Podcasts about Competitive advantage

Immigration status shouldn't depend on a paperwork nightmare.But for many immigrants, navigating the US immigration system means months of uncertainty, complicated filings, and life-changing consequences when something goes wrong.Aizada Marat knows this firsthand. After experiencing the system's challenges herself, she founded Alma to transform how immigration legal services are delivered.Aizada joins me on the pod to discuss how Alma combines AI, technology, and experienced attorneys to make immigration law more efficient, transparent, and predictable.We explore:→ Why AI could make legal services more human→ Where AI will - and won't - disrupt the legal industry→ How companies are rethinking immigration as they compete for talent→ Why skilled immigration matters to America's innovation economySpecial thank you to Aizada for joining the pod and to Alma for all of the amazing work they're doing.⏱️ Chapter Markers:00:00 — Introduction: Meet Aizada Marat and Alma00:51 — What Is Alma? Rethinking Immigration Law02:15 — From Cooley to Alma: A Founder's Personal Immigration Journey05:14 — Why Immigration Is a Systemic Challenge06:15 — The Problem With Traditional Immigration Legal Services06:46 — How AI Makes Legal Services More Human10:26 — Alma's Model: Technology Meets Experienced Attorneys13:03 — Measuring Success: Quality, Speed, and Transparency16:21 — Which Parts of the Legal Industry Are Most Vulnerable to AI?20:41 — Why AI Will Augment Lawyers Rather Than Replace Them24:18 — Immigration as a Competitive Advantage in the AI Talent Race28:15 — Rethinking the Debate Around Skilled Immigration29:56 — The Connection Between Immigration, STEM, and Innovation38:32 — Aizada's Policy Priorities: Digitizing USCIS40:42 — Closing ThoughtsLINKSAizada Marat: LinkedInAlma: WebsiteInterplay: Website, LinkedIn, XMPD: LinkedIn, X

This week's podcast is about JD's new home furniture retail store 101HOME.You can listen to this podcast here, which has the slides and graphics mentioned. Also available at iTunes and Google Podcasts.Here is the link to Agentic Org Now.Here is the link to our Tech Tours.Here are some photos from 101HOME.Here are the mentioned articles:Why JD.com Built 101HOME: The Case for Experiential Furniture Retail (1 of 2) (Tech Strategy)Lessons in Competitive Advantage from My Visit to Warren Buffett's Nebraska Furniture Mart (Tech Strategy)What Is Great Digital Strategy for Furniture Retail? My Visit to the JD-Qumei in China (1 of 2) -------I am a founder, consultant and keynote speaker specialized in digital and AI agentic strategy.I am the founder of Agentic Org Now, a firm that helps leadership teams launch AI and agentic initiatives fast.I write (a lot) about digital and digital AI strategy (3 best selling books, +2.9M followers on LinkedIn). You can get a free book at the email sign-up below.My Moats and Marathons book series is a framework for building and measuring competitive advantages in digital and AI businesses.This content (articles, podcasts, website info) is not investment, legal or tax advice. The information and opinions from me and any guests may be incorrect. The numbers and information may be wrong. The views expressed may no longer be relevant or accurate. This is not investment advice. Investing is risky. Do your own research.Support the show

Returns have become a defining part of online shopping, with U.S. retail returns reaching an estimated $849.9 billion in 2025. In this episode of Mailin' It, Karla Kirby and Jeff Marino explore how retailers can move beyond viewing returns as simply a cost and instead make them a strategic part of the customer experience.Nagee Jackson, Director of New Business Acquisition at the U.S. Postal Service, explains why an effective returns strategy starts with understanding customer expectations, product value, return rates and the true cost of bringing merchandise back. He discusses how different products—from clothing and perishables to collectibles and electronics—can require very different approaches.The conversation also examines USPS return solutions, including Ground Advantage, Priority Mail Return and scan-based returns, which can help businesses align costs with actual return activity. Nagee emphasizes the importance of planning ahead for peak season, analyzing historical return data, establishing clear policies and preparing for the physical volume of merchandise coming back.For consumers, the episode offers practical advice on what to look for in a retailer's return policy, including return windows, shipping costs and return methods.The episode concludes with a look at how USPS sales teams can work directly with businesses to develop customized shipping and returns strategies. In the “Did You Know?” segment, Karla and Jeff highlight John Wanamaker, the pioneering retailer and former Postmaster General whose innovations helped shape both American retail and the Postal Service. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

What if the biggest weakness in AI-powered innovation is that we are getting better at predicting human behavior while becoming worse at understanding what that behavior actually means? In this solo episode of the Innovation Storytellers Show, I want to talk about something I believe is becoming increasingly important for innovation leaders: AI can identify patterns, surface signals, and predict what customers may do next, but prediction is not the same as understanding. My background in anthropology has always shaped how I think about innovation. Anthropologist Clifford Geertz wrote about "thick description," the idea that observing human behavior without understanding its context can lead us to misunderstand what we are seeing completely. A wink and a twitch may look almost identical, but they mean very different things. AI faces a similar problem. A model might tell you that thousands of customers abandon their shopping carts at the same point. What it cannot reliably tell you is whether they are worried about money, overwhelmed by choice, consulting their family, reconsidering the purchase, or distracted by something happening in their lives. The behavior is visible but the meaning often is not. This creates an important challenge for AI storytelling for business leaders and anyone responsible for storytelling for AI innovation. As organizations gain access to more customer data, they also need people who can listen, interpret, question assumptions, and understand the cultural context behind what the data appears to show. In this episode, I share four ways innovation teams can interpret what AI cannot. I explain why AI should act as a scout rather than the storyteller, why customer stories should challenge data rather than confirm it, and why the strongest human-AI collaboration narrative combines machine intelligence with human judgment. Your competitors can increasingly access the same models, similar data, and comparable technology. The advantage may come from what your people understand that the machines cannot fully explain. If AI can tell us what customers are doing, are we spending enough time asking why?

In this episode, we explore the essential power of learning as disruption accelerates across creative industries. We unpack stories of transformation, grit, and reinvention from two very different worlds: Kip Bodnar, CMO at HubSpot and author of "Loop," and Tim Leatherman, inventor of the iconic multitool. While the tools and timelines look different, the winning mindset—learning your way through—remains the same.We dive into how Kip and his team at HubSpot faced the loss of 140 million visits in a single year, responded to a rapidly shifting marketing landscape, and used necessity as the mother of innovation. Meanwhile, Tim Leatherman reveals the lessons behind an eight-year journey from rejected prototypes to a product now in over 90 million pockets.From practical discussions about the new "loop" in marketing to the irreplaceable value of taste and human judgment in the AI era, and from bootstrapping a business in a garage to building with unshakable principles, this conversation offers sharp reminders for leaders ready to reframe hurdles as the real work.Discussed In This Episode:Loop: How to Build a Brand That Outlasts Rapid Change by Kip BodnarFind out more at LoopMarketing.comHubSpot – Insights into transforming marketing in the AI eraLearn more at HubSpot.comThe Leatherman Book by Tim LeathermanAvailable wherever books are soldDaily Creative Plus – Get all full interviews and bonus content for freeJoin at DailyCreativePlus.comTodd Henry's books and speaking infoFive Key Learnings From the EpisodeSpeed of Learning Trumps Resources. Wilbur and Orville Wright beat well-funded rivals by learning faster—testing, challenging assumptions, and iterating relentlessly. Both Kip Bodnar and Tim Leatherman embodied this: the hurdles weren't detours, they were the work.The Marketing Funnel Is Now a Loop. Traditional marketing funnels are obsolete. AI and fragmented channels have turned the path to purchase into an hourglass-shaped loop, where creating relevance at every touchpoint and rapid iteration are the only real advantages.Human Taste Is a Strategic Advantage. While AI can scale creative output and tailor messaging at a mind-bending pace, the role of taste—refined, context-rich, deeply human judgment—has never been more essential. “Brain first, tool second” is the only way to unlock AI's upside without commoditizing your value.Principles as Competitive Advantage. Tim Leatherman explained how adhering to core principles—like building in Portland for quality and community—isn't inefficient, but a long-game differentiator. Guardrails keep teams focused and create compounding trust.Every Hurdle Is a Skill to Be Learned. The difference between a door and a wall is often mindset. Both guests highlight: when disruption comes, don't wait and see—ask, “What do I need to learn next?” and treat each hurdle as an intrinsic part of the process.Bring Todd Henry to speak to your team or event at ToddHenry.com/speakingSee Todd Henry's books at ToddHenry.com/booksGet full interviews and bonus content for free! Just join the list at DailyCreativePlus.com.Mentioned in this episode:New Keynote & Workshop: The Infinite LeverEvery leader I talk with is asking some version of the same question right now: What happens to my people as AI absorbs more of the work? That question is why I built a new keynote and workshop called The Infinite Lever. It's about the human capacities that get more valuable in an AI world, not less, and how to develop them on purpose before the window closes. If you're planning an event this year, visit toddhenry.com/speaking.Apply for Creative Leader Roundtable Leading creative people is rewarding, but it can also feel isolating. That's why I've started Creative Leader Roundtable, a private community where leaders like you connect monthly to get practical insights, honest feedback, and real encouragement. You'll leave every round table with fresh perspective and tactical ideas. You can apply right away. So if you lead a team of talented people, go check us out at CreativeLeader.net, because creative work deserves brave leadership.

Read the research: https://finhealthnetwork.org/programs/financial-health-pulse Hear the podcast: https://youtu.be/VNylQkBCmBM?t=412 A customer of more than 20 years, rarely late on anything, took an unexpected medical hit, and his bank may never have noticed. He is one of an estimated 16.5 million American households that slid down a level of financial health in a single year, and banks and credit unions have their best chance to help before the first missed payment. The Financial Health Network's 2026 Financial Health Pulse finds financially vulnerable households rose from 15% to 17%, matching the highest share on record, while nearly 1 in 4 households moved up or down a level of financial health in one year. The pressure reached homeowners, business owners and auto loan borrowers, 40% of whom now say their overall debt is more than they can manage. Many of these households are customers most banks and credit unions would call safe, and most still look fine on paper. Jim Marous tells the story of a friend who has banked with the same institution for decades and was rarely late on anything, until an unexpected medical bill changed several things in his account at once. Each change on its own meant little. Together, they told a story. Jim explains why portfolio averages hide customers like this, why financial wellness programs often sit apart from the account where the slide shows up, and why the stress of that moment decides whether customers see their institution as being on their side. The episode closes with four specific moves: watch for combinations of change against each customer's own history, prepare help that fits a timing problem or an ongoing shortfall with costs explained upfront, reach out through a named person the customer can call, and measure whether customers were still doing better six months later and felt supported. For more on putting the data you already have to work, listen to Jim's Banking Transformed conversation with Rachel O'Neil of Alkami, "Turning Insights into a Competitive Advantage." About: Banking Transformed is hosted by Jim Marous, a top five banking industry influencer and Co-Publisher of The Financial Brand. Banking Insights episodes deliver the most important strategic ideas in under ten minutes, for the executive who wants the takeaway without the deep dive. Subscribe to the Digital Banking Report at thedigitalbankingreport.com.

By Doug Green “Technology is becoming a commodity. Your people don't have to be.” In this Technology Reseller News podcast recorded at MSP Summit, Joel Ciniero of Kongusto discusses how MSPs can use outsourcing differently—not simply to cut costs, but to improve service, increase operational speed and strengthen customer relationships. Kongusto is a Central America-based BPO and outsourcing provider serving English-speaking markets including the United States, Canada and the UK. Ciniero acknowledges that outsourcing often carries a negative image: low cost, weak customer experience and limited understanding of the business. He argues that it does not have to work that way. For MSPs, where customer relationships are often built directly with owners, salespeople and technical teams, handing off customer-facing work can feel risky. Kongusto's approach is to integrate more closely with the MSP and become an extension of the business rather than simply a low-cost labor source. That matters because, Ciniero says, technology itself is becoming increasingly commoditized. Most MSPs can sell similar switches, cloud services and communications products. The bigger differentiator may increasingly be the quality of the people delivering the experience. “I call it premium human capital,” Ciniero says. That can create what he calls operational velocity—helping the MSP complete the same work faster and more efficiently. Ciniero also argues that outsourcing can contribute to revenue, not simply reduce expense. Properly integrated teams can support sales, customer service and other revenue-producing activities, creating what he describes as a “revenue force multiplier.” For MSP owners looking toward 2027, his message is to think beyond shaving a few dollars from operating costs. “You can't save your way to success,” Ciniero says. “You have to make more money.” By combining technology with stronger customer-facing teams, MSPs may be able to differentiate themselves in a market where many of the underlying products increasingly look the same. Visit Kongusto.co to learn more.  

Are wide-moat stocks' struggles a sign of their protection diminishing? That's the big question from the Q3 issue of Morningstar magazine. Key market moments this year heavily weighed on some stocks with competitive advantages. Why did they stumble? Morningstar magazine Editor-in-Chief Jerry Kerns is returning to Investing Insights to discuss this issue's cover story. Sign up for a free subscription to Morningstar magazine. On this episode: 00:00:00 Welcome 00:01:06 What Is a Moat and Its Five Sources 00:03:24 Why Examine Wide-Moat Stocks' Performance Now 00:04:12 What's Behind the Morningstar Wide Moat Focus Index's Rough Stretch? 00:06:59 Are Moats Really a Sign of Quality? 00:07:38 Key Takeaway on Wide-Moat Stocks 00:08:12 Other Highlights from This Quarter's Morningstar Magazine Watch more from Morningstar: Don't Make This Mistake When Chasing Higher Bond Yields How AI Is Taking Over Your Portfolio 401(k) Millionaires: Here's How to Avoid Going Broke in Retirement Follow Morningstar on social: https://www.facebook.com/MorningstarInc/ https://x.com/MorningstarInc https://www.instagram.com/morningstarinc/ https://www.linkedin.com/company/morningstar/ This episode is sponsored by Vanguard: https://advisors.vanguard.com/engagement/fixed-income Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Send us Fan MailGuest: Andrew BrooksLinkedIn: https://www.linkedin.com/in/andrewcarrollbrooks/Website: https://contextual.io/AI is everywhere. But are you actually using it to build a competitive advantage—or just adding another chatbot to the business?In this episode of Scaling with People, we sit down with Andrew Brooks, serial entrepreneur, multiple-time founder, and CEO of Contextual.io, to unpack what separates AI that genuinely transforms a business from AI that simply generates headlines.Andrew has built and exited technology companies through multiple technology cycles. His perspective on AI is simple but powerful: don't think of AI as just another piece of technology. Think about how it can enable your people, transform your processes, and create new ways to serve customers.We dig into what founders and business leaders should actually be thinking about before investing in AI—from measuring ROI and managing adoption to identifying the data, expertise, and customer relationships that could become a true competitive moat.In this episode, you'll learn:Why AI should be viewed as more than another technology toolHow to move beyond AI automation and uncover new revenue opportunitiesThe biggest mistakes companies are making with AI right nowWhy every digital employee should consider having an AI assistantHow to tell the difference between a flashy AI demo and a production-ready systemWhy edge cases, human oversight, and fallback mechanisms matterThe three things to evaluate before investing in an AI initiative: ROI, a ground-level champion, and a staged rolloutWhat it really means for AI to become a teammate rather than just a chatbotWhen you should buy AI, customize it, or build it yourselfHow proprietary data and employee expertise can become an AI-powered competitive moatWhy “digital Greg” is a powerful example of capturing institutional knowledgeThe first thing founders should do in the next 30 days if they want to move beyond AI experimentationHow combining your proprietary data with external information can uncover patterns and opportunities you might otherwise missThe big takeawayDon't start by asking, “What AI tool should we buy?” Start by asking, “What makes our business unique—and can AI make that advantage stronger?”For Andrew, the distinction between buying and building comes down to whether the AI capability deepens your moat. If it's a commodity task, use an existing tool. If it can turn proprietary data, expertise, or customer relationships into something differentiated, that's where building your own AI capability can create strategic value.About Andrew BrooksAndrew Brooks is a serial entrepreneur and the founder and CEO of Contextual.io. His career has included building technology companies across multiple technology shifts, with a focus on applying new technology to underserved markets. Today, Contextual.io focuses on practical, human-centric applications of AI for lower and mid-market businesses.Chapters00:00 — Welcome to Scaling with People01:01 — Meet Andrew Brooks and Contextual.io03:10 — The handwritten note advantage05:40 — Why AI is different from previous technology cycles09:34 — The biggest AI mistakes leaders make11:55 — Moving from AI automation to business transformation13:54 — Flashy demos vs. production reality16:34 — The AI investment checklist that matters20:54 — Designing AI as a real teammate26:34 — Buy or build based on your moat29:59 — The first 30 days start with data31:36 — Turning internal and external data into insight33:18 — Closing thoughtsConnect with Scaling with People:If you found this conversation valuable, share it with a founder, CEO, or business leader who is trying to figure out what AI actually means for their company.Scaling isn't just about speed. It's about people.Support the show

How can communities identify their greatest strengths and turn them into a competitive advantage? In this episode of Develop This!, Dennis Fraise sits down with Jeanette Goldsmith, President of Strategic Development Group, to discuss how communities can build a smarter asset strategy that attracts investment and supports long-term economic growth. Jeanette explains that successful economic development goes beyond available land and infrastructure. Communities must recognize both their tangible and intangible assets—from workforce and leadership to partnerships and organizational alignment—and understand how those strengths position them for future opportunities. A major focus of the conversation is the Economic Development Readiness Continuum: Stabilize, Strengthen, Prepare, and Compete. Jeanette walks through each stage, explaining how communities can assess their current position, reduce risk, and develop the capabilities needed to compete for investment. The discussion also explores common mistakes communities make, including trying to pursue every opportunity instead of focusing on industries and projects that align with their strengths. Jeanette emphasizes the importance of prioritization, collaboration, and realistic market positioning. Throughout the episode, she shares practical advice on aligning community assets with economic goals, improving organizational readiness, and balancing long-term planning with short-term wins. A key takeaway? The communities that succeed aren't the ones with the most assets—they're the ones that understand, align, and leverage their strengths with purpose. Key Takeaways Community assets include both physical infrastructure and intangible strengths Organizational alignment improves speed, execution, and competitiveness The Readiness Continuum helps communities prepare for sustainable growth Focused strategies outperform trying to chase every opportunity Understanding market realities leads to better investment decisions Long-term planning and continuous improvement drive lasting success Key Topics Covered Community asset strategy and economic development Tangible and intangible community assets The Economic Development Readiness Continuum Organizational alignment and collaboration Common asset strategy mistakes Prioritizing opportunities and building community competitiveness Sound Bites "Prepared communities know where they can win." "Intangible assets can really make a difference." "Communities that win are incredibly focused."  

