Podcasts about Competition

Cat & Cloud Podcast  Cat & Cloud Coffee www.catandcloud.com/ Finding Joy in Every Season of Work: Part I – Ep #440 Summary In this episode, Chris and Jared (plus Casey) reflect on the early days that pulled us into specialty coffee and how those experiences shaped the work we're still doing today. From skateboarding friendships and barista competitions to building cafés and leading teams, we talk about how the things that bring joy evolve over time. As careers grow and responsibilities expand, the work changes—and sometimes the parts you loved most become harder to hold onto. We explore the idea that every season of life and business brings different sources of meaning, and that part of the real work is finding the through lines that keep the joy alive. This conversation looks back at where it all started while asking an ongoing question: how do you stay connected to the things that made you love the work in the first place? Chapters 00:00 – Missing the Old Days: Skate Culture, Community, and the Idea of “a Place”
 05:00 – What Attracted you to Coffee and the Industry?
 10:30 – Origin and Drive Around Being a Competitive Barista
 15:00 – Competition, Connection, and Energy
 20:00 – Competitions as a Frontier of New Ideas, and Judging 27:10 -- Barista Origins and Attitudes in the Business DNA Today
 31:00 – Competition and Competition Evolution 38:00 – Transitioning to Career Focus 40:45 – Moving Forward and End of Part 1 Cat & Cloud: Instagram www.instagram.com/catcloudcoffee/ Webstore www.catandcloud.com/ Roasters Choice Subscription www.catandcloud.com/collections/subscriptions Wholesale Partners! Interested in serving our coffee at your business? Learn more about our Partner Program https://catandcloud.com/wholesale Cat & Cloud Coffee was founded in 2016 by three friends who believe experiences and connections shape our lives. Former barista champions and lifelong coffee professionals, they envisioned a better way to do business and set out to create a values-driven organization that put culture first. Our mission is to inspire connection by creating memorable experiences. Whether it's with guests in our 4 retail locations in Santa Cruz, our team members, or our wholesale partners across the country, we strive to leave everyone better than we found them.  The Cat & Cloud Podcast is a space for us to share our experiences and adventures in coffee and business in hopes of inspiring more people to create culture and values-driven organizations.  Hosted by Chris Baca and Jared Truby Produced by Casey Ryan March 2026

Send a textIn this episode of the FitBody Lifestyle Podcast, Hana DeVore breaks down how elite competition strategies can be translated into sustainable, real-life success. The conversation reframes fitness away from flashy stage moments and toward long-term lifestyle execution built on trust, consistency, and clarity.Hana explains the coach's role in filtering noise, guiding clients through corrective phases, and resisting the pull of constant “more.” The episode addresses why jumping between fads erodes progress, how foundational concepts like macros should be understood—not chased—and why lifestyle transformation often requires confronting uncomfortable but correctable realities.This episode is designed for anyone seeking lasting results through disciplined coaching, informed decision-making, and a mindset focused on sustainability over extremes.Hana DeVore is a Lifestyle and Competition Coach who will be celebrating her 10th year with FitBody Fusion this June 2024. She is a former Food Industry Marketing Executive with extensive knowledge of nutrition and macros, as well as experience in balancing bodybuilding with career and travel. She is J3U certified and currently studying for her NASM-CNC certification. https://www.instagram.com/hana_devore/https://www.facebook.com/hanadevorefitness/http://fitbodyfusion.comWelcome to FitBody Lifestyle the podcast hosted by Jami and Greg DeBernard! Join us as we explore the multifaceted world of fitness, health, business, relationships, and the art of leading a well-rounded life. Whether you're pumping iron at the gym, grinding in your entrepreneurial endeavors, or simply striving for balance in your daily routine, you've landed in the right spot.In each episode, we'll embark on enlightening discussions, provide you with actionable tips, and share inspiring stories that touch on every aspect of your journey towards a healthier, more fulfilling life. We'll cover everything from fitness tips to expert guidance on nutrition, and effective weight loss strategies. Dive deep with us into topics like strength training for both body and mind, fostering cardiovascular health, and discovering the harmony between your daily lifestyle and your personal well-being. We're here to help you unlock your full potential, empowering you to transform your mind, body, and overall life. Connect With Us:https://www.fitbodylifestylepodcast.com/https://www.fitbodyfusion.com/https://www.instagram.com/jamidebernard/https://www.instagram.com/fbf_papa_bear/https://...

A satirical look at how solar energy aligns with conservative values like energy independence, national security, and free-market competition. Sean White reframes renewable energy through a Republican lens, emphasizing self-reliance, lower costs, and freedom from utility monopolies rather than environmental concerns. The message: solar isn't partisan, and there's more common ground than you'd think.   Topics Covered God bless America! Independence Grid is a commie No shared electricity with democrats Not depending on Gavin Newsom's grid Utilities are the Deep State High voltage wires cause EMFs and mess with you (RFK) Market Competition Property Rights National Security Individual Liberty Lower Electric Bills ROI: It offers a predictable, solid return on investment. Job Creation: The solar industry creates more jobs per unit of energy than fossil fuels. Reduced Inflation: Solar acts as a hedge against rising utility rates. Market Competition: It forces monopoly utilities to compete for customers. Private Sector Innovation: The industry is driven by entrepreneurs, not government bureaucrats. Lower Taxes: More efficient local energy production can lower the municipal tax burden for powering schools and public buildings. Business Overhead: It helps small businesses reduce operating costs, improving margins. Grid Efficiency: Distributed solar reduces the need for expensive transmission line upgrades that ratepayers cover. Fixed Costs: Once installed, the "fuel" (sunlight) is free forever; no price shocks. Land Lease Revenue: Farmers can lease unused land for solar farms, saving the family farm. Reduced Grid Congestion: It produces power right where it's used, saving the system money. Avoided Fuel Costs: It keeps money in the local economy rather than sending it to out-of-state fuel providers, like Saudi Arabia No Foreign Oil: Sunlight is domestic; we don't have to import it from hostile nations. Military Readiness: Solar allows forward operating bases to function without dangerous fuel supply convoys. Grid Resilience: Distributed solar makes the grid harder for terrorists or hackers to take down in one swoop. Disaster Recovery: Solar + battery systems keep power on during hurricanes and storms. Energy Dominance: Developing superior solar tech keeps the U.S. ahead of China. Decentralization: A decentralized grid is a harder target than a centralized one. Backup Power: It provides security for families during grid failures (like the Texas freeze). Strategic Reserves: Using solar allows us to save oil and gas reserves for tactical military needs. No Embargoes: You can't embargo the sun. No OPEC Energy Freedom: The right to generate your own power is a fundamental property right. Off-Grid Living: It enables the ultimate libertarian dream of living disconnected from the system. Anti-Monopoly: It breaks the stranglehold of state-sanctioned utility monopolies. Choice: It gives consumers a choice other than the single utility provider. Self-Reliance: It encourages personal responsibility for one's own needs. Protection From Bureaucracy: You are less beholden to utility commission decisions. No Eminent Domain: Rooftop solar doesn't require seizing private land for pipelines. Privacy: Generating your own power reduces the data utilities collect on your usage habits. Voluntary Association: Community solar allows people to voluntarily pool resources without government mandates. How about a Republican-only solar cooperative, no blue electrons Individualism: My roof, my power, my rules. Avoiding Rationing: Self-generation protects you from government-imposed rolling blackouts. (electrical bread line) Stewardship: It aligns with the biblical mandate to be good stewards of the Earth. Clean Air: It reduces smog and pollution, which is pro-life and pro-health. Countering the Left: Embracing solar takes the issue away from Democrats. Electric Fencing: Essential for ranchers managing livestock. Water Pumping: Solar well pumps are a lifeline for cattle ranchers. Silent Operation: Great for hunting cabins and retreats. (Sneak up on that deer meal) Preppers: The ultimate survivalist energy source. Libertarians: Decentralized and anti-state monopoly. Fiscal Hawks: Lowest cost of energy in many markets. Tech Conservatives: Represent innovation and modernization. (Winning the AI war) Legacy: Leaving a self-sufficient home to your children. Competition with China: We shouldn't let them own the future of energy. Freedom: Ultimately, it gives you the power to tell the power company to shove it.   Learn more at www.solarSEAN.com and be sure to get NABCEP certified by taking Sean's classes at www.heatspring.com/sean  

This episode is a replay from The Existential Stoic library. Enjoy! Do you compare yourself to others? Does it always seem like other people are doing better, living better, than you? Who should you compare yourself to? In this episode, Danny and Randy discuss self-worth and making healthy comparisons.Subscribe to ESP's YouTube Channel! Thanks for listening!  Do you have a question you want answered in a future episode? If so, send your question to: existentialstoic@protonmail.com

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Host: Ben Criddle (@criddlebenjamin) and Co-Host: (ronthe3manweav)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Tait Fletcher on Jiu-Jitsu, Truth, Persistence, and Healing Pete Deeley interviews Professor Tait Fletcher about how combat sports shaped his life and character. Fletcher traces his path from Dog Brothers stick fighting to early Jiu Jitsu training in the 1990s, learning from figures including Arlan Sanford, Amal Easton, later also receiving a black belt from Eddie Bravo. He describes competing widely, fighting in MMA, training with notable fighters, and appearing on The Ultimate Fighter Season 3, emphasizing Eddie Bravo's systematic coaching. The conversation focuses on jiu-jitsu as a source of truth, humility, community, and accelerated learning, stating that teammates improve together through generosity rather than ego. Fletcher discusses plateaus, staying the course, finding joy in training, and how a severe head injury in 2019 led him to rely on Jiu Jitsu, discipline, curiosity, and community to recover and re-engage with life, advocating responsibility, eliminating complaints, and consistent action toward one's destiny. 00:00 Welcome and Introduction 00:50 Why Combat Sports 02:04 Dog Brothers to Groundwork 03:54 Early BJJ and First Coaches 05:08 Competition and Breakthroughs 06:16 Black Belts and LA Move 09:55 Jiu Jitsu Shaves Time 11:02 Truth and Gym Culture 15:57 Ego Checks and Mentors 25:09 Injury Recovery and Resilience 28:24 Curiosity and Healing Forward 30:45 Act Reflect Repeat 32:04 Life Is A Beta Test 32:26 Jiu Jitsu Finds The Path 33:02 The Artist Roadmap 35:32 Create For Yourself 36:37 Stay Ready For Opportunity 37:42 Curiosity Meets Faith 40:16 Suffer Well In Training 44:37 Resist Complaining 47:18 Move A Muscle 49:02 Everyone Is An Artist 53:20 Jiu Jitsu And Presence 55:29 Grandparent Presence Lessons 01:00:46 Gratitude And Goodbye

Host Tye Morgan explores the enduring legacy of Michael Phelps in this week's Biography Flash, highlighting how his 2009 American Record in the men's 200 butterfly—set at 1:51.51—still stands nearly two decades later and remains the benchmark at major competitions like the 2026 Pro Swim Series in Westmont. Even in quieter news cycles, Phelps's towering achievements and candid advocacy for mental health continue to define what excellence means in swimming and beyond.Loved this episode? Discover more original shows from the Quiet Please Network at QuietPlease.ai, explore our curated favorites here amzn.to/42YoQGI, and catch just a slice of our AI hosts in action on Instagram at instagram.com/claredelish and YouTube at youtube.com/@DIYHOMEGARDENTVThis content was created in partnership and with the help of Artificial Intelligence AI

Cristina Alexander, Herc Gomez, and Mauricio Pedroza start this episode by reacting to what the USMNT head coach said on the US Soccer Podcast and question whether competition is raising the USMNT's level. Then, they discuss the wider effect Pellegrino Matarazzo will have on coaching now that he is the first American coach to reach a major cup final in Europe's top 5 leagues. Next, they talk about Antoine Griezmann's cancelled move to Orlando City. Later, they react to the news that Tyler Adams is linked to big Premier League clubs and that Leagues Cup matches will be held in Mexico for the first time. Finally, they run it back! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's tip features Dressage Radio Show co-hosts Reese & Megan with some great tips on making competition days more success and less stress. This episode is brought to you by Sentinel Horse Nutrition.Host: Coach JennSponsored by: Sentinel Horse NutritionLearn More at www.FeedSentinel.com/podcastTodays contributor: Dressage Radio Show, official podcast of the USDF

Naomi O'Leary and Cormac McQuinn join Hugh Linehan to look back on the week in politics:· After six days of US-Israeli attacks on Iran, the conflict is escalating and has spread to Lebanon which has experienced sustained airstrikes from Israel. Iran has vowed to continue targeting Gulf countries having fired missile and drone attacks into Kuwait, Qatar, Saudi Arabia and Bahrain. The US has entered into a conflict with no clear focus or potential resolution. Trump's demands on social media for an ‘unconditional surrender' from Iran seem like wishful thinking at this point.· Irish consumers are already feeling the consequences of the conflict in the Middle East as the average cost of 500 litres of home heating oil was put at just under €800 on Thursday, an increase of nearly 60 per cent in less than a week. The Government was quick to react, asking the Competition and Consumer Protection Commission (CCPC) to launch an immediate investigation of domestic suppliers here.· And research into last year's presidential election by the Electoral Commission threw up some interesting results, not least that almost half of those who spoiled their vote, more than 12 per cent of the total ballot, did so because they didn't like any of the candidates. Plus, the panel picks their favourite Irish Times pieces of the week:· Horse manure sparks tension in the Liberties, mobile phones can be ageing over time, and does an arts degree retain any value these days?Would you like to receive daily insights into world events delivered to your inbox? Sign up for Denis Staunton's Global Briefing newsletter here: irishtimes.com/newsletters/global-briefing/ Hosted on Acast. See acast.com/privacy for more information.

