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Bulwark Capital https://KnowYourRiskPodcast.comRegister now for the FREE “Cutting Through Market Noise" live webinar April 2nd at 3:30pm Pacific.Renue Healthcare https://Renue.Healthcare/ToddYour journey to a better life starts at Renue Healthcare. Visit https://Renue.Healthcare/Todd Bonefrog https://BonefrogCoffee.com/ToddGet the new limited release, The Sisterhood, created to honor the extraordinary women behind the heroes. Use code TODD at checkout to receive 10% off your first purchase and 15% on subscriptions.LISTEN and SUBSCRIBE at:The Todd Herman Show - Podcast - Apple PodcastsThe Todd Herman Show | Podcast on SpotifyWATCH and SUBSCRIBE at: Todd Herman - The Todd Herman Show - YouTubeAnthropic's AI Is Acting Like The Devil - Faith & Facts // The Whitehouse's War-as-Video Game Tweet: What Would Jesus See? Faith & Flag // Is Ted Cruz Correct About Groypers Weaponizing “Christ is King?” Episode Links:Elon Musk just confirmed when humans exit the AI development loop entirely. Not eventually. Not theoretically. He gave a date.Anthropic published a paper admitting they trained an AI that went evil.The Whitehouse Thinks War Is Cool Like A Video GameTed Cruz says the phrase “Christ is King” is now considered offensive because it's being used online in an antisemitic way. According to Cruz, the phrase has been twisted into an anti-Jewish code used to target JewsCharlie Kirk's now final interview: he criticised Israel to Ben Shapiro's faceWhat Does God's Word Say?Matthew 23:3737 “Jerusalem, Jerusalem, you who kill the prophets and stone those sent to you, how often I have longed to gather your children together, as a hen gathers her chicks under her wings, and you were not willing..

In this episode we rewatch and then talk about Spy Game. What's the password? Correct! You may enter.Thank you so much for listening. Connect with us and let us know what you think of the show!Get Dinner with the Heelers merch! At Dashery by TeePublic you can get shirts (and all sorts of other cool things) with Dinner with the Heelers artwork. Grab yours today!Get ad-free episodes via Patreon for only $1 a month: patreon.com/theblueypodcastCheck out this video about how our podcast is made:TikTok: https://www.tiktok.com/@theblueypodcast/video/7370492256005950766Instagram: https://www.instagram.com/reel/C7NKLQhAIUv/A huge thank you to Ryanna Larson (Instagram: @blueyfamilyportraits) for the amazing show cover art. Connect with her on Instagram to commission a portrait for your family!Website: theblueypodcast.comPatreon: patreon.com/theblueypodcastTikTok: @theblueypodcastTwitter: @theblueypodcastInstagram: @theblueypodcastFacebook: Dinner with the HeelersEmail: blueypodcast@gmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/dinner-with-the-heelers-a-bluey-podcast--6729926/support.

Are you being a nice leader when your business actually needs a clear leader? In this episode of SoTellUs Time, we break down the real danger of "nice" leadership in business and why being too accommodating can quietly damage team performance, accountability, culture, and business growth. Many business owners avoid hard conversations because they do not want to hurt feelings, create conflict, or seem too harsh. But when leaders tolerate missed deadlines, poor performance, bad attitudes, and low standards for too long, the cost is high. Your best employees get frustrated, expectations become unclear, productivity drops, and the business suffers. This episode is for entrepreneurs, small business owners, managers, team leaders, and executives who want to lead with more confidence, improve communication, strengthen company culture, and create a high-performing team without becoming cold or uncaring. We cover the critical difference between nice leadership vs kind leadership, why so many business owners fall into the trap of over-accommodating employees, and what strong but respectful leadership actually looks like in the real world. You'll learn why: Avoiding difficult conversations makes leadership problems worse Over-accommodating poor performance hurts your best employees Lack of accountability creates confusion and weakens culture Clear expectations reduce tension and improve team performance Respectful honesty builds stronger teams than passive leadership Strong leadership is not about being mean, it is about being clear We also share a simple framework for handling difficult employee conversations with confidence, including how to: Address repeated lateness Correct missed deadlines Explain the impact of poor performance Reset expectations clearly Offer support without lowering standards If you have ever thought: "I don't want to hurt their feelings." "Maybe it will get better on its own." "They're going through a lot." …this episode will help you understand why delayed leadership creates bigger problems later, and how to replace "nice" leadership with clear, kind, accountable leadership that helps both your team and your business grow. In this episode, we discuss: The danger of nice leadership in business Why leaders avoid confrontation The difference between nice and kind leadership Leadership communication skills for business owners How accountability improves company culture Why high performers leave when standards are inconsistent How to set clear expectations with employees How to handle difficult conversations at work Leadership mistakes that hurt small businesses How to lead with clarity, respect, and confidence Timestamps: 00:00 – The danger of "nice" leadership 01:00 – When avoiding the issue makes it worse 02:00 – Nice leadership vs kind leadership 05:00 – Why business owners fall into the nice leader trap 08:00 – The hidden costs of avoiding accountability 12:00 – What strong and respectful leadership looks like 15:00 – A practical script for difficult conversations 16:30 – Final takeaway: clarity is kindness in leadership If you are building a business and want better systems, better communication, better leadership, and better customer experiences, this episode is for you. On SoTellUs Time, we talk about business growth, leadership, marketing, customer experience, team development, accountability, reviews, automation, and strategies to help business owners scale smarter. Subscribe for more episodes on: leadership development, small business growth, entrepreneurship, team accountability, employee management, customer service, business systems, marketing strategy, reviews, and operational excellence. Subscribe to SoTellUs Time: https://www.youtube.com/@sotellus Learn more about SoTellUs: https://www.sotellus.com If this episode helped you, leave a comment with this word: CLARITY Tell us: Have you ever waited too long to address a team issue? #Leadership #BusinessLeadership #SmallBusiness #Entrepreneurship #Management #TeamLeadership #EmployeeAccountability #CompanyCulture #BusinessGrowth #SoTellUsTime danger of nice leadership, nice leadership in business, leadership accountability, clear leadership, kind leadership, leadership communication, difficult conversations with employees, how to hold employees accountable, leadership tips for business owners, employee performance management, business leadership skills, small business leadership, team accountability, company culture problems, entrepreneur leadership advice, managing poor performance, leadership training for entrepreneurs, workplace accountability, leadership clarity, business growth leadership

Episode Overview: Dlaczego Kłamiemy (Why We Lie) This episode explores vocabulary related to lying (kłamstwo), truth (prawda), trust (zaufanie), and human behavior (zachowanie człowieka) in Polish. We dive into how to discuss deception, honesty, social masks, and the complex reasons people hide the truth – all in practical, everyday Polish.   Welcome to the Learn Polish Podcast – your immersive gateway to mastering Polish through real conversations, cultural insights, and practical everyday language. Each episode blends authentic Polish dialogue with clear English explanations, helping you build vocabulary naturally while exploring Polish psychology, social dynamics, and human behavior topics. Whether you're a complete beginner or advancing your skills, join us as we make learning Polish engaging, practical, and fun. From lying (kłamstwo) to truth (prawda), we cover the phrases you actually need for deeper conversations. Find more episodes, lesson materials, and resources at www.learnpolishpodcast.com. You can also find us on YouTube, Spotify, and Rumble. Looking for virtual assistance? Visit va.world. Join our school groups – links in the show notes. Need lessons in Polish or Spanish from Ania? Check the links for both audio and video content.   English Polish Pronunciation Example Usage Lie (noun) Kłamstwo kwahm-STVO To jest kłamstwo. (This is a lie.) Lie (verb) Kłamać KWA-mach On kłamie. (He is lying.) Liar Kłamca KWAHM-tsah On jest kłamcą. (He is a liar.) Truth Prawda PRAHV-dah Mów prawdę. (Tell the truth.) True Prawdziwy prahv-DZEE-vih Prawdziwa historia. (True story.) False Fałszywy fow-SHIH-vih Fałszywe informacje. (False information.) Trust Zaufanie zow-FAH-nyeh Mam zaufanie. (I have trust.) Distrust Nieufność nyeh-uf-NOSHCH Nieufność do ludzi. (Distrust of people.) Honesty Uczciwość oo-CHCHEEV-oshch Cenię uczciwość. (I value honesty.) Dishonesty Nieuczciwość nyeh-oo-CHCHEEV-oshch Nieuczciwość boli. (Dishonesty hurts.) Deception Oszustwo oh-SOOST-vo To było oszustwo. (That was deception.) Deceive Oszukiwać o-soo-KEE-vach On oszukuje. (He deceives.) Secret Sekret SEH-kret To mój sekret. (This is my secret.) Hide (verb) Ukrywać oo-KRIH-vach Ukrywam prawdę. (I hide the truth.) Mask Maska MAH-skah Nosimy maski. (We wear masks.) Face Twarz tfarsh Prawdziwa twarz. (True face.) Behavior Zachowanie za-kho-VAH-nyeh Dziwne zachowanie. (Strange behavior.) Action Działanie dzyah-WAH-nyeh Twoje działania. (Your actions.) Reaction Reakcja reh-AK-tsya Reakcja na kłamstwo. (Reaction to the lie.) Emotion Emocja eh-MO-tsya Ukrywać emocje. (Hide emotions.) Feeling Uczucie oo-CHOO-tseh Prawdziwe uczucia. (True feelings.) Thought Myśl mishl Moje myśli. (My thoughts.) Belief Przekonanie psheh-ko-NAH-nyeh Moje przekonania. (My beliefs.) Opinion Opinia o-PEE-nya Twoja opinia. (Your opinion.) Judgment Osąd O-soont Nie osądzaj. (Don't judge.) Guilt Wina / Poczucie winy VEE-nah / po-CHOO-tseh VEE-nih Czuję winę. (I feel guilt.) Shame Wstyd vstit To wstydliwe. (It's shameful.) Fear Strach strakh Strach przed prawdą. (Fear of truth.) Shame (verb) Wstydzić się vsti-DZEECH sheh Wstydzę się. (I'm ashamed.) Protect Chronić HRO-neech Chronię siebie. (I protect myself.) Defense Obrona ob-RO-nah Mechanizm obronny. (Defense mechanism.) Mechanism Mechanizm meh-KHAH-nizm Mechanizm obronny. (Defense mechanism.) Reason Powód PO-voot Jaki powód? (What reason?) Purpose Cel tsel Jaki cel? (What purpose?) Intention Zamiar ZAH-myahr Mój zamiar. (My intention.) Motive Motyw MO-tif Ukryty motyw. (Hidden motive.) Benefit Korzyść KO-zishch Jaka korzyść? (What benefit?) Advantage Zaleta zah-LEH-tah Zaleta kłamstwa. (Advantage of lying.) Disadvantage Wada / Niedogodność VAH-dah / nyeh-dog-OD-noshch Wada kłamstwa. (Disadvantage of lying.) Consequence Konsekwencja kon-seh-KVEN-tsya Konsekwencje kłamstw. (Consequences of lies.) Result Wynik VIH-nik Wynik działania. (Result of action.) Evidence Dowód DO-voot Brak dowodów. (No evidence.) Proof Dówód / Potwierdzenie do-Voot / pot-vyer-DZEN-yeh Potrzebuję dowodu. (I need proof.) Doubt Wątpliwość vont-PLEEV-oshch Mam wątpliwości. (I have doubts.) Suspicion Podejrzenie po-deh-ZHEN-yeh Moje podejrzenia. (My suspicions.) Accusation Oskarżenie o-skar-ZHEN-yeh Fałszywe oskarżenie. (False accusation.) Forgiveness Wybaczenie vih-bah-CHEN-yeh Proszę o wybaczenie. (I ask for forgiveness.) Apology Przeprosiny psheh-pro-SEE-nih Moje przeprosiny. (My apologies.) Admit Przyznać się pshi-ZNAHCH sheh Przyznaję się. (I admit.) Deny Zaprzeczać zah-PSHEH-chach On zaprzecza. (He denies.) Confess Wyznać vih-ZNAHCH Wyznaję prawdę. (I confess the truth.) Expose Odsłonić / Ujawnić od-SWO-neech / oo-YAV-neech Odsłonić prawdę. (Expose the truth.) Reveal Ujawnić oo-YAV-neech Ujawnić sekret. (Reveal the secret.) Discover Odkryć od-KRIHCH Odkryć kłamstwo. (Discover the lie.) Realize Zdać sobie sprawę / Uświadomić sobie ZDAHCH SOH-byeh SPRAH-veh / oo-shvah-DO-meech SOH-byeh Zdałem sobie sprawę. (I realized.) Understand Rozumieć ro-ZOO-myech Rozumiem dlaczego. (I understand why.) Accept Akceptować ak-tsep-TO-vach Akceptuję prawdę. (I accept the truth.) Change Zmiana ZMYAH-nah Czas na zmianę. (Time for change.) Growth Rozwój roz-VOOY Osobisty rozwój. (Personal growth.) Self Ja / Siebie yah / SHEH-byeh Moje prawdziwe ja. (My true self.) Ego Ego EH-go Moje ego. (My ego.) Identity Tożsamość toh-shah-MOSHCH Moja tożsamość. (My identity.) Image Wizerunek vee-zeh-ROO-nek Publiczny wizerunek. (Public image.) Reputation Reputacja re-poo-TA-tsya Moja reputacja. (My reputation.) Social Społeczny spo-WECH-nih Normy społeczne. (Social norms.) Society Społeczeństwo spo-weh-CHEN-stvo W naszym społeczeństwie. (In our society.) Culture Kultura kool-TOO-rah Kultura kłamstwa. (Culture of lying.) Relationship Relacja / Związek re-LA-tsya / ZVYON-zek Relacje z ludźmi. (Relationships with people.) Communication Komunikacja ko-moo-nee-KA-tsya Sztuka komunikacji. (Art of communication.) Conversation Rozmowa roz-MO-vah Szczera rozmowa. (Honest conversation.) Silence Cisza CHEE-shah Niekomfortowa cisza. (Uncomfortable silence.) Speak Mówić MOO-veech Mów prawdę. (Speak the truth.) Listen Słuchać SWOO-hach Słuchaj uważnie. (Listen carefully.) Hear Słyszeć SWIH-sheh Słyszę cię. (I hear you.) See Widzieć VEE-dyech Widzę prawdę. (I see the truth.) Look Patrzeć PAH-tcheh Patrz na mnie. (Look at me.) Watch Obserwować ob-ser-VO-vach Obserwuję zachowanie. (I watch behavior.) Notice Zauważyć zow-NAH-vihch Zauważyłem kłamstwo. (I noticed the lie.) Recognize Rozpoznać roz-POZ-nach Rozpoznać kłamcę. (Recognize the liar.) Remember Pamiętać pah-MYEN-tach Pamiętam prawdę. (I remember the truth.) Forget Zapomnieć zah-POM-nyech Zapomnieć kłamstwo. (Forget the lie.) Forgive Wybaczyć vih-BAH-chih Wybaczam ci. (I forgive you.) Trust (verb) Ufać OO-fach Ufam ci. (I trust you.) Believe Wierzyć VYEH-zihch Wierzę w ciebie. (I believe in you.) Doubt (verb) Wątpić VONT-peech Wątpię w to. (I doubt it.) Question Kwestionować / Pytać kves-tyo-NO-vach / PIH-tach Kwestionować wszystko. (Question everything.) Answer Odpowiedź od-PO-vyesh Szczera odpowiedź. (Honest answer.) Ask Pytać PIH-tach Pytaj o prawdę. (Ask about the truth.) Tell Powiedzieć po-VYEH-dyech Powiedz prawdę. (Tell the truth.) Say Mówić / Powiedzieć MOO-veech / po-VYEH-dyech Co chcesz powiedzieć? (What do you want to say?) Mean Znaczyć ZNAH-chih Co to znaczy? (What does it mean?) Explain Wyjaśnić vih-YASH-neech Wyjaśnij mi. (Explain to me.) Understand (noun) Zrozumienie zro-zoo-MYEN-yeh Brak zrozumienia. (Lack of understanding.) Misunderstanding Nieporozumienie nyeh-po-ro-zoo-MYEN-yeh To nieporozumienie. (This is a misunderstanding.) Conflict Konflikt KON-flikt Konflikt z prawdą. (Conflict with truth.) Resolution Rozwiązanie roz-vy-ZA-nyeh Rozwiązanie problemu. (Resolution of the problem.) Peace Spokój SPO-kooy Wewnętrzny spokój. (Inner peace.) Harmony Harmonia har-MO-nya Harmonia z prawdą. (Harmony with truth.) Authentic Autentyczny ow-ten-TIH-nih Autentyczny człowiek. (Authentic person.) Genuine Prawdziwy / Szczery prahv-DZEE-vih / SHCHEH-rih Szczery człowiek. (Genuine person.) Sincere Szczery SHCHEH-rih Szczere przeprosiny. (Sincere apologies.) Fake Fałszywy / Sztuczny fow-SHIH-vih / SHTOOCH-nih Fałszywy uśmiech. (Fake smile.) Real Prawdziwy / Rzeczywisty prahv-DZEE-vih / zheh-CHIH-vistih Prawdziwa twarz. (Real face.) Natural Naturalny nah-too-RAHL-nih Naturalne zachowanie. (Natural behavior.) Artificial Sztuczny SHTOOCH-nih Sztuczny świat. (Artificial world.) Deep Głęboki gwem-BO-kee Głęboka prawda. (Deep truth.) Surface Powierzchnia / Powierzchowny po-vyer-HNYAH / po-vyer-HHOV-nih Powierzchowna prawda. (Surface truth.) Complex Złożony ZWO-zho-nih Złożona sytuacja. (Complex situation.) Simple Prosty PRO-stih Prosta prawda. (Simple truth.) Complicated Skomplikowany skom-plee-KO-vah-nih Skomplikowana relacja. (Complicated relationship.) Clear Jasny YAH-snih Jasna sprawa. (Clear matter.) Confused Zmieszany zmyeh-SHAH-nih Jestem zmieszany. (I'm confused.) Certain Pewny PEHV-nih Jestem pewny. (I'm certain.) Uncertain Niepewny nyeh-PEHV-nih Jestem niepewny. (I'm uncertain.) Sure Pewny / Na pewno PEHV-nih / nah PEHV-no Na pewno? (For sure?) Maybe Może MO-zheh Może tak, może nie. (Maybe yes, maybe no.) Probably Prawdopodobnie prahv-do-POD-ob-nyeh Prawdopodobnie tak. (Probably yes.) Possibly Możliwie MOZH-li-vyeh Wszystko jest możliwe. (Everything is possible.) Impossible Niemożliwe nyeh-mozh-LI-vyeh To niemożliwe. (That's impossible.) Possible Możliwe mozh-LI-vyeh To możliwe. (That's possible.) Right Prawo / Prawidłowy / Słuszny PRAH-vo / prah-vee-DWO-vih / SWOOCH-nih Masz rację. (You're right.) Wrong Zło / Nieprawidłowy / Błędny zwo / nyeh-prah-vee-DWO-vih / BWEN-dnih Masz błąd. (You're wrong.) Correct Poprawny po-PRAHV-nih Poprawna odpowiedź. (Correct answer.) Incorrect Niepoprawny nyeh-po-PRAHV-nih Niepoprawna informacja. (Incorrect information.) Good Dobry DO-brih Dobry człowiek. (Good person.) Bad Zły zwih Zły uczynek. (Bad deed.) Moral Moralny mo-RAHL-nih Moralny dylemat. (Moral dilemma.) Immoral Niemoralny nyeh-mo-RAHL-nih Niemooralne zachowanie. (Immoral behavior.) Ethical Etyczny eh-TIH-ch-nih Etyczna decyzja. (Ethical decision.) Unethical Nieetyczny nyeh-eh-TIH-ch-nih Nieetyczne postępowanie. (Unethical conduct.) Legal Legalny leh-GAHL-nih Legalne działanie. (Legal action.) Illegal Nielegalny nyeh-leh-GAHL-nih Nielegalne działanie. (Illegal action.) Allowed Dozwolone doz-vo-LO-neh To jest dozwolone. (This is allowed.) Forbidden Zabronione zah-bro-NEE-oneh To jest zabronione. (This is forbidden.) Permission Pozwolenie poz-vo-LEN-yeh Mam pozwolenie. (I have permission.) Prohibition Zakaz ZAH-kahs Zakaz kłamstwa. (Prohibition of lying.) Rule Zasada zah-SAH-dah Zasada uczciwości. (Rule of honesty.) Exception Wyjątek vih-YON-tek Wyjątek od reguły. (Exception to the rule.) Norm Norma NOR-mah Społeczna norma. (Social norm.) Standard Standard STAN-dahrt Wysoki standard. (High standard.) Expectation Oczekiwanie o-cheh-kee-VAH-nyeh Twoje oczekiwania. (Your expectations.) Pressure Presja PREH-shah Presja społeczna. (Social pressure.) Stress Stres strehs Stres przed kłamstwem. (Stress before lying.) Anxiety Lęk / Niepokój wenk / nyeh-PO-kooy Lęk przed prawdą. (Anxiety about truth.) Comfort Komfort KOM-fort Strefa komfortu. (Comfort zone.) Discomfort Dyskomfort / Niekonfort dis-KOM-fort / nyeh-kom-FORT Poczucie dyskomfortu. (Feeling of discomfort.) Safety Bezpieczeństwo beh-pyeh-CHEHN-stvo Poczucie bezpieczeństwa. (Feeling of safety.) Danger Niebezpieczeństwo nyeh-beh-pyeh-CHEHN-stvo Niebezpieczeństwo prawdy. (Danger of truth.) Risk Ryzyko RIH-zih-ko Ryzyko kłamstwa. (Risk of lying.) Reward Nagroda nah-GRO-dah Nagroda za prawdę. (Reward for truth.) Punishment Kara KAH-rah Kara za kłamstwo. (Punishment for lying.) Consequence Konsekwencja kon-seh-KVEN-tsya Konsekwencje działania. (Consequences of action.) Cause Przyczyna pshih-CHIH-nah Przyczyna kłamstwa. (Cause of lying.) Effect Efekt / Skutek EH-fekt / SKOO-tek Efekt uboczny. (Side effect.) Reason Powód PO-voot Główny powód. (Main reason.) Excuse Wymówka vih-MOOF-kah Słaba wymówka. (Weak excuse.) Justification Uzasadnienie oo-zah-sahd-NYEN-yeh Uzasadnienie kłamstwa. (Justification of lying.) Rationalization Racjonalizacja rah-tsy-o-nah-li-ZA-tsya Racjonalizacja zachowania. (Rationalization of behavior.) Denial Zaprzeczenie zah-PSHEH-cheh-nyeh Zaprzeczenie rzeczywistości. (Denial of reality.) Projection Projekcja pro-YEK-tsya Projekcja winy. (Projection of guilt.) Rationalization Racjonalizacja rah-tsy-o-nah-li-ZA-tsya Mechanizm obronny. (Defense mechanism.)     Polish English To jest kłamstwo. This is a lie. Mów prawdę. Speak the truth. Mam zaufanie. I have trust. On kłamie. He is lying. Ukrywam prawdę. I hide the truth. Chronię siebie. I protect myself. Dlaczego kłamiemy? Why do we lie? Jaki powód? What reason? Jaka korzyść? What benefit? Rozumiem dlaczego. I understand why. Wybaczam ci. I forgive you. Ufam ci. I trust you. Prawdziwa twarz. True face. Mechanizm obronny. Defense mechanism. Społeczna norma. Social norm. Presja społeczna. Social pressure. Strefa komfortu. Comfort zone. Osobisty rozwój. Personal growth. Szczera rozmowa. Honest conversation. Czas na zmianę. Time for change.

First Take resumes with a SHOCKER. Jaylen Brown logged another complaint, this time about SGA's foul baiting. Does the second best player on the Celtics have a point? (0:00) Then, Kyler Murray agreed to a one year deal with the Minnesota Vikings. Can KOC turn the former number one overall pick's career around? (25:20) Next, Seth Greenberg previews Duke's massive semifinal matchup vs Clemson. Can they survive without Caleb Foster? Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's wrestling news, including...Jamie Hayter Is 100% Correct About Women's Wrestling!MJF On WrestleMania Moments!Ex-WWE Star Turned Down AEW!WWE Star NOT Released?!ENJOY!Follow us on Twitter:@AdamWilbourn@AndyHMurray@WhatCultureWWE Hosted on Acast. See acast.com/privacy for more information.

EXCLUSIVE NordVPN Deal ➼ https://nordvpn.com/cultaholic Try it risk-free now with a 30-day money-back guaranteeMaffew, Ross, and Joel are here with this week's Cultaholic Wrestling Podcast including their reviews of WWE SmackDown, NXT Vengeance Day, Raw, NXT and AEW Dynamite. They will also be answering the big question - Is Cody Rhodes vs Randy Orton The Correct WWE WrestleMania Match?JOIN US and hit SUBSCRIBE!PATREON: https://www.patreon.com/cultaholicWEB: https://cultaholic.com/MERCH: https://www.cultaholicshop.comTWITCH: https://twitch.tv/CultaholicTWITTER/X: https://www.twitter.com/CultaholicFACEBOOK: https://www.facebook.com/CultaholicINSTAGRAM - https://www.instagram.com/cultaholicwrestlingWHATSAPP: https://www.cultaholic.com/whatsappDISCORD - https://www.cultaholic.com/discordCAMEO - https://www.cultaholic.com/cameoPODCASTS - Spotify: https://open.spotify.com/show/7yTfgtZJGF0J3ya3dETWfx - Apple Podcasts: https://podcasts.apple.com/gb/podcast/cultaholic-wrestling/id1344913966NEWS PODCASTS - Spotify: https://www.cultaholic.com/spotify - Apple Podcasts: https://www.cultaholic.com/apple➡️ Get 10% off EVERYTHING at GamerSupps or try a FREE trial pack with FREE delivery using code CULTAHOLIC at https://www.cultaholic.com/gamersupps!➡️ Sign up to Wrestle Crate UK using code CULTAHOLIC and receive DOUBLE the merch with your first month's crate: https://www.wrestlecrate.co.ukCultaholic provides video coverage of professional wrestling - including WWE (including WWE Raw, WWE SmackDown, and NXT), AEW, TNA Wrestling (formerly IMPACT), NJPW, ROH, and more with daily news updates, reviews, lists, highlights, predictions, reactions, podcasts and much, much more.Creative Commons Licensing Information: https://creativecommons.org/share-your-work/cclicenses/ Hosted on Acast. See acast.com/privacy for more information.

Daf Yomi Menachos 61Episode 2260Babble on Talmud with Sruli RappsJoin the chat: https://chat.whatsapp.com/LMbsU3a5f4Y3b61DxFRsqfMERCH: https://www.etsy.com/shop/BabbleOnTalmudSefaria: https://www.sefaria.org.il/Menachot.61a?lang=heEmail: sruli@babbleontalmud.comInstagram: https://www.instagram.com/babble_on_talmudFacebook: https://www.facebook.com/p/Babble-on-Talmud-100080258961218/#dafyomi #talmud00:00 Intro 2:05 Tenufah50:26 Conclusion

Rebecca, John, and Hillary enter their final predictions in the most up-in-the-air Oscars race in recent memory. Will Timothée Chalamet's ballet and opera comments affect the Best Actor Race? Will there be a Sinners surge? And just how many statues will PTA be holding when he strolls into LACMA for the Vanity Fair Oscar Party? Plus, Rebecca sits down with Katy Mullan, an executive producer of the Oscars ceremony, to talk about what viewers can expect from Sunday night's festivities.Don't forget to fill out your Oscar ballot! And after the awards are all handed out on Sunday night, tune in to the VF Oscar Party Livestream starting at 10:30pm ET / 7:30pm PT at youtube.com/vanityfair. Learn about your ad choices: dovetail.prx.org/ad-choices

Rebecca, John, and Hillary enter their final predictions in the most up-in-the-air Oscars race in recent memory. Will Timothée Chalamet's ballet and opera comments affect the Best Actor Race? Will there be a Sinners surge? And just how many statues will PTA be holding when he strolls into LACMA for the Vanity Fair Oscar Party? Plus, Rebecca sits down with Katy Mullan, an executive producer of the Oscars ceremony, to talk about what viewers can expect from Sunday night's festivities.Don't forget to fill out your Oscar ballot! And after the awards are all handed out on Sunday night, tune in to the VF Oscar Party Livestream starting at 10:30pm ET / 7:30pm PT at youtube.com/vanityfair. Learn about your ad choices: dovetail.prx.org/ad-choices

(SPOILER) Your Daily Roundup covers a huge day of TV today, my SLOMW thoughts from the premiere episode, the Dak story takes a predictable turn, and the listeners correct me immediately on Dirty Dancing.   Music written by Jimmer Podrasky (B'Jingo Songs/Machia Music/Bug Music BMI) Ads: Ollie - Go to https://ollie.com/realitysteve Promo Code: REALITYSTEVE for 60% off your first box plus a Happiness Guarantee.  Not satisfied?  Get your money back. ZocDoc – Click on https://zocdoc.com/RealitySteve to find and instantly book a top rated doctor today.  Learn more about your ad choices. Visit megaphone.fm/adchoices

(SPOILER) Your Daily Roundup covers a huge day of TV today, my SLOMW thoughts from the premiere episode, the Dak story takes a predictable turn, and the listeners correct me immediately on Dirty Dancing.   Music written by Jimmer Podrasky (B'Jingo Songs/Machia Music/Bug Music BMI) Ads: ⁠Ollie⁠ - Go to ⁠https://ollie.com/realitysteve⁠ Promo Code: REALITYSTEVE for 60% off your first box plus a Happiness Guarantee.  Not satisfied?  Get your money back. ⁠ZocDoc⁠ – Click on ⁠https://zocdoc.com/RealitySteve⁠ to find and instantly book a top rated doctor today.  Learn more about your ad choices. Visit megaphone.fm/adchoices

DML's morning insight on a hot topic trending in the United States.

Get Daily Vocabulary Words - http://dailyenglishvocabulary.com/"Ever used the "right" word and gotten a weird reaction? Your grammar was perfect, your vocabulary was correct—but something still felt off to the native speaker. In this episode, we uncover the hidden layer of English that no dictionary teaches: social meaning.You'll discover why technically correct words can damage relationships, how native speakers absorbed invisible rules you never learned, and what's really happening when someone misunderstands you despite your flawless English. Through real stories of professional emails that backfired, job interviews that felt "off," and friendships that never formed, you'll see how the gap between semantic meaning and social meaning creates invisible barriers—and what to do about it.If you've ever wondered why your English feels "correct but wrong," this episode reveals the answer—and shows you how to bridge the gap between what words mean and what they signal.

Welcome to Day 2814 of Wisdom-Trek. Thank you for joining me. Welcome to Wisdom-Trek with Gramps! I am Guthrie Chamberlain, and we are on Day 2814 of our trek. The purpose of Wisdom-Trek is to create a legacy of wisdom, to seek out discernment and insights, and to boldly grow where few have chosen to grow before. Each Tuesday, I will share the messages I have delivered at Putnam Congregational Church this year. This is the eleventh message in a year-long series covering the Good News as narrated by Luke. Today's message covers Luke four verses thirty-one through forty-four and is titled “Ministry at the Grassroots Level” . I pray it will be a conduit for learning and encouragement for you. Putnam Church Message – 02/08/2026 Luke's Account of the Good News - “Ministry at the Grassroots Level.”    Last week, we began our study of the ministry of Jesus Christ with a message titled “Into the Fire,” where we learned that the Road to Calvary began in Nazareth. Today, we continue with the eleventh message in Luke's narrative of the Good News of Jesus Christ in a message titled “Ministry at the Grassroots Level.” Our Core verses for this week are Luke 4:31-44, found on page 1597 of your Pew Bibles. Follow along as I read. SCRIPTURE READING — Luke 4:31-44 (NIV) Jesus Drives Out an Impure Spirit 31 Then he went down to Capernaum, a town in Galilee, and on the Sabbath he taught the people. 32 They were amazed at his teaching, because his words had authority. 33 In the synagogue there was a man possessed by a demon, an impure spirit. He cried out at the top of his voice, 34 “Go away! What do you want with us, Jesus of Nazareth? Have you come to destroy us? I know who you are—the Holy One of God!” 35 “Be quiet!” Jesus said sternly. “Come out of him!” Then the demon threw the man down before them all and came out without injuring him. 36 All the people were amazed and said to each other, “What words these are! With authority and power he gives orders to impure spirits and they come out!” 37 And the news about him spread throughout the surrounding area. Jesus Heals Many 38 Jesus left the synagogue and went to the home of Simon. Now Simon's mother-in-law was suffering from a high fever, and they asked Jesus to help her. 39 So he bent over her and rebuked the fever, and it left her. She got up at once and began to wait on them. 40 At sunset, the people brought to Jesus all who had various kinds of sickness, and laying his hands on each one, he healed them. 41 Moreover, demons came out of many people, shouting, “You are the Son of God!” But he rebuked them and would not allow them to speak, because they knew he was the Messiah. 42 At daybreak, Jesus went out to a solitary place. The people were looking for him and when they came to where he was, they tried to keep him from leaving them. 43 But he said, “I must proclaim the good news of the kingdom of God to the other towns also, because that is why I was sent.” 44 And he kept on preaching in the synagogues of Judea.   Opening Prayer Lord God, as we open Your Word today, we ask that You would do more than inform our minds. Shape our hearts. Correct our assumptions. And show us what faithful ministry really looks like— not from a distance, but right in the middle of ordinary life.  Give us ears to hear, hearts to obey, and courage to follow where Jesus leads. In His name we pray. Amen. Introduction: Learning by Watching the Master I was not a great student, especially in grade school and high school. In college, I buckled down somewhat and did okay, grade-wise, even while working two part-time jobs to pay for school.  But when I look back, the moments that shaped me most weren't lectures—they were moments of watching someone who really knew what they were doing. I learn best by observing an expert. I need a mentor, not just a teacher. I even find that hands-on YouTube videos are extremely helpful, much more than a manual or set of instructions. Someone who doesn't just explain the theory but shows me how it works in real life. That's exactly what Luke gives us in Luke 4:31–44. This passage is the third part of Luke's introduction to Jesus' public ministry: First, Luke summarized Jesus' growing influence (4:14–15) Then he showed us the scope of Jesus' mission in Nazareth—saving those who want a Savior (4:16–30) And now, here in Capernaum, Luke shows us how Jesus actually did ministry. Not from a platform. Not from a palace. Not from the center of religious power. But at ground level, among real people with real problems. Main Point 1: Jesus Taught with Authority Where Life Was Actually Lived Luke 4:31–32 “Jesus went to Capernaum, a town in Galilee, and taught there in the synagogue every Sabbath day. There, too, the people were amazed at His teaching, because He spoke with authority.” (NLT) Jesus leaves Nazareth behind and travels downhill—literally and figuratively. Nazareth sat high in the hills. Capernaum sat along the Sea of Galilee, nearly 2,000 feet lower. Luke wants us to notice that while Jesus went down in elevation, His ministry went up in influence. Capernaum wasn't glamorous, but it was strategic: A fishing town, /A trade hub, /A place where ordinary people lived and worked. /And there, Jesus taught. What Made His Teaching Different? Luke tells us the people were “amazed” because Jesus taught with authority — exousia. That word doesn't mean volume. / It doesn't mean charisma. / It doesn't mean clever arguments. / It means as someone who has the right to speak. Most rabbis taught by quoting other rabbis: “Rabbi so-and-so says… but Rabbi such-and-such disagrees…” Jesus didn't do that. /He didn't borrow authority. /He didn't hide behind tradition. /He didn't perform. / He spoke directly from the Word of God, as someone who knew it from the inside out. / Not just because He was divine—but because He lived what He taught. Object Lesson: The Difference Between a Map and a Guide Imagine preparing to hike a difficult trail that you have never seen before. One ranger hands you a map and says, “Good luck.” Another ranger comes alongside you and says, “Follow me—I've hiked this trail before and know it well.” Jesus didn't just give people information. He invited them to follow Him.  That's why His teaching carried weight. Ancient Context → Modern Parallel In Jesus' day, people were tired of religious talk that didn't touch real life. In our day, people are tired of: Empty slogans / Shallow answers / Advice that sounds good but doesn't work on Monday morning. What people hunger for—then and now—is truth that meets them where they live. Jesus didn't water down the truth. But He delivered it in a way people could grasp and trust. Supporting Scripture Matthew 7:28–29 — “He taught as one who had authority.” James 1:22 — “Do not merely listen… do what it says.” John 7:46 — “No one ever spoke the way this man does.” Summary of Main Point 1 Jesus' ministry didn't begin with miracles. It began with truth spoken clearly, lived consistently, and offered humbly.  Authority in ministry is not about position. It is about faithfulness to God's Word and alignment with God's heart.

