Podcasts about correct

Your mistakes may have consequences, but as long as you have life, there is still an opportunity to make things right before those consequences become eternal. Do not let guilt or condemnation keep you from correcting what is wrong. Acknowledge your mistakes, seek forgiveness, and turn away from sin. __________ Exodus 20:14 NLT, 1 Corinthians 6:9–10 NLT, Deuteronomy 22:22–24 NIV, John 8:3–11 NLT, Matthew 19:3–9 NLT __________ Partner with Us: https://churchforentrepreneurs.com/partner Connect with Us: https://churchforentrepreneurs.com __________    

"How should a Christian think about and interact with artificial intelligence?"Ephesians 5:15-17Summer Heat SeriesPastor Nate ClarkeJune 7, 2026Virginia's proposed Constitutional amendments on Abortion & Marriage - How to VOTE BIBLICALLY: https://youtu.be/Y8z8xTFsOn8How should Christians respond to wickedness in the world? https://youtu.be/2OJUIM9YRwASERMON NOTES:- Ephesians 5:15-17- How should a Christian think about and interact with artificial intelligence?- Don't overreact and over spiritualize - 1 Peter 1:13- AI is a tool- AI will create a greater need for understanding and discernment- Ephesians 5:15-17- Philippians 1:9-10- HEADLINE: A.I. Chatbot Preaches at Church in Germany: 'Looks Like the Unveiling of the Antichrist/Beast System'- HEADLINE: World Economic Forum Contributor Says A.I. Could Rewrite the Bible, Create 'Correct' Religions- HEADLINE: PETA Goes Biblical With ChatGPT Vegan Rewrite of the Book of Genesis- Let AI assist the work of your hand, not replace the cry of your heart.- Jeremiah 29:13- Solomon Ray- Jeremiah 29:4-9- “Don't opt out of the world around you, engage it!” - Attack it, control it, ignore it- Attack it, control it, ignore it, redeem itOasis Church exists to Worship God, Equip the believers, and Reach the lost.We are led by Pastor Nate Clarke and are located in Mechanicsville outside Richmond in Central Virginia.STAY CONNECTEDInstagram: https://www.instagram.com/oasischurchva/Facebook: https://www.facebook.com/OasisChurchRVA/Website: https://oasischurch.online

This episode contrasts the way Hashem rebukes Aharon and Miriam and the way He punishes Klal Yisrael with the Slav.

Trey admits to threatening Thomas at swim lessons and immediately regrets explaining it out loud. Katie reveals the parenting threat she uses way too often, the two debate whether picky eaters existed 500 years ago, and Trey discovers pregnancy has finally turned Katie into an irritable person.Buying the dad in your life a Father's Day gift he'll actually use is always tough… So let me make it easy for you: get him something from GLD.New customers get 40% Off with code CORRECTOPINIONS at http://GLD.comDownload Cash App Today: https://capl.onelink.me/vFut/5zhgqoej #CashAppPodExclusive $35-off Carver Mat at https://on.auraframes.com/CORRECTOPINIONS. Promo Code CORRECTOPINIONSStart this spring season off right and order your Cove system today! Headto covesmart.com/CORRECT or use code CORRECT at checkout for up to 70% offyour first order!Subscribe to the channel: https://www.youtube.com/channel/UCL3ESPT9yf1T8x6L0P4d39w?sub_confirmation=1 Subscribe to Correct Opinions on Apple: http://bit.ly/COPodcast

With Golden Day complete, the boys turn their attention to planning their game show, 'The Price Is Correct'. Hamish shares how he's been teaching his kids about the limits of swearing and how to use swear words responsibly. Andy reveals a lie he told his ear doctor, Julie, and gives her a call to see if she really believed him. Plus, a mid-year round of 'Tell Us Someone'. 1. The Price is Correct 2. Parenting Update: Swearing Edition 3. Tell Us Someone We Haven’t Thought of in a While 4. Andy Lying to His Doctor

If you're posting every day, announcing availability, and still hearing crickets, this episode might explain why. The truth is, most photographers treat social media like a billboard when what their clients really want is a relationship. If you're tired of chasing likes that never turn into bookings, this conversation will change how you show up online. In this episode, Sarah Petty breaks down why "now booking" posts often push premium clients away and shares the mindset shift that helps photographers attract the right people without feeling salesy. You'll learn how to use social media as a connection tool, stay top of mind during life's milestone moments, and create content that builds trust instead of desperation. • Why premium buyers respond to relationships, not repeated sales posts • Sarah's simple HYPE framework for creating content that connects and converts • How listening to your audience can lead to bookings faster than chasing engagement metrics If social media feels exhausting, confusing, or like a never-ending hamster wheel, you're not alone. This episode offers a refreshing reminder that the goal isn't to go viral. It's to build genuine relationships that lead to meaningful, profitable work. Press play and discover a smarter way to show up online. RESOURCES:  Photography Business Tools to Get Started 37 CLIENTS WHO CAN HIRE YOU TODAY https://info.photographybusinessinstitute.com/37-clients-optin   INSTAGRAM – DM me "Conversation Starters" for some genuine ways to strike up a conversation about your photography business wherever you are. https://www.instagram.com/sarah.petty   FREE COPY: NEW YORK TIMES BEST SELLING BOOK FOR PHOTOGRAPHERS www.photographybusinessinstitute.com/freebook    BOUTIQUE BREAKTHROUGH – 8-WEEK WORKSHOP www.photographybusinessinstitute.com/boutiquebreakthrough   FREE FACEBOOK GROUP: Join and get my free mini-class: How I earned $1,500 per client working 16 hours a week by becoming a boutique photographer. https://www.facebook.com/groups/ditchthedigitals    YOUTUBE: Check out my latest how to videos:  https://www.youtube.com/photographybusinessinstitute   LOVE THE SHOW? Subscribe & Review on Apple Podcasts https://podcasts.apple.com/us/podcast/worth-every-penny-joycast/id1513676756

So, you want to own a franchise? Buy into a pre setup plan, work it hard and make great money. Then, maybe sell after a few years and do it again. All this while enjoying like, making your own rules and taking great vacations. Well, before you get started, please listen to my two outstanding guests from Francise Resource. CEO Luke Towey and Chief Development Officer Dillon Towey have owned, built up and sold multiple franchises successfully, but what they do now is help those who are starting out, figure out the right franchise for them, what to expect, what are the gotcha's and what to expect that is always ‘unexpected'. This is our episode called: How to create a healthy business by selecting the correct franchise (for you). -Are your Top 5 franchise candidates in your Buy-Box? Did you know that: -Nine times out of ten, that regarding new francise owners, "what they think they're going to do probably doesn't fit what they're really cut out to do". -Why was Dunkin Donuts a not perfect franchise for a couple with kids starting school while one in early child development was in their buy box… it's not what you think. Learn More: https://franchiseresourcellc.com/ Season 22 Episode 20 of America's Healthcare Advocate. I'm Cary Hall. Have a question for me: https://www.americashealthcareadvocate.com/contact-us

Rowan Childs - Madison Reading Project On Building Up Youth: "We want to make sure every kid is excited and sees themselves on the cover or as the main character." Often we take the skills we have for granted.  We want this and that, but rarely take the time to have gratitude for all that we have.  I'm not talking material things, I am speaking of opportunities and education.  As business owners, we know how to read. Did you know that many children have challenges achieving the literacy needed to understand the other subjects in school?  Rowan Childs saw this need and built a non-profit to help children get access to books to read.  Not just any books.  These are books that kids want to read.  Madison Reading Project is a non-profit that offers free books and literacy resources to children to ignite a love of reading. The beautiful thing is Madison Reading Project has blossomed from a small startup to a non-profit that continues to serve thousands of books to children.  This is truly an amazing success story and a story that is making the world a better place. Enjoy! Visit Rowan at: https://www.madisonreadingproject.com/ Sponsors: Calls On Call Extraordinary Answering Service, phone answering for small businesses: https://callsoncall.com Some videos have been recorded with Riverside: https://www.riverside.fm/?utm_campaign=campaign_5&utm_medium=affiliate&utm_source=rewardful&via=james-kademan   Podcast Overview: 00:00 Starting a reading pilot program 04:15 Addressing literacy challenges 07:50 Finding support and gathering books 13:52 Benefits of being a smaller team 14:32 Navigating diverse board challenges 19:27 Building trust with the community 22:38 Offering diverse book options 26:55 Selecting books for community programs 30:36 Lessons from volunteering at food bank 33:00 Donating books through our program 37:20 Giving out books during holidays 39:20 Paper fashion design contest 43:41 Deciding to make paper dresses 45:51 Building Awareness and Finding Volunteers Podcast Transcription: James Kademan [00:00:00]: You have found Authentic Business Adventures, the business program that brings you the struggles, stories and triumphant successes of business owners across the land. Downloadable audio episodes can be found in the podcast link found at https://drawincustomers.com.  We are locally underwritten by the Bank of Sun Prairie, and today we are welcoming, slash, preparing to learn from Rowan Childs of Madison Reading Project. Rowan, I'm super excited to be here. Rowan Childs [00:00:32]: Thank you. Welcome. James Kademan [00:00:34]: This is amazing. We got. I mean, people can see we got whatever, 5 billion books behind us and all that stuff. So tell us the story. What is Madison Reading Project? Rowan Childs [00:00:44]: Yeah. So we are a nonprofit. We provide all kinds of literacy resources, whether they are physical books, digital resources, and our wonderful stuff. We're here to support adults and children in support of them learning how to read in support of them re engaging or engaging in reading and love of books, ultimately to help raise literacy rates in Dane county and now just in Sauk county as well. Yes. That's a brand new thing. James Kademan [00:01:27]: Wow. Rowan Childs [00:01:27]: Yeah. James Kademan [00:01:28]: All right. Rowan Childs [00:01:29]: But we're really here to make sure that kids have their books and to help remove some of those barriers that they have. So whether it's been from the very beginning through what we do today, we do that in a way more sophisticated way than how we started, but it really is to try and provide really high quality materials that children and adults can keep. So we want to make sure that kids are excited about the books and about reading and that they ultimately are inspired to want to hang on to those and to continue to read and love books. James Kademan [00:02:08]: Nice. I love it. I love it. It's so interesting because when you give me address to the place, I just follow gps. And I was like, it's just going to be some warehouse or something like that. But this is a very bright. It's vibrant, it's welcoming. It's not just some dingy, like, there's the books in the back kind of thing. Rowan Childs [00:02:25]: Not at all. James Kademan [00:02:25]: So this is cool. This is very nice. Rowan Childs [00:02:28]: Good. That's how we want everyone to feel. James Kademan [00:02:30]: Yeah. I love it. Let's go back to the way back when, when you first started this 12 years ago, you said, yep, that is a while. We got pandemic. We got. Rowan Childs [00:02:41]: Man. James Kademan [00:02:42]: I feel like every few years there's some kind of a crisis. So I don't remember all the crisis we've been through. But what triggered you to start Madison Reading Project? Rowan Childs [00:02:51]: Yeah, I had just helped my own son re engage in reading. He liked reading things at home, but not so much the books that he was reading at school. And after I helped him figure that out, it just got me thinking about what if I hadn't understood the teacher who had messaged me at home? Or what if they hadn't messaged me? It took me some time and resources to figure that out. So I started just researching and couldn't really find what I was looking for, which wasn't necessarily volunteering on helping kids how to read, it was the other piece of it. And so I spent some time interviewing at some schools and some other after school locations and no one really knew of something of what I was describing and eventually had this idea of potentially how I this pilot program idea. But I wanted to find a pilot program location that would be smaller versus starting somewhere that had 200 kids. So I eventually found a program at Salvation army on Darbo drive that had 30 kids. And Zarbo Drive area is a pretty impoverished area. Rowan Childs [00:04:15]: And the director at that time said he was actually trying to help the kids with homework, but they were behind in reading and he was trying to engage kids in reading. So it was this perfect sort of timing. And the week that we met, the Race to Equity report came out, which was a five year data set on everything that you kind of need for the proof of why literacy is so important. So anything on the actual literacy rates of every school in the county, comparing not just districts and schools, but also third grade reading levels, fifth grade high school in poverty rates, and also race, comparing kids who are white and black or Hispanic. And some of the differences not only were maybe 10 or 15%, but some of the schools were up to 40% differences. And that's just heartbreaking. Still, every time I talk about it, it makes me just really sad because if you can't read whether you're in third grade, you. You're just always going to be behind. Rowan Childs [00:05:28]: Ultimately, you might still be able to struggle through school, but what kind of job are you going to be able to get or can even get your driver's license? You know, it's just snowballs from there. James Kademan [00:05:40]: Yeah. Rowan Childs [00:05:42]: And Will, who was the director at the time, was really adamant that if you can't read, it's just going to be a really difficult life or could lead to a life of incarceration. And so the two of us were very passionate about trying to figure something out. And then the last piece was the funding. James Kademan [00:06:05]: It's a pretty big piece, kind of. Rowan Childs [00:06:07]: I had no money to put towards my pilot program. Someone I had mentioned what I wanted to do, said you really need to have the right money to do the pilot program. Correctly. James Kademan [00:06:19]: Thanks. Rowan Childs [00:06:20]: Yes. And wrote me a check for $1,000. Oh. Which is really nice. That way I could actually purchase the right materials to make the program the pilot. Correct. James Kademan [00:06:32]: Wow. Rowan Childs [00:06:33]: So that was the last piece for that. So we did a three month pilot program that went really well. The parents, the kids were really engaged and excited about clearing out some of the old books that nobody wanted to read, putting in new books that the kids helped so select. The teachers were excited to have new materials so successful that they asked me to come back and do it again. James Kademan [00:06:59]: All right. Rowan Childs [00:07:00]: Which we did. And one thing led to another. But it definitely, as we stayed and sort of kept learning from that, that really was the beginning of learning that. Absolutely kids do want to learn how to read. They absolutely do want to read great books and to select books. And there's a lot of pride in being able to select their own books. And we stayed at that location exclusively for nearly two years, just learning with the kids and the parents and the teachers really what we did or didn't want to do or what we could do before we were going to scale at all. And that was great. Rowan Childs [00:07:50]: And the other piece was, how are we going to fund all of this apart from that initial check? And while we were doing that initial pilot program in that first year, people just started giving me boxes of their nice books that they had never used or just unsolicited. They're like, oh, oh, by the way, I have a box of books for you. Like, oh, thank you so much. Or people were asking me how they could donate some money because they loved what they had heard what I was doing, whether I really knew them or not, till the point where I had a basement full of books in my house. And I was like, this seems like we have something here. So we have definitely children in a population in Madison initially that absolutely would love to have more books and programs. We have people who absolutely seem to love books and want to provide books....

Send us Fan Mail Financial Matters with Richard OringRichard Oring, from New Century Financial Group in Princeton, New Jersey, discusses...Listen on: Apple Podcasts

"They want the secret, and the secret is little and often over the long haul," says Dan John, author of several books on strength and fitness, most recently The Fitness Forge: Master Coaching Tools that Build Real Strength.Today we've got a bit of a curve ball, a backdoor slider, but not really. It's Dan John, who is something of a Swiss army knife of wisdom and kindness and strength and conditioning. He's been a long time strength coach and a master communicator of how to get real-life strong, not influencer, flash-in-the-pan strong, the kind of strong that allows you to fill out your shirt, carry all the groceries in one go, and shovel the driveway without leaving yourself in traction for four days.I've recommended his books many times on this show and in newsletters, and his approach to strength very much rhymes with writing, so that's a big reason why I wanted to invite him on to talk it out. You can visit danjohnuniversity.com to learn more about him and to buy books like the Easy Strength Omnibook, Easy Strength for Fat Loss, his two Armor Building Formula books and his latest The Fitness Forge: Master coaching tools that build real strength.The real crux of easy strength is that it echoes what Percy Cerutty, the Australian running coach, had his runners do in the 1950s, and it's an approachable system that doesn't feel like you've been put through a wood chipper. I spent most of my 30s training like I was a juiced up bodybuilder, hobbling around most days with that deep, bone ache. As I've aged, training in that manner is unfeasible and, well, fucking stupid, plus easy strength is awesome for running, which I'm doing quite a lot these days.So Dan John has been a champion discus thrower coming up on the coattails of the great throwers of the 1970s, guys like Brian Oldfield and Mac Wilkins and Peter Shmock. His lifting approach has always been geared around utility, not aesthetics, by and large. He has written many books like Mass Made Simple, 40 Years with a Whistle, Can You Go, Never Let Go, and several others. Some are only available on the big A, others are available as PDFS through his website.They imbue a sense of possibility, that things are achievable, and that little and often over the long haul is doable and repeatable. If you're into fads, Dan is not for you and he often injects so much personal anecdote and wisdom from a life of nearly 70 years into his work and his podcast, the Dan John University Podcasts where he answers listener questions every week.He's very centering for me. Even hearing him talk through something as simple as his daily pirate map, which is a collection of daily habits, and merely hearing him so often articulate that defrags my computer, if that makes any sense.So in this conversation, we talk about: Parasocial relationships Marvel and Greek heroes The spiderweb effect of his brain Open Culture Little and often over the long haul The secret Being a slave to habits Parallels between lifting and writing Collecting the links Getting small, easy wins out of the way Inspiration is for amateurs Having skin in the game And community making us greatYou'll find dan @coachdanjohn on instagram and of course visit danjohnuniversity.com to see if his books or his inner circle is right for you.

1 He who is often rebuked and stiffens his neck will be destroyed suddenly, with no remedy. 2 When the righteous thrive, the people rejoice; but when the wicked rule, the people groan. 3 Whoever loves wisdom brings joy to his father; but a companion of prostitutes squanders his wealth. 4 The king by justice makes the land stable, but he who takes bribes tears it down. 5 A man who flatters his neighbor spreads a net for his feet. 6 An evil man is snared by his sin, but the righteous can sing and be glad. 7 The righteous care about justice for the poor. The wicked aren't concerned about knowledge. 8 Mockers stir up a city, but wise men turn away anger. 9 If a wise man goes to court with a foolish man, the fool rages or scoffs, and there is no peace. 10 The bloodthirsty hate a man of integrity; and they seek the life of the upright. 11 A fool vents all of his anger, but a wise man brings himself under control. 12 If a ruler listens to lies, all of his officials are wicked. 13 The poor man and the oppressor have this in common: Yahweh gives sight to the eyes of both. 14 The king who fairly judges the poor, his throne shall be established forever. 15 The rod of correction gives wisdom, but a child left to himself causes shame to his mother. 16 When the wicked increase, sin increases; but the righteous will see their downfall. 17 Correct your son, and he will give you peace; yes, he will bring delight to your soul. 18 Where there is no revelation, the people cast off restraint; but one who keeps the law is blessed. 19 A servant can't be corrected by words. Though he understands, yet he will not respond. 20 Do you see a man who is hasty in his words? There is more hope for a fool than for him. 21 He who pampers his servant from youth will have him become a son in the end. 22 An angry man stirs up strife, and a wrathful man abounds in sin. 23 A man's pride brings him low, but one of lowly spirit gains honor. 24 Whoever is an accomplice of a thief is an enemy of his own soul. He takes an oath, but dares not testify. 25 The fear of man proves to be a snare, but whoever puts his trust in Yahweh is kept safe. 26 Many seek the ruler's favor, but a man's justice comes from Yahweh. 27 A dishonest man detests the righteous, and the upright in their ways detest the wicked. Listen Subscribe: Proverbs Daily Podcast Psalms Daily Podcast

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

⚡ The Fastest Way to Serve Divorce Papers Legally | Los Angeles Divorce ⚡ Serving divorce papers correctly is one of the most important parts of starting a California divorce case. If service is done improperly, the court may reject the paperwork or delay the case entirely. In this video, we explain the fastest legal ways to serve divorce papers, how proper service starts the six-month waiting period, and why California requires official service procedures.

Trey and Katie celebrate six years of marriage by talking prenups, post-nups, divorce fears, and why money conversations can get surprisingly sentimental. They also cover pregnancy “zombie mode,” Trey closing Katie's mouth while she slept, social media showing way too much death, wild listener parenting stories, and a chaotic attempt at TikTok trends.Support the show!If you're looking for lightweight, comfortable shirts for spring and summer, check out Poncho Outdoors. They've got Ultra-Lite, Original, Western, and Polo styles depending on what you're looking for. Go to http://ponchoutdoors.com/CORRECT and enter your email for $10 off your first order and free shipping.Every mama deserves a boost.Craveable kookies for motherhood and beyond.Visit: https://miraclemama.com/discount/treykennedyGet half off our Patreon by using code, NEWCHAPTER at http://patreon.com/treykennedySubscribe to the channel: https://www.youtube.com/channel/UCL3ESPT9yf1T8x6L0P4d39w?sub_confirmation=1 Subscribe to Correct Opinions on Apple: http://bit.ly/COPodcast

Welcome back to SANDCAST: Beach Volleyball with Tri Bourne and Travis Mewhirter, and welcome back to our fourth semi-annual edition of SANDCASTING Your Brains Out with John Mayer and Billy Allen, the hosts of Coach Your Brains Out. Mayer is the head coach of the LMU Beach Volleyball team, while Allen is the assistant -- and AVCA Assistant Coach of the Year! -- at Stanford. We're recapping the NCAA Beach Volleyball season, where Mayer's Lions won another WCC title, making it seven in a row(!!), Allen's Cardinal made their first NCAA finals, and Mewhirter's FSU Seminoles had their second-best regular season ever, won a Big 12 Conference title, and made the NCAA semifinals, losing to Allen's Cardinal. We're chatting: Is there a "correct" way to do anything in beach volleyball, and sports? How do you prep for the post-season in beach volleyball? Injury prevention techniques And a whole lot more SHOOTS! We have a NEW BOOK! Pre-order your copy of Volleyball for Dummies today at Barnes and Noble! Want SANDCAST merch? We got you covered. Check it out here! Get 25 PERCENT off all Mikasa products with our code, SANDCAST and play with the ball. played with the best in the game. Head to Mikasa's website and get your bag of balls today! Get 10 PERCENT OFF VBTV using our discount code, SANDCAST10 Want to get better at beach volleyball? Use our discount code, SANDCAST, and get 10 percent off all Better at Beach products!  If you want to receive our SANDCAST weekly newsletter, the Beach Volleyball Digest, which dishes all the biggest news in beach volleyball in one quick newsletter, click here and sign on up! Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A birthday cookout turned into one of the most powerful conversations I've had in a long time, and I had to bring it to you. I sat down with a new friend named Julissa, who founded LearningMind Diagnostics, and everything about her reminded me what it looks like when someone is truly on fire for their work. In this episode, I break down three raw lessons I pulled from that conversation that can immediately shift how you show up in your life, your work, and your community. Key Takeaways Genuine passion cannot be taught, coached, or replicated by AI. If you love what you do, you cannot be replaced. Authenticity always wins. You do not need the perfect words, you need the real ones that come from caring deeply. The power of one is real. Driving hours to help one child is not inefficient, it is exactly how you start a chain reaction of change. Stop trying to reach the masses. Focus on the one person in front of you, give them everything, and repeat that process daily. Your name is attached to your character, your integrity, and your legacy. Make people say it right and make sure it stands for something. Action Steps Ask yourself honestly: am I passionate about what I do, does it have purpose, and does it make someone's life better? If the answer is no, figure out what needs to change. Identify one person today, just one, that you can invest your full attention and effort into. Send the text, offer the help, make the call. Start the chain reaction. Take ownership of your name and your identity. Correct people when they get it wrong, because your name carries everything you have built and everything you are still building. Notable Quote In the end, authenticity always wins. If you're passionate about it, you'll have an audience because we as people need passion. We need people that love what they do.

