Podcasts about corporate directors

Mike is at Busch Gardens Williamsburg this week for the opening of "The Big Bad Wolf: The Wolf's Revenge." He'll review the ride and talk with the Corporate Director of Rides & Engineering for United Parks and Resorts. He'll talk about this new roller coaster from B&M that pays tribute to the original "Big Bad Wolf" story and coaster from the 1980s. Mike and EB also talk about the latest news and rumors from around the industry.

We're thrilled to welcome Amanda Frank to the next episode of Leadership Talks! With over 15 years of experience in the fast-paced world of hospitality, Amanda is a powerhouse executive known for her ability to drive results, build high-performance teams, and open markets with impact.Amanda has led the successful opening of more than 40 hotels, consistently surpassing RevPAR targets and raising the bar for operational and sales excellence. Her leadership journey spans from early roles as a Sales Manager to high-level positions including Regional Director of Sales and, most recently, Corporate Director of Sales at Kasa Living—a Series C startup redefining flexible accommodations. At Kasa, Amanda built the sales organization from scratch, scaling revenue from zero to over $3 million in just two years while also leading major cross-functional initiatives in product and technology.Previously, during her seven-year tenure at Evolution Hospitality, she oversaw the launch of 28 hotels, led nationwide training programs, and earned the prestigious President's Award for her contributions to both culture and performance.Amanda brings a rare blend of strategic vision and operational execution, making her a standout voice in leadership, innovation, and hospitality. In this episode, she'll share her insights on scaling teams, building culture, and leading through growth and transformation.Don't miss this inspiring conversation with Amanda Frank on Leadership Talks where real leaders share the stories behind their success.

(0:00) Intro(1:14) About the podcast sponsor: The American College of Governance Counsel(2:01) Start of interview(4:38) His professional background starting with Skadden in Delaware.(5:08) About his corporate governance practice at Dechert LLP(8:10) How Delaware Came to Dominate U.S. Incorporations(13:14) What prompted the pushback against Delaware(15:12) The Tornetta v Musk decision (Elon Musk CEO compensation rescission)(18:40) The Rationale Behind the Governor and Legislature's Support for SB21 in Delaware.(22:38) Changes to Controlled Stockholder Transactions and the Definition of a Controller (Safe Harbor Provision under Section 144)(24:18) Doctrine of Transaction-Specific Control (reference to paper by Pollman and Will, 2025)(26:06) Explaining the MFW Doctrine, a Delaware law concept that provides a pathway to business judgment review for transactions involving a controlling stockholder, instead of the more rigorous "entire fairness" review (pre SB-21). "The view had become the MFW doctrine was creating both litigation risk and deal uncertainty."(30:45) Changes to Section 220 Shareholder Inspection Rights by SB21.(34:04) Will SB21 stem the tide of reincorporations? "I think it is enabling companies that had been looking at moves to pause"(37:00) Competing States: Nevada and Texas (40:17) Revisiting Caremark claims (directors' oversight duties). Legal risks vs business risks.(44:50) Book that has greatly influenced his life: Hagakure (early 1700s, Japan)(45:47) His mentors:Mark Thierfelder (Co-Chair, Dechert) Eric Waxman (Ares Management) Tom Allingham (former partner at Skadden)(46:58) Quotes that he thinks of often or lives his life by.(47:52) An unusual habit or an absurd thing that he loves. (49:11) The living person he most admires: former Delaware Chancellor William B. Chandler, III.Rick Horvath is a partner at Dechert LLP in San Francisco and focuses his practice on corporate governance matters. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Show Notes Timestamps: 

In this episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Lynn Clarke, an experienced leader in family board governance who has served on more than a dozen family and private equity-backed boards including as an independent chair and lead director. Lynn is also a strategic advisor and mentor and has served on boards spanning from beverage and food services to e-commerce and manufacturing.  Lynn has mentored next generation board members and leaders throughout her career and  was named the Private Company Director of the Year by National Association of Corporate Directors in 2022. She also serves as one of three judges for Deloitte's best managed private company awards program.   Key Takeaways 1. Interviewing for a board role With years of experience serving on boards, Lynn advises aspiring board members to carry a passion for the business, its products and what the company does. It's important to understand why you want to serve on a board, what value you add and what new perspectives you believe you will bring. She advises to make these points clear when you are interviewing for a board seat.  2. New boards vs. existing boards Newly formed boards offer a unique opportunity to build the culture, rhythm, and structure of governance from the ground up, but its success is dependent on the principal shareholder(s), who will define the culture of the board and company. Shareholders set the tone. 3. Knowing when it's time to leave a board or offboard a member Having the self-awareness is key to knowing when it's time to leave. Lynn suggests asking yourself, “am I still a good fit?” and “do I like what I'm doing on this board?”, “Am I enjoying the discussions at the board meeting?”, “Do I feel as though I am contributing to the growth of the company?” If the answers are no, maybe you need to consider stepping out.  Offboarding a member is one of the challenging aspects of board governance, especially in close-knit or long-tenured groups. It requires direct but respectful conversations from the lead director, board chair, or governance chair.  Whether a board member is being asked to leave due to performance issues or company changes, Lynn recommends treating it like a celebration and acknowledgement of the person's service on the board, almost like a retirement.  4. Board evaluations make it easier to provide ongoing feedback Even private and early-stage boards benefit from formal assessments. Annual board effectiveness and peer evaluations help surface underlying issues in board dynamics and performance. Peer evaluations can be sensitive for company boards, so Lynn suggests introducing different types of evaluations in parts.  Quotes “ABARTA Coca-Cola was one of the first family-owned businesses I know to really think about independent governance. There were a majority of independent directors on a board, had a high quality strategic plan that is really a living, breathing document and a good family council or an ownership council. Those are the three things that take a business from Gen 1 or 2 into 3, 4, 5, 6, and beyond.”  ”I take my commitments to the companies and the families that I work with 100% seriously the same way that I did in running a company or working for a Fortune 50.  When you join a board, you are committed to that organization. You're a fiduciary. Why would you do this unless you really wanted to help make an impact, and the only way you can make an impact is to take what you do seriously.”   ”The first thing you need to think about when you've been approached about joining a board: can I really make a contribution? I also think passion for the business is really important, passion for the product, the service and what the company does is really important.” “ It's important when you're on a newly formed board to think about what you know from boards that have been around for a while, and how you apply those learnings to help support the formation and the development of the new board.” “Do I enjoy the conversations? Am I feeling like it's a good fit?” And no matter how many years you've been on the board “do you like what you're doing?"   Links Four Key Questions to Ask Yourself How to Be an Exceptional Director Board Refreshment — When Is It Time? getonaboard.com   Guest Bio Lynn has extensive experience in family board governance, having served on more than a dozen family and PE boards as Independent Chair/Lead/Director. She also is a Strategic Advisor & Mentor to Family Board Chairs for Vitamix and for a Coca-Cola Bottler. And Lynn has mentored next generation board members & leaders. Her industry experience spans CPG, beverage, food, food service, e-commerce, digital, retail, manufacturing,and supply. She currently serves as an Independent Director on several boards, including Vollrath Manufacturing, Just Born (the PEEPS company), Basic American Foods and Kalsec Global Flavors. As an executive at PepsiCo, Lynn gained expertise in corporate strategy, operations, manufacturing, brand strategy, marketing and sales. She was named The Private Company Director of the Year by the National Association of Corporate Directors in 2022. Lynn also serves as one of three judges for Deloitte's Best Managed Private Company program and frequently speaks and writes on effective family business governance.  

Send us a textWhat does it truly mean to lead with quiet strength in healthcare? Mavel Arinal, Corporate Director for Clinical Practice and Regulatory Compliance at Jackson Health System, demonstrates how soft-spoken determination can drive transformative change.From her beginnings as a labor and delivery nurse in the Philippines to her current leadership role, Mavel shares the pivotal moments that shaped her professional journey. After immigrating to the United States, she took a humble step back, working as a certified nursing assistant while studying for her NCLEX exam—an experience that taught her invaluable lessons about resilience and the dignity in serving others.The conversation reveals how a simple question to a nurse educator sparked Mavel's passion for education, eventually leading her to discover her gift for empowering others. This curiosity and her willingness to embrace new opportunities facilitated her remarkable transition from bedside to boardroom. Her personal brand tagline, "Lead quietly, change everything," perfectly captures her leadership philosophy that true impact comes not from being the loudest voice in the room, but from intentional observation, deep understanding, and strategic decision-making.Mavel offers powerful insights into the delicate balance between compliance, culture, and compassion when leading complex healthcare initiatives. She discusses how her experience with clinical research transformed her approach to evidence-based leadership and why she believes compliance is evolving from a task-oriented function to a strategic driver of safety, equity, and excellence in healthcare.For healthcare professionals feeling unseen or stuck in their careers, Mavel's journey provides inspiring wisdom: "Progress is not always a straight path, and starting over doesn't mean you've failed." Her story demonstrates that extraordinary achievement is possible with focused determination and continuous forward momentum.Ready to discover your own leadership potential? Connect with Mavel on LinkedIn to learn from her experiences and publications, and explore more episodes of the Follow the Brand Podcast for strategies to develop your professional brand and presence.Thanks for tuning in to this episode of Follow The Brand! We hope you enjoyed learning about the latest marketing trends and strategies in Personal Branding, Business and Career Development, Financial Empowerment, Technology Innovation, and Executive Presence. To keep up with the latest insights and updates from us, be sure to follow us at 5starbdm.com. See you next time on Follow The Brand!

We're thrilled to bring you the latest episode of The ASHHRA Podcast, recorded live from the ASHHRA 2025 Conference in vibrant Albuquerque!In this special episode, our hosts Luke and Bo sit down with the insightful Emily Endert, Corporate Director of HR at Covenant Woods in Mechanicsville, Virginia. Emily shares her incredible journey of joining Covenant Woods back in 2005, a place that's much more than just a retirement community. It's a village teeming with life where healthcare regulations meet heartwarming stories and community connections.Emily dives into the challenges and triumphs of recruiting in the healthcare industry, highlighting the unique nature of working in a community where residents make life-changing commitments to stay. She offers a glimpse into the importance of building genuine relationships and how Covenant Woods fosters an environment where employees and residents thrive.Curious about workplace dynamics? The conversation unpacks the unique benefits and occasional challenges of working in a setting that's both employees' workplace and residents' home. Hear about Emily's innovative solutions to the universal challenges like minimum wage adjustments, employee appreciation, and the small joys that come from refusing gifts with grace.Oh, and did we mention the farm-to-table garden at Covenant Woods? Emily details how this not only supplies fresh produce to the community but also attracts new residents excited by the homey, engaged living experience.Plus, get inspired by the conference energy and explore why the ASHHRA annual gathering is a must-attend event. Whether it's networking, innovation, or the sheer joy of face-to-face interactions, there's something for everyone.Warm regards,The ASHHRA Podcast TeamP.S. Mark your calendars now for ASHHRA26 in Savannah, Georgia (May) and, who knows, maybe you'll join Bo and Luke on the podcast stage next year!Support the show

Bill Demaree, Corporate Director of Fixed Operations at Tom Wood Automotive Group, shares how intentional habits have helped grow their stores. He discusses the importance of hiring and firing based on company values to shape the culture, embracing technology to improve staff efficiency, and how stepping into different roles at stores has helped him identify areas for growth.Check out the full video version of the podcast on YouTube!About Our Guest:Bill Demaree Corporate Director of Fixed Operations, Tom Wood Automotive Groupwilliam_demaree@tomwood.comSponsor:National Institute for Automotive Service Excellence (ASE)About Our Host:Jay GoninenCo-Founder & President, WrenchWayjayg@wrenchway.com | 608.716.2122WrenchWay Resources:For Technicians & StudentsCompare & Explore Technician Pay: View salary information for automotive, diesel, and collision technicians near you at wrenchway.com/pay.Find Your Ideal Shop or Dealership: Looking for the best places to work? Discover and research the best shop or dealership for you at wrenchway.com/shops.For Shops & DealershipsHire Top Talent & Assist Schools: Connect with skilled technicians, engage with schools, and help elevate the auto and diesel industry with WrenchWay Top Shop Memberships. For Auto, Diesel, & CTE Instructors:Support Your Program & Connect with Industry: Get resources and equipment for your program and grow your industry partnerships with WrenchWay's free solutions for schools.Connect with us on social: Facebook Instagram Twitter LinkedIn YouTube TikTok

Greetings & welcome back to the podcast. This episode we are joined by Mr. Herb Pinder Jr. – owner of the Goal Group of companies which includes G Energy - a private equity firm investing in oil and gas companies & Goal Sports Corp - which managed the contractual and financial affairs of professional hockey players for 35 years.Mr. Pinder has served on the boards of more than 50 public and private businesses, crown corporations and non-profit organizations (ARC Resources, Canadian Airlines, Wascana Energy, Sunshine Ski Resort and Viterra).Among his many accomplishments, Mr. Pinder won a bronze medal playing hockey for Team Canada in the 1968 Winter Olympic Games in Grenoble, France.Mr. Pinder served a term as an Honorary Colonel of the 38th Service Battalion; received an Honorary Doctor of Laws at the U of Saskatchewan; is an Honored Member of the Saskatchewan and Saskatoon Sports Halls of Fame; and in 2022 became a Fellow of the Institute of Corporate Directors.Mr. Pinder has served many non-profits organizations including Canada's Sports Hall of Fame, CD Howe, Manning Awards, Banff Center for Management, YPO International, Canadian Chamber of Commerce, and The Fraser Institute.Mr. Pinder graduated from the U of Saskatchewan in 1967 with a B.A. in Economics, attended the U of Manitoba Faculty of Law, MBA from Harvard Business School, and also is an editorial contributor to the the Western Standard.Among other things we discussed the Olympic Medals, Private Equity, Western Alienation & 50 Years of Saskatoon Business.Enjoy.Thank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital Markets360 Engineering & Environmental ConsultingEVA SoftwareBroadbill EnergySupport the show

Hey Intentional Mama! I'm super excited for this special episode today! This episode is in participation with the 3rd edition of Podcasthon! This is the world‘s largest podcast charity initiative, bringing together podcasters globally to raise awareness for important causes - without any money involved.

