Podcasts about Conducting

Welcome, welcome, welcome to the Distraction Pieces Podcast with Scroobius Pip!This week Pip is joined by the awesome actor and now also game designer ABUBAKAR SALIM!What an absolute gem of an episode you have before you right here, as Pip checks in with Abubakar, one of the most power-move making-est actors in the game. You'll likely/surely recognize him from House Of The Dragon (Alyn of Hull), or Raised By Wolves (serving iconic costume realness), but chances are you might have also come into contact with his game 'Tales Of Kenzera' too. Even if none of those ring any bells, Abubakar is someone you'll get along with from jump, and has tales and perspective for days - working with Ridley Scott and what that process taught him, how the House Of The Dragon casting came about (crank call instincts on high alert), and how the inclusion of game design factored into life. A lovely chat with loads to enjoy for wherever you connect in those touchpoints, so enjoy!PIP'S PATREON PAGE if you're of a supporting natureIMDBINSTAGRAMHOUSE OF THE DRAGONRAISED BY WOLVESTALES OF KENZERASPEECH DEVELOPMENT WEBSTOREPIP TWITCH • (music stuff)PIP INSTAGRAMPIP TWITTERPIP PATREONPIP IMDB Hosted on Acast. See acast.com/privacy for more information.

Theatre By The Sea's production of Grease is the subject of this week's program, with Nick Cortazzo, who plays Danny, and Andrew Tusano, who plays Sonny. We talk about the musical and listen to some of the show's very popular songs, which run from June 25th to July 18th. For more information, you can call (401) 782-8587 or go to www.theatrebythesea.com

Fresh off the release of "Bumblebee Season," author Eileen Garvin returns to the Northwest Passages stage after her initial 2024 visit. Conducting the interview once again is The Spokesman-Review's "Off the Grid" columnist Ammi Midstokke, were the two talk about the novel and it's significance at the historic Bing Crosby Theater on April 29, 2026.

John Hardie reports that Russia launched a massive barrage of 70 missiles and 600 drones against Kyiv, damaging a historic monastery. Simultaneously, Ukraine is conducting a "logistics lockdown" campaign to isolate Crimea by striking fuel convoys and bridges. Despite Russian gains near Kostiantynivka, Ukraine's manpower reforms are improving battlefield stability. (9)1896

Entrepreneurs and founders often struggle with balancing their tasks and responsibilities. Delegating tasks and offloading responsibilities can be challenging but is essential for long-term success. In week's Turbo tip, I create a game plan for making videos, checklists, and manuals that can help train and onboard new team members more efficiently.. Conducting a time and energy audit can identify patterns and areas for improvement.⁠Get Your Free TIME ACTION ENERGY AUDIT WORKSHEET⁠⁠⁠Connect With JosselyneWebsite: beunmessablewith.comInstagram: @beunmessablewithFacebook: UnmessablewithnessLinkedIn: josselyneherman-saccioYouTube: @beunmessablewith

"The best annual performance reviews are built all year long." Chief, in today's Minisode I run you through how to run Annual Performance Reviews really well, so much so that they are enjoyable, collaborative and result in your people giving sustained extra effort and kicking goals for the company. I know for many of you, these meetings and processes can be stressful and you might not like delivering them. And if that's the case, you might find that the person you're reviewing will definitely not like experiencing them! Today, I walk you through the exact frameworks I use for his process and how you can lead with distinction and be the leader to your people that you always wanted to be.

Send us Fan MailWhat if I told you that one weak password, one phishing email, or one hacked server could disrupt an entire business, hospital, bank, or government system?In today's digital world, cyber threats are everywhere.And standing between those threats and our digital lives are professionals known as Cybersecurity Specialists. In this episode of The Kapeel Gupta Career PodShow, we explore one of the fastest-growing, highest-demand, and future-proof careers in technology.If you enjoy: 

This special Conducting Conversations program features Artist Del-Bourree and Kristen Bach. We discuss their amazing artistic talents and their involvement with the local community. For more information, you can go to www.del-bourreebach.com

Series: N/AService: SermonType: SermonSpeaker: Ralph WalkerEphesians 4: 11-16

2020年全国高考一卷英语听力第一节听下面5段对话。每段对话后有一个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听完每段对话后，你都有10秒钟的时间来回答有关小题和阅读下一小题。每段对话仅读一遍。1.Where are the speakers?A. At a swimming pool.B. In a clothing shop.C. At a school lab.2.What will Tom do next?A.Turn down the music.B.Postpone the show.C.Stop practicing.3.What is the woman busy doing?A.Working on a paper.B.Tidying up the office.C.Organizing a party.4.When will Henry start his vacation?A.This weekend. B.Next week. C. At the end of August.5.What does Donna offer to do for Bill?A.Book a flight for him.B.Drive him to the airport.C.Help him park the car.第二节听下面5段对话或独白。每段对话或独白后有几个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听每段对话或独白前，你将有时间阅读各个小题，每小题5秒钟；听完后，各小题将给出5秒钟的作答时间。每段对话或独白读两遍。听第6段材料，回答第6、7题。6.Why does Pete call Lucy?A. To say that he'll be late.B. To tell her about his work.C. To invite her to dinner.7.When is Pete going to see Lucy?A. At 6:00 pm.B. At 6:45 pm.C. At 8:00 pm.听第7段材料，回答第8至10题。8.Why does Cathy want to quit her job？A.She'll join another firm.B.She'll run her own business.C.She's fed up with it.9.What is Mark's attitude towards Cathy's decision?A.Forgiving.B.Sympathetic.C.Supportive.10.What might Cathy do for the present company?A.Apply for a project.B.Train a new person.C.Recommend an engineer.听第8段材料，回答第11至13题。11.How did the man feel about his performance today?A.Greatly encouraged.B. A bit dissatisfied.C.Terribly disappointed.12.What did the man say helped him overcome the problem?A.Patience.B.Luck.C.Determination.13.What is the woman doing?A.Conducting an interview.B.Holding a press conference.C.Hosting a ceremony.听第9段材料，回答第14至16题。14.What is next to the apartment building？ A.A restaurant. B.A laundry. C.A grocery store.15.Which is included in the rent？ A.Electricity. B.The Internet. C.Satellite TV.16.What does the woman think of the apartment？ A.It's quite large. B.It's well furnished. C.It's worth the money.听第10段材料，回答第17至20题。17.Where is Jeff from？A.Liverpool.B.Coventry.C.Newcastle.18.Where do young men go to watch big games according to Jeff？A.Pubs.B.Stadiums.C.Friends' homes.19.Why does Jeff have to pick a team to support？A. To avoid being bothered.B. To open a conversation.C. To earn respect from others.20.What does Jeff mainly talk about？A.England'smoment of success.B.English flag as a symbol of hope.C.England's all-time favorite sport.【参考答案】1-5BCCAB 6-10 ABACB 11-15BCACA 16-20 CBAAC【听力原文】Text 1W:Can I help you?M:Yes. I'd like to try this jacket on, please.W:Okay, the changing rooms are over there.Text 2W:Tom, your music is too loud.M:Our band is practicing for the show, mom.W:But it's already the middle of the night.M:Okay, we'll cut it off right away.Text 3M:You look pretty busy. What's up?W:We're putting together an office party this Friday evening. There'll be about 30 people, and I'm the organizer.M:Nice, but it's probably best not to overwork yourself. Enjoy!Text 4W:Hi, Henry, did you say you are going to take a vacation next week?M:Actually, I'm leaving for San Francisco this weekend.W:Cool. But I can't get away until the end of August.Text 5M:Donna, have you booked the flight to London for me?W:Sure, Bill. Do you need a ride to the airport? I can do it.M:No, thanks. I will park my car at the airport.Text 6M:Hi, Lucy, this is Pete.W:Hi, what's up?M:Listen, I'm afraid I'll be a little late tonight. Remember I said earlier thatI would pick you up at 6? Now, I'm going to meet you at about a quarter to seven, as there's been a problem here at work.W:OK. Don't worry. The film begins at 8. I'll wait.M:Good. Get something to eat before I arrive. Okay?W: I will.Text 7W:Hi, Mark. I've decided to leave the company. I had an amazing time here. But it is time for me to move on.M:May I ask why, Cathy? I do hope that you stay with us here. W:Well, you know, I've got a new job in a big engineering firm. It's a management position.M: In that case, I think that I understand your decision and you have my support.W:Thanks for understanding. But I can work here two more weeks. M:That's great. Will you be able to finish your present project?W:Sure. And if you hire someone within ten days, I'd be happy to provide training in my areas.Text 8W:Well done! Congratulations! How are you feeling?M:Tired. I'mjust tired. W:But you did so well to get second place in today's car race.M:Well, I came out here aiming for the gold. I got third place last time and it was not the result I had hoped for.W:What happened today? You were looking extremely good at the start.M: I blew it. The car was a bit out of control.W:Some people might have given up at that point.M: I was determined to do it to finish the round.W: So what now?M:Tomorrow is going to be tough, much tougher than today.W:Well, I think you showed great determination today. Good luck for tomorrow and thanks for speaking to us.Text 9W: So what is your new apartment like, Terry?M:Oh, it's great. There are two bedrooms, a nice kitchen and a living room.W:Sounds nice.M:Yeah. And there is a grocery store next to the apartment building. And there is a laundry and a fast food restaurant across the street, so it is a quick way to get a meal.W:That's good. How much do you pay in rent?M:Well, I have a roommate, so I pay half the rent. That is $275 a month, with gas, water and electricity included. And the Internet and satellite TV are separate.W:That's a really wonderful price. How on earth did you find a place like that?M: I just found it online. W:Great.Text 10M:Hello, I'm Jeff Anderson from Coventry, England. And in today's program, I'd like to share with you a special kind of English culture — the football. A lot of people in England are crazy about football. During the football season, whenever there is a big match, all the flags for local football teams, such as Liverpool and Newcastle are hung outside every window or even spread proudly on T-shirts or scarves. There is an atmosphere of excitement in the air. Groups of young men crowd into dark packed pubs, staring at television screens. Of course, they are covered head to toe in the colors of their team. They shout and scream in sadness when their team loses a goal or with joy when there is a moment of success. You do not have to be a fan of football to get caught up in the excitement, as far as victories are concerned.England had its big moment in 1966 in Wimbledon Stadium. The World Cup victory is in the hearts and minds of all football fans. Now, whenever England is playing a big match, red and white covers every inch of every pub, a symbol of hope — the English flag. While football has never been something I'm particularly interested in. For years, I've had to pretend excitement and pick a team to support. You cannot say you don't like or do not follow football in England, as often this will lead to a long dialogue in which someone will begin telling you why you should support their team.

Ephesians Series: Ephesians 5:17a-The Believer is Prohibited From Conducting Their Life as a Foolish Individual-Lesson # 354

Ephesians Series: Ephesians 5:17a-The Believer is Prohibited From Conducting Their Life as a Foolish Individual-Lesson # 354

What happens when a business leader looks completely fine on the surface, but is secretly running on empty behind the scenes?  In this episode, Jeannette dives deep into the concept of "silent burnout”, the subtle, creeping exhaustion that happens behind the LinkedIn posts, the boardrooms, and the strategy sessions… You'll Learn Why: Silent burnout is arguably more dangerous than obvious burnout because it aggressively creeps up on you while you appear perfectly successful on the outside. Conducting a regular personal audit across sleep, diet, exercise, social life, and relationships is vital to catching hidden stress early. Implementing the "4Ds" framework (Ditch, Delay, Delegate, Do) is the fastest way to reclaim control over a chaotic calendar. Reconnecting with your core purpose and establishing non-negotiable boundaries is the key to sustaining your health and becoming a better leader for your team and loved ones. This episode is living proof that no matter where you're starting from — or what life throws at you — it's never too late to be brave, bold, and unlock your inner brilliant. Visit https://brave-bold-brilliant.com/ for free tools, guides and resources to help you take action now

Send us Fan MailWhat happens when the thing you love most becomes the thing you can never completely walk away from?This week on Here's What We Know, conductor and pianist Robert Emery returns for a conversation about creativity, music, and the curious ways our minds work. From practice rooms to Abbey Road Studios, Robert shares what life is really like for a professional musician, why creative people often struggle to switch off, and what he's learned from spending a lifetime immersed in music.Gary and Robert also trade stories about family, parenting, travel, questionable hotel experiences, and the challenges that come with building a career around passion. They explore the lives of Mozart, Franz Liszt, and Berlioz, uncovering the very human struggles, quirks, and triumphs behind some of history's most celebrated composers.Robert also shares the story behind Orchestral Meditations, his latest project featuring meditation music recorded at Abbey Road Studios with a full symphony orchestra and choir.In This Episode:• Why musicians never really leave work behind• The truth about practicing and mastering a craft• What Mozart and Michael Jackson may have had in common• How creativity affects everyday life• Stories from Abbey Road Studios• The fascinating history of Franz Liszt and musical celebrity• Why travel helps reset the mind This episode is sponsored by: Reed Animal Hospital Bio:Robert Emery is a conductor, pianist, and serial entrepreneur. He is lucky enough to travel the world; ranging from performances in London's Royal Albert Hall, through to the Sydney Opera House, Robert has seen them all.Besides music, he is the Founder & Director of The Arts Group, one of the most diverse entertainment companies in the UK. Within the portfolio is a national music tuition agency, symphony orchestra, choir, artist agency, record label, and production company.Aside from that, he lives in London and Cambridge, has a wife (Mrs. E), a toddler (Master T), a baby (Master A), and 4 cats.Website: https://robertemery.com/Orchestral Meditation: http://orchestralmeditation.comYouTube: https://www.youtube.com/robertemeryofficial/Facebook: https://www.facebook.com/robertemeryofficial/Instagram: https://www.instagram.com/robertemeryofficial/Tags: Robert Emery, Creativity, Classical Music, Professional Musician, Music Career, Mozart, Franz Liszt, Music History, Conducting, Pianist, Abbey Road Studios, Orchestral Meditations, Creative Process, Creative Life, Music Industry, Composers, Arts & Culture, Creativity and Purpose, Work-Life Balance, Performing Arts, Creative Careers, Music Education, Connect with Gary:Gary's WebsiteFollow Gary on InstagramGary's TiktokGary's FacebookWatch the episodes on YouTubeAdvertise on the PodcastThank you for listening. Let us know what you think about this episode. Leave us a review!

