Podcasts about Coos

Preacher: Revd Christopher Ho; Vicar, Church of Our Saviour Date: 6 Sept 2026 (10.45am)

You hit a growth ceiling and your first instinct is to change what you're doing, not fix how you're doing it.Matt Verlaque has coached founders past a million in revenue and sees the same pattern over and over: something works, the novelty wears off, growth stalls, and suddenly a new marketing channel, AI tool, or strategy looks like the answer.Matt and Skye unpack the “pivot chaser” trap, how to tell when a strategy is genuinely broken versus when you've simply gotten bored of executing it. They also dig into AI mania, the dopamine hit of learning and building new things, and why constantly chasing the next skill can quietly keep you from scaling.Because as Matt puts it: “Beginners don't scale companies.”What We CoverHow to tell whether you have a strategy problem or an execution problemWhy ADHD founders abandon the thing that was actually driving their growthWhy skill acquisition feels productive even when it stalls your companyThe difference between “can I build this?” and “should I build this?”Why constantly chasing novelty keeps you a beginnerConnect With Matt Verlaquehttps://mattverlaque.com/Instagram: @mattverlaqueAbout ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

Preacher: Revd Fu Wei Kai, Priest of Church of Our Saviour Date: 15 February 2026 (10.45am)

Tom Reber built successful businesses while privately believing he wasn't smart enough to fight for his own ideas. That belief followed him from childhood special ed into business ownership, where he went bankrupt once and later sold another business for far less than he believed it was worth.Tom, founder of The Contractor Fight and a former Marine, explains where that belief came from, how it affected the decisions he made, and what changed when he finally stopped confusing not knowing something with being stupid.What We Cover:Why Tom stopped fighting for decisions he knew were rightHow childhood special ed shaped his self-image for decadesThe conversation with his mom that changed how he understood his pastThe bankruptcy and business buyout he connects to that beliefHow he learned to trust his own judgment againWhy he now sees his ADHD focus as an advantageWhat "strong you, strong home, strong business" means in practiceConnect With Tom Reberhttps://thecontractorfight.com/https://www.instagram.com/fightwithtom/?hl=enAbout ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

You spent real money on a system nobody uses.Skye and Robert Waterson see this problem regularly working as fractional COOs with ADHD business owners. The owner gets excited about a new system, the team agrees to the change, and a few weeks later everyone quietly slips back into the old way of doing things.The problem usually isn't the software. It's how the change was handled.In this episode, Skye and Robert break down the six phases they use to move a team onto better systems without losing people halfway through. It starts with getting genuine buy-in before anything gets built, then prototyping the process, slowing down the rollout, and documenting it once it actually works.What We Cover:Why telling your team to “just use it” creates quiet noncomplianceWhy previous failed software changes make teams reluctant to try againGetting real buy-in before building the new systemWhy a rough prototype can beat an expensive polished platformHow ADHD founders can move faster than their team can realistically followKnowing when to stop adding features and let the new process settleWhy documentation matters once the system is actually workingIf you run a business with ADHD and keep finding yourself at the centre of the systems, decisions, and implementation, this one will probably feel familiar.About ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

How do you walk into a company of nearly 800 people as its first-ever president and win over the ones who wanted your job?We are bringing this one back because it keeps landing with second-in-command leaders. Cameron sits down with Sameer Kazi, the first president in ActiveCampaign's history, who joined a fast-growing company of nearly 800 people and had to earn trust from day one.Sameer traces his path from employee 200 at ExactTarget through the Salesforce acquisition, KKR, Bessemer, and running Cheetah Digital, then unpacks how he split responsibilities with the CEO, why he brings non-finance leaders close to the numbers, and how he decides with incomplete information.If you are stepping into a senior seat or scaling a business without losing its edge, this one is worth the revisit. Listen now.Sponsored by:This episode is brought to you by our Silver Sponsor, Next Level Growth.They help COOs and leadership teams build Elite Organizations through a proven, customizable framework built around the Five Obsessions of Elite Organizations.If you and your leadership team are ready to operate at the next level, take the Elite Organizations Assessment and receive a free 20-page customized report based on your answers, plus a complimentary one-hour coaching session with a Next Level Growth Partner and Business Guide to begin implementing tools that will help you build an even more elite business.Complete the assessment here to get started - nextlevelgrowth.com/cooassessmentTimestamped Highlights02:35 Employee 200 at a "tiny little company" called ExactTarget03:15 Filing an S-1 in 2008, right as the markets fell apart03:50 Why the growth never actually slowed down05:37 The years between Salesforce and ActiveCampaign08:50 Walking into KKR and asking, "Barbarians at the Gate?"10:38 The boardroom lesson from a business with declining growth12:38 What an MBA is actually good for13:38 Reading Salesforce's income statement before SaaS was cool14:48 The 54% lever that only works while growth holds15:52 Quitting his job to raise money with twins on the way16:32 Why ActiveCampaign came looking for him19:23 Why the role was never about empire building21:46 Winning over the people who wanted his seat25:11 How you know when you know enough to decide26:24 What ActiveCampaign really does34:47 Why every non-finance leader should learn the numbers37:25 The advice he would give his 21-year-old selfAbout the GuestSameer Kazi was serving as President of ActiveCampaign at the time of this recording, the first person to hold that title in the company's history, reporting to founder and CEO Jason VandeBoom. A veteran SaaS operator, he was an early executive at ExactTarget (employee 200) through its acquisition by Salesforce and ran EMEA operations from London. He later served as interim CEO of Simply Measured and CEO of Cheetah Digital, and worked alongside investors including KKR and Bessemer. He holds an MBA and describes himself as a sleeves-rolled-up, sweat-the-details operator. Sameer is now the Chief Executive Officer at Pantheon Platform.

Most people don't struggle to put themselves out there because they lack ideas. They struggle because they're afraid of what people will think once they see the real version of them.So they post the safe version instead. The version nobody remembers.Chris Do, Emmy-winning designer and founder of The Futur, has spent more than 20 years helping creatives build businesses by becoming more visible. He believes a brand people care about isn't built on sharper positioning. It's built on being willing to be seen. That means getting comfortable with the parts of yourself you've been editing out.He explains why fear of judgment (not a lack of confidence) is what keeps people editing, how radical self-acceptance changes what you're willing to say publicly, and the simple exercise he uses to help people work through it.If you're a creator, founder, or anyone building in public who has overthought a post, softened an opinion, or caught yourself over-explaining, this episode gives you a practical place to start.What We CoverWhy fear of judgment, not low confidence, is what keeps your work genericHow hidden fear leaks out as over-explaining and nervous energyChris's radical self-acceptance exercise, step by stepWhy confidence is built through exposure, not positive thinkingWhat changes in how people respond once you let yourself be seen accuratelyListen to the full conversation, then try Chris's exercise and tell me what came up in the comments.Connect With Chris DoInstagram @thechrisdoYouTube @ChrisDo/@thefuturAbout ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

Preacher: Pastor Mark Tho, Church of Our Saviour Date: 23 August 2026 (8.30am)

Most ADHD interventions only work if you actually stick with them. So what happens when the intervention is something your brain actually wants to do?Skye joins Will to unpack a systematic review of 22 studies on virtual reality interventions for ADHD. They look at surprisingly high adherence rates, what the research suggests about attention and working memory, and whether improvements inside VR actually carry over into everyday life.They also dig into the different ways VR is being used, from cognitive games and movement-based training to simulated real-world scenarios, plus where the evidence is still too thin to draw firm conclusions.Want more of Will's work? Visit HackingYourADHD.com or subscribe on YouTube.What We Cover:Why adherence rates of 85 percent or higher caught their attentionThree different ways researchers are using VR for ADHDWhat the studies suggest about attention and working memoryWhy VR is being studied alongside existing ADHD treatmentsThe big question of whether improvements transfer to real lifeReported side effects and the limitations of the current researchAbout ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

Half Time Is Over: Finish 2026 Strong Time is ticking away on 2026 and it might feel like you have just over 4 months left in the year, you really only have 3. The whistle blew on June 30th, and now is the time to take action if you want to impact what remains of 2026. Most leaders spend August telling themselves there's plenty of time, but November and December already belong to holidays, budget season, and year-end close. That leaves August, September, and October as the window where the work actually happens. This is the halftime audit for anyone responsible for a team, a customer experience, or a budget. Special shout out to all the campuses opening this week in higher education - thanks for welcoming the student back and creating a place where they can feel like they belong. Let's talk about the halftime audit - customers, teams, strategy, and you. This is how you will crush the rest of the year. In this episode: • Why role clarity rather than motivation is the quiet drag on your team's performance right now • Prioritize quality recognition and coaching around your most important priorities • Focus on what matters most going into year end - you can't tackle everything, so focus on key priorities with impact • Decide what you'll focus on, what needs to be removed from your list, and what gets pushed to 2027   Perfect for: hospitality leaders, business owners, CEOS, COOs, CX/EX professionals, operational managers, retail and service teams, training and development leaders, and anyone responsible for people and performance (and sales growth). Book time with me to learn about our speaking, training, and consulting services: https://calendly.com/thetonyjohnson/strategy  Links & Resources:

Denise Garth: The Frontier Insurer, One Year In Denise Garth returns to Scouting for Growth one year after the Frontier Firm idea began to move from a strategic aspiration into insurer operating models, technology roadmaps, and boardroom priorities. As Chief Strategy Officer at Majesco, Denise offers a sharper test for the Frontier Insurer: Is the organization simply using AI? Is it redesigning selected processes around AI? Or is it rebuilding the enterprise around intelligence, connecting its data, core platforms, people, partners, and decisions? Only the third represents genuine transformation. The uncomfortable truth is that most carriers now have AI enthusiasm, pilots, and isolated productivity gains. Far fewer have the intelligent core, embedded governance, and human-agent operating model required to scale them. Majesco's research captures the disconnect: 82% of insurance leaders believe AI will define the industry's future, yet only 14% have integrated it into their operations. Sabine and Denise explore what has changed over the past twelve months, why intelligent orchestration now matters more than another point solution, and how insurers can move from experimentation towards a genuinely redefined operating model. The conversation is for insurance CEOs, COOs, CROs, CDOs, transformation leaders, and technology founders navigating the move from AI experimentation to an intelligent, governable operating model. KEY TAKEAWAYS One year on, I see the conversation around AI in insurance moving from “What is this technology?” to a much more consequential question: “What does this mean for the business?” The 82%-14% gap tells us that the challenge is no longer access to technology. It is leadership. Most insurers are experimenting, but experimentation alone will not create a Frontier Insurer. The real opportunity is to rethink the business around the outcomes we want to create for customers, employees, and shareholders. I also believe we need to stop thinking about AI as something we bolt onto existing workflows. The Frontier Insurer embeds intelligence into its core, connects high-quality, accessible data with workflows and agents, and builds governance and auditability into its architecture. This changes what people actually do. Claims professionals can move from repetitive adjustment towards risk reduction and customer empathy; underwriters can become more focused on portfolio management and judgment; and employees can spend more time on knowledge-based work rather than manual processing. The biggest shift, however, is towards orchestration. I am increasingly convinced that the winners will not be the insurers with the most AI pilots or the biggest AI budgets. They will be the organizations that can bring together intelligence, governance, and core systems into a coherent operating model, while building trust along the way. Becoming a Frontier Insurer means being bold enough to rethink organizational structures, jobs, processes, technology partnerships, and ultimately the economics of insurance. The question is no longer whether AI will change insurance. It is whether leaders are prepared to redesign their businesses around it. BEST MOMENTS “Every insurer in 2026 will tell you that they are doing AI. Ask your harder question. Who has rebuilt the business or operating model around it?” – Sabine VanderLinden [00:16] “The gap isn't a technology story. It is a leadership story.” – Sabine VanderLinden [00:16] “It isn't about cutting people. It's about elevating them.” – Denise Garth [14:49] “It is about a rip and replace of business capabilities and the operating model.” – Denise Garth [43:34] “Somebody else is going to jump ahead of you because they're going to look at it from an orchestration standpoint and rethink.” – Denise Garth [38:19] “Redefined their operating model and embraced AI in a way that accelerated that redefinition of the operating model.” – Denise Garth [95:10]   ABOUT THE GUEST Denise Garth is Chief Strategy Officer at Majesco, where she leads strategy, marketing, industry relations, and innovation in support of the company's client-centric vision. She works closely with insurers, technology partners and the wider industry ecosystem to identify emerging shifts and translate them into practical priorities for property and casualty, life, annuity and benefits organizations. An internationally recognized insurance and InsurTech thinker, Denise focuses on the forces reshaping the industry—from AI, data, and intelligent core platforms to new operating models, changing customer expectations, and ecosystem-based growth. Her work challenges insurers to move beyond incremental modernization and build organizations capable of learning, adapting, and delivering value continuously.   ABOUT THE HOST Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet. If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights. And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