How does Lutheran Senior Services, now EverTrue, serve the community? Rev. Dr. Travis Scholl, Corporate Director of Mission Integration for EverTrue, the KFUO Organization of the Week for March 9-15, joins Andy and Sarah to talk about why Lutheran Senior Services made the name change to EverTrue, what a Life Plan Community is, how EverTrue serves its residents and clients, and what makes EverTrue unique among organizations serving older adults. Learn more about EverTrue at evertrueliving.org. As you grab your morning coffee (and pastry, let's be honest), join hosts Andy Bates and Sarah Gulseth as they bring you stories of the intersection of Lutheran life and a secular world. Catch real-life stories of mercy work of the LCMS and partners, updates from missionaries across the ocean, and practical talk about how to live boldly Lutheran. Have a topic you'd like to hear about on The Coffee Hour? Contact us at: listener@kfuo.org. 

On this week's Tips from Trestle, Aaron chats with Heather Burns, a seasoned resident engagement professional, to explore innovative strategies for enhancing senior living communities. Heather shares her resident-first philosophy, emphasizing holistic well-being that foster independence and purpose. She highlights the importance of bridging departmental silos, fostering teamwork, and training staff on empathy and compassion to elevate resident care. The discussion also unveils exciting initiatives in her role as the new Corporate Director of Resident Engagement for Trestle Hospitality Concepts - like a comprehensive engagement guidebook & tailored training programs to support activities directors in creating meaningful connections and thriving communities.Tips from Trestle is sponsored by:eMenuChoiceWiseOxClarkProBen E Keith Foods#TFT407 #SeniorLiving #ResidentEngagement #HolisticCare #MontessoriMethod #ElderCareInnovation #SeniorWellness #TeamworkInCare #CompassionateCare #ActivityDirectors #EmpathyInAction #CommunityConnections #SeniorLivingLeadership #SiloBuster #TrestleHospitality

Lindsey Roberts (RPTA '12), Corporate Director of Marketing for Boutique Hotels at Peregrine Hospitality, talks with Dr. Brian Greenwood (Cal Poly Experience Industry Management) about her life and career to date.

Abdiel Santiago is Secretary (CIO) of the Fondo de Ahorro de Panama, a role he has held for over 11 years. He holds a number of board roles in addition – including Advisory Committee Member of the Export-Import Bank of the US, a Board Advisory Committee Member of the International Forum of Sovereign Wealth Funds and a Committee Member of the Milken Institute. He is also a Board Leadership Fellow at the National Association of Corporate Directors.Our conversation starts with his early years in the US military, and the lessons learned there around leadership, team work and chain of command. We cycle through his career in finance, some of its ups and down and what led to the offer he couldn't refuse to join the start up sovereign wealth funding his home country of Panama.This series we have a special focus on sovereign wealth funs with the coming podcast with Victoria Barbary, Director of Strategy & Communications for the International Forum of Sovereign Wealth Funds, and Abdiel provides on the ground insight into building a fund from scratch, responding to governance concerns and considering local impact. Our discussion ends with a discussion of board roles and governance, and how the allure of these roles might not be always as they seem. This episode of the Fiftyfaces Podcast is proudly brought to you by bfinance—a trusted partner to the world's leading institutional investors. With a proven track record in strategy, implementation, and oversight, bfinance delivers bespoke investment consultancy that empowers asset owners to achieve their unique objectives. Whether it's refining portfolio strategy, selecting fund managers, monitoring performance or getting better value for money, bfinance combines global expertise with tailored solutions to unlock value for their clients. To learn more about how they've supported over 500 clients in 45 countries, managing assets totalling over $9 trillion, visit bfinance.com.

Innovation: A way of thinking about the worldIs your company's culture stifling innovation? Dr. Laura Hamill, organizational psychologist and author of "The Power of Culture," argues that innovation is fundamentally about mindset."Innovation is a mindset. It's a way of thinking about the world," says Dr. Hamill. She emphasizes the importance of creating a culture where people feel encouraged to innovate, think differently, and connect dots.How can leaders foster a culture of innovation in their organizations?------------------------------------------------------------Episode Guide:0:00 - Intro0:56 - What is Innovation?2:55 - Innovation Beyond Technology5:39 - Culture, Mindset, and Success6:58 - Shared Mindset and Challenges in Startup Cultures9:09 - Experience with an Insurance Company10:51 - Book: The Power of Culture15:28 - National Association of Corporate Directors' position paper on culture23:04 - Familiarity Bias26:30 - Openness and Curiosity in Career Growth31:48 - Advice for Innovators------------------------------------------------------------Dr. Laura Hamill is an organizational psychologist and business leader, focusing on the intersection of science and HR. Laura is an expert on creating great places to work and is the owner of Paris Phoenix Group, a consulting firm specializing in forming and transforming culture. Previously, Laura worked at Microsoft and was a co-founder of Limeade. Laura has written a book called The Power of Culture with The Economist.More about our guest:Dr. Laura HamillCompany: Paris Phoenix GroupBook: The Power of CultureOUTLAST Consulting offers professional development and strategic advisory services in the areas of innovation and diversity management

James Ferguson, author of "The Confetti Culture Playbook" gives updates on how his career journey has progressed over the last few years from being a GM to taking over as Corporate Director of Culture with Wurzak Hotel Group. In this role, he has taken the company from 2.5 on Glassdoor to 4.3! Find out how he was able to do this and what new projects James is coming out with.

James Ferguson, author of "The Confetti Culture Playbook" gives updates on how his career journey has progressed over the last few years from being a GM to taking over as Corporate Director of Culture with Wurzak Hotel Group. In this role, he has taken the company from 2.5 on Glassdoor to 4.3! Find out how he was able to do this and what new projects James is coming out with.

Doug Drysdale Chief Executive Officer An experienced Corporate Director and CEO: Doug has chaired the board of directors of a NASDAQ-listed company and, as a CEO for the past 12 years, has built and turned around three pharmaceutical companies. Doug has 30 years of experience in the healthcare sector. During this time, he has formed cohesive management teams, recruited board members, completed 15 corporate acquisitions across three continents, and raised $4 billion in public and private capital. Led the turnaround of Norwich Pharmaceuticals alongside investors and became the Founding CEO of the parent company, Alvogen Group. During his 5.5-year tenure as CEO, Alvogen grew from inception to $450 million in revenues across 35 countries. In early 2014, Doug led the recapitalization of NASDAQ-listed Pernix Therapeutics, raising $65 million. Within the first year of taking the helm as Chairman and CEO, Doug rebuilt the management team and board of directors, combined several operating locations, and grew the company's enterprise value from $80 million to around $800 million. Under Doug's leadership, Pernix raised $465 million of capital. From November 2017 to July 2020, Doug was the Director and CEO of Tedor Pharma, a family-owned contract manufacturing business. Doug's efforts to turn around the industry resulted in 60% revenue growth in 2019, leading to Tedor being recognized as one of America's fastest-growing companies and making it to the 2020 Inc 5000 list. Former Head of M&A at Actavis Group, leading 15 corporate acquisitions across three continents between 2004 and 2008, including a high-profile public hostile takeover attempt in Central Eastern Europe. Over this period, Doug raised approximately $3 billion in capital and managed lending syndicates, including 25+ banks, to fund the company's growth. Actavis was sold to Watson Pharmaceuticals in 2012 for EUR4.25 billion. Doug holds a bachelor's degree in Microbial and Molecular Biology from the University of East Anglia in the U.K. and was recognized as Ernst and Young's Entrepreneur of the Year in 2012. He is an enthusiastic traveler, having visited over 45 countries. He is also an avid reader and enjoys cooking and boating. This video was conducted on behalf of Cybin and was funded by Gold Standard Media LLC and/or affiliates. For our full disclaimer, please visit https://portal.goldstandardir.com/disclaimer/CYBN-183   https://ir.cybin.com/overview/default.aspx NYSE: CYBN I CBOE: CYBN   Addressing Mental Health Challenges Doug and Michael discussed the challenges and frustrations faced by patients and doctors in dealing with mental health issues, particularly clinical depression. With his background in building drug development companies, Doug highlighted the lack of practical tools for addressing these issues. Michael expressed his interest in innovative solutions to mental health problems, given his personal experience with clinical depression. The conversation was set to be more organic and conversational, with Doug sharing more about his company and their approach to mental health. Paradigm Shift in Drug Development Doug expressed his belief that their work has the potential to be a paradigm shift in drug development, moving from daily treatment of symptoms to more interventional therapies that can rapidly fix conditions like depression. He highlighted the promising results from their studies, with patients experiencing benefits lasting at least a year after just a couple of doses. Michael shared his personal experience with depression and burnout, emphasizing the importance of their work in addressing this widespread issue. He also asked Doug about his ability to anticipate future challenges and steps in the approval process for their work. Drug Development Challenges and Success Doug discussed the challenges and complexities of drug development, particularly in the mental health sector. He highlighted the team's experience and success in developing treatments, with 60+ INDs and 37 exits. Doug also emphasized the personal motivation of the team members, many of whom have been affected by mental health issues. He acknowledged the regulatory hurdles and administrative complexities involved in drug development but stressed the importance of these steps in creating effective treatments. Michael added that the success of the treatments could also positively impact the revenue of psychiatrists and their practices. Improving Mental Health Care Efficiency Doug discussed the potential of a new treatment to improve mental health care. He highlighted that depressed patients require a lot of attention, often visiting their physicians multiple times a year for medication adjustments and dealing with side effects. He also pointed out the shortage of psychiatrists and the long wait times for new patients. Doug suggested that their treatment, which only requires dosing once or twice, could keep patients out of the system for at least a year, freeing up resources for new patients. He also mentioned the potential for interventional psychiatry centers to see more patients if the treatment reduces the required visits. Mental Health and Metabolic Connection Michael and Doug discussed the challenges of mental health, particularly financial stress and depression. Michael shared his personal experience of overcoming depression with the help of medication and therapy and expressed his excitement about the potential of innovative work in mental health. Doug emphasized the link between metabolic health and mental health, suggesting that a poor diet can lead to reduced mental function and that mental health issues can affect an individual's metabolic health. Both agreed on the importance of addressing mental health issues to improve overall well-being and happiness. Phase 3 Program Progress and Strategy Doug discussed the progress of their phase 3 program, focusing on the challenges and complexities involved, such as drug scheduling and licensing. He expressed optimism about the potential of their treatments, citing their significant effects and the absence of dosing every day in their studies. Doug also outlined their long-term strategy, which includes leveraging their phase 3 approval in depression to treat other conditions and shift from daily chronic dosing to more interventional treatments. He emphasized the potential to break the cycle of polypharmacy and create a platform for various treatments. Michael supported their work and encouraged more people to learn about their efforts.  