Genie-us Making: Conducting Consciousness for Our Emerging Genus of Humanity What if the ancient stories of genies were never really about magic lamps and granting wishes? What if they were symbolic invitations to awaken something within us? In this episode of Kaleidoscope for Be~coming, Celeste Emelia Mattingly explores the surprising intersection of mythology, psychology, consciousness studies, synchronicity, and human potential. Through the remarkable story of a mysterious genie pendant, listeners are invited into a deeper exploration of meaning, intention, imagination, and the possibility that consciousness may participate in shaping our experience of reality. Drawing upon the work of Carl Jung, James Hillman, Dean Radin, and William Tiller, Celeste introduces the concept of Conducting Consciousness—a practical and inspiring framework for engaging life with greater awareness, creativity, and purpose. Join us as we explore: The hidden wisdom within genie mythologySynchronicity, symbols, and meaningful coincidenceWhy attention, intention, and imagination matterThe difference between wishing and participatingHow genius may be emerging through the human genus itself The ancient dream of the genie may have been pointing toward something far greater than wish fulfillment. It may have been pointing toward us.

The LaGrua Center in Stonington, CT, is the subject of this week's program with Dan Brandl, Executive Director. We talk about what has been happening at the Center, the upcoming events this season, and the Music Matters series that continues to run. For more information, you can go to www.lagruacenter.org  

On this episode of The Bandwich Tapes, I sit down with conductor, composer, and longtime contemporary music advocate Brad Lubman for a wide-ranging conversation about interpretation, rehearsal, composition, and the deeper responsibilities of making music with other people.Brad first came onto my radar through his work conducting Steve Reich's music, but this conversation quickly opened into something much larger. He talks about the way audiences often associate him with Reich's music, while reminding us that he had already built a substantial life in new music long before that connection began. From there, we get into a fascinating discussion about what conductors actually do, and why he resists the idea that great conducting is about imposing personality on a score. For Brad, the work begins with the composer's intentions and the discipline of bringing those intentions to life as clearly and honestly as possible.We also spend time on Brad's path as both a percussionist and a conductor, including how his early love of drums and rock music, and later of orchestral music, shaped the musician he became. He reflects on what percussion taught him about immediacy, time, and gesture, and how those lessons still inform the way he teaches conductors today. His thoughts on rehearsal are especially compelling: the idea that a conductor's role is not to dominate but to create conditions in which musicians can play with confidence, clarity, and artistry.A particularly rewarding part of this conversation centers on Brad's own music, especially his powerful piece Tangents for two pianos and two percussionists. He shares the origin of that work, how it emerged during a moment when he was considering stepping away from composition, and why it marked the beginning of a new phase in his musical language. We also talk about his long association with Steve Reich, Ensemble Signal, and the kinds of life-changing moments that can come from simply doing your work well and being ready when the right people are listening.By the end of the conversation, what comes through most clearly is Brad's seriousness of purpose and his belief in music as a communal act. Whether he is conducting, composing, teaching at the Eastman School of Music, or building programs with Ensemble Signal and major orchestras around the world, he approaches music with precision, humility, and an unwavering sense of service to the score and the people making it.Key TakeawaysBrad Lubman offers a thoughtful distinction between “interpretation” and serving the composer's intentions, arguing that great conducting begins with fidelity to the score rather than ego.He explains why so much of what audiences hear as a conductor's influence is actually shaped in rehearsal, not just in performance.Brad reflects on how his background as a drummer and percussionist sharpened his sense of time, touch, and physical gesture.We talk in depth about his piece Tangents and why that work marked a turning point in his life as a composer.Brad shares how key moments in his career — including his connection to Steve Reich and the New York premiere of City Life — came through preparation, reputation, and musical trust.He discusses the communal nature of orchestral music-making and his belief that an ensemble can model cooperation at the highest level.The conversation concludes with a look at his current work as a teacher, conductor, composer, and advocate for contemporary music worldwide.Music from the EpisodeMusic for 18 Musicians (Pulse) - Steve Reich (Ensemble Signal - Brad Lubman, Conductor)Radio Rewrite (I. Fast) - Steve Reich (Ensemble Signal - Brad Lubman, Conductor)Double Sextet (I. Fast) - Steve Reich (Ensemble Signal - Brad Lubman, Conductor)Tangents - Brad Lubman (Icaras Quartet)About the PodcastThe Bandwich Tapes is my chance to sit down with musicians, composers, songwriters, conductors, and creative artists I admire for honest conversations about craft, collaboration, career, and the deeper ideas that shape their work. It's a show about process, perspective, and the stories behind a life in music.Connect with the ShowEmail: contact@thebandwichtapes.com

The Narragansett Bay Symphony Community Orchestra is the subject of this week's program with Thomas Kociela, Guest Conductor, and President Greg Henninger. We talk about their upcoming concert and listen to some of the music that will be presented on June 7th at 3 PM at the E. Providence H. S. Auditorium. For more information, you can call (401) 274-4578 or go to www.nabsco.org

What if the stress you're carrying isn't happening to you, but through you?Steph dives into the idea that stress is a choice, challenging listeners to rethink how their perceptions and responses shape their everyday experience. Through personal insights and real self-reflection, she explores how personal responsibility and self-awareness can transform the way we relate to pressure. Steph walks through practical questions designed to shift your stress response from reaction to empowerment, and introduces the concept of amor fati as a tool for emotional resilience. This one is a call to action for anyone ready to reclaim their mindset and take control of their mental health.In this episode you'll discover:Stress as a choice and perceptionPersonal responsibility in stress managementPractical questions to shift stress responsesYour takeaways:You have more power over your stress than you think, and it starts with recognizing that your perspective creates your experienceA few honest questions can interrupt your default stress response and open the door to empowermentEmbracing your fate, rather than fighting it, is one of the most freeing acts of self-care you can practiceChapters00:00 Understanding Stress: A Personal Journey04:23 The Choice of Stress: A Paradigm Shift07:40 Reframing Stress: From Reaction to Empowerment11:16 Embracing Amor Fati: Love Your Fate12:19 Conducting a Stress Audit: Self-Reflection and Growth

