Podcasts about COO

Max talks with Josh Harnagel, COO of Redbird Flight, about a practical use-case that matters to almost every instrument pilot: logging IFR instrument currency and staying proficient in an FAA-approved simulator. Josh explains why many pilots buy Redbird's FAA-approved tabletop devices specifically for currency—especially to knock out the holding requirement—and why he likes shooting an approach in the simulator before flying it in the airplane. Max shares why he does the same thing before recurrent training, because simulator reps surface the "gotchas" that can spike workload in real IFR—like autopilot behavior on LNAV+V. Josh breaks down Redbird's product lineup, clarifies what's FAA approved versus "just a computer," and explains where Basic ATDs and Advanced ATDs fit in training. They also touch on Redbird GIFT (Guided Independent Flight Training), remote instruction possibilities, and why avionics emulation is hard (and expensive) to do with perfect fidelity. Then the episode pivots to a Redbird factory tour: outbound shipping and crating, assembly workflow, fabrication of honeycomb aluminum shells, wiring harness and switch panel build, PCB soldering and parts inventory, completions/testing, and even the cooling/vent system inside the sim—ending with why engineering and the shop are co-located for faster iteration and better quality. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1299NEW – Lightspeed Zulu 4 Headset $1099 Lightspeed Zulu 3 Headset $949Lightspeed Sierra Headset $749 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. Mentioned on the ShowBuy Max Trescott's G3000 Book Call 800-247-6553 Video Simulation of Epic E1000 Crash at Steamboat Springs, CO on Patreon Helicopter VR Flight Simulator Training podcast: Loft Dynamics  Free Index to the first 282 episodes of Aviation New Talk So You Want To Learn to Fly or Buy a Cirrus seminars Online Version of the Seminar Coming Soon – Register for Notification Check out our recommended ADS-B receivers, and order one for yourself. Yes, we'll make a couple of dollars if you do. Get the Free Aviation News Talk app for iOS or Android. Check out Max's Online Courses: G1000 VFR, G1000 IFR, and Flying WAAS & GPS Approaches. Find them all at: https://www.pilotlearning.com/ Social Media Like Aviation News Talk podcast on Facebook Follow Max on Instagram Follow Max on Twitter Listen to all Aviation News Talk podcasts on YouTube or YouTube Premium "Go Around" song used by permission of Ken Dravis; you can buy his music at kendravis.com If you purchase a product through a link on our site, we may receive compensation.  

I am Rolf Claessen and together with my co-host Ken Suzan I welcome you to Episode 172 of our podcast IP Fridays. Today's interview guests are Co-Founder & CEO of Inception Point AI, Jeanine Whright, and Mark Stignani, who is Partner & Chair of Analytics Practice at Barnes & Thornburg LLP. https://www.linkedin.com/in/jeaninepercivalwright https://www.linkedin.com/in/markstignani Inception Point AI But before the interview I have news for you: The Unified Patent Court (UPC) ruled on Feb 19, 2026, that specialized insurance can cover security for legal costs. This is vital for firms, as it eases litigation financing and lowers financial hurdles for patent lawsuits by removing the need for high liquid assets to enforce rights at the UPC. On Feb 12, 2026, the WIPO Coordination Committee nominated Daren Tang for a second six-year term as Director General. Tang continues modernizing the global IP system, focusing on SMEs, women, and digital transformation. His confirmation in April is considered certain. An AAFA study from Feb 4 reveals 41% of tested fakes (clothing/shoes) failed safety standards. Many contained toxic chemicals like phthalates, BPA, or lead. The study highlights that counterfeiters increasingly use Meta platforms to sell unsafe imitations directly to consumers. China's CNIPA 2026 report announced a crackdown on bad-faith patent and trademark filings. Beyond better examination quality, the agency will sanction shady IP firms and stop strategies violating “good faith” to make China’s IP system more ethical and innovation-friendly. Now, let's hear the interview with Jeanine Whright and Mark Stignani! How AI Is Rewiring Media & Entertainment: Key Takeaways from Ken Suzan's Conversation with Jeanine Wright and Mark Stignani In this IP Fridays interview, Ken Suzan speaks with two repeat guests who look at the same phenomenon from two angles: Jeanine Wright, Co-Founder & CEO of Inception Point AI, as a builder of AI-native entertainment, and Mark Stignani, Partner and Chair of the Analytics Practice at Barnes & Thornburg LLP, as a lawyer advising clients who are trying to use AI without stepping into a legal (or ethical) crater. What emerges is a clear picture: generative AI is not just “another tool.” It is rapidly becoming the default infrastructure for creative work—while the rules around ownership, consent, and accountability lag behind. 1) What “AI-generated personalities” really are (and why that matters) Jeanine's company is not primarily “cloning” real people. Instead, Inception Point AI creates original, fictional personalities—characters with backstories, ambitions, and evolving arcs—then deploys them into the world as podcast hosts and content creators (and eventually actors and musicians). Her key point: the creative work still starts with humans. Writers and creators define the concept, tone, audience, and story engine. What AI changes is speed, cost, and iteration—and therefore what is economically feasible to produce. 2) The “generative content pipeline” isn't a magic button A recurring misconception Ken raises is the idea that someone “pushes a button” and content pops out. Jeanine explains that real production looks more like a hybrid studio: A creative team defines character, voice, format, and storyline. A technical team builds what she calls an “AI orchestration layer” that combines multiple models and tools. The “stack” differs by format: the workflow for a long-form audio drama is different from a short-form beauty clip. This matters because it reframes AI content not as a single output, but as a pipeline decision: which tools, which data sources, which QA, and which governance steps are used—and where human review happens. 3) The biggest legal questions: origin, liability, ownership, and contracts Mark doesn't name a single “top issue.” He describes a cluster of problems that repeatedly show up in client conversations: Training data and “origin story” Clients keep asking: Can I legally use AI output if the tool was trained on copyrighted works? Even if the output looks new, the unease is about whether the tool's capabilities are built on unlicensed inputs. Liability for unintended harm Mark flags risk from AI content that inadvertently infringes, defames, or carries bias. The legal exposure may not match the creator's intent. Ownership and protectability He points to a big gap: many jurisdictions are still reluctant to grant classic IP rights (copyright or patent-style protection) to purely AI-generated material. That creates uncertainty around whether businesses can truly “own” what they produce. Old contracts weren't written for AI A final, practical point: many agreements—talent contracts, author clauses, data licenses—predate generative AI and simply don't address it. That leads to disputes about scope, permissions, and—crucially—indemnities. 4) Are we at a tipping point? The “gold rush” vs. “next creative era” views Jeanine frames AI as “the world's most powerful creative tool”—comparable to previous step-changes like animation, special effects, and CGI. For her, the strategic implication is simple: creators who learn to use AI well will expand what they can build and test, faster than ever. Mark's metaphor is more cautionary: he calls the moment a “gold rush” where technology is sprinting ahead of law. Courts are getting flooded with foundational disputes, while legislation is fragmented—he notes that states may move faster than federal frameworks, and that labor agreements (e.g., union protections) will be a key pressure point. 5) Democratization: more creators, more niche content, more experimentation One of the most concrete themes is access. Jeanine argues AI will: Lower production barriers for independent filmmakers and storytellers. Reduce the need for “hit-making only” economics that dominate Hollywood. Make micro-audience content commercially viable. Her example is intentionally niche: highly localized, specialized content (like a “pollen report” for many markets) that would never have made financial sense before can now exist—and thrive—because the production cost drops and personalization scales. 6) Likeness, consent, and “digital performers”: what happens when AI resembles a real actor? Ken pushes into a sensitive area: what if someone generates a performance that closely resembles a living actor without consent? Mark outlines the current (imperfect) toolbox—because, as he emphasizes, most laws weren't built for this scenario. He points to practical claims that may come into play in the U.S., such as rights of publicity and false endorsement-type theories, and notes that whether something is parody or “too close” can become a major fault line. Jeanine explains her company's operational approach: They focus on original personalities, designed “from scratch.” They build internal checks to avoid misappropriating known names, likenesses, or recognizable identities. If they ever work with real people, the model would be licensing their likeness/voice. A subtle but important business point also appears here: Jeanine expects AI-native characters themselves to become licensable assets—meaning the entertainment economy may expand to include “celebrity rights” for fully synthetic personalities. 7) Ethics: the real line is “deception,” not “AI vs. human” The ethical core of the conversation is not “AI is bad” or “AI is good.” It's how AI is used—especially whether audiences are misled. Mark highlights several ethical risks: Misuse of tools to manipulate faces and content (“AI slop” and political misuse). Displacement of creative workers without adequate transition support. A concern that AI often optimizes toward “statistical averages,” potentially flattening originality. Jeanine agrees ethics must be designed into the system. She describes regular discussions with an ethicist and emphasizes a principle: transparency. Her company discloses when content or personalities are AI-generated. She argues that if people understand what they're engaging with and choose it knowingly, the ethical problem shifts from “AI exists” to “Are we tricking people?” Mark adds a real-world warning: deepfakes are now credible enough to enable serious fraud—he references a case-like scenario where a synthetic video meeting deceived an employee into authorizing a payment. The point is clear: authenticity and verification are no longer optional. 8) The “dead actor” hypothetical: legal permission vs. moral intent Ken raises a provocative scenario: an actor's estate authorizes an AI-generated new performance, but the actor opposed such technology while alive. Neither guest offers a simplistic answer. Jeanine suggests that even if the estate holds legal rights, a company might choose to avoid such content out of respect and because the ethical “overhang” could damage the storytelling outcome. She also notes the harder question: people who died before today's capabilities may never have been able to meaningfully consent to what AI can now do—raising questions about how we interpret legacy intent. Mark underscores the practical contract problem: many rights are drafted “in perpetuity,” but that doesn't automatically settle the ethical question. 9) Five-year forecast: “AI everywhere,” but audiences may stratify Ken closes with a prediction question: in five years, how much entertainment content will significantly involve AI—and will audiences care? Jeanine predicts AI becomes the default creative layer for most content creation. Mark is slightly more conservative on the percentage, but adds an important nuance: the market will likely stratify. Low-cost, high-volume content may become saturated with AI, while premium segments may emphasize “human-made” as a differentiator—especially if disclosure norms become standard. Bottom line for business leaders and creators This interview lands on a pragmatic conclusion: AI will change how content is made at scale, and the competitive edge will go to teams that combine creative taste, operational discipline, and legal/ethical governance. If you're building, commissioning, or distributing content, the questions you can't dodge anymore are: What's the provenance of the tools and data you rely on? Who is responsible when output harms, infringes, or misleads? What rights can you actually claim in AI-assisted work? Do your contracts and disclosures match the new reality? Ken Suzan: Thank you, Rolf. We have two returning guests to the IP Friday’s podcast. Joining me today is Janine Wright and Mark Stignani. Our topic for discussion, how is AI transforming the media and entertainment industries today? We look at the issues from differing perspectives. A bit about our guests, Janine Wright is a seasoned board member, CEO, global COO and CFO. She’s led organizations from startup to a $475 million plus revenue subsidiary of a public company. She excels in growth strategy, adopting innovative technologies, scaling operations and financial management. Janine is a media and entertainment attorney and trial litigator turned technologist and qualified financial expert. She is the co-founder and CEO of Inception Point AI, a growing company that is paving new ground with AI-generated personalities and content through developing technology and story. Mark Stignani is a partner with Barnes & Thornburg LLP and is based in Minneapolis, Minnesota. He is the chair of the data analytics department with a particular emphasis on artificial intelligence, machine learning, cryptocurrency and ESG. Mark combines the power of artificial intelligence and machine learning with his skills as a corporate and IP counsel to deliver unparalleled insights and strategies to his clients. Welcome, Janine and Mark to the IP Friday’s podcast. Jeanine Whright: Thank you. Thank you. Thank you so much for having me and fun to be back. It feels nostalgic to be here. Ken Suzan: That’s right. And you both were on the program. So it’s fantastic that you’re both back again. So our format, I’m going to ask a question to Janine and or Mark and sometimes to both of you. So that’s going to be how we proceed. Let’s jump right in. Janine, your company creates AI-generated actors. For listeners who may not be familiar, can you briefly explain what that means and what’s now possible that wasn’t even two years ago? Jeanine Whright: Sure. Yeah, we are creating AI-generated personalities. So new characters, new personalities from scratch. We design who these personalities are and will be, how they will evolve. So we give them complex backstories. We give them hopes and dreams and aspirations. We every aspect of them, their families, how they’re going to evolve. And in the same way that, say, you know, Disney designs the character for its next animated feature or, you know, an electronic arts designs a character for its next major video game. We are doing that for these personalities and then we are launching them into the world as podcast hosts, content creators on social platforms like YouTube, Instagram and TikTok. And even in the future, you know, actors in feature length films, musicians, etc. Ken Suzan: Very fascinating. Mark, from your practice, what’s the single biggest legal question or dispute you’re seeing clients wrestle with when it comes to AI and media creation? Mark Stignani: Well, I think that, you know, it’s not just one thing, it’s like four things. But most of them tend to be kind of the origin story of AI data or AI tools that they use because, you know, but for the use of AI tools trained on copyrighted materials, the tools wouldn’t really exist in their current form. So a lot of my clients are wondering about, you know, can I legally use this output if it’s built upon somebody else’s IP? The second ask, the second flavor of that is really, is there liability being created if I take AI content that inadvertently infringes or defames or biases there? So there’s the whole notion of training bias from the training materials that comes out. The third phase is really, you know, can I really own this? Because much of the world does not really give IP rights into AI-generated inventions, copyrighted materials. It’s still kind of a big razor. Then at the end of the day, you know, if it’s an existing relationship, does my contract even contemplate this? So everything from authors contracts on up to just use of data rights that predate AI. Ken Suzan: And Janine and Mark, a question to both of you. How would you describe where we are right now in the AI revolution in media and entertainment? Are we approaching a tipping point? And if so, what are the things we need to watch for? Jeanine Whright: Yeah, I definitely think that we’re at a phase where people are starting to come to the realization that AI is the world’s most powerful creative tool. But that, you know, storytelling and point of view is what creates demand and audiences. And AI doesn’t threaten or change that. But it does mean that as people evolve in this medium, they’re very likely going to need to adopt, utilize and figure out how to hone their craft with these AI-generated content and these AI-generated toolings. So this is, you know, something that people have done certainly in the past in all sorts of ways in using new tools. And we’ve seen that make a significant change in the industry. So you look at, you know, the dawn of animation as a medium. You look at use of special effects, computer-generated imagery in the likes of Pixar. And this is certainly the next phase of that evolution. But because of the power of the tool and what will become the ubiquity of the tool, I think that it’s pretty revolutionary and all the more necessary for people to figure out how to embrace this as part of their creative process. Ken Suzan: Thank you, Janine. Mark, your thoughts? Mark Stignani: Yeah, I mean, I liken this to historically to like the California gold rush right now, because, you know, the technology is so far outpaced in any of the legal frameworks that are available. And so we’re just trying to shoehorn things in left and right here. So, I mean, the courts are beginning to start to engage with the foundational questions. I don’t think they’re quite there yet. I just noticed Anthropic got sued again by another group of people, big music group, because of the downloaded works they’ve done. I mean, so the courts are, you know, the courts are certainly inundated with, you know, too many of these foundational questions. Legislatively, hard to tell. I mean, federal law, the federal government is not moving uniformly on this other than to let the gold rush continue without much check and balance to it. Whereas states are now probably moving a lot faster. Colorado, Illinois, even Minnesota is attempting to craft legislation and limitations on what you can do with content and where to go with it. So, I mean, the things we need to watch for any of the fair use decisions coming out here, you know, some of the SAG-AFTRA contract clauses. And, you know, again, the federal government, I just, you know, I got a big shrug going as to what they’re actually going to come up with here in the next 90 to 100 days. So, but, you know, I think they’ll be forced into doing something sooner than later. Ken Suzan: Okay, let’s jump into the topic of the rise of generative content pipelines. My first question to Janine. Studios and production companies are now building what some call generative content pipelines. This is where AI systems produce everything from scripts to visual effects to voice performances. What efficiencies and creative possibilities does this unlock for the industry? Jeanine Whright: Yeah, so this is quite a bit of what we do. And if I could help pull the curtain back and explain a little bit. Ken Suzan: That’d be great. Jeanine Whright: Yeah, there’s this assumption that, you know, somebody is just sitting behind a machine pushing a button and an out pops, you know, what it is that we’re producing. There’s actually quite a bit of humans still in the loop in the process. You know, we have my team as creators. The other half of my team is the technologists. And those creators are working largely at what we describe as the the tip of the sphere. So they’re, of course, coming up with the concepts of who are these personalities? What are these personalities, characters, backgrounds going to be a lot of like rich personality development? And then they’re creating like what are the formats? What are the kind of story arcs? What is the kinds of content that this this character wants to tell? And what are the audiences they’re desiring to reach and what’s most going to resonate with them? And then what we built internally is what we refer to as an AI orchestration layer. So that allows us to pull from basically all of the different models and then all of these different really cool AI tools. And put those together in such a way and combine those in such a way that we can have the kind of output that our creative team envisions for what they want it to be. And at the end of the day, what you what the stack looks like for, say, a long form audio drama, like the combination of LLMs that we’re going to use in different parts of scripting and production and, you know, ideating and all of that. And the kinds of tooling that we use to actually make it and get it to sound good and have the kinds of personality characteristics that we want to be in an authentic voice for a podcast is going to be different than the tech stack and the tool stack that we might use for a short form Instagram beauty tip reel. And so there’s a lot of art in being able to pull all of these tools together to get them to do exactly what you want them to do. But I think the second part of your question is just as interesting as the first. I mean, what is what possibilities is this unlocking? So of course you’re finding efficiencies in the creative production process. You can move faster. You can do things were less expensive, perhaps, and you were able to do it before. But on the creator side, I think one thing that hasn’t been talked about enough is how it is really like blown wide the aperture of what creators can do and can envision. Traditionally, you know, Hollywood podcasting, many of these businesses that become big businesses have become hit making businesses where they need to focus on a very narrow of wide gen pop content that they think is going to get tens of millions, hundreds of millions in, you know, fans and dollars in revenue for every piece of content that they make. So the problem with that is, is that it really narrows the kinds of things that ultimately get made, which is why you see things happening in Hollywood, like the Blacklist, which is, you know, this famous list of really exceptional content that remains unpredited, unproduced, or why you see things like, you know, 70 to 80% of the top 100 movies being based on pre-existing IP, right? Because these are such huge bets that you need to feel very confident that you’re going to be able to get big, big audiences and big, big dollars from it. But with AI, and really lowering the barrier to entry, lowering the costs of production and marketing, the experimentation that you can do is really, really phenomenal. So, you know, my creative team, if they have an idea, they make it, you know, they don’t have to wring their hands through like a green lighting process of, you know, should we, shouldn’t we, like we, we can make an experiment with lots of different things, we can do various different versions of something. We can see what would this look like if I placed it in the 1800s, or what if I gave this character an Australian accent, and it’s just the power of being able to have this creative partner that can ideate with you and experiment with you at rocket speed. With the creators that are embracing it, you can see how it is really fun for them to be able to have this wide of a range of possibility. Ken Suzan: Mark, when you hear about these generative pipelines, what are the immediate red flags or concerns that come to mind from a legal standpoint? How about ethics underlying all of this? Well, Mark Stignani: that was not, that’s the number one red flag because I mean, we are seeing not just that in the entertainment industry, but it literally at political levels, and the kind of the phrase, to turn the phrase AI slop being generated, we’re seeing, you know, people’s facial expressions altered. In some cases, we’re seeing AI tools being misused to exploit various groups of individuals and genders and age groups. So I mean, there’s a whole lot of things ethically that people are using AI for that just don’t quite cover it. Especially in the entertainment industry, I mean, we’re looking at a fair amount of displacement of human workers without adequate transition support, devaluation of the creative labor. I mean, the thing though that I’m always from a technical standpoint is AI is simply a statistical average of most everything. So it kind of devalues the benefit of having a human creator, a human contribution to it. That’s the ethical side. But on the legal side, I see chain of title issues. I mean, because these are built on very questionable IP ownership stages, I mean, in most of these tools, there has been some large copying, training and taking of copyrighted materials. Is it transformational? Maybe. But there’s certainly not a chain of title, nor is there permission granted for that training. I mentioned SAG-AFTRA earlier, I think there’s a potential set of union contract aspects to this that if you know many of these agreements and use sub-licenses for authors and actor agreements, they weren’t written with AI in mind. So that’s another red flag. And also I just think in indemnification. So if we ultimately get to a point where groups are liable for using content without previous license, then who’s liable? Is the tool maker the liable group or the actual end user? So those are probably my top four red flags. But I think ethics is probably my biggest place because just because we can do something from an ethical standpoint doesn’t mean we should. Jeanine Wright: Yeah, if I can respond to both of those points. I mean, one from a legal perspective, just to be very clear, I mean, we are always pulling from multiple different models and always pulling from multiple different sources. And we even have data sources that we license or use for single source of truth on certain pieces of information. So we’re always pulling things together from multiple different sources. We also have built into our process, you know, internal QAing and checking to make sure that we’re not misappropriating the name or likeness of any existing known personality or character. We are creating original personalities there. We design their voice from scratch. We design their look from scratch. So we’re not on our personality side, we’re not pulling or even taking inspiration from existing intellectual property that’s already out there in creating these personalities. On the ethical side, I agree. I mean, when we came out of stealth, we came out of stealth in September. There was certainly quite a bit of backlash from folks in my—I previously co-founded a company in the audio space. I mean, there’s been many rounds of layoffs in audio and in many other parts of the entertainment industry. So I’m very sensitive to the feedback around, like, is this job displacement? I mean, I do think that the CEO of NVIDIA said it right when he said, you’re likely not going to lose your job to AI, but you will lose your job to somebody who knows how to use AI. I think these tools are transforming the way that content is made and that the faster that people can embrace this tooling, the more likely they’re going to be having the kinds of roles that they want in, you know, in content creation and storytelling in the future. And we are hiring. I’m hiring AI video creators, AI audio creators. I’m hiring AI developers. So people who are looking for those roles, I mean, please reach out to me, we would love to work with you and we’d love to grow with you. We also take the ethics very seriously. For the last few months or so, I’ve met regularly with an ethicist, we talk about all sorts of issues around, you know, is designing AI-generated people, you know, good for humanity? And what about authenticity and transparency and deception, and how are we in building in this space going to avoid some of the problems that we’ve seen with things like social media and other forms of technology? So we keep that very top of mind and we try to build on our own internal values-based system and, you know, continue to elevate and include the humanity as part of the conversation. Ken Suzan: Thank you, Janine. Janine, some argue that AI content pipelines will level the field for filmmaking, giving independent creators access to tools that were once available only to major studios. Is that the future you envision? Jeanine Wright: I do think that with AI you will see an incredible democratization of access to technology and access to these capabilities. So I do think, you know, rise of independent filmmakers, you won’t have as many people who are sitting on a brilliant idea for the next fantastic script or movie that just cannot get it made because they will be able to with these tools, get something made and out there, at least to get the attention of somebody who could then decide that they want to invest in it at a studio kind of level in the future. The other thing that I think is really interesting is that I think, you know, AI will empower more niche content and more creators who can thrive in micro-communities. So it used to be because of this hit generation business model, everything needed to be made for the masses and a lot of content for niche audiences and micro-communities was neglected because there was just no way to make that content commercially viable. But now, if you can leverage AI—we make a pollen report podcast in 300 markets, you know, nobody would have ever made that before, but it is very valuable information, a very valuable piece of content for people who really care about the pollen in their local community. So there’s all sorts of ways that being able to leverage AI is making it more accessible both to the creator and to the audience that is looking for content that truly resonates with them. Ken Suzan: Mark, let’s talk about the legal landscape right now. If someone creates an AI-generated performance that closely resembles a living actor without their consent, what legal recourse does that actor have? Mark Stignani: Well, I mean, I think we can go back to the OpenAI Scarlett Johansson thing where, you know, if it’s simply—well, the “walks like a duck, quacks like a duck” type of aspect there. You know, I think it’s pretty straightforward that they need to walk it back. I mean, the US doesn’t have moral rights, really, but there’s a public visage right, if you will. And so, one of the things that I find predominantly useful here is that these actors likely have rights of publicity there, we probably have a Lanham Act false endorsement claim, and you know, again, if the performance is not parody, and it’s so close to the original performance, we probably have a copyright discussion. But again, all of these laws predate the use of AI, so we’re going to probably see new sets of law. I mean, we’re probably going to see “resurrection” frameworks, we’ll probably have frameworks for synthetic actors and likenesses, but the rules just aren’t there yet. So, unfortunately, your question is largely predictive versus well-settled at this point. Ken Suzan: Janine, your company works with AI actors. How do you navigate the questions of consent and likeness compensation when creating digital performers? Jeanine Wright: I mean, if we—so first of all, if we were to work with a person who is an existing real-life person or was an existing real-life person, then we would work with them to license their name and likeness or their voice or whatever aspects of it we were going to use in creating content in partnership with them. Not typically our business model; we are, as I said, designing all of our personalities from scratch and making all of our content originally. So, we’ve not had to do that historically. Now, you know, the flip side is: can I license my characters as if they’re similar to living characters? Like will I be able to license the name and likeness and voice of my AI-generated personalities? I think the answer is yes and we’re already starting to do that. Ken Suzan: Let’s just switch gears into ethics and AI because I find this to be a really fascinating issue. I want to look at a hypothetical. And this is to both of you, Janine and Mark: an AI system creates a new performance by a beloved actor who passed away decades ago, and the actor’s estate authorizes it, but the actor was known to have expressed opposition to such technology during their lifetime. Is this ethical? Jeanine Wright: This feels like a Gifts, Wills, and Trusts exam question. Ken Suzan: It sounds like it, that’s right. Jeanine Wright: Throwing me back to my law school days. Exactly. What are your thoughts? It’d be interesting to see like who has the rights there. I mean, I think if you have the legal rights, the question is around, you know, is it ethical to go against what you knew was somebody’s wishes at the time? I guess the honest answer is I don’t know. It would depend a lot on the circumstances of the case. I mean, if we were faced with a situation like that where there was a discrepancy, we would probably move away from doing that content out of respect for the deceased and out of a feeling that, you know, if this person felt strongly against it, then it would be less likely that you could make that storytelling exceptional in some way—it would color it in a way that you wouldn’t want in the outcome. And I feel like there’s—I mean, certainly going forward and it’s already happening—there are plenty of people I think who have name, likeness, and voice rights that they are ready to license that wouldn’t have this overhang. Ken Suzan: Mark, your thoughts? Mark Stignani: Yeah, I mean, again, I have to kind of go back to our property law—the Rule Against Perpetuities. You know, from a property standpoint to AI rights and likenesses—since most of the digital replica contracts that I’ve reviewed generally do talk about things in perpetuity. But if it’s not written down for that actor and the estate is doing this—is it ethical? You know, that is the debate. Jeanine Wright: Well, gold star to you, Mark, for bringing up the Rule Against Perpetuities. There’s another one that I haven’t heard for many years. This is really taking me back to my law school days. Ken Suzan: It’s a throwback. Jeanine Wright: The other thing that’s really interesting is that this technology is really so revolutionary and new that it’s hard to even contemplate now what it is going to be in a decade, much less for people who have passed away to have contemplated what the potential for it could be today. So you could have somebody who is, perhaps, a deceased musician who expressed concerns about digital representations of themselves or digital music while they were alive. But now, the possibility is that you could recreate—certainly I could use my technology to recreate—that musician from scratch in a very detailed way, trained on tons of different available data. Not just like a digital twin or a moving image of them, but to really rebuild their personality from scratch, so that they and their music could be reintroduced to totally new generations in a very respectful and authentic way to them. It’s hard to know, with the understanding that that is possible, whether or not somebody who is deceased today would or would not agree to something like that. I mean, many of them might want, under those circumstances, for their music to live on. These deceased actors and musicians could live forever with the power of AI technology. Mark Stignani: Yeah, I really just kind of go to the whole—is deep-faking a famous actor the best way to preserve them or keep them live? Again, that’s a bit more of an ethical question because the deep fakes are getting good enough right now to create huge problems. Even zoom meetings in Hong Kong where a CFO was on a call with five synthetic actors who all looked like his coworkers and they sent a big check out based upon that. So again, the technology is getting good enough to fool people. Jeanine Wright: I think that’s right, Mark, but I guess I would just highlight the same way that it always has been: the ethical line isn’t AI versus human, the ethical line is about deception. Like, are you deceiving people? And if people know what it is that they’re getting and they’re choosing to engage with it, then I think it isn’t about the power of the technology. In our business, we have elected—not everybody has—but we have elected to be AI transparent. So we tell people when they listen to our show, we include it in our show notes, we include it on our socials. Even when we’re designing our characters to be very photo-realistic, we make an extra point to make sure that people know that this is AI-generated content or an AI personality. Like, our intention is not to deceive and to be candid. From a business model perspective, we don’t need to. I mean, there’s already people who know and understand that it is AI, and AI is different than people. Because it is AI, there’s all sorts of things that you can do with it that you would not be able to do with a real person. You know, we get people who ask us on the podcast side, we get all sorts of crazy funny requests. You know, people who say, “Can I text with this personality? Can I talk to them on the phone? Can they help me cook in the kitchen? Can they sing me Happy Birthday? Can they show up at my Zoom meeting today because I think my boss would love it?” You know, all sorts of different ways that people are wanting to engage with these characters. And now we’re in the process of rolling out real-time personalities so people will be able to engage with our personalities live. It is a totally different way that people are able to engage with content, and people can, as they choose, decide what kind of content they want to engage with. Ken Suzan: Jeanine and Mark, we’re coming to the end of this podcast. I would love to keep talking for hours but we have to stay to our timetable here. Last question: five years from now, what percentage of entertainment content do you predict will involve significant AI generation, and will audiences care about that percentage? Jeanine? Jeanine Wright: I mean, I would say 99.9%. I mean, already you’re seeing—I think YouTube did a survey—that it was like 90% of its top creators said that they’re using AI as material components of their content creation process. So, I think this will be the default way that content is created. And content that is not made with AI, you know, there’ll be special film festivals for non-AI generated content, and that will be a special separate thing than the thing that everybody is doing now. Ken Suzan: Mark, your thoughts? Mark Stignani: Yeah, I go a little lower. I mean, I think Jeanine is right that we’re seeing, especially in the low-quality content creation and like the YouTube shorts and things like that, you know, there’s so much AI being pushed forward that the FTC even acquired an “AI slop” title to it. I do think that disclosure will become normalized, that the industries will be pushed to say when something is AI and what is not. And I think it’s very much like, you know, do you care about quality or not? If you value the human input or the human factor in this, there will be an upper tier where it’s “AI-free” or low AI assistant. I think that it’s going to stratify because the stuff coming through the social media platforms right now—I can’t be on it right now just because there’s so much nonsense. Even my children, who are without much AI training at all, find it just too unbelievable for them. So, I think it will become normalized, but I think that we’re going to see a bunch of tiers. Ken Suzan: Well, Jeanine and Mark, this has been a fantastic discussion of an ever-evolving field in IP law. Thank you to both of you for spending time with us today on the IP Friday’s podcast. Jeanine Wright: Thank you so much for having me. Mark Stignani: Appreciate your time. Thank you again.