Shannon Spotswood – CEO, RFG Advisory Choosing a platform isn't just about technology or economics. It's about finding a partner that helps you build the business you actually want to own. Shannon Spotswood explains why growth without compromise starts with choosing the right partner. In Summary What should advisors really look for in a platform partner? Jason Diamond sits down with Shannon Spotswood, CEO of RFG Advisory, to discuss why the best platforms do more than provide technology and operational support—they help advisors build stronger businesses. Shannon shares lessons from helping grow RFG into one of the industry's leading supportive independence firms, covering everything from private equity partnerships and advisor experience to enterprise value, branding, and overcoming the fear that keeps many advisors from pursuing the business they truly want. The Storyline Most advisors evaluating independence compare technology, payouts, and service offerings. Shannon Spotswood believes they're asking the wrong first question. After spending two decades in institutional investing and later helping to rebuild RFG Advisory from the ground up, Shannon has developed a philosophy centered on partnership. She argues that the best platforms function less like vendors and more like long-term business partners, helping advisors spend more time with clients, build enterprise value, and create businesses aligned with their vision rather than forcing compromises. Jason and Shannon discuss what meaningful support actually looks like, why the right private equity partner can accelerate growth rather than restrict it, and why advisors should demand evidence – not marketing promises – when evaluating a platform. The conversation also explores one of the industry's biggest obstacles to change: fear. Shannon explains why outdated assumptions about transitioning firms continue to prevent advisors from building businesses they enjoy, even though data suggests the experience is often far less disruptive than many believe. Ultimately, the discussion reframes independence itself—not as the destination, but as the beginning of choosing the right long-term partners. Topics Covered Evaluating advisor platforms as long-term business partners Building an independent business without compromise Enterprise value and organic growth Private equity as a strategic growth partner Advisor experience and client experience Branding and authenticity in wealth management Overcoming fear and transition myths Technology, outsourcing, and operational leverage Leadership, succession, and organizational growth The future of supportive independence   > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why should advisors think of a platform as a business partner? (10:00) Shannon explains why technology and service alone aren't enough—and why the right partner should help advisors build the business they ultimately want to own. What does “growth without compromise” actually mean? (10:00–17:30) RFG's philosophy centers on helping advisors focus on their highest-value work while surrounding them with integrated support designed to drive enterprise value. Can private equity make a firm better? (25:00) Rather than debating whether private equity is good or bad, Shannon explains why success depends on choosing a partner whose values and long-term vision align with yours. How should advisors evaluate competing platforms? (43:00) Her advice is simple: don't rely on marketing. Speak with advisors already using the platform and ask firms to demonstrate – not simply promise – how they solve problems. Why does fear keep so many advisors from making a change? (48:30) Shannon discusses the “PTSD” many advisors carry from outdated transition stories and why today's reality often looks very different. What does the future of advisor platforms look like? (34:00–42:00) The conversation explores advisor demand for greater personalization, stronger brands, AI-enabled efficiency, and partners that help advisors grow without sacrificing independence. Key Takeaways The best advisor platforms function as long-term strategic partners—not simply service providers. Enterprise value grows when advisors spend more time serving clients and less time managing operations. Private equity can be highly beneficial when partners share a common vision and respect management autonomy. Advisors should evaluate firms based on demonstrated execution rather than marketing claims. Fear remains one of the biggest barriers to advisor movement despite significant improvements in transition support. Authentic branding and deeper client relationships will become increasingly important as AI reshapes wealth management. https://youtu.be/jaSt3-mO0so Quotable Moments “The right partners make you better. The wrong ones can quietly hold you back.” “Don't tell me. Show me.” “Everything you want is on the other side of fear.” “Your team deserves to be happy. You deserve to be happy.”   FAQs What should advisors look for when evaluating an advisor platform? Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. How does RFG define “growth without compromise”? By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. Is private equity always good or bad for advisor firms? No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Why do advisors hesitate to make a move? Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. How should advisors compare competing platforms? Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. How is AI changing advisor businesses? AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Shannon believes advisors should look beyond technology and economics and evaluate whether a platform acts like a true long-term business partner that helps them grow and build enterprise value. By providing integrated support – from technology and compliance to marketing and coaching – that allows advisors to spend more time with clients while maintaining control of their businesses. No. Shannon argues that success depends less on private equity itself and more on choosing partners who share the firm's long-term vision and values. Fear and outdated perceptions about transitions still influence decision-making, even though today's transition experience is often much smoother than advisors expect. Talk directly with affiliated advisors, ask for measurable evidence of results, and focus on how a platform responds to advisor feedback rather than marketing claims. AI should enhance – not replace – the advisor relationship by creating operational efficiencies that allow advisors to spend more time delivering personalized advice. Related Resources How to Evaluate a Firm Beyond the Obvious: A Framework for Advisors Why You Should Stay at Your Current Firm   Shannon SpotswoodCEO Shannon Spotswood is a 25+ year industry veteran with a tremendous amount of experience across both retail and institutional finance and an outstanding reputation built on her passionate leadership and ongoing success in investment banking, hedge fund portfolio management, business development and retail wealth management. Joining RFG in 2015, Shannon recognized the opportunity to channel her entrepreneurial experience and passion for service into leading a mission to create an Advisor-focused RIA of the Future delivering a supported independence platform that empowers Financial Advisors to build the businesses they want to have, without compromise. Shannon's career has been characterized by her determination to build something bigger than herself. Having fallen in love with finance at only age 14, she was focused on making an impact in a male-dominated industry. After graduating from college, Shannon spent 20 years in San Francisco working in institutional finance. She began her career in investment banking and eventually achieved her dream job as a Portfolio Manager of a long- short equity fund at Symphony Asset Management. The company was acquired by Nuveen in 2001. After a decade at that firm and now a mother of 3 young children, Shannon turned her entrepreneurial passion in a new direction with a drastic pivot to start a luxury children's clothing brand, Busy Bees. Taking her years of experience in qualitative analysis of retail companies, Shannon and her business partner built the brand from the ground up, ushering its' growth from a garage to “Gwyneth Paltrow's Goop” over the course of a few years. Shannon and her family made the decision to move from the Bay Area to Birmingham, Alabama to be closer to family. And shortly after, the call to return to her first love, finance, grew to great to ignore. In 2015, Shannon joined RFG Advisory as President, leading RFG as the firm has grown from $1.8B to over $5B. In July of 2024, Shannon was named CEO of RFG Advisory and currently serves in that role. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Jason Diamond: The right partners make you better. The wrong ones can quietly hold you back. Most conversations about independence focus on platforms as providers of technology, service, or infrastructure. Shannon Spotswood sees them differently. She believes advisors should evaluate a platform the same way they’d evaluate any long-term business partner, by asking whether it will help them build the kind of firm they ultimately want to own. That’s exactly what we explore in this episode. Shannon is the CEO of RFG Advisory, a firm that has grown from a startup into one of the industry’s leading supportive independence platforms. Along the way, she’s developed a unique perspective on what advisors should be looking for beyond economics and technology, and why the right partner can accelerate growth, strengthen culture, and help create a business that’s built to last. It’s a conversation that goes well beyond advisor platforms. We explore why Shannon believes so strongly in growth without compromise, what private equity can look like when the partnership is aligned, why firms shouldn’t try to be everything to everyone, and how advisors can separate marketing promises from meaningful support. We also spend time on a topic that comes up in nearly every transition conversation my team has with advisors, fear. Shannon shares her perspective on why outdated assumptions about making a move continue to hold advisors back and why asking better questions and demanding evidence instead of promises can fundamentally change the way advisors evaluate every opportunity in front of them. Whether you’re considering independence, evaluating your current platform, or simply thinking about what comes next for your business, I think you’ll find Shannon’s perspective both practical and though-provoking, especially the sage advice in her words, “Don’t tell me, show me.” There’s a lot to take away from this conversation, so let’s get to it. Shannon, thanks so much for joining me. Thrilled to have you here. Shannon Spotswood: It’s excellent to be here. I’m really looking forward to it. Jason Diamond: Me too. Let’s dive right in. I want to start with your background. You spent 20 years in San Fran as an investment banker, then as a portfolio manager at Symphony Asset Management before even touching the world of wealth management. So what made you walk away from, we’ll call it the institutional world and enter the world of wealth management? Shannon Spotswood: It’s a little bit of a circuitous story, but I’m going to take us on the short route. I fell in love with Wall Street as a teenager, so I knew I wanted to work on Wall Street. My dream job was actually the time that I spent at Symphony Asset Management. I was a hedge fund manager for them for six years running a long/short equity fund. I then had three children in three and a half years. The firm was acquired by Nuveen Investments, and we grew very large, and I was on this really interesting trajectory within the institutional investment management world. And somewhat of the unexpected happened to me in 2010, we’d come through the financial crisis. I looked around the room, I had these three young children, and having loved finance since a very early age, I couldn’t crawl on an airplane anymore. I fell out of love with what was honestly my first love. And I made a pretty radical pivot. I left Symphony, the tallest building at the time in San Francisco, and I partnered with a woman, and we built a luxury children’s clothing company for the next three years. So about as radical of a move as you can make, a $30 billion firm, big team, a tremendous growth ahead of us to upside down boxes of infant cashmere in a garage that flooded when it rained. So I had my startup in a garage moment. And while I was running the children’s clothing company, my husband and I took a big leap of faith and decided to move from San Francisco to Birmingham, Alabama to get closer to family, to raise our kids in the South, and just manifest the life that we wanted. In the third year of running the kids’ clothing business, we checked every box of our initial business plan, and I turned to my business partner and I was like, “Now what? Should we raise capital? Should we open stores? Should we diversify manufacturing?” And we realized this beautiful little luxury brand that we had created was exactly what it needed to be. And so we restructured the company and I punched out of that. And I spent, really for the first time in my life, about five months in deep contemplation. What was the first hedge fund that I was a part of in San Francisco, my tour of duty through investment banking as an analyst associate and helping them start an M&A group. This incredible decade that I’d spent at Symphony, and then this wild out of left field moment of building a luxury children’s clothing brand. And it had such an epiphany, Jason. And it was this, that I was on the ground floor of all of those businesses. And my aha moment was, oh my gosh, I’m a builder. What I love more than anything is sitting at the intersection of talent and opportunity and what I think is truly one of life’s greatest gifts, and certainly I think the most fun way to live your professional life, which is building something. So I put my resume together and I titled… It wasn’t even really a job search. It was more, I was new to Birmingham. I wondered if there was anything I could be of service in being a part of building something. So I put that resume together and I titled it Seeking the Intangible. And I was looking for that opportunity of talent and building something bigger than myself. And it was through some networking with my across the street neighbor who went on to become a board member of RFG who thought all I did was sell his wife incredibly expensive clothing who networked me to Bobby White, who’s the founder of RFG. And in the first 10 minutes of my conversation with Bobby, and I’ll tell you, both of us went into that meeting thinking it was going to be a filler meeting. He was doing a favor for a friend, and I had seen a little bit of the wealth management industry after Nuveen had acquired Symphony and was like, “That’s not really my bag. My jam is more on the institutional side of things.” And 10 minutes into our very first meeting, we both canceled the rest of our day, and we spent the next two and a half hours in his office having a conversation that really started with what if. What if we took RFG, which had been founded in 2003, and at the time was an OSJ with LPL, what if we took that business and we tore it all the way down to the ground? And we rebuilt it from the ground floor up to be a platform that is designed, that is intentionally engineered, to serve independent advisors? What would it look like to be a client experience company first, a technology company second, and a corporate RIA third? And I’ll tell you, walking out of that meeting, I was like, “This is it. This is it. This is the intangible. This is an opportunity to really build something very special.” And that’s how I found myself sitting in this talking to you today. Jason Diamond: Wow. So there’s a lot to unpack there. Thank you for sharing. And you shared it with a degree of vulnerability that I personally, I have a two-year-old and a three-week-old as of this recording. So it resonates with me. I think it resonates with a lot of advisors, people in our, and honestly, probably most industries, the constant pull in multiple different directions. And I love what you called it, seeking the intangible. And it sounds like you didn’t go in with any preconceived notion about… Many of our guests, by the way, that is the case. They walk in saying, “I knew since I was two years old I wanted to be in wealth management. I wanted to help be a steward of client…” And I love that your circuitous route took you a different direction. I want to talk more about the firm, and we’ll dive in on some of these elements of your background also. But before we do, you mentioned a little bit of, at a high level, what RFG is. Give me a little more context, types of advisors you serve, types of clients you serve. And if you don’t mind, provide some stats around size as well. Shannon Spotswood: Absolutely. So we are on a mission to help independent advisors build their business without compromise by driving organic growth to create enterprise value. And I share that because in our mission statement is the passion that links us all together, which is helping independent advisors build what they want to envision for their clients, what they believe is the best representation of their vision and their values. So we are a platform, a full turnkey platform for independent advisors. We talk about our services as a flywheel. There’s a very intentional interdependency from technology to marketing to compliance to talent to investment management to coaching, operations, transition services, and capital solutions. All of it is knit together very thoughtfully in order to be able to deliver to the advisors on our promise to help them operationalize and professionalize their business, to serve their clients and to generate that organic growth, which is what translates into enterprise value. What is so cool about the RFG advisor community, and I think is really the thread that binds between our teams and our advisors team is this servant heart growth mindset that you find it in every nook and cranny of RFG and certainly within all of our advisor partners. So the advisor profile for us, we do tend to skew a little bit younger. Average age is 45 years old. Organic growth across all of our advisors is north of 10%. So we’re very focused and leaned in on growth. We do have advisors that are lifestyle. We talk about them as lifestyle scaling and enterprise, and they run all along that growth at growth spectrum, depending on what do they want to build in their lives, what is going to help them really realize their dreams? And we’ll talk about this a little bit and just the growth of the firm and what we’ve been building, but we are at $9 billion. So it’s been a big run in 2026, as I say, 10 years of pre-game warmup to be able to really talk about that level of growth. So just knocking on the door of $10 billion and truly, Jason, I can tell you, I feel like we’re just getting started. I feel like we are just at the beginning of the J-curve as advisors are really realizing that their most valuable asset is their time and the amount of enterprise value that they can create being independent. There’s a lot of different flavors of that. We’ve got some incredibly well-capitalized and very strong competitors, but the collective awareness around this bull market for advice that we’re sitting at the very beginning of is shining such a bright light on what does it mean to be independent? What does it mean to be really supported by a partner who’s all in to help them win? And that’s where we find ourselves. And by design, that’s where we find ourselves. Jason Diamond: Yeah, and it’s an exciting time. I completely agree. The space, the vertical you’re in, probably as much or more than any other pocket of the industry. You took the words out of my mouth, the J-curve. I completely agree with the story you’re telling. There’s one component of your background that I do want to ask about, which is many RIAs, platforms, and the like, the leadership team is intentionally ex-advisors in their own right. So I’m curious, do you think of it as a benefit or maybe to what degree is it not a benefit that you have never been an advisor and served clients? I do love the idea that you’re a business builder and you’re helping advisors to build a business. That’s not lost on me, but I’m curious specifically about never having been an advisor. Shannon Spotswood: I think it is so critical that we were advisor-founded. What we like to say is we’re advisor-founded and professionally-led. Bobby founded the firm in 2003. We partnered in 2015. Our third partner, Rick Wedell, who’s our chief investment officer, managing partner, joined in 2016. So the three of us really co-founded the version of RFG that is- Jason Diamond: The right version. Shannon Spotswood: … expressed in the market today. But you’re a hundred percent right to double click on this. And I think it is such an important area for reflection for advisors in terms of where are their greatest skills? Where does their passion lie? And what are they interested in building? That very first day that I met Bobby, his telling of the story is he looked at my resume the morning that we were meant to meet, and he is like, “Well, why would I hire her? She could do my job.” And he often talked about that where you get to this point as an advisor where the business is scaling and growing. And we certainly are seeing this in a lot of the larger teams that we’re talking to and the relationships that we’re beginning to build within the pipeline of these advisors who were attracted to the industry because they wanted to serve clients and find themselves as accidental CEOs, COOs, their chief cook and bottle washer to advisor to all of these C-suite titles. And it’s not amplifying their natural skillset and it’s not aligned with what is actually their passion for the business. So I give a tremendous amount of credit to Bobby for recognizing more than 10 years ago really what it would take and how he could align team around him and build partnerships around him to be able to maximize the impact that we can have for advisors. So that north star of keeping advisors front and center is truly our, it is woven into our DNA and it is our north star. So we are a client experience company by design. We talk about it all the time, whether it’s how we’re building our team, how we’re thinking about investing in technology, how we’re soliciting feedback for advisors. I always say one of our greatest strengths as an organization is we’re active listeners and then we actually execute on it. Our best ideas come from our advisors, but you’ve got to have that posture as a firm that everything you do is orienting around how do we help advisors operationalize, professionalize, drive organic growth, and create enterprise value? And you can’t do it sometimes. You’re either all in, chips all in, only winning when your advisors win, and only having that lens of will this benefit the advisor and their team or not. It’s not something that you can just dip your toe in and out of. And I think RFG, having that foundation from which to always build is absolutely critical. Jason Diamond: Can I try and paraphrase or synthesize, and you tell me if I get this right? The pitch is something to the effect of, “We are really good at what we do. Let us take all the BS off of your plate so that you can go out and be an advisor. Service your client and prospect.” Do you find that story is resonating more over time? I mean, you’ve been with the firm now long enough to see this kind of cycle of movement towards independence. How has that story evolved over time? Do you find it easier to tell? Shannon Spotswood: Oh my gosh, without question. And I would even put a shorter term window on it. I would say in the last 12 to 15 months- Jason Diamond: Oh wow. Shannon Spotswood: … there has been a collective awakening by advisors, and I think there’s a lot of contributing factors to that. One is obviously as we are all aware, the majority of the industry is now private equity backed. There has been a real focus on the aggregator model, transitioning advisors into a W-2 model. And as that has played out and that financial engineering has translated into some incredible valuations and returns, there has also been simultaneously advisors picking their head up and like, wait a minute, I wanted to get independent so I could serve my clients in a way that I felt best represented my vision and my values. And I’m finding myself increasingly in a captive environment. All the while the technology is getting better, the valuations are getting larger, the ability to control both your branding and what that means for your family legacy is increasing. So over the course of the last 15 to 18 months, that story has just, while it’s been there for a long time, the independent movement was obviously sparked more than, gosh, now 16, 20 years ago in earnest. Now it’s just the passion and the knowledge that advisors are showing up to conversations in recognizing I want more. I want to spend my time where I want to spend it. I want to serve more families. I want to be well-positioned for generational wealth transition. I want to own the enterprise value. I want to build my team and I want the best tech. And that to me is exactly why we’re at the beginning of this J-curve. Jason Diamond: Yeah, I think you nailed it. And I agree with you that this notion of independence is not a destination in and of… It’s too broad of a term I think to use. And there are plenty of advisors who either started at one version of independence and need something different now, or to your point, thought they were going independent only to realize perhaps there’s elements of the business that aren’t as independent as they realized. And that’s where I think a firm like RFG to me, it’s not an accident that your firm fills this niche. This was advisor demand driven. Advisors said explicitly and implicitly, “We want to be independent. We want to own our equity. We want to have control over the things we like, but we want a support partner that helps us with all the back office, the middle office, investment management, the flywheel,” as you call it. Shannon Spotswood: That’s right. Jason Diamond: One other element of your journey to this point that I want to ask about, the succession journey or the journey to CEO, and I’m only asking because it’s somewhat recent, I think it was 2024, so we’re about two years in CEO. For the eight years prior to that, you were president. Shannon Spotswood: Yes. Jason Diamond: And this dynamic is near and dear for a lot of advisors. This idea you’re the heir apparent, but the date hasn’t happened until it happened. Was that a smooth transition date or did you find yourself, and I hope you can be honest about it, and if not, I understand, but I think this is something that a lot of advisors in their own businesses struggle with. So as somebody who’s gone through a major succession journey in the last two years, I’m curious what your thoughts are. Shannon Spotswood: The timing coincided with us bringing on a growth capital partner. So we closed on that partnership with Long Ridge in the fall of 2023, and we really set our sights on how do we bring this capital into the business and invest in our team, invest in our technology, invest in this desire to help independent advisors build their business. And Long Ridge really shares that long-term strategic belief that independence and the corporate RIA model is the ultimate winning model. So we have a lot of room to run there. So entering into that growth partnership with Long Ridge really provided a natural opportunity for that succession conversation to take place and to be able to take the company to the next leg. So we’ve tripled the size of the company over the course of the last two and a half years. Jason Diamond: Good for you. Shannon Spotswood: And as I said, I feel like we’re just getting started. I always joke we’ve had the longest pre-game warmup in history. In a lot of ways that’s by design. For me, the way that I can sleep at night is knowing that we are waking up as a team in this unified front to walk the walk for our advisors. It is incredibly important to us to honor the promise that we’ve made, whether it’s on tech or talent or transition services or marketing growth. So being able to lean in and deliver that, it takes a long time to build that institutional know-how and to be uncompromising in consistently making hard decisions, whether it’s around talent or the investments that you’re making or how you’re running and growing and building the firm. And so Bobby reached and Long Ridge and all of us reached this point where it was just a very natural way. And I think it was such a gift that I had such a long warmup, if you will, in the bullpen, running the day-to-day of the business as president, being so close to sweating the details of how we built the foundation, how we run the firm. And then obviously Ed Swenson joined us as president in last fall in October of 2025, having joined our board when we partnered with Long Ridge. So he joined our board in September