The Gary & Shannon Show Hour 1 (03/10) - Gary & Shannon kick off the show celebrating the release of their 10-Year Anniversary Party podcast, recorded live with listeners, before diving into the latest developments in the Iran conflict and the political pressure surrounding it ahead of the midterms. They also discuss how the partial government shutdown is affecting TSA operations, the conviction of the Alexander Brothers in a shocking sex-trafficking case, and the controversial airline travel hack known as “skiplagging.”• Gary & Shannon celebrate posting the 10-Year Anniversary Party podcast and thank Dot’s Cupcakes• Latest on the Iran conflict and the political stakes tied to the midterms• TSA disruptions as the partial government shutdown impacts airport security• The Alexander Brothers sex-trafficking conviction after a five-week trial• The airline travel loophole known as “skiplagging” and why airlines say it’s basically theftSee omnystudio.com/listener for privacy information.

This podcast shows you how to fully recover from OCD.Each episode breaks down the exact techniques and nuances that stop rumination, reduce compulsions, and help you retrain your brain out of the OCD cycle. We cover every major OCD theme, including:Pure-O OCDRelationship OCDHarm OCDReal Event OCDSO-OCD / Sexuality OCDReligious / Scrupulosity OCDCleaning & Contamination OCDPhysical CompulsionsAll other OCD subtypesMy goal is simple: clear guidance that actually works, explained in a way that is calm, direct, and easy to apply immediately.You can fully recover from OCD. Don't give up — you're not stuck, and your brain can change.

Return to Work After Stroke: How Marco Calabi Rebuilt His Career, His Purpose, and His Life At 47 years old, Marco Calabi was a DevOps engineer living in Italy – someone who spent his days automating systems, solving complex problems, and helping companies stop wasting time on repetitive tasks. He was healthy, working, paying bills, and spending time with friends. Life was normal. Then, without warning, everything changed. A small hole between the two chambers of Marco’s heart, a condition known as Patent Foramen Ovale, or PFO, had allowed blood flows to mix. A clot formed. It travelled to his brain. By the time his partner and sister realised something was terribly wrong, Marco was moving his arm involuntarily, unaware of what was happening to his own body. The emergency services were called twice. The second time, they came. Marco underwent eight hours of brain surgery. He was placed in a medically induced coma to allow his brain to rest. When he finally opened his eyes, he was on a hospital bed, and the road back had only just begun. The Reality of Stroke at 47 Marco woke from surgery to find the right side of his body had been affected. His arm, hand, and leg were weak. His speech was impaired. He left the hospital in a wheelchair. For many stroke survivors, this is the moment that defines everything that follows, not the stroke itself, but the first honest look at what recovery is actually going to require. “In the beginning, I was helped in everything,” Marco recalls. “They prepared my lunch. They helped me go to the bathroom. My family never left me alone.” His mother, his partner, his sister, and a close friend in the Netherlands all rallied around him. At home, physiotherapists and local health professionals visited him directly, a level of care he describes as incredible. Step by step, he began to reclaim his independence. First, the bathroom. Then the kitchen. Then the stairs. Each small act of autonomy arrived with a feeling he hadn’t expected: power. “You feel good because you think you have power again,” he says. “It is a very important moment.” Return to Work After Stroke: Why It Matters For working-age stroke survivors, the question of whether they can return to work after stroke is one of the most pressing they face. Identity, purpose, financial security, and routine work carry all of these things, and a stroke threatens all of them at once. For Marco, returning to work wasn’t just a financial necessity. It was evidence that his life still had forward momentum. He went back to his role as a DevOps and Site Reliability Engineer, initially working six hours a day instead of eight. The work itself, automating processes and improving systems, remained the same. Only the pace had changed. “I do the same things, but with different speeds,” he says simply. That shift in pace is something many stroke survivors recognise. Recovery doesn’t demand perfection. It demands persistence. “The right moment is now. Not after, not tomorrow, not next week. Now.” — Marco Calabi Recovery Happens in Steps One of the most grounded things Marco shares is this: recovery cannot be rushed. “The experience is made of steps,” he says. “You must live every step. The first steps are physical. And then your mind changes. But you must let yourself be.” This is the part that rarely gets talked about openly. The pressure to recover quickly — to prove to yourself, your family, and your employer that you are still capable — can work against the very process you are trying to complete. Marco’s advice is to resist the urge to skip ahead. Physical recovery comes first. Mental and emotional transformation follows naturally from there. Trying to rush past the physical phase doesn’t speed up recovery. It disrupts it. The Book, the Purpose, and the Shift Deep into his recovery, Marco did something unexpected. He wrote a book. Cambio di Vita, translated into English as Life Change: To Hell and Back, is his account of what happened, what he felt, and what he learned. Available on Amazon in digital and paperback. Writing started as a personal exercise. Somewhere in the process, its purpose shifted. “I said, my story is useless in this moment. I can make something,” Marco explains. “And so the book has another meaning to share.” For a man who had always found purpose through his career, the stroke opened an unexpected door. Helping others became a new calling. Speaking engagements, podcasts, and community conversations, Marco has built a new layer of meaning onto the life he already had. His best friend told him he had become wiser. His own reflection on what changed is striking: “Heartlessness is useless. You reach the hearts of people with softness.” What Stroke Taught Him About Life Perhaps the most powerful thing about Marco’s story is not what he lost, but what he found. He found that the right moment is always now, not when conditions are perfect, not when recovery is complete, but right now, with whatever capacity you currently have. He found that family and friends matter more than most of us acknowledge until we truly need them. He found that purpose doesn’t require a perfect body or a full working week. It requires a decision. If you are navigating life after stroke, wondering whether you can return to work, rebuild your identity, or find meaning in what remains, Marco’s story is proof that it is possible. Not easy. Not fast. But absolutely possible. If you are rebuilding your life after stroke and want a guide for the journey ahead, Bill’s book The Unexpected Way That a Brain Injury Can Change Your Life is waiting for you at recoveryafterstroke.com/book. If this podcast has supported you, consider supporting it back at Patreon. Your contribution keeps this community growing. FAQ: Return to Work After Stroke Can you return to work after a stroke? Yes, many stroke survivors do return to work, though the timeline and capacity vary depending on the severity of the stroke, the type of work, and individual recovery. Marco Calabi returned to his role as a DevOps engineer, initially working six hours a day instead of eight. The key is a gradual, supported transition. How long does it take to return to work after a stroke? Recovery timelines vary widely. Some survivors return within weeks; others need months or years. Factors include the type and severity of stroke, the physical and cognitive demands of the job, and the quality of rehabilitation support. There is no universal timeline. Patience and persistence matter more than speed. What can I expect when returning to work after a stroke? Many survivors return at reduced hours or modified duties. Adjustments to pace, task complexity, or physical demands are common. Open communication with employers and occupational therapists can help structure a gradual, sustainable return. Marco worked six-hour days and describes it simply: “I do the same things, but with different speeds.” Does returning to work help stroke recovery? For many survivors, returning to work contributes positively to recovery, providing routine, purpose, social connection, and a sense of forward momentum. Marco Calabi describes his return to work as evidence that life still had forward momentum. However, the timing must be right, and the transition should be gradual. What if I can’t return to my previous job after a stroke? Some survivors find that stroke opens doors to new kinds of purpose volunteering, writing, advocacy, or a different career direction. Marco Calabi used his recovery to write a book and speak to others about life after stroke. The key is finding what gives you meaning, even if it looks different from before. For more guidance on rebuilding life after stroke, visit recoveryafterstroke.com/book. This blog is for informational purposes only and does not constitute medical advice. Please consult your doctor before making any changes to your health or recovery plan. Marco Calabi — From Induced Coma to Back at Work: A Stroke Survivor's Honest Recovery Story At 47, Marco Calabi had a stroke caused by a hole in his heart. Today he's back at work, has written a book, and is helping others go on. Marco’s Facebook Marco’s Instagram Marco’s Book: Life Change Highlights: 00:00 Introduction: Return to Work After Stroke 02:27 Life Before and After the Stroke 05:23 Health Awareness and Stroke Causes 09:22 The Day of the Stroke 15:02 Writing the book “Life Change: To Hell and Back” 27:51 The Importance of Support During Recovery 33:15 Gaining Autonomy and Finding Purpose 39:14 The Power of Mindset in Recovery 43:24 Life Lessons Learned Post-Stroke 47:24 Inspiring Others Through Personal Experience Transcript: Introduction: Return to Work After Stroke Bill Gasiamis (00:00) what kind of things is okay to complain about? Like in Italy, if the pasta is not cooked al dente, you must complain. Marco Calabi (00:07) Okay, yeah. Okay, yes, yes. Bill Gasiamis (00:08) you Marco Calabi (00:13) Okay, but you complain, you learn to complain about very important things. Bill Gasiamis (00:24) Hello everyone and welcome to the recovery after stroke podcast. Before we get into today’s episode, I want to tell you about a tool I’ve been using and genuinely love turn to.ai. If you’ve ever tried to keep up with the latest stroke research, you’ll know how overwhelming it can be. There are literally 800 new things published every single week about stroke research papers, patient discussions, expert comments, clinical trials, events. Nobody has time to read all of that. Turn2.ai is an AI health sidekick that does it for you. It searches everything published in the past week and sends you what’s most relevant to your situation personalized every week straight to you. It’s my favorite new tool for 2026. It’s just $2 a week, patient first, low cost. And here’s what I love about this. When you sign up through my link, you’re supporting this podcast at absolutely no extra cost to you. Use code Bill10 for 10 % off and try it free at the link below or scan the QR code on your screen. Speaking of resources, if you’re rebuilding your life after stroke and want a roadmap for what comes next, my book, The Unexpected Way That a Stroke Became the Best Thing to Happen is available at recoveryafterstroke.com/book. It’s written from experience, my own and other stroke survivors. And I hope it helps you the way writing it helped me. And to everyone supporting the show Patreon, thank you genuinely. This is not possible without you. Now today’s guest is Marco Calabi, a DevOps engineer from Italy who had a stroke at 47 caused by a hole in his heart. He went through eight hours of brain surgery, wake up from a medically induced coma, left hospital in a wheelchair and went on to return to work, write a book, and find a new sense of purpose. This is a remarkable conversation. Let’s get into it. Bill Gasiamis (02:18) Marco Calabi welcome to the podcast Marco Calabi (02:21) Yes, I’m ready and thank you for your invitation. Life Before and After the Stroke Bill Gasiamis (02:27) Tell me a little bit about what your life was like before you had the stroke. Marco Calabi (02:33) Yes, before my stroke, my life was normal, I say. Working, paying bills, going outside with friends and so on. After the stroke, everything changed because… Bill Gasiamis (02:53) Yeah. Did you have a, what kind of work did you do before the stroke? Marco Calabi (02:58) Before the stroke, even after the stroke, I work ⁓ in computer science field. I’m a DevOps engineer. And after the stroke, I work a little less. Six hours, I can do eight hours before the stroke. But I do the same things. I do normal things. project something about I’m very, very, very vertical in this moment. I work in a site, the reliability engineer field. my aim is to help this system to service. to automate things. And I’m like a robot. I like a robot. Bill Gasiamis (04:05) to automate. To automate things. So, okay, to automate manual processes or something like that. Marco Calabi (04:10) ⁓ so pretty. Yes, yes, I try to automate everything because the people, the company now try to avoid to make the people to repeating things. because you want people… make more important things and the repeating things are not very important. in my opinion, diminishing view of the work. And I try to make the things better in some way. before the soak and even after the soak. I do the same things but with different speeds. Health Awareness and Stroke Causes Bill Gasiamis (05:23) Yeah. With you regards to your health, how did you view your health before the stroke? Did you think you were healthy? Did you think you were well, or was there some things that you were dealing with that were related to the stroke that occurred? Marco Calabi (05:38) Yes, before the stroke I was healthy, but I was very worried about my health because I found a lot of health problems in my body, but the problems were not there. because after the stroke, I did understand I was healthy in that moment. And the stroke teached me to understand my health better. yes, yes, yes. Bill Gasiamis (06:30) You were heavy? Marco Calabi (06:37) because I went out from the hospital with wheelchair. And now I’m able to walk. Bill Gasiamis (06:51) Aha. So were you overweight? Marco Calabi (06:56) No, no, I’m not. I had a stroke maybe because the doctors doesn’t know the motive. Perhaps, perhaps it was a genetic problem in my heart because of FOP, because a small all between the two chambers in my heart. And the mixing of the two flow bloods makes problems to the brain. And after the stroke, ⁓ the stroke happened. But I… Bill Gasiamis (07:51) Yeah, did they? Did they find a hole in your heart? Marco Calabi (07:55) Yes, yes, and I was operated in my heart. Closing, yes, closing the hole because people suffer this common problem. But sometimes the problem is huge. A lot of people… Bill Gasiamis (08:01) to fix the hull. ⁓ huh. Hmm. Marco Calabi (08:25) don’t suffer major problems. But sometimes it is very, very important. In my case, was very, very important because it created the mixing of the blood flows, created ⁓ a blood costrain. to the brain and the platypus brain ⁓ created a stroke. It is the opinion of the doctors. Bill Gasiamis (09:04) on the How old were you at the time? Marco Calabi (09:10) I softened the stroke at 47 and now I’m 51 years old. Yes. The Day of the Stroke Bill Gasiamis (09:22) 41, 47 when the stroke happened. On the day of the stroke, did you notice there was some, something wrong? Did you feel strange, feel different? Marco Calabi (09:31) Yes, during the stroke it was terrible because I did a lot. My mate called the emergency number and they thought it was a problem of annotation. the neck. And my sister, because my brother called my sister, and my sister came into my house and she understood something was wrong, because I moved my arm in the air. Bill Gasiamis (10:02) Mm-hmm. Marco Calabi (10:30) And I had, sorry, because remembering these things makes me a little uncomfortable. yes, but okay. And my sister, together with my mate, decided to call again the Belgics. and then they went to buy house and my story began. Bill Gasiamis (11:14) Hmm. So I’m going to go back for a moment and ask you about what just happened. You got uncomfortable. it emotional to talk about what happened to you sometimes? Marco Calabi (11:23) Yes, yes, yes, because I know I never accepted this thing I’m living together with it but yes, because yes, yes, because I think Bill Gasiamis (11:42) Uh-huh. You haven’t accepted it yet. Marco Calabi (11:52) I will never accept this thing. But I try to go on. I try. Bill Gasiamis (12:01) Why? Why do you think you won’t accept it? And is that helpful to not accept it? Marco Calabi (12:08) Because it is very hard to accept. Because it is not normal, in my opinion, to accept the bad things in life. ⁓ We must live together with them. Because… because we must live and stop. But living gains understanding is very different. Yes. Bill Gasiamis (12:48) If you’ve chosen to live with it and overcome the challenges that it gives, isn’t that a form of acceptance? Marco Calabi (12:58) Maybe. is, in my opinion, it is a form of acceptance. Because sooner or later I make something, I do something. And my father said it is useless to look through the ceiling. And it is a big truth. It is useless. Your life is in your hands. And you in that moment, your life is a lot in your hands. And you must decide your future because No people are able to help you. No other people, friends, family, relatives, and so on. You must do only with your strength and soul. Bill Gasiamis (14:18) Yeah. And to me, that sounds like acceptance. You have taken responsibility for the ⁓ recovery that you have to do. You’ve taken responsibility for your life. You’ve made steps to rehabilitate yourself, your emotions, your mental health. You wrote a book about what happened to you. And that sounds like you have accepted a lot of what happened to you, even though perhaps what it sounds like you’re saying maybe, and you can correct me if I’m wrong, it sounds like you’re saying, ⁓ I’m not going to give up. Writing the book “Life Change: To Hell and Back” Marco Calabi (15:02) Yes, yes, because I wrote a book because I followed a possible path because it was a path of recovering not only physical recovering but mainly mental recovery and writing the book was very helpful for me. And I hope it is helpful for others. Because in the beginning, I wrote the book because I tried to tell my story. And then I said, my story is useless. in this moment. I can make something. And so the book has another meaning. And because I want in this way to help, to share, to share. It is the right word. to share my experience. Not to… to share. To share. Bill Gasiamis (16:36) Yeah. Life change to hell and back is the English title, but you wrote the book in Italian and then had it translated to English. Correct. Marco Calabi (16:45) Yes, yes. In Italian, it is called Cambio di Vita. And in English, is ⁓ called Life Change. And to hell and back is the subtitle, because I went to tell. it was an help for me and perhaps I come back to tell to share to the others what I saw and what I did feel and I hope this experience will help in some way other people. Bill Gasiamis (17:17) Mm-hmm. Understand. Your journey started after the second time the emergency services were called to your house. What happened after that? Did they come to your house and then they took you to hospital? Did they treat you at your house? What happened? Marco Calabi (17:59) No, no, the physiotherapist and the therapist went to my house because I was not able to go to the hospital again. And then Italian hospitals decided to come directly. to my house and help me in my house. And so physiotherapists and local beauties, they were incredible. They were very, very professional and very, very helpful for me. Helped me to recover a little my body. in my speech. Bill Gasiamis (18:59) Before the recovery, I just wanted to understand what happened when you were having the stroke, the day of the stroke. your sister called the emergency services a second time. Did they take you to hospital to understand what was wrong? Marco Calabi (19:14) Yes. Yes, and I was operated immediately because my brain started to grow. And then I was operated because they didn’t want to… Bill Gasiamis (19:23) huh. Expand. Marco Calabi (19:47) to have to experience later problems. And they operated to me for eight hours. And then I was inducted with a comma. because my brain needed to rest. And then I woke up on a bed looking around and seeing people. And I remember I remembered a woman said, it is time to walk. And with a lot of difficulty, I started to walk. And then I was transferred to another hospital. to specialize ⁓ in stroke recovering. And there I was there for two months. Bill Gasiamis (21:10) Mm-hmm. And what were the deficits you needed to get rehabilitated from? Did you have problems with your body, with your limbs, with your, what was the problem? Marco Calabi (21:27) Problems with the walk, problems with the speaker. a problem to it because I was, I don’t know, it is visible. Yes, yes, because during the search they opened a hole. ⁓ Bill Gasiamis (21:47) ⁓ trick you trick you asked me Marco Calabi (22:05) And then the wall remains open for all of that time. And then I was eliminated from this wall. And one month later, the wall was… All was closed. Bill Gasiamis (22:36) Okay, so you had the chocostomy in for a long time and ⁓ they removed the chocostomy, then the hole is there, takes a month to close. Marco Calabi (22:39) Yes. Yes. Yes, yes, yes. And my mate says it seems a cross. I don’t know, I don’t. Okay, Why not? Bill Gasiamis (22:56) It seems across. ⁓ Why not? Yeah. So, so you had to also learn to walk again, which side of your body was impacted by the stroke, which one was it your left side or your right side that didn’t work. Marco Calabi (23:14) my right side my right side my leg my arms my arms my hands and okay all the right side and ⁓ i am weaker to the right side and okay Bill Gasiamis (23:16) Mm-hmm. Waker. Marco Calabi (23:38) In the beginning, I was not able to write. And then after a long, very long training, I am able to write again. Very, very slowly, but I am able. Bill Gasiamis (24:00) Mm hmm. And when you were in hospital, what was the hardest part of the recovery for you? Did you, when you started walking again, what was that like? Marco Calabi (24:14) In the hospital, never stop, always on the wheelchair. And I stop when I come back home. But yes. No, no, no, no. Bill Gasiamis (24:38) You stood up when you came back home, but in rehabilitation, you didn’t stand up. Marco Calabi (24:44) very very sad. very very sad. ⁓ Above all in the transportation for example from the wheelchair to the bed or do an exercise bicycle maybe but stop stop stop. ⁓ I remembered sometimes they tried to make me walk on the stairs, very, very, very few stairs, and tried to make ⁓ me walk in corridors and stuff. Bill Gasiamis (25:48) Okay and your arm, your right arm, you couldn’t use it at the shoulder and the hand, is that what the problem was? Marco Calabi (25:58) Yeah, I can use it. I can use it. It is weaker. A little weaker. But I can use it in this moment. When I was in the hospital, my right arm had problems. Because ⁓ the mobility was limited. And after two months, I was able to move it freely. And now I’m able to move it again in every direction. Bill Gasiamis (26:49) Hmm. ⁓ Very good. When you came home from hospital, who was at home with you? Were you living alone or did you have some family with you? Marco Calabi (26:58) No, no, no, with my family, with my sister and with my mate because my sister and my mate never leave me alone. Leave me alone. they encouraged me. Thanks God because… ⁓ I think in this moment, family, friends, relatives, mates are very, very important. Above all, in this moment. Bill Gasiamis (27:44) Was there somebody that helped guide you through the recovery? Someone that stepped up and you had a lot of support from? The Importance of Support During Recovery Marco Calabi (27:51) My Yes, my friends. Above all, one of my friends who lives in the Netherlands because he was very worried about my health. And my bait talked to him to synchronize him about my condition and after and when I went back home he was very very very present and he was very very he was a very good friend. Bill Gasiamis (28:52) understand. So he came, supported you, was very present when you came back home. Yeah. Marco Calabi (29:00) Yes, yes, yes. Above all, my mom, my sister, my baby, obviously, my friends. Because in this moment, it is a moment you understand very well the friends. more close in the friends maybe, ⁓ maybe are fearful of your situation. Bill Gasiamis (29:44) Yes, yes, very much. Lots of people get fearful ⁓ when somebody they know how to stroke, they don’t know how to help and what to do. Marco Calabi (29:53) Yes, because I think it is natural. I understand it is natural because the first thing a friend, a person who knows you in things is what I can do. And she is very fearful because the situation is huge. And I understand in this moment, in that moment, you understand very well the people. And you understand very well the quality. Bill Gasiamis (30:39) Yes. Marco Calabi (30:46) Yes, you are the same. You are the same. Bill Gasiamis (30:47) your friends. Yeah, very common, very common. Doesn’t matter if you live in Italy, America, Australia, experience is very similar. People have very similar ⁓ reporting about friendships. Marco Calabi (30:59) Yes, I don’t think it is different from country to country because we are human being and stop and and stop. ⁓ Bill Gasiamis (31:08) you People are people. What kind of things did you need help with at home? Could you go to the bathroom on your own? Could you eat on your own? What help was your family providing you? Marco Calabi (31:28) Yes, in the beginning I was helped in everything because they prepared my lunch, ⁓ they helped me to go to the bathroom, they face outside the door, checking the situation. Okay, okay, okay. I understand, okay. And then, with time, I conquered my autonomy. Because, for example, going to the bathroom, cooking something. Bill Gasiamis (31:58) Thank God. Thanks a lot. Marco Calabi (32:22) and doing my pet and so on. It is very important because in these moments you say to yourself, I’m able again. My life is not useless. It is silly to say. I know. It is very, very silly to say. But… Bill Gasiamis (32:54) in the moment, it’s probably okay in the moment, but now on reflection, it’s silly to say that, but at the moment it’s difficult and it’s a emotional experience and it’s a relief that you have and you have some autonomy now again, and you feel good about it. So yeah. Gaining Autonomy and Finding Purpose Marco Calabi (33:01) Yes. Yes. Yes. Yes, yes, you feel good because you think you have a power again. I don’t know. And it is a moment. It is a very important moment for you. I understand. I understand the luckiness. able to know because other people ⁓ has no luck ⁓ like me. Like me. And I understand. And this thing makes me run because, OK, I’m lucky and so I want Bill Gasiamis (33:55) Mm-hmm. Marco Calabi (34:11) I want to help others because I’m black. And so. Bill Gasiamis (34:16) Yes, have luck. You have a bit of luck on your side. You are improving. You’re getting better. You have autonomy. Again, you want to help other people because it’s important. Marco Calabi (34:25) Yes, very. In my opinion, it is very, very important because life otherwise is meaningless. you have to give some meaning to your life. And the stroke in some way helped me to discover my possible goal in my life. Bill Gasiamis (34:44) Yeah. calling in life, understand. So you didn’t get married, you didn’t have a family. Marco Calabi (35:09) No, I never married, but I have made a girlfriend for, I don’t know, 11, 12 years. We are like married. No, no, no, no. Bill Gasiamis (35:28) Okay, but you didn’t have children. Okay. So for you made a good point about purpose and meaning in life and helping other people. If you’re, if you don’t have family to, ⁓ fuss over to ⁓ to help out, to support, et cetera, when they’re young, like children, it could be a little bit of a gap in your life about purpose and meaning. And now that you had the stroke, you found that supporting other people provides you with some additional purpose and meaning above your relationship as well with your partner. Marco Calabi (35:50) Yes. Yes. Yes, because not ⁓ having keys makes me available, let me see, help others who have keys and maybe ⁓ they are busy, too busy. Bill Gasiamis (36:22) Yeah. Marco Calabi (36:35) for other things and I try to make ⁓ my life helpful for those ones. Bill Gasiamis (36:46) Yeah, you have more spare time and you can allocate that to helping other people. Yeah. So, you know, the Marco Calabi (36:50) Yes, yes, yes, yes. Bill Gasiamis (36:59) You talk very positively about your recovery. You’re focusing on all the positive things. You wrote a book. You want to help other people. But was there some times that you really struggled, that you had a really hard time and you needed more support emotionally or mentally? Marco Calabi (37:18) both of things. I had ⁓ moments with a lot of climate. Bill Gasiamis (37:21) Both. crying, yeah, very common. Marco Calabi (37:32) because ⁓ in those moments I was ⁓ I saw my life had problems. And for example, my mother’s teach me again ⁓ to wake on the shoes. And so in that moment, I… was I was ⁓ I… ⁓ I understood my situation very deeply. And why I wanted to prove it? Because every day I wanted to go on and every day I wanted to progress because I don’t want to live was moments again. I would like to make my life better. Bill Gasiamis (39:06) Uh-huh. Understand. Yeah. But it was difficult to make your life better because you’re just in the recovery phase. You’re very restricted. Things are difficult. The Power of Mindset in Recovery Marco Calabi (39:14) Yes. It is very, very, important the presence of your family, of your friends, because otherwise I would not be here. ⁓ Bill Gasiamis (39:40) Yeah, that helped to bring you back. Marco Calabi (39:41) Yes, yes. And then after their help, you must help yourself. Because I understand, I understand you have everything to complain, but complaining is useless. It’s useless. Bill Gasiamis (39:54) as well. Marco Calabi (40:09) Complaining is natural, but it must be very short. A moment of self-reflection, a moment and stop. And then you must do something for yourself and stop. Stop to look to the ceiling. This useless. I wanted to say this useless. Bill Gasiamis (40:45) Yeah, I agree. But it’s something we all do. We all find ourselves complaining about our situation, but as long as you don’t stay there for a long amount of time, you can do the complaint and then move on and continue looking at things that you… Marco Calabi (40:57) Hmm. Hmm. Yes, Complaining is not a part, it’s a mainly part of my spirit. I complain ⁓ very, very few times. I understand people are different and the complaining is different, but… You must very, very, very aware of your situation and this stroke maybe makes you aware, more aware about yourself, about your problems, about your weakness and starting, starting, I interline, starting. from that you can go on. Bill Gasiamis (42:04) You can go on. Yeah, I agree. When you complain about things, like what kind of things is okay to complain about? Like in Italy, if the pasta is not cooked al dente, you must complain. Marco Calabi (42:23) Okay, yeah. Okay, yes, yes. Bill Gasiamis (42:24) you It’s important. You have to tell the chef, I’m sorry, the pasta is not al dente. You have to take it back. Marco Calabi (42:35) Okay, but you complain, you learn to complain about very important things. Yes. Bill Gasiamis (42:46) Yes, it’s feedback. It’s not complaining. It’s feedback. My food is not al dente and I need you to make it again so I can eat it because I can’t eat like this. It’s too cooked. Marco Calabi (42:51) What? I never was, I never liked a very, very precious food and I ate everything. I tasted everything, I ate everything. Even in the hospital, I ate everything. Life Lessons Learned Post-Stroke Bill Gasiamis (43:24) Is Italian hospital food good or is it terrible? Marco Calabi (43:31) It is a hospital book. And so it is very light. It is very, very, very simple. And it is very teachable. it is not a good book. Bill Gasiamis (43:43) Yeah. Yeah. You spoke a little bit earlier about how you have to go on with your life. So looking back now, how have you changed the way that you go about your life? How do you do things differently now? Marco Calabi (44:15) everything, everything, everything. I looked at the life in different way because I put the things in different priorities, working, having good time with friends and so on. Because before stroke you… to think about the things you do every day, but you don’t do that. Those ones. Then after the stroke, you start to do immediately the things. You don’t want to wait for things, the right moment and stop. Because the right moment, you understand, is now, not after, not tomorrow, not the next week. Now, it is a new way of singing life. You stop to wake because you understand time is very very precious. Bill Gasiamis (45:50) Yeah, and we may not have tomorrow. Understand. Marco Calabi (45:53) Yes, yes, you must do the things now and stop. As you can. You must not be a Superman. You must not do ⁓ things, a lot of things. You must do what you can and stop. But you must do. Bill Gasiamis (46:24) Yeah. Marco Calabi (46:25) and stop. Not tomorrow, not in one week, and not in one month. Now. You must do now. And stop. Never you understand, never stop you. Bill Gasiamis (46:47) Yeah, I agree. Once you have a stroke, you realize that you are mortal and that maybe you don’t have… Marco Calabi (46:53) It’s just… Bill Gasiamis (46:58) another 50 years or 40 years ahead of you. maybe you need to do, take more action, do more things, have the experiences you want to experience, whatever you can, I agree. ⁓ It’s something I think that is a good way to inspire people who have had a stroke, who have injuries, that you can find a way to do something that you want to do that you haven’t done. Inspiring Others Through Personal Experience Marco Calabi (47:24) Yes. Bill Gasiamis (47:24) that you love. very important to try and get it done, find a way to make it happen. Even if you’re in a wheelchair, even if it’s difficult, even if you need a lot of planning, you know, has to be something that you tick, you tick off your list of things to do. Marco Calabi (47:42) And it is not important what type of disease you suffer, cancer, stroke, leukemia, so on. It is, in my opinion, very important your mind, the way your mind, the way… Bill Gasiamis (48:10) your minds. Marco Calabi (48:10) want you, your mindset, the way you want to go on and stop. But I want, I want, I want to tell my story. Maybe, tell. If I am able to go on, everyone is able to go on. Bill Gasiamis (48:19) Yeah. Marco Calabi (48:41) It is not something special. Everyone can go to work and so Bill Gasiamis (48:51) Yeah, I agree. Everyone should go on with their life in some capacity as much as they can. ⁓ Yeah, that’s excellent. What about strengths? What have you discovered in yourself that you didn’t know was there? Did you uncover some new powers, some new strength, some better understanding of what you’re capable of? Has it been a learning experience for you to Marco Calabi (49:05) Okay. Yes. Yes, after the writing of my books was a moment of reflection because in that moment I asked to myself, I’m able to write a book, so what can block me? And in this moment, in that moment, I was able to do other things. Maybe here write another book, like choosing a social media manager for my Facebook and Instagram and asking. to hospitals and associations to tell my stories, creating podcasts and so on because writing the book created a moment, a precise moment of going forward. And in that moment, I aware. of my powers and my skills to go on. It was… Bill Gasiamis (51:02) Yeah. Yeah. You wrote a book, you did podcasts, you helped your community by speaking. You did all these things that you haven’t done before the stroke. Marco Calabi (51:10) Yes. Yes, and for example, now I’m discussing with a company for a possible speech of myself to inspire other people. And I’m telling the truth. I’m very, very happy because I hope this… Bill Gasiamis (51:30) Yeah. Marco Calabi (51:41) will ⁓ create something beautiful because I’m available to tell my story, to sell, perhaps something helpful. My best friend. Bill Gasiamis (52:01) Yeah, you know what I like about what I like about strokes and bio-codes? Sorry, go ahead. Marco Calabi (52:08) My best friend said, you are wiser. I don’t know. don’t know. I don’t know. Yes, yes. Before, was very hard. I was very, because my father was very hard. And I learned. Bill Gasiamis (52:19) Wiser. Wiser than before. Maybe. Marco Calabi (52:37) to be very hard. after the stroke, understood that heartless is useless because you reach the hearts of people with softness, not with heartlessness. Heartlessness makes ⁓ you more hateful. and not more lovable. Bill Gasiamis (53:10) Yeah, understand. Yes, I agree. Very wise. That’s very wise. Very wise. ⁓ You know what I like about your telling your story in for another organization or to inspire people is a lot of the people in the audience will not have had a stroke or another health issue or anything like that. Marco Calabi (53:11) Go on, go on, sorry. Yes. Bill Gasiamis (53:37) And what I like about it is that now there’s several years have passed since your stroke. So you’re standing on a stage telling your story. And one day, if those people happen to have a stroke or a negative medical experience, they have a picture in their mind of once upon a time, I was sitting in a room and there was this gentleman who… told his story and he was telling us about how he overcame his challenges, how he ⁓ improved, how he got better. And maybe those people who are unwell now because something happened to them, like everybody in life, things go wrong. Maybe they could say, I remember that man and the story that he told me, and maybe I can take some action and do similar things and get better. Marco Calabi (54:27) Mm-hmm. Bill Gasiamis (54:32) like he did. Marco Calabi (54:32) Yes. I tell the truth. It is not easy. It’s not easy. The experience is made of steps. In steps, steps. In the beginning, I… Bill Gasiamis (54:50) steps. Marco Calabi (54:58) You want to prove yourself, you are able to do things. And these are very important to you. And then you change. Steps, you change. Because the situation is changing. And you cannot, cannot, get things before you experience all the steps. It is, in my opinion, impossible. You must live every step. The first steps are physical. And then your mind changes. But the first steps are physical and soft. and you can you must you must us us us let that eat you must us let you be because you are not a superman you are not a special man and every every person experience these steps little by little and so you must aware of this situation. Otherwise, try to go forward faster. And in my opinion, it is a very wrong way to go on. Bill Gasiamis (56:55) Very wise, my friend. Marco Calabi (56:56) Thank you, thank you! Thank you, thank you! Bill Gasiamis (57:03) Your friend was correct when he said that you are much more wise now. I agree with him. Marco Calabi (57:07) Okay, okay, okay. I will report you. Bill Gasiamis (57:15) Report back to him, let him know that I agree with him. Now, your book is available online, correct? We can get it on Amazon, everywhere. Marco Calabi (57:21) Yes. Okay. Because in Italy, ⁓ I found a publisher. In the world, I decided to publish myself the book because I wanted to spread my story. as full as possible, I would say. And so I think what is the best platform, in my opinion, it is in this moment, Amazon. Because it can provide a digital version, paper version. ⁓ Bill Gasiamis (58:07) Yeah. Marco Calabi (58:18) is only for US countries and so on. Instead, digital fashion is worldwide. And so, it is very powerful because I can reach every person in the world. Bill Gasiamis (58:44) Yes, hopefully. Marco Calabi (58:45) It was my idea. And I started and I make my book translated. I published it in Amazon. I created a digital paperback version and so on because I wanted to make it available. Very, very much. Bill Gasiamis (59:19) Yes, indeed. you have well done. I’m going to have a link to the Amazon ⁓ book. And also you will send me some links to ⁓ any other areas you would like us to send people if they’re interested to find out more information about it. I thank you for reaching out and joining me on the podcast. I very much appreciate it. It’s nice to meet you and to hear your story and all the best with your ongoing recovery. Marco Calabi (59:24) Okay. Okay. Thanks. Yes. Okay, and I say thank you, thank you, Bayard for your time, people, and thank you very much to tell my story and to give me the possibility to tell my story. Bill Gasiamis (1:00:08) Well, what a lovely conversation and what a journey and what wisdom to our listeners. If today’s episode resonated with you, please share it with someone who needs to hear it. Leave a comment and leave a review. Subscribe if you haven’t already. Marco’s book, Life Change to Hell and Back is available on Amazon. The link is in the description below. And remember, if you want to stay on top of the latest stroke research without the overwhelm, turnto.ai has you covered. just $2 a week use code bill for 10 % off. Link is in the description And until next time, keep going. The post Return to Work After Stroke – Marco Calabi’s Honest Recovery Story appeared first on Recovery After Stroke.

