Podcasts about CSM

Derek Crager, PMP, CLSS, CSM, AWS-CP is a visionary AI Solutions Architect & founder of Practical AI, which exists to bridge the gap between people and the knowledge they seek. Mike Petrusky asks Derek about empowering employees with the right knowledge and tools for effective asset and facility management. They explore how Voice AI can act as a singularity point in knowledge, providing instant access to standard operating procedures, safety routines, and tribal knowledge in the built environment. Derek believes that AI will not replace human jobs in facilities maintenance, but it will support and enhance them, so we must seek applications that will help FM and asset professionals deliver value for their people. Leading with empathy and curiosity is key to staying ahead in the rapidly evolving tech landscape, so Mike and Derek share their love of music and classic videos games as they offer advice and the encouragement you need to be an Asset Champion in your organization! Take the Eptura™ Podcast Survey: https://forms.office.com/r/jY577CbNcx Connect with Derek on LinkedIn: https://www.linkedin.com/in/amazonleadership/ Explore more about Practical AI: https://www.practicalai.app/ Learn more about Eptura™: https://eptura.com/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/asset-champion/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

Săptămâna și un nou minim istoric la care ajunge să coboare justiția română. Și din nou cu o situație absolut inexplicabilă legată de controversatul dosar vizându-l pe omul de afaceri Mihai Bizu, apărat în trecut de actualul ministru al Justiției. Pe scurt, omul se poate considera scăpat de o sumă de fapte grave la capătul cărora a fost foarte aproape de a-și omorî soția, a fost condamnat cu executare și, două zile mai târziu, eliberat. Cum? Ascultați și vă cruciți.Cu rezultate dinspre justiție din ce în ce mai scandaloase, o speranță vine dinspre vicepreședintele CSM, care fix asta a admis: calitatea catastrofală a justiției române.Dincolo de justiție, avem primul pachet de măsuri anti-deficit, măsuri care ne lovesc pe noi, nu pe „ei”. Îl așteptăm pe cel pentru „ei”, respectiv pentru tot ce înseamnă „establishmentul” din statul român, cei care se umflă din banii publici, cu rezultate modeste. Semnalele sunt, însă, îngrijorătoare.Nu am tras cortina până când nu am discutat și despre planurile guvernului Bolojan pentru nesimțita și otrăvitoarea subvenție de la stat pentru partide. Și, în loc de ursar, am consemnat o declarație bizară a proaspătului purtător de cuvânt al Cabinetului Bolojan.Om vedea ce-o mai veni dinspre Palatul Victoria până săptămâna viitoare.Mulțumim! Pe joi!-----------Fiind un produs editorial al unor organizații de presă independentă - Dela0 și Centrul de Investigații Media (CIM) - Judecata de Acum se bazează pe suportul financiar al publicului. Ne puteți sprijini cu un abonament lunar prin patreon: www.patreon.com/judecatadeacum. Mulțumim!

Război între magistrați și președintele României. Cine câștigă? (SpotMedia) - Despre extremism: de la Eminescu la Nicușor Dan (DW)  Opriți jaful din companiile de stat! De ce Guvernul Bolojan trebuie să limiteze prin lege salariile și indemnizațiile nesimțite / Cum profiturile companiilor de stat sunt împărțite frățește între șefi și Consiliile de Administrație (G4Media) Guvernul Bolojan are datoria față de contribuabilii corecți – împovărați deja de măsuri de austeritate – să includă în al doilea pachet de reforme anunțat pentru sfârșitul lunii o regândire profundă a modului în care funcționează companiile de stat, scrie jrunalistul Dan Tăpălagă. G4Media.ro a documentat, în ultimele săptămâni, o serie de situații revoltătoare. În esență, vorbim despre jefuirea organizată a acestor companii prin: salarii uriașe, arbitrar crescute, care ajung la mii de euro pe lună bonusuri de zeci de mii de euro acordate fără criterii reale pensionări urmate de reangajări pe aceleași posturi indemnizații de Consilii de Administrație (CA) majorate de zeci de ori, cu aprobări formale și complicități la nivel înalt De regulă, aceste companii decid singure și arbitrar cum își cresc salariile și beneficiile, cu acordul formal – și adesea pasiv – al autorităților de supraveghere. Membrii CA și directorii se comportă ca niște vătafi pe moșia statului: nu răspund în fața nimănui și nu dau explicații pentru risipirea banului public. Da, legislație există. Dar ea este slabă, permisivă și plină de portițe. Iar aceste portițe trebuie închise urgent. Război între magistrați și președintele României. Cine câștigă? (SpotMedia) O decizie care indică mai degrabă teamă, a dus la declanșarea unui conflict între CSM și Palatul Cotroceni din cauza faptului că Nicușor Dan amână să semneze câteva cereri de pensionare venite din partea unor judecători. Magistrații, fără nicio susținere publică, criticați frecvent pentru pensiile speciale și corupția din sistemul de justiție, au ajuns din nou în centrul atenției în urma unor mașinațiuni suspectate ca ilegale prin care au impus-o pe judecătoarea Lia Savonea în fruntea Înaltei Curți de Casație și Justiție. Elena Costache, președinta CSM (Consiliul Superior al Magistraturii), printr-o mișcare surprinzătoare, a decis să-i scrie lui Nicușor Dan pentru a-i cere să semneze un număr de 22 de cereri de pensionare ale unor judecători. Mesajul șefei CSM este șocant prin faptul că dă lecții președintelui, ales de peste 6 milioane de cetățeni, dar și că sugerează o încălcare a legii de către acesta. Dacă CSM cu adevărat a constatat o încălcare a legii de către președintele României, trebuia să pună în discuție acest lucru pe ordinea de zi a Consiliului sau să facă plângere și să deschidă acțiuni în justiție. E fără precedent în istoria recentă a României ca un judecător să-l tragă de urechi pe șefului statului în afara cadrului creat de lege, consideră jurnalistul Emilian Isăilă pe pagina SpotMedia. Despre extremism: de la Eminescu la Nicușor Dan (DW) Președintele Nicușor Dan face o declarație politică atunci când atacă la Curtea Constituțională legea care înăsprește pedepsele pentru fascism, extremism, legionarism și rasism? Și de ce vrea să întoarcă legea din drum? Diana Șoșoacă, AUR și alți parlamentari populiști au făcut deja o contestație la CCR, iar Curtea a respins-o ieri, 10 iulie. Nicușor Dan argumentează în sesizarea trimisă judecătorilor constituționali neclaritatea definițiilor din lege și critică o posibilă restrângere a libertății de exprimare.  Legea anterioară era suficient de puternică pentru a-i ajuta pe procurori și judecători să-i pedepsească pe nostalgicii legionari, pe fasciști și rasiști, doar că magistrații nu erau prea dornici să o pună în practică. Așa a scăpat, prezidențiabilul Călin Georgescu de pedeapsă, după ce procurorii l-au considerat nevinovat. De fapt, în ultimii cinci ani, procurorii au trimis în judecată cam o persoană pe an în baza acestei legi vechi de mai bine de 20 de ani. Președintele se întreabă dacă nu cumva ar putea fi pedepsit și Eminescu, poetul național și se teme ca nu cumva cărțile lui să fie cenzurate. Nicușor Dan se întreabă „până la ce nivel prezența unor idei și concepții fasciste, legionare, rasiste sau xenofobe” transformă un text „într-un material cu caracter fascist, legionar, rasist sau xenofob în sensul Legii”. „Claritatea este necesară”, se arată mai departe în documentul președinției, fiindcă sancționează penal distribuirea unor astfel de materiale. Specialiștii de la Cotroceni fac o confuzie intenționată între literatura de acum 150 de ani și propaganda xenofobă din prezent, mai scrie jurnalista Sabina Fati. Articolul integral pe pagina DW.