In this episode, we'll hear from three guests in hospitality about how empathy not only enhances relationships with customers but also fosters a sense of belonging among employees, creating a ripple effect that positively impacts business.Join the discussion to explore:Cultivating Genuine Connections: Discover how empathy serves as the cornerstone of exceptional customer service, leading to deeper connections and trust between customers and staff. Learn practical strategies for fostering authentic relationships with customers, resulting in memorable experiences that leave a lasting impression and foster a sense of belonging.Embracing Empathetic Leadership: Explore the importance of empathic leadership in hospitality, including how leaders can model empathy, inspire their teams, and create a culture of care and compassion that resonates throughout the organization.Panelists:Arte Nathan, Previously served as the CHRO for Golden Nugget, Mirage Resorts, and Wynn ResortsLindsey Garito, People & Culture LeaderSusana Guerra, Regional Human Resources Manager, KSL Resortshttps://www.linkedin.com/in/arte-nathan/https://www.linkedin.com/in/lindsey-garito/https://www.linkedin.com/in/susana-guerra-49504343/Arthur “Arte” Nathan served as Chief Human Resources Officer for Golden Nugget, Mirage Resorts, and Wynn Resorts from 1983 – 2006: he opened and helped operate all of their casinos in Atlantic City, Las Vegas, Mississippi and China. Arte retired from the gaming industry in 2006 and helped develop and open the Resort at Pelican Hill. Throughout his career, Arte oversaw all aspects of HR including talent acquisition, training and development, compensation, workplace safety, labor and employee relations, employee communications, human resource information systems, and employee engagement. He currently serves on the Board of several companies, consults with hospitality and service companies worldwide, and writes a daily motivational blog.Lindsey Garito is a senior HR/People leader with 20 years of progressive experience in the field of human resources. She earned a Bachelor of Business Administration in HR Management from Pace University and will graduate in May 2024 with her MBA. Lindsey holds SHRM-SCP and SPHR certifications. Lindsey is the proud recipient of the 2023 Susan R. Meisinger Fellowship Award through SHRM Foundation. Throughout her career, Lindsey has worked in various disciplines of HR including talent acquisition, total rewards, performance management, compensation, HR technology, employee relations, and general HR. Her industry experience includes consumer services, healthcare, and hospitality. Lindsey actively serves on the board of Westchester Human Resource Management Association as Emerging Professionals Chair. She also volunteers in SHRM's national career mentoring program. Lindsey is a thought leader and regularly shares her insights and experiences in various publications and media and is a member of the Forbes Human Resources Council.Susana is a seasoned Human Resources professional with over 20 years of experience in various HR functions. Her expertise lies in Employee Relations, planning and organizing recruiting and staffing efforts, Benefits and Compensation, Training, and working in both union and non-union environments. She is currently Regional Human Resources Manager at KSL Resorts. Previously, she served as the Corporate Director of Talent and Purpose at Legacy Vacation Resorts. One of Susana's notable accomplishments is her contribution to Legacy Vacation Resorts becoming a B Certified company, demonstrating her commitment to corporate social responsibility and sustainability.

