of Directors at Southern Exposure in San Francisco. Learn More About "She Bends" Women In NEON - CLICK HERE For More On The Svane Family Foundation & The Culture Forward Initiative - CLICK HERE Follow Kelsey on Instagram:  @KelseyMarieIssel Follow The Svane Family on Instagram: @SvaneFoundation -- About Podcast Host Emily Wilson: Emily a writer in San Francisco, with work in outlets including Hyperallergic, Artforum, 48 Hills, the Daily Beast, California Magazine, Latino USA, and Women's Media Center. She often writes about the arts. For years, she taught adults getting their high school diplomas at City College of San Francisco. Follow Emily on Instagram: @PureEWil Follow Art Is Awesome on Instagram: @ArtIsAwesome_Podcast -- CREDITS: Art Is Awesome is Hosted, Created & Executive Produced by Emily Wilson.  Theme Music "Loopster" Courtesy of Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 4.0 License The Podcast is Co-Produced, Developed & Edited by Charlene Goto of @GoToProductions.  For more info, visit Go-ToProductions.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Get 60 days free at https://www.shipstation.com with code jumpers Jump in with Carlos Juico, Gavin Ruta, Mack Mah and Samir on episode 301 of Jumpers Jump. This episode we discuss: Guy privilege in the club, Japan clubbing story, Attraction theories, Sleep paralysis, Lucid dreams, Chinese sleeping superstitions, Hayden Panettiere theory, Coke drink is demonic, Manifestation stories, Beauty magic, Alter ego theory, Astral projection, Prophetic dream that saved a life, Obsession gingerbread man similarities, Being parasocial in this generation, Value of your word, Naming your friends kid, Cancel culture, Parents taking risks, Looking at yourself in the mirror for an hour, Eyes attraction theory, Cloning, Manager method at the club, Exposure theory, and much more! Follow the podcast: @JumpersPodcast Follow Carlos: @CarlosJuico Follow Gavin: @GavinRutaa Check out the podcast on YouTube: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://bit.ly/JumpersJumpYT⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

I had ceviche during Dallas restaurant week and realized something that stopped me cold. The fish never touched heat, yet it was fully cooked, all because of the acidic environment it sat in. That got me thinking about every area of your life where you feel stuck or like you're going backwards despite giving everything you have. In this episode, I break down how your environment is either cooking you into something better or eroding you like metal sitting in Coca-Cola. The goal is to stop being a product of your environment and start being the coffee bean that changes the room. Key Takeaways Your environment shapes you whether you are conscious of it or not. What you are marinated in will eventually show up in your character, your habits, and your results. Stagnation is not always a personal failure. If the environment around you is stronger than your effort, you will not make progress regardless of how hard you work. Every piece of content you consume, every person you spend time with, and every room you sit in is seeping into your environment slowly and steadily. You must take real inventory across every bucket of your life, work, family, social, spiritual, and honestly identify where the toxicity is coming from. The coffee bean does not become a victim of boiling water. It changes the water. That is the standard. Your aroma, your discipline, your optimism should transform the environment around you. Action Steps List the areas of your life where you feel most stuck, then write down the three to five people, habits, or inputs that make up that environment. Look for the pattern before assuming the problem is you. Audit your daily media consumption for one week. Note whether what you are watching, listening to, or scrolling through is pulling your mindset toward growth or toward cynicism and stagnation. Identify one environment in your life that is eroding you and make a concrete decision this week, whether to remove yourself from it, limit exposure, or actively change the culture of that room. Notable Quote The coffee bean decided it was not going to be a victim of its environment. When you put it in the hot water, its aroma gets stronger and its flavor gets bolder. You can be that person.

Send us Fan MailIt's the summer of ice cream sodas!  This week the Dew Dads take on another ice cream inspired pop.  Does Just think Jacob can become a famous actor?  What's the deal with kids and ketchup?  Do the Dew Dads come up with the next great ice cream flavor?  The only way to find out is by listening to this weeks Dew Dads!

Diet Coke was a regular presence in our house almost as soon as it became available. Before that my family usually bought two bottles of Coca Cola each month, and I could count on drinking my share before it disappeared. Then my mom tried Diet Coke and one of those bottles changed over to the new drink. My sisters sorta would drink it too, which sometimes meant more regular Coke for me, but once that was gone I would stare at the remaining Diet Coke and wish it were something else. I found out years later that my mom felt much the same way and never actually liked it as much as regular Coke. On the show, I start before Diet Coke existed, when Coca Cola already had a successful diet soda with Tab but was still reluctant to put the Coke name on anything except the original drink. That changed in the early 1980s with a secret project that would change what people drank around the world. Aftere that, I get into the launch, the switch in sweeteners and how Diet Coke unexpectedly became part of the story of New Coke a few years later. I also pull out newspapers from when Diet Coke first showed up near me and look at what else was going on at the time. What interests me most about Diet Coke is that it eventually stopped feeling like a substitute for something else. It is its own thing. Coca Cola later created Coke Zero specifically for people who wanted something closer to regular Coke without the sugar, yet Diet Coke continued because its drinkers actually wanted Diet Coke. The company has tried changing its image and introducing new flavors, but people seem happiest when it simply lets the drink stay the same. After more than forty years, it has its own taste and its own history, and there are people who are every bit as particular about it as regular Coke drinkers are about Coke. I may have spent part of my childhood wishing that bottle in the refrigerator was something else, but I understand a lot better now why it never went away.

Scott Wapner and the Investment Committee debate their positions ahead of a major week for the market.  Plus, we hit the latest Calls of the Day. And later, Josh Brown spotlights Monster Beverage and Coca-Cola in his "Best Stocks in the Market."  Investment Committee Disclosures Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Frankie Val settles in for a rainy Thursday with cousin Sherry riding shotgun in the studio. The opening stretch dissects the endlessly re-aired Candace Owens versus Andrew Wilson debate, why Frankie lands somewhere near "Candace proximity" without joining a tribe, and how the whole spectacle folds back into the year long Charlie Kirk case and what he calls true crime psychosis. From there the show wanders in classic fashion. The Library of Congress buries a 250th anniversary time capsule holding synthetic DNA, a Coca Cola bottle, an iPhone, and the Phillies lineup, not to be opened until the year 2276. There's nostalgia bait too, teasing a future Great American Sleepover episode about the pre Internet slumber party. It closes on the eerie: a replay of that infamous Las Vegas 911 call reporting eight to ten foot aliens in a backyard. Raffle night as always.

Your body doesn't know the difference between Coca-Cola and watermelon. And according to registered sports dietitian Cortney Berling, that might be the most freeing thing a runner can learn.Back for her third appearance on The Running Effect, Cortney joins Dominic to dismantle the food rules holding runners back, starting with the sport's most controversial question: does weight loss actually make you faster? Her answer is a masterclass in why general nutrition advice fails athletes, especially female ones. The guidelines on your food label were built around a 154-pound reference man from 1941, not a marathoner in a training block, and definitely not a 14-year-old girl navigating puberty.Cortney shares her own story of underfueling, doing everything society called "healthy" until she lost her period and, for a time, her ability to have kids, and explains why the runners plateauing hardest are usually the ones eating the least. Her rule is simple: only run the miles you're willing to fuel for.Along the way, the two get refreshingly practical. Why full-sugar Coke beats Diet Coke after a long run. Race-day fueling blueprints for cross country and multi-race track meets. The hydration equation every runner should know. Why eating before bed isn't the sin you've been told it is, and how liquid calories save high-mileage athletes drowning in grocery bills.But the biggest takeaway might be Cortney's fifth and final point: your relationship with food matters just as much as the food itself. You don't earn your food by running, you earn your run by eating enough.Tap into the Cortney Berling Special. If you enjoy the podcast, please consider following us on Spotify and Apple Podcasts and giving us a five-star review! I would also appreciate it if you share it with your friend who you think will benefit from it.S H O W  N O T E S   -The Run Down By The Running Effect (our new newsletter!): https://tinyurl.com/mr36s9rs-Our Website: https://therunningeffect.run-THE PODCAST ON YOUTUBE: https://www.youtube.com/channel/UClLcLIDAqmJBTHeyWJx_wFQ-My Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/therunningeffect/?hl=en⁠⁠⁠⁠⁠⁠-Take our podcast survey: https://tinyurl.com/3ua62ffzBehind the scenes of The Running Effect: https://youtube.com/@dominicschlueter?si=PM9FjPc92eFUFEZLuminaryThreads: luminarythreads.shop$20 off your next Attuned scan: https://attuned.health/discount/TRE20?ref=TRE20Coaching: Eat Well Perform Better Instagram:  @eatwell.runbetter