According to the State of Sales Enablement Report 2024, 31% of organizations are preparing to launch a new product or service as a key go-to-market initiative. So, how can you prepare your sellers to be ready for a successful product or service launch that drives business results? Riley Rogers: Hi, and welcome to the Win Win podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Kate Stringfield, senior manager of revenue enablement at Dialpad. Thank you so much for joining us, Kate. Before we get started, I’d love to learn a little bit more about yourself, your role, and your background. Kate Stringfield: Yeah, so I’m Kate Stringfield, as you called out. Was in sales prior to being in enablement, and I was in sales for about seven years, both in hospitality as well as SaaS. And then I made the jump into enablement around six years ago, and now I’m over at Dialpad. RR: Amazing. Thank you for sharing that. I feel like it’s always so helpful to get insight from people who make that transition and have experience on both sides of the playing field.We’re so excited to have you on the podcast for that reason. You have such extensive experience as both a sales and sales enablement leader. So can you maybe walk us through your journey into enablement, how you made that shift, and then maybe a little bit about how that sales background helps influence your enablement strategy? KS: Yeah, so I was in hotels, like I mentioned, for a number of years, and I found my passion helping other people as they started out in their new roles and getting them up to speed. And so when I made the move into SaaS, I learned about this cool role called enablement, and I was like, oh my gosh, I gotta—I gotta learn more and get into that.So since helping others be successful was a—or still is—a passion of mine, I made that jump. And once I landed in an enablement position, I was like, man, I found my place.So I spent a number of years doing enablement for the sellers that I was once a seller for—like, I was doing that role. And then I did another two and a half years in enablement at an enablement company, where I focused on role-specific enablement, as well as launching a sales methodology, three sales motion changes, and various other initiatives that I supported along the way.And then I moved over into Dialpad, where I’m now leading a team of six incredibly gifted, talented revenue enablers across sales, success, and partner enablement. RR: Wonderful. Thank you for walking us through that. It seems like it’s been quite the journey to get where you are today. I’m curious then—we’ve talked about how it informs your strategy—but maybe how does it inform action?So I kind of want to shift gears a little bit and maybe talk about a recent initiative that I know Dialpad has been running, which is that you rolled out a new SKU after an acquisition, and product launch has become a priority for you this year. So can you maybe talk to us a little bit about that initiative? KS: Yeah, absolutely. So making sure that our product is up to speed and ahead of the market is imperative. And so, gosh, around eight months ago, back in October, we acquired a WFM company—so workforce management—which is part of a solution of ours that we did not currently have. So we acquired a company in order to offer that as a complementary solution with what we already had.This was a completely new product line, and we had to figure out, okay, how could we enable our reps to be able to go ahead and sell this? And it’s a slightly different selling motion, so we had to talk through what is it, why does it matter, as well as how do they then position the value of it. And so in true SaaS fashion, we were also, in addition to launching this new SKU, we also had other product enhancements that we were sharing along the same time, as well as a rebranding and new marketing strategy and a new pitch deck.So there was a lot going on. So we had to make sure that we also landed this and landed it well. And so we did some pre-launch awareness where we equipped our sellers with content in the form of kits as well as micro-learnings and giving them the foundation to get them ready for that launch moment so they could start having introductory conversations with customers.So how do you first scope that? Then we did our launch moment and made our just-in-time much more robust and turned them into true sales plays where they learned how to really position this product in the right way and along the whole sales process. And with that, we also did additional learning moments, such as full-blown e-learnings and certifications for how to sell this.Then we really wanted to focus on reinforcement that stuck, and so we looked at, okay, how can we get our managers speaking about this product in team meetings? What kind of activities could we give to managers to run in team meetings, such as trainings in a box? And how can we continue to evolve the conversation and get our reps learning more?And so we focused on PEC talk as well as more thorough, in-depth enablement from a product standpoint, and then that later along the line sales motion and how to sell that. And overall, we saw around $500,000 of closed-won sales initially, and we built around $3 million in pipeline. And through that, we also looked at data with the kit and with the play that—you know, the kit that shifted into the play—and a lot of our reps were using it. There was high adoption of it. They were going back to it multiple times and spending about four minutes consuming the content.And so we were able to track, alright, they did the enablement, they were using the content and sharing it with customers, and then that translated to those closed-won numbers and that pipeline build that I discussed. RR: That sounds like such a thoughtful approach and also like quite a lot of work. I’m sure that was quite difficult to execute, but I love that you’re already seeing the results that you’re looking for. I’d like to maybe dig a little bit more into kind of the initial concept phases where you’re staring down the barrel of this initiative.What kind of challenges do you see reps tending to face when it comes to things like product launch, and what were your best practices for overcoming them as you were executing over the next few months? KS: Yeah, information overload is a big one. And it’s one that—you know, I mentioned we did this in conjunction with other product enhancements and a marketing branding shift in our messaging, as well as a pitch deck launch.So you know, besides that, reps are always being overloaded with information, and so that’s always something you have to contend with as a challenge. Also, when reps are learning about how to sell a new product, it’s something that’s outside of their existing knowledge and skill set a lot of the time or, you know, is just stretching them in a different way.And so you have to figure out how to use the foundation that they already had and build upon that. And then sometimes there’s additional complexities as well. And so when I think about those challenges and how to solve for them, I think about, you know, making sure that you’re taking a crawl-walk-run approach with those product launch moments and building upon what they already have to get them into that run state, but not expecting them to run right out of the gate—which a lot of times is an expectation that happens.So making sure that we’re setting them up for success in learning and building upon that learning, and then also creating resources that really meet them where they are in their tenure and their journey, and being able to translate complex information into simple information that they can digest, consume, put into practice, and then go and evangelize.And then also weaving in sales