In this episode, Steve's guest, Paul Karvanis, delves into redefining success and happiness within the legal profession. Paul, a former lawyer turned coach, speaker, and author, shares his journey from practicing law to coaching, emphasizing the importance of aligning career goals with personal values. His books, The Happy Lawyer and The Successful Associate, provide a roadmap for lawyers seeking fulfillment beyond traditional achievements. Paul discusses the traps lawyers often fall into, the significance of self-awareness, and the role of community and self-compassion in achieving sustainable success. Key takeaways: Success is personal; align work with your values for true satisfaction. Sustainable happiness comes from action, not just awareness. Adopt an ownership mindset for continuous growth and mastery. Excellence requires a dynamic loop of reflection and action. Build supportive communities and practice self-compassion for resilience. Embrace imperfect action to overcome overthinking and accelerate growth. Timestamps: 00:00 - Introduction: Success vs. happiness in law 02:11 - Meet Paul Karvanis: Background and focus 05:38 - The Happy Lawyer Project origin 10:04 - Chasing traditional success vs. fulfillment 14:42 - Studying thriving lawyers 20:28 - Foundations for thriving: Community and self-compassion 26:29 - Why lawyers delay change until crises 35:25 - Correct work vs. useful work

A video from Bryce Harper sparks an internet wide debate about how to brush your teeth properly.

The Drive wondered if fans have a confidence in John Sherman and JJ Picollo to correct the Royals issues get back to being a winning a team.

There are many people who believe there are many ways to get to heaven, however, the correct way is only by going through the Lord Jesus Christ.

Carlos Juan Finlay was a Cuban doctor who did a lot of work to understand the spread of Yellow Fever. But Walter Reed got most of the credit. Research: American Experience. “Carlos Finlay (1833-1915).” From The Great Fever. PBS. https://www.pbs.org/wgbh/americanexperience/features/fever-carlos-finlay/ Berenbrok, Dorothy E., "Latin Heritage Month. Carlos Juan Finlay: Outrageous, Courageous and Correct" (2015). Posters: Jefferson History. 3. https://jdc.jefferson.edu/jeffhistoryposters/3 "Carlos Juan Finlay." Encyclopedia of World Biography Online, Gale, 1998. Gale In Context: Opposing Viewpoints, link.gale.com/apps/doc/K1631002194/GPS?u=mlin_n_melpub&sid=bookmark-GPS&xid=bfeecc25. Accessed 29 Apr. 2026. Chaves-Carballo, Enrique. “Carlos J. Finlay: The mosquito man.” Hektoen International. 11/2/2020. https://hekint.org/2020/11/02/carlos-j-finlay-the-mosquito-man/ Corbitt, Duvon C. “Carlos J. Finlay, Cuban Physician.” The Hispanic American Historical Review, Vol. 45, No. 3 (Aug., 1965). Via JSTOR. https://www.jstor.org/stable/2511751 Del Regato, Juan A. “Carlos Juan Finlay (1833-1915).” Journal of Public Health Policy , 2001, Vol. 22, No. 1 (2001). Via JSTOR. https://www.jstor.org/stable/3343556 Faerstein, Eduardoa; Winkelstein, Warren Jrb. Carlos Juan Finlay: Rejected, Respected, and Right. Epidemiology 21(1):p 158, January 2010. | DOI: 10.1097/EDE.0b013e3181c308e0 Ferreira Moreno, Víctor Guillermo. “Evocation to the Dr. Carlos J. Finlay Barres on the centennial of his death.” Colombia medica (Cali, Colombia) vol. 47,1 63-6. 30 Mar. 2016 Finlay, Carlos J. “The Mosquito Hypothetically Considered as the Agent of Transmission of Yellow Fever.” Read before the Royal Academy of Medical, Physical and Natural Sciences Session of August 14th, 1881. https://archive.org/details/b33448541/page/590/mode/1up Finlay, Carlos Juan. “Trabajos selectos del Dr. Carlos J. Finlay. Selected papers of Dr. Carlos J. Finlay.” Habana. 1912. https://archive.org/details/trabajosselectos00finl Finlay, Charles. “Inoculations for Yellow Fever by Means of Contaminated Mosquitoes.” Published in The American Journal of the Medical Sciences, n.s. 102: 264-268, 1891. https://archive.org/details/b33445242/page/n4/mode/1up Finlay, Charles. “Yellow Fever: Its ‘Transmission by Means of the Culex Mosquito.” Published in The American Journal of the Medical Sciences, n.s. 92: 395-409, 1886. https://archive.org/details/b33435698/page/613/mode/1up Palmer, Steven. “A Cuban Scientist Between Empires: Peripheral Vision on Race and Tropical Medicine.” Canadian Journal of Latin American and Caribbean Studies / Revue canadienne desétudes latino-américaines et caraïbes, Vol. 35, No. 69, Special Issue: Landscapes of LatinAmerican Health, 1870-1970. Via JSTOR. https://www.jstor.org/stable/41800498 Spears, Ellen Griffith and Rosa López-Oceguera. “Carlos Juan Finlay, William Gorgas, and Walter Reed and the U.S. Army Yellow Fever Controversy: Competing Historical Memories.” Alabama Review The University of Alabama Press. Volume 74, Number 1, January 2021. https://doi.org/10.1353/ala.2021.0011 Stepan, Nancy. “The Interplay between Socio-Economic Factors and Medical Science: Yellow Fever Research, Cuba and the United States.” Social Studies of Science , Nov., 1978, Vol. 8, No. 4 (Nov., 1978). Via JSTOR. http://www.jstor.com/stable/284817 Thomas Jefferson University. “10 Notable Jefferson Alumni of the Past.” https://library.jefferson.edu/archives/exhibits/notable_alumni/juan_carlos_finlay.cfm Tone, John Lawrence. (2002) “How the mosquito (man) liberated Cuba.” History and Technology, 18:4, 277-308, DOI: 10.1080/07341512.2002.11417735 “Carlos J. Finlay.” 5/16/2023. https://www.unesco.org/en/prizes/carlos-j-finlay/about Woodall, Jack. "Yellow Fever." Infectious Diseases: In Context, edited by Brenda Wilmoth Lerner and K. Lee Lerner, vol. 2, Gale, 2008, pp. 925-931. In Context Series. Gale In Context: Opposing Viewpoints, link.gale.com/apps/doc/CX3045200265/GPS?u=mlin_n_melpub&sid=bookmark-GPS&xid=bf646a26. Accessed 29 Apr. 2026. See omnystudio.com/listener for privacy information.

In the prayer we recite before the Korbanot section each morning, we express our joy over the fact that we arise early each morning to go to the synagogue and study hall, and we remain there in the evenings: "Fortunate are we! How good is our portion, how pleasant is our lot, and how exceedingly beautiful is our heritage. Fortunate are we when we rise early and stay late in synagogues and houses of study." In some editions of the Siddur, the phrase "Ke'she'anahnu Mashkimim" is written without the prefix "Ke" at the beginning. According to this version, we are exclaiming that we are fortunate "She'anahnu Mashkimim" – "that we arise early," not "when we arise early." The Ben Ish Hai (Rav Yosef Haim of Baghdad, 1833-1909) writes that a person should not say, "She'anahnu Mashkimim," because this would be dishonest, as most people do not arise at dawn to go to the synagogue or study hall. We should instead recite "Ke'she'anahnu," expressing that we are fortunate when we succeed in arising early to serve Hashem. Hacham Ovadia Yosef, however, disagreed, noting that the word is written "She'anahnu Mashkimim" in numerous texts of the earlier generations. It is found in Tana De'beh Eliyahu, the Siddur of Rav Amram Gaon, the Tur, the Seder Ha'yom, and several other sources. Hacham Ovadia explains that even one who does not rise early can recite this text – "She'anahnu" – because this word is written in the plural form, and thus refers not specifically to the individual reciting the prayer, but to the Jewish People generally, and many Jews indeed make a point of rising very early. This is comparable to the Vidui Ma'aser declaration that would be made every third and six years of the seven-year Shemitta cycle avowing compliance with the various tithing requirements (Terumot and Ma'aserot). Rashi (to Kiddushin 26a) writes that even a person who does not own land in Eretz Yisrael can make this proclamation, even though it refers to Eretz Yisrael as the land "Asher Natata Lanu" – "that You have given us" (Debarim 26:15), because this means that the land was given to the entire Jewish Nation. Even though the person himself has no portion in the Land of Israel, he can nevertheless speak of it as the land which Hashem has given "us," because the land was given to the entire nation. By contrast, a person without land in Eretz Yisrael cannot make the Mikra Bikkurim proclamation which is declared upon bringing one's first fruits, because this declaration speaks of the land "Asher Natati Li Hashem" – "that You, O G-d, have given me" (Debarim 26:10), in the first-person form. The phrase "She'anahnu Mashkimim" is written in the plural form, and thus refers to all Am Yisrael, and not specifically to the person reciting the prayer. Hence, it is legitimate even for somebody who does not rise early to recite this text. Nevertheless, most of the Siddurim that have become accepted in our community use the text "Ke'she'anahnu Mashkimim."

Michael Dean v. Illinois Department of Correct

ABOUT THE EPISODE:Lacey Tezino grew up believing her biological mother was dead. That's what her family told her in the ‘80s when she was adopted, and she carried that story until she was 19 years old. Hungover on just one more motherless-Mother's Day, Lacey somehow found the nerve to call ‘information' to see if that was true. Her mother picked up the phone. That call became a decade-long relationship that Lacey describes as beautiful, heartbreaking, and nothing she was prepared for.The complications didn't end with the reunion. Lacey's mother had her own life, her own rhythm, and her own relationship with alcohol. So did Lacey. And when her mother received a stage four lung cancer diagnosis, the urgency it created forced them both into a kind of honesty they had never quite managed before. They sat through chemo appointments and asked the hard questions. They talked about what they'd each been holding. And Lacey has spent the years since wondering why it took running out of time to get there.Lacey is the founder of Passport Journeys and the author of Therapy After Mom Died. She now works with mothers and daughters to help them heal together before a crisis forces their hand, matching them with therapists, building structured connections, and asking the eight questions that reveal exactly where a relationship has come apart.This conversation goes somewhere I don't hear talked about often enough: the way our kids watch us reach for a drink at the end of a hard day, and what they quietly absorb from that. Lacey tells the story of her own Friday night ritual, margaritas that offered tired parents decompression, the moment she realized her children were watching all of it, and what they might be learning. If you have a daughter - or son - you love and a relationship that feels like it's missing something you can't quite name, this one is for you.YOU'LL LEARN:What Lacey said when her mother, who she thought was dead, picked up the phoneThe unhealthy Friday night ritual she couldn't unsee once she saw itThe gap she keeps finding between what moms believe and what daughters feelWhy, as a parent, you have to connect before you correctWhat it took for Lacey and her mother to finally be honest with each otherEPISODE RESOURCES:Passport Journeys websiteTherapy After Mom Died - Lacey's book This podcast is part of a nonprofit called Hopestream CommunityLearn about The Stream, our private online community for momsFind us on Instagram hereWatch the podcast on YouTube hereDownload a free e-book, Worried Sick: A Compassionate Guide For Parents When Your Teen or Young Adult Child Misuses Drugs and AlcoholHopestream Community is a registered 501(c)3 nonprofit organization and an Amazon Associate. We may make a small commission if you purchase from our links.

Recorded by Adam Falkner for Poem-a-Day, a series produced by the Academy of American Poets. Published on May 21, 2026 www.poets.org⁠

Trey and Katie recap a wild week of girls' trips, tour comments, newborn photo negotiations, and the humbling reality of trying to look like a competent adult. Plus, Trey realizes his toddler's questions are getting harder, and he'd like the record to show he is not as dumb as his son is starting to think he is.Start this spring season off right and order your Cove system today! Head to http://covesmart.com/CORRECT or use code CORRECT at checkout for up to 70% offyour first order!Rula patients typically pay $15 per session when using insurance. Connect with quality therapists and mental health experts who specialize in you at https://www.rula.com/correctopinions #rulapod Our listeners can buy one prescription pair and get 20% off additional pairs at WarbyParker.com/CORRECTOPINIONS — and using our link helps support the show. #WarbyParker #adHelp protect your home systems – and your wallet – with HomeServe against covered repairs. Plans start at just $4.99 a month. Go to http://HomeServe.com to find the plan that's right for you. Subscribe to the channel: https://www.youtube.com/channel/UCL3ESPT9yf1T8x6L0P4d39w?sub_confirmation=1 Subscribe to Correct Opinions on Apple: http://bit.ly/COPodcast

Before traveling to the Metropolis Entertainment Complex, the Fat One recorded his predictions for the Survivor finalé tonight but also catches up on some voiceletters. Happy National Pick Strawberries Day.

Adam Crowley and Dorin Dickerson react to the reports from Steelers' OTAs that players, specifically offensive linemen, are being placed at their primary positions; something the previous regime was not doing.

Can we trust the bible that we have?Are there historical errors in the Bible?Is Jesus actually God himself?Support this show!! : https://www.bibspeak.com/#donateGrab your free gift: the top 10 most misunderstood Biblical verses: https://info.bibspeak.com/10-verses-clarifiedJoin the newsletter (I only send 2 emails a week): https://www.bibspeak.com/#newsletterShop Dwell L'abel 15% off using the discount code BIBSPEAK15 https://go.dwell-label.com/bibspeakDownload Logos Bible Software for your own personal study: http://logos.com/biblicallyspeakingSign up for Riverside: https://www.riverside.fm/?utm_campaig…Use Manychat to automate a quick DM! It's great for sending links fast.https://manychat.partnerlinks.io/nd14879vojabStan.Store—way better than Linktree! It lets me share links, grow my email list, and host all my podcast stuff in one place.https://join.stan.store/biblicallyspeakingSupport this show!! : https://www.bibspeak.com/#donate As the President of CrossExamined.org,Dr. Frank  Turek presents powerful and entertaining evidence for Christianity at churches, high schools and at secular college campuses that often begin hostile to his message. He has also debated several prominent atheists including Christopher Hitchens and David Silverman, former president of American Atheists.Dr. Frank hosts an hour-long TV program each week called I Don't Have Enough Faith to Be an Atheist that is broadcast Wednesday nights on DirecTV Channel 378 (the NRB Network). His radio program called CrossExamined with Frank Turek airs on 122 stations every Saturday morning at 10 a.m. eastern and is available continuously on the free CrossExamined App.Dr. Frank is widely featured guest in the media as a leading apologetics expert and cultural commentator. He has appeared on hundreds of radio programs and many top TV programs including: The O'Reilly Factor, Hannity and Colmes, Faith Under Fire, and Politically Incorrect. He also writes a column for Townhall.com.A former aviator in the US Navy, Frank has a master's degree from the George Washington University and a doctorate from Southern Evangelical Seminary.  He and his wife, Stephanie, are blessed with three grown sons. Dr. Frank Turek's website:cross examined.orgRecommended reading from Dr. Frank Turek:

You might have seen the CNN article from a while back entitled Exposing a global ‘rape academy'. While most of the article is technically true, the broad takeaway that virtually everyone had (including me) was wildly, irresponsibly false. Even if you came across debunks of this, there's a good chance that I'm debunking this even more than you've seen. I don't think people have fully grasped how misleading it was.