Special thanks to Triangle for sponsoring this episode. Triangle's founder, Matt, is offering a complimentary one-hour strategy session for founders seeking to grow their personal brand. I can't recommend this service enough, and get in quick as there are only three remaining slots available this month! Get in touch at matt@mattswain.com or book directly at https://www.triangle-branding.com/book-a-call   What if the 15–20% of the workforce that is neurodivergent could become one of your organization's greatest sources of innovation?  In this episode of World's Greatest Business Thinkers, host Nick Hague sits down with Maureen Dunne, Oxford-trained cognitive scientist, neurodiversity expert, author, and President and CEO of Autism Community Ventures, to explore how leaders can turn neurodiversity into a genuine competitive advantage. Maureen explains why traditional hiring and workplace systems often filter out talented people by rewarding conformity rather than capability, and why organizations need to rethink recruitment through skills-based assessment. She also shares practical ways leaders can create greater clarity, psychological safety, and flexibility without lowering performance standards. The conversation explores how AI could help neurodivergent employees overcome executive-function challenges while amplifying their strengths in creative and non-linear thinking, and why diverse perspectives must be built into AI systems to prevent existing biases from becoming embedded in the future. What You Will Learn: How to shift from a deficit mindset to a design problem Why your recruitment process is silently excluding high performers The clarity framework for inclusive leadership How AI amplifies both opportunity and risk in neurodiversity inclusion Why the talent recognition problem requires intentional guardrails against pattern matching Why manager training and environment design matter more than accommodations alone   If you enjoyed this episode, make sure to subscribe, rate, and review it on Apple Podcasts, Spotify, and YouTube Podcasts. Instructions on how to do this are here.   About the Guest: Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, author, board director, and President and CEO of Autism Community Ventures. With more than two decades of experience helping organizations build thriving cultures, she has advised Fortune 500 companies, universities, venture capital funds, and government leaders, and co-created Harvard Kennedy School's Future-Ready Leadership executive education program. A Rhodes Scholar and Oxford-trained cognitive scientist, Maureen is global head of NODI (Neurodiversity + Opportunity drives Innovation) and a leading voice on neurodiversity and the future of work, featured in Forbes, Bloomberg, and MIT Sloan Management Review.   Quotes: "We need to move from seeing neurodiversity as merely a collection of labels. It's really a design problem." - Maureen "If someone's neurodivergent, that doesn't mean that person is less capable." - Maureen "Organizations can either design around that reality or can continue designing for an imaginary average brain that really doesn't exist." - Maureen "There's a talent recognition problem; we may be filtering out talent that is actually the same exact talent which companies desperately need to stay competitive." - Maureen "The advantage to companies does not come from simply hiring neurodivergent people; you need to design the conditions in which their strengths can be used effectively." - Maureen   Keywords: Primary Keywords (Core Themes): neurodiversity, neurodivergent talent, neurodiversity in business, neurodiversity workplace inclusion, ADHD, autism, dyslexia, cognitive diversity, neurodiverse hiring, neurodiversity competitive advantage, neurodiversity edge, neuroinclusivity, neurodivergent employees, neurodiversity leadership Secondary Keywords (Related Subtopics): inclusive hiring practices, talent recognition, recruitment strategies, cognitive science, neurodiversity accommodations, manager training, neurodiversity disclosure, sensory sensitivities, executive functioning, diversity and inclusion, organizational culture, talent pipeline, apprenticeships, job crafting, accessible workplace design, neurodiversity awareness Episode Resources: Maureen Dunne on LinkedIn Autism Community Ventures Website The Neurodiversity Edge on Amazon World's Greatest Business Thinkers on Apple Podcasts World's Greatest Business Thinkers on Spotify World's Greatest Business Thinkers on YouTube

What should we do as leaders when things don't go according to plan? Setbacks are inevitable. How we respond to them shapes our credibility, our teams, and the leaders we become. In this episode, we explore five hard questions that emerge when a decision fails, a goal is missed, or circumstances force us to rethink the plan. We examine how to respond before defensiveness takes over, how to decide whether persistence or a change in direction is called for, and how to separate genuine accountability from taking responsibility for everything. We also look at what our teams need from us when they are disappointed and how we can create space for learning without rushing everyone toward positivity. A setback does not automatically make us stronger leaders. Growth comes from what we choose to examine and what we change because of it. When we reflect rather than ruminate, turn lessons into new behaviors, and keep taking meaningful risks, we can move forward with greater wisdom, clarity, and courage. Key Takeaways: Respond Before You React:Explore what leadership requires in the first moments after a plan falls apart.Know When to Change Course:Consider the questions that can reveal whether persistence or a pivot is needed.Own What Is Yours:Examine how leaders can take accountability without assuming responsibility for every contributing factor.Help the Team Recover:Discover what people may need from their leader before they are ready to move forward.Turn Setbacks Into Growth:Learn what separates meaningful reflection from simply reliving a difficult leadership experience. Resources from The Courage of a Leader The Inspire Your Team to Greatness assessment (the Courage Assessment) - In less than 10 minutes, find out where you're empowering and inadvertently kills productivity, and get a custom report that will tell you step by step what you need to have your team get more done. Get it here: https://courageofaleader.com/inspireyourteam/ You don't need to have all the answers to lead well. Get your copy of the Clarity Kit for just $17 to learn the five practices to bring more clarity, confidence and courage into your leadership - https://courageofaleader.com/the-clarity-kit/ About the Host: Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays. As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are: The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results. http://www.courageofaleader.com https://www.linkedin.com/in/amyshoopriley Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the, podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app. Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Mentioned in this episode:The Inspire Your Team to Greatness Assessment (The Courage Assessment)https://courageofaleader.com/inspireyourteam/

Transportation may be essential to global supply chains, but that doesn't mean more movement, more technology, or more complexity automatically creates better results. Sometimes the smartest transportation strategy starts by asking a much simpler question: What is the customer actually trying to accomplish?In this episode of Supply Chain Now, Scott Luton and Tevon Taylor welcome David Ivan, President and CEO of BNSF Logistics, for a conversation that challenges conventional thinking around transportation, customer experience, lean principles, technology, and the role of rail in today's supply chain.With more than 25 years of experience on the manufacturing and customer side of logistics, David Ivan brings a unique perspective to leading a logistics organization. He shares why transportation providers need to move beyond selling modes and capabilities and instead focus on solving the customer's underlying business problem.The conversation explores the trade-offs between simplicity, certainty, and cost, why predictability can be more valuable than shippers realize, and how lean thinking can help organizations identify and eliminate unnecessary transportation waste. David, Scott, and Tevon also discuss the growing complexity of logistics, opportunities for rail, the right role for AI and automation, and why technology should support, not replace, human judgment when exceptions arise.Key TakeawaysStart with the customer's desired outcome, not the transportation mode. The best solution may look very different once the underlying business problem is understood.Transportation should be viewed through a lean lens. Every unnecessary mile, touch, delay, or handoff can introduce cost and waste into the supply chain.Simplicity, certainty, and cost require trade-offs. Shippers cannot always maximize all three, and priorities may shift depending on market conditions and business needs.Certainty has real financial value. Predictable transportation can reduce safety stock, labor inefficiencies, expedited freight, downtime, and operational disruption.Technology should simplify good processes—not automate bad ones. AI can improve data analysis, pattern recognition, and decision support, but automation alone cannot fix a broken process.Human judgment still matters. Technology is powerful for routine work and identifying risk, but people remain essential for exception management, customer relationships, and complex decisions.The people closest to the work often understand the problems best. Respect for people remains a foundational lean principle and an important leadership discipline.If your transportation strategy still begins with rates, modes, or available capacity, this conversation offers a different way to think. David Ivan brings the perspective of both a longtime transportation buyer and logistics provider to show why successful logistics starts with understanding the business problem, reducing friction, and creating outcomes customers can actually rely on.Tune in to learn how lean thinking, smarter use of technology, greater certainty, and customer-focused transportation strategies can help organizations reduce waste while turning logistics into a competitive advantage. Additional Resources & Links: Connect with David: https://www.linkedin.com/in/david-ivan-80a920a/Learn more about BNSF Logistics: https://www.bnsflogistics.com/Upcoming Live Programming: https://supplychainnow.com/upcoming-live-programming/Supply Chain Now Resource Hub: https://supplychainnow.com/resource-hub/Learn more about our hosts: https://supplychainnow.com/aboutLearn more about Supply Chain Now: https://supplychainnow.comWatch and listen to more Supply Chain Now episodes here: https://supplychainnow.com/program/supply-chain-now Subscribe to Supply Chain Now on your favorite platform: https://supplychainnow.com/join Work with us! Download Supply Chain Now's NEW Media Kit: https://bit.ly/3XH6OVkLearn more about Blue Yonder Cognitive Solutions: http://blueyonder.com/cognitiveWEBINAR- Demand Volatility Isn't a Forecasting Problem: How One FMCG Distributor Released Capacity Without Capital: https://bit.ly/4r94YM6WEBINAR- You Can't Manage What You Can't See: Using Visibility, KPIs, and AI to Optimize Logistics Operations: https://bit.ly/4ql6iemWEBINAR- The Real ROI of AI Analytics in the Supply Chain: Better Answers When Everyone Starts Asking: https://bit.ly/3TpCX6uThis episode was hosted by Scott Luton and Tevon Taylor, and produced by Trisha Cordes, Joshua Miranda, and Amanda Luton. For additional information, please visit our dedicated episode page at: https://supplychainnow.com/less-waste-better-outcomes-rethinking-transportation-1637 The content in this episode, including all audio, videos, visuals, and graphics, is the property of Supply Chain Now and is protected by copyright law. 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Know your numbers, fix your cash flow, and build a business that works for you. Schedule a free call with us. Most businesses are so busy chasing work that they never stop to ask whether they are competing in the right market in the first place.In this episode Steve digs into one of the four boxes in his strategy framework: market focus and position. He breaks down the three things you need to nail to get it right, your offer, your ideal customer, and your playing field, and why getting the analytics behind each of them matters just as much as the gut feeling you have been going off of.It is one of the most important strategic decisions a business can make and most owners have never done it deliberately._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.com

