Podcasts about COO

Speaking Podcast Social Media / My Other Podcasts + Donations https://bio.link/podcaster About my Guest: Kristen Donnelly (MSW, M.Div, PhD) is a TEDx speaker, international empathy educator, and researcher with two decades of experience in helping people understand the beauty in difference, and the power in inclusivity. She is one of The Good Doctors of Abbey Research, COO of their parent company, and an unapologetic nerd for stories of change. Kristen lives outside of Philadelphia with her husband, where they are surrounded by piles of books and several video game consoles. What we Discussed: - How to land a TEDx and the Preparation required - The Mindset needed - Structuring a Keynote - Connecting with you Audience - Understanding Different Irish Accents - Her Podcast 'The Culture Cast' - Social media Strategy - Just Show up - Forbes Business Council and more How to contact Kristen: https://www.abbey-research.com/ https://www.facebook.com/abbeyresearch https://www.instagram.com/abbeyresearch/ https://twitter.com/abbeyresearch https://www.youtube.com/abbeyresearch --- Send in a voice message: https://anchor.fm/roy-coughlan/message

Sarah Bernard is currently the Chief Customer Officer for Greenhouse Software. She has held executive positions as COO with Crisis Text Line, VP, Officer of Product with Walmart's Jet.com, and earlier in her career General Manager, SVP and VP of Global Product with Expedia's Hotwire. Ms Bernard helps B2B SaaS and Internet companies grow valuations by transforming their product and customer success operations so they can hit the next stage of growth like start up to scale, accelerating growth in late-stage companies, and helping companies achieve profitability post acquisition. Ms. Bernard is also one of the producers of The Product Leader Summit; an annual invite-only gathering of 120 founders and product leaders to connect and learn from one another through keynotes, workshops, round-table peer learning discussions. She is most proud that Product Leader Summit achieves equal ratios of men and women for not just attendees, but also speakers, which is a rarity for Tech events. In this episode of the Product Science Podcast, we cover how machine learning can give you a better understanding of your customer, how teams can become customer focused, and how to create cross functional solutions for customers. Read the show notes to learn more: https://h2rproductscience.com/the-sarah-bernard-hypothesis-customer-centric-companies-uncover-the-most-impactful-solutions

Jared Loftus began his career as a successful entrepreneur in the 5th grade. He understood the correlation between business growth and keeping your customers engaged with your brand. Forbes Magazine named Jared “College Football's Biggest Entrepreneur” in 2011 when he was selling t-shirts in a brick and mortar store for LSU's college football team. Jared also co-created the fastest-growing ACT prep company in the nation. Today Jared sits as COO of Rasa.io, a digital marketing agency whose mission is to help companies in the B2B space increase customer engagement by creating a personal connection with their audience through the use of evergreen content in a measurable manner. A self-described serial entrepreneur, Jared Loftus, has grown businesses since he was 11 years old. His first well-known endeavor was selling personalized t-shirts when he attended LSU.Today, Jared is the COO of Rasa.io, which works in the B2B space, helping businesses increase customer engagement using evergreen content and email newsletters with a personalized touch. However, Jared remains humble, stating that the only thing a serial entrepreneur has down pat is to file the LLC paperwork efficiently. All kidding aside, Jared's concept has proven to be successful when trying to grow consumer engagement by using targeted ads that speak directly to your audience. The idea behind the company was created out of necessity. Having always used email to communicate with an audience, Jared realized the importance of staying present in consumers' minds. Maybe each email that gets sent out is not measurable when it comes to ROI, but the purpose of the personalized email newsletter is not to increase ROI directly. Instead, the strategy that's at play here is if you maintain a relationship with your relevant customer base consistently, then when the decision-making process occurs, your brand or company will be fresh in their minds and their most likely option. The groundwork for this strategy is based on creating meaningful relationships with your audience. Your brand or product will not always be the topic of your email because there are just so many product-specific emails a person can get in their inbox before automatically deleting them without ever opening them. The way to get around that is to understand your audience on a deeper level. For instance, if you want to sell life insurance, every email can't be about life insurance. After the first five, your audience will be bored and just hit auto-delete. This means your company is not at the forefront of their minds when purchasing a policy six months later. Suppose you keep your audience engaged by writing content that interests them. Even if you are not closing a deal, you're maintaining and fostering a client-brand relationship. The Rasa.io platform uses specific metrics to track what email content is being opened and read and what content is being deleted. This data allows you to understand better how to capture and target your audience so that your businesses will see higher click rates and increased open rates. This strategy is best suited for companies with long sales cycles or businesses with extended periods between sales since it allows the brand/business to stay relevant in the minds of their target audience while not necessarily closing a deal. To feel assured using this type of marketing strategy,  you need to see the value in creating long-term customer relationships.Hear more about this marketing strategy on today's episode with guest Jared Loftus. In this episode[1:46] Jared talks about his first entrepreneurial stepsSometimes, your passion becomes your calling, and things fall into place naturally.The hidden talents we exhibit at a young age may be something that serves you as an entrepreneurial adult. [3:28] UnderstandiSupport the show

Wendy Benson is partner and COO at 2x2 Health: Private Health Concierge, culminating from her extensive experience as a leading healthcare executive and occupational therapist. She is also co-author of the international best-selling book, The Confident Patient. Wendy joins us to discuss the necessity of becoming a strong health advocate and ways to manage care through unprecedented times.

So you've heard people talking about the metaverse and have been wondering what they're on about? You think you get it one minute but then someone else says something and you're none the wiser? Yeah, sounds about right. This is why we're pumped to be interviewing Sebastien Borger, the Co-Founder and COO of The Sandbox, who are a market leader in the metaverse. The Sandbox is the place where brands like Starbucks, Gucci and Nike have been buying virtual land so they can deliver experiences to their fans.  Sebastien is a serial entrepreneur who's always been obsessed with the idea of making his own games and turning players into owners. After three successful startups, he's on the brink of greatness with The Sandbox, but the chances of them ending up one of the ultimate winners of the metaverse is still very small. How many of the early internet businesses are around today? It didn't work out for the likes of Napster, Yahoo and MySpace. Will it work out for The Sandbox?  We talk about: What you learn as a serial Founder Why meta isn't a threat Why don't we take digital ownership seriously Turning players into owners When will The Sandbox go mainstream? Feedback: hello@secretleaders.com  Sponsor links: smithandwilliamson.com/secretleaders klaviyo.com/secretleaders personio.com vanta.com/secretleaders

Episode Summary: In this episode of the L3 Leadership Podcast, Tricia Sciortino talks about Belay, a virtual assistant company, and how she went from being a founding employee to CEO.6 Key Takeaways:Tricia details her career leading up to Belay.She discussed what she's learned about leadership since being CEO and how she applied what she knew about leadership prior to that role. Tricia shares how goal setting propelled her forward in Belay.She talks about why having an assistant can really take a business further.She lists off the things that VA's do to help leaders.She shares a general overview of what a week looks like as a VA. About Tricia: Born and raised in Long Island, she attended the University of Hartford and earned a degree in Business Administration and Management. For ten years, she served as District Manager for the retail chain Pacific Sunwear, however, when her first child was born, she – like many other parents – found herself struggling to balance her high-profile career with her new role as a mother. Enter: BELAY. Joining a startup during the recession was risky, but she took a leap of faith. As BELAY's first employee and virtual assistant – and then onto serve as Director, Vice President, President, COO, and now CEO – Tricia's spent the last 10 years ‘walking the walk' of what BELAY calls the Third Option: the ability to cultivate a balanced life with a successful career while making family and personal relationships a priority. As a leader, she's passionate about everyone owning and forging their own paths, careers, and professional development, putting each of BELAY's valued employees and contractors in the driver's seat to cultivate the balance of work and life that best suits them. She's so committed to helping people realize this that, in 2020, she launched a podcast, One Next Step, to show leaders that they can not only grow their business but also help them create more margin so that they can enjoy their life.Tricia lives in Charlotte, NC with her husband, two daughters, stepson, and fur baby, Lola, and is seriously grateful – for the opportunity to live out her third option every day as a hands-on mom while supporting those she leads to live out theirs.Quotes From the Episode:“My goal was always to be the next ‘thing'.” “Imagine what you could do with two extra hours a day.” “We view ourselves as the people giving you your time back.”“Nobody intends to miss the mark.”“Yes you can.”Resources Mentioned:Belay SolutionsSlackZoomTrackpadAirpodsDare by Becky BlalockLeadership on the Line