https://youtu.be/jPTlkjF8M-c Tanner Taddeo, CEO and Co-Founder of Stable Sea, is driven by a mission to bring Wall Street-grade financial services to Main Street while embodying the principle Stay Put in Your Convictions. By combining blockchain technology, stablecoins, tokenized capital markets, and AI advisory services, Tanner helps businesses access investment opportunities, put idle cash to work, and move money globally with greater speed, transparency, and capital efficiency. In this conversation, Tanner introduces The Lionel Messi Startup Framework—Develop a High-Level Thesis, Talk With and Learn From the Market, Run 30-Day A/B Tests, Iterate Your Offering, and Stay Resolute With Your Convictions. He explains why founders should observe patiently, validate their ideas with customers, and act decisively when market opportunities emerge. Tanner also discusses balancing long-term conviction with continuous experimentation, unlocking 24/7 liquidity through tokenized capital markets, reducing friction in cross-border payments, and finding urgent “morphine” problems that customers cannot afford to leave unsolved. — Stay Put in Your Convictions with Tanner Taddeo  Hello everyone. Steve Preda here, and my guest today is Tanner Taddeo, the CEO and Co-Founder at Stable Sea, an autonomous treasury management platform that helps finance teams and global businesses access capital market products and move money around the globe to 40 currencies with the cheapest FX rates. Tanner, welcome to the show.  Steve, thanks for having me. Excited for the conversation today.  It’s very interesting that this is how you position your business because most businesses in your industry, as I see them, position themselves with low transaction fees, but really their money is made on the FX. So if you do preferential FX rates or cheap FX rates, that can be a very transparent way of getting business. So I don’t know if that connects to your personal why, but I’d love to learn about your personal why and how you manifest it in your business.  Yeah, definitely. At Stable Sea, we’re very mission-driven in terms of everything that we do. The team itself comes from Block, which was formerly known as Square. Yeah. And everyone on the team has been focused on building products for the real economy, for consumer use cases, for business use cases, et cetera, over the course of everyone’s career.  And so when we started at Stable Sea, our primary thesis was, with blockchain, with stablecoins, with some of the tokenized capital markets products like money market funds, bonds, equities, et cetera, that are coming on-chain, how can you really take Wall Street-grade financial services and provision them out to Main Street for businesses that need them the most? And so the why for Stable Sea, for myself, for the team, is really around helping businesses drive greater capital efficiency in their operations. And we service businesses in the real economy that typically make widgets or some sort of physical hardware devices, and they need to send them around the world.  We help them because we give them access to different types of capital markets products, so money markets and private credit and fixed-income products, et cetera. And then we help them move their money around the globe a little bit more efficiently than they could with either their state bank or their credit union or some third-party cross-border payments provider. Because our firm thesis has always been, if you and I ran Coca-Cola or a large organization, we would have the best-in-class transaction banks helping us put our idle capital to work at every point in time during the day.  If you and I ran a steel manufacturing company in Missouri, you typically have a checking account and QuickBooks, and that’s about it. And so for us, it was always about helping businesses grow, save more money, and then operate more efficiently with some of the new technologies that are out there today.Share on X  So that means, presumably, that what you focus on is more about the investment side of the business rather than crypto and blockchain, and helping people access financial products through the blockchain. Help me understand a little bit what you do and how it is different from what people can get from banks?  Yeah. So everything that we do, all the technology that we build and provision, is on-chain. So all of the capital markets products are tokenized. So tokenized bonds, tokenized equities, tokenized fixed income, tokenized money markets. All of the payment services and settlement services that we offer are through the use of stablecoins, and we can send that around the globe, settle it instantly, and then have low FX rates off the back of that. And then we have some of our AI advisory services.  But from a broad paintbrush perspective, at Stable Sea, you’ve got three products that hang off of our platform. You’ve got capital markets, you’ve got global settlement, and you’ve got advisory services. And then with all of that, we share a common architecture, and that architecture is built across many different blockchains. And then we utilize stablecoins and we utilize RWA tokens, or real-world asset tokens, to provision those use cases.  So everything that we do is stablecoin-native, but we don’t lead with that from a messaging perspective. And the reason we don’t lead with that from a messaging perspective is that if you and I ran a bakery here in Brooklyn, New York, and we had a point-of-sale terminal that just got offered RTP access from the Fed for instant settlement, the bakery owner doesn’t really care about the technology underneath it.  They just care, “Do I trust it? Is it going to get me my money quicker, and is it going to be cheaper than my current alternative?” How it happens, not very many people care unless you’re in the industry and you’re a builder, product manager, et cetera, and you want to nerd out on the actual mechanical nature of how the product works. But for us, it’s always been leading with the narrative of, what is the value proposition and how can we drive greater value to the businesses? So that’s how we lead. But to your point on what the difference is, with any new technological paradigm that occurs, rarely is it so disruptive in nature that folks can’t recognize it.  Everything that happens in terms of the innovation paradigm is typically you stand on the shoulders of giants and you make things incrementally better. And so for us, what we do with capital markets is, the first value proposition is that many businesses in the United States just don’t have access to a diverse array of capital markets products. So the first thing that we have done is just provision access, which is an innovation in and of itself because in the traditional markets, if you want to access a money market fund or a fixed-income product, you typically have high hurdle rates, meaning that as a business, you need to invest at least $10 million at the asset manager in question.  You need to hold that there so then you can get access to all these products. With us, you don’t. There’s only a $1 minimum to clear, so I think most folks can handle a $1 minimum. And then secondly, as things go on-chain, the value proposition there is that you have 24/7, 365 liquidity and tradability. And so what that means is that, just from a money market fund perspective, the interest accrues daily and it pays out daily.  So you get this interest that is dripped into your account daily as opposed to waiting for a month. You also have the ability—so let’s say that you and I run this bakery in Brooklyn. Let’s say that we close our business on Friday, and we’ve got $100,000 sitting in our checking account, and we’re closed on Saturday, Sunday because it’s the July 4th holiday. So we know $100,000 is just going to be sitting in our checking account Saturday, Sunday, not being put to work. With Stable Sea, you can put that to work in a tokenized money market fund because it operates 24/7, 365.  So what we see is businesses now that close their books on Friday can just do an auto-sweep into a money market fund, generate yield Saturday, Sunday, get back to U.S. dollars for their open of business. And again, it’s one of those things where it might not sound like the most revolutionary concept in the world, but if you can help businesses, especially in the mid-market, lower mid-market, operate a little bit more efficiently, I mean, saving an additional $20,000, $30,000, $40,000 a year is a big value-add to them in the real economy, right? If you’re a large Fortune 100 company, you probably don’t care, or it’s not as valuable. But for us, the companies that run on us, these small increments, standing on the shoulders of giants, a small derivation in innovation is actually really valuable for the end user.Share on X  Well, I think it is because, looking at the inverse of it, I used to be in banking, and I know that one of the biggest moneymakers for banks is float. Yeah. So it’s basically the money that doesn’t earn interest, which they have access to just because they cash the check a day later or make the wire two days instead of one day. And essentially, what you’re doing is you’re taking this money from the bank and you’re giving it to the company that actually should have it in the first place, right? Yep.  Then the question is, how are the banks going to survive if you take away their bread?  Yeah. That is the debate that’s happening right now. I think if you’re one of your G-SIBs, your major banks, you’re going to be okay. So the top 25 banks in the U.S. are going to be just fine, and they make money in tons of different ways, and you’re not going to disrupt that trust ultimately. In the long tail is where I worry because a lot of credit unions and a lot of state banks, they just don’t offer—they’re smaller banks, right?  So they’re not managing—they don’t have a ton of money by virtue of assets under management. So with the deposits that they receive, they need to turn around and recycle that because it’s fractional depository lending, meaning that if I have a checking account, I put 10 grand into it, the bank is then turning around with that 10 grand, making money on it somehow. And you have to think, how does the bank actually make money on that? Well, they typically make it through debt facilities, so mortgages, auto loans, student loans, cards, et cetera.  They’re putting it to work in high-margin financial products back into the economy. They’re not taking that and then buying some money market fund from an asset manager where they make 10 basis points and provisioning that out to the businesses, right? There, I think that we’re seeing a lot of companies move off. They’re taking their money from their checking account, moving it to Stable Sea because we can put it in these capital markets products.  I think that overall, that’s a net positive for the business because the business now has a higher degree of operating capital on hand that they can make money with. But by the same token, if the state banks and the credit unions don’t wake up and respond to this, their depository base will be, if not fully eroded, tarnished and diminished. And what that means for local community health, I’m not sure because banks do play a very important role, especially credit unions and local banks.  You know your local community the best, and so you lend back into that community with the deposits that you receive from that community. So there’s a cyclicality to it which has some poetry in it. And so it’s not apparently clear to me that some of this stuff is going to be a net positive. But at the same time, living in one of the most capitalistic countries and markets in the world, there’s a clear demand for this, and if the banks aren’t going to wake up and serve it, we’ll be there to help businesses do what’s best for them.  Yeah. It’s the invisible hand, right? You increase the efficiency, which will force the banks to also increase their efficiency. And yeah, the smaller banks might have to be more innovative. But they are more nimble, so maybe there are other ways that they can serve the community.  So I’d like to switch gears here and talk a little bit about frameworks. So this is a podcast of frameworks, and 350 episodes in, I’m always looking for some kind of a framework, shortcut, a mental model that you have come across or developed yourself that helps you make more sense of the world around you, get something done. It can be explained in three to five steps, something like that, which the listeners might get some ideas out of and be able to improve their businesses. So what comes to mind for you?  Yeah, two things. I’ll start with a high-level analogy and then go a little deeper. It’s the World Cup right now, so I don’t know if you or any of your listeners are following the World Cup. But if you watch Messi play, his playing style is a great analogy for startups. And whether that be a startup externally where you raise venture capital, or even just intrapreneurship if you’re inside of a big company and you’re on an innovation team, et cetera.  From the outside, it looks like startups are always building things and they’re always moving fast, et cetera. But in reality, if you watch Messi play, Messi really doesn’t move that much on the pitch. He just sits around, he observes, he watches, and then when a hole opens up and some opportunity opens up, he breaks for it, and then he goes and executes. But he spends the vast majority of time just sitting there, tinkering, observing, watching. And then if you’re watching him, you’re like, “He’s not working that hard. He’s just sitting around.”  And then he goes and executes. But he’s always observing, he’s always watching, and there’s a real learning in that. I feel like Silicon Valley, as it relates to startups, there’s this pressure that you always have to be building, you always have to be shipping, you always have to be constantly grinding. I think that wisdom is actually counterintuitive because you want to have a thesis in the market, and then you want to be able to test that thesis quickly. So in some respects, you do want to be shipping all the time.  But you don’t want to be working for the sake of work. You want to have a thesis in the market. You want to be building towards that thesis that will happen in the next six months, 12 months, two years. And then you always want to be learning and talking to the market because when that hole does open up, you’ll have the right product at the right time to go and execute on. So I think that's something that we have learned: being patient and staying resolute in your conviction that what you're building is right.Share on X And it can’t just be a gut feeling. It has to be validated by the market.  So we do a bunch of A/B tests every 30 days where we have an idea about a feature or a product or a direction we want to take it. And the thing is, if you can’t get five CEOs on the phone in 30 days to validate if a product is going to be interesting or not, then that’s a signal in and of itself, right? So for anything that we do, we always have a thesis on the market, and then we spend 30 days testing it. And at the end of those 30 days, we get some feedback.  The reason why we do these A/B tests, just to drill down into one level further, is that the idea of a startup or a product that you have in your head, it’s a living entity. It’s always evolving on the basis of who you talk to, what your team is thinking, what you’re reading in the market, et cetera.  And then you’re trying to take that living concept and plug it into a market. But the market itself is also living, right?  You’ve got regulations, you’ve got different macroeconomic cycles, you’ve got companies that have budget, don’t have budget, people getting laid off in different organizations. The market itself is living and evolving. So you have this idea that is living and evolving, and you have a market that is living and evolving, and you need those two things to stick together. And so for us, we’re always wedded to this concept that product at time A is not going to be product at time Z. You need to constantly be doing A/B tests to figure out what that right fit is.  And then when you have that fit, you need to double down on it and grow it into a line of business. But you also need to recognize that there are very few businesses in this world that have been around for more than 200 years, if at all. So whatever your original product idea is, or whatever the feature that gave you product-market fit is today, you have to consciously be aware that, “Hey, that’s not going to be the thing that gets us to IPO in five years’ time.” So you can’t be lulled into this false sense of security. You always have to be waiting, observing, testing, experimenting, growing, and then if you see opportunity, you strike.  Yeah, this is fascinating. Especially now, things are moving very fast with AI creating capabilities all the time for people to test products or to create capabilities that then get disrupted in a couple of months. So it’s interesting that you say that you have to stay resolute in your conviction. So there is a tension there. You build a thesis and you stay resolute, but then you’re testing and the market might tell you not to be resolute.  And then you also told me that companies don’t live forever. So how do you resolve this tension of being stable with your thesis and not letting your conviction be upended, but also being nimble in the changing market dynamics and everything to respond to? So how do you manage the tension?  Yeah, it’s a good question. There has to be a high-level thesis, right? So for us at Stable Sea, it is as simple as: In 10 years from now, will more finance teams and businesses be on-chain or off-chain than today? And so our high-level conviction is, in 10 years’ time, more businesses will be running their treasury stack on-chain. So that’s our conviction. We know, come hell or high water, that is going to be where the puck is going to be in the future, and we’re going to skate to that future.  So if you start with this high-level conviction that more companies are coming on-chain, that is what we’re building for. Now, how they come on-chain is a matter of debate, which is where the A/B test comes in, right? We originally thought it was going to be for payments. So we built all the stablecoin infrastructure to do global payments in 40 different markets.  Turned out to be not the case, actually. And then we started tinkering as we saw the data coming in and were like, “Okay, some companies are using stablecoins for payments, but there’s a bunch of inefficiencies. That world’s still going to take two or three years to wake up. Where is the wedge in the market today?” And so when we started experimenting with capital markets products, we found that there was this massive opportunity that businesses just didn’t have access to a diverse array of yield-bearing strategies, and they wanted that.  And so that was where we were like, okay, let’s get businesses into the on-chain economy through capital markets. And then what we’re finding is, as folks come onto the platform, everyone uses us today for capital markets, and then 20, 30% of our companies say, “Actually, I do have a cross-border payment need, and I already hold money with you. Can you facilitate that payment or that settlement to Mexico, Colombia, Brazil, South Africa, et cetera?”  So for us, when I say you need to stay resolute in your conviction, our why is always: We want to take Wall Street-grade financial services and provision them out to Main Street.Share on X The conviction behind that is that you can do that through on-chain technology. And then in 10 years from now, more businesses will be on-chain than off-chain. How we get to that future in 10 years, who knows, right? And that’s where the fun of the startup is.  You’re always testing. And so for us, we’ve waxed and waned on different product strategies, primarily because the market has changed. And as people start to educate themselves on what the value props are, you see where folks find value, and then you build to that value. And in theory, in three, five, seven years, we should be living in a world where more companies are operating on-chain, and then they might use that full product suite.  But out of the gate, it’s kind of like, where is that value, that wedge? You charge as hard as you can into that wedge, and then you continue to expand your product set over time. All with that high-level conviction of, in 10 years from now, we believe that more businesses will be on-chain than off-chain.  So basically, you want to find the point where you can penetrate that market opportunity, and then it’s a land-and-expand kind of thing. And then you expand from there as the market opportunities evolve over time. But you already have a customer, you’re already building trust with them, and now they’re going to be more disposed to buying from you.  Yeah, that’s right. And I think it’s interesting from a mental place being a startup because you’re forced to think so short-term because you just need to generate revenue, get to the next capital round, et cetera. So you’re always building for the moment. But what we try to do at Stable Sea is we try to think as if we were already a Vanguard and a large company, to the extent that we have the luxury of planning for 10 years.  If you think about it in that regard, it takes a lot of the day-to-day anxiety away. It’s a little bit like, if you listen to Warren Buffett, any time that there’s volatility in the market, he’s like, “Well, it doesn’t really bother me because I’m investing for 50 years.” So, is it up 20%, down 20%? Who cares? In 50 years, it’s going to be up 200%, so that’s all I’m worried about, right? And there’s a real luxury when you come and think about it that way. So that’s why I think if you’re founding anything, or if you’re starting something inside of a company as an intrapreneur, you need to have a strong conviction on where the market’s headed in five or 10 years, and then you need to test towards that future. But that also makes the day-to-day operations of the business a little bit more palatable.  So often, you can get caught up in this whipsaw of, “Big Company A launched this product. Regulation came down, wiped out this company. This competitor raised a Series C, and they have way more money in the bank than we do.” And so you can get caught up in all this minutiae, but it doesn’t really matter if you sit back and you say, “I know that I’m going to find a way to make this business exist for the next 10 years.” In 10 years’ time, what does the future look like? Do I feel strongly that that’s going to be the case? Cool. I’m going to build towards that future. And then whatever the headwinds are in the interim, they’re just short-term temporal problems that kind of come and go along.  Yeah. I mean, I totally agree with you. And interestingly, 20 years ago, or 25 years ago, I didn’t feel like I had enough time to think that long term. But now that I’m older, I actually am more patient to have the long view, which is very counterintuitive.  And Dan Sullivan, who is a coach and the founder of Strategic Coach, he is now, I think, north of 80, and he has this thesis that even at his age, he has a 25-year plan, and that allows him to actually create more value. So that’s fascinating. So switching gears here, what drives growth in your business right now?  Yeah. So we govern the business with an assets under management model. So we have USDC, we’ve got money market funds, we’ve got fixed-income products, we’ve got Bitcoin on platform. So we just look at overarching platform balance. And so that’s the primary, very simple heuristic for how we define success: Is that thing growing month over month, quarter over quarter? That’s how we define growth and measure our growth.  But again, the value prop in terms of what drives that, why do companies actually sign up to Stable Sea? Primarily because they just don’t have access. Almost every business that we have talked to so far, and honestly every business that I’ve interacted with, has idle cash sitting in a checking account someplace. Full stop. And that idle cash could sit there for the weekend, i.e., two days, or it could sit for a quarter. If you’re gearing up for quarterly bonuses in Q1, you will escrow a million, $2 million in Q4 so you can pay out in Q1. Not just the U.S. economy, but every economy, there’s just cash sitting around at a bank, and it’s being underutilized.  And so for us, when we go and finally chat to businesses in the mid-market, lower mid-market, even SMBs, we have a customer on platform that invests $2,500 every week. It almost looks like a checking account, or almost looks like retail behavior in some ways. But they do it because they say, “Hey, I don’t make a lot of money with my business, but if I can eke an additional two, three grand at the end of the year, that’s valuable to me.” And there’s a real poetry to that because they’ve never had access to it. They’ve always wanted it.  But banks, large and small, won’t go build for the long tail of the economy. And so finally, we show up and we say, “Hey, here’s your menu of investment options. Here’s the risk profiles. Here’s how you should think of it. Based on the seasonality of your business, we can get you into the right products.” There’s real utility there, and that’s what kind of drives the value proposition and the growth of the business and the business’s assets under management overall.  So you’re looking for opportunities where you can be additive to customers, where there’s a situation where maybe there’s a gap in the market or there’s friction that they are experiencing with investing their money, and you can be the wedge in that situation and offer them a 3X better solution.  Yeah. Correct. Correct. And again, our tagline internally is, “Keep your bank, upgrade your capital.” Because we really don’t want to compete with the checking account. Where you run payroll, where your invoices land if someone pays you, your day-to-day spend, keep your banking relationships because it’s very difficult to usurp that. And also, we don’t want to get into that. That puts us squarely in this neobank realm where you’ve got great companies like Mercury and Rho and Ramp and Brex and a thousand other companies there.  We don’t really want to go compete with that. We’re more of, if you had the privilege of working with some of the largest transaction banks in the world, that’s what we’re trying to be and essentially provision those services out to the real economy, which is typically access to capital markets, access to global foreign exchange for payments and settlement, and then advisory services, tax reporting, et cetera.  Almost like a democratized private banking service.  Yeah. Yeah. All of us at Stable Sea, we’re trying really hard to steer away from the banking narrative, but yes, in the future, if you take that 10-year perspective, yeah, we will most likely be a private banking solution, a democratized version of that.  Yeah. Fascinating. So what’s one thing that you’re actively trying to figure out right now in your business?  Yeah, it’s a great question. I mean, the one thing that we’re actively trying to figure out is two things, really. One is, so we build directly into ERP systems like QuickBooks or NetSuite or Oracle or SAP, and we have advisory services. So we take a lot of that data, we build our own model weights on top of it, and then we offer that out to our customers so that they can essentially query their own transaction data and use it for different services.  Now, we’ve got strong signal on the first value proposition for that, but I’m curious mostly for owner-operators in the real economy: What are their biggest back-office pain points? And that’s something that we’re trying to figure out because we hear a lot, “Yes, we don’t have access to savings products.” Okay, we can solve that today. “Yes, cross-border payments are frustrating, slow, and expensive.” Yes, we solve that today.  So we’re looking for that third pillar. One of our VCs always talks to us about morphine versus vitamins, where it’s kind of a crude analogy, but if you go to the hospital and you’re in dire pain, you don’t want to be sold vitamins. You want some morphine, and that’s what you’re going there for, right? And when you’re in a startup and you create products, you’re really looking for that morphine of, people just cannot live without this product. And then you can sell all the value-added services around it, which are essentially the vitamins.  And so for us, we’ve found two morphine-like products where there’s a real pain point for accessing capital markets. Primarily, there is no ability to access that today. And then second, cross-border payments: slow, difficult, expensive, opaque, all the things. Solved that. So the third one that we’re trying to figure out now is: How do we A/B test quickly enough to figure out—we have a treasure trove of data building into ERP systems—what is the highest signal-to-noise product that we can build using a diverse data set to help owners operate their back office a little more efficiently?  So you say highest signal-to-noise. Is it the ratio of signal to noise? So what is the product value which you can detect as being a need in the market? Is this what you mean by that? Yeah, yeah. It’s like, what is that one pain point that is so resolute that people are like, “I would do anything to have this thing solved”? There’s all these value-adds like cash flow reporting and automating some of your tax stuff at the end of the year, which are all nice-to-haves. We’re curious. We’re trying to figure out what it is that folks will say, “I’ve got all this data in my ERP system. I would love to know one, two, three things and have A, B, C automated so my back office can run a little bit more efficiently and my accountant doesn’t have to ask me every quarter-end, ‘Where is X, Y, and Z statement?'”  Yeah. I mean, I’ve got some ideas, but I’m sure that you’ve already thought about most of it, so I’m not going to share them. So if someone is listening to this who is a small business or medium-sized business, and they’ve got some cash just sitting around, or they’d like to invest, but they don’t have big enough balances or the transaction costs are prohibitive for their size of investment, whatever the reason, but they are curious about exploring how to have access to better FX rates, more investment products, where can they learn more, and how can they connect with you?  Of course. Well, connect with me on LinkedIn, Tanner Taddeo, pretty easy to find. And then the platform is stablesea.com. So, free to sign up, no cost whatsoever. Also, no cost to use the platform at all. So feel free to sign up right online, and then, yeah, typically it takes us two days to run through the KYB document requests, and then you’re up and running. So, pretty simple. Stablesea.com, free to sign up and start putting your capital to work. Awesome. We try and make it as seamless as possible.  So I’m just wondering, the name of the company, is it something to do with stablecoin? Is it a sea of opportunities for stablecoin?  It was stablecoin for sure. So we started with the word “stable” and then “sea” because we wanted to provide a sea of liquidity. Both for FX, because we do B2B settlements, which are typically large transactions, low volume. You’re not doing twenty $10 million transactions a day. You’re typically doing one $10 million transaction a week or every other week. But you need a deep pool of liquidity to service that.  And then also, from a capital markets perspective, we wanted to be able to provide a sea of liquidity there for different investment options that companies could access based on the seasonality of their cash flow or the risk tolerance that they have as a business. So stable meets sea, so Stable Sea.  Okay. Well, if you want to keep your bank but upgrade your capital, then reach out to Tanner Taddeo, the CEO and Co-Founder of Stable Sea. He’ll get you more investment opportunities that maybe you have not had access to. And if you enjoyed this episode, make sure you subscribe and follow us on Apple Podcasts. Do not miss any episode with exciting entrepreneurs like Tanner. So thanks, Tanner, for coming, and thank you for listening.  Thank you, Steve. Important Links: Tanner's LinkedIn Tanner's website