Michael Kim — CEO & President, AssetMark AssetMark CEO Michael Kim explains why advisor growth increasingly depends on creating capacity—and using outsourcing, technology, and AI to spend more time where advisors add the greatest value. In Summary Growth is a priority for nearly every advisory firm. But as client expectations expand and the business of wealth management becomes more complex, growth increasingly depends on an advisor's ability to create capacity. Jason Diamond speaks with Michael Kim, CEO and President of AssetMark, about why the strongest firms are intentional about where advisors spend their time—and equally intentional about what they delegate, outsource, or automate. Drawing on AssetMark's work with more than 12,000 independent financial advisors, Michael shares his perspective on organic growth, outsourcing investment management, AI, client experience, scale, and the evolving role of the advisor. His central message is straightforward: Advisors can do almost anything, but they can't do everything. Sustainable growth requires deciding where they create the greatest value and building the business around it.  The Storyline Michael Kim calls himself a “growth guy.” But his definition of growth goes well beyond adding assets, buying another practice, or simply getting bigger. After working with thousands of independent advisors throughout his career at Fidelity and AssetMark, Michael sees organic growth as one of the clearest measures of the health and durability of an advisory business. And the firms that consistently achieve it tend to have something in common: They treat growth as an intentional business priority rather than something they hope will happen. That creates a more fundamental question: Where should advisors actually spend their time? Michael argues that clients increasingly value the advisor—not simply the portfolio. They want guidance around taxes, wealth transfer, estate planning, business decisions, and the broader issues surrounding their wealth. Yet delivering that level of advice requires capacity. AssetMark's Annual Impact of Outsourcing Survey, he says, finds that advisors who outsource gain more than nine hours per week—essentially another working day.  AI potentially adds another layer of leverage. Michael sees its opportunity in two areas: productivity and experience. AssetMark's developing Talk Tracks capability, for example, uses AI to prepare potential talking points and planning opportunities before client meetings. But Michael also cautions against allowing technology to depersonalize the relationship. As clients themselves become more informed through AI, the advisor's ability to deliver deeply personal, trusted guidance may become even more important.  That brings the discussion back to growth. Advisors are increasingly both trusted counselors and business owners. Building a scalable enterprise means making deliberate decisions about technology, outsourcing, talent, client experience, and where their own time produces the greatest return. Topics Covered Organic growth in wealth management Advisor capacity and productivity Outsourcing investment management AI in wealth management AssetMark Talk Tracks Advisor client experience The advisor as “wealth counselor” Scaling an advisory firm Fee compression and operating leverage RIA growth and independence M&A and access to capital > Download a transcript of this episode… Listen and Learn Highlights for Advisors What separates advisory firms that consistently grow from those that plateau? (12:36)Michael says the most successful growth-oriented firms are intentional about growth. They develop a plan, experiment with new approaches, and—most importantly—execute consistently. Why does Michael consider organic growth such an important measure of an advisory business? (15:27)Organic growth is not simply about adding clients. Michael describes it as a predictor of the health and durability of the business—something that also matters to potential investors and buyers. Should investment management still be a core part of an advisor's value proposition? (18:42)Michael argues that clients increasingly want something broader: a trusted “wealth counselor” who can help them navigate taxes, wealth transfer, estate planning, and other complex financial decisions. How much capacity can outsourcing actually create for advisors? (23:05)According to AssetMark's Annual Impact of Outsourcing Survey, advisors who outsource report gaining more than nine hours per week. Michael argues that time can be redirected toward clients and higher-impact business activities. Where does Michael see the greatest opportunity for AI in wealth management? (25:34)He identifies two areas: productivity and experience. AssetMark is embedding AI into advisor workflows, including its Talk Tracks capability designed to surface insights and potential planning conversations before client meetings. Could AI make the advisor-client relationship less personal? (30:12)Michael acknowledges the risk but sees a larger opportunity. As clients arrive better informed through AI, advisors can differentiate through more personal, emotionally connected guidance around the issues that matter most. How should advisors think about scale as fee pressure continues? (41:12)For Michael, scale does not simply mean cutting costs. It means using technology, people, outsourcing, and other resources to deliver a better client experience more efficiently. Where would Michael invest first if he were running an independent RIA? (43:11)Existing clients come first. Before M&A or other growth investments, he would invest in making the client experience stronger and the firm easier to do business with. Key Takeaways Growth requires intention. The firms Michael sees growing most successfully do not treat growth as a side project; they plan for it, invest in it, and consistently execute against it. Organic growth is a measure of business health. Beyond adding assets, it can signal the durability and potential enterprise value of an advisory firm. Capacity has become a strategic advantage. Advisors need to determine which activities require their direct involvement and which can be delegated, outsourced, or automated. The advisor's value proposition is expanding. Portfolio management increasingly sits alongside tax planning, wealth transfer, estate planning, and other advice that clients expect from a trusted “wealth counselor.” AI should create better conversations, not simply greater efficiency. Michael sees the bigger opportunity in using AI to improve both productivity and the client experience. Scale is not synonymous with cost-cutting. Strategic investments in technology, talent, and outside expertise can allow firms to serve clients better while managing economic pressure. Client experience remains the foundation. Even when presented with opportunities to pursue M&A or other investments, Michael would prioritize strengthening relationships with existing clients first.  https://youtu.be/vqlWGWAD08o Quotable Moments “Growth isn't something that the advisors do as a hobby. It is arguably the number one priority.” — Michael Kim, 13:18 “Organic growth is the number one predictor of the health of the business.” — Michael Kim, 15:27 “The most important thing that the clients want from that advisor is the advisor, not the portfolio or which ETF that they selected.” — Michael Kim, 19:23 “The advisors can do anything, but they can't do everything.” — Michael Kim, 23:05 FAQs Why is capacity so important for financial advisor growth? Advisors face expanding client expectations while still having a finite amount of time. Michael Kim argues that creating capacity through outsourcing, technology, AI, and delegation allows advisors to spend more time on client relationships and the activities that have the greatest impact on growth. What does Michael Kim believe drives organic growth for advisory firms? He emphasizes intentionality, planning, creativity, and consistent execution. Rather than treating growth as something that happens naturally through referrals, successful firms make it an ongoing business priority. How can outsourcing investment management help financial advisors? Outsourcing can shift research, portfolio management, trading, reporting, technology, and other functions to providers with greater scale. Michael says AssetMark's Annual Impact of Outsourcing Survey found that advisors who outsource gain more than nine hours per week. How is AssetMark using AI for financial advisors? AssetMark is embedding AI into advisor workflows with the goal of improving productivity and client experience. Michael discusses Talk Tracks, a capability designed to surface relevant client insights and potential planning conversations before meetings. Will AI replace financial advisors? Michael does not believe it will. Instead, he expects clients to use AI themselves and arrive at advisor meetings better informed. That could make an advisor's ability to provide trusted, personal, emotionally connected guidance even more valuable. How can advisory firms scale without sacrificing client experience? Michael describes scale as more than lowering costs. Firms can invest in technology, specialized personnel, outsourcing, and other resources that allow them to operate more efficiently while improving the quality and breadth of the client experience.  Advisors face expanding client expectations while still having a finite amount of time. Michael Kim argues that creating capacity through outsourcing, technology, AI, and delegation allows advisors to spend more time on client relationships and the activities that have the greatest impact on growth. He emphasizes intentionality, planning, creativity, and consistent execution. Rather than treating growth as something that happens naturally through referrals, successful firms make it an ongoing business priority. Outsourcing can shift research, portfolio management, trading, reporting, technology, and other functions to providers with greater scale. Michael says AssetMark's Annual Impact of Outsourcing Survey found that advisors who outsource gain more than nine hours per week. AssetMark is embedding AI into advisor workflows with the goal of improving productivity and client experience. Michael discusses Talk Tracks, a capability designed to surface relevant client insights and potential planning conversations before meetings. Michael does not believe it will. Instead, he expects clients to use AI themselves and arrive at advisor meetings better informed. That could make an advisor's ability to provide trusted, personal, emotionally connected guidance even more valuable. Michael describes scale as more than lowering costs. Firms can invest in technology, specialized personnel, outsourcing, and other resources that allow them to operate more efficiently while improving the quality and breadth of the client experience.  Related Resources When Growth Starts Working Against Your Business The RIA Builder's Blueprint: Four Pillars of a Strong Independent Firm Michael KimChief Executive Officer and President of AssetMark With more than 30 years of industry experience, he has set the strategic vision for the firm, which encompasses AssetMark's platform of curated investments, technology solutions, business consulting, operations support, and M&A that serve the best interests of financial advisors and their investors.  Michael joined AssetMark in 2010 and has held a number of leadership positions, including Head of National Sales and Consulting, Chief Client Officer, and President / CEO (2021–Present). Michael was instrumental during AssetMark's leveraged buyout transition to Genstar in 2013, its sale to Huatai Securities in 2016, its IPO in 2019, and its sale to GTCR in 2024.  Before joining AssetMark, Michael was an executive at Fidelity's Institutional Wealth Services, serving over 3,000 advisory firms. He began his career in public accounting at Coopers & Lybrand, LLC.  Michael received his Bachelor of Arts in Economics from the University of California, Los Angeles. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Unleashing Potential: Why Capacity is an Advisor's Biggest Competitive Advantage A conversation with Jason Diamond and Michael Kim, CEO & President of AssetMark.     Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Unleashing Potential: Why Capacity Is an Advisor’s Biggest Competitive Advantage. It’s a conversation with Michael Kim, the CEO and president of AssetMark. I’m Jason Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: One of the biggest challenges facing advisory firms today isn’t finding more opportunities, it’s creating enough capacity to pursue them. For years, advisors have tried to solve that problem by working harder, adding staff, or becoming more efficient. Today, technology, outsourcing, and AI are creating an entirely different playbook. The question isn’t simply how to do more, it’s how to spend more time doing things that actually matter. That’s why I’m excited to welcome Michael Kim to the podcast. Michael is CEO and president of AssetMark. Founded in 1996, it provides some 12,000 independent advisors and registered investment advisors, RIAs, with outsourced investment strategies, AI tools, and digital workflows, custodial integration, and practice management consulting. Over the last 16 years, he’s had a front row seat to the evolution of independent wealth management and has developed a reputation as what many know him as the growth guy. And Michael’s perspective is a practical one. He doesn’t think about growth as simply gathering more assets or acquiring more firms, he sees it as building an intentional business, one where advisors spend more time where they add the greatest value while leveraging technology, outsourcing and AI to expand their capacity without losing sight of what matters most, delivering an exceptional client experience. Our conversation covers where advisors should and shouldn’t be spending their time, why organic growth remains the best measure of a healthy business, how AI can strengthen rather than replace client relationships, and why the advisors who thrive over the next decade may look much more like CEOs than portfolio managers. I think you’ll come away with a different way of approaching growth, and perhaps more importantly what it actually takes to achieve it. So, let’s dive in. Michael, thanks again for joining us. Before we dive into the business, let’s talk about the personal. Tell us about your background, what brought you to the world of wealth management. Michael Kim: Yeah, first of all, Jason, thrilled to be here. Thank you for having me, I’m looking forward to our conversation. My goodness, what brought me to this industry? There’s several reasons. First and foremost, I love working with other people and specifically in a position where we can help others. How fortunate are we, Jason, where we get to work with, in my opinion, the best financial advisors where their core mission is to help others, and specifically helping their clients’ goals and dreams come true, and we get to be part of that? And just for me to be and our teams to be part of that, that is just humbling and exciting. That’s one of the big reasons. Let’s see, I love working with the business owners and entrepreneurs. I have a little bit of entrepreneurial gene, both of my parents are entrepreneurs as well. So Jason, I know you could appreciate that. Working with entrepreneurs, and for me it is all about relationships. Really being able to build deep, personal, professional relationships where we can learn off of each other, help each other, and really do good for clients, the community, and the industry. My goodness, what a perfect industry to be in. I mean, those are just some of the reasons that brought me to this great place. I’ve been with AssetMark for, gosh, now 16 years. Just still feels like day number one here, Jason, but I know we’ll get into a lot more details, but so many different things that have brought me here to this industry. Jason Diamond: Wow, 16 years. I definitely want to double click into that. I’m sure you’ve seen the firm evolve a lot. By the way, I feel like you feel, what a blessing and what an amazing industry. Of all the industries in the world and of all the kind of verticals and niches, I just think it’s such an incredible, not only industry, but an incredible time in our industry. Part of that is the proliferation of choice for advisors, and how many different ways there are for an advisor to run a sophisticated, successful, entrepreneurial business. No matter what that could mean within a wirehouse, by the way. I don’t mean that to mean independent. So, I want to talk about all of that. I think your perspective is unique. Whole career at AssetMark or did you start elsewhere? That’s the last question we’ll ask on background. Michael Kim: Yeah, so like I said, 16 years here at AssetMark, and I’ve had pretty much all the different leadership responsibilities here. I became president and CEO a few years ago. The other interesting part of my journey here at AssetMark is over that 16-year period, Jason, five different owners. My goodness, five different sort of capital providers and owners and investors coming into the business. We’ve had the fortune of working with large strategic firms to great private equity firms. We even took the company public, so we did the whole New York Stock Exchange, ringing the bell and the whole nine yards. And in 2024, we took the company private again, and we’re just super excited. Our current owner is GTCR, just incredible private equity investors, partners, friends. And we’ve actually known those guys for a number of years before the deal. And through series of different conversations, it was just the right fit. And we’ve been with them for over two years now, and I just feel like we’re just barely scratch the surface, Jason, in terms of all the different things that we can do with them. And let’s see, prior to AssetMark, I was with Fidelity, we were talking a little earlier, and that’s where I cut my teeth. And I had a chance to work with RIA firms, I was managing all the RIA wealth management relationships at Fidelity for a number of years, spent a big portion of my Fidelity tenure in Boston, as all roads go through Boston for Fidelity. Jason Diamond: We’re going Boston, baby. Michael Kim: Exactly. And Jason, you know what’s really interesting is I started with Fidelity back in the late ’90s, and back then, my goodness, people really didn’t know the RIA industry. We’d have to remind them it’s RIA, not IRA, that whole nine yards. And it’s just really special to see the RIA and the independent industry just grow to what it is today and just really making that impact to the clients. I know we’ll dig into a lot more of those details. And then actually prior to Fidelity, I’m a CPA by training. So, I’m a recovering CPA, as I like to say, and no accounting jokes, Jason, today here. All right? Jason Diamond: I didn’t prepare any. No promises though. A couple things I want to ask you about. First of all, position the positives of the various owners you’ve had. That sounds also though potentially disruptive, 5 different owners in 15 years. Thoughts on that? And then, the other thing is not a question, more of a compliment. I always think people of Fidelity Schwab in the ’90s, early 2000s, part of me feels like you must want to say a little bit like, “I told you so. We were right about this call and this movement.” So, if you want to use this platform to do so, you’re welcome to. Michael Kim: Well, it’s funny, I’ll take the second part of the question first. It is interesting just reflecting back on the earlier days of the RIA industry. Back in the ’90s, I mean, it was such a cottage industry. Most of our time was really spent on educating not just advisors but other players in the industry about what it means to be an independent, trusted, fiduciary advisor to the clients. And again, in this day and age, Jason, I mean that is just part of our everyday vernacular. Jason Diamond: You take that for granted. Michael Kim: Exactly. But back then, educating the advisor that, yes, they get to control their own destiny and they get to own the economics. And most importantly, they get to really control the client experience and helping that client really fulfill their goals and dreams and the outcomes that they’ve been working together on. And so, really having that type of both a advisory discussion but also a business discussion, it’s just been super fulfilling. And I too have learned quite a bit just in terms of what it means to be both a business owner and an advisor. But that’s one of the big things that we’ve all experienced, especially in the earlier days and as this industry continues to mature. Even back then, Jason, I saw the potential and it was interesting. I remember thinking to myself, “My goodness,” not just the wires and the banks and other brokerage firms, but really again, going back to the benefit to the end client, that investor to have that trusted advisor where there was no conflict, that advisor was sitting on the same side of the table as himself and really doing what was clearly in the best interest of the client. Again, today it’s part of our DNA, part of what we talk about, but back then it was a newer concept. And so, we just feel very humble to have been part of that in the early days. I think your first question was about the different series of owners and investors that we’ve had. And again, as I reflect back on this, Jason, five different firms. We had a life insurance company, we had private equity, actually two different PE firms come together for joint ownership. We actually had a foreign brokerage firm that owned us for a number of years, and then also the being publicly traded and now being private again. My view, Jason, is that every type of capital structure, there’s pros and cons, but two things that I want to just maybe share with you and your audience is that first and foremost, regardless of the capital structure, it really is incumbent on the management team to do what’s in the best interest of the client. Again, it’s a no-brainer, but really reminding your teams that do always do what’s in the best interest of the client, and then you execute to the T and the rest should usually take care of itself, number one. And then number two, what we’ve learned is never forget about the culture of your firm. Regardless of, again, the capital structure and the type of priorities that different owners, investors ask you to focus on, absolutely those are important business priorities, but none of that would be possible, Jason, without the right culture, and really all the different employees and colleagues and teammates growing in the same direction, Jason. And again, we’ll get into a lot more because there’s actually a great level of parallel in terms of the lessons that we learn to what we’re seeing in the advisor community as they’re operating their own businesses. So, I know we’ll unpack a lot of that, but those are just some of the themes that I recall as I think about our journey here. Jason Diamond: That’s a really thoughtful answer, thank you. I want to ask you a question on clarifying. You used the term clients. When you think about your clients, you are talking about financial advisors who in turn are serving their end clients. Is that correct? Michael Kim: That’s right. Jason Diamond: Let’s talk about this. You’ve worked with, whether it’s Fidelity or now the last 16 years I would imagine thousands of advisors, probably mostly independent advisors. And growth, at least today is the number one thing in our conversations that comes up of advisors that want to grow. What do you think separates advisors who are able to grow from those who are not, or are less effective at it? Michael Kim: Yeah, great question. So just by the way, context, today at AssetMark we work with over 12,000 individual financial advisors, and at Fidelity, thousands of independent RIA firms. And so, we’ve been very fortunate to have seen, Jason, a lot of different models and best practices. And to your point about growth- Jason Diamond: And worst practices. Michael Kim: Well, we’ll keep it best practices here, and lots of incredible lessons learned as well. Jason, what’s interesting is I think one of the common threads that we see in the most successfully growth-oriented firms has been the advisors and their teams are intentional about growth. And what I mean by that is growth isn’t something that the advisors do as a hobby. It is arguably the number one priority. In fact, we have a saying here at AssetMark that growth is life. And if you’re not growing, you’re dead. So, a big part of the focus is, okay, how do we put the right plan together? A simple thing like a marketing plan. I mean, Jason, it is amazing the opportunity that we have to help advisors really craft their own marketing narrative and the unique capabilities that they bring. So, let’s talk about it and let’s figure out ways to leverage that secret sauce to drive referrals and other new opportunities. And so, really having that intentional focus starting with a marketing plan. And to me, I always suggest to our advisors that let’s get creative. Let’s not try to do the same old things and keep banging our head against the wall. Let’s try new things, let’s learn from it, let’s fine-tune it. I mean, things like digital leads and really leveraging the social media aspect. Most advisors still are not, I would say comfortable or confident in leveraging the digital platforms or different channels. To me, this is a huge opportunity for advisors, for other enterprises to leverage the digital platforms to get their word out and really leverage that in a way to drive new opportunities. And then the third is execution. My goodness, you can get creative, you can have all kinds of great marketing strategies, but if you’re not executing and doing the things that you say you’re going to do, and do it right and do it again the next day, it’s all for show. And so, we always talk about how do we help our advisors come up with the best marketing strategy, get creative in some of those ideas, and then let’s go roll up our sleeves and let’s go execute, let’s really bring those great ideas to reality, and let’s figure out a way to fine-tune it, sharpen it, do it better, and the next day do it all over again. And just being intentional, Jason, to sum it all up, I think is a huge part of what growth is all about. And I guess last thing I’ll mention here is, Jason, you know this, but I just can’t stress this enough. Organic growth is the number one predictor of the health of the business. I’m speaking from experience. I mean, the five different owners and the capital provider changes that we’ve experienced, one of the key things that they’ve always asked for and we’ve demonstrated in the early parts of our conversations is our ability to grow the business. That organic growth, again, it is a huge part of that strategic business consideration. Jason Diamond: Well, I totally agree with that. There’s an element of organic growth is probably the number one predictor of a healthy, vibrant business. And also to your point, because some advisors say, “Okay, great. Who cares? My business is good enough for me.” But to your point, a buyer cares about it so it impacts valuation as well. You gave a really thoughtful answer as to the question of growth and intentionality around growth, I maybe should have started here. Your answer was broader than I maybe expected, so give us the elevator pitch for AssetMark. What does your company do? Michael Kim: Yeah, so at AssetMark we are in the business of serving independent financial advisors as the premier wealth platform. We focus on delivering the best investment experience with the most integrated digital technology and the most personalized service and experience. The last thing that we always talk about is really the community of like-minded advisors that we support. As I mentioned, we are fortunate to serve over 12,000 plus individual financial advisors in the independent space. And we talk a lot about community. And the reason for that, Jason, is in many cases the advisors are out there on the island to themselves and they are wondering about things like growth. And so, what we try to bring in is really a lot of the peer-to-peer type of learning, opportunity for different advisors to connect with one another, learn from each other, and really sharpen their value proposition or their narrative. And so that community aspect, it is something special. And we actually have many advisors, Jason, where it’s the third generation advisor that have been working with AssetMark that have been connecting with one another. When you go to some of our conferences and events, I always like to say it is the industry’s largest study group out there. And so, we get to be part of that and we get to host that. And so anyway, that’s a little bit about the AssetMark store, we are in business of serving independent financial advisors. Jason Diamond: I think there’s a lot of different elements of that value prop that we can talk about, but the one that I think is probably most closely associated in the market is investment management. Let’s talk about investment management, or more specifically the idea of outsourcing investment management to somebody else. Because especially for wirehouse advisors, I think there’s this perception, real or not, that’s a core part of what an advisor does. And I’ve seen the statistics, I know that most advisors are not particularly good at investment management, but they’ve sold their clients on this is a part of what we do for you, financial planning, investment management, and the like. So, what say you? What are your thoughts on the idea that investment management has to be a part of the core financial advisor experience? Michael Kim: Yeah. No, totally get it. And I mean, we have thousands and thousands of conversations about this very issue. And Jason, you’re right. I mean, so many advisors believe that their value to their clients is about building the best 60/40 balance portfolio. And with all that in mind, in this day and age with technology and really accessibility to the different investment products and strategies, what advisors have to realize is that the most important thing that the clients want from that advisor is the advisor, not the portfolio or which ETF that they selected. The number one thing, and this is based on the most recent spectrum survey, the number one thing that particularly the higher net worth investors, what they ask and what they expect from their advisors isn’t a investment product or a portfolio design, it’s actually advice on taxes and wealth transfer. Think about that. They want to know how that advisor is going to help them optimize their taxes, they want to know how the wealth that they worked so hard their entire life, how that’s going to be passed on in the most tax-efficient and the most consistent way, consistent with their goals and objectives to their adult children, et cetera. And so, part of I think the new age perspective has to be that the advisor really positioning themselves as that trusted, holistic advisor. A wealth counselor is really the term that I like to use. As a wealth counselor, yes, investment management is an important part, but it’s one of number of different components that the clients are expecting. And Jason, when I think about the more successful advisors in our ecosystem, they’re leading with taxes, they’re leading with creating trust for their grandchildren, they’re leading with creating family LLCs and how all of that fits into the broader picture. Because in this day and age of creating a good 60/40 portfolio, I think those are table stakes at this point. And so, a big part of this is how do we help the advisors really broaden their expertise so that they feel confident in talking about these other array of services? Frankly, these services that their clients are expecting and demanding that their advisors deliver. And last thing I’ll mention is here’s the cold harsh reality. If that advisor isn’t delivering those types of services, especially to that next gen client, guess what? That next gen client who’s about to inherit a lot of the wealth from their parents and so forth, they’re probably looking and in conversations with other advisors as well. And so, we just want to ensure that there’s a longevity of the client relationships by helping that advisor deliver a full array of the wealth planning capabilities. You could tell I’m pretty passionate about this, Jason, I can go on, but yeah, this is a very important part of one of the key developments that we’re seeing in the industry. Jason Diamond: I could tell I’m not the first person to ask you, I wouldn’t have expected that I’d be the first person to ask you this. It was a very thoughtful answer. I think part of what you’re saying is because advisors need to deliver so much, probably more than ever, because a lot of what you’re describing is table stakes, outsourcing investment management is the only way to get there. It’s a zero-sum game, you have finite amount of time, and what your clients are saying is they want more of you. So, by giving up some of what’s table stakes into a more systematic kind of process, you’re able to do more. Is that a fair summary? Michael Kim: Absolutely, and you hit the nail on the head. I mean, it is all about time management and capacity. Yes, the advisors can do anything, but they can’t do everything. And so, what they have to really make a strategic decision on is what are the activities that will generate the highest level of impact to the clients, and frankly to their business? And so, delegate and outsource the other activities, whether it be research, portfolio management, trading, reporting, technology, et cetera, to a provider that has the scale and really delivering those types of capabilities so that advisor can spend the extra time with a client. And just one last unique stat or insight to share. We do a survey every year, Jason, and I would be happy to make this study available to your audience. It’s called Annual Impact of Outsourcing Survey, and it measures the amount of extra time created by those advisors who’ve made a conscious decision to outsource. This year it’s over nine hours per week. So, think about that. Nine extra hours per week today. And so, that’s like having an extra day in a week plus. And so, that’s just an example of the type of capacity that outsourcing creates. The other important benefit to this is not just freeing up time and creating capacity, but now you get to deliver other experts and other resources to your clients, and you get to be, you meaning the advisor, becomes really the quarterback for all those different experts that are serving that client relationships. And so again, it’s something that we believe is fundamental. We absolutely believe that’s going to be a key part that will fuel the advisor’s growth going forward as well. Jason Diamond: So it’s a perfect segue, because I agree. The capacity conversation, it comes up over and over again. In fact, one of the ways it manifests itself is obviously as a recruiter, we hear about movement and it becomes a catalyst for movement. Like, “Hey, I’m spending all my time doing the wrong things and I need to spend more time doing XYZ.” The other thing that comes to mind when we think about capacity, yes, I hear you, outsourcing. There’s clearly elements like compliance. Yeah, you don’t need to be doing that yourself, you can outsource that. But what about AI would be the other obvious way to me that advisors can force multiply themselves? Give me your thoughts on A, what are you guys doing in this space? And then B, what are your thoughts just on the impact on the wealth management industry at large? Michael Kim: Yeah, great question. You can’t have a podcast or any conversation this day and age without AI, right? Jason Diamond: No. You knew it was coming, sorry. Michael Kim: No, this is great. And look, I mean, personally I believe that AI is going to change everything. Now, what does that really mean? Two areas that we think a lot about both internally at AssetMark, but also what we believe we can expect to see in the industry. Number one, it’s all about productivity. And then number two, it’s about experience. So, how do we think about positioning AI, leveraging AI to improve productivity, and more importantly, delivering even a better experience? And so, internally at AssetMark, we’re doing all the different things in terms of all of our Zoom meetings, the virtual meetings, the note-taking and so forth. To me, again, those are table stakes now. And advisors themselves as well, as they’re having these types of meetings, using all the usual products in the industry that we’re all very familiar with, making sure that is a core part of, I guess the workflow to really streamline and expedite the follow-up process, the notes and summaries of the conversations. A specific example, one of the things that we launched is really around Slack, our enterprise level for ChatGPT and so forth. Again, it is just something that is accelerating the pace of business internally at AssetMark. From an experience point of view, Jason, oh my goodness, we can go on and on on this. At AssetMark, a big part of what we think about is how do we embed AI into the workflow so that it’s just regular part of how we do things as opposed to going somewhere, maybe figuring out how to work with an agent and this and that? We are in the process of launching a new capability called Talk Tracks. And so, this is actually for advisors. So, an advisor who taps into our website right before a client meeting, we will literally create talk tracks for that advisor on what are some of the insights that they should share with their client on their portfolio? Maybe they should be taking a required minimum distribution. Maybe they should be thinking about opening up a 529 because they have grandchildren, or maybe they should be doing some other planning activities. The point is it uses AI to gather the different data points, not just from the client but really just scouring the entire industry and other clients with similar profiles, and bringing in different suggestions literally as bullet point talk points for the advisor. And just based on early feedback, man, Jason, this is like our advisors love it. I mean, our advisors are saying that program alone, Talk Tracks, has really saved about two hours per day, because normally they would have to figure out the talking points for the upcoming meeting, and we will be doing all of that for that advisor. And so again, we believe that productivity will be super enhanced. And then the experience is, to me, that is where the gold mine is in terms of opportunities for AI to contribute. And last thing I’ll mention here, you and I, we often get the question of, “Okay, what does this mean for advisors? Will AI replace advisors and so forth?” No, because investors, at the end of the day they want that emotional security of knowing that they’re going to be okay. Now having said that, I do believe that advisors need to change how they engage with their clients, because that client is going to be coming into that meeting with the advisor having done their research, having asked their best friend ChatGPT about what to expect in that upcoming meeting. It’s very analogous to, I don’t know about you, but if I go see my doctor, I go to WebMD and I’m asking WebMD, “Okay, what should I be thinking about? These are my symptoms,” et cetera, so that I can actually have a much more intelligent, impactful conversation with my physician. I don’t see anything different in that the clients, the end clients will come in with some level of preliminary research, virtual conversation with their friend Chat, and then that allows that engagement with their trusted advisor to be that much It’s more meaningful. And so, I absolutely believe that it will really enhance the client experience provided that the advisors are prepared for this type of a change in the industry. Jason Diamond: And that’s an interesting spin, the idea that clients themselves will use the tool to get better educated, to basically become better clients for advisors. One thing that comes to mind with some of your talk points, I think it’s a brilliant idea. I think it’s clearly another obvious example of capacity saver. Do you think there’s a risk with that and with just AI tools in general of depersonalizing the relationship and just almost making things a little bit cookie cutter? I’ll tell you what comes to mind for me is I can tell in some cases when I get an AI email, and it makes me cringe. I’m not even talking about a spam email, I’m talking about an email that somebody tried to write to me but they used AI as a way to basically write me three paragraphs. So, give me your thoughts on is there a risk here that this just becomes this really depersonalized experience? Michael Kim: Absolutely, I do think that there’s that risk there. I do believe that it’s actually happening already. If you think about just the basics of portfolio construction and just different investment vehicles, whether it’s an ETF fund, security, what have you, chances are that advisor will come into that meeting having done some research and they may know or be more familiar with the underlying vehicles than the past generation. So, the advisors who’s hanging their hat on portfolio construction, that 60/40 balance portfolio that I alluded to earlier as really the reason why that client should be working with them, that is going to be a very non-personal or less personal relationship. Now, imagine even with AI though, that the advisor has cracked a code on how to humanize that engagement and really deliver much more of an emotionally connected experience. That’s where I think the advisors will have an opportunity to really elevate. So as I said earlier, think about those advisors that have not only built really a durable portfolio to help that client achieve their portfolio goals, but wrapping that with tax planning, wrapping that with family planning or estate planning, and really being that first call that the clients make in the event of something, something happens, that’s where the real emotions come in. And part of it is this evolution that the advisors are on where Jason, you know this better than I do, in the past they were brokers and now recently they were more the investment portfolio managers. And then really going forward it’s about how do they deliver that real deeply personal and that trusted engagement about wealth transfer, about tax management, about business exit planning if they’re business owners. And really those are the moments where the advisors will not only earn their keep, but elevate themselves from rest of the pack. I absolutely believe that this evolution and the opportunity that frankly AI and other developments are catalyzing, if positioned properly the advisors can benefit from this type of a change in an incredible way. Jason Diamond: I think there’s tremendous opportunity for advisors that harness this the right way. It brings me to an interesting question. I don’t think everybody who listens to our show is contemplating change or making a change of firms, but certainly there’s a subset of advisors who are at least curious. And technology is one area. It always comes up. I wonder, advisors don’t know what they don’t know in this realm. So, I think about a wirehouse advisor who’s been conditioned to think that the sandbox is the sandbox and it works well enough, and it probably does. They can service clients within that sandbox. So, how is that wirehouse advisor supposed to think about this new world that you’re talking about where he doesn’t even know the right questions to ask because it’s so completely foreign? Michael Kim: It’s such a great question, and it’s an important question that all advisors, particularly ones that are in a wirehouse or captive type of environment should be asking. And I think if you double click that question, it’s about how do they become even a better trusted advisor to their clients? Number one. And then number two, could they also build their own business as well? Meaning could they become a business owner or entrepreneur and control their own destiny? And to me, as we were talking earlier about the growth of the independent space, the independent, the industry is, I mean, this is where these two themes are hitting the road. One of the biggest opportunities that I see is for advisors to not only fulfill the goals and dreams of their end clients, but actually for themselves and for their office mates and for their colleagues as well. Why not? Why not create their own entity that they can control, and really control their own destiny in terms of the desired business outcomes? Now to your point, most advisors don’t know how to really plug in a CRM with a financial planning, with a portfolio management system and how all those things work. And compliance, you mentioned that earlier is such an important part. So, the big thing is how does that advisor continue to focus first and foremost on their clients, but bringing in outsource partners that can help them deliver to this fully integrated tech stack, this workflow that will actually create a better experience for their team, but also for their clients as well? And then growth. How do they really think about growth within the firm, but also leveraging outside experts like AssetMark and others to really get that next high net worth client? And so, the point is the advisor shouldn’t feel like they have to do all of this work on their own. Really leverage the different experts that are out there. And Jason, I mean, you know exactly all the different things that wirehouse advisors should do as they’re contemplating different affiliation models. Similarly, if the advisor is looking for that easy button on investments, or technology, or growth or what have you, leverage the different industry experts out there that are in the business of helping advisors achieve those goals. So, it’s one of those things where it may feel daunting initially, but really the opportunity that we have is to educate those advisors and share with them on how we can really help their business goals come true as well. Jason Diamond: Yeah, it’s a good answer. To me, there’s two ways to think about the Kitces map, if you will, of the massive ecosystem. On the one hand, it’s overwhelming and daunting. But on the other hand, you mentioned the term cottage industry. Think about how far from a FinTech perspective and an investment tech perspective, and just a wealth management tech perspective the industry has come where it’s a blessing that all of these different solutions exist. And also, part and parcel to all these solutions is there’s a lot of different education solutions out there also. So, I think that’s the number one takeaway is advisors not feeling like they need to do this alone because there are so many different options. I think your lens into this is unique given the number of advisors, that you need literally thousands of advisors. So, we spoke about AI, we spoke about this outsourcing. What is another maybe trend or something you’re keeping your eye on, or something you’re hearing from your advisors that our audience might not be aware of? Give us a preview. Michael Kim: Yeah. So for me, I’m a growth guy, Jason, and I always come back to growth. And the number one, I think about the organic growth aspect. And we can spend hours on this, but probably two things that I just want to share with your audience. Organic growth, not only is it the best measure on the health and really the durability of the business, but it also is really like the north star. It should be the north star of any business. I mean, new clients is a lifeblood of any business out there. And so, part of being a business owner means thinking strategically about how do I continue to lead this new teammates and the new firm to ensure that there’s continuous pipeline of new clients coming in for all the different reasons that we talked about. Number two, have a plan. I know it sounds simple, but have a plan. And there are people like yourselves and our firm and others that can help. When I think about what does that plan should entail, just start with existing clients. How do I help retain and grow my existing clients? And then number two, how do I get a few more new clients? And that could be referrals, that could be other lead generation programs, but just really put those thoughts on paper. Anyway, so organic growth. And then, on the inorganic growth side, this is, Jason, where there’s just so much activity and here’s the best part. I still feel like, Jason, we are in the bottom of first inning of this massive pace of not just consolidation, but really the growth of this independent segment. Experts like yourselves and others that are helping the wire or others, advisors in other ecosystems come in to this independent space. Succession, we haven’t talked about that today, but succession I think is going to be a massive tailwind behind many of these consolidations. And then the third thing that I’ll mention is the access to capital. I heard someone say the other day that capital is commodity. Before, that was the key thing that was either a catalyst or maybe a headwind for this type of inorganic growth. Today, capital is somewhat of a commodity. And so, there’s so many different PE investors or institutional firms that are coming into this space. And so, part of it is to really thinking about what your right target audience is and how your structure and your strategy is going to be different than the guy next door and making sure that you execute. And the capital will be there. Believe me, the capital will be there. And I just think, Jason, that the inorganic growth opportunity is going to continue to accelerate in this space here. Jason Diamond: There’s PE money coming into the space? I hadn’t heard that before. Michael Kim: Yeah, it’s maybe one or two. Jason Diamond: Let me ask you a few follow-ups there. I think that the tie-in there, the thing that people might be worried about then would be decompression, whether it’s because firms need to just spend more because advisor needs, whatever the case may be. Do you think that it’s the same playbook for advisors to avoid that? Lean into AI tools, lean into things like outsourcing, lean into M&A inorganic, things like that? Or is there more to it? Or is this just something that you don’t worry about at all? Michael Kim: No, I mean, we worry, we study, we keep a very close eye on the fee trends out there. And there is always pressure on the fees, and I think it’s healthy that there’s pressure on the fees. I think a big part of when we talk about fees, the other word that is synonymous with the fee compression is scale. Are we able to scale? Are the advisors able to scale in terms of their delivery mechanisms and their operations? And so, what scale means is being … Doesn’t necessarily mean cutting expenses and doing it with lower costs. To me, it is thinking more strategically about are there areas in terms of different technology that we can invest in so that over time we can deliver even a better experience in a more scaled way? Are there personnel that we can bring in to the firm that can bring a certain level of expertise that will help us take the business and the client experience to the next level? And so, there’s many different ways to scale it, but decompression is synonymous with scale. And so, as a business owner, which now advisors are both trusted advisors but also business owners, they should be thinking a lot more about how they can scale their operation. We at AssetMark, we have over 1,100 employees and we’re expecting to grow at least 20% year over year. And our view is how do we leverage AI? How do we leverage technology? How do we leverage some of the offshore contractors and other scale levers to make sure that we’re doing it without creating additional fee pressure, economic pressure to ourselves and to our clients? And so, it’s always a fun exercise to go through. We’re actually starting a planning process already, but scale aspect, Jason, is an important part of this conversation. Jason Diamond: Good answer, yep. All right, two more. I’m going to give you a fun one here. I’m giving you a lateral, I don’t know if this is a demotion, but let’s say you’re hypothetically you’re now CEO of a small to medium-sized independent firm, an RIA. You’ve got capital. To your point, capital is somewhat easy to come by. Here are your choices. A, you explore M&A, go buy a business right now. B, trip to Hawaii for all the founders. Or C, is there some business reinvestment that excites you that you think businesses should be doing? Michael Kim: That trip to Hawaii is very enticing, but when I think about the opportunity as a leader of the firm, call me a little bit of old-fashioned here but I go back to our existing clients as the number one place of investments. For me, we can do all kinds of really fun, sexy things, but if we don’t take care of our current base of clients, everything falls apart. And so, first and foremost, how do we take care of our clients? And for me, what that really means is how do we deliver the best service experience? At AssetMark, one of the key things that we are maniacal about is how do we continue to be known as the easiest place to do business for advisors? Similarly, for an advisory firm and the leaders of that advisory firm, I would submit that they should be thinking about how do they serve their clients so that the clients view that firm as the firm that all clients should be working with. And generally we think a lot about that day-to-day experience, delighting that client, that unexpected delight. I mean, my God, things like that. It doesn’t cost a lot, but it goes so far in terms of just really strengthening that experience. So that is, to me, the foundation. And after that, I also want to invest in additional organic growth capabilities. I think things like retirement is an incredibly underserved market. It is one of the largest segments of our wealth space, but arguably one of the more underserved markets. Jason Diamond: It’s not the sexiest space. Michael Kim: It’s not the sexiest, but it is an important … I mean, retirement is important, Jason. So we at AssetMark, we recently launched our self-directed brokerage program, and this is really opportunity for advisors to tap into the 401k accounts. It’s almost like a pre-rollover type of strategy, but that’s an example where we believe that there’s tons of opportunities even for advisors to serve their clients. And then, with whatever’s left in the checkbook, we love to look at the right advisors that we can potentially tuck into that firm and really branch out in terms of our presence. So, those are just some of the things that I think we would prioritize with some of the extra capital that may be coming into it. Jason Diamond: You’re hired. Michael Kim: And then we take that trip to Hawaii. Jason Diamond: Time for one more, this has been fantastic. I really appreciate the wisdom you’ve shared. Let’s fast-forward now 10 years. What are you hoping that people are saying about AssetMark and the role you’ve played in helping advisors to build businesses? And let’s go beyond just from a portfolio management, investment management perspective. Michael Kim: Yeah. As we look forward, and we actually have these types of conversations as part of our strategic planning session, let’s just say 10 years from now, what we want to be known as really that premier wealth platform, a business partner, a trusted business partner, a friend that advisors will view as a partner that helped them achieve their business goals. Meaning, let’s just say a wirehouse advisor who decided to come into the independent space, we were the firm that really helped them serve their clients better through our investments, digital and service, and then really help them grow to that next level. And so, we want to be known as a premier wealth platform that has really propelled the growth of the independent advisory firms to levels that they would not have been able to do on their own. And by the way, have some fun along the way. So have some fun, really be part of that special AssetMark community, that community of like-minded advisors by really helping that advisory firm achieve their strategic growth objectives. I hope that, Jason, with all of our employees, 1,100 employees coming in every day, our mission is to make a difference in the lives of our advisors and their clients, and I hope that we’re fulfilling that mission. I hope that we are working hard in 10 years as we are now, delivering on that promise and really making that impact each and every day for our valued advisors. Jason Diamond: I have no doubt you will. Thank you so much, Michael. This has been an absolute blast. Appreciate you coming on. Michael Kim: Thank you, Jason. That was a lot of fun. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously, and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions, and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     Unleashing Potential: Why Capacity is an Advisor's Biggest Competitive Advantage A conversation with Jason Diamond and Michael Kim, CEO & President of AssetMark.     Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Unleashing Potential: Why Capacity Is an Advisor’s Biggest Competitive Advantage. It’s a conversation with Michael Kim, the CEO and president of AssetMark. I’m Jason Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: One of the biggest challenges facing advisory firms today isn’t finding more opportunities, it’s creating enough capacity to pursue them. For years, advisors have tried to solve that problem by working harder, adding staff, or becoming more efficient. Today, technology, outsourcing, and AI are creating an entirely different playbook. The question isn’t simply how to do more, it’s how to spend more time doing things that actually matter. That’s why I’m excited to welcome Michael Kim to the podcast. Michael is CEO and president of AssetMark. Founded in 1996, it provides some 12,000 independent advisors and registered investment advisors, RIAs, with outsourced investment strategies, AI tools, and digital workflows, custodial integration, and practice management consulting. Over the last 16 years, he’s had a front row seat to the evolution of independent wealth management and has developed a reputation as what many know him as the growth guy. And Michael’s perspective is a practical one. He doesn’t think about growth as simply gathering more assets or acquiring more firms, he sees it as building an intentional business, one where advisors spend more time where they add the greatest value while leveraging technology, outsourcing and AI to expand their capacity without losing sight of what matters most, delivering an exceptional client experience. Our conversation covers where advisors should and shouldn’t be spending their time, why organic growth remains the best measure of a healthy business, how AI can strengthen rather than replace client relationships, and why the advisors who thrive over the next decade may look much more like CEOs than portfolio managers. I think you’ll come away with a different way of approaching growth, and perhaps more importantly what it actually takes to achieve it. So, let’s dive in. Michael, thanks again for joining us. Before we dive into the business, let’s talk