subject matter experts that really know how to sell your current product and what talking to your customers is like currently, and using them as subject matter experts to really inform that sales motion of that product launch. RR: Great. I think those are all wonderful strategies. And I know kind of a common one when it comes to product launch that you need to keep in mind is just how crucial cross-functional alignment is for the success of a launch. So can you talk to me a little bit about how you create and maybe maintain alignment as you’re building and executing your launch enablement strategy? KS: Yeah, it is so critical. And communication in general in all relationships is so important. And so this is one that really is the make-or-break fail point in a lot of companies. And so having regular touchpoints with subject matter experts across various teams such as—you know, as I called out, sales and success—but also product marketing and other marketing teams. Operations is another really key one.There are so many different teams, and if you’re lucky, you’ll have a business transformation team or a project management team that’s there to foster all of those cross-functional relationships and create that alignment.We work really closely with our product managers and our product teams. We meet with them regularly within our enablement role. In fact, we have somebody in enablement at Dialpad that’s focused on our product and pricing strategy, and so he has these deep relationships with these different teams and different individuals across the business.Additionally, we have a product launch playbook that we have socialized with these cross-functional partners so they know what that playbook looks like, how it can act modularly, and where they play in the process of the playbook—or where they fit into the process, so to speak.And so that really helps us create that alignment and speak the same language. Lastly, we focus on retrospectives—so making sure that we’re learning from each product launch or product release to the next, and by performing retrospectives and having that discussion over, hey, what worked really well, what maybe didn’t work as well, and what can we make better the next time? RR: I love those strategies. I think the Product Launch Playbook is such a clever idea to kind of get everybody on board and aligned with what you’re expected to accomplish. I also love the idea of coming back and reviewing. Sometimes the business runs so fast that you feel like you can’t, but that moment is just as essential—almost—as that next product launch. So I love to hear that.Thinking then of how you’re launching, I’d also like to know a little bit about once you’ve established alignment, how you’re then developing that launch strategy to start running with. Could you talk me through the components of your launch strategy and then maybe how you’re partnering with an enablement platform to support and scale it? KS: Yeah, so that product launch playbook is key. And making sure that it’s modular and nimble to work with various forms or shapes and sizes in which products or, you know, product launch moments happen.Highspot is truly the home—or I guess any platform that people might use—to host just-in-time resources. For us, it’s Highspot, and it truly is the home and where we expect reps to go to first. And so if we think about it in that way, we need to build around that concept.So having that host pre-launch and post-launch and launch materials, having it give guidelines on how to execute—whether it is, you know, as an SDR, BDR, ADR, picking up the phone, what to say, how sellers should be selling the product, how our Customer Success Managers should be reviewing adoption for the product—all needs to live there.We also focus on asynchronous learning, so making sure that we’re not pulling reps out of prime-time selling and giving them space and time to learn on their own, but also checking their knowledge through knowledge checks and certifications. And then all of this new information happening during a product launch needs to, in some way, shape, or form, be folded into onboarding.So thinking about how that comes back into onboarding so that reps who start tomorrow can benefit from that information and be able to hit the ground running. RR: Yeah, there are a lot of different lenses to look at it and areas in which it needs to be embedded, so that all makes sense. On the note of enablement platforms, I know that Dialpad had previously partnered with another enablement solution, so can you maybe share why Highspot was the better fit for your organization as well as how it supports your enablement strategy today? KS: Yeah, Highspot is integral.It’s integral in that it is where our reps start their day and where they end their day. It hosts all of our content, both internal-facing and external-facing. So Highspot is a game changer for us because within my team it’s easy for us to manage from an admin perspective and to practice governance across the various teams that are content creators or host content and manage it there.Our reps are familiar with using it. That’s another thing—you know, having a solution like Highspot is something that reps come to expect nowadays, and so they’re familiar with it, they know how to use it, and we’re constantly thinking about how they interact with it and how we can train them to interact with it better.Our Highspot team—so the team that helps us at Highspot—is a differentiator. So that is our CSM and our AM. So Jess, Emily, our Technical Account Manager Brian, and Matt Hunin, our Solutions Engineer, all help us be able to learn the latest and greatest, utilize what we already have, and maximize our value.And then potentially look at other things that might help us as we overall, as a company, shift to more of a just-in-time strategy. So moving away from live sessions that people are going to forget most of what you said, moving away from, you know, long e-learnings, and more of, okay, I’m in—you know, I have to prepare for this call in 15 minutes—where am I going to find that information?Surfacing it up in Highspot and making it easy to find has become a game changer in helping them—meeting them where they're at and giving them the information they need to be successful.And then we can use data from Highspot and correlate that to leading indicators on whether reps are doing the kind of behaviors we want to see and how that ties to business outcomes. And are the reps actually closing deals or protecting revenue as a result? RR: Well, that’s all great to hear, and I always love to hear a really positive experience. I’m so glad that your account team is there to support you through all of it.We have heard through the grapevine, actually, that you’re doing some really awesome work with the platform, and one area where you’ve seen a lot of success is actually through Digital Rooms—with over 342 Digital Rooms created in Highspot, as well as a 9% increase in external engagement, which is wonderful just to call that out.So what are some of your best practices for driving that adoption? KS: Yeah, yeah. We moved to Digital Rooms just last year, if you can believe it, from pitch templates. And one of the things we did first off was—there was a Highspot University course around Digital Rooms that we took, and we also used materials that we were able to find from Highspot so we could become proficient ourselves as the people that were enabling the reps.We then built a dedicated Digital Room kit to help reps get familiar with the why and the how of Digital Rooms and provided them with walkthroughs. And then we hosted sessions, we did asynchronous learning, we do one-on-one support for our reps on why it’s important, how to build, how to find engagement and