Why do some conversations spiral into drama while others stay calm and productive? In this episode, we explore what I call The Carolyn Bessette Method — a set of communication principles inspired by the quiet composure of Carolyn Bessette-Kennedy. Carolyn became known not only for her style but for the way she carried herself under constant public scrutiny. She rarely over-explained herself. She didn't react emotionally to public speculation. And she maintained a calm presence even in difficult situations. That kind of composure offers a powerful lesson for relationships. In this episode, we walk through 10 rules for maintaining calm authority in conversations, including how to: • Stop over-explaining yourself • Correct misrepresentation without escalating • Refuse emotional bait • Speak in observations instead of accusations • Maintain dignity during difficult discussions Because the goal in communication isn't to win an argument. It's to maintain clarity, composure, and respect. Want to Go Deeper? If you want to strengthen your boundaries and communication skills, explore the GLITTERU programs and guides here: https://glitteru.com/theshop Inside the shop you'll find: DARE TO SAY NO™ — The Boundary Rese A 7-day reset designed to help you protect your time, communicate clearly, and stop over-committing. You'll also find the new guide: CAROLYN — The Quiet Power of Personal Standards A short guide exploring the quiet standards that create calm authority in everyday life. And as always… Leave the drama at the door.

How do you run an offsite that actually changes performance — not just conversations? In this episode, Travis Timmons and Kelly Allan share with Andrew Stotz what happened during the Fitness Matters off-site. They discuss how a Deming-inspired approach helped their team tackle a critical business aim, align around system improvement, and turn employee engagement into measurable competitive advantage. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Travis Timmons, who is the founder and owner of Fitness Matters, an Ohio based practice specializing in the integration of physical therapy and personalized wellness. For 13 years, he's built his business on Dr. Deming's teaching. His hope is simple. The more companies that bring joy to work through Deming's principles, the more likely his kids will one day work at one of those companies. And we also have a special guest, Kelly Allan, who is a long term practitioner of the teachings of Dr. Deming. And he's also been instrumental in bringing the teachings of Dr. Deming to Travis and Fitness Matters, and particularly to this offsite. So the topic for today is how a Deming style offsite can strengthen your company's competitive advantage. Travis, take it away.   0:01:01.4 Travis Timmons: Hey Andrew, thanks again for having us and super excited to share with Kelly and your audience how our offsite went a couple of weeks ago. The short answer, kind of the upfront, is it was amazing. We had fun, number one, which is always important, but engagement from the team was through the roof. For four and a half hours straight. We worked on the work together and had Kelly there to make sure we were appropriately following Dr. Deming's teachings. Had Kelly there to facilitate and a couple of fun things we did. One was the red bead experiment, which I'm sure we'll talk about as we go through the conversation here. The short answer is I know in the last podcast we talked about the preparation that Kelly worked with myself and our leadership team on in preparing for a Deming focused and led offsite. We did that and it was just amazing. What were your thoughts, Kelly?   0:02:06.4 Andrew Stotz: I'm curious, Kelly, as an outsider helping them, observing, what are your observations of how it went?   0:02:14.2 Kelly Allan: I think there was just incredible energy and interest in figuring out some of the challenges ahead for the company. People came in well prepared and it showed. The interactions in the breakout groups, interactions in the full groups. Often when you're in a full group of 60, 70 people, folks are often, especially new folks, and the company's been growing and adding new people, new folks are often somewhat hesitant to speak up. But the culture of the people in that room, the culture of the organization is bring it on, let's have a conversation, let's hear what people have to say. Let's share theories, let's get down and debate and wrestle with some of these things that are not easy. There's no low hanging fruit here. It's complex stuff in a complex and highly competitive industry.   0:03:28.9 Travis Timmons: Some of the feedback we received, I think I shared last time, Andrew. As Kelly said, we've hired several new team members and they've all shared with me just a breath of fresh air from where they came from before. The power of this offsite with it being focused on some of the core teachings of Dr. Deming allowed them to see how is this different? They know they like it, they know the culture is different. They know they can provide care the way they want to. They know they can have a voice, have an impact on the system. But they didn't really know why they just liked it. Having a Deming focused offsite to explain a little bit, you can't fully explain Dr. Deming in four and a half hours, but we covered quite a bit. Make the system visible, operational definitions. What are a couple other ones with the red bead, Kelly? We did some tampering.   0:04:28.8 Kelly Allan: Making sure that we're not being confused by visible numbers alone. That what's important is how we work on the system so that we're not doing special efforts all the time to get great results. It's built into how we do things.   0:04:43.8 Travis Timmons: To Kelly's point, part of why our team, for four and a half hours we had over 50 people all in, sharing thoughts without hesitation because one of the things we talk about in the very beginning of the meeting, one of Dr. Deming's core philosophies, if that's the right way to put it, Kelly, correct me if I'm off base here, but 96% of issues within an organization are system issues, not people issues. When you put that out there, we're here to talk about the system and improve it and make it visible. We're talking about problems with systems and processes, not people. Then the gloves are off and let's dive in and we're gonna say whatever's on our mind and there's no drama, there's no feeling of any backstabbing or throwing under the bus. We just get to work on making the system work better for everybody. That's where it's fun and fast.   0:05:41.9 Andrew Stotz: What I'm hearing is that Dr. Deming, my favorite quote is "people are entitled to joy in work." And part of the key to joy in work is contributing. People want to contribute in life. I love that word because I think everybody wants to feel like they're contributing to a mission, to an aim, to a goal, to a team. And one of the biggest problems we have these days is siloing off people and getting them focused on this little area and missing the whole bigger picture. And so to some extent, you've proven through what you've done that people really do want to contribute. Throughout this discussion, what we're gonna be talking about is this concept of Deming style offsite. And I'm gonna push back at times to try to make sure that we're clear on what's a Deming style offsite. Because it's not to say that Dr. Deming said this is how you do an offsite. But what we're talking about is your interpretations of how do we apply this thinking to this particular meeting style and offsite and ensure that we're true to that.   0:06:56.6 Andrew Stotz: One of the first questions I would discuss is just the idea that maybe you just had a really open, caring environment. And so is that Deming or was that just that? Or maybe you did a lot of prep. You guys have done a tremendous amount of prep. That's what I was impressed about in our prior discussions. Maybe you prepped, maybe you focused on the one thing. Those types of things is what could go through people's minds. Why is it that you're calling this a Deming styled offsite?   0:07:34.9 Kelly Allan: Well, I think in part it starts with Deming's teachings and continued Deming's teachings. I think it might be useful to start with the aim, to have Travis talk about the time that he spent researching and thinking and what's going on in the industry. And even though we can talk later about their industry leading statistics and data and recognition etc, it's off the charts. It starts with the aim. And Dr. Deming said let's be focused on the aim. And so there are a couple, Travis, you wanna just talk about the content aim and then we can talk about even a more cultural Deming cultural aim.   0:08:21.1 Travis Timmons: That was one of my early learnings years ago, Andrew, was the difference of an aim versus a goal. And so from the perspective of this offsite through the Dr. Deming lens, our aim as an organization is to maintain one to one care because we believe that results in optimal outcomes. And it's very rare in our industry to have one to one care. Part of how we do that is we have to be industry leading in everything we do. And the thing that we are industry leading in, but I feel it was the one thing that we could improve upon was our arrival rate. Patients get better if they show up, team members are happy, they don't want holes on their schedules. Referring physicians are happy. Everybody wins. So that aim of a higher arrival rate was our aim of this offsite and conversation.   0:09:17.6 Andrew Stotz: Can you back up just for a second and define arrival rate for those that didn't listen to prior discussions on it?   0:09:23.9 Travis Timmons: Sure. Arrival rate is a visit we have on the calendar. Do they show up or do they cancel? And part of what we worked on and a little bit of an aside here is operational definition of what's a cancellation on our schedule to make sure we're measuring what we want to measure. A funny aside, competitors, we hired several new team members came from other organizations and they tout an arrival rate that is high, like 92% arrival rate. Right.   0:09:55.9 Travis Timmons: And I asked them in the meeting and Kelly will remember this, I said, I know your institutions claim a 90 plus percent arrival rate. Did you have a 92% arrival rate? And they said, absolutely not. But they had people on their team, for example, the front desk might have been bonused based on arrival rate. So how they would take visits off of the calendar would not negatively impact arrival rate. So we talked a lot about operational definition and our aim is to study what we want to study, not to tamper or. Kelly, you share your favorite saying. There's only three ways to get better numbers, and those are   0:10:39.6 Kelly Allan: Manipulate the numbers which you were referring to from another company. Manipulate the system that gives you the numbers. So that also kind of fits with, well, we're not gonna call that a late arrival or a late cancel or a non arrival. We're gonna call that something else so we can manipulate the numbers. And then the third way, which was Deming's way, which is how do we figure out how to improve the system so that late arrivals go down. So that they're a natural part of what we do when people show up, the patients show up when they need to.   0:11:14.6 Travis Timmons: Yeah. And I think that's one of the things to your point earlier, Andrew, is was it just a happy go lucky meeting because Travis and Kelly have great personalities. Well, we know that's not true.   0:11:26.9 Kelly Allan: Speak for yourself.   0:11:29.3 Travis Timmons: But no, I think anymore people know when they're working on something meaningful that's gonna have an impact on their lives or where you're just there to drink coffee and have snacks. People don't suffer fools, right? They want to be there. To have a team of 50 plus people leaning in for almost five hours doesn't happen just because it's a fun environment. To your point, it's the right question to ask. I appreciate you asking that. It comes down to they understand that we're a Deming organization. They understand that what we're talking about is gonna be implemented in a Deming way. We'll talk about that more as we go on, but that, to Kelly's point, was starting with the aim. Our aim is improving arrival rate. How do we do that? That's where the Deming offsite comes into play. Kelly and I and our leadership team worked on, okay, how do we best convey this problem and this aim to our entire team rather than just five or six leadership people working with Kelly and just coming up with our own ideas and then spitting it out to the team at a monthly meeting?   0:12:47.8 Travis Timmons: The power of them owning and seeing the problem and then working on system improvement is the power of that is unmeasurable, as Dr. Deming would say.   0:13:03.1 Kelly Allan: Yeah. I think we talked about the aim to be able to continue to do the one-on-one care with patients because most companies are doing two patients, one physical therapist, three patients. Locally here in Columbus, Ohio, where Travis and I are at, we sometimes hear about classes of five patients with one physical therapist. Physicians and insurance companies, these people are not getting better. Right? These people are... Or if they get discharged, 'cause that's a way to get a better number. "Oh, we got them out." But they come back because they're not really healed. They don't really know how to take care of themselves the way they do when they come out of Fitness Matters. One of those overarching aims has to do with building the culture even further so everybody understands the why behind the what. We could say the what is how do we increase those arrival rates, and then the meeting was about the how we're gonna figure that out, how to do that. But the overarching piece had to do with the why. Why does this matter?   0:14:16.9 Kelly Allan: How do we see...If we see the organization as a system and we use a fishbone chart as a way to visualize some of that, everybody can see handoffs. Everybody can see how different parts of the system, of that patient journey, that patient story, intersect and how what happens upstream affects downstream and how the feedback loop from the discharge point of a physical therapist discharging the patient, how that can wrap back into the understanding of the customer care coordinators and how they can work with that at the very beginning of that relationship with the patient. It's all a part of a system, all a part of continuous flow. We wanted to make sure that everybody, especially the new people, really had a visual, a view of the organization as a system and how they interact. Part of those weeks of planning, it wasn't every day all day long. You start with some ideas, you refine them, you get some research, you refine them, you refine further. Travis spent a lot of time on that. Part of that value is time for reflection, time to have the others on the leadership team weigh in, give their points of view so that we're really seeing this from a fishbone perspective as well.   0:15:44.5 Kelly Allan: So now we can go into that meeting with everybody, and their homework was in part the fishbone with some instructions on how to do that and some examples of how to do that. And that was pre-work. So people came into the meeting already successful. They had already figured some things out. This just gave launch, just gave liftoff to the energy. They'd done this work, to your point, Andrew, they're making a difference, and it just fed on itself. The output was stunning.   0:16:21.0 Andrew Stotz: Travis, I'm gonna write your company aim as I heard it from you, and that is, or from both of you, is maintain one-to-one care. It's best, it's rare, it works. And the off-site aim was different from the company aim. It was the number one thing that we can do to improve that company aim is improve our arrival rates. Correct?   0:16:51.4 Travis Timmons: 100% correct. And you talk, I think you used the term silos earlier, Andrew. Part of the aha moments and making the system visible and working on this and building culture and teamwork, when everybody sees the complexity within your organization and understands that, there's a lot more willingness to support, like, "Hey, we need to change this process at the front desk," even though it may not be optimal for the physical therapist, as long as it achieves our overarching aim and improves joy in work for the front or less friction for a client coming in. Now the team starts to see and understand, all right, that's a system win rather than silos or turf wars. The amount of energy that is spent on that in organizations is... I couldn't do it.   0:17:52.9 Andrew Stotz: Another thing I think that would be difficult for many people with an off-site is you just had one aim. If we were doing prep in the companies that I know and I own and others, we're gonna list out 17 things we want to talk about in that four-and-a-half-hour off-site. From your perspective, why is it so important to get this one focus, one aim? And then I want you also to tell us more about how it went. We've set it up now, so just one last thing on the setup is this idea of focusing on one thing when you've got 17 different problems in our company and we got everybody together and you're telling me just one thing.   0:18:40.5 Travis Timmons: Well, and Kelly can chime in here because he was instrumental in getting us from pre-work to meeting day. But part of it, that's why it's two-and-a-half, three months of work leading up to this. We had the aim of arrival rate. All right, what are we gonna do? A lot of different ways we could have tackled that. We landed on fishbone and making the entire system visible. And that turned out to be the right move. I think Kelly can correct me if I'm wrong.   0:19:15.0 Kelly Allan: I would agree.   0:19:16.0 Travis Timmons: So we started with the aim and it's like, okay, how do we get 50 people to work on this together? Dr. Deming says make the system visible. And so we chose to do that via a couple different breakouts of a fishbone. And to your point, Andrew, when we did that, now there's understanding of complexity and then where are the biggest opportunities? Because we have seven things we're working on to achieve that aim. There's gonna be three or four large PDSAs. We're doing a software upgrade, which in and of itself... And a funny aside, so our organization's been doing the Deming approach for 13 years. Right, Kelly? We announced that we're changing softwares at this meeting. Right.   0:20:13.7 Travis Timmons: Everybody was like, "Okay, let's do it."   0:20:17.4 Kelly Allan: Unheard of. I see a lot of companies, that's usually panic time.   0:20:23.5 Travis Timmons: And it was announced at the beginning of the meeting. Any questions? "Nope, sounds like the right move for our aim."   0:20:32.3 Kelly Allan: Well, Travis, you provided the why behind the what. The what was that we have to change the software. You provided the rationale from all points of view, including from internal people who deal with the software to making it even less friction for customers and for physicians and for insurance companies, etc. People understood the why behind that what, and now they're ready to work on the how.   0:21:06.4 Travis Timmons: And I would even argue, because I agree with that, and because we've done Dr. Deming and have had success and accomplished so many things that people don't believe we've been able to accomplish as an independent organization, having lenses to look through and "by what method?" That's one of my favorite Kelly Allan-isms. By what method?   0:21:33.5 Kelly Allan: That's a quote from Dr. Deming.   0:21:36.0 Travis Timmons: Oh, okay. We're good.   0:21:38.9 Andrew Stotz: We stand on the shoulders of giants.   0:21:41.6 Travis Timmons: Yeah. There's a high level of trust in our organization that we can implement change. I think that...   0:21:51.3 Kelly Allan: I agree.   0:21:51.8 Travis Timmons: I don't want to undersell that in terms of how powerful that is that I announce we're changing our entire operating software in a few months and the entire team was... And we told them why, to Kelly's point. But to make that announcement and then just have everybody say, "Okay. Cool." I think that's crazy to me. I believe it because of everything else I've seen happen over 13 years. But to have a way, by what method, using Dr. Deming's principles, PDSAs, operational definitions, system view, we're gonna diagram it. Everybody left there confident that, "All right, we can do this and we're gonna do it." Anyway, what would you add to that, Kelly?   0:22:40.9 Kelly Allan: Yeah. I would say that fulfilling the promises that have been made at previous offsites just builds the credibility that this leadership team gets it, understands it, and is interested in engaging people and making things happen and getting things done in a way that doesn't disenfranchise people, it doesn't beat up on people, it doesn't cause harm, but people work together because they wanna figure it out. It's fun to figure it out. Yeah.   0:23:17.5 Kelly Allan: It can be at times a little too much fun, a little too exhausting to figure it out. But we're born wanting to make a difference and people can come to work there and know that they have a voice, they're heard.   0:23:33.1 Travis Timmons: And I think that's our superpower that I've learned from Dr. Deming is if I'm the only one figuring stuff out, we're in trouble. We're in trouble. So the team knows that we're gonna bring stuff, we're gonna talk about it, and we're gonna solve problems collectively through the Dr. Deming philosophy. That's something that just popped in my brain, Andrew, because it was such a non-event. But in most instances, that would have been the entire meeting would have been about that, the side conversations, people coming up to me...   0:24:15.0 Kelly Allan: And Travis, there would have been a lot of discussions at a non-Deming company about, "How do we get buy-in?"   0:24:22.4 Travis Timmons: Right.   0:24:22.8 Kelly Allan: "How do we manipulate people into saying this is okay?" We didn't have any...We didn't spend a minute on that.   0:24:30.5 Travis Timmons: Not one person asked me about the software the entire evening at dinner. It was just like, "We're gonna do it." It just struck me because it was a non-event in the meeting, but I think that would have been rare had we not had our history of Dr. Deming's approach and how we presented it in the meeting.   0:24:52.9 Andrew Stotz: Kelly, you said something that made me think of a book that I read in the past by Richard Feynman called The Pleasure of Finding Things Out. Great scientist. You talked about contribution and the desire for contribution and you talked about how people were figuring things out. And that's fun, that's exciting. That's what people want to get out of their management team and out of their employees. In some ways, I feel like you're talking about recess, a playground. Put all that stuff aside, let's go out and let's build this thing. All the joy that we did have when we were young. Think about, "Let's make a sandcastle! Yeah, you do that, I'll do this." That excitement...   0:25:45.0 Kelly Allan: That's what it was in the room that day. Different breakout groups working on different parts of the fishbone and then bringing them together and debriefing around it. It was very exciting. The energy was high. Andrew, you mentioned something, I think in part you were channeling Dr. Deming there because he also pointed out about how we're born wanting to make a difference, to make a contribution. Then we go to school and that gets beaten out of us with grades and command-and-control teaching, et cetera, et cetera. But to your earlier question about what makes this unique, special in regard to Deming, Travis mentioned the complexity. And so we go right back to the core of Deming: understanding variation and special cause, common cause, the important few things versus the trivial many, and how do you sort through those? That makes it very Deming. It makes it very Deming. The other thing that you won't see, and I've been in a lot of them through the years, in most offsites is those conversations about the why. It's usually, "Competitor's doing this," or, "We gotta make more money," or whatever.   0:27:01.0 Kelly Allan: No, the why for Fitness Matters is to achieve those aims. Right.   0:27:07.1 Andrew Stotz: Some of the things that you mentioned: have an aim, what makes this a Deming style, have an aim, think system, not individual focus, understand variation and how that can help you think system, not individual focus. You talked about pre-work, taking it seriously, and I would say that kind of responsibility for your employees and the environment. I was blown away with the amount of pre-work that we talked about previously. You talked about some tools like fishbone as an example. You've talked about the why. Travis, why don't you give us a very high level... We arrived at this time, this was then, we did this first, then we did that, then that. So we can just understand the structure of this meeting a little bit.   0:27:59.5 Travis Timmons: Sure. We've been big on operational definitions. So the operational definition of start time is Travis will start talking at 12:30 to start the meeting. Learned that one over the years. And I...   0:28:18.2 Travis Timmons: It was at a new location, so we had a couple people go to the wrong place. We put the map inside of the homework, swim upstream, try to make this as easy as possible. But to answer your question, we had an operational definition of the meeting starts at 12:30, and that means the meeting begins at 12:30. Operational definition, we had name tags. From an efficiency standpoint, we had six tables when we were going to do breakouts. People picked up their name tags, it had number one through six on it, so they know what table they would be going to at breakouts. We did a quick intro of every team member and what location they work at because we have had a lot of growth. Put names with faces, introduced Kelly so that everybody knew who he was. There's probably 11 people that didn't know who he was in person introduction and how that was going to be diving more into Dr. Deming. I made it very clear up front that this meeting, we're going to celebrate wins from 2025, but I made it very clear we're going to go through those quickly, not because they weren't huge wins, but because we had a lot of work to do to make sure we stay on that growth and excellence trajectory.   0:29:38.2 Travis Timmons: So we went through all of our wins for 2025. We reviewed our BHAGs, and then we got into the aim. In 30 minutes, we introduced everybody, we went over our wins for 2025, we reviewed our BHAGs, one of which is to be the best, leverage technology better than any physical therapy practice in the country was one of our BHAGs. Then I dovetailed that into, and we're switching softwares in a few months. Any questions? No. We go right into, here's what we're going to be working on today, referenced they're going to be using their homework, so they brought their homework booklets with them. We had PowerPoint slides so they knew what the directions were for the first breakout group. Kelly and I got there early and some of the leadership team got there early. We had the table set. We had the, I call it newsprint, up on tripods ready to go. You want to be prepared. They hit their tables because of the name tag. We had leaders assigned for each table.   0:30:50.1 Kelly Allan: And they were trained in advance. Yeah. Facilitators. Yeah.   0:30:53.5 Travis Timmons: We had leadership.   0:30:54.7 Andrew Stotz: So there was an intro period and then you said, "This is our aim and now go to your tables," or how did that... What were you telling them to do at the tables?   0:31:06.0 Travis Timmons: We told them the aim, reviewed the aim. To your point earlier, Andrew, overarching aim is maintaining our one-to-one care model.   0:31:14.0 Andrew Stotz: Yep.   0:31:14.7 Travis Timmons: Our aim of the meeting is how do we improve our arrival rate as an organization to greater than 85%? One of the ways we're going to accomplish that is making the entire system visible. We're going to go to our tables and we're going to work on... We had the fishbones drawn at each table, but we wanted them to fill in the fishbone as groups from their homework because everybody brought different ideas to the table. We wanted some conversation around that.   0:31:44.2 Andrew Stotz: That was a general fishbone. I think I remember later you talked about then breaking it down into separate fishbones, but that was just a general one to review what they'd done.   0:31:54.8 Travis Timmons: General one, work on the work together. To Kelly's point earlier, just the energy around working on ideas or, "Hey, I hadn't thought about that," or, "I didn't even know we did that in our system." Right.   0:32:07.0 Travis Timmons: Just understanding the complexity and really just getting the juices flowing on, here's what we're going to be working on because the next layer is going to be diving deeper into each one of those.   0:32:18.5 Andrew Stotz: How long was that period of going through the first fishbone and looking at their homework, discussing it together? How long did that last?   0:32:27.7 Travis Timmons: That one was a half hour because they'd already done the pre-work, so we assumed most of it was already going to be done. It was just kind of...   0:32:38.4 Andrew Stotz: Did you have them present any of that or that's just, "Go through that and that'll prep you for the next thing"?   0:32:46.0 Travis Timmons: We had them spend 25 minutes on that and then we saved room for five minutes for them to have kind of sharings or learnings or ahas. What did this experience teach you? Do you have anything to share?   0:33:01.9 Andrew Stotz: They're doing that within their group or they're doing that...   0:33:05.1 Travis Timmons: We went table by table and had them share with the entire team. Table by table, we had the team lead or anybody at the table, "Hey, what'd you think? What'd you learn?"   0:33:14.3 Andrew Stotz: Someone may say, "I didn't even realize that this impacts that and I just realized that now after seeing it." Okay.   0:33:24.0 Travis Timmons: Yeah. What are some of the things you heard, Kelly? I heard, "Oh, this is complex."   0:33:29.8 Kelly Allan: I also heard things like, "Well, I know how to handle this, but I need to define a process so that if I'm out, someone else can do it." Right? It's those kinds of little aha moments. Others were just, "Oh, is there a way for us to systematize that even further?" Again, it was that thinking about the system coming out in their comments. I think another part of the appreciation was really recognizing that a lot of people have to win. Deming talked about win-win being very stable and win-lose is not. They wanted to make sure the patients and the clients win, the physicians win, that the insurance companies are getting what they need, that the PTs and the Pilates people and the MAT people, etc., and the customer care coordinators are also having joy in their work. Because when you have a joyful staff, customers, clients really appreciate that. They just know there's something different. There's something different.   0:34:42.0 Andrew Stotz: And one question is, did you have any drift at that point where people started talking about other things that were unrelated but were key problems they're facing, or was setting your aim and doing the pre-work really kept them on track?   0:34:56.8 Kelly Allan: Great question. Yeah.   0:34:58.5 Travis Timmons: They were focused. They were focused the entire meeting. One of the things I learned it from Kelly or Ray, or maybe you taught Ray, I don't know, but we have a piece of paper we put up at every off-site, Andrew, we call it the parking lot. So that if somebody does have an idea that's outside of what we're there to tackle, we just have them go up and write it down so that they're heard, and it could be important, for sure, but we're not working on that today. We gotta stay laser-focused on what we're here for. So we have a parking lot, which has been super powerful, but nobody went to the parking lot the first half of the day at all.   0:35:39.2 Andrew Stotz: That's good. That's better than the woodshed. Excellent.   0:35:43.5 Travis Timmons: Speaking of the woodshed, this is one of my... I think this is one of the critical learnings, one of the many critical learnings I've had with Dr. Deming and the approach to leadership's responsibility. For me as the owner, at the end of the day, the buck stops with me, is to create joy in work, to create engaged teams where they can do fulfilling work. So you talked about the woodshed. It reminds me another one of my favorite quotes. A lot of owners or leaders talk about, "We have a lot of dead wood around here. Have a lot of dead wood on our team." The first Deming off-site I went to, Kelly said, "Well, there's only two ways that could have happened. Either one, you hired dead wood, and if you did, that's on you with your hiring process. Or number two, you hired live wood and you killed it. Either way, it's on the owner and leadership."   0:36:52.4 Kelly Allan: And I stole that from Peter Scholtes.   0:36:55.5 Andrew Stotz: Okay, got it.   0:36:57.0 Travis Timmons: But that struck me in terms of, okay, responsibility's on Travis to ensure we don't have that. Can't point fingers anywhere else. It's not people coming in with bad attitudes. So anyway.   0:37:15.8 Andrew Stotz: Okay, excellent. So now you've had the general fishbone discussion, you've had people present what were their key learnings from it. What happened next?   0:37:26.6 Travis Timmons: Just some quick aha's, anything from the homework, stuff like that. And then from there we did a couple-minute break and then we went right into the...   0:37:37.9 Andrew Stotz: It sounds like a HIIT, like a high-intensity interval training here. We did a couple-minute break.   0:37:44.6 Travis Timmons: We had work to do, man. People were there to get work done and get on to dinner. We had snacks and water in there they could grab real quick. Restrooms were close. And then agenda, we've gotta stay... And the team understands we have to do what we're doing, we have to be excellent in all categories. So the next thing we did, we came back together as a team, the entire team, and Kelly did the red bead experiment in preparation for the next breakout. Super powerful. For those that have seen the red bead experiment and how Dr. Deming used that to show how the willing worker shows up wanting to get all white beads, right? And the white bead, it's the white bead company, but there's red beads intermixed. No matter how hard they try, or Kelly offered a hundred-dollar bonus to somebody if they would just only bring out white beads the next time they put their paddle in, and it just had that visceral, in-the-moment realization that people show up wanting to do a good job. And issues, so the red beads were what we called cancellations impacting our arrival rate. Therapists want their patients to show up. Front desk wants, the client care coordinators want their patients to show up. Physicians want their patients to show up. So what do we need to do? It can't be bonus them if they show up or just try harder. What's not working? So that was a great...   0:39:23.4 Andrew Stotz: Why don't we go to that for a second. We're gonna have Kelly, maybe you can tell us a little bit about what you observed from that, and then we'll continue on with the rest of the structure.   0:39:36.2 Kelly Allan: Well, the way we set up the red bead experiment was very much focused on the real challenges and real issues that everybody at Fitness Matters faces in terms of this topic of increasing the arrival rate and how complex that is. I think the red bead experiment demonstrates for not only the people who are the willing workers and the people who are the inspectors and the person who is the scribe who keeps the spreadsheet, they realize that the numbers alone are not telling us what's going on. They realize that unless there's a system improvement, process improvement, and people working together to make those happen, you can bribe people, you can incent people, you can threaten people, you can send them home, you can give them a performance appraisal, you can do every kind of command-and-control management, but you haven't improved the system in which people work. There's still red beads. There's still red beads. We have to reduce the friction, we have to change the paddle. We have to figure out how it is we can help make it possible and easier for clients to want to show up so that they can get healthy and so that they can really appreciate what happens when they don't show up, how they are a part of the system. Once they become a patient, they're a part of the system of Fitness Matters.   0:41:18.3 Andrew Stotz: I'm just curious if there was also anything different. You've done the red bead experiment a lot of times with a lot of different types of companies. Were there any observations you had of the way they interpreted that that was either the same or different? What were some of your observations there?   0:41:37.7 Kelly Allan: Well, we planned it so that Travis and his leadership team could really do more of the debriefing so that they would have the context for the people in the audience as well as for the people on the stage, versus just a more generic, which is still powerful, to talk about how the system's in control and is this a common cause system or a special cause, what's really going on. Travis and his folks were able to then bring that context to the red beads, which I think made it especially powerful for this audience, for this group.   0:42:16.2 Andrew Stotz: Excellent. Travis, why don't you continue?   0:42:22.0 Travis Timmons: As Kelly shared, the leadership team debriefed after the red beads of the learnings and how that might be. The red beads were the cancellations that we currently have. Then we introduced, "Okay, now what we're gonna do is go do a deeper dive into the fishbones." There's five primary parts of our system, five bones. Each bone we're now gonna break out and work on the granular details. We did a fishbone for each of the larger bones.   0:43:01.8 Kelly Allan: Why don't you give a couple examples of the bones if you have it handy?   0:43:07.3 Travis Timmons: First bone is what we call initial contact. The first time a client has an interaction with Fitness Matters. Could be website, could be a physician referral, could be a neighbor talking to them, could be driving by. Initial contact, that's bone number one. How does that entire process work at Fitness Matters? Where's the friction point? Are there people that we don't even get into our door efficiently? They're not coming in set up for success, for example. Next bone would be setting them up for the evaluation. Third bone is evaluation day. Fourth bone is every subsequent visit up until discharge. And the fifth and final bone is discharge to ongoing wellness and how do we continue to stay connected? Those are the five bones as you flow through as a client at Fitness Matters, and the five major gates, if you will, is how we looked at it.   0:44:07.8 Kelly Allan: Every one of those is filled with complexity. There are a lot of little details to reduce the friction for the clients and for the system, for the patients in the system. I think that was an aha moment for people as well because a lot of them are in the quadrant four of unconscious competence. They've been doing this job well for a long time and they tend to forget the complexity. We have to identify the complexity so we can work on it and make it less complex, more streamlined, and so new people coming in can appreciate why Fitness Matters makes informed, thoughtful decisions about how they do things. It didn't just happen. These have been thoughtful things that have been worked on for years, but they can still be improved further and we can document them and make them more visible. When people saw all those little bones coming off the main bones, it's like, "Wow, there's a lot of little things that happen and we can impact almost all of those."   0:45:18.1 Travis Timmons: In some of the work we've already done on the bones to already have industry-leading arrival rate, but I think we can do better. We're one of the few, maybe one of the few medical appointments people have in their lives, not just physical therapy, but in general, that you go to do a medical appointment, do you know what it's gonna cost you out of pocket before you show up? Generally, you don't. We've swam upstream to make that visible to clients, so they already are coming in knowing what the cost is gonna be and are we providing that value? Just an example of, okay, can we swim further upstream with that and make it easier to pay and make it visible on their insurance deductible and all of that?   0:46:05.9 Kelly Allan: Well, and also, Travis, I think... I was just gonna say in terms of how many times have people been to a doctor's office, they've had to fill out a whole bunch of forms either online or in the office and then nobody ever looks at it. Something that Fitness Matters has been a leader on for a long time, which is how many of these questions are really required? How are we really gonna use that information? Let's not have seven pages. Can we get it down to four? Can we get it down to three? And increase... Because remember Deming's teachings are quality goes up as costs go down. Quality goes up as we have to commit less time. Quality goes up as joy in work goes up. Right? So that's that Deming structure of, no, quality does not have to cost more. In fact, Deming said if you're doing it this way, quality will cost less. And that's in part how Fitness Matters can compete against these big, big companies and win. I think, Travis, you've gotta share some of the statistics about what makes Fitness Matters an industry leader. What kinds of things are measured that you and others look at in the industry?   0:47:17.8 Travis Timmons: One of the big things in the physical therapy industry, Andrew, is what they call outcomes. They're measurable questionnaire by body part that you have a patient fill out at evaluation day and at discharge day, and it gives you a percentage of... In our industry, they call it functional ability. Are you 100% able with your shoulder or do you have a 60% disability with your shoulder? For example, across all body parts, we're 30 to 40% above national average on our outcomes. Not even close. Because of the efficiency, our patients show up. Again, the one-to-one care model is why it's our true north, and everything we do has to support that because of those industry-leading outcomes. Our no-show rate is one of the other things we define. Again, something we're working to improve upon, but we're already nation-leading. Our definition of a no-show is 24 hours notice up into a no-show. Most companies in our industry only call it a no-show if the patient just doesn't show up. With our definition of 24 hours notice or less, we're at 4% to 5%. National average of true no-shows, just not showing up, is 15%.   0:48:45.8 Andrew Stotz: Yeah, I can imagine even probably higher than that, but 15, yeah.   0:48:49.7 Travis Timmons: 15 to 20% depending on the research. Just two examples there. The Deming approach to system thinking, team engagement, getting rid of silos, operational definitions. To Kelly's point, we worked years ago on that initial client intake. I used an example several years ago around the time we were working on that project. My one son, got him an Apple iPad for Christmas. Other son got an Xbox 360. One product we got out of the box and turned it on, it was fully charged and ready to go in about 37 seconds. The other product took all kinds of unpacking, had to plug it in, and as soon as it came up, it said software upgrade required, and it proceeded to spend the entire day of Christmas downloading the update. We just use that as an example of how hard is this? We want that same experience for our clients. How do we make it an unbelievable healthcare experience for our clients?   0:50:10.1 Kelly Allan: Well, and Travis is being way too modest here, so I have to jump in. I don't know if I have the numbers exactly right, but Travis will correct me. Let's say you have an injury or you're recovering from surgery or whatever it happens to be, and the industry average is it's going to take 17 visits with a physical therapist for you to be at some level of functionality. At Fitness Matters, it might be 13 visits. Travis, is that too high?   0:50:42.3 Travis Timmons: 10.   0:50:43.1 Kelly Allan: 10 visits. 10 visits. So cut it in half. They're getting better in half the time. That's Deming.   0:50:52.9 Travis Timmons: Yeah.   0:50:53.3 Kelly Allan: Quality goes up, costs go down. Which is why Travis then can... Insurance companies also love them, right? It's like, wow, these people are getting better and they don't circle back just because they were... Operational definition is they're well. Discharged by somebody else, oh yeah, they had their 17, 18 visits, 19 visits, they're well. No, they're not. They come back or they go somewhere else and they're claiming insurance again. Fitness Matters, they learn how to stay well.   0:51:22.4 Travis Timmons: And that brings in another important thing that we've learned over the years, Andrew, with the Deming approach. Our data is industry leading, and we've worked hard at that. And we've got a great team that works within the construct that we've created through Deming. To get back to the unknown or unknowable quote that Dr. Deming would use, our marketing costs are low because patients go back to their physicians and say, "Hey, this is the best PT experience I've ever had." And after they hear that four or five times with us and they get complaints when they send them elsewhere, all of a sudden we start getting referrals from these doctors we've not even heard of before.   0:52:07.6 Kelly Allan: Yeah. Yep.   0:52:08.9 Travis Timmons: How do you measure that? What amount of marketing dollars would have to be spent to get in front of... Like, we doubled the number of physicians that referred to us in the last year.   0:52:23.6 Kelly Allan: Yes. That's a double, Andrew. Unheard of.   0:52:27.5 Andrew Stotz: Yeah.   0:52:28.1 Kelly Allan: Unheard of.   0:52:28.5 Andrew Stotz: Incredible. So you got amazing outcomes. Let's now wrap up about where did you get to at the end of this? What did you personally and the management team end up with?   0:52:45.9 Travis Timmons: So we had some do-outs. Our closing PowerPoint slide was within two weeks we would report back with one to two updated operational definitions and probably three PDSAs that we were going to tackle. That was kind of our promise back to the team, that we would look at all the work. We have paper everywhere. People got to vote. We had a one-page paper on potential PDSAs, and we gave them little stickers to vote on where they think we should put our time and energy and resources. Our takeaway, our product, if you will, three PDSAs. One that has two under it is the new software. We're gonna start doing online scheduling, automated waitlists. I won't get into all the details, but PDSA one has software change. PDSA two, there was a lot of feedback on, "Hey, it would be great if we had kind of a scripted conversation point for the client care coordinators for these four scenarios: first phone call, first in-visit, how we take payment and make their benefits visible to them, how do we take a phone call and handle a cancellation when they do happen to ensure that it's a positive experience."   0:54:12.4 Travis Timmons: And then how do we handle kind of a no-show? Another PDSA is we're gonna have those client care coordinators create their first version of what they think the best script would be, 'cause they're the ones that do it all day. Why would I try to come up with that? And then have them send it to us and do some feedback there. Then we updated our operational definition of canceled visits so that there was clarity across the system to make sure we're measuring what we want to measure, which is how many people show up to their visits each day. We reported that back to the team last Friday, actually, to make sure we hit the deadline we promised to them. And then we let them know we're also gonna be working on kind of a third or fourth PDSA—I kind of lost track there of how we're counting it under the software—but training the entire team on what does it mean to have client engagement and what is our operational definition of client connection and client engagement. So they know we're gonna be doing that on a location-by-location basis at the March monthly meeting.   0:55:26.4 Travis Timmons: That was our takeaway. A lot of product to come away with, and they're gonna have all of the context from the team off-site to understand what we're getting ready to tackle, especially with the software change.   0:55:40.1 Andrew Stotz: My first reaction to that is, oh, those seem like kind of things that you could have figured out some other way, or there's not that many things, or there wasn't some stunning breakthrough. Explain why you're happy with what you got versus you prepared, you did a lot of work, you got those things. Some of it may be that, hey, we need to go through a process. I may have known some of those conclusions, but if we don't have a process of going through that, first we have the risk of maybe I'm wrong in what I think. And the second thing we have is that we have the risk that it's just a business run by dictate rather than getting real buy-in. I'm just curious if you could explain a little bit about that.   0:56:30.7 Kelly Allan: You said the bad word. You said the B-word.   0:56:34.5 Andrew Stotz: Buy-in.   0:56:35.4 Travis Timmons: Understanding, Andrew. Not buy-in.   0:56:38.4 Andrew Stotz: We're looking for buy-in. No. Okay.   0:56:40.8 Kelly Allan: We change it. How do we get... The conversation changes when you say, "How do we get understanding?" Now it's about the why behind the what that leads to the how, versus buy-in, which means, "How are we gonna sell this to somebody?" Sorry, Travis, I couldn't resist.   0:57:02.8 Travis Timmons: No, it's 100% true. And to answer your question, Andrew, my first answer and probably the most powerful answer we already talked about earlier, but it's very important to reiterate and maybe close with, is because of our approach and the time and investment we spent preparing for the meeting, doing the meeting, the fact that there was zero concern or stress around us switching our software system. The amount of engagement that there's gonna be, 'cause there's gonna be work to be done by all team members in preparation for that software change. I am confident I'm not gonna have to do any motivational speeches leading up to that. I'm not gonna have to bribe people. They want this to work because they understand why we're doing it, they understand the value it's gonna provide, and they understand, now that they have deep understanding of our system, they understand why we need to do this to continue to excel.   0:58:13.9 Travis Timmons: I don't know what that's worth. That's unmeasurable. But I know had I just announced this and not had any process, not a Deming approach, just, "Hey, guys, Travis thinks we need to do a new software and we're gonna change how you document, how you schedule," I feel fairly confident how well that would've gone. That would be my answer, Andrew, is the power of being able to present that to a team. They're already asking me questions about, "Have you thought about this in our system?" We have a shared Word document across the team. What questions are coming up in your system thinking? "How are we gonna message this to all of our clients so that they know they're gonna get new emails for their home program?" Great question. I had not thought of that. That is unmeasurable, but I know we're gonna be successful when we switch softwares because of our approach via Deming. What would you add to that, Kelly?   0:59:14.7 Kelly Allan: I think that's the essential nature of what happens. When you set out with a clear, healthy, thoughtful aim, you have conversations around that with your leadership team and what they can do then to filter that and start to talk about that with their teams at their locations, and then you have time to reflect and continually improve that, you're really creating a racehorse. Most off-sites, and Andrew, you've been to these, I know, they start... It's the 17 things. I thought of this when you mentioned it earlier. We start out, we have a racetrack and we want to have a racehorse. But by the time most companies get to their off-site, they've put so much stuff on that horse that it's now a pack mule. It will eventually make it around the track, but if you're competing with Travis, his racehorse, that team's racehorse has been around that track past you many, many times. You may get there, but they're already onto another track by the time you get to the finish line. You're finished.   1:00:36.7 Andrew Stotz: Yeah. You may even be releasing kittens and he's got a horse.   1:00:42.0 Travis Timmons: Kelly brings up another great point there. The other thing that gives our team confidence, because of our system view, 96% of issues are due to systems and processes, not people, the Fitness Matters team is confident that there's gonna be hiccups with a software change. They're confident they're gonna be able to talk about it in a system view quickly, and they're confident we're gonna implement change to rectify that. That goes into one of the reasons why I got zero shocked looks or zero sidebar conversations the entire day. The only feedback I've gotten is, "Hey, we're excited about it. We think we need to do this. And have you considered this as part of our system change?" I don't know what else as a business you could want.   1:01:40.4 Andrew Stotz: Kelly, I was thinking about a good wrap-up from you is to help the listener and the viewer think about how can they apply this into their business. Let's step back a little bit from Travis and think about the work you do and give us some hope, give us some guidance about, can we do this? How?   1:02:04.6 Kelly Allan: Yeah. Several things come to mind. One is that when you first start to learn about the Deming lens, the System of Profound Knowledge, his approach, it seems, it's different. It is different and it can seem to be, oh my gosh, that's so different. We'll never be able to do that. But the point is, the Deming Institute offers a two-day seminar workshop and they can learn not to be incredibly proficient or masterful in two days of how to go back and do Deming, but they know how to get started and they do get started. And then it just becomes part of, again, the Deming magic is as you start to work on these things, your costs go down, your quality goes up, and sometimes you can raise your prices because of the quality and sometimes you just are more competitive at the existing price, but you're taking work and rework and waste out of the system through the Deming approach, which allows you the time. That's the big constraint in most companies. I don't have time to work on improvement. I gotta fix this.   1:03:29.9 Andrew Stotz: Yeah. Right.   1:03:30.9 Kelly Allan: So that's a fix that's gonna fail. That's a fix that's gonna fail. So I think the message is you just want to read The New Economics. If you get the third edition, start with the new chapter. It's like 40 pages and it sums up a whole lot of what we've been talking about. Then there's DemingNext videos through the Deming Institute. You can get your feet wet there. You can then, if you want, attend a seminar or read more things or reach out and have conversations with people. But you just have to try it so that you can see that the payback is there, that the joy in work is there. And in a war for talent, they wanna work for Deming. People wanna work for Deming-based companies because they're not about manipulating people. They're about joy in work. They're about reducing the friction. So you just gotta get started and don't be just because it's so different doesn't mean you can't learn it quickly. You can.   1:04:36.7 Andrew Stotz: Yep. And Travis is a great example of that. In our prior episodes, he talked about the journey, about the pain and all that. I think that's exciting. I'm gonna wrap it up. I just have to laugh because I've been out of the corporate world for a while, just doing my own thing. But I was thinking, you mentioned about buy-in and then you said it means you're selling something. And I thought that's funny. I remember my father used to say, he used to get so annoyed because he'd say, "Yeah, let's talk around this," which was a common thing back in those days. But then I was also thinking another thing that we were saying was onboard. Let's get people onboard with this. What if you're onboard? It pretty much means you're drowning. And I just thought about those types of things that when we talk about fear and work or fear in what we're trying to remove fear and stuff, part of it is the way we speak and the way we communicate.   1:05:41.1 Andrew Stotz: Travis, I feel like I want to leave you with the last word. So why don't you bring us home?   1:05:48.0 Travis Timmons: Yeah, I think I would follow on what Kelly said is I would just the amount of joy, the amount of stress this took off of me as a business owner and as a parent thinking about things differently. And the first time you start learning about Deming's teachings and the System of Profound Knowledge, it seems a little off. Seems a little like this just doesn't seem possible. I've had several people I've talked to about that. It just doesn't work that way. To Kelly's point, I would encourage just try a couple things, whether it be do you have clear operational definitions? Have you done a PDSA? Do you know how to do a PDSA? But the two-day seminars is where you kind of do the deep dive into like, oh, okay, I need to think about things differently. So anyone struggling with a business trying the latest and greatest book that's been out or the latest and greatest compensation model to create ownership thinking within your organization or whatever the buzzwords are, this is a long-term path to clarity and to just an understanding of how you can make your organization a place that has a positive impact on the lives of your employees and your clients.   1:07:17.7 Travis Timmons: And man, if you get that right, everything else follows. Sales, profit, all the stuff that a lot of metrics look at. If you get the point of your job is to have a positive place for your team to work and how do you do that? Deming is the way to do that. Everything else follows after that, in my opinion.   1:07:38.6 Andrew Stotz: And on that note, Travis and Kelly, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. For listeners, remember, as Kelly and Travis have both said, go to deming.org, go to DemingNEXT. There's resources there so you can continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. I constantly repeat it because I love it, and that is: "People are entitled to joy in work."