Emma McGrattan, chief technology officer with Actian, joins host Andrew Miller to discuss trust as a competitive advantage - including the importance of a trusted data foundation, using data products and data contracts, and the role of metadata in AI success. For more information on Actian's data intelligence platform that gives AI semantic understanding, lineage, quality indicators, business context, and conversational analytics, please visit Actian Data Intelligence.  ____________ More information: ·       TDWI Conference: https://bit.ly/3XqBhGH ·       TDWI Virtual Summits: https://bit.ly/31HJ2xr ·       Seminars: https://bit.ly/3WxQPr4 ·       More Speaking of Data Episodes: https://bit.ly/3JsQPWo Follow Us on: ·       LinkedIn - https://bit.ly/42zCZZB ·       Facebook - https://bit.ly/49uej7j ·       Instagram - https://bit.ly/3HM8x57 ·       X - https://bit.ly/3SsYu9P

What does it take to build original deep tech in India, get some of the country's largest companies to adopt it, and eventually take the business to a ₹1,000+ crore IPO?In 2007, Professor Shashikanth Suryanarayanan started @SEDEMAC Mechatronics out of an IIT Bombay lab. Nearly two decades later, SEDEMAC has become one of India's standout deep-tech success stories. The company crossed ₹1,000 crore in annual revenue, ships around 1 million motor controllers every quarter, and its ISG (Integrated Starter Generator) technology is now on an estimated 12 to 13 million vehicles on the road.It also reached a milestone very few Indian deep-tech companies do: the public markets, through a ₹1,087 crore IPO that was entirely an Offer for Sale, with no fresh capital raised by the company.In this episode of the Prime Venture Partners Podcast, Jerome Manuel sits down with Shashikanth to explore how SEDEMAC went from building proprietary control technologies to creating products adopted by major two-wheeler and generator manufacturers.00:00 Introduction00:59 What Does a Motor Controller Do?03:53 What Is Control Technology?08:43 The Sensorless Commutation Problem16:55 How Technology Creates New Markets22:44 How Sedemac Reached Millions of Vehicles27:33 Why India Needs More Original Technology31:34 “You Will Not Produce a Virat Kohli in Spain”41:50 What Made Sedemac Work?47:40 Building a Technical Team54:53 From Professor to Founder1:00:27 Getting OEMs to Adopt Deep Tech1:09:19 ₹36 Crore to ₹1,058 Crore1:20:08 Competitive Advantage, Profitability & ROCE1:22:44 The Road AheadShashikanth explains SEDEMAC's work in sensorless commutation and Integrated Starter Generators, but the bigger story is how a technology moves from an engineering breakthrough to something millions of people actually use. SEDEMAC had to demonstrate something customers were not asking for, convince large OEMs to test it, validate it over years, and gradually earn adoption across multiple vehicle models.That leads to one of the central ideas of the conversation: technology creators do not always enter existing markets. Sometimes they create the market itself.Finally, Shashikanth breaks down SEDEMAC's growth from ₹36 crore in revenue in 2016 to ₹1,058 crore in FY26, and makes a provocative argument: if a technology company has genuinely created something differentiated and reached scale, that advantage should eventually show up in pricing power, profitability and capital efficiency.A rare look at what it takes to turn deep-tech innovation into a scaled business in India.Connect with Professor Shashikant LinkedIn: https://www.linkedin.com/in/shashikanth-suryanarayanan-6ba85010/Follow Jerome ManuelX (Twitter):https://x.com/JeromeAndManuelLinkedIn: https://www.linkedin.com/in/jeromermanuelRead the transcript for the entire podcast here: https://bit.ly/SEDEMAC-Mechatronics About Prime Venture PartnersPrime Venture Partners is an early-stage venture capital firm backing exceptional founders building category-defining technology companies across SaaS, fintech, AI, healthcare, consumer internet and enterprise software.Learn more: Prime Venture PartnersFollow Prime Venture Partners:LinkedIn: https://www.linkedin.com/company/2780448/admin/dashboard/X (Twitter): https://x.com/Primevp_inInstagram: https://www.instagram.com/primevp_in/Learn more about:Website: https://www.sedemac.com/LinkedIn:https://www.linkedin.com/company/sedemac-mechatronics#DeepTech #OEM #Innovation #Entrepreneurship