of ’23, and he and I set up a call every other week. So we just became this incredibly trusted confidant of mine as we made a lot of strategic investments and key strategic decisions in that first 15 to 18 months of our partnership with Long Ridge. So to be able to build and attract the caliber of talent that we have to RFG, I mean, I’m totally biased and talking my own book, but I think we have the best leadership team. Doug Nelson joined us from Long Ridge as our CFO in November of last year, just bringing that rigor, particularly around capital strategies into our C-suite. So it was the right time to make that transition. And what I would say for founder advisor-led firms, it’s all about what are your growth ambitions? It’s what are your growth ambitions? Without question, when I joined and Bobby and Rick and I set upon this journey to tear the entire company down and build this robust tech stack and be at the forefront as an innovator in that space, that was experience that I had from my 20 years in San Francisco. And Rick had this incredible institutional pedigree having spent 12 years at Bain Capital plus two years at Stanford Business School, complimenting this authenticity that Bobby brought as an advisor, bringing that together. So recognizing as a founder advisor, if you have growth ambitions to 10X your business, it’s going to require that you bring high caliber talent to the table and allow for that room both from an equity participation perspective, but also just from what does the business need as it continues to scale up? Jason Diamond: That’s exactly right. And part of this gets back to private equity sometimes gets a bad rep in our space, but the reality is capital from private equity enables a lot of what you’re talking about. And I give you a lot of credit. I mean, you make the half joke about the longest pregame warmup ever, but I think of it as you learned on your own dime and you built all the kinks and ironed out all the kinks prior to having this critical mass of advisors on your platform. And we’ve seen certainly plenty of firms go that route too. So I give you credit for that. I think because we’re on the topic, let’s talk about it, private equity. Positive experience, negative experience, neutral, neither good nor bad. Just give me your… I don’t want to make the episode about the perils- Shannon Spotswood: Right. Jason Diamond: … and benefits of private equity capital, but just curious what your experience has been. Shannon Spotswood: I think this is one of those life lessons. Choose your partners wisely and great things can happen, whether it’s in your marriage or your friendships- Jason Diamond: Spouse. Yep. Shannon Spotswood: … or your business partners. And Long Ridge found us very serendipitously. I mean, we were probably two years from even contemplating bringing in a growth capital partner. They were introduced to us by a former board member and they were in our offices in January of 2023. And the most important things for us were twofold. Number one, they shared our vision and belief that the corporate RIA independent is the winning model for the industry and for advisors and clients. And number two, who they are as people is very much who we are as people. They’re builders. Jason Diamond: Culturally. Shannon Spotswood: They have this servant heart growth mindset that they share with us. So I feel incredibly blessed to say they’re amazing partners. And what’s interesting, and I’ll share this very openly, they’re the majority owners of RFG. We were very early in that time of bringing them on. They have always honored the promise that they made to us, which is we run the business. They are a strategic partner. They’re a great thought partner. They are the capital provider, but there has been multiple examples where we have made business decisions where there’s been some heat in the kitchen, in the boardroom, and we’ve felt very strongly about it. So I just couldn’t say enough great things about them. And one thing that I will just share, and I say this because they’ve shared this with me, I have had this incredible personal journey of growth bringing such a deep bench in Long Ridge into the firm. And that has been certainly challenging at times. Do hard things, get comfortable being uncomfortable. It’s the ultimate definition. But I really think that is something that never gets talked about is what it means in upskilling the caliber of your talent, yourself, how you have to grow and evolve as an individual has been really, I won’t say it’s been easy, but I look back on what I’ve learned over these two years and just feel prepared as a leadership team, how we operate as a team, what is expected of us to be able to deliver and execute for our advisors in this next leg of growth. Jason Diamond: I think your marriage analogy is the perfect one, and I’m going to use it. And honestly, in a lot of ways. First of all, marriage is hard, good or bad. It’s hard. Second of all, it’s the ultimate… The institution of marriage is not good or bad. Private equity capital is not good or bad, but your answer is the right one. Pick your partner very wisely. My favorite part of your answer, because it’s the most original, was around a good capital backer, a good partner, whatever you want to call it, pushes you to be better. And I think that you’re surrounding yourself with, by definition, some of the smartest people in the industry, and that can’t be a bad thing. And the proof is in the pudding. The growth trajectory you’ve seen, it’s certainly no accident. I think part of it is tied to your incredible stewardship. You don’t have to answer that. You don’t have to be humble, but I’ll attribute it to you. That brings me to my next question. Shannon Spotswood: I do have to say really quickly. Jason Diamond: Please do. Shannon Spotswood: I will be celebrating my 27th wedding anniversary in October. So yeah, pick your partners. Jason Diamond: Congrats. And I feel equally blessed, I assume as you do. I have a great partner, I’ll say. I don’t know if she’s listening right now, but she’s a great spouse. What I was going to say though, good segue, I think there’s been more in recent years, but not a ton certainly of female C-suite wealth management executives. How do you feel about your role? Do you feel an increased burden? Is it an honor to you? Is it something that you don’t think much about at all? I’m curious what your thoughts are. Shannon Spotswood: I feel immense gratitude. I mean, just in general, leading RFG and locking arms with our team and our advisors is, I mean, a gift of a lifetime. I was incredibly fortunate to not just have mentors during my 20 years in San Francisco, but to have true sponsors. Whether it was the first hedge fund I worked at, I took that job because it was a female portfolio manager and at the time one of the only in the country. And she really opened up her heart to me and poured into me. And then 10 years at Symphony, the founding partners of Symphony, they dropped me into the deep end of the pool and gave me a lot of rope to make a lot of mistakes and continued to invest. So I have this foundation from which to build and to lead and to be ready for this role. I couldn’t do any of this without my partners. Rick and I have been partners for more than 10 years. It really does take a village in the same way that it takes a village to raise your family. It takes a village to find the courage and the strength to lead in a way that really honors the gravity of the mission. But I’ll tell you this. One, I knew I wanted to work on Wall Street from a very young age, so I chose this. I knew what I was getting into, that it was a male-dominated industry. I have made particularly, this is one of the unique facets of the wealth management business, we have phenomenal both male and female talent, and I have made the strongest female relationships on this side of the business as compared to the institutional side of the business. So I think there is a richness to our side of the industry that doesn’t get enough air cover. There are just phenomenal leaders, and I think increasingly so, we’re seeing more women stay in the game and raise into positions within the C-suite and leading these firms. I will tell you one thing in 2019, and I really give a lot of credit to Bobby for this in coaching me, is I was raised by wolves on Wall Street without question. I sat on a trade desk, I was completely comfortable with compartmentalizing emotion, and I made it a mission to develop intentionally my emotional intelligence. And that truly unlocked everything for me, and I think plays such a huge part of who I want to be and who I challenge myself to be as a leader. And so it’s funny when I get the question asked of me about being a female CEO, because I think that’s what people feel must be like came very intuitively to me, but I had to learn it. I had 20 plus years of being able to run with boys and I needed to develop that skill. And it is a skill that I challenge myself on a daily to continue to lean into. And I think it is increasingly important both for men and women who aspire to leadership to hone the strategic and execution alongside that emotional intelligence. Jason Diamond: Great answer. And I think you know I admire a lot about you, but it’s certainly one of the things I admire most about you is over the last couple years in particular you’ve been a real beacon of positivity, of empowerment in that regard. You’re active on socials, you’re active at industry events, you’re always willing to talk to people. And honestly, that to me is the answer. A lot of people complain about this as a problem, and I want to just take a second to applaud you because I think you and your firm actually do something to at least try and actively solve some of this. And also you mentioned it earlier, but same thing with some of the next gen dynamics. You skew much younger than the average firm on the industry. And I think that too is to your credit around, okay, we’ve identified that we have a major succession problem in our industry. What are we doing to solve that? Shannon Spotswood: Absolutely. Jason Diamond: Let’s talk about growth a little bit. I agree with your thesis. This space you occupy, no better time to be in it. We’re at the perfect spot on the J-curve. Unfortunately, we are not the only two people to think that. There are also, I think, some other firms. This space has become crowded. What do you think about that? Just the fact that there’s more competition than ever. I mean, my view of it is there are enough quality advisors to go around, but curious what you think. Shannon Spotswood: Anytime I find myself wading into the waters of fear and scarcity around this topic, I’m reminded that 67% of the assets still remain within the wirehouse and IBD space. We got lots of room to run. I believe in a mindset of abundance. The data will tell us that the demand for advice is increasing by 30% over the next decade while the number of advisors is decreasing by 1%. So we’ve got, find me another industry where you see a graph that looks like that. On top of that, next gen, which I think this is so fascinating, next gen actually wants more advice when compared to the baby boomers. So baby boomers created our industry, and here we are sitting on $87 trillion worth of generational wealth that’s going to begin to transition. That doesn’t even include all of the wealth that will be monetized through real estate and family-owned businesses. It is a tsunami. And what is, I think, really interesting is that next gen recognizes the value of their time. I’m sure if I had a conversation, Jason, with you and my husband about how intentional you want to be in terms of showing up for your children and the equal nature of parenting, that alone is changing the way the next gen thinks about both their professions as well as their family life, which means you by default have to hire professionals to do the things that you don’t want to spend the time doing. Jason Diamond: Really good point. Shannon Spotswood: So we have this incredible convergence that’s happening right now, and it’s coming at a time that technology is finally going to allow us to serve more families more intentionally along that wealth spectrum. So it is like, bring it on. There is more than enough to go around. We are in an era of abundance. And what I worry the most about, and this, it’s like climb up on the soapbox and let’s roll, about independence because I see and have so many conversations with advisors where they have been willing to accept such a compromised service experience that they would never allow to be delivered to their clients. So advisors are delivering this 24-hour concierge, high-touch, deeply thoughtful experience, estate planning, tax planning, financial planning, multi-generational conversations. They’re in it. They’re in the trench. And then they turn around and their service partner is so subpar. They’re compromising their growth. They’re burying them in compliance and ops and clicks and swivel chair and tech that doesn’t work. So we’re at the very beginning of this bull run for advice. And I think advisors who recognize, I want to serve more families, I want more control over my time, I want to be able to build enterprise value on my personal balance sheet, have room to do it. So I welcome the competition. I think the best way to talk about it is iron sharpens iron. I learn so much from our peers and like, ah, they did this or they did that. How do we think more disruptively, more innovatively? How do we do it differently? So I think there’s a lot of room for all of us. You’re going to be busy, my friend. You’re already sitting there advising the lion’s share of the big deals, and I think you guys are just getting started as well. Jason Diamond: Yeah, it certainly feels like a bull market for advice and also I think a bull market for some of the… You allude to an interesting paradox, which is some of the biggest and most sophisticated advisors in the industry have really high-touch impressive service models, but they don’t seem to demand the same in return. I have some thoughts as to why. I think one could just be Kool-Aid drinking, like you don’t know any better and you’ve been there for so long. There’s just so much friction associated with moving a business and fear associated that it’s unless things get really dire or unless I find something that’s better enough or meaningfully better enough, I can gut it out. But the third one that comes to mind is these firms we’re talking about have unequivocally, they do a lot of good, a lot of bad, but unequivocally one of the things they do really well is brand. Shannon Spotswood: Yeah. Jason Diamond: How do you reconcile that question with a firm that obviously doesn’t have a brand that the average American consumer would know? Shannon Spotswood: We take a posture on this that is rooted in an Accenture study that was conducted several years ago, but I think still remains so true today, is that advisors think that the value proposition that their clients are looking for, either it’s that big monobrand that’s advertising at the Super Bowl or the alpha they’re ever able to generate or the portfolio investments. But the clients tell us that what they’re looking for in an advisor is, do you get me? Do you share my values? And do I want to spend time with you outside the office? And that is basically distilled down the way we talk about it is people connect with people. So now more than ever, particularly if you take a big step back and you think about the influencer economy and how brands, big brands, Nike or big consumer brands have really leaned into niche branding. How do I get my brand into the hands of someone who’s very passionate about it? So advisors who develop their own brand, who have a presence on social, who have a presence in AEO and SEO, who are leaning in and expressing not only their client experience, but their vision and their values through their brand, I actually think as this generational wealth unfolds, that authenticity carries so much more weight than is my name on a football stadium. So it is those three factors. It’s just I’m comfortable. I don’t want ripple. It is friction and fear for sure. And then it’s like that branding is up for grabs because we certainly see one of the most fun parts of advisors joining RFG, this is a big part of what we do is helping them design and develop or reimagine their brand name, their logo, all the rest of it. Once that creative energy is unlocked and you get to tell your story, your my why, that connective tissue is so powerful with the clients and with the growth that comes from that because I mean, I truly believe people connect with people. They’re looking for that. And I think more so now than ever with AI. Jason Diamond: You just took the words out of my mouth. Do you think AI perpetuates that? Shannon Spotswood: I think people are craving that. And this is why advisors who are powered by AI without question are going to win. Advisors are not going to be disrupted by AI unless they haven’t made the move to get themselves in a position to be able to leverage the technology, the brand, the talent, the maximizing of their time. But especially with something as important and as personal as money, as you walk through life, I mean, you are at the very beginning. I’m sending, I’ll have all three kids in college. But as you make these critical decisions in your life, whether it’s getting married or starting a business or changing jobs or buying your first house, buying your vacation house, all of these things, you can go right or you can go wrong. And having a trusted partner who really understands you, I actually think that we’re going to see the fees paid for advisors increasing as there is a greater premium placed on, I want deeply personal relationships that are tailor-made for me. Jason Diamond: But I assume the flip side of that is you have to do more. You as a firm and you as an advisor have to do more, and you can’t just raise fees with the same service model. So I think what is the corollary of that? What are some of the ancillary growth areas that you do beyond the financial planning and asset management that says, “We’re worth that money you’re going to pay us”? Shannon Spotswood: It is, and I love the work that wealth.com is doing here. I mean, the estate planning and tax planning, making that more accessible along that continuum of wealth spectrum, the blurring of the lines between ultra high net worth and high net worth, and then mass affluent is so exciting. Better, more robust planning is good for our industry overall. Obviously there’s a huge amount of demand on the tax side of things, particularly the 1040. It’s easy to find a CPA to do the cool complex stuff. It’s increasingly more challenging for advisors. That’s an area that I know a lot of firms have leaned into. We’re certainly doing a lot of work. But so much of this, Jason, is showing up at the right time for clients with the resources. It’s a really interesting conversation about, yes, you have to do more for your clients, but you don’t have to do more for all your clients at exactly the same time. Jason Diamond: That’s well said. The flip side of that is as an advisor, because ultimately the advisors are the ones making this decision. There are a lot of firms, and not even just firms that you would be competitors with, because the reality is you and I understand the industry landscape and where various firms fit in. For many advisors, it’s a long list of various firm names that they’ve heard. So what are some things that you think advisors should be asking a firm like you or a business development person at your firm to suss this out? How does an advisor go about understanding if a platform is empty or is really going to be able to deliver in all these areas? Shannon Spotswood: Remember back in the day when the Wall Street Journal used to run have a monkey throw a dart and see if you can beat the pros on stock picking? I love to do that with regards to our advisors. We always tell our prospects, “Throw a dart at any advisor that’s affiliated with RFG and call them. Certainly we can provide a list of advisors who we think you’re going to most align with in terms of what your growth ambitions are or the way you want to run your business or who you are, life stage, all the rest of it.” But I do think that getting that unfiltered experience, the good, the bad, the ugly. We always are like, “Are we perfect? Absolutely not. Do we though immediately want the feedback so that we can iterate to excellence to get better? Absolutely. Get that firsthand testimony.” So that’s number one. Number two is don’t tell me, show me. There are so many, and it always pulls at my heart because as much as I love to win business and transition advisors, and I think that we’re working certainly at RFG on some really interesting technology that is anchored around removing that friction and fear by speeding up the time that you can make that transition in. And the tech is finally there to allow for this. So I think we’re going to be able to take variable number two and at least make that box a little bit smaller. But if I’m sitting as an advisor, I would want to see the evidence. Show me how you’ve solved the problems that advisors have brought to you. How have you refined your tech stack? How have you invested in your team? How have you made the decisions where the ROI can be measurable and tangible? And I think too often I’m surprised that advisors get, it’s almost as if they get overwhelmed by the amount of information that they’re taking in trying to compare all these different firms. If I’m ever asked, I’m like, please work with a third-party recruiter. You need someone not only to act as an interpreter, but you need someone to help really keep your top three priorities at the front of your decision-making matrix, because it really is apples to oranges to orangutans and you get decision fatigue. And then advisors end up making this decision that is anchored in like, well, this is the highest payout, and I’m willing to take all of these sacrifices and paper cuts for this highest payout. And that is just such a travesty. So it’s like, know what you want. What are your top three problems that you’re trying to solve? Talk to advisors that you get to pick just so you can do some secret shopping, and then demand evidence of how the firm, the platform has responded to feedback and gotten better as a result because that will tell you, are they really going to walk the walk or are they just going to talk the talk? Jason Diamond: I’m super grateful that you gave specifics there because it’s an easy question to dodge and talk around. So I completely agree. Your first answer, actually all three of those points you just made, but certainly doing name-blind calls, and I say name-blind because advisors worry about confidentiality. I think that’s one of the best and most underrated tools to learn about a firm is advisors now have so many colleagues. There’s been this diaspora of advisors where advisors know advisors everywhere. And that’s a benefit if you wanted to go and just network and have conversations with other advisors on your own. But if you’re worried about confidentiality, there’s certainly the mechanisms, and we do this all the time for advisors to set up name-blind calls. You dial into a conference line, it’s John Smith, and you pick an advisor’s brain and say, “Hey, you moved your book from LPL to RFG, and tell me what that experience was like and what were the positives? Give me all the negatives.” To your point, you want advisors to ask those questions in advance. It’s better to ask those questions than to end up in the wrong marriage with the advisor. Shannon Spotswood: Absolutely. And the other thing is what an easy answer to BS around is tell me who’s a good fit for your firm. And it’s like, “Everyone’s welcome here.” Jason Diamond: Everybody. Yeah. Shannon Spotswood: It’s just not true. RFG is not a good fit for an advisor who is not open to using technology, who is not interested in outsourcing investment management, who doesn’t want to have a conversation about how are you spending your time and do you want to create enterprise value? Do you want to grow? So it really is important to have that vulnerability and that honesty and the answer to that question. Jason Diamond: I love it. We have time for one more. I can’t believe it’s been almost an hour. Shannon Spotswood: I know, it flies by. Jason Diamond: We speak with plenty of advisors who aren’t considering a move, but I’m interested. I think you have a really nice lens into the industry. What is one thing you wish advisors knew? You have a megaphone to just talk to advisors who maybe are considering change, but maybe aren’t. What’s the questions they should be thinking about? What keeps you up at night? Just what would be your public service announcement? Shannon Spotswood: I’m going to focus on the friction and fear because that’s the number one barrier to making a move is PTSD, either first person PTSD or the collective negative experience that the industry has had. It took me 90 days to transition. I got sued by my former firm. I lost all these clients. I didn’t have income. The wise tales of fear are very widely trafficked and widespread. And what I would say to an advisor is everything you want is on the other side of fear. And I look at all of this data that suggests exactly the opposite, which is you have the relationship with the client. You have the trust with the client. You are the one who they call on Sunday night when they need a shoulder to cry on or sage advice for making a decision. Just believe it with the core of your being because what we see is 99% of assets transition, whether it’s a restrictive transition or you’re taking full data, that the majority of assets are transitioning within 30 days, that this is still a free country, and you can make a move while honoring your contract around non-solicitation, non-competes, and non-associations. So it is like this fear of holding advisors back is preventing them from realizing and monetizing this enterprise value, but equally as importantly, loving their business. Have fun. This should be fun. We spend the majority of our life at work. And so being able to surround yourself with people who win when you win, with a team who’s aligned and isn’t just drudgery with all their operations compliance headaches that they’re dealing with. Your team deserves to be happy. You deserve to be happy. And that fear factor is holding so many advisors back. So that’s my advice is that it just doesn’t have to play out that way. And I think not just at RFG, collectively where we are as an independent industry with technology, with the way that AI is changing and our ability to harness data and business intelligence, getting to that point of next best action, how am I spending my time, how am I realizing, what is the blueprint for realizing my growth goals is more tangible now than ever. That’s immediately where I go. Jason Diamond: I’ve never been an advisor. I’ve never had a book of business, so I don’t want to minimize the fear, but I will say this. If we speak to advisors, let’s say a year post-transition, by far the number one thing we hear from them is, “I wish I did this sooner.” Shannon Spotswood: Wish I did it sooner. Jason Diamond: And that to me is the most telling data point there is to your point about fear and getting over it. Shannon Spotswood: So I do this exercise all the time with our team as we’re onboarding advisors is I want you to go home and look at your spouse and tell them, “I’m going to leave my job. I have no certainty that everything is going to work out. We might not receive any kind of compensation. Are you cool with that?” Walk that emotional journey. And while there’s plenty obviously that we can do with Capital Solutions to ease the financial fear associated with it, I still think at the baseline, it’s a great exercise to keep everyone very humble. You are asking an advisor to take their life’s work. And someone was sharing this analogy with me the other day and I was like, “Oh my gosh, that’s so good,” which is imagine moving houses. It’s such a hassle packing up moving one house. Now imagine moving 400 households or 1,200 households. It’s a lot, but I always hear the same thing, “I wish I’d done it sooner.” Jason Diamond: Thank you for sharing. You had some really sage wisdom that you shared with our audience. I can’t wait to see the next chapter, the continuation of the J-curve. This has been a fantastic episode, Shannon. Thank you. Shannon Spotswood: I love being with you, Jason. Thank you so much. We appreciate it. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively, whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook.   Growth Without Compromise: Building Around the Advisor Experience A conversation with Jason Diamond and Shannon Spotswood, CEO of RFG Advisory. Jason Diamond: Welcome to the latest episode of our podcast series for Financial Advisors. Today’s episode is Growth Without Compromise: Building Around the Advisor Experience. It’s a conversation with Shannon Spotswood, the CEO of RFG Advisory. I’m Jason Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual advisor transition re

