Podcasts about competitors

I explore Faire, a wholesale marketplace that Etsy sellers may want to be aware of, and how print-on-demand products could potentially fit into that ecosystem. I also show how you can export your Etsy listings, import them into Faire, and use Printify to fulfill larger wholesale orders.• Faire (List your Etsy Products): https://bit.ly/JoinFaire• Printify (Print on Demand Fulfillment): ⁠⁠https://bit.ly/PrintifyUSA⁠⁠ (CODE: "RYANHOGUE30")

I ranked 66 submissions in Jiu-Jitsu from F Tier to SS Tier (completely useless to absolutely unstoppable)Some of these finishes are guaranteed taps at the highest levels of grappling. Others… shouldn't even be taught.In this video I break down the most effective submissions in jiu jitsu, the most overrated techniques in grappling, and the finishes that still dominate modern gi, no-gi, and mma.⚠️ Fair warning: This list is going to make some people angry.Armbar Masterclass: https://youtu.be/08T8lHD_FSk "For the Art" Song: https://open.spotify.com/track/341V8L79iVzoh90H3JVikH?si=753bc99c4f4745c2 Jiu-Jitsu for Imbeciles, feat. Rob Biernacki(FREE): https://www.bjjmentalmodels.com/isuckDatsusara 10% OFF with Promo Code “ISUCK”: https://www.dsgear.com/ The Competitor's Journey: https://www.simplifyingjiujitsu.com/comp8:22 Americana – Still One of the Most Reliable Submissions10:32 Inside Heel Hook – The Submission Everyone Fears11:41 Americana From Closed Guard – STOP12:06 Loop Choke – The Sneaky Attack That Keeps Working13:58 Rear Triangle – The Back Attack People Forget About16:04 Banana Split – Looks Crazy… But Does It Work?17:59 D'Arce Choke – A Modern Grappling Staple19:36 Head Scissors – Hilarious21:17 Sponsor Break – Datsusara Gi22:59 Knee Bar – The Straightforward Leg Lock24:33 Bow & Arrow Choke 25:18 Straight Arm Lock / Shoulder Crunch – Underrated Control27:10 Diesel Squeezel – The Weird Submission That Actually Works31:11 Anaconda Choke 32:30 Kesa Gatame Pressure – Can Pressure Be a Submission?34:45 Armbar From Bottom – The Classic Everyone Learns36:40 Ninja Choke 37:29 Cross Collar Choke – The Most Traditional Gi Finish38:20 Gogoplata – Flashy or Functional?39:24 Electric Chair 42:04 Rear Naked Choke – The King of All Submissions?45:26 Peruvian Necktie – The Wild Front Headlock Attack45:41 Aoki Lock – The Submission That Shocked the Gi World48:48 Bicep Slicer – Painful But Rare49:44 Clock Choke – A Brutal Gi Finish51:24 Tarikoplata – The Modern Shoulder Destroyer52:31 Twister – The Eddie Bravo Special53:38 Armbar From Top 55:01 Guillotine – The Fastest Submission in Grappling57:16 Monoplata – The Hidden Shoulder Attack58:03 Outside Heel Hook – The Other Dangerous Leg Lock59:03 Hammerlock – Old School Control Move59:47 Bulldog Choke – The Wrestling Surprise1:02:36 Brabo Choke – The Gi Version of the D'Arce1:05:02 Toe Hold – The Most Common Leg Lock1:05:49 Wrist Lock – The Most Hated Submission1:07:11 Calf Slicer – Painful and Underused1:09:06 Zipper Choke – One of the Meanest Gi Attacks1:10:05 Triangle From Guard – The Most Famous Submission1:11:20 Suloev Stretch – The Hamstring Destroyer1:14:20 Buggy Choke – The Internet's Favorite Submission1:17:08 Mounted Triangle – A Powerful Variation1:18:53 Paper Cutter Choke1:19:51 Mir Lock – A Rare Shoulder Attack1:21:06 Japanese Necktie – The D'Arce's Cousin1:22:41 Von Flue Choke 1:23:27 Canto Choke – A Deep Gi Cut1:24:18 Straight Ankle Lock – The Original Leg Lock1:25:40 Muffler – The Sneaky Back Attack1:27:34 Texas Cloverleaf – The Wrestling Throwback1:28:18 Arm Triangle – The Most Dominant Mount Finish1:29:29 North-South Choke – The Slow Suffocation1:30:17 Kesa Gatame Armbar – The Hidden Arm Attack1:31:18 Baratoplata – A Very Strange Shoulder Lock1:32:29 Z Lock – The New Leg Lock People Are Learning1:33:28 Estima Lock – The Foot Lock That Changed Gi Grappling1:34:07 Reverse Triangle – The Inverted Classic1:35:16 Woj Lock – The New School Foot Lock1:37:13 Scorpion Death Lock – Does This Even Work?1:38:21 Teepee Choke – The Tight Triangle Variation1:39:27 Ezekiel Choke 1:41:54 Baseball Bat Choke – The Sneakiest Gi Trap1:45:20 Guillotine From Bottom Side Control – A Risky Move1:46:24 Homer Simpson Choke – Yes, That's a Real Submission1:48:10 Omoplata – The Shoulder Lock That Never Goes Away1:51:08 Kimura – The Submission Everyone Must Know1:51:40 Choi Bar – The Modern Armbar Upgrade

Most businesses believe they have strong brand positioning — but if you asked their team or customers to explain it, you'd likely hear ten different answers.That's the problem.If your audience can't clearly explain what makes your brand different, you don't own your market… your competitors do.In this episode of The Unified Brand Podcast, we break down what brand positioning actually means and why it's one of the most important foundations for sustainable growth.You'll discover why the strongest brands don't just sell products — they own a clear idea in the minds of their audience.We also explore the three essential elements of powerful positioning and how aligning them can transform your marketing, simplify your decisions, and make your brand the obvious choice.In this episode you'll learn:What brand positioning really is (and what it isn't)Why unclear positioning weakens your marketingThe 3 core elements every strong brand positioning needsWhy being different beats being betterHow to test whether your current positioning actually worksWhen your positioning is clear, differentiated, and emotionally meaningful, everything becomes easier — from marketing campaigns to sales conversations.Your brand stops competing and starts owning its space.-----------------

Jonathan Whistman is The Sales Boss - the architect behind human powered organizations where identity, belief, and culture drive extraordinary performance. He helped Tommy Mello scale A1 Garage Door to a half-billion dollar exit, with technicians going from $200-300k producers to $900k average - and top performers reaching $3 million.Andy Elliott had so much success running his team on Jonathan's system that he invested $2 million and partnered with Jonathan to co-create the Performance Machine - combining The Sales Boss methodology with ElliottHire's training and activation systems.Jonathan's superpower comes from an unusual place: growing up inside a religious cult. That experience taught him how to read human behavior with precision - and how identity, belief, and culture shape everything people do. Now he applies those insights to help leaders build organizations where humans perform at their highest level.In this episode, he walks through the Think | Feel | Act framework, explains Sacred Rhythms, and reveals why most companies are like a high school band when they could be Carnegie Hall. He also shares the Talent Reveal Interview - a group hiring method that lets you find your first $100k producer in 30 days.TIMESTAMPS:0:00 Introduction and opening hook3:08 The saddest thing about hiring7:14 Predictive hiring and the Reggie Blueprint12:59 Jonathan's cult backstory19:07 Think | Feel | Act explained28:41 Sacred Rhythms in action31:41 Inside Andy Elliott's sales meeting40:03 How the software platform works51:08 The Talent Reveal Interview55:55 Final question and closing