Sustainability can create the most value in an organization when it is embedded in business strategy rather than treated as a separate initiative. Melissa Fifield, Head of the BMO Climate Institute, speaks with Brandon Lombardi, Chief Legal Officer and Chief Sustainability Officer at Sprouts Farmers Market, about how sustainability has been integrated into the retailer's growth story from the beginning. They explore the evolution of customer demand for attribute-driven products, the business case for sustainable agriculture, resilience in food supply chains, and how Sprouts approaches affordability, innovation, and long-term value creation. The conversation highlights why customer expectations, operational excellence, and climate resilience increasingly reinforce one another.  Visit BMO for more thought leadership from Melissa Fifield: https://capitalmarkets.bmo.com/en/our-bankers/melissa-fifield/

Nick and Tyler sit down with Jeff Sweenor to talk about what it actually takes to keep framing, finish carpentry, cabinetry, masonry, and other trades in-house. Jeff breaks down the constant balance between quality, productivity, overhead, scheduling, hiring, and knowing when a specialized subcontractor can simply do the work more efficiently. The conversation also gets into how Sweenor Builders tracks each division, develops skilled craftspeople, and decides which capabilities are worth continuing to own. Join the Modern Craftsman Community

Economic uncertainty makes most people retreat. They cut spending, stop investing, freeze hiring, and wait for conditions to improve. But some of the biggest opportunities in business appear precisely when everyone else is afraid to move.In this episode of The Level Up Podcast, Paul Alex explains why entrepreneurs need to approach market downturns with strategy instead of emotion. When competitors pull back, opportunities can emerge to capture market share, recruit talented people, acquire assets, and position your company for the next cycle.You'll learn how to stay disciplined when headlines create panic, why maintaining liquidity gives you options during uncertain markets, and how strong operators can use difficult economic environments to build advantages that last long after the downturn ends.In this episode, you'll learn:• Why market downturns can create massive business opportunities• How fear causes competitors to surrender market share• Why strong liquidity gives entrepreneurs strategic flexibility• How to think like a wartime CEO when conditions become difficultThe truth is simple: Difficult markets do not eliminate opportunity. They redistribute it.Stay calm. Protect your capital. Watch what your competitors abandon. Then be ready to move when the opportunity makes sense.Your Network is your NETWORTH!Make sure to add me on all SOCIAL MEDIA PLATFORMS:Instagram: https://jo.my/paulalex2024Facebook: https://jo.my/fbpaulalex2024YouTube: https://www.youtube.com/channel/UCGhDAD1JyGGzSQUPD9lc9HQLinkedIn: https://jo.my/inpaulalex2024Looking for a secondary source of income or want to become an entrepreneur? Check out one of my companies below to see if we can help you:www.CashSwipe.comFREE Copy of my book “Blue to Digital Gold - The New American Dream”www.officialPaulAlex.com

As AI transforms the way we work, what becomes even more valuable?Community.In this episode, I'm joined by Zach Hartoff, co-founder of Tightknit, for a conversation about why the future of business isn't just about better technology. It's about building stronger relationships, creating trust, and helping people connect in more meaningful ways.From community-led growth to AI, entrepreneurship, and the future of work, we explore why human connection may become the most valuable asset any business can build.Together, we discuss:* Why community is becoming a competitive advantage* How AI is reshaping entrepreneurship and work* The importance of meeting people where they already are* Why trust is becoming the new business currency* What businesses need to do to stay human in an AI-driven worldWhether you're a founder, creator, marketer, or community builder, this conversation offers practical insights into building businesses that people genuinely want to be part of.If this conversation gave you a new perspective on community, AI, or the future of business, I'd love to hear what resonated with you.Subscribe to Like Nobody's Business so you never miss an episode.If you enjoyed this conversation, please leave a rating and review. Your support helps more people discover thoughtful conversations about leadership, business, and creating meaningful change.Share this episode with a founder, entrepreneur, marketer, or community builder who's thinking about how AI is changing the way we work.Connect with Zach HartoffCompany: TightknitWebsite: TightknitFollow me for more conversations on leadership, business, and building a life aligned with your values.Thanks for listening, and I'll see you in the next episode of Like Nobody's Business. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit emilyinyourbusiness.substack.com

Why has marketing gotten so boring lately? In this episode I'm unpacking why so many eCommerce brands feel the same, and why having a personality, yours or a deliberately built one, might be the biggest competitive advantage you're not using. I look at brands like Duolingo, Frank Body and Who Gives a Crap who've nailed this, share why trying to get everyone to love you is a losing game, and give you some practical ways to find your own point of difference and start standing out in a crowded feed.

What does a family-owned Atlanta home builder do when buyers are cautious, interest rates remain elevated and national builders have significant scale? One answer is to compete where scale is not the only advantage.  That idea runs through Kittle Homes' approach to development, from communities planned around suburban downtowns to homes that can be customized beyond a standard menu of options.  Zac Kittle, managing partner at Kittle Homes, recently joined host Carol Morgan on Atlanta Real Estate Forum Radio to discuss what the home builder is building across Metro Atlanta, what he has learned from previous market cycles and how technology could change the business in the years ahead.  A Lawrenceville Opportunity Started With the Location  Grove Park Village in Lawrenceville began with an unusual starting point: The city approached the builder.  The community, coming soon near downtown Lawrenceville, presented an opportunity to create something that would fit into the city's broader vision for the area. Kittle Homes began working with city officials and architect Stephen Fuller on a neighborhood that would feel distinctive rather than interchangeable with other new home communities.  The plan calls for spacious homesites along with several unique floor plans. Full-brick entrances, gas lanterns and extensive landscaping will help establish the look of the community. The first 10 homes are expected to begin construction later this year.  The location may be just as important as the homes themselves. Walkability to a suburban downtown has become an increasingly attractive proposition for buyers who want the convenience of restaurants, entertainment and community events without giving up the space and quality associated with a larger home. That is particularly relevant for empty nesters and baby boomers who may be ready to downsize but are not necessarily ready to change their lifestyle.  The strategy has also played out in previous Kittle Homes projects, including Skyview on Broad in Sugar Hill and a community in downtown Grayson. In each case, the surrounding downtown is part of what makes the residential product compelling.  What Home Personalization Can Mean  Skyview on Broad offered another lesson, this time about what happens when a builder has room to respond to what it sees during construction. The townhome community presented opportunities for buyers to select finishes and personalize their homes, but one of the most memorable design decisions happened before a buyer ever moved in.  While framing one of the homes, the team decided the space between the dining room and living room did not look quite right. Rather than leaving the design as drawn, Kittle directed the team to add two wing walls and a large arch spanning roughly 20 feet.  The feature was not on the original architectural plans, yet visitors consistently responded to it. The on-the-fly decision became one of the home’s most noticeable design elements.  This adaptation highlights a distinction between semi-custom building and a highly standardized production model. A buyer might request a cubby for jackets and shoes or ask for a particular finish, and the team can evaluate the idea without being limited to a predetermined spreadsheet of choices.  The same philosophy shapes the company's product research. Market data helps identify what is selling and which price points are working, but the goal is not necessarily to reproduce the most popular product exactly.  Kittle said the company often takes what the research shows and pushes the design a little further, competing with bigger builders while targeting a different price range. The reasoning is straightforward: Buyers want to feel like they are purchasing a home that reflects their preferences, not simply another version of the house next door.  “Cookie cutters belong in the kitchen, not your home design,” Kittle said.  The Developer and Builder Are Sitting at the Same Table  The ability to make those kinds of decisions starts well before framing. Kittle Homes typically handles both sides of development and construction. The company often acquires land, pursues rezoning, engineers the property, develops roads, streets and sidewalks and then builds the homes. That means decisions about the finished community do not happen in isolation.  A site plan can affect the number of homes, while the number and configuration of homes can affect the economics. Development decisions also influence the lots, which ultimately determine what can be built and sold. Keeping those pieces connected gives the team a clearer view of the entire project and more control over its costs.  “It really comes down to controlling the process from start to finish,” Kittle said.  When more stages of development and construction stay under one roof, there are fewer handoffs and fewer opportunities for costs to accumulate between separate companies. The result can be more room to invest in the features buyers see and value while maintaining the economics needed to make a project work.  How AI Could Change Homebuilding  Kittle sees artificial intelligence (AI) creating near-term opportunities in land acquisition and site planning. A builder could eventually input a property and generate an initial neighborhood layout, estimating potential lot yield before committing significant time and money to engineering.  Today, that process can require builders to put land under contract and then begin engineering work to determine how many homesites a property can support. AI could help move some of that analysis earlier in the process.  The technology could also help with construction estimating, plan review and project coordination by organizing information, flagging code issues and identifying problems before plans reach a municipality.  Kittle expects more capable estimating tools to emerge within the next six months to one-and-a-half years. AI will not replace experienced builders, but it could reduce the time they spend gathering, checking and transferring information.  A Different Market Requires a Different Approach  As a fourth-generation Atlanta builder, Kittle has experienced several market cycles. He described the current environment as one of the toughest of the past decade.  Before COVID-19, builders could often presell entire neighborhoods. Then demand surged and inventory tightened, giving builders unusual leverage. The equation is different today. Higher mortgage rates have made monthly payments more difficult to manage, while homeowners who locked in rates around 3% have little incentive to sell. That has kept existing home inventory relatively constrained while leaving buyers with fewer affordable options.  Kittle Homes uses mortgage rate buydowns and other incentives to help buyers make the numbers work. New construction also brings new finishes, a warranty and the ability to select certain features, strengthening its value proposition compared with an existing home.  The bigger lesson is that builders can no longer assume buyers will simply accept the product as offered. They have to give buyers a compelling reason to make a purchase now.  The Next Opportunity May Be Preparing for 2028  Beyond Grove Park Village, Kittle Homes has two communities planned: a 64-townhome project in Sugar Hill near Northside Hospital and downtown and a 59-townhome community along Paper Mill Road in Lawrenceville. Construction is expected to begin in late 2027 or early 2028.  Kittle expects 2027 to remain challenging but believes builders will become more active in acquiring land as they prepare for 2028 and 2029 deliveries. That makes the decisions happening now particularly important. The right site, product and ability to adjust can determine whether a project is positioned for the market that eventually arrives.  “You need to have a unique product, and you've got to grind it out,” Kittle said.  In a business where conditions can change long before a home is finished, the ability to adjust may be one of the most valuable advantages a local builder can have.  Listen to the full episode of Atlanta Real Estate Forum Radio to hear Kittle discuss how local builders can compete in a changing housing market, why walkable suburban communities are gaining attention, how customization is shaping buyer expectations and where he sees artificial intelligence making its biggest impact on homebuilding. To discover where Kittle Homes is currently building, visit https://www.kittlehomes.com/.   About Kittle Homes  Kittle Homes is a family-owned Atlanta home builder with more than 75 years of experience. Now led by fourth-generation builders Judson Kittle and Zac Kittle, the company builds single-family homes and townhomes with a focus on quality craftsmanship, thoughtful design and lasting value.  Podcast Thanks       Thank you to Denim Marketing for sponsoring Atlanta Real Estate Forum Radio. Known as a trendsetter, Denim Marketing has been blogging since 2006 and podcasting since 2011. Contact them when you need quality, original content for social media, public relations, blogging, email marketing and promotions. A comfortable fit for companies of all shapes and sizes, Denim Marketing understands marketing strategies are not one-size-fits-all. The agency works with your company to create a perfectly tailored marketing strategy that will suit your needs and niche. Try Denim Marketing on for size by calling 770-383-3360 or by visiting www.DenimMarketing.com.        About Atlanta Real Estate Forum Radio       Atlanta Real Estate Forum Radio, presented by Denim Marketing, highlights the movers and shakers in the Atlanta real estate industry – the home builders, developers, Realtors and suppliers working to provide the American dream for Atlantans. For more information on how you can be featured as a guest, contact Denim Marketing at 770-383-3360 or fill out the Atlanta Real Estate Forum contact form. Subscribe to the Atlanta Real Estate Forum Radio podcast on iTunes, and if you like this week's show, be sure to rate it. Atlanta Real Estate Forum Radio was recently honored on FeedSpot's Top 100 Atlanta Podcasts, ranking 11th overall and number one out of all ranked real estate podcasts.  The post Kittle Homes Turns Local Know-How into a Competitive Advantage appeared first on Atlanta Real Estate Forum.

How can we build trust faster as leaders? Trust grows over time, yet we have more ability to accelerate it than we may realize. Sometimes, a single courageous action can change how someone experiences our leadership.We look at five questions every leader should be asking about trust. We examine what happens when we extend trust first, how everyday behaviors strengthen credibility and connection, and where our good intentions may not match the way others experience us. We also explore what appropriate transparency looks like during uncertainty and why saying “I don't know yet” can be more trustworthy than silence.We also confront what happens when we get it wrong. A mistake does not automatically have to destroy trust. How we own it, apologize, make it right, and communicate what others can expect from us next can reveal our integrity in powerful ways. When we are willing to go first, trust becomes something we actively create through the choices we make every day.Key Takeaways:Extend Trust First:Explore what can change when we stop waiting for others to earn every ounce of trust before we offer it.Notice What Builds Trust Daily:Consider which everyday leadership behaviors may be strengthening trust, and which ones may be quietly weakening it.Examine How Others Experience You:Discover why our intentions are only part of the trust equation and what else leaders need to pay attention to.Lead Transparently Through Uncertainty:Explore what trustworthy communication can look like when we do not yet have all the answers.Repair Trust When It Breaks:Consider what matters most after a mistake and how our response can shape what happens next.Resources MentionedThe Inspire Your Team to Greatness assessment (the Courage Assessment) - In less than 10 minutes, find out where you're empowering and inadvertently kills productivity, and get a custom report that will tell you step by step what you need to have your team get more done. Get it here: https://courageofaleader.com/inspireyourteam/You don't need to have all the answers to lead well. Get your copy of the Clarity Kit for just $17 to learn the five practices to bring more clarity, confidence and courage into your leadership - https://courageofaleader.com/the-clarity-kit/About the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results.Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.http://www.courageofaleader.comhttps://www.linkedin.com/in/amyshooprileyThanks for listening!Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.Do you have some feedback or questions about this episode? Leave a comment in the section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you can subscribe to the, podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.Leave us an Apple Podcasts reviewRatings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.Mentioned in this episode:The Inspire Your Team to Greatness Assessment (The Courage Assessment)https://courageofaleader.com/inspireyourteam/

Know your numbers, fix your cash flow, and build a business that works for you. Start free with myColtivar. Most business owners think they have a strategy, but most of them do not...In this episode Steve gives you three quick ways to find out if your strategy is actually working, breaks down what strategy really means beyond the vision days and planning sessions, and walks through the framework he has spent decades developing and just put into a book.If your team cannot agree on what your strategy is in two sentences, this one is worth your attention._______________________________________Disclaimer:The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation.This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.coltivar.com/privacy-policy-and-terms-of-use for additional important information.LinkedIn | YouTube coltivar.com

In today's episode, Advantest's Dong Ong sits down with Salah Nasri, CEO & Co-Founder of ISIG  (International Semiconductor Industry Group), to discuss how the semiconductor industry is redefining competitive advantage. ‪@SemiconductorLeadershipPodcast‬Subscribe to Advantest Talks Semi Podcast for the latest episodes and stay ahead of the curve with cutting-edge insights from industry leaders.You can also listen to our podcast on Buzzsprout (https://advantesttalkssemi.buzzsprout...) or any of your favorite podcast platforms.Please leave a rating on Apple Podcasts (https://podcasts.apple.com/podcast/id...! Your feedback helps us improve and reach new listeners.Learn more about Advantest at www.advantest.com.#SemiconductorIndustry #SupplyChain #GlobalSupplyChain #ChipIndustry #Semiconductors #TechInnovation #StrategicAlliances #IndustryInsights #Microelectronics #SupplyChainManagement #Geopolitics #Manufacturing #FutureOfTechnology #ISIG #SalahNasri #SemiconductorLeadership #IndustryTransformation #SiliconToSystemsThanks for tuning in to "Advantest Talks Semi"! If you enjoyed this episode, we'd love to hear from you! Please take a moment to leave a rating on Apple Podcast. Your feedback helps us improve and reach new listeners. Don't forget to subscribe and share with your friends. We appreciate your support!

In Episode 23 of Season 7 of Driven by Data: The Podcast, Kyle Winterbottom is rejoined by Greg Freeman, CEO & Founder at Data & AI Literacy Academy, where they discuss why most organisations have mistaken tool training for AI literacy – and why a data-literate workforce, critical thinking and the willingness to rebuild processes from the ground up matter far more than knowing which buttons to press in Copilot.They also explore why data quality and governance are finally having their day in the sun, how leaders must role-model the discipline to challenge AI-generated work, and why the businesses winning with AI focused on four or five core processes rather than spinning up 95 pilots.They also discuss:Why the line between data literacy and AI literacy is blurry, and why Greg wants it to stay that way.Why a data-literate workforce is the enabler of an AI-ready workforce.Why data quality, governance and risk management have gone from "not that sexy" to the most important topics in the business.Why there isn't a Copilot buttonology programme in the world that can teach critical thinking.How AI slop is bleeding from LinkedIn into the work employees put in front of internal and external audiences.Why leaders must ask pointed questions of AI-enabled work to test whether the human in the loop has actually done their job.Why people treat LLMs like Google, and why that makes them less able to challenge the answers.What separates the asker, the conversationalist and the process redesigner, and why 98% of employees are still stuck at the first stage.Why leaders need the mindset to burn processes down and rebuild them with AI at the core, rather than layering it on top.Why enterprise learning conflates training with education, and why that is the root of the tool-centric problem.How hyperscalers and training partners are incentivised to teach the tool rather than transferable principles.Why a workforce using Copilot instead of Google is an expensive thing, not a useful thing.Why generative AI gives executives a hands-on "aha moment" that dashboards never did.Why nine out of ten AI conversations mean generative AI, and what that costs organisations in forecasting, decisioning and recommendation opportunities.Who should own the operating model conversation with the board, and why it depends on having the right kind of data and AI leader.Why cutting headcount and graduate intake is the wrong reason to do AI, and why AI-native graduates are the hires to make.What the US market's shift from 95 pilots to four or five core use cases teaches UK businesses.How democratising AI capability into local teams frees the central team to focus on the big wins.Why customer-facing AI use cases remain a minority, and what Lloyds Bank gets right.How to measure AI literacy by whether people see and solve business problems differently.