One team's absurd problem could be the perfect path to a White Sox trade. The infield has many high level prospects set to join it over the next few years. Competition will push everyone to be better, and we're taking a look at how it could likely turn out. Video version now available on YouTube! Chris Lanuti and Ed Siebert sit at a basement bar on the South Side of Chicago to discuss their favorite team - The Chicago White Sox in a podcast "For Fans, By Fans!" Listen. Subscribe. Share. The $1000 Guest Bounty brought to you by Cork & Kerry At The Park gives you a chance to win $1000. SUBSCRIBE NOW​ on Apple Podcasts, Spotify, everywhere podcasts can be found and always at SoxInTheBasement.com!

Private space developer Vast just announced a $500 million fundraising round to keep developing private space stations that could replace the ISS once it is retired. Vast CEO Max Haot joins Morgan Brennan to discuss the startup's first significant investment round, why Vast is the right choice to replace the ISS, what he expects data centers in space to look like, and more. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Cristina Alexander, Herc Gomez, and Mauricio Pedroza start this episode by reacting to what the USMNT head coach said on the US Soccer Podcast and question whether competition is raising the USMNT's level. Then, they discuss the wider effect Pellegrino Matarazzo will have on coaching now that he is the first American coach to reach a major cup final in Europe's top 5 leagues. Next, they talk about Antoine Griezmann's cancelled move to Orlando City. Later, they react to the news that Tyler Adams is linked to big Premier League clubs and that Leagues Cup matches will be held in Mexico for the first time. Finally, they run it back! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's tip features Dressage Radio Show co-hosts Reese & Megan with some great tips on making competition days more success and less stress. This episode is brought to you by Sentinel Horse Nutrition.Host: Coach JennSponsored by: Sentinel Horse NutritionLearn More at www.FeedSentinel.com/podcastTodays contributor: Dressage Radio Show, official podcast of the USDF

On today's episode, we're sharing our results from the Pellet Grill Challenge, as well as, diving deep into our most recent recipes!