Episode 290- Warning: Use AI & Lose Your Guns  Also Available OnSearchable Podcast Transcript Gun Lawyer — Episode Transcript Page – 1 – of 16 Gun Lawyer — Episode 290 Transcript SUMMARY KEYWORDS AI threat, gun rights, Chat GPT, police intervention, involuntary commitment, extreme risk protection order, privacy concerns, legal implications, AI misuse, mental health, medication monitoring, court hearing, AI development, Second Amendment, New Jersey gun laws. SPEAKERS Teddy Nappen, Evan Nappen, Mike, Speaker 2 Evan Nappen 00:17 I’m Evan Nappen. Teddy Nappen 00:19 And I’m Teddy Nappen. Evan Nappen 00:21 And welcome to Gun Lawyer. We have a very important show for you. This is a critical issue that you probably have never heard about before or even considered as an issue. Yet in this modern age of AI, it has emerged as a threat to gun owners and our Second Amendment rights. Today we have an actual victim of AI and gun rights, and I want this show to be a warning to every gun owner to beware. When you talk to AI, you’re basically talking to the Government. You are talking publicly, and it is a thing that is monitored, that is admitted to being monitored. This is something that can cause immense problems for any gun owner. Today, we have on the show Mike, and Mike is an actual victim of AI. Welcome to the show, Mike. Teddy Nappen 01:36 Hey, Mike. Evan Nappen 01:36 Do you? Hi there. Mike 01:38 It’s great to be here. Thank you. Evan Nappen 01:40 So, Mike, tell me, and tell our listeners, what occurred when you ended up, you were using an AI program, right? What program were you using? Mike 01:55 Yeah, I was doing ChatGPT. Page – 2 – of 16 Evan Nappen 01:59 And what were you doing at the time, speaking with ChatGPT? Mike 02:06 Well, it’s a pretty long story, but to summarize it. My wife and I were having marital issues. So, she left. She said, ‘I’m leaving”, and she left the house. So, I decided I would just vent, because I was very upset. So, I got on ChatGPT, and I started talking to ChatGPT. Evan Nappen 02:30 And ChatGPT is easy to talk to. It’s like a person. You’re essentially venting like you would to a friend, right? Mike 02:39 That’s correct. And so, I was assuming it was private, right? I didn’t think anybody was listening, and so I was telling ChatGPT some very private things, like, you know, I am not.. I don’t have a plan for suicide, but I am very distressed. I don’t want it to get to the point where I’m thinking about suicide and making a plan for suicide. So, I assumed that that was private. But within 15 minutes, 20 minutes or so, there was a severe pounding at the door. I went over to the door, opened the door, and it was the Police. This is Ocean County, New Jersey. And they started asking me questions. They did not have a counselor with them, which they normally would bring to a situation like this. There was no mediator. It was just police, basically. They walked in, and at the time I was in the middle of taking my normal medication. I distribute my medication across different vials, so that I know I’m on track, either taking too much or not taking enough. But the police decided to grab the vial away from me. They sort of took the vial away from me. They started to count the medication, and I said, “Yeah…. Evan Nappen 04:08 And this is prescription medication for you, right? Mike 04:11 That’s correct. I said, “You can’t count that vial. I distribute the medication across multiple vials. You’ll have to go back to the safe and get the other medication. They never bothered to do that. Evan Nappen 04:25 Did they tell you why they were at your door? Mike 04:29 They never did. They never told me. I asked them why they were here, and they said that somebody called 911. I said that I never called 911. Evan Nappen 04:42 Do you know any living person that called 911? Page – 3 – of 16 Page – 4 – of 16 Mike 04:47 No. Nobody called. I was the only one who knew what was going on. Evan Nappen 04:52 Because you were in your home, and it was just you there talking to ChatGPT, right? Mike 04:57 That’s it. Bottom line. So, they were very aggressive. They miscounted the pills. When I went to the hospital, they took me to Kimball Medical Center in Lakewood, New Jersey. There were about five people, six people standing around me, including police and nurses, and they said, “You have to pee in this cup.” I said, I can’t pee with a bunch of people watching me. They said, well, we’ll have to sedate you, and then we’ll have to do a straight cat. So, the sedation didn’t work. They did a straight cat with an untrained nurse. I was screaming my head off, and it caused me to bleed for like two, three hours. I had to keep changing the paper pants. It was a horrible experience. It was really terrible. Mike 05:52 They basically just watched me for three or four hours. Of course, the urine test and the drug work was all negative. Everything came back negative for overdose and use of illegal drugs, use of sleeping pills, whatever. Everything was negative. The only thing that was positive was my normal medication, and it was at normal levels. So, then they decided to commit me involuntarily, which I questioned. I talked to the psychiatrist. I said, why are you committing me involuntarily? Well, just because of some of the things that you said. I said, well, what did I say? And he said, well, I don’t exactly know, but it was reported that you said that you were going to commit suicide, he told me. I said, no. I was talking to ChatGPT, I was venting. Teddy Nappen 06:44 Wow. Mike 06:45 But they committed me involuntarily anyway. So, I went to the involuntary, I went to the behavioral health hospital. They weren’t treating me for anything. They were just letting me float around with everyone else, and there were a lot of people in there that needed a lot of help, serious psychiatric help. I felt bad for these people. There was one woman who was crawling on the floor, saying, ‘I’m not a child molester, just screaming it out. There was another guy who was in there for attempting to kill his brother. So, I was in with a bunch of people, and I didn’t belong there. I finally met up with a district manager that I figured that out, because she saw me writing letters to the management. I took some pieces of paper that I found, and I started handwriting letters saying you’re not treating me. You have to define what my treatment plan is, and what the goals of the treatment plans are. Otherwise, you need to release me by law. Well, that got their attention, because I took the time to hand write two letters. I sent it to the management and to the legal team. So, within a day I was told that I was going to be released. So, the whole thing was a big charade. In the meantime, this police officer goes before a judge and gets a TERPO, and he puts on the TERPO. Page – 5 – of 16 Page – 6 – of 16 Evan Nappen 08:09 A TERPO is a Temporary Extreme Risk Protection Order. Mike 08:13 Correct. Evan Nappen 08:13 And in getting that, they serve this on you when? When were you served the TERPO? When you got home from the hospital? Mike 08:23 Yeah, before I left the behavioral health hospital. I said, did you guys check the blood work and urine analysis? And they never did. So, bottom line is that they put down on the TERPO that I overdosed on prescription pain medicine, and I was abusing my pain medicine because they miscounted the medicine at my house. Evan Nappen 08:48 And that was absolutely not true. Mike 08:50 Absolutely not true, completely false. So, when we got to the FERPO, I defended myself. Evan Nappen 08:57 Okay. So, the FERPO is the Final Extreme Risk Protection Order. There’s a hearing that’s held where the judge has to decide whether the TERPO, which is issued ex parte, where you never had any say, the cops just made whatever statements they made, the judge issues this TERPO with no due process for you. And you’re served with the TERPO and your guns get taken. Then you finally get your day in court, where you’re going to be able to explain yourself. You go there without an attorney, and you have this hearing. What happens at this hearing on whether or not to issue this FERPO. Mike 09:45 Yeah. So, the hearing was on April 8, 2026 in the Superior Court of Ocean County, New Jersey. The prosecutor put the police officer on the stand. I asked him a bunch of questions. Did you do a background check on me? Did you find anything negative? Blah blah blah. The answer was no to everything. So, then I had a chance to cross-examine him, and I said, at the time that you went before the judge to get the TERPO, did you understand at that time, and did you present to the judge that the blood work and the urine analysis all came back negative for overdose? Normal use of my prescription medicine. He said, no. I did not do that. I did not present it. Then I said, can you name a specific person at the behavioral health hospital or the regular hospital that had made a diagnosis of suicide on my part? He said, “No, I can’t name anybody.” So, in other words, they said everything that you wrote on the TERPO, justification for the TERPO, was kind of like hearsay, basically. He said, yeah, I guess so. It’s unbelievable. I couldn’t believe it. I don’t have any legal experience, you know. I’m an engineer, and I do the best I can based on the facts. And here I am doing a cross examination of this guy, and you could see that they never did their homework. Page – 7 – of 16 Teddy Nappen 11:23 I’m more shocked that the guy just answered blatantly. That he would just say, “Yeah, I guess so. It makes sense. Evan Nappen 11:35 So, you were cross-examining the officer at the hearing. You questioned him, and what did you think about his answers? Mike 11:45 I could tell he didn’t do his homework, because the first question, related to the really important stuff, which is, did this guy actually try to commit suicide? So you look at the urine results, and you look at the blood work, and they were all negative. The urine test was negative for any illegal drug and negative for sleeping pills. The only thing it was positive for was the medicine that I normally take, and it was at normal levels. And then he couldn’t name anybody that had diagnosed me as being suicidal. So, basically everything that he presented to the judge for the TERPO amounted to hearsay, pretty much. And you could tell when I was. Evan Nappen 12:33 Ultimately the judge dismissed it. After the hearing, he dismissed the TERPO and did not grant the FERPO. Mike 12:41 Right. The judge dismissed the FERPO, and actually wrote, she wrote in the finding that the defendant does not show any productivity or proclivity to suicidal tendencies. Therefore, there’s nothing to prevent him from owning firearms, in so many words. I’m paraphrasing, but that’s what she said. And then she also said verbally that I could go and retrieve my firearms because the FERPO was denied. You can go and retrieve your firearms from the Lakewood Police. Teddy Nappen 13:19 Wow. Evan Nappen 13:21 Okay. Mike 13:22 So, I filled out the application that they make you fill out. Little did I know it was landing in the lap of this detective that works for the Assistant Prosecutor. I had to provide all kinds of information, including the TERPO, the FERPO. I wrote a lab analysis that I included. I included my white paper, which has the timeline of events, and they just sat on it. It was around April 10 that I submitted all that, and they have just been sitting on it ever since. Page – 8 – of 16 Evan Nappen 13:47 So, even though the FERPO has been dismissed, you still have not gotten your guns back. And that’s what we’re going to be helping you to get your guns back. Even with no FERPO, with a finding of no issue regarding being a threat to yourself or a threat to others, and everything you went through, the stress of the entire situation, the medical procedure, which was extremely painful, Mike 14:31 Horrendous, no less. Horrendous. Evan Nappen 14:33 Horrendous. And then having to be put through this system where there was nothing, and it all was triggered because of you speaking with ChatGPT, right? Mike 14:49 Correct, exactly, exactly. And this is outrageous. Evan Nappen 14:53 It’s outrageous. Mike 14:55 It’s unbelievable. Evan Nappen 14:57 Yeah. Wait, Teddy. Go ahead, go ahead, Mike. Teddy Nappen 14:59 No, I’m sorry, Mike. I’ll leave it to him. Mike 15:01 It’s just unbelievable. You’re sitting there in your office, your home office, and you’re talking to an AI. And then there’s police pounding on the door, walking into your house, grabbing your medication, sending you to the hospital. Then you’re in extreme pain because somebody’s putting a straight catheter through your penis. You’re bleeding for three or four hours. You call for a urologist, and nobody shows up for six hours. I mean, and then when.. and then they had me talk to the psychiatrist. That was like out of, that was like out of The Wizard of Oz. They bring a TV monitor over, and they have me talk to this psychiatrist over this TV monitor. It was so bizarre. He’s just sitting there with his head in his chin, like some arrogant fool determining my future, and he throws me in this place where I didn’t belong. I mean, that’s why I have PTSD. Evan Nappen 15:58 Right. This is, this is what New Jersey? This is what you’re subject to. Gun owners take notice how this got triggered, and what Mike went through. And is still going through. He still hasn’t gotten his guns returned yet. Yeah, this is what happens when you live in the DPRNJ. Take note! Page – 9 – of 16 Teddy Nappen 16:20 Mike, I’m actually kind of curious. Prior to the incident, have you used any other AI’s? What did you use prior? Just do understand the relationship with you and the AI. Like, what you were using it for prior? Mike 16:37 Well, I’m an engineer. I’ve worked for many years for Bell Labs, and then Miter, and other companies. So, I write papers. I’m giving a presentation in July on 6G. So, I use AI’s to help me write papers and do other things that are technical in nature, and I’m trying to build a business. I actually’ve written. Me and a few people that I’ve worked with over the years have developed our own AI system that’s based on a human learning model, and we have a beta version of it. It basically learns like a human being learns, and it can learn any technical specialty and become an expert, a super intellect in that specialty. So, that’s what I’ve been using it for. But that day was a pretty bad day, because, you know, we’ve been married for 44 years. My wife said, “I’m leaving you, because we got into an argument over our grandchildren, without going into the details. It was, that was basically the bottom line, and she decided I’ve had enough. I’m leaving. That’s when I started to vent to ChatGPT, because he’s kind of my friend. Evan Nappen 17:49 And you know that it was not your wife who called, right? Mike 17:54 No, my wife did not call. Evan Nappen 17:55 Right. And that was it. It was you talking to ChatGPT, and here you are. Even working in the area of AI, and you didn’t realize that it’s a conduit out when you speak. Just so you know, I’ve checked. I just Googled about ChatGPT. Do they report? Do they contact police? And they admit it. They say yes, they do. If someone’s talking about, they claim, harming others, which of course you never talked in any way about that. Then it says with suicide, they claim, and this is just what comes up when you search it on a Google search, they claim, oh no, we recommend counseling. We don’t contact the police. Yeah, right. Well, apparently that’s not the case. Mike 18:44 That’s not the case. And listen, you know, being in this business, you can write a back end to any system. So, if they wanted to put it back end into the police. Evan Nappen 18:56 Yeah, well, they admit they do for these issues. I mean, I’m just reading what I see on Google when I asked this about ChatGPT, you know. Evan Nappen 19:10 They do this. They talk about their so-called policies, right on there. So, people need to be aware of it, and Mike, that’s why, isn’t that why you wanted to go public with this? You really wanted to tell people, so they would be aware of it, right? Page – 10 – of 16 Mike 19:29 Yeah, and again, I’m not, I’m not ashamed of going public, you know. Whenever it’s appropriate, people can find out all about me, my last name or whatever, because this is just outrageous, I don’t want anyone else to go through this. Teddy Nappen 19:42 Mike, I’m really curious about regarding your just for your understanding of, with seems like you have a decent amount of knowledge on AI. I know, mine is very limited. But I understand that there’s like closed AI, like for instance, just to give an example. Westlaw is now adding AI to help people do legal research, or even, like, other forms of platforms. Even Adobe now has AI to help you. Evan Nappen 20:10 They say, like, with Claude, it’s supposed to be contained, or can be? I don’t know. Mike 20:18 Any system can have a back end. Evan Nappen 20:20 Right. Mike 20:20 It’s not, it’s not a difficult thing to do, and you just get, you know, even a junior programmer to provide the backend capability. You can call it closed, open, whatever. You can call it anything you want. If somebody wants to put in a back end to a system, it’s not hard to do. It’s relatively simple to do. Most of it’s done through what’s called an Application Program Interface, or an API. You may have heard that term before. So, ChatGPT obviously has an API calls to certain platforms that the police have access to. So, that’s the only thing that could have happened. That has to be the case. Evan Nappen 21:03 Right. It’s really something, and it’s really great that you wanted to share this and let folks know. It is something we’re just not aware of. And with AI being this whole new kind of age we’re entering into, its impact to our rights is well, you’re a shining example of what we have to worry about. It goes further, too, because now there’s great concern about AI, for example, being able to access the illegal gun registry of the billion records that ATF has warehoused, where they claimed, oh, well, you know, it’s something. With AI, that now takes on an even greater dimension for AI use on registration record. Essentially being able to create a dossier of every person and their purchases. And then that can combine with individuals who may be talking, and then knowing what gun, and I mean, the ramifications just go on and on and on. From the global picture right down to someone like yourself, an individual who unsuspectingly is speaking with AI. Mike 22:31 Well, the thing that I want to make sure people are aware of is that you may think you’re alone in your freedom, you may think you have freedom of thought, but in actual reality, when you get online, there’s no such thing. That’s why I wrote that white paper that I attached and I sent to you guys, called Page – 11 – of 16 “Freedom of Thought”. I have since contacted somebody that I know at the NRA, and they’re interested in publishing it. I have to clean it up a little bit, but I really believe in this. I really believe that there’s things