After more than three decades in senior living, Tana Gall has witnessed nearly every evolution the industry has experienced. She reflects on what has remained constant throughout her 32-year career: the importance of creating communities where residents truly feel at home.The discussion explores how senior living operators can prepare for today's growing demand by designing communities that balance consistency with local character. Tana explains why every community should have its own unique personality while maintaining a strong organizational culture. She also shares how thoughtful design, meaningful amenities, and exceptional team members combine to create memorable resident experiences.Key IdeasTana Gall's 32-year journey in senior livingBuilding lasting organizational cultureWhy local community identity mattersDesigning communities around resident experienceCreating welcoming environments beyond beautiful buildingsThe post-pandemic senior living landscapeSupply and demand trends across the industryReimagining existing communitiesThe evolving expectations of today's older adultsRecruiting and retaining purpose-driven team membersMeet the Hosts:Lucas McCurdy: https://www.linkedin.com/in/lucasmccurdyseniorlivingfan/Cameron Bell: https://www.linkedin.com/in/cameron-bell-322143147/Connect with Our GuestTana Gall: https://www.linkedin.com/in/tana-gall-53988b4/ Learn More About the Granger Cobb Institute for Business of Aginghttps://www.btgvoice.com/full-episode/429-nancy-swanger-senior-living-careers-education-granger-cobb-institute Produced by Grit and Gravel Marketing.Become a sponsor of Bridge the Gap.

Get more at PatRigsby.com What if you could build a winning organization without having the biggest resources? That's exactly what Dan Heefner has done at Dallas Baptist University. Entering his 20th season as the head baseball coach at DBU, Dan has helped build one of the most consistently successful programs in college baseball—while competing against programs with significantly greater resources. And the lessons behind that success have almost nothing to do with baseball. In this episode of The Winning Coach, Pat Rigsby sits down with Dan to talk about what it really takes to build a great organization: developing people, creating the right environment, hiring the right people, finding overlooked talent, and continually adapting when the landscape changes. Dan shares why he believes one of a leader's most important jobs is to create an environment where people can grow, why "leadership" is really about influence, and why the best way to develop leaders is to actually give them opportunities to lead. They also dive deep into hiring and recruiting—including why you should define who you are before deciding who you want to hire, why resumes can be overrated, how to uncover the truth during reference checks, and how case studies can reveal far more about a candidate than traditional interview questions. For coaches, business owners, fitness professionals, and anyone responsible for building a team, there are lessons throughout this conversation that can be applied immediately. You'll hear Dan and Pat discuss: • Building a winning organization without the biggest resources • Why development can become a competitive advantage • Creating an environment where good habits are easy • Building culture through the physical environment • Why leadership is really about influence • Developing leaders by giving them responsibility • Hiring for culture and long-term fit—not appearances • How to conduct better reference checks • Why specific questions beat generic interview questions • Using real-world case studies to evaluate potential hires • Finding undervalued talent your competitors overlook • Learning from industries outside your own • Adapting when your industry is constantly changing • Doing more with less • The importance of staying curious and maintaining a "figure it out" mentality • The unique challenges of coaching your own children This is a conversation about building people, building teams, and building something that lasts. Whether you're a coach, gym owner, fitness professional, entrepreneur, or business leader, there's plenty here to steal for your own organization. Because winning isn't always about having the most. Sometimes it's about knowing what you can develop, what you can't, and how to build an environment that brings out the best in your people. 00:00 – Building a Winning Program Without the Biggest Resources 02:00 – The Early Days of Dallas Baptist Baseball 04:30 – Why Player Development Became DBU's Competitive Advantage 07:00 – The Power of Continual Curiosity and Getting Better 10:00 – Learning From Outside Your Industry 13:00 – Creating an Environment Where People Naturally Develop 16:00 – Make Good Habits Easy, Bad Habits Hard 19:00 – Why Leadership Is Really About Influence 22:00 – Stop Trying to Make Everyone Lead the Same Way 25:00 – How to Develop Leaders: Give Them Responsibility 28:00 – The Most Important Job of a Head Coach 30:30 – Hiring for Culture, Fit, and Long-Term Success 34:00 – Why You Shouldn't Hire for Social Proof 37:00 – How to Actually Check a Candidate's References 40:00 – Stop Asking Generic Interview Questions 43:00 – Using Real-World Case Studies to Hire Better People 46:00 – Finding Undervalued Talent Your Competition Overlooks 49:00 – How to Do More With Less 52:00 – Adapting When Your Industry Is Constantly Changing 55:00 – The Yankees vs. Tampa Bay Rays Approach to Business 58:00 – Coaching Your Own Children: The Challenges and Rewards 1:01:00 – Building a Place People Love to Be 1:03:00 – Final Thoughts on Coaching, Leadership, and Growth

Dave recently crossed 500 cold plunges in two years, but for him, it's about much more than the cold. In this episode, he explains how self-awareness, mental discipline, and understanding what motivates you can help you build routines that maximize your strengths and push through negative self-talk.

Some leaders sense change early. Far fewer know what to do with it.Rita McGrath has spent her career studying the moment the ground shifts under a business ... and why so many brilliant, well-resourced companies miss it completely. She's a professor at Columbia Business School, ranked among the world's top ten management thinkers by Thinkers50 and winner of their number one award in strategy, and the author of The End of Competitive Advantage and Seeing Around Corners.In this episode, Rita takes me inside her "flops file" ... a collection of corporate disasters so expensive you have to lose fifty million dollars to make the list. We talk about why the old rules of strategy have stopped working, why treating failure as learning is so hard for experienced operators, and how the best leaders manage the one resource they can never get back: their own time and attention.She shares the idea of strategic centering ... working out what your organisation is truly grounded on ... and why a scientist running a science company, or a technologist running a technology company, now has an advantage the generalist CEO does not. And she makes the case that we are living through a genuine turning point, where the old world is fighting to hold its place and the new one is already taking shape for those with the courage to see it.It began with a teenager from Rochester stepping off a plane into a New York City she'd been warned was dangerous ... and choosing curiosity over fear. That instinct became a whole way of thinking about strategy. This is a conversation about paying attention to the future before it arrives. The Unlock Moment is hosted by Dr Gary Crotaz, PhD — master interviewer, executive coach and author. Downloaded in over 140 countries. Sign up to The Unlock Moment newsletter at https://tinyurl.com/ywhdaazp Find out more at https://garycrotaz.com and https://theunlockmoment.com Also discover his other podcasts, The Box of Keys and Unlock Your Leadership. Follow, subscribe and leave a review wherever you get your podcasts — and connect with Dr Gary on LinkedIn for more leadership insights. Part of The Unlock Moment podcast family.

Bold Bean Co didn't just make beans cool. They built a brand people actually care about.Tobey and Amelia join Dan to unpack how Bold Bean turned one of the least glamorous supermarket categories into a cult food brand, and why obsessing over culture, community and product beats blindly following the conventional FMCG playbook.From rejecting boring advertising and building genuine brand obsession, to supermarket listings, sustainability, hiring, growth and watching major competitors move into glass jars, this is a masterclass in making an everyday product feel anything but ordinary.ON THE MENU[00:00:00] Why Bold Bean Rejects the FMCG Playbook[00:06:35] How Do You Make Beans Desirable?[00:08:18] Beans Became Bold Bean's Competitive Advantage[00:23:25] Building Bold Bean's Brand From Obsession[00:42:18] Why Bold Bean Is Allergic to Advertising[00:50:42] Tesco's Christmas Ads vs Performance Marketing[00:58:38] Can You Manufacture Brand Obsession?[01:01:40] Why “Be Bold” Became a Company Value[01:10:10] Why Sustainability Doesn't Sell More Beans[01:21:03] Bold Bean's Obsessive Customers Are the Moat[01:25:28] Marketing Is Downstream of Consumer Culture[01:42:54] What Happened When Heinz Copied Bold Bean?[01:51:35] The Hard Reality of Building Bold Bean[01:55:36] What Founders Never Tell You on LinkedIn ============================================== ♨️Still bloody HUNGRY? Course ya are. Each week I spend 15 hours writing my newsletter. It'll take you 5 mins to read. Full of wisdom from the biggest names in food and drink. Subscribe here - https://hungryfeast.beehiiv.com/

Jianggan Li returns for a China read: Europe's run on Chinese air conditioners, the humanoid robot games, Shein's discounted Hong Kong listing, and what breaks when Chinese firms go abroad. One thread runs through all four. China's advantage is not invention. Midea did not build a better aircon, it read Europe's building codes and engineered to them. Robot hardware raced ahead because engineers ground at it for a year while the software did not. Temu went from someone suggesting a Super Bowl ad to the ad being made in thirty days. The moat is iteration, and Chinese firms are mostly competing with each other, not with you. Also: why the robots still need a human holding a remote, why humanoids substitute for cheap labour instead of complementing it, and the advice one operator gives about expanding abroad, which is to stop trying to change how things are done there and change yourself instead.  Watch, listen or read the full insight at https://www.bravesea.com/blog/china-competitive-advantage  BRAVE is Southeast Asia's leading tech podcast, hosted by Jeremy Au. Honest conversations with the region's top founders, investors, and operators on building startups in Southeast Asia. New episodes every week. Subscribe so you never miss one. Listen & Subscribe YouTube (English), YouTube (Bahasa Indonesia), Spotify (English), Spotify (Bahasa Indonesia), Spotify (Chinese), Spotify (Vietnamese), Apple Podcasts Follow BRAVE LinkedIn, X (Twitter), Instagram, TikTok, WhatsApp Follow Jeremy Au LinkedIn, X / Twitter, Instagram, TikTok, Facebook, Threads, Twitch Resources Get transcripts, startup resources & community discussions at www.bravesea.com #China #HumanoidRobots #SoutheastAsia #China #HumanoidRobots #SoutheastAsia #Shein #Temu #Unitree #Midea #Robotics #Ecommerce #Manufacturing #Singapore #Startups #SEAstartups 00:00 Introduction 01:45 Europe's aircon panic, and the 12-hour drive 03:08 Designed to the regulation, not to be better 05:07 It's not China vs you. It's China vs China. 05:55 The World Humanoid Robot Games 06:52 Why the robots still need a human with a remote 08:20 Hardware outpaced software, and the data problem 11:19 Unitree's IPO, and a founder who wasn't smiling 11:53 Humanoid robots vs cheap human labour 15:02 Complement or substitute: where humanoids land first 16:43 Shein: $100B to $26B 19:25 Temu, de minimis, and the marketplace squeeze 20:43 The Super Bowl ad built in 30 days 23:12 Nobody writes the story of iterative engineering 25:41 Going global, and the driving seat problem 28:49 What to watch: the Xi-Trump meeting