Logan McKnight is the founder of GoodKnight Consulting and a strategic advisor to MedTech executives navigating growth, leadership challenges, and operational complexity. Logan shares her nearly 20-year journey from pre-med to neuromonitoring technologist to CEO, and explains why she now focuses on helping leaders build teams that scale without sacrificing culture or burning out. She discusses lessons learned managing remote surgical service teams, why “simple scales,” and how mission, vision, and values enable better decisions and hiring beyond gut instinct.  Guest links: https://www.goodknightconsulting.net/ Charity supported: ASPCA Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 075 - Logan McKnight [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I am delighted to welcome Logan McKnight. Logan is the founder of GoodKnight Consulting and a strategic advisor to MedTech executives navigating growth, leadership challenges and operational complexity. With nearly 20 years in neuromonitoring and surgical services, including experience as a CEO, VP of Operations and business development leader, Logan brings an experienced perspective to executive leadership. She works with directors, VPs, and C-suite leaders to build teams that can scale without sacrificing culture or burning out. Well, welcome to the show, Logan. I'm so glad to speak with you today, and thank you so much for being here. [00:01:34] Logan McKnight: Yeah, it's great to be here. I appreciate you inviting me. [00:01:36] Lindsey Dinneen: Of course. I'd love if you wouldn't mind starting off by sharing just a little bit about yourself, your background, and what led you to MedTech. [00:01:45] Logan McKnight: Of course. Yeah. So my name is Logan McKnight and I have been in medtech for almost the last 20 years. And I think my journey, I, a lot of people have a very similar like origin story of haphazardly finding their way into medtech. I was pre-med in college. I wanted to go into veterinary school and I think I panicked honestly last minute, not really wanting to go. I interned under vet who basically dissuaded me from doing all the work of vet school and said go to med school. And feeling a little lost, I found my way to medtech, particularly neural monitoring, which was a field, pretty niche, but basically I got trained by a company to go in and run equipment and monitor patient's nervous systems during surgery. And to me, just having my bachelor's degree and having that level of impact and being able to jump right into patient care without having to go to more, you know, years and years of schooling was right up my alley and it's been such a wild ride. You know, I was a technologist and then I became a manager and then VP of development of business development, and head of contracting. And then I went over to a small company where I was the vice president of the whole company, and then eventually CEO, and now I'm consulting for medtech companies. So it's been a really fun journey that I didn't plan at all. [00:03:06] Lindsey Dinneen: Yeah. Okay. Well, excellent. And that brings up so many questions, but to start, so you were thinking originally you might wanna be a vet. Do you have you know, like, did you grow up with animals? Did you just have an amazing love for them? Where did that come from? [00:03:23] Logan McKnight: You know, honestly, I think I would've had way more animals, but my parents were a lot more reasonable than I was. So we just had the regular pets, but I grew up like horseback riding and in the Midwest, in Ohio. So I was around a lot of farm animals and things like that and I was part of like FFA and horticulture. So future Farmers of America. And I actually was really interested in large animals because I didn't wanna deal with people, I didn't wanna deal with people or their pets. So, and you know, and so that was what panicked me about med school was like the whole plan was veterinary school was to avoid the people part. And then I found through medtech you know, neuromonitoring and surgery where my patients are asleep. And so I still got to do all the things that I love, like providing impact, but then, you know, not having to worry about, I guess all for me I just had my head like all the challenges and complications that deal dealing with patients that I thought would make my job and life really difficult. So it's been really fun to kind of focus on just like the care and how to move things forward and explore this big, wide open space of how to impact people's lives in surgery. [00:04:31] Lindsey Dinneen: Yeah. And you know what's interesting about that too is, though, I think it sounds like throughout your, though, as you've, you know, gone from technologist and then you've had all of these amazing career changes and growth basically. It sounds like, you know, you have developed though your own kind of leadership style, so even though maybe originally you weren't sure about dealing with people, so to speak, you've actually excelled at it. So I'm curious how that has evolved for you in creating and managing teams. [00:05:03] Logan McKnight: Yeah. You know, it's interesting. I think like initially I was trying to control all these variables before I got into leadership in people, and then realized like you can't do that once you get to actually working with people. And once you almost like acknowledge and recognize, you can't control that but there's some beauty in that of you just allow for what you allow and then you know, you have to give people the ability to function like at their level. And you create the parameters. But other than that, like some magic happens when you don't try to control every single thing. And I see so many, especially new managers, you know, being like, "I need to control everything." And they're wondering why they're exhausted or their team's not respecting them. And it's like, gotta let go, gotta let go of the wheel a little bit. So, you know, I think those are some lessons and sometimes they just come with time and experience. [00:05:55] Lindsey Dinneen: Yeah, absolutely. Yeah. So, when you started, well, let's go back to the beg, maybe it's kind of at the beginning of your career. What are some things that you learned as a technologist and as you were growing within the hospital systems themselves, that contributed to basically where you would become now to become an entrepreneur and all of that. [00:06:21] Logan McKnight: Yeah, I mean, I will be very honest, and this is not meant to be a dig at anybody who I'd worked with or any boss. But I just, I went to work for a private company and we went and we were almost like hired mercenaries. So we would go to like, you know, every day I was in a different hospital. I didn't know my schedule till the night before. I rarely saw my manager and, you know, rarely saw other members of my team and it really felt like I was very isolated and alone. And it added to my burnout and also feeling like I didn't have anyone watch, like looking out for me and my back as a younger employee. And I realized there was so much room for improvement there in how you manage a team remotely. And so I think I, I just like mentally I was a psychology major before I switched to pre-med, and so I think like the, like human brain, because I was, you know, neuroscience, but like psychology, I think is so fascinating to me and the way people tick and what makes them tick. And I, I'm a big believer if you can figure out the way people tick, you can unlock so many things in the world and like you can, you know, you can be the most brilliant person, but if you can't communicate effectively, if you can't manage a team, you're really not gonna take things to the next level because you're not gonna activate those people around you to perform and get something done. So I feel like it was a case study for me to kind of watch like these managers and struggle and I'm like, "Ah, that's what I'm not going to do." [00:07:47] Lindsey Dinneen: Yes. Yeah. Sometimes learning from examples that maybe you wish you didn't have to learn from though can be the best teachers and actually serve your, you know, your own leadership style and your people that you end up getting to influence. It actually does help in the long term, but so. [00:08:06] Logan McKnight: Totally. [00:08:07] Lindsey Dinneen: So when you started GoodKnight Consulting, what was the impetus for that? I mean, you'd had this you've had this amazing career so far. You're ready kind of just for the next step or what sparked that? [00:08:19] Logan McKnight: You know, it's interesting, I stepped down from my CEO position 'cause I was feeling, I was running a neuromonitoring service company in the Pacific Northwest. We also had a professional services arm with neurologists. And then I had a medical billing company that I was running and we did mostly out of network billing. And then we also started a company in India right before COVID. So by 2023, I was fried, I was very burnt out in the way that I felt like I was busy all the time, but not really having the same impact I used to have. I think a lot of that was like I, I got more involved on the litigious side of running a company and then also the medical billing side really takes it out of you. So the thing I enjoyed was the coaching and the mentoring, and once I took a little bit of a step back and thought about what would I do every day for free? You know, like, what would I just love to do? And the reality was coaching other leaders, especially one like scratched my itch for helping people and provide and like, impact, which I realize is my biggest driver is like, how do I impact the most people and walk away with, you know, my life feeling like I've touched people in a positive way, and I think that's, you know, my, my driving force. So that's kind of why I started. And I started honestly just trying to go to leaders individually and offer some webinars and some one-on-one coaching. And then I really realized working with companies actually is the best way to go about this because you get ownership and leadership that's totally aligned and they want that support for their leaders. And then, it's so much easier to see the impact spread throughout an organization, so that's been really cool, is to be this outside force driving an owner or an executive's vision of what they want their company or the team to be. [00:10:07] Lindsey Dinneen: Yeah, and I noticed when I was reading a little bit more about the company, one of the things that I thought was really interesting is you talk about there, this is not just let's say leadership or mindset coaching or something like that, although that is very important as well. It is also about the business strategy. And you talk a lot about, you know, you've been in the position to understand how much, of course, revenue matters. You ha you have to, you know, make sure that's a strong, you know, foundation for the business. So, so how do you balance the two when you work with clients? [00:10:45] Logan McKnight: Yeah, no, that's a great question. I think every client is unique. I have found that just stripping away-- actually with something I, a blog post I was working on today and something I posted on LinkedIn, and it's something I find myself saying to founders and owner operators all the time-- simple scales. And I think, you know, what ends up happening is a lot of times you get this great idea for a product, a service, a company, and you just go. And you don't sometimes sit down and create like the true mission or the vision and like the values of the company. And it's really hard for owner operators and people who are in startup land and you know, small businesses to pause and do that, especially if they've been going for a few years 'cause you know, it's like, "Well, I've been operating without this stuff. It's totally fine." The reality is it's so much easier to grow and scale and also to gut check yourself when you're making decisions and being like "This is the right call because this aligns with our mission and our vision for the company or our growth initiatives for this year. And then it aligns with my values. I feel good about this decision and I can communicate it to people I hire. So I trust those people." And like that's what scales is, the trust and people having like the unified mission and vision and values and like, I know it sounds a little touchy feely, but the reality is like that's actually what I feel like I end up centering owners and operators on. It's less about the minutia and the details and more about like, does this make sense with where you wanna go and the way you, and the way you wanna get there. [00:12:21] Lindsey Dinneen: Yeah. Yeah, exactly. Okay. Yeah, I really like that. And with the emphasis on the unified team in terms of, you know, we don't all have to view life exactly the same, but we need to be aligned, at least with our mission and values and things like that. What do you find are some of the best practices when it comes to building out a team? And on the flip side, what are some things that maybe are common or that feel like they would be good practices, but in reality might not be. Like, what are some lessons learned, I suppose, on both sides? [00:12:56] Logan McKnight: Yeah. I mean, I think, I'll be honest, I think a lot of owners and maybe leaders who've been in their position for a while, like, like there-- I was talking to somebody else about this, about your gut feeling and like, go with your gut and trust me. I was a big go with my gut leader especially as a CEO, but like that doesn't scale because you have to be able to verbalize like, what are the things you're looking for? Why did you pick this person? And so at the end of the day you know, I had a policy when I was probably right, became, when I became a CEO that I needed to like approve after a couple not so great hires, I needed to approve every hire. And like the reality is that's not realistic, that's not gonna scale as you grow. And so I just needed to create the, this is what we're looking for like, you know, we're hiring for attitude. We can train the aptitude, we can train the technical depending on what the job is. But, you know, here's what we're really looking for, is a good fit for the company and the culture. And then, because once I had people who I knew really got that and saw the vision, I knew they were gonna make the right choices. And so I didn't feel like I had to. Be the one making that decision, I could scale it and help, you know, allow my team to hire for the people in the places that they needed and saw. [00:14:09] Lindsey Dinneen: Yeah. Okay. Yeah, I really like that. So, one thing that I thought was interesting, especially so on your LinkedIn profiles, I was, you know, enjoying reading more about you and some of the things you've done. But you had mentioned that sometimes there's a trade off between hitting targets and then you're burning out your team for the opposite. You're protecting your team, but then you're not hitting your targets. Could you speak a little bit more about that and how you help companies sort of overcome that challenge. [00:14:40] Logan McKnight: No, and I mean, I think it's like, I equate like, I think when I first became a leader, you know, talking about how my viewed my other leaders maybe know what not to do, I definitely swung the pendulum too far the other direction when I first started. And I was way too, I don't know, I was way too, all the things I didn't get. And so two, like checking in with my team, "How are you doing?" Not wanting to delegate work to them and doing these things because you know, and so I realized there's you, I think that's like an initial thing a lot of leaders go through is that shift. It's when you get stuck in the one extreme or the other and you don't really find your good at equilibrium, that it's really hard to sustain. And I think it's really important to find your equilibrium of, like, "This drives us to hit quota. This drives us to get our metrics and to for success. And then it does it in a sustainable way that our team's gonna stay." Because to me, like, sustainable. I kind of was thinking about my values even this morning and I'm like, I think fun is really one of my values like, I want to really enjoy like not just my personal life, but my professional life, and I think your job, your company, all of those things is a lot more fun when it's sustainable, right, when you're like exhausted. So finding a way for it to be sustainable for your team, for, you know, and everyone likes to win. Like it's fun to hit quota. It's fun to like crush your metrics and celebrate. So it, how do you know, make that sustainable and fun? And I think that's like a long-term success or recipe for success with a company. [00:16:15] Lindsey Dinneen: Yeah. Yeah. Well, and you know, it's so interesting 'cause actually this has come up a couple of times recently on the podcast is the sort of core value of fun and how much that does actually transform people's experience with the company. And you know, because inevitably you're gonna have those days that are just really tough and hard. And so being able to though have a culture of fun and joy is, it does make a difference. Yeah. [00:16:42] Logan McKnight: No, for sure. I remember when I first started working in surgery and someone asked me, they're like, "Oh, is it like Grey's Anatomy?" And, you know, and I'm like, "It's not nearly as like sexy. Like there's no, you know, doctors in closets and whatever." The, I, it's actually more like the show Scrubs and the reality is, and people are like, "Oh, that seems like goofy and comedy." I'm like, "I know." But the, I think the reality is we view in like healthcare and medtech of like this, you know, taking care of patients, a serious job. We're talking to surgeons. But for anybody who's really good at their job, like, you know, you see, especially in surgery in these high stakes environments, like it's actually the best rooms to be in are a lot of fun because you rely on your team, you know everyone's gonna do well, or you know their job well. If shit hits the fan, the tone changes and you can trust that. But I think because you trust your team. It's fun, you know, in more moments than not because there's just so much trust that when things get serious, people will speak up and it's safe. I think you like when you're psychologically safe, it's enjoyable, it's fun, and you also feel like you can speak up when you say something wrong. And I feel like those are the healthiest like work dynamics, both in healthcare then, especially in medtech when you're putting a product out there, like you want somebody to say something if they see a problem with your product before it goes to market, right? [00:18:05] Lindsey Dinneen: Well, and I love that. I love that perspective too of, you're absolutely right, healthcare, medical devices, it is it is serious by nature and it should be like, we should take our jobs seriously. But at the same times, if we could not maybe take ourselves as seriously and, you know, and infuse the fun and it does help also I think dissipate some of that-- well, some of the really hard, you know, again, those days that are tough it helps to be able to say, you know, take a step back and go, you know what, "It's yes, and." [00:18:37] Logan McKnight: Right. A hundred percent. Yeah. It adds a little like, like brevity to those se really serious moments to be able to feel. You know, and I think that at the end of the day, like you being in whatever place whatever your place is in healthcare, in medtech, like whatever role you're playing, like you are helping advance the field, you're helping patient care. And I think always keeping that in mind, even on like the tough days, like you're advancing something in a good way keeps you centered on like your why and drives you forward in a really good way versus like, you know, and I'll be honest, like I, it got hard for me in my CEO role, like, I think I lost my why a little bit and my driver, because it's very hard to see, "Okay, well how am I impacting patient care positively. How am I impacting the world positively?" when you're chasing down insurance reimbursements and whatnot. And, you know, dealing with hospital shutdowns during COVID. So I think at the end of the day, I realize like I need to find a way for this to be enjoyable and fun because I also realize like I'm my best self and I'm more creative and I'm more in like a problem solving zone when I'm in that, that good mindset. And so I, I look at it as a huge positive to, to figure out what, what drives you and make you happy. [00:19:51] Lindsey Dinneen: Yeah. What drives you makes you happy. And I agree with you, if you can also take a step back sometimes and have that broader perspective and mix it with just a little bit of humor, even if just all you're doing is taking a quick break and watching, I don't know, a funny cat video or something. Yeah. [00:20:10] Logan McKnight: Sure. [00:20:11] Lindsey Dinneen: Reset moments make a difference. So difference, you're a board member of several organizations and I wondered if you could speak a little bit to those organizations and what led you to get involved with them. [00:20:24] Logan McKnight: Yeah. So the two I'm on the board of is one Nepal's Spine Foundation which I went to Nepal with a few surgeons I worked with. And then when I was in figuring out my why when I stepped away the surgeons who are started the foundation invited me to join the board. And actually I will be going to Nepal with them in April and we'll be doing another mission and then hiking to Everspace camp together. I'm looking forward to that, and it's been amazing 'cause I think that's also, I've gotten to go on a lot of mission trips in my career. I've gotten to go to Ghana and Barbados, Dominican Republic, Nepal, India. And so, like I also realized like impact being my driver, like I have so much impact to teach people about neuromonitoring, which isn't a well-known, you know, aspect of surgery always. And so the fact that I could leave a hospital, a community better for going there really was a driver. So the fact that I continued to do that work is really important. And then the second is STRIPES, which is how I met you, women in medtech. And you know, the nice thing is I was looking, I was a, I went back before I fully launched GoodKnight Consulting and became like a device rep just to kind of figure out, you know, do I wanna go back into sales? What do I really wanna do? And I was a little lost and I found my way, you know, I wanted community. And when I found this group, it was just transformative for me. Like I, my mentor was Lisa Jacobs, who is phenomenal and has been inspiring for a very long time. And she actually really pushed me to do my dream and start and really put all into my coaching and consulting. So I'm really grateful for that. And then she invited me to be on the board. So like to continue to give back to an organization that I feel like personally gave me, like it, it's why I am where I am today. It gave me that push I needed in that support. And there's tons of women in the organization like Claire Davis, Kat Hurd, like Courtney Turich. I just, they're all out there, they're all public on LinkedIn. And that was something that honestly, initially scared me. And so just, I was inspired by them, supported, and I think that's a really, you know, great thing when you are becoming an entrepreneur is finding your community and that support. [00:22:42] Lindsey Dinneen: Yeah. Yeah. Well, okay. So I just, I love the fact that you're doing both of those things. The mission work is really cool. It's amazing to hear how you've gotten to use-- well, because you're so driven by impact how you've gotten to do that and then make a big difference in, in the lives of people that, yeah, may otherwise never have had that opportunity or, you know, at least not for a while or whatever. So. [00:23:09] Logan McKnight: Right. [00:23:10] Lindsey Dinneen: Yeah, that, that's really incredible. So, you know, through that or throughout your career, are there any moments that really stand out to you as kind of affirming, "Wow, I am in the right industry at the right time." [00:23:23] Logan McKnight: You know, I think medtech, like always, even if it's not me and something I'm doing, like seeing people who I know in the industry and accomplishments they've made, and organizations that I've either been a part of or supported in some way in my career, like just seeing like the new tech coming out and the advancements they're making, just reaffirms like I'm part of a bigger picture in an ecosystem that's really great. And even, you know, like I, I came from the spine space when I was doing medical device and it spine is, you know, tough. Like ortho's tough, spines tough. That's a lot of competition. But you know, I think. Competition drives quality, and so it's really cool even if you see your competitor doing something, you know, you're like, "Oh man, I wish we would've," but it's getting done. It's, you know, it's pushing the envelope, it's making it better. And I think that's huge. And, you know, really exciting too when I found you and Project Medtech to see how you guys are helping support like startups and investors and people who are looking to get into this space. Because I think that's the other thing is getting fresh perspective and new innovative companies helps everybody like drive, drives the mission forward, drives the impact forward on patient care. [00:24:38] Lindsey Dinneen: Yeah. Yeah. I love that. Yeah. And okay, so another very random thing that I found on your LinkedIn, but I just really liked it 'cause I resonate with this aspect. So you started to paint, you learned how to paint. Tell us about that and does that play a role in your creativity overall, do you think? [00:25:01] Logan McKnight: You know, I think so. So I hosted like a happy hour for girlfriends and we did this thing where we painted like a thrift shop thrift store paintings and like Halloween things in them. And so, and I live in the Pacific Northwest, which is beautiful. We have a hundred year old cabin on three acres, and it's, it was October. It was just like, stunning. And I was looking out in our, my backyard and I was like, "I wanna paint this." And I just sat down. I mean, I'm not artistic. I've never and it looked like a 8-year-old painted it and my partner Joe was like, "Maybe watch a video." It's great. I love it. But, you know, and so I found, you know, like Bob, apparently all, every episode of Bob Ross was on Netflix at least last year. And so I just started watching some videos and some videos on YouTube, and I started getting better and better pretty quickly. Like I, you know, I started, you know, little tutorials here and there. And then I realized, like I was also reading books to help me kind of get in this entrepreneurial mindset like growth mindset or "Mindset" by Carol Dweck, which talks about growth mindset. And I realized like, you can teach yourself to do anything. Like I had told myself for the longest time, I mean, I started my I'm 40 and so I told myself for 40 years, like, "I'm not artistic." That was my box I painted around myself. And then all of a sudden I was like, "Well, let's give it a shot." And so, you know, there's, I realize like you set these boundaries in your parameters in your head and you blow them up a little bit. Like, you know what? Like, let's just see, let's try you know, and I see this with our teenagers too, it's sometimes like when they struggle in school, they'll be like, "I'm not smart, or I'm not this." And I'm like, "You just have to try." Like anything worth doing takes effort. And if everybody quit because they weren't good. The first time or even like the 10th time, like imagine how little progress we would make as a society. So I think if something you wanna do something recognizing, like you can learn to do it. And I think that also helped ignite, like me knowing I could be, do my consulting company and really launch it. And so I just started reaching out to people who had done it and I hired coaches and I started to learn more about what would make it work and what I would need to do. And you know what a novel idea, right? You find the person who's doing what you wanna do and you learn from them. You know, and it's just like that entire journey over the last year was really helpful to, I think, get me to the head place like I needed to be, to like leave the safety of a W2 job and launch a company. Just to like lie, you know, to myself every, and be like, "You can do it." Because, you know, if you start every day with the, "I don't know if this is gonna work," like I, there's no way I would've done this. I really had to tell myself I could do it, it was gonna work, and I realized now that I've gotten past that, it's very harder like to put a boundary around me now. Like now it's a challenge, right? Like if you tell me I can't do something, I'm like, "Oh, let's see." I bet you, you know, even if I'll fail, like the first few times, I want to try to see if I can do it because I now have this delusion that I can teach myself to do just about anything, so. [00:28:18] Lindsey Dinneen: That's awesome. [00:28:20] Logan McKnight: Or not. [00:28:20] Lindsey Dinneen: Yeah, no, that is incredible. And you're absolutely right. I think we can all relate to, at least in some element of our lives, painting boxes around ourselves and going, "I'm not this," or "I'm not that," or "I'll never get to be able to do this. I'll never be proficient." And those things aren't true. It's just what we tell ourselves. So I love the fact that painting opened up those doors for you. [00:28:43] Logan McKnight: Yeah. No it's so true. And I think it's like a. You know, a metaphor for life. And I think I hear that a lot of times from people will be like, "I wish I could do what you," and I'm like, " You can literally do anything." That's how crazy. And, you know, we're in peak New Year's resolution time, right? And I think a lot of people are like, "Oh, I wanna do this and do that." And that's like, you can, you just like, if you wanna be a person that exercises more. Just go start exercising. That's how wild the world, like our brains can make us do whatever we want. So anyway, I'm also a big psychology buff 'cause I, I'm a big believer in like the power of the human brain and what it can do over your decision making and your life and the impact it can have, you know, everything really. [00:29:27] Lindsey Dinneen: Yeah. No, absolutely. Yeah, I couldn't agree more. I love that perspective and yeah, growth mindset is a wonderful gift because, you know, you can explore, you can try, and as long as you're sticking with it and doing those things, then you're not failing. You're just, you're just exploring and then you can just keep exploring and find things that are right for you. And you know, not everything will stick, and that's okay too, so. [00:29:55] Logan McKnight: Yeah, a hundred percent. Yeah. I always tell people "I'm still figuring what I, or figuring out what I wanna do when I grow up." You know, and I think that's an ongoing thing, and I hope when I'm 80, I still am figuring out like what's next. [00:30:06] Lindsey Dinneen: Yeah. [00:30:07] Logan McKnight: It's exciting. So. [00:30:08] Lindsey Dinneen: Yeah. All right, well pivoting the conversation a little bit just for fun. Imagine that you were to be offered a million dollars to teach a masterclass on anything you want. It could be within your industry, but it doesn't have to be. What would you choose to teach? [00:30:24] Logan McKnight: You know, I think this, it ends up being the thing I talk about most. And it's the thing I think I wanted to do initially, but it was really a struggle to just target and talk to managers, especially like frontline managers. But I think that transition from being an independent contributor to becoming a first time leader-- like if I could teach a masterclass in that, I think that would be really fun. I see so many very empathetic and like capable independent contributors, whether they be like rockstar sales rep or even a great like technologist or engineer. And then they were like, "Okay, well I need to move up the ladder. I'm gonna be a people manager," and then their next step is people management. And they're like, "This sucks. Like I, nobody told me about like all the things I have to deal with and the people." And you're still in the mindset of like box checking, of like, in order to be successful, "I have to do all these things. I have to do X, Y, and Z." And I think that the second I stopped checking all the boxes and trying to do all the things was when I went from being like a manager to an actual leader of people and activating them. And if I could just get a few people who I believe, like I've even seen so many really great people leave the industry because they feel like they want to advance, but they don't see because they weren't a good manager, like, "Well, how would I ever be a good director or a good VP," or so on and so forth. The reality is like probably the hardest transition is going from independent contributor to a manager, and yet it's like the least supported space. So that's I think that's something I feel deeply passionate about and would love to like able to offer as a resource more for people. [00:32:10] Lindsey Dinneen: And that would be an incredible masterclass. Okay, and then how do you wish to be remembered after you leave this world? [00:32:18] Logan McKnight: I love that one. I mean, I think at the end of the day, that's the impact thing. You know, and I don't even think it has to be this, like, big, you know, like, "Oh, I, you know, solved healthcare in Ghana." Like, you know, it's not that. It's almost like I, I hope that like my company and my interaction with people leaves everyone feeling a little lighter, a little happier, like a little more capable to do like something, and they feel like talking with me, working with me has unlocked like the next level of something that they've been struggling with and makes them feel like, "Okay, I can do this now." 'Cause I almost feel like that's what, what coaching and consulting comes down to is I'm not doing the thing for anybody. I am only helping to remove the roadblock around them, that they stop limiting themselves and they really see what's possible just by making a few changes in the way they think, in the way they operate their business or run their team. And, you know, amazing things happen. So my hope is that I just continue to get to do that and have people that really feel positive impact from that. [00:33:26] Lindsey Dinneen: Yeah. Well that is a beautiful legacy, so, yeah. All right. And then final question. What is one thing that makes you smile every time you see or think about it? [00:33:38] Logan McKnight: Oh, gosh. Well, we just talked about this before our call, but my dog, I have, I'm an animal lover, and so I have the fortune that every day, most every day I'm in my home office and I get to go on a hike or walk with my dogs, either around our property or out somewhere in beautiful Washington. And I think just like seeing the mountains and being out with my dog, like that just makes me smile. And I think it's also what inspired me to paint and all the things. So I, I think just all the beauty like in the world just makes me smile and makes my heart very happy. [00:34:12] Lindsey Dinneen: I love that. Oh my goodness. That's beautiful. All right, well this has been an amazing conversation, Logan. I so appreciate you and your time today. And we're so honored to be making a donation on your behalf as a thank you for your time today to the American Society for the Prevention of Cruelty to Animals, which is dedicated to preventing animal cruelty in the United States. So thank you for choosing that organization to support and we just wish you continued success as you work to change lives for a better world. [00:34:43] Logan McKnight: Yeah, thanks for having me. We'll talk soon. [00:34:45] Lindsey Dinneen: Sounds good. Thank you and take care. [00:34:49] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