You're guessing how long things take.That guess feels reasonable.It's just wrong, over and over again.In the last episode, we broke down why ADHD time blindness happens. This one is about what to do about it.Because the real problem isn't planning. It's relying on estimation at all.In this episode, Skye and Robert walk through how to replace your internal clock with systems that actually hold up in real work:why you can't “get better” at estimating timehow to use past projects instead of guessinghow teams quietly adjust for you (and why that creates tension)why buffers and “extra time” don't workhow to build timelines that don't collapse halfway throughIf you're tired of missing deadlines you genuinely thought were realistic, this will show you what's actually going wrong, and what works instead.About ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

You can be successful on paper and still feel stuck.In this episode, Skye talks with entrepreneur and investor Kassidy Warren about leaving the corporate “safe path,” taking real risks, and the identity shift required to stop playing small. They unpack rejection, procrastination, reinvesting before results, and what it actually means to turn pro — especially with an ADHD brain.If you've built something stable but know you're capable of more, this one will hit.What we cover:The hidden cost of corporate stability and “golden handcuffs”Why procrastination is fear in disguiseHow to handle rejection without shrinkingThe mindset shift from amateur to professionalActing before you feel ready — and why waiting keeps you stuckConnect with Kassidy WarrenKassidy Warren is the host of the For Your Own Good podcast, where he shares practical, direct conversations about business growth, leadership, and building companies that actually work.If this episode resonated, you can follow Kassidy and explore more of his work here:Instagram: https://www.instagram.com/kassidy.warrenYouTube: https://www.youtube.com/@KassidyWarrenFor Your Own Good on Spotify: https://open.spotify.com/show/1UfWzqSpuL685ReFGnIrgBHe regularly shares insights for operators and founders who want to move from chaos to clarity without fluff or hype.About ADHD founders for ADHD founders. Interesting in working together? You can click here to receive a free bottleneck audio session and learn more about what we do. https://www.unconventionalorganisation.com/unstuckaudiosessionDiagnosed with ADHD at the start of her PhD, Skye Waterson spent years researching what actually works and writing about it for thousands of founders. The pattern she kept finding: ADHD business owners don't have a focus problem, they have an operations problem, because the whole business runs through their own head. Now she and her husband, former programmer Robert Waterson, work as fractional COOs for those founders. They find the bottleneck, hire the fix, and build the system that holds.Subscribe to our Newsletter - https://unconventionalorganization.substack.com/Follow us on Instagram - @unconventionalorganisationVisit our website - https://www.unconventionalorganisation.com/

“Business owners love to start things, but they can't stand finishing things, and so the team ends up having all of these unfinished projects.” The Top 5 Tips for Building a Business That Scales Without You 1. Do a Bottleneck Audit2. Stop Delegating Tasks - Start Delegating Outcomes 3. Build One Operating Rhythm This Week 4. Define What Only You Can Do5. Hire for Trust First TIME STAMP SUMMARY 01:15 The audit helps business owners shift from an operator mindset to an owner mindset.08:10 Delegating outcomes leads to more effective and efficient team execution.12:20 Creating a culture of accountability, ensuring everyone is responsible for their outcomes.13:16 Business owners should focus on activities that only they can do and those that light them up.16:05 Trust is crucial for effective delegation and operational support.Where to find Derek?Website                               https://thecoosolution.com/ LinkedIn                              https://fr.linkedin.com/in/derekfredrickson  Derek Fredrickson Bio Derek Fredrickson is the CEO and founder of The COO Solution, a fractional COO firm that works hands-on with 7- and 8-figure founders and CEOs to build the operational foundation their businesses need to scale. With over 16 years as a Chief Operating Officer and second-in-command, including years running operations for his wife Fabienne Fredrickson's coaching business as she scaled it to multiple seven figures, Derek has spent his career at the intersection of operational leadership, team building, and founder development. He relocated his family to Paris over a decade ago and built The COO Solution from the ground up, and now leads a team of fractional COOs embedded inside growing businesses across industries. He also hosts The COO Solution Podcast, where he shares practical insights on scaling, leadership, and what it actually takes to build a business that runs without the founder at the center of everything.

Has enterprise AI finally reached the point where impressive demonstrations are no longer enough? In this episode of Tech Talks Daily, I speak with Bruce McMahon, Chief Product Officer at CallMiner, about what he describes as the industrialization of AI: the move from experimentation and excitement toward repeatable processes, measurable ROI, better customer experiences, and technology that can operate reliably at enterprise scale. Bruce explains why business leaders are increasingly asking a much simpler question about AI: how is this going to create value? Drawing on CallMiner's experience analyzing hundreds of thousands of hours of customer interactions every day, Bruce discusses how AI can surface operational inefficiencies and customer insights that were previously difficult to identify. The opportunity is not simply generating more data. Organizations need processes that get the right insight to the right person so something actually changes as a result. We also discuss how AI is changing workforce expectations. Bruce sees curiosity and adaptability becoming increasingly valuable, particularly among technical teams. As AI takes on more routine work, employees who question outputs, experiment with new approaches, and apply human judgment can become more valuable than those who rely solely on established technical knowledge. The economics of enterprise AI present another challenge. Foundation models, capabilities, and pricing continue to change rapidly, creating questions around vendor dependency and long-term costs. Bruce explains why companies may increasingly use a mixture of commercial, open-source, fine-tuned, self-hosted, and proprietary models rather than relying on one provider for everything. Governance becomes even more important as AI agents begin interacting directly with customers. We discuss red teaming, bias testing, compliance, data protection, monitoring, and why organizations need to decide which actions can be fully automated and which decisions must remain accountable to a human. Bruce also examines how AI is changing customer experience and the BPO industry. Rather than choosing between humans and AI agents, he sees value in designing systems where both can work together, with people handling interactions requiring judgment while AI manages high-volume and repetitive work. For CIOs, CTOs, COOs, customer experience leaders, and anyone responsible for enterprise AI strategy, this conversation provides a practical look at moving beyond AI pilots and turning the technology into a dependable part of business operations.  

We explore how COOs can rethink supply chain security, from physical risks and open source vulnerabilities to AI threats, data sovereignty, and building a cyber-resilient culture across the business network.Download the ⁠episode transcript⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠=====We sit down with a cybersecurity expert to unpack the full scope of supply chain security, from physical risks like truck hijacking and component integrity to emerging digital threats like AI-driven attacks on open source software. We discuss why COOs must evaluate supplier capabilities, embrace data sovereignty, secure AI projects, and foster ecosystem collaboration to build truly resilient supply chains. ===== Guest 1: Jay Thoden van Velzen, Technical Advisor in SAP's Office of the Chief Security OfficerJay Thoden van Velzen is Technical Advisor in SAP's Office of the Chief Security Officer, where he covers and supports security process-, product-, and partner management, putting him in the middle of navigating rising security threats, an increasing compliance burden and rapid technology changes, to secure SAP's cloud platform expansion, Business AI and the Autonomous Enterprise. He previously led SAP's cloud infrastructure security operations during the Next Generation Cloud Transformation Program running 2020-2022, establishing key cloud security programs that SAP still relies and builds on today. His relationship to Supply Chain Management remains strong, having functioned earlier as its main Security Expert 2015-2019.Host 1: Richard Howells⁠⁠⁠⁠⁠⁠⁠Richard Howells⁠⁠⁠⁠⁠⁠⁠ has been working in the Supply Chain Management and Manufacturing space for over 30 years. He is responsible for driving the thought leadership and awareness of SAP's ERP, Finance, and Supply Chain solutions and is an active writer, podcaster, and thought leader on the topics of supply chain, Industry 4.0, digitization, and sustainability.Host 2: Oyku Ilgar, SAP  Oyku Ilgar is a marketer and thought leader specializing in SAP's digital supply chain and ERP solutions since 2017. As a marketer, blogger, and podcaster, she creates engaging content that highlights innovative SAP technologies and explores key topics including business trends, AI, Industry 4.0, and sustainability.   She holds dual bachelor's degrees in Finance & Accounting and English Translation, along with a master's degree in Business Administration and Foreign Trade, specializing in marketing. With her background in digital transformation, Oyku communicates technology trends and industry insights to help professionals navigate the evolving business landscape.  ===== Show Links:Supply Chain Management:  ⁠⁠⁠⁠⁠SAP Supply Chain Management⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠SAP Insights: Supply Chain⁠⁠⁠⁠⁠       Follow Us on Social Media : Richard Howells: ⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠Oyku Ilgar: ⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠      SAP Digital Supply Chain: ⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠    Please give us a like, share, and subscribe to stay up-to-date on future episodes! 

Executive presence is not something you are born with. According to Joy Errico, it's a series of intentional decisions built through image, message, and delivery, and it matters most for the Second-In-Command leaders who operate behind the scenes of founder-led companies. In this episode of The Right-Hand Roadmap, Megan Long sits down with communications strategist and image consultant Joy Errico, founder and CEO of Maven Row Communications, to break down how COOs, Integrators, and right-hand leaders can build executive presence, personal branding, and visibility without competing with their founder's spotlight. Joy, who spent 25 years managing the public image of executives, brand ambassadors, and Fortune 500 leadership teams, shares her framework for closing the gap between how capable you are and how you actually come across, along with practical tools for public speaking nerves, wardrobe decisions, and building a professional reputation that is portable beyond any single company. You'll hear all about... 2:03: What executive presence actually is Joy defines presence as three things: image, message, and delivery, and explains why it is built through intentional decisions rather than innate charisma. 6:07: Behind the scenes with Snoop Dogg, Martha Stewart, and Tina Fey Joy's background managing the spotlight for high-profile brand ambassadors and executives, and what 25 years of observation taught her about what separates strong presence from weak presence. 8:36: The 7-second rule and how to deliver hard feedback Why the human brain forms judgments before you speak a word, and Joy's approach to giving feedback on someone's presence without damaging trust. 11:11: The unique presence challenge of the Second-In-Command Why operators need authority without upstaging the founder, and why building a voice around your own zone of genius matters more than mirroring the CEO. 12:17: "A reputation that's portable" Joy's core argument: your reputation should transcend the company you work for, because ownership changes, companies get sold, and your career outlasts any single organization. 13:46: Why great Second-In-Commands get overlooked The paradox of operational excellence: when everything runs well, the work becomes invisible, and why leading with headlines instead of details protects your visibility. 16:14: The fastest way to improve your presence: record yourself A simple, no-cost method for identifying distracting habits (rambling, up-talking, fidgeting) by watching yourself with and without sound. 19:44: Controlling the controllables before high-pressure moments Joy's practical prep tactics for public speaking nerves, from seating position to hydration, and why removing small distractions frees you to focus on delivery. 22:04: How to stay present instead of self-conscious What to do when you're so focused on how you're coming across that you stop actually listening in the room, and how preparation solves it. 25:35: Your company is a rented brand Why your professional reputation needs to exist independently of your employer, and the first concrete step to take if you have never thought about your personal brand. 29:33: Where to build visibility beyond LinkedIn Joy's list of underused visibility plays for operators: customer advisory boards, nonprofit board seats, and speaking engagements tied to your specific expertise. 39:17: Why wardrobe still matters, especially remote The case for dressing with intention even in a remote-first world, and the distinction between "polished executive" and "the most polished version of you." 42:35: Does a Second-In-Command need to be on social media? Joy's honest take: visibility matters, but forcing a platform that doesn't fit your personality will backfire. 43:37: The one thing that matters most: personal core values Why Joy calls values the true foundation of personal brand, and how they define what people say about you when you're not in the room. Rate, review & follow on Apple Podcasts Click Here to Listen! OR WATCH ON YOUTUBE If you haven't already done so, follow the podcast to make sure you never miss a value-packed episode. Links mentioned in the episode: Maven Row | Executive Presence and Communications Coaching Joy Errico on LinkedIn Second First Membership Second First One-on-One Coaching Second First on Instagram Second First on LinkedIn Megan Long on LinkedIn

We welcome back Brad Blickstein, CEO at Blickstein Group, to discuss how private equity principles may provide law firms with an alternative approach to profitability, governance, and even long-term growth. Blickstein's new book, WWPED: What Would Private Equity Do? was written to walk firms through how treating topics like pricing, technology, talent, and client relationships as part of the enterprise value instead of overhead expenses after year-end partnership distributions.Pulling from Jae Um's topics of Cream, Core, and Commodity framework, Blickstein talks about the legal work as the primary competitive battleground. Much like businesses that provide baked goods, firms have to separate the customized legal judgment from the repeatable legal processes, technology, and what alternative legal services providers offer. Law firm leaders should understand what scalable work is, begin building consistent systems to deliver that work, and truly professionalize pricing over relying upon what a partner's gut tells them.We also cover the Blickstein Group's 2026 Law Firm COO Survey where technology adoption and investment ranks as the leading strategic initiative with 38.1% identified practice silos as the largest structural issue and 27% of COOs listed lack of operational authority as another prime issue. COOs are struggling with being tasked with modernizing law firms, but not given the authority to actually overcome the base issues of decentralized partnerships, competing incentives, and overall firm political structures.Add AI into the mix, and the pricing question becomes even more important. Some two-thirds of the COOs surveyed confessed that they were not formally measuring any return on investment (ROI) in which they could later measure any law productivity or direct revenue increases. Blickstein points out that faster work in a billable hour model is not the type of math that law firms want to calculate, and that firms have to address this directly and redesign their overall pricing model on value received by the client, not hours worked by the lawyers. We all discuss the issues of alternative fee arrangements (AFAs) have face in the more than 30 years since Blickstein originally published an article titled "Alternative Billing Making a Comeback." AFAs bring with it issues of shadow billing, client trust factors, and the need to express value not tied to the amount to time spent on the work.We also break down the corporate buyer side and address the Blickstein Group's 18th Annual Law Department Operations Survey which identifies AI pilot projects in corporate legal departments, but very few operational deployments. These may be tied to the long running issue of poor data hygiene along with business objectives that are not clearly tied to overall corporate strategy.Brad gets to be one of the first to answer our new question of "what's true today that wasn't true a year ago?" A nice lead in to our Crystal Ball question. We cover AI token pricing and having to compete with the new "AI native firms" that are spinning up from former BigLaw partners.Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠Substack⁠[Special Thanks to ⁠⁠Legal Technology Hub⁠⁠ for their sponsoring this episode.]Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠⁠⁠⁠⁠⁠⁠Blickstein GroupWWPED: What Would Private Equity Do?2026 Law Firm COO Survey findingsLaw Department Operations SurveyCream, Core, and Commodity legal-work frameworkLegaltech Hub: The Arithmetic of AI, Tokens and Claude in Legal WorkLegaltech Hub: Five Prompting Habits Costing You Tokens and AccuracyLegora introduces consumption-based pricingKirkland & Ellis and its $500 million AI investmentAnthropic Claude CodeLINKSTranscript:

Saying "Great Work" Isn't Recognition "Great work." Two words, zero impact. Your team can tell the difference between recognition and reflex, and so can your turnover numbers. In this episode I sit down with Alex Grande, founder of Recognize, to talk about what actually moves the needle on employee experience. Alex brings a rare combination to this conversation - he's an entrepreneur building HR technology, but he came up through psychology with published research in unconscious bias and social cognition. So this isn't a pep talk about praise. It's a working conversation about how recognition gets designed, why peer-to-peer is the purest form of it, and what happens to a team when the winners start noticing each other without a manager in the room. Practitioner to practitioner. Real tools you can use Monday. In this episode: Why training managers on 1:1s, feedback, and recognition is the highest-leverage employee experience investment you can make Comfort as a prerequisite for engagement - people don't bring their best to a room they're guarded in Why peer-to-peer recognition is the purest and most impactful form there is Winners want to work with winners: how recognition snowballs into a performance culture The specificity rule. Why "great work" fails and what to say instead Gamifying recognition without gimmicks: if the points don't lead somewhere, they don't lead anywhere Think SAPS: status, access, power, and stuff. This motivates people intrinsically The remote team killer nobody names: decision velocity, and why empowerment fixes it Building organic connection at a distance with water cooler channels and open meeting chat Meeting fatigue is real — kill the whole-team status update and make standups goals-based Camera on or camera off?  Alex Grande is an entrepreneur and workplace innovation expert who combines gamification with HR technology to help organizations build stronger, more connected cultures. As founder of Recognize, a social employee engagement platform, he helps companies improve communication, recognition, and retention. With a degree in psychology and published research in unconscious bias and social cognition, Alex brings an evidence-based, human-centered approach to creating recognition programs that drive lasting cultural change.  