On this episode of The Founder's Sandbox, Brenda speaks with Salvador Badillo Rios. Salvador is Founder and CEO of EquiTech Innovate, a strategic consulting and advisory firm aimed at helping underserved and overlooked founders bring innovative and disruptive technologies to market. He is also Senior Associate and Portfolio Manager at National Security Innovation Capital (NSIC), a component of the Defense Innovation Unit (DIU), aimed at accelerating early-stage dual-use deep tech startups toward commercialization At DIU and NSIC, Salvador supported 21 early-stage dual-use hardware startups across 12 states with ~$50M over three years leading to over $335M in total follow-on private capital (up to 20X funded amount at up to 11X prior to funding valuation). They speak about Sal's origin story; how despite being from a disadvantaged background, this has not deterred his purposefulness and positivity to make a difference particularly in underrepresented communities. Listen as Sal shares how he eventually settled on an engineering degree after choosing over music and English literature. What he does today as a senior portfolio manager in the DIU defense innovation unit's National security innovation capital is a long way from Rancho Cucamonga.  You can find out more about Sal at: Linked IN: https://www.linkedin.com/in/salvador-badillo-rios https://equitechinnovate.com/     Transcript: 00:04  Hi, I'm pleased to announce something very special to me, a new subscription-based service through Next Act Advisors that allows members exclusive access to personal industry insights and bespoke 00:32 corporate governance knowledge. This comes in the form of blogs, personal book recommendations, and early access to the founder's sandbox podcast episodes before they released to the public. If you want more white glove information on building your startup with information like what was in today's episode, sign up with the link in the show notes to enjoy being a special member of Next Act Advisors. 01:01 As a thank you to Founders Sandbox listeners, you can use code SANDBOX25 at checkout to enjoy 25% off your membership costs. Thank you. 01:19 Welcome back to the Founders Sandbox. I am Brenda McCabe, your host to this monthly podcast that reaches entrepreneurs and business owners who learn about building resilient, purpose-driven and scalable businesses with great corporate governance. Guests to this podcast are founders themselves, professional service providers, corporate board directors and investors. 01:47 who like me want to use the power of the enterprise, be it small, medium, and large, to create change for a better world. And I do storytelling with each one of my guests that starts with their origin story. And then we'll get into the contents of the podcast with each of my guests, and we touch upon topics around resilience, scalability, and purpose-driven. 02:15 initiatives or what drives the guest. So thank you for joining me. And I am absolutely delighted this month to have Salvador Badillo Rios, Sal, as my guest. So thank you for joining me, Sal. Thank you, Brenda. I'm very excited to be here. Excellent. So we met not too long ago. I am a member of Angel Capital Association and attended their national 02:44 Summit in Columbus, Ohio. And I'm from Columbus, Ohio. So I kind of killed two birds with one stone. And I was blown away. So I've been a member for three years. And this year they had for the first time a breakout session on deep tech and dual technologies. And Sal, you were one of the panel members. And I myself 03:11 love to work with deep tech companies. So we had a lot of synchronicities. And that's when I asked you to join me eventually here in the podcast. Yeah, yeah, no. Yeah, that's where we met. And I think it was an amazing opportunity to really connect with the angel community. I think oftentimes, you know, there's a lot of focus on VCs, but angels really drive that early start to these companies and to these technologies. And so 03:37 I wanted to make an effort to reach out to the angel community, educate, inform, you know, angels about deep tech and a lot of the DOD opportunities that there are for startups and potential collaborations and synergies. So yeah, I'm happy to have met you. So we're going to touch on a couple of those points because you do have a multifaceted career and background and diverse founder yourself of your own. 04:05 strategic consulting and advisory firm. So you are founder and CEO of Equitech Innovate. And it's really working towards serving underserved and overlooked founders that bring innovative and disruptive technologies to market. So kudos to you. That's amazing. Thank you. Thank you, yeah. And another hat you wear, and I don't know where you find the time in the day. Frankly. 04:33 And this was your speaking capacity when I met you earlier this year, your senior associate and portfolio manager at the national security innovation capital, a component of the defense innovation unit, DIU. So lots of acronyms in our department defense. So INSEC and DIU. And I was fascinated because that particular area, what you're involved in is it's accelerating early stage 05:02 dual use later on, you're going to tell us what dual use is. Yeah. Deep tech startups toward commercial commercialization. So, um, again, thank you, um, for joining me. We're going to talk about deep tech. We're going to get into also your own work that you're doing with, um, underserved founders. And I always like to have a title of our episodes. Um, and this one, I really think we're going to talk about scalable businesses. So what you're doing. 05:31 particularly with NSIC and the DIU is scaling, identifying early stage companies that truly have the promise of scaling. So scalable businesses. And you know, in a short period of time, you have scaled and then we'll get into the questions, but I was also very impressed with the focus of the work at the DIU and NSIC, you've used yourself have supported 21 early stage 06:00 dual use hardware, all right, not software, hardware startups across 12 states with over $50 million over the last three years. And that's led on to lead on it investments of 335 million of private capital and up to 20 times funded amount at up to 11 times prior to fund evaluation. Amazing, amazing, amazing. Thank you, yeah. All right. So can you... 06:30 describe for my, let's get into your origin story. Your PhD aerospace engineering, first generation Latino. LGBT, tell me what would be your tagline if anything. What I mean, this mashup of deep, tell me your origin story. How did you know what you're doing today? Yeah, thank you, yeah. 06:55 I mean, yeah, I mean, I was thinking through the tagline and I was like, well, I think maybe one could be, you know, life through punches, but I turned them into power and purpose. And so I think, you know, everyone, I'm sure has their own set of struggles, right? Everyone has dealt a different set of cards, right, in life. And it's really what you make of that, right? That really defines you. So for me, right, I grew up, 07:24 Here in Southern California. So I grew up in Rancho Cucamonga, about an hour East of LA without traffic. And so yeah, I grew up, my background is Mexican. So my parents are from Mexico. They met here and I'm the oldest of three. So I have two younger siblings. One is a year younger and then the youngest, seven years younger, but he has 07:53 down syndrome pretty severely. So I grew up in a disadvantaged background in a community where really I didn't know anyone that went to a four-year college, no one that went into any STEM field, right? And so, and my parents also, right, had never gone to college. So a lot of it was just learning and figuring things out along the way. 08:20 But I was lucky to have teachers that believed in me, that saw sort of something in me in school. And they would say, oh, yeah, you need to go to college. Or they would say, oh, you're good at math and science, things like that. And so they would reaffirm those things. But even once I got to high school, I really hadn't really planned for the future. I didn't really have thought about what major I wanted to go into or what college I wanted to go. 08:49 And so it was around being around other students that had thought about that a little bit better or had parents who were engineers or doctors that when they started asking me about it, I was like, oh, I don't know, but let me start thinking about it a little bit more. And so, yeah, so in my classroom, one of my teachers said, oh, the UC applications opened up. And so that's how I found out. 09:17 you know, that I should apply to college. There were several interests that I had, write music, English literature, and then STEM, right? And so I decided to go and try engineering and initially started with civil engineering, transitioned into mechanical and then added aerospace, just as, you know, being in college and taking different courses and being involved in different projects and clubs. 09:47 That's sort of how my interest kind of evolved. But even then, right, I didn't know about what a PhD was, or venture capital, or the field that I'm in now. So a lot of it has been a bit of a learning process. And I'm lucky to have had different organizations along the way geared towards underserved communities in STEM. 10:15 you know, PhD or things like that, that help create awareness for me about the different opportunities. My thing is you can't really go after something that you don't even know exists, right? So the more you're aware about different opportunities, the more you can sort of start to pave your path based on your own interests, so yeah. So you're a lifetime learner, although you're very young still. 10:41 Thank you for the interest in that. It's interesting because yesterday I was on a webinar with the National Association of Corporate Directors. It was about AI and workers, right? And interesting enough, the current generation, the largest generation that composes the workforce in the United States are Gen Xers. No, Gen Zers. 11:11 And the average retention, so the average period of time that they're in is 2.4 years. The next generation is the alpha, right? They're like 13, 14. They will have up to 17 careers, is what they're saying. And so the young, yes. You have so many opportunities. And again, I think people in your early 11:39 childhood, your neighborhood, your school, this professors that saw the, the, the ability for you with STEM related topics, they geared you those opportunities. So yeah, it's amazing the future of workforce and opportunities. So you yourself are going to get into in this podcast. Yeah. Some of that so you get out of college and what is your first gig? What'd you do? 12:08 Yeah, well, again, I went all the way to the PhD route. So one thing that was unique and what plugged me into DOD was, you know, going into my PhD, I had the opportunity to go to UCLA, but having a unique opportunity to work with the Department of Defense. And so whereas most students conduct research on campus, in my case, I had the opportunity to, after I take 12:37 a few of my, you know, some of my course requirements go to Edwards Air Force Research Lab, which is called the Rocket Lab, and really conduct research there. And so one, you get a lot more resources, right? Just because you're within DoD. And so you're able to really run, you know, and create projects and do these things that are at a higher level, right? This research is able to conduct at a higher level, and working on also 13:07 important problems to national security, you know, to the DOD that are more applicable than simply something that's just in a lab, right, that may be cool and interesting, but maybe there's not, you know, a huge focus on the application area. And so, yeah, I got to work alongside other military members and other researchers at DOD and really start to look things from a national security perspective. 13:34 And so how is certain technologies, whether more fundamental, more applied, how is that important to DOD and national security in general? As well as, you know, I got to see a lot of also the issues within traditional DOD and obstacles and sort of inefficiencies as well. And so it gave me sort of this unique perspective that 14:03 I would say most PhD students typically don't get, so I was very fortunate to have that. And so while being there, I also got interested in an entrepreneurship program. I was like, I wanted to get myself out of my comfort zone, out of the box and really interact with people from different backgrounds, not just from the STEM background. And... 14:28 And I loved it. I didn't know that I was going to love it. And I just decided to try it one day. And I just really loved speaking with customers. I got to be part of a student led startup. And so speaking to customers and that customer discovery phase, pitching to VCs, brainstorming with people from different backgrounds. I was like, this is where I want to be at. And so I thought I wanted to go into product development. 14:57 at a startup. And so that's what I was gearing towards. And so taking business courses online. And again, this is when the pandemic started to hit. So taking business courses online, learning more about emerging technologies like quantum and AI, that just interested me. And then DoD found me. And so they were like, okay, you have this unique 15:26 you know, technical background, background with DoD and some knowledge, right, regarding DoD and then interest in this startup and business, you know, business world. And so DoD was really starting, wanted to stand up and say National Security Innovation Capital, which, you know, focuses on early stage hardware technology. So as you may know, a lot of funding tends to go. 15:54 towards VC funding tends to go towards software and not enough towards hardware. And often hardware companies will resort to getting foreign capital, which at times may be considered adversarial and may compromise national security. And so DoD wanted to sort of get a hold of this a bit. And so stand up this program. And so, yeah, a few of my team members and I, we basically were hired on board to really stand up this program. 16:24 And this really involved developing the funding thesis, establishing the processes, eventually me running operations. Then because of my background, right? I got to do a lot more and help source these startups, evaluate these startups and help fund them and then support them. So I think naturally I just like wearing a lot of hats. It was very, it's been a very startup culture. 16:52 in a way just because we're a very small but mighty team. And so it's allowed me to do a lot as well as have a seat at the table and really sort of see things from that perspective. I love the that you were in the early stage of standing up the is it pronounced in sick. We usually refer it to as an insect. So what are 17:21 you know, these will be in the show notes, the we have a kind of infographic on NSIC. What are the I think there's seven key areas of investment within the DOD? Yeah. Yeah. So again, we're a component of the Defense Innovation Unit. And so 17:50 companies that are a little bit more mature that have some VC funding, that have commercial product. And the goal there is for them to find sort of the use cases and sort of pair those gaps with and look for specific solutions to address those gaps and transition that technology into DoD. 18:17 Again, we focus on the earlier stage, pre-seat to seat stage companies. And so, however, our technology areas are aligned with DIU's portfolios. So, you know, our technology areas are autonomy. And then sensors is weaved into that now. So advanced sensing would fall into autonomy. Energy technology. So this can involve energy storage. Advanced battery chemistries is a big thing under that one. 18:47 space technology. And so this is satellite stuff, as well as satellite communications, things like that. Telecommunications, so advanced communications technologies. And again, there's a lot of synergies with these different technologies. And then we have an emerging technologies area, which under that we've we've been edge computing hardware. 19:15 electronics, photonics, as well as hypersonics platforms. 19:25 Interesting. It's fascinating. Yeah. And then within that we have sort of funded as well companies that are in the sort of advanced manufacturing, advanced materials, but they usually align with one of the technology areas that I mentioned. 19:43 So for my listeners, I would absolutely love you to define deep tech and dual technologies, all right? Yeah. Because many, you know, I have quite a large audience now and it's a concept that we don't run into. You don't go to the grocery store and buy. Right, yeah. Yeah, I even had a friend, you know, just a close personal friend that is not in this field at all. 20:11 asked me about that too. So yeah, it's constantly educating, right, the audience, just because it is a crucial part of our society nowadays. So yeah, so I would say I would describe deep tech startups as sort of being distinguished by their intensive focus on sort of cutting edge technologies and scientific achievements. So they operate at the frontier of innovation. And so 20:40 I would say they're characterized by sort of novel solutions that are rooted in scientific breakthroughs or, you know, significant technological or scientific breakthroughs. And you know, I think where a lot of technologies, a lot of conventional startups leverage existing technologies to solve market needs, deep tech startups. 21:06 can often create entirely new markets or radically transform existing ones with their disruptive innovations. And so the reason I think there's probably a name for this set of technologies is because they also face unique challenges in commercializing their innovation. So one characteristic thing and challenge is long development cycles. 21:34 So, you know, they often require years, if not even decades, right, for research and development before you even have some viable prototype, right, that may become a product. High R&D costs, right, so, you know, very capital intensive, you know, and securing funding can be challenging, especially in the early stages for these sets of technologies that 22:01 are often unproven or the market potential is not quite fully understood. And so when it comes to going to market, it may be a little bit more challenging because it's not just a matter of finding product market fit, but it's also about educating potential customers about. 22:28 you know, educating the market right about your technology. Right. And the dual purpose? Yeah, so the dual use purpose really involves having both commercial and defense applications. So defense tech, you know, is sort of a focus on these DOD critical needs for national security to enhance military capabilities. 22:55 And so the dual use aspect means really developing a product or technology that can serve both, civilian and military purposes. And so I will say there are challenges with this though, just because the DOD aspect is mission focused, right? And so you have to worry about finding product mission fit in that sense. Whereas on the commercial side, you have to worry about finding 23:25 product market fit. And so, it can be competing at times, right? Where, the startups and VCs are naturally focused on revenue and increasing sort of their investment and DOD may be focused on the mission, right? And so, it's a matter of really finding where you can overlap both of those missions, right? To really make progress in society. 23:54 And then it's also as you're developing a technology, it's a matter of balancing as well, the different requirements and applications. So, yeah. So the startups that you have been involved with, have they come like a spin out as a technology transfer from a university or not? I mean, where did you? Yeah. 24:22 Where did these companies come from? Their original ideas. Yeah. Yeah, so a lot of the companies that we fund, some of the technologies have begun in a university research lab setting. However, they're usually a little bit further along before we see them and we fund them. So we have partnerships with different programs, including National Security Innovation Network, which is a part of DIU. 24:51 that really focuses more on really helping spin out these technologies out of a research setting and finding those DOD use cases. And again, we also look at companies from all over the US. So, our meetings are usually virtual, which makes it easy for companies to reach us. But yeah, they come from all sorts of settings, right? Some of them have spin out from the lab. 25:20 others from another company. But like I mentioned, by the time we see them and we fund them, they've already had some preliminary traction on the DOD side, whether that means some funding spoken to and, you know, DOD users to really develop the requirements, as well as some commercial preliminary traction, like obtaining letters of support and things like that. Yeah. 25:47 So about the time I met you, I'd also been working in deep tech. And I have heard that perhaps private investment VC money had been crowding out the traditional investment of Nandaluda funding that was under either the DOD or SBIR. 26:16 Right. And for like the last 20 years or so. And the Department of Defense, and actually under, I think it was the Obama administration, Ash Carter kind of flipped the model and said that we can actually do dilutive as well as non-dilutive funding in order to attract again, I don't know whether you're losing the game, but to really get back into the pipeline. 26:44 of potential new businesses and new technologies. Is that, and that's kind of what I've, you know, you perceive it. I also saw that SBIR grants, VCs were no longer allowed to participate probably about eight years ago. So what have your observations been on the public versus private investment in the strategic mission-driven 27:13 sectors is, is it true? What I'm saying is that I mean, there's no probably it's not black or white, right? So what is the transition between public and private investment in these strategic sectors evolve? Yeah, yeah. Yeah. So the way I would see it is, you know, a while back, there was really a lack of communication between sort of these public and private entities. 27:42 And so there wasn't much of a collaboration going on. And so, for example, with the establishment of DIU, the purpose was to really establish those public and private partnerships to really further innovation and especially deep tech innovation. And so that was just the first goal, right? Let's improve and establish these public and private partnerships and show that we can work together to fund companies. 28:11 that was a little bit rocky and figuring out, okay, how does that work and who does what? But I think over time, right, those relationships have really become established in some way and have been fortified. And now, DIU and NSIC and all these other DOD entities, we have strong relationships with different BCs and accelerators and other types of organizations. 28:41 they are aware of us and are interested in really knowing what our priorities are. And we are trying to always better communicate that to them. And we're going on funding companies together. So I would say that was sort of the first phase over time. Then, you know, I think you focused on, OK, let's let's let's see if we can if this model works, right? If we can fund companies. 29:10 using OTAs, for example, these prototype contracts, and helps to transition some of this technology into DoD. And I would say now where we're at is now we're really hyper-focused on the, you know, because we already proved we can do this, so now it's, okay, let's focus on the most impact for an urgent technologies to DoD, especially given 29:39 the current geopolitical climate. And so now we've sort of shifted into really a focus on these high impact, high, you know, at large scale and in high urgency technologies and startups. So it's a journey, right? It's an evolution. It's been a journey, yeah. And then on the hardware side, right, again, it's been a little bit different, but again, similar where, you know, there wasn't a lot of, I would say, 30:06 VC interests to really fund, especially hardware, early stage technologies. VCs were typically repelled by that, right, in some sense. And naturally so, right? But I think with standing up NSIC and these other organizations, there's been actually several VCs now in this pre-seed to seed stage, funding. 30:35 hardware companies. And so I would say now the hurdle is probably as we funded these companies, now they go on to series A, series B and now they need BCs at that stage, right? To really help them along and further their scaling, right? And so I would say more work is probably needed on that end now. Very exciting times. 31:05 Let's switch gears and let's go back to your consulting firm. Equitech innovate. Again, I don't know where you find the time, but I, you know, so can you showcase here what it is that you do in serving the underrepresented founders that are in these disruptive technologies? What was it that made you go out on your own? 31:32 Yeah, yeah, so just being in the deep tech space that I'm at, and, you know, dual use as well, you know, one thing that I started noticing, and it's something that I've noticed even from just my own background, right, in STEM, right, sort of one, a lack of diversity and representation, right, of, you know, different backgrounds, especially my backgrounds, right, whether it's 32:02 And so again, this is naturally found in a lot of the, deep tech spaces, right? Finding leadership and innovators in that space. And that, that's a whole nother conversation, right? But there's a lot of hurdles, just even for people getting to that space, right? And so naturally you find sort of a lack of talent there. 32:31 And then the other thing is, you know, once, you know, you have underserved communities in deep tech, right, then you have less of them that are aware or become deep tech founders, right? And so then once you are a deep tech founder, right, then you have these VC funding gaps, right, that you find, right, where 32:56 out of all the VC funding, 136 billion, only 1% goes to Black founders or even smaller to Latinx or Indigenous or to women. And especially being in the field that I am in, I would see very few, again, founders from understaffed communities even applying to our program. But then unfortunately, even those that did apply, sometimes the quality was just not up to par. 33:25 Okay. And so it does tear me a bit, you know, in the sense that, you know, I have compassion, but at the same time, there's a level of quality that we need to maintain and things like that. And that is because they often lack some of the resources and guidance, right? And so even to get to where they're at now has been such a huge feat. And so that's where I saw the opportunity 33:55 strategic consulting and advisory firm to really help underserved founders and give them a little bit more guidance and really help them get their technologies to market. Bringing in my DOD expertise, my deep tech expertise, and also in working with underserved communities throughout my career with different nonprofits and whatnot. All right. Yeah. 34:24 Yeah, being that person that looks like them, right? In the room, right? And you also have, you're a mentor for the Stanford Latino Business Action Network. And you're serving on the board of directors for Science is Elementary. And tell me, is that also part of kind of mission-driven? Speak to me a bit about those collaborations. Yeah, yeah, it is, yeah. So... 34:52 Again, just because I'm interested in helping underserved founders, you know, I must have gone, I think to an event at Stanford, and then that's how I got plugged in to that nonprofit organization. Okay. Yeah, so I became a mentor, that this was before starting Ecotech Innovate. And so again, that's where I also just got to focus on helping underserved founders and really guiding them, get them through that process. 35:22 And then in terms of the nonprofits that I'm a board of directors for, yeah, so one of them is Science is Elementary. And so that nonprofit, we focus on really providing inspiring, innovative, high quality science experiences to preschool and elementary school children from underserved communities. And. 35:48 you know, that involves, you know, teaching students, right, training teachers as well, to really build sustainable and quality sort of curriculum, and then engaging as well with different scientists and STEM professionals, and some of them may serve as role models and mentors and things like that. So again, I didn't have any sort of exposure to this. I wish I did when I was, you know, a young kid. But, you know, I think providing that 36:17 for the industry communities is very important because that's where it begins, right? Yes, but you get exposed to it. Yeah, you get exposed, so you learn about opportunities. And so you can dream to be a scientist or things like that. And also you get rid of those fears, right? That may intimidate you from going into STEM, right? Because now there's familiar. And then also it's important to know that 36:43 going to STEM doesn't necessarily mean you need to be a scientist, right? I've transitioned into this role, which is more business, right? But my science background, I'm able to leverage that and it's sort of a value add. So in the show notes, I would like to call out different ways by which my listeners can contact you. Can you speak to... 37:10 what you would like to have in the show notes? Is that your LinkedIn profile? Tell me a little bit about that. Yeah, so yeah, people can reach me on LinkedIn. I'm on there. Also, www.ancik.mil, you can find my LinkedIn there. And also, equi You can find my, you know. 37:37 LinkedIn information there as well as my email, salvador at equi Excellent. So that will be in the show notes as well as the infographic of NSIC. Thank you. So I am gonna move into the part of the podcast that I repeat with every single guest. I have my own consulting firm, NextAct Advisors, and I really work with 38:06 growth stage companies on being purpose driven, scalable and resilient. And I'd like to ask you, I guess, what does purpose driven mean to you? Yeah, I think to me, I've actually always been drawn to purpose driven work. And so for me, it's the so what, right? So there's a lot of cool things you can do, cool technologies. But to me, it's the why, right? And the so what behind it, that really 38:35 pushes me and motivates me to really do the work that I do because I know I'm making a difference in people's lives in one way or another, in a positive way. So whether it's through the nonprofits that I've been involved with, both at a volunteering level and then now on the board leadership or through NSIC and DIU, right? Helping the war fighter and helping with national security. 39:04 or now with my consulting firm and really focusing on helping underserved founders, I think that I'm just drawn to really purpose-driven work that creates a positive impact in people at scale, right? And maybe lead on to your next question, but that does it in a meaningful way. So that moves the needle. I love it. So you've chosen really in alignment with your own 39:33 Origin story. So scalable growth. What does that mean to you? And maybe wearing your INSEC hat or what was scalable? Yeah. So I think, you know, first in terms of like, you know, deep tech startups and going that route, the focus is first on finding product market fit and really getting there. But once you do, 40:02 I think scaling is really about growing, right? Growing not only your team, but expanding your product and really doing it in an impactful way. And I think along with that comes many challenges, right? That you have to make sure your manufacturing processes are in order and that can... 40:28 really accommodate for the volume and speed at which you need to do that. And so I think before scaling needs to come preparedness, right? Being prepared to grow before you do grow because one thing I find often is, you know, sometimes people are focused on growing and then as you're growing, you're really finding all these things that you can't keep up with, right? And then unfortunately, sometimes that's where startups fail, right? 40:55 And so, and it's sad because you've gone so far right along. And so, since you've worked so hard to get there, it's important to just take a beat and really prepare for the growth because I think that will set you up for success. You know, I'm gonna divert a little bit from the third question. I mean, product market fit. Yeah. And software, right? 41:23 Deep tech technologies, it's really about around technology readiness level, TRLs, right? Scaling right to that level where you are scalable, right? Can you for my listeners again, indulge us in technology readiness levels? Yeah. So, yeah. So there are different, you know, technology readiness levels that really describe sort of. 41:52 where your technology is in its development. With NSIC, for example, we have a minimum TRL three. And so that involves at least having sort of analytical and experimental critical function and or characteristic proof of concept. So we don't fund, you know, sort of paper studies or science projects. And so, that's a TRL level that we focus on. 42:21 And as that TRL advances, then you get into the testing phase and in-field environment testing and things like that. So then you can further refine your technology until it's really ready for a proper use case. And then I would say one thing we focus on now is also 42:48 just on the level of advancement in that TRL, right? So, you know, the more you can advance with the funding, the better and so that involves really having a very strong product development plan, right, in place. So that you get more bang for your buck in a way. Right, right. So the product roadmap. Yeah. Thank you. Let's get back to the sandbox and its resilience. 43:17 What does resilience mean to you? Yeah, thank you. Yeah. Yeah, it's one thing that someone told me, you know, they said, you're very resilient. And I was like, oh, really? Thank you. And so, yeah, reflecting back in my life, right? Again, as I mentioned before, you know, you'll be dealt different cards in life, you know, punches, right? And sometimes that will be things that you have no control over. And sometimes there'll be consequences because, you know, you're human and you're young and you make mistakes. And... 43:46 you're stubborn at times or things like that. And so I think resilience is, for me it involves a few things. One is not allowing that to define you. And so it means getting back up, but it also means getting back up stronger and wiser, at least for me, right? There's, I think something you can learn about yourself. 44:11 and about the situation and about others, right? In whatever circumstance you're in. And so it's really making sure you learn the most you can about that particular situation so that when you do stand up and move forward, you're able to do so in a more intentional and successful way, hopefully. Thank you. So last question, did you have fun in the sandbox today? Oh, I had a lot of fun. Yeah, thank you so much. Yeah. 44:41 It's been a unique experience. And so, I had a great time speaking to you when we first met and so today as well. So thank you so much for inviting me. Thank you, Sal. To my listeners, if you liked this episode with Sal Badiyurios, CEO and founder of Equitech Innovate, as well as advisor with Insic of the DIU, that's the Defense Innovation Unit. Please. 45:11 sign up for the Founder's Sandbox. It's released monthly. And business owners, corporate directors, and professional service providers are my guests and they help us learn about how to build with strong governance, resilient, scalable, and purpose-driven companies to make profits for good. So signing off for this month, thank you. And again, Sal, thank you for joining me. Thank you.  