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A new week means new questions! Hope you have fun with these!Which 1916 battle is usually considered the worst disaster in British military history and one of the deadliest battles in human history?What Beatle band member is holding a cigarette on the cover of Abbey Road?Released on Netflix on February 16, 2026, Reality Check is a 3-part show about which former TV series and its creator?What is the term for a piece of graphic artwork that is painted or applied directly to a wall, ceiling or other permanent substrate?Which sport did James II of Scotland ban in 1457 because he felt that young men were playing too much instead of practising their archery?Author Louise Penny is well known for her detective series that stars which Chief Inspector?What British quiz show, often featuring the phrase "I've started, so I'll finish", has been on the air continuously since 1972?Which franchise of life imitation games has the player guide the daily activities, relationships, and careers of their characters?What does a manometer measure?The river that flows underground in London shares its name with what street that is familiar to theatre fans?Which spice is the costliest by weight?In describing a medical condition, what single word is used to indicate “new, recent and sudden?”Oleanna, American Buffalo and Glengarry Glen Ross are all plays written by which playwright?In Roman mythology, who is Jupiter's wife and sister?What are the three different action cards in the game Uno?In the matrix, does Neo take the blue or red pill?MusicHot Swing, Fast Talkin, Bass Walker, Dances and Dames, Ambush by Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/Don't forget to follow us on social media:Patreon – patreon.com/quizbang – Please consider supporting us on Patreon. Check out our fun extras for patrons and help us keep this podcast going. We appreciate any level of support!Website – quizbangpod.com Check out our website, it will have all the links for social media that you need and while you're there, why not go to the contact us page and submit a question!Facebook – @quizbangpodcast – we post episode links and silly lego pictures to go with our trivia questions. Enjoy the silly picture and give your best guess, we will respond to your answer the next day to give everyone a chance to guess.Instagram – Quiz Quiz Bang Bang (quizquizbangbang), we post silly lego pictures to go with our trivia questions. Enjoy the silly picture and give your best guess, we will respond to your answer the next day to give everyone a chance to guess.Twitter – @quizbangpod We want to start a fun community for our fellow trivia lovers. If you hear/think of a fun or challenging trivia question, post it to our twitter feed and we will repost it so everyone can take a stab it. Come for the trivia – stay for the trivia.Ko-Fi – ko-fi.com/quizbangpod – Keep that sweet caffeine running through our body with a Ko-Fi, power us through a late night of fact checking and editing!Quiz, trivia, games, pub+trivia, pub+quiz, competition, education, comedy

In Episode 112 of High Performance Parenting, Greg and Jacquie Francis unpack a powerful lesson their daughters learned through tennis tryouts:You can win the match… and still lose the relationship.They discuss:Why offseason preparation matters more than last-minute effortTraining physically and mentally before tryoutsHow sibling competition can either strengthen or damage connectionWhy winning at the expense of your sibling isn't real victoryThe long-term importance of family unity over short-term sports successIf you have multiple kids in the same sport — or competitive personalities in your home — this episode will help you lead wisely.(00:00) You Didn't Win If You Lost Your Sibling(01:44) Lessons From Last Year's Tryouts(03:23) Why Offseason Preparation Matters(05:48) Physical Strength and Mental Readiness(07:31) Sibling Rivalry and Competition(10:22) Encouraging Without Discouraging(12:02) You Have Siblings for Life(13:44) The Loneliness of Competing Alone(15:41) Protecting Connection Over Trophies

You're not overcompetitive. You're just competing in the wrong arenas. I asked my dog's groomer what he'd need to do to get an A+ instead of an A. The lady next to me thought I was crazy. She was wrong. I break down why being wired to win isn't a character flaw — it's a competitive advantage most people are too afraid to claim. Plus, the etymology of the word "compete" will completely reframe how you see your rivals, your industry, and the people chasing the same finish line as you. The real question isn't whether you're competitive. It's whether you're competing for the right things. Hit play. This one's for the winners. Who This Episode Is For If someone has ever told you that you're too competitive — this one's for you. Social Caption Everyone's competitive. Not everyone's honest enough to admit what they actually care about winning. Key Takeaways Being wired to win isn't overcompetitive — it's a sign you take your limited time seriously True winners don't just excel in one area; their integrity, values, and execution make them winners across all areas of life Everyone is competitive — just not about everything. Find your arenas and own them. The etymology of "compete" means striving together — your rivals make you better, not worse As you grow, the skill isn't wanting to win less — it's choosing your battles with more precision Questions for Reflection What areas of your life are you pretending not to care about winning — when deep down you know you do? Are you competing in battles that drain your energy without advancing your actual goals? Who are the competitors in your life that are making you sharper — and are you grateful for them? Action Steps List the three arenas where you are genuinely, unapologetically competitive. Own them — stop apologizing for wanting to win there. Audit the battles you're currently in. Identify one you need to exit because it's costing you energy without moving you forward. Identify one competitor — in business, fitness, or life — and genuinely root for them to get better. Iron sharpens iron. Featured Quote "Don't compete for everything — but the things you do compete in, give it your absolute all."

Or how America went from the platonic ideal of goal-scoring to the messy theatricality of flopping. And whether we can stop it before someone get's stoned in the forum.

Thanks, ChatGPT, for the podcast description below, in the style of J. Peterman.   Somewhere between Willow Grove and the low skies of the Netherlands… two men misplaced their plan — and found something far better. This is not an episode. It is a wandering. It begins, as many modern pilgrimages do, in a warehouse in Pennsylvania — the mythic stronghold of Steve Weiss Music — where, once upon a time, paper catalogs arrived like sacred manuscripts and snare drums were cushioned in the Sunday Philadelphia classifieds. Rooms and rooms of instruments. Hand-packed boxes. The faint perfume of newsprint and ambition. There are Pearl Musical Instrument Company Philharmonic snare drums under fluorescent light. An Evans Drumheads pull-cord drum key that growls like a lawnmower in spring. A hanger drum once owned by Steve himself. The whispered possibility of a showroom yet to be built — a temple to mallets, tambourines, and tap shoes. And then — inevitably — the catalog. Not just any catalog. The sort made famous by Seinfeld and the indomitable J. Peterman, where a pair of brogues begins at Waterloo and a tunic vibrates with contentment beside a Peruvian river. Our hosts linger here, turning pages in memory. The purple edition. The beige edition. Eight-thousand-dollar marimbas before eight thousand felt like eight hundred thousand. The slow seduction of browsing. The thrill of ordering mallets softer than soft simply because they existed. But the road bends. Across the Atlantic, in Eindhoven, the drums begin to gather again for the Tromp International Percussion Competition — reborn, reimagined, restless. This is not merely a contest of velocity and vertical leap. It is portraiture. A black-box confession. A curated vision. Thirty minutes of artistic autobiography. A commissioned work placed like a compass needle at the center of a recital. A final collaboration with a visual artist — sound made visible, rhythm given silhouette. There are jurors with reputations forged in rosewood and resonance. There are young players on the brink of becoming leaders. There is the eternal question: when we crown someone “winner,” what are we truly naming? Somewhere in Delaware, between traffic and technique, a clinic titled Supercharging Your Marimba Technique hums with improbable confidence. There are jokes about turbocharged mallets and Philips Sonicare tremolo sticks. There is earnestness beneath the humor — the quiet desire to help another musician unlock something freer than grip and freer than fear. And woven throughout: a gentle anxiety about judging. About applications. About the strange modern ritual of compressing one's artistic soul into a recording file and sending it into the digital void. This episode roams. It laughs. It speculates about Olympic scoring and the metaphysics of cookies. It remembers the thrill of a first competition and the ache of waiting four years to try again. It is, above all, a catalogue entry for a moment in time — when two percussionists, temporarily out of their dens, take inventory of what matters: Curiosity. Community. Craft. And the lingering hope that somewhere, in a warehouse or a black box theatre, someone is still turning pages.

It's the early 1970s, and Gatorade isn't just the leader in sports hydration — it is sports hydration. No other competing brand comes close. But that dominance won't last forever. Soon, Gatorade must fend off challenges from soft-drink giants Coke and Pepsi. Will enlisting the world's greatest athlete and spokesperson keep them ahead of the game? Audible subscribers can listen to all episodes of Business Wars ad-free right now. Join Audible today by downloading the Audible app.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This episode of Going In Raw is sponsored by BetterHelp and PrizePicks! Give online therapy a try at http://www.betterhelp.com/raw and get on your way to being your best self. Visit https://prizepicks.onelink.me/LME0/GOINGINRAW and use code GOINGINRAW and get $50 in lineups when you play your first $5 lineup! Consider joining Friendo Club by clicking JOIN ($5/month) OR becoming a $5+ Patron at http://www.patreon.com/steveandlarson!