A Special Industry Update with Jason Diamond and Mindy Diamond A replay of part one of a two-part series, Jason and Mindy Diamond unpack the real advisor transition playbook—from due diligence and culture fit to portability, enterprise value, and the evolving landscape of advisor choice. In Summary Why do advisors really consider changing firms or models—and what separates thoughtful due diligence from reactive decision-making? In a replay of the first of this special two-part Industry Update, Jason and Mindy Diamond unpack what actually drives advisor transitions, the misconceptions that derail decision-making, and the questions sophisticated teams should be asking long before they're ready to act. The conversation also explores how the industry landscape has evolved around independence, portability, enterprise value, and advisor optionality—drawing context from Diamond's role in the landmark OpenArc breakaway from Merrill and much more. The Storyline Most advisors assume transitions are primarily driven by recruiting economics. Jason Diamond and Mindy Diamond suggest that recruiting economics may get the headlines, but advisor transitions are usually driven by a far more layered set of considerations. What tends to happen instead is more gradual: a growing disconnect between how advisors want to serve clients and the constraints of the environment around them. Sometimes it's bureaucracy. Sometimes it's limitations around growth, marketing, technology, or flexibility. Sometimes it's simply the realization that the industry landscape has evolved while their assumptions about it have not. This conversation examines what actually happens between the moment curiosity begins and the moment a move becomes real. Rather than treating transitions as transactional events, Jason and Mindy frame due diligence as a strategic process of self-assessment—clarifying what matters, identifying trade-offs, evaluating long-term optionality, and pressure-testing assumptions before making consequential decisions. The discussion also offers a rare look inside the mechanics of advisor movement itself: how teams evaluate culture, how portability is assessed, why some advisors choose ownership over upfront monetization, and what sophisticated client communication really looks like during a transition. The backdrop throughout the episode is Diamond's role in facilitating the historic OpenArc breakaway from Merrill—a move that challenged longstanding assumptions about scale, independence, and what even the industry's largest teams are now willing to reconsider. Topics Covered Advisor transition due diligence Wirehouse limitations and advisor frustration Independence versus traditional firm models Enterprise value and long-term ownership Advisor portability and client transition strategy Boutique and regional firm recruiting trends Culture evaluation during due diligence Reverse due diligence and evaluating firm stability Transition economics and recruiting deals The OpenArc Merrill breakaway story Advisor optionality and industry evolution How technology and AI are changing transitions   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why do advisors actually decide to leave firms? (06:20) Mindy explains why most transitions are driven less by economics and more—by mounting limitations around growth, flexibility, client service, and long-term alignment. What is the biggest mistake advisors make when beginning due diligence? (18:12) The conversation explores why many advisors evaluate firms before gaining clarity around what they truly want to improve—often creating confusion instead of insight. How should advisors evaluate culture beyond a firm's sales pitch? (32:41) Jason and Mindy discuss the importance of speaking directly with advisors who have already made similar moves—and how to pressure-test what firms promise. When should transition economics matter most? (47:03) The episode breaks down the difference between short-term monetization and long-term enterprise value creation—and why many elite teams are increasingly prioritizing ownership and optionality. Why are more advisors reconsidering independence? (56:48) Using the OpenArc transition as context, the discussion explores how today's independent landscape has evolved far beyond the traditional “build it yourself” model. How long does a real due diligence process take? (1:06:10) Jason and Mindy explain why thoughtful transitions often unfold over many months—and why some advisors remain in exploratory conversations for years before acting. How should advisors think about portability and client communication? (1:16:20) The conversation details how sophisticated teams assess portability risk—and why the client-facing rationale for a move matters more than recruiting economics. Have advisor transitions become easier over time? (1:24:12) Mindy explains how technology, legal infrastructure, and industry specialization have improved the process—while emphasizing that transitions still require risk tolerance, effort, and patience. Key Takeaways Most advisors do not move primarily because of recruiting deals. The larger driver is usually a growing disconnect between what they want to build and what their current environment allows. Due diligence tends to fail when advisors begin by evaluating firms before clarifying what they actually want for their business, clients, and long-term future. The industry landscape has evolved dramatically over the last decade, particularly around independent and supported-independent models, creating far more customization and optionality than many advisors realize. Transition economics matter — but sophisticated advisors increasingly view upfront monetization as only one component of a much larger enterprise value equation. The ability to articulate a compelling client-facing value proposition is one of the strongest tests of whether a transition opportunity is truly viable. Conversations with advisors who have already made similar moves remain one of the most valuable forms of real-world due diligence. Even the industry's largest teams are reassessing assumptions around independence, ownership, control, and scalability. Quotable Moments “The biggest mistake advisors make is beginning due diligence before they've gotten clear about what they actually want.” “A recruiting deal can't be the first thing you consider. But it would be foolish not to consider it at all.” “The landscape looks entirely different than it did five or ten years ago. If you haven't gotten educated, you're doing yourself a disservice.” “The real question is not whether you can move. It's whether you can clearly explain to clients why the move makes their experience better.” FAQs Why do advisors typically begin exploring a move? In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Is advisor movement mostly driven by recruiting deals? Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. How long does a typical due diligence process take? There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. What is the biggest mistake advisors make during due diligence? The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. How can advisors really assess a firm's culture? One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. How should advisors think about independence versus traditional firms? The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. In many cases, the process begins gradually. Advisors may still feel successful and reasonably satisfied, but start questioning whether their current environment fully supports how they want to grow, serve clients, or build long term. Often, curiosity precedes dissatisfaction. Not usually. While economics are an important consideration, the episode explains that most sophisticated advisors weigh a much broader set of factors, including flexibility, culture, client experience, growth limitations, ownership opportunities, and long-term enterprise value. There is no universal timeline. Some advisors move relatively quickly once they decide change is necessary, while others spend months – or even years – getting educated and evaluating options before acting. For many teams, a thoughtful due diligence process unfolds over roughly six months. The episode suggests the biggest mistake is evaluating firms before gaining clarity around personal and business priorities. Without understanding what they actually want to improve, advisors often become overwhelmed by options, recruiting pitches, and conflicting information. One of the most valuable approaches is speaking directly with advisors who have already made similar moves. Jason and Mindy discuss why real-world perspective – particularly from advisors with comparable client bases or business structures – is often far more revealing than formal presentations or recruiting materials. The conversation frames the decision less as “right versus wrong” and more as a question of alignment. Some advisors prioritize ownership, control, and long-term enterprise value. Others value infrastructure, brand recognition, or operational support. The industry landscape has evolved enough that advisors now have far more flexibility to design around the trade-offs that matter most to them. Related Resources The Advisor Transition Playbook: The Latest on Due Diligence, the Move, and Everything In Between – Part 2Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  The $129B Blockbuster Move: Shirl Penney on Why This Transition Marks a New Era for the IndustryThe $129B OpenArc breakaway marks a watershed moment for wealth management. In this Rapid Reaction episode, Louis Diamond and Shirl Penney unpack what it means for the RIA model, advisors, and the future of industry competition. The Missing Narrative of the $129B Merrill Breakaway StoryThe largest (and quite possibly most significant) advisor breakaway in industry history made news this week. Yet instead of leading with the scale or significance of the move, headlines centered on Merrill's lawsuit alleging corporate raiding. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common traps, the aware of a big check and much more. Essentially, it’s a download of what you need to know when considering a move. There’s a lot to discuss, so let’s get to it. Mindy, so excited to have you join me for this topic. Mindy Diamond: Yeah, I’m really happy to be here. And I’m just thinking to myself, “Yikes, decades of experience,” you’ve said, and yes it is, decades of experience. Jason Diamond: It most certainly is, 30 years in the business. So the seeding for this topic was, “You’ve been in this business now for 30 years, how many hundreds of thousands of conversations with advisors is that?” Some who moved, plenty who certainly did not. But ultimately, what we thought would be useful because it’s a question we get most commonly from advisors that we speak with is, “Tell me what I don’t know. What are the questions I should be asking?” So I’m going to just pepper you with some of the most common questions we get, and I would love to share the benefit of your wisdom and experience with our audience. That sound good? Mindy Diamond: It sounds great. I just want to say that we are recording this two days after one of the largest deals probably in the history of the industry broke that I am gratified to say we facilitated the OpenArc team who left Merrill with 129 billion in assets under management, broke a couple days ago to go independent. I’m hoping we have the opportunity to talk about some of their best practices and things we discovered along the way because I think it’s relevant. And a deal like this gets a lot of attention, people always want to know what they do and what went wrong. Jason Diamond: It’s a good point. I’m glad you bring it up. First of all, it’s so timely, but I think you can almost use it as a case study a little bit to answer some of these questions. So let’s dive in with that. I want to start with the big picture, “Why?” Because that’s the number one thing I think people want to know is, “Why do advisors move?” And I think there’s an assumption that 95% of transitions happen because of a big check or because of economics. I’m certain you’re going to touch on that to some extent, but give me your sense of what are the main triggers of advisor movement. Mindy Diamond: Yeah. Look, are there some advisors that move because they need to recapitalize or they want the money? Sure. But the absolute vast majority are moving because they come to a place where one of two things is true, and oftentimes both. One, the pain of staying is great enough. Meaning there’s enough frustrations or limitations that they’ve gotten to a point where despite efforts to the contrary to make it better, despite gutting it out and saying, “On par, it’s good enough,” they come to a point where there’s limitations in how they can serve their clients, how they can grow the business, and that’s just untenable for them. Hopefully, simultaneously, they are equally excited and have identified an opportunity that they believe is needle-moving enough, it’s worth the hassle, the disruption, the everything to make this move. I’ve never done a move where it doesn’t fall into one of those two or, hopefully, both of those categories. Jason Diamond: Let’s go a little deeper there. You mentioned limitations. Give me an example either using this recent deal or even just any recent advisors that you’ve worked with about, “What are some limitations that people experience at,” let’s say, “the wirehouses that potentially would be a catalyst for a move?” Mindy Diamond: Generally speaking, the biggest limitations have to do with how they’re able to grow their business and serve their clients. So anything to do with excess bureaucracy, anything to do with an incongruence, if you will, between the advisors or the team’s goals for how they want to serve clients or grow the business and what the firm is allowing them to do. Using this enormous deal as an example, you’ve got a team that was doing extraordinarily well. Oh, my god. They were the biggest team at Merrill, so talk about having a batphone to the top and the attention of senior leadership. If anyone was going to be able to break through the red tape or get things done, or eschew the limitations, it was them. And for a long time, they did. But they were sort of increasingly unhappy, let’s say, over a decade. Despite their size, every year, they became a little bit more frustrated. And after probably six or seven years of saying, “We’re just too big to move,” they came to a point of saying, “We can’t ignore this anymore. We’ve got a tiger by its tail. We have this extraordinary business that is growing exponentially. We’ve got clients that are complaining to us. And more importantly, we’ve got team members that are feeling stifled.” And that’s where it comes from, where there’s problems you just can’t ignore even if you want to. Jason Diamond: It almost feels like one of those things where advisors know they’re limited, they can just feel it. But if you’re fighting against the firm, and instead of with it. I’ll give you one other one that comes to mind as we’re talking here, that seems to come up a lot in advisor conversations, which is freedom of marketing. And that might seem like a fairly minor limitation, but I can’t tell you how many times, certainly myself, I’m sure you too, get call from an advisor who is heated. They’re angry because they were trying to send some timely market commentary and the firm took two weeks to approve it. Does that fall under the same category of limitations, in your mind? Mindy Diamond: Oh, without a doubt. And it’s funny you say that because in this world of social media where the news is consumed or can be consumed within seconds of an event happening, there’s nothing more frustrating for an advisor than wanting to write a newsletter to update their clients with scale as opposed to having to make one phone call at a time and not being able to do so. It absolutely puts them on a back foot. And then, I think it’s the lack of freedom to differentiate themselves. Most advisors that work for big firms have a firm website that is templated, the same sort of structure of the website and the picture of the team and the same basic wordings, and that’s hard to deal with. Jason Diamond: Well, you bring up an interesting point, which is sometimes… For example, advisors might say or wirehouse advisors might say, “Oh, the marketing is good enough.” But a lot of times, and we’ve had advisors on this podcast who talk about exactly this, they don’t realize how limited the sandbox they were playing in is or was until after a transition. And that’s when their eyes open and they realize, “Oh, my god. I was basically playing with one arm tied behind my back.” We’ve heard advisors use that metaphor. Let me ask you this then, and this is a tough question, what do you think advisors get wrong? What is the number one misconception that advisors have prior to approaching due diligence and thinking about a move? And maybe it’s something as simple as like, “Eh, it’s the same everywhere,” but tell me what you think you hear most commonly. Mindy Diamond: There’s certainly those myths, the assumptions or presumptions that it’s the same everywhere or there’s nothing that’s going to change anyway, for sure. But I think the biggest and most fundamental thing they get wrong is a lack of clarity around, “What it is they’re trying to accomplish, and why?” I’d like to say that I think one of the things, the thing, we do better than most, I’m not going to say everyone else but better than most, and something we’re really good at, is helping advisors to answer the really tough questions, the smartest questions, to get a sense of what it is they’re looking to accomplish, what it is they want to improve and why, “What does success look like?” Because if you don’t do that, then a lot of folks do it backwards. They get a phone call from a manager at Morgan Stanley or from somebody at Schwab or somebody at Dynasty, or whatever it may be, and they say, “I’ll take a lunch, why not?” And of course, the job of the manager from Morgan or the sales rep from Dynasty, or whatever it is, is to tell you all the good things about independence or about Morgan Stanley. But if I, as the advisor, am not really clear about what it is I’m looking to accomplish and why, it’s going to all sound good and I’m going to wind up more overwhelmed than when I started. And that is probably the number one thing that we see advisors getting wrong. It makes the due diligence process, if you choose to enter it, exceedingly inefficient. Jason Diamond: I totally agree. So I’m an advisor, I want to start due diligence in earnest. I know in my head, things are suboptimal. I’m not going to go so far as to say,” I definitively want to move.” But I’m a wirehouse advisor and I’m thinking for the first time in my career, “I’ve built a nice business, but it’s time for me to start getting educated.” So what do I do? Do I just say, “Hey, John at Morgan Stanley, what’s your recruiting deal look like these days?” Tell me, for an advisor who’s never thought about this before, what are the ABCs of this process look like? Mindy Diamond: Yeah. It’s definitely not, the first step, calling Morgan Stanley, even if you’re pretty sure Morgan Stanley is where you want to go. I’d suggest that’s probably one of the last steps, and I’ll tell you why. The first thing is to give yourself permission to say, “Even if I’m not 100% certain that a move is in my future or that I know I’m unhappy enough to go through the hassle and disruption of making a move,” to give yourself permission to get educated. The world, the industry landscape, the ecosystem, the everything looks entirely different than it did five and 10 years ago. And if it’s been five or 10 years, or even three to five years, since you last got educated, asked the questions, looked under the hood to get a sense of, “Is there or could there be something that’s better than where I am?”, you’re doing yourself and your team a disservice. Yeah, it takes time and it’s annoying and it’s overwhelming, and it’s all of it, but that’s honestly why people like us have a job. We don’t approach this that we think people should only come to us when they’re sure they’re going to make a move. In fact, it’s the opposite. We love the calls we get when somebody says, “I’m really happy here. I’ve been here 40 years. I’ve been here 30 years, it’s really good enough, it’s working well for me.” “But all of a sudden, I’m beginning to be curious. Or all of a sudden, I feel X, Y and Z. Tell me what I don’t know.” Those are the best calls. Those are the smartest calls. That’s the best thing an advisor can do. Jason Diamond: Yeah, I agree with that. Are there things you think an advisor needs to ask for during the diligence… I guess what I’m getting at is, do you trust the process that if you go through this process with, let’s say, three to five strategically picked firms… So you work within a recruiter or, a shameless plug, however you approach this, and you end up with your short list of contenders. Do you trust that, by going through the due diligence process, these firms are going to give you the building blocks that you need to do proper due diligence? Or are there things you, as an advisor, need to ask for? I’ll give you one example that comes to mind, which is… There’s obviously been some firms that have had financial troubles recently. So do you think an advisor, for example, needs to ask for financial statements from a firm they’re potentially considering due diligence on? I’m curious what your thoughts are. Mindy Diamond: Yeah. Particularly, if you’re looking at sort of in this new world order, if we think about the landscape as a continuum and the newer boutique multifamily offices on the right side, absolutely. Conducting what we call reverse due diligence and getting to see the financials of the firms you’re considering, to make sure that they’re sound and solid and that the equity valuation is exactly as advertised, of course, yes, that’s true. So the answer is, in part, you trust the process. You trust that if you’ve asked the right questions, if you’ve gotten clarity around what’s important to you, and as a result, you’ve crafted the right questions, and therefore, the manager or the representative from the firm or options you’re considering has put together the right due diligence plan, you can trust that at least 90% of what needs to be gotten right has gotten right. But there are always things around the margins that aren’t addressed. One is you can’t just outsource the due diligence process. You need to be paying attention. And much like people who trust their doctor and presume the doctor just always has it right, you need to be your own advocate. I would say, the same thing here. That as the process unfolds, there will be additional questions, additional sort of gaps and holes, and you shouldn’t stop until you’ve gotten all of your questions answered. That’s really the best advice I can give. Jason Diamond: You are talking to John from XYZ firm and Jim from ABC firm, and they’re going to tell you what’s great about their firms. So how do you know that you’re not just buying a false bill of goods, it’s just a glossy kind of sales pitch? I’ll give you my answer first. Part of it is, I think, you test drive the systems. I think another step I suggest a lot is calls with advisors on the platform. So an advisor who left UBS to go to Morgan Stanley, probably the best possible person to ask about Morgan Stanley. Any other additional thoughts on that one? Mindy Diamond: You took the words right out of my mouth. Absolutely, that is the number one way to do it, is that you ask for an opportunity, and you can do it in a name-blind way without identifying yourself, to talk with advisors that have made the move that are two things, that either came from the firm you’re coming from, so you get a similar perspective, but it’s equally important to talk to advisors that have similar business mix. It doesn’t matter what firm they came from, even if it’s not the same as yours, but, “How does someone that services international clients, how are they better able to serve those international clients at this new firm or new model than they were where you are?” We’re talking about it as if it’s wirehouse-to-wirehouse. But very often in today’s world order, especially looking at this giant move from this week, it’s about wirehouse to some version of independence. So there’s so much more due diligence, so many more questions that are required. It is even more important in that world to really get an understanding of what it’s like from the perspective of somebody that’s walking in those shoes. I will tell you, Jason, and you know this, that literally the number one reason I started this podcast more than a decade ago, and why we continue to do the podcast and the feedback we get, is because the feedback from advisors that have joined a platform already is the very best feedback, the best way, in a discreet confidential manner, to hear the truth from somebody who doesn’t have a horse in the race who’s just sharing their perspective with you. And that’s the feedback we continue to get. In a couple of weeks, I’m interviewing, as an example, Neil Rubinstein. Neil’s an advisor in Texas that came from Merrill that we moved to Rockefeller. A perfect example. So many advisors that are considering a move if they’ve got high net worth clients are going to look at Rockefeller. Well, what better way to understand what Rockefeller is about than to hear it from an advisor that’s walked in the shoes, not only of a Merrill advisor, but services high net worth clients and then have information or perspective similar to Neil. What do you think about that? Do you agree with that? Jason Diamond: 1000%. First of all, the podcast, I will say, a little bit of a sales pitch, has one thing going for it that a call with an advisor doesn’t, which is complete discretion and confidentiality. I will say, I think we’ve done a good job of doing facilitating name-blind calls between advisors. We continue to harp on this point even though it sounds somewhat minor, because it really is the very… You can talk to people like me and people like the recruiters from the firms until you’re blue in the face. But the right way, the best possible way to learn the, “Is this guy selling me? How does the technology compare to Merrill? How does the day-to-day compare? What’s it like working for this manager?”, all those types of questions, I think are best answered by another advisor. So completely agree with you. Mindy Diamond: Yeah, and I’ll take it one step further. Somewhere in the process, you take advantage of the opportunity to either listen to a podcast and hear somebody’s perspective of what the move was like, and how it’s bettered their life and where the pitfalls are, and/or you take the opportunity to talk with other advisors that have made the move, so you can ask your own specific questions. But after you’ve had the opportunity to do that, then it’s really important, and this is the part that why you can’t entirely outsource or let the due diligence process just go on autopilot, to take some of that perspective and the manager that you’re interviewing with, hold his or her feet to the fire. What do I mean by that? So I talked to an advisor that talked about the fact that the number one concern about Rockefeller, I’m making this up, is that they’re going to be the next Merrill, or that they just added a fee that now is going to have to be passed on to clients. While this advisor said it doesn’t bother them and they had a lot of good reason of why it’s not an issue, I’d love for you to tell me why it could be an issue. What are