Anthony (sublivion) has been building on Roblox since he was 10, and now — while studying computer science at university — he's a core developer on Croydon: London Bus Simulator, a niche transport sim that's attracted over 46 million visits. We explore how Roblox's discovery algorithm turns hyper-specific concepts into mainstream hits that outperform competitors on Steam, and why the platform's low barrier to entry makes it the perfect home for simulation games.Episode 20Sources:- Croydon: London Bus Simulator on Roblox: https://www.roblox.com/games/8265622251/Croydon-London-Bus-Simulator- 4K Texture Rendering (DevForum): https://devforum.roblox.com/t/studio-beta-4k-texture-rendering/4144950- SLIM - Scalable Lightweight Interactive Models (DevForum): https://devforum.roblox.com/t/client-beta-introducing-scalable-lightweight-interactive-models-slim/4034709- Server Authority (DevForum): https://devforum.roblox.com/t/studio-beta-build-fair-responsive-games-with-server-authority/4139157- Roblox Incubator & Jumpstart Programs: https://about.roblox.com/newsroom/2026/03/roblox-announces-incubator-jumpstart-creator-programs- Bus Simulator 21 - Steam Charts: https://steamcharts.com/app/976590Hosts:- Adam (BanTech): https://lastlevel.co.uk/adam- Fedor (LoadingL0n3ly): https://x.com/LoadingL0n3ly- Anthony (sublivion): https://www.roblox.com/users/44028290/profile----------------------------Watch or listen wherever you get your podcasts.Visit https://lastlevel.co.uk/podcast for more.Join the Discord: https://discord.lastlevel.co.ukBeyond The Blox is produced by Seb Jensen for Last Level Studios.----------------------------Chapters:(00:00) Intro(00:54) Meet the Host: Anthony's Story(05:06) Learning Physics and Math Through Game Dev(13:07) The Journey to Transport Simulation(22:35) Croydon: The Mainstream Niche Explained(25:23) Organic Growth & the Roblox Algorithm(30:39) Croydon's Realistic Design Choices(32:52) The Tech Behind Croydon(37:42) AI and NPCs in the Future of Simulation(41:06) Could Croydon Work on Another Platform?(44:07) Outro

Landon Swan from LikeFolio says Dick's Sporting Goods (DKS) have a lot of tailwinds and fairly strong sentiment data, but competitors are still beating it. Youth sports spending is getting stronger every year, he notes, driving revenue. He also discusses how their acquisition of Foot Locker (FL) could impact earnings and what investors will be looking for.======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away.   0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly?   0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went?   0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry.   0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering.   0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things.   0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast.   0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that.   0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite?   0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim.   0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation.   0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it?   0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right.   0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are   0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to.   0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true.   0:11:26.9 Kelly Allan: Speak for yourself.   0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting?   0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say.   0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter?   0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well.   0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning.   0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct?   0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it.   0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing.   0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong.   0:19:15.0 Kelly Allan: I would agree.   0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right.   0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it."   0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time.   0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim."   0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how.   0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method?   0:21:33.5 Kelly Allan: That's a quote from Dr. Deming.   0:21:36.0 Travis Timmons: Oh, okay. We're good.   0:21:38.9 Andrew Stotz: We stand on the shoulders of giants.   0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that...   0:21:51.3 Kelly Allan: I agree.   0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly?   0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah.   0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard.   0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me...   0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?"   0:24:22.4 Travis Timmons: Right.   0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that.   0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting.   0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement...   0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever.   0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right.   0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit.   0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I...   0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory.   0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table.   0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah.   0:30:53.5 Travis Timmons: We had leadership.   0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables?   0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model.   0:31:14.0 Andrew Stotz: Yep.   0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that.   0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done.   0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right.   0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those.   0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last?   0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of...   0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"?   0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share?   0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that...   0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?"   0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay.   0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex."   0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different.   0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track?   0:34:56.8 Kelly Allan: Great question. Yeah.   0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all.   0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent.   0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership."   0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes.   0:36:55.5 Andrew Stotz: Okay, got it.   0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway.   0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next?   0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the...   0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break.   0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great...   0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure.   0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters.   0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there?   0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group.   0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue?   0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones.   0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy?   0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it.   0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those."   0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that?   0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry?   0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%.   0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah.   0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients?   0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high?   0:50:42.3 Travis Timmons: 10.   0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming.   0:50:52.9 Travis Timmons: Yeah.   0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well.   0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before.   0:52:07.6 Kelly Allan: Yeah. Yep.   0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year.   0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of.   0:52:27.5 Andrew Stotz: Yeah.   0:52:28.1 Kelly Allan: Unheard of.   0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with?   0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience."   0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting.   0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change.   0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that.   0:56:30.7 Kelly Allan: You said the bad word. You said the B-word.   0:56:34.5 Andrew Stotz: Buy-in.   0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in.   0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay.   0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist.   0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel.   0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly?   0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished.   1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse.   1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want.   1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How?   1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this.   1:03:29.9 Andrew Stotz: Yeah. Right.   1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can.   1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate.   1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home?   1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients.   1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion.   1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."

https://www.gethookd.ai/#why-choose-gethookdAs much as 95% of market researchers now use AI in their workflows. Discover how AI ad intelligence tools help e-commerce brands spy on competitors, validate creatives pre-launch, and boost Facebook ROAS with automated insights and execution. GetHookd LLC City: Miami Address: 40 SW 13th street Website: https://www.gethookd.ai/

I ranked 28 different guards in Jiu-Jitsu from F Tier to SS Tier based on real effectiveness at the highest levels of grappling.Which guards are actually worth learning… and which ones are a complete waste of time?In this video I break down the best guards in Jiu Jitsu, the most overrated guards, and the positions that still dominate modern gi and no-gi competition.⚠️ Some of these rankings may make you mad.Jiu-Jitsu for Imbeciles, feat. Rob Biernacki(FREE): https://www.bjjmentalmodels.com/isucksportshygiene.com Promo Code “ISUCK”Datsusara 10% OFF with Promo Code “ISUCK”: https://www.dsgear.com/ The Competitor's Journey: https://www.simplifyingjiujitsu.com/comp0:00 Intro0:16 I Ranked Every Guard in Jiu-Jitsu3:32 Criteria for the Tier List9:21 Quarter Guard12:17 Donkey Guard / Reverse Closed Guard17:04 X Guard20:06 Lockdown22:55 Knee Shield23:54 Coyote Guard25:50 Deep Half Guard28:04 K Guard29:31 Single Leg X Guard (SLX)33:03 Seated Guard (Sit-Up / Koala Guard)34:12 Reverse De La Riva (RDLR)35:35 De La Riva (DLR)37:32 Spider Guard39:38 Collar Sleeve Guard41:16 Lapel Guards (Overview)41:40 Shallow Lapel Guards (early lapel / lapel lasso / lapel spider)43:53 Deep Lapel Guards (worm / squid / etc.)47:27 Hybrid Lapel Guards (lapel added to no-gi guards)50:24 Open Guard (Disconnected)51:25 50/50 Guard53:45 Rubber Guard55:22 Williams Guard56:52 Shin-on-Shin57:28 Inverted Guard59:23 Smashed Half Guard1:01:15 Turtle Guard1:02:49 Lasso Guard1:03:33 Butterfly Guard1:05:05 Octopus Guard1:08:48 Closed Guard1:11:34 Final Tier List Recap (bottom to top)1:16:19 SS Tier Reveal + Wrap Up

Sponsored by Chargebee, subscription and revenue management → check out their startup offer: https://www.chargebee.com/startups   Harish Abbott, Founder of Augment https://www.linkedin.com/in/habbott/

ARN Media, the radio company behind KIIS and Gold FM, has seen its share price jump over 5% after the fallout of The Kyle and Jackie O show. Audible, Amazon's audiobook giant, has launched a cheaper subscription plan for the first time as it faces a major threat from Spotify. Australia's major airports are made over $400 million in profit from carparking alone in 2025. _ Download the free app (App Store): http://bit.ly/FluxAppStore Download the free app (Google Play): http://bit.ly/FluxappGooglePlay Daily newsletter: https://bit.ly/fluxnewsletter Flux on Instagram: http://bit.ly/fluxinsta Flux on TikTok: https://www.tiktok.com/@flux.finance —- The content in this podcast reflects the views and opinions of the hosts, and is intended for personal and not commercial use. We do not represent or endorse the accuracy or reliability of any opinion, statement or other information provided or distributed in these episodes.__See omnystudio.com/listener for privacy information.