What if you could transform a team of rookies into high-performing, loyal leaders and stay sane in the process?This episode delivers an unfiltered look inside the mind of Richard Comitz, Chief Operating Officer of American Corporate Partners, a West Point PhD and retired Army Lieutenant Colonel now leading one of America's most mission-driven nonprofits. He sits down with Narrator to unpack the proven discipline, radical transparency, and mentorship strategies he honed in combat and now deploys to scale an 80-person organization serving over 5,000 mentorships nationwide.Want to dodge burnout, ignite next-gen talent, and finally get your CEO partnerships working for—not against—you? Listen now. Skip it, and you risk getting buried by the next Ops crisis. This is an urgent, inside-access episode you won't find anywhere else.Timestamped Highlights[00:00] – The leadership power move that made junior staff instantly trust Richard Comitz[00:04:12] – Why a PhD, combat zones, and organic chemistry are COO superpowers (and how higher ed nearly cost him)[00:08:48] – How to “inherit” a role from a founder without clashing or caving[00:13:05] – The secret architecture behind training 60+ brand-new hires (and spotting future all-stars fast)[00:15:53] – Shocking truths of what actually works to fight young-employee burnout and what never does[00:19:30] – Hidden mentorship hacks that win powerful partners in Fortune 500s[00:23:16] – Does military “figure it out” energy work with Gen Z? The raw reality from the field[00:37:26] – Navigating founder-CEO rigidity and pitching bold new ideas (without ending up fired)About the GuestRichard Comitz is the Chief Operating Officer of American Corporate Partners (ACP), a powerhouse nonprofit connecting U.S. veterans and military spouses with Fortune 500 mentors for next-level careers. A retired Army Lieutenant Colonel, West Point organic chemistry instructor, and experienced higher education COO, Comitz is celebrated for turning disciplined military leadership into explosive organizational growth in both the public and nonprofit sectors.

Chris Kline is the COO & Co-Founder of Bitcoin IRA. In this conversation, we discuss how wealthy investors use retirement accounts to reduce taxes, why volatility can create opportunities like Roth conversions, and the mistakes people make by holding assets in the wrong account. We also cover bitcoin in retirement portfolios, estate planning strategies, and how macro conditions like inflation, deflation, and Fed policy may impact long-term asset allocation.========================Award-winning Fountain Life - Energy supercharged. Memory sharper. Life extended. Ready for the best investment you'll ever make? Schedule a life-changing call at FountainLife.com/Pomp Get $1,000 off the cost of a life-changing membership with Fountain Life when you schedule a call at FountainLife.com/pomp========================Simple Mining makes Bitcoin mining simple and accessible for everyone. We offer a premium white glove hosting service, helping you maximize the profitability of Bitcoin mining. For more information on Simple Mining or to get started mining Bitcoin, visit https://www.simplemining.io/========================Arch Public is an agentic trading platform that automates the buying and selling of your preferred crypto strategies. Sign up today at https://www.archpublic.com and start your automated trading strategy for free. No catch. No hidden fees. Just smarter trading.========================0:00 - Intro1:55 – How to use the tax code to get in better position2:51 – How 401(k)s replaced pensions (why it mattered) 6:20 – Tax advantages of non-W2 income & retirement accounts 9:08 – Long-term asset allocation & bitcoin in retirement 13:12 – Using Roth conversions during bitcoin drawdowns 21:10 – How taxes create massive long-term performance drag 22:39 – Borrowing against bitcoin instead of selling 28:29 – Inflation, deflation, & why government data lags reality 33:15 – What macro headwinds mean for assets and portfolios 36:38 – Bitcoin IRA tools, incentives, & next steps

In this episode of Startup Hustle, Matt Watson interviews Krishna Oza, founder and COO of Git Hired, discussing the challenges of hiring software engineers, particularly for startups. Krishna shares his personal experiences that led to the creation of GitHired, an AI-driven platform designed to help startups find the right technical talent based on proof of work. The conversation delves into the unique needs of early-stage developers, the importance of product thinking, and how GitHired identifies and surfaces 10x engineers. Krishna also discusses the business model of GitHired and the struggles faced by startup founders in finding suitable engineering talent.TAKEAWAYSKrishna's personal experience with hiring challenges inspired GitHired.Startups need engineers who can match their fast-paced environment.Early-stage developers are builders who understand product development.Product thinking is crucial in today's AI-driven landscape.10x engineers possess product vision and minimal organizational friction.Get Hired surfaces hidden engineering talent through GitHub analysis.The platform creates one-page portfolios for applicants based on their work.Complexity of projects is a key factor in evaluating candidates.The business model includes a flat fee for successful hires.Startup founders often struggle to find engineers who can build for users.⏱️ Episode Breakdown00:00 The Genesis of GitHired03:01 The Ideal Early Stage Developer07:01 The Importance of Product Thinking10:10 Identifying 10x Engineers12:52 The Role of Proof of Work20:09 Business Model and Market Fit23:40 Startup Founder StrugglesLinks & ResourcesConnect with Krishna Oza on LinkedInWhat Smart CTOs Are Doing Differently With Offshore Teams in 2025Subscribe to the Global Talent SprintFull Scale – Build your dev team quickly and affordablyIf you're trying to get your team out of the basement and into real product ownership, this episode is your playbook. Stop being a ticket factory. Build teams that think, create, and lead.Follow the show, rate it, and send this to someone who's still trying to do “real Scrum.” They need it more than you do.