some of the things you’ve gotten wrong? When someone doesn’t join Rockefeller, why is it? I’m making that up- Jason Diamond: Yeah, smart. Same thing. Even let go, this advisor mentioned that technology is a step back from the firm I’m coming from. And I’m not asking you to argue with me, but perhaps the manager might be able to say something like, “We’re investing substantially in the platform, and we have these rollouts coming in the next several months that are going to close that gap.” So I completely agree. That’s a really smart- Mindy Diamond: And a follow-up question to that example, Jason, which is a great one, is, “How can I trust, how can I get a sense of security, if I join here in the next couple of months that in fact that investment is going to be made? And how that investment in technology will actually impact thing?” So again, it’s constantly being your own advocate, constantly paying attention, and constantly questions beget more questions. Jason Diamond: I agree we. Haven’t talked at all about the dollars and cents of this, and I think we need to because it’s important. Right? You can have the best platform on the planet, but the reality is a move comes with risk, a move comes with hassle, and there is a market for advisors’ books of businesses. That’s one of, I think, the major kind of paradigm shifts we’ve seen in the last, call it, decade is advisors know their books are assets, their book is a business, and that business is worth something substantial. At any firm, even at their current firm via retire and place deals, the book is worth something substantial. So if you had to put a percentage to it, I’m an advisor making a decision, 100% waiting, how much percent waiting do I put on the economics and how much waiting do I put on culture, platform, everything else? Mindy Diamond: The answer is, absolutely, it’s an inside job, personal, and it depends upon the advisor. There are some advisors, they’re wrong, but they will put all the weight on personal economics. They’re making a big mistake, if that’s the case. And most advisors will put much more weight on getting it right, meaning, “What’s life going to be like afterwards? And will I have a better ability to serve clients and grow the business?” But here’s what I would say, they’re both equally important. So no advisor who’s got a decent enough runway ahead of him or her and who’s looking to really grow the business and who cares about their clients can’t be unconcerned about the culture of where they’re going and what life is going to be like and what are the limitations, all of the questions we’ve been talking about. But an advisor who’s built a great business would be a fool not to consider their own personal economics. It just can’t be the first thing they consider. And in the book I wrote, Should I Stay or Should I Go?, I wrote that 100 times that it’s all about, “Lead with what’s important to the business and important to clients, do the right thing, but you can’t ignore personal financial gain.” Let’s talk about this move of OpenArc, this $129-billion Merrill team. You can only imagine the number of zeros at the end of a check that this team was offered by every major firm on the street. And in the span of a decade, they got those offers. Independence, making this enormous leap, was not the first thing they looked at, was not necessarily their first choice. But as they began, in their case, to really consider how limited they felt on the things they wanted to be able to do for clients… By the way, I don’t want to steal anybody’s thunder because we’re going to be launching a podcast specifically talking about this deal and this move, so I’ll save that for… Louis Diamond, our partner, and Shirl Penney, the CEO and founder of Dynasty, are going to be talking about it and they’ll cover all of that. But I just want to give the example that as this team began to realize, certainly in the last five years, how much things had changed at Merrill and how incongruent they felt between their goals, the goals for the business, the goals for serving clients, and what the firm was asking of them since Bank of America came to town, it became impossible to just say, “Holy cow, we can get a check with a lot of zeros at the end of it.” They couldn’t not see the benefits of everything else, the benefits that creating their own independent entity could bring them. Jason Diamond: I agree with that. I will play devil’s advocate a little bit here and say, “I think what you’re really talking about is the trade-off.” They’re not martyrs, they’re not altruistic and said, “We don’t want your hundreds of millions of dollars.” I think what you’re talking about is the trade-off between near-term upfront recruiting deals, which is the primary means by which the wirehouses, the regionals, the boutique firms recruit. Right? The traditional forgivable loan structure is all about a short term de-risking of the move, a monetization event in the near term where they’re paying you some percentage of revenue, 350%, 400% of revenue, tied to a forgivable loan. But that’s your bite of the apple in that example. With the example of a move to independence, you’ll lose, in some cases, all of that upfront monetization. So this example you’re talking about is a good example where they got no upfront transition dollars because they launched an RIA. But, and this is a very important caveat, they know they are building equity and ownership in something that is going to, at the current rate, be worth a preposterous multiple if and when they decide to sell it. So I assume that has to be part of this conversation around independence is, it’s not that you don’t care about monetizing the business, it’s that you plan to monetize the business in a different and probably more significant way. Fair? Mindy Diamond: Beyond fair. 1000%, that’s absolutely correct. Again, not only making it about this example, but it’s a good example. So again, the possibility of getting a check with a lot of zeros on it, and by the way, also tapping into an already established well-familiar, well-run infrastructure. Think about how much easier the move would’ve been, to jump from Merrill Lynch to Morgan Stanley, and not probably was their first choice, if they were going to go the traditional route. Think about how much easier the due diligence process… how much less heavy the lift would’ve been in terms of due diligence, but certainly from a short-term upfront perspective. And that’s really the key, is that not everyone has the appetite to bet on the long term. To me, that’s the beauty of the industry landscape as it’s evolved and the waterfall of possibilities today. If you’re a great team, and there are so many great teams, you’re growing, you’ve got a multi-generational bench of advisors, you’ve got a succession plan, you’ve got sticky clients, you don’t have 5,000 clients but you have 100 or 200 relationships, you’ve got a great business that you’ve got options for it, there’s no right or wrong. It’s, “What do I want to be when I grow up?”, and, “How do I want to live my business life?” And if you query 10 of those great teams, five of them will wind up moving to the traditional space. That doesn’t make it wrong, it’s just, “That’s what’s right for them.” But the other five will have entrepreneurial drive, will value the long term, and willing to forego the short-term upside in order to bet on themselves for the long term. And holy cow, again, we’ll save that for the episode that Shirl and Louis do to talk about what those multiples could look like, but I don’t think there’s enough zeros on the calculator to begin to think about what that business… OpenArc’s business will be worth even as little as five years from now. Jason Diamond: I agree with that. I think the one point I would probably make in defense of people who go the traditional firm route… Actually, two points. Number one, I don’t think it’s only about, “I am not willing to bet on myself, and I don’t want to delay the monetization event.” I think for some people, the idea of being independent and putting the toner in the copy machine and the little K-cups, that’s just not appealing. I like going into a branch and they have everything, my desk is all set up. So that’s one caveat I’d make that some people just prefer the traditional firm world. The other caveat I’d make is there are advisors who, rightly or wrongly, believe in the brand name of the firm mattering. So there are some advisors who say, “Look, I am a good advisor, but my ability to land and grow business is tied very closely to XYZ firm/brand, Morgan Stanley.” I think, a lot of times, we find that’s not always the case as much as advisors believe. But I’m just trying to think of a couple scenarios where there are advisors who genuinely prefer or need or want the stability, big brand, resources of the biggest firms on the planet. Mindy Diamond: I totally agree. Actually, thank you for bringing those two caveats up because, I’d say, there’s a third caveat. Someone can’t go independent, they don’t have a next gen. They don’t have someone that could do the heavy lifting, if they’re not capable of doing it on their own, to build an independent firm. They don’t have entrepreneurial spirit. They’re three years from retirement, and they don’t have the kind of time that it takes to really build the value of an independent practice. And we have great respect for those people. But again, the cool thing about the industry landscape is that as it’s evolved, there’s something for everyone. It doesn’t necessarily mean that the only choice is stay put or go to UBS. Jason Diamond: Agree. In fact, there’s probably even versions of independence. For example, if you don’t have a successor, well, there are versions of independence that might work where there’s a monetization event on the backend where somebody can buy and inherit your book. So that is probably the coolest or most interesting thing, the most exciting thing anyway, about the industry landscape in the last, really call it, five years anyway, probably even a little sooner than that is, especially in the independent side of things, there are options that check just about every box. You as the advisor choose what elements… And this gets back to your begin with the end in mind. Choose what elements of the business you like, and want to maintain control over. Choose what elements of the business you don’t, and there is probably a solution out there that works to check those boxes. Mindy Diamond: And then, that goes back to what we were saying. Even if you are 90% satisfied and 99% certain you would never make a move, if you haven’t gotten educated, in some capacity, whether it be listening to a podcast, reading articles, talking to a recruiter, talking to other firms, talking to friends and colleagues at other firms, or some combination of all of the above, in the last five years, I think you’re doing yourself a disservice. And again, not because in any way we’re trying to sell you on making a move, but because we believe knowledge is power and it looks different than it did. So make sure that you’re challenging your own assumptions, and that you’re really crystal-clear that what you believe or what you believe five years ago is still true today. Jason Diamond: This is a little bit of a gear shift, but I think there’s a tie in here. If you are an advisor now, or a point in their career, they’re wise to at least get educated, pick their heads up, understand what’s out there. But then, there’s the question of, “When is due diligence done?” But I’m going to frame this through a different lens here, which is, “Now, I’m an advisor, I’ve done due diligence, I’ve talked to maybe three to five strategic firms.” Is there typically an aha moment when an advisor says, “Oh, my god. It’s RBC, and I need to go that way and I know I need to move”? Or is it more process driven than that? What are your thoughts? Because I think a lot of advisors struggle with that. And I often find myself telling advisors, “Trust the process here and you’ll know when… You don’t have to know right away in the first inning of due diligence which firm or which model you’re meeting, or even if you’re going to make a move.” But curious what your thoughts are on this one. Mindy Diamond: Yeah. In fact, we hope you don’t. We hope that you don’t go into this process with preconceived notions, we hope that you don’t make a decision after one meeting, because we do think that there’s value in the process. And people get to that aha moment at different times. You and I are working with a team, right now, that is 22 meetings in. And that’s not to say every process takes 22 meetings, but the team is sort of taking it slowly. They started out looking at five or six firms. They’ve narrowed it down now to three. The goal is to get to two or one, then to get to a home office visit to the one that’s their first choice. They’re absolutely getting closer. And I’m probably exaggerating at 22 meetings, but I’m making a point, that even at this point in the game, which is probably a good, would you say, five months into the due diligence process, I don’t know that they’ve had an aha moment. They have an aha moment that they know they don’t want another wirehouse. They don’t want to be independent because the senior member of the team is exactly that person we just described, that he doesn’t have the kind of time in the business in order to make independence worthwhile- Jason Diamond: Or drive. They just don’t want independence. Mindy Diamond: Right, and the next generation doesn’t really want it. So at this point of the game, the aha moment is think we want a regional firm or a boutique firm. But it’s not an aha moment yet that it’s going to be this firm, and that’s I think a good point. A lot of times, the aha moment is the model, first, and then the firm. Jason Diamond: Sometimes, deal can be the type like, “Okay. I know I love the regional firms, but one is offering a deal that’s 100% better,” and that’s often when we actually will counsel advisors, “It’s okay to consider the deal.” The deal is a factor, as you said earlier. Mindy Diamond: If I can, that’s actually a great point. That’s the perfect example of where, “Always consider the deal, just don’t make it your primary or first consideration.” Jason Diamond: Right. Mindy Diamond: So if you’ve done all the right due diligence and two firms or two opportunities stack up next to each other perfectly, they both will allow you to move the needle significantly enough. If they both will allow you to do better for clients and grow faster, and do everything else that’s important to you, then it’s absolutely time to make deal the tiebreaker. Jason Diamond: So you threw out five months and talking about 22 meetings, let’s table that. An advisor calls you, Mindy, this morning and says, “Not unhappy, but I’m getting that itch.” Give me the average time it takes them from that first call this morning to the moment they resigned from their firm, and then give me the quickest they could do it if they needed to. Mindy Diamond: Yeah. Let me start out by saying that those calls we get from advisors come in two different categories. One is, “Yeah, getting the itch. The straw that broke the camel’s back happened yesterday when X happened.” But the other call, the one we mentioned earlier, which is, “I am 90% happy. I am growing exponentially. I get time to coach my kids’ soccer game. I have great quality of life. I have a great team. I’ve been here 30 or 40 years, and life is good. I’m watching more of my colleagues go or I’m feeling more pain,” fill in the blank for whatever that is. “Even though I’m 90% happy and I’m 100% convinced I don’t want to move, that moving is a hassle, I can’t not see the handwriting on the wall and I at least need to get educated.” So let’s assume that we get one of those calls. The reason I am calling out the difference between the two is because the time it takes to do the due diligence is usually different. If someone is already at the point where they know that they’re unhappy and likely to move, the due diligence process usually runs quicker. The due diligence process for somebody that’s mostly happy and just beginning to get curious, sort of the latter example, might take a little longer. Jason Diamond: Give me some real parameters to it. Mindy Diamond: Well, I’d love to hear what you think. What’s swirling in my head, it’s all over the map, but I’m going to say typically six months. Jason Diamond: Six months was the number I was about to throw out as well. And I think the quickest you want to do this is three months. Anything beyond that starts to be basically a fire drill. We’ve done deals quicker than that obviously, an advisor’s going to or has been terminated. But I think six months in earnest is a good, healthy timeline. Especially, by the way, because a lot of firms are busy, we’re hearing this from a lot of the firm side of things these days. Depending upon what firm you’re moving to, you need to make sure that the firm can handle you. You want to get their A team upon your breakaway and your transition, no matter what firm that is. Mindy Diamond: Do you think, Jason, that it’s six months from, “Gee, I’m a little curious. I want to start to look. I want to begin to do due diligence. What does that look like?”, to, “My butt is in a new seat”? Jason Diamond: No. Because I think in the example where you’re just like, “Eh, I’m a little unhappy,” those early innings conversations typically play out slowly because the guy who’s 90% happy is in no rush to say, “Set me up with a bunch of firms, and let’s talk about it.” In those instances, it could take a year and a half because I think what happens really there is then there’s a catalyst event that takes them from your category two to category one. Right? They went from a little unhappy, just curious, to the straw that broke the camel’s back. And that’s when then they shift into the more… or they say the firm has… A good example, UBS, upset a lot of advisors with the compensation plan. They recently walked back a lot of those changes. I’m certain there will be some advisors who say, “This is a nod to attrition. I’ve seen from management what I need to see, and I’m going to stay put.” Equally, probably plenty of advisors who say, “It’s too little too late.” Mindy Diamond: Let me say something, and again, not to make this episode at all about this team in Atlanta, but that was a ten-year conversation for us. Literally, 10 years ago, maybe even 12 years ago, but let’s say 10, one of the senior partners on the team had called to say, “Curious, really happy, doing incredibly well. Zero chance we are moving in the next year or two or five.” But look, what don’t we know? And every year, we would then have a conversation about what the landscape looked like. But I’m going to say it was six years ago when the conversation shifted from, “Really happy, convinced we’re staying,” to, “starting to think we might leave at some point,” but another six years until this really happened. Now, that’s a good example because they were going independent. The transition itself probably took a year, year and a half. Jason Diamond: And the size and complexity of the team, by the way, probably amplifies that as well. Mindy Diamond: Well, there are outliers on either side, and that’s the point I wanted to make. Correct. Jason Diamond: Very fair. I’m glad you bring that up because there’s no cookie-cutter answer. It totally depends on the makeup of the business, where you’re going, how you’re going, when you’re going. I think we have time for two more questions, and I want to make sure we get to this because we’ve talked about this through the lens of the advisor and the advisor’s team. We haven’t talked much about the client experience, and that is clearly self-portability, in general, is something that gives advisors anxiety rightfully so. I think if you could tell a lot of advisors with 100% certainty that their book would move, I think many more would be interested in moving. I think concerns about portability, a lot of times, would keep advisors in seats. I guess what I’m getting at is because that initial client conversation is so important, is there anything you coach advisors to think about or to say to clients or potential clients as they consider a change, a transition? Mindy Diamond: Well, you have to be mindful certainly of your own employment agreement and legal considerations of pre-soliciting- Jason Diamond: Important point. Mindy Diamond: No way are any of us advocating for pre-solicitation. But you do have to have a pretty good sense in your mind without asking the client specifically, who is likely to come and who not. And the determination, the sort of hypothesis or the supposition, of who will come and who will not has everything to do with where you’re going and the value proposition, “Will I be able to make a compelling enough point? Will I have compelling enough reasons where it’s not about me, the advisor, it’s about you, the clients, about how I will better be able to service them? And if I’m able to say to a client, ‘If I make a move or I’m making this move and I’m now going to be able to do X, Y, and Z for you,’ I’m much more confident that they will be able to come?” In the case of this OpenArc deal, the Atlanta team, they did a lot of retirement plan business, so they had to be really concerned about how they were going to position this move and the new brand separating from Merrill brand, how they were going to convince their Fortune 500 clients that this was the right move. So it always has to start with what’s best for clients and how will I pitch it, if you will. Jason Diamond: I love how you answered that because it’s like two different answers to me. Part one is handicapping the portability, and that’s pre-transition during the due diligence process. Honestly, if you’re an advisor, you could do that now, right? If I were to make a move, “Here’s my client who I know with 100% certainty would follow me. Here’s the maybes, here’s the no,” you come up with a weighted average portability metric. I totally agree with you on that. And then the second piece of it is you have to be constantly thinking this option might sound the best to you, but remember, and I agree, not pre-solicit, but post-transition, you’re going to have to sell it to your clients. So you need to be thinking about every conversation you have with every firm through that lens. Do you agree with that? Meaning I’m going to move my business from UBS to Morgan Stanley. You get paid a big check, but can you articulate the clients- Mindy Diamond: Yeah, 1000%. It’s such a good point because, and we’re going to give you some inside baseball here, the number one question that any advisor who is in traffic with any firm or any model needs to ask is, put words in my mouth, “If we were fast forwarding to the day I made a move and joined your firm or joined your model, help me to understand what would the pitch to my clients sound like.” And then, you need to sort of absorb that pitch from the perspective of your clients. Put yourself in the shoes of your oldest clients, of your youngest clients, of your most important clients, of your middle-of-the-road clients, of your middle net worth clients, of the institutional clients, fill in the blank, “Does that value proposition fit?” That is one of the best ways to assess whether a firm or an opportunity is better enough or good enough for you. Jason Diamond: It’s such a good answer, and I love the inside baseball look there. Also, by the way, it has this side benefit of you’re forcing the managers or the recruiters to articulate almost like a succinct value prop on their firm. Right? Tell me, hypothetically, what would I say to clients about, and you’re just picking on Morgan, “Why is Morgan Stanley better than my current firm?” And that answer ought to be compelling. In closing, I want to wrap this up with a question around the difficulty of a move. You’ve been in this business now 30 years, I think it’s almost exactly 30 years. Has it gotten easier logistically to transition? And do you see that trend continuing, let’s say, because of partially things like AI, DocuSign and the like? What are your thoughts on the nuts and bolts of transitioning? Mindy Diamond: There’s no question it’s gotten easier. There’s no question that, from a legal perspective, the advent of broker protocol certainly makes it less scary or less risky to make a move. But there are plenty of moves that are made as a non-protocol move, and that’s not always the case. And the ecosystem, I should say, has gotten better to support the advisor in transition. Legal counsel, all they do all day long is facilitate these moves. Third-party consultancies, people like us that have been at it 30 years and have seen it all, and all the mistakes have already been made, we know how to do it. But with that said, moving is a hassle. No matter how much better the support system has gotten, no matter how many times a manager or a firm has transitioned advisors, it is a hassle to move. It is disruptive. It is a lot. And again, this statement is not going to win me a place in the headhunter hall of fame, but you should absolutely not consider a move unless you have the appetite for some risk, for some breakage, meaning some loss of clients, and you’re willing to shrink to grow, and you’ve got an appetite for some hassle factor to work perhaps harder for a short period of time than you have in a while. If you don’t have that, then no matter how unhappy you are, you really need to seriously consider whether moving is the best way to solve your problems. Jason Diamond: Yeah. It’s a really great way to tie a bow on this episode. It was a lot of fun. I’m excited. I think that would be 2037 based on your 12-year timeline. So the next $129-billion team, we’ll have to schedule that episode out for 10 or 12 years from now. But Mindy, thank you so much for sharing your years of wisdom and expertise with us. This was a fantastic episode. I had a lot of fun. Mindy Diamond: Yeah, I loved it too. Thank you, my pleasure. Jason Diamond: Thank you for joining us. We'll be back with a new episode next week, so be sure to listen in. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibility seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms, or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and road map to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.     The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between A Special Industry Update with Jason Diamond and Mindy Diamond. Jason Diamond: Welcome to a replay of one of the most popular episodes from our podcast series for financial advisors, The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In Between. It's Part 1 of a 2-Part Industry Update with Mindy Diamond. I’m Jason Diamond and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more, who change firms, are our clients. Our process is education driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms, and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: Everything about a transition can seem incredibly overwhelming. From understanding the whys of a move, then conducting due diligence, and onto aligning the right models and selecting the best firms, it might seem like a fairly linear process. And for some, it can be. But for others, the layers of minutia can be daunting. Essentially, it comes down to the adage, “You don’t know what you don’t know.” So the goal of this episode is to share some inside baseball in how to get from here to there. I asked Mindy Diamond to join me to help draw from decades of experience in helping advisors through their transitions. We’ve dived into the misconceptions, the common