analytics.And we regularly also work with reps to get feedback—so figure out what’s working, how do we build templates that make it really easy for them to add in what they want to add in, what information do they always add in so we can just add it into the template for them.Another thing that we thought about was—we use Consensus for demo videos, and so integrating Consensus into there, and how do we make that easy?We have also thought about Digital Rooms not just for sales. We’ve thought about it for our sales development reps and what are their use cases, and built templates for them, and done specific training for them, and gotten feedback from them.We’ve also thought about the post-sales journey a lot. So how do we get our client sales reps using it to position cross-sell and upsell? And then customer success—where do we feed in content for QBRs or other conversations that they’re having with customers and integrating in their feedback to make their templates better?So we’re always thinking about how to get our reps more and more proficient and making that a focal point month over month. And we’re really excited for some of the enhancements coming to Digital Rooms that we’re going to capitalize on moving forward and making sure our reps know how to use it. RR: Yeah. I love that you led with educating yourself first, because how can you enable on something that you haven’t been in those weeds with as well?Well, that’s one of the biggest things you can give your reps—is to build with them in mind. You know their work, you can build something for them, and then actually they’ll use it. It sounds simple, but it’s really hard to do.So I’d love to hear a little bit of a shift in focus, but I’m curious if you could walk me through how you measure the impact of—and maybe then begin to optimize—some of your enablement efforts? KS: Yeah, I think about measuring impact of enablement in three ways. So you have the first prong, which is your enablement effort in general. So how do you measure enablement through, like, what activities are you doing?So this is—you know, if you think about the Kirkpatrick model—this is Level 1 and Level 2: Was your training effective? Were you able to certify, you know, X number of reps? That sort of thing. Those are examples of that.Then I think about the second prong, which is leading indicators. And this is about behavior. Are the reps able to take what they have learned and apply it to their daily workflow?Maybe it looks like building pipeline, maybe it looks like having certain conversations with customers or sending information to customers. You know, it could be various things that are that kind of Level 3 of Kirkpatrick.And then the third prong is at Level 4—so thinking about those business outcomes that are the goals of why you are doing this whole enablement approach to begin with. What kind of revenue are you trying to impact? Are you trying to impact conversion rates, you know, average deal size? Are you trying to increase revenue? Are you trying to protect revenue—so reduce churn and downsell?Those are all things that, you know, are on my mind. And then the correlation between the three—the correlation between the enablement efforts, the behavior change that you’re seeing through leading indicators, and the business outcomes.And so when it comes to then, okay, we’ve launched something, we’ve measured it, and now we’re trying to optimize it—it is then looking at, alright, what are the different checkpoints along the way in which we can say, did we do our job? Or do we need to go back and do more?And so maybe it looks like, hey, are they actually reviewing the play or the kits? Are they sending the content to customers? If not, why? We can ask those questions, because we can see the data on whether or not they’re doing it. Are they saying it in customer conversations? That looks like utilizing a conversational intelligence tool to see if they’re actually using it in those conversations.We can start to dig into all the different pieces and figure out where we need to refine our enablement approach to fill that gap.And so we can utilize Highspot to do that, our data in Salesforce to do that, conversational intelligence data. There are many different ways, but just having that data to dig into it, and then asking questions to reps is so important. RR: Thanks so much for that really thoughtful step-by-step walkthrough. I think that’s really actionable, and I think our listeners will take a lot away from it. I know that measurement is always going to kind of be difficult for enablement teams, so I love just hearing how folks have developed real actionable strategies for making it happen.But on the subject of measurement, I’d love to know—since implementing Highspot, what business results have you achieved? Any wins that you could share or just anything that you’re proud of that you’ve accomplished over at Dialpad? KS: Yeah, I’m proud of so much. Our team has done a phenomenal job, and as you called out—you know, the successes with Digital Rooms and that new product that we launched, that new SKU—those are really huge.Additionally, we have utilized Highspot to realize over $16 million of influenced revenue in just 2024 alone within our revenue organization. That is such a testament to how much our reps have Highspot integrated into their day-to-day life, and then how they use that information to speak to customers, how they use their messaging, and then how that behavior results in those closed-won opportunities.Additionally, partner is such a huge focus of Dialpad—so our partnerships with our resellers, our partnership with our channel—and we have seen a high increase: 23% of our partner material being used and being viewed and then being leveraged, which is also something I’m very proud of.And then the project that I’m currently working on that I’m proud of—but, you know, time will tell on results—is I’m working on a robust governance strategy so we can really take Highspot to the next level and make our cross-functional partners more of the partners in how the content gets delivered to our reps.And so I’m really looking forward to rolling out our more robust governance strategy this year. RR: We’ll stay tuned on how it goes. I mean, those are already incredible results, so thank you so much for sharing.Just one last question for you before we close out—would love for you to share maybe what the biggest pieces of advice you’d give other enablement leaders to help them drive a successful product launch. KS: I think the modular Product Launch Playbook has been huge—so having a laid-out plan for how you would run a product launch from start to finish in enablement and making sure that it fits all sizes, shapes, and formations of what a product launch might look like.And then the other piece of advice I would give is having regular communication and good working relationships across multiple cross-functional partners so that siloed work becomes less of a thing you have to battle. Because that just means that, you know, working together, we all lift each other up.And so that’s something that then trickles down to our reps, but then also trickles out to our customers and makes them more willing to buy from us. So I think cross-functional relationships are just so key—and so keep on working on those relationships. RR: Those are both fantastic pieces of advice, so thank you for taking the time to come share these insights with us. I think I speak for myself and our listeners when I say that I learned a lot of valuable information and was taking notes for sure.To our audience, thank you so much for listening to this episode of the Win-Win podcast. Be sure to tune in next time for more insights on how you can maximize enablement success with Highspot.