The North American inbound supply chain was well-run and extremely cheap before the pandemic brought disruption to the logistics and transportation space. Since the pandemic, the shipping industry had to adapt and is still adapting to this uncertainty. Prices are going up, congestion is at an all-time high, and these we won't recover from these challenges overnight. Join Joe Lynch as he talks to John Murnane about the disruption in container logistics. John is a senior partner at McKinsey & Company. At McKinsey, he is the leader of the logistics sector. So he covers everything from air & ocean carriers to warehousing & fulfillment. Listen and learn more about the shipping industry, shipper & carrier relationships, sustainability, end-to-end shipping, and much more. Find out about the disruption in container logistics and how it can be solved. Disruption In Container Logistics With John Murnane Thank you so much for joining us. Our topic is disruption and container logistics with my friend, John Murnane. How is it going, John.  I am doing great. Thanks for having me. How are you? Excellent. I am glad we are talking about this topic. Please introduce yourself, your company, and where you are? I am a Senior Partner at McKinsey. I am based in Atlanta. I lead McKinsey's Logistics Sector globally with a colleague named Martin Joerss, who is based in Hamburg. Tell us what you guys do over in that McKinsey's Logistics Practice. We call it a sector, but we serve the logistics industry. For us, that is all the different, interesting, fascinating parts of logistics throughout the global supply chain, ocean and air carriers, forwarders, folks doing container leasing, and Marine services. We do a lot of work in ground handling and transport, terminal operators, and rail trucks, both asset-based and brokerage. We also do a lot of work in the warehouse and fulfillment. I serve companies that operate fulfillment, real estate, and industrial developer. We also do Last Mile post and parcel returns, plus all the folks that are in and around that space doing data, transparency, tech, robotics, and all the fascinating, fun companies that are trying to knit it all together. Do you work more with shippers or the actual logistics providers? We work with both. In the group I lead, the logistics sector, we serve companies that make a living in moving stuff around. I have got a number of colleagues in a practice that is adjacent to ours that are in manufacturing and supply chain. Those consultants and partners serve the big retailers and manufacturers who pay to have the goods moved. I do not know what you guys did at McKinsey but it was not so long ago that there was no logistics practice. It was logistics and supply chain or supply chain and logistics or manufacturing supply chain and logistics. It was always the tail end of something else. We have arrived because we have a McKinsey partner who is responsible for watching over us. We have got 100 McKenzie partners that I do not know if we are responsible for it. [caption id="attachment_7990" align="aligncenter" width="600"] Container Logistics Disruption: The pandemic hit the shipping industry in many ways. People started buying a lot more, which meant more containers being moved while the staff was low. There was just a lot of congestion.[/caption]   The business needs some babysitters. Tell us a little bit about you. Where did you grow up? Where did you go to school? Give us some career highlights before you joined McKinsey. I grew up in California, pretty close to the ports of LA and Long Beach, but did not get into logistics. At a young age, I was a Mechanical Engineer at Duke. I worked in entertainment for many years at Disney and the NBA in finance and design roles, which was a lot of fun. It is not as entertaining as logistics. When I got into logistics, it was at McKinsey. I went to Business School at Michigan and then I joined McKinsey. You joke about logistics being the end. I got recruited into the travel and logistics practice because I knew a thing or two about travel. I started serving logistics companies back in the day. This is 2003 or 2004. It was not sexy. Logistics was not quite as hot as it is now, but I found the work fascinating. I liked the people. I got into rail, parcel, and trucking, and then I moved to South America to lead our logistics practice. I was in Chile for three years and then I got into the ocean space and Marine terminals. I have been hooked ever since. It has become more fascinating given all the things that we have seen in the last years, from the eCommerce boom to automation to the push for sustainability and what happened with the pandemic. It is fantastic that you have got that South America experience because I feel like we have had so much stuff in China for so long. I have nothing against China, but it makes more sense to ship stuff from Mexico or South America in general. We do not do nearly that much business with our South American partners who we fully understand compared to China. There are lots of bags coming in and out in a lot of air freight. I was in Chile, which does a lot of flowers and salmon, and exports a ton of copper and minerals. Let's talk about our topic, which is the disruption in container logistics. Why don't you take us back to before there was this disruption? Talk about what was going on in the space back in the day? You hear a lot about underinvestment in infrastructure and “failing” logistics infrastructure in the US. Many years ago, things were working well. If you were a manufacturer or a consumer, you probably had the lowest cost supply chain in the world that was able to get you products from anywhere in the world any time. The cost was quite low and the supply chain runs very well. It is smooth. As such, it was something that a lot of people took for granted. It seemed very opaque compared to now. Many years ago, if you were moving freight, your stuff disappeared into the ocean for three weeks or a month. There is also opaque because no one has looked into it. We have all learned how important it is. I used to serve clients and I did a lot of marketing and sales work, helping people with sales and pricing. I serve clients in logistics. I remember hearing sales executives complain to me. I can't make these value-based arguments. I can't talk about our value prop because I can't get access to anyone that matters. Ten years ago, people had a well-ran, extremely cheap North American inbound supply chain. And they took it for granted. I am talking to a procurement leader four levels down and they do not care about our value. It was opaque because, to some extent, there was not engagement on this topic at the highest levels, and certainly, there is now. Many years ago, you had a well-run, extremely cheap North American inbound supply chain. The infrastructure did not get bad overnight. The pandemic hit us in three ways. One is we all started buying a lot more stuff. We did not spend any less. We stopped spending on travel and restaurants. No new car, no vacation, but I can buy crap online. I can upgrade my house. I did some of that myself. I am in the house more and I invest in doing some things around the house. I got an indoor bike to stay in shape, but we spent 20% more money on stuff. I always call it not your grandparents or great-grandparents pandemic. In the 1920 pandemic, 50 million people died worldwide and there was poverty. We joke that the COVID-19 or 20 that we gained from sitting around eating and buying stuff. That is not to discount all of the misery that it brought, but most of the misery was isolation for us. When you have a situation where there is more volume being purchased, that means more containers and more trucks move. At the same time, global capacity fell by about 14% or 15% over a similar timeframe. If you have been paying attention, that probably feels intuitive. We had people that were sick so we could not stack. We had operations that were shut down at times. We had congestion because people were stacking and storing containers because they could not get them to the next place and they were waiting and also every stage in the value chain. We all saw the earnings releases that talked about, “I am 65% short of the team. I need to operate these warehouses.” They are open, but they are not running anywhere near full capacity. If it is 20% up in demand and 15% down in supply, you have got a congestion problem. On top of it, those increases weren't smooth. If those increases were smooth, our logistics industry might have had a chance, but it was overnight, then it stopped and started again. That made for some challenging times, and you ended up getting what you got, which is pretty poor service, long lines, congestion, delays, and uncertainty where things were. You also have price increases because the companies that were moving the goods were trying to manage to make sure that they were at least taking good care of the clients that were willing to pay the most. It became challenging for our shippers. I do not think it hit the biggest shippers, the Home Depots or the Lowe's. Those guys had contracted rates. They call them the bat phone when they call the shipping companies. They did not all of a sudden get double or triple the cost of a container. They were okay. It was a lot of the other smaller players. You mentioned this spike 20% up in demand, 15% less in capacity, but if you were 20% or 30% off in your headcount in your consulting practice, you could address that internally because you are all a team. This was across a whole bunch of supply chains that are spread out across the world. Communication was always difficult given time zones, languages, and the lack of computer systems. The coordination and fixes were all slow. I was talking to my daughter and she is in Portland. She was excited. She called and said, “The couch that I ordered in October 2021 is going to be here. I forgot what it looks like.” We are all getting used to waiting a little longer than we used to, but it is nice when they arrive.   We still seem to have these shocks every once in a while. Shanghai had more COVID. In the US, we are seeing shortages of headcount in a lot of places, especially in warehousing, dock workers, and trucking. There is a lack of capacity when it comes down to it. [caption id="attachment_7991" align="aligncenter" width="600"] Container Logistics Disruption: The two things to watch to know when congestion and prices will moderate are consumer spending on goods in North America and labor availability.[/caption]   I know everyone wants to know and figure out when this is going to be over. I do not think it is going to be overnight, partially because I do not think that the disruption is going to be over soon. The fact that we have got basically almost no trucking going on in China despite the manufacturing plants being open, but the trucking operation is pretty much ground to a halt. It means we have got days of inventory that are going to stack up and then need to be pushed through the system. The disruption and uncertainty are going to be a part of our new normal. With regard to when the average demand and supply get back closer to where they used to be, it is going to be a matter of consumer spending and labor. We love the idea of things normalizing and getting to a new normal, but we are seeing inflation and other problems. We see the war in Ukraine and the recurrence of issues in China with COVID. We have trade issues with China. In a lot of ways, the new normal is not normal. The new normal is going to change because of events outside of our control of weather or geopolitical. Change is going to be more prevalent in the coming decade than it was in the last few, which is why to some extent, I think we did have that false sense of security that everything was working. We did have a period of relative sanity, which allowed us to fine-tune the system despite its insufficient infrastructure. We talked about the way it used to be pre-COVID years ago and what happened. What is next? What is next is recovery. I think that, in time, we would expect to see supply improve and consumer spending on goods moderate a little bit. We are seeing an increase in consumption of services, which makes sense because there is the ability to do that. My wife works in travel and she has never been busier. People are eager to get back out and travel again. I do not think we are going to see the end of events and discontinuities. Those are two things to watch to tell us when congestion and prices are going to moderate are going to be consumer spending on goods in North America and labor availability. Talk about those shocks. There are many ways we can describe this. We could say our supply chains got a little brittle, meaning they broke rather than being bent. Another way to describe it is we have too many risks in there and a lack of resiliency, depending on how you want to talk about it. We know we are going to have some more shocks in this system. How do we deal with all that? There are a few things. A lot of this is ongoing. It is already happening. We need to stop looking at the supply chain as a simple commoditized part of the operation. It is not a simple call center. It is not something that should be managed by a small team in procurement focused on the cost lever. This is a C-level topic. The supply chain is and forever will be a C-level topic. Shippers need to be thinking about all the things that they can do to accept the fact that the logistics industry will always be more complicated than it used to be. Part of that is more safety stock. I know you are an auto guy. The old just-in-time Math assumed simple, easy commodity-priced trucking and logistics operation. The world is more complicated than that. Certainly, some companies are looking at how I can think about de-risking my supply chain, both in terms of the number of locations that I sourced from, to increase the number so I have more flexibility. If I lose one node, they will be looking at nearshoring and reshoring. The math on those deals is never easy, but they are certainly spending time thinking through that, especially thinking about that in light of new sustainability targets. All of my clients are hearing calls from their clients who are hearing calls from their customers to say, “How can I be more sustainable? How can I meet the new carbon aspirations?” You hit a whole bunch of topics. I want to break them down a little bit. It speaks to where we are at in this business. The first thing you said is this is no longer a small decision. When I used to sell logistics and supply chain services, the way I sold mostly less than truckload in some truckloads, but we had the technology. I remember I would call and say, “I want to talk to the owner, the CEO, the head of operations, or a general manager.” We impact finance because we are going to take some of those functions away. We do it as part of our service. We interface with the sales guys because they are the ones who are always saying, “Where is my stuff?” We work with your ops team on the inbound and we work with your logistics team. A lot of times, when I would call that C-level guy, they would say, “Talk to Tony in the back.” The disruption and uncertainty in the shipping industry will be a part of the new normal. It's not changing overnight. I would go see Tony and back, and he did not want to have a strategic discussion. He did not care if the finance guys had to audit the bills. I said, “We audit the bills because we have a TMS,” and I start my whole spiel. I am going to parody this a little bit. He was like, “Those guys got me Kid Rock tickets.” That is why he bought from that logistics company. He did not have that strategic focus that I wanted my customer to have. One of the things we have all been through is when you call that guy and say, “I want to manage all your freight. I want you to use our technology and you are going to see all of your shipments there. He says "I will give you an Excel spreadsheet with all our loads in it. You put your price in and if you are cheaper, I will give you those lanes tomorrow.” I was like, “I do not want to save you $50 on tomorrow's load. I want to save 10% on your annual spend.” It would be like, “What are you talking about?” The number might have been used to bend. We spend $500,000 a year, which is bad enough to leave it to somebody who does not care about the strategic function of logistics. Now that number got to $5 million, you go, “What the hell, guys?” There is a lot of change on both sides of that transaction that we are going to go through over the next few years. I have a good friend who is a former CEO of one of the container lines. He says, “Enough with this value base. I lose customers for $50 a box. It does not matter how much better we are.” That was the history. In that world, you do not have the right executives in the decision on the shipper side. You do not have the head of sales, marketing, or operations. You have someone in procurement. When you have someone in procurement, they have one metric, which is how they can get the unit costs down. You also need to get better on the sales side. The guys that I work with, the carriers, trucking companies, and railroads, now have an opening to say, “It was not so commodity-based,” but they have got to be able to deliver. They got to be able to go and articulate what they do that is different than the next guy and why that is worth it. I always use the same analogy back in the olden days when we had stockbrokers. They are transactional. You would always hear the term churn. They wanted to churn your account, “I want to sell your Dell stock and move you over to Apple.” They make money on both of those transactions. Those guys did not care about your overall financial picture. They cared about what you had in your investment account. Now we have moved to financial planners. You do not hear anybody say in their stockbroker. Financial planners are aligned with their clients. They say, “We are going to get paid 1% or 1.5% of what you have in your account. I want to make you rich so I can get 1% or 1.5% of that every year.” It is the same thing in this business. We have to switch out of this transactional thinking and move to that financial planner. A lot of companies want to do that. They do not want to be ringing the bell and having the siren go off that they made $1,000 on a transaction and celebrating at the office that day. That is a lack of alignment and it is yesterday's news. You will see more gain share partnerships and relationships like that between carriers and shippers. It takes real change on both sides. This will be the shock that gets the awareness to a place where those things are pursued. Not just between carriers and shippers, but to some extent, between different players in the logistics chains, carriers and ocean terminals, railroads and trucking lines, warehouse fulfillment operators and last-mile parcels. One of the things I want to touch on briefly is the timeout containers. We will get more back to the containers for a second. We started using containers a lot in the late ‘50s and ‘60s. There is a book, The Box That Changed the World. Prior to that, we could not even do global trade because the cost of logistics was so high. That was a tremendous innovation. We have seen this change the world. We would not be doing nearly the global trade we do now without it, but we have not seen a lot of innovation in that space. Now we are starting to see information technology. That is another piece of that. Speak to that and the sustainability that is important to us. The technology has come along in terms of tracking. It is available. You will see more adoption of that, especially in the reefer space, but also in dry boxes. I have seen a lot of startups and investments in foldable boxes and alternative equipment. The main way we are going to get better sustainability on our container fleet is by finding better ways to extend their lives.   I never heard that. We are throwing a lot of those out. [caption id="attachment_7992" align="aligncenter" width="600"] Container Logistics Disruption: 75-80% of containers are leaving LA empty so they can be filled up in China with more goods while there is a shortage. That's because the supply chain has always been an afterthought.