Why do some brands become part of our identity while others disappear from memory? The answer may have less to do with advertising and more to do with trust, emotion, belonging, and the story a business tells.In this episode of Conversations with Rich Bennett, Rich speaks with lifelong entrepreneur, brand creator, former business professor, manufacturing expert, and author Joe Gulesserian. Joe explains why every successful brand has a soul and how businesses can create experiences that customers do not simply recognize, but genuinely feel.Together, Rich and Joe explore: How Tide, Coca-Cola, LEGO, Nike, and Harley-Davidson built emotional connections  Why Steve Jobs and Apple transformed industrial design  How product packaging influences identity and purchasing decisions  What Tesla and Elon Musk demonstrate about founder-driven brands  Why AI, robotics, and technical skills will shape the future of work The conversation also takes an entertaining turn into automobiles, negotiation, professional wrestling, and the storytelling power of unforgettable heroes and villains.Discover Joe's books, The Guerrilla Guide for Entrepreneurs & The Rest of Us and The Practical MBA on Economics, at https://practicalmba.ca/.This episode is sponsored by Daniel McGhee and the Victory Team. Learn more at https://victoryteamsells.com/.Subscribe, leave a review, share this episode, and join the conversation by contacting Rich directly.Send us Fan MailThe Victory TeamLOOKING TO BUY OR SELL A HOME Go with the Agent that was voted Harford's Best & won the Harford CouDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showRate & Review on Apple Podcasts Follow the Conversations with Rich Bennett podcast on Social Media:Facebook – Conversations with Rich Bennett Facebook Group (Join the conversation) – Conversations with Rich Bennett podcast group | FacebookTwitter – Conversations with Rich Bennett Instagram – @conversationswithrichbennettTikTok – CWRB (@conversationsrichbennett) | TikTokSponsors, Affiliates, and ways we pay the bills:Hosted on BuzzsproutSquadCastSubscribe by Email