Expert Talks with Mr. Demetris Chrysostomou on "Insights from CSM's New Asia Leadership" July 7, 2025 Episode # 8 Featuring: Mr. Demetris Chrysostomou, CEO Asia Region, Columbia Shipmanagement In this episode, Anna Wichmann from Capital Link interviewed Demetris Chrysostomou, the new CEO for Asia at Columbia Group, who discussed the company's transformation from a ship management firm to a maritime platform services provider with expanded global operations. Demetris shared insights about the company's strategic focus on key Asian markets and their efforts to establish local presence through regional headquarters and back-office operations while maintaining quality and cost efficiency. He outlined his vision for the company's growth in Asia, emphasizing the importance of developing skilled resources and adapting to industry changes through agility and innovation. About Columbia: With over 40 years of tradition, commitment and professionalism, Columbia has established its position as a world-class ship manager and maritime service provider. Since our founding in Cyprus, we have developed a global reputation by continuously exceeding our clients´ expectations when providing the highest quality and professional management services. Our success is based on the tremendous added-value granted to our clients by leveraging a strong global network and the will of being a leading force in the maritime industry. For more information visit here: columbia-shipmanagement.com Expert Talks Webinar Series: For more episodes please visit here: https://capitallinkshipping.com/expert-talks/

Ready to peek behind the curtain of AI-driven growth? In this episode of Business Influencers, host Chris Salem sits down with Luke Traina, Founder & CEO of ARBO AI, whose groundbreaking work is transforming how businesses build resilient, scalable systems. With multiple startups, Million-dollar exits, and recognition from Forbes, Inc., and CSM, Luke is on a mission to break boundaries and empower the next generation of technology leaders.Episode drops on Spotify, Apple Podcast & Youtube, don't miss this powerful conversation only on TALRadio English!Host : Chris SalemGuest : Luke Traina, Founder & CEO of ARBO AIlinkedin.com/in/luketraina#TALRadioEnglish #BusinessInfluencers #LukeTraina #AILeader #MachineLearning #StartupSuccess #Innovation #TechVisionary #DisruptiveThinking #FutureOfAI #EntrepreneurMindset #Leadership #ARBOAI #TouchALife #TALRadio