Chris Long (formerly at Go Fish Digital, now co-founder of Nectiv Digital) explains how AI is reshaping search from two angles: (1) operational automation (briefs, research, internal linking, refresh workflows) and (2) shifting buyer behavior, where people increasingly start discovery in LLMs and use Google more as a verification / reputation check. He demos how MCP connectors let you query Ahrefs and Google Analytics conversationally (often in Claude), then blend datasets to generate competitive insights, keyword clustering, and strategy gaps—without living inside traditional dashboards.Timestamps0:00 — Intro: SEO vs AEO/GEO and why AI is changing the game0:20 — Two AI impacts: automating SEO work + changing how buyers discover products1:50 — Google becomes “verification” while LLMs become discovery (especially in B2B)3:00 — “WebMCP” concept: standard rails so agents can reliably take actions on websites5:25 — Optimizing for agents (treating them like VIP visitors) and what that means for sites6:15 — Why LLM/agent usage is hard to measure (clicks vs logs vs self-reported attribution)10:00 — Nective's “build first” approach: tools/workflows before hiring more people14:00 — Demo: Ahrefs MCP in Claude for competitor insights + content strategy patterns27:45 — Demo: Google Analytics MCP (and why it's a relief vs GA4's interface)35:50 — Blending Ahrefs + GA data to generate strategy gaps and page ideas39:00 — AEO tooling landscape: LLM trackers (Profound, Athena) + automation (n8n, AirOps)41:15 — Autonomous agents (OpenClaw) and the future of “persistent” task completion45:15 — Where to find Chris (LinkedIn + Nective Digital)Tools & technologies mentionedSEO / AEO / GEO — Approaches to improving visibility in traditional search and AI-generated answers.LLMs (Large Language Models) — Used for research/discovery; increasingly the first stop before Google.Agents / Agentic browsing — Software that navigates websites and completes actions (forms, carts, checkout).WebMCP (as discussed) — Structured markup/standardization so agents can precisely interact with site elements.MCP (Model Context Protocol connectors) — Connectors that let AI query external tools via natural language.Ahrefs — SEO data platform (traffic estimates, backlinks, top pages, competitor research).Claude (web + Claude Code) — Used for data-heavy work and debugging MCP setups.ChatGPT — Mentioned as preferred for more knowledge-based tasks compared to data analysis.Google Analytics 4 (GA4) — Web analytics; MCP access can reduce reliance on the GA4 UI.Server access logs — Useful for identifying agent/bot activity not visible in standard analytics reports.BigQuery — Intermediary data warehouse for querying analytics data more flexibly.Slack — Used for capturing “how did you hear about us?” attribution signals.Profound — LLM visibility/brand mention tracking tool.Athena — Another LLM visibility tracker discussed as more data-driven/scalable.n8n — Workflow automation for content engineering pipelines.AirOps — Automation/content workflow tooling mentioned alongside n8n.OpenClaw — Referenced as an autonomous agent tool example.Subscribe at⁠ thisnewway.com⁠ to get the step-by-step playbooks, tools, and workflows.

Hour 2: Silver & JD catch up with NFL Network analyst Charles Davis to talk about various NFL draft prospects who might be available for the 49ers at pick No. 27. Keeping it in the NFL Network family, Chris Rose stops by later on to weigh in on Kyler Murray's impending release from the Arizona Cardinals and why the Giants will regret not going after Framber Valdez during MLB free agency.See omnystudio.com/listener for privacy information.

An Ultra Marathon runner does her best to destroy Kenzie. Chicago’s best morning radio show now has a podcast! Don’t forget to rate, review, and subscribe wherever you listen to podcasts and remember that the conversation always lives on the Q101 Facebook page. Brian & Kenzie are live every morning from 6a-10a on Q101. Subscribe to our channel HERE: https://www.youtube.com/@Q101 Like Q101 on Facebook HERE: https://www.facebook.com/q101chicago Follow Q101 on Twitter HERE: https://twitter.com/Q101Chicago Follow Q101 on Instagram HERE: https://www.instagram.com/q101chicago/?hl=en Follow Q101 on TikTok HERE: https://www.tiktok.com/@q101chicago?lang=enSee omnystudio.com/listener for privacy information.

In our 200th episode, we talk with Manufacturing Happy Hour host Chris Luecke about what authentic marketing looks like for manufacturers today. We cover how small teams can create consistent, meaningful content without overcomplicating it and why platforms like LinkedIn still matter. The episode also explores how digital engagement can lead to stronger real-world connections.Register for PACK EXPO International today!

With recent dissatisfaction around Roblox's chat and safety changes, Adam and Fedor explore if alternatives like Fortnite's UEFN or Polytoria could ever take its crown. They break down the "identity crisis" holding UEFN back and the chicken-and-egg problem facing smaller nostalgic platforms.Episode 19Sources:- Fortnite Going All-In on UGC but Chasing Roblox: https://www.platformaeronaut.com/p/fortnite-going-all-in-on-ugc-but- Unreal Engine GDC 2025 Talk: https://www.youtube.com/watch?v=dF1Q7FDBfGw- Polytoria: https://polytoria.com/home- Polytoria Documentation: https://docs.polytoria.com/- Reddit: Why Polytoria (and every other Roblox clone) is doomed to fail: https://www.reddit.com/r/roblox/comments/1qw67t6/why_polytoria_and_every_other_roblox_clone_is/Hosts:- Adam (BanTech): https://lastlevel.co.uk/adam- Fedor (LoadingL0n3ly): https://x.com/LoadingL0n3ly----------------------------Watch or listen wherever you get your podcasts.Visit https://lastlevel.co.uk/podcast for more.Join the Discord: https://discord.lastlevel.co.ukBeyond The Blox is produced by Seb Jensen for Last Level Studios.----------------------------Chapters:(00:00) Intro(01:29) Exploring UEFN as an Alternative(08:08) Fortnite's Identity Crisis(15:45) Discovery Problems on UEFN(23:43) Fortnite vs Roblox by the Numbers(27:13) Polytoria: The Hobbyist Alternative(34:45) The Cost of Running a UGC Platform(41:39) Will AAA Studios Build a Competitor?(47:07) Outro

A story about destroying your own work—and creating what lastsThis episode is for sales-led SaaS founders who suspect their product is slowly becoming a custom shop—and don't know how to stop it.Bassem Hamdy, CEO and Co-Founder of Briq, has spent 25 years in construction technology—three software revolutions, three companies.He says Briq found product market fit every 24 months. Each time meant tearing something down to build the next version.Each time, the same thing triggered the rebuild — the company had started solving for individual customers instead of the market.And this inspired me to invite Bassem to my podcast. We explore why the instinct to please your biggest customers creates exactly the kind of fragility that kills companies. Bassem shares hard lessons about killing a product he spent two years building, the moment his QA team exposed how far the company had drifted, and why domain expertise—not platform size—determines who wins in vertical AI.We also zoom in on two of the 10 traits that define remarkable software companies: – Acknowledge you cannot please everyone – Master the art of curiosityBassem's journey proves that remarkable companies refound themselves before the market forces them to.Here's one of Bassem's quotes that captures what happens when a company starts drifting:"Software is like jello. You slap that thing, it's going to shake the hell out of it. So the moment you inject that code, that's client specific, you're pooched."By listening to this episode, you'll learn:Why saying yes to customers can turn your product into something nobody else wantsWhen to check whether your team is building a product or managing client ticketsWhy deep domain expertise matters more than platform size in the age of AIHow one metric—revenue per employee—changes every decision a CEO makesFor more information about the guest from this week: Guest: Bassem Hamdy, CEO and Co-Founder of Briq Website: briq.com

Hour 2: Silver & JD catch up with NFL Network analyst Charles Davis to talk about various NFL draft prospects who might be available for the 49ers at pick No. 27. Keeping it in the NFL Network family, Chris Rose stops by later on to weigh in on Kyler Murray's impending release from the Arizona Cardinals and why the Giants will regret not going after Framber Valdez during MLB free agency.See omnystudio.com/listener for privacy information.