What if the reason people aren't buying, engaging, staying, or following your lead isn't because they need another motivational poster about "teamwork"? It might be because you have no idea what actually matters to them. In this episode, Erin sits down with David Allison, founder of the Valuegraphics Research Company and author of The Values Map, to talk about why demographics, generic corporate values, and a bunch of buzzwords slapped on an office wall don't tell us nearly as much as we think they do. David shares how understanding what matters most to people can make you a better leader, marketer, salesperson, and overall human trying to get other humans to do things. They also dig into how to uncover someone's real values without creepily asking, "So...what are your deepest values?" and why values alignment might explain why certain jobs, people, opportunities, and even parties just click while others make you want to fake a babysitter emergency and leave. In this episode, you'll hear: Why corporate values often become expensive wallpaper and what actually motivates employees Three questions that reveal what matters most to someone without turning the conversation into a therapy session How to use curiosity and the "Third Why" to get past surface-level small talk Why understanding someone's values can make selling, leading, and influencing a whole lot easier How David realized the traditional definition of success was basically a lie for him and why building your work around what matters most can make it suck significantly less Resources Mentioned in the Episode: Check out David's Website: www.davidallisoninc.com Learn more about Value Graphics: www.valuegraphics.com Pre-order David's book, "The Values Map: Discover What Drives You and How to Move Others" Follow David on LinkedIn at davidallisoninc/ Book Erin to speak Ready to modernize your culture, liberate your leadership, and differentiate your business without sounding like every other company on LinkedIn? Bring Erin Hatzikostas in to show your team how authenticity can become an actual strategic advantage, not just another corporate buzzword. Book Erin to Speak If you'd like quick tangible tips and practical corporate career advice to level up your authentic leadership, download the 10 simple "plays" to stop selling out and start standing out at https://bauthenticinc.mykajabi.com/freebie If you like jammin' with us on the podcast, b sure to join us for more fun and inspiration! Follow Erin on LinkedIn or Instagram Take our simple, fun and insightful "What's your workplace superhero name?" quiz Unleash your Authentic Superpower with Erin's book, You Do You-ish Throw out half the playbook and start competing in a league of your own. Check out Erin's book, The 50% Rule. Work with Us Or just buy some fun, authentic, kick-ars merch here To connect with Erin and/or Nicole, email: hello@bauthenticinc.com DISCLAIMER: This episode is not explicit, though contains mild swearing that may be unsuitable for younger audiences. Tweetable Comments "What matters most to us drives everything we do." "Your corporate values are not the human values of the people who are showing up at your corporation." "Authenticity is, I'm gonna say, not a value, it's the end result of values alignment." "It was, 10 years of living a lie that I didn't know was a lie, because I'd only been taught that this was the truth." Podcast Transcript Erin Hatzikostas sits down with David Allison, founder of the Valuegraphics Research Company, to explore what really motivates people at work. They unpack the difference between corporate values and human values, how leaders and salespeople can discover what matters most to someone, why values alignment influences engagement and decision-making, and how understanding your own values can help you build a career that actually fits. Why "Values" Might Be the Wrong Word Erin: What's the biggest misconception you get when people call you the values guy or talk about the research you do around values? David: One of the biggest confusions is just the word values. We're all used to sitting in boardrooms talking about mission, vision, values. The CEO sends out the annual note saying they've finally figured out the corporate values, and usually they're the same as everybody else's corporate values. They go up on the wall behind the receptionist, everybody's happy, and then they're forgotten about 24 hours later. We also run around talking about what we think our values are. Politicians tell us what our values are. So I actually don't love using the word anymore. What works better is asking: What matters most? What matters most to you? What matters most to your customers? What matters most to your employees? That gets much closer to the kind of values I'm researching. Erin: And it feels more distinctive too. Instead of asking somebody for five or ten values, you can start with one or two things that really matter. David: Exactly. Through our research, we've identified 56 values. And the interesting thing is that you can't simply ask people what their values are, because they'll either intentionally or unintentionally tell you what they want their values to be, or what they want you to think their values are. Instead, you ask about behavior. What do you do all day? How do you feel about this thing? What does this topic mean to you? When you listen to what people are actually doing and start mapping their behaviors, you can work backward and understand what matters most to them. What Hockey Can Tell You About Someone's Values David: I'm Canadian, so let's use hockey. If somebody says they're a hockey fan, don't just stop there. Ask how often they go to games. Do they watch at home? Who do they watch with? Friends? Family? Do they take clients to games? Do they own a jersey? If their team gets eliminated, will they cheer for another team or stop watching completely? You're asking them about something they're excited to talk about. But underneath their answers, you're hearing their values. If they refuse to cheer for another team, maybe loyalty matters a lot to them. If every hockey experience involves their friends but never their family, that tells you something about the relative importance of friendship and family in that context. You listen to what people do, and from there you start to see what matters most. Erin: That's the legit researcher part. You're discerning the thing without actually asking them the thing. The Pink Van: Why Assumptions About People Get Us in Trouble Erin: Let's make this practical. Our listeners might be in sales, leadership, or running businesses. How does this help somebody market better, sell more, or become a better leader? David: I'll give you an example from our research. I was preparing for a keynote for a group of employers in the blue-collar trades. They were dealing with a major talent shortage and wanted to understand how to get more people interested in joining the trades. Our research found that people considering careers in the trades dramatically over-indexed around a value called service to others. They wanted to know they were doing something that helped people and made a difference. The employers were already talking about things like earning more money, getting out of shift work, and avoiding the cost of college. Those are logical benefits. But they weren't saying, "This is your chance to be in a helping profession." After my keynote, a business owner came up to me. He had seven offices across the Southern United States with fleets of service vans. In each fleet, one van was painted pink, and all of the money earned by that van went toward breast cancer research because of a personal story involving his wife. I thought that was the story. He said, "No. The real story is that every day my guys fight over who gets to be in the pink van." Erin: Wow. David: Think about that. If you were marketing to people in the trades based on stereotypes, would you ever have gotten to pink vans? Probably not. You'd be talking about football, tailgates, country music, or whatever other assumptions you had about the audience. But the answer was pink vans. There's almost always a pink van in the research. Something that makes you say, "We never would have guessed that, but now it makes complete sense." When you understand what matters most to people, you can use it to market, motivate, inspire, build policies, engage employees, and make strategic decisions. Three Questions That Reveal What Matters Most Erin: What about people who can't hire your company to conduct a big research study? What questions could they ask employees or clients to get closer to this information themselves? David: We have three questions we call the three telltale questions. We've tested versions of them with people around the world. The important part is that you don't ask one person once and assume you've figured everything out. Ask a lot of people and listen for patterns. Those patterns are the signals in the noise. That's where the values start bubbling to the surface. David: The first question is: Why do you go to work? Someone might immediately say, "To pay my bills." Fine. Ask why else. Maybe their friends are there. Maybe work is their creative outlet. Maybe they feel like they're making a difference. Maybe it's where they feel useful. They're telling you why they choose to spend such a huge portion of their life doing this thing. The second question is: Why would you give away half of your lottery winnings? If someone says they wouldn't, tell them to imagine they won a lottery where giving away half was required. Then ask where they'd give it and why. That's a major behavioral decision. The "why" behind it is usually a value talking. The third question is: If you could send one message to yourself 10 years ago, what would it be? Listen to whether they talk about family, friendship, work, stress, money, kids, health, or something else. Whatever comes up tells you something about what matters most to them. Erin: That's really good. The Values Corporate America Often Misses Erin: Is there a value corporations tend to underestimate? Something that leaders might not put in their top five, but your research shows matters a lot? David: Every workforce is different, so I wouldn't prescribe one value to every company. But there is a cluster that appears again and again. Of the 56 values we've identified, five show up constantly across different industries and groups. We call them the togetherness values: belonging, family, friendship, relationships, and community. Those aren't interchangeable. Belonging is different from community. Community is different from relationships. Companies tend to lump them all together, but you need to understand which one actually matters to your people. The broader point is that humans want some form of connection. So look at your employee research, surveys, hallway conversations, and everything else you already know about your workforce. Which form of togetherness seems to matter most? Then lean into it. David: Because here's the secret to everything: What matters most to us drives everything we do. If you want people to be more engaged, stop quitting, or actually care about the work they're doing, you have to give them more of what matters most. Your Corporate Values Are Not Your Employees' Human Values David: One of the biggest mistakes corporations make is spending two years and millions of dollars figuring out their corporate values and then wondering why employees aren't behaving according to them. Your corporate values are not the human values of the people who are showing up at your corporation. You've only done half the job. The company might decide creativity is one of its core values. Great. But suppose personal growth is one of the strongest human values among your employees. Now you need to connect the dots. Show employees how being creative at work helps them grow as people. Explain why the behavior you're asking for gives them more of something that already matters deeply to them. If you don't make that connection, they'll look at "creativity" written on the wall and think, "Okay, whatever. That doesn't matter to me." Corporate values might actually be better described as guiding principles or a list of ways the organization wants people to behave. Stop Turning Values Into Expensive Wallpaper Erin: You just hit one of my hot spots. It's not enough to say you're a "family-first organization." Tell people what that actually means. Maybe it means you're not expecting someone to answer emails from the soccer field. Maybe leaders who have ideas over the weekend schedule the email to go out Monday instead of firing it off immediately. Specificity is what makes those values feel real. Even something like safety can be communicated in a more human way. Instead of just saying, "We believe in OSHA adherence," explain that you want people to leave work safely and go home to grill burgers with their family that night. It's not just about the value. It's about how you talk about it and how you put it into action. I recently talked to a company whose mantra was "grit and gratitude." I loved that because it's only two things, it's memorable, and there's a little juxtaposition between them. Companies sometimes think more is better. Maybe you're better off choosing one or two things and going deeper. David: I like grit and gratitude because it doesn't sound like everybody else. Under those two ideas, you can still have many different behaviors and principles. But at least there's something distinctive to connect to. How Understanding Values Tripled a Fundraising Target Erin: What's one example where an organization used your research and made a change that had a really profound impact? David: We worked with a hospital foundation in Canada that wanted to attract more high-net-worth donors and increase the size of their gifts. We profiled people in the community who had previously donated to health-related causes but had never donated to this particular foundation. An interesting pattern emerged. Many of the prospective donors were women who had recently been widowed and, for the first time in their lives, were making major financial decisions independently. Our research showed how important that newfound independence and agency were to them. So the foundation changed its approach. Instead of saying, "Here's where your money is going," they said, essentially, "Your gift could help us in several different ways. Which area would you like your money to support?" They sat down with donors and let them decide what mattered to them. By giving those women agency over the decision, the foundation tripled its fundraising target. Erin: Wow. David: They framed their strategy, marketing, and messaging around what mattered most to those people. The decision suddenly became an easy yes because the organization wasn't just asking for money. It was giving people an opportunity to act on something they deeply valued. What Values Alignment Feels Like Erin: I think about this in my own life too. When I was evaluating financial advisors, it was amazing how few people seemed interested in understanding what mattered to me. For me, I wanted someone I could actually connect with and have real conversations with. Not a bunch of BS. If somebody had simply asked me what was most important to me, I would have basically handed them the answer to how to sell to me. David: And here's what's interesting about those situations. When you find a person, product, job, or situation that genuinely aligns with what matters most to you, you often notice the absence of things. You're not second-guessing yourself. You're not lying awake at night running the pros and cons through your head. You're not constantly trying to convince yourself to make the relationship work. It just works. Erin: It clicks into place like a Lego. David: Exactly. Think about parties. There are parties where you walk in and immediately think, "Nope. How quickly can we leave?" And then there are parties where you want to stay all night. You may not be able to explain exactly why. Maybe it's the people, the music, the room, the energy, or some combination of all of it. But something about that environment aligns with what matters to you. Is Authenticity a Value? Erin: This is where your work and mine dovetail. People are craving something they can connect to, whether it's a salesperson, a leader, or a company. Wallpaper corporate values aren't enough. You need specificity, examples, and authenticity. Give people something they can plug into so they can determine whether it aligns with them. And it's actually better if someone can clearly say, "No, this doesn't align with me," than to give them nothing but vanilla and leave them thinking, "I don't know." David: You said earlier that authenticity might be the 57th value. I'm going to reframe that. Authenticity is, I'm gonna say, not a value, it's the end result of values alignment. If you're living authentically, you're living according to what matters most to you. Erin: I think authenticity might also be part of how you uncover the values in the first place. It's the stories, uncommon language, specificity, and willingness to actually expose who you are that allow people to feel what those values really mean. David: I think we're talking about the same thing from different layers. You're looking at the umbrella. I'm down in the weeds. The Question That Changed a High-Stakes Negotiation Erin: I have a story about the phrase "what matters most." When I became interim CEO, I had to renegotiate our largest contract. The vendor wanted more money, and giving it to them could have made an already difficult financial situation much worse. It was high stakes, and I'm not exactly known for being a giant planner. Early in the first conversation, I asked the executive, "What matters most to you in this negotiation?" He wasn't expecting the question, so he answered honestly. His company expected to pursue an IPO, and long-term contracts were incredibly important because investors would want confidence that major clients weren't about to leave. Suddenly, I understood that this negotiation wasn't only about price. A long-term agreement mattered tremendously to him. Switching vendors would have been incredibly difficult for us anyway, so I was perfectly comfortable discussing a long-term contract. That one question completely changed what I understood about the negotiation. David: "What matters most to you about this situation?" or "What matters most to you about this outcome?" are fantastic questions in sales and negotiations. But you can also learn a lot by simply paying attention and being curious. How to Discover Someone's Values Through Small Talk David: Let's use you as an example. There's a photo behind you. What's it a picture of? Erin: My family. My husband and my two children. David: And I can see books behind you. What's one of the most recent books you added? Erin: Probably Fans First by Jesse Cole from the Savannah Bananas. David: Are you a baseball fan? Erin: Not specifically. I'm a big sports fan, though. David: Where did that come from? Erin: My grandmother. She passed away when she was 62, so I was only 11. But I remember sitting in her living room with her. She was about 4'11", sitting in a green leather chair beside the dialysis machine she used at home, smoking a cigarette with a police scanner nearby. She lived in a town of about 800 people, so I'm not sure how much exciting police activity there was to scan. And she always had sports on. She didn't just watch sports. She participated. She yelled at the TV. She was spicy. She absolutely hated Notre Dame, so I still hate Notre Dame today basically as an ode to her. For a woman of her generation, being that passionate about sports was unusual. And I think that's where I got it. The other reason I still love sports is the authenticity of it. Nobody knows what's going to happen. It's not scripted. I love the energy and unpredictability. I also love the lack of commitment. I can watch and leave whenever I want. David: That little conversation already gave me several clues. Family is important to you. Creativity is clearly there. I hear some tradition in the way you talk about carrying your grandmother's influence forward. Experiences are important to you. The way you described sitting in that room with your grandmother is incredibly vivid. And when you said you like being able to leave whenever you want, independence came roaring to the forefront. Erin: One thousand percent. And what's interesting is that most people stop too soon. They see the family photo and ask, "Are those your kids?" Or they notice something from Michigan and ask, "Are you from Michigan?" But then they stop. To uncover what matters to someone, you have to be genuinely curious enough to ask the next question. The Third Why David: There's a technique I call The Third Why. You might ask somebody why they chose to have a family photo taken at a particular place. They'll give you an answer. Then you ask why that mattered. And then you go one level deeper again. Three whys down is often where people start telling you about a value. The first answer is usually surface level. The second starts getting somewhere. By the third, you're getting closer to what is actually driving the decision. Erin: That's the key. You can't necessarily plan all of those questions ahead of time. You have to actually listen and be curious enough to follow where the answer goes. When the Traditional Definition of Success Stops Working Erin: We ask everyone for a "buck that" story, meaning a time when you bucked the norm, stopped following the expected path, and did something different. What's yours? David: Quitting the big company and going out on my own. That was scary. I remember the first days working from home, finding all kinds of ways to stall. Making sure the pencils were in exactly the right place. Rearranging things. Eventually you realize there's nothing left to organize. You actually have to do the work. But as we've been talking about, I have an independence streak a mile wide. I once told my coach I couldn't understand why I wasn't getting anything done even though I had deadlines everywhere. He asked if I'd blocked the work on my calendar. I said yes. He asked, "So why aren't you doing what's on your calendar?" And I realized: because I don't want my calendar telling me what to do. Erin: Because you told yourself to do it, and now yourself can't tell you what to do. David: Exactly. My calendar is bossing me around, and I'm resisting my own calendar. That independence was one of the values pushing me toward working for myself. The Day David Couldn't Get on the Elevator Erin: Was there traditional career advice you followed for a while and eventually realized wasn't right for you? David: Keep your job. Why would you work for yourself and rely on your own ability to earn a living when you could get a steady paycheck every two weeks? I grew up at a time when the path to success seemed much narrower. It felt like the goal was to become the CEO of Coca-Cola. Erin: Or become a consultant to the CEO of Coca-Cola. Those were basically the two business models we knew. David: Exactly. The world told me I was supposed to run as fast as possible up the corporate ladder. Learn to love the suits and ties. Play the politics. Run a board. Eventually I realized it wasn't working for me. I actually had a breakdown. I was working for a big company and one morning I was standing in the elevator lobby waiting to go upstairs. I couldn't get on the elevator. It felt like there was a physical barrier in front of me. I could not make myself get on that elevator and go face everything waiting upstairs. So I turned around, went home, and called in to say, "I don't think I'm coming back." It took me almost a year to recover from that and start building what I needed to build on my own. David: It was 10 years of living a lie that I didn't know was a lie, because I'd only been taught that this was the truth. When I finally figured out it wasn't the truth, at least not for me, it was like being slapped across the face. That's something I try to pass along now. Whatever the internet tells you, Instagram tells you, your parents tell you, or society tells you is the path to success is only useful if it's actually your path to success. Figure out what matters most to you. Figure out your values. Then craft your version of life and run in that direction. Erin: And the experience you went through is part of what allows you to give that lesson to somebody else now. David Allison's Advice for Making Work Suck Less Erin: What's your final piece of advice for making work suck less? David: Find ways to make your work more about what matters to you. Volunteer for that project. Take the extra assignment that aligns with you. When you can, move away from the work that doesn't. Even if you're working inside a set of constraints and don't have much flexibility, almost everybody has some ability to maneuver. You can choose what you're going to lean into and what you're not. Make your work more about what matters most to you, and you'll be happier.