This week, Dan and Donnie welcome Andy Architect (COO) and Megan Striegel (Senior Director of Public Policy) from NPMA to discuss the 2026 Legislative Day event, March 15-17 in Washington, D.C. They share priorities for this year's hill visits, including state pesticide preemption and legislation related to credit card swipe fees and wildlife services. They also cover practical advice for industry members who cannot attend Legislative Day in person, including suggestions for local advocacy and networking opportunities.      Guest: Andrew Architect, COO & Megan Striegel, Sr. Director, Public Policy, NPMA Hosts: Dan Gordon, PCO Bookkeepers & M&A Specialists Donnie Shelton, Triangle Home Services

What if the gap in your financial security isn't your income or your discipline, but the fact that nobody ever taught you to speak money with confidence?In this episode of Life of And, Tiffany sits down with Nicole Lorch, President and COO at First Internet Bank, to launch a new series focused on money, influence, and leadership. Together, they explore why so many capable, high-performing women still feel uncertain when it comes to financial decisions. Nicole shares how childhood money patterns shape adult instincts, why saving without intention can stall long-term growth, and how influence is what ultimately creates meaningful impact.The conversation moves from mindset to action, covering practical starting points like building a rainy-day fund, contributing early to retirement accounts, and creating transparency inside the home. Nicole also offers insight into raising money-smart teens and helping families shift from secrecy or tension around finances to shared goals and trust. This episode reframes money as a tool: one that expands leadership, resilience, and opportunity when women become fluent in how it works.What You'll Learn:A simple, accessible starting point to make your savings work harderA healthier framework for talking about money at home without tensionA clearer understanding of how financial fluency expands your influenceReady to Put Your Money to Work? Learn More About First Internet Bank Here: https://www.tiffanysauder.com/First-Internet-Bank For more from Nicole, check out this link:LinkedIn:  https://www.linkedin.com/in/nicole-lorch/ For more from Tiffany:Follow Tiffany on Instagram: https://www.instagram.com/tiffany.sauderLearn More: https://www.tiffanysauder.com Ready to build your own Life of And? Explore the program: https://www.tiffanysauder.com/Life-of-And-ProgramTimestamps:(00:00) Intro(00:53) Money confidence as influence(04:39) Childhood money scripts: saving vs. leverage(07:29) High-yield savings as a starting point(11:46) Influence over power in leadership(20:44) Ambition and caregiving in tension(22:01) Banking without branches(24:30) Teaching teens to earn and manage money(26:54) Practicing priorities with limited funds(29:26) Rainy-day funds and family transparencyCheck out the apps and sponsor of this episode: Ready to Put Your Money to Work? Learn More Here: https://www.tiffanysauder.com/First-Internet-Bank Created in partnership with Share Your Genius Learn more about First Internet Bank: https://www.tiffanysauder.com/First-Internet-Bank

In this episode of Money Tales, our guest is Stephanie Ellis-Smith. Marriage caused Stephanie to face two hard truths at once. The medical career she had poured herself into did not fit the life she wanted to build with her husband. And perhaps even more unsettling, a career in medicine was not clicking the way she had always assumed it would. When she stepped away, Stephanie felt like she was walking out on an identity her family had invested everything in. Her dad even told her, quite bluntly, that she had no employable skills. Then, in the middle of that uncertainty, Stephanie said yes to a small volunteer opportunity. That single yes ended up rerouting her life into a decades long career in philanthropy, including founding three nonprofits and Phila Engaged Giving. Stephanie is the CEO and founder of Phīla Engaged Giving, a philanthropic advisory firm established in 2017 that works with donors who are ready to activate their assets for social change. As an advisor and social impact specialist, she works toward a world where philanthropy is a nurturing and equity-centered practice that connects wealth to the people and communities who need it most. Stephanie is a Chartered Advisor in Philanthropy (CAP®) with extensive experience in advising high-impact individuals and companies. She believes strongly in being a compassionate and generous member of society and brings nearly 30 years of professional and personal life experience in governance, family wealth and nonprofit leadership to the social sector. In the wake of the racial uprisings of 2020, she co-founded Giving Gap, an online database to help donors find and support Black-founded and led organizations in their communities. Having served in a variety of professional capacities—non-profit CEO, social enterprise COO, foundation and non-profit trustee and corporate board member—Stephanie's extensive background and deep knowledge makes her uniquely well-positioned to be a trusted advisor to the world's most generous families and institutions. Stephanie's expertise in navigating wealth, impactful generosity and civic engagement is frequently sought by leading philanthropic institutions and mainstream publications and she has frequently appeared as a keynote speaker at major social sector convenings. Several Seattle mayors and former Washington Governor Gary Locke have appointed Stephanie to serve on a variety of boards and public commissions. She is currently a member of the Seattle Art Museum's Museum Development Authority Board and the board of the National Center for Family Philanthropy. She was appointed a Dean of Philanthropy in 2022 by The Purposeful Planning Institute. Stephanie has BA degrees from UCLA in both English Literature and Biochemistry. Given her keen interest in science, Stephanie's post-graduate years were spent in university labs working on stem cell and AIDS-related research. She has two adult children and lives in Seattle with her husband, the historian Douglas Smith. Finding Purpose Through Philanthropy Stephanie's journey shows that philanthropy is far more than writing checks or serving on boards. It is a deeply human practice that shapes relationships, careers and how we understand money, power and purpose. From her own career pivot to the way she helps families navigate charitable giving, her story illustrates how generosity can change the giver as much as the causes they support. By speaking openly about her own money story, identity and career reinvention, she reminds listeners that meaningful giving begins with honest conversations and a willingness to learn. If you are thinking about how to align your wealth with your values, an Aspiriant advisor can help you clarify your purpose, structure your giving and build a thoughtful philanthropic plan that fits your family. Follow Money Tales on Spotify, Apple Podcasts or YouTube Music for more real stories that help us make smarter, more intentional decisions with our money.

Today's show features: - Matt Sokolowski, COO of Willis Auto Campus

 - Michael Gilson, CEO of Conversica - Ryan Merrick, Finance Manager at Fred Beans Automotive Group This episode is brought to you by: Impel – Your sales team should be selling—not answering the same questions after hours or chasing low-intent leads. Impel AI works 24/7, instantly answering complex inventory, trade-in, and financing inquiries while booking appointments automatically. And with Agentic Response capability, Impel AI interprets the context of each lead source in real time and delivers tailored journeys that drive 26% more sales conversions. Your reps can finally focus on engaging with ready-to-buy shoppers at exactly the right moment and closing deals more efficiently. See how we turn your BDC into a sales powerhouse. Learn more at https://carguymedia.com/3MZnxmf. Conversica – The Conversica Intelligence platform helps dealerships unlock hidden revenue by analyzing their complete database to identify high-value opportunities and convert them automatically. Purpose-built AI that understands dealership economics—profit margins, service intervals, equity positions—to find the customers worth working right now. Learn more at https://www.conversica.com/industries/automotive Check out Car Dealership Guy's stuff: CDG Circles ➤ ⁠https://cdgcircles.com/⁠ CDG News ➤ ⁠https://news.dealershipguy.com/⁠ CDG Jobs ➤ ⁠https://jobs.dealershipguy.com/⁠ CDG Recruiting ➤ ⁠https://www.cdgrecruiting.com/⁠ My Socials: X ➤ ⁠https://www.twitter.com/GuyDealership⁠ Instagram ➤ ⁠https://www.instagram.com/cardealershipguy/⁠ TikTok ➤ ⁠https://www.tiktok.com/@guydealership⁠ LinkedIn ➤⁠ https://www.linkedin.com/company/cardealershipguy/⁠ Threads ➤ ⁠https://www.threads.net/@cardealershipguy⁠ Facebook ➤⁠ https://www.facebook.com/profile.php?id=100077402857683⁠ Everything else ➤ ⁠dealershipguy.com

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

President Trump delivered another record-breaking speech at last night's State of the Union. He broke his previous record and now hold 2 of the longest State of the Union speeches ever. President Trump started strong, affirming the state of the union is strong! He then explained the mess he inherited and how he was able to turn the country around in roughly one year. The most impactful part of the speech was when President Trump asked the members of Congress "stand if you agree: The first duty of the American government is to protect American citizens, not illegal aliens." Democrats took the bait and stayed seated, clearly proving they are NOT on the side of the American people. Senator Eric Schmitt is here to unpack the speech and what it means as we look forward to midterms. Patriot Mobile is the only Christian, Conservative cell phone company in the country. From supporting the first and second amendment to fighting for veterans and the sanctity of life, Patriot Mobile is so much more than just a cell phone company. Jenny Story, the COO of Patriot Mobile is here to share the ongoing efforts to get voters excited and their vocies heard in upcoming elections. Beam - shopbeam.com/SPICER to receive 40% off your order Are you tossing and turning at night and running on fumes during the day? If so, then you are missing out on the most important part of your wellness, sleep. If you want to wake up refreshed, inspired and ready to take on the day then you have to try Beam's Dream powder. This best-selling blend of Reishi, Magnesium, L-Theanine, Apigenin and Melatonin will help you fall asleep, stay asleep, and wake up refreshed. So if you're ready for the best night of sleep you ever had just head to https://shopbeam.com/SPICER to receive 40% off your order. Patriot Mobile - PatriotMobile.com/SPICER for 1 free month Take a stand for faith, family, and freedom—switch to Patriot Mobile. Patriot Mobile provides PREMIUM service on all three major U.S. networks.  Patriot Mobile has the same or even better coverage, backed by 100% U.S.-based customer support. Get unlimited data plans, mobile hotspots, international roaming, and more with Patriot Mobile. Take a stand as a PATRIOT by going to ⁠https://PatriotMobile.com/SPICER⁠ or call 972-PATRIOT for a FREE month! ------------------------------------------------------------- 1️⃣ Subscribe and ring the bell for new videos: https://youtube.com/seanmspicer?sub_confirmation=1 2️⃣ Become a part of The Sean Spicer Show community: https://www.seanspicer.com/ 3️⃣ Listen to the full audio show on all platforms: Apple Podcasts: https://podcasts.apple.com/us/podcast/the-sean-spicer-show/id1701280578 Spotify: https://open.spotify.com/show/32od2cKHBAjhMBd9XntcUd iHeart: https://www.iheart.com/podcast/269-the-sean-spicer-show-120471641/ 4️⃣ Stay in touch with Sean on social media: Facebook: https://facebook.com/seanmspicer Twitter: https://twitter.com/seanspicer Instagram: https://instagram.com/seanmspicer/ 5️⃣ Follow The Sean Spicer Show on social media: Facebook: https://facebook.com/seanspicershow Twitter: https://twitter.com/seanspicershow Instagram: https://instagram.com/seanspicershow Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the biggest missing piece in fighting poverty isn't food or housing—but furniture?In this powerful episode, Alicia Hamilton of Fresh Start Furnishings joins Rich alongside Natalie Johnson, COO of Inner County Outreach, to announce a major partnership that will expand services across Harford and Cecil Counties.After furnishing 321 households and serving over 900 individuals in one year, Alicia realized the next level required bigger infrastructure and shared resources. Now, Fresh Start Furnishings is joining forces with ICO, a 40-year-old nonprofit serving families across multiple counties.You'll hear:• What “furniture poverty” really means • The emotional story behind one life-changing mattress delivery • Why nonprofit sustainability requires strategy, not just passion • How this partnership expands mental health and family services • Advice for anyone thinking about starting a nonprofitLearn more: Fresh Start Furnishings – https://freshstartmd.org Inner County Outreach – https://innercountyoutreach.orgIf this episode moved you, please subscribe, leave a review, and share it with someone who believes in strengthening our community.Send a textVote for us here 10% off All MembershipsRuntime: 2/10/2026 until 2/28/2026Code: CRBPodcast This discount is valid only for memberships purchased February 10, 2026 until February 28, 2026. It cannot be applied retroactively to previous purchases and may not be combined with any other discount or promotion. All memberships purchased are nonrefundable.PodMatchPodMatch Automatically Matches Ideal Podcast Guests and Hosts For InterviewsSupport the showRate & Review on Apple Podcasts Follow the Conversations with Rich Bennett podcast on Social Media:Facebook – Conversations with Rich Bennett Facebook Group (Join the conversation) – Conversations with Rich Bennett podcast group | FacebookTwitter – Conversations with Rich Bennett Instagram – @conversationswithrichbennettTikTok – CWRB (@conversationsrichbennett) | TikTok Sponsors, Affiliates, and ways we pay the bills:Hosted on BuzzsproutSquadCast Subscribe by Email

Is AI the harbinger of the End Times or is it a creative tool that can help Christians share the Gospel? It can actually be used for both, but when it comes to the shifting sands of technology, Misty Phillip is uniquely equipped to shed light on the murkiness of the rapidly evolving AI revolution. Misty is the visionary COO of Trilogyworks, an advisory services firm that specializes in cybersecurity and AI. “It's not AI that's the Trojan horse - it's our acceptance of it,” she warns. As AI is increasingly integrated into every aspect of our lives - from our phone maps to our social media recipes - we shouldn't be afraid of it. Misty strongly encourages that we exercise discernment in how we are using and implementing AI and whether its integration into our livelihoods is God-honoring. TAKEAWAYS Don't be afraid to ask questions about AI programs and research its roots Many AI programs, like DeepSeek are developed by or under the influence of the Chinese Communist Party (CCP) A cashless society is nearly upon us and AI will be a big part of ushering in this next era Reclaim discernment and apply it to your understanding of AI and as you use AI in various routines of your work and pleasure

Rivian COO Javier Varela

Points of Interest 00:01 – 01:36 – Introduction: Marcel introduces the episode as a public reflection on Parakeeto's positioning, prompted by feedback from LinkedIn and client conversations. 01:36 – 02:43 – The Identity Problem: Carson shares the internal confusion many consultants feel when their role spans finance, operations, delivery, and strategy. 02:43 – 04:52 – Clear Problem, Fuzzy Solution: Marcel explains that while Parakeeto has always been clear about solving profitability, clients still struggle to understand how that actually happens. 04:52 – 05:44 – Profitability Touches Everything: The discussion highlights why profitability work inevitably spans finance, delivery, ops, leadership, and new business. 05:44 – 08:12 – Category Creation vs. Familiar Labels: Marcel reflects on the challenge of inventing “profit management” as a category versus borrowing understanding from CFO and COO roles. 08:12 – 10:17 – Why Titles Don't Really Help: Carson points out that many agencies don't think in executive titles at all—they just need someone to make the whole system work. 10:17 – 14:18 – The Real Founder Frustration: Marcel describes the pain of having too many specialists, unclear ownership, and no one quarterbacking profitability end-to-end. 14:18 – 18:05 – Agency Context as a Force Multiplier: Carson explains why Parakeeto's deep agency experience eliminates the long ramp-up most external hires require. 18:05 – 22:23 – CFO vs. COO (and Why Both Fall Short): Marcel breaks down the limitations of finance-only or ops-only approaches and why profitability lives at their intersection. 22:23 – 26:49 – The Assessment Explained: Marcel walks through Parakeeto's assessment process—modeling, interviews, and workshops that create clarity and a focused roadmap. 26:49 – 30:44 – Ongoing Profit Management in Practice: The conversation details how recurring reporting, forecasting, and advisory support keep teams focused on the right levers. 30:44 – 40:56 – What Actually Creates ROI: Marcel and Carson emphasize that alignment, confidence, and decisive action—supported by numbers—are the true outcomes clients pay for. Show Notes Connect with Carson via LinkedIn Free Agency Toolkit Parakeeto Foundations Course Free access to our Model Platform Love the Podcast Leave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

David J. Witz is a nationally recognized fiduciary governance expert with more than 44 years of experience in retirement plan consulting, ERISA compliance, and fintech solutions. He is the CEO and founder of Fiduciary Risk Assessment LLC, CEO of PlanTools, LLC, and co-founder and COO of Catapult HQ, Inc., where he leads executive management, product design, SaaS development, and fiduciary consulting. Over his career, he has served as an expert witness in major ERISA litigation, advised national financial institutions, authored and presented extensively on fiduciary risk and governance, and helped shape industry best practices through technology, education, and thought leadership.In this episode, Eric and David discuss:Using scorecards to filter, not decidePreferring consistency over hero-to-zero performanceMaking fiduciary decisions visible and defensibleRisk must be understood, not assumedKey Takeaways:IPS scorecards narrow the universe, but they don't tell you which “10 out of 10” is actually better. “Consistently Good Occasionally Great” (CGOG) steps in as an alternate but compatible filter to evaluate pattern, persistence, and risk consistency. Selection becomes intentional, not defaulting to the lowest cost or the best recent return.CGOG favors “singles and doubles” over volatile home runs and strikeouts. Rolling-period analysis reveals whether excess returns are repeatable or masked by boom-and-bust cycles. The goal is to minimize large losses and avoid unpleasant fiduciary surprises.Clear visuals and documented processes allow committees to understand risk and return without deep technical expertise. IPS, monitoring reports, and CGOG together create a repeatable decision framework. If challenged, the process—not hindsight—becomes the defense.Rolling data and deeper analysis reveal behavior that point-in-time returns can hide. Looking beyond recent performance leads to more intentional portfolio construction.“Your scorecard is great at whittling down, filtering the universe into a smaller group where you can go deeper, but utilizing the scorecard as a baseline for selecting your funds is not a good idea. It does not give you the ability to look under the hood and determine why one 10 is a better 10 than another 10.” - David WitzConnect with David Witz:Website: www.plantools.com LinkedIn: https://www.linkedin.com/in/david-witz/ Connect with Eric Dyson: Website: https://90northllc.com/Phone: 940-248-4800Email: contact@90northllc.com LinkedIn: https://www.linkedin.com/in/401kguy/ The information and content of this podcast are general in nature and are provided solely for educational and informational purposes. It is believed to be accurate and reliable as of the posting date, but may be subject to change.It is not intended to provide a specific recommendation for any type of product or service discussed in this presentation or to provide any warranties, investment advice, financial advice, tax, plan design, or legal advice (unless otherwise specifically indicated). Please consult your own independent advisor as to any investment, tax, or legal statements made.The specific facts and circumstances of all qualified plans can vary, and the information contained in this podcast may or may not apply to your individual circumstances or to your plan or client plan-specific circumstances.The opinions expressed by guests are not necessarily agreed by, or the same opinions of 90 North Consulting or of Eric Dyson.