Theatre By The Sea's opening production of the 2026 season, Little Shop of Horrors, is the subject of this week's program with Bob Richard, director, and Diane Laurenson, choreographer. We talk about the musical and listen to some of the show's very popular songs, which run from May 28th to June 20th. For more information, you can call (401) 782-8587 or go to www.theatrebythesea.com  

The RI Civic Choral and Orchestra is the subject of this week's program with Dr. Joshua Rohde, Music Director. We talk about their upcoming concert and listen to some of the music that will be presented on Sunday, May 31st, at Temple Beth El in Providence at 3 PM. For more information, you can call 401-521-5670 or go to www.ricco.org

Autism research affects how autistic people and families receive support, care, and opportunities to participate in daily life. A panel with autistic, family, clinical, and research perspectives discusses the world of autism research and how it can better serve the people it is meant to support. The program examines quality of life priorities, co-occurring conditions, accessible study design, community trust, fair compensation, and the need to include people often left out of research. Panelists also consider how researchers can communicate more clearly, involve autistic people and families earlier, and move beyond theory toward work with real-world value. Their perspectives help clarify why autism research must be shaped by the needs, experiences, and priorities of autistic people and families. Series: "Autism Tree Project Annual Neuroscience Conference" [Health and Medicine] [Show ID: 41176]

Autism research affects how autistic people and families receive support, care, and opportunities to participate in daily life. A panel with autistic, family, clinical, and research perspectives discusses the world of autism research and how it can better serve the people it is meant to support. The program examines quality of life priorities, co-occurring conditions, accessible study design, community trust, fair compensation, and the need to include people often left out of research. Panelists also consider how researchers can communicate more clearly, involve autistic people and families earlier, and move beyond theory toward work with real-world value. Their perspectives help clarify why autism research must be shaped by the needs, experiences, and priorities of autistic people and families. Series: "Autism Tree Project Annual Neuroscience Conference" [Health and Medicine] [Show ID: 41176]

Autism research affects how autistic people and families receive support, care, and opportunities to participate in daily life. A panel with autistic, family, clinical, and research perspectives discusses the world of autism research and how it can better serve the people it is meant to support. The program examines quality of life priorities, co-occurring conditions, accessible study design, community trust, fair compensation, and the need to include people often left out of research. Panelists also consider how researchers can communicate more clearly, involve autistic people and families earlier, and move beyond theory toward work with real-world value. Their perspectives help clarify why autism research must be shaped by the needs, experiences, and priorities of autistic people and families. Series: "Autism Tree Project Annual Neuroscience Conference" [Health and Medicine] [Show ID: 41176]

In this episode of the Tech M&A Podcast, we chat with Heriberto Garcia, founder and former CEO of Vialterna Comunicaciones, a leading modern telecommunications firm serving all of Mexico. Over 15 years, Heriberto built Vialterna into a powerhouse of connectivity before navigating a successful exit to a search fund — a buyer type he initially never expected to consider. Heriberto shares how a Corum seminar he attended three decades ago planted the seed for his eventual exit, and how that knowledge stayed with him until the timing was right. He offers candid advice on the importance of pre-deal preparation, the often-overlooked complexity of tax due diligence, and why authenticity and transparency with buyers can be your greatest asset. He also reflects on the realities of post-exit life — including the multi-year transition that follows a deal and the importance of learning to manage newfound wealth. Takeaways Plant the seed early: A seminar attended 30 years prior shaped Heriberto's entire approach to eventually selling — long-term mindset matters. Run a pre-due diligence on yourself: Conducting your own internal DD before going to market surfaces surprises early and dramatically smooths the formal process. Don't underestimate tax: Tax due diligence should be addressed from the very beginning of the process, not left to the end. Be open to unexpected buyers: A search fund — initially rejected outright — turned out to be the perfect match, proving that criteria should remain flexible. Authenticity wins deals: Transparency and openness with potential buyers builds trust and accelerates the process. Keep the sale confidential: Avoid telling staff or partners until necessary — unexpected reactions can complicate operations mid-deal. Expect a long transition: Post-exit life involves a multi-year handover, not an overnight handoff. Timestamps 00:00 – Introduction: Heriberto Garcia and Vialterna Comunicaciones 01:00 – 15 years building a telecom powerhouse across Mexico 02:00 – How a Corum seminar 30 years ago set the foundation for this exit 03:00 – The motivation to sell: retirement planning and the right timing 04:00 – Surprises in the market: rejecting investment funds — then finding the perfect search fund 05:30 – Due diligence surprises and the lesson of working capital 06:30 – External advisors: legal, financial, and tax support during the deal 07:30 – What Heriberto wishes he'd known: pre-DD, taxes, and behaving like a big company 08:30 – How the right buyer was chosen — and why transparency sealed it 09:30 – Advice for CEOs in Latin America: valuations, firm decisions, and authenticity 10:30 – Post-exit life: transitions, wealth management, and what comes next

In this episode of The Sale Ring, we sit down with Chip Carpenter, Ryan Rogers, and Melissa Smithberger from United Country Real Estate’s Columbus and Southeastern Ohio offices. They share the story behind the monumental John L. Christman Estate Land Auction—from securing the listing to crafting an auction atmosphere that engaged bidders. Listen as they walk us through the auction process, the excitement of auction day, and their approach as they head toward closing this once-in-a-lifetime sale. United Country – Columbus, Ohio office  United Country – Southeastern Ohio office