When motivation fades it's an opportunity to get curious. This episode unpacks why we often stall before what's next, and how to reignite your drive by shifting your thoughts just slightly toward possibility. Learn how believable, neutral thoughts can rebuild momentum, confidence, and clarity.In this episode:Why motivation fades when your future feels unclearHow to use believable thoughts to shift your mindset and energyThe simple mental reset that helps you take action again Support the showJill Griffin, is a leadership strategist, executive coach, and host of The Career Refresh. She works with senior leaders to navigate complexity, strengthen teams, and lead with greater clarity and intention.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 12-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

Special Guest Max Evry returns to the show to tell us about his new book STRANDED ON EARTH: HOW NIGHT SKIES BECAME E.T. THE EXTRA-TERRESTRIAL. Then we dive into one of the most infamous E.T. clones, MAC AND ME (1988) which features brands such as McDonalds and Coca-Cola to an absurd degree.  Max's Website: https://www.maxevry.com Instagram: https://www.instagram.com/maxevry1/ Bluesky: https://bsky.app/profile/maxevry.bsky.social  

It's 1961, and Hollywood is changing. Foreign films are wooing critics and audiences alike, and a new wave of filmmakers is starting to emerge. But while movies are taking a step forward, Wilder is taking a step back with One, Two, Three, a throwback comedy featuring an aging star. Grab yourself a Coca-Cola and find out if audiences would travel back with the classic auteur, of if he was, for the first time, out of step.  Join our Patreon for episodes and content you won't find anywhere else! Patreon.com/TheFilmographersPodcast Social media Instagram @thefilmographers Bluesky @thefilmographers.bsky.social Letterboxd @filmographers YouTube @TheFilmographersPodcast Website https://filmographerspodcast.com/ Credits Keir Graff & Michael Moreci, hosts Kevin Lau, producer Gompson, theme music Cosmo Graff, graphic design

This episode with Mahmoud Moustafa — "El Modeer" — will change how you think about success at work. From 26 years climbing to General Manager at Coca-Cola, Henkel, and Lorenz, to a content creator with 2.3M followers, he shares the biggest lie about career success, why readiness beats hard work, and the backlash that nearly ended his career but saved it instead. Then comes the most personal story of his life — his father, cancer, and the one word that meant everything.الحلقة دي مع محمود مصطفى — "المدير" — هتغيّر نظرتك للنجاح في الشغل. من ٢٦ سنة وصل فيهم لمدير عام في كوكاكولا وهنكل ولورنز، لصانع محتوى بـ٢.٣ مليون متابع، بيشاركك أكبر كدبة عن النجاح في الشغل، ليه الجاهزية بتغلب الشطارة، والسخرية اللي كادت تنهي حياته المهنية بس أنقذتها. وبعدين بتيجي أكتر قصة شخصية في حياته — أبوه، السرطان، والكلمة الواحدة اللي كانت تعني كل حاجة.