In this episode of Data in Biotech, Ross Katz sits down with Kyle Smith and Jacob Mayer from Aprecia Pharmaceuticals to explore how 3D printing is transforming pharmaceutical manufacturing. They dive into the unique binder jetting process, in-cavity printing, and how real-time data and automation are enabling agile, scalable, and precise drug production. Discover how Aprecia's approach is changing the game for clinical trials and personalized medicine. What you'll learn in this episode: >> How Aprecia developed the world's first FDA-approved 3D printed drug >> Why binder jetting stands out among 3D printing methods in pharma >> How in-cavity 3D printing enables real-time tablet-level data collection >> The future of closed-loop control and digital twins in drug manufacturing >> Why 3D printing is key to agile, distributed, and personalized pharma production Meet our guests: Kyle Smith is President and COO of Aprecia Pharmaceuticals, leading strategic growth and innovation in GMP-regulated pharma manufacturing. With 12+ years at Aprecia, he brings deep expertise in engineering, operations, and technology transfer. Jacob Mayer is Director of Engineering Innovation at Aprecia Pharmaceuticals. With a decade of experience across automation, additive manufacturing, and life sciences, he leads the advancement of 3D printing technologies and integrated pharma systems. About the host Ross Katz is Principal and Data Science Lead at CorrDyn. Ross specializes in building intelligent data systems that empower biotech and healthcare organizations to extract insights and drive innovation. Connect with our guests: Sponsor: CorrDyn, a data consultancyConnect with Jacob Mayer on LinkedIn Connect with Kyle Smith on LinkedIn Connect with us: Follow the podcast for more insightful discussions on the latest in biotech and data science.Subscribe and leave a review if you enjoyed this episode!Connect with Ross Katz on LinkedIn Sponsored by… This episode is brought to you by CorrDyn, the leader in data-driven solutions for biotech and healthcare. Discover how CorrDyn is helping organizations turn data into breakthroughs at CorrDyn.

In this episode of Creating Your Ageless Future, Regan Archibald offers a high-level, educational walkthrough of regenerative medicine—covering commonly discussed categories like biologics, cellular therapies, signaling molecules, PRP, and exosomes—while emphasizing the importance of separating marketing from evidence. He shares why public interest has accelerated (including demographic and cultural factors), describes how product variability and regulatory action have shaped the landscape, and explains why research concepts like cell sourcing, handling, and testing are central to quality and safety discussions. Regan also outlines how teams often approach decision-making in this space—using diagnostics, careful sourcing, and lifestyle context—while cautioning against one-size-fits-all claims and DIY experimentation.RESOURCES:Book Comprehensive Labs: https://agelessfuture.com/longevity-labs/FREE copy of The Peptide Blueprint: https://agelessfuture.com/blueprintSign up for future Health Accelerator Challenges calls LIVE! https://us02web.zoom.us/webinar/register/WN_YZsiUMOzSyqcE8IinC5YEQ#/registrationBooks: https://www.amazon.com/Books-Regan-Archibald/s?rh=n%3A283155%2Cp_27%3ARegan%2BArchibaldArticles: https://medium.com/search?q=Regan+ArchibaldLIKE/FOLLOW/SUBSCRIBE:YouTube -https://www.youtube.com/@ReganArchibald / https://www.youtube.com/@Ageless.FutureLinkedIn: https://www.linkedin.com/in/regan-archibald-ab70b813Instagram: https://www.instagram.com/ageless.future/Facebook: https://www.facebook.com/AgelessFutureHealth/DISCLAIMER: This video is for educational purposes only and does not provide medical advice, diagnosis, or treatment.  Many of the molecules discussed in this video are research compounds and are not approved by the U.S. Food and Drug Administration (FDA) for any specific medical use, indication, or condition. They are mentioned only in the context of existing scientific literature and ongoing research and are not being recommended, prescribed, sold, or offered through this video.  This content does not endorse or recommend any specific tests, products, procedures, or treatment protocols.References to our clinic are for general educational context only; investigational or non‑approved products are not available for direct ordering or prescribing based solely on viewing this content.  Do not start, stop, or change any medication, peptide, or supplement based on this video. All medical decisions must be made with a licensed prescribing clinician after a proper evaluation. No provider–patient relationship is created by viewing this content or contacting our clinic.  Regan Archibald is a Licensed Acupuncturist and longevity coach. He is not a medical doctor. Cade Archibald is COO and Co-Founder of Ageless Future, also not a medical doctor. All medical decisions, lab ordering, and prescribing in our clinic are performed only by our licensed medical team (MD, APRN, PA).  Viewers should follow the guidance of their own licensed clinicians and local health authorities regarding diagnosis and treatment decisions.

In this special episode of The Negotiation, WPIC CEO Jacob Cooke steps in as host to interview Bijan Ahmadi, Executive Director & COO at the Canada China Business Council—one of the leading organizations supporting Canadian businesses in China and strengthening bilateral commercial ties.This episode offers a unique perspective: Jacob was in Beijing during Prime Minister Mark Carney's recent visit to China—the first by a Canadian leader in years—giving him firsthand insight into the trip's significance. Together, Jacob and Bijan unpack what the visit means for Canadian business and Canada-China relations, with Bijan's deep expertise in trade policy, market access, and bilateral economic engagement complementing Jacob's on-the-ground observations.This conversation comes at a critical moment: as the U.S. administration raises questions about Canada's engagement with China, this episode cuts through the noise to focus on the facts—what was actually agreed, what it means for jobs and GDP, and why China remains a vital market for Canadian exporters and businesses.Discussion Points·       The historical context and significance of Prime Minister Mark Carney's visit to China·       Whether the visit achieved a meaningful reset in Canada-China relations·       Specific outcomes and agreements from the trip—sector-by-sector wins for the Canadian economy·       CCBC's role during the visit and how members have reacted·       How Canadian businesses are reassessing their perceptions of China post-visit·       Next challenges CCBC will work to solve for Canadian business·       Clarifying misconceptions around a potential "deal" with China and U.S. political concerns·       The strategic importance of China to Canada's economy—jobs, GDP, and export opportunities

What if the difference between scaling up and burning out comes down to just one overlooked decision you make today?In this exclusive Second in Command episode, Cameron Herold sits down with Jon McNeill, former President of Tesla and COO of Lyft, and current CEO and Co-Founder of DVx Ventures, for a bold, eye-opening deep dive into the raw realities of being second in command at companies that redefine entire industries.You'll hear battle-tested lessons on navigating visionary founders, eliminating organizational bloat, and building operating systems that drive exponential growth, plus what most leaders get dead wrong about innovation, hiring, and execution at scale.If you crave real-world playbooks and not more recycled platitudes, hit play now. Miss this conversation and risk falling into the same chaos that sinks even the greatest companies. Listen today to steal field-proven COO frameworks you won't hear anywhere else before your competition does.Timestamped Highlights[00:03:16] – The $108 million mistake: why Jon McNeill turned down Uber and Tesla before they became giants[00:07:22] – From Bain to boardrooms: how Cameron Herold went from $1.8B to $20B in 30 months[00:14:49] – What it really feels like to drop into Tesla's leadership team—no roadmap, only chaos[00:17:04] – The pivotal moment Cameron Herold broke the rules at Tesla and why Elon Musk said “You'll fit right in”[00:21:09] – The “Big Thing” meeting—the deceptively simple method Cameron Herold stole from Facebook's top minds[00:26:43] – How to push back (and win) with the world's most demanding CEO[00:36:11] – The ruthless self-topgrading system that kept Tesla lean—could you survive it?[00:47:11] – Tesla's “Algorithm” revealed: the counterintuitive systems any leader can stealAbout the GuestJon McNeill is the former President of Tesla and COO of Lyft, a renowned serial entrepreneur, and current CEO and Co-founder of DVx Ventures. Recognized for multiplying company valuations and pioneering operational mastery at the world's most innovative companies, Jon now empowers founders and operators to scale with speed and discipline. His latest book, The Algorithm, reveals the operating system behind Tesla's success and is quickly becoming a must-read for growth-focused leaders.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Teri Williams. Thanks! The transcript from this episode of Money Making Conversations Masterclass features a powerful and informative interview with Teri Williams, President, COO, and owner of OneUnited Bank, the largest Black-owned bank in the United States. Here's a breakdown of the key highlights and takeaways:

Puerto Rico rainforest on one side. Ocean on the other. A 607-acre resort in the middle. I talked with Chris Sariego, COO of LionGrove, at Wyndham Grand Rio Mar about how they used a $70 million reinvention to reposition the property around eco-experiences, expand amenity appeal, and keep more spend on-property.

If you're an entrepreneur or founder who feels like you have to work twice as hard just to keep your business from spiraling, you're not alone—and your company's chaos might not just be “part of the job.”Most founders don't realize their business “vibe” is a mirror of their brain. ADHD traits like chasing dopamine, avoiding conflict, or struggling with structure aren't just personality quirks– they ripple through your team, processes, and business operations.Whether you're a founder, team lead, or anyone building something from scratch, this episode will deliver a clear framework to assess your current culture, recognize what's working (and what's not), and take the first practical steps toward building a company that truly fits and supports the neurodivergent way you do business.Organizational Psychologists Quinn & Cameron identified that 90% of companies worldwide fall into one of these four types of company cultures in their Competing Values Culture Model: Clan (Family): Collaborative, relationship-focused, but slow to make tough calls.Adhocracy (Innovators): Fast-paced, risk-taking, constant brainstorming – but often unstable and unfinished.Market (Competitors): Results-driven, clear metrics, high stakes – can burn people out.Hierarchy (Machine): Structured, predictable, rule-heavy – can stifle creativity.Most founders with ADHD unintentionally create either:“Accidental Adhocracy”: Innovative (read: scattered), chasing novelty for dopamine, team struggles with chaos and change, projects rarely get finished.“Accidental Clan”: Warm, fuzzy, avoiding confrontation, underperformers stick around, roles are blurry, you feel more like a therapist than a CEO.3-Step Plan to Build Your Business Culture on Purpose1. Honestly Assess Your Current CultureAsk tough questions—from “Who really solves problems here?” to “How many projects did we actually finish this quarter?”2. Get Real About What's Working… and What's NotList out where your accidental culture is winning—and where it's burning you or your team out.3. Pick ONE High-Leverage ChangeDon't try to overhaul it all. Make one intentional hire (like a project manager or COO) or put a single new process between your ideas and your team. Act, observe, and iterate.You get to choose your culture.The question isn't if your ADHD is shaping your business, but how.About the Host, Diann Wingert:Drawing from her experience as a psychotherapist and serial business owner and her understanding of ADHD, Diann empowers founders to understand the default culture their ADHD brain creates, and shows them how to transform it into a purpose-driven environment that supports both their goals and the well-being of their team.Sharing is CaringKnow a fellow ADHD founder who's quietly fighting fires (or fighting themselves) every day? They might need this wake-up call, too, so be a pal and share the episode.Want one-on-one support? If you're ready to intentionally design a company culture that works with your ADHD,

"I believe in the power of people wishing to volunteer for initiatives rather than assignment of duties and responsibilities and having people feel as though it's a chore… (They) serve as champions in their areas to educate their fellow peers on what it means to be sustainable, what they can do that's in their power to contribute to the outcomes….And then as we started to become more mature…we formed structured committees, we leveraged those champions on the units to participate. We made it enjoyable in terms of participating. We actually have contests… (I)t just breeds excitement about sustainability and I think it just allows for a culture where people become engaged and part of the process." Carol Gomes on Electric Ladies Podcast Healthcare is a huge 18% of the economy and uniquely has to be caring well for patients and staff  24/7 every day while also vulnerable to extreme weather events itself. How do they do that, how do they cover those costs, and what can we all learn from them? Listen to Carol Gomes (pronounced like "homes"), CEO and COO of Stony Brook University Hospital in this fascinating conversation with Electric Ladies Podcast host Joan Michelson.   You'll hear about: ●        Their initiatives and systems to reduce energy and water consumption, CO2 emissions, waste and manage the significant hazardous waste a hospital generates. How "quality" is a mantra. ●        How they have engaged their people, building a unique culture, to embrace sustainability. ●        What Practice Green Health is and what other industries can learn from their data, analyses and sharing of best practices. ●        Plus, career advice, such as:   "I would say use your voice sooner than later. And if you see something, say something. If you wish to express yourself and you have an opinion and you're sitting at a table, express it and don't be shy… I think also leveraging networking opportunities is really important and volunteering for a committee or stretching yourself a little more than you normally would, and exploring areas where you may feel you're not as strong and don't be fearful of that… building relationships is not text messaging. It's not leaving voice messages. It's talking face-to-face, getting to know people, what's important to them." Carol Gomes on Electric Ladies Podcast Read Joan's Forbes articles here. You'll also like: ·       Using Software & AI to Reduce CO2 & Increase Resilience – with Lydia Walpole & Chris Bradshaw of Bentley Systems ·       Leveraging AI for Sustainability – with Mandi McReynolds, VP of External Affairs & Chief Sustainability Office at Workiva ·       Music, Public Health & Climate Action – with Emma O'Brien, Ph.D., Global Scrub Choir ·       Connecting With Curiosity – with Jennifer Hough, Author, TEDx Speaker, Advisor to Leaders ·       Artificial Intelligence and the Climate: Stephanie Hare, Ph.D, author of "Technology is Not Neutral" and BBC Broadcaster ·       Why Our Lives Depend on Women on Boards – with Corinne Post, Ph.D., Lee High University (now at Villanova)   Subscribe to our newsletter to receive our podcasts, blog, events and special coaching offers. Thanks for subscribing on Apple Podcasts or iHeartRadio and leaving us a review! Follow us on Twitter @joanmichelson

Pastors, ever feel like your phone has a spiritual gift for ringing at the worst possible moment? In this episode, we dive into the holy art of becoming—brace yourself—radically unavailable. Yes, we're talking about saying “no,” ignoring notifications, and trusting that the Kingdom of God will not collapse if you take a nap. Join us as we talk with Michael Forney, COO of the Free Methodist Church USA. Together we explore how stepping away (without guilt) might just save your sanity, your family, and your ministry.

Technology and skepticism have changed culture and society in so many ways, moving humanity away from the richness of a relationship with God and others and into an unfulfilling state of ongoing busyness. Former U.S. Senator, Hank Erwin, is a vocal advocate for Veterans' benefits and COO for the Great American Prayer Revival. Hank's mission is to spark a national revival with the GAP26 Movement - a call to national prayer and unity being televised nationwide from March 1 through March 4. Is Jesus going to be Lord in America again? Can revival and spiritual flourishing return to this blessed nation? It's never too late to embrace the Gospel and the hope found in Christ! This good news is especially welcome amid a rapidly changing world that is grappling with a frightening AI revolution that is ushering in the End Times. TAKEAWAYS God's hand was in the founding of America, and He has sustained us to this point GAP26's goal is to encourage Americans to PRAY together America is at a technological and cultural crossroads with the integration of AI being implemented into every area of our lives When America can acknowledge Christ and turn to Him, positive change will start to change our nation as a result

The Lansing Economic Area Partnership (LEAP) recently introduced LEAP Thrive, a program that partners with developers to facilitate community-oriented development projects. Joining Chris to explain more is LEAP Thrive Board President & COO of LEAP, Keith Lambert and Thrive Board Member and Executive Director of the Ingham County Land Bank, Roxanne Case!

Today, Steve is in conversation with Jaya Baloo, COO at Aisle. One of the world's leading experts on quantum technology and cybersecurity, Jaya shares what the future of quantum computing looks like and what businesses can do to prepare for a quantum-prevalent world. She also offers her view of how cyber and quantum technology will co-evolve in the next 10 to 20 years. Key Takeaways: You should have started preparing for quantum yesterday. Cybersecurity stands out among areas of quantum as a space where quantum may first be used by governments to attack adversaries. More diversity is needed in quantum development.  Tune in to hear more about: How to begin your journey to quantum-ready today (8:17) How diversity can shape responsible development of quantum (13:48) Jaya Baloo's view on quantum in 10-20 years (15:58) Standout Quotes: “ Cybersecurity is something really special here because unfortunately we do not have only from quantum, the same ability to protect as we have to attack. And I worry that the first application of these technologies beyond the sensors, the first real application from governments will be that offensive use to attack our current cryptographic stack.” - Jaya Baloo “I think in general, especially now with the whole onslaught against everything DEI, I actually think it's such a shame to waste time on excluding anyone from anything. We really need the best skillset we can possibly get. And what you see is that, especially in areas like quantum, there's not enough diversity.” - Jaya Baloo “So what I really think that we need to think about is how do we democratize, as much as possible, access to our defense against a potential quantum threat, and how do we democratize the availability of quantum computing in order to benefit all of humanity?” - Jaya Baloo Read the transcript of this episodeSubscribe to the ISF Podcast wherever you listen to podcastsConnect with us on LinkedIn and TwitterFrom the Information Security Forum, the leading authority on cyber, information security, and risk management.