Atrial fibrillation is the most common sustained cardiac arrhythmia, affecting ~37.6 million people globally, with prevalence expected to double in the coming decades.    A recent Lancet Seminar (2026) highlights several key principles shaping modern AF care:   • Stroke prevention with oral anticoagulation remains the cornerstone • Early rhythm control strategies improve cardiovascular outcomes • Catheter ablation is increasingly used as first-line therapy • Lifestyle modification—weight loss, exercise, alcohol reduction—reduces AF burden • Integrated care models such as the ABC pathway and AF-CARE improve outcomes   The future of AF management is holistic, preventive, and patient-centred.   #Cardiology #AtrialFibrillation #StrokePrevention #Electrophysiology #PrecisionMedicine

The Psychology Hack Every Trader Needs  Podcast: Find out more about Blueberry Markets – Click Here Find out more about my Online Video Forex Course Book a Call with Andrew or one of his team now Click Here to Attend my Free Masterclass YouTube: Dr. David Bonanno Enroll to Max Discipline Click Here to Learn More About Max Discipline Click Here to Checkout the Book: The Consistently Calm Trader: Master the War Between Discipline 626: The Psychology Hack Every Trader Needs In this video: 00:17 – Talking about mindset in trading. 00:54 – Dr David Bonanno helps traders. 08:02 – Traders issues with over trading and thinking money! 13:24 – Don't reinvent the wheel. 16:30 – You don't need a 90% win rate. 21:40 – You have to love the concept of trading. 25:55 – Traditional forum sites don't work. 27:50 – Be real with your trading. 30:25 – Contacting Dr Dave. Andrew Mitchem Hi everybody. It’s Andrew here at The Forex Trading Coach. Welcome along to another video and podcast. I’m really pleased today to be joined by Dr. Dave Bonanno over in the US. Dave, welcome along. Nice to have you here. Dr. Dave Bonanno Thanks. Yeah. Great to be here. Talking about mindset in trading. Andrew Mitchem Really looking forward to this because quite often in trading we talk about strategy and rules, talking about indicators and charts and things like that. But today we want to bring it back to something that applies to everybody. No matter what type of trading you are, whether your fundamental trade, a technical trade or a mix. And it’s really important that you start to understand, your mindset within trading. And that’s why, Dr. Dave here today is here. And how he’s going to help you and all of us listening and watching with the mental aspect of trading. So, Dr. Dave, maybe you can start about introducing yourself, what you do and how you help traders at that. Dr David Bonanno helps traders. Dr. Dave Bonanno Okay, great. Yeah. So I started off, as a therapist who is really trying to help people with problems, especially PTSD. And most people don’t really know what PTSD is like. If you look it up, there’s no definition. It’s just a list of symptoms. So the way that I define it now is that it’s when you have adrenaline and it just is overactive. And the thing to know is that when you have adrenaline, it makes your logical brain go offline. So I maintain that adrenaline is every trader’s enemy, and it doesn’t mean that you’re in full fight or flight, or that you’re afraid or that you’re angry. It can affect us in a lot of ways that we’re not even really aware of. And so if you like, read other mindset books or listen to other people who talk about the psychology of trading, they talk about changing your thoughts. But what I’m really all about is how to, engage with your subconscious in a way so that it doesn’t contaminate what you’re doing on a moment by moment basis. Andrew Mitchem Interesting. So you’re taking a slightly different approach to it. So on a like just to get it on the beginning, but to give her some right at the beginning on, on a, on a like a practical basis, someone’s out, they’re trying to identify a trade setup or they’re in a trade maybe. What do you do that could help them with those scenarios? Right. So I had this trader named Tony, and he was really successful in his career, and he wanted to gear up for retirement. And he he was a very logical guy and he could understand intellectually probabilities and all that. But when money was on the line, especially when he was trying to scale or even when he was trying to, take payouts from the prop firms, he would find himself just not quite making the right decisions. So of course, he looked at his strategy and and his, you know, technical skills. But I think what he didn’t realize at the time was sometimes adrenaline would get in the way. And and so that could be like if he was putting pressure on himself to provide a financial security for him and his family, or if he couldn’t really accept losses all that well, and I’m not even talking about like, yeah, I’m not talking about like throwing a tantrum or anything, but like, his wife would notice that he wasn’t in a very good mood after he had a red day. And so, yeah, we we needed to look at what was going on for him subconsciously. And, you know, we all could try to think like, well, you know, I’m pretty much in control of my emotions or I didn’t really notice, you know, what was happening for me in the moment. But we’re talking about subconscious stuff. And by definition that’s what we’re not aware of. Andrew Mitchem Yeah. Dr. Dave Bonanno So yeah. Yeah. So, yeah, one of the things I do first is I help people to identify, what exactly is going on for them. And it doesn’t mean, you know, that we have to go back to the past and blame your parents for everything. Like I was taught to do as a therapist. But we use, eye movements, which is, like EMDR if if people don’t know what that is, it’s the most researched, intervention for PTSD that there ever was. And I’m sure you probably even know people who’ve done it. So anyway, that kind of allows us to interface with your emotional brain. So, like, we have two brain systems that are at play at the same time. It’s kind of like two TV shows that are superimposed on each other, and you can’t just ignore one of them and sometimes I yeah. So sometimes our head and our heart is in sync. But a lot of times it isn’t. At least as much as we’d like to think that it is. So yeah, if we can actually like kind of interface with that part of our brain, that’s the part that makes our logical brain go offline. So we still do need that emotional part. Like it’s sort of like, like, you know, when you’re dreaming, then you wake up and your logical brain think so that was crazy. But that’s really because the logical brain was out of the way. And it’s it’s coming on, you know, with your, emotions. So what I’m getting at is, that when you’re able to move your eyes, that’s what allows you to connect with your heart. It’s great for journaling because instead of trying to go back and guess at what you were doing subconsciously, it really kind of helps you to get there. And that’s what we did for Tony. Andrew Mitchem Interesting. And so his results work improved dramatically after some time. Dr. Dave Bonanno Oh, absolutely. Yeah. He’s he’s doing awesome now. He just, showed me a picture of a house he wants to buy in Florida, and, he, he needed to help his parents out. And he, he was putting a lot of pressure on himself that he wasn’t really quite aware of. And that’s going to add adrenaline and, you know, like. Yeah. So like if he if you look at advice from other trading coaches or mindset coaches, they’re like, okay, well you have to control your emotions and you have to use your willpower in order to kind of, push them aside and focus on what you need to. Yeah. And that that can work sometimes, but it doesn’t work all the time. And if you’re telling somebody who’s full of adrenaline that they need to calm down, that’s kind of like telling somebody who’s full of alcohol that they need to be sober. Like it just. Yeah, yeah, yeah. It’s yeah, yeah, I know I’ve tried. But, Yeah. So I think instead of trying to use your willpower and then blaming yourself when you, when it doesn’t really work, and then people start to go into a cycle. Right. Like they start to doubt themselves and they start to think, well, maybe I’m a weak person or whatever. And really, I think they’re just kind of setting themselves up for failure by expanding, their body and their mind to react in ways that it’s not set up for it. Because once again, like when you’re in fight or flight, you’re but your brain is designed to go offline, like, you know, if you’re if you’re in the forest and you see a bear or something, you’re not supposed to be going through all the, pros and cons of the opposite, like you need to be running away or fighting. It would. Yeah. That’s right. Yeah. So that’s just how we’re built. So. So when we’re training and there’s like, you know, people can follow their rules, fine. If there’s not too much pressure. But when you’re scaling up or when you’re trying to, make this one being trained, you know, that’s going to really help you out. Or if you’re trying to get like a good feeling, like if you’re if you’re a little bit maybe addicted to training, you’re doing it to feel good, then it’s going to backfire. And then the harder you try, the more you’re feeding energy into that negative cycle. Traders issues with over trading and thinking money! Andrew Mitchem Yeah, that’s really interesting. I get a lot of people over the years that come to me and they have this exact issue, and a lot of people, unfortunately, when they get into trading, they they have this mindset. And like I did exactly the same over 20 years ago, you get into it, it’s new, it’s exciting. You think you’re going to make lots of money. Then you start looking at charts and lines and dots and arrows and indicators and you think, wow, this is awesome. I’m good. Look at this. Crosses this. I’m going to buy here, make a fortune. And then you soon realize it doesn’t work. And you then or the other issue I noticed that a lot of people have is they overtrain so much, you know, they want to go down to the very short timeframe charts because they believe the more they trade, their more they’re going to make. And they’re and you used the word just now about being addicted, whether it was alcohol or addicted to things. And I find that so many people have that, that they’re trigger happy. You know, they go to click, click, click, click, click trace and and of course, inevitably it will end up, losing for them. And then their whole mindset starts, that whole self-doubt and, and all they get to that stage where they’ll go. I’ve had so many losing track. This one’s band win and they do something stupid on it all. They they see the best set up that they’ve had all day, and they don’t take it because they’re scared, because they’ve lost so many other traits. There’s all these mix of emotions going on and it results in not being a good trader. Dr. Dave Bonanno Yeah, that’s that’s great. That’s that’s totally what I come across as well. And you know, like when I made the transition to working with traders, it was great because it’s it’s there’s just so much psychology there. Yeah. And and yeah like I think sometimes you know people don’t really want to admit that because they don’t want to be thinking of themselves as like, you know, crazy or whatever. But if you’re like, for example, an athlete who wants to be in the very top of your game, of course you have to work on the physical, but you have to work on the mental as well. That’s right. And so, yeah, if you want to be a trader who’s in the top 5%, who makes money, there’s just no way around it. I mean, nobody’s so good technically that they’re going to be able to cover their emotional mistakes, right? I mean, it’s just like you can’t. So. Yeah. I think, you know, one thing that’s really interesting to me is how the research shows that happy people in general have a less accurate picture of the world than people who are depressed. And the reason I bring that up is because I think we all like to believe that we know what we’re doing and when when somebody is in a situation like you’re talking about, when they get trigger happy, their logical brain is compromised and it’s making it’s making rationales for why they should do it again. Right. Like, oh, well, this it’s it’s got to work out this time. Or like, you know, the gambler’s fallacy or you know, like, like maybe I this time I’m thinking about it correctly or not, or, you know, all the types of things that people tell themselves. And it’s, you know, I think one thing that really happens is when you feel bad about something and, you know, like, it can happen to all of us. Like you could make the perfect decision, but the market just doesn’t go your way. You’ll never know exactly why that was, but because we want to feel in charge, we take on that responsibility and think, well, I did something wrong. And then you can either show restraint and hold back or I think, like most of us, maybe even us men, we want to do something. We want to fix it. Right? So like, it feels so much more powerful to actually be active than to use restraint and just wait for your perfect setup. So I mean, I see this all the time, and yeah, it can be such a slippery slope that when you, if you get, angry or frustrated or anxious or afraid, you’re adding adrenaline to the whole equation, which is going to make you do worse, which is going to just increase your adrenaline as well. And this doesn’t have to happen in just the course of one session. Like I recently talked to a guy who lost $700,000 over the course of three months, and he he just wasn’t fully aware of what was going on for him subconsciously. Yeah. So it’s just that it’s a really hard thing to do. I mean, you know, you could go to therapy and talk about your subconscious all day, but you’re still doing that consciously and it doesn’t really work. But, what I do is I try to be really quick and effective and use these eye movements, and then we just clear things up right away. So like, that’s kind of what happened with Tony as well. So. So I would imagine, Andrew, that you must get frustrated. I would think sometimes when you’re giving people solid advice that they should follow, they know they should follow it, and then they come back to you and they’re like, I just I just didn’t I just couldn’t, right? Like, what do people even say? Don't reinvent the wheel. Andrew Mitchem Yeah, yeah. No, you’re absolutely right. It it is frustrating because people seem to always want to reinvent the wheel. And it’s like you don’t need to. That’s why you joined us. We have the way it works, I can promise you. Yeah. And it comes along from, I think social media right now is a is a big negative for everything that we have to almost put up with us as people who like to help or coaches. Because they’re out there seeing the flash, Lamborghinis and Ferraris and all the rest of it, and they think that’s how it has to be. I actually say to people, the the honest truth is good trading is boring. And I mean that in a really good and honest way, and that you need to be doing the same thing on a daily basis. And as we’re finding out from our chat, you know, to remove the emotions as much as possible, stick to the principle of what you’re saying. One thing that I am massive on from a practical trading point of view. Well, two things. One, we keep our risk very low and controlled on every single trade. I think that helps massively. You don’t get those huge fluctuations of emotions of those those big wins or those big losses. So I hope, right. It doesn’t matter what the market we’re trading, whether it’s a forex or non forex or it doesn’t matter the time frame or directional stop loss. Every trade has the same low and equal risk. So on the next. Dr. Dave Bonanno I’m sorry I don’t I won’t put words in your mouth. But do you find that people agree with you 100% on that intellectually? And then when they just they’re like, oh, but this, this one looks so good. And then they risk more than they should. Andrew Mitchem And no, they don’t agree. That’s the problem. To start with. They think a lot of people don’t that it becomes, well, some do and some don’t. The ones that don’t, go off and do their own, you know, risk or no risk or stupid risk. And then almost everyone will then come back and go, oh, I realized that what you told me, like, you know, three months ago or six months ago, I should have done. And that’s there almost need to find that that moment for themselves and figure it out for themselves, just like I told you. But I can’t say I told you so, because that doesn’t help right now. But, you know, you can feed all this information to people, and, and some people will still go off and break those rules and do their thing, but the good ones are. Geez, circle back and come back and go, like I, I went off and found some other course and some other strategy. I realized that was rubbish. I realized what I got from you a year ago is really good. And now I’m back doing it and I want to start again. That happens quite a bit. The other thing that I think that helps with the way that we trade is not only is our risk allowing control portray, but our reward is high on our trades. So our profitable trade so that we we kind of step, we have little losses, bigger step, little losses, bigger step. And we we, you know everybody shows this perfect equity. We don’t have that. We have a little low controlled losses. Big two, three four times the risk on a profitable trade. You don't need a 90% win rate. And the slight issue that some people have with that is that some people want to see that 90% win rate. Andrew Mitchem A lot of people often get caught up with the win rate. And I give them the classic example of a true example. Many years ago, someone had a like a they showed me like a 90% winning system that they had, but they were still losing money because they did not have the the money management. Correct. Right. You know, as a very basic example, let’s say they were let’s say making ten pips on a trade and they made nine trades profitable with ten pips each. So they made 90. But that one losing trade lost 100 pips. So you know, a very basic example. But they they were basically the guy asking a 90% win. Right. Aren’t I good. But I’m losing money. Dr. Dave Bonanno Right. Yeah. And I bet that was kind of attractive to them because you get that positive reinforcement. I mean, like if you’re. Yeah, if you’re winning nine times out of ten, it feels great. And then of. Andrew Mitchem Course you I’m not losing that one damn trader. I’ve lost money. So there’s all these different like, approaches that people have. And that’s I suppose, the exciting thing, from trading, isn’t it, that there’s no one approach that fits everybody. Dr. Dave Bonanno Right. And, you know, I mean, like to, to talk about, what you experience with your clients sometimes when they come back to you and they say, oh, I finally learned my lesson, you know, like, I mean, I have kids and try to tell what to do in the course. They don’t want to hear it. And then I have to just really. Yeah. Just want to make mistakes and hopefully they’ll they’ll make enough mistakes while they’re young and and the, the stakes are still low before they go out to the world. Yeah. Then do stupid shit. Andrew Mitchem That’s right. Yeah. And I suspect that you and me exactly the same. When we were kids. Dr. Dave Bonanno Yeah. Well, actually. Yeah. Geez. Yeah, yeah, I knew everything when I was kid. Yeah. Andrew Mitchem No, it’s interesting that the how, the how the cycle keeps pace going. What question I wanted to ask you, and this is something I’m personally starting to just change my opinion on, is that I always used to say to people, start on a demo account, make the mistakes on the demo account of the platform and the lot sizes, etc. then go to a smaller live account and go bigger when you’re profitable. I’m almost starting to say to people now, don’t spend so much time on demo. Sure, use the demo to understand how a new trading platform, the software works. But I’m finding now that people that go on to a small live account are feeling those emotions like more realistic that you can never get on a demo, how would you kind of approach that? Dr. Dave Bonanno Yeah, it’s not interesting. You could try as hard as you can to recreate a situation like that for yourself, and it’s just not the same. It’s it’s really like professional athletes, you know, they practice, but you you can only practice so much until the game is on the line. And, you know, I think one thing that really happens is that we get into a flow state. So when things are the way they’re supposed to be, it’s kind of like you’re really focused on the charts, you’re really focused on what you’re doing. And then it’s like, oh my God, it’s the session’s almost over. You need to be using your intuition. But if and if you’re overthinking too much, you know, that’s certainly not going to work. But if you’re if you’re also like distracted by your emotions or by, you know, thinking about, oh, what is this going to mean if like if, if, if you win this trade, you know, like I don’t know how much of a sports fan you are, but I can’t stand, sports interviews because they’ll be like, you know, what were you thinking at this point when it happened? And the guys like, I don’t know, I’ll just see the ball hit the ball. I mean, you know, like, that’s really all there is. Yeah. Andrew Mitchem Now that’s. Dr. Dave Bonanno So. Yeah. And. Yeah. And then you know what? I like how you said that trading should kind of be boring. And, you know there’s there’s intrinsic versus extrinsic motivation. So extrinsic motivation is you’re doing something for the reward. And of course you know that’s part of it. Intrinsic motivation is just because you like it. So like if it yeah like if, if you just like trading then that’s great. And if you’re if you’re caught up in the extrinsic, it’s actually not only going to add to your adrenaline, but it replaces the intrinsic motivation. So if I could just give you a quick, quick example, like they had children read over the summer, they tracked how much they did. Then the next summer they paid them to read. So of course you’d think they’d read so much more. But what happened was it became a job for them and that that just took all the fun out of it. So yeah, if you’re too focused on why and why you’re doing this other than just because I like it, I get into a flow state, then I think that’s just, you know, going to mess you up eventually. You have to love the concept of trading. Andrew Mitchem Yeah. That’s interesting because, yeah. No, that’s a great point. I say to people like because of the time zone that I live in here in New Zealand, that the, the forex market opens on a Monday morning for me. It’s your Sunday afternoon in the US and I say to people, I love Monday mornings, you know because most people will have that alarm going. I say It’s Monday. I’ve got this right. Yeah, I’d love it because, you know, up until cryptos came around, we could not trade at the weekends. You know, you just. The forex market shuts at New York 5 p.m. on a Friday and open on the Sunday at 5 p.m.. And, yes, I just say to people I love Mondays. I absolutely can’t wait for Monday morning to come and start trading it. And you’re exactly right. Because unfortunately, again, and it kind of comes back to that social media issue again, is that so many people who are not trading, they discover trading and they see it as their kind of like their ticket out of their life’s financial problems. And and I get that conversation on a phone or an email, you know, with people, non clients, you know, far too often. And, and I say to them look it’s not your, your golden ticket out of financial problems. It’s not going to replace your job like in a six months. Don’t think of it like that. You have to want to have that enjoyment of looking at the charts or reading the news, whichever type of trader you are, and actually doing it. And like challenging yourself, to do well and to figure out what’s happening in the world and all these different facts, you’ve got to actually really get excited by that. If you like that, then you will keep doing it and you’ll be disciplined, and then the money will follow. But don’t just jump straight into it. Expecting to become a multi-millionaire with the thousand dollar account, right? Dr. Dave Bonanno Yeah. I mean, because the fear, like I think people are as happy as their expectations are in relationships or in activities that they’re doing. And yeah, if you’re expecting too much, it’s going to take away so much of your energy and motivation and and to talk to what you had said, like if you just if you like training, then it’s going to that’s what’s going to center you. Right. Because you can’t be up and down with with your emotions and how you feel. And you really have to get into like just the the nuts and bolts of this is the setup and this is my thought process or, you know, the, my intuition and, that’s that’s something I had to learn as a therapist. Like I don’t or as a coach, really, I don’t coach so that I could make people money. I coach because when I get a new client, I’m curious, like, oh, right, what what set of it have problems or issues are coming in to my door and what can we do about it? I don’t wake up like, oh, I’m going to save this person. It’s just more like and then, you know, if the outcome doesn’t go my way, I don’t have to get too upset about it. I mean, of course I care, but yeah, if you’re if you’re a trader and you could ground yourself and remind yourself why you’re doing this and and then also, I think this is a really fine point that people sometimes don’t understand. If you’re trading to feel good, then that’s going to mess you up to like you need to trade because you like it on a deep level and you want to make money. You don’t do it because you know, your wife left you and your dog died, and I just want to get a hit of dopamine. Like, that’s not going to work out, right? Andrew Mitchem Yeah. Yeah. Exactly. Right. And another thing, I think it’d be really interesting to hear your thoughts on is one thing I pride ourselves on is not only do we just have one strategy, but we have a massive community and we’re all trading that one strategy. When I started out, it was in, I’m talking 20 plus years ago now. It was in the early days of a couple of trading forums, and you used to go on to these forums because, you know, trading is a lonely business, you know, otherwise, you know, no one understands what you’re doing. Even today and back then don’t forget, that was the dial up internet days. And and the. Yeah, right. Traditional forum sites don't work. Andrew Mitchem I quite often have to get a connection. Yeah. But, you know, I used to go on to a four on the forum sites and then you’d find a thread, someone created this strategy, and then every time someone would come in and go, I think it should add this indicator, and, and it just blew out into a complete argument and mess. And I realized that when I started the coaching, I didn’t want that situation happening because it frustrated me when I was learning. So one of the things I’m really proud of is our community that we have on our forum site and webinars that we hold everybody, no matter what stage of the like, the journey they’re on. They’re all out there trading the one system, but they’re all out there helping each other. And I find that having that back up, to follow someone, to watch someone to ask someone is such an underestimated part of a trade, a success. Dr. Dave Bonanno Yeah, that’s great. And you’re right, it is such a lonely job. I mean, you’re looking at screens and. Yeah. How is your how’s your spouse supposed to understand really what you’re going through? And of course, they’ll probably get sick of you talking about it too. But, Yeah. Isn’t that such a great feeling is to be able to help each other? And I trust that your people are good at sharing their losses. Right? Because I think, you know, whatever you focus on, you magnify. And if you want clicks, like if you’re an influencer, you want clicks, you’re going to be selling the dream. And it’s really like, I’m sorry to be crude, but it’s kind of like you can go on social media and you just see these people masturbating and and you think like, well, why can’t I do that? And they seem relatable. They’re real people. It’s not like they’re on TV and they’re celebrities. Like it’s real people. And then they only say, you can do what I did if you buy my stuff. But, I hope that in your community, in your forums, like, people are real with each other, right? Be real with your trading. Andrew Mitchem Absolutely. There’s everything on that. And we, you know, just before we started, I just posted two winning trades on the losing trades that happened overnight. And we post all of our trades profitable and not because you can still learn from those. We’re not out there looking like, look at me. All these beautiful profitable trades, all post trades that lose. And you know all we’re going back to is that same thing is that our losses were controlled. But the the setup that we took at the time looked very good. Otherwise we wouldn’t have taken it. And the market, something happened. It didn’t go in our favor. Okay. That’s a shame. We don’t like that. But it’s the way it is. But our loss is controlled and, you know. But then the profitable trades that we have made up for that loss plus more. And so I’m a firm believer and we show everything. And that’s the beauty of posting trades like on a daily basis for people right around the world to look at and follow. And also it teaches them the, the I suppose the discipline of these people who have done this for years and years still have losing trades. And that’s fine to have providing we, you know, you look back and and get you full. You shouldn’t have taken that because of A, B and C, and that’s a lesson. But you know, hopefully we don’t do that very often. But the market sometimes will do what the market wants to do. You can have an A grade setup and it doesn’t work. But and that’s part of the lesson the discipline, the journey. Dr. Dave Bonanno Right. And and it’s really hard I think for a lot of people to be comfortable with not knowing something. So yeah, if if the outcome isn’t what you wanted, it could have been one of a million things. And you can never really. Right. So I mean, of course you’re going to gauge, your outcomes and you’re going to journal and what went right and what went wrong. But it’s every single time you’re really just inferring the probability of what happened. And you don’t have that real solid ground to, to feel comfortable on. Right. Like you’re just always kind of guessing to some degree. And you have to be okay with that. And I think it is really, really helpful to have other people remind you of that because, yeah, we could tell ourselves all day, oh, I’m going to have losses. And you know, I’m not perfect person or whatever, but if you actually have somebody else remind you of that, like, dude, you’re you’re still damn good. You’re still like, you know, the shot good person. Then I think that’s yeah, crucial. It is you. So that’s really cool. Contacting Dr Dave. Andrew Mitchem Absolutely. So, Dr. Dave. How can someone find you? And what are they going to like? What situation scenario are they going to be in to say, I need this, guys, help? Dr. Dave Bonanno Yeah. Great. So I don’t want to sound like anybody has mindset problems, but I do want to underscore how there’s just a lot of things going on that once again, we’re not fully aware of. And it doesn’t mean that there’s anything wrong with you. Anything. So yeah, I’ve worked with a whole bunch of people and some of them had issues in their regular life, and some were really dead end. As a matter of fact, that’s one thing I like about working with traders as opposed to PTSD, because they say if they say, you know, you are who you associate with. I was like, oh my God, I’ve been associating with the most damaged people in society for decades. But so yeah, I love working with traders. You can you can look me up at WB ww dot max discipline.com or we’ll have links. I just published a book on Amazon called The Consistently Calm Trader. And people have been having really good feedback for you there. And, if you wouldn’t mind, I’d like to just give one more tip to your audience, which is the best way to handle losses is not to get upset or try harder, or even to try to ignore how you feel about it. If you can actually be sad. And I know nobody wants to feel sad, but if the market doesn’t go your way today and you can just actually literally feel that like sad about it for even like ten minutes, then you’re you’re not adding any type of adrenaline to the equation and you’re accepting reality as opposed to, well, it shouldn’t happen this way or I should have done this. That’s not reality. If you’re talking about what should have happened and then because you can accept reality, you can move on and, and really come to a, later with a clean slate. Does that make sense? Andrew Mitchem Yeah. It’s a really interesting approach. I like that very simple, but easy to do. Dr. Dave Bonanno Yeah. You got to be sad. Andrew Mitchem Yeah, well, that’s good because not people don’t tell you those type of things go right. Dr. Dave Bonanno Yeah, yeah. Andrew Mitchem Hey what I want to hear I yeah, it’s good. That’s a really good approach. I like it because you have to be able to like, you know, the whole phrase of get back on the horse tomorrow, you know, and and if you’re still angry because of yesterday’s losses or the market didn’t do what I thought it should do, and you’re still, like, venting over that? How on earth can you expect to approach the next trade or the next day with any clarity? Dr. Dave Bonanno Yeah. And you can’t just tell yourself, oh, well, I’ll forget it and I’ll be fine. No, it’s just that’s not the way to go. Like you have to address these things. And so, you know, I don’t know how it is in New Zealand, but here in the States, like, I can’t stand how everybody’s trying to live their best life all the time. And, you know, if you ask somebody how they doing and if they if they don’t say awesome, then you’re like, oh my God. Well what’s wrong? Like what’s wrong with you? You know, like, I mean, I of course, you know, I like about us here in the States that we, we strive we, we have really high expectations. But I think it can really backfire for a lot of people. And then, yeah, if you’re on social media and you’re seeing all these people with their lambos and their, you know, their houses and stuff, I mean, it’s just going to get you down. So, yeah, if you could be sad, you could accept where you are. What has happened, and then you can get right back on the horse and, go where you need to go. Andrew Mitchem Yeah. That’s awesome. Hey, thank you so much today, dogs. I love chatting to you. And I think there’s just been massively beneficial. As you mentioned, we’ll put links to your site on here as well. So anybody can click on that and find out more about what you do. And yeah, thank you for your time. It’s been thoroughly enjoyable and I think it’s been massively helpful for everybody. Thank you very much. Dr. Dave Bonanno I was so glad to hear that. Yeah, it was really fun for me too. And thank you. Andrew Mitchem Awesome. Thank you. Episode Title: #626: The Psychology Hack Every Trader Needs Find out more about Blueberry Markets – Click Here Find out more about my Online Video Forex Course Book a Call with Andrew or one of his team now Click Here to Attend my Free Masterclass YouTube: Dr. David Bonanno Enroll to Max Discipline Click Here to Learn More About Max Discipline Click Here to Checkout the Book: The Consistently Calm Trader: Master the War Between Discipline