From 'Baseball Isn't Boring' (subscribe here): Bradfo catches up with another player who was traded from St. Louis to Boston, Willson Contreras, who offers an honest assessment of how he wants to be viewed by opponents and teammates. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Alex Weber, award-winning speaker, author of “Fail Proof,” and two-time host and competitor on American Ninja Warrior, delivers an inspiring conversation on leadership, resilience, and personal growth. He shares his journey from athlete to coach to entertainer and offers insights on overcoming self-doubt, managing imposter syndrome, embracing authenticity, and performing in high-pressure moments. Viewers and listeners will walk away with actionable steps to elevate both their life and career.

Have a marketing question? Text it here!Families are choosing your competitor… before you ever speak to them.Not because your competitor is better, but because they look better online.In this episode, I'm walking you through the exact moment this hit me:A family tried to cancel a visit after reading one online review…and my sales manager saved the move-in by simply asking why.Here's what I want you to take away today:I break down the 3 P's of online presence that help families trust you before they ever pick up the phone:Profile: Your Google Business Profile is your digital front door. If it's incomplete, you're invisible.Proof: Reviews are the new referral source — and families trust them more than your brochure.Presence: Your social media doesn't need to be viral — it needs to look alive and real.Why this matters for small/residential owners? You don't get unlimited “first impressions.”This Episode is For You If: You've been feeling like, “People aren't calling like they used to…”This episode will show you an area to exam where the friction may be and how to plug it.Listen to Day 17 of the 21 Days All Things Senior Living Marketing series and tighten your online presence so families can choose you.Resources:Momentum Marketing Bootcamp is starting soon! - Join the waitlist at startwithoccupancy.com/programsTake what you need. Share what helps. Come back for more.

From 'Baseball Isn't Boring' (subscribe here): Bradfo catches up with another player who was traded from St. Louis to Boston, Willson Contreras, who offers an honest assessment of how he wants to be viewed by opponents and teammates. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

It is officially 100 days until the start of the FIFA World Cup - and the countdown is well and truly on!Angelina Kelly and Sam Matterface break down some of the biggest talking points both on and off the pitch in the build up to the greatest sporting tournament on earth. They discuss England's road to the World Cup final, what Thomas Tuchel needs to do to get them there and debate which players could miss out on a seat on the plane before turning their attention to the escalating conflict between Iran and the United States and how that could impact the tournament.The countdown is on. Where else would you rather be than tuning into talkSPORT?YouTube: @talkSPORTX: @talkSPORTInstagram: @talkSPORTWebsite: Live Radio, Breaking Sports News, Opinion - talkSPORTProduced by: Daniel KaneEdited by: Daniel KanePhoto Credit: Getty Images Hosted on Acast. See acast.com/privacy for more information.

In this episode of Off the Mats Podcast, I sit down with Brazilian Jiu-Jitsu blue belt and Philadelphia Phenoms owner Lauren Barone for a conversation about competition, leadership, and building something bigger than yourself in the evolving world of professional grappling. Lauren opens up about her early jiu-jitsu journey, the moment she realized she belonged on the mats, and how competing at blue belt has shaped her mindset and identity. We also dive into her role as a franchise owner in the Professional Grappling Federation, breaking down how the opportunity came about, the risks of stepping into ownership, and what team based grappling offers that traditional tournaments don't. From balancing athlete life with executive decisions to discussing visibility in women's jiu-jitsu and the future of sustainable pay and structure for competitors, this episode explores what it really means to lead in a growing sport. Beyond the mats, Lauren shares how discipline carries into everyday life, how she defines herself outside of jiu-jitsu, and even how her love of horror and sci-fi influences her personality and perspective. This conversation is for grapplers, entrepreneurs, competitors, and anyone trying to reconcile identity with ambition. Be sure to check out https://www.patreon.com/cw/phillyphenoms for team updates and info and head to Instagram and follow @phillyphenoms

Discover how massive ad libraries let eCommerce marketers spy on competitors and use AI to turn winning creatives into high-performing campaigns in minutes. Speed, data, and smart testing are changing the game, experts say.Info: https://www.gethookd.ai/#key-features GetHookd LLC City: Miami Address: 40 SW 13th street Website: https://www.gethookd.ai/

In this episode of The IT Experts Podcast, we take you inside our Client Intensive Event and lift the lid on what really happens when ambitious MSP owners come together to build better businesses.     This was our January 2026 Client Intensive Event, and it was the biggest room we have ever had. Over 60 MSP owners and team members gathered for two full days of structured thinking, planning, challenge, and collaboration. It was not a sit back and listen type of event. It was designed to stretch thinking, raise standards, and help every single business owner leave with clarity and a refreshed 16-week plan.     The Client Intensive Event is a core pillar of the MSP Scale System. Three times a year, our clients step away from their day-to-day operations and immerse themselves in focused work on the business. The structure is deliberate. We expand thinking through expert led sessions, then channel that insight into practical planning, peer discussion, and clear next steps. Every attendee leaves with an updated 16-week roadmap built around their own business priorities.     The theme this time was business maturity. We explored three key areas that underpin sustainable growth. Structural maturity, team and people maturity, and operational maturity. These are not theoretical concepts. They are the foundations that determine whether your MSP can grow with confidence or remains fragile beneath the surface.     On the structural side, we focused on governance and risk. Many MSP owners are strong technically and commercially, yet have never formally considered how governance protects value. We explored how to build a practical risk register, how to identify exposure across legal, supplier, regulatory and client concentration risks, and how to put simple mitigation in place. For several business owners, this created real light bulb moments. Scaling with confidence requires knowing your ducks are in a row. When you understand your risks, you make stronger decisions and protect long term value.     On the people side, we explored what makes a cohesive team. It is not only about systems and processes. It is also about how people feel inside the business. Trust, accountability, the ability to have difficult conversations, and clarity of expectation all drive performance. When those elements are weak, leaders experience frustration, repeated questions, slow decision making, and high staff turnover. The Client Intensive Event created space for honest reflection. Several owners recognised that team dysfunction often starts with leadership behaviour. That awareness is powerful. When leaders change how they show up, teams respond.     Operational maturity formed the third pillar. We examined how margin is often lost in operations rather than in finance. By connecting systems properly and using accurate data from sales, service, projects and finance, MSP owners gain visibility over efficiency and profitability. We drilled into practical examples around help desk structure and the dispatcher role, helping owners see where small operational refinements can unlock meaningful financial impact. For one new client, this approach has already uncovered significant hidden profit within their first 60 days.     Beyond the structured content, what continues to define every Client Intensive Event is the community. Observational learning is a powerful force. When MSP owners hear peers tackling similar challenges, sharing openly and supporting one another, confidence rises quickly. Trust builds. Relationships deepen. Competitors become collaborators in the pursuit of higher standards. The energy in the room this time reflected a step change in maturity across the community.     One of the most rewarding moments came when we stood at the front for a group photograph and realised how far the community has grown. What started with a simple vision to help more MSP owners scale with confidence has become a room full of experienced leaders committed to doing business better. That growth is not measured only in revenue. It is measured in confidence, clarity and ambition.     The Client Intensive Event always concludes with a rebuild of each owner's 16-week plan. Ideas are distilled. Priorities are clarified. Actions are documented. This discipline ensures that inspiration turns into implementation. It prevents overwhelm and replaces it with focused progress.     If you are serious about building a business that works for you rather than you for it, stepping into a structured environment like a Client Intensive Event can transform the way you think about growth. Business maturity is not accidental. It is developed deliberately, one focused cycle at a time.     At The MSP Growth Hub, our mission remains simple. Help MSP owners accelerate success and scale with confidence. The Client Intensive Event is one of the most powerful ways we do that.    Make sure to check out our Ultimate MSP Growth Guide, a free guide that walks you through a proven process to take your MSP from stuck to scalable, without working even more hours. It's 44 pages rammed with advice, insights and inspiration to help you decide what support is available to you now if you want to grow and scale your business. Click HERE to get your copy.    Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK    And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon!   