From time to time, we'll re-air a previous episode of the show that our newer audience may have missed. During this episode, Santosh is joined by Ian Fletcher and Marc Fasteau, Co-Authors of “Industrial Policy for the United States: Winning the Competition for Good Jobs and High-Value Industries." In this conversation, Marc and Ian emphasize the need for a strategic approach to support key industries, highlighting the importance of government-sponsored research, trade protection, and a competitively valued currency. The conversation also covers the role of tariffs, workforce development, and the necessity of a unified economic strategy. The group advocates for intentional policies to foster economic growth, innovation, competitiveness in the global market, and more.  Highlights from their conversation include: Introducing Marc and Ian and the New Book (0:41) Defining Modern Industrial Policy (4:33) Industry-Based Economic View (5:35) Importance of Industry Selection (7:23) Global Perspectives on Industrial Policy (11:25) Three Pillars of Industrial Policy (17:26) List of Industrial Policy Tools (19:16) Granularity of Industrial Policy (25:27) Role of Tariffs in Industrial Policy (26:49) Workforce Development and Automation (29:00) Future of U.S. Industrial Policy (30:58) Challenges of Policy Silos (31:36) Hope for Unified Discipline in Industrial Policy (32:24) Dynamo is a VC firm led by supply chain and mobility specialists that focus on seed-stage, enterprise startups. Find out more at: https://www.dynamo.vc/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As the U.S. and Israel continue to hit targets inside Iran and Iran retaliates, the Trump administration has ordered U.S. nationals to leave 14 countries. But some Americans have expressed frustration with the government as they try to evacuate. Matt Gutman reports. Ed O'Keefe joins "CBS Mornings" to break down the results of the Texas primaries. CBS News projects Texas state Rep. James Talarico is the winner of the Democratic Senate primary, while incumbent Sen. John Cornyn and Texas Attorney General Ken Paxton will head to a runoff after failing to win at least half of the vote in the Republican race. TV host and food expert Padma Lakshmi, the creator and executive producer of the new CBS series, "America's Culinary Cup," speaks to "CBS Mornings" about creating the cooking competition and how it's different from other shows. Hilarie Burton Morgan, known for playing Peyton on "One Tree Hill," talks about her docuseries, "True Crime Story: It Couldn't Happen Here," which is in its third season. She explains how each episode highlights a case in a small town in the U.S., how the series empowers the audience and recent developments in a cold case. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

We all feel like we have over extended ourselves at times, but what does this look like for our own dancers? When the dance season starts to loose its luster... In this episode we chat about what burnout might look like for some and share our thought on how to support our dancers when they may feel this way. EPISODE SPONSORSDream Duffel, the original rolling duffel with a built in garment rack! Choose from multiple sizes, colors, patterns, & styles!www.dreamduffel.comApolla Performance Compression Socks, Made by dancers for dancers! Increase stability and support, while reducing pain and fatigue. www.apollaperformance.comRATE & REVIEWRate & Review Apple Podcast Rate on Spotify SOCIALS Instagram: https://www.instagram.com/twodancemomspodcast/

Are you struggling to stand out in a competitive job market or sales role? Jason Zygadlo, a Certified Career Coach with 20 years in high-level medical device sales, teaches customer-facing teams unconventional strategies using personalized video to boost credibility, confidence, and conversions. His approach isn't just professional — it's personal. As a cancer survivor and bestselling author of Built, Not Born, Jason brings a hard-won perspective on reinvention and resilience to everything he does. In this episode, he also reflects on his experience as a BrandFace client and what the branding journey has meant for his work.   Episode Highlights: 02:18 Leap Into Entrepreneurship 10:03 Comfort Vs Growth Mindset 12:21 AI Era Needs Human 13:03 Personalized Video Strategy 18:43 Authenticity Over Avatars 24:38 Joining Brand Program 27:24 Ziggy Strong Walk 29:58 Brand Clarity Breakthrough 35:23 How to Connect with Jason Zygadlo Show Links:  careercoachbyob.com Jason A. Zygadlo | LinkedIn

On this episode of On the Bright Side, content creator Sam Souder joins me to answer your advice asks that some of you HAD to keep anonymous.Like what do you do when your best friend knows you're interviewing for your dream job… and applies behind your back... We're diving into confidence, getting past your anxiety , social climbers, healthy love that feels too good to be true, and why we're always waiting for the ball to drop.Navigating your 20s is a lot and we get it…so let's chatOn the Bright Side is sponsored by Olive and June: Get all your nail needs at⁠ www.oliveandjune.com/otbs⁠ ⁠⁠⁠ to get 20% off your first nail system.SocialsOTBS Instagram ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@onthebrightsidepodd⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠OTBS TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@onthebrightsidepodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Caroline's Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@carolinesusko⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Caroline's Tiktok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@carolinesusko⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Social media inquiries: carolinesusko20@gmail.comPodcast Inquiries: onthebrightsidepod20@gmail.comMore about me (Amazon Storefront, LTK, Podcast Course etc): ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠HERE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠WANT TO SEE A GUEST GET ON THE MIC? Fill out this ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠google form ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠and keep an eye out on both IG'sMusic: Sundown Drive by Ghostrifter http://bit.ly/ghostrifter-ytCreative Commons — Attribution-NoDerivs 3.0 Unported — CC BY-ND 3.0Free Download: https://hypeddit.com/track/o4ir62

Two start-ups a couple of years apart became the inspiration for each other to get better and better and better. 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 Steven’s sidekick and business partner, Dave Young. Before we get into today’s episode, a 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. [AirVantage Heating & Cooling Ad] Dave Young: Welcome back to the … Wait, what? Gosh, you told me the title, and I have some thoughts, and I forgot the name of the podcast there for a second. Welcome back to the Empire Builders Podcast. Stephen Semple: We’re doing two together here, Dave, Firestone and Goodyear. Dave Young: Stephen Semple’s over there. I’m Dave Young. And this morning we’re talking about Goodyear and Firestone, both? Stephen Semple: Yes, together. Dave Young: Because it’s kind of one thing now, right? Stephen Semple: No, they are separate. Dave Young: Was it? Stephen Semple: They’re separate. Dave Young: No, they’re separate. Stephen Semple: The story is so intertwined between the two of them. I couldn’t figure out a way to break it. But it’s almost kind of like when we did Hertz Avis, like they’re so interlinked. Dave Young: Yeah, yeah, yeah. Stephen Semple: Yeah. So we’re doing it as a single podcast, the two of them. Dave Young: All right. Where do we start? Stephen Semple: Well, what’s interesting is they were both started within two years of each other, both in Akron, Ohio. So Goodyear was founded on August 28th, 1898 in Akron, Ohio by Frank Seiberling. And today they’re the third-largest tire maker in the world with about 18 billion in sales. And Firestone was founded in August, two years later by Harvey Firestone in Akron, Ohio. And in 1988, Firestone was purchased by Bridgestone for $2.6 billion. Dave Young: That’s the one. That’s the one I was [inaudible 00:02:51] yeah. Stephen Semple: Yeah, and Bridgestone today is number two behind Michelin with Goodyear being number three. So both really, really big, really big companies. Dave Young: And in 18 when? Stephen Semple: So 1898 was Goodyear, and 1900 was Firestone. Dave Young: And this is before, this is before mass production of automobiles. Stephen Semple: Yes. Yes. Because if you go back to Episode 35 where we talk about Ford, 1908 is the Model T. So it’s pre-model T. Dave Young: Yeah. So which came first, the tire or the car? Stephen Semple: Well, because there were tires on carriages. Dave Young: No, that’s true. All right. Stephen Semple: And today Michelin is the largest in the world. So if you want to learn about Michelin, go back to Episode 27, because it’s also really interesting how Michelin grew their business. But so we’re dealing with Goodyear and Firestone. Dave Young: All right. So Goodyear- Stephen Semple: And if you think about it, you’re right. Most of the transportation at this time when these companies started were either horse-and-carriage or bicycles. That’s what basically people were using. And Harvey Firestone, he grew up on a farm and went to a business school and was a carriage salesman in Detroit. And at this time, the use of natural rubber is expanding due to vulcanization being created. Because before vulcanization, natural rubber was not very durable. It would crack and all these other things. And carriage wheels were basically a wood wheel with a metal rim around it, no give, a hard ride. Dave Young: Right. Yeah, yeah. I mean, even a rim made of rubber would be better than a rim made of steel. Stephen Semple: Right. So basically he’s a carriage salesman. What he realizes is that what we should do is we should put rubber, instead of steel around the wheel, and that would make a smoother ride. So he leaves Detroit, moves to Akron, Ohio, because Akron, Ohio at the time is the center of the rubber industry. Dave Young: Okay. Why is that? Stephen Semple: I think it had to do with just the fact there was a couple of companies that sprung up in the area. There was the resources in terms of water and a few things along that lines. Dave Young: And the rubber barons came in [inaudible 00:04:56]. Stephen Semple: But there was a lot of that that was happening with … Look, you see it in technology. A couple of companies happen and then … Dave Young: Yeah, there’s this- Stephen Semple: It attracts the talent, it attracts the people, it attracts the investment. Dave Young: There’s this synergy that happens. It was before the word existed. Stephen Semple: Yeah, basically. So he creates and starts selling a wagon wheel that has a solid rubber tire. And so he’s doing these solid tires, and he starts seeing the market shifting to a pneumatic tire. So a tire with a tube in it. Dave Young: With the air inside it. Yeah. Stephen Semple: And he’s also starting to see car sales increasing so he decides to do that. Because even though it’s a niche, he’s seeing it as growing, and he didn’t really get great traction on the wagon tire. But the first pneumatic auto tire is this thing called a Clincher. The tire is attached to the rim by these metal hooks, but these metal hooks can kind of become a bit of a problem. They can tear the tire, things along that lines. So he decides to make, Firestone decides to make a superior car tire, and he creates this new rim and tire system that’s basically better than the Clincher tire. But the problem, at this point, is the rim is part of the car. Basically, it’s hard to change all that. So who’s willing to- Dave Young: Every car has a different one and … Yeah. Stephen Semple: Right. So what he does is, is he approaches Henry Ford because he hears the Model T is coming out, and Firestone undercuts the Clincher to get a foothold in the industry. He says, “Look, I’m just going to come in with a really cheap price. That’s how I’m going to get into there.” And he gets an order for 2,000 units, $110,000 order, and he’s basically betting everything on the ability to deliver on this order. Okay? Dave Young: Wow. Okay. Stephen Semple: Now, enter Goodyear, a little bit of Goodyear history. So I mentioned Goodyear was founded by Frank Seiberling, and Frank had tried several businesses with no success, but he saw the rubber industry as an area for growth. Younger brother joins, and they need a name, and what the inventor of vulcanized rubber was Charles Goodyear. So they decided to call the tire company Goodyear after Charles Goodyear. Dave Young: Just associate yourself with that. Yeah. Stephen Semple: Yeah. Now- Dave Young: Did Charles, was he in on it, or did they just named it after? Stephen Semple: They just named it Goodyear. Dave Young: Okay. You can do that, huh? Stephen Semple: I guess. They were able to. Dave Young: All right. Stephen Semple: So they’re buried in debt, things aren’t going so great, but what they wanted to do is the big growth around this time was bicycles. So they create a vision to create a new type of tire for the bicycle, because it’s a huge craze at the turn of the century, turn of a couple of centuries ago. So there’s like 300 manufacturers of bicycles in the United States, including the Wright Brothers. Dave Young: Right. Yeah. Stephen Semple: But again, they were solid tires. And what these guys created was a pneumatic tire, what Goodyear has created was a pneumatic tire for bicycles because it’s way more comfortable than a solid tire, right? Dave Young: Way more comfortable. Yeah. Stephen Semple: Yeah. So they’re all in and this has to work, but here’s the problem. Bicycle sales stop because, essentially, everyone who wants one has one. So bicycle sales kind of collapsed. And so they’re struggling here, and what they decide to do is they look at the auto business, and they go, “Hey, the auto business is going over there, and we could create a better tire than a Clincher.” Dave Young: Yeah. [inaudible 00:08:24] Stephen Semple: Great. And so who do they decide to approach? They decide to approach Henry Ford because they hear about this Model T coming out. But Ford has already done a deal with Firestone, right? But Goodyear says, “We got an advantage. Here’s the problem. Their tire, the Goodyear tire, Clincher tires will also work on a Goodyear rim. Clincher tires will not work on a Firestone rim.” And here’s what Goodyear says to Ford, says, “You got a problem. Because if somebody needs a new tire, not everywhere had access to Firestone tires, but everybody has access to Clincher tires. So, therefore, our solution is better.” So basically, Ford cancels the deal with Firestone and goes with Goodyear. Dave Young: Oh, no. Stephen Semple: And basically says to Firestone, “I need you to make Clincher tires, which has almost no money in it for Firestone because they got to pay a licensing deal with Clincher. Isn’t it interesting in all of this, Clincher clearly didn’t innovate because we’ve never heard of Clincher before this moment? Dave Young: Oh, right. Yeah. I mean, terrible name, but- Stephen Semple: Clearly didn’t innovate. Dave Young: Right, didn’t figure out that we don’t need these metal things. Stephen Semple: Because they’re clearly the leader at the time, and we don’t hear them any longer. Dave Young: Yeah, yeah. So they had a lead in the market, but … Stephen Semple: So 1908 comes out, the Model T comes out. It’s Goodyear tires on the Model T, Episode 35, go back and learn about the Model T, and Goodyear takes out ads that Goodyear tire is better. By 1909, all GM cars are Goodyear tires. By 1910, Goodyear is doing like four million in sales, which is like 30 million today. Firestone is not done. Dave Young: Yeah. Stephen Semple: So back to Firestone, they see these Goodyear ads, and they figure we’ve got to get a competitive advantage over Goodyear. We’re going to go back to 1908, go back a couple years. The auto industry, tire industry is exploding. The streets are getting clogged with cars, lots of dust, no rules, chaos, and tires are completely smooth. There’s no tread. Dave Young: Okay. Yeah. That’s … Stephen Semple: And they’ve been all sorts of thing people are putting rivets in, metal, all this other stuff to try to create some sort of traction on these tires, right? Especially as the speed of the cars are getting faster. And what Firestone did, they did a lot of research to make traction. And what they discover is let’s do raised sections. Let’s put treads on the tire. Dave Young: Right. Okay. Well, I mean, there you go. Stephen Semple: Works way better. And what they decide to do, they call it the Firestone Non-skid- Dave Young: Stay tuned, and 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 Ad] Dave Young: Let’s pick up our story where we left off and, trust me, you haven’t missed a thing. Stephen Semple: And what they decide to do, they call it the Firestone Non-skid, and they put that as the pattern on the tread. So if you look down onto a muddy road, what you would read is Firestone Non-skid. Isn’t that awesome? Dave Young: That’s so smart. I love that. Stephen Semple: So basically the ad is on the ground. They sell- Dave Young: Yeah, because it’s written in the mud. It’s written in the snow. Stephen Semple: It’s written in the mud, written in the snow, written on the ground, right? So they sell like 40,000 units in the first year. And now Goodyear starts to feel the pressure from Firestone on the non-skid tire. So they’re like, okay, what are we going to do here? So what Goodyear comes out with is a diamond pattern because it actually has better grip than letters. And at the same time, it’s still unique because they’re the only ones that have a diamond pattern. And they market it as, and I thought this … You know how we always love this whole idea of attaching the familiar to the unfamiliar? They market it as the first all-weather tire. Dave Young: All weather. Yeah. Stephen Semple: Right? Goodyear then, who was ahead of Firestone with this tire, and at this time, all the tire manufacturers are targeting the manufacturers. They’re trying to get in with the manufacturers. Dave Young: Yeah, yeah. Stephen Semple: And it’s 1910. Firestone’s doing three million in sales compared to Goodyear’s four million. But what about consumers and replacement? What would make their lives better? This is the question Firestone starts to ask because it was really hard to change the tire at that time because early tires were attached to the rim, and the rims were permanently attached to the axle. So you couldn’t just remove the wheel and replace it with another wheel. What Firestone creates is a rim called a demountable rim. It’s this novel idea that you could just take the rim off. Dave Young: Wow. Okay. That’s great. Stephen Semple: And risk of tire failure was high. So guess what this created? The whole idea of a spare, and now anyone can change a tire- Dave Young: Nice, yeah. Stephen Semple: … because you’ve got an extra tire. You could just take the rim off, put the new rim on, and you’re all good to go. And this gets so popular that car companies are now creating ways to carry a spare, a rim and a pump, because now anyone can change tire by themselves. By the end of the decade, all Model Ts have a spare. And guess what? Imitators, including Goodyear, jump onto this idea. It’s 1916. Dave Young: Sure. Stephen Semple: Firestone’s selling $44 million. Goodyear is 100 million and now the largest company in the world. So Firestone is still trailing Goodyear. World War I happens. April 1917, this huge mobilization campaign happens. Goodyear and Firestone have to pivot to wartime production. Firestone’s doing rubber boots and all these other things. Goodyear has been pulled into this top secret plan. They’re going to create an aircraft called a blimp. Dave Young: The blimp? Ooh, okay. Stephen Semple: And you know what’s funny? I always wondered, why does Goodyear have a blimp? Because Goodyear was involved in the crating of the blimp. Isn’t that cool? Dave Young: Right. Yeah, that’s good to know. Stephen Semple: So they’re both making lots of money. The blimp is the Goodyear blimp. We now still see it at football games and all this other stuff, right? And Goodyear’s expanding like crazy because of the war effort, and November 11th, 1918, the war suddenly ends. The war ending in World War I hurt a lot of businesses like Indian motorcycles, Goodyear, because what a lot of people don’t realize, unless you look back into history, that the war ended really abruptly. So much so that even the Allies, if you go back and read the history about World War I, we’re unsure whether to accept the surrender of Germany. No battle in World War I happened on German soil. It all happened in France. And how World War I ended is Germany basically did this one final assault where they threw everything at it and was basically it didn’t work, and they surrendered. And everyone was like, “What do you mean the war’s over?” But the problem is Goodyear thought the war was going to continue for a while longer and had a lot of debt and had done lots of expansion and were in serious trouble. In 1921, Goodyear had 85 million in debt. And so they had to bring in somebody to help refinance the business and part of the refinancing included Frank and his brother being removed from running the business. So in May 13th, 1921, they both resigned, the businesses gone to others. Firestone, they still remain involved with the business. By the 1920s, cars are going faster, and Firestone does one more really big innovation. And that’s the balloon tire, which is a wider, bigger tire, flatter tire, lower pressure, smoother ride. Six months, they sell 25,000 tires a week, and that’s really the precursor to the modern tire. Dave Young: The radial-type tire. Stephen Semple: Yeah. Dave Young: Yeah. That’s really cool. Yeah, war does weird things. I mean, in addition to blowing things up. Stephen Semple: Yeah, it does weird things. But the thing is, when I looked at Firestone and Goodyear, to me, what was really interesting was there’s no way you could kind of talk about one without the other because it really is a story of innovation, innovation, innovation. Dave Young: It really is a case of your competition makes you better, right? Because it went back and forth with both of them. Stephen Semple: It did go back and forth with both of them. Dave Young: Right? And the one that lost out was Clinker because they thought they didn’t need to innovate. Stephen Semple: Right. Right. They were the one that’s been lost to history as these two … Because they had, they were the market leader, and then these two coming along out-innovating each other, totally, like I had never even heard of them as a tire company. Lost to history. Dave Young: Me, neither. Stephen Semple: Yeah. Clincher. Dave Young: Clincher. It sounds medical. It’s such a cool story. I have one experience with Goodyear to tell you about. Stephen Semple: Sure. Dave Young: Back 2020 or so. Gosh, has it been that long? Really has. 20 years ago or so, I was in the motor press guild, automotive journalist, and auto manufacturers and tire manufacturers would take journalists on these trips, these junkets. And I got to go on one for Goodyear. They flew us down to Dallas and then flew us out to San Angelo on Mark Cuban’s 757. San Angelo, Texas is where the Goodyear proving ground is. So they have one of these big 10-acre, five-acre lakes that’s only a quarter of an inch deep or half in it. They can control it. It’s just a giant bed of asphalt that they can control the depth of the water. So we got to drive … We probably compared Goodyear to Firestone tires. Stephen Semple: Probably. Dave Young: You drive this pickup on a slalom course on the water with the new Goodyear tire, and then drive it with the competitor’s tire. It’s like, oh boy, the difference. But it was a fun trip. I also got to drive that same day out on the Goodyear proving grounds. They had one of those mining haul trucks. Stephen Semple: Oh, wow. Yep. Dave Young: Right. The three-story tall mining haul truck, and I got to drive that thing. Stephen Semple: I was going to say, did you get to do a 180 on it? Did you get it to do a 360? Dave Young: No, they didn’t let us drive that out onto the wet track, but that was fun. I mean, there’s a big tire. I think at the time, that tire weighed 20,000 pounds and cost $20,000. That’s what I remember about it. Stephen Semple: And it’s interesting when you think about tires because tread pattern and rubber compound and things like that are all the things that really impact performance. And yet the world’s largest manufacturer of tires became famous with an ad where they put a baby in the tire along with the slogan, So Much Rides on Your Tires, right? Dave Young: Yeah, yeah. Stephen Semple: But coming back to one of the ones I love with the whole Firestone thing was putting the name in the tread pattern. I thought that was just … Dave Young: Yeah, I think it’s great. It’s really smart and innovative from an advertising point of view, but as Goodyear proved, easy to knock down. It’s like, well, obviously a proper tread pattern- Stephen Semple: Is better? Dave Young: … is better than the word Firestone for keeping your car on the road. But- Stephen Semple: But again, it was so interesting because Firestone then, or sorry, Goodyear then even recognized by the diamond pattern, they still became unique because they were the first one with the diamond pattern. So it was this very interesting back and forth between these two companies. Dave Young: They were like the cartoon, the sheepdog and the coyote. They’d clock in and fight all day, and then clock out. And I would guess that the Goodyear and the Firestone, there were probably people going back and forth between one company and the other. They probably had the top secret. We hate each other, but the investors, whole different story. Stephen Semple: Well, it was funny. There was one thing I read about where basically if you were in the Firestone offices or foundry or whatever, you were not allowed to say the word Goodyear. And when you were in the Goodyear one, you were not allowed to say the word Firestone. Like it would’ve really been a massive rivalry when you consider the two companies, like how remarkable is this that two companies found within two years of each other, like almost exactly two years of each other in the same city- Dave Young: And then live in the same city. Stephen Semple: … went on to become number two and number three in the tire business. The one that became number one- Dave Young: Kellogg’s and Post. Stephen Semple: … was across the pond in Europe, right? Completely separated from this battle. Dave Young: Yeah. Yeah. Well, thank you for this tiring story. Stephen Semple: You had to go there, didn’t you? Dave Young: Oh, gosh, I shouldn’t have done that, but I did. I did do it. I’m looking forward to the next episode of the Empire Builders Podcast, Stephen. Stephen Semple: All right. Dave Young: Thank you. Stephen Semple: Okay. Thanks, David. 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.