2019年高考全国I卷英语听力第一节 （共5小题；每小题1.5分，满分7.5分）听下面5段对话。每段对话后有一个小题，从题中所给的A、B、C三个选项中选出最佳选项。听完每段对话后，你都有10秒钟的时间来回答有关小题和阅读下一小题。每段对话仅读一遍。1.Where does this conversation take place?A. In a classroom.B. In a hospital.C. In a museum.2. What does Jack want to do?A. Take fitness classes.B. Buy a pair of gym shoes.C. Change his work schedule.3. What are the speakers talking about?A. What to drink.B. Where to meet.C. When to leave.4. What is the relationship between the speakers?A. Colleagues.B. Classmates.C. Strangers.5. Why is Emily mentioned in the conversation?A. She might want a ticket.B. She is looking for the man.C. She has an extra ticket.第二节（共15小题，每小题1.5分，满分22.5分）听下面5段对话或独白。每段对话或独白后有几个小题，从题中所给的A、B、C三个选项中选出最佳选项。听每段对话或独白前，你将有时间阅读各个小题，每小题5秒钟；听完后，各小题将给出5秒钟的作答时间。每段对话或独白读两遍。听第6段材料，回答第6、7题。6.How long did James run his business？A.10 years.B.13 years.C.15 years.7.How does the woman feel about James' situation？A. Embarrassed.B. Concerned.C. Disappointed.听第7段材料，回答第8至10题。8.What has Kate's mother decided to do？A. Return to school.B. Change her job.C. Retire from work.9.What did Kate's mother study at college？A. Oil painting.B. Art history.C. Business administration.10.What is Kate's attitude toward her mother's decision?A. Disapproving.B. Ambiguous.C. Understanding.听第8段材料，回答第11至13题。11.What is the man doing？A. Chairing a meeting.B. Hosting a radio program.C. Conducting a job interview.12.What benefits Mary most in her job？A. Her wide reading.B. Her leaders' guidance.C. Her friends' help13.Who will Mary talk about next？A. Her teacher.B. Her fatherC. Her mother.听第9段材料，回答第14至17题。14.Why does the man seldom do exercise？A. He lacks motivation.B. He has a heart problem.C. He works all the time.15.What does Jacob Sattelmair probably do？A. He's an athlete.B. He's a researcher.C. He's a journalist.16.Why does the woman speak of a study？A. To encourage the man.B. To recommend an exercise.C. To support her findings.17.How much time will the man probably spend exercising weekly？A.300 minutes.B.150 minute.C.75 minutes.听第10段材料，回答第18至20题。18.What did the scientists do to the road？A. They repaired it.B. They painted it.C. They blocked it19.Why are young birds drawn to the road surface？A. It's warm.B. It's brown.C. It's smooth.20.What is the purpose of the scientists' experiment？A. To keep the birds there for a whole year.B. To help students study the birds well.C. To prevent the birds from being killed.参考答案1-5BABCA 6-10 CBACC11-15BACAB 16-20 ACBAC录音原文Text1W: Excuse me, sir. Visiting hours are over now. Your wife must get some rest.M: Oh, I'm sorry, doctor. I didn't hear the bell, or I would have left earlier.Text2M: Hello, my name is Jack. I need to get in shape. How do I register for the classes?M: We'll need you to join the gym, and then you could find out which classes fit your schedule the best.Text3W: I'll see you at the theater.M: Better still, let's meet in the Red Lion bar to have a nice little talk.W: Good idea. And I'd love to have a drink there.Text4M: Hello, my name is John Arbor. And I'm calling to ask about the position advertised in Friday's Daily Mail.M: Yes, the position is still open.You could come over and have a talk with us.Text5M: I have an extra ticket to the concert tonight. Would you like to join me?W: Thanks! But I already have one. You can ask Emily. She might be interested.Text6W: Did you know James went out of business?M: Really? When was that?W: Last month.M: That's too bad. He had owned that business for 15 years. What happened?W: I don't know. But life must be pretty tough for his family now. His sons are still so young; one is 13, and the other is ten.M: Well, maybe things are not as bad as they seem to be.W: I hope so.Text7W: Guess what? My mother's decided to go back to school!M: Why?W: Well, she always loved art, but learned business administration at college because her parents thought it was difficult for an artist to find a job.M: So, she wants to study art now?W: Yeah, oil painting. It's been her dream for a long time.M: It's nice to return to learn what she loves. But, Kate, I still think old age should be about peace and relaxation.Hurrying to school every day and having to pass exams sounds a bit too much for her.W: You know, she retired last year and I'm leaving for the university soon. She needs to find something interesting to do.M: Well, maybe, if it's what she wants.Text8M: Dear listeners, for today's show, I have with my colleague, Mary Laney. She has been a radio TV reporter for many years.Mary, welcome to our show.W: It's a pleasure to be here.M: Would you please tell our listeners who most influenced your decision to become are porter?W: Both my parents had a great influence upon my choices of work. Instead of trying to pick out a job for me, they helped me learn those things that led me to it.M: How did they do that?W: My father always told me that an education was one of the greatest advantages I could have, one that would always stay with me. He used to tell me that readers were leaders, and encouraged me to read all I could. As a result, I've always kept up with the newspapers, faithfully read news magazines and learned to really enjoy books,all of which have been an invaluable help to me in radio and television reporting.M: What about your mother?W: Well, my mother helped me in a much different way.Text9M: We all know that exercise is good for us. But sometimes it seems too hard to leave the sofa.W: I can see that. You seldom do exercise.M: Plus, having the doctor tell us to get two and a half hours of exercise a week doesn't really help our motivation much.W: Don't be discouraged. Now, a new study suggests getting benefits from exercise doesn't have to be that demanding.Jacob Sattelmair, from Harvard University, has done a study into how much exercise is needed to lower the risk of heart attacks.M: Hmm...interesting.W: The study showed that people who put in 300 minutes a week of exercise had a 20%lower risk of death due to heart disease. Still, the people who exercise 150 minutes a week did pretty well, too,lowering their death risk by 14%.M: And what about the people who exercise half as much as that, like what I probably do? Does that help?W: Of course. Even 15 minutes would help.Text10W: Here is a piece of news for bird lovers.Scientists have painted a long road red, yellow, and white. They hope to discourage the seabirds from wandering onto the highway. "The area is home to large crowds of birds that come to stay for the season. Young birds are often attracted to the warm road surface and get killed by the traffic,"biology student Hannah tells the broadcaster. The youngsters' feathers are brown in color. The dark-colored road surface makes the youngsters hard to be noticed. As the number of tourists has grown, so has the amount of traffic on the roads. Biologist Kristin says the plan is to see how the birds respond to the multi-colored road this summer. And if it works, the idea could spread to other parts of the country.

Visit our webpage to join our growing communitywww.podpage.com/the-3-13-men-money-and-marriageSummaryIn this episode, Andrew Johnson explores the concept of ego tax and its impact on personal finances, focusing on how the desire to impress others through appearances can hinder wealth creation. He shares practical strategies for managing spending, avoiding lifestyle creep, and making data-driven financial decisions.Keywords Ego Tax, Wealth Building, Personal Finance, Lifestyle Creep, Financial Independence, Money Management, Impulse Spending, Investment StrategiesKey topicsEgo tax and its impact on wealth creationPractical strategies for managing spending and avoiding lifestyle creepThe importance of tracking expenses and making data-driven financial decisionsThe ego tax is a hidden financial drain that hampers wealth building.Managing spending on appearances can significantly improve financial health.Tracking your expenses helps prevent unnecessary spending on depreciating assets.The Hidden Cost of Appearances: How Ego Tax Drains Your WealthStop Paying the Ego Tax: Practical Tips for Financial Freedom"The ego tax is a hidden financial drain.""We buy cars based on the badge, not utility.""Investing $500 a month could buy a car outright."Chapters00:00 Introduction to Ego Tax and Appearance Costs 02:50 Understanding the Luxury Trap and Financial Decisions05:34 Strategies for Managing Raises and Overtime07:52 The Impact of Ego Tax on Wealth Creation10:46 The Cost of Paying for Appearances 13:35 Conducting an Ego Tax Audit16:59 Conclusion and Future Content

Music On The Hill is the subject of this week's program with Emily Atkinson, Executive Director of the festival. We talk about their upcoming concerts and listen to some of the music from the programs being presented from May 29th to June 14th. For more information, you can call 401-738-5632 or go to www.musiconthehillri.org

"Trust, but verify."  Carrying out careful due diligence in procurement is essential because it helps to make an informed decision, mitigate risks, and ensure compliance by properly assessing suppliers, business partners and clients.

The R.I. Philharmonic Orchestra is the subject of this week's program with Music Director Ruth Reinhardt. We talk about their upcoming concerts and listen to some of the music being presented at their Annual Gala Celebration on Saturday, May 30th, at 5 PM at the Vets in Providence. For more information, you can call 401-248-7000 or go to www.riphil.org

King Shlomo teaches us in the Book of Mishleh (3:6), "Be'chol Derachecha Da'ehu" – "Know Him in all your ways." The Rambam explains this to mean that we are to serve Hashem even in our ordinary "ways," while tending to our physical and material needs, and conducting our day-to-day affairs. Religion is not reserved for the realm of the sacred; it is not observed only when we pray, learn Torah, and perform Misvot. Even when are involved in ordinary, mundane activities, we are to serve G-d by engaging in these activities for the sake of Abodat Hashem (the service of G-d). We are to care for our bodies, and work to earn a living, not as ends unto themselves, but rather for the purpose of enabling us to serve Hashem. If we eat to maintain our health and strength so that we can learn Torah and observe Misvot, then we in essence turn our calories into Misva calories; we transform the mundane act of eating into a sacred act. This is true also of sleeping, exercising, earning a living, and even reasonable amounts of recreation. If we engage in these activities with the intention of maintaining our physical and emotional wellbeing so that we can serve Hashem, then we infuse these activities with holiness, and they become part of our Abodat Hashem. The converse, however, is also true. If we fail to use our free time for Torah learning and other sacred endeavors, then this shows that our mundane affairs are not conducted for the sake of Hashem. If a person does not spend meaningful amounts of time learning Torah during the workweek, this might be justified if he truly has no free time for learning due to the pressures of his profession or business – but only if he uses the free time that he does have for Torah learning. If a person does not spend time on Sunday or on his other free days learning Torah, then this undermines his excuse for not learning Torah during the week. Some have explained in this vein the Mishna's teaching in Pirkeh Abot (4:10), "Im Bitalta Min Ha'Torah, Yesh Lecha Betelim Harbeh Ke'negdecha" (literally, "If you neglected Torah, there are many 'neglects' equal to yours"). This could mean that if a person wasted time that he could have used for Torah study, then he is held accountable also for "Betelim Harbeh Ke'negdecha" – lots of other wasted time. The times which he could have legitimately claimed to be unavailable for Torah learning could no longer be excused, since he does not properly use the time that he does have available for Torah learning. It is only when we utilize our free time for Torah learning that our mundane affairs can be considered part of our Abodat Hashem, as they are conducted for the sake of our service of G-d. Rav Shmuel Pinhasi (contemporary) found an allusion to this concept in a verse in Tehillim (75:3): "Ki Ekah Mo'ed Ani Mesharim Eshpot" (literally, "When I take a festival, I judge justly"). On Hol Ha'mo'ed, when a person takes time off from work, the way he spends his time reveals his priorities. If he fails to use the time for Torah learning, then he will be judged for all the time that he did not learn with the excuse that he was busy working. Working for a living is considered sacred if a person properly utilizes the time when he does not need to work, thereby showing that he works for the sake of serving Hashem, to enable him to learn Torah. But if a person fails to learn Torah when he does not need to work, then the time he spent working can no longer be regarded as sacred, as he demonstrates that this is not his objective.

A Special Industry Update, With Jason Diamond and Mindy Diamond Overview Jason and Mindy Diamond revisit the transition playbook, this time focused on how advisor priorities are shifting. From AI and enterprise value to stability and flexibility, they unpack what's changing in due diligence and what it means for advisors evaluating their next move.  Listen in… > Download a transcript of this episode… NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. Watch… https://youtu.be/WZbUZJZK1yc About this episode… There's been a noticeable shift in how advisors approach decisions about their business. Not necessarily in whether they're exploring change, but in what they focus on when they do. A previous conversation, called The Advisor Transition Playbook, covered the mechanics of a move: how due diligence works, what a transition actually entails, and how to think through the process. What's become more apparent since then is that the inputs to that process are evolving. While the traditional drivers remain, additional considerations – some of which didn't even exist a few months ago – have been layered on top. Things like: Artificial intelligence or AI—and not just as a tool, but as a differentiator that advisors are starting to diligence more seriously. Enterprise value—showing up in conversations even for advisors who don't technically “own” their business but are thinking more critically about what they're building over time. Stability, ownership, and flexibility—what happens to the firm itself, and whether advisors retain the ability to adapt again if circumstances change. In this episode with Mindy Diamond, she and Jason explore what they're seeing in real-world conversations. They unpack the newer triggers of advisor movement and the impact on how decisions are being made today. It's a deeper dive into what advisors should know about due diligence and transitions, with actionable advice on areas to cover and steps to take for an effective, efficient process in the new world order. Want to learn more about where, why, and how advisors like you are moving? Click to contact us or call 908-879-1002. Related Resources The Advisor Transition Playbook: Inside Baseball on Due Diligence, the Move, and Everything In BetweenFrom due diligence to culture fit, client communication to deal evaluation, there's far more to moving than meets the eye in this special Industry Update. Conducting a Strategic Due Diligence Process: 10 Practical Tips for Financial AdvisorsWe've compiled these 10 tips to serve as a practical guide to navigating the process with efficiency. The 4th Annual Advisor Transition ReportA data-driven look at where advisors are moving, why they're making changes, and what it means for your business in 2026.