This week on Idiots on Parade, the Too Ugly for TV Podcast, your two favorite comedians discuss… —Coca-Cola Christians—A Nonprofit CEO00:00 Introductions03:43 Coca-Cola Christians12:53 Nonprofit CEO 25:31 Employee of the Week29:05 Trump: In the Navy41:27 Argentinian Beef, Duggars Withdraw Not-Guilty Plea, & Lauren BoebertCoca-Cola ChristiansQuestion: who's stupider, Coca-Cola executives for NOT seeing the controversy that would hit them if they censored personalized cans, or Christians, for being the whiniest crybaby snowflakes on the planet? Nonprofit CEOThe CEO of a California-based (Los Angeles specifically) nonprofit designed to assist homeless people……lives in a mansion in Hawaii, and earned almost a million dollars a year over the course of a couple years.Is Carol Adelkoff bilking the system?Tune in and find out.Employee of the WeekShake Shack employee Keondre Simmons called in sick to work, showed up and robbed the place, and then showed up for his next shift a couple days later.Hero.Trump: In the NavyTrump wants to waste billions of dollars making the Navy less technologically advanced, and therefore weaker.How long before we discover he received a bribe from a company that can dumb down the ships Trump wants to worsen? Argentinian Beef, Duggars Withdraw Not-Guilty Plea, & Lauren BoebertWe paid Argentina $20 billion after telling American farmers “USA #1,” and now their beef is being recalled.The Duggars are the worst family in the world, and Lauren Boebert and Sarah Pailin have more in common than being horrible politicians.Idiots on Parade: we mock the news, so you don't have to.Tune in and get your giggle on.Find Jake at @jakeveveraFind nathan at nathantimmel.comShow your support by picking up a T-Shirt: https://nathan-timmel.dashery.com/

The guys discuss the 60's Donovan hit Mellow Yellow. A 60's hit and instant classic has some strange roots and an even stranger admission that will follow the Coca-Cola company for a long time.

It is a pleasure to welcome Wendy Colonna to The Jake's Take with Jacob Elyachar Podcast.  For nearly three decades, Wendy has written songs that explore the intersections of humanity, culture, and resilience. A graduate of Louisiana's Scholars' College, she has released nine studio albums, toured nationally and internationally, earned a Coca-Cola sync placement reaching millions, and shared stages with legendary artists. From performing for 60,000 people at the Women's March to singing at hospice bedsides, Colonna believes every performance is an act of connection.Beyond the stage, she is Chief Cultural Officer of Wavemakers Women + Music, where she helps amplify women artists over 40, and founder of the Lyriculture™ Artist Development program, where she has spent a decade mentoring creatives. Her commitment to elevating overlooked voices is at the heart of her songwriting—and comes to life in "Nightingale." She is based in San Marcos, Texas.  On this episode of The Jake's Take with Jacob Elyachar Podcast, Wendy Colonna spoke about Wavemakers Women + Music, spoke about the stories behind her most-streamed Spotify songs, and previewed her upcoming project, Banned, which transforms banned books into songs.  Become a supporter of this podcast: https://www.spreaker.com/podcast/jake-s-take-with-jacob-elyachar--4112003/support.

Phil Calandra is an Atlanta-area financial advisor, author, speaker, and former corporate consultant. Before moving into financial planning, he spent more than 20 years consulting for major corporations including Coca-Cola, Walt Disney World, UPS, and Georgia-Pacific. He later co-founded Calandra Financial Group and Calandra Wealth Management with his wife and business partner, Jennifer Calandra. Calandra specializes in areas including retirement income planning, investment management, and financial planning. He has held the Registered Financial Consultant (RFC) designation and worked as an Investment Advisor Representative. More recently, Apella Wealth has listed him as a Regional Director and Senior Financial Advisor in its Atlanta office.https://wealthcreationscorecard.com/https://drive.google.com/file/d/1fx34JqDldgSwTSct_b0nD-DPQeZXNFUL/viewhttps://truwealthindex.com/

Interview Date: July 26th, 2026Episode Summary:In this episode of The Business of Dance Podcast, Menina Fortunato reconnects with Hollywood Summer Tour alum Angelica Valente, whose journey has taken her from competitive dancer in Thunder Bay, Ontario, to an LA-based director, producer, fashion designer, and creative entrepreneur. Angelica shares how an early trip to Los Angeles changed the trajectory of her life, eventually inspiring her to move to LA at 17 to study dance. While pursuing a professional dance career, her interests in fashion, film, editing, styling, and creative direction began opening doors she never originally imagined.Angelica opens up about navigating the entertainment industry as an international artist, from OPT and the O-1 visa process to developing the work ethic, resourcefulness, and relationships necessary to build a career in the United States. She shares how she co-founded Spaced Visuals, grew from working with emerging artists to major productions, and eventually launched her own fashion label, VALENTE. Today, her worlds of dance, film, fashion, and creative direction intersect through productions, campaigns, custom stagewear, and visual storytelling.Throughout the conversation and mentee Q&A, Angelica encourages dancers to remain open to where their careers can lead, take risks before they feel completely ready, and create opportunities rather than waiting for permission. Her journey is a powerful reminder that dance can be the foundation for countless careers beyond performing—and that the skills dancers develop can continue shaping their success in unexpected ways.Shownotes:0:00 – Meet director and designer Angelica Valente3:23 – Growing up dancing in Thunder Bay5:15 – Discovering Los Angeles and dreaming bigger8:06 – Expanding from dance into creative direction9:28 – Film, editing, fashion spark new passions11:36 – Navigating OPT and the O-1 visa17:42 – Building Spaced Visuals from the ground up19:26 – Launching VALENTE and learning fashion independently21:19 – Designing custom stagewear for KATSEYE24:33 – Recognizing how far you have come26:32 – Taking risks before you feel ready28:45 – How dance strengthens creative direction skills33:14 – Q&A: Dreaming beyond what you can see38:40 – Q&A: Create your own career opportunities47:21 – Exploring careers beyond being the performerBiography:Angelica Valente is a director and fashion designer based in Los Angeles. She is the co-founder of Spaced Visuals, a multidisciplinary creative studio known for crafting cinematic campaigns, music videos, and visual identities for artists and global brands including Usher, Chris Brown, Megan Thee Stallion, Meghan Trainor, GIVĒON, Masego, PUMA, Coca-Cola, TikTok, 100 Thieves, and SoundCloud.Alongside her production work, Angelica is the founder and creative director of VALENTE, a luxury fashion label recognized for its sculptural silhouettes, cinematic storytelling, and handcrafted collections. Since launching in 2021, VALENTE has designed custom stagewear for KATSEYE, with pieces worn during major appearances including the GRAMMYs, as well as custom looks for Paris Hilton. Her designs have also been worn by Jordin Sparks, Tori Kelly on Good Morning America, Rhea Raj, WNBA champion Jackie Young, and Atsuko Okatsuka for the Emmy Awards.Whether directing a campaign, designing a collection, or shaping an artist's creative era, Angelica brings together film, fashion, and brand strategy to create immersive visual identities that live seamlessly across multiple mediums. Her work is defined by bold creative direction, cinematic storytelling, and a relentless focus on crafting ideas that leave a lasting cultural impression.Connect on Social Media:Website:www.spacedvisuals.com www.valenteworld.comInstagram:www.instagram.com/angelicavalente_ www.instagram.com/spacedvisualswww.instagram.com/valenteworld_

Ставьте лайки, чтоб видео продвигалось лучше! Таймкоды:00:00 Начало01:56 Женщина — двигатель03:10 Недолечился08:39 Удар в спину11:09 Начальник-нарцисс12:44 Провокация13:59 Оператор Трампа15:46 VIP SUBSCRIBE19:00 РОССИЯ 2420:16 Удар по своим20:29 Ниже некуда20:44 Богоизбранная раса22:42 Сериал от Мафани26:07 Гном Гномыч28:25 Мужающие чайки28:46 Камень-депутат31:40 Жидковский преобразлился32:31 Буллинг38:25 Клопы в Домодедово38:52 Мертвый шарик39:27 Дональд «призер» Трамп40:29 Кимы по защитой41:03 Ремейк KOTOR43:29 Украинские фейки44:20 Пенсия отменяется47:46 Биберу в России не место50:17 Лурье и КО51:10 Дора vs Человек-паук01:00:48 Квартира не продаётся01:01:00 BMW не позвали01:02:20 Пхукет и Варламов01:03:51 Потоп на Урале01:05:58 Кадыров открывает огонь01:06:58 Глагол махаю01:10:06 Госизмена в Крыму01:11:28 ЕГЭ в СИЗО01:12:06 Каллас очень тупая01:12:21 PlayStation на ёлке01:12:39 Три фильма в цифре01:13:42 Кредитка Galaxy Card01:14:01 Смешарики в комбо01:14:25 BMW — худшие водители01:15:08 БДСМ-массаж01:16:16 Сатир в отношениях01:17:01 Удар за русский01:21:41 Избил за язык01:22:40 Удар по Киеву01:26:47 Не финал01:27:59 Лидер Ирана01:30:11 Маск против сайтов01:32:13 Треш-блогерша01:33:18 Памятник Сталину01:35:16 Собчак и Холанд01:35:49 Страна-убийца01:37:13 Смерть на Эльбрусе01:37:53 Деловые намерения01:38:13 Падение акций Ozon01:38:52 Блокировка ВПН01:39:18 Радио.Net01:40:05 Заслуженная награда01:41:28 Мстители «Судный день»01:41:56 Переселение01:45:57 ИИнопланетяне01:50:38 Женщины против дронов01:50:54 Драка альтушек01:51:04 Press F01:51:48 Учитель-робот01:52:21 Небесный стадион01:52:48 Хейтер Xiaomi01:54:54 AppStore — ВСЁ!01:55:47 Свободу Жмилевскому!02:16:26 Доходы FIFA растут02:16:48 Garmin без экрана02:17:33 Coca-Cola обновилась02:17:51 Лебедеву 2202:18:31 Порнолюстра02:18:51 Лекарство от рака02:19:38 Тухлятина в шаурме02:20:41 Трамп и атом02:21:51 Пересильд и Дмитриенко02:23:19 Трудоголизм убивает02:24:20 Волна на двоих02:25:39 Ганвест пожертвовал02:26:35 Шарий на свадьбе?02:28:05 Емельяненко против книги02:28:23 Каспаров за атаки02:29:59 Букет для Самбурской02:34:14 Гордон о нападении02:34:59 Водичка — класс!02:37:44 Шаман сжег штаны02:38:06 Богатство проклято02:40:38 Проблема ожирения02:42:23 Этика в школе02:42:41 Трагедия в Воронеже02:43:19 Varta обанкротилась02:43:40 Спилберг подкачал02:44:55 Фон ярче Трампа02:45:37 Пляж с личинками02:45:59 Рубио позвал Лаврова02:46:16 Европейцы на войну?02:47:03 Оскар в психику02:48:01 Лавров в Маниле02:50:31 Главком о России02:50:40 Аферист 160 кг02:55:24 Школьники в КНДР02:56:03 Такер про войну02:56:50 Зрада или перемога?02:58:04 Халк уходит03:01:04 Маск снимает Одиссею03:02:52 Закон против сталкинга03:05:49 Математика с ИИ03:08:39 100 мэров Мексики03:09:01 Друзей — в Дубай03:10:07 Тряпки за миллион03:15:47 9mice увеличил губы03:17:23 Дуров про Грузию03:18:31 Склад WB под ударом03:22:09 Зарядки впереди03:24:34 Не будет Patriot03:28:43 Медведь на столбе03:29:01 Мова вместо русского03:29:31 Лебедь в Латвии03:29:59 Санкции банкам03:30:24 ИИ и алкоголик03:31:54 Топ-5 миллиардеров03:32:19 Скандал Хазяев03:44:06 FrameTamer и актёр Сотрудничество – ТГ — @maryronmanagerСасфликс – https://sasflix.ru/Мой магазин – https://podsas.ruВКонтакте – https://vk.com/ikakprostoНа Рутубе – https://rutube.ru/channel/21014334/Телеграм – https://t.me/ikakprostoВ Дзене – https://dzen.ru/ikakprostoАудиоверсия – https://band.link/ikakprosto