Your numbers might look healthy.Revenue's up. Projects are flowing. The pipeline feels… fine.But underneath? Margins are eroding. Cash is tighter than you'd like. And no one's totally confident in the data they're using to make decisions.In this episode of The Handbook, Harv Nagra sat down with finance and business ops advisor Robert Patin to unpack what's really going on beneath the surface of many professional service businesses right now – and why operational maturity is the difference between surviving and thriving.Here's what we dive into:

If you're an entrepreneur or founder who feels like you have to work twice as hard just to keep your business from spiraling, you're not alone—and your company's chaos might not just be “part of the job.”Most founders don't realize their business “vibe” is a mirror of their brain. ADHD traits like chasing dopamine, avoiding conflict, or struggling with structure aren't just personality quirks– they ripple through your team, processes, and business operations.Whether you're a founder, team lead, or anyone building something from scratch, this episode will deliver a clear framework to assess your current culture, recognize what's working (and what's not), and take the first practical steps toward building a company that truly fits and supports the neurodivergent way you do business.Organizational Psychologists Quinn & Cameron identified that 90% of companies worldwide fall into one of these four types of company cultures in their Competing Values Culture Model: Clan (Family): Collaborative, relationship-focused, but slow to make tough calls.Adhocracy (Innovators): Fast-paced, risk-taking, constant brainstorming – but often unstable and unfinished.Market (Competitors): Results-driven, clear metrics, high stakes – can burn people out.Hierarchy (Machine): Structured, predictable, rule-heavy – can stifle creativity.Most founders with ADHD unintentionally create either:“Accidental Adhocracy”: Innovative (read: scattered), chasing novelty for dopamine, team struggles with chaos and change, projects rarely get finished.“Accidental Clan”: Warm, fuzzy, avoiding confrontation, underperformers stick around, roles are blurry, you feel more like a therapist than a CEO.3-Step Plan to Build Your Business Culture on Purpose1. Honestly Assess Your Current CultureAsk tough questions—from “Who really solves problems here?” to “How many projects did we actually finish this quarter?”2. Get Real About What's Working… and What's NotList out where your accidental culture is winning—and where it's burning you or your team out.3. Pick ONE High-Leverage ChangeDon't try to overhaul it all. Make one intentional hire (like a project manager or COO) or put a single new process between your ideas and your team. Act, observe, and iterate.You get to choose your culture.The question isn't if your ADHD is shaping your business, but how.About the Host, Diann Wingert:Drawing from her experience as a psychotherapist and serial business owner and her understanding of ADHD, Diann empowers founders to understand the default culture their ADHD brain creates, and shows them how to transform it into a purpose-driven environment that supports both their goals and the well-being of their team.Sharing is CaringKnow a fellow ADHD founder who's quietly fighting fires (or fighting themselves) every day? They might need this wake-up call, too, so be a pal and share the episode.Want one-on-one support? If you're ready to intentionally design a company culture that works with your ADHD,

This episode from CES 2026 features Michael O'Shea, CTO and COO of MOTER Technologies, discussing the company's approach to usage-based insurance through in-vehicle AI deployment. MOTER Technologies, backed by a major Japanese insurance company, places software directly in vehicles to analyze sensor data and generate fair driver risk scores while maintaining privacy through edge computing. O'Shea explains how their collaboration with Sonatus AI Director enables standardized deployment of their lightweight AI models across different vehicle platforms, benefiting drivers through potentially lower insurance costs, OEMs through revenue sharing and customer loyalty programs, and insurance companies through more accurate risk assessment. The conversation covers the evolution from traditional OBD dongles and smartphone apps to sophisticated in-vehicle systems that provide contextual understanding of driving behavior. O'Shea also discusses their DriveSAGE coaching application that provides feedback to help drivers improve their safety scores, emphasizing the importance of transparency and customer consent in data usage.

We spend some time with Jay Morris, the COO and co-owner of Juan's Flying Burrito, about the challenges of navigating repeated boil water advisories.

* As things start to warm up, what does that mean for the bugs we start seeing more of? And how can we keep them out of our homes and yards? * We'll spend some time with Jay Morris, the COO and co-owner of Juan's Flying Burrito, about the challenges of navigating repeated boil water advisories.

Dublin Tech Summit has revealed the first of its confirmed keynote speakers for Ireland's flagship tech event taking place this May. Returning for its tenth edition, Dublin Tech Summit 2026 will feature some of the world's biggest tech companies spanning sectors including AI and cybersecurity, fintech, new media, and more. The conference will serve as the marquee event during the second annual Dublin Tech Week, a week-long celebration of innovation, community, and collaboration running from 22 – 29 May. John Willett, co-founder and COO of Rogo, and one of fintech's emerging leaders, will be joining the conference this year. This January, Rogo raised $75 million from Sequoia Capital, a significant milestone. As the company opens its first international office in London to accelerate expansion across Europe, John is leading the charge on the ground, building strategic partnerships with European financial institutions and driving successful implementation and adoption. Recognised on the 2025 Forbes 30 Under 30 list, John represents a new generation of operators scaling high-growth technology companies onto the global stage. Dublin Tech Summit will also host Paul Hourican, Head of Creative Industries at Napier Capital Partners. Paul has extensive experience in the music industry, having acted as Global Head of Music at TikTok, Head of Talent and Music at MTV, and senior leadership roles at YouTube. His deep understanding of creative industries, digital transformation, and audience engagement positions him as a leading voice on the evolving relationship between music, media, and technology. Ken Moore, Chief Innovation Officer of Mastercard will also be joining Dublin Tech Summit as a keynote speaker. A veteran of the tech industry, Ken brings decades of experience leading large-scale digital transformation across global organisations. He is widely recognised for his expertise in driving innovation within complex ecosystems, advancing secure digital payments infrastructure, and embedding emerging technologies into enterprise strategy to deliver long-term growth and resilience. Other Dublin Tech Summit speakers will include Bianca Zwart, Chief Strategy Officer at Bunq, Thomas Zimmermann, CEO of FreeNow, Sigurdur Arnason, co-founder and CEO of Overtune, and Eric Mosley, founder and CEO of Workhuman, with more to be announced soon. With a lineup of top-tier speakers, the conference will feature impactful platforms that bring together high-growth startups, disruptive scaleups, and forward-thinking industry leaders to explore the forces shaping the tech world-and beyond. This will include the Tech Hive stage which, through a unique silent-disco format, will showcase deep technical content from areas of quantum computing, cybersecurity, and blockchain. The Tech Hive stage represents the cutting edge of deep tech exploration, where developers, engineers, and technical innovators come together to tackle complex challenges in AI, software development, and emerging technologies. Clare Kilmartin, Chief Operating Officer, Dublin Tech Summit, said: "Since the first Dublin Tech Summit ten years ago, we've grown into one of the impactful tech events in Europe, uniting thought leaders from across the globe to foster conversation, innovation, and collaboration. This year's line-up of speakers represents the forefront of technological innovation, and highlights the calibre of our event." Dublin Tech Week, 22 – 29 May 2026: A Collaborative Celebration Of Innovation In Dublin brings together the city's tech leaders, educators, creatives and public through a vibrant series of events, showcasing Dublin as a dynamic global tech hub. As the flagship event of the week-long celebration of all things tech, Dublin Tech Summit highlights STEM engagement, fosters connections and the intersection of tech, culture, work and everyday life. See more stories here.

Welcome to the newly rebranded Get More MSP Leads podcast. In this episode, Laura Johns introduces Lydia Walker, TBG's new COO and a 20-year MSP and telecom operator who has sat in the same seat many of you are in right now. Laura was not looking for another marketing expert. She was looking for someone who understands how to run an MSP. Someone who knows where growth breaks. Someone who loves fixing broken things. Together, they break down: • The Visionary and Integrator dynamic and why it matters for MSP growth • How operational gaps quietly sabotage your lead generation • Laura's "hole in the boat" metaphor and what it reveals about scaling • Why MSPs flail when they do not truly know who they are • What this leadership shift means for TBG clients and their results Most agencies hire more marketers. TBG hired an operator who has been the client. If you care about predictable growth, strong systems, and lead generation your operations can actually support, this episode connects the dots. Because getting more MSP leads is not just about marketing. It is about building a business that can handle the growth. The Business Growers: https://www.instagram.com/thebizgrowers/ _________________________________________________________ About The Business Growers: Many Managed Services Providers and IT companies struggle to grow because they are constantly putting out fires and don't have the bandwidth to focus on the marketing strategy and execution required to scale the business. At The Business Growers, we believe you shouldn't have to hire a full-time marketing team to compete in the marketplace. We work exclusively with MSPs and IT companies, serving as their tech marketing dream team and offering a proven framework for revenue growth. Visit us at https://thebusinessgrowers.com

What began as a 14 year old fixing infected computers became Malwarebytes, an 800 person cybersecurity company trusted by millions of customers.On Grit, Marcin Kleczynski joins Joubin Mirzadegan to explore AI driven cyber threats, strategic reinvention, and the discipline of evolving before the market forces you to.“We've exceeded. Now, what do we do to protect individuals against the next wave of threats, which are plentiful?”Guest: Marcin Kleczynski, CEO at MalwarebytesConnect with Marcin KleczynskiX: https://x.com/mkleczynskiLinkedIn: https://www.linkedin.com/in/marcinkleczynski/Connect with JoubinX: https://x.com/JoubinmirLinkedIn: https://www.linkedin.com/in/joubin-mirzadegan-66186854/Email: grit@kleinerperkins.comFollow on LinkedIn:https://www.linkedin.com/company/kpgritFollow on X:https://x.com/KPGrit​Learn more about Kleiner Perkins: https://www.kleinerperkins.com/

Send a textIn this episode of The Anthony Amen Show, Anthony sits down with Amanda Leal, COO and fitness specialist for Redefine Fitness, to talk about leadership, resilience, and the reality of growing through adversity while balancing motherhood, fitness, and business.Amanda opens up about becoming a young mom, navigating challenges early in her career, and how those experiences shaped her mindset as she stepped into leadership. She shares her journey through bodybuilding, earning her IFBB Pro card, and transitioning into an operations role focused on building systems, supporting a team, and helping clients transform beyond the physical.This conversation goes deeper than fitness. Anthony and Amanda talk about discipline, adaptability, personal growth, and what it takes to keep moving forward when life does not go as planned. If you are building something while raising a family or pushing through difficult seasons, this episode offers honest perspective and encouragement.Subscribe to The Anthony Amen Show for more real conversations on leadership, fitness, and personal growth.Support the showLearn More at: www.Redefine-Fitness.com