Theatre By The Sea's announcement of the 2026 season is the subject of this week's program with Karen Kessler, General Manager, and Vinnie Lupino, Box Office Manager. We talk about this summer's musicals and listen to some of the very popular songs from Little Shop of Horrors, Grease, Titanic, and the World Premiere of You've Still Got A Friend. For more information, you can call (401) 782-8587 or go to www.theatrebythesea.com

Yir'at Shamayim – the awareness that Hashem is watching us at all times, and sees everything we do – does not come naturally. Since we do not directly perceive Hashem with our senses, it is difficult to live with this awareness. This is something that requires work and a conscious effort. One of the important things we can do to help ourselves develop Yir'at Shamayim is to pray for it. The Gemara (Shabbat 156b) relates that Rav Nahman Bar Yishak's mother was informed by astrologers that her child would grow to become a criminal. She immediately ensured that he would never go about bareheaded, and she instructed him to regularly pray to be saved from the Yeser Ha'ra (evil inclination). Sure enough, the Gemara in Masechet Sota (49b) cites Rav Nahman Bar Yishak as testifying about himself that he possessed Yir'at Shamayim. This was, undoubtedly, due at least in part to his impassioned prayers for Yir'at Shamayim. The Maharsha (1555-1631) explains that although the Talmud (Berachot 33b) teaches, "Everything is in G-d's hands, except for the fear of G-d," implying that G-d does not help us fear Him, nevertheless, one who sincerely strives for Yir'at Shamayim can certainly pray for Hashem's assistance. If Hashem sees that a person has made the decision to try to live with Yir'at Shamayim, and beseeches Him for help, then He will assist that person. Indeed, we pray in Birkat Ha'mazon, "Ha'Rahaman Hu Yita Torato Ve'ahabato Be'libenu Ve'tiheyeh Yir'ato Al Panenu Le'bilti Neheta" – "The Merciful One shall plant in our hearts the love of His Torah and the love of Him, and the fear of Him shall be upon our faces so that we do not sin." At several points during the prayer service, too, we ask Hashem to help us in our quest for Yir'at Shamayim so we conduct ourselves properly at all times. It is also critically important to pray for one's children to have Yir'at Shamayim. Rav Haim Soloveitchik of Brisk (1853-1918) said that a boy's level of Torah learning depends on how often his father studies Torah with him, and his level of Yir'at Shamayim depends on how many tears his mother sheds while praying for his Yir'at Shamayim during candle lighting on Friday evening. Additionally, many great Rabbis gave us "tips" and strategies for developing our fear of G-d. The Yafeh La'leb (Rav Rahamim Nissim Yishak Palachi, Turkey, 1813-1907) writes that we can help engender Yir'at Shamayim within ourselves by regularly saying "Be'ezrat Hashem" – "with G-d's help" – before we proceed to do something. The more we remind ourselves that nothing we try to do can succeed without Hashem's assistance, that He is with us at all times helping us to do all that we need to do, even simple tasks, the more aware we will be of His continuous presence. Rav Yisrael Bitan cites from a wide range of sources fifteen "Segulot" that help one attain Yir'at Shamayim: 1) Looking up to the sky, to heighten our awareness of Hashem. 2) Looking at one's Sisit. 3) Reciting the verses in the Book of Debarim about Yir'at Shamayim (10:12-13) while wearing Tefillin Rabbenu Tam. 4) Learning Torah while wearing Tefillin Rabbenu Tam. 5) Spending a good deal of time in the synagogue. 6) Exercising care to avoid all kinds of forbidden speech. 7) Always seeking peace and promoting peace, while avoiding conflict and fights. 8) Ensuring to fulfill the Misva of standing in honor of the elderly and of Torah scholars. The Arizal noted that right after the Torah commands us to stand to honor the elderly and the scholars, it adds, "Ve'yareta Me'Elokecha" – "You shall fear your G-d" (Vayikra 19:32), indicating that fulfilling this Misva helps one develop Yir'at Shamayim. The Gemara (Berachot 28a) tells that when Rabbi Zera grew tired, and was unable to learn Torah, he would stand by the entrance to the study hall, explaining that when the Rabbis would pass by, he would stand in their honor and thereby receive reward. The Hida (Rav Haim Yosef David Azulai, 1724-1806) explained that Rabbi Zera certainly did not fulfill Misvot for the sake of earning reward. However, he was saying that by fulfilling the Misva to honor the Torah scholars, he would be rewarded with Yir'at Shamayim, and this is how he could continue developing himself spiritually when he lacked the strength to learn Torah. 9) Picturing in one's mind the Name of "Havaya" punctuated with the vowels of the word "Yir'a." 10) Regularly studying Torah. 11) Conducting oneself with humility at all times. 12) Having the works of the Rambam in one's home. 13) Regularly studying the Tur, the Bet Yosef, and the Shulhan Aruch. 14) Eating Shabbat meals with the specific intention of giving honor to the Shabbat. 15) Speaking sparingly, and spending periods of time in silence. When we are with great people, we feel somewhat uncomfortable and therefore speak little, afraid that we might say something inappropriate or foolish. Therefore, we should accustom ourselves to avoid excessive speech, sensing that we are in the presence of the Almighty. I would humbly add another piece of advice – to study the works of the Ben Ish Hai (Rav Yosef Haim of Baghdad, 1833-1909). His works are written in a very unique style, in a way that engenders a great deal of excitement for every topic he writes about. Regularly studying these precious books can help inspire us and inject us with Yir'at Shamayim. It is told that Rav Nahman of Breslav (Ukraine, 1772-1810) would spend some time each day outdoors, alone, speaking to Hashem, thanking Him for all his blessings, expressing all his needs, concerns and wishes, and asking for His assistance. This, too, is a very effective way to develop Yir'at Shamayim – taking some time each day to speak to Hashem in our own words, without a fixed text, as though He is right in front of us, expressing our feelings of gratitude as well as our fears, our needs and our wishes. These regular "meetings" help us remain conscious of His ongoing presence in our lives. One of the most important strategies for developing and maintaining Yir'at Shamayim is ensuring to be in good company, with likeminded individuals who share our religious values and our religious commitment. We are profoundly influenced by our surroundings, and so the more time we spend with G-d-fearing people, the more likely we are to be G-d-fearing ourselves. Furthermore, Rav Chaim Soloveitchik would advise people to have a close peer, a confidant, with whom to discuss matters related to Yir'at Shamayim and work together to think of practical measures to help them live with genuine fear of Hashem.

My friend Jeff Strong (married father of five, grandfather, former mission president, retired senior executive consumer goods) join us to talk about his new book. Jeff introduces his book with the story of his son Cale leaving the MTC and then leaving the Church—and Jeff's desire to better understand. Jeff's book (with a forward from Steve Young) focuses on: Conducting the largest LDS focused study on disaffiliation (20,000 respondents + interviews) About 40% of those that were active in 2000 have left the church 25 years later The “four patterns” that emerge from the data—super insightful Importance of culture—needs to nourish and create belonging—and how we can do better “It isn't about lower standards; it's about more love” Framing of the tension—four areas Powerful story of reconciliation with his son Cale Jeff's book is so needed in our community—bringing the data forward and then framing it a way that gives us tools and insights to do better. I encourage everyone to read and share this book—and consider what we can do better to create the culture/belonging that Jeff's talks about in his book. Thank you Jeff for writing this book and being on the podcast. You are making a huge difference for good in our community. Links: Jeff's website: www.tornbyjeffstrong.com Facebook: https://www.facebook.com/profile.php?id=61588509745251 Instagram: https://www.instagram.com/tornbyjeffstrong/ Steve Young's Root talk: https://www.youtube.com/watch?v=gpMJkBbTqB0

13. Joe Truzman identifies Ashab al-Yamin, an Iranian front group conducting arson and IED attacks across Europe. These low-sophistication strikes target Jewish and Western institutions to distance Tehran from direct blame. Authorities struggle to respond as the group recruits petty criminals through the internet to execute missions. 131920

When the world's most famous dancer offered a young sailor a job as his assistant, Blue Robinson thought it was a joke at first. But what followed was the most fascinating and formative year of Blue's life.Simon 'Blue' Robinson grew up sailing and playing rugby on the idyllic island of Jersey, between England and France.In his 20s, he went further a field, first to London and then Blue started working on yachts sailing around the Caribbean.One evening at a restaurant in St Barts, Blue spotted a man whose face he recognised, and invited him on board the yacht the next day.That man was Rudolf Nureyev, hugely famous for his talents as a ballet dancer, his volatile temper, and for defecting from the Soviet Union.Nureyev took an immediate liking to Blue and spontaneously offered him a job as his assistant.The two next met months later, when Blue found himself side stage in Cleveland, Ohio, helping the legendary dancer undress, and preparing him a thermos of hot tea.This began an extraordinary and transformative year for Blue as the assistant, dresser, masseur, driver, cook, and trusted confidante of history's most iconic and legendary male ballet dancer.Blue's book, A Year with Rudolf Nureyev, is currently being turned into an audio book.He is still working as a writer, helping people write their private memoirs.This episode of Conversations was produced by Meggie Morris. Executive Producer is Eliza Kirsch.It explores ballet, Russia, USA, famous people, the secret lives of celebrities, Tatar, Red Army, Margot Fonteyn, classical dancing, defection, Soviet Union, USSR, The Royal Ballet, HIV-AIDS, health, decline, homosexuality in the 20th century, caring for sick people, carers, memoir, writing books, biography, boats, super yachts, below deck, sexual health, queer icons, STI, first jobs, amazing jobs.To binge even more great episodes of the Conversations podcast with Richard Fidler and Sarah Kanowski go the ABC listen app (Australia) or wherever you get your podcasts. There you'll find hundreds of the best thought-provoking interviews with authors, writers, artists, politicians, psychologists, musicians, and celebrities.

Running a good focus group is really a lot like conducting a good trial: Fundamentally, it's about understanding people.   And you don't need a psychology degree to do so. If you have an innate understanding for human behavior, relationships, biases and different means of communication, then you already have the instinct to make the most of your focus groups.   Today's episode breaks down three key steps to be organized and prepared for your next group. Armed with these tools, you can then hit the ground running and really connect with juries and clients.   We cover: Setting clear goals for focus group sessions Developing a structured plan to ensure effective listening Overcoming personal biases in focus group settings Avoiding common pitfalls like overloading information and lack of organization Conducting test runs to improve the quality of focus group feedback Don't assume that you're a natural presenter; preparation is key Make sure you're listening more than speaking Seeking help if you're too biased to run a focus group Set up a free consultation today: https://www.calendly.com/elizabethlarrick You can also watch today's episode on my YouTube Channel: 3 Steps to Get Reliable Juror Feedback [Ep 164] Additional resources: How to Do Your Own Virtual Focus Groups Part 2: Planning and Moderating   Follow and Review: We'd love for you to follow us if you haven't yet. Click that purple '+' in the top right corner of your Apple Podcasts app. We'd love it even more if you could drop a review or 5-star rating over on Apple Podcasts. Simply select "Ratings and Reviews" and "Write a Review" then a quick line with your favorite part of the episode. It only takes a second and it helps spread the word about the podcast.   Have a trial or mediation coming up and want to test with a focus group? Book a free consultation call with Elizabeth to learn more: www.calendly.com/elizabethlarrick Don't miss out on the Trial Lawyer Prep Newsletter that is delivered right to your email with extra tips and 'how to' information. Join the newsletter here: www.larricklawfirm.com/connect

This week, Westminster Youth String Ensemble is the subject of the program, with Kathleen Curran Monroe, Director. We talk about the upcoming season and the Spring Concert on Sunday, May 3rd at 3 PM at the Westerly Armory in Westerly, and we listen to selections from past concerts. For more information, you can call 401-596-5225 or go to westminsterstrings.org  

Conducting a workplace investigation is about much more than finding someone guilty. To protect your organization, you need a defensible, neutral process that can withstand the scrutiny of a courtroom or an arbitrator. In this episode, Bob Stenhouse from Veritas Solutions joins me to break down the six essential components of a high-standard workplace investigation. We explore how to handle initiating events (including social media triggers), the nuances of gathering sufficient evidence without a "smoking gun," and the legal standard of the balance of probabilities. Whether you are dealing with a formal complaint or a high-risk harassment allegation, these insights will help you ensure your investigative findings are objective and legally sound. 00:00 The goal of neutral workplace investigations 01:04 Six components of every investigation 04:15 Can the news trigger an investigation? 06:06 Harassment vs. bullying: the legal difference 07:36 Using a risk-informed approach for complaints 11:12 When is your evidence actually sufficient? 14:59 Explaining the balance of probabilities standard 17:32 What makes a solid investigation report? 20:07 Aggravating vs. mitigating factors in discipline 21:42 When to hire an external investigator Find Bob Website: https://veritassolutions.net/ LinkedIn: https://www.linkedin.com/in/bobstenhouse/ Find Andrea (me) Website: https://thehrhub.ca/ LinkedIn: https://www.linkedin.com/in/andrea-adams1/