Live from an ESG-scented 100% cotton unisex onesie, it's an all-new Terrific Tuesday edition of Business Pants. Joined by Analyst-Hole Matt Moscardi! On today's anti-anti-DEI lovefest called December 17th 2024: Random ESG Headlines That I Care About Because Somebody Has To Care About Something and Changing the Methodology for Fortune 100 Most Powerful Executives!Our show today is being sponsored by Free Float Analytics, the only platform measuring board power, connections, and performance for FREE.DAMION1Random ESG Headlines That I Care About Because Somebody Has To Care About Something:Walmart is the 2024 Yahoo Finance Company of the YearThe legacy retailer, once seen as slow to adopt technology as Amazon (AMZN) rose to the forefront, has quietly invested in everything from artificial intelligence and augmented reality to same-day delivery and cheap groceries. The combo punch has led to nearly four quarters of record earnings — and a title as Yahoo Finance's annual Company of the Year award winner.A committee of Yahoo Finance editorial leaders selected Walmart because of its strong year of sales and profits, financial outperformance relative to key rivals like Target (TGT), and a stock price that has reached fresh records in 2024.Another unknown is the impact of Walmart's Nov. 26 decision to scale back its DEI work amid right-wing pressure. The decision came a few days after our interviews with McMillon and Rainey, at which time Walmart had already secured its Yahoo Finance Company of the Year recognition.In a Dec. 2 phone call with Yahoo Finance, Walmart's chief people officer, Donna Morris, defended the company's choice:"We are the exact same company today as we were last week, and we will continue to be the same company," Morris said. "We act with integrity, we serve our customers and our members, and we strive for excellence. So our values are absolutely not changing.""Our values are absolutely not changing, the specific initiatives or terms, they change over time," she continued. The company started moving to "belonging" in early 2023, though Morris said the move wasn't due to pressure from any specific group."When you talk about diversity, equity, inclusion, all in part, there can be communities, and often the largest communities, that step back and say, 'Geez, I'm not sure if I'm even actually included'," Morris explained of the decision.After Floyd's murder, a "majority" of companies felt the need to boost their DEI efforts, but now they are reevaluating. "What we observed and felt was really important is that everyone was part of that work, and that's why we really made the shift," Morris said.‘A huge regression': Walmart's DEI rollback incites new racial equity pushA year after the murder of George Floyd, Doug McMillon, CEO of Walmart had a warning for corporate America. The death of Floyd triggered a wave of protest over systemic racism and was “not an isolated event. We have a long history of racism, and we see unacceptable events continue.”Walmart and other large US corporations made pledges to address inequities within their business, ones many feared would be dropped once the focus on Floyd's killing and its aftermath faded. “We can't let that be the case,” he wrote, outlining how the company was releasing its “diversity metrics twice a year” and calling on companies to “continue to address systemic racism and the structural inequities that are rooted in this nation's history of slavery and that persist today”.Times have changed. Last month Walmart became the latest corporation to cave to a rightwing campaign against diversity, equity and inclusion (DEI) initiatives, announcing it would stop using the term DEI altogether, drop DEI trainings, no longer consider race and gender as a means to improve diversity when making offers to suppliers and would not renew a racial equity center committed to addressing “the root causes of gaps in outcomes experienced by Black and African American people”.The union-backed Walmart workers group United for Respect has tried to introduce a shareholder proposal at Walmart's past two annual shareholder meetings for a third-party independent racial equity audit of the corporation.The racial equity shareholder proposal has come up short of the 20% support it would need for Walmart to discuss it, receiving 18% in 2023 and just over 15% in 2024. Hightower said she planned on reintroducing it at the 2025 annual shareholder meeting in Arkansas.Why Tarang Amin, CEO of E.l.f. Beauty, is Modern CEO of the YearModern CEO set out to recognize an executive who embodies the traits and values we've been covering in this newsletter for the last two years: inclusion, accessibility, humility, and innovationEarlier this year, E.l.f. proclaimed its commitment to diversity when it launched “Change the Board Game,” a campaign to encourage corporate board diversity. “I'm proud to say that our board has 78% women and 44% diverse representation,” Amin tells Modern CEO. “We've seen the power in our own business of having that type of representation, but we don't want to be the only company.” As part of its board diversity effort, the company sponsored 20 diverse candidates for a National Association of Corporate Director's program for boardroom readiness and grabbed headlines with its “So Many Dicks” research that found there are more men named Richard, Rich, Rick, or Dick on U.S. public company boards than entire groups of underrepresented candidates. “There's nothing wrong with being a Richard or a Dick,” Amin says with a smile. “I just want to make room for everyone else.”Honorable MentionsBijal Shah, CEO, GuildShantanu Narayen, CEO, AdobeTammy Sun, founder and CEO, Carrot FertilityUnion coalition calls for Kroger CEO's removal amid buyback controversyKroger has shifted strategy with $7.5bn stock buyback after Albertsons merger setback.A faction of the US trades union United Food and Commercial Workers (UFCW) has called for the ousting of Kroger CEO Rodney McMullen in the wake of a controversial $7.5bn stock buyback announcement. The move follows an unsuccessful attempt to consolidate its position in the grocery market by merging with Albertsons. The Stop the Merger coalition, spearheaded by several UFCW local unions, contends that the substantial buyback initiative is ill-timed, arguing that the company should prioritise investments in workforce enhancement, store maintenance and renovations. The potential $25bn merger between Kroger and Albertsons was halted in early December 2024 when a federal judge issued an injunction against the deal, citing concerns over reduced competition in the grocery market. Starbucks CEO doubles parental leave amid turnaround effortStarting this spring, the company will double its paid parental leave benefits. For some workers, it's as much as three times the original amount. For instance, paid leave for birth mothers is increasing from six to 18 weeks. All other non-birth parents – whether welcoming a child through birth, surrogacy, adoption or long-term foster care – will receive up to 12 weeks of paid leave at 100% of their average pay, according to Starbucks. For employees to be eligible for benefits, they need to work an average of 20 hours per week, according to the company's current policies.Former OpenAI employee who died by suicide was named in a court case that could decide the future of the internetSuchir Balaji, a former OpenAI researcher, died by suicide late last month.After he left the company, Balaji raised questions about OpenAI possibly violating copyright law.His name appears in a New York Times lawsuit against OpenAI that could have far-reaching implications.Eight days before the former OpenAI researcher Suchir Balaji was found dead in a San Francisco apartment, the 26-year-old's name appeared in a lawsuit against his former employer that could have significant implications for the future of AI and the internet.The lawsuit — filed by The New York Times last December — accused OpenAI and Microsoft of using "millions" of articles published by the newspaper without permission to train the AI startup's popular ChatGPT model. The companies have denied that they violated copyright law.On November 18, the Times' attorneys asked a judge to add Balaji as a "custodian" in the lawsuit, according to court documents viewed by Business Insider. The attorneys' letter described Balaji as someone with "unique and relevant documents" that could support their copyright infringement case against OpenAI and Microsoft.NEO Murder stuff:In Armed America, CEOs Get Protection. Schoolkids Get 'Thoughts and Prayers'While top executives of multibillion-dollar companies beefed up security and canceled in-person meetings in the wake of the assassination of UnitedHealth CEO Brian Thompson earlier this month in New York City, students and teachers were offered little more than the typical outpouring of "thoughts and prayers" after the latest school shooting this week.Peter Thiel Reveals How Scared Oligarchs Are Of The PeoplePlutocrats like Thiel are constantly thinking about the fact that ordinary people vastly outnumber them and can kill them at any time. They think about it way more often than ordinary people do.Billionaire Peter Thiel had a fascinating televised moment the other day when asked by Piers Morgan what he thought about the public making a hero of the man suspected of murdering health insurance CEO Brian Thompson. The way he stumbled and stuttered when trying to answer the question gives a lot of insight into how terrified such people are of the public turning against them one day.“And to those who think this shooter is a hero, because he did it because he said this healthcare executive is presiding over a healthcare system which kills thousands of Americans by denying them cover, what would you say to them?” Morgan asked.Thiel paused for a long time, and then stuttered for a long time, and then eventually got out the words, “It's, I don't know what, what to say? I, I think I still think you have, you should try to make an argument. And I, I think this is, this is you should, you know, there may be things wrong with our health care system, but you have, you have to make an argument, and you have to try to find a way to convince people and and change, change it by by that, and this is, you know, this is not going to work.”Socialist fashion brand to launch 'most-wanted CEOs' playing cards in wake of Brian Thompson murderThe Four Suits of Exploitation:Hearts: Real Estate, Retail, and Healthcare – Exploiting care and connection to put profits over people.Diamonds: Finance, Tech, and Media – Hoarding wealth and controlling the narrative to maintain power.Spades: Weapons, Oil, and Pharmaceuticals – Profiting from destruction, war, and illness.Clubs: Chemicals, Agriculture, and Logistics – Grinding the planet and its people into submission.“Play the game, know the players.”Gail Boudreaux: Anthem Insurance (3 of Hearts)Technically CEO (23%) at Elevance Health; changed name from Anthem in 2022Richard Sackler: Purdue Pharma (Jack of Clubs)Company no longer exists; was previously President and Co-ChairHoward Schultz: Starbuck (Jack of Hearts)Is this a nod to Robbie Starbuck?Chair Emeritus, founder and former CEOElon Musk: Twitter (2 of Diamonds)Now called X; not the CEOKathy Warden: Northrop Grumman (Queens of Spades)CEO/Chair (21%)Jeff Bezos: Amazon (King of Diamonds)founder/former CEO/Exec Chair (67%)The Waltons: Walmart (Ace of Hearts)The Sacklers: Purdue Pharma (Ace of Clubs)defunctThe Kochs: Koch Inc. (Ace of Spades)Private companyThe Murdochs: New Corp. (Ace of DIamonds)Featuring Rupert with 4 kids behind himLachlan is CEO/Chair (68%); Rupert Chair EmeritusMATT1Changing the Methodology for Fortune 100 Most Powerful ExecutivesSize of the business = max league + network powerJust having a big company doesn't matter - half the CEOs are hired hands and the board is more powerful than the CEO, some are founders with outsized power… company size isn't an indicator, but who you know is.Health of the business = performance returnsLiquidity was one of Fortune's indicator - liquidity? Really? What if the individual has contributed to the health of the business? We're going to use individual EBITDA and TSR batting averages, and we're doing to do it over the last 5 years, not just this year.Innovation = Influence = influence!Unlike for Fortune, this is EASY for us - we actually measure it - we can use a couple variations, including total influence (added across multiple companies), max influence (at any one company), and median influenceTrajectory = aggregate tenure across all companiesIt's stupid to focus on where someone is in their “career arc” - do you penalize someone young? Do you give more weight to Buffett just because he's 300 years old? Is there a singular “career height” that Fortune decides someone has hit (or hasn't)? Let's go with something measurable - aggregate tenure across all company boardsImpact = controversiesThis was originally written as “do they make the world a better place”, so we're going to go with “do they make the world NOT a worse place?”