Today I'm flying solo to discuss better training and recovery through improved breathing patterns. Topics Include:Why proper breathing is crucial to performance and recoveryUnderstanding what type of breather you areCorrective protocols Ready to take your game to the next level? With our holistic and data-driven approach, experienced coaches, and cutting-edge technology, RPP Baseball takes the guesswork out of player development. Twitter https://twitter.com/RPP_Baseball/ Instagram https://www.instagram.com/RPP_Baseball/ Call us at 201-308-3363 Email us at rpp@RocklandPeakPerformance.com Website ...

Samantha's New Toy.Based on a post by smalltitslovr, in 4 parts. Listen to the ► Podcast at Steamy Stories.of my thighs slide against each. I knew if Tristan didn’t stop soon, I would have an entire other problem.Finally, Tristan stopped. He put the remote back on the bench, and stood up. “Well, I gotta head to class now,” he said. “See you around, Samantha. Nice to meet you.”I couldn’t say anything, because I knew my voice would give away what I was feeling, so I simply nodded to him. Then he turned around and left.As soon as he was turned around, I grabbed the controller, and turned the knob all the way down, and finally, the buzzing stopped. As I caught my breath, I looked down. When Tristan was far enough away, I opened my legs a little, and assessed the situation.The denim material between my legs was completely soaked with my cunt juices. I was also now regretting choosing a pair of shorts that were so short. I could see the inside of my thighs were shiny.I started to wipe away what I could, but then I noticed some people approaching nearby. So, I grabbedA lesson on oral sex.Monday morning came, and it was time to go to ASE, once again. I got up, took a shower, then got dressed. Like usual, I knew it didn’t really matter what I wore, because I would be naked in class anyhow. So, I pulled on a pair of gym shorts and a t-shirt, not bothering with underwear. Then I grabbed my bag, and headed to class.I was running a little late, so I was nearly last to arrive. When I entered, I was greeted by the lovely sight of 11 naked students, sitting, waiting for class to start. I quickly pulled my shirt off, and saw the other three missing students (Alex, Eric, and Sofia) had just arrived as well. We all stripped, and soon Ms. Sharon came in, naked as usual.“Hello everyone,” she said. “I hope you had a good weekend. Everyone, please get with your partners.”A couple minutes later, and I was seated next to Alex and Tony. Everyone else was seated with their partner(s) as well.“Good. As we learned in our last class, the human body reacts to various stimuli. We demonstrated and observed this with sex toys. Today, we’ll take this a step further, and move on to oral intercourse. Who can tell me what oral sex is?”Nobody else seemed eager to speak up, so I raised my hand.“Yes, Samantha.”“Well, oral sex is when one person uses their mouth to pleasure someone else.”“Correct. There are three basic types of oral sex. Arguably the most common (although there’s no real way to prove it) is fellatio, also known as giving head, or a blow job, among other names. This is when a person uses their mouth to suck on a male’s cock. Let’s go ahead and practice that now."Although this can be performed by males, we won’t be covering homosexual intercourse for a few more classes. So, I will ask that all the females in the class please perform this act on your partners. Samantha, please do this for both Alex and Tony. Everyone, take special note of how much length you can take in your mouth, and try to take as much as you can. Also, guys, please don’t cum just yet. I’ll give you time for that in a little while.”Ms. Sharon then turned to John and Eric, and got on her knees. With no hesitation, she grabbed John’s cock, and put her lips around it, sliding it deep inside her mouth.Looking away, I turned to Alex and Tony. “Alright,” I said. “Who’s first?”They looked at each other, and both raised their hands. I smiled, and down on my knees. I moved closer, until I was between Tony’s legs, which he had opened wide for me. His cock was only slightly hard, but as soon as I grabbed it, it grew quickly.I hesitated at first, because I hadn’t ever tasted a guy’s cock before, so I started by licking the tip. It tasted a little salty, but not too bad. Then I slowly put my lips around the tip, and slid it across my tongue. Inch by inch, I took his manhood into my mouth, until I felt the tip push against the back of my throat.Remembering Ms. Sharon’s words, I pushed it further, until I felt myself start to gag. I knew it was possible to take more, but I couldn’t make myself do it. I stopped at about four inches. Then, I slid it back out. Before removing it, though, I felt Tony’s hand on the back of my head. He gently pushed me back down, and I didn’t resist. Soon, with Tony’s guidance, I was bobbing my head up and down on his cock. I sped up, and kept sucking on him. I felt him start to throb in my mouth, and I knew he was close to cumming. I wasn’t ready for that, so I pulled his cock out, and leaned back.“Thank you, Samantha,” he said. His cock throbbed up and down, but I didn’t see any cum.After taking a moment to catch my breath, I turned to Alex. “Your turn.” I said, smiling up at him.I moved forward, until my head was between his thighs. His cock was in his hand, and it appeared he had been jacking off while watching my performance with Tony. He aimed his cock at my face. With no hesitation this time, I opened my mouth, and graciously accepted it. It was smaller than Tony’s, but I still couldn’t quite take the whole thing on the first thrust. On the second one however, I stopped when it hit my throat, and realized there was only about half an inch left, so I pushed myself, and took the tip down my throat, until I felt my lips touch his balls. Then I pulled back out. He thrust into me a few more times, then pulled all the way out.I reached up and cleaned a little bit of drool and pre-cum from my lips, then got up and sat back in my chair. Looking around, it looked like I was last to finish, and everyone had been watching me.“Excellent job, everyone,” said Ms. Sharon, with a smile. “I hope you all enjoyed that as much as I did."Now, the other type of oral sex is called cunnilingus; the act of orally pleasuring a woman. This is usually done by licking and sucking on the girl’s labia, but can also involve sticking the tongue inside her. Guys, please practice this on your partners now.”I turned back to the boys, and waited for their lead. They looked at each other and decided Alex should go first. As he moved closer, I leaned back, and spread my legs. He put his head down, and gave my cunt a long lick. Of course, by this time, I was very wet, so he got a good taste of my juices.Then he put his mouth in between my legs and started going at it. I lifted my legs up to give him a good angle. I noticed many of the girls around the room were in much the same position. Alex continued licking my cunt, then he sucked on my lips. After a few seconds of that, he pushed his tongue inside me, which felt amazing. Then he pulled his head away.Alex moved away, and Tony immediately took his place. There was only about 3 seconds between when Alex pulled his head away, and Tony put his lips on mine. I could immediately tell Tony had done this before. He immediately found my clit, and teased it with his tongue. Then he slowly slid his tongue down, until it was at my hole, and he started fucking me with it. I let my head fall back, and enjoyed it. He continued for about a minute, then pulled his head away.Once again, our group was last to finish, since there were three of us. Tony took his seat, then Ms. Sharon stood up.“Good job, everyone,” she said. “Now, there are many positions involving oral sex, but the one that comes up more than any other is the 69.” She turned around and drew the number on the board. “It is named this, because the two bodies take this shape. One person lies down, and the other lies on top of them, facing the other way. What’s unique about this position is it’s one of the only ways that two partners can give and receive oral sex simultaneously."Now, I’d like each group to demonstrate this position. Guys lay on the floor on your back, and the girls will get on top of you.”Alex laid down first. Once he was ready, I got on my knees, then straddled his face. He immediately started licking my cunt again. I let him go at it for a moment, enjoying it, and looked around.A few of the girls were facing the wrong direction, and couldn’t figure out what they were doing wrong. Amy looked particularly perplexed, as she mounted her partner in a cowgirl position, with his cock pressed against her ass cheeks. I didn’t get to see if she eventually figured it out, since I decided it was time to start sucking on Alex.I leaned forward, and I found that my mouth was at exactly the right spot to suck on his dick. So I did. As I sucked on him, he licked me and tongue-fucked me. After a good five minutes, Tony tapped me on the shoulder. I looked up, and realized I hadn’t given him a turn yet. So, I got up, he laid down, and I took the same position again, but over Tony this time.Doing this position with Tony was much better, probably because I was already worked up. Also, his cock was bigger and tasted better. While I sucked on Tony, he ate me out, and it was amazing.After too short a time, I heard Ms. Sharon’s say, “Alright everyone. That’s enough. Please return to your seats.”I reluctantly took Tony’s cock out of my mouth, and stood up. A few moments later, we were all back in our seats.“Excellent work everyone,” Ms. Sharon said. “Now, I only have one activity left, and then you may all leave. But before we begin, I have a few things to say, in regards to future activities and assignments."First off, today will be our last class that does not involve full-on intercourse. That means that if you have not already lost your virginity, and would like to do so in your own way, I would advise you to do so before the next class."Secondly, beginning today, you will have a homework assignment given at the end of each class, based on that day’s topic. A few guidelines for all of these assignments:"1. You must complete each assignment outside of class. Any activities in class may not be used for homework assignments."2. Each assignment will be graded simply upon completion. If you do the given activity, you get full credit. If you don’t do it, you get a zero."3. Since I will not be there when you complete the assignment, you are required to submit proof of each assignment, in the form of photographs or videos."4. I will drop one homework grade. That means you have the choice to not complete any one assignment. Beyond that, if you don’t complete the assignment, you get a zero. However, there will be many opportunities for extra credit, so if you feel uncomfortable doing more than one assignment, you may make up some of the points by complete additional tasks in other assignments."5. Most of the assignments will require someone else’s participation. You may partner with any of your classmates, but only for one assignment each. So, if you complete this first assignment with one person, you may not complete a later one with that same person. You also have the option of completing the assignments with people outside of class, but you must get their written consent. I have forms for that in my office."Any questions about the homework?” Nobody raised their hands. “Alright. One last thing: there will be a final project for this class, but you don’t need to worry about the details of that right now. I will explain it in the last few weeks of class."Alright, now on to today’s final activity. First, we need to move all the chairs to the sides, so we have ample floor space.” We moved chairs around, and soon we were all standing in the middle of the room. “Excellent. Now, everyone form a circle, with your group, with the girl on the left. Because the numbers don’t quite work out, I’ll ask that Tony and Eric sit outside the circle. In a little bit, you can switch with Alex and John.”We took a few minutes to do this, but soon we were in a large circle. On my right was Alex, and to my left was Roberto.“Alright, now I’ve looked for a name for what this is called, and the best I could find is a daisy chain. Everyone lie on the ground. Guys lie on your back, and girls on your knees. Your face should be between the legs of the person to your left. When you are in position, go ahead and start pleasuring your partner.”Soon, we were all in position. I started sucking on Roberto’s cock, and was slightly surprised when I felt Alex’s mouth make contact with my cunt. We all sucked and licked each other, which caused many noises, including slurps and moans of pleasure.After a few minutes, Ms. Sharon had Tony and Alex (and Eric and John) switch places, so Tony was now sucking on my labia, while Alex watched. He took it upon himself to jack off.A few minutes more, and Ms. Sharon had us turn around. So now, I was sucking on Tony, and Roberto was fucking me with his tongue. She also said we were welcome to cum whenever we were ready, but we were to continue the daisy chain until she said to stop.Latoya was on the other side of Tony, being pleasured by him. Apparently she had done a good job before we turned around, because it didn’t take long for Tony released his load. I felt a large spurt of cum shoot into the back of my throat. Since I wasn’t expecting it yet, I gagged a little, but I followed Ms. Sharon’s rule, and did not remove my mouth.For the next few minutes the room filled with the sounds of grunts and moans, as many of the guys, and a few of the girls came. Ms. Sharon had Tony get up and switch with Alex again. While they were switching, I swallowed Tony’s load. I only had a few seconds to catch my breath, then Alex’s cock was in my mouth again.The entire time, Roberto was slowly but surely bringing me closer to my orgasm, and it finally happened shortly after I started sucking on Alex. I moaned a little, then more, and finally I came hard, pushing my pelvis into Roberto’s face, and my mouth further onto Alex’s cock. It felt amazing! I hadn’t cum in a few days, so this was a long time coming.I continued to moan through the whole thing, which must have felt good for Alex, because shortly after I started, he followed my lead. I felt his large load of cum fill my mouth. It was more cum than Tony had released. As soon as I felt he was done, I swallowed it all.We had both finished cumming, but we didn’t stop pleasuring each other, or our partners. It appeared Ms. Sharon was waiting for each person to cum. A few minutes later, the last person (Barbara) had cum, and Ms. Sharon told us all we could stand up, and return to our seats.When we were all seated, she asked, “Did everyone enjoy that?” I looked around, and saw many nods, and more smiles. “Good. Now, that’s all I had planned for today, but I need to give you your homework assignment."By the next class period, you must give oral sex to one person, and receive oral sex from a different person. I don’t have any preference over whether your partners are the same sex or different. Remember, you may do your assignment with your classmates, but that counts them out for future assignments. Also, don’t forget to get proof of the encounters."Everyone have a good day, and I’ll see you next class period.”With that we were dismissed. We all stood, got dressed, and walked out. On the way out, I started talking with Nicole. After a bit of discussion about the class, she said she was going to a dining hall, and asked if I wanted to join her.“Nah, I’m not really hungry,” I said, with a smile. She laughed, and we parted ways.On my walk back to my dorm room, I thought about the day’s experience. Three guys had sucked on my cunt lips, fucked me with their tongues, and licked my clit. In exchange, I had sucked on each of their cocks, and swallowed two loads of cum. Quite an eventful morning.I also thought about who I’d complete the assignment with. After a little thought, I pulled my phone out and texted Nicole and asked her if she wanted to get her food to go, and join me in my room. Then I texted Alex as well.Suffice to say, the remainder of my day was fun. ;)Vaginal Intercourse.“Hello again, class,” Ms. Sharon said as she entered the classroom. “Long time, no see.”We were all seated, and ready to learn. And by that, I mean we were naked, and horny. Last class, the teacher had alluded to what we’d be doing this class period. She had made a point to tell everyone that if they cared to lose their virginity outside of class, to do it before today, because it would involve intercourse.This wasn’t a problem for me. I had lost mine to a good friend of mine in high school. I looked around and wondered if anyone else in the room was thinking about their first time too.I pulled myself away from that line of thought, and noticed I was already starting to get a little wet, just thinking about it. But it wasn’t just the thought of my first time that had me excited. All around the room there were cushions on the floor. I could only assume what they were for, but I had a pretty good idea.Ms. Sharon took her spot at the front of the classroom, and put her bag down, turning to the class. “Alright, class. Today, we’re in for a great time. I’ve already received everyone’s homework from last class, either via my email or my drop box, so we’ll jump straight into today’s material. I’m going to need a male and female volunteer.”She looked around at everyone, waiting for someone to raise their hand, but nobody did. I could tell everyone was excited about what was going to happen. I could visibly see it in some of the guys’ laps. But I guess nobody wanted to be the first to go. Ms. Sharon sighed, and said, “Alright, then I’ll have to resort back to the bag of volunteers”I had completely forgotten about the bag of volunteers. Back in the anatomy class, Ms. Sharon had created two bags with males and females, and said she’d use it if nobody volunteered for something. Those names that were removed from the bag would not be returned until everyone had been picked.“If you all remember, the only two names we’ve removed from the bag have been Nicole and Filipe. In our toys class, all the girls got a chance to demonstrate one of the toys, including Nicole, so I won’t be removing any new names from the girls bag. From the guy’s bag, however, I’ve already taken the liberty of removing Tony’s name, since he demoed the fleshlight, and none of the other guys demoed."So, first a girl.” She reached her hand into one of the bags, and I felt my heart start pumping with anticipation. Would it be my name she picked? If it was, what would she ask me to do? She pulled out a piece of paper, and unfolded it. “Sofia, please come up here.”I felt a little relieved, and a little disappointed. I looked over and saw the cute Latina girl lean her head forward in mock-defeat. Then she stood up, smiled, and walk to the front of the class. Her mid-sized tits, and beautiful ass jiggled the whole way.M

Samantha's New Toy.Based on a post by smalltitslovr, in 4 parts. Listen to the ► Podcast at Steamy Stories.of my thighs slide against each. I knew if Tristan didn’t stop soon, I would have an entire other problem.Finally, Tristan stopped. He put the remote back on the bench, and stood up. “Well, I gotta head to class now,” he said. “See you around, Samantha. Nice to meet you.”I couldn’t say anything, because I knew my voice would give away what I was feeling, so I simply nodded to him. Then he turned around and left.As soon as he was turned around, I grabbed the controller, and turned the knob all the way down, and finally, the buzzing stopped. As I caught my breath, I looked down. When Tristan was far enough away, I opened my legs a little, and assessed the situation.The denim material between my legs was completely soaked with my cunt juices. I was also now regretting choosing a pair of shorts that were so short. I could see the inside of my thighs were shiny.I started to wipe away what I could, but then I noticed some people approaching nearby. So, I grabbedA lesson on oral sex.Monday morning came, and it was time to go to ASE, once again. I got up, took a shower, then got dressed. Like usual, I knew it didn’t really matter what I wore, because I would be naked in class anyhow. So, I pulled on a pair of gym shorts and a t-shirt, not bothering with underwear. Then I grabbed my bag, and headed to class.I was running a little late, so I was nearly last to arrive. When I entered, I was greeted by the lovely sight of 11 naked students, sitting, waiting for class to start. I quickly pulled my shirt off, and saw the other three missing students (Alex, Eric, and Sofia) had just arrived as well. We all stripped, and soon Ms. Sharon came in, naked as usual.“Hello everyone,” she said. “I hope you had a good weekend. Everyone, please get with your partners.”A couple minutes later, and I was seated next to Alex and Tony. Everyone else was seated with their partner(s) as well.“Good. As we learned in our last class, the human body reacts to various stimuli. We demonstrated and observed this with sex toys. Today, we’ll take this a step further, and move on to oral intercourse. Who can tell me what oral sex is?”Nobody else seemed eager to speak up, so I raised my hand.“Yes, Samantha.”“Well, oral sex is when one person uses their mouth to pleasure someone else.”“Correct. There are three basic types of oral sex. Arguably the most common (although there’s no real way to prove it) is fellatio, also known as giving head, or a blow job, among other names. This is when a person uses their mouth to suck on a male’s cock. Let’s go ahead and practice that now."Although this can be performed by males, we won’t be covering homosexual intercourse for a few more classes. So, I will ask that all the females in the class please perform this act on your partners. Samantha, please do this for both Alex and Tony. Everyone, take special note of how much length you can take in your mouth, and try to take as much as you can. Also, guys, please don’t cum just yet. I’ll give you time for that in a little while.”Ms. Sharon then turned to John and Eric, and got on her knees. With no hesitation, she grabbed John’s cock, and put her lips around it, sliding it deep inside her mouth.Looking away, I turned to Alex and Tony. “Alright,” I said. “Who’s first?”They looked at each other, and both raised their hands. I smiled, and down on my knees. I moved closer, until I was between Tony’s legs, which he had opened wide for me. His cock was only slightly hard, but as soon as I grabbed it, it grew quickly.I hesitated at first, because I hadn’t ever tasted a guy’s cock before, so I started by licking the tip. It tasted a little salty, but not too bad. Then I slowly put my lips around the tip, and slid it across my tongue. Inch by inch, I took his manhood into my mouth, until I felt the tip push against the back of my throat.Remembering Ms. Sharon’s words, I pushed it further, until I felt myself start to gag. I knew it was possible to take more, but I couldn’t make myself do it. I stopped at about four inches. Then, I slid it back out. Before removing it, though, I felt Tony’s hand on the back of my head. He gently pushed me back down, and I didn’t resist. Soon, with Tony’s guidance, I was bobbing my head up and down on his cock. I sped up, and kept sucking on him. I felt him start to throb in my mouth, and I knew he was close to cumming. I wasn’t ready for that, so I pulled his cock out, and leaned back.“Thank you, Samantha,” he said. His cock throbbed up and down, but I didn’t see any cum.After taking a moment to catch my breath, I turned to Alex. “Your turn.” I said, smiling up at him.I moved forward, until my head was between his thighs. His cock was in his hand, and it appeared he had been jacking off while watching my performance with Tony. He aimed his cock at my face. With no hesitation this time, I opened my mouth, and graciously accepted it. It was smaller than Tony’s, but I still couldn’t quite take the whole thing on the first thrust. On the second one however, I stopped when it hit my throat, and realized there was only about half an inch left, so I pushed myself, and took the tip down my throat, until I felt my lips touch his balls. Then I pulled back out. He thrust into me a few more times, then pulled all the way out.I reached up and cleaned a little bit of drool and pre-cum from my lips, then got up and sat back in my chair. Looking around, it looked like I was last to finish, and everyone had been watching me.“Excellent job, everyone,” said Ms. Sharon, with a smile. “I hope you all enjoyed that as much as I did."Now, the other type of oral sex is called cunnilingus; the act of orally pleasuring a woman. This is usually done by licking and sucking on the girl’s labia, but can also involve sticking the tongue inside her. Guys, please practice this on your partners now.”I turned back to the boys, and waited for their lead. They looked at each other and decided Alex should go first. As he moved closer, I leaned back, and spread my legs. He put his head down, and gave my cunt a long lick. Of course, by this time, I was very wet, so he got a good taste of my juices.Then he put his mouth in between my legs and started going at it. I lifted my legs up to give him a good angle. I noticed many of the girls around the room were in much the same position. Alex continued licking my cunt, then he sucked on my lips. After a few seconds of that, he pushed his tongue inside me, which felt amazing. Then he pulled his head away.Alex moved away, and Tony immediately took his place. There was only about 3 seconds between when Alex pulled his head away, and Tony put his lips on mine. I could immediately tell Tony had done this before. He immediately found my clit, and teased it with his tongue. Then he slowly slid his tongue down, until it was at my hole, and he started fucking me with it. I let my head fall back, and enjoyed it. He continued for about a minute, then pulled his head away.Once again, our group was last to finish, since there were three of us. Tony took his seat, then Ms. Sharon stood up.“Good job, everyone,” she said. “Now, there are many positions involving oral sex, but the one that comes up more than any other is the 69.” She turned around and drew the number on the board. “It is named this, because the two bodies take this shape. One person lies down, and the other lies on top of them, facing the other way. What’s unique about this position is it’s one of the only ways that two partners can give and receive oral sex simultaneously."Now, I’d like each group to demonstrate this position. Guys lay on the floor on your back, and the girls will get on top of you.”Alex laid down first. Once he was ready, I got on my knees, then straddled his face. He immediately started licking my cunt again. I let him go at it for a moment, enjoying it, and looked around.A few of the girls were facing the wrong direction, and couldn’t figure out what they were doing wrong. Amy looked particularly perplexed, as she mounted her partner in a cowgirl position, with his cock pressed against her ass cheeks. I didn’t get to see if she eventually figured it out, since I decided it was time to start sucking on Alex.I leaned forward, and I found that my mouth was at exactly the right spot to suck on his dick. So I did. As I sucked on him, he licked me and tongue-fucked me. After a good five minutes, Tony tapped me on the shoulder. I looked up, and realized I hadn’t given him a turn yet. So, I got up, he laid down, and I took the same position again, but over Tony this time.Doing this position with Tony was much better, probably because I was already worked up. Also, his cock was bigger and tasted better. While I sucked on Tony, he ate me out, and it was amazing.After too short a time, I heard Ms. Sharon’s say, “Alright everyone. That’s enough. Please return to your seats.”I reluctantly took Tony’s cock out of my mouth, and stood up. A few moments later, we were all back in our seats.“Excellent work everyone,” Ms. Sharon said. “Now, I only have one activity left, and then you may all leave. But before we begin, I have a few things to say, in regards to future activities and assignments."First off, today will be our last class that does not involve full-on intercourse. That means that if you have not already lost your virginity, and would like to do so in your own way, I would advise you to do so before the next class."Secondly, beginning today, you will have a homework assignment given at the end of each class, based on that day’s topic. A few guidelines for all of these assignments:"1. You must complete each assignment outside of class. Any activities in class may not be used for homework assignments."2. Each assignment will be graded simply upon completion. If you do the given activity, you get full credit. If you don’t do it, you get a zero."3. Since I will not be there when you complete the assignment, you are required to submit proof of each assignment, in the form of photographs or videos."4. I will drop one homework grade. That means you have the choice to not complete any one assignment. Beyond that, if you don’t complete the assignment, you get a zero. However, there will be many opportunities for extra credit, so if you feel uncomfortable doing more than one assignment, you may make up some of the points by complete additional tasks in other assignments."5. Most of the assignments will require someone else’s participation. You may partner with any of your classmates, but only for one assignment each. So, if you complete this first assignment with one person, you may not complete a later one with that same person. You also have the option of completing the assignments with people outside of class, but you must get their written consent. I have forms for that in my office."Any questions about the homework?” Nobody raised their hands. “Alright. One last thing: there will be a final project for this class, but you don’t need to worry about the details of that right now. I will explain it in the last few weeks of class."Alright, now on to today’s final activity. First, we need to move all the chairs to the sides, so we have ample floor space.” We moved chairs around, and soon we were all standing in the middle of the room. “Excellent. Now, everyone form a circle, with your group, with the girl on the left. Because the numbers don’t quite work out, I’ll ask that Tony and Eric sit outside the circle. In a little bit, you can switch with Alex and John.”We took a few minutes to do this, but soon we were in a large circle. On my right was Alex, and to my left was Roberto.“Alright, now I’ve looked for a name for what this is called, and the best I could find is a daisy chain. Everyone lie on the ground. Guys lie on your back, and girls on your knees. Your face should be between the legs of the person to your left. When you are in position, go ahead and start pleasuring your partner.”Soon, we were all in position. I started sucking on Roberto’s cock, and was slightly surprised when I felt Alex’s mouth make contact with my cunt. We all sucked and licked each other, which caused many noises, including slurps and moans of pleasure.After a few minutes, Ms. Sharon had Tony and Alex (and Eric and John) switch places, so Tony was now sucking on my labia, while Alex watched. He took it upon himself to jack off.A few minutes more, and Ms. Sharon had us turn around. So now, I was sucking on Tony, and Roberto was fucking me with his tongue. She also said we were welcome to cum whenever we were ready, but we were to continue the daisy chain until she said to stop.Latoya was on the other side of Tony, being pleasured by him. Apparently she had done a good job before we turned around, because it didn’t take long for Tony released his load. I felt a large spurt of cum shoot into the back of my throat. Since I wasn’t expecting it yet, I gagged a little, but I followed Ms. Sharon’s rule, and did not remove my mouth.For the next few minutes the room filled with the sounds of grunts and moans, as many of the guys, and a few of the girls came. Ms. Sharon had Tony get up and switch with Alex again. While they were switching, I swallowed Tony’s load. I only had a few seconds to catch my breath, then Alex’s cock was in my mouth again.The entire time, Roberto was slowly but surely bringing me closer to my orgasm, and it finally happened shortly after I started sucking on Alex. I moaned a little, then more, and finally I came hard, pushing my pelvis into Roberto’s face, and my mouth further onto Alex’s cock. It felt amazing! I hadn’t cum in a few days, so this was a long time coming.I continued to moan through the whole thing, which must have felt good for Alex, because shortly after I started, he followed my lead. I felt his large load of cum fill my mouth. It was more cum than Tony had released. As soon as I felt he was done, I swallowed it all.We had both finished cumming, but we didn’t stop pleasuring each other, or our partners. It appeared Ms. Sharon was waiting for each person to cum. A few minutes later, the last person (Barbara) had cum, and Ms. Sharon told us all we could stand up, and return to our seats.When we were all seated, she asked, “Did everyone enjoy that?” I looked around, and saw many nods, and more smiles. “Good. Now, that’s all I had planned for today, but I need to give you your homework assignment."By the next class period, you must give oral sex to one person, and receive oral sex from a different person. I don’t have any preference over whether your partners are the same sex or different. Remember, you may do your assignment with your classmates, but that counts them out for future assignments. Also, don’t forget to get proof of the encounters."Everyone have a good day, and I’ll see you next class period.”With that we were dismissed. We all stood, got dressed, and walked out. On the way out, I started talking with Nicole. After a bit of discussion about the class, she said she was going to a dining hall, and asked if I wanted to join her.“Nah, I’m not really hungry,” I said, with a smile. She laughed, and we parted ways.On my walk back to my dorm room, I thought about the day’s experience. Three guys had sucked on my cunt lips, fucked me with their tongues, and licked my clit. In exchange, I had sucked on each of their cocks, and swallowed two loads of cum. Quite an eventful morning.I also thought about who I’d complete the assignment with. After a little thought, I pulled my phone out and texted Nicole and asked her if she wanted to get her food to go, and join me in my room. Then I texted Alex as well.Suffice to say, the remainder of my day was fun. ;)Vaginal Intercourse.“Hello again, class,” Ms. Sharon said as she entered the classroom. “Long time, no see.”We were all seated, and ready to learn. And by that, I mean we were naked, and horny. Last class, the teacher had alluded to what we’d be doing this class period. She had made a point to tell everyone that if they cared to lose their virginity outside of class, to do it before today, because it would involve intercourse.This wasn’t a problem for me. I had lost mine to a good friend of mine in high school. I looked around and wondered if anyone else in the room was thinking about their first time too.I pulled myself away from that line of thought, and noticed I was already starting to get a little wet, just thinking about it. But it wasn’t just the thought of my first time that had me excited. All around the room there were cushions on the floor. I could only assume what they were for, but I had a pretty good idea.Ms. Sharon took her spot at the front of the classroom, and put her bag down, turning to the class. “Alright, class. Today, we’re in for a great time. I’ve already received everyone’s homework from last class, either via my email or my drop box, so we’ll jump straight into today’s material. I’m going to need a male and female volunteer.”She looked around at everyone, waiting for someone to raise their hand, but nobody did. I could tell everyone was excited about what was going to happen. I could visibly see it in some of the guys’ laps. But I guess nobody wanted to be the first to go. Ms. Sharon sighed, and said, “Alright, then I’ll have to resort back to the bag of volunteers”I had completely forgotten about the bag of volunteers. Back in the anatomy class, Ms. Sharon had created two bags with males and females, and said she’d use it if nobody volunteered for something. Those names that were removed from the bag would not be returned until everyone had been picked.“If you all remember, the only two names we’ve removed from the bag have been Nicole and Filipe. In our toys class, all the girls got a chance to demonstrate one of the toys, including Nicole, so I won’t be removing any new names from the girls bag. From the guy’s bag, however, I’ve already taken the liberty of removing Tony’s name, since he demoed the fleshlight, and none of the other guys demoed."So, first a girl.” She reached her hand into one of the bags, and I felt my heart start pumping with anticipation. Would it be my name she picked? If it was, what would she ask me to do? She pulled out a piece of paper, and unfolded it. “Sofia, please come up here.”I felt a little relieved, and a little disappointed. I looked over and saw the cute Latina girl lean her head forward in mock-defeat. Then she stood up, smiled, and walk to the front of the class. Her mid-sized tits, and beautiful ass jiggled the whole way.M