[/caption]   We lose track of a lot of them because we do not know quite where they were. Telematics, tracking, and things like that will help there. How long does a container last? There are containers out there that have been in the fleet for twenty-some-odd years. The average is probably closer to 12 to 15. There are all sorts of uses. One of them is use for alternative storage. If anybody from the container ship lines is reading, give me a call and I will deliver you 50 containers. I live about 25 minutes out of Ann Arbor. There are some farms and not quite rural, but I always drive by and think, “What are you doing with that container?” They only need them where they need them. Our supply chain is imbalanced. They need them to pick up soybeans and send those to São Paulo. The fact that they are in Ann Arbor does not help them a whole lot because of the amount of money and time spent to get them down there. Managing that global fleet better and extending its life would be great from a sustainability standpoint. It comes up a little bit on my show about sustainability. Some people might be shaking their heads and say, “I do not believe that the man is causing global warming.” I always say, “I do not care what you think. It does not matter what I think.” This is what consumers and brands are asking for it. When one of those big brands says, “What are you doing?” you better have an answer. It is too late to do anything at that point. You do have to embrace it now. There are a lot of small ways. When it is over the road, we are trying to get rid of empty miles. That starts with measuring the empty miles, which brings me to another point. We were saying that 75% to 80% of containers are leaving LA and Long Beach empty so they can go be filled up in China with more goods for us. Meanwhile, we have a shortage and we have gone mad. It is illogical, but the understandable conclusion from the supply chain is an afterthought. The supply chain has always been an afterthought. It is not designed. It just happened. There are many forces well beyond the global supply chain that decide what is our import and export balance with China and where do we manufacture intermediate goods for auto? There is nothing logistics can do to account for the fact that there is that much import-export balance on goods. With empty backhaul and empty miles within the US, there are a lot of things that the logistics industry can do to help. There are smarter ways to reroute though there are still a lot of empty miles even in the US. I have become more aware of this. There is the empty truck that is moving from LA to New York, and you go, “That should never ever happen.” I do not think that happens nearly as often as it used to, but what is becoming more of a concern is the half-empty trucks and you go, “I had 10,000 half-empty trucks leave this location. Is there a way?” I know there are technologies and the guys over at flock freight and others are saying, “We can do something about it.” The main way of getting better sustainability on container fleets is by finding better ways to extend their lives. We will see more shared loads and multi loads where everyone will call multi-stop, where we are going to say, “That truck is full.” That is good for the environment and truckers. For the shippers, we are going to have to figure that out. We do not want to put I-can't-move-your-food onto a truck with auto parts. We have to be careful about how we manage it with the shippers but I think it is going to lower the price of shipping. Once we are fully loaded with the real cost of all of this stuff, whether it be the drivers, assets, new vehicles, or the autonomous and electric vehicles that we bring in to make a more sustainable fleet, the cost per unit is going to be higher. It is going to put the burden on us to figure out how we can make better use of each of the units. Maybe it is two hours later, but that allows me to share a load and double my density on the chunk move. All of those things can happen in time, but it takes great collaboration between carriers and shippers to make it work. The transparency and tools of the data exist to be able to do it, but it takes tremendous collaboration and trust to get it done. I am going to put you on the spot here. I know you work with a lot of different companies. I want to tick off some standard categories and what kind of work you are doing for these companies. Let's say an over-the-road carrier calls you. What do you tell them these days? What would be a typical project you would work on with them? Over the road, carriers were doing a lot of work and helping them think about how their network is going to change as manufacturers figure out a new supply chain or as we try to start to think about electric vehicles and ultimately autonomous vehicles. Not just how should you think about the timing of those technologies, but what are the network decisions you are making now that will feel sub-optimal in 5 or 10 years because the investments that those companies make in assets and infrastructure are not short-term. We are helping them think about sustainability in terms of how they can help their shippers with their sustainability targets. Those are some of the big themes. Do you talk to any brokers, 3PLs, and non-asset-based? What are you doing for them? Sustainability is a topic for them in terms of how I can provide. I am already helping them knit together. A lot of them are trying to figure out, “How can I knit together solutions across modes? How can I optimize those around sustainability targets?” We are doing a lot of work almost across the board in growth. How do companies find growth? There are a lot of new freight flows that are coming, not just because there are always new freight flows that are coming, but sustainability and the targets that all these companies are taking on are creating a whole lot of new goods to move. We are working with a lot of companies, whether they be asset-light, asset-heavy, broker, truckload, but also parcel and the like. It is like, “Where do you find freight? How do you get it? How do you leverage the tools today to find those companies?” Do you work with Final Mile or Last Mile guys? We do. We work with from a pallet and LTL Final Mile, and heavy goods Final Mile. We do a lot of post and parcel work. We have got a huge practice globally that has done tremendous work in helping drive efficiency in the postal space and parcel as well. They need it.   Those companies are struggling. [caption id="attachment_7993" align="aligncenter" width="600"] Container Logistics Disruption: Once the real cost of all these new things comes, the cost per unit will increase. It's going to take time to manage that. There needs to be a great collaboration between carriers and shippers to make it work.[/caption]   From what I understand, the Final Mile for home delivery to goods is the most expensive part of the journey. I was not being critical of the post office. We want it to be better, but we put a lot of constraints on it, and I think it is the hard part. I do not want a pallet delivered to my house and then distributed all of those parcels to my neighbors. I would like just my piece delivered to my house. Getting my piece delivered to my house is expensive. The costs are getting better relative to the pallet moves because the density of residential delivery has come up so much. Many years ago, the density of residential delivery was terrible. It was hard to make the economics work for the big parcel companies. As our volumes have gone up, that has improved the relative density, but it is still tough. What about warehousing and fulfillment? We have seen so much change in that space. What is going on when you work with them? First of all, permitting and getting sites are extremely challenging. The sites have to be closer to current consumers. If you want a site or the old model of three sites in the middle of nowhere, you can still get that. If you want the sites that people want now, which is one hour or maybe even less outside of every resident in the country, those sites are hard to come by. We do work with developers on construction and permitting on how to do that well and how to forecast and identify where the sites are going and where you need to be. We are also working with operators on how to drive productivity in those sites. We are doing a lot of work on how to refine, recruit, train and retain talent. That is a theme across all logistics. I was talking to somebody about a paint company and they said, “We do not have anyone retire from this location.” It was their DC. The reason they had no one retired from there is because it was a young man's game. He did not want to walk 10 miles picking stuff up and moving stuff around. We have to make that job in the warehouse easier so you are not breaking your back. If you walked by an auto assembly plant and walked through it, you would see that nobody was doing a job that was backbreaking or that required excessive strength, crouching, or reaching. We have eliminated those and we see that same mindset move into fulfillment. Those guys are going to become technicians rather than strong backs. We have had conversations for years about technology in the fulfillment space. Now it is happening. They made fun of us many years ago because it was early and no one had proven all the economics. It was whizzbang cool stuff, but is it having an impact now. There are certain functions that are being largely automated and you are seeing high ROIs. Also, you have got a lot of technology now that is more flexible than it used to be. Building the $10 million conveyance system just for this client and then hoping you retain them is a scary proposition for a fulfillment operator. Having flexible, robotic assets that can move seasonally or move to a new facility if you lose a client. We are also seeing longer contracts which helps. Fulfillment operators are saying, “I do not want to do a three-year deal.” You can't facilities for that and build a location if necessary for a bigger customer. We are trying robots now. This is becoming somewhat like automotive. In automotive, what we learned is if you give me one year, I am not going to invest in it. From a container line standpoint, a lot of people are trying to figure out how to facilitate end-to-end shipping better. The payback cycles on some of those technologies are getting shorter, but it is hard to make many of them work on a three-year contract. We are seeing a lot of fulfillment players and manufacturers agreeing to 5 or 7-year deals or agreeing to co-invest in the technology that they want to offer something that customers can't get elsewhere. Let's circle back to the beginning. What do you talk to about the container people, the guys with the ships, the rail, drayage, and the modal? From a container line standpoint, a lot of them are trying to figure out, “How can I better facilitate end-to-end shipping? I do not know if I want to own all those pieces of the operation.” It does not do me a whole lot of good to get it to the port if it sits in the port. Much worse is it does not do me a whole lot of good if I am sitting at the pilot station waiting to get into the port. A lot of the conversation and work in the container space is, “How do you collaborate with the terminal, the rail operation, and the consolidation or deconsolidation facility to get boxes and get them back?” The whole concept of end-to-end is probably the strongest when you think about container terminals, dray, rail, or trucks. Figuring out how to create more seamless, more partnerships, and share data to do that. In some of those, you see the metrics and the CMAs of the world that are investing quite a bit in buying companies to knit together that offering, They are buying over the road companies here. They made an extra $100 billion or something in those ship lines during COVID. To your point, they are investing in that end-to-end solution. Somebody said this to me and they work closely with one of these companies. They said, “Do not be surprised if we see single-use containers because we do have a trade imbalance with China.” If that container is only going one way and I have to ship it back on a boat that is filled with containers that are empty, somebody might say, “Why am I shipping it back there?” “It is because these are expensive containers.” Do they need to be expensive containers? Could they be less expensive and single-use? I know somebody is going to say, “What about recycling and all that?” There is a design that has to happen here. We got people like John and his team there. They will figure it out. From my perspective, we see it in automotive. Sometimes, you ship back the containers that brought your stuff. Sometimes, you do not because it does not make sense because it is one way. Do you guys work with air freight companies? We do but it has been a challenging and rewarding a couple of years for air freight. The belly players have been tough because they have not had the majority of their capacity with many of the passenger lines, much of the passenger capacity down. The pure freight players have done extremely well. Airfreight was a key enabler and one of the early winners in the pandemic and continues to be. I think the questions on air freight are how can they use advanced analytics to drive even better forecasting of volumes and, therefore, even better service levels and yield management? We think there is a lot of opportunity in the air freight space around advanced analytics and pricing. I heard it from Flexport and the guys over freight ways. One percent of all overseas volume is on air freight, but it is 30% of the revenue. What it speaks to is you are not shipping auto parts, usually on a plane. You are shipping electronics, chips, medicines, and stuff like that that is high value and small. Mostly high density. Value per cubic foot is off the charts. That ratio feels approximately right. I also heard that 50% of the air freight is passenger planes.   That is why air freight prices absolutely skyrocketed. [caption id="attachment_7994" align="aligncenter" width="600"] Container Logistics Disruption: A lot of the work in the container space today is how do you collaborate with the terminal, the rail operation, the consolidation & deconsolidation facilities? It's all about creating partnerships.[/caption]   They were flying anywhere. They moved up first. Ocean container rates have skyrocketed too, but in the air cargo, when your supply chain breaks down at some point, the only option you have is to get it there. It is the last resort for a lot of things and the first resort for high-value cargo. A lot of companies, for the release of the phone, will send enough phones for the first couple of months via air, and then they will send the backup to refill stock via ocean. In a pandemic, it was the first choice. The majority of the global air freight capacity is the belly of the passenger. When so much of our passenger fleet was grounded without anyone to pay for the international passenger move, you lost the belly cargo. I heard somebody use the term preighter, which is passenger freighter. They sometimes took the seats out of planes and filled them up. Other times, they put stuff on the seat that you might have been flying to a conference on. Now, it has got a stack of mobile phones on it. I am going to try and summarize all this and then I want to get some final thoughts before you go into what is new over at McKinsey. The topic is disruption and container logistics. John talked about the steady-state. We will talk about many years ago, pre-COVID, and what happened during COVID, that horrible time with demand spike, capacity down, sick people, and broken supply chains. We learned how brittle our supply chains were. You talked a little bit about what is next and where consumer spending is going. We are spending more on services and a little less on products. We are going to see how the industry reacts to what are still shocks and aftershocks of what happened. We do not even know the implications of the conflict in the Ukraine and inflation. We are better, but we will see. Lastly, we talked about what we learned during this time that logistics is not a commodity and that we have to insist on a seat at the table. We no longer be just a commodity service. John took us through all of the different things he and his team do with their clients. Any final thoughts on this big topic, John? A few final thoughts, two things we did not talk about and one thing I wanted to reinforce. We did not talk about the war in Ukraine. The near-term impact of that has not been huge on the global logistics industry. Carriers have pretty quickly rebalanced their networks in response to that. The long-term impacts could be significant. Ukraine and Russia are large exporters of commodities like wheat, oil and gas. I think we will see a lot of those supply chains shift around. While we are all watching the human tragedy and suffering through it, the near-term impact from a logistics standpoint has not been significant. We have been talking so much about eCommerce. It is going to be omni commerce. You have seen a bit of a drawdown and a correction back. We talked about ten years of eCommerce acceleration in two months. That was true. You have seen brick and mortar make a comeback. Some things are better are bought in person. My kids bought mattresses online and they are like, “We love it.” I was like, “I am going to have that mattress for ten years. I have to lay down on it.” I am not going to look at 5,000 reviews. I love eCommerce, but to your point, some of those shopping experiences are going to have to become experiences, not a pain in the ass experiences. Everyone wants to go to the Farmer's Market or a cool boutique. We have to get back to a cool experience if I am willing to leave the house. For shippers, many of them want to get to a place where they are managing more on Omni channel commerce supply chain. One of the most frustrating parts of the pandemic was when we had out-of-stock items on the website and obsolete items sitting in storerooms in the retail centers. That was painful and was a function of having two supply chains, which is the case for many shippers. They built their old brick and mortar supply chain, then they added a supply attender to eCommerce, and they did not talk to each other. You will see companies now figure out, “How do I have one more flexible Omni commerce supply chain?” There are going to be some variations. There will be times and products where you want to buy online or in-store. Certain companies will have a blend of the two. That is where we are going on that front, which we did not talk about but I think is important. It also needs to be designed. It has to be created. It can't be a bolt-on because we bolted on the gig economy and thought that, “We got an eCommerce solution.” Instacart, Shipt, and some of those solutions for grocery, from what I understand, the grocery store companies are losing money on those and they obviously do not like that. The gig economy stepped up. It is great. We are always going to have it. There's a lot of opportunity in the air freight space around advanced analytics and pricing. We are always going to use it in logistics, but it needs to be managed by logistics guys who are operational experts and good at routing and technology. It can't just be, “Bob down the street buys groceries for the neighborhood. It does not work as the way it needs to.” We are going to see those grocery stores become grocery store/fulfillment centers in some cases or maybe one fulfillment center in the Detroit Metro area that serves all of the eCommerce. Some of those business models will evolve. Even a company as great as Instacart or some of the early applications is adding cost on the top of the already existing flow and retail, brick and mortar, and all that stuff. The ideal way of doing that is to have dark stores that are designed for efficiency and pick, pack, and ship, not for the grocery experience that we have all grown to love. Tell us what is new over at McKinsey and how do we reach out? Do you have any webinars coming up or case studies? We love to have conversations. The best way to get in touch with us is on our website. It is easy to find me or any number of colleagues. You can send an email and we will respond. I will probably get the email. If I am not the right person to talk to, I will find someone else. On the site, we have got an interview with Sanne Manders, the COO of Flexport, which is great. We are putting up content all the time. What conferences are you guy going to?  I know we are excited about TPM in 2023. When is that? TPM is in Long Beach in the early spring every year. It is still a long way away. I do not know what the next conference we have got. We have coming up in May 2022 in Northwest Arkansas. I interviewed a professor from the University of Arkansas, the number one supply chain school carrying Gartner. John, thank you so much for taking the time. Thanks so much for having me. It was a pleasure talking to you. I look forward to keeping in touch. It was my pleasure.    Important Links John Murnane The Box That Changed the World Flexport Sanne Manders https://www.LinkedIn.com/In/JohnPMurnane/  – John Murnane https://www.LinkedIn.com/Company/Mcinsey/ – McKinsey & Company   About John Murnane John advises companies across a variety of industries and continents on their transformation and growth efforts. His broad cross-sector experience ranges from hospitality to global transport—including hotels and airlines, ocean and air freight, and trucking and distribution—and spans the value chain from capital-intensive real estate development to asset-light brokerage and distribution. He advises clients on growth at both a strategic and tactical level including M&A, new product development, value-based pricing, digital sales, and sales force effectiveness.  