When your corporate job feels "secure" until it suddenly isn't, real estate can become the Plan B that turns into your best move…  In this episode of the #DoorGrowShow, DoorGrow founder Jason Hull sits down with John Casmon (multifamily syndicator, host of Multifamily Insights, and co-creator of the Midwest Real Estate Networking Summit) to break down how corporate professionals can transition into multifamily investing without becoming a stressed-out landlord. They dive into how John went from corporate bankruptcies to building a multifamily portfolio, what passive investors actually need to know before putting money into a deal, and why trust + clear expectations matter just as much as the numbers.  Jason and John also unpack what this means for property managers: how to align with investor goals, why the best operators project calm control (even in chaos), where syndicators hang out, and how PMs can position themselves to win more multifamily doors.    You'll Learn (00:00) Transforming Property Management: An Introduction  (00:59) John Casmon's Entrepreneurial Journey  (02:56) Transitioning to Multifamily Investing  (04:33) Understanding Investor Types and Property Management  (05:48) The Role of Property Managers  (07:49) Investor Control vs. Trust in Management  (09:33) Challenges in Property Management  (11:17) Aligning Goals with Property Managers  (14:19) The Real Product of Property Management  (17:14) Managing Investor Expectations  (19:50) Syndication: A New Avenue for Property Managers  (23:44) Legal Considerations in Syndication  (26:41) Calmness in Chaos: The Key to Success  (31:40) Partnering with Syndications  (33:54 The Role of Property Management in Syndication  (38:29) Finding Syndicators and Building Relationships  (42:24) Understanding Passive Investment in Syndication  (47:45) Identifying Your Investment Goals  (51:54) Assessing Risk in Real Estate Investments  (55:15) Choosing the Right Market for Investment  (01:00:12) The Three C's of Raising Capital Quotables "The first C is confidence. Confidence comes from preparation." "The investment itself, we got to go out there and execute. But that investor psyche is a completely different game."  "It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) All right, five, four, three, two, one. All right, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. And for over a decade and a half, we have brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses.   We want to transform the industry, eliminate the BS, build awareness, change perception, expand the market and help the best property management entrepreneurs win. Now let's get into the show. So my guest today, I'm hanging out here with John Casman, a multifamily syndicator, host of the multifamily insights podcast and the co-creator of the Midwest real estate networking summit. And in today's episode, John's going to break down how corporate professionals can transition.   into multifamily investing, how to find the best markets, how to raise capital effectively, and what separates successful operators from everyone else. John, welcome to the DoorGrowth Show.   John Casmon (01:10) Yeah, Jason, thank you for having me. I'm really excited to be here. Love the intro, your intro, not my intro, ⁓ but excited to be here and share as much as we can on our journey to help all of your listeners reach their goals.   Jason Hull (01:22) Cool. So John, ⁓ it's great to have you. I would love for people to hear about your entrepreneurial journey. How did you get to where you are now? And then we can get into your business.   John Casmon (01:34) Well, the short answer is bankruptcy, right? I worked for a couple of different companies that went through bankruptcy and that really made me consider my other options. You know, I was at General Motors back in 2007, 2008, 2009 when we went through bankruptcy and I was there and I watched what that did to a lot of my peers. I one day in particular when we were going to have a lot of layoffs, I went to work as late as I could. But when I got there, I had a red message, a little red dial on your phone.   for anybody who's worked in corporate and remember voicemails. So I had a red dot on my phone, picked it up, pushed the play button and my heart skipped a beat because I thought maybe I was getting to the can, right? And it was actually a colleague of mine who sat kind of kitty corner in front of me and he had been let go. He, you know, was diabetic. He didn't know I was going to pay for his medication. He just was venting in his voicemail. And I just remember feeling empathy for him, but also   a sense of I just never wanted to be in that situation. So it made me really start to think about Plan B. Eventually I moved to Chicago, realized real estate was going to be that path and learned everything I could about investing. So it kind of took me down that pathway to say, you know what, I need a Plan B because no matter what you do, when you work in corporate America, you do not control your future. You know, there's politics, there's policy, there's a lot of different things involved that you do not control.   And sometimes it does just come down to someone not liking you for whatever reason, or they think you're a threat. And I didn't want to spend the rest of my career navigating those issues. So I figured I had to take more into my own hands.   Jason Hull (03:16) got it. And so you start taking things in your own hands and what was the result?   John Casmon (03:20) Yes. So we landed on multifamily investing, started with small multifamily. My first investment was a two unit building. We house hacked it, which is a common popular phrase now. But back then it wasn't quite as common. But we lived upstairs. We rented out the first floor unit and it worked great. You know, it worked so great that we went to refinance and we had created enough equity in that first investment to pull out a six figure line of credit and go out and buy another property. So.   Jason Hull (03:45) Nice.   John Casmon (03:47) That really got the ball rolling. bought a three unit building, we bought an eight unit building, and at this time I'm still working in advertising, still working in corporate America, and I enjoyed what I was doing, and I just had my second child, but the agency I was working for also went through bankruptcy right at this time. We had expanded, we were growing, and we had kind of combined with a few other agencies and kind of became this little conglomerate, and it just eroded just as quickly as it grew.   I remember again, just sitting there and I've got some real estate. I've got a little bit of cashflow, but not enough to pay all my bills. New baby. And I just realized this real estate thing is working, but the exact strategy I'm employing doesn't allow me to insulate myself from these economic changes and shifts. So I had to change my strategy and that led me to syndication. Since then, we've acquired over $150 million worth of apartments.   We've partnered with busy professionals to buy these properties and give them some passive income. And that's what we've been doing ever since.   Jason Hull (04:50) Got it. So your area of genius really is helping these people that were similar to you, they're in the corporate environment transition into being an investor in real estate.   John Casmon (05:01) Yeah, exactly. And I would say too, it doesn't have to be you're going to quit your job and do this full time. And in fact, most people don't, you know, but most people do want a little bit more control over their life. You want a little bit more flexibility. You want to earn and start building up, you know, your net worth. You want to have a little bit more liquidity. You have to look at your investments to say, what should you be doing? I think most people know that their 401k, their, you know, company issued life insurance.   probably not enough to really get you on the fast track to retirement. So what else could you do? Certainly you can invest in the stock market. Lots of folks do that. But real estate is a proven vehicle. The challenge is, I don't know anyone who really wants to be a landlord, right? ⁓ Certainly you want the benefits of real estate investing, but very few of us want to get those 2 a.m. phone calls. So the shortcut there is, ⁓ hire a property manager. Great solution. But now you have to be able to manage   property managers, right, which is this whole other business. And if you don't have enough scale, then it's hard to get that person really focused on your business. So we offer an alternative, right? You get all the benefits of real estate investing, all the ownership perks without any of the headaches of being the landlord yourself. So it really is a great marriage of being in real estate without having to do the heavy lifting yourself.   Jason Hull (06:15) Okay.   Okay, so ⁓ the target audience of this show are property managers. So if they're not gonna use property managers, then what's the alternative? How does this work?   John Casmon (06:29) Well,   first of all, what we do is not always for that individual. So I think that's the key, right? You've got to understand who you are from a psychological standpoint. So when it comes to investors, there's two types of investors. One wants control, right? They're not willing to be passive. And some people think they want to be passive until they're in a passive situation and then they're calling and they want to know why you did this and why you did that and how come you did do that. That's not a passive investor. And that's fun.   Jason Hull (06:45) Yeah.   Yeah, they're anxious. Yeah. Yeah.   John Casmon (06:58) And   if that's you, you should be active, right? And you should work with a property manager, but you also want to work with the property manager who is going to be right for you, right? Because sometimes that is not how they operate. So you want to understand that. And that's a process to understand who you are as an investor, what kind of investment strategy fits you and what's going to be right there. When it comes to property managers, though, I think there are a couple of things. And as a matter of fact, we just left out of meeting with   property management company yesterday. They have 2000 units. We talked about some other services that we offer. And one of things that stood out to me was just understanding some of the challenges that property managers face. And one of them is property managers are really in a position to think like everyone. They're supposed to think like an investor. They're supposed to understand maintenance and kind of the construction arm enough to understand what needs to happen at a property. But they are really little CEOs, right? Because for   Our stuff, the large apartment stuff, those are typically million dollar annual revenue businesses. And this person is in charge of that asset of that business. They are making the day to day decisions. They are the face for the residents, aka the customers of that business. They are the face and their experience with that individual is how they view that business. So it really is an important role. And if you're working with property managers, it's really important to understand how to find the right people.   to connect with them and have them represent your business, your brand, company in the right light.   Jason Hull (08:30) So now you left an open loop that I want to close. So you said there's two types of investors, those that want control and maybe should go find a property manager, you said. And then what's the other type?   John Casmon (08:34) Yeah.   The other type is those who don't want control and they trust someone else to handle that. And for them, there are a couple of different ways of investing. One is investing passively with a group like ours. The other is turnkey investing where again, you hire a property manager, but you really entrust them to manage the property. The only thing I would say for either one of those groups, myself included, is you want to trust but verify. Okay. You've got to do a lot of your due diligence upfront. You want to understand how they operate. You want to talk to   some of their other clients, some of their other investors, because you need to get a really good sense of what to expect. And a lot of people are great at selling themselves upfront, right? I can tell you everything you want to hear upfront. You want to know what is it like once you sign the paperwork? How often are we going to talk? How frequently am I going to get updates? And at what point am I able to weigh in and make decisions? Because if, if you are someone who wants to be more active or be heard, or you've got thoughts and opinions,   Jason Hull (09:18) yeah.   John Casmon (09:35) You want to make sure you have a voice in your investment. Otherwise you may get really disappointed or you may bring on someone who has a different perspective of what that relationship looks like and that never is going to work out.   Jason Hull (09:47) Yeah, there's a big challenge in the industry and that's that most property management companies suck. so most investors that have dealt with property management to some degree are they have some scar tissue, they've been burned a little bit. They've a lot of property managers that started their businesses that come to me for help to grow their business. They started because they were investor and they couldn't find anyone else to manage the property good enough. And that's why they started their business, but it can be a difficult business to run. so none of them start their business saying, I want to suck.   But that's kind of the default unless they get some really good support or figure some things out through a lot of trial and error. And so that's where DoorGrow comes in. We help them with that. But one of the things I coach my clients on a lot is that they need to shift into being daddy over these rental properties. They need to like tell the owner, hey, you need to trust me. And they need to be able to have a really effective business so that they can lean into that trust.   because a lot of people are anxious. They'll come to them with concerns, but generally if a property manager is good, they're much better at this investing stuff than most investors. And they're much better at coordinating maintenance. They're much better at handling leasing. And so when an owner tries to micromanage a property manager, it kind of doesn't make sense to hire somebody to manage your asset just so you can manage them to do the job. And so I think the secret is finding a really good property manager that you can   let go of control because you can trust them. And but yes, you need to verify that they can do the job that you need them to do. And so a good property manager will take ownership of it and they'll take control and they will, they'll display a lot of certainty and confidence in how they communicate and they won't allow you to micromanage them is what I've seen. So.   John Casmon (11:37) Yeah, Jason, and I'll add to it. There's a two way street there. And I think it's easy for people to say, ⁓ most property managers suck or they're not good or whatever. And listen, there's certainly a lot of challenges there. A lot of folks who are not living up to par to the standards. But I will go back to this. We ask property managers to do the work of generally like a CEO. Right. I mean, again, they're managing million dollar businesses in many cases, yet they don't have that training. They don't have that experience. They don't have the ability to navigate.   all of these various things. So part of what owners and investors need to also understand is that you play the role of asset manager. And that means giving clear direction of what success looks like so that that property manager has a framework to make decisions. It's not to micromanage those decisions, but to help them understand how their decisions impact the greater good. And part of that is like, again, just sitting down with annual goals. What are revenue goals? What are our goals on?   Occupancy, what are our goals on in a lot? And this may seem simple, but I promise you a lot of folks don't do this. And if you don't do that, then that property manager is going to default to, for instance, I'll give you a great example. I've got a property manager. She's awesome rock star. But she always gets nervous when occupancy is not at like 96 or 97 percent of this property. So she is, you she starts apologizing profusely and all I did this or done that and like.   Jason Hull (12:58) Yeah.   John Casmon (13:04) Occupancy is one of our KPIs for sure. It's important, but that is not the KPI. I am focused on my net operating income. And if we're going to push rents, the impact of that is you're going to have higher vacancy and she is not comfortable with that. And that's probably because she's used to working with owners who want that thing fully rented and they are comfortable having 100 % occupancy.   Jason Hull (13:13) Yeah.   Hmm.   Yeah.   John Casmon (13:33) if they're leaving 50 bucks, 75 bucks, whatever it is of rent on the table. And that's the part where you've got to really align with your vision versus their vision, because what they have in the back of their mind may not completely align with what you have. Or they have residents in their face who are coming into the office. They want something fixed. They want it done quickly. They want it done right. They want it done yesterday.   Jason Hull (13:49) Right.   .   John Casmon (13:59) So they've got that pressure of this person in their face. So they may go out there and spend the money or authorize the money to get spent. And maybe they're not picking the most cost effective measure. So you have that. And I'll give you one third one. A lot of times when you run into the flip side of that is maybe occupancy is low. They say, hey, we need to increase our marketing spend, right? We got to increase our marketing budget. know, ox is down to 88 or 90%. We got to spend more money. And we're not necessarily.   really zeroing in on what the specific issue or challenge is at that property. So for an owner, your job as an asset manager is to partner with them and to help them see what the options are, help them work through with some of those challenges and solutions are and partner with them to find success. It's not to micromanage them and tell them what to do, but it's really to understand the situation better and give them that perspective.   Jason Hull (14:49) Yeah, that makes a lot of sense. think, you know, one of the things I've seen is that I've noticed a lot of property managers, they make the mistake of thinking that the goal or the product that people want to buy from them is property management. But investors don't wake up in the morning and go, man, I'm so excited to get property management today. The thing that they want. And so the way I describe it to them as they say, property management is like the flight to Hawaii. It's not Hawaii.   and you're trying to sell the flight. That's not the exciting part. You need to figure out what the investor wants, what their goal is. Where do they want to go? What's Hawaii for them, right? What's paradise? And then how do we optimize for that? And how do we help them create a path for that? Because the actual product that a property manager is selling is not what they do. It's not property management. The actual product is them. It's them and their values and their belief system and how they create trust and the team they build and the system and mechanism they build around them.   That's the actual product the property manager is selling. so a lot of property managers make that mistake. They sit there and talk to you about maintenance coordination and leasing and inspections. And meanwhile, you're just wondering as an investor, can I even trust this person? Like do our values align? Yeah. So I don't know what your thoughts are on that, but.   John Casmon (16:11) I think you're spot on, right? Because, I mean, ultimately, as an investor, you are only as good as the team you can build. And that property manager is in charge of the day-to-day aspects of the business. especially when you, you know, I've heard horror stories of folks who have done like turnkey investing, right? Where the property manager, someone owns it, they buy it, they fix it up, and then they rent it back to...   an investor. And I've heard horror stories where that property was not being well managed. And that's the fear. If you're not in that marketing, you can't come and see it. So if you got an out of town investor, you really are trusting that property manager. So that is the most important thing, right? Everything else are tactical, daily situational things that can change. But it comes down to do I have the right people, people that I can trust, people who are going to make the right decision based on the information they have.   because they may not know what I know or maybe something shifted and changed where they would have made a different decision. We can't, you know, ache on that. It really comes down to are they doing their best? Are they making good decisions? If they're not making good decisions, is it because they didn't have the correct information, which again, could fall back on you as the investor to say, hey, are they aware of what your goals are? Are they aware of maybe this situation, these tools, these resources, whatever it is? And that's on you to sit and collaborate.   But trust is absolutely paramount because at end of the day, the thing that I think most of us are concerned with is who we partner with. And there's a great book I'm reading right now. And it gets into decision making and the fear of decision making for most of us and why deals stall. Why didn't you hire somebody? Why didn't you, you know, go with the vendor or go with the contractor or with the company? And the biggest thing is we are scared of making the wrong choice. All of us in decision and no action.   Jason Hull (17:43) Absolutely.   John Casmon (18:04) is better than the wrong action for many people because they once they take action. Well, now they're blaming themselves because you didn't pick the right person. Why did you hire that guy? You should have like now this starts to go on in their head versus doing nothing. Well, at least it's you know, it's not going to get worse, you know, it will in lot of cases get worse. So for a lot of people, that is the scariest thing. So if you can take that fear off the table as far as being the right person or being someone who is trustworthy.   Jason Hull (18:07) Right, yeah.   John Casmon (18:32) everything else gets easier. So if you can do that, that's, you know, the best thing you can do as an investor or as a property manager.   Jason Hull (18:38) Yeah, I agree. think one of things that I talk about a lot is that clarity has to come before action because if you don't have clarity and you start taking a bunch of action, doing stuff, every action you take is a little bit wrong. Sometimes it's a lot wrong. so, yeah, we need to get that clarity first before we start ⁓ making moves. And you talked about, I love the example of your property manager that is trying to   optimize maybe for the wrong thing. They're like, want to optimize to the, making sure their vacancy is super low. But that might not be the goal. That's not the primary goal. The goal is money, you know, and there's a really good book is by Elihu Goldratt. It's a good book for operations people, but it's called The Goal. And spoiler alert, the guy's trying to figure out the goal through this whole book, the story and it's money. That's the secret. The goal is the of the business, should be making making money.   And what happens in this book is that people are over optimizing individual pieces in this flow at this warehouse. And it's actually not helping to make money. It's causing more constraint. And so if we over optimize at one stage, it actually creates waste, bloat, inventory, additional work for the next stage. And so sometimes the best thing certain departments can do is slow down and do less in order to get the outcome to be maximized outcome.   And there's some really great examples in that that I think are really powerful. But I think the if you're optimizing for the wrong thing, then you're not making it effective. So you want to make sure you're optimizing for the right thing. Otherwise. ensues. You get mad at somebody, but nobody understood what the goal was. And so I think, yeah, getting a greed upon set of criteria of what what the outcome is and asking the property manager, can you help me achieve this?   And they know, they know if they know what the problem is, usually they can, they know how to help you get whatever goal that you have. And they know whether your goal is probably realistic or not, because they've helped probably a lot of people do this similarly. And so, but yeah, I think it's very important. Make sure you know, where's Hawaii and maybe property management is the vehicle. Now you had mentioned like, I'm really curious about this idea of, you know, maybe creating syndications.   Some property managers are now starting to think, maybe I should create a syndication. What's your criteria for, what's a good syndication and what are some of the, I'd be really curious to get into if some of the property managers listening were wanting to do kind of a little bit of what you do, how they might be able to get started in that. Like what are the beginning steps to make sure they don't make the mistakes you probably already figured out in the beginning?   John Casmon (21:27) Well, I think the first thing is, you really want to get into it? Right. Because for a lot of people, you got to understand it's a different business. Now you're not talking about real estate investing. You're not talking about property management. You're really talking more about, you know, investment management. You're talking about bringing on private investors who are looking for a return. That is communication skills. That's building up a network and a database of   Jason Hull (21:35) Mm-hmm.   Right, returns.   John Casmon (21:54) prospective investors, it's understanding the return projections that they're looking for. And it's really kind of managing the investor expectations, not necessarily the investment. And to give you a great example here, I had a deal where the investment went great, but it was slightly lower than what we initially projected. And I had an investor who was upset.   Jason Hull (22:07) Yeah.   Yeah.   John Casmon (22:23) about that. And we had communicated all throughout the entire process where things sat and he wasn't too upset, but he still made it a point to let me know, hey, well, this is less than what you initially thought. And that's challenging because the market shifts, right? Anybody who's bought properties in 2022 and beyond knows the market has shifted drastically over the last three or four years. So those projections made in a 2021-22 environment   Have a hard time standing up in a 25 26 environment We still make good money on that deals double-digit returns for investors ⁓ But you know there was that that was that feedback I got from one of the investors conversely We just exited deal a couple months ago, and we completely exceeded our return projections You know we delivered on a almost a 2.7 equity multiple Hit all you know mid 20s on the IRR completely unheard of stuff in this environment   And I have one investor call me and say, hey, John, I just checked my account. Is this right? And I'm like, yeah, it's it's right, man. He's like, my gosh, you guys killed it, man. my. Like, this is amazing. And it's great to hear. But again, that is separate from the investment. Right. Happy to manage the investor expectations and concerns. But that was an up and down investment where we had, you know, a moment where we actually had to put some of our general partner capital into the deal to keep it going.   Jason Hull (23:27) Yeah.   Yeah.   John Casmon (23:48) We have floating rate debt. had to refinance out of that. And we had to kind of rush to do that before rates started to go crazy. We had moments where our construction or renovation costs were much higher than we anticipated. So there are a lot of things that we had to navigate. And I think what happens for a lot of operators, a lot of people who get into syndication, they know the real estate and want to do the real estate, but they do not understand the perspective of the investor. And when you don't communicate to investors on a frequent basis and a clear, transparent nature,   Jason Hull (24:19) Yeah. Yeah.   John Casmon (24:19) They fill in the blanks and   the first concern every investor has and they won't say it. Most of time they don't say it, but I promise you they're thinking it after they make that investment. my gosh, did I make a mistake? Am I going to lose money? Is this person going to run off? Is this going to be some sort of fraudulent thing? Is this deal going to fail? These are all that we're wired like that. This is caveman stuff, right? We're wired to protect ourselves.   Jason Hull (24:36) Hmm.   Right.   John Casmon (24:45) And when you make an investment, and by the way, our investments are typically $50,000 and up, right? So these are not small investments. So when you make that investment, people start to second guess that decision. So my job when it comes to this side of the business is to keep them grounded that, hey, you've done your research, you've made an informed decision, you've picked a good partner, we've done this before. ⁓   Jason Hull (24:50) Yeah. Right.   John Casmon (25:13) And it's really to make sure that they feel comfortable with that decision. It has nothing to do with the investment, right? The investment itself, we got to go out there and execute. But that investor psyche is a completely different game. So first thing I would tell any of your property managers when they get into this business is understand, do you actually like people? Do you want to manage investors? Are you comfortable managing people's money? ⁓ And then beyond that, you have to do it the legal way. There are a lot of regulations around accepting capital from other people.   Jason Hull (25:31) you   John Casmon (25:42) So you can do it as a joint venture. The more common way of doing it, the more accepted way of doing this is by doing a formal syndication, which requires you to file SEC documentations. ⁓ know, there's regulation D and regulation A and there's some couple others, but typically it's going to be reg D 506 B or 506 C filing, which basically is the the structure that allows you to offer ⁓ passive investment opportunity or a security to investors. So again, for some people,   It's overwhelming. they're like, nope, never mind. But for some people, they love it. They want to get into it and they can learn more about that process.   Jason Hull (26:19) Got it. Yeah. I think I love your idea that it's more about managing expectations rather than the investments. And I think, I think that's good advice for all the property managers listing. This is something we spend a lot of time coaching clients on because they think their job is to manage properties. But really, if they're not strong in managing expectations and managing the relationship, it's 10 times to 100 times harder to manage the properties.   their operational costs go through the roof because owners are getting anxious. They're asking more questions. They're getting all these interruptions and calls, tenants, owners constantly. And if they had just managed the relationship and expectations and set strong boundaries at the outset, everybody would feel calmer. And I think really for business owners, I think the thing that really stood out to me that I've been focused on, and this is I've done some personal coaching and this is just nervous system regulation.   If you can, and John, seem like you're pretty chill and pretty calm and I'm sure the investor feel safe with you, which is why you've had success. If you are a person that is anxious and you're running around like a chicken with your head cut off, you're going to have, you're going to struggle in leading anybody, especially in relationships to your spouse and like everybody else. so having a calm, regulated nervous system allows your investors.   to entrain to your nervous system and to feel safer and to calm down. And that's not something you can pretend or you can just fake. You have to be that and they can sense and they can feel that it'll come across in your tone and in your body language and how you communicate. But if you can make sure that you're in that space and that you're able to regulate your own system, you're able to stay calm when other people are coming at you.   and other people are angry and other people are emotionally heightened. And you recognize this isn't really you. It's just that's them. And you can maintain that calm. You will be able to create a lot more safety. And that's really what people want to buy. Most people out there, their primary basic need is safety and security. Most people. That's why they aren't entrepreneurs. That's why they don't go start jobs. That's why they aren't like you and me. And if you're a property management business owner listening to this,   Most people are not like you. They want safety and security. That's why they get a property manager. They want peace of mind. And so, and I'm sure investors in a syndication, they also want some peace of mind because this is a big chunk of change.   John Casmon (28:55) They do. And I will say to most of the property managers I come across thrive in chaos. Right. They're used to stuff getting thrown at them. Right. And when you talk to them and get to know them, you learn very quickly. They like it. They do. They like the fact that they don't know what the day is going to bring. It could be a. Yeah, yeah. Could be a tenant coming with some crazy issue. It could be something from it's never boring and they thrive in it. However.   Jason Hull (29:00) Yeah.   Yeah.   They like the variety and unique challenges that property management brings, for sure.   It's never boring.   John Casmon (29:25) What happens then if you if they're going to look to work with investors and particularly raise capital and kind of do their own syndications, they have to understand that while they may thrive in chaos and uncertainty, most other people want organization. You want everything you said right. You want to have the calmness. You are looking for a captain to steer the ship. And for that part of the personality, they're going to have to tap into a different side of it to demonstrate how they handle chaos.   Jason Hull (29:37) Hmm.   Yeah.   Yeah.   John Casmon (29:54) not that they are chaotic. And I think what happens a lot of times when you're working with property managers is that they don't project that level of control. It just feels like they're reacting. So part of it is that, and they're really, really good ones. The ones who make it to that next level who are the regional managers and get those promotions, well, that's what they do. They manage the chaos and they manage up. They do a great job of telling the owners,   Jason Hull (30:06) Yeah.   Mm.   John Casmon (30:23) the leadership, whoever they need to talk to, they're telling them, hey, here's how here's our process. Here's how we're managing the situation. Here's what's going on. Here's what we're into. Hey, we had a water main burst here. Here's we bought. call three companies. We've got three quotes, but it's calm, right? It can be the worst. I'll give you a real example, right? At a fire, one of my properties and I was going to meet a property manager and I just happened to have a meeting with her that day at the property. She called me.   I was literally about to get in the car. She called me and said, Hey, I just want to let you know we've got a fire going on at the property. I'm not sure if you still want to meet. You're happy to come. We already have, you know, the fire department's here. They're they're putting the fire out right now. We already have another company that's coming in. They're going to walk through the damages once this is kind of settled. And I've already talked to the residents. Residents are good. We've got them hotels for the evening. We've checked with insurance. This is covered in your policy. So they're good to go. So you're happy to come down and talk and all of that if you want to.   Or we can let things settle down and maybe we can meet next week. This is a fire, right? This is like a scary situation. She called me.   Jason Hull (31:26) Right. A literal fire. Yeah. And there's plenty of fires   in managing properties. The literal ones.   John Casmon (31:33) Her calmness, she was so calm. Not only was   she calm, she had handled 90 % of it, right? It was the stuff you could handle in the moment. She handled it. So was like, hey, I don't think it makes sense for me to because I'm probably just going to add more anxiety to the situation at this point, right? It seems like you've got it under control. Why don't we let things settle, literally let the dust settle? And then once it's there, I'll come down. We can assess the damages, figure out what else needs to happen, what other next steps need to take place, right?   Jason Hull (31:41) Yeah? huh.   question. Yeah.   John Casmon (32:03) but had it handled like a rock star. Now, a lot of other folks would have saw the flames, called immediately, my God, there's a fire. ⁓ my God, what are we gonna do? So now you freaking out, everyone's freaking out, no one's controlling the situation, right? So now everyone's mind is just spinning and going. it does really take, kind of go back to where we started the conversation, that mindset of someone who was the boss, who was leading.   Jason Hull (32:05) Yeah, I love that.   Yeah. Freaking out. Yeah.   Hmm. Yeah.   John Casmon (32:32) who is going to take charge, even though it's not their property, they're going to take charge. Here's what needs to happen next. Maybe you have an emergency response plan already put in place, but you have these things already scheduled and ready to go. So when they happen, you're not shocked. You're not surprised. You're not asking questions that maybe you should have figured out upfront. And that's what a great property manager does. And if you convey that to owners, you're going to stand out above and beyond your competition because most people cannot convey that level of control, the level of   planning and the level of expertise that it takes to truly and effectively manage properties from the front, being proactive as opposed to just reacting to whatever the issue of the day is.   Jason Hull (33:13) Got it, okay. So ⁓ I'm reading, I just read, well, I didn't just read. I read in the past a really great book called Extreme Ownership. Really good book. Yeah, phenomenal book. ⁓ I'm going through their newer book, which I think is even better, called The Dichotomy of Leadership. leadership is what we're talking about right now, is that that,   John Casmon (33:23) Yeah, I think I got it like right here. It is right there.   Absolutely.   Jason Hull (33:38) creates a huge impact and there's a lot of misunderstandings of what leadership is, like it's control or it's being aggressive or, but yeah, it's really that calm presence of letting people know I've got it. Like we can take care of this. We've got a plan and staying regulated and calm. So I love that. ⁓ have a, so another question I have is how can the property managers listen to this? How could they maybe target or partner   with, if possible, syndications like you, like people that are doing what you're doing. Is there a chance that they could be a resource or do most syndications just in-house and do, they are a property management business?   John Casmon (34:19) No, no, most ⁓ most that I know work with third party manager companies. So I would say first and foremost, if you and syndications, I mean, it sounds like a big, huge, fancy word. But I mean, honestly, anytime you work with passive investors is technically a syndication. So it really comes down to figuring out who is looking for third party management and whether or not it's technically a syndication or not is really irrelevant. You want someone who is going to be managing or owning the property.   Jason Hull (34:24) Okay.   Yeah.   John Casmon (34:49) They want third party, but you have to understand their plan, going back to understanding the goals, right? Most syndications are looking to sell in a three to seven year timeframe, typically five to seven years. Most buy and hold owners have not decided or have not identified their exit strategy. So that's probably the biggest difference is when you have, let's just call it an individual investor or maybe it's a   Jason Hull (35:01) Okay.   Right.   John Casmon (35:17) a family or whatever that's buying and they want a third party manager, they don't know the exit. They haven't predetermined that they're going to sell in five years. So they are buying and holding it. And that goes back to the the I think the separation of understanding the objective, because for that person, having a full property is great. It means they're maximizing the revenue potential today. When you are syndicating.   most syndicators already assume 5 % vacancy. That's that's in everyone's underwriting. So you being at 100, they won't even give you credit banks don't even give you credit for it. So all of these things are already assumed. So for us to be above that is actually a miss, because it means we're not being as aggressive on the rent. So just understanding the mindset of a syndicator, which is they are looking to sell typically they're looking to double their money over a five or six year period. So how can you create value?   And that's something most property managers don't fully understand. But I would sit and I would talk to that syndicator. And if you want to be a syndicator or partners, not just be a third party vendor, but you actually want a partner, which we have seen a lot of folks look to do. You want to figure out how you can bring value to the table, because now we are aligning your interest with that syndicators interest. And now you've got a great partnership.   because every syndicator is going to need property management and they're going to need construction management to drive value. So if they can bring those people in as partners, that's a great opportunity for you. And if you're a property manager, you may have phenomenal relationships. You may already have contractor or the vendor partners that you trust in that marketplace. And if you could then take that and get a slice of the equity, that makes you very valuable for both sides.   Jason Hull (37:08) Do syndications, do they also need investors in capital or do most of them have that, are they really good at that? Okay.   John Casmon (37:15) Absolutely. Yeah. Yeah. Yeah.   mean, I mean, syndication at its core really just comes down to the need of capital. If someone had the capital themselves, they would probably just buy it directly and not go through the process of syndication. Because the syndication is literally just raising the money from passive investors. And in that scenario, again, being able to manage that, manage the communication, ⁓ that's really what a syndication truly is.   Jason Hull (37:42) So a really good property management partner could bring property management, some of the construction elements and investors and capital to the table. So it could be a nice little.   John Casmon (37:51) That would be amazing.   I'll be honest, man. That's because I don't want your listeners sitting here like, oh, I don't have one of those. I don't know if I've ever met one that had all of those. If you do have all of them, yes, you should consider syndicating yourself because you got all the pieces to the puzzle. Typically, what happens is a property manager has the property managers. I'll give you a great example. I got a 54 unit down in North Carolina. OK, so I came in as a key principal. I've got a.   Jason Hull (38:03) Okay.   Okay.   John Casmon (38:20) to my coaching clients. It's his property that he found. He asked me to come help him with the loan, which I did. One of the members, one of the partners is the property manager. So that's kind of their role to the table is they're managing the property. That's what they kind of came on. They had a couple of relationships, but their main role is the asset and property management side of it. So that's a great way to come to the table. But. Just like anything else in business.   Jason Hull (38:33) Mm-hmm.   John Casmon (38:49) It's very hard to find someone who checks every single box. I mean, that's like finding the marketer who's a CMO, who's also the CFO, who's also the COO, who's also the chief of human resource. very like no one, people don't really have like top notch excellent skills at every single one of those, right? Like you might be great at business, great at sales, great at marketing. You're probably terrible at finance, right? Like you just, you just forget to do your expense report type person, right? So it's hard to find someone who's   checks all those boxes. And I think typically when comes to property management, you want someone who's great with people, can resolve issues, but also has to be somewhat, you know, sufficient when it comes to the numbers, tracking all the data, tracking all the, you know, the rent roll, the leases, the income and expense statements, things like that. So usually they're not going to do every single box. But again, if you can find someone or that's where partnerships make sense.   Jason Hull (39:24) Mm-hmm.   John Casmon (39:43) If you've got that awesome. And again, I'm not saying a company doesn't have that. I'm just saying a single individual doesn't, which is why it's great to partner. If you can find someone who maybe brings a set of skills that you don't have, whether they're joining you in your property management business or they're partnering up where you're bringing your property management skills to the table with their investing or their networking skills, that makes for a good partnership.   Jason Hull (39:43) Mm-hmm.   Yeah, I got it. Well, we've got several clients, you know, all over the U S that are really good at property management. They're really good at handling the maintenance stuff and they obviously have a pool of investors as clients and, and, know, and they know that they can't do everything. So we coach them in making sure that they would do time studies. They figure out which, what their purpose is. We start to align them towards more fulfillment, more freedom, more contribution and more support in their business.   John Casmon (40:32) Yeah.   Jason Hull (40:38) And they start to build the right team. So they're getting operators, they're getting BDMs, they're getting the things they're not like strong in. And so we just make healthier businesses. So for those of maybe my clients listening that have healthy property management companies. And, but they don't want to do syndication. They're just like, man, that's a whole nother business. If I stay in my lane, I can grow that faster. How do they find syndicates? Like, how do they find people like you? Cause you've got a lot of properties connected to you.   and they would probably love to chat with somebody like you. Where do you syndicate people hang out? What's the title? Who runs a syndicate? What are they called? Do they have a specific title?   John Casmon (41:15) You   Yeah.   Yeah, great. Great question. Multifamily syndicator is is kind of the name just syndicator. We're all over. So I've got a podcast called Multifamily Insights. I interview like minded individuals. I've been doing that for a long time. We've done our seven hundred and seventy plus episode. So lots of people, lots of syndicators there. Definitely conferences. So if you look up any multifamily conference in your city.   Jason Hull (41:25) Okay.   Nice.   Okay.   John Casmon (41:46) meetups, lot of meetups in different cities as well. Those are great places to find syndicators. I think the biggest thing though is this.   Figure out who your avatar is. Because while we're talking about syndicators, ultimately, if you want to scale your property management business, I presume you're trying to scale with folks who are looking for third party management and the best option for that. OK, and let me back up. had one of the guests out of a podcast some years back, ⁓ Ashley Wilson. Love Ashley. As you said, something really changed when I thought about the business.   And she said the best way to find any vendor, any vendor is to figure out who relies on that vendor next and ask them for referral. So if you think about it, if you want a great drywall person, ask a painter. A painter is going to know who's great at drywall because they're going to know who makes their job easy and they can come in and just start painting versus a drywall guy who maybe doesn't, you know, you know.   Jason Hull (42:38) I like it.   John Casmon (42:55) mud the drywall properly or doesn't sand it down. So they got to do all this extra work before they start their process. Right. So a painter is going to know a great drywall guy. And in this case, it's really hard on ⁓ the property manager because you guys are the ones who do the work. But if you are looking for syndicators, OK, well syndicators, person who buys the deal. Well, who sells the deal? A broker. Find brokers. Go to a broker, commercial multifamily broker and ask them, hey,   Jason Hull (43:01) I love this.   Yeah.   John Casmon (43:25) Do you know some groups or you have properties that you're going to list? Here are the kind of deals we want to do now on the flip side of that. You got to be good at your job, right? You got to sell yourself and share what you do. So if you've got a great track record, a great resume, showcase that, bring that broker through and let them know, hey, we're looking to scale our property management business here. Here are the kind of assets that we want to manage. If you come across any of these that you're going to list, would you mind keeping our main name out there or referring us or giving us introductions to any of those buyers?   Jason Hull (43:53) Yeah.   John Casmon (43:54) so that we can throw our hat in the running to manage these properties. That's a phenomenal way to do that. And it allows you to shine and expand your relationships in your core networks and in your core markets.   Jason Hull (44:06) Brilliant. think I love the, I love Ashley's idea that you shared, you know, the drywall. Yeah. The painters, like they don't want to be painting over a crappy drywall. They're like, this is a mess. Like this doesn't even look good in my job. Now I'm going to look bad. Yeah. So the brokers know who maybe those best syndicators are. And so they could just go to the brokers and say, Hey, who's, who's doing deals like this? Who who's got things going on? Like who could you connect me with?   And I avoid maybe.   John Casmon (44:36) And on top of that, keep in mind, too, like what   are the times when? Yeah, but think about to like when is a property hiring or bringing on a new property manager? Right. So it's either a current owners firing the existing property manager or the property is being sold. Right. So, I mean, if you can get in during that transition phase, that's going to help you tremendously. And if even if they're firing their existing property manager, you can think through, OK, how do I?   Jason Hull (44:51) Yeah. Yeah.   John Casmon (45:06) work myself and get my name out there. And a lot of times, again, you're going to ask, right? You're going to ask other investors. If I were going through that process, I'm going to call my buddies into space, right? And say, hey, man, having a hard time, my current PM is not working out or we're not hitting our objectives, looking at some other options. Do you have any experience with these guys? What do you know about these guys? Or do you have anybody you could recommend? It's word of mouth, right? So that's what's going to start happening as well. So you kind of have to get out there and network and let folks know who you are, what you do. But you want to be someone who   people can say, yeah, these guys are amazing. You know, they, they only had an eight unit, but they crushed my eight unit for me. I'm sure they kill your 25 unit or your 50 unit. And you've got to start building that rapport and building your reputation in your market.   Jason Hull (45:44) Yeah.   Nice. This is good advice, my friend. So, cool. For those that maybe are investors listening to this show, ⁓ I'd love to hear a little bit about what you do, how you do run your syndication, and how they can ⁓ make things more passive, if that's what they're looking   John Casmon (46:08) Yeah, man. So there are lots of different ways to get in. If you are looking to be more passive, ⁓ high level, here's how it works. OK, so first and foremost, me and my team would go out. We look for the deals. We focus on a really tight radius. So we're in Cincinnati. We like Cincinnati, Columbus, Louisville, Kentucky. Really a two hour radius of the Cincinnati market is where we focus. And right now we actually think there's more opportunities locally. So we're really honed in on Cincinnati right now. But we focus on that once we find a deal.   We reach out to folks in our network. So we have folks in our investor list. ⁓ Once they're on our list, we kind of have a quick vetting process and then we can share opportunities with them. Once they see that opportunity, they get a chance to review it. We like to have a webinar where we answer any questions about the deal. I think for new investors, it's a great way to learn because we have a lot of experienced investors who ask very intelligent, thoughtful questions that   Many first time investors probably would not even think of. And that's a great way to learn, right? And ultimately when it comes to this space, it's really about education. know, it's educating yourself, understanding how you think about risk, how you mitigate risk in your investment choices. And those webinars are a great chance for you to learn about that the first time. Once you've done that, you can go ahead and fill out our official paperwork with our SEC documents.   Jason Hull (47:30) Mm-hmm.   John Casmon (47:30) And then   once you're through there, you can make the investment. But the first thing is just to get on our list, you can have access to the deals. And before you do that, we've actually put together a guide that can help people because I found that when I have these calls, people don't ask great questions. Sometimes they do. But I want to make sure that you are informed and well educated because this is a big investment. You know, this is not a 599 thing. And if it doesn't work out, OK, well, I just wasted six bucks. No.   Jason Hull (47:54) .   John Casmon (47:59) We're asking you to make a pretty large investment, whether it's with us or with others. If that's what you're looking to do, I want to make sure you're well informed. So we put together a guide. It's seven questions you must ask before investing in apartments. You can get that on our website. It's casmancapital.com slash seven questions, but it gets into questions around the market itself, the operating team, what you should be looking for, the deal. What is the story of this property? What's the business plan? And it helps you identify different levels of risk because the reality is   Anything can work, but you want to mitigate risk as much as possible, particularly when you're a passive investor, because you are basically saying, I'm trusting these people to find the right deal and execute. And you want to make sure that you are finding and identifying the right individuals who have a proven track record doing the thing that they are asking to do. When I hear about people losing money in real estate. At least 50, if not 70 % of the time.   Jason Hull (48:35) Hmm.   John Casmon (48:57) It is someone doing something for the first time. It is the first time in the market, first time doing this kind of deal, first time doing this kind of business plan. And. I can't tell you how frustrating it is because it's a big red flag, and it's not to say they can't do it and can't have success. But if it's your first time, I want to see how you're mitigating that right. You want to partner with someone who does have the experience you want. Like there are lot of things that you can do to put the odds in your favor. And when you're a passive investor.   Jason Hull (48:59) Mm, yeah.   John Casmon (49:26) It is not your job to hope. Your job is to analyze the information in front of you and make an informed decision. So this guide can help you do that.   Jason Hull (49:34) Yeah, love it. I'm going to run a quick word from our sponsor real quick. Our sponsor for this episode is Vendero. And many of you tell me that property management maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. So they leverage cutting edge AI technology to handle nearly all your maintenance tasks from initiating work orders.   Troubleshooting, coordinating with vendors and reporting. This AI doesn't just automate, it becomes your ideal employee. Learning your preferences, executing tasks flawlessly and never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow today and make this the last maintenance hire you'll ever need.   All right, so John, this is super helpful. love you've got your list. ⁓ You got your webinar, you've got your guide. I would recommend property managers listening to this. If they're curious about the world of syndication, that they start getting into your stuff and seeing how an expert like you is doing this and maybe even get involved in some of the deals with you or something might be a good idea. And they can kind of get a feel for how this works. And then maybe they'll say, I don't want to do what John does.   And I'll just find people that do, but they'll at least understand how they could partner with people like that. then, or they may decide, you know what? John's clever, but I'm clever too. I might be able to figure out how to do this too. And maybe they'll do it too. And, but I think there's a solid opportunity for property managers that want to be in the multifamily space and do multifamily management to find third party people that are doing these syndication deals. They need good property managers and property managers want more doors and they want to grow.   And if you don't, because your business sucks and it's uncomfortable, then reach out to me. I'll help you out. We'll get you dialed in. But ⁓ John, what else would you say to the investors that are maybe they're familiar with this and they've done some real estate investing and they've worked with some syndications ⁓ and they get on your list to do the webinar. What would you say to them next?   John Casmon (51:56) Yeah, I think the biggest thing is understand what you're looking for. You know, I think one of the biggest challenges for investors is when you can't pull the trigger, it's typically because you haven't figured out what you're solving for. Are you looking for passive income? So you're just looking for a cash flow? Are you looking for long term wealth appreciation? Are you looking for tax benefits and to reduce kind of your tax liability? Do just want to diversify? Maybe you got feel like you have too much in a stock market, just like we put something somewhere else. So.   Figure out what you're actually solving for. Understand your risk tolerance, you know, because every deal is different. In our case, we do value add B class deals. That's a fancy way of just saying we like properties that already making money that are solid, solid tenant based. Think of when I say B class, I'm thinking of all stuff that was built maybe 30 years ago, maybe 40, maybe 20 years ago. Stuff that.   your teachers, your firefighters, your police officers, places where they might rent. So desirable locations, not luxury, not super high end, not, you know, super courts, everything. ⁓ But, you know, places that you would want your kid, your kid was in college, places you would be fine with your kid living, right? So you're thinking about that stuff. That's, you know, I don't say affordable stuff. That's not crazy price. So that's kind of what we focus on.   Jason Hull (53:15) So would   that be like, is that how you find the best markets then?   John Casmon (53:21) That's part of it. That's our strategy. There are different strategies that people utilize. I have found for us that is a sweet spot where we can take those kind of assets, modernize them and create value for potential renters. Some people like to focus only on they call it core plus right where they're buying newer stuff, stuff built five years ago or three years ago. And maybe it was, you know, leased up and they're just going to go in and hold it longer. You'll find other ways to add more money through amenities.   Jason Hull (53:35) Okay.   John Casmon (53:50) So some people do that strategy. Some people like older properties where they're buying more distressed or much older properties and are trying to fully renovate them and bring them up. There are strategies out there, something like new construction, stuff that doesn't exist. They want to build from the ground up. So it really comes down to you. Every investing strategy has a different level of risk. This has nothing to with real estate, right? This is investing in general. you're buying, you know, know, value stocks versus growth stocks versus Internet, it's the same stuff, right?   So you just have to figure out your level of risk. We like value at B-class multifamily deals. Once you understand your level of risk and balance that with your return expectations or projections, that's when you can figure out which investments actually make sense. You know, I have some folks who they like to invest in what we call trophy assets. And...   They may not know that right away, but when you send them a couple of deals and they look at the property like, ⁓ it's okay. They want something. They want something they can brag about. They want to drive you by like, see that building over there? That's me. And if that's fine, if that's what you want, understand what comes with that, right? That's going to be a lower term, right? Because these are, there's not much value to create, right? You've got a brand new property. It's A class, rents are $2,500. There's not a whole lot you can do there. And because of that,   Jason Hull (54:49) Yeah, they don't want to show that off. Look what I'm connecting.   OK, right.   Thank   Yeah.   John Casmon (55:13) There's not as much risk. So you're going to get less return because there's less risk. That's fun. Some people want to maximize their return, right? Hey, I don't need this money. I want to let it ride for 20 years. So they might want to do new construction or they might want to do a deep discount, highly distressed vacant property that needs, you know, $50,000 per unit to renovate it and turn around because the upside is there. So it just depends on that investor and your level of risk. Right. And most of us fall somewhere in the middle.   Jason Hull (55:27) Thank   John Casmon (55:43) which is kind of our strategy. figure out your level of risk tolerance, what you're looking for. And sometimes you don't know until you start looking at a Because you might think you're a cashflow person until I show you what cash flows. And you're like, oh, no, I don't want to be in that de