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Samantha's New Toy.Based on a post by smalltitslovr, in 4 parts. Listen to the ► Podcast at Steamy Stories.of my thighs slide against each. I knew if Tristan didn’t stop soon, I would have an entire other problem.Finally, Tristan stopped. He put the remote back on the bench, and stood up. “Well, I gotta head to class now,” he said. “See you around, Samantha. Nice to meet you.”I couldn’t say anything, because I knew my voice would give away what I was feeling, so I simply nodded to him. Then he turned around and left.As soon as he was turned around, I grabbed the controller, and turned the knob all the way down, and finally, the buzzing stopped. As I caught my breath, I looked down. When Tristan was far enough away, I opened my legs a little, and assessed the situation.The denim material between my legs was completely soaked with my cunt juices. I was also now regretting choosing a pair of shorts that were so short. I could see the inside of my thighs were shiny.I started to wipe away what I could, but then I noticed some people approaching nearby. So, I grabbedA lesson on oral sex.Monday morning came, and it was time to go to ASE, once again. I got up, took a shower, then got dressed. Like usual, I knew it didn’t really matter what I wore, because I would be naked in class anyhow. So, I pulled on a pair of gym shorts and a t-shirt, not bothering with underwear. Then I grabbed my bag, and headed to class.I was running a little late, so I was nearly last to arrive. When I entered, I was greeted by the lovely sight of 11 naked students, sitting, waiting for class to start. I quickly pulled my shirt off, and saw the other three missing students (Alex, Eric, and Sofia) had just arrived as well. We all stripped, and soon Ms. Sharon came in, naked as usual.“Hello everyone,” she said. “I hope you had a good weekend. Everyone, please get with your partners.”A couple minutes later, and I was seated next to Alex and Tony. Everyone else was seated with their partner(s) as well.“Good. As we learned in our last class, the human body reacts to various stimuli. We demonstrated and observed this with sex toys. Today, we’ll take this a step further, and move on to oral intercourse. Who can tell me what oral sex is?”Nobody else seemed eager to speak up, so I raised my hand.“Yes, Samantha.”“Well, oral sex is when one person uses their mouth to pleasure someone else.”“Correct. There are three basic types of oral sex. Arguably the most common (although there’s no real way to prove it) is fellatio, also known as giving head, or a blow job, among other names. This is when a person uses their mouth to suck on a male’s cock. Let’s go ahead and practice that now."Although this can be performed by males, we won’t be covering homosexual intercourse for a few more classes. So, I will ask that all the females in the class please perform this act on your partners. Samantha, please do this for both Alex and Tony. Everyone, take special note of how much length you can take in your mouth, and try to take as much as you can. Also, guys, please don’t cum just yet. I’ll give you time for that in a little while.”Ms. Sharon then turned to John and Eric, and got on her knees. With no hesitation, she grabbed John’s cock, and put her lips around it, sliding it deep inside her mouth.Looking away, I turned to Alex and Tony. “Alright,” I said. “Who’s first?”They looked at each other, and both raised their hands. I smiled, and down on my knees. I moved closer, until I was between Tony’s legs, which he had opened wide for me. His cock was only slightly hard, but as soon as I grabbed it, it grew quickly.I hesitated at first, because I hadn’t ever tasted a guy’s cock before, so I started by licking the tip. It tasted a little salty, but not too bad. Then I slowly put my lips around the tip, and slid it across my tongue. Inch by inch, I took his manhood into my mouth, until I felt the tip push against the back of my throat.Remembering Ms. Sharon’s words, I pushed it further, until I felt myself start to gag. I knew it was possible to take more, but I couldn’t make myself do it. I stopped at about four inches. Then, I slid it back out. Before removing it, though, I felt Tony’s hand on the back of my head. He gently pushed me back down, and I didn’t resist. Soon, with Tony’s guidance, I was bobbing my head up and down on his cock. I sped up, and kept sucking on him. I felt him start to throb in my mouth, and I knew he was close to cumming. I wasn’t ready for that, so I pulled his cock out, and leaned back.“Thank you, Samantha,” he said. His cock throbbed up and down, but I didn’t see any cum.After taking a moment to catch my breath, I turned to Alex. “Your turn.” I said, smiling up at him.I moved forward, until my head was between his thighs. His cock was in his hand, and it appeared he had been jacking off while watching my performance with Tony. He aimed his cock at my face. With no hesitation this time, I opened my mouth, and graciously accepted it. It was smaller than Tony’s, but I still couldn’t quite take the whole thing on the first thrust. On the second one however, I stopped when it hit my throat, and realized there was only about half an inch left, so I pushed myself, and took the tip down my throat, until I felt my lips touch his balls. Then I pulled back out. He thrust into me a few more times, then pulled all the way out.I reached up and cleaned a little bit of drool and pre-cum from my lips, then got up and sat back in my chair. Looking around, it looked like I was last to finish, and everyone had been watching me.“Excellent job, everyone,” said Ms. Sharon, with a smile. “I hope you all enjoyed that as much as I did."Now, the other type of oral sex is called cunnilingus; the act of orally pleasuring a woman. This is usually done by licking and sucking on the girl’s labia, but can also involve sticking the tongue inside her. Guys, please practice this on your partners now.”I turned back to the boys, and waited for their lead. They looked at each other and decided Alex should go first. As he moved closer, I leaned back, and spread my legs. He put his head down, and gave my cunt a long lick. Of course, by this time, I was very wet, so he got a good taste of my juices.Then he put his mouth in between my legs and started going at it. I lifted my legs up to give him a good angle. I noticed many of the girls around the room were in much the same position. Alex continued licking my cunt, then he sucked on my lips. After a few seconds of that, he pushed his tongue inside me, which felt amazing. Then he pulled his head away.Alex moved away, and Tony immediately took his place. There was only about 3 seconds between when Alex pulled his head away, and Tony put his lips on mine. I could immediately tell Tony had done this before. He immediately found my clit, and teased it with his tongue. Then he slowly slid his tongue down, until it was at my hole, and he started fucking me with it. I let my head fall back, and enjoyed it. He continued for about a minute, then pulled his head away.Once again, our group was last to finish, since there were three of us. Tony took his seat, then Ms. Sharon stood up.“Good job, everyone,” she said. “Now, there are many positions involving oral sex, but the one that comes up more than any other is the 69.” She turned around and drew the number on the board. “It is named this, because the two bodies take this shape. One person lies down, and the other lies on top of them, facing the other way. What’s unique about this position is it’s one of the only ways that two partners can give and receive oral sex simultaneously."Now, I’d like each group to demonstrate this position. Guys lay on the floor on your back, and the girls will get on top of you.”Alex laid down first. Once he was ready, I got on my knees, then straddled his face. He immediately started licking my cunt again. I let him go at it for a moment, enjoying it, and looked around.A few of the girls were facing the wrong direction, and couldn’t figure out what they were doing wrong. Amy looked particularly perplexed, as she mounted her partner in a cowgirl position, with his cock pressed against her ass cheeks. I didn’t get to see if she eventually figured it out, since I decided it was time to start sucking on Alex.I leaned forward, and I found that my mouth was at exactly the right spot to suck on his dick. So I did. As I sucked on him, he licked me and tongue-fucked me. After a good five minutes, Tony tapped me on the shoulder. I looked up, and realized I hadn’t given him a turn yet. So, I got up, he laid down, and I took the same position again, but over Tony this time.Doing this position with Tony was much better, probably because I was already worked up. Also, his cock was bigger and tasted better. While I sucked on Tony, he ate me out, and it was amazing.After too short a time, I heard Ms. Sharon’s say, “Alright everyone. That’s enough. Please return to your seats.”I reluctantly took Tony’s cock out of my mouth, and stood up. A few moments later, we were all back in our seats.“Excellent work everyone,” Ms. Sharon said. “Now, I only have one activity left, and then you may all leave. But before we begin, I have a few things to say, in regards to future activities and assignments."First off, today will be our last class that does not involve full-on intercourse. That means that if you have not already lost your virginity, and would like to do so in your own way, I would advise you to do so before the next class."Secondly, beginning today, you will have a homework assignment given at the end of each class, based on that day’s topic. A few guidelines for all of these assignments:"1. You must complete each assignment outside of class. Any activities in class may not be used for homework assignments."2. Each assignment will be graded simply upon completion. If you do the given activity, you get full credit. If you don’t do it, you get a zero."3. Since I will not be there when you complete the assignment, you are required to submit proof of each assignment, in the form of photographs or videos."4. I will drop one homework grade. That means you have the choice to not complete any one assignment. Beyond that, if you don’t complete the assignment, you get a zero. However, there will be many opportunities for extra credit, so if you feel uncomfortable doing more than one assignment, you may make up some of the points by complete additional tasks in other assignments."5. Most of the assignments will require someone else’s participation. You may partner with any of your classmates, but only for one assignment each. So, if you complete this first assignment with one person, you may not complete a later one with that same person. You also have the option of completing the assignments with people outside of class, but you must get their written consent. I have forms for that in my office."Any questions about the homework?” Nobody raised their hands. “Alright. One last thing: there will be a final project for this class, but you don’t need to worry about the details of that right now. I will explain it in the last few weeks of class."Alright, now on to today’s final activity. First, we need to move all the chairs to the sides, so we have ample floor space.” We moved chairs around, and soon we were all standing in the middle of the room. “Excellent. Now, everyone form a circle, with your group, with the girl on the left. Because the numbers don’t quite work out, I’ll ask that Tony and Eric sit outside the circle. In a little bit, you can switch with Alex and John.”We took a few minutes to do this, but soon we were in a large circle. On my right was Alex, and to my left was Roberto.“Alright, now I’ve looked for a name for what this is called, and the best I could find is a daisy chain. Everyone lie on the ground. Guys lie on your back, and girls on your knees. Your face should be between the legs of the person to your left. When you are in position, go ahead and start pleasuring your partner.”Soon, we were all in position. I started sucking on Roberto’s cock, and was slightly surprised when I felt Alex’s mouth make contact with my cunt. We all sucked and licked each other, which caused many noises, including slurps and moans of pleasure.After a few minutes, Ms. Sharon had Tony and Alex (and Eric and John) switch places, so Tony was now sucking on my labia, while Alex watched. He took it upon himself to jack off.A few minutes more, and Ms. Sharon had us turn around. So now, I was sucking on Tony, and Roberto was fucking me with his tongue. She also said we were welcome to cum whenever we were ready, but we were to continue the daisy chain until she said to stop.Latoya was on the other side of Tony, being pleasured by him. Apparently she had done a good job before we turned around, because it didn’t take long for Tony released his load. I felt a large spurt of cum shoot into the back of my throat. Since I wasn’t expecting it yet, I gagged a little, but I followed Ms. Sharon’s rule, and did not remove my mouth.For the next few minutes the room filled with the sounds of grunts and moans, as many of the guys, and a few of the girls came. Ms. Sharon had Tony get up and switch with Alex again. While they were switching, I swallowed Tony’s load. I only had a few seconds to catch my breath, then Alex’s cock was in my mouth again.The entire time, Roberto was slowly but surely bringing me closer to my orgasm, and it finally happened shortly after I started sucking on Alex. I moaned a little, then more, and finally I came hard, pushing my pelvis into Roberto’s face, and my mouth further onto Alex’s cock. It felt amazing! I hadn’t cum in a few days, so this was a long time coming.I continued to moan through the whole thing, which must have felt good for Alex, because shortly after I started, he followed my lead. I felt his large load of cum fill my mouth. It was more cum than Tony had released. As soon as I felt he was done, I swallowed it all.We had both finished cumming, but we didn’t stop pleasuring each other, or our partners. It appeared Ms. Sharon was waiting for each person to cum. A few minutes later, the last person (Barbara) had cum, and Ms. Sharon told us all we could stand up, and return to our seats.When we were all seated, she asked, “Did everyone enjoy that?” I looked around, and saw many nods, and more smiles. “Good. Now, that’s all I had planned for today, but I need to give you your homework assignment."By the next class period, you must give oral sex to one person, and receive oral sex from a different person. I don’t have any preference over whether your partners are the same sex or different. Remember, you may do your assignment with your classmates, but that counts them out for future assignments. Also, don’t forget to get proof of the encounters."Everyone have a good day, and I’ll see you next class period.”With that we were dismissed. We all stood, got dressed, and walked out. On the way out, I started talking with Nicole. After a bit of discussion about the class, she said she was going to a dining hall, and asked if I wanted to join her.“Nah, I’m not really hungry,” I said, with a smile. She laughed, and we parted ways.On my walk back to my dorm room, I thought about the day’s experience. Three guys had sucked on my cunt lips, fucked me with their tongues, and licked my clit. In exchange, I had sucked on each of their cocks, and swallowed two loads of cum. Quite an eventful morning.I also thought about who I’d complete the assignment with. After a little thought, I pulled my phone out and texted Nicole and asked her if she wanted to get her food to go, and join me in my room. Then I texted Alex as well.Suffice to say, the remainder of my day was fun. ;)Vaginal Intercourse.“Hello again, class,” Ms. Sharon said as she entered the classroom. “Long time, no see.”We were all seated, and ready to learn. And by that, I mean we were naked, and horny. Last class, the teacher had alluded to what we’d be doing this class period. She had made a point to tell everyone that if they cared to lose their virginity outside of class, to do it before today, because it would involve intercourse.This wasn’t a problem for me. I had lost mine to a good friend of mine in high school. I looked around and wondered if anyone else in the room was thinking about their first time too.I pulled myself away from that line of thought, and noticed I was already starting to get a little wet, just thinking about it. But it wasn’t just the thought of my first time that had me excited. All around the room there were cushions on the floor. I could only assume what they were for, but I had a pretty good idea.Ms. Sharon took her spot at the front of the classroom, and put her bag down, turning to the class. “Alright, class. Today, we’re in for a great time. I’ve already received everyone’s homework from last class, either via my email or my drop box, so we’ll jump straight into today’s material. I’m going to need a male and female volunteer.”She looked around at everyone, waiting for someone to raise their hand, but nobody did. I could tell everyone was excited about what was going to happen. I could visibly see it in some of the guys’ laps. But I guess nobody wanted to be the first to go. Ms. Sharon sighed, and said, “Alright, then I’ll have to resort back to the bag of volunteers”I had completely forgotten about the bag of volunteers. Back in the anatomy class, Ms. Sharon had created two bags with males and females, and said she’d use it if nobody volunteered for something. Those names that were removed from the bag would not be returned until everyone had been picked.“If you all remember, the only two names we’ve removed from the bag have been Nicole and Filipe. In our toys class, all the girls got a chance to demonstrate one of the toys, including Nicole, so I won’t be removing any new names from the girls bag. From the guy’s bag, however, I’ve already taken the liberty of removing Tony’s name, since he demoed the fleshlight, and none of the other guys demoed."So, first a girl.” She reached her hand into one of the bags, and I felt my heart start pumping with anticipation. Would it be my name she picked? If it was, what would she ask me to do? She pulled out a piece of paper, and unfolded it. “Sofia, please come up here.”I felt a little relieved, and a little disappointed. I looked over and saw the cute Latina girl lean her head forward in mock-defeat. Then she stood up, smiled, and walk to the front of the class. Her mid-sized tits, and beautiful ass jiggled the whole way.M

Kiera is joined by Derick Van Ness of Big Life Financial to talk about taxes, and how to handle them beyond simply thinking of them as a necessary evil. The pair discuss knowing your numbers, utilizing tax credits, the magic touch of a CPA, and more. 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, this is Kiera. And today I am super excited. This is one of our top favorite guests that has been on the podcast. We're bringing him back on because there are some new updates and our clients love him. I love him. He is incredible. Derick Van Ness, he is with Big Life Financial. And you might have heard him on the podcast before talking about R &D credits, tax saving ideas, CPA.   This man does a lot of your wealth and how to build and keep your wealth. So I always love our conversations and just like his good information. Plus, if I remember right, he might know Garrett Gunderson. So obviously I've been a fangirl since day one. Derick, welcome back to the show. How are you today?   Derick Van Ness (00:42) Well, I'm doing great and really happy to be here with you, Kiera. I'm not Garrett Gunderson because he is taller and better looking, but I'm a good second place.   The Dental A Team (00:48) Ha ha ha!   I think that you're great. The fact that you know Garrett Gunderson, that already just has elevated you. I mean, I think it was one of our first conversations we ever had. And I was like, have you ever read like Killing Sacred Cows? And you're like, I actually know Garrett Gunderson. I was like, what? Fangirling. So ⁓ anyway, Derick, for those who have not met you, haven't heard your episode, because we do have new listeners to the podcast. Just kind of give them a little intro of who is Derick Bennis? What is Big Life Financial? And give the listeners a little intro to who you are.   Derick Van Ness (01:20) Okay, well outside of being ⁓ in love with my wife, in love with art and in love with racing sailboats, what I do professionally is I help ⁓ doctors and dentists to be smarter with their money. So what does that mean? That means how do you, not so much to make it, I mean we do help people scale, but once you make the money, which is something a lot of dentists are good at, how do you keep it through tax savings? How do you grow it and how do you protect it, right?   And today we're going to talk a little bit about how do you keep more what you make? Because honestly, for dentists, even though taxes seem boring when you don't have to write that $50,000 or $100,000 or $200,000 check, it gets a lot cooler. If you would have told me I'd be a tax and financial guy when I was a kid, I probably would have just taken an early exit somewhere and jumped off a bridge. But I really see money in what we do as a lifestyle business. It's not about money.   The Dental A Team (02:01) Yeah.   Derick Van Ness (02:17) If you have enough, then money is what it is. When you don't have enough, it's a problem. And I just find for a lot of people, it's the reason or excuse that they constrain themselves. They don't spend time with family. They don't think do things that they want to do. They don't have the experiences that are going to change their life. So when we can get money out of the way, then you can live your big life, which is why the company's big life financial, because it doesn't matter if you have more or less money. The question is, what's the life you're living? What's your quality of life?   And so taxes are a big piece of that. Obviously we can't talk about everything on a podcast like this, because you'd be buried under a ton of bricks. But that's what I do is I try to make this stuff easy. I try to make it fun. And I want you to realize that the whole point of all this money stuff is so that you can live a life you want to   The Dental A Team (02:55) You   Which Derick, that's why we have connected. You have met my husband. have had personal conversations outside of the podcast because I very much align and subscribe to this lifestyle and this mode of thinking. I believe that practices should work for us and us not work for our practices. I believe that we became business owners to have these big lives and these, audacious dreams. And yet I feel so many people live below their, their potential. They are trapped. They are.   Derick Van Ness (03:33) Mm-hmm.   The Dental A Team (03:34) It's crazy. I ⁓ had a client and she actually made so much money last year, which was amazing because the year before she was like, Kiera, I want to make more. So I was like, great, we're going after profit and production like blinders on. Don't talk to me about anything else. And she had like a crazy year and she's like, great. Now I have this huge check. I've got to write in taxes. And I was like, not my problem. Like you need better CPA help on that, but glad we made you the money. But I bring that up because one, it was a huge win for a client, but two,   Derick Van Ness (03:52) I don't know.   Yep.   The Dental A Team (04:02) I think that people being able to keep the money that they make, hold on to more money that they make. Like I love that we live in America and it's a free country and that we get to pay taxes. Like I'm so freaking grateful for that. With that said, I do not want to pay one penny more than I need to. And I want to maintain and keep as much as I possibly can to live the life I want and to not feel the guilt of being a successful business owner and to do the fun things that I always imagined and dreamed of doing without the guilt of doing it. And I think so many people are so scared of.   Derick Van Ness (04:11) Yep.   The Dental A Team (04:32) being financially free, they're scared to spend money. They get hit with tax burdens left and right. I can't tell you how many dentists that I hear at the end of their career and they've had great careers, but they have no financial stability. like, Derick, this is the stuff that stresses me out and keeps me up at night and which is why you're on the podcast because I want people to be smarter. want them to be more educated and I want them to live happier lives. So let's walk through like R and D credits and CPA and like how people can live a more enriched   Derick Van Ness (04:33) Mm-hmm.   Yep.   The Dental A Team (05:02) big life today rather than waiting. I think it's just a fun topic to talk about. I'm intrigued, so let's talk about it.   Derick Van Ness (05:07) Yeah   Well, let's do. mean, we can start generally with taxes and then we can kind of move into the credits piece because it is like a it's just a small very segmented piece of what you do with your taxes. overall, the biggest thing I see is most people see taxes as like a necessary evil. This is the thing I have to deal with. When people see something as a necessary evil, what do they do? They do the minimum. Right. And what that really turns into is   You're not talking with your CPA. You're not coordinating with them. You're not being proactive. At the end of the year, you just want to do the least. So you just hand them all your stuff. I realize people don't come in boxes anymore. Now it's like, here's my QuickBooks password. Or I add you to my account. ⁓ And then they tell you how much you owe. But if you ran your business that way, if you just didn't look at anything all year, and at the end of the year, you're like, I wonder how we did. Wouldn't go so well if you didn't talk to your team about anything. What's that?   The Dental A Team (06:01) People do that though, Derick. They do it all the   time. This is not abnormal. They do it all the time. They're like, my gosh, I owe how much? my gosh, we didn't hit goal. And I'm like, ⁓ let's at least look at our numbers. Like that's step one. Step two, let's talk to our team. You're not wrong. I'm just shocked at how many people do this in real life. And I'm like, hey, there's a different way of living. like, maybe let's take that path. Just try it out. It's like t-shirt. Try that one on. It might feel better than your current oversized, like two baggy of clothes that don't fit. And then you're angry.   Derick Van Ness (06:11) I know.   The Dental A Team (06:30) the time. anyway go on didn't mean to interrupt the rant.   Derick Van Ness (06:32) What if I'm gonna be   a Gen Z VSCO girl? I I want the Oversight T-shirt and the angst.   The Dental A Team (06:36) Well, as I said it, as I   said it, I was like, well, that's like the current style. Like what's uncomfortable clothing? Maybe it's like the wool scratchy. I just came back from Iceland and I'll tell you what, I didn't buy a single shirt there. I was like, that is gonna scratch me. I know it's warm, but I'm not wearing that for the rest of time. Like there are softer clothes in this world that are equally as warm. Like I'll choose that. So that maybe you're wearing a wool scratchy sweater. Cause you never look at your numbers. You're always irritable. You're always angry.   Maybe you might get the oversized hoodie that's way more comfy. Maybe that's the better analogy for today.   Derick Van Ness (07:07) Well, and so you help them look at their numbers, right? What's your P &L? What are your KPIs? There are tax numbers too, right? Like I'm usually meeting with clients in September-ish to say, OK, how much have you made so far this year? What does that put us on track for December 31st? And then we have November, I'm sorry, September, October, November, December to do things to get that number at the end where you want it to be. I'm not talking about go out and spend $1.   to save $0.40, right? People do that. Oh, go buy a car. If you don't need a car, that's just a waste of money. I literally had someone who's like, should I just buy a G-Wagon? I'm like, only if you were going to buy a G-Wagon anyway. They want the tax break, but.   The Dental A Team (07:45) I mean, I asked that question too.   I mean, I do. I do ask it as well, but it's unnecessary. You're right. Like, so I can repel you you're not going to do it. Don't just because you get the tax benefit. You just have to pay the money. So, but I do ask because I want to know, just tell me I can buy the boat, Derick.   Derick Van Ness (07:58) Yeah.   Well, boats are totally different. They're way more fun, but they're also way more expensive to maintain. So I love boats. I absolutely do. But they are not cheap, right? As the saying goes, break out another 1,000. That's what boat stands for. Just go to the ocean and throw $1,000 in it every month. That's what owning a boat's like if you don't use it.   The Dental A Team (08:05) They are not. I know.   gosh, I've never heard that.   That's hilarious.   That's hilarious. I've heard like the best day and worst day of owning a boat is the day you buy it and the day you sell it. Like that's the only best days. I have a boat. I do love the boat. It is an older boat. things I'm not... Maybe mine's like break out a 10 because we've got a much older boat. But like, know, when we upgrade then we'll be in the thousand realm. ⁓   Derick Van Ness (08:28) So.   Yep.   Yeah.   Yes, yes. So boats are great. Not usually the best tax strategy. But the big thing here is when you sail a boat or when you drive a car, I heard this the other day and I thought it was perfect. It's like when you drive a car, what's bigger, the windshield or the rear view mirror? Most people are doing taxes in the rear view mirror. That is not about your expansive future. That's about recording your past, right? And so if you just did business planning one year at a time,   Like you wouldn't ever buy the building. You wouldn't ever invest in the equipment. You wouldn't ever invest in the education, right? It's the same thing for taxes. It is part of a cohesive and ongoing plan. ⁓ so when you want to plan that, we have to look into the future. And so looking into the future allows you to control your income, control your expenses. But you have to know your numbers to your point, right? Like if you don't understand a P &L,   It's really hard to do tax work because we don't know what your income is. And I have some clients who come in that way. And I have to really get them to understand that if you don't have good books, you don't have good data, it's like trying to do dentistry without a diagnostic. You just go in and start drilling teeth to see what's happening. No, you wouldn't do dentistry that way. Don't do that way with your taxes either. should I just buy this and I'll just buy that and randomly and I help those work out?   Your P &L is really like your diagnostic, right? Both on the income side, but also that's related to taxes. And so I think the big thing for people is think of taxes as an additional income stream. If you do this right, you can keep, like a lot of dentists pay 40 % or more in taxes, right? So if we can cut that from 40 down to 20 to 25 % on average, that's 15 % straight to your bottom line.   And it probably takes an average of two hours a month at most, which is pretty good, right? Like if you could add a new service into your business, no employees, no marketing, no overhead, two hours a month, but profits went up by 15%, would you take it? Most dentists would say, yeah, that six figures is pretty good.   The Dental A Team (10:53) As long as I'm not going to jail, Derick,   I don't want to go to jail. That's my only line. Like, how is this legal? Because so many people talk about tax strategy and my line is I'm willing to live in the gray, I'm just not willing to go to jail. So how do you go from 40 to 20 that's legal and ethical?   Derick Van Ness (11:01) you   Yeah, we don't want to go to jail.   Yeah, so there's two things. There are lots of little things. So research and development credits, which we'll get to in a minute, is one of those things. It's not little. I would call it a medium thing. For a lot of dentists, it's worth between $10, depending on the size of your clinic, $10,000 $50,000 a year. So it's sizable. And then there's all the pay your kids, cost segregation, salary and dividends, all that kind of stuff. And those things stack up. If you pay your kids right, then that can save you   The Dental A Team (11:21) I agree, I would too.   Mm-hmm.   Derick Van Ness (11:40) 10, 15 grand if you're in a state where you can pay your state taxes and have a federal write-off that might save you 10, 15, 20 thousand dollars a year. Taking a salary, the proper salary versus dividends that might save you another 10 or 15 thousand. So these things start to stack up but when you're in that 500,000 plus tax bracket there are things like and I can't totally get into details because this is stuff for accredited investors and I don't know who the listeners are and all that but there are   Investments you can make that have big tax breaks, right? And that could be everything from energy types of things to short-term rentals, different types of real estate. There's a lot of different stuff, right? So that sort of depends on what's the life you want to build and aligning that. ⁓ There are lots of charitable and donation type strategies where you can create some really big tax breaks. There's entity structuring, ⁓ where you take your income and how you take your income matters.   So you can really layer all of this stuff and make huge chunks, take huge chunks out of your business. The bigger you are, the bigger you can do with these things. And honestly, once you get over a million plus in income, then there's another layer of stuff you can do. It's just a lot of times the setup costs, you have to have enough tax burden to make it worth it. But there's some really neat stuff out there. And some of the stuff with the big, beautiful bill. ⁓   bringing back bonus depreciation. There's some really neat things where, oh, if you do a solar thing, you can get some credits, but then you can also get all the depreciation in the first year. And so you put in $100,000 into this type of investment. You may not make a lot of money, but you might get $150,000, $175,000, $200,000 worth of write-offs on your taxes. And when I say write-offs, mean dollars you don't pay, like true credit dollar for dollar. That could be huge, right? Things like that.   The Dental A Team (13:10) Yes.   Right.   Derick Van Ness (13:38) that a lot of people are just unaware of. And don't take that as an investment advice. I'm just telling you about things that exist in the world that may or may not be for you. Check with your financial professional. But yeah, you start stacking all these things up and you go from, I wrote $150,000 check to, I wrote a $60,000 check. And then what I like to do is help people take that 90 grand you would have given to the government. And now let's add that to what you would already save. And for a lot of people, that's   The Dental A Team (13:47) That's amazing.   Derick Van Ness (14:07) a lot more than they were already saving. So we more than doubled their savings rate. And the fastest thing you can do to build wealth is just get more money into the equation. So that's really it is we're trying to create money that you can then put to work for you outside your business. Because what nobody ever tells you is, even if you're an amazing dentist and you make all this money and you sell your practice for top dollar, and you get all that money, you become a professional investor.   The Dental A Team (14:27) you   Derick Van Ness (14:36) And if you don't have any investment skills, if you don't know how to put that money to work, if you don't know how to protect it, you're just a lamb to the slaughter. You know, everybody shows up, they got an idea. Your brother-in-law wants to start a coffee shop or a brewery. Your neighbor has the next best tech app. And all of a sudden, all this money just starts disappearing because you're not seasoned. So one of the things we like to do is get people doing these types of investments, learning, getting a skill set around it so that when you do get that big   big shot when you sell your business or you have those huge tax or those huge years and you don't pay all the taxes, you know what to do with the money. Because that's a whole different skill set than running a dental clinic.   The Dental A Team (15:17) I don't disagree. And that's why Derick, I love having you on here. And I think your comment of the goal is to get more money to put into the equation. What are the things like, I have 90 grand or I have 150. What are some of those investments that, again, realize that we're being generic and there's a reason you have to be generic is because there are rules that financial planners, advisors, CPAs have to abide by. in general terms, Derick, what are some of the ways that   Derick Van Ness (15:25) Mm-hmm.   The Dental A Team (15:45) you found to generate higher levels of wealth? We're putting more money into the equation, but what's the equation that's going to get it? And again, I know this is very, I would say like vanilla. We're just talking very much basic.   Derick Van Ness (15:56) Yeah, yeah, I'll just   give you the principles, right? The philosophy behind it. One of the things is we always, all of our lives we've heard diversify your assets. Diversify, diversify, diversify.   The Dental A Team (16:06) all weather portfolio, Ray Dalio, right? Like you got to get it everything, have it all. What is it like? think eight uncorrelated assets or something like that is what it should be. Anyway, there you go. Okay.   Derick Van Ness (16:09) Yep.   8 to 16 non-correlated asset   classes. Yep. And the idea here is this. It used to be that you could put your money in the stock market. And each individual stock did its thing based on what its performance was. Since the late 90s, early 2000s, everything's kind of gotten grouped together. Almost everybody just buys the S &P 500 or just buys index funds, which is basically the whole market.   And so if you look at the top five stocks, which are usually the Google, Apple, Tesla, Nvidia, depending on one or two others, ⁓ whatever they're doing is usually what the market's doing, right? It all has a tendency to ebb and flow together because it's all been chunked together. So I don't see those all as different asset classes anymore. How I personally invest, I'm not saying you need to buy into my ideas, but so you can have money there. But then I do think you want to have money in other things.   that maybe aren't tied to the stock market. Maybe you've got some oil and gas. Maybe you've got some farming communities in Central America. Maybe you've got someone who's doing senior living homes, someone who's developing all these empty office buildings. And they're all tied to different things. So that way, if the stock market takes a dump and goes down, that's not all your portfolio. Maybe it's 15 or 20%.   if real estate takes a hit. Yeah, your real estate takes a hit, but maybe something else does well. Having things in your portfolio that if some of them struggle during inflation, some of them do well during inflation, right? Things like gold that holds its value. And so the idea is to be able to put your money to work in a way where it's in a bunch of different buckets that aren't all tied to the same thing. And what that really creates is stability, right? And why that's so important is when you're growing your money,   The Dental A Team (17:46) Mm-hmm.   Derick Van Ness (18:09) You can have the ups and downs a little bit, but when you go to start pulling money out, the volatility, the ups and downs are what really kill your ability to pull money out, because you have to always protect against the downside. And it's why if you look at the market historically, it'll go up, depending on who you ask, 6 to 8%. But when you're pulling money out of the stock market in retirement, the numbers say sustainably over the long term, you can only pull 3 to 4%. Why is that? You would think, ⁓ I can pull.   The Dental A Team (18:21) Mm-hmm.   Right.   Derick Van Ness (18:38) six to eight, but it's three to four because of the volatility. If you are counting on that, it crashes that year and you sell. Then when the market recovers, you have less money to recover with. And over time that stacks up. So the idea there is to work with someone who has the ability to put you into different asset classes, help educate you. This also gives you a chance to try different things. So you can start to get that seasoning we were talking about and learn how money really works because   The Dental A Team (18:43) Right.   Derick Van Ness (19:09) You know, money, health and relationships are the three things that really dictate the quality of your life. And it's funny, we don't spend a lot of time in them in school, right? And so, ⁓ so it's something you have to learn, just like if you don't learn how to take care of your health, you suffer. If you don't learn how to have good relationships, you suffer. And money is another thing. All of those you can get help with, but at the end of the day, you have to be able to be competent enough.   to get the results you want. And money is just one of those things.   The Dental A Team (19:40) Yeah. No, Derick, that's a, think it's such a good way to look at it. And I will say, I was very much a baby investor and I think I still would qualify myself as pretty naive. But it is, they say like, I don't know, what is it? The eighth wonder of the world is compound interest. And it's crazy because when you start out and you just get started on your investments, it feels like this is stupid. At least I have, I've so told many financial advisors, feel like they like,   Derick Van Ness (20:04) Mm.   The Dental A Team (20:07) money monster. So it's like the cookie monster. Like I give my money to you. I never can get it back. I have no clue how to access this money. And then you start to see it and you're like, wow, that started to compound and this started to become different. And we had our first year with it. We didn't have to write such a large check to the IRS and done legally and ethically. And I was like, wow, this is a very different world that I'm living in than I have been. And it wasn't as hard as I thought. And so I, like you said, I do feel like you're   Derick Van Ness (20:11) Yeah.   The Dental A Team (20:33) comfort level and they do say that women tend to be better investors than men because women, we just put money in, we give it to you. We're like, here you go. We don't ever like go check it and watch the stocks. Stocks. Whereas men are like, cons I'm like looking at those stocks, like my husband checks it like 10 times a day. And I'm like, just don't even look at it. Like I don't even, it's the cookie monster, the money monster. You take the money. I know you haven't like taken it. People get angry with me. They're like, Kiera, we can't legally take your money. And I'm like, no, but I just have no clue how to access it. They're like you email. And I'm like, I know.   Derick Van Ness (20:44) Right.   Yep. In your brain, right?   The Dental A Team (21:02) but it like stocks and then I got to pay taxes and I don't understand any of it. But I will say, I think it's like PNLs, the language of money, the language of investing. It's a skill that you are learning. And I do agree, the younger you can learn this, the more time you have to recover if you make mistakes and versus having to be perfect later on in life. So I really very much subscribe to your model of thinking. And I love that. I love that you've talked about taxes, how to save, how to get it into   Derick Van Ness (21:11) Mm-hmm.   The Dental A Team (21:31) Again, I remember I sat in a Tony Robbins wealth mastery thing. Ray Dalio was in the room. had no clue who half like Paul Tudor Jones. I think that's his name. Like so freaking smart. I had no clue who these people were. And like here you've got like five billionaires sitting in the room with us. And I was like, I had no clue. And they start talking about this stuff. And I feel like an idiot, but I will say it's an idiot that I love to be because the more I learn about the more I'm involved in it, the more you expose yourself, the more you learn how it works.   Derick Van Ness (21:38) John Paul Tudor, yeah.   Yeah, I remember.   The Dental A Team (22:00) And I think like what you're saying, Derick, I just hope people talk to your financial advisors, get your uncorrelated assets, start building that portfolio because time, like they say, you only have so much time and the best time to plant a tree was like a hundred years ago. The next best time is today. And I just, I don't want to be that person when it comes to my portfolio where I wish I would have started. All of us will wish we started sooner, but I am grateful that we started as young as we were and are building it the way we have versus   Derick Van Ness (22:23) Yes.   The Dental A Team (22:28) waiting until like, and I don't care if you haven't started then start today. If you've been doing it, figure out how you can do more. ⁓ But I think Derick, I have a question of, I always live in scarcity. So what do you tell a client like myself where I'm always afraid that I'm going to run out of money. I don't know where it comes from. It doesn't matter how much I have. I have acorns upon acorns upon acorns. I swear like you've probably can find money in my couch. I'm not that bad. I don't have it in the couch, but like,   Derick Van Ness (22:32) Yep.   The Dental A Team (22:54) How do you get to a level where you feel comfortable spending money rather than just always saving for retirement and not living today? What's the balance of that?   Derick Van Ness (23:03) Yeah, so what I've discovered working with over 2,500 people on all of this, Kiera, is like money problems don't like quote unquote go away. They just change. In the beginning, it's like, how do I make money? I don't have enough money. How do I manage the car payment or whatever? Then you make a little bit more and you're like, okay, now I'm past survival. Like, how do I start to grow? Right? So you invest in yourself, your business, your education, whatever. Then you start to grow some more.   Then you start saying, okay, now I'm growing and I'm making money and I'm living a decent life, but how do I build for the future? So it's not just the now, then it's the future, right? And then what happens is you definitely get to a point, at least I've seen this for myself and a lot of clients is you start to make a good amount of money and the problem becomes how do I make sure that this doesn't ever go away?   Right? Like now I'm living this really good life and I can travel and I can spend time with family and I can do the things that I want to do. And I can buy nice clothes or go to nice dinner or do nice things for my kids or whatever your thing is. And I don't have to think about money. But then there's this fear of like, what if I lose that? Right. And going back. And so the money problems just change. I believe it's an instinct that's built into us. Like the monkeys that ate bananas and then just stopped worrying and didn't hoard them.   ended up dying faster than the ones that hoarded them, right? And so, like, I think it's an instinct to be paranoid, to be fear-driven, and that's where we have to, as humans, understand our wiring and say, my wiring is for survival, not for happiness and fulfillment, right? Because survival is what reproduced. Happiness and fulfillment, especially in a scary world of survival, ⁓ doesn't do very well.   The Dental A Team (24:27) Sure.   Derick Van Ness (24:52) Right? So, so we have to try to rewire our brain as much as we can. ⁓ And I think the biggest thing is to focus on a big future, a big vision. When you're moving towards something, then you're not focused on moving away from something. When you're in fear, you're, moving away from something. I'm moving away from failure. I'm moving. I'm trying to avoid losing money. I'm trying to avoid running out, trying to avoid making a mistake. You know, this about business ownership, like you can't avoid the mistakes. You just try and minimize them.   and learn from them as fast as you can. Like making mistakes is part of success and nobody says it that way, but I think it's really, really important to get that. And when you're moving towards something, you're in abundance, you're in striving, you're in goal oriented, whatever your thing is. And that doesn't have to be about money. That could be, I wanna be a great parent. I wanna get in better health. I wanna have more free time and make the same money.   So this isn't like just a money conversation, but when you're moving toward those, you have a tendency to lose your fear. I think it's when we aren't sure where to go next that we get afraid of losing ground and we do that. And so I think sometimes it's just a matter of clarity and reminding yourself, where do I want to go? What am I building? Like once you get past a certain point, like, you know, once you get past a certain amount of income or a certain amount of wealth, it's not about money anymore.   Right. It's really about contribution. It's about impact. And I think when we, our mind can really only focus on one thing at a time, especially as men, ⁓ women are much better at seeing the big picture. ⁓ But, but really when you're focused on something that holds your attention and then it doesn't drift to some of the other stuff as much, it doesn't mean you won't. Cause I'll tell you, I'm at my most vulnerable when I wake up in the morning and my brain starts doing payroll and all these other things. And like you said,   The Dental A Team (26:26) you   Derick Van Ness (26:47) I have enough cash stored away that I could not make a dollar for a year and still pay for my whole business and do the whole thing and be fine. But that doesn't mean that that instinctual part of me doesn't freak out for a minute until I come in and say, hey, we're building massive things. We're changing people's lives. Let's just focus on that and let the rest take care of itself. That really is the best thing for me is to focus on where I'm going, not where I'm afraid I might end up.   The Dental A Team (27:15) Absolutely. I   think that was good. Good wisdom there. You are the person, if you guys have heard me talk about it on the podcast, this came from Derick. He's the one who's told me it's a return on emotion, not necessarily a return on investment and like what helps you sleep at night, what helps you stay there. And I love that you talked about like it is a survival instinct. It's not a bad instinct. so loving that side, but also tempering it so that way we can enjoy the fulfillment. And again, I also think that there becomes confidence in yourself. I think enough.   enough business crashes, enough mistakes, enough things where you come back from it also teach you that there's certainty within yourself that no matter what comes your way, ⁓ you know that you'll be able to survive it, you'll be able to come. Someone told me once, it's not unsafe, it's just uncomfortable. Unless someone's running at you with like a knife and it's truly life threatening, it's like if the stock market crashes, that's like we're still safe, it's just going to be pretty dang uncomfortable for a little bit. If we become bankrupt,   Derick Van Ness (27:47) Mm-hmm.   Mm-hmm.   The Dental A Team (28:13) We're not unsafe, we're just uncomfortable. And that has given me a lot of, I think, temperance on when you think about finances, like that'd be uncomfortable, but I am still safe and I would still be alive and we can come back and we can figure things out. So Derick, I know we wanted to pivot gears and talk R &D credits, because this is something that's new. yeah, let's kind of chat that because I think we've gone through tax strategy, building wealth mindset around ⁓ how to maintain and have that.   Derick Van Ness (28:30) Well, yeah, we'll keep it short here.   The Dental A Team (28:42) return on emotion and building those skills. And I really love that you just said money issues don't ever go away, they just change shape. And I think that that's the same as business, right? Business problems just become a different flavor and different color. ⁓ But now let's talk about like some R &D credits because we've talked about R &D. I've seen several clients do very well on R &D credits. So was excited to hear like, they're back and they're back again, and they look a little different. So I'm excited to hear if you guys don't know what they are, Derick will definitely explain them and how you can.   Derick Van Ness (29:02) Yep.   The Dental A Team (29:08) Dental practices are ripe for the picking of R &D, it's exciting to have a resource for dental practices.   Derick Van Ness (29:15) Yeah, dental practices really are because the R &D credits are designed when you do new things in your business that are based in technology. And that could be computer science, engineering, biological science, or physical science, like chemistry, ⁓ which dentists are doing all of that stuff. So when you do new stuff in your business, the government realizes you're taking a risk. You're trying a new implant system. You're trying a new ⁓   a new type of diagnostic, you're trying a new flow for your patients, whatever. Sometimes it blows up in your face. I everybody listening here has tried a new piece of software and after six weeks you wanted to throw the computer out the window and you're like, we're going back to the other one, we got to find something else, right? ⁓ Or we tried 3D printing and it was just really, really hard and like some people love it, some people hate it. But at the end of the day, every time you take that risk, the government knows that you could lose money.   The Dental A Team (29:57) Totally.   Derick Van Ness (30:11) So the R &D credits are really their effort to say, don't stop innovating. Don't stop trying to get better. We know you're going to take some skin, knees, and elbows along the way. And we're willing to give you some credits to help with that. so ⁓ dentists, like dentistry is moving so fast. I don't have to tell the listeners that. There's new stuff every single quarter, every single year. Five years ago, everybody was getting crowns to be milled. Now they're 3D printing teeth and doing all, you know.   digital scans and all the other stuff and pretty quick here, think we have robots doing surgery. I don't necessarily want to be the first person to try that, but.   The Dental A Team (30:45) Yeah, me neither. I'm like number   like 200,000. I'll try it at that point. I'm usually like number two jumping off a cliff if the first person's alive, then I'll jump. Unlike innovative robots, I only have 28 teeth left, so I'll just let them practice a bit more before they come to me. It's okay. Stick with the drill and fill. Yeah, the drill and fill, I'm okay with it. It's all right. It's better.   Derick Van Ness (30:51) Yeah.   Yeah.   Yep.   I'll just pay a little more for the people.   Yes. so effectively, most dentists just don't realize they're qualifying for these credits. And so what we try to help them do is we do a free estimate to help you understand, OK, let's go through the different things that you did in your practice. It takes maybe a half an hour to identify the different things you've done. And right now, there's a window. And this is why we wanted to talk about this today, that closes on the 4th of July of 2026. So we've got about three or four months left.   where you can go back and you can file for 2022, 2023, and 2024. I don't want to bore everybody, but effectively when they did the 2017 tax rewrite, the first Trump tax rewrite, it broke the R &D credits in 2022. You could file for them, but the downside was bigger than the upside, so it wasn't worth doing. Now, they kind of did that on purpose to balance the budget, and they thought, oh, we'll change it before 2022, and then COVID happened, so they never changed it.   So it got broken. So they came back and they fixed it and said, hey, you guys can go back and claim this, but you really only have until the 4th of July. So they gave us one year to do it. ⁓ And so it's a big opportunity, a big window right now where you can get three years worth of credit. So you can literally go back. The government will send you a check for taxes you've overpaid, and you can get that money back. I won't tell you the IRS is really fast at processing this stuff, but they do get to all of them.   The Dental A Team (32:23) Wow.   No.   Derick Van Ness (32:34) And the checks come in, and we've done over 1,000 of these for clients. So it's definitely a legit thing. And the credits have been around since the 80s. They became a permanent part of the tax code in 2015. So they were kind of new. They've been around about 10 years. But the first couple of years, nobody knew. then over the last couple of years, they've become more and more popular. But then they kind of screwed them up in 22 through 24. So the reason I wanted to talk about them is if somebody is a dentist, they're not claiming these credits. But they are doing.   The Dental A Team (32:38) Wow.   Derick Van Ness (33:04) Innovative things upgrading equipment trying new software trying new techniques new implant systems new Diagnostics, whatever you probably got all these credits sitting there. You don't know about and It's worth getting a free estimate to see what's on the table. Yes You do have to amend your taxes, which is a very small pain in the butt But your total time into this should be an hour or two, which is really a short conversation You send over tax returns ⁓ A team like ours would give you an estimate   And if it seems like it's worth doing it, then you do it. You just let them do their thing and you write the check for the fee, right? So it's pretty hard to beat bang for your buck hour for hour. And like I said, for a lot of practices, it's between 1 to 2 % of your gross revenue. This is not a quote. This is just like what I've generally seen. So if you have a million dollar practice, it's probably 10 to 20 grand a year if you're doing these types of things. I mean, I have some. We just did a doctor who's got   Six offices they're getting almost a half a million dollars back right it can be it can be major and Doesn't take him any longer than to take someone with one office so you know it's it's just a big window of opportunity that I wanted to try and squeeze in here and People who haven't done this or unaware. It's like hey, we got a big opportunity and you can do this for 2025 moving forward every year. It's it's back indefinitely and so my hope is   The Dental A Team (34:07) It's incredible.   Derick Van Ness (34:32) People can do the catch up. And then from here forward, you don't even have to amend. You just party your tax return. You just don't pay the taxes. Just like you depreciate equipment or anything else and just get the tax break, the difference is tax credits are dollar for dollar. So if you get $10,000 tax credit, it's just $10,000 you don't pay in taxes, not a $10,000 write off, which might be worth $3,000 or $4,000.   The Dental A Team (34:40) awesome.   Mm-hmm.   Totally. No, and I think Derick, I'm so glad you brought this up. And at first I was creeped out by you. I'm not going to lie. Like when you first started talking about it, was like, are these like, I don't know, what are they called? The opportunity zones. And like, I heard a lot of people got their shorts burned on those. And I was like, do I even put this on the podcast? But I will say, Derick just said he's done thousands of them. They have had great success. I have seen clients tell me, thank you. So that's why I wanted Derick to come on because any client that comes from Dental A Team does get preferred.   Derick Van Ness (35:03) you   huh.   The Dental A Team (35:26) I don't know treatment. don't know what you guys do, but I do know that there's, ⁓ you guys get, you just said you get pushed to the front of line. If you mentioned you heard on Dental A Team podcast, we also have a link with big life financial. I'm pretty sure Derick, if I remember right, I'm pretty sure we do. ⁓ but definitely wanted you guys to have that, especially with a closing in July. And it's something where I love that Derick will just like, he's met with me and my husband several times to talk about multiple things. Derick is non pushy. And I appreciate that about you, Derick. You ⁓ educate.   Derick Van Ness (35:27) Treatment, yep, yep, front of the line.   We do. Yep.   The Dental A Team (35:56) and then give people the information and then you're to make the decisions on your own. So I think like, why not? Why not reach out to Derick? Why not just like see what it looks like? And then you have their resources. They're not going to file unless you want them to. You don't have to break up with your CPA if they file for you. I'm pretty sure. Is that right? Like you don't have to switch.   Derick Van Ness (36:09) Correct.   No, no, yeah,   you don't have to. We can amend it for you. But in a lot of cases, it makes sense to just have your CPA do it. They've got all your information. So but we can handle it either way.   The Dental A Team (36:25) So I think like on that, I just feel it's very much worthwhile. And I know Big Life Financial does a lot. do. I'll let you like take it because I know you guys are added to more services. But I think like if nothing else, we want to have the call to action of like, just look into the R &D credits. Like I said, I have seen multiple checks go to practices. They have not been audited. ⁓ Things have gone very smoothly for them. I was skittish. But I mean, Derick, we've been talking about this, I don't know, almost five years now, if not longer, that we've been telling practices about it. So.   Derick Van Ness (36:52) Yep.   The Dental A Team (36:54) very excited, but Derick, kind of tell about the makeup of what Big Life Financial is and then how people can reach out to you, especially in particular to the R &D credits.   Derick Van Ness (37:04) Yeah, so for the R &D credits, just go to, it's just BigLifeFinancial.com So BigLifeFinancial.com/DAT D-A-T right? Dental A Team. And all you got to do is just set up a time there to talk with myself or someone on my team. It's like a 15 minute call. And we'll just screen it, see if it makes sense. Beyond that, we do offer full service taxes if for some reason you're looking for tax breaks or you feel like you're, for one reason or another, you need to make a change.   then we can do that. We do also work with an RIA. So if you're looking for some of these investments that might have tax breaks or other diversification or whatever, we have those capabilities as well. So we really try to be front to back like what we call like a family office or a fractional family office, which is what the super rich people have. They just have an attorney and a CPA and a   Uh, an insurance guy, an investment guy, or probably 10 investment guys who all just work for them. Obviously most people can't afford to have an entire team that just works for them. So we work with a limited number of people, but we have a coordinated team that way. And, and it's taken me like 10 years to find the right people to do that. That's, that's really it because the Uber wealthy have those people, the people who are making 50 or a hundred thousand bucks a year, they don't need it. We really work in this sweet spot where a lot of people make.   300,000 400,000 on the low end to 2 3 million on the high end. And they're kind of in between, not rich enough to have the team that's all working together all the time, but rich enough that you really need it. Like this segment of the population is the one that just gets crushed on taxes. ⁓ And so we're really doing our best to help minimize that. So that's why we work so much with dentists and doctors.   The Dental A Team (38:56) That's amazing. I love that Derick. And I think for everybody, it was BigLifeFinancial.com slash DAT. We'll be sure to like link that in the show notes and also add it for you guys. But, and Derick, love, I didn't know what a family office was at first. And then I found out hanging out with a lot of wealthy people, what it is. And so for you to provide that, think worth conversations ⁓ and definitely appreciate the insights today. It was a really fun episode. I'm glad we got back together. It's been too long. ⁓ And like truly guys, just reach out.   Again, I would do it as exploration. would do it as like, just find out anytime I hear things like this, I just go book meetings. It doesn't mean I need to actually execute on it. But I think again, learning the language of business, learning the education, seeing if it fills right for you. Now you can ask a million people, but like I said, Derick and I have been doing this for about five years and every client that has been referred to Big Life Financial has gone through, has told me how much they've been grateful for it. So Derick, I appreciate you. Any last wrap up thoughts today as we wrap up today? I appreciate our time so much today together.   Derick Van Ness (39:55) No, I think it's just understanding that part of building wealth is beyond just making income, right? Just making income won't build the life you want to live. Once you earn the money, you got to take care of it. And there's a lot of pieces to that. So whether it's with us or someone else, just take that on for your family's sake. It's not just about making it. It's keeping it and being smarter with it. And if you do that, you're going to be in good hands.   The Dental A Team (40:20) amazing. Well, Derick, thank you so much for being here today. Thank you all for listening. I love what Derick said, like it's not just enough to make the money, we need to figure out how to keep the money and set yourselves up for the great lives that you've been building and to truly have that big life as Derick has described it. So for all of you listening, I hope that today you don't just passively listen, but you actively take action and commit to having the wealth of your life, the wealth of your dreams to have that life that really ⁓   is the life of your dreams. there's a quote from my mirror from when I was little where I said, don't just dream, do. And I think that that's how I'll leave you today. So for all of you listening, thank you for listening and we'll catch you next time on the Dental A Team Podcast.