beyond the guns. The Second Amendment, of course, is very important. Mike 22:33 But it’s also the stuff beyond it. Evan Nappen 22:33 That’s a great point, too, because it does go beyond. It affects across the boards our rights about privacy. Mike 22:33 Exactly. Evan Nappen 22:33 Oh, without a doubt, and yeah, it’s very significant, and this highlights it. Teddy Nappen 22:48 I will say, from your experience, not only just your background and what you’ve gone through on that, I still see the value in AI as a tool. And it seems like in your field you still see it as that, as a tool to be used, and yes, there are the dangers as clearly seen. Do you still hold that opinion? Do you have any changes from that? Or where are you at now? Mike 23:54 No. I mean, AI is wonderful. I mean, I’ve been doing AI research for a long time, and people think AI is new. It’s not. There’s just new manifestations now, because the hardware is much faster. So, the stuff that we weren’t able to run in the past we can do now, because we have a lot more horsepower. Architectures of the chipsets are better. So, that’s going to even get better. We’re talking about now hybrid chip sets that are part biology and part silicon. And over time, that’s going to, you know, develop further into actual, you know, bio capable chipsets. So, what I’m trying to do is create a super intelligent version in my, I call it Adapt One. It’s based on a human learning model, and this thing will learn in any field you put it in that environment. Let’s say you put it in the law office, you give it a video camera or a microphone, text input, whatever, it’s going to learn whatever gets discussed in that office. And eventually over time, if it has access to electronic media, like books, and so on, like case law, it’ll learn all that. So, it’ll become an expert, become a legal expert, right? Just like I’m trying to use it initially as an expert in the networking arena, because I’m a 6G wireless person using AI. So, what I’m trying to do is use Adapt One in a networking environment where you distribute the Adapt Ones. They learn about what’s going on in their particular segments of the network. Then they discover each other, and they exchange information and learn from each other. So, we’re talking about going forward as AI evolves, you’re talking about super intelligent entities that will achieve superior intellect, the human being. So I’m very gung ho with AI. Page – 12 – of 16 Teddy Nappen 25:57 Yeah, one thing I do find valuable, and people should remember this. When looking at AI, I see it as valuable to make a lot of the institutions, the ones that have been, you see it, the political bias, and have been corrupted, like the education system, what’s going on with media. When it comes to, like, Hollywood, and they’re all terrified of AI, those have been the propagandist arms for the longest time. I see AI making them irrelevant, too. And your program, could you, for someone who wanted to homeschool, have an AI trained to be a teacher in the house to help educate your children. Mike 26:39 Yes! Teddy Nappen 26:39 That’s what I’m looking at, because I do not want to send my child to a propaganda public school and be trained up to be a radical communist. Mike 26:49 Yeah, exactly. I don’t blame you. I mean, so Adapt One will do that, right? Evan Nappen 26:55 Very cool. Teddy Nappen 26:56 And I do see the value, a lot of the creativity, where. I don’t know if you caught Spencer Pratt out of LA. Mike 26:58 Yes. Teddy Nappen 26:58 He’s running for mayor. Did you see his AI ad where he dressed himself up as Batman? He’s bating Karen Bass, and they’re all throwing tomatoes. Hey like, this whole like, what is it? This Marie Antoinette level of just, let them eat cake. Mike 27:23 She is the most incompetent person on earth. I cannot believe she’s the mayor. Why did the people elect her? She’s horrible. Teddy Nappen 27:31 She checked off enough boxes, that’s how it always goes. Mike 27:34 Oh my god, she is so incompetent. All those fires, and I guess they’ve only issued like a handful of permits to rebuild. It’s insane. What’s going on there? Page – 13 – of 16 Teddy Nappen 27:43 Oh, yeah, and it seems like they might even.. in it’s still a toss up, and they may vote in the worst, the socialists who working.. Mike 27:51 I know, Teddy Nappen 27:52 And they’re just like, well, we.. well, you know what? Let’s just further the problem, that’s it. And the other thing I remember, that just a little bit of the abuse by AI. I always laugh at this one. MSNBC was caught photoshopping Alex Pretti, the guy who was attacking ICE, and then was taken down. They used AI to make him look more handsome. Mike 28:21 Oh yeah. I saw that. Teddy Nappen 28:23 They edited his photo so he would look like a more handsome victim, and it’s like, what the heck is wrong with you? Mike 28:31 It’s unbelievable, the propaganda that people want to create, you know. Evan Nappen 28:35 That’s true. Mike 28:36 But there’s too many suckers that fall for it, that’s the problem. I mean, you know, yeah, I’m gonna vote for Karen Bass. She’s wonderful. Or I’m gone vote for Mandami, because he’s promising from Defense Deliver. Yeah. Teddy Nappen 28:47 No, I love the latest thing they’re pushing for, where they’re talking about how Mandami solved the budget crisis. Oh, you mean he took out a massive loan from New York because Governor Hochul handed him the money? Yeah, like, and it still doesn’t solve the budget issue. Although he’s hiking rates and fees up and down, so don’t drive through New York, or you’re gonna get a ticket for something. Mike 29:11 Yeah, I heard he’s gonna try to rob the pensions or something like that. I mean. Teddy Nappen 29:14 Oh yeah, he did. For five years, they’ve done a moratorium on the pensions. I believe that was the number, but I was like, oh, good, that’ll work out. Page – 14 – of 16 Mike 29:24 Oh yeah, that’s gonna be wonderful. Evan Nappen 29:27 Hey, well, let me mention about our friends at WeShoot, because they’re running something very interesting. They’re having a rescue for pewppys, that’s right, pewppys. You might think that a pupae is similar to a puppy because the way their ad is rolling and the way they are promoting this. They have adopt a gun. So, they have a 20% off at WeShoot, which is a range in Lakewood. It’s where both Teddy and I shoot and get our training, and we love it at WeShoot. This is a real fun thing that they’re running. Adopt a gun, and the reason is real simple. They have a lot of guns that need to be adopted, and they need rescue. Evan Nappen 30:23 Their pewppys come in all shapes, all sizes, all calibers. Some are teeny little .22 Chihuahuas with big personality. Some are loyal nine millimeters, everyday companions ready to protect the home. Each one has its own bark bite personality and purpose. So, adopt a pewppy. The rescue shelf at WeShoot is 20% off. They don’t bark unless they get triggered. They don’t shed, other than brass, of course, and they don’t chew your furniture. Although you can perforate a few things with them, so be responsible. They’re looking for responsible, law-abiding owners. Check out WeShoot, and they’re adopt a pewppy, a 20% off program. And don’t forget, they have tremendous training and a great range facility. They are offering this great sale, and WeShoot is a lot of fun. We love it there. Check out WeShoot at weshootusa.com, weshootusa.com. Evan Nappen 31:37 Let me also shamelessly plug my book, New Jersey Gun Law, which is the bible of Jersey gun law. It’s over 500 pages, 120 topics, all question and answer to help you guide your way through this matrix of insanity called New Jersey gun law. And now we have an entire new warning. I’m going to have to incorporate this into a book update, I’m sure. And it is this week’s GOFU. As you know, every show we have a GOFU and that’s the Gun Owner Fuck Up. Where gun owners have made mistakes, errors, problems that end up costing them. Well, as you heard firsthand today, this was a GOFU. It’s something where we’re fortunate enough to have the person who experienced it wanting to go public and warn about this GOFU. With a warning that really has not been put out before. When you’re talking to AI, you just better believe you’re talking to the world. And it is something, particularly in New Jersey, particularly in a state that does not respect our Second Amendment rights and has mechanisms in place to abuse our rights, like the Extreme Risk Protection Orders. You can see how this all comes together into a perfect storm that Mike already has suffered through, and he doesn’t want to see anybody else suffer. Teddy Nappen 33:23 The other thing I was wondering about, because I know some firms are doing like a closed AI, basically, that would, I will, that would take almost like you’d have to have, like, I guess, even like a server, where it’s complete blank slate, and you give it the law of what, and just can do research on that. I don’t know if that, what would be. Page – 15 – of 16 Evan Nappen 33:45 Ethically lawyers can’t use ChatGPT or any open AI. It can’t even. Teddy Nappen 33:50 Correct. Evan Nappen 33:50 Because it goes into the public. We can’t do it. Mike 33:54 Yeah. Teddy Nappen 33:54 But there’s been talk of firms doing that instead, where they have like a closed, their own thing. Mike 34:00 Well, that’s what.. well, that’s what didn’t come across when I said it, but Adapt One, which is based on a human learning model. It will be whatever you want it to be. So, if you want it to be an expert in one particular area and sort of a closed information context, you could use it for that. If you want it to be more open, you can use it for that. Basically, you can put it anywhere. It’ll learn like a human baby learns, but it’ll do it much faster until it gets to the point where it’s super intelligent. So, if you wanted to, if you wanted a tax expert in your office, that would be the way to go, right? I should have a working product soon. It’s in a beta release now, but I should have a production version of it in about eight months. Evan Nappen 34:49 Wow, that’s cool. Teddy Nappen 34:51 Wow. Evan Nappen 34:51 That is really good. Mike 34:53 Yeah. Evan Nappen 34:54 Well, Mike, thanks again for going public and letting folks know. This is going to be really important, and I’m sure it’s going to catch fire to everyone in our community. You know, like I said this hasn’t been revealed before. It hasn’t been discussed in this context. I go through every news feed, every pro-gun site and feed. I am constantly reading and reviewing, and nobody has talked about this issue. Page – 16 – of 16 Teddy Nappen 35:30 The only thing that’s come up that’s even close to it would be the shooter that was shooting up the highway. He was using ChatGPT to plan out his attack. Evan Nappen 35:41 Right! The planning. And the other one is the global, where right now there’s a bill in Congress, they want to stop over that illegal registry because of fears of AI, particularly. Yeah, Ammoland just had an article on that. (https://www.ammoland.com/2026/05/ai-could-turn-atfs-4473-stockpile-into-the-gun-registry-congress-banned/) They talked about that because, what it is, they can read even the handwriting on the 4473s that they have. So, it’s all accessible. And then with AI, it’s very easy to do. They could put the dossier together to have the registration, the confiscation schemes, the monitoring, on, on. You know, it’s very, very dangerous when you combine it with the data that they have. Mike 36:23 Yeah, I mean, AI can be very dangerous, right? Put it in the hands of the wrong people, they’ll use it in a very bad way. Teddy Nappen 36:29 Well, my biggest nervousness is the one where all the nuclear reactors they are building to help power it. They’re like, oh, we’re just gonna put AI in charge of that. I’m like, Mike 36:38 Oh yeah, Evan Nappen 36:41 Haven’t they watched Terminator? I mean, come on. Mike 36:45 Yeah, but listen, I mean, here’s the problem. A lot of the AI systems are a lot of software, okay? It’s not just hardware. What that means is that there’s no.. in this world we haven’t figured out a way to do error-free software. I am an expert on software reliability, and I can just tell you that if you’re putting this thing in very high-risk applications like management of nuclear weapons, you’re making a big mistake. Because at some point there is going to be a severity one MR. or war bug. And it’s going to cause a problem. People are putting too much confidence in AI. We have to realize that a large part of it is software, and software is not bulletproof. Evan Nappen 37:37 This is Evan Nappen and Teddy Nappen reminding you that gun laws don’t protect honest citizens from criminals. They protect criminals from honest citizens. Speaker 2 37:49 Gun Lawyer is a CounterThink Media production. The music used in this broadcast was managed by Cosmo Music, New York, New York. Reach us by emailing Evan@gun.lawyer. The information and opinions in this broadcast do not constitute legal advice. Consult a licensed attorney in your state. Downloadable PDF TranscriptGun Lawyer S5 E290_Transcript About The HostEvan Nappen, Esq.Known as “America's Gun Lawyer,” Evan Nappen is above all a tireless defender of justice. Author of eight bestselling books and countless articles on firearms, knives, and weapons history and the law, a certified Firearms Instructor, and avid weapons collector and historian with a vast collection that spans almost five decades — it's no wonder he's become the trusted, go-to expert for local, industry and national media outlets. Regularly called on by radio, television and online news media for his commentary and expertise on breaking news Evan has appeared countless shows including Fox News – Judge Jeanine, CNN – Lou Dobbs, Court TV, Real Talk on WOR, It's Your Call with Lyn Doyle, Tom Gresham's Gun Talk, and Cam & Company/NRA News. As a creative arts consultant, he also lends his weapons law and historical expertise to an elite, discerning cadre of movie and television producers and directors, and novelists. He also provides expert testimony and consultations for defense attorneys across America. Email Evan Your Comments and Questions  talkback@gun.lawyer Join Evan's InnerCircleHere's your chance to join an elite group of the Savviest gun and knife owners in America.  Membership is totally FREE and Strictly CONFIDENTIAL.  Just enter your email to start receiving insider news, tips, and other valuable membership benefits.   Email (required) *First Name *Select list(s) to subscribe toInnerCircle Membership Yes, I would like to receive emails from Gun Lawyer Podcast. (You can unsubscribe anytime)Constant Contact Use. Please leave this field blank.var ajaxurl = "https://gun.lawyer/wp-admin/admin-ajax.php";

Trump, China, and the Petrodollar: The Quiet Financial Ambush Nobody Saw ComingI marvel at the genius of Donald Trump, and yes, I'm fully aware that saying this publicly causes certain people to react like Victorian women spotting an exposed ankle.“We get it, Kevin. You like Trump.”Correct.And while the NeverTrump crowd continues fantasizing that I spend my evenings in a sequined MAGA marching-band uniform twirling pom-poms to Lee Greenwood songs, admiration becomes unavoidable when you watch a man repeatedly turn global power structures into IKEA furniture assembled without instructions, yet somehow sturdier than before.Because what Trump is doing with Venezuela, Iran, and China isn't random. It isn't improvisation. It isn't “orange-man chaos.”It's leverage.And the frightening part for Democrats is this: they still think politics operates entirely inside press conferences, polling data, and emotionally manipulative TikTok videos featuring women crying in parked Subarus.Trump understands something far older and far more brutal.Civilizations run on energy. Empires run on currency. And the nation controlling both gets to write history in ink while everybody else scribbles in pencil.For years China believed America had grown too decadent, too distracted, and too apologetic to defend the dollar's dominance. Beijing watched Democrats transform the United States into a country increasingly governed by HR departments, pharmaceutical jingles, and people who put pronouns in email signatures longer than the emails themselves.China saw weakness.Frankly, who wouldn't?Under Obama and Biden, America projected the economic confidence of a mall kiosk selling phone cases in its final week before bankruptcy. We apologized for our power. Restricted our own energy production. Printed money like game-show contestants trapped in a cash tornado. Meanwhile China quietly built influence across Africa, South America, and the Middle East.Their goal was obvious: dethrone the dollar.Not with tanks. Not with bombs. With oil contracts.That's the key Americans miss.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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Who we are is reflected by how we live. Correct doctrine will be identifiable by the life you live and the way you love others. Sounds simple, and it is, as we grow from glory to glory. So why doesn't it feel simple? It gets complicated when we deceive ourselves into thinking we are truly living what we know. But information is not revelation. This episode, received in love and humility, will help close the gap between what you know and how you live.If we say that we have fellowship with Him, and walk in darkness, we lie, and do not the truth. 1 John 1:6For more on this, listen to:- Ep. 22  True Worship: Becoming the Location- Ep. 21  Being Before Doing: The Key to Your Callingwww.Jesusoveryourself.comShop Psalm 24 Jersey: www.shopjesusoveryourself.com

We finally arrive at Dan's biggest mess, but every mess is a chance for clean-up. How can we avoid these pitfalls next time while still nailing guys like Donovan Clingan and Onyeka Okongwu in the same range? The Old Man Squad has a PATREON now. It's $1 and doesn't get a single benefit. It is entirely to support the mission here but won't change anything we do. https://www.patreon.com/cw/oldmansquad Follow Dan Besbris on Twitter: https://x.com/danbesbris Find Dan on the brand new BlueSky social network: https://bit.ly/3Vo5M0N Check out Dan's Google Sheet with Ranks, Weekly Streaming Schedule Charts & Injury Replacement Adds FREE! https://bit.ly/3XrAdEW Listen and subscribe on iTunes: https://apple.co/3XiUzQK Listen and subscribe on Spotify: https://spoti.fi/3ACCHYe Float on over to the new Old Man Squad Sports Network YouTube page to watch videos from the network's top talent: https://bit.ly/46Z6fvb Join the Old Man Squad Discord to chat with Dan and all the other hosts: https://t.co/aY9cqDrgRY Follow Old Man Squad Fantasy on Instagram for all our short videos: https://bit.ly/3ZQbxrt Podcast logo by https://twitter.com/freekeepoints Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this hour, we find out why Ryan hasn't ridden the Metro Link in ages or sang the National Anthem at Busch Stadium. And, Wrecker turns into a McRibb on the livestream. Then an economic exercise to show you how generous you are, or aren't.