Welcome to another episode of the Sustainable Clinical Medicine Podcast! Our host Dr. Sarah Smith interviews Coleman Associates staff Amanda Laramie and Chief Innovation Officer Adrienne Mann about how Coleman Associates helps healthcare clinics—especially community health centers—redesign care delivery through their Dramatic Performance Improvement (DPI) methodology. Adrienne describes how Coleman's work in her Chicago community health center targeted goals such as cycle time under 30 minutes (from patient arrival to departure), no-show rate under 5%, and 100% real-time charting completion, leading to improved patient and staff satisfaction and reduced burnout. They explain cycle time as a measure of organized care and patient experience, and discuss how patient visit tracking reveals bottlenecks, handoffs, and physical-layout issues that slow flow. They cover strategies to reduce no-shows, framing them as a sign of a broken relationship and an access problem; examples include mystery shopper calls to identify barriers like long hold times, easier cancellation processes, and proactive visit confirmation and preparation. They discuss role realignment and preparing for visits through team-based workflows, including the “sheep-shepherd model” where MAs or nurses shepherd clinic flow to protect clinician time, reduce interruptions, and support “today's work done today.” Specific tactics include team “dance steps,” robust intake and concise handoffs, the “midway knock” check-in (physical or virtual), and having staff “bodyguard” clinicians while charting to prevent interruptions and avoid getting behind on notes. They also discuss inbox/worklist overload, aiming for net-zero inbox at day's end through better routing/oversight, team support for tasks, and a “red carpet exit” to reduce follow-up calls by addressing questions and ensuring orders/referrals are completed before the patient leaves. The conversation addresses individual needs and disabilities (including neurodiversity), emphasizing that frontline staff should design and adapt solutions; examples include noise-canceling headphones for charting and using space creatively (e.g., an exam room as a quiet charting space). They discuss shifting visit prep from clinicians to teams so multiple “brains” are aware of patient needs (e.g., hospital follow-ups, missing labs, forms), including pre-visit calls asking about ED visits, specialists, and concerns. They argue checkbox-heavy requirements (e.g., Medicare-related items) should be handled by nurses or staff through pre-visit “concierge” workflows, and note EHR limitations can be addressed through optimization and interdisciplinary decisions about filing and access. They conclude by encouraging curiosity and questioning existing systems (“why” thinking), noting that everything is changeable except load-bearing walls, and provide ways to find Coleman Associates online. They state they primarily work across the U.S. but are open to working anywhere, including Canada and Australia. Here are 3 key takeaways from this episode: Cycle Time Under 30 Minutes Indicates Organized Care: Cycle time (patient arrival to departure) isn't about rushing—it's about eliminating confusion, handoffs, and mishaps. Shorter cycle times mean better-organized care that respects patients' time, especially those without PTO or childcare access. The goal is efficiency through coordination, not speed through corners cut. No-Shows Signal Broken Relationships, Not Patient Irresponsibility: When no-show rates exceed 10-15%, it reveals systemic issues: long hold times making cancellations difficult, appointments booked months in advance, or lack of relationship-building. The solution involves confirmation calls, easier cancellation processes, and recognizing that patients who no-show often need care the most—they're the ones appearing in emergency departments instead. The Shepherd-Sheep Model Empowers Teams and Protects Clinician Focus: Medical assistants and nurses should "shepherd" the clinician's flow—staying slightly ahead, looping back to check needs, and bodyguarding charting time from interruptions. This allows clinicians to focus on what only they can do while the care team handles preparation, coordination, and protection of workflow. The result: 100% real-time charting completion becomes achievable. Meet Amanda Laramie & Adrienne Mann: Amanda is experienced in process design, training, and leadership development. Before working with Coleman, Amanda worked for a women's health center in Providence, Rhode Island. She was a Medical Assistant and later, a Health Center Manager. Amanda has been working with Coleman Associates since 2011 and has coached hundreds of health center teams. She is a team leader and current COO of Coleman Associates. Adrienne Mann is a dynamic coach, trainer, healthcare leader, speaker, and podcast host passionate about driving positive change. She develops training on succeeding in Alternative Payment Models and leadership. As a Step-In Executive, Adrienne helps organizations tackle tough challenges. She also spearheaded Coleman Associates' IACET accreditation and Joint Accreditation, ensuring high-quality continuing education. With a background in nursing and a love for innovation, Adrienne trains national cohorts in Dramatic Performance Improvement and tracks long-term results. Her work has transformed hundreds of health centers, making a lasting impact on patient care and staff morale. She is a RN by training and current Chief Innovation office of Coleman Associates Connect with Amanda Laramie & Adrienne Mann:

Dead as Disco went from 50,000 Steam wishlists to over 750,000 in less than a month, with over a million unique demo players and a 98% Overwhelmingly Positive rating. Host Jen Donahoe sits down with Eden Chen, founder of Pragma and the FirstLook player relationship platform, and Adam Gershowitz, COO of Brain Jar Games, to break down exactly how they did it.Adam walks through Brain Jar's journey from a 300-person closed playtest to pulling the NDA and watching TikTok explode their community overnight, racking up over 200 million views on the Dead as Disco hashtag. Eden explains how First Look helps studios build a "golden cohort" of core fans, use in-game surveys and sentiment analysis to track player feedback at scale, and create organic referral loops that drive 10-25% community growth.The conversation also covers Discord bots as a community engagement and advertising channel, why TikTok beat Twitch for a music-based game, and how Eden is building paid inventory for core gamers in 2026 through creators, Discord servers, and player utility sites.Packed with specific tactics and real data for anyone rethinking their publishing platform and capabilities.Firstlook.gg and Dead as Disco https://store.steampowered.com/app/3404260/Dead_as_Disco/Adam Gershowitz - https://www.linkedin.com/in/agershowitz/Eden Chen - https://www.linkedin.com/in/edechen/Jen Donahoe - https://www.linkedin.com/in/jenniferdonahoe/

Before you conclude that circumstances prevent you from success, you might want to listen to what Everette Taylor has to say. Here is a man who was homeless, who first learned business from drug dealers, and who then started multiple multi-million dollar companies. He is now one of the most successful and recognized entrepreneurs under 30. How did he get there? On this episode of Impact Theory with Tom Bilyeu, Everette Taylor shows how you can learn anything you want to learn if you are willing to truly listen to people and then put in the work. SHOW NOTES: Relentless is Everette's favorite word [3:05] Everette tells the story of being homeless and losing everything [4:39] Embracing reality means actually finding a solution [6:51] Everette and Tom discuss learning entrepreneurship from hustlers and drug dealers [8:04] Tom asks Everette why the same poverty that breaks other people propelled him [14:11] Everette explains why he needed to see entrepreneurs who looked like him [17:11] Everette talks about the importance of emotional intelligence [19:00] Everette advocates that you can learn anything you want to learn [20:59] Everette says helping people is his deepest motivation [22:30] Everette and Tom discuss what to say to someone who hasn't found their passion [25:08] Everette advocates really understanding your target audience [26:53] Everette and Tom discuss the love of learning [30:00] Everette describes one change people could make that would have the most impact [35:30] QUOTES: “It's one thing being homeless. It's another thing having everything taken away from you.” [5:10] “My supplier, that was the first COO that I ever met. Being a drug dealer is like being a Chief Operating Officer.” [11:45] “There's a lot of drug dealers. There's not a lot of drug dealers who are making real money. It takes a certain je ne sais quoi to get to a point where you're the boss.” [13:47] Learn more about your ad choices. Visit megaphone.fm/adchoices

From Corporate Boardrooms to Small Business Breakthroughs: Ingredients for Success with James OrsiniStay On Course Podcast | Host: Julie Riga | Guest: James OrsiniWhat does it really take to build a thriving small business and how do the lessons of the Fortune 500 world translate to the entrepreneurial journey? In this candid and inspiring conversation, Julie Riga sits down with seasoned executive James Orsini to unpack the mindset shifts, operational disciplines, and leadership principles that separate businesses that scale from those that stall. Whether you are a founder, a corporate executive ready to pivot, or a small business owner in the thick of the grind, this episode is packed with transformative insights to help you stay on course.From Corporate Boardrooms to Small Business Breakthroughs: Ingredients for Success with James OrsiniAbout James OrsiniJames Orsini is a seasoned executive leader with more than 35 years of experience as President, CEO, COO, and CFO across high-growth organizations. After an 11-year run at VaynerX alongside Gary Vaynerchuk, where he helped grow the company from $42M to $350M and 2,000 people across 15 offices, James now advises founders and small business leaders through Vyve, Factotum, and J & J Consulting Services, co-founded with his wife Joanne.Fun Fact: James is a proud Italian-American whose ultimate comfort food is his wife's Sunday pasta sauce, slow-cooked for hours every single week.Ingredients for SuccessFocus and Strategic Prioritization Entrepreneurs rarely run out of ideas; they run out of focus. James advocates for working backwards from your endgame and using tools like the Eisenhower Matrix to prioritize what truly moves the needle each quarter.Knowing When to Hire and Delegate Founders who hold on too tight risk choking their own growth. Tracking yellow hustle time versus green paid time on your calendar reveals exactly when it is time to bring in your first hire and step fully into your leadership role.Integrity Above All Doing the right thing with your employees, vendors, and partners, even when nobody is watching, creates a reputation that outlives any single business venture. James calls this the most enduring ingredient for success.Community and Accountability Leadership can be lonely. Investing in a mastermind, coaching program, or peer group compresses your learning curve and gives you the sounding board every leader needs. Iron sharpens iron.Culture as Your Competitive Advantage VaynerMedia maintained a 17% voluntary turnover rate in an industry averaging over 35%. Hire for kindness and empathy first, then teach the skills. Culture is your most sustainable edge.Memorable Quotes"Doing the right thing is always the right thing, even when people are not looking.""Some founders squeeze the baby so tight, they choke it. Know when to let go and move to the work only you can do.""Work backwards from the legacy you want to leave. That clarity drives every decision."Key TakeawaysTransition from operator to leader. Work on the business, not in it. This mindset shift is the turning point for every founder ready to scale.Build your network with gratitude and empathy. Relationships cultivated with care become your greatest long-term asset.Stay open to pivoting. The business you build two years from now will look nothing like what you imagined today, and that is a strength.Connect with James OrsiniLinkedIn: James OrsiniVyve: @Revive (social handles)Factotum: factotum.comJ & J Consulting Services (LinkedIn)Connect with Julie RigaStay On Course PodcastBefore I Lead Programjulieriga.com/leadSubscribe to Stay On Course wherever you listen to podcasts and share this episode with every founder and leader who is ready to build something that lasts.#StayOnCourse #LeadershipMindset #SmallBusinessSuccess #PurposeDrivenLeadership #BeforeILead

“I wasn't failing. I just wasn't growing.”Adam Tasker had the career. The family. Three kids. Responsibility handled.But privately, he knew he was drifting.After being diagnosed with ADHD as an adult, following his sons' diagnoses, he began to look at how he was operating. Not just as a father, but as a leader. At home. In business. With himself.In this conversation, Skye and Adam unpack:What actually changes after a late ADHD diagnosisHow overwhelm escalates and why some days collapse fastThe identity shift from practitioner to leader in businessDelegation, emotional regulation, and being the tone-setter at homeThey talk through structure, routines, communication, and the tension between flexibility and discipline in a neurodivergent household.This episode is not about productivity hacks.It is about responsibility, self-awareness, and learning to lead without burning out or defaulting to shame.If you are a parent, a founder, or someone who knows you are capable of more than “going through the motions,” this conversation will resonate.Connect with Adam Tasker, COO of High Performance Father, at https://highperformancefather.com or email him directly at adam@highperformancefather.com for resources and support. P.S. If your ADHD symptoms turn every business day into chaos—unfinished tasks piling up, revenue stuck, systems that don't stick—it's not you. It's your operating system. We help service business owners unblock their next $50-500k with simple systems that focus their brain. Watch this video to see how we do it, then take the program walkthrough.

What does it take to take one of MLS's most iconic clubs from stagnation to championship momentum—while also rebuilding culture, trust, and the fan experience? In this episode, Tom Braun, President & COO of the LA Galaxy, breaks down the leadership decisions behind the turnaround: why authenticity matters under pressure, how “small gains” compound into brand loyalty, and what sports can teach every CEO about building belief, alignment, and performance. Chapters 00:00 From Investment Banking to Sports Leadership 06:59 Authenticity in Leadership 10:47 Rebuilding Momentum and Fan Experience 18:16 Building Trust and Community Engagement 20:27 Investing in Youth Development 25:13 Creating a Memorable Fan Experience 28:14 LeaderbookAI_Outro.mp4 — Subscribe to the LeaderbookAI Podcast: https://leaderbook.ai/podcast We create high-performing power houses. Let's talk: https://leaderbook.ai/contact

Hey there leader! Today in Leadership Lost and Found join Randy and Jim as they talk with Barry Vandeveer about his journey from software developer to CTO, CIO and now COO, and the leadership lessons he's learned along the way. We cover practical topics like transitioning from individual contributor to people leader, hiring and mentoring talent, navigating cultural change after acquisitions, making data-driven spend decisions, and the importance of listening and being available for your team. Barry also shares personal anecdotes — founding Travelocity, a brief stint as a flight attendant, earning an MBA while raising a family, recovering from burnout, and his current focus on integrating AI at Datacore — giving real-world examples of leadership in action.

XBOX made some big changes, announcing the retirement of XBOX head Phil Spencer and the resignation of COO, Sarah Bond. In their place come Microsoft OpenAI head Asha Sharma and new Chief Content Officer Matt Booty. TJ Johnson and Gerald Glassford discuss the change for XBOX and why it was made now, plus we define the legacy of Phil Spencer's time as the head of XBOX. All this and thoughts on Ghostface returning to theaters in Scream 7 and why the outlook for Star Trek is not so fascinating. XBOX makes some big changes. Will it mean a turnaround for the once-gaining giant? Find out as we share thoughts while returning to the Pop Culture Cosmos!Gear up with your favorite Pop Culture Cosmos shirts and gifts in our TeePublic store at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.teepublic.com/user/pop-culture-cosmos⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Questions for us? Hit us up at ⁠⁠⁠⁠⁠⁠popculturecosmos@yahoo.com⁠⁠⁠⁠⁠⁠ or @popculturecosmo on Twitter!Don't forget to Follow, Like, and Subscribe to our shows and leave us that 5-star Review on Apple Podcasts and Spotify!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Presented by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Pop Culture Cosmos⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, Zero Cool Films, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ThriveFantasy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, the novel Congratulations, You Suck (available for purchase ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠HERE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠), ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Lakers Fast Break⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Pop Culture Cosmos⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Inside Sports Fantasy Football⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠DripShow Shop, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Happy Hoarder⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Retro City Games⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠!

Complex problems don't require complex leaders.They require clear thinkers and humble decision-makers.In this episode of the Olympic Minds podcast, Sherry Winn speaks with Edgar Escobar, COO of ALTO, about why the most effective leaders stop trying to be the smartest person in the room—and start building teams that think, learn, and solve together.Here are some Key Highlights from this episode:- How to break massive challenges into manageable wins- Why ego is the fastest way to stall growth- How real leadership multiplies capability across a teamThis is a masterclass in modern leadership without ego.Listen now and ask yourself: Am I building my team—or competing with it?Guest: Edgar EscobarHost: Sherry WinnSound: Mahesh R.Producer: Archita Puranik#TALRadioenglish #leadership #capability #touchalife #TALRadio

* We'll talk with Middle East expert Bruce Jentleson about the talks with Iran and what could happen if the US conducts a military strike against Iran. * Bank On It, financial insights you can count on with Jason Shields, the COO of Gulf Coast Bank & Trust

Bank On It, financial insights you can count on with Jason Shields, the COO of Gulf Coast Bank & Trust