Updated with the correct link! America's Next Top Model was our early-2000s obsession—until the rewatch era exposed disturbing content hiding in plain sight. Natalie talks to pop-culture journalist Bridget Armstrong, host of Curse of: America's Next Top Model, about Tyra Banks's role, the show's most disturbing moments and why “winning” the series didn't mean a modeling career. Click ‘Subscribe' at the top of the Infamous show page on Apple Podcasts or visit GetTheBinge.com to get access wherever you get your podcasts. Find more great podcasts from Sony Music Entertainment at sonymusic.com/podcasts  Read Vanessa's book, Blurred Lines: Sex, Power and Consent on Campus, and check out Natalie on Instagram at @natrobe To connect with Infamous's creative team, join the community at joincampsidemedia.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Is your golf swing stuck in the past? In Part 3 of "The Rebuild," I'm back in the bay with Quinn Vilneff, Class A PGA of Canada Professional at Gowanus Golf Club in Vancouver. We've fixed the chipping issues, so now it's time to tackle the full swing. The one that's been holding me back for years. If you struggle with pulls, wipey fades, or feel like you just can't compress the ball, this lesson is for you. Quinn breaks down why my 61-year-old baseball background is fighting my golf swing and gives me three simple, actionable feels to finally get my sequencing right. We go deep on Smash Factor, Center of Mass, ground reaction forces, and the "kinematic sequence," but Quinn makes it simple. The result? I gained 15+ yards with my 7-iron almost instantly just by moving my body differently. Are you more of a watcher than a listener? Then why not watch this episode on The ModGolf YouTube channel! ---> https://youtu.be/YKW9Nqjhw24 or click on the image to add some video to the sounds and words. Episode Chapters 0:00 - Intro: From Short Game to Full Swing 1:30 - Smash Factor 101: What Rory's Driver Controversy Teaches Us 4:45 - The BIG Diagnosis: ** Where is My Pelvis at Impact? **8:15 - The "Dipping" Problem & Trail Leg Extension 10:00 - The Mountain Analogy: Why Your Old Swing Never Dies 13:30 - Golf Swing Sequencing Explained (Hands → Arms → Shoulders → Hips) 16:45 - The "Bump" Drill: Getting Left Sooner 20:30 - Ground Reaction Forces: Using the Ground Like a Pro 24:15 - Creating Space: Why Your Hips Are Blocking Your Swing 28:00 - ** The "Third Grade Bump" Live Drill **31:00 - Exaggeration is Key: Rehearsing vs. Swinging 35:00 - 7-Iron Results: The Launch Monitor Doesn't Lie (+15 Yards!) 39:00 - Preseason Drill: The Yoga Ball Move (Indoor Training) 41:00 - Part 4 Preview: The Driver (The Club I Dread) What You'll Learn in This Golf Lesson: • The real reason you flip or scoop at impact (and how to fix it with your body, not your hands). • The simple "Trail Leg Extension" feel that stops you from dipping down. • How getting your center of mass in front of the ball changes your club path instantly. • The one indoor winter drill to improve your swing sequence without hitting balls. • Why golf fitness (with Cameron Barkley) and golf instruction must work together for all golfers, but especially for older ones like me. RELATED VIDEOS & RESOURCES

Sarah was always afraid of her dad; then something happened that confirmed her suspicions... Sarah talks about being fearful and a child and growing up scared leading heartbreak, when she realised that she wasn't imagining anything. Our brain often protects us from trauma and Sarah talks about why her dislike of her father was for valid reasons. Join our YouTube or Patreon Memberships for extra content and early access:Patreon: https://patreon.com/SomethingtoSayYouTube membership: https://www.youtube.com/channel/UC4HNNfmEdxrGiVKxGNW6zoA/joinTo follow us on social media:Instagram: https://www.instagram.com/somethingtosayofficialFacebook: https://www.facebook.com/somethingtosayofficial1Linkedin: https://www.linkedin.com/company/something-to-say1TikTok: https://www.tiktok.com/@somethingtosayofficial Hosted on Acast. See acast.com/privacy for more information.

Posting on social media can build your diary when done the right way and so in this episode, you'll hear about what therapists commonly think and do when posting, understand why it doesn't work and discover what to do instead that does. This approach doesn't require ick, pitching, link sharing or cold DMing strangers, in fact, it does the opposite; it's a way to attract the right people to your practice without doing things you don't feel comfortable about. I hope you like it and find it useful.  How to get clients from social media for my private practice? Post less often and swap the time you're spending posting for interacting with others online Why doesn't posting on social media work for therapists? Facebook has an average view time of 1.7 seconds for posts on business pages and Instagram has an average view time of .7 seconds for a therapists static post. Basically, your posts rarely get seen. That's why swapping posting or doing less of it and instead focussing on interaction with your ideal client is more effective How long does it take to get clients by posting on social media? In our industry, the answer is in how long does it take people to feel like they KNOW you, that they RESONATE with you and that they can TRUST you? If you interact with people online in a way that allows them to feel like they're get a sense of who you are, that they align with you and that you know what you're doing, it'll take a lot less than if you continue to post random things. Some people get results faster than others. It takes time to trust someone enough to feel like you can open up and share intimate details about your mental health.  Why isn't posting on social media working for me? If you're interacting with people on social media as opposed to putting up posts about vague, general or even random things that don't appeal to your ideal clients, if you're not interacting with them and getting to know them and them you, you've got a problem. Also, you don't know that it's NOT working for you. There's a good chance you're focussing on the wrong metric. If you're assuming that posts equal bookings and you're not seeing bookings, that's your mistake right there. What's probably happening if you're using social media the right way, is that your ideal clients HAVE found you, they are watching you and listening, they are reading your posts and they are developing trust. It takes time. How long would it take you to feel like you could trust someone enough to open up to and be vulnerable with about your mental health? An absence of a booking, or a follow or thumb or heart or comment does NOT mean it's not working. Keep going. 

Steve invited Keith Foskey to have a chat and work through 15 questions about his faith. In this episode you'll learn about the reasons for why Foskey holds these various views. We hope it challenges you in your own thinking behind your own views. Also, Keith is a comedic fellow (who occasionally does stand-up Christian comedy) so we hope this episode is good for a few laughs! Chapters: 0:00 Coming Up Next 0:17 Introduction (Begin More Thorough Questions & Answers Section) 1:11 Question #1 Are you Calvinist, Arminian or Molinist? 3:37 Question #2 Credo-Baptism or Paedo-Baptism? 12:00 Question #3 Eschatology? 14:48 Question #4 Young Earth or Old Earth and Why? 18:00 Question #5 Sabbath or Lord's Day? 19:52 Question #6 What About the Gifts? Continuationism or Cessationsim? 25:19 Question #7 Egalitarian, Complementarian or Patriarchal? 30:30 Question #8 Theological Triage, where should Female Pastors go as an issue? 33:16 Question #9 Regulative Principle or Dancing Bears

The Prime Minister has been forced to correct the record once more on a matter related to the Middle East - prompting the Greens to claim he's out of his depth. Except the Greens have made a mistake themselves this week too. Deputy political editor Craig McCulloch spoke to Lisa Owen.

You can yell all you want, but one thing will help your child make a change.  It's called, "accountability".  That one word helps a child build character and self-esteem.  

In this episode I'm joined by Jim Morris.  We chat about the wake-up call that pushed him from building first to testing first. Jim and I discuss loyalty programs no one wanted, roadmaps filled with sequenced risk, AI prototypes that hallucinate and the uncomfortable reality that confidence often replaces evidence.We also dig into something deeper: why smart teams ignore data, why leaders fall in love once an idea hits the roadmap, and why testing isn't about better UX,  it's about real value.Jim shares how he even tests his own teaching process for students at Berkeley.Because as he puts it:“We can build stuff. But if people don't use it, we're just creating product debt.”Enjoy my conversation with Jim Morris.TakeawaysTesting is crucial to ensure product effectiveness and user engagement.Data analysis can reveal the true usage of product features.Mindset plays a significant role in how product ideas are perceived and developed.Not all ideas will succeed; testing helps identify the viable ones.User motivation is key to the success of features and programs.Prototyping tools can enhance the testing process but require careful implementation.Learning from failures in testing is essential for growth and improvement.Roadmaps should be flexible to adapt to changing priorities and evidence.It's important to focus on the core value proposition of a product.Continuous experimentation and adaptation are vital in product management.Guest LinksWebsite: https://productdiscoverygroup.com/LinkedIn Profile: https://www.linkedin.com/in/jimmorrisstanford/ If your leadership team is about to make a big strategic bet, the real risk usually isn't the idea, it's the assumptions behind it that haven't been surfaced yet. A Decision Sprint is a focused 6–12 week engagement where we extract, map, and test those risks so leaders can make a clear Commit, Correct, or Cut decision before major capital moves. Learn more or apply at precoil.com.

Most people study history the Western way—as a scoreboard of power, profit, and empires—then wonder why it never helps them make sense of today. The speak expertly reveals that there's only one way to truly... The post The Correct way to study History first appeared on Islampodcasts.

Parenting is an impossible task, and God knows this. We don't need to be perfect. We can do three things today to love our children well and do our job as parents:1. Make time for them. 2. Correct them in love (discipline)3. Point them to Christ.Show Notes: https://bit.ly/46DuXCp 

The Church is in deep trouble because we don't have the correct mission view. We're failing to see the bigger view, and therefore failing to be mission effective. Using my experience as a US Army combat veteran and now Christian prophet, I will help you to get the correct view.SUBSCRIBE TO THE CHANNEL: https://www.youtube.com/@TheCombatChristianTRIVITA:Use my TRIVITA link to get started on your wellness journey: https://bit.ly/HealthyChristianCovenant Eyes: If you want to protect yourself and your loved ones from the dangers of p*rn, get Covenant Eyes: https://bit.ly/Restore-CovenantUSE CODE RESTORE30 at checkout to get your first 30 days FREE when you use the link ✅Other ways foryou to support the ministry:

Brad Evans and Pat Boyle discuss today's notable news in the NFL, as the Indianapolis Colts use the rare transition tag on Daniel Jones, debating if they agree with the team's logic to likely run it back with the veteran Quarterback in 2027.