Toyota didn't beat Mercedes by getting cheaper. It beat Mercedes by getting closer to the customer first. Here's the six-year research obsession behind the Lexus LS 400, and why undercutting your way to a full panel is a strategy that has already failed in a dozen other industries, and what Harvard's own pricing research says to do instead. By Michael Tetreault, Editor-In-Chief, Concierge Medicine Today "I'm a car guy, so bear with me on this one. There will be some good points [in this article], I promise. I know enough about engines to self-diagnose and wrench on them myself. Driving an old car with lifter problems through North Dakota and southern Canada in the '90s will teach you that." ~Michael Tetreault Today's article isn't about concierge medicine directly. It's about a distant cousin in the subscription-based healthcare world, direct primary care, or DPC. Over the past two decades, I've noticed more and more that there is a moment almost every DPC or low-cost, membership-based practice hits around year two or three, when the patient panel quietly stalls (catch the car pun). Growth that used to feel automatic starts to flatten out, and you notice it before you can quite explain it. That's usually right about when a competitor down the road launches at $59 to $93 a month, and a quiet voice in your head says: just drop the price. Fill the seats. Worry about margin later. That instinct is understandable. It is also, according to decades of business research and a growing body of data inside concierge and membership medicine itself, one of the fastest ways to damage the very practice you built to serve patients better. This is not a scolding. It is a strategy conversation, grounded in evidence, for low-cost subscription-based physicians who left, or are considering leaving, the insurance-driven system specifically to build something sustainable that has a low cost for the patients because you feel your altruistic nature pulling you to do so. But, if the goal is sustainability, the tactic matters. What "racing to the bottom" actually means Let's zoom out for a moment. A price war is what happens when competitors inside the same market repeatedly cut prices to undercut one another, creating a cycle where each side matches or beats the last cut. This "price-cutting momentum" pulls in competitors who feel forced to follow the initial price cut, and while it can create short-term benefits for the buyer, it erodes the profit margins of everyone competing. Harvard Business School researchers Akshay Rao and Mark Bergen, writing in Harvard Business Review, built a career studying exactly this dynamic across industries. Their conclusion, echoed by strategists since, is blunt: most price wars are avoidable, and the businesses that start them or get pulled into them rarely come out ahead. The Kinsta business blog, summarizing HBR's own internal analysis of the question, put it plainly: when businesses were asked whether they should engage in a price war, the overwhelming answer was "no." Instead, the research points toward differentiation as the more durable response to a low-cost competitor. There is a second, quieter finding in that same research that some physicians should sit with. Price itself shapes how a buyer perceives value, and a price set too low signals that the product is cheap, in the way a price set too high can signal it is a ripoff. In other words, the discount that was supposed to win the patient can be the very thing that tells the patient your care is not worth much. It's indeed, a delicate balance and it's different for every practice and every doctor. Why? Because of who you work for and serve: the patient. Every patient is different. Every practice is different. That makes this topic challenging but it's a conversation worth having because I want to see your practice thrive and more importantly, survive in your community. The framework underneath the instinct Michael Porter, the Harvard strategist whose work still anchors most first-year MBA curricula, described three durable paths to competitive advantage: cost leadership, differentiation, or a focused niche strategy. A company chooses to compete either through lower costs than its rivals or by differentiating itself along dimensions the customer actually values, in order to command a higher price. What Porter warned against was the position most panic-driven price cuts land a practice in. Porter's phrase for it is "stuck in the middle," and it describes an organization trying to be all things to all people, with no distinct competitive advantage as a result. Businesses caught here typically perform the worst in their industry precisely because they never committed to one strength. A DPC practice that quietly lowers its price to compete on cost, while still trying to deliver same-day access, unhurried visits, and so-called affordable white-glove service, is not competing on cost leadership. It is trying to sell a premium product at a discount price, and the math does not hold. Today, a medical practice or a company stuck in this position cannot beat a true cost leader on price, because it never built the operational discipline or scale to sustain that price, and it cannot beat a differentiator on the experience it promised, because the discipline required to deliver that experience costs money. Both promises erode at once. What the data inside DPC and low-cost membership medicine is already showing This is not theoretical for DPC and low-cost membership medicine practices. It is visible in the industry's own numbers. The 2026 State of DPC survey, distributed through the DPC Alliance and Hint Health's network, found a direct relationship between panel size and price. Practices with fewer than 200 patients averaged $105.93 per member per month, practices with 201 to 500 patients averaged $99.28, and practices with more than 500 patients averaged $77.74 per member per month. Read plainly, the larger the panel, the lower the average price charged per patient. That pattern is exactly what Porter's framework predicts happens to practices chasing volume without a differentiation strategy to protect price. It is worth noting this figure comes from Hint Health, a technology vendor with a commercial interest in DPC's growth, so it should be read as directional industry data rather than an independent audit. It is nonetheless the most comprehensive dataset the movement currently has. At the same time, the broader market is not short on room to compete on value instead of price. More than half of private healthcare consumers rank the cost of care as the most dissatisfying part of their current healthcare experience, and DPC's growth has been driven in large part by employers and patients who are tired of opaque, escalating costs elsewhere in the system, not by DPC being the cheapest option on paper. Employers now fund the majority, roughly 60 percent, of active DPC memberships, according to Hint Health's 2026 trends report, which signals that the buyers filling panels today are increasingly sophisticated purchasers evaluating value, retention, and outcomes, not simply hunting for the lowest sticker price. Regional pricing tells a similar story. Northeast DPC pricing rose 33 percent over five years, from $60 to $80 a month, even as national demand for the model accelerated. Practices in that region did not grow by discounting. They grew while raising price, in a market that was simultaneously expanding. The altruism problem no one names out loud Here is the part of this conversation that is specific to medicine and does not show up in a typical business school case study on price wars. Physicians are trained, deliberately and repeatedly, to put the patient's welfare ahead of their own. Medical professionalism itself is defined in the literature by principles of excellence, accountability, altruism, integrity, and humanism, all oriented around the patient relationship. That formation is not incidental. It is the point of medical education, and it is a genuine strength of the profession that should never be coached out of a physician. But that same formation has a side effect worth naming honestly. A rigorous study out of the University of Cologne and University of Rennes, published in the Journal of Health Economics, measured patient-regarding altruism in 733 medical students at different stages of training. The researchers found that patient-regarding altruism is highest among freshmen, declines significantly through the middle years of medical study, and rises again in the final year as students begin assisting in clinical practice. Students with lower income expectations showed higher altruism scores overall. Sit with that last finding. The training that makes physicians excellent, trustworthy, patient-first clinicians also correlates with a documented discomfort around charging what care is actually worth. That discomfort is admirable in the exam room. It becomes a strategic liability in the business office, where it quietly nudges a physician toward the lowest defensible price rather than the price that reflects the value delivered, the access provided, and the sustainability required to keep serving that same patient for the next twenty years. This is not a call to abandon altruism. It is a call to separate two different questions that get tangled together under stress: am I a good doctor and am I running a sustainable practice. A price built out of guilt is not more altruistic than a price built out of strategy. A closed practice serves no one. What other industries learned the hard way Medicine is not the first field to face this exact temptation, and the businesses that raced to the bottom on price rarely tell a happy ending. Rao and Bergen's HBR research spans industries from B2B and agribusiness to healthcare and the nonprofit sector, and the throughline in that body of work is consistent: firms that respond to a low-price competitor by cutting their own price usually shrink the whole market's profitability without gaining durable share, because the competitor simply cuts again. The winners in price wars, when there are any, tend to be the largest players with the deepest balance sheets, the ones who can absorb losses the longest. A solo or small-group physician practice is almost never that player, and should not try to be. The lesson for low-cost DPC physicians is not abstract. It is Porter's choice, stated as a decision every practice has to make deliberately rather than by drift: compete on being demonstrably, operationally the lowest-cost, highest-efficiency provider in your market, which requires real scale and real systems, or compete on being demonstrably different in a way patients value enough to pay for. Trying to hold both at once is what leaves a practice, in Porter's words, stuck in the middle, with margins too thin to sustain the very things that made the practice worth choosing in the first place. The Lexus Lesson: Price Is a Result, Not a Strategy Circling back to my car guy roots, there is an automotive story worth every physician's attention here, because it is one of the clearest business case studies ever produced on the exact question this article is asking you if you're a DPC physician. It comes from Hagerty's "Revelations" series, hosted by Jason Cammisa, on the origin of the 1989 Lexus LS 400, and it has been retold in detail across automotive trade press and in Chester Dawson's book Lexus: The Relentless Pursuit. The origin story matters as much as the engineering. Toyota's first American export, the Toyopet Crown, was a flop, selling only a few hundred units before Toyota pulled it from the market in the late 1950s. Twenty five years of steady rebuilding later, Toyota had become the largest importer of vehicles into the United States, and that success triggered a protectionist response. In the early 1980s, the U.S. government pressured Japan into so-called voluntary export restraints, capping Japanese auto imports at roughly 1.7 million vehicles a year. With volume capped by government policy, Toyota USA's Yukiyasu Togo pushed a different lever: if the company could not sell more cars, it needed to sell more profitable ones. That constraint, not ambition alone, is what pushed Toyota into the luxury segment. In 1983, Toyota's then chairman Eiji Toyoda greenlit a secret effort known as Project F1, for Flagship One. Where a typical vehicle program of that era might use around 200 engineers and a few hundred million dollars, F1 was reportedly given no fixed budget and a development team of roughly 1,400 engineers, 60 designers, and thousands of additional technicians and support staff, spread across a six-year effort widely reported to have cost in the neighborhood of a billion dollars. What that team actually did is the part physicians should study closely. Rather than guess at what luxury buyers wanted, a team of designers and engineers relocated to a rented house in Laguna Beach, California, and spent months directly observing affluent Americans: watching valet stands outside country clubs, studying the furniture in high-end homes, and even analyzing the leather scent inside Jaguar interiors closely enough to reverse-engineer the tanning process. They tested switchgear and steering wheel ergonomics against how women with long, manicured nails actually interact with a dashboard. This is the practice Toyota calls genchi genbutsu, going to see for yourself, rather than relying on assumptions about the customer. Separately, Toyota's research uncovered something more specific and more useful than "people want a cheaper luxury car." Mercedes-Benz owners loved the prestige of their cars but consistently described the dealership experience itself, the pressure, the wait, the sense of being talked down to, as miserable. Lexus rebuilt the entire buying experience around that single insight. Sales moved from an elevated desk to a shared coffee table, removing the physical power imbalance of a traditional car sale. Only 80 of roughly 1,500 dealer applicants were approved to sell the car, each required to invest several million dollars and submit to ongoing customer satisfaction audits. The product and the experience of buying it were treated as a single, inseparable offer. The engineering discipline underneath all of this was, by most independent accounts, extreme. Chief engineer Ichiro Suzuki pursued a drag coefficient of 0.29, well below the S-Class's 0.36 to 0.37, without relying on a rear spoiler, which he considered an inelegant shortcut. Interior noise was engineered down to roughly 58 decibels versus about 60 for the S-Class, and multiple road tests reported the LS 400 was as quiet at 125 miles per hour as its German rivals were at 95. Prototypes logged well over a million miles of testing, and engineers reportedly disassembled competitor vehicles to study exactly how they failed over years of use, then engineered around each weakness. When the LS 400 launched in 1989, it was priced at roughly $35,000, commonly cited as about half the price, or as much as $30,000 less, than a comparably equipped Mercedes-Benz S-Class. The price gap was so large that BMW reportedly suggested Toyota was selling the car at a loss. Within two years, Lexus had overtaken Mercedes-Benz as the best-selling luxury import brand in the United States and topped J.D. Power's quality and service rankings, and Mercedes is reported to have lost roughly a quarter of its U.S. sales in the aftermath. Here is the part physicians should sit with. The low price was not the strategy. It was the output of the strategy. Toyota did not set out to build a cheaper Mercedes and work backward. It spent six years and enormous resources removing the specific frustrations its own research showed were driving prestige-loving customers away, then engineered a manufacturing process disciplined enough to make that quality repeatable at scale, and only after that work was done did it set a price the market would reward. The aggressive price was possible because the operational excellence and the customer research underneath it were real, not because anyone at Toyota decided to compete by cutting corners. This is the distinction that gets lost when a DPC or low-cost membership medicine practice drops its membership fee simply to fill a panel out of fear. Toyota's price was earned through relentless, well-funded engineering and firsthand study of exactly what its target customer resented about the existing options. A practice that lowers its price without first doing that same work, actually going to see for yourself what frustrates the patients you want to serve, and building a practice that removes those specific frustrations, is doing the opposite of what Lexus did. It is cutting the price before it has earned the right to. The translatable lesson is not "charge less." It is this: find out, directly and specifically, what your patients are actually frustrated by in the healthcare experience they already have, build a practice that removes that frustration with real discipline, treat the entire patient experience, not just the clinical visit, as part of the product, and let price follow from that work rather than substitute for it. Toyota spent six years in the field before it touched the price tag. Most practices considering a discount have not spent six weeks asking patients what specifically is broken in the care they are currently getting. What to build instead None of this means price is fixed or that access should be reserved only for the wealthy. It means the starting question changes. Instead of asking what is the lowest price that will fill my panel, the more durable question is what does my practice do that a patient cannot get anywhere else in this market, and does my price reflect that honestly. That might be same-day access. It might be visit length. It might be a specific clinical focus, a specific population, or a specific relationship to a local employer. Differentiation does not require the highest price in the market. It requires a clear, honest reason for the price you have chosen, one you can say out loud to a patient without flinching. Panel growth built on discounting tends to attract patients who are price-shopping and will leave the moment a cheaper option appears next door. Panel growth built on a clear, differentiated value proposition tends to attract patients who stay, refer, and tolerate a price increase because they understand what they are paying for. This article is intended for educational and informational purposes for physicians and healthcare leaders. It does not constitute financial, legal, accounting, or medical advice, and practice pricing decisions should be made in consultation with qualified financial and legal advisors familiar with your specific market and regulatory environment. Sources Rao, Akshay R. and Bergen, Mark E. "How to Fight a Price War." Harvard Business Review, March-April 2000. hbr.org/2000/03/how-to-fight-a-price-war "Price war." Wikipedia, accessed August 2026. en.wikipedia.org/wiki/Price_war "How a Race to the Bottom Hurts Your Business's Bottom Line." Kinsta, July 15, 2024. kinsta.com/blog/race-to-the-bottom Porter, Michael E. Competitive Strategy (1980) and Competitive Advantage (1985), Harvard Business School Press. Summarized via "Porter's generic strategies," Wikipedia, and Strategic Management Insight, strategicmanagementinsight.com/tools/porters-three-generic-strategies "State of DPC 2026: Key Takeaways From DPC Alliance's Physician Survey." Hint Health, July 18, 2026. blog.hint.com/state-of-dpc-2026-key-takeaways-from-the-dpc-alliances-physician-survey "Hint Health Releases 2026 Direct Primary Care Trends Report." Hint Health, April 23, 2026, distributed via PR Newswire, Yahoo Finance, and Morningstar. "DPC Membership Pricing Trends." Hint Health Blog, June 24, 2022. blog.hint.com/dpc-membership-pricing-trends "High cost of health care may be boosting direct primary care membership." Medical Economics, November 16, 2025. medicaleconomics.com/view/high-cost-of-health-care-may-be-boosting-direct-primary-care-membership Sagebien, Julia; L'Haridon, Olivier; Wiesen, Daniel; et al. "The formation of physician altruism." Journal of Health Economics, Vol. 87, 2023. sciencedirect.com/science/article/pii/S0167629622001308 (also indexed on PubMed, ID 36603361) "Professional identity formation of clinical medical students during and beyond the pandemic." PMC, National Library of Medicine. pmc.ncbi.nlm.nih.gov/articles/PMC11150932 Cammisa, Jason. "The Absurd Engineering Obsession Behind the 1989 Lexus LS 400." Hagerty Revelations, YouTube, youtu.be/i15Ii4yetLM "How the Lexus LS400 Crashed the Luxury Party." Autoblog, October 2, 2025. autoblog.com/features/how-the-lexus-ls400-crashed-the-luxury-party "How Lexus defeated 'the best car in the world.'" Motoring Research, July 25, 2024. motoringresearch.com/car-news/lexus-ls-400-review "Lexus LS 400: 'the finest V8 engine in the world.'" Cult Classics, Adrian Flux, August 21, 2023. adrianflux.co.uk/cult-classics/lexus-ls-400-the-finest-v8-engine-in-the-world Dawson, Chester. Lexus: The Relentless Pursuit. John Wiley & Sons, revised edition. Publisher synopsis via AbeBooks, abebooks.com/9780470828045 A detailed companion recap of the Hagerty Revelations episode, covering Project F1 staffing, the Laguna Beach research house, the coffee-table dealership model, and Suzuki's engineering targets, was supplied directly by the editor. Its original publisher and byline could not be independently confirmed at time of writing. Facts drawn from it (drag coefficient, price gap, engineer count, dealership vetting) were cross-checked against sources 11 through 15 above before inclusion, and the editor should confirm original attribution before publication.

When Nathan Miller started Rentec Direct almost 20 years ago, he wasn't trying to disrupt an industry. He was a small landlord who couldn't find affordable software that did what he needed, so he built his own. Other landlords started using it, then paying for it, and over time Rentec carved out a meaningful place in what became an increasingly crowded and well-funded market.Nathan says the company has managed to keep growing not by trying to match its venture-backed competitors dollar for dollar, but by sticking to a fairly simple formula: understand the customer, keep prices reasonable, provide unusually knowledgeable support, and build the kind of reputation that generates referrals. Today, Rentec has 16,000 property-management customers, 20 employees, and about $16 million in annual revenue.That formula is being tested again by artificial intelligence. AI has already wiped out much of the organic search traffic that once brought Rentec new customers, and Nathan acknowledges that it has also made it possible for almost anyone to build competing software. But he doesn't sound especially worried. As he sees it, writing the code is only one small part of building a business. The harder things to reproduce are trust, reputation, industry knowledge, and customer service—which happen to be the things Rentec has been investing in all along.This week, Nathan explains how Rentec bootstrapped its way into a crowded market, why he continues to turn down investors, how AI is changing both his product development and his marketing, and what nearly 20 years of working with landlords has taught him about managing rental properties. The episode is brought to you by Grasshopper Bank.

Pete Sacco has spent 30 years building the physical infrastructure — data centers, power systems, and hardware — that AI runs on. In this conversation, he argues the AI threat is overstated, not because it isn't transformative, but because it forces humans to reclaim what machines can't replicate: wisdom and discernment. Pete and Jeff dig into why founders need to embrace AI rather than fear it, the coming shift toward decentralized energy and compute, the misconceptions around data centers and water usage, how to separate real AI investment opportunities from hype, and his vision of a post-scarcity world where energy and labor approach zero cost.Key Takeaways2:19 — The one skill AI can't replicate: humans are "beings of discernment and wisdom," not calculators — that's the edge to protect.8:00 — Why the calculator analogy holds: AI won't erode critical thinking any more than calculators erased our ability to do math, if we use it consciously.12:48 — On creativity: Pete pushes back on the idea that AI kills creativity — "I'm 100 times more creative" because of the tool, not despite it.15:56 — AI as mirror: it will serve as "a mirror that's going to allow us to improve ourselves more fundamentally than ever before in human history."31:02 — The real bottleneck behind failed AI initiatives (per MIT): not the technology — organizational inefficiency.34:36 — On retooling teams: the four levels every employee needs — using chat, using skills, using agentic AI, and managing machines alongside people.36:05 — The post-scarcity vision: inside 50 years, the base cost of products and services could be "driven to zero" as energy and labor become virtually free.26:02 — Data center water myth debunked: total data center water use is a fraction (1/2000th) of what's used growing alfalfa for cattle feed in the U.S.30:19 — Pete's franchise model: Graywolf Data Centers — building small, tokenized, decentralized 2–20 megawatt data centers instead of massive centralized ones.43:55 — What most founders should be asking: are you embracing decentralization and retooling your people, or clinging to old, centralized ways of working?44:56 — The autonomous-vehicle prediction: "five, maybe eight years away from never driving cars again."Tweetable Quotes"We are beings of discernment and wisdom, embodied in consciousness itself." — Pete Sacco"AI will be the technology that serves as a mirror that's going to allow us to improve ourselves more fundamentally than ever before in human history." — Pete Sacco"We don't connect with data, we connect with people." — Pete Sacco"If you're a shitty data center owner, you're gonna be a shitty cloud owner too." — Pete Sacco"AI is going to out-compute you at almost everything... but what it can't do is know what's actually worth doing. That is called wisdom." — Jeff Mains"The doomers are 0 for 500 years. What makes us think that this is the year that they're right?" — Pete SaccoSaaS Leadership LessonsProtect discernment, not just headcount. As AI absorbs computation and pattern recognition, the scarce resource inside your company becomes judgment — hire and train for it.Diagnose failure correctly. Most "failed AI initiatives" aren't tech failures — they're organizational ones. Fix workflows and structure before blaming the tools.Retool your people in layers. Move teams through the four stages: basic chat use, skills, agentic workflows, and eventually managing hybrid human/machine teams.Decentralize before you're forced to. Whether it's compute, energy, or ownership, the founders who build flexible, distributed infrastructure now will out-adapt centralized competitors later.Invest (and lead) on conviction, not just data. Pete's biggest bets came from gut instinct paired with a disciplined thesis (AI infrastructure, decentralization, longevity) — not spreadsheets alone.Sell people on the outcome, not just the tool. Adoption stalls when leaders push AI as a mandate; it accelerates when they frame it as freedom — more time, more creative capacity, less drudgery.Guest Resourcespete@petesacco.comhttps://www.petesacco.com/https://www.facebook.com/profile.php?id=61573911350074https://www.linkedin.com/in/petertsacco/https://www.instagram.com/petesaccoofficial/https://x.com/PeteSaccoCEOEpisode SponsorThe Futureproof Series - https://www.youtube.com/playlist?list=PLfkXKUPZ5xuOqMPR7_gzGybncTtavyR1NThe Captain's KeysSmall Fish, Big Pond – https://smallfishbigpond.com/ Use the promo code ‘SaaSFuel'Champion Leadership Group – https://championleadership.com/https://jeffmains.com/books/SaaS Fuel ResourcesWebsite - https://championleadership.com/Jeff Mains on LinkedIn - https://www.linkedin.com/in/jeffkmains/Twitter - https://twitter.com/jeffkmainsFacebook - https://www.facebook.com/thesaasguy/Instagram - https://instagram.com/jeffkmains

Benny Chen, Co-Founder @ Fireworks AI, joins the show to discuss his founder journey and share valuable insights on navigating common founder / product dev challenges in today's agent-first landscape. He and Jerry cover strategies for creating effective messaging, staying competitive in a crowded market space, hiring top-tier talent / what qualities to look for in high-performing engineers, navigating the cultural shift to managing agents, creating data flywheels & how this can help your customers, and more. ABOUT BENNY CHEN As co-founder and early product architect, Benny Chen shaped Fireworks AI's infrastructure strategy, spearheading the design of scalable systems to support high-throughput AI model serving. Benny's contributions established the technical foundation for Fireworks AI's robust and cloud-native architecture, which underpins its ability to meet enterprise demands. Formerly Meta's Ads Infrastructure Lead, Benny optimized large-scale ad-serving pipelines and developed significant expertise in distributed systems and cloud infrastructure. He holds a B.S. in Computer Science from Stanford University, bringing both leadership and technical depth to the Fireworks AI management team. Sinch is the communications infrastructure the AI era runs on. There's a layer of infrastructure behind every text, call, and login code your product sends, and it works exactly like plumbing: nobody thinks about it until it's the reason something broke. Most providers route through 4-6 intermediaries; Sinch connects in 1-2 hops, direct carrier relationships across 600+ connections, handling 900 billion interactions a year across 60+ countries. Routing, compliance, fraud prevention handled automatically rather than manually managed by the business sending the message! Sinch is the reliability layer underneath AI-driven customer communications; the infrastructure that determines whether an AI agent's output actually reaches a real person as a delivered text, connected call, or verified interaction. Check it out here! SHOW NOTES: Moving from an early idea to a rocket ship (1:13) Insights on developing / communicating your core message as an early founder (2:40) Role of open source & inference @ Fireworks AI (4:24) How Firework AI's company messaging evolved over time (6:07) Popular customization features today (7:25) Strategies for staying competitive in a crowded market (9:11) Defining the customer data flywheel & how it helps users (11:25) Common types of data that companies can collect to train their AI models (13:53) The customer's next steps after creating a data flywheel (15:53) Benny's perspective on acquiring engineering talent as a founder (16:43) Common traits shared by high-performing engineers @ Fireworks (19:05) How AI has altered which traits founders prioritize when hiring (20:45) Navigating the shift from engineering work to managing agents (22:40) Frameworks to ensure agents are doing the right thing (25:23) Aligning your metrics with the outcome you're trying to follow (27:37) What a typical day looks like for Benny as a founder (28:31) Advice for founders / eng leaders looking to embrace AI adoption (29:19) Rapid fire questions (31:15) This episode wouldn't have been possible without the help of our incredible production team: Patrick Gallagher - Producer & Co-Host Jerry Li - Co-Host Noah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/ Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/ Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/ Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Location matters more than ever when it comes to understanding climate risk, resilience, and long-term business performance. Based on a webinar co-hosted by Climate Proof and Earth Finance, host Louie Woodall is joined by Caleb White of Earth Finance, Alma Cortés Selva of the BMO Climate Institute, and Kevin Eckerle of Bayer Consumer Health to explore the growing field of spatial finance—the integration of geospatial intelligence with financial decision-making. The conversation examines how companies and financial institutions are using location-based data to assess physical and transition risks, identify investment opportunities, strengthen supply chain resilience, and improve capital allocation. From agriculture and commercial real estate to water stress, extreme weather, and adaptation investments, the discussion highlights how spatial finance can help organizations move from broad sustainability considerations to actionable business decisions. For the complete webinar, visit: https://www.climateproof.news/products/webinar-recording-driving-competitive-advantage-through-spatial-finance-july-16-2026 For more thought leadership from Alma Cortés Selva of the BMO Climate Institute, visit: https://capitalmarkets.bmo.com/en/our-bankers/alma-cortes-selva/

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over one minute investment every day for a lifetime of results. Take a moment right now to write down what the top five complaints are about your industry- maybe not about you as a company, maybe you as a company, but maybe not- about your industry? So how would you know that? So think of a customer- a negative customer- customers. Now add what's going on in their life right now that makes calling you a must. What was the trigger event or events that may calling you a must not a nice to have but a must like its origin I don't mean life and death but its an origin. Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.  