Are your customers ghosting your QBR invites? Let's be real… every CSM has faced the dreaded silence or worse, the wrong people showing up. But here's the ugly truth leadership never told you. It's not your QBR's timing, your agenda, or your follow-ups. It's that your meetings are about you, not your customer.In this episode, I break down the single biggest mistake 99% of CSMs make with their QBRs and hand you my simple 3-step framework to flip the script—from ignored invites to strategic sessions your customers actually want to attend. We'll dig into exactly what to research, how to reframe your outreach, and the one pro move that gets even busy execs leaning in. Craving the kind of executive buy-in that accelerates renewals, expansions, and your own career? Hit play, because everything you've learned about QBRs is about to change, starting now!

Signup for the FREE Masterclass: https://www.thecustomersuccesspro.com/masterclassIn this episode of the Customer Success Pro Podcast, host Anika Zuber and guest Kelley Turner, SVP of Global Customer Success at Vitally, discuss the critical role of customer segmentation in driving effective customer success strategies. They explore the importance of understanding customer needs, the balance between automation and personalization, and how AI can enhance segmentation efforts. Kelley shares her unique background in finance and how it informs her approach to customer success, emphasizing the need for curiosity and engagement in building strong customer relationships. The conversation also touches on measuring success in customer success initiatives and the evolving landscape of customer engagement.#customersuccessmanager #podcast #revenuegrowth Chapters00:00 Introduction 02:54 The Importance of Customer Segmentation05:57 Kelley Turner's Background and Role at Vitally08:48 Understanding Customer Success at Vitally14:51 The Role of Curiosity in Customer Success18:01 Operational vs. Service Segmentation20:51 Creative Segmentation Strategies23:54 Impact of Segmentation on Customer Outcomes27:06 Balancing Automation and Personalization29:59 Measuring Success in Segmentation32:59 Future of Segmentation and AI in Customer Success36:06 Quick Fire Round with Kelley TurnerConnect with Anika Zubair:Website: https://thecustomersuccesspro.com/LinkedIn:  https://www.linkedin.com/in/anikazubair/CSM RevUP Academy: https://thecustomersuccesspro.com/revupConnect with Kelley Turner:Email: kelley@vitally.ioLinkedin: https://www.linkedin.com/in/kelleyturner/Kelley Turner is a seasoned leader in Customer Success, currently serving as SVP of Global Customer Success at Vitally. With a career spanning across multiple industries, Kelley is known for building high-performing teams that deliver measurable value and lasting customer partnerships. At Vitally, she leads the full post-sale experience—spanning onboarding, support, education, and CSM teams —to drive retention, expansion, and strategic impact across the customer base.Prior to Vitally, Kelley held executive roles at Iterable, Guild Education, and Kapost, where she managed portfolios exceeding $200M ARR, built customer success functions from the ground up, and championed initiatives around DEI and employee development. Whether scaling customer teams, driving retention, or mentoring future leaders, Kelley is driven by the belief that customer success is everyone's business.Send Anika a text :) Want to be our next guest? Apply here: https://www.thecustomersuccesspro.com/podcast-guest Podcast Editor: https://podcastmagician.com/

In this podcast Darryl Wagner, Principal with Deloitte Consulting, discussed the complexities and principles of IFRS 17, highlighting its goal to standardize insurance accounting globally. He explained the building blocks of IFRS 17, including best estimate cash flows, risk adjustment, and contractual service margin (CSM). Darryl emphasized the significant data and technology requirements for implementation and the importance of cross-disciplinary collaboration among actuaries, accountants, and technology teams. He also compared IFRS 17 with US GAAP, noting similarities and key differences.  More dynamic content such as this is available on the SOAs Professional Development Edge+ product.   https://www.soa.org/prof-dev/pd-edge/ Be sure to take the IFRS 17 course in the Life Learning track of Professional Development Edge+ for more insights.   Contributors: Darryl Wagner, FSA, MAAA; Jon Forster ASA, MAAA

What if I told you the secret to being a proactive CSM has nothing to do with having more time?In this episode, I'm walking you through the exact 6-step framework I use with my coaching clients to help them get out of reactive chaos and into strategic, high-impact action—no matter how overwhelming their workload is. You'll hear how one CSM managing 500+ accounts went from “I don't even know where to start” to “wait… this is actually doable” in just one coaching call. And yes, I'm sharing the exact steps we used.If you're tired of feeling behind and ready to finally feel in control of your book and your career, this is the episode to hit play on. Let's get you unstuck.

If you've ever felt like your Google Ads were rockin' one month and dead the next, you're not crazy, and you're not alone. In this episode, I'm joined by two of my favorite people, our COO, Hallie Wasinger, and lead CSM, Danni Marks, as we unpack the wild ride that is Google Ads.This isn't a blame game or finger-pointing session. It's an honest, behind-the-scenes look at what happens when ad performance drops, whether it's caused by us making strategic changes or Google flipping switches behind the curtain. From the algorithm updates that wrecked March 2024 to the subtle behavioral shifts we're seeing now in 2025, we cover it all.You'll hear why turning off your ads when things get tough might be the worst move, how Local Services Ads (LSA) are stepping in to fill the gap, and why online scheduling isn't just convenient, it's essential. We'll even dig into how your website content and your service advisors' phone skills could be the hidden heroes or villains in your marketing success.This episode is sponsored by Shop Boss. Shop Management software that works the way you need it to right out of the box. Are you ready to convert clients to members? App Fueled specializes in creating custom apps tailored specifically for auto repair businesses. Build client loyalty. Get started today with your own customer loyalty app. Visit Appfueled.comLagniappe (Books, Links, Other Podcasts, etc)GOOGLE LOCAL SERVICES ADSGoogle's Local Service Ads – Everything You Need To Know - BlogGoogle's New Local Service Ads: What Auto Repair Shops Need to KnowHaving Patience With Google Ads With Hallie WasingerPatience is Key With New Google Ads - BlogShow Notes with TimestampsHow To Get In TouchJoin The Auto Repair Marketing Mastermind Group on FacebookMeet The ProsFollow SMP on FacebookFollow SMP on InstagramGet The Ultimate Guide to Auto Repair Shop Marketing Book Email Us Podcast Questions or Topics