2017年全国高考I卷英语听力第一节（共5小题；每小题1.5分，满分7.5分）听下面5段对话。每段对话后有一个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听完每段对话后，你都有10秒钟的时间来回答有关小题和阅读下一小题。每段对话仅读一遍。1．What does the woman think of the movie?A．It's amusing B．It's exciting C．It's disappointing2．How will Susan spend most of her time in France?A．Traveling around B．Studying at a school C．Looking after her aunt 3．What are the speakers talking about?A．Going out B．Ordering drinks C．Preparing for a party4．Where are the speakers?A．In a classroom B．In a library C．In a bookstore5．What is the man going to do?A．Go on the Internet B．Make a phone call C．Take a train trip第二节（共15小题；每小题1.5分，满分22.5分）听下面5段对话或独白。每段对话或独白后有几个小题，从题中所给的A、B、C三个选项中选出最佳选项，并标在试卷的相应位置。听每段对话或独白前，你将有时间阅读各个小题，每小题5秒钟；听完后，各小题将给出5秒钟的作答时间。每段对话或独白读两遍。听第6段材料，回答6、7题。6．What is the woman looking for?A．An information office B．A police station C．A shoe repair shop7．What is the Town Guide according to the man?A．A brochure B．A newspaper C．A map听第7段材料，回答8、9题。8.What does the man say about the restaurant? A. It's the biggest one around. B. It offers many tasty dishes. C. It's famous for its seafood.9.What will the woman probably order? A. Fried fish. B. Roast chicken. C. Beef steak.听第8段材料，回答第10至12题。10.Where will Mr. White be at 11 o'clock? A. At the office. B. At the airport. C. At the restaurant.11.What will Mr. White probably do at one in the afternoon?A. Receive a guest. B. Have a meeting. C. Read a report.12.When will Miss Wilson see Mr. White?A. At lunch time B. Late in the afternoon. C. The next morning.听第9段材料，回答第13至16题。13.Why is Bill going to Germany?A. To work on a project. B. To study German. C. To start a new company.14.What did the woman dislike about Germany？A. The weather. B. The food. C. The schools.15. What does Bill hope to do about his family？A. Bring them to Germany.B. leave them in England.C. Visit them in a few months.16. What is the probable relationship between the speaker?A. fellow-travelersB. Colleagues.C. Classmates.听第10段材料，回答第17至20题。17.When did it rain last time in Juarez?A. Three days ago.B. A month ago.C. A year ago.18. What season is it in Juarez?A. Spring B. SummerC. Autumn19.What are the elderly advised to do?A. Take a walk in the afternoon.B. Keep their homes cool.C. Drink plenty of water.20.What is the speaker doing?A. Hosting a radio program.B. Conducting a seminar.C. Forecasting the weather.参考答案1-5 CACBA 6-10 CABCB 11-15 BCABA 16-20 BCACA2017年高考英语新课标I卷听力原文Text 1W: Have you seen the movie “Hangover”? We went to see it last night.M: How was it?W: Jason thought it was extremely amusing, but I was a bi t disappointed.Text 2M: Susan, I heard you are going to France. How long will you be staying there?W: A whole year. My aunt lives there. I'm going to do a one-month course at a language school and spend the rest of the time traveling.Text 3M: Let's see what drinks you've got for the party tonight.W: Everything! Beer, wine, soft drinks like Coke, 7-Up…you name it, I've got it! Have you ordered the cake?M: Of course.Text 4M: I don't have a library card. Do I need one?W: You have to have one only to take books out. You're okay if you just sit in one of the rooms reading.M: Well then, I'll just read here. Thank you.Text 5W : I wish I knew the times of the trains to London. But our phone's out of order.M: Don't worry, Grandma. I'll find out for you on the Internet.W: Thank you!Text 6W: Excuse me. I wonder if you could tell me how to find a place to have my shoes mended. I'm new in town.M: Ah, there is a good shop not far from here. Go straight ahead and walk about three blocks. I can't remember the name of the shop, but you'll find it. It's near the police station. By the way, you know about the town guide? It's a thin book and has all kinds of useful information. You'll find one in any bookstore.W: Thanks a lot! You've been so helpful. Let's see. Did you say there pair shop was three blocks away from here?M: Exactly.W: Thanks again.Text 7M: I've been here many times. There are quite a lot of delicious dishes to choose from. What are you thinking of ordering? W: Well, I haven't decided yet. What are you going to order?M: I think I'll have the roast chicken. They really make it well here.W: I had roast chicken yesterday when I ate out with Shelly. M: Their beef steak is good, too. You can have it served with beans and mushrooms. W: But I'm not that hungry. Is the fried fish or the seafood salad good?M: Never had them before. Maybe if you get the steak, we could share. W: That sounds like a good idea.Text 8W: Hello, Mr. White. Do you think it's possible for us to talk sometime today?M: I'd love to, Miss Wilson, but I've got a pretty tight schedule today. I've got to finish reading the yearly financial report by 10. Then I have to drive to the airport to pick up an advertiser at 11. After that, I'll have a meeting with him over lunch. W: Can I see you after lunch?M: Well, let me see…after lunch, I have to attend a senior staff meeting, which may last about two hours. Can you come at 3? We can talk for an hour before I meet my sales team at 4. W: I'm afraid an hour is too short. What about tomorrow morning?M: 9 to 11, then. I'll wait for you at the office. W: OK, see you then.Text 9W: Hey, Bill. I hear they're going to send you to Germany for the new project. M: Boy, news travels fast around here! I only got the orders a couple of hours ago. Rachel doesn't even know…W: Oh, no? So, what are you waiting for? When do you plan to tell her?M: Well, she is at work at the moment. She doesn't finish until 5. I'll have to wait until tonight now, I suppose. W: Well, I was posted there before, back in 2008. It's OK — a bit like England, really. At least the weather is similar, and the people aren't much different. The only thing I didn't like is the food, especially the sausages. What do you intend to do about the family? Are you going to take them with you?M: Well, I'd like to, but I don't know much about the situation at the moment…you know, about schools and all that. But I hope to move the family out there in a couple of months' time. I don't think I want to spend a year and a half out there on my own...I mean, without Rachel and the kids. I mean, I don't see that much of them now as it is. W: Yeah. Well, that's the way it is normally in our company, I suppose. M: Yeah. Well, we'll see. Let me pay for the coffee. W: No, no. I'll pay.Text 10W: Hello, everyone. Welcome to our program. I'm Jenny Jackson. The weather here in Juárez has become unbearable. With no rains for over a year, the city is suffering from unusually hot weather. Some light showers have been forecast since last month, but all of t hem have been effective in surrounding areas. Summer has not even started yet, but temperatures have reached 40 degrees centigrade in the past three days. And people have been warned not to go out of their homes — not if you walk on foot, at least — between 11 in the morning and 7 in the evening. Little kids and the elderly are the ones who have suffered the most from this extreme heat wave. They must drink water all the time. To help our audience have a better understanding of this extreme weather, we have invited Prof. Torres from University of Mexico to our studio this evening.

Nick did it. For a while...See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Puddingstone Music of Newport is the subject of this week's program with Clemens Teufel, pianist and Executive Director. We talk about what has been happening with the organization, the concert on April 15th at Rough Point, and other events taking place this season. For more information, you can go to www.puddingstonemusic.org

What separates strong clinical research from misleading conclusions? Often, it comes down to study design. In this episode of the Clinical Trial Podcast, Kunal Sampat sits down with Dr. Thomas Newman, Professor of Epidemiology and Biostatistics at UCSF and co-author of Designing Clinical Research, to break down how observational studies actually work. While randomized controlled trials are often considered the gold standard, observational studies are essential in many real-world settings. But they come with challenges including bias, confounding, and misinterpretation that can lead to flawed conclusions if not handled correctly. Dr. Newman shares a practical framework to help you design better studies, interpret results more critically, and build a stronger foundation in clinical research. In this episode, you'll learn: When observational studies are more appropriate than randomized trials A practical framework for designing observational research Key threats to validity: bias, confounding, and chance How to interpret associations vs. causal effects Strategies for dealing with confounders in analysis How to approach statistics with more clarity and confidence About the guest: Dr. Thomas Newman, MD, MPH, is a Professor of Epidemiology and Biostatistics at the University of California, San Francisco. His work focuses on applying epidemiologic methods to important clinical problems in child health, including neonatal jaundice, infections in newborns, and cholesterol screening. He is widely recognized for his contributions to clinical research education and is co-author of Designing Clinical Research and Evidence-Based Diagnosis. Why this episode matters: If you want to grow in clinical research, you need more than surface-level knowledge - you need to understand how studies are designed and where they can go wrong. This episode helps you think like a clinical researcher.

Send us Fan MailIn this episode of The Private Practice Survival Guide, Brandon Seigel explains how to run internal compliance audits as a proactive defense strategy—before HR errors, documentation gaps, or billing issues turn into denials, paybacks, fines, or legal exposure. He breaks practice compliance into three core pillars—HR, billing/coding, and clinical documentation—and shows why audits aren't just “paperwork,” they're a practical way to protect revenue, reduce risk, and sleep better at night knowing your practice is audit-ready. Brandon also outlines the real-world cost of noncompliance, from employment documentation penalties to massive revenue loss tied to preventable billing mistakes. Brandon provides a clear audit framework covering what to review, how often to audit (internal vs. external cadence), and which high-risk areas commonly trigger payer scrutiny—E/M coding, modifiers, telehealth, documentation-medical necessity alignment, and contract-driven requirements. You'll hear how to build an audit calendar, use sampling and peer review, document corrective actions, and measure outcomes with compliance and revenue-cycle metrics like denial rates, appeal performance, training completion, and time-to-resolution. The takeaway: consistent internal audits create a sustainable compliance culture that protects patients, staff, and the long-term stability of your private practice. Welcome to Private Practice Survival Guide Podcast hosted by Brandon Seigel! Brandon Seigel, President of Wellness Works Management Partners, is an internationally known private practice consultant with over fifteen years of executive leadership experience. Seigel's book "The Private Practice Survival Guide" takes private practice entrepreneurs on a journey to unlocking key strategies for surviving―and thriving―in today's business environment. Now Brandon Seigel goes beyond the book and brings the same great tips, tricks, and anecdotes to improve your private practice in this companion podcast. Get In Touch With MePodcast Website: https://www.privatepracticesurvivalguide.com/LinkedIn: https://www.linkedin.com/in/brandonseigel/Instagram: https://www.instagram.com/brandonseigel/https://wellnessworksmedicalbilling.com/Private Practice Survival Guide BookThis show is proudly produced at PS Studios — learn more https://www.psstudios.co

  Jeremy Zakis describes Dallas, an eleven-year-old dog, patrolling to protect his property from aggressive cockatoos that previously dismantled a neighbor's roof, with a gang of up to seven birds conducting reconnaissance from a nearby pine tree while targeting solar panels. 2

Episode Summary Auditing your expenses can dramatically improve financial awareness, helping you identify money leaks and understand your true living costs. In this episode, the hosts present a structured four-step framework aimed at facilitating regular expense audits, which ideally should be conducted annually. The discussion includes practical strategies for tracking subscriptions, variable expenses, and distinguishing between required and discretionary spending. By adopting a calculated approach to expenses, you can effectively mitigate lifestyle creep while ensuring every dollar serves a purpose. Key Tactical Takeaways Conduct an Annual Expense Audit: Establish a routine to review expenses at least once a year to stay on top of spending habits and identify areas for improvement. Categorize Every Expense: Break down expenditures into necessary (fixed costs) and discretionary (variable costs) categories for clearer insights. Use a Value Matrix: Assess expenses based on their joy and necessity to inform which should be retained, reduced, or eliminated. Track Subscriptions and Variable Costs: Pay attention to recurring payments, particularly those related to entertainment and services like streaming or software. Calculate the Long-Term Impact of Small Savings: Remember that cutting small monthly expenses can significantly affect your financial independence number over time. Core Rules & Formulas Rule Explanation Annual Expense Audit Review all expenses once a year to prevent overspending and identify leaks. Categorization of Expenses Differentiate between Required (fixed) and Discretionary (variable) expenses. Value Matrix Implementation Organize spending into High Joy/ Low Joy and Essential/ Eliminate quadrants. Prioritize Necessary Expenses Always account for essential bills, including utilities, groceries, and housing costs. Evaluate Impact of Expenses Each $100 cut from monthly expenses reduces your FI number by $30,000 and if invested can generate $60,000 over time (20-year horizon). Tools, Accounts, or Strategies Mentioned Tool/Strategy Link/Description Expense Audit Spreadsheet Download here     Value Matrix Framework Framework for analyzing the necessity and joy of expenses. Resources & References ChooseFI Episode 009: Travel Rewards Framework Expense Audit Spreadsheet: Download What To Do Next Join the Expense Audit Challenge: Participate in the community challenge to gain insights and support while auditing your finances. Download Your Bank and Credit Card Statements: Begin your audit by gathering statements from the last few months. Categorize Your Expenses: Use the expense audit spreadsheet to identify necessary vs. discretionary spending. Reflect on Your Findings: After auditing, identify any hidden expenses or subscriptions that can be cut, and share insights with the community at choosefi.com/login. Conducting an Effective Expense Audit: A Step-by-Step Guide Understanding the Expense Audit Definition: An expense audit is a systematic review of your expenditures to identify unnecessary spending and money leaks. Goal: The aim is to clarify how much your life actually costs. Importance of Regular Expense Audits Frequency: Conduct an expense audit at least once a year to keep track of spending habits. Long-term Tracking: Monitor for lifestyle creep, which can happen gradually and affect your financial health over time. Action Steps to Begin Your Expense Audit Gather Financial Data: Download your recent bank and credit card statements (last 3 to 4 months). Check statements for variances and patterns in spending. Categorize Your Expenses: Separate them into categories such as housing, transportation, food, entertainment, and miscellaneous. Include all necessary and discretionary expenditures. Identifying Money Leaks Subscription Services: Track all recurring subscriptions and evaluate their necessity. Variable vs. Fixed Expenses: Distinguish between fixed permissible expenses (mortgage, insurance) and variable spendings (dining out, entertainment) to identify areas for improvement. Implementing a Value Matrix Categorization: Create a value matrix to differentiate between: High Joy (essential to happiness) Low Joy (non-essential) Essential (required for daily living) Eliminate (unnecessary expenses) Analyze Each Category: Assess each item in terms of value and joy to decide if it should remain in your budget.

1. Oil Prices & National Security Lower global oil prices weaken hostile regimes like Iran, Russia, and Venezuela by reducing their revenue. The Trump administration aims for a “sweet spot” oil price ($60–$70/barrel): Low enough to hurt adversaries. High enough to avoid bankrupting U.S. independent oil producers. If prices drop into the $40s, it could collapse small oil producers in Texas and the Permian Basin. 2. Venezuela’s Oil Infrastructure Venezuela has the world’s largest proven oil reserves, but decades of mismanagement have destroyed its infrastructure. Estimates from oil executives: Increasing production from 1 million to 3 million barrels/day could take 10 years and require $100B+ in investment. Even going from 1 million to 2 million/day would take 5–7 years. Gulf Coast refineries can process Venezuela’s heavy sour crude, but expanded imports would mostly affect Canada and Mexico, not U.S. light-sweet crude producers. 3. Cuba’s Economic Crisis Cuba historically survived on financial support from: The Soviet Union (until its collapse). Venezuela under Chávez/Maduro (oil and money). With Venezuela no longer able to support Cuba, the island is in economic freefall. Mexico is currently providing oil that helps sustain the Cuban regime. The Trump administration may pressure Mexico to cut this supply, potentially pushing Cuba toward political collapse. 4. Jack Smith & January 6th Investigation Smith is accused of leading a politically motivated prosecution against Donald Trump. He allegedly relied on questionable or disproven testimony, notably from Cassidy Hutchinson. Hutchinson’s dramatic claims (e.g., Trump lunging for a steering wheel) were not confirmed by eyewitnesses. Jim Jordan challenged Smith in hearings, accusing him of: Using unreliable witnesses. Conducting a partisan, anti-Trump investigation. Targeting large numbers of Republicans with subpoenas. 5. Crime Statistics & Trump Administration Policies Nationwide murder rates reportedly declined ~20% from 2024 to 2025. Approx. 1,400 fewer murders. Major cities showing decreases: Chicago: 30% NYC: 20% Baltimore: 31% Oakland: 33% Washington, D.C.: 31% (after National Guard deployment) Other violent crimes also declined: Motor vehicle theft: ↓25% Robbery: ↓18% Aggravated assault: ↓8% Law enforcement stats cited: Violent crime arrests: ↑100% Gangs disrupted: ↑210% Fentanyl seized: ↑31% Missing/abducted children located: ↑22% Human traffickers arrested: ↑15% Significant increase in arrests of espionage suspects and fugitives. Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.