Carlos Falcón: Rebuilding the Insurance Core for AI, Venture Scouting and the Frontier Firm Insurance does not have an innovation shortage. It has an absorption problem. In this episode of Scouting for Growth, Sabine VanderLinden sits down with Carlos Cendra Falcón, Scouting and Investment Lead at MAPFRE Open Innovation, to explore one of the most pressing questions facing insurers today: can the core of the institution actually absorb the intelligence, ventures, platforms and partnerships being scouted around the world? Carlos brings a pragmatic perspective from inside one of the world's leading insurance groups. Having helped evaluate more than 2,500 startups and accelerate around forty into enterprise integration, he understands that innovation is not about finding exciting technology—it's about identifying capabilities that solve meaningful business problems and can be embedded into a complex global insurer. As AI reshapes discovery, distribution, underwriting, and customer interaction, insurers face a deeper transformation than digitalization alone can provide. Hybrid distribution models, machine-to-machine commerce, embedded insurance, and intelligent agents are changing how insurance is bought, sold, and delivered. Success will depend less on adding new technologies and more on rebuilding the organizational foundations that allow innovation to scale. This conversation is essential listening for CEOs, COOs, Chief Innovation Officers, venture leaders, product executives and insurance decision-makers navigating the shift from digital experimentation to AI-enabled enterprise transformation. KEY TAKEAWAYS Innovation is no longer the constraint facing insurance. The real challenge is whether our organizations are capable of absorbing innovation in a way that creates lasting value. Carlos reminded me that partnerships alone cannot transform an insurer if the underlying organization lacks the architecture, governance, and operating model needed to integrate them. Before looking outward for the next breakthrough, leaders need to strengthen the institutional core that will allow innovation to scale. I was particularly struck by Carlos' reframing of venture scouting. Rather than acting as a matchmaking exercise between startups and business units, scouting should become a strategic intelligence capability. Its purpose is to detect meaningful market signals, understand emerging technologies, and identify solutions that directly address strategic priorities. The question is never whether a startup is impressive; it is whether it is genuinely useful to the institution and capable of improving the business in measurable ways. Our discussion also reinforced how AI is fundamentally changing the insurance value chain. As customers increasingly rely on AI assistants and autonomous agents to search for, compare, and purchase products, insurers must prepare for a world in which machines—not people—interact with their systems. Discoverability, machine-readable products, and seamless digital connectivity will become as important as customer experience itself. Ultimately, Carlos challenged us to think beyond digitization. The frontier insurer will not simply modernize existing processes—it will redesign itself around risk intelligence, ecosystem collaboration and adaptive execution, while remaining anchored to insurance's enduring purpose: helping people navigate the risks that shape their lives.   BEST MOMENTS "You cannot partner your way out of a weak core." – Sabine VanderLinden (00:01:10) "Some initiatives are truly transformational, and some are simply a consequence of FOMO. You want to stay close to what's happening without necessarily bringing it into the business." – Carlos Cendra Falcón (00:03:32) "Sometimes the best-in-class solution isn't the best fit for your organization." – Carlos Cendra Falcón (00:15:23) "Scouting is not provider matchmaking. It's a strategic approach to solving business problems." – Carlos Cendra Falcón (00:17:08) "You need to tackle one of the lines in your P&L or your balance sheet. Otherwise, you're just there to look nice in the picture." – Carlos Cendra Falcón (00:16:28) "Machines don't care how pretty your website is." – Carlos Cendra Falcón (00:20:50) "You need to have the information available, well structured, and you need to be able to talk to the machine." – Carlos Cendra Falcón (00:21:00) "The question is never whether a startup is interesting. It is whether it is institutionally useful." – Sabine VanderLinden (00:24:42) "We are here to help people navigate the risks they're facing in their lives, with their property, their health and their way of life." – Carlos Cendra Falcón (00:22:18) "First understand what an insurance company should look like in 2035, then design the roadmap that gets you there." – Carlos Cendra Falcón (00:23:32)   ABOUT THE GUEST Carlos Cendra Falcón is Scouting and Investment Lead at MAPFRE Open Innovation, where he works at the intersection of insurance transformation, venture ecosystems, and corporate strategy. His role focuses on identifying the startups, technologies, and ecosystem partners that can help MAPFRE respond to new risks, new business models, operational challenges, and changing customer behaviors. Carlos's work is grounded in the practical realities of transforming a large, global insurer. He focuses on detecting early signals across AI, embedded insurance, human–machine interaction, real-time risk intelligence, and preventative insurance, translating market signals into strategic partnerships and investment opportunities that help incumbents move beyond experimentation.   ABOUT THE HOST Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet. If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights. And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

In the latest episode of Executive Function, Brett sits down with Lindsey Scrase, COO of Checkr. Before joining Checkr as CRO and later stepping into the COO seat, Lindsey spent nearly a decade at Google Cloud as global managing director for SMB, mid-market, and startups. In this conversation, she breaks down why moving upmarket into enterprise trips up so many startups looking to scale, how Checkr rebuilt its sales compensation model to keep pace with growth, and where AI is already reshaping her operations and go-to-market teams. In today's episode, we discuss: Why operators who thrive at massive-scale companies often struggle when they join a startup The hard-won lessons from Checkr's early enterprise push that nearly failed Why Checkr's C-suite meets every morning with no specific agenda The surprising challenges moving from CRO to COO How Checkr turned AI experiments into operating systems References Amazon: https://www.amazon.com Checkr: https://checkr.com Claude: https://claude.com Daniel Yanisse: https://www.linkedin.com/in/yanisse/ DoorDash: https://www.doordash.com Google: https://www.google.com Lovable: https://lovable.dev Microsoft: https://www.microsoft.com Where to find Lindsey LinkedIn: https://www.linkedin.com/in/lindsey-scrase-0702442/ Twitter/X: https://twitter.com/Lscrase Where to find Brett LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson Where to find First Round Capital Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter/X: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast Timestamps 00:00 Introduction 00:06 Why big-company executives often struggle in startups 02:18 What Checkr's first CRO needed to accomplish 03:33 How to take on an entrenched category leader 06:58 Why leaders underestimate how hard the jump to enterprise really is 10:23 Separating a true deal-blocker from a customer's nice-to-have request 18:30 Why Lindsey hired enterprise-scarred sales leader over a market leader's résumé 22:08 The biggest challenges of moving from CRO to COO 28:03 Why Checkr names a single decision-maker for every major decision 34:42 Why Checkr rebuilt their sales compensation model 40:39 What actually separates a team's best seller from everyone else 45:03 Inside Checkr's daily, no-agenda, c-suite meeting 50:23 How following data can sometimes lead you in the wrong direction 57:27 Why hitting 130% of a goal isn't always a good thing 58:57 Where AI has changed how Checkr's teams operate day to day 1:04:33 Advice for all aspiring COOs

Every franchise brand hits a point where the playbook that got them to 100 locations quietly stops working, and most leaders don't see it coming. Kristin Dennewill of Denamico joins Brendon to unpack the four hidden stall points (visibility, attribution, intelligence, and development) that quietly cap franchise growth, and why the fix isn't another tool, but a rebuilt revenue operating system. She shares real numbers from clients running 800+ locations, and what changes when franchise data finally lives in one place.What You'll LearnWhy growth playbooks expire at scaleThe four hidden franchise stall pointsLeading vs. lagging indicators, explainedWhat "franchise performance intelligence" really meansWhy RevOps is a system, not a projectWhere CEOs, CMOs, and COOs feel the gap differentlyReal hour-savings from a single source of truthHow AI will predict franchisee successResources MentionedDenamico Franchise Growth PlaybookHubSpotRevOps Champions PodcastIs your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizationsA clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not)Let's ConnectSubscribe to the RevOps Champions NewsletterLinkedInYouTubeExplore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

What if the smartest move you can make is to disrupt your own company before a competitor does?In this episode, Lindsay Smith sits down with John Durocher, the self-described accidental COO of Calix. John never set out to run operations. He came up through consulting and customer success, never managed a supply chain or an IT org, and that is exactly why his CEO wanted him in the seat. His mandate: question everything.John and Lindsay get into how to lead change when everyone is comfortable, build a leadership team that actually trusts each other, give feedback in the moment rather than at review season, and use AI to take drudgery off people rather than cut headcount. He also shares the directive that shaped his role: go build the company that would beat us.For any second-in-command driving transformation without breaking their people, this is a playbook. Listen now.This episode is brought to you by our Silver Sponsor, Next Level Growth.They help COOs and leadership teams build Elite Organizations through a proven, customizable framework built around the Five Obsessions of Elite Organizations.If you and your leadership team are ready to operate at the next level, take the Elite Organizations Assessment and receive a free 20-page customized report based on your answers, plus a complimentary one-hour coaching session with a Next Level Growth Partner and Business Guide to begin implementing tools that will help you build an even more elite business.Complete the assessment here to get started - nextlevelgrowth.com/cooassessmentTimestamped Highlights[00:01:32] The accidental COO: how a late-night phone call rewrote John's career[00:08:46] Why the people who succeeded longest have the hardest time changing[00:10:05] Disrupt yourself, or wait to be disrupted... the directive that built his role[00:10:59] When your CEO used to work for you: inside an unusually honest relationship[00:16:11] Why John never waits for a formal review to give hard feedback[00:18:22] The courageous conversation with his boss that became a breakthrough[00:21:03] The team reset that exposes how little colleagues really know each other[00:27:26] Seeing the seams: the bird's eye view nobody else in the company has[00:29:28] “Staple yourself to the order form” and other ways to fix the customer experience[00:33:46] Fast isn't always good... what moving too quickly does to an organization[00:36:08] Stop telling your boss why it won't work. Do this instead.[00:37:25] The COO's job is to slow down the CEO, not slam on the brakes[00:42:43] Does remote work actually work? John's rebuttal to the water-cooler myth[00:46:41] What's next for Calix: AI agents and the smart apartmentAbout the GuestJohn Durocher is the Chief Operations Officer at Calix, where he leads operations across the company, from customer success and commercial operations to supply chain and IT. He joined Calix in 2023 as Chief Customer Officer and stepped into the COO role about a year ago. Before Calix, John spent 17 years at Salesforce leading customer success, where he watched the company grow from $250M to $30B in revenue. He began his career in consulting, including time at Accenture and Arthur Andersen, and describes himself as an accidental COO who treats the job like one long consulting project.

Coos County has updated its Community Wildfire Protection Plan for the first time in more than a decade, with new guidance on defensible space, home hardening, insurance inspections and recruiting volunteer firefighters.

In this episode of The Learning & Development Podcast, David James is joined by Tracie Cantu to discuss her book Running L&D Like a Business. Tracie shares the L&D leadership experience that shaped her perspective and what compelled her to write the book. They explore what it truly means to run L&D like a business and why this mindset is so often missing, before diving into the Learning Operations Business Model and its four core components, and the three buckets of the Learning Operations Blueprint. Tracie unpacks the important distinction between the "customer" and the "consumer" of learning, explains what good governance looks like without it becoming bureaucracy, and makes the case for prioritising people and process before technology. Tracie also shares her advocacy for a go-to-market strategy for internal learning initiatives and closes with practical advice for listeners on where and how to begin applying these frameworks in their own organisations. Take your L&D to the next level Take advantage of thousands of hours of analysis. Hundreds of conversations with industry innovators and 25+ years of hands-on global L&D leadership. It's all distilled into one framework to help you level up L&D. Access the L&D Maturity Model here - https://360learning.com/maturity-model KEY TAKEAWAYS L&D's challenge isn't talent or effort, it´s a weak operating model - regardless of the industry.  Treating L&D as a business function is what fixes this problem. Every initiative must tie clearly to helping the organisation make money, save money or reduce risk, while still delivering a fit‑for‑purpose learner experience.   High‑impact programmes are launched, not just built apply go‑to‑market thinking, marketing assets and find champions to demonstrate the benefits so that your great work doesn't become shelfware.   BEST MOMENTS "Our job is to help them make money, save money, and reduce risk - if we´re not, then it´s not aligned to the business goals."   "Build it and they will come. That is bulls**t. They will not come....because we are not marketing it."   "We should be anchoring every training we have to that high customer value." Tracie Cantu Bio Tracie Cantu, MHRM, CPTD is a recognised expert in learning operations and technology with more than two decades of experience leading and transforming enterprise L&D functions. Her career spans aviation, government, retail, and tech, including senior roles such as Director of Learning Technology at Whole Foods Market (Amazon), Head of Learning Ecosystems at Meta, and L&D leadership at Atlassian. Today she serves as CEO and Chief Learning Strategist at Your CLO, where she partners with CHROs, COOs, and senior L&D leaders to modernise learning operations, optimise technology ecosystems, and implement scalable processes that drive measurable business impact. A sought-after international speaker, Tracie regularly presents at major industry events including ATD and Learning Technologies UK. She is the author of Running L&D Like a Business https://www.linkedin.com/in/traciemcantu/ https://www.yourclo.net/ Running L&D Like a Business Book - https://www.yourclo.net/running-l-d-like-a-business VALUABLE RESOURCES L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  Twitter:  https://twitter.com/davidinlearning LinkedIn: https://www.linkedin.com/in/davidjameslinkedin L&D Collective: https://360learning.com/the-l-and-d-collective Blog: https://360learning.com/blog L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

In the latest episode of Executive Function, Brett sits down with Eric Sager, COO of Plaid, following stints as CRO of Bluevine and Head of Sales at Square. During his seven-year tenure at Plaid, Eric has helped lead the business through a pandemic, Visa's collapsed acquisition, a fintech downturn, and the AI boom. In today's conversation, he unpacks how he kept teams focused during turbulent times, why he refuses to run at 100% capacity, and how he re-architected the go-to-market function as Plaid scaled. In today's episode, we discuss: How Plaid stayed focused after the Visa acquisition fell through and then raised at nearly 3x the price Why great COOs deliberately make themselves obsolete Why Eric treats speed, risk, and cost as a three-way trade-off, and why sometimes going slower wins How refusing to run at 100% capacity helped Plaid win OpenAI, Perplexity, and Replit Why Eric personally cold-calls brand-new employees References Bain & Company: https://www.bain.com Bluevine: https://www.bluevine.com Chase: https://www.chase.com Citibank: https://www.citi.com Eyal Lifshitz: https://www.linkedin.com/in/eyallifshitz/ Françoise Brougher: https://x.com/FrancoiseBr Gokul Rajaram: https://www.linkedin.com/in/gokulrajaram1/ Jack Dorsey: https://x.com/jack Michael Mankins: https://www.linkedin.com/in/michaelcmankins OpenAI: https://openai.com Perplexity: https://www.perplexity.ai Plaid: https://plaid.com Replit: https://replit.com Sarah Friar: https://www.linkedin.com/in/sarah-friar/ Square: https://squareup.com Visa: https://www.visa.com William Hockey: https://www.linkedin.com/in/william-hockey-04536710 Zach Perret: https://www.linkedin.com/in/zperret/ Where to find Eric Sager LinkedIn: https://www.linkedin.com/in/eric-sager-a529516 Where to find Brett LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson Where to find First Round Capital Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter/X: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast Timestamps 00:00 Introduction 00:40 Leading a company through turbulent times 04:24 How to build a resilient team culture 08:33 How Plaid avoids bureaucracy, while operating at scale 10:58 The speed-quality tradeoff: Going faster isn't always better 15:32 When to move from generalists to specialized customer segments 20:14 Why Plaid has one owner for entire customer relationships 22:06 The "quarterback" model: one owner, experts on call 24:08 Why you should never run your org at 100% capacity 29:47 "Always available, never needed": the support mantra 36:49 Eric's unusual "hit by a bus" test to measure job success 43:57 Why Eric cold calls brand-new employees 52:14 Eric's week: 25% ecosystem, 50% business, 25% team 55:15 How to spot fake mission alignment in interviews 59:04 The one thing a founder has that no hire can replicate

What if the most misunderstood role in business is also the one deciding whether your company scales?In this solo episode, Cameron Herold, founder of the COO Alliance and author of Second in Command, tackles the question every growth-minded CEO eventually faces: what exactly is a COO? Drawing on Bennett and Miles' research and his own years as second in command at 1-800-GOT-JUNK?, Cameron explains why no two COOs on the planet have the same job, and why the search for a great one starts with the CEO's own strengths and gaps.He walks through the seven types of COO: Executor, Change Agent, Mentor, Other Half, Partner, Heir Apparent, and MVP, with stories from Shopify, Oracle, Dell, and Facebook, plus the common roles a COO plays as adult in the room, integrator, and moderator.Get this hire wrong, and the person meant to fix the chaos only adds to it. Listen now.Timestamped Highlights[00:00] – The question-asking habit that separates growing companies from stuck ones[00:52] – Why most CMOs are interchangeable, but no two COOs share the same job[01:40] – The only non-negotiable requirement for any COO[02:31] – The research that uncovered the seven main categories of COO[04:30] – When a change agent should come from outside the company[05:34] – Why changing a company's culture is like dealing with teenagers[07:30] – The mentor move that shaped Facebook's earliest years[08:30] – The marriage test every CEO-COO pairing has to pass[13:18] – The leadership meeting comment that earned Cameron the COO title[18:57] – The homeowner and contractor rule for splitting the what from the how[23:20] – Why the CEO, not the COO, should be the tiebreakerMentioned ResourcesRiding Shotgun: The Role of the COO by Nate Bennett and Stephen A. MilesSecond in Command: The Misunderstood Role of the Chief Operating Officer by Nate Bennett and Stephen A. Miles (Harvard Business Review)Double Double by Cameron HeroldHigh Growth Handbook by Elad GilRocket Fuel by Gino Wickman and Mark C. WintersTraction: Get a Grip on Your Business by Gino WickmanImportant LinksConnect with Cameron: Website | LinkedInExplore the COO Alliance - The World's Leading Community for Seconds in CommandGet Cameron's book: Second in Command: Unleash the Power of Your COO BookClaim your FREE* copy: Second in Command: Unleash the Power of Your COO BookTake his course: Invest In Your Leaders Online Course (Use promo code PODCAST10 before the end of the month for 10% off)Chat or video call with AI Cameron via Delphi*Valid only for CEOs or COO/Second in Command based in the US or Canada at companies wih $2M + revenue.The Second in Command Podcast is an original production hosted by Cameron Herold. Brought to you by COO Alliance. Production and editing by Podcast Your Brand.

Derek Fredrickson is an American entrepreneur based in Paris and the founder of The COO Solution, a firm that embeds fractional COOs into founder-led businesses as the trusted second-in-command — the bridge between vision and execution. For the better part of two decades, he has helped business owners scale to seven- and eight-figure levels while reclaiming their freedom. His team serves clients across the U.S., the UK, and Europe. Outside of work, he skis the French Alps and pursues a lifelong mission to master French wine. In today's episode of Smashing the Plateau, you will learn how embedding a fractional COO into your business can bridge the gap between vision and execution while freeing you to lead at a higher level.Derek and I discuss:How Derek transitioned from Wall Street to entrepreneurship [01:41]What it felt like to leave corporate life and redefine his identity [02:52]How Derek discovered his zone of genius was running other people's companies [06:14]The identity shift of going from COO to CEO of his own firm [06:39]How Derek decides what to say yes and no to [08:01]How to navigate unexpected plateaus in your business [09:34]Why focusing on one client avatar unlocked more traction [11:19]What makes The COO Solution different from matchmaking or placement services [14:44]The role of emotional intelligence in COO leadership [17:17]Why experience-based peer communities matter more than advice [18:35]Learn more about Derek at https://thecoosolution.com/.______________________________________________________________About Smashing the PlateauSmashing the Plateau is a podcast for experienced independent leaders who have left corporate roles to build sustainable, expertise-based businesses.Each episode features a thoughtful, experience-driven conversation about what changes when you no longer have the infrastructure of an organization behind you.We explore judgment, decision-making under uncertainty, growth plateaus, identity shifts, and the role of trusted thinking partners in sustaining long-term success.______________________________________________________________Take the Next Step• Experience the power of peer perspective.Join a live guest session and connect with experienced professionals navigating similar challenges:https://smashingtheplateau.com/guest• Stay connected to the conversation.Get new episodes, reflections, and invitations delivered to your inbox:https://smashingtheplateau.com/news

This interview is with Kelley, Brad, and Kerry Brainard of Native Son Cellars. In this interview, the group discusses their family's heritage and transition into wine after retirement.The trio talks about the history of their family as Oregon natives. Their father was the chief of the Miluk Coos of the Confederated Tribes of Coos and his sons take great honor in their heritage. After deciding to start a vineyard and wine brand, the sons decided to pay homage to their family history within the branding. They are “Native Sons” of Oregon and use tribal images on their bottles as representation of their tribal identity.Kelley and Brad discuss their experiences traveling around the world while Brad was in the Air Force. Staying in the same place for five years or less  at a time and frequently traveling abroad, the couple has tried many different wines from many different places. A notable experience was tasting a Hungarian wine they still think about to this day. When Brad retired in 2021, they decided to bring in Brad's brother, Kerry, to start a vineyard and wine brand. Later in the interview, Kelley talks about her hopes for the future of Native Sons. Mainly, Kelley wants to get their name out there and continue telling the story behind the brand. Since she is only distributor and doesn't want to work well into her 90s, they plan to keep the brand small and enjoy the privilege to do what they are passionate about. This interview was conducted by Rich Schmidt at their home in Eugene on July 8, 2026.