The system was not built to keep you healthy. It was built to keep you paying. One entrepreneur who has spent his entire career inside US healthcare is finally saying out loud what most people only feel when they get the bill.What this episode is about:This is a raw, honest conversation with someone who has been operating inside the US healthcare industry since the 1990s. He breaks down exactly why the system is broken, who benefits from keeping it that way, and why the problem is only going to get worse, not better. Key topics discussed:- The "save all mentality" in US healthcare and why it drives unlimited spending regardless of cost- Why people are too scared to question their doctor's recommendations. and how that fear is being exploited- How insurance companies position themselves between patients and doctors- Why doctors get paid when you are sick, not when you are healthy, and what that incentive structure really means- Why the person who built their career in this industry believes the system is human-made, deeply destructive, and getting worse- The solution to the health care problem in the U.S. Why this episode matters:If you have ever received a medical bill that made no sense, been denied coverage, or felt like the system was working against you, this conversation will validate everything you suspected. This is not a political episode. It is a business and human conversation about a system that touches every single family in America. Entrepreneurs, healthcare workers, patients, and anyone paying for insurance needs to hear this.Drop a comment: have you ever felt like the healthcare system had your back, or did it let you down? Subscribe for more conversations that go where most podcasts won't, and share this with someone who deserves to know the truth.Time Stamps:00:00 Trailer01:09 Intro 02:41 How Did Jeb Get into Healthcare Business03:50 How it Feels to Have a Family Member Lose a Battle to Cancer05:54 Why are Medical Bills So High? 07:42 The Root of The Healthcare Problem10:15 How Jeb is Solving the Issue10:46 Luigi Mangione & United Health Explained13:27 How U.S. Health Insurance has become Such a Big Problem16:52 The Man Made System that Corrupts Doctors 20:29 The Ability to Adapt and Improve Treatments21:48 Deep Dive in the Problem of Health Care 24:19 How to Help People Stay Healthy28:02 Competition in Health Care Business 30:51 Medical Expense Ratio Explained33:00 The Difference in Price: Hospital vs. Outpatient Facility 35:54 Problem with Prescription Drugs42:26 The Concerning Increase in Rates44:20 New Technology in The Healthcare Field45:25 Gene Therapy 49:56 How Jeb Saved Thousands of Lives In California53:42 How Jeb got Into Healthcare 01:03:40 Taking Risks in Business01:09:31 How Jeb's Early life Affects Him To This Day01:12:37 Importance of Good Energy01:18:32 Staying Calm in The Face of Adversity 01:26:54 Entering and Remaining in Flow State01:28:40 Social Media and The Damage it Causes01:31:12 Remaining Grateful in Life01:32:50 How Having Kids Changes your Perspective01:38:16 Best Piece of Advice Jeb can Give01:38:38 How to Maintain a High Energy State01:39:16 What's One Belief You Believe That Turned out to be False

This is We Are Chelsea, the official podcast of Chelsea Women, brought to you in association with Škoda, the official car partner of Chelsea Women and proud supporters of women's sport.www.skoda.co.ukIn this episode, Em Wallbank joins Lucy Bronze and Johanna Rytting Kaneryd to play a game that seriously puts their friendship to the test. Expect a lot of laughs, plenty of tea on their teammates, and some baffling Whistleblower dilemmas. To watch the full episode on YouTube, click here: https://www.youtube.com/@chelseafcwomen/videosSend us your questions and Whistleblower dilemmas to wearechelsea@chelseafc.com Hosted on Acast. See acast.com/privacy for more information.

Our home is located between two grocery stores. One is a high-quality grocery store with a nice selection of meats and fresh produce. The other store has somewhat lower prices but low quality and selection. Recently Aldi's and Whole Foods moved-in near the lower priced grocery store. Last week that store announced it's closing. While ... The post Marketing Strategy and Competition appeared first on Unconventional Business Network.

Everyone says competition in the fitness industry is getting worse.The data says otherwise.In this episode of Fitness Business Insights, I break down the latest UK fitness industry numbers and reveal something most coaches are missing: in-person personal training competition is no longer rising at the rate demand is.Using up-to-date 2026 gym membership data and registered PT numbers, I explain why:Gym memberships are growing faster than the number of registered PTsThe members-per-PT ratio has started reversingOnline coaching demand has dropped significantlyRemote personal training searches have fallen sharplyIn-person services are becoming a stronger opportunity againWe look at why this is happening, what societal shifts are driving it, and how broken gym-based models and online saturation are reshaping the market.Most importantly, I explain what this means depending on where you are in your career:If you're just starting outIf you're fully booked and ready to raise pricesIf you've been struggling onlineIf you work face-to-face, or have been considering going back to in-person services, this episode will give you clarity and confidence backed by real industry data.The opportunity is there. The question is whether you position yourself to take it.

Is it sinful to be competitive? Does God care who wins games? How do we know when sports, particularly kids sports, have become an idol? In this sixth episode of our Not Just Sacred series, we're kicking off part one of our conversation about sports. Hear Keith and Patrick explore the goodness of competition, the effects of sin on rivalry and pride, and how athletics can reflect discipline, excellence, and teamwork. We also address youth sports and church participation, asking how families can pursue sports without neglecting Christian community. We hope this episode offers a biblical framework for thinking about sports without over-spiritualizing (or underestimating) them.

Kamara Sitton is instrumental in bringing The Pink Spike Festival Girls/Women Only T&F Meet and scholarship to life each spring. Kamara is a coach for the Titans Track Club (AAU) in Upstate SC. She earned her Master's in Sports Administration from Arkansas State University and uses it in a variety of sports-related contexts. She enthusiastically provides reasons why female-only sporting events benefit not only the participants but society overall.If you have a topic to share, contact David Mitchell to learn how.