Hi there! Feel free to drop us a text if you enjoy the episode.Cross is coming!  Cyclocross has always been about more than mud, barriers, and cowbells. At its best, it's a community. But over the past decade, many grassroots races and regional series have disappeared, participation has declined, and newcomers often find the sport intimidating.Jeremy Brazeal believes it doesn't have to be that way.After leading creative and brand teams for companies like LEGO and Coca-Cola, Jeremy decided to stop complaining about the state of bike racing and start building something different. The result is Project Mayhem Cyclocross, a multi-race Connecticut series with a bold mission: lower the barriers to entry and make cyclocross welcoming for everyone...from first-time racers to seasoned veterans. In this episode we discuss:Why Project Mayhem CX was foundedThe current state of cyclocross in New England Why grassroots racing mattersFree clinics and race entries designed to bring new riders into the sportWhy you don't even need a cyclocross bike to get startedWhat the future of Project Mayhem—and cyclocross—could look like Whether you're a longtime cyclocross racer, a gravel rider looking for a new challenge, or simply someone who cares about the future of endurance sports, this conversation is full of ideas about how great communities are built. Project Mayhem proves that sometimes the best way to grow a sport isn't by making it more competitive, it's by making it more welcoming.This podcast embarks on a journey to showcase and celebrate the endurance sports community in New England.

Au Vietnam, près de 70 000 tonnes de déchets ménagers sont produites chaque jour, un volume appelé à augmenter dans un pays en pleine croissance. Alors que le tri à la source reste peu développé, une grande partie de ces déchets est enfouie ou incinérée. Dans cet écosystème, les « đồng nát », les récupérateurs de matériaux autonomes, jouent un rôle essentiel. Le secteur informel collecte plus de 30% des plastiques recyclables du pays. Indispensables au système, ces travailleurs exercent pourtant le plus souvent sans contrat ni véritable protection sociale. De notre correspondant à Hanoï À moto, à vélo ou à pied, les collecteurs s'activent pour racheter aux habitants ou récupérer dans les poubelles le plastique, le carton et la ferraille. Masque intégral sur le visage, gants remontés sur les manches de sa chemise à motifs fleuris, Phuong, 40 ans, tire une benne montée sur deux roues. Originaire d'une zone rurale, elle travaille à son compte depuis 20 ans. « Je travaille entre huit et dix heures par jour. Je collecte des objets et des matériaux usagés afin qu'ils soient recyclés, puis je les revends à des dépôts qui les achètent au poids. Je gagne environ sept à huit millions de dôngs par mois [250 euros] », déclare-t-elle.  Faute de pension ou de revenus suffisants, de nombreuses personnes âgées participent aussi à ce système de collecte informel. Huyên, 78 ans, arpente les rues du centre-ville, le dos scié par deux sacs débordant de plastique et de métaux en tout genre. « Cela me permet de gagner quelques sous, même si ce n'est vraiment pas grand-chose. Et cela rend l'environnement plus propre. En me voyant ramasser ainsi, les gens peuvent penser que je suis pauvre ou que je souffre de la faim, mais en réalité, ce n'est pas le cas », affirme Huyên.  La grand-mère rejoint un hangar d'où elle revend son plastique entre 3 000 et 4 000 dôngs le kilo, une dizaine de centimes. De ces dépôts, tenus par des particuliers, les matériaux repartent en camion vers des villages spécialisés. À Xà Cầu, à une heure de Hanoï, le plastique est trié, lavé et broyé avant d'être vendu à des entreprises de recyclage. Des montagnes de déchets s'élèvent jusqu'aux toits. Chi supervise l'un des hangars. Des travailleurs précaires sans protection sociale  « Nous trions les différentes catégories de plastique. Nous effectuons seulement un pré-traitement, pas le recyclage. Nous les lavons, les broyons pour qu'ils prennent moins de place, puis nous les classons. Après cela, nous les vendons au poids à des entreprises », raconte Chi.  La sexagénaire travaille sans masque alors qu'une odeur de produits ménagers se mêle à celle du crottin. Ces travailleurs exercent souvent sans contrat et avec une protection sociale limitée. En face, une mère de famille travaille avec son jeune fils, en vacances scolaires. « Ici, on trie les différentes sortes de plastiques. Par exemple, ces bouteilles de Coca-Cola sont mises à part. Ensuite, on les sépare : le plastique souple, le plastique rigide, le plastique cassant. Il y a toutes sortes de catégories », explique-t-elle.  Ces dernières années, les autorités ont affiché leur volonté d'intégrer progressivement ces travailleurs à un système mieux encadré. D'ici au début de 2027, 5 500 travailleurs informels du nord du pays devraient recevoir des formations et des équipements de protection. Le projet doit permettre de collecter et de traiter plus proprement 20 000 tonnes de déchets plastiques.   À lire aussiVietnam: Hanoï se rêve en capitale mondiale avec sa «nouvelle ère» d'urbanisation

Owen Fitzpatrick talks about how your inner propaganda shapes your beliefs, decisions, and behavior–and how you can stop it from sabotaging your success.— YOU'LL LEARN — 1) Why to be wary of the “temptations of certainty”2) The three reasons people form/change their beliefs 3) The four steps to rewiring your beliefs Subscribe or visit AwesomeAtYourJob.com/ep1174 for clickable versions of the links below. — ABOUT OWEN — Owen Fitzpatrick is a social psychologist. Owen has traveled to more than 100 countries and studied propaganda firsthand in places such as North Korea, Rwanda, and Afghanistan. Also an award-winning filmmaker and former television presenter, he brings the craft of storytelling to his work. He has worked with leaders at Google, LinkedIn, Pfizer, and Coca-Cola, studied at Harvard Business School and MIT, and is the author of nine books translated into 20+ languages. His TEDx talk “Mind Control” has reached more than 1.4 million viewers. Originally from Dublin, Ireland, he now lives in New York City.• Book: Inner Propaganda: Leading Hearts and Minds Through Turbulent Times• Book site: InnerPropaganda.com• Instagram: owenf23• LinkedIn: Owen Fitzpatrick• Website: OwenFitzpatrick.com— RESOURCES MENTIONED IN THE SHOW — • Study: “The rise and fall of rationality in language” by Marten Scheffer, Ingrid van de Leemput, Els Weinans, and Johan Bollen• Study: “On the conversational persuasiveness of GPT-4” by Francesco Salvi, Manoel Horta Ribeiro, Riccardo Gallotti, and Robert West • Book: Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts by Annie Duke• Book: Influence: The Psychology of Persuasion, Revised Edition by Robert Cialdini• Book: Think Again: The Power of Knowing What You Don't Know by Adam Grant• Book: Address Unknown: A Novel by Kathrine Kressmann Taylor• Documentary: "Behind the Curve"• Past episode: 664: Dr. Robert Cialdini on How to Persuade with the 7 Universal Principles of Influence— THANK YOU SPONSORS! — • Shopify. Sign up for your free trial at Shopify.com/awesomepodSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

“I don't think AI quite has us figured out yet because, as human beings, we'll listen to sad songs to feel better. I don't think it understands that. That's true, it's contrary… Yeah, I mean, I think that AI has its place. I'm not all against it, just as a matter of course, I just think that it shouldn't replace our creativity. That's what makes us human, and I don't want to see a computer replace that. Yeah, I want it to clean my house and cook my meals so that I can create.” – Jodi Krangle & Laney McCormickThis episode is the second half of my conversation with music supervisors Laney and Matt McCormick as we talk about how AI music's changing the way human musicians approach their work, striking the right balance between playing it safe and making a memorable sonic impression, and how COVID and the rise of social media have changed sound editing and our approach to sonic branding.As always, if you have questions for my guest, you're welcome to reach out through the links in the show notes. If you have questions for me, visit audiobrandingpodcast.com, where you'll find a lot of ways to get in touch. Plus, subscribing to the newsletter will let you know when the new podcasts are available, along with other interesting bits of audio-related news. And if you're getting some value from listening, the best ways to show your support are to share this podcast with a friend and leave an honest review. Both those things really help, and I'd love to feature your review on future podcasts. You can leave one either in written or in voice format from the podcast's main page. I would so appreciate that.(00:00) – AI and CreativityOur conversation continues as Laney and Matt talk about the impact of AI on their industry, such as how fast musicians who find themselves competing with AI feel they have to work. “The speed's definitely an issue,” Matt says. “It's not easy to crank out an authentic song, and it's not even easy to crank out an inauthentic song. In a lot of ways, it's even harder.” Laney notes some of the trends she's seen in music marketing and how positive messaging is making a comeback. “I see more for that whole motivational lyrical content,” she explains, “They want rap and hip hop beat, female vocal, clean lyrics, and we see a lot of requests come in with female vocals. I think that's really cool.”(12:45) – Trends in Music LicensingThe discussion turns to pop culture and how sound is becoming more and more important in making a strong impression. “Stranger Things has a huge budget for music,” Laney tells us, “and they're using huge tunes, and those are, you know, those are the supervisors acting as influencers in many ways. ‘Running Up That Hill' was a B-side, and here it is, huge again.” Matt adds his thoughts on the musical risks brands are willing to take in order to stand out. “Everybody always wants to do something different, but that's a risk, right?” he explains. “I mean your large brands, whether it's Coca-Cola, Amazon, Nike, Taco Bell… Are those brands willing to take, like, a really huge risk with music and with sound? And the answer for me is, I don't know. But I don't see it very often.”(20:00) – The Role of Sound in AdvertisingAs our conversation comes to a close, Laney and Matt tell listeners how they can get in touch, and they both share their thoughts on the power of sound and its importance in our lives. “Music specifically for me is a therapy of sorts,” Laney says. “It doesn't matter what my problem is, what my mood is, or what activity I need to do, want to do, or have to do. There is a genre and a record that will make that easier for me.” Matt talks about sound's ability to connect us to one another, and how it creates a common ground for people from every walk of life. “Sound moves you,” he tells us. “And it can be a common ground for everybody in a way. It's hard to listen to an emotional piece of music and not be emotional and not feel that with the person that's next to you or multiple people next to you.”Episode SummaryOur discussion on how AI affects human creativity in music.Laney and Matt reveal the current trends in music requests and licensing.Matt and Laney discuss why they prioritize authentic music in their work.Connect with the GuestConnect with the Audio Branding Podcast:Book your project with Voice Overs and Vocals by visiting https://voiceoversandvocals.comConnect with me on Instagram - https://www.instagram.com/jodikrangle/Watch the Audio Branding Podcast on YouTube - https://www.youtube.com/c/JodiKrangleVOConnect with me on LinkedIn - https://www.linkedin.com/in/jodikrangle/Leave the Audio Branding Podcast a review at https://lovethepodcast.com/audiobranding (Thank you!)Share your passion effectively with these Tips for Sounding Your Best as a Podcast Guest!https://voiceoversandvocals.com/tips-for-sounding-your-best-as-a-podcast-guest/Get my Top Five Tips for Implementing an Intentional Audio Strategyhttps://voiceoversandvocals.com/audio-branding-strategy/Editing/Production by Humberto Franco - https://humbertofranco.com/This podcast uses the following third-party services for analysis: OP3 - https://op3.dev/privacy