For more thoughts, clips, and updates, follow Avetis Antaplyan on Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/avetisantaplyan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠In this episode of The Tech Leader's Playbook, Avetis Antaplyan sits down with Ariel Jalali, an AI entrepreneur, advisor, operator, longtime CTO, and founder of Paragon Tech. Ariel has been building in AI and machine learning since 2014, previously taught part-time at UCLA, and now helps mid-market companies drive capital efficiency and value creation through practical, measurable AI implementation.Together, Avetis and Ariel unpack why this AI wave feels fundamentally different from previous technology shifts like the internet, cloud, mobile, ERP, and CRM. Ariel explains why the speed of change is compressing decades of transformation into years, why curiosity may matter more than age when adopting AI, and why the future of work may be better understood as the future of earning, ownership, purpose, and belonging.The conversation moves from tactical to philosophical, covering AI adoption inside private equity-backed and mid-market companies, the rising importance of CFOs and COOs, the difference between efficiency AI and productivity AI, and why organizations should avoid simply automating broken processes. Ariel also shares his perspective on career reinvention, player-coach leadership, AI avatars in meetings, the risks of outsourcing human thinking, and why human relationships still matter in an increasingly automated world.TakeawaysAI is not just another technology cycle; Ariel frames it as a new wave moving much faster than cloud, mobile, ERP, or CRM adoption.Career resilience in the AI era depends less on age and more on curiosity, tinkering, adaptability, and a willingness to learn by doing.Ariel argues that the “future of work” may become the future of earning, ownership, purpose, and belonging as traditional jobs evolve.Companies should begin AI projects with clear KPIs, measurable ROI, and an understanding of the business outcome they are trying to improve.Efficiency AI focuses on automating tedious back-office workflows, while productivity AI helps people create, decide, and execute faster.Spreadsheets are often a signal of operational gaps between systems, processes, or expectations—and can be a strong place to find automation opportunities.Automating a broken process only makes the dysfunction faster; leaders should simplify, question assumptions, and redesign workflows around outputs.Middle management and traditional project management are being reshaped into “player-coach” roles where leaders must orchestrate work and add real value.AI is powerful, but high-stakes thinking, judgment, relationship-building, and nuanced communication still require human ownership.Chapters00:00 The Role of the COO in the AI Era02:09 The Impact of AI on Careers and Industries05:58 AI as a Collaborative Partner08:11 The Future of Work and Purpose13:53 Embracing Change and Learning17:14 The Importance of Curiosity in the Workplace23:02 Best Practices for AI Implementation30:10 Navigating Career Changes in the AI Landscape37:09 The Dangers of Multitasking in Career Development40:03 The Impact of AI on Work Efficiency42:27 Evolving Roles in Management and Project Oversight49:21 The Future of Meetings and AI Integration56:09 Identifying What's Broken in Organizational Processes01:02:34 The Importance of Relationships in Business01:10:21 Navigating the Future with AI and Human CollaborationAriel Jalali's Social Media Link:https://www.linkedin.com/in/arieljalali/https://x.com/arieljalaliResources and Links:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.podcast.hireclout.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/in/hirefasthireright⁠

When Zero100 surveyed COOs, cybersecurity breaches emerged as the #1 business continuity risk for 2026, outranking geopolitics and tariffs. The driving force behind this anxiety? The rapid rise of agentic AI. Unlike traditional software, these autonomous systems learn and evolve through use, introducing a massive new risk landscape. This week, Senior Director, Research & Advisory Justin Gillebo sits down with VP, Research & Advisory Geraint John and Chief Research Officer Kevin O'Marah to unpack why agentic workflows require continuous operational governance, and how to balance fast-paced citizen innovation with strict guardrails before your supply chain misfires.

What would you risk to build something that's never been done, like beaming energy from orbit or launching football-field-sized data centers into space?In this raw conversation, Cameron Herold sits down with Joe Yaffe, Chief Operating Officer and Chief Legal Officer of Cowboy Space Corporation. They dig into the grit, tension, and daily chaos of scaling a $2 billion startup that's disrupting the commercial space sector. Joe shares his path from buttoned-down law firm partner to space industry executive, revealing the secret levers behind talent acquisition, relentless execution, and leadership in a market obsessed with moonshots.Skip this episode and you may miss the playbook for outpacing ten times bigger rivals. Listen now for a rare, inside-out look at operational leadership under real pressure. This is not the usual founder hype.This episode is brought to you by our Silver Sponsor, Next Level Growth.They help COOs and leadership teams build Elite Organizations through a proven, customizable framework built around the Five Obsessions of Elite Organizations.If you and your leadership team are ready to operate at the next level, take the Elite Organizations Assessment and receive a free 20-page customized report based on your answers, plus a complimentary one-hour coaching session with a Next Level Growth Partner and Business Guide to begin implementing tools that will help you build an even more elite business.Complete the assessment here to get started - nextlevelgrowth.com/cooassessmentTimestamped Highlights00:47 – Why Cowboy Space Corporation had to kill its first name04:51 – The phone call that forced a total company rebrand08:44 – Turning sci-fi into reality with orbital energy grids13:04 – Football-field-sized data centers…the inside story18:27 – How a lawyer actually becomes a high-performing COO20:59 – Why top-tier talent flocks to Cowboy despite fierce competition27:58 – The unspoken rules for hiring (and keeping) world-class engineers34:40 – The real cost of prioritizing in chaos as a second-in-command49:17 – The advice Joe Yaffe would give his 21-year-old selfAbout the GuestJoe Yaffe is the COO & CLO of Cowboy Space Corporation, a $2B commercial space startup building orbital energy grids and advanced data centers. Previously, Joe spent 31 years as an M&A and founders' counsel at top law firms, advising Silicon Valley's elite. Now he's translating legal precision into operational strategy at one of the West Coast's boldest tech companies.

Heather Cristenbury, executive director of the Coos History Museum, discusses the many artifacts and images that help preserve and tell the history of the southern Oregon coast.

Titans of Hospitality: What 250 Years of American Service Can Teach Us About What's Next America is about to turn 250, and the story of who we are as a country cannot be told without the story of how we serve. From the frontier to the drive through to the Apple Store, hospitality is one of the most American art forms we have. It is also one of the most misunderstood. On this Independence Day, let's celebrate the titans who created american hospitality. In this episode, I walk through the leaders who built the way we welcome, feed, host, and wow.  We have evolved from commodity to product to service to experience. Up next is transformation and impact. We start with Fred Harvey, the English immigrant who civilized the American West one white tablecloth at a time and put the first professional service workforce on the map.  We meet the woman behind the scenes, Mary Colter, whose Grand Canyon architecture proved that the room itself is part of the hospitality. Then we hit the road with Howard Johnson, whose orange roof became a national promise and go global with Conrad Hilton, who believed hotels could be consistent, clean, and outstanding at the same time. We spend time with Walt Disney, who engineered the immersrive experience and Truett Cathy, who anchored the whole thing in values + people. We look at Steve Jobs, the outsider who leaned into hospitality in his stores, and the man who built the third place, Howard Schultz.  We finish with Ray Kroc and his gift for standardization and scale.  This is a walk through our first 250 years of service, told from the perspective of how it impacted the customer. Perfect for: hospitality leaders, business owners, CEOS, COOs, CX/EX professionals, operational managers, retail and service teams, training and development leaders, and anyone responsible for people and performance (and sales growth).   Book time with me to learn about our speaking, training, and consulting services: https://calendly.com/thetonyjohnson/strategy  Links & Resources:

Are you really wired to scale, or just bracing for endless chaos?Cameron Herold, the relentless "Business Growth Guru," rips open the playbook on what actually drives proven, sustainable hypergrowth in today's world. With stories from building global brands like 1-800-GOT-JUNK and years in the trenches with top COOs, Cameron refuses to let leaders settle for mediocrity. He dives brutally deep into the operational and psychological traps choking your ambitions, then hands you a clear, actionable path out.Miss this episode, and you risk falling behind a tidal wave of companies finally nailing what you keep saying is “impossible.” Listen now if you're done with excuses and ready for the real, unfiltered edge on systems, talent, and culture. Nobody else is mapping the way out of the chaos like this.Timestamped Highlights00:59 – The poll that instantly exposes entrepreneurial wiring03:14 – The $100M leap: inside systems that really scale09:04 – The Vivid Vision rewiring that most leaders get wrong17:12 – Why your vision should repel, not just attract22:01 – The underused firing muscle that speeds up growth25:57 – The “A Player” myth that's costing you millions39:01 – Brutal truth: why you're investing all your energy in the wrong people51:01 – Delegation, coaching, AI… why you won't survive unless you develop these nowMentioned ResourcesCollege Pro PaintersBoyd Autobody & GlassEOS (Entrepreneurial Operating System)“Good to Great” by Jim Collins The Secret (movie)Simon Sinek (Start With Why)Important LinksConnect with Cameron: Website | LinkedInExplore the COO Alliance - The World's Leading Community for Seconds in CommandGet Cameron's book: Second in Command: Unleash the Power of Your COO BookTake his course: Invest In Your Leaders Online Course (Use promo code PODCAST10 before the end of the month for 10% off)Chat or video call with AI Cameron via DelphiThe Second in Command Podcast is an original production hosted by Cameron Herold. Brought to you by COO Alliance. Production and editing by Podcast Your Brand.

Travis Armstrong is the Chief Operating Officer of English, Lucas, Priest & Owsley, also known as ELPO, the largest full-service law firm in South Central Kentucky. He has managed the operations of the firm for 21 years, after beginning his career in public accounting and later serving as a CFO in the insurance industry. Travis holds both a CPA and Certified Legal Manager designation and has overseen finance, operations, facilities, HR, and marketing as the firm has grown. He is also the immediate past president of the Association of Legal Administrators, the premier international professional association for legal management professionals, and has made mental health and well-being in the legal profession a personal priority. Outside of work, Travis is an avid outdoorsman who enjoys hiking, kayaking, and running, and has completed six marathons. WHAT'S COVERED IN THIS EPISODE ABOUT LAW FIRM LEADERSHIP AND OPERATIONS There is someone inside your firm who sees things that may never make it into the managing partner's inbox. They see the operational strain, the succession gaps, and the cultural undercurrents that affect how the firm actually runs. Yet in many law firms, the people managing the business side are still treated as support instead of strategic leadership. That gap creates real risk. Firms may have plans for transitioning client relationships, but far fewer have thought through what happens when the COO, firm administrator, or another long-tenured business professional leaves. There is also a cost to doing nothing, from attorney time spent figuring out administrative systems to culture problems that quietly affect productivity, retention, and mental health. In this episode of The Lawyer's Edge podcast, Elise Holtzman talks with Travis Armstrong of English, Lucas, Priest & Owsley about what law firm COOs see that leaders often miss, why operational succession planning matters, how mental health affects the whole firm, and what it means to look at and listen to your culture. 2:33 - How Travis moved from accounting and insurance into legal management 4:34 - Why law firms tend to adopt change more slowly than other industries 5:25 - What the Association of Legal Administrators does for law firm business professionals 10:05 - How managing partners can get more value from their COO or firm administrator 13:14 - How Travis's role evolved from firm administrator to COO as the firm grew 14:17 - Why operational succession planning is a blind spot for law firms 19:00 - The cost of doing nothing when an operational leader retires 21:23 - Why difficult succession conversations are worth having early 23:11 - What the ALA survey revealed about mental health resources in the legal profession 25:16 - Why legal administrative professionals often lack access to the same mental health resources as lawyers 27:45 - How ALA's mental health first aid training helps legal professionals spot warning signs 31:00 - Why law firm leaders need to look honestly at their culture 34:19 - The business case for supporting mental health in law firms 35:25 - Why attorneys need to listen to administrative staff and trust their judgment Mentioned In What Happens When Lawyers Actually Listen to Their COO  English, Lucas, Priest & Owsley, LLP | LinkedIn Travis Armstrong on LinkedIn Association of Legal Administrators ALA Mental Health First Aid Training Amanda Koplos | How Legal Administrators Help Unlock Your Law Firm's Potential Retirement by Design - Ida Abbott Consulting LLC Get connected with the coaching team: hello@thelawyersedge.com The Lawyer's Edge SPONSOR FOR THIS EPISODE This episode is brought to you by the coaching team at The Lawyer's Edge, a training and coaching firm that has been focused exclusively on lawyers and law firms since 2008. Each member of the team is a trained, certified, and experienced professional coach—and either a former practicing attorney or a former law firm marketing and business development professional. Whatever your professional objectives, our coaches can help you achieve your goals more quickly, more easily, and with significantly less stress. To get connected with your coach, fill out our contact form.

What does it truly take to lead five powerhouse brands… and keep every single customer and franchisee loyal? In this candid conversation, Ankin Laysha, COO of Wellbiz Brands, reveals what most COOs miss about operational scale, brand integrity, and building elite franchise teams that actually deliver.If you think brand consistency is just a checklist and that operations is paperwork, think again. From the brutal realities of breaking into the executive suite as a female leader to the battle of standardization versus brand magic, Ankin cuts through the noise on what works now.Tune in or miss the proven moves that keep 700+ franchises competitive. If you want to avoid getting left behind and hear the realities other execs won't share, this episode is your advanced playbook. Listen today and don't settle for surface-level leadership.Timestamped Highlights00:58 – Why female leadership is finally taking over the executive suite03:01 – The unexpected advantage of running five brands at once06:23 – The overlooked tools behind flawless brand consistency09:53 – Brutal truth: franchisee complaints vs. customer reality13:59 – The hard lesson on platform thinking and brand magic17:00 – The moment in-the-field leadership unlocked real innovation20:36 – What working front desk taught her about operational blind spots30:10 – How surprise and delight moments quietly crush the competition40:08 – The fast-track strategy for building trust with frontline teams53:04 – AI's real role in service businesses (and where human connection wins)About the GuestAnkin Laysha is the Chief Operating Officer of Wellbiz Brands, overseeing 700+ franchise locations across Drybar, Elements Massage, Amazing Lash Studio, Radiant Waxing, and Fitness Together. With a track record in multi-unit retail, franchise scale, and innovation, Ankin is recognized for operational rigor, brand growth, and building high-performance executive teams.

Ever felt the raw pressure of holding a company's fate and the founder's trust in your hands?Lindsay Smith drills into the no-filter reality of the “second in command” role, sitting down with Aaron Getty, President of Joe Taylor Restoration. This is not your average COO conversation.Aaron Getty lifts the curtain on his wild ride from sales rep to running every part of a rapidly scaling restoration business. He exposes the brutally honest partnership between visionary founders and operators, the loneliness most COOs quietly endure, and why clear vision beats perfection every day. You'll hear why most leadership “rules” are outdated, how to nurture real growth (not just bigger headcount), and what separates those who thrive from those who buckle under pressure.Listen now, or risk missing the exact frameworks and mindsets that separate average executives from legends. This is an insider's playbook you won't hear anywhere else and the shifts revealed here will shape your next leadership move.Timestamped Highlights00:00 – The vivid vision move that erased all guesswork overnight03:06 – Thriving with a founder who never stops—how to lead without being the brakes06:19 – The “loneliest seat” in the company and the hidden weights of the COO08:51 – How Aaron built an unstoppable leadership team from scratch12:47 – The slow, relentless sales approach that future-proofs your business15:01 – When leaders outgrow their teams: What happens next19:21 – The one training that finally unified frontline and executive growth30:06 – The vivid vision launch party and what it did for company velocity33:57 – Letting go: Why Aaron wants less decision-making power, not moreAbout the GuestAaron Getty is President of Joe Taylor Restoration, a powerhouse in Florida's emergency mitigation industry. With over a decade earned in the trenches, he's scaled the company from a seven-person shop to a 100+ member, seven-location force—setting a new standard for operational leadership in the high-stakes restoration sector.

What if your next big business breakthrough started with owning your own blind spots?This Fan Favorite episode throws you in the trenches with Cameron Herold and SaaS Academy's former COO and current CEO Matt Verlachi, as they go far beyond surface-level business banter. From surviving firefighting chaos to building, selling, and now scaling SaaS Academy, Matt Verlachi exposes the real skills that make or break Second in Commands. They unpack why customer obsession cures more growth headaches than any software, how to weaponize one-on-ones for radical team development, and what most COOs get dead wrong about CEO dynamics.Miss this? You risk coasting on old habits while others engineer unfair advantages. Listen now for hard-won tactics you won't find in any business course from the world's largest SaaS coaching engine. Timestamped Highlights00:45 – The firefighting mindset that built decisive business instincts05:56 – The overlooked power of “small unit” teams to unlock real growth09:44 – Are you a COO trapped in a CEO's title? The unexpected identity test13:43 – Brutal truths about customer obsession and why most leaders fail here16:18 – The lesson no founder learns soon enough when selling their company18:22 – The surprising reason joining SaaS Academy changed his life21:31 – The founder's hidden block: How self-worth destroys pricing27:31 – The counterintuitive leadership split that 10x'd their decision speed41:07 – How his “full-person” one-on-ones rip open performance breakthroughs About the GuestMatt Verlaque was the former COO of SaaS Academy (now Precision), steering operational strategy for the largest coaching platform serving B2B SaaS entrepreneurs. With first-hand experience ranging from firefighting to founding and selling a SaaS startup, he delivers operating wisdom forged under real pressure. He is currently serving as the CEO at Precision, where they help growth-minded founders understand how their business actually works so they can scale with clarity, not chaos.