The countdown has begun leading up to Canada Reads. The books have been picked, the panelists are strategizing and, every week, The Next Chapter will help you get to know the new author and panelist pairs. The first powerhouse team includes popular BookToker and podcaster Morgann Book, and debut romance author Joss Richard. Morgann will champion Joss's book, It's Different This Time. Plus, former Canada Reads author Samantha M. Bailey answers the Proust Questionnaire.Books discussed on this week's show include:It's Different This Time by Joss RichardHello, Juliet by Samantha M. BaileyCheck us out on Instagram @cbcbooks and TikTok @cbcbooks

What makes someone truly unrecruitable? In Part 1 of this conversation, Mike Lejeune sits down with Jonathan Whistman, CEO of WhoHire and author of Unrecruitable: How to Build a Team Your Competitors Can't Steal. Jonathan has built and sold companies, authored The Sales Boss, and now helps organizations use data and identity-driven leadership to build high-performance teams that competitors can't poach. This episode challenges conventional thinking about hiring, retention, and culture. In This Episode: Why every business is actually in the human business The biggest mistake leaders make in hiring Why "gut instinct" fails more often than we admit The Think–Feel–Act framework for engineering culture Why identity determines whether someone stays or leaves The real math behind finding top 5% performers Key Takeaways: Culture doesn't happen accidentally — it can be engineered. If you want different behavior, shape thinking first. Hiring is not an administrative task — it's a half-million-dollar decision. People don't leave jobs. They leave environments that don't fit their identity. Next Steps: Audit your hiring process — are you using data or gut? Define clearly: What do you want your people to think about your organization? Share this episode with a leader who is struggling with retention. Connect with Jonathan on LinkedIn: https://www.linkedin.com/in/jonathanwhistman/

What actually makes someone stay? In Part 2, Mike Lejeune and Jonathan Whistman move from hiring strategy to leadership execution — how to deeply care, coach hard, and build an identity people won't walk away from. Jonathan shares practical examples of: Recruiting the spouse Earning the right to have difficult conversations Designing onboarding that shapes identity Creating championship-level rituals inside organizations This conversation goes beyond retention strategies — it's about building people. In This Episode: How to show people they matter (beyond surface-level care) Why leaders must earn the right to deliver hard feedback How to coach performance tied to personal identity Identity rituals that cement belonging Why champions don't need micromanagement — they need standards Key Takeaways: People stay where they feel seen and developed. Difficult conversations only work when trust is established. Identity is stronger than compensation. Leaders must raise their benchmark before raising expectations. Next Steps: Have one deeper conversation this week that goes beyond KPIs. Evaluate your onboarding — does it shape identity? Raise your standard — and communicate it clearly. Connect with Jonathan on LinkedIn: https://www.linkedin.com/in/jonathanwhistman/

https://www.gethookd.ai/blog/alternative-to-facebook-ads-library-how-ai-can-transform-your-ad-strategyTired of Meta's clunky Ad Library? Discover why e-commerce marketers are switching to AI-powered spy tools that reveal competitor strategies, accelerate creative testing, and turn intelligence into profitable campaigns - faster than ever before. GetHookd LLC City: Miami Address: 40 SW 13th street Website: https://www.gethookd.ai/

I brought a mic to open mat at ISAJJx (The I Suck at Jiu Jitsu Show Experience) and asked one simple question:“What's your hottest jiu-jitsu take?”That's it. That was the mistake.What started as a chill open mat at Headnod HQ turned into a full-blown mat-side debate about everything we pretend not to care about in jiu-jitsu… but absolutely care about. From disgusting mouthpiece etiquette to gym owner capitalism, from guard pullers to hoverers, from “flow rolling” lies to the eternal BJJ vs AJJ identity crisis, nothing was safe.We've got black belts calling people out, gym owners confessing what actually annoys them, competitors admitting the stress nobody talks about, and at least one take that was so hot it didn't survive the edit.This episode is raw, live, and exactly what jiu-jitsu sounds like when you stop pretending it's polite.If you train, you'll recognize every personality in this video.If you don't train, you'll question why we do this to ourselves.Welcome to open mat with a microphone.Subscribe for more jiu-jitsu culture, comedy, and the stuff people only say when the round timer's off.Jiu-Jitsu for Imbeciles, feat. Rob Biernacki(FREE): https://www.bjjmentalmodels.com/isucksportshygiene.com Promo Code “ISUCK”Datsusara 10% OFF with Promo Code “ISUCK”: https://www.dsgear.com/ The Competitor's Journey: https://www.simplifyingjiujitsu.com/comp

It's not just a show. It's an experience.In this episode of Lais & The Coach, we welcome back Brian Cannone, from WBFF Fitness Atlantic and one of the most respected promoters in the industry.From high school auditoriums to Mohegan Sun's world-class stage, Brian shares what it really takes to build a competition that stands the test of time — and why so many competitors miss the bigger picture.We talk about:Why placing doesn't define your transformationThe difference between chasing titles and building legacyHow coaches shape competitor experiencesWhy transformation may be the future of the industryWhat it takes to create a stage people actually want to return toIf you've ever considered stepping on stage — or if you've competed and walked away unsure — this conversation is for you.Because the real win isn't the trophy.It's the body, confidence, and experience you take home on Monday.

When Tony Xu cofounded DoorDash 13 years ago, he was rejected by more than 100 investors. Today, it's a $70B+ behemoth dominating the delivery industry. Tony joins SPC General Partner Aditya Agarwal to reveal how DoorDash won the delivery war and answer the burning question of whether AI agents pose a threat to his company. He also shares why customer obsession became the company's guiding principle, the challenges of digitizing the physical world, and how startups today can build competitive advantages in the age of AI. Tony Xu: https://www.linkedin.com/in/xutony/ Aditya Agarwal: https://www.linkedin.com/in/adityaagarwal3/South Park Commons: https://www.linkedin.com/company/southparkcommons/Apply to SPC: https://www.southparkcommons.com/applyChapters:(00:00:00) - Intro (00:01:00) - Becoming a founder(00:11:48) - Implementing AI and customer obsession (00:18:22) - Is AI a threat to DoorDash? (00:21:29) - Digitizing the physical world(00:25:31) - Company culture and values (00:31:33) - Tony's unpopular business opinion (00:37:42) - How to stay curious and motivated (00:39:31) - Preparing children for the new age (00:42:47) - Audience Q&A