In this episode, Lauren (@laurentickner) and Noor show you how they implement a daily focus and evening review to ensure the team at Impact School stays focused and motivated! We also give you a sneak peak into our team huddle where we asked team members why they felt a daily focus and evening review is so integral to their productivity at Impact School. This video is perfect for both beginners and tenured business owners. Welcome to Impact School Podcast where you'll learn the Million Dollar Systems that will empower you to build a business and life that gives you freedom and fulfillment. You'll hear from founders and CEOs who have been there and done it so you can too. MAKE SURE TO SUBSCRIBE on your favourite podcast provider and YouTube. TIME STAMPS: 0:00 - Introduction 0:20 - Why Impact School do a daily focus? 0:58 - Importance of daily focus in a team 3:26 - Why should you consider having a daily focus on your team? 3:30 - Impact School's Support Team shares how daily Focus helps them be more efficient 5:00 - How does daily focus become beneficial to a CEO/Coach like Lauren Tickner? 6:50 - How does daily focus become beneficial to a COO? 8:27 - Two fundamentals that a business owner must consider for his business when he already has a team ___ GET IMPACT SCHOOL'S MILLION DOLLAR SYSTEMS:

Joe Endoso is the COO at Linqto. We discuss how Linqto makes private equity investing in crypto companies easy, building a payments solution on the XRP ledger, crypto adoption and growth, crypto regulations, and more.Sponsors

Welcome to another episode of The Action and Ambition Podcast! Joining us today is Angela Little, COO at Million Dollar Story Agency which helps experts - entrepreneurs, consultants, speakers, coaches, and business owners become number one best-selling authors on the elite lists to build their brand, visibility, market authority, and credibility. They make sure you write a strategic book or chapter in an anthology - based on the Million Dollar Method that addresses all five factors essential to every thriving business - lead gen, lead nurture, lead conversion, client fulfillment, and client retention. Tune in to learn more!