My competitive advantage is i'm having fun.My private network for entrepreneurs ⚜ - http://newelite.proThe 90 day savage challenge (my training, nutrition & testosterone protocol) - https://the90daysavage.com/The exact blueprint I used to create my brand. (apply here to work with me) -http://iconblueprint.com/m075FREE weekly self improvement audio tapes - https://open.spotify.com/show/33lFOq1XUKLdOeIM549qQ6?si=OTmEw-iHRiusyWYM-hp71gMy Instagram - https://www.instagram.com/itsjackhopkins?igsh=aGhqMm1iNHg2eXg5&utm_source=qr Learn more about your ad choices. Visit megaphone.fm/adchoices

So many businesses are in flux struggling to keep pace with exponentially revolutionary technologies, like generative AI, and the people they employ are in the same spin cycle with them.  How do they work through this cataclysmic period?  According to Steve Reiner, author of “Business Changes Fast, People Change Slow: A Leadership Guide to Accelerating Organizational Change and Building a Competitive Advantage,” it all starts from the top.  The leader of the company and upper- level executives have to effectively and consistently communicate the goals and objectives of the company and how all of this change will lead to better results which accrue to the benefit of all the people in the organization.  It is not an easy thing to do,but must be done with a plan over a period of time, so as not to disrupt the cohesion of the organization.  It’s a freewheeling conversation which will drive home the points Steve makes in his book.

Fabian Alefeld interviews Brandon Brodie, co-founder and CEO of Annihilator Broadheads, about how an Idaho elk hunt and a lost bull sparked a new broadhead concept sketched by Brandon's future partner Micah. They describe turning the 2D sketch into plastic CAD prototypes via Boise State, a makeshift “wind tunnel” test using Instant Pot steam, and early performance goals of flight, penetration, durability, and lethality. Field and improvised tests (steel drum, long-range accuracy, animal kills) plus third-party fluid dynamics modeling suggested Annihilator's design created unusually large high-pressure and low-tension effects.  After major supply failures with investment casting and metal injection molding - causing shortages, high scrap rates, and lost dealers - Brodie brought manufacturing in-house, adopting metal laser powder bed fusion, improving repeatability and enabling new geometries like the Katana. He outlines ongoing innovation, potential adjacent products, and plans to leverage Annihilator's additive capabilities for partnerships and contract manufacturing. 02:26 Elk Camp Origin 06:43 Sketch to Prototype 11:36 Instant Pot Wind Test 14:44 Performance Pillars 18:41 Steel Drum Proof 22:45 Real Hunt Validation 26:45 Fluid Dynamics Breakthrough 30:41 Engineering Led Marketing 33:32 Manufacturing Growing Pains 34:27 Industry Award Surprise 35:53 COVID Demand Crunch 36:54 Casting Supplier Failures 39:40 MIM Tooling Disaster 42:30 Additive Breakthrough 46:35 Learning Metal Printing 49:55 Repeatability and Materials 52:56 Katana Broadhead Innovation 57:49 Scaling R&D Team 

Why Community Is the New Competitive Advantage for 7-Figure Founders feat. Jayson Gaignard In a world being transformed by AI, information is everywhere—but keeping up with the pace of change is becoming increasingly difficult. As entrepreneurs narrow their areas of expertise, the ability to surround yourself with people who have different experiences, perspectives, and knowledge is becoming more valuable than ever. In this episode of Beyond 7 Figures, Charles Gaudet sits down with longtime friend Jayson Gaignard, founder of MMT and author of Community Made, to explore why community may be one of the greatest competitive advantages for entrepreneurs in the years ahead. Jayson shares how he built MMT around intentional curation rather than scale, why the community is capped at 150 members, and how creating a space where high-achieving entrepreneurs can remove the mask and be vulnerable creates relationships that compound over time. Charles and Jayson also explore why the right peer group can accelerate your growth, why "How can I help you?" may be the wrong question to ask, and how to make the people around you genuinely feel seen. KEY TAKEAWAYS: Why community is becoming more valuable in the age of AI: As technology accelerates, surrounding yourself with people who have different experiences and expertise is more valuable than ever. Why your peer group can determine your future: Jayson explains why proximity is power and why building an eight-figure company requires eight-figure relationships, teams, and systems. The difference between networking and true community: Learn why performance-based networking differs from a community where people can be vulnerable and build deeper relationships. Why curation matters more than scale: Jayson explains why MMT is capped at 150 members and how carefully selecting the right people creates a stronger community. Why who you don't let into your community may matter more than who you do: Discover why protecting a community's culture is one of a leader's most important responsibilities. How vulnerability creates deeper relationships: Learn why creating a safe environment for people to share their real struggles can lead to extraordinary connections and opportunities. Why relationships compound over time: Jayson explains how investing in relationships year after year creates deeper connections and lasting value. Why "How can I help you?" may be the wrong question: Instead of putting the responsibility on someone else, learn how to understand their challenges and proactively offer something meaningful. The six ways to invest in relationships: Jayson shares six ways to make people feel seen, including resources, gratitude, check-ins, investing in someone's inner circle, and thoughtful gifts. How to make people feel genuinely seen: Learn how listening closely, remembering what matters, and following up can transform relationships. Why community can be a competitive advantage for businesses: Discover why building communities around customers and creating meaningful in-person experiences is becoming increasingly valuable. The biggest lesson for going beyond seven figures: Jayson explains why surrounding yourself with people who are one or two steps ahead can help you reach the next level. RESOURCES MENTIONED: Community Made by Jayson Gaignard: Jayson's book about building meaningful relationships and community. MMT: Learn more about Jayson's highly curated entrepreneurial community at mmt.community. Follow Charles Gaudet and Predictable Profits: Facebook Instagram LinkedIn Growing a business is hard, but it doesn't have to be. The Beyond 7 Figures podcast explores the strategies, systems, and mindset shifts that help entrepreneurs build companies that are more predictable, scalable, and profitable. Make sure to rate, review, and subscribe on your favorite podcast platform so you never miss an episode packed with proven strategies for building, scaling, and profiting beyond seven figures.

Ryan Benes just retired from the Marine Corps after 22 years, and for the first time in his career, he has real time to invest in voiceover. His question for Marc: when you go from a few hours a week to full-time, where do you put that time so it actually moves the needle? In this Summer Series episode, Marc breaks down how to approach the full-time VO transition, what to keep doing, what to shift, and what to watch out for. They dig into the perpetual preparation trap, why already being bookable with limited time is an important signal, and when it might be time to shift some of your training dollars from coaching to getting in front of agents. Marc also shows Ryan how to mine his past bookings for clues about where future work could come from, turn his military and aviation background into a competitive advantage, improve his email marketing in the age of AI, and use LinkedIn and booking data to find more of the right prospects. Plus, there's an important warning for any voice actor going full-time: when casting sites are already working, it's easy to give them all your newfound time at the expense of building a direct client base you actually own. And ultimately, going full-time isn't about filling 40 hours. It's about using those hours intentionally. If you did this with 10 hours a week, imagine what 40 can do. CONNECT WITH RYAN BENES

What happens when better technology is no longer a competitive advantage? Host Kortney Harmon is joined by Donnie Gupton, Founder of Ora Marketing and creator of the Uncopyable Recruiter Method, to examine why trust—not tools, speed, or access—is becoming the real differentiator for recruiting firms.Donnie breaks down how AI and automation are creating greater parity between agencies and internal talent teams—and why the bigger challenge for recruiters isn't competition, but comparability. He shares a four-part framework for becoming the standard in your niche through clear positioning, an intentional market ecosystem, authority-building content, and consistent follow-up.Key Takeaways• Why trust becomes the differentiator when technology is table stakes• How clear positioning helps recruiters escape the comparability trap• Why the 97% of buyers not hiring today deserve your attention• How content and consistent follow-up turn authority into demandDiscover how to build the trust and authority that make your firm the first call when hiring needs arise.________________Follow Donnie Gupton on LinkedIn: LinkedIn | DonnieFollow Crelate on LinkedIn: CrelateWant to learn more about Crelate? Book a demo hereSubscribe to our newsletter: The Full Desk Experience

Michelle Bove didn't start in enterprise software – she started as a soccer referee in seventh grade, hustling for an extra $10 per game, then moved into door-to-door sales at a three-person startup where she learned rejection quickly and loved it even more. That hunger never left. Today, as an AVP of East Sales at Wiz, she's built her career at some of the sharpest sales cultures in software history (PTC, AppDynamics, Zscaler), closed deals nobody else could get into, and turned around entire teams by replacing broken managers instead of blaming reps. In this conversation, she breaks down the real mechanics of winning: why likability is underrated, how to hire people better than you, why skip levels work when done transparently, and what it actually costs to prove yourself as a young female leader in cybersecurity. Her philosophy is simple: science plus art. Discipline and processes without human connection will only get you halfway there. Michelle Bove is an AVP of East Sales at Wiz and has built her career at PTC, AppDynamics, and Zscaler – some of the sharpest sales cultures in enterprise software. She's known for closing deals nobody else could get into and turning underperforming teams into world-class organizations. Connect with Michelle: LinkedIn Resources mentioned: Profession Profiles International assessments Key takeaways from this episode: 00:00 – Introduction and Michelle's origin story from soccer referee to enterprise sales leader 06:44 – Why likability is the most underrated sales competency and directly impacts your ability to build champions and close deals 20:00 – Why tailored coaching based on individual strengths and weaknesses beats cookie-cutter management 36:30 – How to run skip levels the right way: prep, conduct, document, share back with managers, and follow up without alienating people 47:50 – Operating rhythms in practice: daily prospecting, 15-question deal reviews, and deep customer research that actually moves deals 51:00 – Why in-person customer engagement beats remote-only selling for strategic accounts and mega-deals, even in the AI era 59:45 – The hardest part of her job: being a young female leader in a male-dominated space and proving herself every room she walks into Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

When the market gets tougher, customer service matters more than ever. In this conversation, Terry Clifton and Michael Knight explain why successful apartment operators are putting people ahead of spreadsheets. They share how building stronger communities, investing in staff, and creating meaningful resident experiences are helping them improve retention while many operators struggle. They also discuss how Better World Companies approaches challenging properties, why experienced onsite teams make such a difference, and how today's market is creating opportunities for operators who know how to solve problems instead of simply waiting for conditions to improve. Key Topics Why resident retention is more valuable than constantly finding new tenants Helping residents manage financial challenges through personal conversations Building community with events, resident engagement, and property mascots Training onsite managers to think like business owners Why employee empowerment leads to stronger property performance How experienced operators are finding opportunities during today's market shift Guest Information Terry Clifton and Michael Knight lead Better World Companies, a vertically integrated multifamily company based in Houston, Texas. They operate approximately 5,000 apartment units across Texas while owning more than 1,000 units. Their company provides property management, acquisitions, lease ups, REO management, and operational consulting. Website: https://www.betterworldllc.com/ Facebook: https://www.facebook.com/betterworldpropertiesllc Call to Action Learn more about Better World Companies by visiting their website and connecting with their team. Apple Podcast: https://podcasts.apple.com/ph/podcast/property-profits-real-estate-podcast/id1445202776  

How do you give difficult feedback without damaging trust?Katie O'Brien Ceccarini, author of Fearless Feedback: Everything Managers Have Never Been Taught About Feedback and founder of Endurance Management Coaching, brings two decades of experience leading, managing, and training teams. She shares how leaders can prepare for hard conversations, navigate emotional reactions, and say what needs to be said while preserving the relationship.Katie explains that fearless feedback starts before we ever choose the right words. It begins with our mindset, the strength of the relationship, and the intention we bring into the conversation. When we believe in the other person's ability to grow, we are more likely to communicate with conviction, clarity, and care.She also shows us how to stay present when feedback brings up defensiveness, emotion, silence, or resistance. Instead of reacting to what we see on the surface, we can get curious about what may be happening underneath. We can acknowledge someone's experience without abandoning the message, and we can refocus the conversation without turning it into a debate.When we strengthen our mindset, relationships, and delivery, we can give feedback with greater courage, build trust through difficult moments, and create conversations that help people grow.Key Takeaways:Prepare Your Mindset for Feedback: Explore how the beliefs you bring into a conversation can shape how your message is received.Strengthen the Relationship First: Consider how trust and safety can create a stronger foundation for honest feedback.Open the Conversation Well: Discover how a thoughtful headline can make difficult feedback easier to hear and engage with.Navigate Difficult Reactions: Examine how the HEAR framework can help you respond when feedback triggers defensiveness, emotion, or resistance.Make a Better Second Choice: Learn how noticing your first reaction can help you approach challenging feedback conversations with greater courage.Resources MentionedThe Inspire Your Team to Greatness assessment (the Courage Assessment) - In less than 10 minutes, find out where you're empowering and inadvertently kills productivity, and get a custom report that will tell you step by step what you need to have your team get more done. Get it here: https://courageofaleader.com/inspireyourteam/You don't need to have all the answers to lead well. Get your copy of the Clarity Kit for just $17 to learn the five practices to bring more clarity, confidence and courage into your leadership - https://courageofaleader.com/the-clarity-kit/About the Guest:Katie is a developer of people with two decades of experience leading, managing, and training teams.Her career spans early education, a decade at Yelp where she created and scaled all Customer Success training, and then as Head of Learning & Development at Opendoor she elevated employee onboarding and leadership development. She has the rare ability to bridge the gap between what HR and L&D leaders need and what actually lands with leaders in the business.In 2026, she published Fearless Feedback: Everything Managers Have Never Been Taught About Feedback, a practical guide that equips managers for the development and performance conversations that HR professionals depend on them to have.Today, Katie runs Endurance Management Coaching, partnering with organizations like eBay, Munchkin, Vital Farms, and PAN Communications to develop their managers and leaders.Over the past 20 years, she's managed, trained, and developed thousands of people, and everything she teaches comes from real teams, real conversations, and real results.Katie's leadership style is best described as human, with standards. She cares deeply and holds a high bar.When she's not working, she's getting dirty at the barn with her horse, training for triathlons, or hanging out with her son and husband in Denver.https://www.enduranceboss.com/https://www.linkedin.com/in/katie-ceccariniAbout the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results.Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.http://www.courageofaleader.comhttps://www.linkedin.com/in/amyshooprileyThanks for listening!Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.Do you have some feedback or questions about this episode? Leave a comment in the section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you can subscribe to the, podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.Leave us an Apple Podcasts reviewRatings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.Mentioned in this episode:The Inspire Your Team to Greatness Assessment (The Courage Assessment)https://courageofaleader.com/inspireyourteam/

We just launched our new book! You can grab The Power of Your Personal Brand: A Playbook for Struggling Middle Managers Who Want to Do Big Things on Amazon or at ForthRight-People.com Customer experience (CX) can be a game-changer when it comes to differentiating your brand. But, you need to do the work to get your CX to a good place. That involves getting a deep understanding of the customer's journey and creating a true relationship with your customers - not just selling to them. We wanted you to learn from a force in the world of CX, so we welcomed on Allen Adamson. He's the Co-Founder of Metaforce and Author of many books, including Seeing the How. For more about ForthRight Business by ForthRight People or for 1:1 consultation, check us out at ForthRight-Business.com And as always, if you need Strategic Counsel, don't hesitate to reach out to us at: ForthRight-People.com FACEBOOK https://www.facebook.com/forthrightpeople.marketingagency INSTAGRAM https://www.instagram.com/forthrightpeople/ LINKEDIN https://www.linkedin.com/company/forthright-people/ RESOURCES https://www.forthright-people.com/resources VIRTUAL CONSULTANCY https://www.forthright-people.com/shop

Hello, Voices of the Bench community. This is Casey Baldwin with Ivoclar. If you've been curious about fast-firing zirconia to improve efficiency but aren't convinced it can deliver predictable, high-quality results, I'd encourage you to connect with us. Our new IPS emax Zirconia, offers multiple fast-fire protocols designed to help you save valuable production time while maintaining consistent outcomes. Time is money in every lab. Don't wait. Reach out today and discover how IPS emax Zirconia can help streamline your workflow. As full-arch dentistry continues to grow, so do the demands on today's dental laboratories. That's why Knight Dental recently launched SimplyARCH Studio, a dedicated production environment built exclusively for full-arch restorations. To support this specialized workflow, Knight invested in an XTCERA milling system and carefully evaluated multiple CAM software solutions before choosing hyperDENT. The decision came down to exceptional milling quality, minimal hand finishing, and impressive production efficiency. But what truly set hyperDENT apart was the implementation process. From the very beginning, the team provided more than software training—they shared the knowledge and experience needed to build an optimized workflow for complex full-arch cases. With proven expertise in advanced milling strategies and laboratory production, hyperDENT helped ensure SimplyARCH Studio was designed for long-term success from day one. Join us at the Race For the Future 12 to raise money for the Foundation For Dental Laborary Technology. September 27th in Valley View, Texas! https://dentallabfoundation.org/news-events/race-for-the-future/ Shawn Nowak from Nowak Dental Supplies joins Elvis and Barb to talk all things NOLA LabFest October 15-17th, including the welcome addition to the speaker lineup: martial arts instructor and business coach Jude Grayson. After Jude's keynote at last year's LabFest, the response was strong enough to bring him back for another keynote and a breakout session. The conversation starts with the obvious question: what the heck does a karate instructor know about the dental laboratory industry? As Jude explains, quite a bit. Having practiced martial arts since he was five years old and built a career around teaching, competition, entrepreneurship, and business coaching, Jude draws a surprising number of parallels between martial arts and business. He talks about discipline, competition, confidence, risk, and his “five-year-old board break moment”—the idea that sometimes the ability to succeed is already inside us, and the right coach simply helps unlock it. He also explains how those lessons translate into working with business owners and helping them recognize opportunities they may not see themselves. The conversation then turns toward one of the biggest challenges facing dental laboratories today: knowing when it's time to pivot. With technology, AI, 3D printing, changing doctor workflows, and the evolving DSO landscape continuing to reshape the industry, Jude's NOLA LabFest keynote will focus on how business owners can recognize when change is necessary, decide when to act, and understand the risks that come with being an early adopter. He also shares some great perspective on failure, competition, and why making a bad business decision doesn't necessarily mean you've lost—the real loss comes when you stop competing altogether. Shawn also gives us a look at what else is happening at NOLA LabFest, including education on AI, social media marketing, employee culture, DSOs, and other topics affecting dental laboratories right now. And, of course, there's plenty of the NOLA LabFest fun mixed in, from the masquerade party and distillery tour to the return of Family Feud. It's a conversation about business, leadership, taking risks, and finding ways to keep dental laboratories moving forward—and it all starts with a karate instructor walking into a dental show.Special Guests: Jude Grayson and Shawn Nowak.