What's up everyone! This week I'm sitting down with Chris Burandt—yeah, THE Chris Burandt. X Games gold medalist, backcountry snowmobile legend, and someone I've looked up to since the original Schooled videos dropped. If you grew up watching extreme snowmobiling, you know exactly who this guy is. But what a lot of people don't know is that Chris is also a serious elk hunter who's been chasing bulls with a bow for over 25 years. This conversation is incredible because we dive deep into what it takes to master a craft—whether that's throwing backflips at X Games or stalking a giant public land bull for 20 straight days. Chris breaks down his journey from hating hunting as a kid (sitting in the cold while his dad napped) to becoming obsessed with bowhunting after reading Cam Hanes' book and having his mind blown on his very first day in the woods. We talk about the parallels between high-level snowmobiling and elk hunting, why both require you to get comfortable being uncomfortable, and how Chris's ability to read terrain from a snowmobile gives him a massive advantage when hunting big country. He also gets brutally honest about the mistakes he's made—including missing a giant bull at 46 yards after spending an entire season prepping for that exact moment, and what he learned from it. One of the most fascinating parts of this episode is Chris talking about spending 20 days hunting ONE bull on public land in Colorado without making a single call until the moment he shot. We break down the chess match, the patience required, and whether he should've been more aggressive. This is a masterclass in strategic hunting, mental preparation, and the sacrifice required to be a true 10-percenter. If you want to hear from someone who's mastered pressure situations at the highest level and is now applying that same intensity to archery elk hunting, this episode is for you. Chris is real, humble, and just getting started in this game—and that makes his perspective incredibly valuable. Sponsors Tricer - I run Tricer gear, and for good reason. They just dropped the updated AD and BC tripods with new TriTech technology—smaller diameter center post, packs down smaller, couple inches shorter, and a cleaner top. Drew is constantly innovating and pushing the limits on what a tripod system can do. From tripods to bino mounts, panheads, and bipods, Tricer makes gear that's fast, light, and simple. Head to tricer.com and use code TRO to save 10% at checkout. Stone Glacier - If you're a mountain hunter, you know gear weight matters. Every ounce counts when you're grinding up and down mountains all day. Stone Glacier was built by Kurt, a legit mountain sheep hunter who designed minimalist, lightweight gear that actually holds up in the nastiest conditions. No gimmicks, no BS—just mountain gear built by mountain hunters. Whether it's packs, sleeping bags, or shelters, they've got you covered. Check them out at stoneglaciergear.com and use code TRO at checkout. OnX Hunt - We didn't have an OnX ad in this episode, but if you're not using OnX, you're missing out on the most essential hunting tool out there. Detailed maps, property boundaries, offline access, and now weather data that takes topography into account. Become an Elite member at onxmaps.com and use code TRO to save 20%. Timestamps 00:00 - Intro: Meeting a childhood hero 04:15 - Why Chris kept elk hunting separate from his snowmobile career 08:30 - Growing up hating rifle hunting with his dad 12:20 - Reading Cam's book and the first day bowhunting (running at a bull) 18:45 - The path from beginner to deadly: Steps 1-5 24:10 - Signing up for Mountain Tough and learning you have to train 28:50 - Giving up three hunting seasons to guide for experience 33:20 - Why 10% of hunters kill 90% of the elk 37:40 - Reading terrain like a snowmobile rider vs. a hunter 42:15 - Hunting one mountain vs. bouncing around 46:30 - The 2023 hunt: Drawing a dream tag and going all in 51:00 - Missing the giant bull at 46 yards and what he learned 55:20 - The mental difference between X Games pressure and elk hunting 59:45 - 20 days hunting one bull without calling 1:03:30 - Should he have been more aggressive? Tactics breakdown 1:06:15 - Advice for new bowhunters and closing thoughts Three Key Takeaways Guiding for Experience is Underrated - Chris gave up three of his own hunting seasons to guide on private land, not for the money, but for the reps. Being around elk every single day, getting multiple "at bats" in a season instead of hoping for one opportunity on public land, accelerated his learning curve by years. If you want to get better fast, find ways to be around elk as much as possible—even if it means helping friends on their hunts or volunteering to pack out. Control the Controllables, Then Trust the Process - Chris went all-in preparing for his 2023 dream tag—quit drinking, worked out every day, scouted relentlessly, dialed his gear—but he neglected shooting practice. He had a 46-yard shot on a giant bull and missed because he split the wrong pins. His lesson: You can do 99% of it right and still fail if you don't master the fundamentals. Shooting your bow consistently, year-round, is non-negotiable if you want to capitalize when the moment comes. Reading Terrain Like a Snowmobiler Gives You a Massive Edge - Chris's ability to see mountains on a macro level (from snowmobiling hundreds of miles and connecting drainages) gives him a huge advantage over hunters who think micro. Most hunters pick a trailhead and hunt one drainage. Elite hunters understand how the entire mountain system works—where elk can move between basins, what routes they'll take, and how to cut them off. If you want to be a 10-percenter, stop thinking small and start hunting the whole mountain.

Send a textShow Day: A Celebration of YouShow day is all about you. You have dedicated countless hours to prepare for this moment and have likely overcome numerous challenges along the way.Staying authentic to yourself and recognising that show day can pass by in the blink of an eye allows you to fully embrace the experience and showcase your best performance on stage. Remember, this is your time to shine.Gaining an understanding of what helps maintain your peace and enhances your ability to manage your thoughts on show day necessitates self-awareness and the confidence to prioritise what benefits you.While it's important to appreciate the support you receive, effective communication remains essential.Enjoy the show!Watch it here: https://youtu.be/9-oJpa5tw1IFind Sarah on Instagram: @sarahparker_bb THE ULTIMATE SHOW DAY GUIDE E-BOOK: Purchase here Beyond Condition Coaching Application: Click here

Nick Raich and Jamie Meyers break down Home Depot (HD) earnings as the stock moves higher in Tuesday's session. Nick, whose firm has HD as a core holding, says the market was “pleasantly surprised” by the report and there are no signs of recession based on their numbers. Lower rates could boost the stock this year. Jaime is also encouraged by the results, noting big-ticket items saw an increase. He thinks they're separating themselves from competitors through their pro segment and says its AI adoption is adding strength.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – / schwabnetwork Follow us on Facebook – / schwabnetwork Follow us on LinkedIn - / schwab-network About Schwab Network - https://schwabnetwork.com/about

In this episode I debrief what I learned when coaching at Fittest of the Coast 2026.» Hire a Coach: https://www.zoarfitness.com/coach/» Shop Programs: https://www.zoarfitness.com/product-category/downloads/» Follow ZOAR Fitness on Instagram: https://www.instagram.com/zoarfitness/Support the show

If you've only sold sexy products with cool demos and unique features, you're probably missing the fundamentals that separate good salespeople from great ones. Marcus Chan, CEO of Venli Consulting and recent guest on the Sales Gravy podcast, learned to sell in the trenches of commoditized selling: uniforms, facility services, telecom. Industries where you're locked in multi-year contract cycles, competing against five other vendors who offer the exact same thing, and selling at two to three times the market price. "In order to get really, really good at selling in the commoditized market, where price seems to be the only factor... you have to learn how to get really good at the sales process," Chan explains. "You have to be able to take someone who has what I call a latent pain—pain they don't realize—get them to active and create urgency to move." No flash. No sizzle. Just selling. And that's exactly why it works. The First-to-Market Delusion Chan was talking with a client recently. They've closed $5 million in revenue in 12 months. Apple, Fortune 500 companies, massive wins. They're first to market in a brand new category. Zero competitors. Their sales team is flying high. "That's fantastic," he told them. "Now what's your plan for when competitors show up in three years?" Silence. Here's what happens: you get drunk on the product. You don't have to build real sales skills because the product does the heavy lifting. Then the market matures. Competitors launch. Your "unique" features become nothing new. Most teams operate under the belief that they're different. They talk about their proprietary technology, their best-in-class service, and their innovative approach. Meanwhile, buyers are looking at five vendors saying the exact same things. This isn't just true for uniforms and telecom. It's true for SaaS, consulting, financial services. Any market that's been around longer than 18 months gets commoditized fast. The question isn't whether you're in a commoditized market. The question is whether you know how to sell when you are. What Commoditized Selling Actually Teaches You When Chan was selling uniforms at three times the competitor's price to buyers locked into five-year contracts with other vendors, he had nothing to lean on except process. He couldn't say, "Look at this cool new feature." The uniforms were uniforms. Same fabric. Same colors. Same everything. He had to learn three skills most salespeople never develop: Moving buyers from latent pain to active pain. Most buyers don't think they have a problem. They're comfortable. They're "fine" with their current vendor. Your job is to help them realize what they're losing by staying put, and make it real enough that they care. Creating urgency when the status quo is locked in. When a buyer is in year three of a five-year contract, there's zero natural urgency. You have to create it. You have to make the pain of waiting worse than the pain of switching. Navigating complex, multi-stakeholder sales cycles without a product demo to fall back on. You need the operations manager, the finance team, and the C-suite to all agree that switching vendors is worth the headache. And you need to do it without any bells and whistles to distract them from the hard questions. The Hidden Advantage Nobody Talks About Mastering commoditized selling makes everything else easier. Learn to sell uniforms at a premium price, and differentiated products become simple. The hard skills transfer—objection handling, stakeholder navigation, urgency creation. But the real value is that your process becomes your product. In commoditized markets, you compete on how you sell. Your discovery process. Your ability to diagnose the real problem. Your consultative approach. The way you make the buyer feel heard and understood. That's what buyers remember and what separates you from the five other vendors in their inbox. Stop Hiding Behind Your Product Chan sees it all the time with sales teams from "sexy" industries. They lead with features because they can. They lean on their demo because it works. They let the product do the selling. Until it doesn't. Because eventually, every market commoditizes. Your competitor launches the same feature. Buyers stop caring about your "innovative solution" and start asking about price. The salespeople who win in commoditized markets win because of process, not product. They've mastered diagnosis, urgency, and navigating complexity when there's nothing shiny to distract the buyer. A Commoditized Market Is the Best Sales Training Ground If you're selling in a commoditized market right now, congratulations. You're getting an education most salespeople never get—how to compete when you're "just another vendor," how to create value when the product doesn't, how to win on process instead of features. Sell commodities at premium prices to buyers locked into competitor contracts, and you can sell anything. Master the fundamentals where there are no shortcuts, and those fundamentals become automatic. Move to a market with actual differentiation, and you don't just have a good product—you have a good product and the skills to sell it. Winning in Commoditized Selling The best training ground for sales isn't the hottest SaaS company or the coolest startup. It's the "boring," commoditized industries where the product doesn't do the work for you. Where you have to diagnose the problem, create urgency, and navigate complexity without flash to hide behind. The skills you build when nothing else can save you? Those are the skills that make you unstoppable everywhere else. -- If you want to sharpen the fundamentals that win in any market, start with prospecting. Download the free Seven Steps Prospecting Sequence Guide and build a process that creates urgency and fills your pipeline on purpose.