The Women in Leadership series explores the life and career path of women in health care leadership roles. In this episode, we spotlight Keeli John, Corporate Director of Planning, Design & Construction for Emory Healthcare.

Hello, and welcome back to the podcast.This episode we are joined by Ms. Josée Tremblay - Principal at Strategic Decisions Group, a global firm specializing in helping companies discover innovative opportunities and make the best possible strategic investments.Previously, Ms. Tremblay worked both onshore and offshore in the energy industry at Can Hunter Exploration, Burlington Resources, ConocoPhillips, INPEX Corporation and most recently on the production, development and exploration of Canada's East Coast as the Vice President for the region with Suncor Energy. Ms. Tremblay served over three years as the Chair of the Canadian Association of Petroleum Producers (CAPP)-Offshore Policy Group, is currently the Vice-Chair of the Board of Directors at C-Core, and is a member of the Institute of Corporate Directors.Ms. Tremblay is the Chair of the Schulich Industry Advisory Councila at the Schulich School of Engineering, board member of Triple Point Resources & Genoa Design International.Ms. Tremblay holds a Bachelor of Science in Mechanical Engineering from the University of Calgary, a Strategic Decision and Risk Management certificate from Stanford School of Engineering and an Executive Education Certificate in Finance and Accounting from Rice University. Ms. Tremblay also recently attended the Harvard In-Residence Leadership program at the business school.Among other things we disused $100M Wells, the Opportunity of Female Capital in Industry & Why Canadian Offshore Energy is Growing.Thank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsEnergy United Upgrade Labs8am Solutions RARE Oilfield ServicesSupport the show

In this week's episode of the Hotel Moment podcast, Karen Stephens, Revinate CMO, takes a step back in time to revisit a few compelling conversations with past guests. As every hotelier knows and as our guests have taught us, all the direct bookings your hotel secures mean nothing if they aren't data-driven. Not only does data collection matter, but how you apply that data in your guest communication is what sparks loyal guest relationships. Our guests tell us what happens when hoteliers get these two things right, and what happens when they don't. Tune in and find out how to create a lucrative data strategy, so that guests choose you over OTAs with Adam Mogelonsky, Partner at Hotel Mogel Consulting, Jason Pirock, Corporate Director of Marketing at Springboard Hospitality, and Andrew Ladd, Vice President of Marketing at Nobel House Hotels & Resorts,

Ken Harris, CEO and founder of Plusgrade — an ancillary revenue solution for the global travel industry — is Canada's EY Entrepreneur Of The Year® 2024. After initially receiving the provincial title on October 9, Harris was honoured at the awards show in Toronto on Wednesday night. He was selected by an independent panel of judges for his business being rooted in global transformation and innovation and his dedication to enhancing customer experiences, said EY in a news release. “Ken's journey is a testament to the power of innovation and perseverance. His leadership at Plusgrade has revolutionized the way travel companies approach ancillary revenue, creating new opportunities for growth and enhancing the overall travel experience for millions of passengers,” says Rachel Rodrigues, EY Entrepreneur Of The Year® Canada Program Director. “His proactive approach to addressing industry challenges and dedication to inclusivity have set a new standard for entrepreneurial excellence in Canada.” EY said Harris' journey began with a simple observation during his travels: the potential to monetize empty premium seats. Now partnering with over 200 companies across airlines, hotels, cruises and railways in 60 countries, Plusgrade's innovative solutions have changed how travel operators generate additional revenue while enhancing customer experiences. The company's strategic growth includes the acquisition of Points, a global leader in loyalty commerce, and UpStay, a provider of upgrade and ancillary revenue solutions for the hospitality industry. At the award ceremony hosted at The Royal Conservatory of Music, four National Award winners were also recognized, along with three National honouree recipients. Next up, Harris will represent Canada on the global stage, competing against winners from more than 50 other countries for the title of EY World Entrepreneur Of The Year™ in Monaco in June 2025. EY Entrepreneur Of The Year National Award winners: Tobyn Sowden | Redbrick (Pacific) Denis Jones | Deveraux Group of Companies (Prairies) Clive Kinross | Propel Holdings (Ontario) Hakan Uluer | The Bertossi Group (Atlantic) Ken Harris | Plusgrade (Québec) National Honouree Citations: Jeff Dirks | KBL Environmental Ltd. Terry Raymond | Fire & Flood Emergency Services Ltd.  Mina Mekhail | Freshr Sustainable Technologies Inc. The Canadian entrepreneurs in the EY Entrepreneurial Winning Women™ North America Class of 2024 and the EY Entrepreneurs Access Network Canadian Class of 2024 were also honoured at the awards show. These programs support high-potential women entrepreneurs and Black and Indigenous leaders by providing access to networks, advisors, learning and resources to help scale their businesses. All three entrepreneur programs are part of EY's 30-year commitment to fostering entrepreneurship in Canada at every stage of the growth journey. The 2024 National independent judging panel comprised Tania Clarke, Corporate Director; Andreea Crisan, President and CEO, ANDY Transport; Arlene Dickinson, General Partner, District Ventures Capital; Joanna Griffiths, Founder and President, Knix and Kt by Knix; Ashif Mawji, Managing Director, ScaleGood Fund LP; Kristi Miller, Managing Partner, Krystal Growth Partners; Imran Siddiqui, Managing Director, Ontario Teachers' Pension Plan. This year's program national sponsors are TSX Inc., Air Canada, The Printing House, The Globe and Mail and Hillberg & Berk. Mario Toneguzzi is Managing Editor of Canada's Podcast. He has more than 40 years of experience as a daily newspaper writer, columnist, and editor. He was named in 2021 as one of the Top 10 Business Journalists in the World by PR News – the only Canadian to make the list. He was also named by RETHINK to its global list of Top Retail Experts 2024. About Us Canada's Podcast is the number one podcast in Canada for entrepreneurs and business owners. Established in 2016, the podcast network has interviewed over 600 Canadian entrepreneurs from coast-to-coast. With hosts in each province, entrepreneurs have a local and national format to tell their stories, talk about their journey and provide inspiration for anyone starting their entrepreneurial journey and well- established founders. The commitment to a grass roots approach has built a loyal audience on all our social channels and YouTube – 500,000+ lifetime YouTube views, 200,000 + audio downloads, 35,000 + average monthly social impressions, 10,000 + engaged social followers and 35,000 newsletter subscribers. Canada's Podcast is proud to provide a local, national and international presence for Canadian entrepreneurs to build their brand and tell their story. #business #smallbusiness #EntrepreneurOfTheYear2024 #CanadasNumber1PodcastforEntreprenuers

I've got a message for CEOs.   If you want to run an efficient and effective business, consider taking a hands-off approach and developing effective delegation strategies. I have compelling data to support this perspective.   **Productivity:** According to the American Management Association, organizations that delegate effectively experience a 30% increase in employee productivity.   **Revenue:** Forbes reports that CEOs who delegate well see a 33% increase in revenue.   **Employee Engagement:** Gallup's research indicates that when employees feel their skills are utilized through delegation, engagement levels rise by 70%.   **Employee Turnover:** According to CEO Monthly, successful business owners who delegate effectively enjoy significantly lower employee turnover rates.     Jim Schleckser is the CEO and Managing Partner of The CEO Project. He has extensive leadership experience across public and private sectors, as well as multiple industries. Jim has built, acquired, and led various companies, including international businesses with multiple operating units. Before founding The CEO Project, he served as the president of Spirent Communications PLC, a global publicly traded telecommunications firm.   In addition to his professional accomplishments, Jim is actively involved with many non-profit organizations, including the National Association of Corporate Directors, Boy Scouts of America, and Youth With A Mission. He previously served as Chair of Junior Achievement of the National Capital Area and currently sits on the boards of Defenders, Daniel Defense, and AltoVista.   Finding other high-performing CEOs to validate your critical business decisions can be challenging. At The CEO Project, we connect you with compatible groups and implement a proven framework for success. Our business advisory group helps accomplished CEOs tackle challenging issues, resolve constraints, drive growth, and improve outcomes. We guide hundreds of high-performing CEOs—many of whom are part of the Inc. 500/5000 list or recognized as E&Y Entrepreneurs of the Year—through a disciplined approach for addressing difficult issues, which leads to breakthrough thinking and better decision-making.   Jim is also an engineer, an avid soccer player, a certified sommelier, and he recently climbed Mount Kilimanjaro.   For more information, visit: https://theceoproject.com/  LinkedIn: @theceoproject  Email: jimschleckser@theceoproject.com  

Episode Summary In this episode of OnBase, host Chris Moody talks with Scott Clark about transforming B2B sales through a buyer-centric, data-driven approach. Drawing from his 30 years of experience in enterprise sales and marketing, Scott shares insights on aligning sales and marketing, leveraging data for efficiency, and integrating CRM and AI tools to enhance customer engagement. He emphasizes the importance of understanding buyer behavior, fostering collaboration, and adapting to digital transformation to drive growth and competitiveness. This conversation offers actionable advice for anyone navigating the evolving sales landscape. About the guest Scott Clark, Vice President of America Sales at CTG, is a 30-year industry veteran helping clients achieve digital transformation. Mr. Clark earned a bachelor's degree in Marketing from Butler University, a master's degree in Management from Harvard University, and is a National Association of Corporate Directors member. Prior to Computer Task Group, Inc. (Nasdaq: CTG), he was the VP of Sales at Ensono, a technology adviser and managed service provider. Before Ensono, he was the Vice President of Sales for the Managed Services Division at NTT Limited (NTT). Before NTT, he served as the Chief Marketing Officer at ConvergeOne. Connect with Scott Key takeaways - Shift to Buyer-Centric Sales: Organizations must adapt to buyers' preferences for self-research and personalized experiences, focusing on being consultative rather than seller-driven. - Data-Driven Strategies: Leveraging data for better forecasting, decision-making, and personalization is essential for reducing sales cycles and improving customer engagement. - Sales and Marketing Alignment: Collaboration between sales and marketing is critical to achieving consistent messaging, targeting, and driving efficiency in the customer journey. - Adopting Technology: Tools like CRMs, marketing automation platforms, and AI-driven insights are foundational for enhancing sales processes and creating competitive differentiation. - Change Management: Successfully navigating sales transformation requires leadership skills to manage mindset shifts, processes, and emotions associated with organizational change. - Focus on Growth Metrics: Understanding and optimizing conversion rates, customer lifetime value, and demand generation efficiency are vital for sustainable growth. - Importance of Data Literacy: Sales teams must be adept at interpreting and applying data insights to make informed decisions and strengthen customer relationships. Quotes On Buyer-Centric Models: "Buyers expect to be taught, to learn something, and to gain knowledge in their decision-making process—not to be told what to do." On Personalization: "Personalize it to me, align it with my organization and my role. Buyers today demand relevance at every step." Books:- The Challenger Sale by Matthew Dixon and Brent Adamson: This book explores the importance of teaching, tailoring, and taking control in sales conversations. - Building a StoryBrand by Donald Miller: It emphasizes the power of storytelling in marketing to clarify messages and engage customers. - Predictable Revenue by Aaron Ross: This guide offers insights into building scalable sales processes and generating consistent revenue. Blogs: - HubSpot Blog: A comprehensive resource covering topics in marketing, sales, and customer service. - Sales Hacker: Provides practical advice and strategies for modern sales professionals. Newsletters:The Lean Startup Newsletter: Offers insights into agile methodologies and innovative business strategies. ⁠Connect with Scott⁠ ⁠| ⁠⁠⁠Follow us on LinkedIn ⁠⁠⁠| ⁠⁠⁠Website

Ray Schwetz and Donyshia Boston-Hill get business empowerment from Audrey Einhorn, Corporate Director of the Royalton Properties, and Rachel Slavin, Sales and Events Director, of the Royalton on the Greens, wedding and event locations in Melville and Roslyn.