Curtis and Marty Schmidt, HangTime Store (Organization Conversation, Episode 19) Curtis Schmidt, CEO, and Marty Schmidt, COO, of Dixie Seal & Stamp and HangTime Store, joined host Richard Grove in the studio on this episode of Organization Conversation. Curtis and Marty both joined the family business and have not only successfully transitioned it from the […]

It takes grit, determination, governance and process to build and transition an enduring family business. The most successful family enterprises strive for a balance between the demands and dreams of the family, the business, and the owners. Martha Sullivan joins us to explore some of these challenges and the best practices for family businesses to achieve that balance and thrive for generations. Once a systems consultant, Martha turned a brilliant act of rebellion into a career as a CPA, CFO, COO, value growth strategist, and family business succession consultant, working with hundreds of clients over three-plus decades.  A Consultant with The Family Business Consulting Group & President, Provenance Hill Consulting, she has one purpose: Help business owners build, buy, & sell their company so they can move on to their next adventure & achieve their financial goals. If you are a small business owner or salesperson who struggles with getting the sales results you are looking for, get your copy of Succeed Without Selling today. If you haven't seen all Audible.com has to offer, you don't know what you're missing. Sign up for a free trial at audibletrial.com/businessgrowth.

This week's guest is the Wizard of Email Writing, Will Allred. Will is the Co-Founder and COO of Lavender, which is a software that allows sales teams to write better emails, faster. One of my favorite parts is that Lavender has coaching dashboards, which gives revenue teams coaching insights they've never had before. This was a really fun episode, we started the conversation talking about the incredible experience Will started accumulating while working in College, and progressed through his career and ultimately leading to why they started Lavender. In this episode, we discussed: Most Important Skills of A Founder The Effects of Bad Communication ($400M/Year) Knowing Your Why We Dove Into Skill Accumulation Traction Much More! Please enjoy this week's episode with “The Email Guy, Will Allred” ____________________________________________________________________________ I am now in the early stages of writing my first book! In this book, I will be telling my story of getting into sales and the lessons I have learned so far, and intertwine stories, tips, and advice from the Top Sales Professionals In The World! As a first time author, I want to share these interviews with you all, and take you on this book writing journey with me! Like the show? Subscribe to the email: https://mailchi.mp/a71e58dacffb/welcome-to-the-20-podcast-community I want your feedback! Reach out to 20percentpodcastquestions@gmail.com, or find me on LinkedIn. If you know anyone who would benefit from this show, share it along! If you know of anyone who would be great to interview, please drop me a line! Enjoy the show!

Archana Agrawal started her job as CMO of Airtable on March 18, 2020 — the same week that the US began to “shelter in place” as cases of the novel coronavirus rapidly rose. With kids who would be staying home from school and Airtable's San Francisco office closed, everything was changing at once, so she switched into what she calls “problem-solving mode.” And, crucially, she discovered how to use family time to de-stress.In this episode, Archana and Joubin discuss how she made her way from Africa to Asia to America; operating without a full night's sleep; why her former coworkers made a game of trying to stump her; the secret power under the hood of Airtable; starting her current job right as “shelter in place” kicked in; whether she would stay at Airtable if the founder was no longer CEO; and how she views her responsibility on the boards of MongoDB and Zendesk.In this episode, we cover: Staying in place & doubling down vs. moving on to bigger things (03:03) Moving from Liberia to India to escape civil war (07:13) Archana's unusual grad school roommate: Her father (11:33) The value of breadth over depth, and following your passions (17:35) Cold-emailing her way into a job at Atlassian and the ridiculous job title Archana almost received (21:38) Understanding a team's strengths and weaknesses — and her own (27:05) Her lowest point at Atlassian, the sale of HipChat and exit from the messaging business (34:33) Why it matters that Airtable looks like a spreadsheet, but is powered by a relational database (37:52) Going into “problem-solving mode,” and the most important outlet for escaping from stress (42:42) Working for founder-led companies (49:53) Being heard as a quiet person on advisory boards full of louder people (55:27) Links: Connect with Archana LinkedIn Email: archana@airtable.com Connect with Joubin Twitter LinkedIn Email: grit@kleinerperkins.com  Learn more about Kleiner Perkins

Join us as our host, George Kamel, talks to Tim Schurrer. Tim is an author, speaker, podcast host and the former COO of StoryBrand. He shares some of the concepts from his new book, The Secret Society of Success. These include: why we often look for success in the wrong places and where to find the fulfillment we want. Later in the episode, George chats with Jeremy Breland, the executive vice president of Ramsey Personalities here at Ramsey Solutions. Jeremy talks about how to lead when you're in a supportive role and how to keep your ego from getting in the way.   You'll learn: Why fame shouldn't be your goal If climbing the ladder leads to a dead end Why you don't need to be on a stage to be successful The key to maximizing your career   Support our sponsors: BELAY: https://bit.ly/351P9AE Hite Digital: https://bit.ly/HiteDigital Kyro Digital: https://bit.ly/KyroDigital Trainual: https://bit.ly/TrainualEntre   Links mentioned in this episode: The EntreLeadership Podcast: https://bit.ly/TheEntreLeadershipPodcast The Secret Society of Success by Tim Schurrer: https://amzn.to/39HFLVp Build a Winning Team with Tim Schurrer: https://apple.co/3MVikq0 Download the Team Communication Field Guide: https://bit.ly/39uTPBo Share your feedback with Tim, our producer: https://bit.ly/3bJOSmi   Learn more about EntreLeadership Events: EntreLeadership Summit: https://bit.ly/EntreLeadershipSummit EntreLeadership Master Series: https://bit.ly/EntreLeadershipMasterSeries   Learn more about EntreLeadership Coaching: Elite: https://bit.ly/EntreLeadershipElite Advisory Groups: https://bit.ly/EntreLeadershipAdvisoryGroups Executive Coaching: https://bit.ly/EntreLeadershipExecutiveCoaching Workshops: https://bit.ly/EntreLeadershipWorkshops   Listen to all the Ramsey Network podcasts anytime, anywhere in our app. Download the Ramsey Network app: https://apple.co/3eN8jNq

About Amanda: Amanda Rae is COO and part-owner of 17hats17hats.comCheck out Amanda's previous episodes with Photo Business Help!Episode 262Episode 263 Show Notes: 

In this episode, we speak with Prashant Fuloria, CEO of Fundbox, a financial platform for small businesses.  The company has connected with nearly 300,000 businesses, unlocked over $2 billion in working capital, and invested over $100 million into its AI platform, gaining deep insights into the small business ecosystem. Fundbox is backed by Khosla Ventures, General Catalyst, Healthcare of Ontario Pension Plan, MUFG Innovation Partners, BNY Mellon, Allianz, and others. Prior to joining Fundbox as COO in 2016, Prashant served as SVP, Advertising at Yahoo! and Chief Product Officer at Flurry.  He was also the Senior Director of Product Management at Facebook and a Product Management Director at Google. We hope you enjoy the show.

The Billion Dollar Podcast is weekly business insight by Dr. George Hariri and Dr. Matt Guarino. These business partners look through the REAL lens of business development, realities of the world and their personal / professional lives. We talk facts, and we talk candidly, so you've been warned! Outside of The Billion Dollar Podcast, George is the CEO of Shared Practices, Matt is the COO and together, co-host the Shared Practices podcast.

In light of the threat to Roe v. Wade, abortion rights advocates are asking many companies –including in the tech industry– to take a stand. But many industry leaders are silent, and could be poised to profit from data that tracks abortion providers, advocates, and patients. On this week's episode of A Word, Jason Johnson is joined by Bärí Williams, an expert on diversity in tech and artificial intelligence. They talk about the political, financial, and social priorities that may be keeping tech leaders quiet about the abortion issue.  Guest: Bärí Williams, an expert on diversity in tech and AI. She's also the COO of Bandwagon Fan Club, Inc., a data and identity analytics tech company focused on sports and entertainment.  Podcast production by Jasmine Ellis You can skip all the ads in A Word by joining Slate Plus. Sign up now at slate.com/awordplus for just $1 for your first month. Learn more about your ad choices. Visit megaphone.fm/adchoices

TalkingHeadz is an interview format podcast featuring the movers and shakers of enterprise communications - we also have great guests. In this episode  Dave and Evan  discuss how carrier services can improve services such as Microsoft Teams and Zoom  with Dawn-Marie Elder, GM and COO of SIPPIO. SIPPIO offers a single platform and automation for DRaaS (Direct Routing as a Service), Operator Connect, and Zoom Cloud Peering, These are all cloud-native services on Azure. In this podcast we learn more about SIPPIO and Dawn-Marie, and even uncover a few unmentionables. Dawn-Marie was a pioneer in cloud sales with Microsoft's launch of BPOS (now Microsoft 365). At Avaya she got exposure to Telephony and digital transformation. Dawn-Marie lives in North Carolina. In addition to COO, her other titles include Mother, Wife, and Chief Gardner. 

After holding the GeekWire Awards virtually for the past two years, there was a feeling of real catharsis Thursday evening as hundreds of people streamed through the doors of the Showbox Sodo in Seattle for our annual celebration of the Pacific Northwest's top tech startups, leaders, and innovations. For the finalists in the 2022 GeekWire Awards, recognition at the superhero-themed show came with the added bonus of knowing that their companies made it through a period of unprecedented challenge and change. But the week also brought a new sense of uncertainty about what's to come. [Related Post:2022 GeekWire Awards revealed: Community celebrates big winners in Pacific NW tech] Uber CEO Dara Khosrowshahi's widely cited memo on Monday was a flashpoint for the tech industry, adding to existing concerns by warning of a “seismic shift” in the markets, signaling tougher times and tighter belts ahead. Some of the startup CEOs in attendance acknowledged reading his message closely. So we took our cues from the backdrop, literally and figuratively — inviting tech leaders aside at the event to ask questions such as: What's your take on the possibility of new economic realities? What are your biggest challenges and priorities for the rest of the year? And, of course: which superhero best reflects your company's ethos? The result was a glimpse into the collective psyche of the tech community in a key U.S. innovation hub, at a pivotal moment for the country and the world. Guests on this episode, in order of appearance: Xiao Wang, CEO of Boundless Immigration, finalist for CEO of the Year. Maria Karaivanova, co-founder & COO of WhyLabs. Varun Puri, co-founder of Yoodli, winner of Young Entrepreneur of the Year with his co-founder Esha Joshi. Lisa Gurry, COO of Truveta, winner of Health Innovation of the Year Dave Cotter, chief product officer of Leafly, and chair of the Washington Technology Industry Association, sponsor of the Public Policy Champion for Innovation Award. Laura Ruderman, Technology Alliance CEO. David Kirtley, founder and CEO of Helion, finalist for Innovation of the Year. Stephanie Winslow, Teacher, South Kitsap High School, one of three STEM Educators of the Year. Grant Goodale, carrier experience officer, Convoy, past winner of Next Tech Titan. Mo Bhende, co-founder & CEO at Karat, finalist for Next Tech Titan. Faisal Masud, CEO of Fabric, finalist for Next Tech Titan. Kiana Pan, president of CodingDojo, honoree in the Geeks Give Back category. Tushar Garg, CEO of Flyhomes, finalist for Workplace of the Year. Byron Baker, head of design at Blink UX, sponsor and judge in UX Design of the Year. Thanks to the tech leaders who answered our questions, to our GeekWire Awards attendees, finalists, and sponsors, and to our social media partner Jordan Curtis of Line Leader Media for his help with this episode.  Read about all of the GeekWire Awards finalists and winners in our special coverage. Related Episodes: Immigration and tech: New realities, old problems, and what's at stake for the future Key trends in digital commerce, with the former Amazon exec leading Seattle's newest unicorn Ungrading? Letting kids teach IT? GeekWire Award-winning STEM teachers share innovative strategies See omnystudio.com/listener for privacy information.