Full Show: Franchise Tag Deadline Day, Does Bill Self have Competition? Do the Chiefs Trade Back? WBC and MLB Scout Gene Watson Joins, Start Bench Cut full 10755 Tue, 03 Mar 2026 16:03:07 +0000 z7eQ3WOeLnJUqJkB0bQjA26nOuTlMcql nfl,mlb,kansas city chiefs,ku,sports Fescoe & Dusty nfl,mlb,kansas city chiefs,ku,sports Full Show: Franchise Tag Deadline Day, Does Bill Self have Competition? Do the Chiefs Trade Back? WBC and MLB Scout Gene Watson Joins, Start Bench Cut Fescoe in the Morning. One guy is a KU grad.   The other is on the KU football broadcast team,  but their loyalty doesn't stop there as these guys  are huge fans of Kansas City sports and the people  of Kansas City who make it the great city it is.   Start your morning with us at 5:58am!   2024 © 2021 Audacy, Inc. Sports

Rafe discusses the 1969 Ryder Cup and Jack Nicklaus' concession of Tony Jacklin's final putt.  A discussion of the Ryder Cup competition and some Latin-based words starting with com- or col- or con- or cor- or just co- reveals that this event is a grand example of the real meaning of "competition", not the "conflict" into which so many sports, on all levels from little kids through professionals, have fallen.#competition #compete #latinprefixes #conflict #youthsports #war #battle #golf #rydercup #jacknicklaus #tonyjacklin #1969 #grace #impudence #temptation #virtue #lent #passion #victory #strive #striving #sports #purpose #concession #rivalry *****As always, you can reach the Buf at bufnagle@bufnagle.com*****As you know, this is an independent podcast so your hosts also carry all the expenses of running this podcast. As such, some of you have asked how you can help out. Well, here's the answer: support us on Buy Me a Coffee:https://buymeacoffee.com/bufnagleOn this page, you can do a really nice thing like send us a couple dollars to help cover the cost of recording and hosting and microphones and research and all that. Any little bit really helps! Thank you in advance!!!

Six Evanston Township High School students competed in a Tire Changing Competition on Tuesday organized by two local nonprofit organizations, the Trade Collective and the Community Garage.

When I say your competition isn’t that good, that most of your competition is average, what I mean is that a lot of them are not taking the time to learn the things that will allow them to do things better. David: Hi, and welcome back. In today’s episode, co host Jay McFarland and I say, your competition isn’t that good. Right, Jay? Jay: Yeah, absolutely. Do you even know who your competition is? Do you know what they offer? Do you know what people think of them compared to you? Maybe you don’t even know if your competition is that good. David: Exactly. And I hear, so many times, when I’m talking to salespeople, the idea that, there’s a lot of competition. Competition is very difficult. There’s a lot of online competition. There’s a lot of local competition. There’s a lot of price-cutting competition. There are all these different variations on competition. And that’s all true. But a lot of them really, honestly, just aren’t that good. And if you recognize right up front that most businesses are average, right? There’s an average in every business, in every industry, there’s an average. And some people are better than average. Some people are worse than average. There are a lot of average. So if you’re competing with the average or the less than average, then you should be able to do pretty well. If you’re a conscientious individual, if you’re reasonably good at what you do, if you study and practice your profession and you get reasonably good at it, you’ll be able to outperform a lot of them because to the extent that there are really exceptional competitors in your market, there are a lot less of those than there are the ones on the other side. Jay: Yeah, absolutely. I’ve always believed this, you know, you can get caught up in the muck. When I was in radio, I worked for a radio station that had a built in listenership because it was so ingrained in the community. And what that did is it made it so they didn’t have to work hard to get sales or to get numbers. Now you would think, oh man, that’s an amazing place to be. But what happened is, they started to get complacent, right? Everything was so easy, and then all of a sudden ratings started to shift and suddenly they realized, we don’t know how to sell. Because we’re so used to sitting at a desk and the phone is ringing. And we’re just taking orders. So you’re not a salesperson, you’re taking orders, right? And their competitors started to eat them alive because their competitors had to sell all the time, and they were very good at it. So sometimes you’re successful just in spite of yourself. And that may be what your competitors are in, what state they’re in. David: It really could be as simple as that and as difficult as that, in either situation. But, you know, the idea that the competition is excellent, or the competition is terrible, or the competition is average. In a sense, none of it really matters. Because this is life. This is the world that we’re in. These are the cards we’ve been dealt, right? So our competition is there. We’re there. The question is, how are we going to make sure that we are outperforming our competition in all the key areas of customer contact? I mean, if you were to boil it down and say, okay, let’s say my competition is very good. Let’s say you completely disagree with the premise of this podcast, that your competition isn’t that good, or that it’s average or whatever you say. “No, I’ve got a lot of competition.” Okay, then that’s your question. How do you outperform your competition in all key areas of customer contact? Some people may say, “well, I don’t know. What are the key areas of customer contact?” And if you’re asking yourself that kind of question, that indicates that there’s work to be done in your organization. Jay: Yeah, absolutely. And do you even know how the competition functions to be able to compare yourself? I mean, that’s got to be at least half the battle, right? David: Yeah, that’s part of the battle. Maybe it’s a third of the battle. Jay: Okay. David: I was gonna say a quarter, maybe it’s a quarter to a third of the battle. And the only reason I say that is I don’t think we should spend a ton of time overanalyzing our average competitors. I mean, if there’s a really, really good one, yeah, you can take a look at what they’re doing. But ultimately, sure, we all want to outperform our competitors. But what do we really want? We want to get to the point where we’re so good at what we do that it’s no longer about outperforming our competitors. Now it’s a matter of outperforming our past best, right? What’s the best we were able to do? When you’re leading in a market, when you really are the market leader, you’re doing things right, you’re doing things well and efficiently, you’re already better than a lot of your average competitors, then the goal you want to reach for is how can I do what we do better in our own organization? Right? How can we initiate contact better? How can we leave messages better? How can we send emails that are more compelling? What are the very specific things, all these points of customer contact that could potentially change for the better to get me better results? Jay: Yeah, I love this idea that your true competition really is yourself, right? It’s kind of like golf or, you know, another single person sport where you’re, really competing against yourself. And, if you can identify constantly ways to get better and you’re not falling into that complacency, then you’re probably going to do better than most of your competitors. David: Yeah, exactly. Something else that I read recently, was talking about the idea that a lot of us want to try to beat our best month ever, our best year ever. We’re always looking to top that top line, which makes a lot of sense. But I read this in a book by Nic Peterson. He said that, ideally, our goal should be to beat our bottom. In other words, sales are going to go up and down, right? That’s going to happen over a period of time. Sales are going to go up and down. We’re going to have peaks and valleys, and hopefully it works on an upward trajectory, and as you’re doing that, if you can make sure that the floor is constantly rising ,then eventually you get to the point where your floor is higher than other people’s ceiling. And if you think about the idea of being better than your competitors, that’s really what you want. Cause if you have a great month this month, an exceptional month, then it’s like, okay, now the new month starts. Now you’re at zero again. You got to start from scratch. Right? But if you know that your first goal for that month is to make sure that you’re above your previous floor. Then it seems a lot more doable. It’s like, okay, we might not have another peak month this month, but if we can stay above our floor, then we will continue to grow and grow. Jay: Yeah, I really like that. I’m somebody who tends to look at records, right? Like we just finished a record month and I’m like on a high, right? Things are great, but you’re exactly right. I mean, next month beating that every single month, month after month. Is that realistic? I think you’re pointing out, no, it’s probably not, and it could be counterproductive. David: Yeah, it’s probably not realistic that each month is going to be higher than the last, and there are not going to be any that are lower. But I think it’s also realistic to say, okay, can I beat our worst month? Or a recent worst month? It’s like if you look at a stock chart and you see how there are these different… Jay: let’s call them peaks and valleys, ups and downs. David: Yeah, peaks and valleys. So if it’s bottoming out at a certain point, you want to say, okay, I want to get in higher than that. It’s a terrible explanation, but you kind of get the drift. Jay: Yeah, absolutely. And again, we kind of always fall back to this, is what systems do you have to track these types of things? Do you understand the cause and effect? I mean, so often, yeah, you had a good sales month, or yeah, you increased the baseline, but do you know why you did that? Was it just the phone rang more? Or was it something tangible? Because if it’s not something tangible, how are you gonna repeat it? Was it more calls? Was it more advertising dollars? What was it that got you there? If you don’t know, then the business is driving you. You’re not driving the business. David: Exactly. And each of those things are some of these different areas of customer contact, right? Whether it’s the advertising, whether it’s the phone calls, whatever it is, when we’re looking at that, we’re saying, okay, where are these key points of contact and what can I do to make each of those better? Can I make the messaging better? Can I tweak the messaging? Can I reach a different or better group of people? All these different things. Can I reach them using different marketing vehicles? Can I reach them online? Can I reach them offline? Can I reach them on the phone, via text, via email? How can I reach them? And look at what you’re doing, look at what’s working well and what may be not working as well as it used to, and then say, okay, how could I tweak some of these things, the messaging, the combination of marketing vehicles we’re using, or the people we’re reaching, the MVPs, we’ve talked about that a lot in the past. Which of these can I adapt, can I fine tune, like tuning in an old fashioned radio where they used to have dials on them, right? That type of thing. So you’re able to dial it in clearly and make sure that you’re getting the right people, saying the right things, using the right combination of marketing vehicles. Jay: Yeah, we talked about this last time, avoiding assumptions, figuring out why you got that customer, right? Cause you may be thinking, “oh, I had a new ad campaign or new marketing and this is why they came in.” And maybe it was a contact you had made with them a year ago. Maybe it was a bad experience with one of the competitors. Maybe it was something that changed in their business cycle. I think that type of communication as to why they’re there, why you were able to close them, you need to have systems to track this and, be open and honest with your customers to find out. What was it that motivated them to come to you? David: Yeah, in our work with our clients, we talk a lot about intelligent repetition of contact, being in touch with people again and again and again, but without saying the same thing, without getting boring, without getting tedious, without driving them crazy, right? If we can do that, that’s intelligent repetition of contact, and it makes it far more likely that you will be in front of someone when they’re ready to make that buying decision. Jay: Yeah, I love that idea, but you’re still going to have competitors. So do you need to have some awareness of what they’re doing? Or do you kind of say, I’m going to focus on me and I’m just going to be the best I can and compete against myself? David: Well, I like that better. I like the idea of focusing on ourselves. What I’ve found though, is that in most markets, you don’t have to look too far to hear about what your competitors are doing. Because if you’re reaching out to a new prospect and you hear about one particular competitor again and again and again, that tells you who is actually pretty good in the market. If you hear those names again and again and again, if you hear different people, each time you talk to someone, then it’s like, okay, well that’s sort of the average, that’s the industry. But if you’re talking to a lot of people and they’re all saying the same thing and they’re all saying great things, that’s an indication that you have now found the leader in your market. So that’s what you need to target, then. Then you may look at, okay, well, what are they doing? How are they doing it? How is it better than what we’re doing? Or is it? Is it not better than what we’re doing? But they don’t know what we do, so they can’t compare. Jay: Yeah, and finding out, can I even compete with them in one particular area? Maybe that exposes a different lane for you where you can be competitive, right? So it’s not like you have to play chicken with everybody. That may not be the best solution. We’re in a very unique industry because our products and services are so defined that I only have probably three competitors nationwide. And so when I talk to people, oftentimes, our competitors will come up and sometimes it’s in a good light. Quite often, like you said, my competitors are average. They aren’t that good. It’s not hard at all for us to offer better customer service, better products, everything. I have found, that, a lot of people are like, oh, I hope they don’t go and research and talk to my competitors and get outbid. I’m like, go and talk to them. Go and have that experience because I know you’ll be back and I’m in a better position when you come back. So that’s made us more confident than less confident. David: Yeah. And when you have a small number like that, it is easier to know what each of them are doing. I remember in our promotional product business, back in the day, we had a situation where there was one competitor that wasn’t really known for answering their phones. You try to reach them and you couldn’t get through to them. And so, if a sales person of ours, or if I was in a conversation with somebody and they say, “Oh yeah, we use this company,” sometimes I’d say something like, “Oh, are you able to get them to answer their phone?” And very often they’d laugh. Because if you know this about a company, you can say something like that. Like, “Oh, well, they don’t usually answer, but I can usually get a call back.” “Oh, okay. Well, if you ever get tired of that, or if you ever get voicemail and you’d like to talk to a human, here’s my card, right? That’s just a small example, but you basically look for the things that you know to be true about a competitor. And I’m not saying you’re picking on them. I’m not saying you’re dissing them or anything, but you just point out a very obvious truth about them. And very often that will get their attention. Jay: Yeah, absolutely. Well, I love it. How do people find out more? David: Go to TopSecrets.com/call and watch the video on that page. See if it makes sense to have a conversation with myself or my team. When I say your competition isn’t that good, what I mean is that a lot of them are not taking the time to learn the things that will allow them to do things better. And if you’re in that camp, if you’d like to be able to do things better and differently than your competition, if you’d like to be seen as the leader in your market, then by all means, TopSecrets.com/call. Jay: All right. Fantastic, David. Always a pleasure. David: Thank you, Jay. Your Competition Isn’t That Good. Ready to Outperform them in All Key Areas of Customer Contact? If so, check out the five primary ways we help promotional product distributors grow: Just Getting Started? If you (or someone on your team) is just getting started in promotional products sales, learn how we can help. Need Clients Now? If you're already grounded in the essentials of promotional product sales and just need to get clients now, click here. Want EQP/Preferential Pricing? Are you an established industry veteran doing a significant volume of sales? If so, click here to get End Quantity Pricing from many of the top supplier lines in the promo industry. Time to Hire Salespeople? If you want to hire others to grow your promo sales, click here. Ready to Dominate Your Market? If you're serious about creating top-of-mind-awareness with the very best prospects in your market, schedule a one-on-one Strategy Session here.