Rob Gerberry, Senior Vice President and Chief Legal Officer, Summa Health, speaks with Michael Peregrine, Partner, McDermott Will & Emery, about the proper role of health care organization boards in relationship to technology, including artificial intelligence. They discuss the National Association of Corporate Directors' (NACD's) 2024 Blue Ribbon Commission Report, the report's focus on governance oversight of technology, and how boards can implement the report's recommendations.To learn more about AHLA and the educational resources available to the health law community, visit americanhealthlaw.org.

Coaching for Success: Why Every CEO Needs a Guide in Today's Business LandscapeIn a recent episode of The Thoughtful Entrepreneur, host Josh explores the complexities of CEO leadership with Glenn Gow, a seasoned CEO success coach. With over 25 years of experience as a CEO and a background in venture capital, Glenn provides valuable insights into the unique challenges CEOs face today. The discussion highlights key themes such as managing responsibilities, people, and team dynamics, offering actionable advice for current and aspiring CEOs.Glenn Gow's extensive experience and passion for coaching CEOs are evident as he discusses the realities of the role. Many CEOs find themselves overwhelmed by unexpected responsibilities, such as managing boards and customer relationships, which may not align with their core competencies. Glenn emphasizes the importance of adaptive leadership skills, effective delegation, and building a strong leadership team to navigate these challenges. He also advises on preparing for economic uncertainty through budget constraints, scenario planning, and leadership readiness.The episode underscores the significance of coaching in enhancing CEO effectiveness. Glenn shares his personal experience with coaching, describing it as transformational, and highlights the benefits of skill enhancement, objective perspective, and accountability. He invites CEOs to consider a complimentary coaching session with him, emphasizing that coaching is valuable for both those facing challenges and top performers seeking new insights. The discussion also touches on the impact of AI on business, encouraging leaders to embrace new technologies for a competitive edge. Josh concludes by thanking Glenn and encouraging listeners to engage with the resources available on Glenn's website and subscribe to The Thoughtful Entrepreneur for ongoing inspiration.About Glenn Gow:Glenn Gow is The CEO Success Coach. He was a CEO for 25 years, a venture capitalist for 5 years, and was trained by a CEO coach for 17 years. He's a Harvard MBA, a board member and an expert in AI. He is committed to his clients' success. Glenn has spoken at The Wall Street Journal AI Conference, the National Association of Corporate Directors, MIT/Stanford Venture Lab, Harvard Business School, The Private Directors Association, Silicon Valley Directors Exchange, the Association for Corporate Growth, The Entrepreneur's Organization, and the Northern California Venture Capital Association. He writes an AI column for Forbes and has been published in Directors & Boards, Directorship (NACD), The Chief Executive Group, Inc. Magazine, and InfoWorld. As a CEO for 25 years, he advised numerous leading tech companies including Apple, Google, Microsoft, and many more, on strategy.Apply to be a Guest on The Thoughtful Entrepreneur: https://go.upmyinfluence.com/podcast-guestLinks Mentioned in this Episode:Want to learn more? Check out Glenn Gow website athttps://www.glenngow.com/Check out Glenn Gow on LinkedIn athttps://www.linkedin.com/in/glenngowDon't forget to subscribe to The Thoughtful Entrepreneur and thank you for listening. Tune in next time! More from UpMyInfluence:We are actively booking guests for our The Thoughtful Entrepreneur. Schedule HERE.Are you a 6-figure consultant? I've got high-level intros for you.

This week, John and Elliot discuss the regulatory action in the UK to require sellers of art to verify the identity of buyers and their source of funds, the action by Companies House requiring the collection and retention of corporate director identity data, several prosecutions under the Export Control Reform Act, a request from the Canadian Bankers Association to reduce the number of STRs required to be filed, and several other items impacting the financial crime prevention community.

In today's episode, we dive deep with Jo-Ann Pöhl, a powerhouse of resilience and leadership, who shares her journey of measured vulnerability. From humble beginnings in small mining towns in South Africa to becoming a recognized leader in international finance, Jo has garnered accolades, including Africa's Top 20 Rising Stars and the Trailblazer Award.Join us as we explore how this former Chief Financial Officer for Standard Chartered Bank Africa navigated the complexities of her career while facing personal challenges, including her battle with cancer. Jo's insights into authenticity, the strength found in vulnerability, and the importance of building connections are sure to inspire. Get ready for an enlightening conversation that challenges conventional notions of success and reveals how true leadership is forged in the fires of adversity. You won't want to miss this!Love the show? Subscribe, rate, review & share! https://anne-pratt.com

We're noticing that increasing business transparency is on the minds of many CEOs, C-Suite executives, and Corporate Directors. Maybe it's on your mind, too. At its best, being transparent with employees and other stakeholders can create understanding and clarity for decisions impacting top and bottom-line results. Yet, at the same time, your leadership team needsRead More The post Three Leadership Questions Before Increasing Transparency appeared first on Business Advancement.

If you are using Online Travel Agencies, you are probably missing out on some of your revenue. In this episode, find out how Janet Ferrer recovered $1 Million from Expedia.Hospitality Holdings founder and President, Janet Ferrer, is an industry leader in progressive and innovative thinking. As both an on-property leader and Corporate Director of Finance her 27 years in Hospitality lends great insight to her Online Travel Agency Revenue Recovery audit systems and optimization of financial systems within the OTA platforms. Continually looking for ways to be the most progressive OTA Revenue Recovery Service, Janet assembled a team of highly skilled individuals who complete the vision of Hospitality Holdings commitment to continual evolution, financial acumen with state-of-the-art data integration.In this episode, hosts David Millili and Steve Carran dive into the remarkable journey of Janet Ferrer, founder and CEO of Hospitality Holdings. With over 27 years in the hospitality industry, Janet shares stories of her rise from a newspaper girl in Doylestown, Pennsylvania, to a general manager and corporate director of finance. The discussion spans her career progression, the creation of H2OTA Revenue Recovery, and the entrepreneurial challenges she faced, such as credit card merchant limits and maximizing revenue through effective OTA management.  In this episode, we delve into:  Janet's unexpected entry into the hospitality industryThe inception and growth of Hospitality HoldingsTips for hotels to increase revenue and manage OTA relationshipsChallenges and triumphs of entrepreneurship in the hospitality tech spaceThoughts on AI and maintaining the human touch in hospitalityJoin the conversation on today's episode on The Modern Hotelier LinkedIn pageThe Modern Hotelier is produced, edited, and published by Make More MediaSponsor spot:This episode is sponsored by Hospitality Holdings: https://hospitalityholdings.org/Links:Hospitality Holdings: https://hospitalityholdings.org/LinkedIn: https://www.linkedin.com/in/janet-marie-f-b53bb157/For full show notes head to: https://themodernhotelier.com/episode/101Follow on LinkedIn: https://www.linkedin.com/company/the-...Connect with Steve and David:Steve: https://www.linkedin.com/in/%F0%9F%8E...David: https://www.linkedin.com/in/david-mil...

In part one of our white collar criminal law episode with Chilwin Cheng, we'll discuss some new judicial development about how directors and officers can be implicated for offences through secondary liability   ✨ Read the full episode transcript HERE ✨ Learn more about the topics/cases on the Lawyered website✨ Help to declutter the law on the Lawyered crowdfunding page

In this episode of the Healthcare Education Transformation Podcast, Dr. Meghan Teitz sits down with Dr. Deanna Lamb, Corporate Director of Academic Affairs and PTA Program Director, to discuss the future of physical therapist assistant (PTA) education. Dr. Lamb shares her vision for transitioning PTA programs to a bachelor's degree entry, addressing current challenges such as declining enrollment and curriculum limitations. She also explores the social stigma surrounding two-year degrees, the evolving role of PTAs, and how aligning educational standards with DPT programs can enhance the profession. Tune in for a thought-provoking discussion on the future of PTA education and how it could shape the next generation of physical therapists.If you are taking the NPTE or are teaching those about to take the NPTE, visit the NPTE Final Frontier at www.NPTEFF.com and use code "HET" for 10% off all purchases at the website...and BREAKING NEWS!!!! They now have an OCS review option as well... You're welcome! You can also reach out to them on Instagram @npteff If you're a PT and you have student loan debt, you gotta talk to these guys. What makes them unique is that they view financial planning as like running hurdles on a track. And for PTs, the first hurdle many of us run into is student loan debt. Varela Financial will help you get over that hurdle. They not only take the time to explain to you which plans you individually qualify for and how those plans work, but they ALSO take the time to show you what YOUR individual case looks like mapped out within each option. So if you're looking for help on your student loan debt, or any area of your personal finances, we highly recommend working with them. You can check out Varela Financial out at varelafinancial.com. Feel free to reach out to us at:  http://healthcareeducationtransformationpodcast.com/ https://www.facebook.com/HETPodcast https://twitter.com/HETpodcast Instagram: @hetpodcast @dawnbrown_pt @pteducator @dawnmagnusson31 @farleyschweighart @mail.in.stew.art @ujima_institute For more information on how we can optimize and standardize healthcare education and delivery, subscribe to the Healthcare Education Transformation Podcast on Apple Podcasts or wherever you listen to podcasts.

Khwaja Shaik is a digitally savvy and cyber-savvy board director with 25+ years of experience in technology, cybersecurity, sustainability, nimble innovation and fintech. Having worked at prestigious global companies such as IBM, Bank of America, Al Rostamani Group and PwC, he is globally recognized as an authority in corporate governance, technology governance, startup incubation and digital resilience. Khwaja's guidance is sought after by CEOs and boards worldwide, as he offers valuable counsel on corporate purpose, profitable growth, innovation, digital acceleration, and risk management.As one of IBM's CTOs and the innovation pro, Khwaja counsels CEOs, Boards, and Startups on Future-Fit Tech strategy with board priorities.He currently sits on the Boards of Museum of Science and History, VIRUFY a healthcare startup, and UNF's school of computing Advisory Board.He is also an inventor with many patents under his belt. He is a frequent sought after speaker. Recent speaking engagements were at NYU School of Law, National Association of Corporate Directors, American College of Corporate Directors, Boardsi etc. He also serves on the faculty of Competent Boards.Beyond his impressive career, Khwaja's true passion lies in serving others. He firmly believes in anchoring noble purpose with business strategy, championing multi-stakeholder capitalism. With a deep commitment to societal transformation, he is dedicated to making a lasting impact through social, ethical technology and privacy-enhancing practices.Connect with Khwaja here - https://www.linkedin.com/in/khwajashaik/overlay/about-this-profile/ Support the showFollow me on Facebook ⬇️https://www.facebook.com/manuj.aggarwal❤️ ID - Manuj Aggarwal■ LinkedIn: https://www.linkedin.com/in/manujaggarwal/ ■ Facebook: https://www.facebook.com/realmanuj■ Instagram: ...

Dr. Sandra Johnson, a groundbreaking electrical engineer and entrepreneur, is the first black woman to earn a Ph.D. in computer engineering. Her journey from a high school introduction to engineering to her current roles as a former IBM CTO and a board member for several companies is a testament to her resilience and determination in the face of unique challenges.The book Soft Power for the Journey: The Life of a STEM Trailblazer is a fascinating story of the remarkable life arc of a resilient person from an underprivileged background who persistently overcomes whatever odds. The discussion delves into her groundbreaking achievements, her passion for aiding technology entrepreneurs of African descent, and her new memoir detailing her inspiring career. Join us as we explore the intricacies of serving on corporate boards and the importance of mentorship and legacy in STEM.What do we talk about in this episode?Insights on Serving on BoardsFacing Adversity and Finding StrengthFamily Influence and Strong WomenWriting the Memoir: Soft Power for the JourneyThe Role of Mentoring and NetworkingMusic used in the podcast: Higher Up, Silverman Sound StudioYou can support my podcast on Patreon here: https://patreon.com/user?u=72701887Resources:Soft Power for the Journey: The Life of a STEM TrailblazerNational Association of Corporate Directors: https://www.nacdonline.org/Grace Hopper Conference: https://ghc.anitab.org/Connect with Dr. Sandra JohnsonSandra K. Johnson, Ph.D.Linkedin- Sandra K Johnson, Ph.D.