In this episode of the Remote CEO Show, I had the pleasure to interview Jhana Li. Jhana has over 4 years experience as a COO and Operations Consultant for digital entrepreneurs. She specializes in executing scalable team & systems infrastructure, and harnessing the true power of Operations as a lever for compound growth. Her passion lies in scaling purpose-based businesses, and partnering with the founding entrepreneurs to unlock their highest potential & impact.

In the digital age, we crave an immersive experience.  The metaverse is delivering that experience by way of transforming everyday things to the more immersive, digital versions. Ethereum Towers is adding some real estate to the landscape. As the COO of Ethereum Towers/Ethereum Worlds, Shane understands the dynamic nature of the metaverse. Listen to Shane discuss how Ethereum Towers and other NFT metaverses are creating an experience that will make you feel a part of something bigger than what's on your screen.Shane is the COO of Ethereum Towers/Ethereum Worlds, a community centric metaverse  designed by award-winning architects.ResourcesTo learn more about Fame Lady Squad and our NFT project, visit our website. Subscribe to our podcast newsletter for news and updates. Follow Fame Lady Squad on Discord Follow Ashley “Bored Becky” on Twitter Follow Danielle “NFTIgnition” on TwitterLearn more about Ethereum Towers / Ethereum WorldsRead the Ethereum Towers White PaperFollow Ethereum Towers on Discord 

Friday, May 13, 2022: Why Lolly the Trolley is closing in Cleveland, how much the legal defense for the Lake County Clerk of Courts is costing the city with, why Elon Musk's purchase of Twitter might be on hold, how the Los Angeles Chargers apparently took a shot at the Cleveland Browns in their schedule release video, and more on 3News Now with Stephanie Haney Need a break from bad news? Watch It's All Good (News!) with Stephanie Haney: https://www.youtube.com/watch?v=Yer3hIjCMuU Like this show? Check out the 3 Things to Know with Stephanie Haney podcast: http://wkyc.com/3thingstoknow Connect with Stephanie here: http://twitter.com/_StephanieHaney http://instagram.com/_StephanieHaney http://facebook.com/thestephaniehaney Read more here: Cleveland's 'Lolly the Trolley' to permanently close after 2-year hiatus https://www.wkyc.com/article/news/local/cleveland/clevelands-lolly-the-trolley-to-permanently-close/95-bf14299e-1c6f-4454-a9d1-19758103260e Cleveland Clinic announces plans for new 1-million-square-foot Neurological Institute building on main campus https://www.wkyc.com/article/news/health/cleveland-clinic-expansion-neurological-institute-plans/95-dbd46c20-5c0e-427d-a4f3-532b2c0aef6d Lake County Clerk of Courts Faith Andrews' legal defense cost taxpayers nearly $34,000 in first month https://www.wkyc.com/article/news/investigations/lake-county-clerk-of-courts-faith-andrews-legal-defense-cost-taxpayers-nearly-34000/95-9875e94d-30af-44b0-94f8-db4a1e35ba86 Elon Musk says Twitter deal 'temporarily on hold' https://www.wkyc.com/article/news/nation-world/elon-musk-twitter-deal-paused/507-11c6b5bd-74fa-4ffc-980d-c8e4c8ae5837 Boss Ladies of CLE: Dr. Robyn Strosaker, president and COO of University Hospitals Lake Health Medical Centers https://www.wkyc.com/article/life/people/boss-ladies/boss-ladies-of-cle-dr-robyn-strosaker-president-coo-uh-lake/95-473878d9-c54f-4324-895a-e6750c7257e0 Los Angeles Chargers take apparent shot at Cleveland Browns QB Deshaun Watson in viral schedule release video https://www.wkyc.com/article/sports/nfl/browns/chargers-take-apparent-shot-cleveland-browns-qb-deshaun-watson-viral-schedule-release-video/95-79ff459d-8e2c-4461-961e-82b46cb584cc Cleveland Browns' 2022 schedule announced: Open Sept. 11 at Carolina Panthers https://www.wkyc.com/article/sports/nfl/browns/cleveland-browns-2022-schedule-announced/95-ae38a9d7-7c24-4486-8473-4d82c89b6560 Home with massive dinosaurs in front yard goes up for sale in Cleveland: It's All Good News https://www.wkyc.com/article/news/local/its-all-good-news/cleveland-house-dinosaurs-goes-up-for-sale/95-9792397d-f0e4-414c-8376-243f330b79fe New Philadelphia School District shares feel-good 'senior prank' as students honor crossing guard: 'Brought our beloved Bobbi to tears' https://www.wkyc.com/article/news/education/new-philadelphia-high-school-senior-prank-students-honor-crossing-guard-bobbi-dalpaiz-emotional-moment/95-6ef7d149-0ff7-4362-9424-5e36996064b1

Today's extra episode is with Jennifer Barnhill, the COO of Partners in PROMISE, which is a nonprofit organization helping to smash stigmas and tell stories around EFMP. Jennifer Barnhill is also a freelance writer with a focus on military family advocacy, a Navy spouse and mother of three. Episode 119 of the Moments with an MEO podcast is about bucking the status quo through surveys and activism. This is a special episode about Partners in Promise. Connect with Britt: InstagramWebsite

Você sabe como funciona a gestão dentro das internações hospitalares? Além disso, você entende como é construir uma empresa sendo cofounder, COO e, também, sendo uma mulher? Hoje, vamos descobrir, juntos, como fazer do mundo um lugar melhor. No episódio #222 do “EmpreendaCast”, Gustavo Passi recebe Erika Monteiro, co-founder da Carefy, a plataforma de gestão de pacientes internados. A empresa tem tecnologia para desenvolver um sistema de gerenciamento para leitos, auxiliar operadoras e hospitais a estruturarem esforços de forma rápida e eficiente. Siga o nosso Instagram: @empreendacast Participe do nosso grupo no Telegram: https://t.me/empreendacast Produção: Voz e Conteúdo – www.vozeconteudo.com.br - @vozeconteudo --- Send in a voice message: https://anchor.fm/empreendacast/message Support this podcast: https://anchor.fm/empreendacast/support

In light of the threat to Roe v. Wade, abortion rights advocates are asking many companies –including in the tech industry– to take a stand. But many industry leaders are silent, and could be poised to profit from data that tracks abortion providers, advocates, and patients. On this week's episode of A Word, Jason Johnson is joined by Bärí Williams, an expert on diversity in tech and artificial intelligence. They talk about the political, financial, and social priorities that may be keeping tech leaders quiet about the abortion issue.  Guest: Bärí Williams, an expert on diversity in tech and AI. She's also the COO of Bandwagon Fan Club, Inc., a data and identity analytics tech company focused on sports and entertainment.  Podcast production by Jasmine Ellis You can skip all the ads in A Word by joining Slate Plus. Sign up now at slate.com/awordplus for just $1 for your first month. Learn more about your ad choices. Visit megaphone.fm/adchoices

In light of the threat to Roe v. Wade, abortion rights advocates are asking many companies –including in the tech industry– to take a stand. But many industry leaders are silent, and could be poised to profit from data that tracks abortion providers, advocates, and patients. On this week's episode of A Word, Jason Johnson is joined by Bärí Williams, an expert on diversity in tech and artificial intelligence. They talk about the political, financial, and social priorities that may be keeping tech leaders quiet about the abortion issue.  Guest: Bärí Williams, an expert on diversity in tech and AI. She's also the COO of Bandwagon Fan Club, Inc., a data and identity analytics tech company focused on sports and entertainment.  Podcast production by Jasmine Ellis You can skip all the ads in A Word by joining Slate Plus. Sign up now at slate.com/awordplus for just $1 for your first month. Learn more about your ad choices. Visit megaphone.fm/adchoices

In light of the threat to Roe v. Wade, abortion rights advocates are asking many companies –including in the tech industry– to take a stand. But many industry leaders are silent, and could be poised to profit from data that tracks abortion providers, advocates, and patients. On this week's episode of A Word, Jason Johnson is joined by Bärí Williams, an expert on diversity in tech and artificial intelligence. They talk about the political, financial, and social priorities that may be keeping tech leaders quiet about the abortion issue.  Guest: Bärí Williams, an expert on diversity in tech and AI. She's also the COO of Bandwagon Fan Club, Inc., a data and identity analytics tech company focused on sports and entertainment.  Podcast production by Jasmine Ellis You can skip all the ads in A Word by joining Slate Plus. Sign up now at slate.com/awordplus for just $1 for your first month. Learn more about your ad choices. Visit megaphone.fm/adchoices

Today we have special guest Coo Coo on the show and we talk about Kevin Samuels, Ray J and the State of Tennessee. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/respect-it-or-check-it/message Support this podcast: https://anchor.fm/respect-it-or-check-it/support