Mike and Charlie reviewed Lane Kiffin's comments with Vanity Fair about Ole Miss. The guys reported on Saints G Nick Saldiveri's season-ending knee injury, Dolphins RB Le'Veon Moss' decision to retire before his rookie campaign, and Grizzlies F Brandon Clarke's tragic death. Jeff Duncan, a columnist for The Times-Picayune, joined Sports Talk. Duncan discussed Lane Kiffin's comments about Ole Miss. He also recapped the Saints' rookie minicamp practice sessions.

Ever feel like money is disappearing from your practice? Tiff and Dana share where practices tend to find that missing money, as well as how to trim down those expenses. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00) Hello, Dental A Team listeners. I always want to say on that opening, Hello@TheDentalATeam.com and I have to really think about it. Hello, Dental A Team listeners. We are back here. Dana and I have been on a podcasting frenzy we love these days and then we're like out of breath and I also love that because it feels like productive and anaerobic. So I'll take it. I've got Dana here with us today. Dana, thank you so much for riffing with me today, for being here, for blocking out your morning, for podcasting and just   All awesome, awesome. Thank you for being an awesome part of this team. We were literally just talking about how my brain just is like ping pong, ping pong, and then I won't finish a statement. That was it. That was me proving to you that that really happens real life. So, and don't cut that podcast team, whatever. Dana, how are you today?   DAT-Dana (00:38) you   doing really good. am honestly and truly, I feel like today we've rift a lot and we've come up with some really great, I think, content ideas for doctors and teams. And so, so far, I'm super proud of us today.   The Dental A Team (01:01) I agree. I agree. think the marketing one, if you guys haven't listened to the marketing matters, I believe that's what they're calling it. But there's a marketing one that Dana and I just did. I actually, I think that was one of our best podcasts. That was so good. So good. And KPIs again, I know we talk about KPIs a lot, but we really went on a very good tangent of inspiration versus motivation for those KPIs. So I agree. I think it's been fun. And I love talking profit now.   Dana, I think you and I have grown to love profit. Not that we didn't love profit before, but I think we've grown to really, really see some high value in the profit side and just love finding it and talking about it more than we ever did before. So I want to talk about profit today. And we talked about it a lot. It's a huge piece of Dental A Team's Magic Sauce is really, really working systems and   logistics and business and leadership to turn into profit because at the end of the day, that's the only way the business is going to survive. And Dana, when we talk about profit, think teams tend to be like, okay. And I think doctors think teams hate it, that they don't want to hear about it, that they don't want to know that it's like, yeah, that's going in your pocket. But the reality is most teams want to know that their business is profitable because most teams   want a place to work, if nothing else. They want a profitable company because it guarantees that they get to stay where they're at. And if you guys have, you know, we talked about that inspiring why earlier, and if you've got a really inspiring place, you've got a place that people want to work, they want you to be profitable so that they can keep working there.   DAT-Dana (02:44) I agree with you. And doctors, if you feel like your team doesn't care about profit, then it's because they don't understand what profit means to them. And so I think that instead of so often, doctors just shy away from it. And I think instead of shying away from it, make sure that they know what that profit means to them. Because Tiff and I can say, hey, we know and hands down, you're right, Tiff, like people are going to pick job security, right? They're going to want to be in an office that has job security. Do they know that that's profit? Probably not.   The Dental A Team (03:09) Yeah.   DAT-Dana (03:13) Right? And so somebody says something about that or like that. Do they want to grow in their position? Yep, they probably do. Do they know that that comes from profit? Maybe not. And so I think sometimes it's just like, hey, my team. Well, if your team doesn't want to talk about profit or you think they don't care, it's probably just because they don't understand that profit drastically impacts their lives too.   The Dental A Team (03:35) Totally agree. That was massive, massive. And that's the space of really understanding the intentionality behind what you're doing. So if you intend for the team to understand profit, then they will. You'll say the words and they'll understand it. profit turns into not only job security, but it also turns into being able to invest in more tech, more, I don't know, chairs. Oh my gosh, do know how many times as a front office team member I was like, can I just get a new chair? My back hurts so bad.   And they were like, well, let's look at the budget. I'm like, cool, what do I have to do to get a new chair? But those things all come from that profit because we can't spend what we don't have. And so teams really understanding what that turns into and also like how can we impact the community? We've got kids sports teams coming in saying, can you ⁓ sponsor our team? Can you do night guards? Can you do this? Like we wanna be able to say yes to all of those things and that comes from the profit.   Now you know our stance on profit, but Dina, what about disappearing profit? I've had actually, I've had this come up a couple of times. I've had a couple of emails from doctors that they're like, I can't find the money from 2025. I don't know where it went. I should have had X amount of dollars, 400, $600,000 and it's gone. I'm like, okay, well let's look for it. And Dina...   Love those and I hate them because I'm like, well, what do we do for a year? Where what were we doing here? Okay, so I have you know, I have my ideas on where it goes and and we dig and we find it we usually find it but Dana Where do you see the biggest question marks on when doctors say where's the profit? Like where the biggest question marks? Where do you start digging and where are you usually finding it?   DAT-Dana (05:01) Yeah, it usually leads to a rabbit hole, but...   Yeah, typically I am digging first and foremost into just like expenses, right? Like where did expenses fluctuate? Did we spend more than we needed to or did we spend in arbitrary areas just because we weren't keeping track of it? So honestly and truly, do you know what your BAM is and can you assess very easily or quickly like months where it is?   well below well above right so that you can kind of watch those flexes. just worked with an office on this not that long ago and I'm like hey from January to March expenses swung by $100,000 right like what happened let's dig in here because those giant fluctuations to me are a red flag of like hey we're not watching something or something got overcharged double charged things like that so I think the first place to tackle is just like knowing those things like knowing what   the profit should be, knowing what the expenses should be and are you, do you have a cadence where you are looking, reviewing? Because I think what happens is we hire a CPA, we get into QuickBooks, everything auto syncs into QuickBooks and we just kind of like set it and forget it.   And I think that like we don't know that sometimes hey things can swing that Gigantically if we're not looking at those things and we're not looking at those prior to making decisions, right? We're not looking those before we're like, hey, yeah, you can have a raise or hey Yeah, I want that cvct writer. Yep. Let's it's time to mill same-day crowns and we didn't look at that now We're in a big swing of expenses   The Dental A Team (06:51) Yeah.   DAT-Dana (06:52) So I do feel like making sure that all of that is to say, making sure that you know what your numbers are when it comes to expenses every month where they should sit roughly and honestly and truly what you're spending all your money on.   The Dental A Team (07:06) Yeah, I have practices Dana that have Amazon Prime. I think everybody has Amazon Prime. My sister and I canceled Amazon Prime actually, and we just have Amazon, which is wild. And every time you try to purchase something, they try to sign you up for Amazon Prime. But it's kind of like, it honestly reminds me of all of the financial stuff you've done with all of the companies we don't have to name. But ⁓ it reminds me of those because you really second guess the purchase.   And then you're like, okay, well, let me let it sit in the cart for a minute. And then you go back in, you're like, why did I even have this here? Or I'll throw stuff in the safe for later because I'm like, well, it's not on sale right now. And I'm not gonna get it today. So do I really need it? So I'll put it in the safe for later. But I have practices that are so Amazon Prime ready that they're like, we need paper. I'll just order it real quick.   we need pens. you like those pens better? You like the Sharpie pens? I'll order those on Amazon real quick and we'll have them here tomorrow. Right? So they're just constantly processing these Amazon orders. And then what happens, I have a practice that was like Amazon galore. I'm like, where is all of this money? Like what is happening here? And then what happens is you've got some demo supplies, some front office supplies. It's impossible to like see the difference because of how you're placing the orders. It's just this constant running battle or Walmart. I'll have   practices that are like, we have a list. So I just sent Joanna to Walmart and I'm like, okay, but why aren't these on orders? And we say, we watch the dental supply budget and ordering really closely. And we'll say order two times a month. Once is phenomenal, two times a month max order your dental supplies.   but then we forget those front office supplies and they're sneaky or the paper towels or the toilet paper or just those like paper supplies, they're sneaky. And I have seen that happen where the practice literally had to be like, okay, we're revoking Amazon and you're gonna send in a list just like you do for dental office supplies. And we will both order the same as we do for dental office supplies.   DAT-Dana (09:08) Yeah, you're so funny that I have an office where it was like, okay, well, you hit your you hit your dental supplies, you hit your office supply budgets. But like, what is this? ⁓ that's Amazon. And I'm like, Okay, but what did we order from Amazon? Like, how much of that was dental supplies, office supplies, like stuff for the team? Like, where do we need to that? then I know that's just Amazon. I'm like, No, but that's money spent. And it's spent in one of these categories. And it should be part of your budget for those guys. Like   If you need an Amazon budget, right? If that has to be a thing, fine, we can set one up, but understand that that's coming out of all these other buckets.   The Dental A Team (09:40) Crap.   Correct,   yes. Or if your Amazon is your personal Amazon too, and it's getting run through the same and whatever. Yes, I agree. I agree. I have a couple of practices too that I have like a small equipment budget because they'll add that into their supplies. And it's like their supplies are 18 % one month. And I'm like, what the heck? I'm like, you can't just, if you need hand pieces.   We need a budget for handpieces. You can't just order Cabotron tips because we need Cabotron tips. We've got to look at it and we've got to budget that in and make sure that we have the cash for it. So I totally agree. Another one, think, are subscriptions. So the Amazon Prime is a subscription, so make sure that that's in there as well. But we get hit with a lot of subscriptions. I remember this is like an update.   me mostly, but I remember magazine subscriptions, right? And it was like, what the heck? We would pay monthly for magazine subscriptions and then you found out like they're gonna send them to you anyway, so cancel the subscriptions and they're gonna send you the magazines no matter what and I don't think anybody's reading magazines. So those kind of subscriptions, gosh, a lot of people will have like a Uber Eats subscription for the practice or a DoorDash subscription for the practice. Are those necessary subscriptions?   And what are we paying out of convenience that's getting used sometimes that doesn't need to be there? So I think subscriptions and then allocating supply orders correctly.   DAT-Dana (11:05) Yeah, and I even think office tech subscriptions too, like how, you know, patient communication and then like review requests and then, and sometimes like we can bundle those and get a better dealer. Sometimes it's like, hey, well, this does this, but this also does part of that. And like, we're just overlapping a lot of those things. And so can we condense them into one thing? So I think even just looking at like your office tech, because oftentimes like those are a big chunk of budgets and I'm like, Hey, but are you utilizing that? Like, yes, you've got this, you've got this   The Dental A Team (11:09) Yeah.   DAT-Dana (11:33) review subscription, is great. But like if we're asking in person and we don't feel like, I just think sometimes we have these things just because they sound fantastic, but we're only using a very, like a small fraction of it. And there's oftentimes a workaround on that small fraction that like, again, we can just reduce because we don't necessarily, we aren't using it consistently or it overlaps with something else that we have.   The Dental A Team (11:46) I agree with that.   Totally agree. That makes me think of like some of the analytics companies, you know, high cost that also have patient communications, right? So, but then we've got a patient communication platform, like maybe Weave or something. We're like, well, but like Weave doesn't connect with this piece well, or it doesn't pull this report, right? So we have this one that's pulling the reports, Weave that I can do text messages and emails from. So I don't use it over here, but I don't use that over here. And we're paying thousands of dollars between two.   two models, well, is there a third model that maybe encompasses both or can we, what can we shift around? So I totally agree. That happens a lot actually. Or people will have the dental intel or the Adit. love Adit. So they'll have Adit and they're like, okay, well I get my reports and I can pull all my data. Should I sign up with whatever company for text messaging? And I'm like, well, what Adit does that.   DAT-Dana (12:34) Mm-hmm. Yeah.   The Dental A Team (12:56) Right, like most of the analytic companies these days, it wasn't that way. When I was in practice, it wasn't that way. So it's been pretty recent within the last, I would say three to five years that the analytics companies started piecing all of those things together or vice versa. The communication systems are now doing analytics too. So I think they don't know, but it's a huge space of savings, especially because those analytics, they're expensive.   DAT-Dana (13:19) Yeah, I agree with you. And, and all those platforms are great. It's just which one works best for you. And which one will you get the most bang out of for what you're paying in that monthly subscription? Because yes, they all do the same thing, but yet also a variety of other things. And so like which package best fits your office. And I think just even annually assessing that and annually looking at your tech bundles and like, are we utilizing it? Is it a better platform? Because they're all fantastic platforms. It's just what you're going to use within your practice.   The Dental A Team (13:25) cracks.   Totally agree. It's like the cable subscriptions, right? We used to get hit with those with the wifi and the cable and the phone and these bundles. And the next thing you know, you're $30 more and you didn't even realize that it had changed. I totally agree with you. Yeah. So subscriptions, supply costs, something that I find. And I think a lot of people tackle this one first. They'll look at like employee costs. So what's my staff cost? And totally yes. Watch for overtime. I also like to caveat.   Overtime typically means that there's a systems failure because we should be able to get the work that we need done and the amount of time that we have. And so, Dana, I often see overtime as understaffed or incorrectly staffed. maybe our job descriptions aren't clear. Maybe there's someone that's doing everything. Everybody else is leaving at 4 p.m.   when the patients are gone and then that person's there till six cleaning things up. So over time, definitely, I definitely watch that and I look at staff costs, but it honestly is one of the last places that I look because we need the people there to produce what we're producing. And then, ⁓ Dana, taxes, taxes. You guys, I have a practice that I love so much. I have got a two or three practices this year that is like, my gosh, where'd the money go? And I'm like, well, you...   had $600,000 of taxes last year that you paid for 2024, and then you also paid your 2025 taxes. So you made up for what you were lacking the year before. But remember that auto email that I've got going out, or remember how many times we talked about, did you put the savings aside for your taxes? If you put the savings aside for your taxes and you paid out of that savings, it is still going to show up on your P &L. That does not mean that that money is gone. It just means that it was used over here.   and you should still be saving for your taxes. But Dana, I think that is one of the biggest spaces that doctors or business owners in general, because I've seen even, we've worked with non dental offices that they quote unquote lose their money because they had to pay taxes.   DAT-Dana (15:55) Yeah, and I will say too, an even something that I think I noticed in a trend in that is like taxes on their personal distribution, right? Because it's like, ⁓ I pay payroll taxes and and like they know they have to pay business taxes, right? But depending on how they structure paying themselves, we kind of forget that we   The Dental A Team (16:05) ⁓ yes, yes.   DAT-Dana (16:15) to pay taxes on our own personal distributions or how we pay ourselves because, for team and all those, they're just like auto deductions and auto things that come out on our P &L and we see our pay, right? We see our pay come out, but what we don't see come out and we sometimes forget is that we are taxed on the money that we pay ourselves. So doctors, that's just like also I see that.   The Dental A Team (16:16) Yes. Yep.   Yep.   DAT-Dana (16:38) having a lot, but it's like, oh, well, I was prepared for taxes, but we forgot. Like, yes, we were prepared for the business taxes, but we weren't really prepared for the taxes on our personal income that came from the practice.   The Dental A Team (16:50) Yes, or vice versa. Karen and I were literally just talking about this on Friday, we went for a walk after summit and she was like, gosh, like CPAs, like just need CPAs to like get it all. And I'm like, well, I think CPAs are either like thinking of the business or they're thinking of your personal taxes. And it kind of, does suck, but you can't rely on one person or one entity to do it all for you. You know, you've got, we've got multiple people looking at it and you've got to be responsible to your money. So a lot of CPAs are like,   you know, yes, you've got your personal taken care of. And then you get hit with $400,000 of business taxes. Or they're like, awesome, we've got your business taxes taken care of. And here's your $200,000 of your personal taxes. And that's like, no matter what, something's going to come up short. So just know, this is what I need to save for. I'm going to save 40 % on the side. And if I don't have to pay 40%, cool. I've got savings for next year, or go spend it. I don't care what you do with it, but you've   you've prepped and you've saved for those taxes because that is the biggest space. Legitimately, I have an office that was missing X amount of dollars. And when we looked at the tax payments, it was X amount of dollars. It literally equaled out. It's like there was your profit because you weren't prepped for those 2025 taxes. Now it's 2026. You know, we're we're backlogging. So, yep.   DAT-Dana (18:06) Yeah. And I think we   hire like we bring on CPAs, we bring on financial advisors, we bring on all these things, but the end of the day, like they don't know you as a human. And so it's your responsibility to to like share like what kind of human you are with them. And so like if they're setting up that you take individual distributions, and you know that like, if money gets tight, you're not going to sit that aside, and you're not going to put it in a savings account for taxes, like, say that I think that sometimes like   The Dental A Team (18:31) Yeah.   DAT-Dana (18:32) Yes, they're going to give you advice based on like what our best practices or what they feel like will set you up for the most tax savings or the most tax success. But you know you as a person too. And if you know that you're not a great saver, maybe a personal distribution really and honestly and truly isn't the best thing for you, even if that's what they advise. So I think also to like know yourself, be able to communicate those things and make sure that the advice that they're giving you or the directions that they're giving you is something that you will truly do too.   The Dental A Team (18:50) Totally.   Yeah, I totally agree with you. Totally. we can't see. Maybe they can. But that's not their job to check and see did you move that money. I know a financial advisor that gets asked a lot that they're like, well, shouldn't my savings be those? He's like, I don't know. I don't know what you're doing with your savings. I advise you on what you should do. I'm not the one that's moving the money. I'm not your money manager.   And so we do the same thing. We advise you on what you should be doing, but I'm not in your accounts nor do I want to be in your accounts seeing what you're actually doing. I'm trusting that you're taking the advice and you're moving forward. And when I ask, did you do the thing and you say yes, I'm trusting that you did it. So huge caveat, I love that. And then honestly, last but not least, and this is why I do not tackle employee cost first is collections.   Oh my gosh, I have so many practices that are like, Tiff, where's my cashflow? And we look at it and I'm like, well, where are your KPIs? Because your collections right now is less than 90%. Like where, where's that? And your month's fluctuating is going to, can create cashflow like month by month stretches, like a little skimping here or overflow here. But on average, you should be at 90 % or higher collections. And Dana?   I think collections is a very overlooked space when it comes to the P &L because we're thinking they don't think about the collections. They just think about, okay, this is my P &L and it's like it's a separate entity. At that point, they get the P &L and it's totally separate from the practice. Like that doesn't, the practice doesn't matter anymore. This is the P &L, but they have to be smashed together.   DAT-Dana (20:20) Yeah.   Yeah, they do. I think too, like collections, feel like doctors always tend to just like look at production because it's the one thing they can control, right? It's it's the thing that they can really control, tackle, push for. And so I feel like that's a number that they look at heavily. And then I think collections, right? Yes, which doctors understand that collections is the money in the bank, right? I think we understand that concept, but we don't necessarily look at the health.   The Dental A Team (20:44) Yeah. Yep.   DAT-Dana (21:02) of the collections within the practice. And you're absolutely right that like, can we cut all over time? Can we look at team and say, look, no more over time, right? But if the overtime is what they were using to get the collections to 98%, right? Versus 87 % without it, right? Then maybe that's not the thing that we've got to tackle. We've got to look at that collections network.   The Dental A Team (21:18) Mm-hmm.   Yeah.   DAT-Dana (21:26) Or we can say, like, yeah, we can cut our supply budget and you can take a supply budget from 6 % to 5%. But is that gonna move the needle as much as taking your collections from 85 to 98?   The Dental A Team (21:33) Pressure.   Correct. I love that. with that, go look at your collections. That was massive, Dana. Thank you. I love when I can get you on a soapbox and you're like, just go do the thing. And that was beautiful. Thank you. So disappearing profit, is a thing. Not having cash flow, it is a thing. Is it normal? Normal? Like, yeah, we see it. Is it what you should have? No, no. You should know your numbers forwards and backwards. If you're at summit.   You know that if you were not at Summit, you should be at our virtual events. They're freaking awesome. Our in-person events are amazing. We literally go through line item, PNLs at most of our in-person events for this reason, because there's always just something hidden. There's just like when you comb through your personal bank account and you're like, my gosh, or when you use Apple credit card to pay for everything. And then you're like, my gosh, now I got to pay my credit card off. And how did I spend $2,000 this month? Because it was easy.   It's easy to say yes to Amazon Prime and just order it right now instead of waiting and saving. So go through, comb through. You should do this quarterly. Make sure that at least yearly, I would do it quarterly. Make sure that things make sense. There's nothing that's been hidden in there. There's nothing that's orders are duplicated. There's not subscriptions that you shouldn't have and that your collections, you should be looking at that constantly. And you should be looking at that with your KPI.   reports, your scorecards with your consultant. If you're a client of ours and you don't know what I'm talking about, get on your consultant because you should. Especially Dana and I's clients. If you're out there, we love you and you just let us know. I think.   Action items, pull your P &L. It's where out of Q1, you've got a whole quarter to look at, you've got a quarter and then some at this point to look at, and we're coming up on the end of Q2, so it comes up really quickly. Go look at it, look to see, are there things that you can bundle? Or do you have a bunch of subscriptions that, you know, you've got multiple different companies overlapping that you can use one or two rather than five? Are you using the scanner that you're paying the monthly subscription for? Are you using all the things that you're paying for?   Is there anything that you can reduce and what is your collections at? If you can say yes, you've done both of those things and your collections is where it should be. Now we're going to take a look at, is your schedule full? There's so many layers. Like we're going to take a look now at production, team, like really how big is your team and do you have enough production to support the team that you have? So Dana, anything you'd like to add?   DAT-Dana (24:10) this, I think just like you said, know those numbers inside and out, look at these things regularly, evaluate expenses on a quarterly basis, ⁓ and take a look at those subscriptions because they can hit us hard as well as those taxes.   The Dental A Team (24:26) They're sneaky. Both of those are sneaky. Awesome. Thank you, Dana. All right, everyone, go leave us a five star review. You know, we love to see those. We love to know that this content was awesome for you. Let us know any tricks or tips that you have as well or things that are working well for you. Hello@TheDentalATeam.com. When you're ready, if you are not yet a client and you're ready to find that disappearing profit, reach out. You guys, we are like hounds when it comes to this stuff and really freaking good at our jobs. So the systems behind the numbers and the systems behind the money,   We will help you figure out what's working, what's not working and get you in the best shape of your life. Dana, thank you so much for today and everyone, we will catch you next time.