(Episode 241): Freddy Peralta & Nolan McLean are dealing! New York Mets Prospects are shining! Plus, there is a Right Field competition heating up! Andrew Tredinnick joins Subway To Shea's Anthony Rivera to discuss it all!Andrew Tredinnick is the NY Mets Beat Reporter for the Bergen Record/NorthJersey.com.____________________________________________Follow Andrew Tredinnick on Social Media:X: https://x.com/andrew_tred Read Andrew's Articles for NorthJersey.com here: https://www.northjersey.com/staff/3505444001/andrew-tredinnick/ ____________________________________________Follow on X, Instagram, & Tik Tok: @SubwayToSheaSubscribe on YouTube: https://www.youtube.com/@subwaytoshea

Three years ago I became a mom! And while it was the most magical day of my life, somewhere in the middle of sleepless nights, identity shifts, and quiet grief for the life I used to have... I felt like I lost myself. The early years of motherhood can feel like a competition. Competition with your freedom. Your body. Your ambition. Your spontaneity. You love your child deeply, but still find yourself missing who you were before them and wondering if she's gone for good. In this episode, I talk about what it feels like to finally come out of the postpartum fog and realize that you don't actually want your old life back. You simply yearn to feel more grounded, anchored, and aligned with this new version of yourself. If you've been feeling like you're at war with this season, or quietly missing the "you' that existed before, then this conversation is for you. You don't have to compete with motherhood, you can grow into it. ❤️FOLLOW US: @girlsirlpod@mariahhutchinson_Don't forget to leave a 5 star review! 

Design students in Minnesota can submit ideas for a future George Floyd memorial near the intersection of 38th and Chicago in Minneapolis. Floyd's aunt, Angela Harrelson said in a statement about the contest, “when it comes to honoring George's legacy, we're calling on the best of the best to help bring that vision to life.” After Floyd was murdered by police in 2020, the site became an organic memorial, as people made art and left offerings there. Late last year, the Minneapolis city council approved a plan to reconstruct the area known as George Floyd Square. The student design contest will run until mid-May. One or more of the winning designs could become a permanent installation. Two of the people behind the design competition joined Minnesota Now host Nina Moini. Niall-Julian Universe is with the nonprofit Rise and Remember, and Anjali Ganapathy is director of undergraduate studies in architecture at the University of Minnesota.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Felecia Hatcher CEO of Black Ambition, the national entrepreneurial initiative founded by Grammy-winning artist Pharrell Williams. Black Ambition provides capital, mentorship, mental wellness support, and a nationally competitive platform for Black and Hispanic founders, particularly those from HBCUs and underserved communities. Throughout the conversation, Hatcher breaks down the mission of Black Ambition, how its competition works, success stories, the mentorship pipeline, and her personal entrepreneurial journey from being a self‑described “C student” to running a major national innovation fund. Purpose of the Interview 1. Introduce Black Ambition’s Mission and Impact To explain how Black Ambition funds, mentors, and accelerates Black and Hispanic founders, awarding millions in capital and building pathways to long-term entrepreneurial success. 2. Educate Entrepreneurs on How to Compete Successfully Hatcher breaks down the application process, common mistakes, and how to stand out in one of the nation’s most competitive entrepreneurial prize competitions. 3. Inspire Through Transparency and Personal Storytelling Her journey—from a C student to tech entrepreneur, to CEO working directly with Pharrell—models what perseverance and creativity can achieve. 4. Spread Awareness of Black Ambition Resources & Events She highlights opportunities like Demo Day, masterclasses, mentorship cohorts, and the Fundable Founders Forum. Key Takeaways 1. Black Ambition Creates “Unprecedented Access” for Black & Brown Founders Hatcher emphasizes the organization’s mission of closing opportunity gaps caused by misaligned mentorship and unequal access to funding.Black Ambition invests capital, provides structured mentorship, and connects entrepreneurs to world-class partners (e.g., Louis Vuitton). 2. Highly Competitive National Competition 2,500–3,000 applications annually Only 250 semifinalists Semifinalists enter a three‑month cohort with elite mentorship Top teams advance to Demo Day for capital awards and follow-on support Categories include HBCU, National Finalists, Top Prize, and People’s Choice.. Hatcher stresses: Success leaves clues.Many past winners share insights, host office hours, and guide new applicants. 3. The Process Itself Makes Founders Stronger Hatcher says repeated applications build clarity, sharpen pitches, and transform entrepreneurs—even if they don’t win the first time. She cites an example: Lawrence Phillips, founder of Green Book Global, who succeeded on his third try. 4. Holistic Approach: Mental Health & Wellness Along with capital and mentorship, Black Ambition offers mental-wellness support because entrepreneurship is emotionally taxing.Founders are encountering proximity to wealth and power for the first time, and need guidance on transparency, investor expectations, and emotional resilience. 5. Black Women Are Fastest-Growing Entrepreneurs—But Need Teams Hatcher notes that Black women lead in entrepreneurship but often operate without teams.Black Ambition does not invest in solopreneurs; founders must demonstrate team-building capacity to create economic multiplier effects in communities. 6. Pharrell’s Why: Opening Doors He Once Needed Pharrell invests in Black Ambition because: He once needed others to “believe in him until he could believe in himself.” He wants to dismantle gatekeeping in industries where Black talent exists but opportunity does not. He believes “talent is not equally distributed by zip code, but opportunity can be.” 7. Felecia Hatcher’s Personal Origin Story Her credibility comes from lived experience: A “C student” told she’d never make it to college College dropout Built multiple tech companies Founded Black Tech Week and the Center for Black Innovation Comes from a family of Jamaican farmers and Georgia builders who were “entrepreneurs before the word was used.”. Her takeaway: Creativity builds pathways to success that traditional systems overlook. 8. The Event is Public – and Transformational Black Ambition’s Demo Day is open to the public, creating visibility, inspiration, and networking opportunities for founders and supporters. Notable Quotes (All from the Transcript) On Black Ambition’s Mission “We’ve been building a rocket ship to create unprecedented access to opportunities and resources.”. “People are too comfortable wasting the time of Black entrepreneurs with misaligned resources and low-vibrational mentorship.”. On the Competition “Success leaves clues.” “Apply again… every time I applied, I became a different entrepreneur.” On Holistic Support “Entrepreneurship can swallow you whole.”. On Team Building “We don’t invest in solopreneurs… You need a team mindset.” On Pharrell’s Motivation “He borrowed someone else’s belief in him until that became his own.” “Talent is not equally distributed by zip code, but opportunity can be.” On Personal Journey “I’m a C student and a college dropout… I never let those things define me.”. “There is more than one pathway to success if you get creative.”. On Why Founders Should Join “Do you want to be in the same position this time next year? If the answer is no, then say yes to the process.” #SHMS #STRAW #BESTSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Felecia Hatcher CEO of Black Ambition, the national entrepreneurial initiative founded by Grammy-winning artist Pharrell Williams. Black Ambition provides capital, mentorship, mental wellness support, and a nationally competitive platform for Black and Hispanic founders, particularly those from HBCUs and underserved communities. Throughout the conversation, Hatcher breaks down the mission of Black Ambition, how its competition works, success stories, the mentorship pipeline, and her personal entrepreneurial journey from being a self‑described “C student” to running a major national innovation fund. Purpose of the Interview 1. Introduce Black Ambition’s Mission and Impact To explain how Black Ambition funds, mentors, and accelerates Black and Hispanic founders, awarding millions in capital and building pathways to long-term entrepreneurial success. 2. Educate Entrepreneurs on How to Compete Successfully Hatcher breaks down the application process, common mistakes, and how to stand out in one of the nation’s most competitive entrepreneurial prize competitions. 3. Inspire Through Transparency and Personal Storytelling Her journey—from a C student to tech entrepreneur, to CEO working directly with Pharrell—models what perseverance and creativity can achieve. 4. Spread Awareness of Black Ambition Resources & Events She highlights opportunities like Demo Day, masterclasses, mentorship cohorts, and the Fundable Founders Forum. Key Takeaways 1. Black Ambition Creates “Unprecedented Access” for Black & Brown Founders Hatcher emphasizes the organization’s mission of closing opportunity gaps caused by misaligned mentorship and unequal access to funding.Black Ambition invests capital, provides structured mentorship, and connects entrepreneurs to world-class partners (e.g., Louis Vuitton). 2. Highly Competitive National Competition 2,500–3,000 applications annually Only 250 semifinalists Semifinalists enter a three‑month cohort with elite mentorship Top teams advance to Demo Day for capital awards and follow-on support Categories include HBCU, National Finalists, Top Prize, and People’s Choice.. Hatcher stresses: Success leaves clues.Many past winners share insights, host office hours, and guide new applicants. 3. The Process Itself Makes Founders Stronger Hatcher says repeated applications build clarity, sharpen pitches, and transform entrepreneurs—even if they don’t win the first time. She cites an example: Lawrence Phillips, founder of Green Book Global, who succeeded on his third try. 4. Holistic Approach: Mental Health & Wellness Along with capital and mentorship, Black Ambition offers mental-wellness support because entrepreneurship is emotionally taxing.Founders are encountering proximity to wealth and power for the first time, and need guidance on transparency, investor expectations, and emotional resilience. 5. Black Women Are Fastest-Growing Entrepreneurs—But Need Teams Hatcher notes that Black women lead in entrepreneurship but often operate without teams.Black Ambition does not invest in solopreneurs; founders must demonstrate team-building capacity to create economic multiplier effects in communities. 6. Pharrell’s Why: Opening Doors He Once Needed Pharrell invests in Black Ambition because: He once needed others to “believe in him until he could believe in himself.” He wants to dismantle gatekeeping in industries where Black talent exists but opportunity does not. He believes “talent is not equally distributed by zip code, but opportunity can be.” 7. Felecia Hatcher’s Personal Origin Story Her credibility comes from lived experience: A “C student” told she’d never make it to college College dropout Built multiple tech companies Founded Black Tech Week and the Center for Black Innovation Comes from a family of Jamaican farmers and Georgia builders who were “entrepreneurs before the word was used.”. Her takeaway: Creativity builds pathways to success that traditional systems overlook. 8. The Event is Public – and Transformational Black Ambition’s Demo Day is open to the public, creating visibility, inspiration, and networking opportunities for founders and supporters. Notable Quotes (All from the Transcript) On Black Ambition’s Mission “We’ve been building a rocket ship to create unprecedented access to opportunities and resources.”. “People are too comfortable wasting the time of Black entrepreneurs with misaligned resources and low-vibrational mentorship.”. On the Competition “Success leaves clues.” “Apply again… every time I applied, I became a different entrepreneur.” On Holistic Support “Entrepreneurship can swallow you whole.”. On Team Building “We don’t invest in solopreneurs… You need a team mindset.” On Pharrell’s Motivation “He borrowed someone else’s belief in him until that became his own.” “Talent is not equally distributed by zip code, but opportunity can be.” On Personal Journey “I’m a C student and a college dropout… I never let those things define me.”. “There is more than one pathway to success if you get creative.”. On Why Founders Should Join “Do you want to be in the same position this time next year? If the answer is no, then say yes to the process.” #SHMS #STRAW #BESTSee omnystudio.com/listener for privacy information.

Send a textPeaches and Trent riff on an uncomfortable truth the Air Force rarely markets well: per capita, it's the most lethal force in modern warfare. From GWAT kill ratios and budget realities to why “Chair Force” jokes might actually be strategic misdirection, this episode spirals into a candid breakdown of how the services really operate. They dig into logistics versus lethality, why the Army wins wars by sustaining them, how the Navy quietly controls the underwater domain, and why the Space Force affects everyone whether they realize it or not. The conversation also tackles SOCOM funding myths, why selection and pipelines aren't interchangeable, the reality of special mission units, and how expensive it is to create—and keep—elite capability. Messy, funny, blunt, and very Ones Ready.⏱️ Timestamps: 00:00 Ones Ready intro and sponsor plug 03:00 OTS explanation and what it is not 06:45 Peaches' per-capita lethality hot take 09:30 Air Force vs Army vs Navy reality check 12:00 Budget myths and service comparisons 14:00 Space Force impact explained simply 16:00 GWAT lethality and air dominance 18:30 Logistics wins wars—Army perspective 21:00 Why ST isn't a unilateral force 23:30 SOCOM funding myths clarified 26:30 Selection vs pipeline differences 31:00 Why SOCOM doesn't “shut down” pipelines 35:30 Competition, standards, and why comparison is dangerous 40:00 Cost of training elite forces 45:00 Life in special mission units vs white side 49:00 Panels, recruiting, and community outreach 54:00 Lethality, truth, and why the Air Force undersells itself 56:30 Closing thoughts and upcoming OTS events

It's 1965 and at the University of Florida, a team of kidney scientists is working hard on an electrolyte beverage solution to prevent dehydration. It's a hit with the school's football team, the Florida Gators, and so they name it Gatorade. But creating an innovative product only gets you so far. The team has to figure out how they'll get their new beverage off the sidelines and into grocery stores and the hands of millions of everyday consumers. And now that they've created the sports-drink sector, do they have what it takes to stay on top? Audible subscribers can listen to all episodes of Business Wars ad-free right now. Join Audible today by downloading the Audible app.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.