O.J. Simpson's infamous "Juiced" prank show is back in the spotlight, and The Fighter and The Kid react to some of the wildest footage and stories surrounding the controversial project.Brendan and Bryan also get into the latest UFC fight talk surrounding Ian Garry and Islam Makhachev, the bizarre world of illegal exotic animal trafficking, expensive reptiles, a viral assault video, Coca-Cola's controversial personalized-can controversy, Stephen A. Smith's criticism of COVID-era policies, Clay Travis' $10 million WNBA challenge, and a mechanic caught allegedly taking apart a customer's engine.The guys also react to Brendan's Scrub Daddy commercial, the growing world of AI companion robots, and plenty of classic TFATK tangents along the way.Subscribe for more episodes of The Fighter and The Kid.Paka - To grab your PAKA hoodie, go to http://pakaapparel.com/. That's http://pakaapparel.com/DraftKings - New DraftKings customers, sign up with code FIGHTER spend five bucks to get one hundred fifty in rewards within 14 days, includes all markets. That's code FIGHTER.Momentus - If you want to try Momentous Signature Spec Creatine, head to https://www.livemomentous.com/ and use code FATK for up to 35% off your entire first orderO'Reilly - https://oreillyauto.com/FIGHTERProgressive - https://www.progressive.com/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

What makes a brand worth betting on? Ken Sadowsky, affectionately known as "The Beverage Whisperer," returns to Taste Radio with a sharp look at where the biggest opportunities — and potential pitfalls — are emerging across the beverage category.  A senior advisor at Verlinvest, board director at Vita Coco and Icelandic Glacial, and early-stage investor in several emerging beverage brands, Ken explains why coconut water still has plenty of runway, what founders can learn from playing the long game, and why he believes colostrum could represent the next big functional beverage opportunity. Ken also shares his perspective on the rise of caffeine-free energy, hydration, matcha, protein and functional beverages. He also offers candid takes on celebrity-backed brands, flavor versus function, packaging, category positioning and the question he asks when evaluating any new beverage. Show notes: 0:20: Ken Sadowsky, Sr. Advisor, Verlinvest – Ken kicks things off by praising his beloved Red Sox before sharing his perspective on why coconut water has quietly become one of beverage's fastest-growing categories. He explains how strategic decisions by major beverage companies can temporarily shape retailer perceptions of an entire category, and why occasion- and benefit-based shopping may increasingly blur traditional category lines, particularly in smaller-format stores. Ken also discusses several emerging brands in his investment portfolio, including Rite, a caffeine-free energy drink powered by ketones and paraxanthine, and Leisure Hydration, which he sees as a function-first product with a more relaxed approach to hydration. He and Ray also evaluate products from Stillers, Yass, Gimber, Fizzin Protein and Grind. At the heart of Ken's philosophy is a simple question: Why will a consumer buy the product again? While functional benefits can drive trial, he argues that taste remains critical to repeat purchase in most categories. For founders, he emphasizes the importance of spending time in stores, studying the competitive set and allowing consumers to determine where a product belongs rather than relying too heavily on conventional category definitions. Ken also weighs in on celebrity-backed brands, arguing that celebrity involvement can drive discovery but is far more powerful when the celebrity genuinely invests in and believes in the business. He reflects on the extraordinary velocity of beverages compared with other CPG categories and explains why he often asks if a brand has the potential to sell a billion cans. Brands in this episode: Vita Coco, Harmless Harvest, Zico, Gatorade, Red Bull, Monster Energy, Celsius, Rite Energy, Parch, Subourbon Life, Ponyboy Slings, MOTH Cocktails, Spikedade, Super Lyte, Yass, Orange Toucan, Leisure Hydration, Spindrift, Coca-Cola, Neau Water, Eatyx, Oshee, Stiller's, Gimber, Vitaminwater, Pirate's Booty, AriZona Beverages, Ancient Nutrition, Fair Life, Fizzen Protein, Protein Pop, Grind, Onyx Coffee, Donpon Energy  

In this episode of The Career Refresh, Jill Griffin breaks down the hidden cost of comparison at work—and how to replace assumptions with evidence-based clarity. Also in this episode:Learn how your brain fills in the blanks with fearHow confirmation bias can derail trustJill shares practical tools to help you lead with facts, regulate your thoughts, and stay grounded under pressure.You'll walk away knowing how to stop unhealthy comparison, build emotional steadiness, and lead with consistent, trusted confidence. Support the showJill Griffin, is a leadership strategist, executive coach, and host of The Career Refresh. She works with senior leaders to navigate complexity, strengthen teams, and lead with greater clarity and intention.With 20+ years of experience at companies like Coca-Cola, Microsoft, Hilton, and Martha Stewart, Jill brings a practical, real-world lens to leadership, decision-making, and career strategy. Visit GriffinMethod.com to learn more about working together:The Next Era Leader An 12-week cohort for women leaders ready to expand their capacity and lead through complexity with clarity and intentionExecutive Coaching & Leadership Advisory 1:1 strategic partnership for leaders navigating growth, transition, and what's nextConnect with Jill for Leadership Development for Organizations and Speaking & WorkshopsInstagram: @JillGriffinOffical

Jose Martinez, Global Chief Data Officer at Coca-Cola FEMSA, says customers don't experience an AI system's mistake as a data problem — they experience it as a company that doesn't know them. Recorded live at Ai4 at the Venetian in Las Vegas, he and Greg Kihlström get into what has to be true underneath before AI systems can act on your data at all.A data foundation AI can act on is a different thing from one that produces reports. Martinez on what actually separates the two, and why a company can have working dashboards and still not have the foundation an automated decision requires.Across many markets and millions of points of sale, consistency is the constraint — not speed. Agility isn't really about moving faster; it's being able to change repeatedly without the company starting to contradict itself. Martinez on what keeps decisions consistent as more of them get automated.Foundational data work has to be justified without a campaign-shaped payoff. How to make the case internally when the return doesn't show up as a lift number, and what enterprise leaders can use instead.About Jose MartinezJose De Jesus Martinez Camara, MS, PMP, is an innovative executive currently serving as the Global Chief Data Officer at Coca-Cola FEMSA. Previously, he served as the Americas Head of Data & Analytics at Nissan North America for Finance, with a dual track record as well as Chief Information Officer.With over 20 years of experience driving organizational excellence, Jose specializes in managing complex IT portfolios and commercializing technology products across the consumer goods, automotive, finance, entertainment, and consultancy sectors. He is a visionary professional known for aligning technology initiatives with long-term business objectives and fostering Agile and DevOps cultures.In his current global role at Coca-Cola FEMSA, he leads the enterprise data strategy, governance, and advanced analytics capabilities to drive digital transformation and value creation at scale. Prior to this, as Americas Head of Data & Analytics for Nissan Finance, Jose oversaw the data landscape across Mexico, Canada, and the United States, ensuring strategic alignment with corporate needs. Jose Martinez on LinkedIn---------- Resources ----------Coca-Cola FEMSAThe Agile Brand podcast is brought to you by TEKsystems.We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save!Reach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit!Chaser is the only Slack-native project management platform that helps teams turn messages into tracked tasks, automate follow-ups, and maintain team-wide visibility, without adopting another tool. Now integrated with Claude and other GenAI tools. Learn more at trychaser.com and use code AGILEBRAND for a 3-month free trial (normal trial is 14 days).The most influential minds in software, AI, and engineering leadership will be at WeAreDevelopers World Congress North America, September 23-25 in San Jose.Start building your own apps with Replit and get $20 off.Enjoyed the show? Tell us more at and give us a rating so others can find the show.Connect with Greg on LinkedInDon't miss a thing: get the latest episodes, sign up for our newsletter and more.Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology.The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. Hosted on Acast. See acast.com/privacy for more information.

A meteorologist blooper, Coca-Cola is under fire for a viral video, a man blames Tesla auto-pilot for his speeding ticket, two children crash a car, a woman melts down at a pizza place, O.J. Simpson prank TV show clips, This Week in Florida, a street takeover gone wrong, the Coderino's greatest invention and so much more!

A meteorologist blooper, Coca-Cola is under fire for a viral video, a man blames Tesla auto-pilot for his speeding ticket, two children crash a car, a woman melts down at a pizza place, O.J. Simpson prank TV show clips, This Week in Florida, a street takeover gone wrong, the Coderino's greatest invention and so much more!See omnystudio.com/listener for privacy information.

Kimmer welcomes Neal Boortz for a wide-ranging conversation covering elk riding in the Rockies, UFOs, ghostly encounters, travel adventures, Iran and the Middle East, and Neil’s new motor coach. Plus, Flounder’s birthday, Coca-Cola controversy, a shocking Ohio crime story, and plenty of Friday fun.

Daniel Suárez and Julia Piquet take over the podcast for a special episode of Bless Your 'Hardt. They're filling in for Amy and Dale while they're on vacation in Costa Rica. With Julia just six weeks away from her due date, the two talk about getting ready for their first baby. They discuss their 50-person baby shower, keeping the baby's gender a surprise, and the baby names they've had picked out for years. But don't get your hopes up... it's a secret. They also settle a few important debates, including exactly when Daniel should actually start cooking at the barbecue. Daniel and Julia look back at their relationship, from first meeting through Julia's brother Nelson in 2012 to dating, moving in together, getting engaged and eventually getting married. Plus, Daniel opens up about the emotional significance of winning the Coca-Cola 600 with his new team and what the victory meant to everyone involved. Then, they wrap things up with Ask Julia & Daniel. They answer questions about diaper duty, life away from racing, what they miss from home, who said “I love you” first, and what happens if Julia goes into labor on a race weekend. It's a candid look at life, racing and getting ready for a whole new chapter for the Suárez family. Check out Dirty Mo Media on YouTube: https://www.youtube.com/@DirtyMoMedia Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.