Olathe Schools Get This Controversial Decision Correct | Mundo Clip 5-12-26See omnystudio.com/listener for privacy information.

Trump, China, and the Petrodollar: The Quiet Financial Ambush Nobody Saw ComingI marvel at the genius of Donald Trump, and yes, I'm fully aware that saying this publicly causes certain people to react like Victorian women spotting an exposed ankle.“We get it, Kevin. You like Trump.”Correct.And while the NeverTrump crowd continues fantasizing that I spend my evenings in a sequined MAGA marching-band uniform twirling pom-poms to Lee Greenwood songs, admiration becomes unavoidable when you watch a man repeatedly turn global power structures into IKEA furniture assembled without instructions, yet somehow sturdier than before.Because what Trump is doing with Venezuela, Iran, and China isn't random. It isn't improvisation. It isn't “orange-man chaos.”It's leverage.And the frightening part for Democrats is this: they still think politics operates entirely inside press conferences, polling data, and emotionally manipulative TikTok videos featuring women crying in parked Subarus.Trump understands something far older and far more brutal.Civilizations run on energy. Empires run on currency. And the nation controlling both gets to write history in ink while everybody else scribbles in pencil.For years China believed America had grown too decadent, too distracted, and too apologetic to defend the dollar's dominance. Beijing watched Democrats transform the United States into a country increasingly governed by HR departments, pharmaceutical jingles, and people who put pronouns in email signatures longer than the emails themselves.China saw weakness.Frankly, who wouldn't?See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of Gangland Wire, retired Kansas City Police Intelligence Unit detective Gary Jenkins interviews Eddie Inserra about the Boston Mafia. He is the author of Confidence of the Mob: The IRS Agent Who Took down the Mob – Then Advised Them, a deeply researched account of his grandfather, Fred G. Pastore, a key figure in early IRS efforts to dismantle organized crime. Fred Pastore was part of the IRS's early “racket squad,” targeting Boston Mafia enterprises. His work paralleled the groundbreaking financial investigations that helped bring down figures like Al Capone, demonstrating how financial crimes could succeed where traditional policing struggled. Then, he leaves the IRS and advises the Boston Mafia. Eddie recounts how he uncovered his grandfather's story through a remarkable archive of family documents, photos, and recordings. These materials revealed a complicated dual life: Fred was both a relentless investigator and, later, a trusted confidant to certain Boston Mafia figures. This paradox sits at the center of the book and this conversation. A major focus of the discussion is the “pinball racket”—a widespread illegal gambling operation hidden in plain sight within bars and storefronts. Fred's investigations exposed how these machines generated significant underground revenue streams for organized crime, particularly in Boston. Eddie details the innovative and often risky techniques the IRS used to infiltrate these operations, including undercover work within corporations like Raytheon, where illegal gambling rings had taken root among employees. The episode also explores the institutional challenges Fred faced. His aggressive tactics and unconventional relationships eventually brought him into conflict with IRS leadership and political figures, forcing his resignation. In a striking turn, Fred leveraged his deep knowledge of organized crime to advise former mob associates—highlighting the blurred moral boundaries that often exist in this world.   Eddie adds a personal dimension, sharing memories of growing up around his grandfather and describing the cultural landscape of Boston's North End, where family, community, and organized crime often intersected. These stories provide insight into how relationships between law enforcement and mob figures could be shaped by proximity, respect, and shared environments.  The conversation concludes with a look ahead at Eddie's upcoming podcast, which will expand on these themes through interviews with former IRS agents, mob associates, and others connected to Fred Pastore's extraordinary life.   This episode offers a rare look at the gray areas of justice—where the line between hunter and ally becomes increasingly difficult to define. Check out the book: Confidence of the Mob: The IRS Agent Who Took down the Mob – Then Advised Them, Hit me up on Venmo for a cup of coffee or a shot and a beer @ganglandwire Click here to “buy me a cup of coffee” Subscribe to the website for weekly notifications about updates and other Mob information. To go to the store or make a donation or rent Ballot Theft: Burglary, Murder, Coverup, click here To rent ‘Brothers against Brothers’ or ‘Gangland Wire,’ the documentaries click here.  To purchase one of my books, click here. Gary Jenkins: [00:00:00] hey, are you wire tapers? Good to be back here in the studio. Gangland wire. This is Gary Jenkins, retired Kansas City Police Intelligence Unit Detective. Glad to be back in the studio. I have a man on the line who’s written a really interesting book called Confidence of the Mob, the RIRS agent who took down the mafia and then advised him. So that’s what’s interesting about this. Here’s a man. The, it was part of the early racket squad with the IRS intelligence who were the guys that went after the mafia and in all the different cities, most famously in Chicago, and took down Al Capone, and he ends up in a conflict with his bosses over informant and then. He goes into business as an accountant and ends up advising Jerry Angelo and some and childhood friends, really. ’cause he grew up in the north end of Boston. So this is his grandson Eddie and Sarah. Welcome Eddie. Eddy Inserra: Hey, thanks Gary. Glad to be here. Gary Jenkins: All right guys. Now there’s the book and I’ll have [00:01:00] links to it in the, the show notes as well as you can see the book over Eddie’s right hand shoulder there. You’ll get it. Now. First thing I wanna bring up about this book, Eddie, is I’m gonna ask you a little bit about how you got into this, but about this QR code you have in there, guys, there’s a QR code in there. I don’t know, about a quarter of the way in. Tell us about that and what was your idea to do there? Eddy Inserra: Yeah, so the QR code takes you to our website, which is it links to confidence of the mob.com. And this project started off as me interviewing a bunch of people about. My grandfather’s story. So I have all these audio clips, I have all these documents that I found in the box that my mother gave me that really had my grandfather’s complete career in there. So it’s more of a evidence-based website where if you scan that QR code, you can access some of the documents. Listen to some of the clips by the book, just learn more about the story overall. So it’s, the QR code is meant to be interactive, so you can take from what’s on the book into your phone and just explore more, [00:02:00] right? Gary Jenkins: Really interesting that with the new internet and you can do so much more and make your, what used to be just a hardcover. Paperback or hardcover piece of, a bunch of papers together and you can go onto the internet and you can find so much more with really not that much effort and a little bit of effort on your part. I know that I did something like that with a book I did. And it is a little bit of effort, but it’s not as much effort as is really, I think for that to further instruct people, teach people what that life was like for your subject. ’cause that’s what you’re trying to do, is you wanna tell people what. Your grandfather’s life was like, and so that’s I think it was just ingenious of you to doing that. I haven’t really seen that. I don’t think there’s probably other books that I didn’t notice, but I had not seen that before. Anyhow Eddie, let’s let’s go back. You’re the grandson. Fred g Pastor, tell us how you got into this, your earliest memories of this. Did you know your grandfather when you were a little kid and probably didn’t get the stories you wish you’d gotten? More than likely [00:03:00] I’d have him. But tell us a little bit about that. Eddy Inserra: Yeah, so he actually passed away when I was eight years old, so I got to know him for eight years. He passed away in 1988, and then, I knew my grandfather was always, when you see your grandfather, he is always happy when you’re, a little kid. One side of him, always happy, generous smile on his face, always laughing. Typical grandfather give you candy when no one’s looking. Things like that. So typical grandfather, I found out later on that his life was much more complex than I had thought. And when I was younger, he had an office. So I’d go into the office and I’d, everybody would be doing accounting work. He’d have probably about, he had about six or seven employees, maybe more at some, sometimes I’d go into the office and I’m just a kid running around the hallways and sitting at the desks. My father worked there as well. And yeah, I’m just watching them push papers and write down numbers and stuff like that. So I didn’t think it was too, I thought it was pretty boring. It was cool, but it was boring. But later I found out much more about him. Gary Jenkins: Interesting. Eddy Inserra: Yeah. Gary Jenkins: So later on in life, how did you stumble [00:04:00] across this whole dualistic life He had in a way I would maybe dualistic not at the same time but these two careers that he had how did you stumble across that? Eddy Inserra: There was a box that my mother had in her attic, and it was a, an old Florida citrus oranges box carton and overflowing with papers. And she, about 10 to 12 years ago, she gave it to me and said, Eddie, I want to give you these documents that your grandfather’s documents. I don’t know what’s in them, but there yours now. So I said, okay, great. And I pulled out a couple of documents and I looked at them. One was like an accounting ledger. E exactly what I expected. Some, some numbers and things like that. And I put ’em back in the box and I said, lemme put this on the shelf and I’ll take a look at the other documents some other time. So a couple weeks later, I go back into it and I pull out some papers and I start seeing profiles for big names and organized crime that I had heard of in the past. Jerry Angiulo, Raymond Patriarchal profiles on Racketeers Bernie [00:05:00] McGarry, doc Gansky, all these huge. Folklore names from Boston gambling and numbers and mafia times from the 1950s to the 1960s. I started piecing it together and I said and then I find a telegram in there to, to the White House Bobby Kennedy and JFK from my grandfather saying, I need to meet you at the White House right away regarding this Bernard Goldfine case that I’m working on. And I just started piecing this together and I said whoa. I never knew anything about the IRS side, but. He was really the tip of the spear. You mentioned like Elliot Ness, Al Capone earlier. It was the same sort of division, the intelligence division that he was working in, but he was in the Northeast District and it was, this was obviously after Capone that era, but next generation of, racket squad leaders, and he was the tip of the spear in Boston and the FBI didn’t have jurisdiction at that time to go after these racketeers. It was the IRS at that time. Later on, after he switched sides, so to say the FBI took over, but at that time, the IRS was the [00:06:00] potent weapon against these racketeers. So I’ve got all his documentation on investigations, case notes commendations it’s just really a treasure trove of, his whole career. And I pieced this together over years. There’s hundreds of documents, had to put a timeline together. Gary Jenkins: Really. Eddy Inserra: You’ve done investigative work, you know how that stuff works and I didn’t know anything about it, so it was just complete disorganized mess and had to pull it all together. Yeah. Gary Jenkins: The first thing you have to do is get a timeline. Eddy Inserra: Yeah. Gary Jenkins: That is paramount. When you’re doing something like that, you have to get a time. In order to keep things straight. Otherwise, it just becomes a, it’s just, you can never get it straight in your mind. Interesting. You know that the IRS back in the day was the premier organization that, that and the the the Federal Narcotics people were the ones that went after the mafia, whereas the FBI wasn’t, and you know what people don’t understand about the IRS many people, the IRS is just this big, huge. Organization that’ll come down on you when you [00:07:00] cheat on your taxes. But it’s really two divisions. There’s a civil division, but then there’s this criminal division, which was called the Intelligence Unit for a long time. And then I think your grandfather what I read in your book was he went into some special squad within the intelligence division called the Racket Squad. Is that right? Eddy Inserra: Yeah, that’s correct. The Racket squad was a specialized division inside of the Intelligence Division. Okay. Which only went after high profile Racketeers. And there was even an old TV show if you go on YouTube and look up Racket Squad. Yeah. There was a TV show about that. Yeah. Gary Jenkins: I remembered. I think no, it was gangbusters on the radio, but Racket Squad was on tv. Interesting. Eddy Inserra: Yeah. Gary Jenkins: So he grew up with a lot of the mobsters in the Boston area. Correct. Eddy Inserra: Correct. He was born in 1919, the same year as Jerry Angiulo. They were the same age which you’ll hear that name a lot and a lot of your listeners know. Jerry Angiulo was the under boss of Raymond Patriarch in Boston. And so they grew up right across through the bridge. [00:08:00] So Fred grew up actually in East Boston and Jerry grew up in the North end, and I confirmed that they did know each other when they were kids. I don’t know how deep that relationship went, but they did know each other when they were kids. And there was another man who ended up becoming partners with Fred later on in his post IRS career who he grew up with named Guy Spano. And he was also in East Boston at that time, and they were all this they knew each other, Gary Jenkins: interesting. Fred, knowing all these people, he knows about the bars and stuff and I noticed one of the things that was interesting, one of the things looked like early cases. He went after the pinball racket. Guys back in the day, every corner store bars, they all had pinball machines and they were a great way. To launder money and get all this cash money in and not pay their taxes on kinda like a cover charge that strip clubs get today. Whether there’s a way to, to get line cash money in that didn’t really go through the cash register. Tell us about that pinball racket. Eddy Inserra: Yeah, the pinball racket was a big deal back then. There was a lot of paperwork in [00:09:00] his box about that. There was a map that he had inside that box that showed all the different places he was raiding in Massachusetts just for the pinball machine. Pinball machines and the pinball machines back then were a game, not a game of skill because they didn’t have flippers on them. So the flippers that, that came on later, then it became a game of skill and it wasn’t actually just throwing your money away and gambling, so to say. So they weren’t able to go after them after they added flippers to the machines. But before the flippers interesting. Gary Jenkins: Yeah, I did, I didn’t really realize that I saw one of those when I was. You my late teens over in Kansas City, Kansas, and now I didn’t really realize what the deal was. What it was if you play it so much and get lucky and your ball goes to a certain place, then you win. But if it doesn’t and there’s no way to have it, is all pure luck. That’s the difference. I’ll be darned. I never thought about that. Interesting. Eddy Inserra: Yeah. Gary Jenkins: Of course from then, that’s gambling and that’s where the money is. So he [00:10:00] continues on going after mobsters, Italian mobsters in that area of the country in organized, more organized gambling. So tell us a few of his other organized gambling investigations. Eddy Inserra: Yeah, he went after the Italians. He also did go after a lot of the Irish too that in his paperwork too. Wimpy Bennett, Walter Wimpy Bennett. There was a lot of, in Jewish DKI, like I mentioned. Yeah, a couple other too but yeah, one, one big investigation that really put him on the map was. The Raytheon investigation. Raytheon we know as a big defense company and they’re headquartered in Massachusetts. They always have been, I don’t know if they still are, but they have been up until a few years ago. But huge corporation and during that time was the Cold War. So they’re supposed to be building missiles, but they called the IRS saying, Hey, listen, we’ve got a problem. Our production, our manufacturing floor, everybody’s supposed to be working, but. They’re all not on the floor and they’re gambling somewhere. We don’t know where, we don’t know the root cause of this syndicate, but it’s in all of our buildings and people are consuming their time, playing the [00:11:00] daily numbers, betting on sports, all kinds of stuff. And they couldn’t really get to the root of it to root it out of the system. So they called the IRS, they assigned Fred, my grandfather to the case, and he took the lead. He ended up sending a bunch of his agents in undercover as janitors, and they had to go through the whole process, the whole hiring process as a normal, employee would try to get hired. So they’d have to submit an application, go through the test, all that stuff. Because the, it was just so embedded in Ray Raytheon that someone would. Tipped them off. So he got a bunch of these janitors in and they ended up finding out that the, there was long lines going to the bathroom all day long. And that’s, they were making the bets, taking the bets in the bathroom stalls in multiple locations. They rated them all at the simultaneously and they got a bunch of leads after that for more mafia stuff, but it was a big mafia gambling syndicate embedded in the US government sort of defense contractor. So that got him, that was on the cover of the newspapers. It was in. Magazines. It was a big deal. [00:12:00] So Gary Jenkins: Interesting. After that is that he gets crossways with. His bosses and with the US attorney’s office eventually. Was there any other cases I see on the headline here, Pastore names Paul’s, me and politicians behind the bookies. So how did he get into to finding who the bookies were paying off? Eddy Inserra: So he, he had an undercover confidential informant, I should say, who was giving him a lot of information. And we were real in the book. Who that was, we didn’t know at the time. Nobody in my family knew until a few years ago, and that’s, we’re talking 60, 50, 60 years ago. And even the president and RFK at the time wanted to know his confidential informant. So Fred was getting some really good information. They didn’t know where it was coming from. And Fred had made a deal at the time with Eisenhower and the chief of the IRS that. He’d keep this confidential informant on his, on the payroll, but the only people that would know about it was Eisenhower, the chief of the [00:13:00] IRS under Eisenhower and Fred. And then JFK came in, RFK came in as the Attorney General and they wanted to know whose confidential informant was and he would never give him up. So that, that caused some tension between Fred and RFK. Before that there was another case. With a man called Frank Aya. I don’t know if you’ve heard of him, but he’s out, he was out of Worcester part of the, actually, gen Outta Worcester. Yeah, outta Gary Jenkins: Worcester. Okay. Eddy Inserra: Yeah. Part of the Genovese faction so New York, but I, their territory went all the way up to Worcester. And the FBI was actually investigating him for the Brinks robbery in Boston. Gary Jenkins: Oh, Eddy Inserra: really? At the time. So they were looking for leads because they had understood that one of the guys was from Worcester. They’re, they assumed so they went interrogating him, and he said no, I’m not a criminal. I’m just a bookmaker. And as soon as he said that I guess Hoover didn’t want anything to do with Bookmaking at the FBI. So they just threw their hands up and they threw it at the IRS and [00:14:00] that fell in my grandfather’s lap. And so he started digging into IAC and he, he actually built a case against him. He ended up going to jail. But during that process, when he was investigating Ioni, Ioni gave up another man. His name was Bernard Goldfine. Wasn’t in the mafia. He’s a big businessman. He owned all these textile manufacturing companies. And he kept getting the contracts for all the US government, military uniforms every year. So no one else would ever win. And my grandfather exposed that there was some bribery and corruption going on. Between him and Eisenhower’s chief of staff named Sherman Adams. Gary Jenkins: Yeah, Eddy Inserra: I Gary Jenkins: remember, I remember that. Sherman Adams he went down. I remember that. Eddy Inserra: Do you remember the Una coat? That’s what that was the big Gary Jenkins: thing. Yeah. I forgotten about that. Somebody gave me this Una coat. I never was sure what a Una coat was, but yeah, I forgotten about that. The Vicuna code and he and everything, they found all these papers that be. For Eisenhower to four eight C, it’d have to say [00:15:00] KSA Sherman Adams. That was a big deal. While he was spooning feeding Eisenhower all the, anything that he wanted to have. Eddy Inserra: Yeah. That’s funny you remember that because that’s, yeah. Gary Jenkins: Yeah. That was huge at the time in the fifties. Eddy Inserra: Yeah. For some reason, he bribed him with a lot of things, hotel rooms, cash, all these things. But the Vicuna code, for some reason, stuck in the media, and that was my grandfather’s work, was exposing that and yeah. That was a big deal at the time and after he exposed that and with him not giving up that confidential informant. RFK wanted Fred out of Massachusetts. Pretty much out of the cross heads. We can get into that if you want, but yeah that’s the next Gary Jenkins: thing. What would he want? We, because Kennedy’s of course, were Boston area, new England based, and a lot of their people probably could then get in trouble with because of Fred Pastore and his bulldog attitude towards enforcing the law. Was that the deal? Eddy Inserra: Yeah, Fred would follow the money. I know that’s a common thing, but he really would follow the money. And from what I [00:16:00] understand, I wasn’t there, I didn’t live at that time, but from what I understand, he followed the money and wherever it led him and that led him right up to the White House. You know how politics are there, it’s a dirty game. So I’m sure that might’ve been someone who gave money to the candidate, maybe even the same guy, Bernard Goldfine or somebody. And if Fred dug that up, they could get. The same treatment Sherman Adams did. Gary Jenkins: Yeah. Yeah. Eddy Inserra: They wanted Fred out of there. Yeah. Gary Jenkins: So what happened then? They it seemed like they, they repressed him to reveal his informant or something like and he ended up, either I quit or, I have to give up my informant. Is that, was that what it came down to? Hobson’s choice like that? Eddy Inserra: Yeah, it came down to that. They tried to actually reassign him to Syracuse. New York was really, it was a demotion in pay and in actually title as well. So he would’ve been brought down. He wouldn’t have been in the rack racket squad. He would’ve been down to a special agent again, and would’ve been a step backwards and they would’ve had him out of the mix in Boston. And that’s really what they wanted to accomplish is silence Fred. Yeah. [00:17:00] So he was faced with a decision, do I take that demotion and that’s the end of it, or. Do what he actually did, which was, took him back to his up upbringing in East Boston. Tough poor kid when you actually have to face the bully, I think. And that street grit that he actually said no. You know what? He held his own press conference in downtown Boston and he said, I’m resigning from the IRS today. And I’m opening up my own tax fraud defense firm right across the street. He wanted to view them out the window every day. He had a chip on his shoulder. And so he ended up advising the same kind of people and some of the same people that he was previously going after at the IRS. And he was like a super weapon for those guys because he knew all the legalities and the loopholes and how to structure your businesses and things like that. So Gary Jenkins: yeah, I noticed there was like a Fred Angiulo was that Jerry’s brother then. Eddy Inserra: I don’t know if there was a Fred, if there was Gary Jenkins: a wonder. I thought it, it was Fred. I may have got [00:18:00] that name wrong, Nick in the Nick in my head, because your dad, your grandpa’s name was Fred Pastor. But anyhow, there he defended Angiulo and some of their people, he, he knew everybody went to North End at eight and, they were socially compatible, if you will. So tell us a little bit about that, what you learned about those, that part of his life. Eddy Inserra: Obviously post IRS career, I learned that from my mother and other people, that on the weekends Fred would go on Friday night. Him and his his daughter whose youngest daughter is Charmin, which is my mother. Oldest daughter’s, Pam and my grandmother is Nina. And they would go into Boston to the north end and they’d go down there for, to go to the bakery sit out front. The women would sit out front eating pastry, and Fred would go out back for about 15 minutes and. To me it was him giving advice maybe face to face. To, to Jerry and he’d come out 15 minutes with a paper bag from what I’ve heard. And and that would be it. Then they’d go to the fruit market and then they’d go home and they’d go out to Stella’s. [00:19:00] Restaurant in the North End on Fleet Street at the time, which is a famous spot. Even, JFK, they used to go there. But it was a real famous spot. Fred would be there a lot with the family. And on the weekends my mother remembers. So the Injus, by the way, Jerry and Jula, there was five brothers who really ran their empire together. But Jerry was the head of it and the genius with numbers. And he shared that with Fred. They both had a genius with numbers. So that was some that was interesting. And Nick would, his brother Nick would go to Fred’s house on Sundays, and my mother would call him Uncle Nick. He’d always bring something. One time he brought a pet dog for them. They had a dog, and he’d bring all kinds of gifts and they always saw the nice side to these people. Even in the office, when I went to the office and I met a couple of these people when I was young, I didn’t know who they were, but I, you’d always see the nice side because. Gary Jenkins: Yeah, Eddy Inserra: Fred was the golden goose helping them keep their money, but most importantly keeping them outta jail. So Gary Jenkins: interesting. Huh? That’s a, that’s quite a career switch. [00:20:00] The were you in 98 Prince Street? The famous 98 Prince Street. I went to the north end, went around, took some pictures and stuff. It’s nothing like it, it’s described, but back in the day, other than, it’s really cool, those little narrow brick streets and restaurants and everything. Talk about the north end over there. Eddy Inserra: The north end is that’s the Italian enclave of the city. Boston has different enclaves, different cultural enclaves I should say. And the North end is the the Italian, it actually was the was the Irish before the Italian. So a lot of people don’t know that. But I didn’t know that. The Italian section, and that’s where there’s, world class Italian food restaurants, every 10 feet. And. It’s a tight knit community. Everybody knows everybody especially back then. So you walk down the street, you’ll see people hanging on the corner and if when you’re, when you were a kid you’d go get your fireworks there at the park and, illegal fireworks and get whatever you want. But yeah, 98 Prince Street was where Jerry ran his sort of headquarters out of there and they called it the doghouse. That was, [00:21:00] they knew they had eyes looking out for them as well being there. So the whole neighborhood was really looking out for them. And eventually the FBI caught them by wiretapping a vehicle up front. Yeah. So inside. But yeah, it’s really tight knit Italian. If you come to Boston, I really recommend you go, especially if you want to eat some nice food and see how this still some remnants of how it used to be, like you said, those brick roads and things like that. It’s pretty nostalgic and interesting. Gary Jenkins: Yeah. Yeah, it’s really cool. I’d highly recommend any of you guys. You go out to, you, go to Boston, go to the north end and eat and just walk around. It’s really nice, although it’s pretty busy on the weekends, so a lot of people down there, man and some of the restaurants, there were long lines to get into ’em around dinnertime. Eddy Inserra: Yeah, try if you can make a reservation, try to, if not. Gary Jenkins: Yeah. Yeah. Good bakeries too that the nicer places. I can’t even remember the names of ’em now. I had ’em that day. But anyhow, so I have to, I’m gonna flip back just a little bit. I made a jotted down a note [00:22:00] about Frank, the cheese man c Chiara, who was at Apple Lake. He did he who was the consigliere, I think for Patri arca. I believe your grandfather went after him or had some dealings with him. Do you remember that? Eddy Inserra: Yeah, he, there was some documents in the box about him and they were telling him he was definitely the concierge for arraignment at the time. And there were documents that Fred’s team was actually tracking him. They were watching him, he was going to Cuba back and forth to Cuba at that time. And so they thought he was moving money or just setting things up with a casino and things like that down there. They couldn’t, I don’t know if they actually got him to go to jail. I don’t remember if they were able to prosecute him, but they were checking him at the airport. I remember they checked his passport. But he was the, he was a money man as well, so he was known to be like the bank at that time. Gary Jenkins: Did did your grandfather have any trouble? His own troubles with the IRS af? Did they come after him or try to go after him at any point in time? Later in his career? Usually they [00:23:00] do. Yeah. They could be pretty vindictive. I’ve seen it here where an FBI agent then becomes a white collar crime lawyer. And boy, I tell you what, his old buddies, he was, they, he, a friend of mine went like that and he was surprised. He was shocked how p how his old friends from the bureau treated him. So did he have any problems like that? Eddy Inserra: In fact, he had a big problem like that as soon as he wouldn’t give up, his informant’s name. That became a problem actually. The the FBI called him in one of the documents that I have. It’s a memo that he wrote right after he came back from the FBI interrogating him. So he was told to report to the FBI in Boston by himself. And this was from his IRS superiors that say that, they want you over there, you gotta go talk to them. And so he went over there. And there was two agents in the room with Fred and they interrogated him asking if he had taken bribes at all. Yeah. And Fred used he, he outwitted them saying, I can’t say anything. This is an on ongoing investigation. If he, if you want me to say anything about this, you’re gonna have to get my [00:24:00] superiors to sign off on this. And, whatever the process was. And he felt like it was unbelievable because he said, who’s accusing me of this? They wouldn’t tell him. But eventually he figured out that it was this textile manufacturer that I mentioned earlier, Bernard Goldfine, his sort of right hand woman, her name was Mildred Paperman. She had she’d already been convicted and so was Bernard Goldfine, but they had said that Fred was taking bribes from them. So they’re taking this information from convicted, felons. And she said she had proof of it. So she had a check made up to the initials, FGP and who else, that’s Fred’s initials. Yeah. Fred G passed story. So Fred started laughing when they pulled that out. He said, do you guys have any idea who this is? It’s not me. And it was for Maine Senator Frederick g Payne, with the same initials. And that was easily documented in his paperwork that he was accepting bribes from gold mines. It’s really interesting how he outsmarted them [00:25:00] and I guess they didn’t do their homework good enough, but, they went after him hard and even after he left the IR Rs they tried to, I think one of, one of the documents says you didn’t report $2 of your tax income or something like that. Just busted his dogs. Oh my Gary Jenkins: God. I’m in a heap of trouble then. Eddy Inserra: Yeah. But the thing that he did have. And I, I can’t say it for sure, but he did have, in his back pocket, was a list of police and politicians that did take bribes. And that’s what up in, in that newspaper behind me, he was supposed to release this list. There was the media believed that he was gonna release these names during his press conference. He didn’t, and I believe that was an insurance policy that he kept in his pocket to keep them away. That’s my belief. I can’t confirm that, but that’s my sort of theory on that. Yeah. Gary Jenkins: Yeah. I tell you what in Boston, greater Boston, that area, having a list of policemen and politicians that have been taking bribes, that’s like shooting fish in a barrel. Just take out about 10 out and name the rest. Eddy Inserra: I tell you what, [00:26:00] I do have that list. It was in the bar. Gary Jenkins: Oh, do you? Oh really? Yeah. Eddy Inserra: Yeah. Is Gary Jenkins: that gonna be on your website? Is that gonna be on your website or are you just keeping that to yourself? Eddy Inserra: I thought long and hard about that, and I don’t think it’s fair to ruin or tarnish any family or anything like that. So I, that’s not gonna come out. Gary Jenkins: Yeah. Interesting. Eddy Inserra: That has nothing to do with me. That’s not my, Gary Jenkins: I, I’d have to agree with that, that those were different times, different days. Yeah. And there’s no use hurting in what would be innocent people today with that kind of information, especially Boston seemed like it’s a. A small community in, in, in a way, it’s not like New York where you’re spread out over all these boroughs and Los Angeles, where you’re spread out over, 25% of the state. It’s more like Kansas City, more like a small area that is Boston. And so a lot of people, everybody knows each other in some manner. Eddy Inserra: Yeah exactly. Couple of degrees of separation if that. Gary Jenkins: Yeah. Eddy Inserra: Yeah. Gary Jenkins: Interesting. Eddy Inserra: Yeah. Gary Jenkins: All right, Eddie and [00:27:00] Sarah, confidence of the mob, the IRS agent who took down the mafia and then advised them. So a really interesting book. Guys. I’ll have links to the website or to the Amazon page where you can buy this book. I’d highly recommend you buy it and when you do, go in there see, I don’t know, it’s about a quarter of the way in and find that find that QR code and. Go to that website and listen to some, I listened to a couple of three of those interviews. Really interesting stuff. That off the stuff that you can’t get everything in, but it’s interesting. I understand about that. Eddy Inserra: Thanks Gary. Yeah. That’s a upcoming podcast. We’re gonna have all full interviews and all that stuff with all. Oh, Gary Jenkins: Are you gonna do one yourself or with somebody there in Boston? Eddy Inserra: We’ve, it’s not gonna be a live podcast. It’s actually a bunch of clips thrown together. So it’s, oh, Gary Jenkins: I see. Eddy Inserra: Okay. Yeah we put it all together. It’s taken a couple years, so far, 12 episodes. We’ve got IRS agents in there, mafia members. We’ve got Fred’s ex clients and family. It’s really interesting. So you can check [00:28:00] that out on the website. Gary Jenkins: Yeah. When is that coming? Eddy Inserra: So we’re shooting to start releasing the end of May. So last week in May. Okay. Gary Jenkins: I love board. I always need another podcast to listen to myself. Eddy Inserra: Yeah. Yeah. Only gonna be one season. It’s not gonna be a multiple season thing. Gary Jenkins: That, that was my next question. It was gonna be a limit limited edition, if you will. Limited season. You’re not gonna keep going year in and year out like I do. Eddy Inserra: Yeah, no, there’s not enough content, but we’ll do behind the scenes and we’ll do some live stuff in Boston and things like that. Yeah. Okay. If anybody knew Fred or of him, please contact me too on the website. Okay. Love to hear about. Gary Jenkins: All right. Great. Alright Eddie and Sarah, I really appreciate you coming on the show. Eddy Inserra: Thanks, Gary. Great to meet you.