So you want to launch a beverage brand but lack experience? Aimy Steadman, co-founder at BeatBox Beverages was in your shoes 10 years ago.  Now she is on a mission to build a multi-billion $$ beverage brand big enough to change the world.  Aimy Steadman, the COO, or as she playfully says on her LinkedIn profile, Founder and "Chief Get Sh*t Done Officer, shares her origin story and the remarkable rise of Beatbox into the top-selling beverage across multiple categories. Origin Story Business School Shark Tank's Mark Cuban offers BeatBox the largest investment to date Who is Jeff Cuban? Wine Distribution VS Beer Distribution Marketing strategies in the 3-tier system Less is more?  What problem is your brand solving for retailers? If you could start over, what would you do differently? Is there an exit strategy?  Connect with Aimy on LinkedIn: https://www.linkedin.com/in/aimysteadman/ Beatbox: https://beatboxbeverages.com/ IG: https://www.instagram.com/beatboxbeverages/ TikTok: https://www.tiktok.com/@beatboxbeverages About your Host Tony Moore and the Winning at Work podcast: Are you looking for a fun and light-hearted podcast to stay current on the trends shaping the $1.6 trillion food and beverage industry? My totally awesome brands featured here take us deep into the world of sustainability, plant-based, food tech, CBD, and good for you. Want to learn how to grow a brand? Scale a brand? I've got you covered.  Join me on my mission to discover what makes these companies different, better, and special. Episode 116 is sponsored by: Timpl Search - National Food and Beverage headhunters for sales, marketing, innovation, and operations. https://www.joynussearch.com/ Contact: Tony Moore. 404-904-9235. Follow me on LinkedIn: https://www.linkedin.com/in/differentbetterspecialbrands/ Music from Uppbeat: https://uppbeat.io/t/soundroll/get-the-funk-in License code: SF3WUKBUJQULFHXE  

Introduction: Hey Everyone, I am Brad Dieter, the COO of Macros Inc, a nutrition and fitness coaching company and this is MI Take, a podcast that discusses current events in nutrition, the business side of the health and fitness industry, and a little of everything in between. Let's dive into it. Nutrition Insights: Ketogenic and Carnivore DietsSee slides hereBusiness Insights: The end of an eraI am inevitable… how Noom, Peloton, Teladoc, and Carvana all fell victim to the same game. The game has changed and it has changed in a hurry. Large cash balance sheets but expensive money… meaning value companies and cash flow positive companies are going to start becoming the kings of the kingdom and hypergrowth, cash flow negative companies are going to get hammered. What I am learning Today: Hate is BaggageMusic from Tunetank.comAHOAMI - Cold Star (Copyright Free Music)Download free: https://tunetank.com/track/3535-cold-starMusic from Tunetank.comSquares MP - Chilling Time (Copyright Free Music)Download free: https://tunetank.com/track/6023-chilling-timeMusic from Tunetank.comIsaevIlnarMusic - Technologies Are Coming (Copyright Free Music)Download free: https://tunetank.com/track/4227-technologies-are-comingMusic from Tunetank.comomka - Vibes (Copyright Free Music)Download free: https://tunetank.com/t/6hvj/5019-vibes

This episode features Chirag Bhargava CEO at Chi-Matic & Phil DeSantis, COO at Chi-Matic. Here, they discuss what led them to create their company Chi-Matic, a consulting firm that works with health systems to use the Epic platform more efficiently, and more.

Why MIPIM is So Important for International Relationships, with Brett Million In this episode of the #WorkBold Podcast, Caleb Parker is joined by Brett Million, Head of Strategic Partnerships at NewFlex, the UK's largest Space-as-a-Service operator that deploys the management agreement model. Brett has deep experience in Space-as-a-Service, having served as COO for Regus and managing their growth across the globe in the early 2000s. He is responsible for having created the NewFlex multi-brand growth strategy. In this episode, the two discuss why partnerships are important, how Brett was recruited by NewFlex's CEO to lead their growth strategy and some “behind the scenes” chat on how the Bold transaction took place. Brett announces imminent plans for taking the management agreement model to the European continent in partnership with forward thinking landlords, and how MIPIM has been instrumental in making this possible. Connect with Brett on LinkedIn Connect with Caleb on LinkedIn  If you have any questions or feedback on this episode, email podcast@workbold.co   Value Bombs: The primary mission at MIPIM is to have conversations with friends and very well-known property companies across the continent, and potentially in the Middle East and Asia as well, to launch our international ambitions. - Brett   A big part of MIPIM is having as many face-to-face meetings as you can have while you're but the follow-up afterwards is equally as important, or arguably more important. - Brett There is this constant conversation about carbon output and the question was, “Should people really be flying in for MIPIM?” But the truth is, if we had to do all these conversations separately, we would be flying a lot more. - Caleb Timestamps:  [04:35] What is your role as Strategic Partnership Director?  My role is to work with our team to find clients who want to deploy Space-as-a-Service across assets in their portfolios  [06:00] How did Steve recruit you to join NewFlex?  [07:45] How did you find MIPIM?  [10:30] Can you elaborate on NewFlex's international ambitions?   Resources: Get TSK's weekly 'work made better' newsletter Shoutouts:  Steve Jude, #Workbold Episode - Season 3 Episode 1 Sponsors: Headline Sponsor: TSK TSK creates inspiring workplaces for some of the world's biggest brands across the UK and Ireland, They've been working for 25 years to deliver the best employee experiences and the vision of their clients. Not only do they create great places to work, TSK share workplace content every week from the latest data to inspiring spaces they've designed and built. You can read their latest insights at www.tskgroup.co.uk or check out their LinkedIn and Instagram pages to become a follower, fan and friend. TSK publish weekly thought leadership, research and content featuring their team, clients and partners about workplace, commercial interiors, hybrid working and how others have prospered from investing in workplace. You can check their latest publications and video content in the show notes by signing up to their weekly ‘work made better' newsletter or visit tskgroup.co.uk. Fortune Favours the Bold Bold merges property management & Space-as-a-Service to help office customers grow faster and drive asset value. Bold is a real estate brand owned and operated by NewFlex (www.workbold.co)  Future Proof Your Portfolio with NewFlex NewFlex delivers and manages a range of branded solutions for every type of building, in every type of location, for every type of occupier. Including the flexibility to develop your own brand. All enabled by flexible management contracts where we are invested in making money for you. (www.newflex.com) Launch Your Own Podcast Kopus.com is the leading podcast production and strategic content company for brands, organisations, institutions, individuals, and entrepreneurs. Our team sets you up with the right strategy, equipment, training, and guidance and content to ensure you sound amazing while speaking to your niche audience and networking with your perfect clients. Get in touch jason@kopus.com (www.Kopus.com)

Today on The Travel Agent Podcast, Chelsey and I talk about the NEW free software Proxi.co. This is going to be a game-changer for Travel Professionals. For more information read her bio below.  If you are looking for a more immersive experiential FAM that allows time for meaningful relationship building, gathering high-quality content, and a solid marketing strategy to increase your sales, Apply to The TAP FAM to South Africa 2022 TODAY! https://TheTravelAgentPodcast.com/famtrips    If you like the podcast you'll LOVE our Amazing Travel Agent Facebook Community: Join here: https://www.ttapgroup.com/     Bio: Chelsey Roney brings her business-building and strategy experience to Proxi, where she serves as COO and leads a team of 5, growing the business through sales and marketing. After graduating from Texas A&M, Chelsey joined Boeing where she worked in financial planning and analysis and Microsoft where she worked in a demand center that focused on B2B omnichannel marketing. She grew and sold two businesses: a SaaS business in the University space, and a local services business. Chelsey is also an active member of her community, dedicated parent, and passionate supporter of women and business.   Proxi - Proxi is the best way to engage clients with a highly engaging, interactive visualization of map of local hot spots or points of interest.We make it easy for travel agents to head to our site and create custom, interactive maps that you can embed on your website, send to clients or behind QR codes in print. These maps are highly beneficial in creating travel diaries and itineraries.   https://www.instagram.com/proxico/ https://www.linkedin.com/company/proxi-co https://www.tiktok.com/@proxi.co https://www.facebook.com/ProxiMaps https://mobile.twitter.com/proxi_co  

For Spear Talk 107, we welcomed Rodney Stotts to the show! Rodney is a licensed raptor specialist and master falconer. He is also the author of Bird Brother: A Falconer's Journey And The Healing Power Of Wildlife. In our discussion, we covered how these birds saved Rodney's life from a downward spiral, what it takes to become a licensed raptor specialist, the importance of community outreach, the healing power of wildlife, and so much more! #rodneystotts #falconry #raptorspecialist Join this channel to get access to perks: https://www.youtube.com/channel/UCSPeYAFp2QDiVpnTn8WKRQw/join Follow @speartalkpodcast on Instagram for all things podcast!  @johnsilverspear is the host / COO of Silver Spear Security, LLC Learn more about your ad choices. Visit megaphone.fm/adchoices

Are you familiar with sustainable finance? ESG investing? Impact accounting? No? That's ok, neither were we - that is until we met Ken Pucker. Ken is the Advisory Director at Berkshire Partners and a Senior Lecturer at the Fletcher School at Tufts University - he is also the former COO of Timberland. In today's episode, Ken helps pull back the curtain on sustainability reporting, the myth of sustainable fashion, and how accounts just might be the unlikely heroes in giving our world a fighting chance at a more sustainable future. Read more from Ken Pucker on HBR: https://hbr.org/search?term=kenneth%20p.%20pucker Break Some Dishes is an Imagine a Place Production, presented by OFS: https://ofs.com/imagine-a-place

How would you react if your ability to reach current or future customers was blocked and your income was unavailable for use because your opinions did not align with a narrative promoted by those in power? This is Part 1 of a fascinating two-part interview Linda did with James Staake, Owner and COO of Your American Flag Store. James experienced the full force attack of big tech cancel culture, all because he produced various patriotic, custom ordered flags. Listen to the story of how this assault impacted his business, hurt his family, and how he has chosen to rise above the attacks to not only survive, but to thrive.   © Copyright 2022, Prosperity 101, LLC ----------------------------------------------------- For information and resources visit: https://prosperity101.com Or click here to order a copy of Prosperity 101 – Job Security Through Business Prosperity by Linda J. Hansen. If you enjoy this podcast, please consider becoming a sponsor. Contact us today!

What does the recreational boating industry look like right now from the perspective of someone who deals with dozens of dealers on a daily basis? That's what we wanted to know, so we asked Myril Shaw, COO of Dealer Profit Services, a full-service F&I and compliance services company, to join host David Gee for this Boating Industry Insider podcast episode. The two talk about some of the challenges facing dealers - and the industry - including keeping those hundreds of thousands of first-time boat buyers happy. Dealer Profit Services also returns as a sponsor of the Boating Industry ELEVATE Summit Conference and Top 100, and they discuss that as well.