As Trove's Chief Executive Officer, Amjed Saffarini guides the organization from both a growth and customer-centric perspective, building a nationally recognized, award-winning family office that focuses on exceptional outcomes and outstanding client service. As a board member and CEO, he leads a team of experts who serve as trusted advisors for our families and are helping to build, manage, and grow the company. Amjed's focus is to deliver a flawless and highly valued experience for our clients by ensuring excellence across all aspects of the company, including family office services, lifestyle management, business advisory, and tax services. By bringing new ideas, processes, and technologies to industries such as education, cybersecurity training, and now family office, Amjed has built a career transforming organizations and delivering successful outcomes. With experience leading growth teams, companies, and serving on multiple boards, he knows the value of communication, coaching, and mentoring to deliver purposeful and successful companies. Amjed earned a Bachelor of Science in Cell Biology and Neuroscience from Rutgers University. He is a Board Leadership Fellow at the National Association of Corporate Directors.A Quote From This Episode"You give them something really interesting to work on as a problem set, and then you keep making the problems harder and harder and harder...they're always seeking that next challenge. They're leveling up, and we've effectively gamified their work experience because of that. But, at the same time, they're working on projects that are not just gamified, but they're gamified and really interesting."Resources Mentioned in This EpisodeBook - Peak by Ericsson & PoolBook - Comfort Crisis by EasterConcept - Zone of Proximal Development by Vygotsky About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Register for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeBlogMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

Part 4 of 4. My guest for this week's episode is Doug Drysdale, CEO at Cybin. Cybin is a clinical-stage biopharma company on a mission to create safe and effective psychedelic-based therapeutics. Doug is an experienced investor, Corporate Director and CEO, who has chaired the Board of a NASDAQ-listed company and, as a CEO for the past 12 years, has built and turned around 3 pharma companies. During his 30+ years of experience in the healthcare sector, he has formed cohesive management teams, recruited board members, completed 16 corporate acquisitions across three continents and has raised and invested around $4 billion of both public and private capital.

Part 3 of 4. My guest for this week's episode is Doug Drysdale, CEO at Cybin. Cybin is a clinical-stage biopharma company on a mission to create safe and effective psychedelic-based therapeutics. Doug is an experienced investor, Corporate Director and CEO, who has chaired the Board of a NASDAQ-listed company and, as a CEO for the past 12 years, has built and turned around 3 pharma companies. During his 30+ years of experience in the healthcare sector, he has formed cohesive management teams, recruited board members, completed 16 corporate acquisitions across three continents and has raised and invested around $4 billion of both public and private capital.

Part 2 of 4. My guest for this week's episode is Doug Drysdale, CEO at Cybin. Cybin is a clinical-stage biopharma company on a mission to create safe and effective psychedelic-based therapeutics. Their goal is to address the large unmet need for new and innovative treatment options for people who suffer from mental health conditions. Doug is an experienced investor, Corporate Director, and CEO, who has chaired the Board of a NASDAQ-listed company and, as a CEO for the past 12 years, has built and turned around 3 pharma companies. During Doug's 30+ years of experience in the healthcare sector, he has formed cohesive management teams, recruited board members, completed 16 corporate acquisitions across three continents, and raised and invested around $4 billion of public and private capital.

Amanda Covington, a respected Kaysville resident and friend, is an influential figure in leadership and service. Since moving to Kaysville City in 2009, with a brief interval in Washington, D.C., from 2012 to 2015, Amanda has made significant contributions to corporate communications and government relations. Currently, she serves as the Chief Communications & Government Relations Officer for the Larry H. Miller Group of Companies. Prior to this role, Amanda was the Senior Vice President of Communications and Government Relations at Vista Outdoor Inc. She brings over 20 years of expertise in leading strategies for financial communications, crisis management, media relations, corporate branding, digital media, employee relations, public policy, and community engagement. Amanda's extensive career includes roles as Vice President of Corporate Communications for ATK, an aerospace, defense, and commercial products company, and Assistant Commissioner for Public Affairs at the Utah System of Higher Education. In this position, she managed communications and legislative relations for the State Board of Regents. She also served as the Deputy for Communications and spokesperson for Utah Governor Olene S. Walker, and as the Director of Communications for the Utah Department of Transportation. Her background in broadcast journalism includes work with Utah's NBC and ABC affiliates. In addition to her professional achievements, Amanda is actively involved in several boards and advisory positions. She serves as a trustee and board member for the Walker Institute of Politics and Public Service at Weber State University, is an advisory board member for the Utah Women's Leadership Institute, and is a member of the University of Utah College of Social and Behavioral Science Advancement Board. She also serves on the board of the Utah chapter of the National Association of Corporate Directors. Amanda earned an Honors bachelor's degree in Mass Communications and a Master of Public Administration from the University of Utah. In her free time, she enjoys wake surfing, snow skiing, and traveling with her husband and two sons.          

Part 1 of 4. My guest for this week's episode is Doug Drysdale, CEO at Cybin. Cybin is a clinical-stage biopharma company on a mission to create safe and effective psychedelic-based therapeutics. Their goal is to address the large unmet need for new and innovative treatment options for people who suffer from mental health conditions. Doug is an experienced investor, Corporate Director and CEO, who has chaired the Board of a NASDAQ-listed company and, as a CEO for the past 12 years, has built and turned around 3 pharma companies. During Doug's 30+ years of experience in the healthcare sector, he has formed cohesive management teams, recruited board members, completed 16 corporate acquisitions across three continents and has raised and invested around $4 billion of both public and private capital.

In this episode of the Hospitality Mentor Podcast, host Steve Turk welcomes back James Ferguson, the Corporate Director of Culture for the Wurzak Hotel Group, for his second appearance on the show. They discuss James' inspiring journey in hospitality, from starting at the front desk to writing his book, 'The Confetti Culture Playbook,' and overcoming cancer. James shares insights into his unique role in shaping company culture, strategies for engaging employees, and the importance of celebrating positive actions. They also talk about the challenges of opening a new hotel and effective recruitment practices. James offers valuable advice on creating a lasting impact in the hospitality industry through innovative cultural initiatives.00:00 Introduction to the Hospitality Mentor Podcast00:31 Welcoming Back James Ferguson01:19 James Ferguson's Journey and Achievements02:46 Role and Responsibilities of a Director of Culture03:52 Building and Sustaining Company Culture05:24 Innovative Recruitment and Retention Strategies12:39 Opening a New Hotel Amidst Challenges16:51 Daily Life and Responsibilities in the Role28:17 Insights on Writing and Publishing a Book33:42 Conclusion and Final Thoughts

Lauren Blacker, the corporate director of wellness and life enrichment at Senior Resource Group, shares her journey into senior living and the importance of wellness. She discusses the Zest program, which promotes vitality, enthusiasm, and energy in everyday activities. Lauren also highlights the Tour de Zest, a physical fitness challenge that fosters teamwork and social connections among residents and employees. The program encourages residents and employees to approach life with excitement and energy, promoting overall wellness. Lauren shares heartwarming stories of how Tour de Zest has positively impacted residents and employees, improving their quality of life and inspiring them to engage in wellness activities.

Send us a Text Message.The top rule from this human resources star? Good vibes only.Bethany Sobczak, Corporate Director of HR at Fitzgerald Auto Mall and 2023 Automotive News 40 Under 40 winner, brings a refreshing perspective to HR in the automotive industry. Her career might have started as car salesperson straight out of high school, but today, Bethany is spearheading Fitzgerald's transition to a 100% employee-owned company. She leverages her love for cars and people to cultivate a workplace culture that emphasizes transparency, trust, and shared success.In this episode, Bethany dives into the cultural shift that comes with an Employee Stock Ownership Plan (ESOP), the rebranding of HR as a fun and supportive partner rather than just the rule enforcer, and how maintaining an optimistic mindset can transform even the most challenging situations.From her early days selling cars to managing HR for an organization of 4,000+ employees, Bethany shares how she balances the need for policy with a genuine love for people. Her insights into managing egos, encouraging proactive communication, and the importance of maintaining an employee-first culture show practically how to align business goals with employee well-being.Timestamped Takeaways0:00 - Intro with Paul J Daly, Kyle Mountsier and Michael Cirillo04:09 - Bethany shares how her early success in car sales led to a long-lasting passion for the automotive industry.08:00 - Bethany explains the decision behind Fitzgerald Auto Mall's shift to a 100% employee-owned model and how it's transforming company culture.10:07 - The cultural shift: How employee ownership has increased accountability and team cohesion across the organization.13:59 - Bethany discusses how her optimistic approach in HR helps her handle difficult situations and maintain a positive work environment, even when delivering bad news.15:36 - Rebranding HR: Bethany's mission to shift the perception of HR from the office “Grim Reaper” to a supportive, strategic partner in the workplace.17:21 - Bethany highlights why the automotive industry is the best place to be in HR, emphasizing the unique, fun culture that allows HR professionals to be themselves and connect more authentically with employees.19:00 - Managing egos in the car business: Bethany discusses how to leverage ego positively while maintaining a collaborative environment.22:03 - Proactive HR: The importance of training and relationship-building to prevent issues before they arise.Bethany Sobczak is the Corporate Director of Human Resources at Fitzgerald Auto Mall⭐️ Love the podcast? Please leave us a review here — even one sentence helps! Consider including your LinkedIn or Instagram handle so we can thank you personally! We have a daily email! https://www.asotu.com ✉️ Sign up for our free and fun-to-read daily email for a quick shot of relevant news in automotive retail, media, and pop culture.

What if the key to becoming a more dynamic and effective leader lies not in boardrooms or business school – but on the improv stage? In this episode, host Aaron Brooks and guest Stephanie Malek, Corporate Director and Production Manager at Bad Dog Theatre, delve into how the unexpected world of improvisation holds transformative lessons for business and IT leaders. Tune in to learn how to bring the spontaneity and creativity of improv into your leadership style, helping you navigate the complexities of today's business landscape with greater confidence and agility. Featuring: Stephanie Malek, Corporate Director and Production Manager at Bad Dog Theatre The Catalyst by Softchoice is the podcast dedicated to exploring the intersection of humans and technology. 

Part 2:Great Girlfriends, you are in for a treat! Listen in as Fawn Weaver, CEO of Uncle Nearest Whiskey, shares the journey that led her to be HERSTORY as one of six black women to found and lead a $1B+ company outside of sports and entertainment.This two-part conversation is about the power of curiosity in the right hands. What happens when a relentless and spirited woman who believes in humanity gains access to an underrepresented narrative? The fullness of that story comes to life as Fawn leads the story of an unsung hero, Nearest Green, into the 21st century, including his family's recipe for what we now know as Uncle Nearest Whiskey.“Nobody at any time ever thought, Hey, this might be an interesting story; we should do something with it. Then I realized Keith and I could be those people. I'd read enough business books throughout my formative years to know that sometimes being in the right place at the right time with the right imagination and resources is all it takes. This is a story people are ready to hear, I thought. Maybe WE should do something with it.” - Fawn Weaver, best-selling author of Love and WhiskeyDon't just listen to this episode, share it with your girlfriends! Then, run and grab a copy of Love and Whiskey today!About Fawn Weaver: Fawn Weaver, CEO of Uncle Nearest Inc., is the first Black American woman to found and lead a $1B+ company outside of sports and entertainment. A New York Times best-selling author, TED speaker, and Harvard-certified Corporate Director, she serves on the board of Endeavor Group Holdings (NYSE: EDR).Wife to Keith, Great girlfriend to many, inspiration to all, a woman whose presence is felt through every word and the intentions behind it. She's on the ultimate storytelling journey one that brings everyone to their unique moment of revelation and transformation.Follow now

Part 1:Great Girlfriends, you are in for a treat! Listen in as Fawn Weaver, CEO of Uncle Nearest Whiskey, shares the journey that led her to be HERSTORY as one of six black women to found and lead a $1B+ company outside of sports and entertainment.This two-part conversation is about the power of curiosity in the right hands. What happens when a relentless and spirited woman who believes in humanity gains access to an underrepresented narrative? The fullness of that story comes to life as Fawn leads the story of an unsung hero, Nearest Green, into the 21st century, including his family's recipe for what we now know as Uncle Nearest Whiskey.“Nobody at any time ever thought, Hey, this might be an interesting story; we should do something with it. Then I realized Keith and I could be those people. I'd read enough business books throughout my formative years to know that sometimes being in the right place at the right time with the right imagination and resources is all it takes. This is a story people are ready to hear, I thought. Maybe WE should do something with it.” - Fawn Weaver, best-selling author of Love and WhiskeyDon't just listen to this episode, share it with your girlfriends! Then, run and grab a copy of Love and Whiskey today!About Fawn Weaver: Fawn Weaver, CEO of Uncle Nearest Inc., is the first Black American woman to found and lead a $1B+ company outside of sports and entertainment. A New York Times best-selling author, TED speaker, and Harvard-certified Corporate Director, she serves on the board of Endeavor Group Holdings (NYSE: EDR). Wife to Keith, Great girlfriend to many, inspiration to all, a woman whose presence is felt through every word and the intentions behind it. She's on the ultimate storytelling journey one that brings everyone to their unique moment of revelation and transformation.Follow now