In Monday's edition of Quick Hits, Nick Wilson and Jonathan Peterlin break down the ejection of Victor Wembanyama during the Spurs-Timberwolves playoff game and evaluates the potential of the NBA draft class. They also react to NFL schedule leaks involving the Cowboys and Giants, while addressing rumors surrounding Aaron Rodgers' recent appearance in Pittsburgh. The segment concludes with a look at Steven Kwan's performance and the Cleveland Guardians' past trade decisions. 02:06 - Wembanyama Ejection Decision 04:21 - NBA Draft Lottery Results 07:14 - NFL Season Schedule Leaks 10:04 - Aaron Rodgers Pittsburgh Rumors 12:15 - Steven Kwan Trade History

https://youtu.be/aQyHwoGfy50 Max Kryzhanovskiy, President and CEO of MOS Creative, is driven by a desire to set an example for his children and show what's possible through technology, persistence, and innovation. As the leader of a tech-forward agency that builds websites, apps, and AI-enabled platforms, Max helps businesses move from idea to execution by creating digital products that solve real problems and scale over time. We explore Max's MVP Framework — Define the problem, Determine target market, Prototype the product, Build the MVP, Test and obtain feedback, Iterate — a practical approach for transforming ideas into scalable digital products. Max explains why founders should avoid overbuilding too early, how AI is accelerating prototyping and development, and why businesses must balance automation with authentic human connection. — Drive Growth Using AI Agents with Max Kryzhanovskiy  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and my guest today is Max Kryzhanovskiy, the President and CEO of MOS Creative, a company that builds websites and apps that drive growth. They were also the first company in Baltimore to launch a mobile site. Welcome to the show, Max.  Thank you for having me.  Let me ask you this—what is a mobile site? Is it a mobile phone site, or is it something different?  I mean, now it probably doesn't matter as much anymore, because everybody obviously has a website that works on a smartphone screen—or a responsive websites. But before mobile websites came out—or I should say, when smartphones first came out—we had to adjust for smaller screens. We were all used to bigger screens on a computer, and then once we started having different screen sizes come out before responsive, we were the first company to have a mobile website in Baltimore. And we actually built a web application specifically to create them ourselves, and then also went to market to offer it to other clients as well. So a mobile website is just like it sounds, a website that’s specifically designed for mobile.  That’s cool. So it sounds like you are very much a tech-forward company, and you are at the edge of technology. And as we were logging on, you said that you would be recording this on your phone because you actually have AI agents running on your computer. Does that mean you have AI agents as part of your team? What kind of agents do you have? Is it still an experiment, or is it already in execution mode?  It's in execution mode, but we're always experimenting. We like to think we're ahead of the curve, but with AI, we're all experimenting to a certain extent, right? Something new comes out, we try it out, see if it works, and see how it can be applied to your business—what kind of outcomes it can give you. So I'm all about AI. It's amazing. It's an amazing tool. But I think AI is becoming a lot more than we thought it was going to be—and also a lot less at the same time. Meaning, when AI launched—for example, when ChatGPT came out to the broader market—I mean, obviously AI had been around for a while—but when ChatGPT launched its chatbot platform publicly, we were amazed by how much work it could done. So it went from zero to a hundred. “Oh my God, it can do all of this,” right? But now, for example, with the more recent models—4.5, 5.0—the improvements are much smaller.  It's not a hundred percent or a thousand percent better anymore. Now it's maybe five or ten percent better, but the cost keeps increasing. I just read somewhere that even Claude said Claude Code won't be included much longer as part of the regular plan. So now it's only in the $200 higher-tier plan, plus you have to buy additional tokens. So it's really becoming more like, “Hey, yeah, we can do this for you—but you're going to end up paying something similar to what you'd pay a team.” At first, it was more like, “Let's get into the market. Let's get a lot of people interested.” But now, obviously, they have a lot of money behind them—investors, VCs, public market pressure—and they need to bring in revenue. So I think things are going to change very soon. AI is going to become a lot more expensive because the infrastructure and resources it requires are expensive. So eventually, those costs are going to be passed on to users. Yeah. And I noticed that ChatGPT started to do some ads as well. They’re probably going to go that direction, and who knows what that’s going to bring. But that's not our topic today. Today, it's about something else—frameworks. But before I go to the framework question, I'd like to ask you: what is your personal “why,” and how are you manifesting it at MOS Creative? Well, I'm a family man, so my “why” is to see my kids grow up to be amazing human beings—and hopefully to show them a great example of what can be accomplished in sports and in business. So my “why” is also to be a good person. Success can mean different things to different people, but for me, I love the hunt to get to a certain level of success. And then it's kind of like—us as humans, or at least a lot of people—we reach a certain level of success and we don't really celebrate it. It's more like, “Okay, let's get to the next level.” So my “why” is to show my kids that anything is possible if they really want it. Why I got into this space—it was exciting. You could see how quickly technology was moving, the kind of innovation that was possible, and it excited me. So that was one of the main reasons I got into technology. But the other reason was because I was in a different business, and we created technology that helped us grow. And I thought, “Oh wow, this is a completely different way to scale a business.” So technology became the direction we took. Yeah, I love it. I think inspiring our kids is a huge driver for many people, and it totally makes sense. Technology is exciting. I'd like to switch gears here and ask my other common question on this podcast, because this podcast is all about frameworks—business frameworks—how we can help listeners understand things, simplify things, and see different perspectives. So my question to you is: what is your favorite shortcut to success—or framework? And I don't mean “shortcut” in a negative sense, but rather a framework that allows you to understand things differently, make decisions, serve clients, and create valuable outcomes. Whatever it is—something that has worked for you, and is simple enough that you can explain it to listeners in three to five steps. Well, I believe in always being open to learning. It's not specifically a framework—it's more of a mindset: understanding that we don't know everything, especially now, with how quickly things are changing. I mean, a lot of people say that AI is going to make humanity a little dumber than we are. But actually, I learn a lot from it as well. If I'm doing something and I think, “Oh, this is a great way to speed up the process,” then I use it. So let's say, for example, a client asks me a question. There are different ways to approach it. If I already know the answer because I have specific experience with it, I can answer it, right? That doesn't always mean the answer is going to be correct.  I can research it, or I can get an answer from AI and then verify it through research and experience to make sure the outcome is actually what it says it's going to be. The learning part is making sure you're always open to figuring out whether the steps you've taken before are the right steps—or whether they can be optimized. I'm a big believer that everything can be optimized, especially now. There's almost no question that can't be answered quickly. Maybe there are some deep philosophical questions—but for the most part, especially in business, work, or even life, you can get answers very quickly. For example, I had a kind of vertigo-type feeling, and I was wondering what exactly it was. I entered specific prompts into ChatGPT, and it actually broke things down really well for me. Then I went to a doctor. First, I checked with a friend of mine who's a nurse, and she said, “This is probably what you have.” And she started asking me questions. I thought, “This is funny—these are exactly the same questions ChatGPT asked me.” And her husband said, “You know what? That proves that medicine is basically a set of questions. As you answer one question, it leads to the next.” So it's like a dynamic questionnaire. And by the time I got to the doctor, I already had a good idea of what it potentially was, and I knew what questions to ask so I could understand the next steps to fix it.  Yeah.  So what I'm saying is there’s always a way to improve. I'm a big believer in that. It doesn't matter what you're doing, because in this age, everything moves very fast—regardless of the business you're in. That's true. It's interesting that you say ChatGPT can answer any question. It's true—sometimes it hallucinates, but it still gives you an answer. Yesterday, I went to a presentation, and the president of Great Game of Business talked about this. He said, “Today, the answer is everywhere. So it's not a lack of answers—it's a lack of good questions.” So what we really have to come up with are good questions to ask. That's the bigger challenge now—not finding the answer. And I thought that was a really interesting insight. I agree. It's the same thing, right? It relates to prompts as well. If you have a good prompt, you're going to get a better answer. If you ask a good question, you're going to get a better answer. So yeah, I agree with you. Listen, AI isn't a complete solution, but it's a huge help—especially if you're just starting out. Yeah. So what drives your business? Is it technology? Is it trends? Is it something else? What drives it?  It's kind of a mix between technology and growth marketing. What that means is we work with clients all the way from ideation to scaling. We've also had several clients successfully exit. So clients come to us and say, “I have an idea. How do I take it to the next step?” Obviously now, there are AI builders and AI platforms that can help take a high-level idea and turn it into some kind of prototype—or at least a basic flow. But ideally, we work with clients from the idea stage all the way through design, development, launch, and driving traffic to the product. So the perfect client fits into that category. They might have an idea for a web application, mobile application, or software product.  They come to us and they're not really sure what the next steps are—or they've done some research For example, I spoke to a prospective client the other day. She worked with a developer who tried to build the product using an AI builder. For some reason, something didn't work out, and now she's back at square one. So now we have to review what she actually wants to build, determine the best approach, and figure out what phase one, phase two, and phase three should look like. So that's kind of how we work. For our clients, it's not just, “Let us develop it for you.” It's also about the creative side, the messaging, and the user experience. It's about making sure that when someone downloads the app—or visits the website or web application—it serves its purpose. It's a problem-solving product. It needs to solve a problem so users keep coming back again and again. And then we help grow it to new audiences. That's when it starts to scale and become exponential. Does that make sense? Yeah. So I’m wondering, you work from the idea forward, or you work from the outcome backwards? What’s the approach?  That's a great question. Not everyone knows the outcome right away. When someone has both an idea and a clear outcome, it works better, right? Because then you can help them get to that outcome. But overall, the outcomes are usually very high-level. You know: “I want to build this web application or software because I'm targeting this audience.” Okay—but what does that really mean? What problem are you solving? To be honest with you, ninety percent of people don't really know what problems they should be solving at the initial stage. So, talking about frameworks, we work with them to define which problems they should solve first. Because most startups—or even profitable companies trying to add new technology into their workflow or business—often don't know what one or two problems they should solve for the MVP before going all in. Yeah. Okay, so step one is to define the problem. What's step two?  Make sure you have the right audience for that problem. That's a big issue. A lot of times, people try to serve everyone. You don't want to go too broad, and you don't want to go too narrow. If you go too narrow, you're going to hit a ceiling before you even go to market.  So you determine the audience for the problem you're trying to solve, right?  Correct.  And then what's the next step?  Once you determine the audience and define the problem, the next best step is to create some kind of prototype and actually take it to that audience to test for product-market fit. Meaning: get feedback. Again, it doesn't have to be a fully working product. But go to that audience and get feedback like: “Yes, this solves my problem,” and “Yes, I would pay for it.” Or even better—for them to actually exchange some money to join a waitlist or gain access to an early version of the product, so they can test it and provide feedback. That's the best-case scenario. Because once you have that input, it becomes much easier to make adjustments. It doesn't matter whether those adjustments are in the design or in the actual working product—you're refining it for that niche audience. Yeah, that makes sense. So you design the prototype or minimum viable product, then you test it and get feedback. Then what do you do?  Well, I want to clarify something. Designing a prototype and having a minimum viable product can be two separate things.  Okay.  You can design a prototype. Again, it can be designed in Figma, using an AI builder, or even just as a workflow or user flow. Obviously now, things are a little different because you can build prototypes much faster. That doesn't mean they're going to be production-ready. But a minimum viable product is usually focused on solving one or two specific problems for that market. It's a problem-solving product that actually works—meaning it's much closer to being production-ready. Yeah.  So those are two separate things. There's a very big difference between them.  Yeah, because now you have vibe coding, and with tools like Lovable—or whatever platform you're using—you can create a prototype quickly. But it's not necessarily going to work, and then you still have to build the actual working product. Correct. Yes, I agree. Then you test it, expose it to the target market, and gather feedback. And then what do you do? Do you iterate? What's the next step? You iterate, yeah. So at that point, ideally, you have product-market fit, you've received great feedback from users, and—best-case scenario—they've even paid you some money. Then you either expand on what has already been built, or you go all in: invest more money into it and start building a production-ready product. And once you have that, you may realize that you also need to improve the user interface. That happens a lot—especially if you vibe-coded it. The output usually isn't the best when it comes to user interface design or user experience. So you may need to redesign the interface, properly develop it, and then take a production-ready application to market. And then it goes back into the cycle of iteration. Meaning, you keep gathering feedback. This is why I often recommend not adding too many features in the beginning. Focus on one or two core features—one or two main user flows within those features. That's it. Forget about everything else. Yeah. And then you can add features later.  You can always add features later. Most of the time, if you add too many features in the beginning, you'll probably end up cutting at least 40% of them because people just won't use them. And I'm not talking about core features like sign-up, sign-in, forgot password, onboarding, authentication—that kind of stuff. Obviously, you need those. But you still have to figure out who your audience is. Do you need SMS login? Do you need email login? Do you need both? Do you need social logins? You have to make sure you clearly understand your audience—but you don't need everything all at once. You may eventually need all of it, but not in the beginning. Yeah, that's true. So you've worked with other businesses, which means you're primarily a business-to-business agency, right?  Business-to-business, business-to-government—we've also built business-to-consumer apps as well. But usually, our client is a business-to-business.  Yeah. So here's my question: In B2B, how do you gain people's trust so they'll even engage with your product? I understand there's a funnel—but how do you get businesses into the top of that funnel? How do you create that initial trust so they engage? What does it take? Many things. Content helps, obviously. Creating content like this, creating videos—I create videos on a regular basis talking about what's out there, what's possible, what's good, what's bad. Kind of the everyday life of an agency, and the type of work we do. We also post projects on different directories and platforms. A lot of previous clients come back to us, and we get many client referrals. We rank pretty well for SEO and AEO, so a lot of people find us through ChatGPT. Especially because that's one of the services we offer. People find us when searching for things like “best app developers” or “best website designers” in our specific area. We're not targeting nationwide rankings—that's much harder and a much longer-term strategy. But in our area—Maryland, Howard County, Columbia—we rank very high.  And what does it take to rank high in AEO—in AI search?  It's the same approach we take to rank in Google. Google obviously owns Gemini, and now there's Google AI Overview. It's really a real-estate play. If you have a website that's properly structured for Google—with some adjustments for semantic search, like adding question-and-answer content to every page, especially product and service pages—you improve your chances significantly. You also need a properly configured robots.txt file with clear descriptions, so when search crawlers reach your site, they can immediately understand the structure and know where to go. When you see sources cited in AI search, that's exactly what those systems are reading from your site.  You also need the right technical setup: Your website has to be fast. You need proper H1, H2, and H3 structure across the site. So overall, it's about having a properly structured website. If you follow strong SEO fundamentals, with additional improvements specifically for AEO and GEO—because now it's not just SEO anymore, it's SEO, AEO, and GEO—you'll usually appear in ChatGPT, Google AI Overview, Gemini, Perplexity, and other AI search tools. And your Google Business Profile and Google Maps listing are properly optimized—which has changed a lot recently on Google's side as well—you'll also show up more often in local AI search results. So isn't it true that AI search looks for different kinds of signals than traditional SEO? I've heard, for example, that backlinks are less important in AI search than they used to be. They're not as important for AI search, but backlinks still carry a lot of weight. Again, you have to think about this as two separate systems, right? There's Google Search—with Google AI Overview and featured snippets—and then there's Google Maps. You don't need a website just to appear on Google Maps. You mainly need a properly optimized Google Business Profile. And you can still show up in AI search that way. Having a website does help, because it sends another signal to Google, but it's not as critical. The most important thing—and I'll answer your question for both cases—is consistency and structure. For Google Maps, if you have a properly maintained Google Business Profile with constant updates—blog posts, videos, photos, and business updates—that teaches Google AI what your business does. So you want updated product pages, images, descriptions, and location details if you're location-based.  All of that educates Google, which helps you rank higher on Google Maps. And like I said, Google Maps ranks very well in AI search. Now, if you also have a website, that's even better. And on your website, it helps to embed your Google Map as well, because that reinforces another signal from Google Maps. For example, some of our clients have multiple locations, so we include Google Maps with all their locations on the site—and that helps. Then you also create location pages, just like you create product pages or service pages. Google—and AI systems in general—don't really rank entire websites. They rank individual pages. That's why top-of-funnel content is usually blog posts or educational content answering someone's problem. Then that written or video content leads users to a service page or product page. That's basically how it works. Does that make sense? Yeah, that's very interesting. So if I want to increase my AI ranking… one of my clients told me that if your clients post about you on Reddit, that can be really powerful and help drive AI search visibility. Is that true? Reddit and Quora are very powerful. Very powerful. They rank very high. Listen, I'll give you a simple example that anybody can use. If you go to Quora or Reddit and look at the questions people are asking—for example, let's say you search for “app development”—you can filter by questions and literally see what people are asking. If you answer those questions in a natural way, related to your service or product, and include a backlink—not in a salesy way, but naturally—that's a very strong backlink. And speaking of backlinks: they're still relevant. Maybe they don't carry as much weight as they used to, but they're still very valuable.  Because when Google or AI systems evaluate content—and when you search in ChatGPT, Claude, or Gemini and see sources—those sources are essentially citations and backlinks. So if your website has strong citations and is properly structured, it absolutely helps you get discovered. You just need to make sure everything is set up correctly so Google—or any other search system—understands what your content means. But yes, to answer your question directly: Reddit and Quora are excellent for visibility because they're high-authority websites with massive traffic and very strong domain ratings. Yeah. That’s great. So Google Maps, Reddit, Quora, they are big drivers. That’s great.  Huge drivers. I mean, listen, there are many others—but social media has become huge over the past two years. Before, if you made a Reel on Instagram, you wouldn't be able to find it through Google search. But in the past couple of years, they opened that up. Why do you think they did that? Because they understand the value of content. Just like YouTube—where you can find videos through specific keywords—they want Instagram videos to be discoverable through Google Search and AI search. And then those searches lead people back to their platform. If someone who isn't already an Instagram user discovers content they like—a creator they like—they may sign up for Instagram because of it. So yeah, all of this ties back to backlinks and discoverability. It's really about how you use those backlinks. I mean, YouTube has been a huge driver for people looking for answers or trying to learn almost anything. So yeah, that's kind of how it works. It's one big spiderweb. Yes. It’s interesting. So basically, the more content I have and the more content other people post about me in credible sites, whether it’s Reddit, Quora, YouTube, social media, and they all point to my website or web pages, then the more it’s going to be discoverable by AI. That’s kinda makes sense.  You're definitely going to become more discoverable. But again, if it's just “Steve Preda,” that alone may not be valuable unless someone is specifically searching for your name. Now, if people are responding to or discussing how to apply a specific framework—and someone is searching for that framework that relates to your content—then it becomes relevant. Does that make sense?  Yeah. Yeah, understand. Yeah. Absolutely. Let me ask you this. If you could have a magic wand and fix one thing inside your company in the next 12 months, what would that be?  That’s an interesting question. I don’t know. I think I'd be very interested in applying more AI agents so they can help drive the business and support more growth. Overall, I just want healthy growth—making sure we're happy with the work we're doing, and that our clients are happy with the work we deliver. Because that leads to better outcomes, longer-term relationships, and healthier growth for the company. I mean, my ultimate goal at some point is probably to grow the company and eventually sell it. If we're happy with what we're doing, and our clients are happy with the work we're delivering, I think that growth will happen organically. Yeah. And what do you need to make the company sellable in your perspective?  Having strong, scalable systems—and AI is going to help with a lot of that.  So do you believe that a company with only AI employees—at the extreme—could still become a very valuable company? No, I'm not saying we should rely only on AI, and I'm definitely not planning to let go of any employees. What I'm saying is that AI can help with certain smaller tasks that sometimes get missed or forgotten. That's a perfect fit for AI. For example, even during conversations—if a project manager is handling several clients at once—we usually need updates on what was discussed. Yes, AI can record the conversation, but more importantly: what are the actionable next steps? And from those action items, what has already been completed, and what still needs to be done? Those are the kinds of things AI agents can help with—tasks that don't necessarily require a human. That way, time isn't wasted and can instead be used more effectively to make sure things are getting done and that we're reaching the outcome you mentioned earlier. What is your opinion about controlling AI agents? What is the level of risk? Not just about someone maybe doing a prompt injection and kind of hijacking your agents, but losing control of the agents in terms of complexity. So do you see a risk there that someone could kind of unleash these agents and somehow not be able to control them, or the quality of their work? Could they not control that? Or something changes and the agents get impacted—maybe a software update or something like that? Is this a thing, or is that not a concern? I think there should definitely always be guardrails. For example, right now we're building a platform with AI to gather RFPs, review them, score them, and actually create outputs—like the structure of the RFP. But before they get submitted, an actual person reviews them. I think there should always be final approval by a human—unless it becomes such a perfect system. I mean, it's software, right? At a certain point, can something go wrong? Yes. Especially with updates—unless you own the full process from beginning to end. Yeah, I think there's always a risk, but there's always a risk with software.  There should definitely be some guardrails, no doubt about it. I don't think it should be the last step before a human approves it and actually—for this RFP example—submits the response to whatever platform. I think a human should always review and approve it to make sure everything is working properly. But I think you can save a lot of time. For example, instead of us doing two or three RFPs a month, we can do ten or fifteen. I mean, the quality isn't really changing. It's structure. It's answering what they're asking for. So if it fits the criteria we're looking for, we still spend time reviewing it. I mean, we got an RFP the other day that was 150 pages. It would probably take two days just to read it. And at a certain point, you're like, “You know what? This isn't a good fit.” So it saves time. It just creates more efficiency. But there should definitely be guardrails and structure for sure, and a human should be involved in the loop. That I agree with you on. Okay. It's a big topic. One of the thoughts is that at some point AI is talking to AI. Like in hiring—you see these big recruiting companies using AI to filter resumes, and then applicants use AI to write resumes that fit what the filters are looking for. And at some point, the authenticity or credibility of those resumes begins to fade because it's all prearranged. So then the whole purpose of filtering employees starts to diminish. Do you think this kind of thing might happen with RFPs too? Maybe. Very possible. I wouldn't be surprised if it's not happening already. Yeah, I mean, it's definitely very possible. There are already several platforms that find RFPs. They work a little differently. We're building specifically for our own purpose. I do want to document the process to kind of show, “Hey, here's what can be done.” But yeah, it's very possible, for sure. Listen, if you're relying on a regular process to get a job, then you're probably not going to get the job. There are a lot more people looking for work right now. I don't know if you heard about Microsoft—and I think Tesla too—but companies are letting people go left and right. Microsoft is offering long-term employees buyouts. And by long-term employees, I mean people who are probably older and maybe not as knowledgeable or experienced with AI.  It's like, “Hey, let us buy you out so you can retire a little earlier.” So this is happening. If you're going through the same regular hiring process as everyone else, you're competing against 500 or 1,000 other people for the same job. Obviously, it's an employer's market right now, not an employee's market. If you're trying to get a job, it shouldn't just be through the regular process. It should be through people you know. Networking is going to have even more value. Personal connections matter, and people knowing, “Hey, this person actually spoke to me the right way.” You should also know how to use AI, because that's going to give you an edge in getting a job. But actually speaking to someone should happen through networking and connections. Yeah, that's my feeling too—that human interaction is actually going to increase dramatically in value. Because authenticity… that's really the only way to verify authenticity: being face-to-face with someone, a real physical person. That's fascinating. Yeah. But I'll tell you—like I said, I post videos on a regular basis. My mom asked me the other day, “Max, are you using AI, or is it really you?” I said, “No, it's really me. It's not AI.” So it's funny because AI is getting so good that you're not always sure what's real anymore. And even with RFPs—it's not just about submitting proposals or resumes. Personal and human connection is going to become more valuable than ever. If I personally knew every buyer putting out an RFP, I'd rather talk to them directly, one hundred percent. Because it becomes a completely different process.  Yeah, that's spot on. Love it. So, great information. I love the framework: define the problem, determine the audience, create a prototype, build the MVP, test it, and then iterate. That's how you build a digital product—whether it's a website or an app. So if you're out there looking for a solution, Max Kryzhanovskiy and MOS Creative may have the solution for you. So if people would like to connect with Max Kryzhanovskiy and MOS Creative, where can they reach you? People can reach us through our website: www.moscreative.com. They can also find me on LinkedIn under Max Kryzhanovskiy or MOS Creative. They can fill out a form on our website or email us at info@moscreative.com. Fantastic. So if you want an AI-driven platform, definitely reach out to Max. So Max, thank you for coming and sharing your ideas. And I love that you have such a strong vision for AI and that you're actively experimenting within your company, which means your clients will benefit from that as well. And if you enjoyed this conversation, then stay tuned, because every week a successful entrepreneur comes on the show and shares their ideas and frameworks. So thanks for coming, Max—and thank you for listening. Thank you. Important Links: Max's LinkedIn Max's website Max's email: info@moscreative.com