Episode 89 From An Essay on Man by Alexander Pope  Mark McGuinness reads and discusses an excerpt from Epistle II of An Essay on Man by Alexander Pope. https://media.blubrry.com/amouthfulofair/media.blubrry.com/amouthfulofair/content.blubrry.com/amouthfulofair/89_From_An_Essay_on_Man_by_Alexander_Pope.mp3 Poet Alexander Pope Reading and commentary by Mark McGuinness From An Essay on Man Epistle II By Alexander Pope Know then thyself, presume not God to scan;The proper study of mankind is man.Placed on this isthmus of a middle state,A being darkly wise, and rudely great:With too much knowledge for the sceptic side,With too much weakness for the stoic's pride,He hangs between; in doubt to act, or rest;In doubt to deem himself a god, or beast;In doubt his mind or body to prefer;Born but to die, and reasoning but to err;Alike in ignorance, his reason such,Whether he thinks too little, or too much:Chaos of thought and passion, all confused;Still by himself abused, or disabused;Created half to rise, and half to fall;Great lord of all things, yet a prey to all;Sole judge of truth, in endless error hurled:The glory, jest, and riddle of the world! Go, wondrous creature! mount where science guides,Go, measure earth, weigh air, and state the tides;Instruct the planets in what orbs to run,Correct old time, and regulate the sun;Go, soar with Plato to th' empyreal sphere,To the first good, first perfect, and first fair;Or tread the mazy round his followers trod,And quitting sense call imitating God;As Eastern priests in giddy circles run,And turn their heads to imitate the sun.Go, teach Eternal Wisdom how to rule –Then drop into thyself, and be a fool!   Podcast Transcript In the early 18th century, Alexander Pope's poetry was known to every cultured person in England. He was a fashionable, successful, wealthy writer and the preeminent poet of his age. He was also a canny businessman who published his translations of Homer via subscription, an early form of crowdfunding, and they sold so well he built himself, an extravagantly large villa in Twickenham – and its famous subterranean grotto still exists today. His political satires were so sharp and topical that he was rumoured to carry a pair of loaded pistols when going for a walk, in case one of his targets took violent exception. Phrases from his poetry are still proverbial: ‘hope springs eternal', ‘Fools rush in where angels fear to tread', ‘a little learning is a dangerous thing', ‘To err is human; to forgive divine', ‘What oft was thought but ne'er so well expressed', and also the title of the movie, ‘eternal sunshine of the spotless mind'. But these days, Pope has really fallen out of fashion. He's seen as archaic and artificial. In an age when formal poetry is out of fashion, for many people he represents the worst kind of formal poetry: his very regular metre and full rhymes sound clunky to our ears. His rhyming couplets are undoubtedly clever, but that's part of the problem, because these days we associate poetry with emotions and self-expression, so cleverness is seen as a little suspect and somehow inauthentic. And I'll be honest, for a long time, I had that image of Pope. He represented everything the Romantics rebelled against at the end of the 18th century, and as a young poet I was on the side of the Romantics, so I had no interest in Pope. However, a few years ago, I challenged myself to have another look at his work, and what I discovered was a really sharp and thought-provoking and witty and formidably skilful poet, who in certain moods, is an absolute pleasure to read. And he doesn't fit every mood, but then there aren't many poets who do. So turning to today's poem, An Essay on Man is one of Pope's major works, it's about 1,300 lines long. As the title suggests it's a meditation on the nature of what he called mankind, and we call humankind, we have to make allowance for the historic focus on the male as representative of the species. It's also a didactic poem, he's not just reflecting on the subject, he is telling us what we should think about it. Which again, is a deeply unfashionable stance for poets these days, at least when they are on the side of a conservative or establishment position. And he does this in the form of a series of verse epistles, verse letters, which are addressed to Henry St John, Viscount Bolingbroke. The epistle form also means that the poem addresses the reader in a very direct manner, as you would expect in a letter. His basic stance, which we find in many of his poems, is of a reasonable man writing for a group of like-minded people, trying to establish some sort of common sense, shared ideas and principles, in a world where these need to be debated and defined and defended. This was the world of the coffee house and the salon, where people came together to debate, sometimes in very robust fashion. It came to be known as the Augustan age in English literature, by comparison with the satirical and political poetry of the age of Augustus Caesar. OK looking more closely at the poem itself, the excerpt I just read is from the second Epistle, and one of the first things we notice is what Milton would have called the ‘jingling' rhymes: Know then thyself, presume not God to scan; The proper study of mankind is man. Placed on this isthmus of a middle state, A being darkly wise, and rudely great: With too much knowledge for the sceptic side, With too much weakness for the stoic’s pride, It's pretty unmistakeable isn't it? One pair of rhymes after another. And in case you're wondering, yes, these rhyming couplets do go on all the way through the poem, and indeed all the way through most of Pope's work. And not just in Pope: for over a century, from about 1650 to 1780, this was a hugely popular verse form. They are known as heroic couplets because they are associated with epic narrative poems, such as John Dryden's translations of Virgil and Pope's translations of Homer. Each line is in iambic pentameter, the familiar ti TUM ti TUM ti TUm ti TUM ti TUM, with two lines next to each other forming couplets, and the poem proceeding with one couplet after another. The form can be traced back to Chaucer, who used rhyming couplets for many of his narrative poems. But by the time of Dryden and Pope it had evolved into a tighter couplet form, described as closed couplets, meaning that they were typically self contained, with a sentence, or a discrete part of a sentence, beginning and ending inside the couplet. For instance: Know then thyself, presume not God to scan; The proper study of mankind is man. That stands on its own as a single thought, a unit of sense, ending with a full stop. And the full rhyme of ‘scan' and ‘man' means the couplet snaps shut at the end – this is the closed couplet effect we associate with heroic couplets. In the next couplet he introduces the idea of man as a creature of ‘middle state': Placed on this isthmus of a middle state, A being darkly wise, and rudely great: And then another couplet elaborates on the sense of being pulled in different directions: With too much knowledge for the sceptic side, With too much weakness for the stoic's pride, So the poem proceeds one unit of sense at a time. The couplets are like Lego bricks, and Pope used them to build just about anything he wanted: literary and philosophical discourse here in the Essay on Man and in his Essay on Criticism; mock-heroic social comedy in The Rape of the Lock; actual epic in his translations of the Iliad and the Odyssey; and satire in The Dunciad. It's easy to see how this could become monotonous, and in the work of most poets of the time, it did. But Pope's great achievement was to take this established form and perfect it, sticking very strictly to the formal pattern, while varying the syntax, the grammatical patterns, with great subtlety and complexity, to keep the reader on their toes. Let's take another look at the first couplet. Notice the little pause in the middle of the first line, after ‘thyself': Know then thyself, presume not God to scan; This divides the line into two parts, conveying the dramatic tension in Pope's argument: he's saying that humans are ambitious for knowledge, they want to ‘scan' God, to examine him, but they should really focus on self-knowledge. This tension between opposites is known as antithesis, it's a rhetorical pattern we looked at back in episode 58 about one of Sir Philip Sidney's sonnets, and it's very common in Pope. And the tension is resolved in the next line, which is all one phrase, with no pause: The proper study of mankind is man. Have another listen to the couplet, to hear how the tension is established and then released: Know then thyself, presume not God to scan; The proper study of mankind is man. So when all of this comes together, the tension and release, the regular rhythm of the metre and the full rhymes clinching the couplet, it has the effect of making the words sound truer than true. The following couplet picks up on the antithesis, and extends it into paradox: Placed on this isthmus of a middle state, A being darkly wise, and rudely great: An isthmus is a narrow strip of land between two bodies of water, so standing on it, you could easily feel precarious and threatened. ‘Darkly wise' means ‘dimly wise', possessing a little knowledge, but not enough for full understanding. And ‘rudely great' means ‘powerful but coarse and unfinished'. And I think we can recognise what Pope is saying from our own experience – that sense of knowing enough to know how little we really know; of having great potential, but struggling to fulfil it. And isn't it delightful how Pope compresses all those feelings into these neat little paradoxes: ‘darkly wise and rudely great'. In another famous line, he describes true eloquence as ‘What oft was thought but ne'er so well expressed', which is exactly what he achieves here. We can also note that ‘darkly wise' and ‘rudely great' are not only antitheses expressed as paradoxes, they are also an example of another rhetorical pattern: parallelism, where similar structures are repeated with variation. In this case ‘darkly' and ‘rudely' are both adverbs and ‘wise' and ‘great' are both adjectives, so grammatically they are identical, which suggests both similarity and difference in mankind's relationship to knowledge and power. The next couplet uses a more elaborate parallelism: With too much knowledge for the sceptic side, With too much weakness for the stoic's pride, So both lines say ‘With too much something for the something else'. It's hard to miss the pattern, isn't it? And notice how the couplet form is perfect for laying out two ideas that seem to counterbalance each other perfectly. So we're only six lines in and Pope has put his finger on a central conundrum in human existence, and conveyed it with at least three rhetorical patterns nested inside each other – antithesis, paradox and parallelism. Not only that, he's handled the metre and rhyme with great skill, wrapping each thought up in the neat little bow of a rhyming couplet. And if your mind is starting to boggle, welcome to the world of Pope's verse: elegant, authoritative and very, very clever. When we look closely, there's a lot going on inside every single couplet. He's like a watchmaker, working at a tiny scale, making an instrument with great precision and balance, that keeps perfect time, and chimes beautifully. And Pope's contemporaries would have found it easier to follow the sense than we do, because they were used to reading this kind of stuff. But I'm sure the poetry would often have given them pause, even if only for a moment, as they read. And my guess is that they would have enjoyed this slight difficulty, and the pleasure of making out the sense, with the little dopamine hit of understanding. Like unwrapping a sweet before you can pop it in your mouth and taste it. So I hope we're starting to see why Pope is the undisputed master of the heroic couplet. Even T. S. Eliot had to admit defeat, when he wrote a passage in this style for The Waste Land, only for Ezra Pound to point out tactfully that he couldn't compete with Pope, and draw the red pencil through it. But the form is more than simply one couplet after another. When he stacks them together, they create verse paragraphs, longer units of thought, that function very like paragraphs in prose. So having established the idea of man caught between opposing forces, he goes on to elaborate on the theme to dazzling effect: He hangs between; in doubt to act, or rest; In doubt to deem himself a god, or beast; In doubt his mind or body to prefer; Born but to die, and reasoning but to err; Alike in ignorance, his reason such, Whether he thinks too little, or too much: The couplets are individually brilliant, and cumulatively overwhelming, both in terms of the mental effort required to tease out their meanings, and the tension between action and inaction, divine and bestial impulses, mind and body, birth and death, reason and error. And I think that's why I find this line so funny: Whether he thinks too little, or too much: It feels like he's throwing his arms up and laughing and admitting that he's overthinking it all. The verse paragraph ends with three more couplets, where he sums up the nature of man: Chaos of thought and passion, all confused; Still by himself abused, or disabused; Created half to rise, and half to fall; Great lord of all things, yet a prey to all; Sole judge of truth, in endless error hurled: The glory, jest, and riddle of the world! Although Pope is describing a ‘chaos of thought', his own thinking is always sharp, however convoluted his argument becomes. So he sticks to the themes of power and knowledge, undercutting man's pretension by saying he is ‘Great lord of all things, yet a prey to all', and ‘Sole judge of truth, in endless error hurled'. And he ends this paragraph with another rhetorical device, the tricolon, which uses three parallel elements to build to a conclusion: The glory, jest, and riddle of the world! We're familiar with this pattern in famous quotes from Julius Caesar, ‘I came, I saw, I conquered', the US Declaration of Independence, ‘Life, liberty and the pursuit of happiness', and Shakespeare: ‘Friends, Romans, countrymen!' Here, Pope uses it with typical precision, since if someone is both the ‘glory… of the world' and it's ‘jest', i.e. the butt of its jokes, then that makes that person a ‘riddle': The glory, jest, and riddle of the world! So this sums up the nature of man, and sets up the jesting irony of the next verse paragraph: Go, wondrous creature! mount where science guides, Go, measure earth, weigh air, and state the tides; Instruct the planets in what orbs to run, Correct old time, and regulate the sun; If this were the start of the poem, we might be forgiven for taking Pope's words at face value, but in the light of what has gone before, it's pretty clear that ‘wondrous creature' is a mocking criticism. He was writing this in an age where Newtonian physics was in the ascendancy and people were full of enthusiasm about the new discoveries in science and the possibility of understanding and mastering the physical world. And given that we are still living in a so-called age of reason, I think his criticisms of scientific overreach are still relevant, and the joke is still funny, when he talks about instructing the planets in what orbits to follow, correcting time and regulating the sun. As if measuring were full understanding, let alone complete power. But Pope doesn't confine his criticism to scientists. He also has philosophers in his sight: Go, soar with Plato to th' empyreal sphere, To the first good, first perfect, and first fair; Or tread the mazy round his followers trod, And quitting sense call imitating God; He clearly doesn't have a lot of time for Plato's first principles. Neither is he impressed by the contemporary vogue for what we would call Orientalism: As Eastern priests in giddy circles run, And turn their heads to imitate the sun. It's possible that he had in mind the whirling dervishes of Persia, or maybe this is just a caricature of his idea of ‘Eastern priests'. So obviously this is a joke that hasn't aged so well. OK he ends this verse paragraph with a final jab, which restates the idea from the opening couplet in bluntly comic fashion: Go, teach Eternal Wisdom how to rule – Then drop into thyself, and be a fool! It's hard to imagine a more apt image of intellectual presumption than trying to teach Eternal Wisdom a thing or two, but just in case we miss the point, Pope rams it home with relish: Then drop into thyself, and be a fool! And this is another characteristic aspect of Augustan poetry, particularly the satirical kind, that it can be very crude and direct, with a passage of sophisticated argument followed by a line or two where the mask drops and the insult is laid bare. And no, it's not big or clever, but let's face it, sometimes it can be deeply satisfying. One more little detail, which I can't help wondering about: notice how both of these couplets, conveying the same basic idea in very different tones, both hinge on the word ‘thyself': Know then thyself, presume not God to scan; The proper study of mankind is man. Go, teach Eternal Wisdom how to rule – Then drop into thyself, and be a fool! So that word ‘thyself' could be used to refer to various individuals, and knowing Pope, I wouldn't be surprised if he intended all of them at once. Firstly, the phrasing sounds proverbial, in which case each couplet is an injunction to mankind at large. Secondly, it could refer to the reader, any reader, of the poem, whether Viscount Bolingbroke, an 18th-century wit, or you and me, reading the poem together on this podcast. It could also refer to the specific targets of Pope's criticism, such as the overreaching scientists or philosophers. I think Pope may also have had in mind a target nearer to home: himself. W. B. Yeats wrote in one of his essays, ‘We make out of the quarrel with others, rhetoric, but of the quarrel with ourselves, poetry'. And it's entirely possible that Pope is doing both at once: we've seen the brilliance of his rhetoric, in puncturing the pretensions of his fellow men and women. Yet by making poetry as well as rhetoric, he is arguably arguing with himself as well. It was of course be entirely right and proper and expected for a Christian such as Pope to admonish himself as well as others, for the many and various sins he describes in An Essay on Man. So from a moral viewpoint, I think I'm on pretty safe ground in suggesting that ‘thyself' includes Pope. But I would go further, and say that the idea of a brilliant mind that is not quite brilliant enough to fully understand itself may have been a deeply personal subject for Pope. Because what we have here is an extremely clever warning about taking cleverness to extremes. Maybe the irony was not lost on Pope. As he wrote in another poem, An Essay on Criticism, ‘A little learning is a dangerous thing'. So perhaps as we hear this passage again, and enjoy the sparkling wit and scurrilous attacks on others, we can also detect a note of self-reflection, and self-accusation, that makes it a little more poignant than it first appears. From An Essay on Man Epistle II By Alexander Pope Know then thyself, presume not God to scan;The proper study of mankind is man.Placed on this isthmus of a middle state,A being darkly wise, and rudely great:With too much knowledge for the sceptic side,With too much weakness for the stoic's pride,He hangs between; in doubt to act, or rest;In doubt to deem himself a god, or beast;In doubt his mind or body to prefer;Born but to die, and reasoning but to err;Alike in ignorance, his reason such,Whether he thinks too little, or too much:Chaos of thought and passion, all confused;Still by himself abused, or disabused;Created half to rise, and half to fall;Great lord of all things, yet a prey to all;Sole judge of truth, in endless error hurled:The glory, jest, and riddle of the world! Go, wondrous creature! mount where science guides,Go, measure earth, weigh air, and state the tides;Instruct the planets in what orbs to run,Correct old time, and regulate the sun;Go, soar with Plato to th' empyreal sphere,To the first good, first perfect, and first fair;Or tread the mazy round his followers trod,And quitting sense call imitating God;As Eastern priests in giddy circles run,And turn their heads to imitate the sun.Go, teach Eternal Wisdom how to rule –Then drop into thyself, and be a fool!   Alexander Pope Alexander Pope was an English poet and translator who was born in 1688 and died in 1744. As a Catholic he was barred from university and public office, so he educated himself and forged a brilliant literary career, becoming the leading poet of Augustan England, celebrated for his razor-sharp satire and polished heroic couplets. Early success came with An Essay on Criticism and The Rape of the Lock, followed by monumental translations of Homer that made him financially independent. His later works, including The Dunciad, attacked dullness and corruption. In An Essay on Man, he explored human nature, providence, and moral order with epigrammatic clarity. He lived at Twickenham, where he created a famous garden and grotto.   A Mouthful of Air – the podcast This is a transcript of an episode of A Mouthful of Air – a poetry podcast hosted by Mark McGuinness. New episodes are released every other Tuesday. You can hear every episode of the podcast via Apple, Spotify, Google Podcasts or your favourite app. You can have a full transcript of every new episode sent to you via email. The music and soundscapes for the show are created by Javier Weyler. Sound production is by Breaking Waves and visual identity by Irene Hoffman. A Mouthful of Air is produced by The 21st Century Creative, with support from Arts Council England via a National Lottery Project Grant. Listen to the show You can listen and subscribe to A Mouthful of Air on all the main podcast platforms Related Episodes From An Essay on Man by Alexander Pope Episode 89 From An Essay on Man by Alexander Pope Mark McGuinness reads and discusses an excerpt from Epistle II of An Essay on Man by Alexander Pope.Poet Alexander PopeReading and commentary by Mark McGuinnessFrom An Essay on Man Epistle II By Alexander Pope Know... Occupied by Tim Rich Episode 88 Occupied by Tim Rich  Tim Rich reads ‘Occupied' and discusses the poem with Mark McGuinness.This poem is from: Dark Angels: Three Contemporary PoetsAvailable from: Dark Angels is available from: The publisher: Paekakariki Press Amazon: UK... 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Democrats RAGING After Trump's State Of The Union Address! Andrew Branca. 16 Minute Documentary on Voter Fraud.   MEDIA REACTS! Democrats RAGING After Trump's State Of The Union Address! Andrew Branca. At the State of the Union, President Trump asked lawmakers to stand if they agreed with a simple principle: the first duty of government is to protect American citizens, not illegal aliens. Many Democrats refused. The moment sparked fierce backlash, viral clips, and crushing post-speech polling showing overwhelming approval from viewers. Was it political theater — or a revealing moment about party priorities? Constitutional stakes, the Save America Act, birthright citizenship debates, sanctuary policies, and why this single visual moment may shape the 2026 midterms. Watch this video at- https://youtu.be/NPiVyZJQrhk?si=p8i7Bj-VkMrxyGb4 The Andrew Branca Show 283K subscribers Feb 26, 2026 "BRANCA FOR SCOTUS" MUGS! https://thebrancashow-shop.fourthwall... JOIN OUR COMMUNITY! Exclusive Members-only content & perks! Only ~17 cents/day! $5/month:    / @thebrancashow   Visit Here: https://lawofselfdefense.com/getthebook "You are wise to buy this material. I hope you watch it, internalize it, and keep it to the forefront whenever you even think of reaching for a gun" -Massad Ayoob (President of the Second Amendment Foundation) The #1 guide for understanding when using force to protect yourself is legal. Now yours for FREE! Just pay the S&H for us to get it to you. ➡️ Carry with confidence, knowing you are protected from predators AND predatory prosecutors ➡️ Correct the common myths you may think are true but get people in trouble ​➡️ Know you're getting the best with this abridged version of our best-selling 5-star Amazon-rated book that has been praised by many (including self-defense legends!) for its easy, entertaining, and informative style. ​➡️ Many interesting, if sometimes heart-wrenching, true-life examples Get Your Free Book: https://lawofselfdefense.com/getthebook 00:00 “Nothing Special About Being American” Clip 00:15 Trump's State of the Union Challenge 01:03 “Protect Citizens First” Moment 01:21 Democrats Refuse to Rise 02:09 Was It Just Political Theater? 02:54 The Trap Explained 03:42 Crime Victim Stories Highlighted 04:18 Save America Act Mentioned 04:46 Polling Surge After Speech 05:48 Immigration Approval Numbers 06:09 Democrat Internal Criticism 06:53 Sanctuary City Penalties Proposal 08:09 Birthright Citizenship Debate 09:16 Midterm Strategy Implications 10:47 Democrats Afraid to Stand Alone 11:27 “Common Sense” Mandate Framing 12:29 Cost of Mass Deportation Debate 13:21 J.D. Vance on Immigration Limits 14:14 Citizens vs The World Priorities   Post Johnny Midnight  @its_The_Dr Ladies and Gentlemen, When President Trump said ALL THEY DO IS CHEAT, This is WHAT HE MEANS! THIS IS THE EVIDENCE! 2020 was an ABSOLUTE OVERTHROW of the GOVERNMENT! An ABSOLUTE COUP! Spikes in Numbers, Figures that were Not Possible and a whole Slew of issues of People that had access, IRAN, CHINA, VENEZUELA and who knows WHO ELSE! Watch here and see just how they did it! This is just the TIP OF THE ICEBERG!  

What if AI didn't just sound right — but could prove it? In this episode of the MAD Podcast, Matt Turck sits down with Carina Hong, a 24-year-old former math olympiad competitor and Rhodes Scholar, and the founder/CEO of Axiom Math, to unpack how AxiomProver earned a perfect 12/12 on the Putnam 2025 and why formal verification (via Lean) may be the missing layer for reliable reasoning. Carina argues we're entering a “math renaissance” where verified reasoning systems can tackle problems that currently take researchers months — and potentially push beyond math into verified code, hardware, and high-stakes software. They go inside the “generation + verification” loop, what it means to build AI that can be trusted, and what this approach could unlock on the road to superintelligent reasoning.(00:00) Intro(01:25) Why the World Needs an AI Mathematician(02:57) Scoring 12/12 on the World's Hardest Math Test (Putnam)(04:05) The First AI to Solve Open Research Conjectures(06:59) Does AI Solve Math in "Alien" Ways? (The Move 37 Effect)(08:59) "Lean": The Programming Language of Proofs Explained(10:51) How Axiom's Approach Differs from DeepMind & OpenAI(16:06) Formal vs. Informal Reasoning (And Auto-Formalization)(17:37) The AI "Reward Hacking" Problem(20:18) Building an AI That is 100% Correct, 100% of the Time(23:23) Beyond Math: Verified Code & Hardware Verification(25:12) The Brutal Reality of Competitive Math Olympiads(29:30) From Neuroscience to Stanford Law to Dropout Founder(33:57) How Axiom Actually Works Under the Hood (The Architecture)(37:51) The Secret to Generating Perfect Synthetic Data(40:14) Tokens, Proof Length, and Inference Cost(42:58) The "Everest" of Mathematics: Scaling Reasoning Trees(46:32) Can an AI Win a Fields Medal?(47:25) "Math Renaissance": What Changes if This Works(55:47) How Mathematicians React to AI (And Why Proof Certificates Matter)(57:30) Becoming a CEO: Dropping Ego and Building Culture(1:00:42) Recruiting World-Class Talent & Building the Axiom "Tribe"

Katie's definitely starting to show, Trey is taking full credit for not being insane, and we're still spiraling on baby names (Missouri?? Mo?? Rascal??).Support the show!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 #rulapodOur listeners get 15% off plus free shipping when they buy two or more pairs of prescription glasses at http://WarbyParker.com/CORRECTOPINIONS — using our link helps support the show. #WarbyParker #adReady to make some healthy swaps and become a member? Join Thrive Market with my link ThriveMarket.com/CORRECTOPINIONS for 30% off your first order plus a FREE $60 gift!Ready to stop paying more than you have to? New customers can make the switch today and for a limited time, get unlimited premium wireless for just $15 per month. Switch now at http://MINTMOBILE.com/TREYJoin the patreon!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

Key Performance Indicators (or KPIs)! By establishing KPIs in your practice, you find ways to remove the emotion that doesn't need to be there. Tiff and Kristy explain how KPIs drive a practice — and how to implement them if you haven't started yet. 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. We are back again today and I say we again because I've got Miss Kristy here with me. You guys know how much I love her and podcasting with her is just, I told her today, like I just, you bring a sense of calm and it's great and letting it be on a, like Thursday afternoon, this is kind of cool for me ⁓ and ending my week. I've got, you know, we've got things to do tomorrow, ending calls with this is really, really cool. So Kristy, thank you so much for being here today. How are you?   The Dental A Team (00:29) Good and you?   The Dental A Team (00:31) I'm good,   thank you. ⁓ I'm... I was gonna say that, like what the heck? I'm so glad you're here though because, you know, this time last year you were here in snow and ice and I'm so glad you're here but it is cold and I heard you guys, record these, this is January right now, it'll be released in February but it's like so cold. It's like 43 degrees in the morning here and us Arizona women are just not used to that so.   The Dental A Team (00:34) It's cold for Arizona.   The Dental A Team (01:01) I agree and there's supposed to be ice and snow coming, not for us, we get rain, thank goodness, but I'm like, that's why we live here, so we don't have to deal with ice and snow. yeah, puts a little damper on travel, so we'll see. We'll see how that goes, but I am glad that you're here. This is the time of year that everybody comes and visits. February is a massive, massive time to be in Arizona. In March, we've got spring training games going, we've got...   Waste Management Open, we've got, oh my gosh, every weekend there's a taco festival or something going on. So this is the prime time to be in Arizona. If you wanna come visit, tell us that you're coming and we'll be happy to give you some suggestions. Kristy, we talk about these a lot and I'm excited because I know you actually thrive in this world a ton. You make decisions based on these. are phenomenal at projections.   four practices and the world of KPIs, which you guys, for those of you who don't know, key performance indicators, those are the indicators within your practice that tell you how you're performing. I had years and years and years ago now, like way too long to even count, I had a manager one time and she said, Tiff, I want you to start joining the KPI meetings on Thursdays with the CPA doc and I. And I said, okay. And then I ran over to my computer and I was like, Google, what is KPI? What does KPI mean? I was like, I'll be there.   That sounds great. This is like growth for me. You're putting me in. I was like, yep, I'll be there. And then I was like, what does this mean? So if you don't know what it means, you're not using them, you are not alone. I had to Google that once upon a time. And that was before Chat GPT. I feel like I would have been so much better off if I had that to break it down for me. But alas, here we are. And Kristy, I love KPIs. I love black and white decision making. I love any opportunity we have that we can remove some emotion.   from a decision, especially in the dental industry. We have a lot of emotions in the dental industry and being able to remove those and say that yes or no something is or isn't working. And my favorite piece of that is when we do that, Kristy, I think it gives us the opportunity to tackle the system and not make it personal about the person. Like it might not be that you suck.   it's that the system's not working or we're not using it correctly. And if that's the case, I'm fine. We start using it correctly or we alter it. But I think, Kristy, it makes me feel a lot better about accountability and about KPIs and just about leading teams when it's less about a feeling and a person and more about the system. So I'm excited. Kristy, tell me, why do you love KPIs?   The Dental A Team (03:41) Yeah, for the same reason, Tip, because so many times we see people focused on the wrong thing. And when you really dial into the metrics, they start to tell a story, right? And sometimes even metrics can look a little bit deceiving, but that's why I like to say the numbers start to tell a story. And then we get to dig into it and figure out the story. So, you know, just in saying that, I think if I wasn't doing what I was doing, I would be some kind of detective. And I mean,   The Dental A Team (04:09) I think   you would too.   The Dental A Team (04:10) Maybe that's why it's so exciting for me, but like, and it's truth, right? The numbers don't lie. And so a lot of times we have misperceptions on things and that's the human aspect. So to give grace on us, and I also feel like what we measure expands, it grows, right? And so if we're focused on the wrong thing, what do we get more of? And so,   The Dental A Team (04:33) Mm, true.   The Dental A Team (04:40) I just think it's the fastest way to make improvements. And it's kind of funny Tiff, because in other things we do, if we want to lift weights or we want to lose weight, what do we do? Get on the scale or we're like, we lift 50 pounds. my gosh, I added another weight. We measure it really well, but in dentistry it's like taboo. ⁓ we can't do it. Like it's so bizarre, right? But I just, again, it's the true measure. We talked about this.   The Dental A Team (05:02) I agree.   The Dental A Team (05:07) on a different podcast of winning. It truly lets us know if we're winning or losing, and maybe we'll focus on the wrong thing, right? I know you've heard it a zillion times. Doctors come on, need more new patients. I need more new patients. I need more new patients. And we look at their outstanding treatment list and it's like $3 million. And I'm like, do you really know what you mean? Right? So again, sometimes it lets us win faster because we can breathe direct and focus on   The Dental A Team (05:26) You   for sure.   The Dental A Team (05:37) what's really gonna get us there.   The Dental A Team (05:40) Yeah, I love that you said that. I love the idea of focusing on the wrong thing because I think we do that a lot. focus on the negative, right? We're like, what was our attrition rate instead of what's our new patient and our active patient count? Are those growing? Because if our new patient count and our active patient count are growing, attrition's fine. But if we're looking at attrition rate, we're like, how many are we losing? We're grasping. It's a different kind of energy and that will grow. So if you're looking at it,   you want your attrition to grow, then keep watching it. If you want your active patient count to grow, keep watching it. And if it's not growing, then you tackle the systems and assume attrition is happening. So I love that you said that because it broke it down, I hope for everyone, a little bit differently there. And our podcast today is How KPIs Drive a Practice. And I think in that simple statement and those two minutes you were just talking, you just broke it down, like verbatim on how it drives a practice because   what you focus on will grow no matter what. you're right, it's so everything in our life, we count everything. Like it's just human nature to count and track everything we do. We track our money, we track our expenses, we track our weights, we track our weight, we track everything that we do, we track our gas mileage. know, my sister's always like, ah, I got 16 gallons or whatever. I need to go get the best gas price. And I'm like, girl, I don't.   I don't know what she's like, what is your car get? I'm like, I have no idea. But there's, know, she's tracking that. But like, then we go into a dental office, it's like, don't talk numbers. Don't talk numbers. Don't track it. Because that's going to make somebody feel bad. It's like, no, we're going to track it. We're going to see that we're winning. And we're going to feel really, really good. Like my sister, sometimes she comes home and she's like, ah, I guess mileage was down. Sometimes she comes home and she's like, guess what? Simple. But that's how simple it can be.   doesn't have to be astronomical, but those small wins add up to something astronomical. And I have had so many clients that, I've had clients that have purchased practices, they're like, all right, when are we starting marketing? I'm like, well, what do you mean? You've got, like, what's your patient count? What's your active patient count? And then what's the total patient count of that practice? Because you have, every patient right now is a new patient. Starting marketing,   is a wild use of your money. Let's internal market, let's get your exams better. There's so many different avenues that we think are just the norm, so we jump on board with them. But then when we pull and extract those actual KPIs, we can find the root of what we need and the root of any problems that there might be, any systems that need to be revamped. So I love that, because that's how you're driving success, by watching the KPIs.   Kristy, and you've got, I hope everyone knows, I don't say it every time, but Kristy's done so much in her dental career and held so many titles and she's consulted for far longer than she's even been a presence here at the Dental A Team. We're so grateful for her. Kristy, in all of your experience, what do you feel are the easiest KPIs to start tracking if we're not tracking any? And then what are the most valuable KPIs maybe that people don't think of?   The Dental A Team (08:53) Ooh, that's deep. Obviously, I think we have to look at it as like two different forks in the road, right? Because so many times we hear the practice of a million dollars and then we hear the practice of six million. And I think doctors, you guys get all ramped up and think if I'm the million dollar guy, why am I the six million dollar guy? And I'm thinking, wait, wait, you don't necessarily want to be that guy. You're actually more profitable than, you know.   The Dental A Team (08:55) I I like that one.   Correct.   The Dental A Team (09:22) So it's not just what's happening in the practice, but also how profitable you are, right? And truly us here at the Dental A Team, we're looking to make sure you're hitting that profitability because that's where the true freedom is. But with that being said, the biggest KPIs out of the gate is what do I need to hit every month to be profitable? And then I measure my production, net production.   and collections. And ⁓ I am going to throw new patients in there, but in a different way, because doctors do want new patients and a lot of times they're getting them. But don't just look at how many I'm getting. Look at how many are reappointing. ⁓ you know, it's one thing that you're getting them and you might be doing limited, limited and letting them go out the back door. So again, look at those, but also   put more weight on how many are getting reappointed. And then ⁓ I also like doctors to look at diagnostics, dollars and diagnostic or sorry, acceptance dollars and percentage. ⁓ They go hand in hand. It can't just be percentage of acceptance because maybe I'm not accepting enough to even get to that goal. Yeah.   The Dental A Team (10:31) case acceptance.   Yes,   yes, I love those. Yeah.   The Dental A Team (10:46) And lastly,   probably in that tip would be your reappointment rate. How many are we reappointing? Because keep those patients of yours. Don't have to spend so many external dollars to gain more because if we just keep what we have and too often we look at how many people are sitting in our inactive pile or we don't look at it and you have a whole nother practice sitting there that you could tap into.   The Dental A Team (11:13) Yeah, I love that. I love what you said about the case acceptance dollars, the diagnostics and the case acceptance dollars. I too have doctors, I love having them ⁓ track their diagnosis and then their dollars. Number one, I hated being a treatment coordinator that had no control over how much was being diagnosed and only initially when I was treatment coordinator, were really only looking at case acceptance, which is very popular.   So case acceptance, case acceptance, and then they're like on your neck and that call these three people, why didn't these, like call the people and like I have called all the people. I can't, and we have so many clients, right, that the TC's are like I've called all the people, Tiff, can't, Kristy, I can't call anymore. Cool, it might not be in the case acceptance. Sometimes it's in the diagnosis and then to loop back to your new patient statement, all of those go so hand in hand and this is why, ⁓ heaven help me, this is why.   things like our scorecards, clients of Dental A Team that talk about the scorecard. This is why the scorecard is so important because you can look at a dental analytics screen and it's choppy, all over the place. The scorecard brings it together so that you can see what's affecting something else because to your point of the new patients, I had a practice near and dear to my heart. He hit his massive goal this year and I'm so proud of him. We worked really hard on, it was, you know,   Timelined out for five years and he hit it literally two weeks before his deadline, his date. One of the things that was holding his practice back was the new patients. He needed more new patients, needed more new patients, so his marketing company is like, all right, we're gonna ramp up new patients. And then all of a sudden we've gotten new patients, but it's like, we're not growing. There's nothing on the schedule, what's happening? And so I said, okay, what kind of new patients? And we had so many emergency, limited, transient, going through town, looking for an emergency.   He was doing a lot of same day dentistry, but not getting things booked on the schedule and not really adding to his patient count, because there wasn't reappointments happening. When we dialed that in, we found that and I was like, here's the key, switched his marketing, his new patients went up,   Then we focused in on his case acceptance. And then like you said, with the dollars, we're seeing, are they accepting fillings?   Are they accepting crowns? Are we getting the near cases? Like what is the case acceptance percentage is cool, but what are we actually, what's the procedure that's being the dollar amount and is there a ceiling maybe in our treatment planning, either back office, front office, wherever it is, is there a ceiling that our system needs to be able to help us overcome in diagnosing a certain dollar amount or treatment planning a certain dollar amount?   The Dental A Team (14:03) Yeah, I love that you say that, And as the TC, that's the one that gets me because so many doctors go back up there or come to us and say, they're just not closing it. And I always tell my practices, case acceptance is a team sport. And literally, it starts from before they even call the office. Like everything you're doing is contributing to their trust. And so ⁓ truly, docs,   I know you don't want to hear this, but it's your job to get them to yes with treatment and ⁓ financial coordinators get them to yes financially. So some of them can work heroics and they do, but it is totally a team sport. So going back to the diagnostics too, you asked a tool that I use ⁓ that maybe isn't so looked at. And I would say print your procedure count report yearly and just take a look, you know?   Are you doing four surface fillings? And I'm not saying that you shouldn't, but is it aligning with your philosophy? And are you giving patients the choice for long-term care? Because sometime that probably four surface filling is going to turn into something, you know? And let your patients decide. Let them decide.   The Dental A Team (15:18) Yeah.   Yes, I love that I have worked with many practices that they do give the options, but they assume that their patient base wants something specifically or can only afford something specifically. So they may give the options, but they kind of talk them into starting with something and started just leaving it on the table and saying what, if this were your mouth and roles were reversed, that we often say,   this were your mom, if this were your sister, if this were your brother. But I like to think, what if we were in different seats and the patient or the dentist, you were sitting in that chair, what would you want someone to tell you? Because you might even still err on the side of like, mom, when it happens, we'll fix it, but like, let's just do this patch for now, right? Because I don't, we don't want to get you numb. Like you might still err on that side for a family member, the, know, quote unquote conservative, but if you were sitting in that chair,   what would you want the dentist to say to you? And I think that makes a massive difference. And that is like your detectiveness, right? That's your detectiveness, but it works and it's what practices need sometimes. And I think, Kristy, part of those pieces, and you showed me your AR thing yesterday and how you diagnose that. And sometimes we do have to go to those spaces.   The Dental A Team (16:17) Yeah.   Yeah.   The Dental A Team (16:40) because you can't see it in the other areas. like, gosh, something is here, but that's why you look at those KPIs that are gonna drive success. And then when one of them isn't working, when one of them isn't hitting the metric that you want it to, you dive deeper. You're not just going to say, okay, every month let's pull the procedure code report. You're gonna say, if case acceptance, if we're not hitting production, case acceptance isn't working or diagnosis isn't working, now we're gonna dig a little bit deeper.   I think what tends to happen is we either go surface and we're like, everything's fine and we ignore issues or we go so deep that we're in the weeds and nobody has time to see the patients. We're just pulling reports all the time.   The Dental A Team (17:20) Yeah, it's so funny. So much psychology goes into it, right? Like our doctors get so upset in dentistry. I remember like doctors thinking, well, we're the only ones that do free consults. Medical doctors don't do free consults. Why do we do it in dentistry? You know what I mean? But yet we also complain, my schooling costs so much and they don't want to pay me what I'm worth, you know? And it's like,   Almost everything, it's funny when we get into it and I work with clients, I'm like, we kind of caused it. We taught them. How many times do we answer the phone and we go, do you have insurance before we even know their name? You know? So it's funny. It's like an oxymoron in a way, but I love that you brought that up because many times we do it to ourselves.   The Dental A Team (18:10) Yeah, yeah, we just spin our wheels on something, to find it and trying to get it right in an industry where nobody's taught how to do this stuff. guys, doctors learned how to be dentists and that's it. It's a rare occasion that you come across anybody who is taught how to run a dental practice. And dental is different than medical. So even healthcare professionals, right? People who have a degree in healthcare management, it's different.   This is why we're here. This is what we do. This is this is years and years. mean, across the whole Dental A Team team, like we should count that up. That'd be a lot of years. I don't even know anymore. We've grown to so many consultants. I don't even want to try to count that right now. We'll do that later. We'll ask Josh to do that for us. But regardless, there's so much wealth of knowledge here in.   The Dental A Team (18:57) Yeah.   The Dental A Team (19:04) ensuring that and we've done such a great job at finding the solutions and the systems to at least get templates and things started to customize for practices. I think that's just an immense value that consultants like the Dental A Team bring is that space of uniformity. these are things that we've seen work. Let's start here and then let's layer on top for you and let's adjust it for your practice and your team.   and those KPIs that drive success, pretty universal. And you said, you know, the common ones, production collections, new patients, diagnosis, case acceptance, and I loved your reappointment rate for new patients and just in general, those tell you the stories. And then from there, we dig and dive deeper. So I love it, Kristy. Thank you so much. think if I were to give an action item, it would be to revamp.   your KPIs if you're digging too deep and grab some new ones if you're not going deep enough, if that makes sense. So, Kristy, anything else you'd like to add?   The Dental A Team (20:09) No, I love it. The only thing I would say, Tip, I know you have the saying down better, but use, love the numbers, right? Don't use them as sticks, is that?   The Dental A Team (20:17) Yeah.   Yes,   yes, numbers are here to guide us. They're stars to guide us. They're not sticks to beat ourselves up with. Yeah, years and years of presenting with Kiera. Awesome, well you guys, go check your KPIs, go check your scorecards. If you're a Dental A Team client, you should have a scorecard. If you don't, get after your consultant. Everyone has scorecards this year, so we're good to go. But if you don't know how to use it or if you're confused by it,   The Dental A Team (20:26) There you go. Love it. Yeah. Love it. ⁓   The Dental A Team (20:48) or if you're not a Dental A Team client yet and you want information on it, please by all means reach out. We're here to help you. We wanna make sure that everyone is successful, whether you are a one-on-one client with us, a group client, or just here as a listener, we wanna make sure that you are all successful. So reach out, Hello@TheDentalATeam.com, and you guys, we'll catch you next time. Thanks so much, thanks, Kristy.   The Dental A Team (21:08) Thank you.  

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

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Episode 511   00:00 Introduction 00:52 Supreme Court ruling on tariffs 02:42 Tariffs will be imposed for National Security (Section 232) & Unfair trade (Section 301) 03:03 Tariff decision reinforces DEREGULATION and Chevron ruling 03:49 AI Apocalypse mutually exclusive arguments 05:10 AI circular investing & money burn 05:48 AI disrupting SAAS software companies 07:31 Kodak disruption was good for the economy 08:34 Skilled Labor won't be replaced by automation 09:17 AI Apocalypse of EVERYTHING 10:25 AI flaw- it's trained on marketing propaganda 11:34 AI can't predict the future 12:52 PROSPERITY- technology reduces variable cost 14:32 AI will create more winners than losers 15:23 AI Apocalypse media narrative is foolishly CORRECT Sign up for free ALERTs & Market Commentary at:  https://www.investablewealth.com/subscribe/ ——————————————————

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