Also, both of you should try to think of a time when you had to pick a focus in your own jiu-jitsu journey and what the result wasYou're training a lot. You know the names of the positions. You've watched the instructionals. You've saved the Instagram clips.And somehow… you still feel like you kind of suck at everything.That usually doesn't mean you're bad at jiu-jitsu. It means you're training randomly.In this episode of The I Suck at Jiu-Jitsu Show, I'm joined by Bryce and Bryan Allen (the Allen Bros), and we break down how to stop guessing what to work on and start training with a real focus—even if you don't control what your gym is teaching that week.We talk about how to choose the right thing to train when there are a million options online, how to let your rounds organically reveal what actually needs work. We dig into why “did I win?” is a terrible metric for improvement, and how to build real self-coaching skills so you keep getting better no matter where you train.If you've ever thought, “I've learned everything… but I'm not good at anything,” this episode will help you fix that.Stop wasting rounds. Train what actually matters.I Suck at Jiu Jitsu Experience:  https://kick.site/rxi0b3vo ($100 OFF with Promo Code "Fuji Expo")Jiu-Jitsu for Imbeciles, feat. Rob Biernacki(FREE): https://www.bjjmentalmodels.com/isucksportshygiene.com Promo Code “ISUCK”Datsusara 10% OFF with Promo Code “ISUCK”: https://www.dsgear.com/ The Competitor's Journey: https://www.simplifyingjiujitsu.com/comp

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In "The Career Accelerator: Why Leaders Choose TMSA", Joe Lynch and Jennifer Karpus-Romain, Executive Director at the Transportation Marketing & Sales Association (TMSA), discuss how specialized community and education drive logistics success. Growth follows connection.  About Jennifer Karpus-Romain Jennifer serves as the Executive Director at the Transportation Marketing & Sales Association (TMSA) and as an adjunct professor at Cuyahoga Community College teaching social media. Previously, she was Director of Marketing for Faye, a software integration firm, and has also held roles in the publishing and marketing industries, and managed her own content and publishing firm. Karpus-Romain has her Bachelor of Science in Journalism from Ohio University and received her MBA from Capella University. About Transportation Marketing and Sales Association (TMSA) Sales and marketing professionals in the logistics and transportation industry come to the Transportation Marketing and Sales Association (TMSA)as the place to learn, to grow, to have fun together and to make lasting connections. Members enjoy access to live events, virtual forums and exclusive member-only benefits.  The association was founded in 1924 and has gone through many names and iterations throughout the years, but it's mission to be the resource for its members has never changed. Key Takeaways: The Career Accelerator: Why Leaders Choose TMSA In "The Career Accelerator: Why Leaders Choose TMSA", Joe Lynch and Jennifer Karpus-Romain, Executive Director at the Transportation Marketing & Sales Association (TMSA), discuss how specialized community and education drive logistics success. Growth follows connection. A Century of Evolution: The TMSA isn't a "new kid on the block." Founded in 1924 (originally focused on railroad advertising), the association has spent over 102 years evolving alongside the industry. While the name has changed to reflect modern logistics, its core mission—to be the premier resource for sales and marketing professionals—has remained constant. The New "Track-Based" Educational Model: To provide better ROI, the TMSA has moved away from a one-size-fits-all approach. They now offer five distinct tracks: 1. Company Leader, 2. Sales Leader, 3. Sales Practitioner, 4. Marketing Leader, 5. Marketing Practitioner The Track-Based approach ensures that whether you are a solo marketer or a VP of Sales, you are networking and learning with peers facing your specific daily challenges. "Human First" Leadership in an AI World: Jennifer emphasizes that while tools like ChatGPT (which she humorously calls "Atlas") are vital for efficiency—especially for small teams—the human element is the true differentiator. In an era of automated emails and AI-generated content, leaders choose TMSA to learn how to keep their brand voice authentic and human. The "Tech Mic Drop" & AI Showdown: Rather than traditional, dry keynotes, the upcoming Elevate Conference (June 7–9 in Denver) features a technology showdown. Competitors must present real-world results and efficiencies rather than just sales pitches. This helps members cut through the "noise" of the saturated logistics tech market. Bridging the Sales and Marketing Gap: A major theme of the interview is the "merger" of sales and marketing (or "Smarketing"). Jennifer points out that marketing should be creating "sales enablement" content—like simple infographics—that salespeople actually use, while sales should be providing feedback on lead quality to create a unified revenue-generating engine. Real Insights from Shipper Panels: One of the highest-value segments of their events is the Shipper Panel. Jennifer explains that they bring in actual big-name shippers who give "brutally honest" feedback. This is a rare opportunity for sales and marketing teams to hear exactly how shippers want to be approached—and more importantly, what "cringe-worthy" tactics to avoid. Professional Development as a "Career Accelerator": For "teams of one" or those in "flyover states," TMSA provides a sense of community. Beyond just learning, it offers leadership opportunities through committee work that professionals might not get at their day jobs. Jennifer views the association as a place to "sharpen the sword" so members are ready when market conditions (like the recent freight recession) finally turn around. Learn More About The Career Accelerator: Why Leaders Choose TMSA Jennifer Karpus-Romain | Linkedin TMSA | Linkedin TMSA homepage TMSA membership page TMSA ELEVATE Event Page TMSA Membership Page that highlights Tracks Elevating Transportation Sales and Marketing with Jennifer Karpus-Romain | The Logistics of Logistics TMSA Key Takeaways with Jennifer Karpus-Romain | The Logistics of Logistics Building a Freight Sales & Marketing Community with Jennifer Karpus-Romain The Logistics of Logistics Podcast If you enjoy the podcast, please leave a positive review, subscribe, and share it with your friends and colleagues. The Logistics of Logistics Podcast: Google, Apple, Castbox, Spotify, Stitcher, PlayerFM, Tunein, Podbean, Owltail, Libsyn, Overcast Check out The Logistics of Logistics on Youtube

In this episode of Inside Scoop, hosts Alex Dingman and Jeff Doss provide a deep dive into the recent Memphis Open and look ahead to the Compete Nationals on the West Coast. The episode is packed with tournament results, martial arts history, and a fun segment on the best "Kiyah" (yell) moments in sport karate.