In today's episode, sales trainer Joe Pici lays out the essentials of sales mastery that can you have you generating more revenue ASAP. Today's episode is brought to you by Joe's Rapport Mastery Complete Virtual Sales System: https://www.sellmorevirtually.com/RMvirtualsalessystem?cd=12 This episode taken from a recent workshop in our Freedom Circle membership group. Learn more: https://www.freedommedianetwork.com/freedom-circle Crowned with the highly coveted ranking of #1 in the world for sales training and keynote speaking by Global Gurus, Joe Pici is a strategist for top professionals and coach specializing in results driven training through Rapport MasteryTM. Since 1992 he has spoken across 4 continents and functioned as a catalyst for corporate teams and individuals, helping them to create purpose, direction and activation. COO and co-founder of Pici & Pici Inc and host of The Sales Edge podcast, Joe is a human behavior expert, author and intellectual resource behind the best selling book, Sell Naked on the Phone. Joe has expanded this knowledge and coaching expertise into a comprehensive, turn-key system for success in sales. He has had the honor and responsibility of sharing this methodology as a speaker, trainer and coach for hundreds of thousands of individuals and companies world wide.

In episode 66, Bradley is joined by Abhi Singh, COO of New South Construction Supply.  Abhi reveals and explains the formula he uses to achieve results.  He also discusses the It's up to you approach of his leadership style and why it's so effective.  Finally, Abhi shares two books he recommends for everyone.   ***   If you enjoyed this podcast, we'd sincerely appreciate it if you recommend this show to your friends and colleagues. Your network looks to people like you where to invest their time and attention and we'd love the opportunity to add value to more people in our community.   Since we're asking for things . . . we'd also love it if you left a review on Apple Podcasts. The feedback helps improve the show and helps with our visibility as well. The more people listen to the podcast, the more we can invest into it to make it even better.   For more info: constructionleadershippodcast.com Instagram: instagram.com/redangleinc Brought to you by Red Angle: redangleinc.com

As you all know, normally there aren't any guests for Lochhead on Marketing. But today, we have a special episode for tech entrepreneurs and marketers, as we have a dialogue with Megan Bowen and Chris Walker of Refine Labs. Megan Bowen and Chris Walker are the COO and CEO of Refine Labs. They also have an amazing podcast, called The State of Demand Gen podcast. As there have been a lot of bad thinking in marketing, a lot of which stems from old thinking. Chris and Megan have been doing a lot in helping drive the conversation onto new grounds, and making tech companies become in demand again. So if you'd like to hear their thoughts on the matter, stay tuned. Welcome to Lochhead on Marketing. The number one charting marketing podcast for marketers, category designers, and entrepreneurs with a different mind.   Contributing to the Marketing World The conversation starts with lauding Megan and Chris on the wonderful work they are doing on their podcast, State of Demand Gen. Christopher himself has been a guest before; you can check the episode here. But while Refine Labs has been around for a while, there's not really a lot of things that people know about Chris and Megan, and what they do. Megan shares that her background has always been in customer success and company operations. For her, Chris is the true visionary and disruptor when it comes to marketing. “What I think I really bring to the table is a different way to think about company building. And I've had a ton of fun becoming a marketer in how we think about acquiring great talent and positioning our company in the eyes of candidates.” – Megan Bowen Chris adds that without Megan, it would've been hard to make his ideas become reality.   A Clear Shift in the Market Chris comments that it has been obvious to him and the team that there has been a shift in how people in B2B actually want to buy things. But surprisingly, a lot of companies are not adjusting to that reality because they're stuck in the old ways of marketing. “That shift sort of goes in line with what some of those topics that you talked about, Christopher. Native Digitals and Native Analogs is one piece of it. So how do people primarily want to engage research, discover, evaluate their suppliers and decisions and make decisions? How do they want to do that? As we start moving into the workforce, there's more, I think you've mentioned, a stat of like, at least 50% of actual decision makers in a B2B buying process are now Native Digitals.” – Chris Walker With this shift comes a lot of new opportunities and approaches to try out. So the slow adjustment of most companies nowadays to adapt to such things is what gives companies like Refine Labs to sort of “pop out of nowhere” and dominate the market.   On Native Digitals and Native Analogs On the topic of Native Digitals and Native Analogs, it seems that S&P 500 CEOs, who are still majority Native Analogs, are not aware that the buying market is being overrun by Native Digitals. According to Chris, those who have noticed have started to create categories and marketing catering to that demographic. But for Chris, that isn't nearly enough. “I think that it's important to look more holistically at the overall business. So some of the things that power our advantage. We think about our culture and our talent, talent, experience and talent management from a native digital lens. We think about building future products and experiences for customers through a native digital lens. And so when you look at the entire business, not just your marketing, there's a lot of companies that can go out and put nice wallpaper on their marketing. Well, the foundations and stuff is cracking inside of the actual building.” – Chris Walker Megan adds that it's not only an approach that one should take in marketing, but in other aspects of the business as well. “I think that a core component of any business, being successful and continuing to grow is attracting and retaining the r...

La invitada de este episodio es Marta Forero, COO y Co-fundadora de Ubits, una startup de entrenamiento corporativo especializada para empresas, con más de 750 cursos, operan en más de 10 países.Hablamos de su primer emprendimiento y lo difícil que fue debido a la  burocracia, después hablamos de Ubits, cómo nació y cómo fue cambiar todo su modelo de negocios. Nos cuenta de la importancia de mantenerse sano durante el largo camino que es emprender y la importancia de hacer cosas fuera del trabajo. Espero disfrutes este episodio! Gracias por escribirnos una reseña Libros mencionados:Inspired - Marty CaganStartup CXO - Matt Blumberg Sobre el invitado:Conecta con Marta en Linkedin Ubits | Sitio Web Follow Us:NewsletterEscribe una ReseñaEncuesta de AudienciaTikTokInstagramTwitterLinkedinWeb Recomienda a un invitado 

Where do you find your purpose? Two-thirds of U.S. employees are reflecting on their purpose in life, and nearly half are reconsidering the type of work they do. In this week's episode, Jamie talks about finding your purpose at work and shares the Purpose Gap that is found among most team members. What You'll Learn from this Episode:Shifting Your Mindset About PurposeWhere We Find Our PurposeThe Purpose GapGet full show notes and more information here: https://processplusresults.com/podcast/089

In the 2nd half of this 2 part episode, Host Ramses Ja continues his conversation with Portia Archer, the first COO of the NBA's G League. In this segment, Portia shares insights on some of the G league's new programs and her career advice for women interested in joining the NBA on the corporate level.  See omnystudio.com/listener for privacy information.

Lowell is a SaaS veteran with experience selling/buying more than thirty businesses and shares what he knows to help you sell your company. Lowell's company, Traction Advising, specializes in helping B2B SaaS companies with >$5M ARR get acquired. Lowell's been a Co-founder/CEO/Chairman, COO of a $120M public company, Startup CRO and Global VP. Traction Advising was started out of his frustration when he was in a buyer's position. The investment banker model uses accounting/finance people trying to sell. “No one hires accountants to sell products so why hire them to sell a company?” Selling and marketing a small SaaS company is more like selling a technology product than selling a financial instrument. With company buying and selling experience of more than thirty organizations, he knows what internal stakeholders need to approve a transaction. As a Founder and CEO he knows what it's like to start up a company, build a product, hire employees, raise money, find customers, keep them happy and make payroll. He leverages this experience to craft acquisitions that get the best outcome for the founders/investors structured to maximize success. EDGE's Weekly NewsletterJoin over 17,000 others and sign up to receive bonus content. It's free sign up here >>> EPISODE LINKS: Traction Advising PODCAST INFO: Apple Podcasts: EDGE on Apple Podcasts  Spotify: EDGE on Spotify  RSS Feed: EDGE's RSS Feed SUPPORT & CONNECT EDGE's Weekly NewsletterJoin over 17,000 others and sign up to receive bonus content. It's free sign up here >>> Twitter: Follow Brandon on Twitter Instagram: Follow Brandon on Instagram LinkedIn: Follow Brandon on LinkedIn Please Support this Podcast by checking out our Sponsors: Mad River Botanicals 100% certified organic CBD products. The product is controlled from seed to end product by it's owners. Use code: EDGE22 to get 10% off all your orders. Shop here>>> *We respect your privacy and hate spam. We will not sell your information to others.

Gabe Muller is the a entrepreneur, connector, owner of Muller Consulting Services, a private pilot, and founder of Smokehouse Pilots.  His story is a great mix of business and aviation. Graduating with an accounting degree, Gabe went to work at a small financial planning firm. While there he would spend his lunches at the airfield watching planes land and take off.  He enjoyed listening to the pilots talk to air traffic control, but still wondered what exactly went on in the cockpit. So, Gabe signed up for flight lessons and got his private pilots license. Moving to the DC area, Gabe got a job at a different firm and really got into leadership development.  After a year long leadership development training, Gabe realized he really liked building the firm side of things.  He decided it was time to branch out on his own as Muller Consulting Services.  He's also since founded Smokehouse Pilot, a social pilots club for others that share a passion for aviation. What You'll Learn: What business lessons Gabe has learned from aviation. What entrepreneurial skills are needed to be a COO. How to be intentional with who you serve and why. The importance of branding awareness. Favorite Quote: “Aviation plus community breeds opportunity.” -Gabe Muller

Reggie Fils-Aimé, Former President and COO of Nintendo, discusses his book Disrupting the Game: From the Bronx to the Top of Nintendo. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan.   See omnystudio.com/listener for privacy information.

In episode 255, Bradley is joined by Abhi Singh, COO of New South Construction Supply.  Abhi reveals and explains the formula he uses to achieve results.  He also discusses the It's up to you approach of his leadership style and why it's so effective.  Finally, Abhi shares two books he recommends for everyone. This episode is brought to you by Capital One Trade Credit *** If you enjoyed this podcast, we'd sincerely appreciate it if you left a review on Apple Podcasts. The feedback helps improve the show and helps with our visibility as well. The more people listen to the podcast, the more we can invest into it to make it even better.   Since we're asking for things . . . we'd also love it if you recommended this show to your friends and colleagues. Your network looks to people like you to learn where to invest their time and attention. We'd love the opportunity to add value to more people in our community.   Sign up for the Behind Your Back Newsletter that arrives twice each month and delivers insights and ideas to help you sell more, faster, at higher margins:   For more info: behindyourbackpodcast.com Instagram: instagram.com/behindyourbackceo YouTube: The Behind Your Back Sales Co. Channel Capital One Trade Credit: capitalone.com/trade-credit