Episode 289-Remember Bryan Malinowski Also Available OnSearchable Podcast Transcript Gun Lawyer — Episode Transcript Page – 1 – of 14 Gun Lawyer — Episode 289 Transcript SUMMARY KEYWORDS ATF raid, Brian Malinowski, unlicensed dealer, Arkansas lawmakers, DOJ investigation, no-knock warrant, self-defense, gun laws, Biden administration, Waco incident, Ruby Ridge, gun deserts, consumer protection, defensive property, gun rights. SPEAKERS Evan Nappen, Teddy Nappen, Speaker 2 Evan Nappen 00:17 I’m Evan Nappen. Teddy Nappen 00:19 and I’m Teddy Nappen. Evan Nappen 00:21 And welcome to Gun Lawyer. Teddy Nappen 00:24 So. Evan Nappen 00:25 Teddy, what’s up, man? Teddy Nappen 00:28 Well, just flipping through Ammoland from John Crump, by John Crump. I never even heard of this story. Like, I’m going to be very honest. I did not know this happened under the, by the ATF. Arkansas lawmakers are demanding the DOJ investigate the ATF raid on Brian Malinowski. (https://www.ammoland.com/2026/05/arkansas-lawmakers-doj-investigation-atf-raid-bryan-malinowski/) Evan Nappen 00:54 Are you talking about Malinowski? Teddy Nappen 00:56 Yeah, Malinowski. When reading the article, I was shocked, because I remember from all the criminal procedures of like, what you would do. And I’m like, this is the, I was getting flashbacks to watching the Waco documentary, from reading, like. Page – 2 – of 14 Evan Nappen 01:14 Teddy, let me explain. Yeah, I’m familiar with the Malinowski case. So, Malinowski was a total law-abiding guy. No priors, no issues, a law -abiding guy. He lived in, I believe, it was Alabama, and he was gun collector. He’d go to gun shows, and he would trade for guns. Sell private sale guns, etc., okay? A collector. And what happened was, as you may recall, the Biden bull garbage that we were dealing with. Trying to turn people into dealers who weren’t dealers. Well, ATF apparently believed that Mr. Malinowski was being an unlicensed gun dealer. Now, here’s the thing. He is a professional, first of all. As I recall, his background was in air traffic, you know, with the airline. Air Traffic Control, I think it was. Teddy Nappen 02:37 He was the, he looked like he was the head of the Clinton National Airport of Little Rock. Evan Nappen 02:43 Yeah. Here is a guy who’s a professional, head of an airport, that has his hobby of firearms, as many of us do. And Alabama is a private sale legal state. Teddy Nappen 02:56 I think it was Arkansas. Evan Nappen 02:59 Arkansas? Oh, yeah, yes, Arkansas, Arkansas. Teddy Nappen 03:02 Or the proper term, ArKansas. Evan Nappen 03:04 Well, it was legal for. Right! It was Arkansas, and it was legal to do. And what happened was just outrageous. They claimed he was in the business of selling firearms without an FFL. So, that’s the charge. You know whether they could prove it or not prove it or whatever, that’s what their claim was. And what happened was, ATF and Little Rock Police got a search warrant, and they came to his home at 6 am to look for evidence of wrongdoing. ATF breached the door with a battering ram. And I think, according to his wife, Malinowsky believed that these were intruders breaking into his home at 6 am, and he fired at the agents, not realizing, of course, what the hell’s going on. He hit one in the foot, and law officers there returned fire. Shooting Malinowski in the head and killing him dead. Evan Nappen 04:27 So, here’s what the lawmakers, they sent a letter to DOJ about this, and the letter reads, listen to this. “Awakened by the sound of the breach, Mr. Malinowski retrieved a handgun and encountered an armed silhouette entering his home. He fired toward the intruder’s feet. An ATF agent immediately returned fire, striking Mr. Malinowski in the forehead and killing him. Mrs. Malinowski was standing only inches behind him.” Now, this is activity by ATF, where they are going after, you know, what is essentially paperwork crime, if it even qualifies as crime. They busted down his door at 6 am. How come this was done as a no knock for this guy? Who knows? Crazy. He ends up getting killed. And yet here, Teddy, you didn’t even hear about it. Yet, we take cases with, and hear about cases with, with ICE, right? Page – 3 – of 14 Teddy Nappen 05:46 Pretti and Good. (Alex) Pretti and (Renee) Good. Evan Nappen 05:47 Yeah, Pretti and Good. Where, you know, with Renee Good, she was, you know, trying to run down, allegedly, this officer. She went there to protest. She was there knowing there was going to be agitation, knowing there’s going to be trouble going there. Same with Pretti, same with Pretti. Teddy Nappen 06:10 Who actually was fighting with the police. Evan Nappen 06:12 Fighting with them and going there. Evan Nappen 06:14 That’s not what happened here. We have a guy in his home! A law-abiding guy in his home, who at best, has paperwork violations. A licensing violation at best. Not even that that is necessarily legitimate, and he ends up shot in the head over the actions taken by ATF. And you don’t hear a peep about it in the lame stream media. Teddy Nappen 06:42 The other part that really, there’s two pieces that stick out. Three pieces, actually, stick out to me. Number one, the knock and announce. So, I remember, in criminal procedure, we talked about this. It is very important on the knock and announce for the officers. They waited 23 seconds. They knocked, waited 23 seconds, and then break the door down. They also had enough time to tape the camera, the doorbell camera. And no body cams, because apparently, their excuse was low funding. Not enough funding for body cams even though they are supposed to have. Evan Nappen 07:19 They had enough money to buy tape. Teddy Nappen 07:21 Yeah, they had enough money to buy tape. Yeah, they had enough. Evan Nappen 07:24 To cover the doorbell lock camera, cover the door. Look, if they’re there as law enforcement, don’t you want it known to this guy, who has no priors, who’s not a problem? Don’t you want it known that it’s law enforcement there? You want to make it crystal clear! Hey, Government, law enforcement here. Boom! You want to be seen on the Ring that you are law enforcement and not 6 am house hot invaders. Teddy Nappen 08:01 The other factor is there is clear. There have been other encounters with the ATF with this exact same scenario. You know what they did? They knocked on the door and said, Hi, we’re with the ATF. It’s the Page – 4 – of 14 Ring doorbell camera there. That situation. They’ll you say, No, I’m, you know, I’m not talking to you, or we’re here to arrest you. Okay, we’re, that’s it. They had so many other encounters where this could have been. But instead, they decided to go full Waco SWAT team and assassinate this man. Evan Nappen 08:30 It’s insane. It’s insane. And, you know, their history of activities. I mean, we know, you know, Waco was just horrible. They had a guy inside of the facility that could have easily made that encounter completely non- violent. Instead, way back in those days, you know, with Clinton and company, they did it to try to make an example out of this guy’s church, etc. And of course, it was all to “save the children”, to save the children, which all end up dying because of what they did. Teddy Nappen 09:13 And then tried to cover it up. Evan Nappen 09:13 With the fire, and then tried to cover it up. Oh, they bulldozed the scene as quick as they could afterwards. Teddy Nappen 09:20 Yeah. Evan Nappen 09:21 You know, because the stuff they used lit the place on fire. Teddy Nappen 09:28 My favorite was, if you do, you remember the hearings? Where you know how the you could clearly see the Dems trying to justify the ATF murdering people? Evan Nappen 09:36 Right! Teddy Nappen 09:37 Republicans fighting, and I love the one. Evan Nappen 09:39 Don’t forget Ruby Ridge as well. Teddy Nappen 09:41 Yep. Evan Nappen 09:42 I mean, over a shotgun barrel, that was where they entrapped the guy, literally entrapped the guy. They ended up paying like $3 million in civil damages for their actions there at Ruby Ridge. Okay? So this kind of rogue insanity, oh, it’s fine, as long as it’s on gun owners, you know. Page – 5 – of 14 Teddy Nappen 10:08 But this is the key. What really bothers me the most, Dad. The biggest question they’re asking from the lawmakers, the political motivation. The question remains, is whether the timing and aggressiveness of the operation were influenced by the impending rollout, by the ATF’s final ruling of the “engaged in the business of selling firearms”. So, imagine if, right now, and I always have to tell this to all those out there who are trying to say, you know, Republicans and Democrats are the exact same thing. Or should have just voted for Kamala Harris. Imagine Kamala Harris now with their current ATF, and they enforce that law, where you and I are going to be assassinated in the night by armed guards bursting in accusing people of being unlicensed. It’s disgusting! Evan Nappen 10:58 The armed agent nonsense of doing this. Luckily, you know, President Trump and his administration are taking steps now to remove, in the 39 rule proposals, remove that absurd “doing business” expansion that Biden did. So, basically, if you sell a gun, you’re considered a dealer under the old Biden. Ending the so-called, where even going after dealers themselves by saying, one error, one error, and you can lose your FFL completely. I mean, these activities are just outrageous. What takes place there barely gets any attention. But if you’re out there causing problems regarding other wrongdoers, that being illegal aliens, that are themselves having broken the law, and here they’re trying to protect other lawbreakers. And then you go to this cause a conflict, the media blows that all over the place. But here, this guy gets shot in the head in his home. Teddy Nappen 12:30 You know, it’s also people don’t talk about that, comparatively to the ICE tactics. The ICE tactics, what they do are actually far much more safer. They do everything they can to not escalate and just go full SWAT team and shoot people on that. The two extremes, where someone is trying to run you over with a car, or the other individual who is attacking and fighting with them, and then during the scarcity of when in the chaos of all them trying to hold him down the confusion, he gets shot. That’s the clear difference here. Let’s just say, for the sake of argument, justification, all right. He fired at them. They fired back. Looking at everything prior to where there was barely any knock. They taped the cameras. No body cams. They just went into the night. The wife says, I think there is an intruder. By the way, their warrant said not a dangerous threat, not a dangerous criminal. Evan Nappen 13:26 So, they were even told, so why are they taping the doorbell camera? Just act normal. You know, we’re here. We’re law enforcement. We have a warrant. Let us in. We have a warrant. I would bet you anything, as long as they made it clear they had a warrant, this guy is going to be okay. You have a warrant come in. Instead, he’s under this impression that his house is subject to a hot robbery. Teddy Nappen 13:53 Yeah, by the way, it’s dark. Where were the, you know, badges, anything, just to say, anyone, you bust down the door and yelled police on that front. SWAT teams are trained in that engagement where you’re going in to a situation, clearing rooms, if you’re going to go in that hot. I mean, where’s the justification for that? Where the guy had no priors, nothing. It’s insane. Page – 6 – of 14 Evan Nappen 14:17 It is. And, you know, I visited the site at Waco. If you ever get out there, they have a memorial site. This is, of course, not official, but they have it there, and you can pay a visit. You know, the I saw the actual warrant for Koresh for the raid on Waco. The actual search warrant that they were using. And one of the lines that stuck out to me was where they said they observed, when they had their inside man, that he had subversive literature there. This is actually in the warrant, in the affidavit for the warrant. That he had subversive literature. And the subversive literature, written in the warrant, was Shotgun News and Soldier of Fortune Magazine. Did you know that that’s known as subversive literature? SOF and Shotgun News. Yeah. That was Janet Reno. She was the Attorney General back then. Whoof. Bad news, bad news. Evan Nappen 15:29 And those incidents, you think they would learn from these other horror shows that they conducted. Not to pull that again. But once Democrats are pushing it, especially as you point out, when they want to make an example, they will try to do something like this to push their agenda. I’m sure that was part of their motivation. We’ve seen them try to lay groundwork anytime they want to push an agenda. A great example of it is the so- called, which you don’t hear about anymore after the incident, as you recall the Fast and Furious Operation. With the Fast and Furious Operation, they were providing arms to the Narco terrorists. So, the U.S. Government, through them, gave arms that supposedly had trackers or something to arm the bad guys. And one of the arms ended up killing a Federal officer later. (https://www.grassley.senate.gov/news/news-releases/facts-are-stubborn-things-connection-between-fast-and-furious-and-agent-terrys) I think it was Terry. Brian Terry was his name. They ended up killing Terry with guns supplied by the Government. Now, why were they doing this? Well, they were pursuing an anti-Second Amendment agenda. Teddy Nappen 16:52 Wasn’t it the steel pipeline? Evan Nappen 16:54 Well, the iron pipeline. What it was they. At the same time that they had tried this Fast and Furious Operation, to try to somehow demonstrate that guns are flowing from the U.S. to Narco terrorists. That’s when they also put in the multiple rifle reporting requirements on the border states. And that’s also when they changed the 4473 where you have to either admit or deny your Hispanic heritage. This was all part of this approach that was the iron pipeline idea. It blew up in their face. So, they had to abandon it after Fast and Furious. But that was their evil plan back then. So, it wouldn’t surprise me that this was part of their propaganda campaign, and it ends up with this guy shot in the head. It’s just outrageous. Teddy Nappen 17:59 As I recall, I think it was the head of the operation, during some interview where he’s talking about it. How we planned to put GPS trackers into the firearms to see where they ended up. And did you? No. They just handed the guns, just handed them over. Yeah, then when they found it for some murder or Page – 7 – of 14 some crime, they’re like, oh yeah. They trace the serial number, and like, oh, that’s one of ours. Our bad! Whoopsie. Evan Nappen 18:27 Yeah, yeah. So, as long as the U.S. Government was arming Narco terrorists, that’s okay. Teddy Nappen 18:34 I know, right? Evan Nappen 18:35 And putting guns into. You know, you see from the Left, and this even reflects in the Southern Poverty Law Center. Well, we don’t really have enough racism. So, I guess we’ll pay racists to make sure, you know. Hence, you get Charlotteville and all those things happening. By a creation. by the Left, to create the issue for them to then create more intrusion, more laws, more of their agenda by doing these operations. This is their M.O. Teddy Nappen 19:11 Take it a step further, Dad. You have to remember when it comes to the Left, and this is just, they recruit the mentally ill. I’ll give you the best one. 45% of liberals describe their mental health as poor. 45%. That’s right from a pole. Evan Nappen 19:29 I think that’s low. Teddy Nappen 19:29 It probably is higher, but this is my point. They recruit the mentally ill. They scream and call people Nazis, fascists. They’re going to kill you. They’re gonna go after your family. They’re doing everything they can. Evan Nappen 19:30 Pedos. Smear with everything they can come up with. Smear, smear, smear. Make sure you populate the internet with all the smears. Make sure you have the paid protesters pushing the smears. I mean, their propaganda machine is second to none. Teddy Nappen 20:02 And then when one of them, who’s mentally ill enough to say, yeah, let’s do it. And then tries to run down a hallway and get shot down by an MP7. Thank you, Secret Service. Or another individual tries to shoot at our President, multiple times, different ones. Evan Nappen 20:20 No. Now they want to blame, somehow it’s President Trump’s fault. Teddy Nappen 20:25 Yeah, yeah. Page – 8 – of 14 Evan Nappen 20:26 You know what? Teddy Nappen 20:27 It’s so disgusting. Evan Nappen 20:31 Well, and it’s not just Democrats, but also, as you call the black pillars. They don’t help the situation. Teddy Nappen 20:37 They’re the, I like what Stephen Crowder calls them. They’re the woke Right, the horseshoe Right. They’re saying they’re all the same, man. They’re all the same. Look at the inroads that Trump has made, and imagine. Do you really want to give the other party that power where they’ll send in a hit squad to kill you because they think you’re illegally selling guns? That is what you want? No, thank you. Do not hand it. You’re a bunch of accelerationists thinking that we’re gonna really make change. No, you’re handing power to the individuals that want to destroy us. That is insane. Evan Nappen 21:16 I mean, you know, look back just under the Biden administration, what we put up with. Curtailing freedom of speech, with the conspiracies that are shown to be absolute lies against the President and against Republicans. I mean, the stuff they did is unbelievable. I guess you saw Dan Bongino talking about the burn bag that has all that information in it. They wanted to burn it, and somehow ended up not burned. Somebody, I think, didn’t want that to get burned. Somebody there wanted the truth. Teddy Nappen 21:55 You also have to remember the Twitter files. Mark Zuckerberg admitting that he was pressured by the Biden administration to censor Republicans and the pressure that Democrats in charge to censor Republican and conservative voices. The YouTube censorship. All the big tech censorship, all up and down. Now you’re saying, no, no. Let’s give this back to the Left. It’s no. You’re ridiculous if you think that is actually a good strategy. So, yeah. Evan Nappen 22:23 Well, Teddy. Let me tell you what’s going on this week at WeShoot. So, WeShoot has Smith and Wesson Bodyguards, the 2.0 Performance Center, Carry Comp. This is a pretty hot gun. It’s ultra concealable, which is very important in New Jersey. And it has upgraded performance center tuning and an integrated compensator that keeps recall flat and control high. They also have the Radian Ramjet and Afterburner Barrel and Comp, which is really the ultimate Glock upgrade. It transforms that platform to having reduced muzzle rise, faster follow up and next level shooting dynamics. They also are offering the Daniel Defense DDM4 MK18, which is a short barrel legend with military roots, and that gun will deliver unmatched reliability and maneuverability in tight spaces. And you don’t want to miss Karly Morgan, she’s the “Dirt Bike” All-American Girl, bringing raw energy, independence and fearless spirit to the WeShoot lifestyle. Proving, once again, that freedom isn’t just protected, it’s lived. Page – 9 – of 14 Evan Nappen 23:57 And by the way, WeShoot is running a Mother’s Day special promo, and they have some great deals going on there. WeShoot is the place. It’s an indoor range conveniently located in Lakewood, right off the Parkway. It’s where Teddy and I shoot, and we get our training there. You can get your training there, too. Get your necessary CCARE certificates for New Jersey carry. You can get any of the beginner to advanced training. WeShoot really has it all. It’s a great range, great place. We love it. You’ll love it, too. Check out. weshootusa.com, weshootusa.com. Evan Nappen 24:47 Let me also shamelessly promote my book, New Jersey Gun Law, the Bible of New Jersey gun laws. It’s over 500 pages, 120 topics, all question and answer to guide you through the matrix of insanity that we call New Jersey gun law. It’s all done in that question and answer format. You’ll get answers to your legal questions out of that book in writing by me. That’s right. An attorney who has dedicated his life to defending law-abiding New Jersey gun owners and trying to make it so we don’t commit GOFUs. Because New Jersey is loaded with them. And protect yourself, man. Knowledge is power. Go to EvanNappen com. You’ll see the big orange book there and get a copy today. Hey, what else, Teddy, is on your mind that you’ve discovered? Teddy Nappen 25:47 So, this one came up recently. As everyone’s favorite, I am Spartacus, Senator Cory Booker. One of his staffers decided to bring a his carry into the Capitol. And every time I see that individual, I think of, didn’t you debate Cory Booker? Evan Nappen 26:09 I did. I debated Corey Booker. Teddy Nappen 26:11 When what was it? Evan Nappen 26:13 I debated Cory Booker a number of years ago on TV. He came in, and we were arguing about New Jersey gun laws. They brought him in as, big surprise, for the anti-Second Amendment arguments. And I’ll tell you upfront, as a person, he’s a very personable guy. Like personable. Talking to him, he’s friendly. But, of course, you know, the anti-gun arguments always fail. This was no different. Teddy Nappen 26:46 He’s a Gavin Newsom. He’s slick. Evan Nappen 26:48 Right. He’s slick. But you know, unfortunately, their agenda is that of being anti-rights. They love to claim that they, oh, I support the Second Amendment, BUT. It’s always that, BUT. And the but is, I want to ban all guns or whatever. But they somehow support the Second Amendment, and they’ve never met a gun law they didn’t like. So, so much for that lie. Page – 10 – of 14 Teddy Nappen 27:11 I always think of the Left. They always try. If they ever took power and packed the court, they’re just going to go to the Second Amendment and go, look, that’s a comma. See that comma? That means we can pass whatever we want, like. Evan Nappen 27:32 Well, it’s a living document. It’s a living document. In a modern society, there’s no reason why anyone needs, whatever, fill in the blank. Teddy Nappen 27:44 Yeah. Fill in the blank. Evan Nappen 27:45 As if need has got anything to do with anything. Teddy Nappen 27:48 You know, like the ATF rolling up on your house and trying to assassinate you. Evan Nappen 27:52 Well, you know, what do you need a sports car for? What do you need a supercharged bass boat for? What do you need any. You know, we’re not a needs-based society. We’re not each according to their needs. That ain’t us. Okay? Needs ain’t about it, all right? Teddy Nappen 28:14 Well, the Socialist got nothing to do with it. Evan Nappen 28:17 Yeah, and they do. Evan Nappen 28:18 And that’s a growing movement. You know, you hear the term Democrat socialist. The only difference between a Democrat socialist and a socialist is a Democrat socialist is trying to impose socialism by way of our elections and the political process, to make a socialist. And make the same. Yeah. Teddy Nappen 28:41 They’re communists. They’re just communists. They literally. You had Bernie Sanders honeymooning in the USSR, and you had Sean Penn praising Venezuela. And what was it? Jane Fonda and Cuba praising the Cuban regime. Evan Nappen 29:00 Just recently, Jayapal, the legislator, was caught trying to figure out how they can get oil past the U.S. sanctions embargo to Cuba. (https://www.foxnews.com/video/6395078651112?utm_content=other&utm_source=flipboard) Isn’t that great? Just try to undermine our foreign policy. Isn’t that cute? Page – 11 – of 14 Teddy Nappen 29:00 You know, some might say that would be aiding a foreign adversary, but, you know. Evan Nappen 29:25 Right. Yeah. I mean, who knows, but somehow they just keep on going with this stuff, with our enemies. With folks that are opposed to what has created the greatest standard of living in the history of humanity, and that is capitalism. Teddy Nappen 29:48 But going back to it Cory Booker. His staffer was a retired law enforcement officer. He had the gun on him, and he went into the Capitol. He was arrested last year, and of course, the charges were dropped without any consequences lingering. And now the debate on whether he could carry or not, I went. Evan Nappen 30:08 He may have been retired law enforcement. I don’t know if LEOSA applied in that particular situation in law enforcement safety. Teddy Nappen 30:17 Yeah, I pulled it from the U.S. Capitol Police. Their rules are all weapons are prohibited, even if you are a retired law enforcement officer. Evan Nappen 30:28 So, I don’t know how it got dismissed. Teddy Nappen 30:32 Well, you know why. Evan Nappen 30:35 Yeah, exactly. Teddy Nappen 30:36 But it could have been, the minutia of the staffer had gotten permission. Apparently, if you meet certain requirements, you could have, but it didn’t seem, there was no mention if he even met the requirements. Doesn’t matter. They just walked away the charges. It’s right there with, uh, Mr. Pull the fire alarm because I don’t understand how to open a door. What was his name? Evan Nappen 30:56 I don’t remember. But yeah, yeah, right, yeah. Teddy Nappen 30:59 Like that. Yeah. Charges dropped. But this is the thing. It’s always about the elitism. Where you have, here’s someone extremely anti-gun pushing the anti-gun agenda. Right here, the newest article right from them. U.S. Senator Cory Booker leads colleagues renewed push to establish safety standards for Page – 12 – of 14 firearms in an effort to save lives. Pushing a new bill right here. They’re going to add the Firearms Safety Act. It creates a Consumer Product Safety Act that was first passed in 1972. It corrects the gap. Evan Nappen 31:36 The gap, the so-called gap. What it is they want this mechanism in the Government so that they can ban guns via Consumer Protection. The idea is to abuse Consumer Protection laws, and you see New Jersey doing this state side. They’re alleging the Consumer Protection violations under state law against legitimate dealers, gun makers, etc. So, beware. This is yet a further angle that they’re pursuing to take away our rights. It’s the movement of gun rights suppression is to go at every angle. Whether they can link guns to a health care problem, whether they can link guns to a consumer protection problem, whether they can, you know, anything they can somehow tag it on with that’s what they try to do to expand their suppression of our rights. It’s classic tactics by those that oppose the Second Amendment. Teddy Nappen 32:53 Well, what they’re trying to do is create and I’ve coined this term. I don’t know who else coined it, but I like it. Gun deserts. They are trying to, the Left are trying to, the Left are trying to push the stupid argument of a food desert, which you can have food delivered very easily. From what they’re doing, going after gun dealers in Jersey, making extremely hard to even open a shop. I’m taking this term gun desert. They’re trying to create gun deserts. Making it extremely hard to get a firearm. Because they know they can’t win on the legislation and our rights, so now they’re just going to sue our rights away by going after the very people. Evan Nappen 33:26 And what’s interesting, one of the regs being put forward, actually a combination of them, federally, will, and I haven’t read the text, but apparently, what they’re looking to do is have the 4473 computerized. Then you’ll be able to purchase a gun online, and the firearm can actually be delivered to your door. Now, I don’t know how that might work under New Jersey state law, probably not able to do it. But in many, many states, it will be feasible if it first goes through a dealer. They’ve recently allowed guns to be shipped even via the post office. Of course, it’s regulated how to do it, but there was at one point a complete ban. That’s no longer the case. Evan Nappen 34:20 And if they get this electronically set up and they change the rules, they can allow it. Right now, for example, you can buy a suppressor and have it go directly to your door. They’ve set up a network of dealers in suppressor-legal states. These companies like Silencer Central, etc, they’re able to process your NFA form online. They have an interface to the e-forms for the federal government. You can do the prints by way of a computer, and then once everything gets approved, you’re literally mailed your suppressor to your door. Now, of course, not in New Jersey. New Jersey has a state ban on suppressors, but that is currently being challenged as to its constitutionality. So, this is where we’re at. There is still good hope. I still am optimistic, seeing these fundamental changes take place federally, and we’re seeing victories politically still happening. The fight is full bore in the courts. Don’t lose hope. We are winning slowly but surely. We’re gaining ground in many of these areas, even though these Page – 13 – of 14 problems are still there that need to be addressed. But the good news is it is a new day when it comes to the ability to have the tools to fight for rights. Evan Nappen 36:06 And that’s something I’ve seen over four decades of gun law practice, my friends. I see it. I remember way back when I started, you couldn’t even find a law journal article that spoke about the individual right to keep and bear arms. And frankly, thanks to the NRA, let’s give credit where credit is due. Early on, they pushed the academic side of researching the truth about our Second Amendment rights, and that became critical in the Heller decision and decisions that have followed from Heller. Having that depth of historic scholarly research on our rights, which 40 years ago didn’t exist, did not exist, because it had been suppressed and ignored. Look, I started my practice with a very you know, I became an attorney, and I had the honor of working for the very first firearm law firm in America, which was Benenson, Kates & Hardy. There was no such thing prior to that of a firearm law firm. And back in those days, you know, another attorney would ask, what kind of law do you practice? I’d say, you know, firearm law. They go, what? What do you mean firearm law? They wouldn’t even know what it was. Couldn’t even wrap their head around it. Evan Nappen 37:44 And now, of course, with the Supreme Court decisions and this growth of challenges, etc, you see a completely different view and understanding of what firearm law means and its importance, and the practice of gun law is accepted. I remember at one point in the old Red Book, they called it, where they list lawyers by categories. And I said, hey, I want a listing of firearm law. They said, we don’t have firearm law. I said well make the category firearm law, because it even exist as a practice area, right that you would focus on for your practice. So there’s been a lot of advancement. The fight is, of course, on, but this is, this is where we are. It is interesting looking back and seeing and I do believe that we will succeed. We will succeed. Truth is on our side. Truth is absolutely on our side, and the day when we no longer have to be victims, but can be defenders, and not just our right to keep their arms being respected, but our right to self defense being respected, because that too is protected by the Second Amendment our right to defense. And don’t take that lightly, because throughout the rest of the world, particularly in the formerly Great Britain, use a gun to defend yourself. You get arrested, charged and prosecuted for using a firearm to defend yourself, right? That’s where our rights are critical, not just having the hardware to do it, but also the legal and lawful ability to do it, and our self defense laws, though, still need to be changed and worked on. Matter of fact, Teddy, we were talking about that, weren’t we? Teddy Nappen 39:56 Yeah, one of the big things we were discussing as well as back from the previous podcast. One of the previous episodes, we were talking about the right of defense of property. I felt that there should be a change in the law. I know you always said “life wins over property”, but. Evan Nappen 40:16 It does. Page – 14 – of 14 Teddy Nappen 40:16 There needs to be. Correct. But there needs to be a deterrence, because right now, heavy amounts of robberies, car jack, like carjacking, the car theft. It’s one of those where I always looked at Jeff Cooper’s quote. I always think to that quote. The criminal does not fear the police. The criminal does not fear the courts. The criminal must learn to fear the victim. That is the only way I can see us solving this issue of crime. To deter the individuals. Knowing, oh, my G-d, if I do this, I might get my head blown off. Evan Nappen 40:56 So, you’re right, and that brings us to the GOFU. The GOFU, of course, is the Gun Owner Fuck Up. We look at mistakes and things to be very concerned about, where others have paid a dear price. And that is important when it comes to self-defense. Because self-defense in the law is known as justification for the use of force. And what a lot of folks don’t realize is that self-defense or justification for the use of force is an affirmative defense. And when something is an affirmative defense in law, it means the burden of proof initially shifts to the defendant. So, if you use force, deadly force, if you use that even though you may say, hey, it was self-defense, the burden of proof is on you to be able to prove that you were reasonable. And that reasonableness of your force gets determined by those 12 people who aren’t smart enough to avoid jury duty. So, you better be very reasonable. And the problem is if you depart from that knowledge where you are essentially guilty until proven innocent, and you better realize that if you pull that trigger, the burden of proof is, under our current laws, on you. Evan Nappen 42:35 Now, that’s not everywhere, believe it or not. In Florida, for example, they have put that burden back on the state initially before they can even proceed with the prosecution. They first have to demonstrate that you were not justified in using force, at least to the degree of making their initial charges. But in New Jersey and most other states, it is still an affirmative defense, where, in essence, you’re guilty until proven innocent. Make sure you know the self-defense laws. Make sure that your fear was reasonable. Make sure it was justified under the laws. Because, if not, you’re going to pay a very steep price. Evan Nappen 43:29 Hey, this is Evan Nappen and Teddy Nappen reminding you that gun laws don’t protect honest citizens criminals. They protect criminals from honest citizens. Speaker 2 43:40 Gun Lawyer is a CounterThink Media production. The music used in this broadcast was managed by Cosmo Music, New York, New York. Reach us by emailing Evan@gun.lawyer. The information and opinions in this broadcast do not constitute legal advice. Consult a licensed attorney in your state. Downloadable PDF TranscriptGun Lawyer S5 E289_Transcript About The HostEvan Nappen, Esq.Known as “America's Gun Lawyer,” Evan Nappen is above all a tireless defender of justice. Author of eight bestselling books and countless articles on firearms, knives, and weapons history and the law, a certified Firearms Instructor, and avid weapons collector and historian with a vast collection that spans almost five decades — it's no wonder he's become the trusted, go-to expert for local, industry and national media outlets. Regularly called on by radio, television and online news media for his commentary and expertise on breaking news Evan has appeared countless shows including Fox News – Judge Jeanine, CNN – Lou Dobbs, Court TV, Real Talk on WOR, It's Your Call with Lyn Doyle, Tom Gresham's Gun Talk, and Cam & Company/NRA News. As a creative arts consultant, he also lends his weapons law and historical expertise to an elite, discerning cadre of movie and television producers and directors, and novelists. He also provides expert testimony and consultations for defense attorneys across America. 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3/3: Preview for Later Today: Liz Peek analyzes AI's impact on labor, noting that while productivity increases may reduce hiring, human oversight remains vital to correct errors and ensure accuracy.

What happens when you mix internet chaos, misguided financial advice, and sports betting? We react to wild financial advice online from buying a Ferrari instead of the S&P 500 to learning how to acquire a $600,000-profit business with just $50,000 and a tired owner. An episode packed with both comedy and real financial education. Discover why buy-and-hold index investing still builds more millionaires than any Ferrari scheme, why a FICO score can be a valuable asset, and why real estate isn't as passive as some make it sound. Plus, we break down the kernel of truth in the "save $5 a day, then buy a business" strategy and where it can fall off the rails. Join us as we debate extreme takes on debt and investing, and highlight practical tools (the Financial Order of Operations) that can help you build a smarter path for financial independence. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Jump start your journey with our FREE financial resources⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Reach your goals faster with our products⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Take the relationship to the next level: become a client⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe on YouTube for early access and go beyond the podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Connect with us on social media for more content⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Bring confidence to your wealth building with simplified strategies from The Money Guy. Learn how to apply financial tactics that go beyond common sense and help you reach your money goals faster. Make your assets do the heavy lifting so you can quit worrying and start living a more fulfilled life.   Learn more about your ad choices. Visit megaphone.fm/adchoices