In this episode of Essential Ingredients, Justine Reichman speaks with Gita, founder of gutBFF, about the importance of gut health and plant diversity in our diets. They discuss Gita's personal journey with health challenges, the role of food in wellness, and the entrepreneurial challenges she faced while launching her product. The conversation also touches on sustainability, consumer trust, and the growing awareness of nutrition, particularly among women. Gita emphasizes the need for more accessible information and the potential of the digital age to influence healthy eating habits.   Takeaways Gut BFF aims to simplify plant diversity in diets. 30 different plants are needed weekly for optimal gut health. Plant diversity includes fruits, vegetables, nuts, and seeds. Small steps can lead to significant health improvements. Food can be a preventative measure against diseases. Women are increasingly aware of nutrition's role in health. The digital age provides access to valuable health information. Entrepreneurship requires grit and adaptability. Building consumer trust is essential for success. Sustainability and waste reduction are important in food production.   Sound bites "Food is the first line of defense." "Every bite better be good for your body." "Entrepreneurship is a grit game."   Chapters 00:00 Introduction to Gut Health and gutBFF 01:02 The Importance of Plant Diversity 05:19 Personal Journey and Health Transformation 08:37 The Role of Food in Health and Wellness 10:03 Women and Nutrition Awareness 12:06 Digital Age and Access to Information 14:35 Entrepreneurial Journey and Challenges 18:48 Market Research and Competitors 21:16 Global Perspectives on Food and Nutrition 25:42 Sustainability and Waste Reduction 29:41 Building Trust with Consumers 32:18 Advice for Aspiring Entrepreneurs

I write a week of training for a CrossFit Athlete in a reconstitution / Quarters prep phase of training.» Hire a Coach: https://zoarfitness.com/coach/» CoachRx 14-Day Free Trial: https://referrals.coachrx.app/l/BENWISE83/» Watch on YouTube: https://youtu.be/SlDlCp18XZQ» View All Episodes: https://zoarfitness.com/podcast/» Shop Programs: https://www.zoarfitness.com/product-category/downloads/» Follow ZOAR Fitness on Instagram: https://www.instagram.com/zoarfitness/Support the show

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In a world obsessed with visibility, there's a quiet exhaustion rising beneath the surface. Everyone is talking about personal branding. Stand out. Be visible. Polish your message. Optimize your strategy. But what if the reason your marketing feels heavy isn't because you lack a better brand… What if it's because you've outgrown the identity you've been performing? In this episode of Your Passion, Purpose & Personal Brand, we name what most high achievers feel but rarely say out loud: personal branding has quietly become performance. And performance is exhausting. This isn't about abandoning marketing. It's about rebuilding it from the only place that actually sustains trust. That's identity. If something inside you knows you've been performing confidence… curating authority… shaping yourself to stay promotable… this conversation will feel like relief. We're going upstream - beyond websites, logos, funnels, and visibility and into the deeper truth: Your identity is the strategy. Your presence is the brand. Your realness is the marketing. KEY TAKEAWAYS Personal branding has become a socially acceptable mask for many high performers. When identity is unclear, branding turns into performance. When identity is clear, your brand becomes an amplifier. Identity-led marketing creates resonance instead of volume. When identity leads, aligned clients become magnetic — not forced. Competitors become irrelevant when you operate from a truth that cannot be replicated. CONNECT WITH LISA LINKEDIN: https://www.linkedin.com/in/lisa-mcguire/  WEBSITE: https://lisamcguire.com Beyond the Transaction Mastermind -  Apply to join the group: https://beyondthetransactionmm.com/register Sign up for Lisa's "so much more" newsletter: https://www.thediyframework.com/so-much-more-subscribe  Freedom Reset: Your Next Steps to Realignment  Register: https://go.lisamcguire.com/freedom-reset  Human Design Masterclass Waitlist: https://go.lisamcguire.com/human-design-masterclass-waitlist  Ideal Client Workshop Waitlist: https://go.lisamcguire.com/ideal-client-workshop-waitlist-icww785155  Get your free Human Design Bodygraph: https://lisamcguire.com/get-your-free-chart/ 

SHOCK WARNING - There are stories describing injuries and other content some listeners may find disturbing. Don't be fainting while driving and then blaming the I Suck at Jiu Jitsu Show. You've been warned. The episode is actually really good though. Coming back from injury isn't just physical... it's ego, identity, and expectations colliding at once. In this episode, we talk about what it actually takes to return the right way… and why most people sabotage themselves before they ever step back on the mats.Featuring Kyle Watson, Andy Sabens, and a special guest, this conversation drifts into crazy arrests, training as you age, competition(or lack their of), and some stories that you won't believe — but everything somehow comes back to leadership, pressure, and staying composed when things get unpredictable.Because the truth is: people don't listen to 2-hour podcasts just to “solve a problem.” They listen to be entertained. If we can make it interesting, we can help you suck less. Suck at Jiu Jitsu Experience: https://kick.site/rxi0b3vo ($100 OFF with Promo Code "Fuji Expo")Jiu-Jitsu for Imbeciles, feat. Rob Biernacki(FREE): https://www.bjjmentalmodels.com/isucksportshygiene.com Promo Code “ISUCK”Datsusara 10% OFF with Promo Code “ISUCK”: https://www.dsgear.com/ The Competitor's Journey: https://www.simplifyingjiujitsu.com/comp

Bronze medal winners in women's alpine combined skiing Jackie Wiles and Paula Moltzan drop in to discuss their first Olympic medal and how their longtime friendship may have given them an edge. Also, Ted McGinley stops by to share details about his experience joining the popular Apple TV+ series ‘Shrinking.' Plus, Drew Brees joins to talk about his recent Hall of Fame induction, turning the Super Bowl into “date night,” and his role as a brand ambassador for Stretch Zone. And, a few top-of-the-line hair products to elevate your routine. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This is the true story of seven strangers picked to live in a house, work together, and have their lives taped. Find out what happens when people stop being polite and start getting real…. The Real World. Eric Nies steps Behind The Rope. Mr. Eric Nies was part of the granddaddy of all of reality TV, the original Real World, New York, Season One. THE show that changed, introduced, formed and revolutionized Reality TV. With no prior reality show to look to, we discuss how that makes the Real World, New York, Season One possibly the most authentic reality TV show ever. Eric discusses his hesitations to do certain things not knowing how the final product would turn out and the influence of producers and editing back then. Eric discusses what MTV was like back in the day when it played music all day and how he thought the Real World would maybe be a little show that a few people watched. On that note, we talk about how life suddenly changed once the show aired and became a blockbuster of supreme magnitude. We discuss his house mates Julie, Norman, Heather, Kevin, Becky and Andre and who he keeps in touch with today. He explains how once the Real World ended he was offered the gig as host of Club MTV, which led to MTV's The Grind (also featuring a pre RHOBH Camille Grammer), which led to The Grind Workout Videos, which led to a long career as both a Competitor and Host of the classic MTV juggernaut The Challenge. He had movie offers, modeling offers and who could forget that Bruce Weber photoshoot book he was in with his brother (Google It). Being the hot commodity in town, no one said no. Money, fame, booze, drugs, women, anything at his fingertips that he wanted, Eric seemingly had it all. Until he didn't. With an addictive personality, Eric finally hit rock bottom and had his “aha" moment when he realized he needed to transform his life. Eric and David discuss the aftermath of being in the spotlight, how fame is possibly the most addictive drug of all, the highs and lows of the entertainment business and how to navigate it successfully and come out the other side. @nies.eric @behindvelvetrope @davidyontef BONUS & AD FREE EPISODES Available at - www.patreon.com/behindthevelvetrope  BROUGHT TO YOU BY: GROW THERAPY - GrowTherapy.com/VELVET (Whatever Challenges You're Facing, Grow Therapy Is Here To Help QUINCE - quince.com/velvetrope (Get Free Shipping and 365 Day Returns to As You Indulge In Affordable Luxury) MOOD - www.mood.com/velvet (20% Off With Code Velvet on Federally Legal THC Shipped Right To Your Door) ADVERTISING INQUIRIES - Please contact David@advertising-execs.com MERCH Available at - https://www.teepublic.com/stores/behind-the-velvet-rope?ref_id=13198 Learn more about your ad choices. Visit megaphone.fm/adchoices