Navajo Nation Controller Sean McCabe testifies under oath during the third day of the Budget and Finance Committee's investigatory public hearing on June 10, 2026. (Courtesy Navajo Nation Council) Despite the Navajo Nation Department of Justice (NNDOJ) advising government staff not to testify about a failed, multi-million-dollar housing project, one employee broke ranks. KJZZ's Gabriel Pietrorazio has details. So far, Navajo Nation Controller Sean McCabe has been the sole witness out of a dozen or so to comply with the Budget and Finance Committee's subpoenas. “My intention today is not to undermine a NNDOJ advisement. My intention is to fulfill my professional duties as a certified public accountant.” Yet, McCabe was still cautious on Wednesday. “I would have hoped that legal counsel was here to step in if I needed it – if I was breaching any client-attorney privilege, but it doesn't appear that they are.” The ZenniHome hearing is set to wrap up this week. Dylan Gorman, left, Lisa Norton, Todd Logan, and Joshua Rilatos speak to 165 people at their presentation at the Amanda Gathering Place in Yachats, Oreg. on June 6, 2026. (Photo: Brian Bull) Members of the Confederated Tribes of Siletz Indians recently shared their perspective on harvesting a humpback whale last November. As KLCC's Brian Bull reports, the harvest highlighted the whale's cultural significance to coastal Native communities. For nearly two hours, the group spoke to 165 people at the Amanda Trail site in Yachats, near where the 10-ton juvenile humpback washed ashore last fall. Despite efforts by locals to save it, it was ultimately euthanized on the beach. Shortly after, a team of Siletz tribal members arrived to harvest parts of the mammal, while another team from Oregon State University did a necropsy. During their talk, the Siletz said they wanted to get across that the joy many felt that day wasn't because of the whale's death, but because they were able to practice a traditional harvest that hadn't been done for generations. Lisa Norton, the tribe's chief administrative officer, said this was due to several factors. “We've got forced relocation, we've got 1932 The Marine Mammal Relocation Act, the Termination Act of '54. These aren't things that we thought, ‘Oh, well this is just temporary.' We were forbidden from practicing.” Norton's son Joshua Rilatos talked of carving the baleen and blubber from the whale, much like his ancestors did. At the end, the audience gave the Siletz a standing ovation. Rilatos said he was pleased that the event was well-received. “It was a little nerve wracking at first because you never know what to expect from the community, especially because of social media and just the perceptions people have, but people here have got a pretty good understanding of what it was like for us, and the hard work and the respect and love that we had for the animal.” In this photo from November 2025, a humpback whale lies stranded on San Marine north of Yachats, Oreg. (Courtesy View the Future) While some online commenters made racist remarks or generalizations about Native people during the harvest, supporters say the amount of reverence and respect paid to the whale showed how important it was for the Siletz to do it. Chief Doug Barrett of the Confederated Tribes of Coos, Lower Umpqua and Siuslaw Indians said he'd like to consult with tribes like the Siletz and Makaw to better understand whale harvesting. A dead whale recently washed ashore in his region. “I did what I could with what I had. I had my four knives and I went up there and just started taking what I could. And I would like to render the blubber out, so I could put oil on our canoes. To me, that would be an awesome way to use that whale.” Joanne Kittel is co-chair of the conservationist nonprofit View the Future, which sponsored the Siletz's presentation. She said the group picked the Amanda Trail in Yachats because of its significance to Native history. “This area symbolizes the government-sponsored genocidal policies that led to the murder and deaths of so many Coos, Umpqua, Siuslaw and Alsea people here in the Yachats area. And this whole area and the Amanda Trail bring the historical truth to the present.” Kittel said she wasn't surprised 165 people turned out to hear the Siletz's story. She added that it is important to have these conversations in an open and welcoming space. Get National Native News delivered to your inbox daily. Sign up for our daily newsletter today. Download our NV1 Android or iOs App for breaking news alerts. Check out today’s Native America Calling episode Monday, June 15, 2026 — The ongoing lessons from the Battle of Greasy Grass 150 years later

What happens when you try to build a global movement teaching people how to breathe in an industry exploding with competition? Gary Torrens, co-founder and Second in Command at Soma Breath, sits down with Cameron Herold to reveal what most operators never say out loud. This conversation punches into operational realities: remote chaos, hiring struggles, visionary partner dynamics, and the brutal truth about what actually works when building a scalable certification business.Breathwork is everywhere, but Soma Breath's story is different. You'll hear how they went from wild psilocybin-fueled vision quests in Thailand to leading thousands of facilitators and facing the tough tradeoffs of pricing, growth, and culture. If you want to understand the Second in Command power dynamic and see the inside of a company growing faster than most can handle, this episode is your shortcut.Listen now or risk missing the real-world roadmap and the costly mistakes that separate scalable movements from also-rans. Only here: Gary's unfiltered answers and their playbook for the next stage.This episode is brought to you by our Silver Sponsor, Next Level Growth.They help COOs and leadership teams build Elite Organizations through a proven, customizable framework built around the Five Obsessions of Elite Organizations.If you and your leadership team are ready to operate at the next level, take the Elite Organizations Assessment and receive a free 20-page customized report based on your answers, plus a complimentary one-hour coaching session with a Next Level Growth Partner and Business Guide to begin implementing tools that will help you build an even more elite business.Complete the assessment here to get started - nextlevelgrowth.com/cooassessmentTimestamped Highlights06:53 – The unexpected business model nobody saw coming10:14 – Ancient breathing meets modern science: the strategy that sparked a movement13:10 – Why they priced the membership low—and the hidden risks17:16 – Remote chaos: problems they never saw coming with a global team22:10 – The controversial move to focus on city-based expansion24:19 – The real marketing mess they had to fix after explosive growth27:08 – The truth behind their biggest revenue engine34:07 – Gary's brutal leadership lesson that changed everythingAbout the GuestGary Torrens is co-founder and COO of Soma Breath. He helped turn a visionary idea blending ancient breathwork, modern science, and music into a global certification platform with 4,000+ facilitators. With a background in physics, finance, and digital marketing, Gary is known for building systems that scale impact, not just revenue.

The Value Paradox: Why Guests Are Spending More and Forgiving Less Consumer sentiment is at an all-time low, yet people are still spending. The World Cup just kicked off on American soil. And right here in Polk County, Florida, a landmark healthcare partnership just opened its doors with a vision that every hospitality leader should study. In this episode, I unpacks the paradox reshaping restaurants, hotels, and every guest-facing business right now: guests are opening their wallets and they are less forgiving than ever when the experience falls short. The brands winning aren't the cheapest or the fanciest - they're the ones whose people make guests feel like the money was worth it. We talk about lessons from the Watson Clinic and Orlando Health ribbon cutting in Lakeland - a masterclass in designing for the future. We also talk about the FIFA World Cup as the ultimate high-stakes CX case study, with a practical playbook for host cities, hotels, restaurants, and stadium concessions operators facing surge volume, international guests, and a global spotlight. In this episode: Why value has less to do with price than you think - and the three layers that actually drive loyalty The K-shaped consumer market and what it means for your frontline team The World Cup CX playbook: cultural fluency, surge staffing, recovery, and finishing strong Three leadership moves to make this week -not next quarter Perfect for: hospitality leaders, business owners, CEOS, COOs, CX/EX professionals, operational managers, retail and service teams, training and development leaders, and anyone responsible for people and performance (and sales growth).   Book time with me to learn about our speaking, training, and consulting services: https://calendly.com/thetonyjohnson/strategy  Links & Resources:

What if everything you know about starting and scaling a bank is wrong?In this Fan Favorite episode, Cameron Herold uncovers the real story behind WIO Bank with former COO Jamal Al Awadhi, a leader fueling the UAE's platform banking revolution. From Abu Dhabi's government-driven vision to the ferocious war for top talent, Jamal lays out how to break tradition, lead through chaos, and unlock transformative team culture.If you skip this episode, you'll miss out on first-hand insights into word-of-mouth-driven growth, the secret sauce for hiring resilient operators, and the unfiltered truth about working with sovereign wealth funds. Listen now to tap hard-won lessons you won't find anywhere else. Your next strategic leap could depend on it.Timestamped Highlights01:13 – The immigrant mindset shaping global leadership grit06:04 – The real reason WIO Bank launched in the UAE—exposed09:09 – Unpacking painful problems traditional banking ignored14:00 – Did regulations crush or catalyze digital banking?15:42 – Competing with legacy players: a blunt take on building trust18:04 – Why word-of-mouth blew up WIO's customer growth overnight26:57 – The resilience litmus test: how to hire for hypergrowth chaos37:02 – Inside the CEO-COO dynamic that keeps a rocketship on track43:36 – Game-changing leadership lessons that rewired Jamal's styleAbout the GuestJamal Al Awadhi was the Chief Operating Officer of WIO Bank, Abu Dhabi's breakout digital platform bank. With over a decade in marketing, strategy, and operations across industries, Jamal blends international perspective with deep regional expertise to drive game-changing innovation and hypergrowth at one of the UAE's fastest-scaling financial disruptors. Currently, he is the CEO of Al Hilal Bank.

What if the next chapter of your career is not full-time, but fully aligned?In this episode of Corporate Cafecito, Nallely and Carlos are talking about fractional work, what it means, why it is growing, and why so many professionals are starting to see it as more than just a backup plan.Fractional CFOs, COOs, CHROs, consultants, strategists, and operators are stepping into companies for a season, solving real problems, and bringing years of experience without being tied to one permanent role.But let's be honest, mi gente.This shift comes with both opportunity and concern.For some, fractional work creates freedom, flexibility, and a chance to use your expertise on your own terms.For others, it may feel like another sign that secure corporate jobs are changing.So we're talking about it all:✨ What fractional work really means✨ Why it is becoming more common✨ How it can help entrepreneurs and small businesses✨ What to consider before saying yes✨ Why your resume, skill set, and confidence matter more than everBecause sometimes the next move is not about starting over.Sometimes it is about realizing that what you already know has value.Pour your cafecito, bring your questions, y vámonos. This conversation is one many of us need right now.Watch the full episode at www.corpcafecito.com#CorporateCafecito #LatineProfessionals #CareerGrowth #FractionalWork #Leadership #Entrepreneurship #LatinasInBusiness #LatinosInBusiness #CareerStrategy #CafecitoConPurposeSupport the showIf you'd like to join Nallely y Carlos for a conversation, collaborate, or suggest a topic that matters to our community, we would love to hear from you. This podcast centers real conversations that move culture and careers forward. Visit www.corpcafecito.com/contact-us or email admin@corpcafecito.com.Elevar Development, founded by Nallely Suárez Gass, helps professionals and organizations grow with clarity and purpose. With over two decades of corporate experience, Nallely is known for helping people lead authentically, uncover strengths, and make confident, aligned decisions. Through personalized coaching and impactful workshops, Elevar creates practical, lasting change. Visit www.elevardevelopment.com or email Nallely@elevardevelopment.com today.Every business decision carries social, political, and economic considerations. Avizo Consulting helps organizations navigate complexity with intention, cultural awareness, and strategic insight. Carlos Butler Vale partners with leaders who want their values and actions aligned. Learn more at www.avizoconsulting.com or email carlos@avizoconsulting.com. Two leaders. One shared commitment to growth, cultura, and impact. 

Photo: More than an hour after the levee was breached, channels in the Siuslaw Estuary begin to fill up with a mix of fresh and salt water on May 29, 2026. (Brian Bull / KLCC) A major conservation project near the Oregon town of Florence has achieved its goal: connecting a large swath of restored farmland to the ocean. The Siuslaw Estuary is a 217-acre expanse that is expected to accommodate the return of salmon, lamprey, and native plants as it transforms with the tides. KLCC's Brian Bull reports. On a cool, misty morning at the estuary, Dan Kirk waves a burning bundle of sage as they walk through an old dairy farm site called the Waite Ranch. Kirk is the restoration manager for the Confederated Tribes of Coos, Lower Umpqua, and Siuslaw Indians (CTCLUSI). “I’ve been blessing the site almost daily, we really care about this project, and just putting as much intention and good thoughts and good feelings and gratitude as much as we can.” Besides the tribes, members of the Siuslaw Watershed Council and McKenzie River Trust gathered to witness something historic. Margaret Treadwell of the McKenzie River Trust watched a towering excavator crawl towards an earthen levee. It held back the Siuslaw River from the estuary. “It's really exciting, I have never seen a levee breach before.” After the excavator broke apart the levee, brackish water surged in immediately. People cheered. CTCLUSI Chief Doug Barrett watched as the reformed farmland became submerged. “I kinda got goosebumps. It's been a long time comin'.” The restoration work took nearly three years and $15 million. Barrett shared its new name. “Now it's called haich ikt' at'uu. Haich ikt' at'uu is the ‘heart of the river’, and so this is a pretty awesome place now to call our home. Just awesome to see the water coming in, knowing that the salmon and lamprey could come in here and hide from all of our predators. It's a pretty good feeling.” Four hours later, a contingent of tribal council members arrived in “Lottie” a 32-foot long canoe. After crossing through the mouth of the newly-opened channel, the group sprinkled tobacco and tule seeds into the water. Members of the Confederated Tribes of Coos, Lower Umpqua and Siuslaw Indians paddle “Lottie” a 32-foot dugout canoe, towards the Siuslaw Estuary on May 29, 2026. (Photo: Brian Bull / KLCC) Jesse Beers, CTCLUSI cultural stewardship manager, lowered the remains of a salmon into the currents. “When we were in the channel there, almost brought tears to my eyes. Returned some salmon remains to let the Salmon People know it's a good place to come again. And fatten up and be healthy. It's just an amazing experience.” The White House has nominated a citizen of the Klamath Tribes to lead the Indian Health Service (IHS). The nomination comes after more than a year without a Senate-confirmed director at the agency responsible for providing health care to Native communities across the country. The White House this week nominated Mark Cruz of Oregon to serve as IHS director. If confirmed by the Senate, Cruz would oversee an agency that provides health care services to approximately 2.8 million American Indians and Alaska Natives through federal, tribal, and urban Indian health programs. The nomination was announced June 1. Cruz currently serves as Senior Advisor to Health and Human Services Secretary Robert F. Kennedy Jr. on Native health issues. He became one of the highest-ranking Native officials in the department after being sworn into the position last year. Native health advocates say the nomination is significant because IHS has operated without a permanent director since January 2025. The agency continues to face challenges including workforce shortages, aging facilities, and growing health care demands in tribal communities. Get National Native News delivered to your inbox daily. Sign up for our daily newsletter today. Download our NV1 Android or iOs App for breaking news alerts. Check out today’s Native America Calling episode Friday, June 5, 2026 — The life of Chief Powhatan and the fight to preserve his birthplace

Are you secretly running on empty, wondering if burnout is targeting you next?In this episode, Alen Voskanian, COO of Cedars-Sinai Medical Network and author, pulls back the curtain on the raw realities beneath operations leadership. From the constant grind of clinical environments to the personal toll of endless firefighting, Voskanian exposes why burnout hits high performers hardest and how ignoring your creative side can quietly sabotage your impact. This isn't just about wellness platitudes. It's a real-world look at chasing fulfillment, designing systems that beat chaos, and the unexpected arts that make leaders resilient.If you're a COO (or run with one), you can't afford to miss these insights. The game has changed. Listen now or risk staying stuck in cycles that will bury both your team and your spirit. This is the side of leadership nobody else is showing you.Sponsored byGenius Network - An exclusive community for highly successful entrepreneurs, connecting you with top-tier leaders, strategic insights, and powerful relationships to help you grow your business faster and smarter.Learn more: https://www.geniusnetwork.com/Timestamped Highlights00:25 – The real reason burnout is rampant among COOs and physicians04:12 – The under-the-radar roles that secretly prepared him for operations07:29 – Three unconventional ways to master leadership fast12:18 – Why stand-up comedy became his secret tool for resilience15:57 – The hidden danger in neglecting your creative life as a leader19:53 – Brutal realities of burnout nobody is willing to admit29:55 – How lean principles are quietly transforming healthcare operations39:09 – What people on their deathbeds taught him about fulfillment and regretAbout the GuestAlen Voskanian, MD, MBA, is the Vice President and COO of Cedars-Sinai Medical Network. A board-certified physician in Family Medicine and Hospice & Palliative Medicine, he's also an author and sought-after keynote speaker. Alen is known for transforming healthcare to improve access and quality. He holds degrees from UC Berkeley, UC Irvine, and an MBA from Indiana University. He's a former innovation advisor for CMS, a Cunniff-Dixon/Hastings Center Physician Award winner, and a Health Innovators Fellow with the Aspen Global Leadership Network.

Owners, this one's for you. Especially those who don't want to have to care about the business side of being a practice owner. Kiera's here to prove that staying clinical while still leading the practice is simpler than you think. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent- Dental A Team (00:00) Hello, Dental A Team Listeners. This is Kiera and I am excited to podcast with you guys. Today is such a great day and I hope you're having an amazing day. I love hanging out with you guys. The podcast is such a happy space for me when I get to podcast and have this day. You guys let me go into creative Kiera zone where I get to speak from my heart. I get to speak from honesty. I get to speak from experiences. I get to   laugh with you cry from you meet so many of you in real life and I just feel so honored and excited that This is my real life. And so thank you for being a part of the podcast family. Thank you for Listening and sharing and leaving reviews. I read those reviews. I'm so grateful for you guys and Please share this podcast any episode that you've had you guys can always head on over to our website TheDentalATeam.com click on podcasts and I kid you not you should search any topic and it's all there so   Just wanted you guys, any issue, anything, I try hard to be a great resource for doctors and for teams. And to just remind you that life is so good. I think that the glass is half full and that doesn't mean it's always easy, but I do believe that it's worth it. So today I wanted to kind of dig into like what happens when you buy a dental practice and you are an owner.   but you really just love to do dentistry and not the business side of it. Like done, done, done, done, done. Anybody out there, anybody, please raise your hand in real life. If that's you, if you know somebody that this is the case, be sure to send this podcast to them because I think that this is so real and I think it happens. And I see people in like, Kiera, I wanted to be a dentist because I wanted to just be a dentist. I didn't want to do the business of it. And I'm like, amazing, let's chat about it. So I think that it's, you want to open your own practice because you want to decide how to treat patients and you could do it better than that.   DSO or the other dentist that you were working for but then you get into and you're like, wow, this is a lot harder than I thought. And so what do we do when you don't want to run the business? Like, what do we do then? So because the answer is you don't get to abdicate and it doesn't mean that you get to say, I'm not doing this anymore and someone else can do this. Guess what? You're still an owner. Just like if you have a kid and you're like, I don't want to be a parent anymore. Well, guess what? That's part of it. But that doesn't mean you have to do it all. And   So I just want to help you get some good clarity. We did this in our Dr. Mastermind that we call it Think Tank Tuesday. And people come together on the first Tuesday of the month and it's very fun. And I think that this is just a space for you of ⁓ how can we help you? Because I want you to be thriving and happy in your practice and not dreading. And there's ways that you can do it. Like you can have your cake and eat it too. So let's make a way for that to be real. So ⁓ I think that it's where there's great dentists who feel frustrated, they feel overwhelmed.   They feel stuck because they don't want to deal with the business side and they don't want to take that on. And this is me. I created a consulting company, but I didn't want to know about the numbers. And I was like, numbers are not my jam. And now if you've heard me for any length of time, you know, numbers love me and I love numbers, right? We're going to be really good at making sure that you get obsessed with that. Just like I love being a business owner. And, ⁓ this is something that it's a, do I have to, or do I get to, ⁓ my gym trainer?   I like a lot of her posts and she often posts about, it something where like I have to go to the gym or I get to go to the gym? And it's crazy how just sometimes even that little bit of a mindset shift can help us realize like I have to run a business or I get to run a business. ⁓ Both are real and both are available. But hey, let's break it down because I think that this is something of like, what happens if you only want to be in the operator and like, what are some solutions for that?   And then what happens of your practice if you maybe are not right person, right seat for that. And then three things that help you to be able to stay clinical and also lead the practice because it might be simpler than you think it is. And your job description might actually be a lot easier than maybe what you're piling on yourself because I think sometimes people feel running a business means they have to do it all. I know I fell into that trap. I know I've been guilty of that before. Like, hey, I'm the business owner. I have to do this when guess what? That's not necessarily true. So what happens is   We did this as an exercise for our dentist the other night and I had them write down everything on their to-do list. And then I had them go back through and I said, okay, what things really are things actually only you should do. And it was crazy because I had quite a few of them like talk. Like I tell them our think tank is like, pretend we're in the living room with me and we're just all hanging out. We're sharing our best ideas. Like there's no team members that are allowed to be there. Teams is not cause I don't want you there. I just want your doctors to be able to speak openly and honestly and to be able to get the support from other owners in the room and.   It was crazy because the doctors were like really the only thing like even dentistry, you could have somebody else do. Right. Um, but in this scenario, you're like, but I love to do the dentistry. I don't want to have to do the rest. The only thing really you have to do as an owner, you got to set the vision, know the profitability and drive the culture. Like that really is your role. Now, as I said, those three things, you might be like, yeah, right. Do you see my whole to-do list over here? Like you want me to ship you? Yeah. Send me a picture of it. I'd actually love to see it.   I'll help you out. So please, by all means, be a pen pal for me and I will happily look at your to-do list and help you see it differently. Sometimes you're just in the weeds, but other times what happens is a lot of things on there you don't have to do and maybe you're not the best person. But like I said, of the things I listed off, that's really what an owner needs to do. And if that didn't light you up, guess what? You can actually hire somebody who wants to do that. So, but if it did light you up, then great. You can be a doctor, a dentist, and then those are the three things really you need to do.   Yes, you do need to know the numbers. You are a business owner. You don't just get a pick and choose. I'm like, I don't want to care about the numbers, Kiera. I don't want to look at it. Well, guess what? Tough luck. You did sign up for a business and your job is to make sure it's profitable. We don't want to have our teams go out of jobs. Like you have a responsibility to your patients and to your team. And that is part of it, but it doesn't mean you have to be the manager. You don't have to do the one-on-ones. You don't have to like order the supplies. None of that falls on your list. But I think sometimes we think it does, but you've got to make sure that you have to have like,   very clear priorities, very clear direction, and you are leading and guiding. So what happens with that is as a leader, you've got to set the vision and the direction of where we're going. And if you don't have that, then you're going to have constant interruptions and confusion and like, what are we working on? And Dr. you're annoyed because it's just a firefighting rather than a proactive preventative. So if you can work through this and figure out where we headed, what's the direction? And then next step is accountability and org charts. Who does what?   In our team, we just did this nice little shakeup of all of our team members. And it's wild. I thought it was right here. I was going to show you. So it's not, I usually have a carry. We have our accountability chart and I have like, open it up like a legend, like, okay, I have this task. Is this really a me task or who does it belong to in their job descriptions? And we talked about it because dentists are like, but I'm so afraid of like asking team members to do these things. That's why I don't delegate. And I'm so grateful for our doctors.   having trust and vulnerability in our mastermind. ⁓ And we talked about it and it's like, but as team members, if that's part of my job, let's make sure it's realistic for me. Let's make sure I have a clear job description. And then let's make sure my KPIs report that. So when you get this clear, like, doctors, yes, this is the annoying part. And this is where I love consulting and helping offices. Like let's help you get the vision, like where we had in the next 10 years and get your whole team rowing towards that vision. Then we're gonna make sure we've got correct accountability charts. Like who does what? And sometimes having a consultant come in to say like,   No, no, no. Like this is your job. This is what you get to do. I had some team members trying to push responsibility and I was like, no, no, no. This is what we get to do. and after that, from there, then from there, it becomes easy. Like doctors, this is your job. Now, sometimes I think doctors might have a little bit of an ego and not want to let go. And someone like, can do it better, faster, easier, true, but choose your hard. What is that? What is the piece that you need to do? And like, let's choose our hard.   So as soon as owners set the direction, then what's gonna happen from there is teams are gonna feel so much more fulfilled. They're gonna feel like they gotta know where they're going. They know what their job is. They know how to win. And doctors, you don't have to feel guilty, because then what you do is you just pull open the legend, the accountability chart. Like, okay, I have an issue with all of my emails and like responding to the lab. Who can do that? And can we set it up for that? And then doctors, you can be CC'd on it.   ⁓ but that doesn't mean you have to do it. So you can still be aware of it and know everything going on, but then you can go to dentistry and other people are helping you out. But doctors, got to make sure you don't undercut. that's number one. Number two is we want to make sure that like the team is leading, but make sure that they have the authority to do so. So doctors, if your job is to set the vision. ⁓ and I talk about leadership having two different sides, there's a visionary, then there's the execution piece. And if you want to have somebody who's the execution person for you.   You've got to give them the authority to do so and you got to get out of their way. So if you're like, I really just want to do clinical dentistry. I get it. I got to do the vision and I need to watch my numbers. Then great. You've got to empower and let your office manager do their job. you've got to make sure that they're confident and competent. They've got the skills, the resources, the coach around them to be able to do it because you've got it. Like for you to step back into just clinical into your, to a CEO row, you got to empower your team correctly. So.   When a manager is trying to lead, so many of them are like, but our doctor like is stopping us and they're not responding back to us. Doctors, that's your fastest, easiest way to undercut your office manager and to be stuck in doing everything and running this business. Do you know that your OM should be doing 99 % of everything that you're probably doing and they want to and they're great at it they're amazing at it and they're follow through and that's just what they're like bred to do. they're a great office manager, if they're not, then maybe it's not a right person, right seat. Managers, that's what you should be doing. So if we have that, then we're to want to make sure that great like   So if that's what's happening, doctors, you gotta delegate with clarity and authority so that way there's not this hesitation and it's all coming back to you and it's all falling on you. So hey, get this accountability chart. This is the person who's doing it. Empower them, train them, teach them. It doesn't mean I just hand it over to them. You can like work with your OM every single week and like if there's decisions that they made that you didn't agree with, let's talk about that. If you want them to check things out, like I train a lot of people and before they send anything out, I'm like, send it to me. I wanna prove off on that.   And we're good to go from there. Like that's what's needed, but you got to like get it to where things can start to move off your plate. And I think as owners, sometimes I myself hold onto it for ego. And if I let all these people do it, then what's my need? ⁓ one of the doctors, he was like, the literary realized like, I don't even need to be in the practice and they can do everything without me. No, that can feel scary for some people that can feel like, my gosh, am I still needed? Am I still wanted? And the answer is yes. But what we need is we need you to be the lighthouse.   and then we need you to do great dentistry. But that's really it in ownership. But if you don't love that, then find somebody who can be the lighthouse and you'd be the doer. Some people actually are better COOs, if you will, rather than being clinical dentists. Like they love to do the business side. They love to run all the systems. They love to build it. Then get yourself out of clinical dentistry. But if you're the one who's like, obsess about being a dentist and I wanna just do the clinical, great, you need a strong operator next to you and that's usually your OM. And OMs you need to be able to be.   follow through, say the fastest, easiest way to have a doctor not trust you is to break trust in the sense of I'm gonna get this to you and I don't get it to you. So own your word, own your results and execute consistently. And doctors like, thank you, Kiera, like clap it up, like, yes, yes, yes, like it's true because you wanna make sure that what you delegate and what you ask this team member to do, it reports back to you rather than you needing to chase it, hunt it. Be proactive OMS, be like perfect, here's my end of week, here's all the things that have been done, here's where we sit.   Do know how much your doctor's gonna love you? Like that's what lets them be free to be these amazing clinicians and not have to own it. So you've got to be able to delegate and have the authority, give them the authority, trust them, empower them and have the meetings and whatever you need to where you can feel like you can trust them to do the job well. If they're not doing things right, give them the honest feedback. I've got a new personal assistant while Shelby's out on maternity leave. Shout out to the baby. We're so happy for her.   I had to just tell her like, don't like this. I want you to do it this way. And team members, when your doctor's doing it that way, you've got to have this trust and vulnerability relationship where you can say these things without taking it. I am so grateful for Marisa because I get to tell her like, that's not how I want this. I want it like this. This is how I need it. She's my right hand on so many things. I can tell Britt the same thing. I can even say, Britt, I don't want to say this to you because I know that I'm people pleasing. Me even calling it out, Britt's like, no, I'm no BS Britt. Just tell me straight. Like, what do you need from me? What do you want?   That's usually what people need. when you can have a relationship where you're that fluid with your OM and OMS with your doctors, this is how you're going to be able to grow. And this is how you're going to build the trust to be able to delegate, to abdicate, not abdicate, delegate and release these tasks to other team members. And then OMS, your job is to grow and make sure your team is doing what they're supposed to. They're hitting their KPIs consistently. We're having our meetings. People are falling through. Our patients are getting the great patient experience. OMS, that's your job.   Your job is to make all this vision amazing. Check all the boxes, take care of your doctor. Does not necessarily mean a personal assistant, but it does mean we're checking all the boxes. We're running the team. So our doctor can be an amazing clinician. Give us the vision, go to great dentistry and we take care of the rest. That is how a doctor OM relationship should look. So from there, we want it to be where you guys really truly are able to do that. And if you guys are able to do those two things, so right, what were they? Number one, I want you to be able to have a clear direction and a clear vision.   And then number two is we need to use that accountability chart, delegate and give authority so that way people can do it. And then after that, how do we fix this? what are some quick fixes that we can also do? Is number one in the accountability chart, define your role as the owner. What are the decisions only you can make? What are you gonna own versus what are you gonna delegate? And then set the expectations with the team. I'm obsessed with this because this is going to help and it's ownership as a role.   not a title, okay? So doctors, I'm gonna own this, OM's gonna own this, treatment coordinator's gonna own this, biller's gonna own this, dental assistants are gonna own this. It means own. We hit the results. not like, we innovate, we figure it out. That's what ownership means. It does not just mean I have the title of this. Then after that, we build the leadership structure that's going to support us. So we've got doctor, we got OM, and we've got our leadership team. Depending upon the size of it, it might be two people on your leadership team, it might be three people, it might be four, it might be like 15, whatever it is.   and have clear responsibilities and we have regular meetings. I recommend meetings once a week and then I recommend quarterlys. I'm obsessed with traction. You guys know that we run a Dental A Team's version of it that is very much ⁓ a mix of a few items that I'm obsessed with and I love it. Run our weekly meetings, run our quarterly meetings. Like this is what you need to do to be successful because when you have a strong leadership structure and doctors, this is where you got to do it. Like as an owner, you do the clinical dentistry, you set the vision.   and you go to the leadership meeting, you are part of it, you gotta set the vision, but you typically don't walk out with many to-dos. You don't, that's what your team should be doing. And if you're taking on to-do after to-do after to-do, we're not following that accountability chart. So we've got to have strong leadership. And then what we're gonna do from there is we're gonna have a simple like CEO rhythm. So for me, that's check-ins weekly with my O-N, it's weekly or monthly reviewing the financials, and then like I said, quarterly planning.   Like as a CEO, you've got to watch these things. You got to check the KPIs. You got to work with your OM. Like that's part of business ownership. It's like, you don't need more time. You just need consistency. And realistically, this is your two hours a week of CEO time. So if you get it done, you can do this. I usually recommend during clinical time. So two hours during my clinical time, I focus on the business. I work with my OM. I check the financials. And then we do have a longer quarterly meeting. Most of the time it's anywhere from four to eight hours for a quarterly meeting.   This is how you're going to be able to build control. Consistency builds control. It's a great thing for it. So while you're doing this, do you see how we've just taken all the busy minutiae off of you? You can still be this great clinician. You can still be this amazing dentist. You can still love dentistry and you can still run a successful business, but you don't have to do all the pieces of it. You can really have your cake and eat it too, but you've got to be consistent. You got to be willing to let go. You got to be willing to put in the work to get the accountability and the vision and the meeting set up and   Clear expectations with your OM. Those are the weekly meetings. Like if things aren't going the way you want it, have the conversations, fix the pieces. You and your OM need to be in lockstep, like tight, tight, tight with each other. And if you don't have that relationship, you gotta build it. And you can start having the honest conversations. Read Five Dysfunctions of a Team together, like by Patrick Lanziani. Read things together where you guys are building. Read traction, read rocket fuel, like.   figure out what you two are both supposed to be doing, but you've got to have this lockstep where you trust them implicitly. And if you don't, you need a different OM. And OMs, that's no bash on you. It just means, or you guys have to figure out what broke the trust and how do we get that trust back? This means that you are not like stepping away. You're just stepping up into the role that you're meant to be. So you don't have to do every single thing in the practice, but you do have to lead. And if you don't want to do that,   You can't abdicate this to your OEM. Like you can't, you're the boss. Like you are, whether you want it or not. Or you hire another CEO to run your business for you. But I want you to see that you can be truly the CEO of your practice. You can empower your team and you can be a great clinician. You don't have to do it all. So this is something where truly, this is what we help with. We build leadership teams. We help doctors get into the CEO seat. But I want to say, because there's a client who sent me an email today and they're like, I just feel stuck. Like we've been consulting and   I appreciate these, I really do. I want you to know though, while that is true, you are stuck as a leader, you have to own that. So, and this is a mix, got a couple emails that came in. Doctors have to be willing to have the hard conversations. If you're not willing to tell your team what you need and you're willing to keep taking it on and on and on, that's a choice. But there's also a choice where you have the uncomfortable conversations with your team. You have the uncomfortable conversations with your coach and say, this is what I need from you.   My gym trainer, I love her, but we're going on this two month journey together. And I said, what do I need from you? I need you to text me for accountability check-ins. I need us to have them preset. And I need it to be where you give me at least like one or two food examples per week. So that way I don't have to try and think of those. That's all I need from you to be successful. But me, I have to be willing to say that. I have to be willing to tell my team what I need. I have to be willing to build the org chart. I have to be willing to look at the numbers. I have to be willing to do the work to get from where I am today to where I ultimately want to be.   but it's not that far away. It's actually quite easy. So if you want help with that, you want to chat about it, reach out. Hello@TheDentalATeam.com. But I want to make sure that you're ready for it because as a coach, my job is to guide you, to lead you, to tell you what you need to do. But ultimately I'm not the one who does it. That's you. So if you're like, yeah, I'm ready for a change. I'm ready to do this. I'm ready to tell what I need. I want to be the CEO of my practice. I don't want to continue on this path, but you have to actually let go. You have to like have the vision. You've got to lead your team.   and you got to execute on it and you got to trust your OEM to do it. And if you don't have an OEM that you can trust, you've got to hire another one. Like black and white, this is what's got to happen. You got to be willing to make those choices. We don't get six packs overnight. We get them from consistently, consistency. We get them from doing the work. We get them from making the hard decisions and being disciplined. That's how we get it. And that's the same thing for your practice. You can be the doctor who's just clinical, but you've got to make sure that you set your practice up for success. So reach out. I'd love to help you. Hello at thedentalanteam.com.   And as always, thanks for listening. I'll catch you next time on the Dental A Team Podcast.  

What if cutting half your team could be the secret to explosive growth?In this Fan Favorite episode, Cameron Herold sits down with Benjamin Surman, COO of Somewhere (formerly Support Shepherd), a company that rocketed from $1M to $25M and is still hungry for more. The conversation tackles the real-world, often-unspoken operational questions: When do you fire instead of hire? Where's the hidden margin in automation? Why are so many leaders clinging to headcount when systems could do the job faster, cheaper, and with less chaos?If you're addicted to the idea that bigger is always better, this episode will shake your assumptions. Miss it and risk drowning in legacy thinking while your competitors eat your lunch. Listen now for the strategic edge you won't hear anywhere else.Timestamped Highlights00:48 – The real reason behind a bold global rebrand02:29 – How one contractor quietly took the reins as COO08:54 – Why bootstrapping (not VC money) set the right culture11:00 – The micro-influencer lever that brings 4,000 referral partners13:25 – What no one tells you about hiring in Latin America17:41 – The $3M decision: Slashing 120 employees with zero regrets20:13 – Behind the curtain of an automated sales pipeline25:37 – The COO playbook for uncovering invisible inefficienciesAbout the GuestBenjamin Surman is the Chief Operating Officer of Somewhere, a hyper-growth headhunting agency revolutionizing global talent acquisition. With a relentless focus on automation and operational excellence, Benjamin Surman has scaled the business from $1M to over $25M in just three years.

What happens when a regulated fintech meets the wild swings of crypto and then gets acquired by a Web3 giant?In this no-fluff conversation, Cameron Herold sits face-to-face with Sung Choi, COO of CoinMe, just months after their high-stakes Polygon Labs acquisition. They get blunt about what it really takes to survive in crypto, how to lead through M&A chaos without losing your best people, and why AI is rapidly rewriting the rules of operational excellence.If you want to hear war stories and hard-earned lessons from the frontlines of scaling a volatile, regulated business, this is your episode. Don't risk missing the sharpest insights on leadership, remote culture, and how to stay relevant through uncertainty. Listen now for playbook-level takeaways you won't get anywhere else.This episode is brought to you by our Silver Sponsor, Next Level Growth.They help COOs and leadership teams build Elite Organizations through a proven, customizable framework built around the Five Obsessions of Elite Organizations.If you and your leadership team are ready to operate at the next level, take the Elite Organizations Assessment and receive a free 20-page customized report based on your answers, plus a complimentary one-hour coaching session with a Next Level Growth Partner and Business Guide to begin implementing tools that will help you build an even more elite business.Complete the assessment here to get started - nextlevelgrowth.com/cooassessmentTimestamped Highlights00:06 – The brutal reality of CoinMe's early hardware dreams11:10 – Why powering partners crushed owning infrastructure13:04 – “M&A is like polyamorous dating” and what nobody tells you17:14 – The tension of disclosure and keeping employees sane22:25 – A surprising pivot: from bitcoin hype to stablecoin utility26:29 – The regrets and rewards of abandoning office life30:26 – How “work from anywhere” delivers hidden productivity34:01 – Why AI is now their secret operating system44:23 – The one leadership skill every modern COO must masterAbout the GuestSung Choi is the Chief Operating Officer at CoinMe, a leading regulated platform for stablecoin and crypto payments. With full-stack experience in scaling teams and driving innovation, he steered CoinMe through its pivotal acquisition by Polygon Labs. Sung Choi is recognized for blending real-world grit with bleeding-edge tech in fintech.