If you've ever felt like your Google Ads were rockin' one month and dead the next, you're not crazy, and you're not alone. In this episode, I'm joined by two of my favorite people, our COO, Hallie Wasinger, and lead CSM, Danni Marks, as we unpack the wild ride that is Google Ads.This isn't a blame game or finger-pointing session. It's an honest, behind-the-scenes look at what happens when ad performance drops, whether it's caused by us making strategic changes or Google flipping switches behind the curtain. From the algorithm updates that wrecked March 2024 to the subtle behavioral shifts we're seeing now in 2025, we cover it all.You'll hear why turning off your ads when things get tough might be the worst move, how Local Services Ads (LSA) are stepping in to fill the gap, and why online scheduling isn't just convenient, it's essential. We'll even dig into how your website content and your service advisors' phone skills could be the hidden heroes or villains in your marketing success.Thank you to our friends at RepairPal for this episode. RepairPal will introduce your shop to new customers through repairpal.com, the largest site for auto repair. Learn more at RepairPal.com/shops.Are you ready to convert clients to members? App Fueled specializes in creating custom apps tailored specifically for auto repair businesses. Build client loyalty. Get started today with your own customer loyalty app. Visit Appfueled.comLagniappe (Books, Links, Other Podcasts, etc)GOOGLE LOCAL SERVICES ADSGoogle's Local Service Ads – Everything You Need To Know - BlogGoogle's New Local Service Ads: What Auto Repair Shops Need to KnowHaving Patience With Google Ads With Hallie WasingerPatience is Key With New Google Ads - BlogShow Notes with TimestampsIntroduction and Setting the Stage (00:00:01) Hosts introduce themselves, the topic (Google Ads roller coaster), and thank sponsors.The Reality of Google Ads Management (00:01:17) Discussion on misconceptions about Google Ads being "on/off" and the need for ongoing optimization.Client Feedback and Trusting the Process (00:03:06) Importance of client feedback, knee-jerk reactions, and trusting expert teams during ad fluctuations.Addressing Industry Concerns and Performance Drops (00:04:01) Responding to industry chatter about ad performance drops and explaining the episode's educational intent.Impact of Large-Scale Changes in Google Ads (00:05:15) How significant campaign changes trigger the learning phase and temporarily impact performance.Client Involvement and Its Effects (00:06:22) Challenges when clients request frequent changes and the need for education and boundaries.Troubleshooting Declining Results (00:08:04) Example of troubleshooting an underperforming account and the impact of repeated budget cuts.Google-Initiated Changes: The Great Ads Exodus (00:09:30)

On this episode, we explore how B2B SaaS platform monday.com has scaled its digital customer success programs to support rapid growth — and how these programs are optimized to meet each customer at their specific point along the customer journey.As businesses expand, there are more customers to support and the same amount of time in each day. That means customer success teams face the challenge of ensuring clients derive maximum value from products or services at scale. This growth can make providing consistent one-to-one support, particularly to smaller customers, increasingly difficult.To strategically support its expanding customer base, monday.com introduced office hours — scheduled sessions where small groups of customers receive live training from a customer success manager (CSM), followed by dedicated time for questions and answers.Listen for the informative insights of Samantha David, digital customer success program manager at monday.com, as she shares valuable insights on how office hours complement monday.com's traditional customer success approaches. Learn how monday.com leverages customer segmentation and data-driven insights to deliver tailored support at scale, and discover best practices for CSMs looking to implement similar digital content strategies in their own organizations.Visit our website to learn more about TELUS Digital.

Hangar 46: Commodore Micheal Jacobson, CSM, RAN"Instill the confidence in your very junior leaders, and you can only do that with trust.”Join us in the hangar as we chat to Commodore Micheal Jacobson, CSM, RAN, Director General Submarines, on resiliency, team work, and lessons for Air Force from a submariner. This episode is hosted by Group Captain Steven Ferguson

In this episode, Zak Brown, CEO of McLaren Racing, discusses leadership, culture, and the relentless pursuit of excellence that has propelled McLaren to the top of Formula 1. Recorded during McLaren’s turnaround in 2024, the episode delves into how strategic leadership changes, innovation, and a culture of continuous improvement have driven the team to dominate the 2025 Formula 1 season. Zak shares invaluable insights on building world-class teams, making tough leadership calls, and creating a dynamic and inclusive work environment. Episode Highlights: 03:50 Leadership and Culture at McLaren 08:22 The Importance of Fun and Engagement 16:55 Innovation and Technology at McLaren 22:06 McLaren's Journey in Formula One 23:32 Leadership Changes and Team Restructuring 27:52 Innovative Sponsorship Approaches 34:04 IndyCar Highlights and Emotional Moments As Chief Executive of McLaren Racing, Zak Brown has overall responsibility for the business, including strategic direction, operational performance, marketing and commercial development. Zak leads McLaren’s direction and involvement in professional motorsport, spearheaded by the McLaren Formula 1 team. Operating at the pinnacle of global motorsport, McLaren uses the white heat of competition to drive innovation and develop synergies across the group, including but also in Formula E, Xtreme E, IndyCar, and F1 Academy. In 1995, he founded JMI, which grew to become the largest and most successful motorsport marketing agency in the world. When JMI was acquired by CSM, a division of Chime Communications, in 2013, Brown became the company’s Chief Executive Officer. He then relinquished that post to embark on his journey at McLaren in the winter of 2016. A passionate racer, collector and enthusiast, Zak also sits on the board of Cosworth Engineering and competes and races as a partner and driver in Anglo-American racing team United Autosports. Check out these Move the Ball Motorsports Episodes: Guenther Steiner “Formula 1 Unfiltered – High Performance Beyond the Grid”: https://omny.fm/shows/move-the-ball/guenther-steiner-formula-1-unfiltered-high-perform Brendan P. Keegan “Creating Purposeful Partnerships in Business and Sports”: https://omny.fm/shows/move-the-ball/brendan-p-keegan-creating-purposeful-partnerships Darren Cox “Driving Innovation from Formula 1 to Hollywood”: https://omny.fm/shows/move-the-ball/darren-cox-driving-innovation-from-formula-1-to-ho Mark Sibla “Driving Success and Growth with IndyCar”: https://omny.fm/shows/move-the-ball/mark-sibla-driving-success-and-growth-with-indycar Alex Moeller – “Connecting Brands to Speed & Innovation”: https://omny.fm/shows/move-the-ball/alex-moeller-connecting-brands-to-speed-innovation Kyle Larson “Relentless Drive. High Speed. No Limits.”: https://omny.fm/shows/move-the-ball/kyle-larson-relentless-drive-high-speed-no-limits Nic Hamilton “Driven to Inspire, Living a Life Bigger Than They Expect”: https://omny.fm/shows/move-the-ball/nic-hamilton-driven-to-inspire Read The Executive Edge Newsletter titled Fast Decisions, High Stakes: What Executives Can Learn from the Racetrack: https://www.linkedin.com/pulse/fast-decisions-big-stakes-what-executives-can-learn-jd-llm-mba-1dufc Connect with Zak Brown: McLaren Racing Website: www.mclaren.com/racingMcLaren Instagram: www.instagram.com/mclarenMcLaren Twitter/X: @McLarenF1Download the McLaren App: www.mclaren.com/racing/latest-news/mclarenracing/article/download-official-mclaren-app/?utm_content=linkstream_link&utm_source=storystream IT'S TIME TO SHOW UP WITH CONFIDENCE, MAKE AN IMPACT, AND MOVE THE BALL:

#362 In this episode, Guy welcomed back Suraj Holzwarth White Eagle Medicine Woman. They delved into a deep and heartfelt discussion about the current state of the world, a collective awakening, and the collapse of old illusions. Suraj shared insights from her meditative experiences in front of Hawaiian volcanoes and discussed the significant shift of humanity towards a new understanding of self and the divine. They also talked about the Crystal Skull Method (CSM), developed over seven years, which integrates sacred geometry, ancient healing practices, and modern science to activate the pineal gland and promote healing. Suraj explained how CSM sessions can be done in-person or remotely and shared remarkable case studies demonstrating its effectiveness. The podcast underscores the importance of grounding to liquid fire, the role of forgiveness, and the journey of moving from human doing into human being. About Suraj: White Eagle Medicine Woman (Suraj Holzwarth) adventurous life began early, when at the age of 19 she moved to Alaska and became the youngest woman to climb Denali, North America's highest peak. With a deep love for the earth, she spent most of her early years in the wilds, climbing the highest peaks and guiding wilderness expeditions and retreats throughout the world for over twenty five years. In the late 90's she received a vision in dreams with indigenous Grandmothers to create the world's largest healing drum and to travel promoting peace through music. Beginning in 2000 and taking over a year to construct, White Eagle and the multicultural Alaskan community built the seven-foot, crystal inlaid GrandMother Drum.  In 2001, White Eagle and Grandmother Drum were launched on their first of many World Peace Tours inspiring unity, peace and “drumming up” awareness of earth sustainable projects with the theme “ The Heartbeat of One Family, One Earth.  White Eagle is the founding director and Drum Keeper of the GrandMother Drum International Peace Project and the 501c3 non-profit Whirling Rainbow Foundation based in Homer, Alaska. She is internationally known as a shamanic healer, seer, trance-medium, author, speaker, teacher, ceremonial and performance artist of Native American and European ancestry. She has since traveled over a million miles touching a million people in 20 countries with the 7 ft, crystal inlaid, thundering heartbeat of the world's largest drum of its kind, Grandmother Drum, and promoting unity, peace, tribal reconciliation, and earth sustainability. Her award winning CDs include “Journey of the Heart”, “Songlines of the Soul”, “Living Waters of Grace” and “Holy Ground”. She is the author of “The Magic Bundle” children's book, and “Songs of A New Earth” songbook. White Eagle is also the director and co-producer of the award winning documentary film “GrandMother Drum: Awakening the Global Heart”, selected as the Top 20 Spiritual Films at the Tel Aviv Spirit Film Festival. She is the founder and director of the Rainbow Fire Mystery School (RFMS) operating in Alaska, Hawaii and Peru and has led thousands of shamanic workshops, ceremonies and training globally for over 35 years. Starting with the acclaimed "Language of One" and "Heart of One" online spiritual programs, White Eagle has now expanded the RFMS to over a dozen certified online shamanic training programs. She is also the creator, director and lead instructor of the certified shamanic methods of Balancing the Shields© Community Mother DrumKeepers Training© and The Crystal Skull Method©.In 2013, White Eagle launched the Global Blue Flame Planetary Grid ceremony, activating and renewing the earth's grid in a one day ceremony annually with 62 trained groups worldwide. Key Points Discussed:  (00:00) - SHAMAN REVEALS Prophecy Is Unfolding — And There's No Turning Back! (00:47) - Podcast Welcome and Overview (02:15) - Guest Introduction and Initial Thoughts (04:32) - The State of the World and Personal Reflections (07:40) - Navigating Change and Spiritual Insights (21:15) - The Role of Forgiveness and Love (24:17) - Spiritual Awakening and Personal Stories (34:17) - The Illusion of the Ego and True Being (38:02) - Slowing Down and Finding Bliss in Nature (39:58) - The Crystal Skull Method: An Introduction (40:22) - Channeling and the Collective Consciousness (41:48) - The Significance of Crystal Skulls (44:05) - Grandmother Drum and Global Activations (46:21) - The Crystal Skull Method Explained (49:09) - The Pineal Gland and Sacred Geometry (52:55) - The Science Behind the Crystal Skull Method (01:02:41) - Training and Applications of the Crystal Skull Method (01:10:12) - Conclusion and Final Thoughts How to Contact Suraj Holzwarth:www.whirlingrainbow.com   About me:My Instagram: www.instagram.com/guyhlawrence/?hl=en Guy's websites:www.guylawrence.com.au www.liveinflow.co

https://www.linkedin.com/in/christophkarger/https://www.linkedin.com/company/gotonetworkhttps://www.linkedin.com/in/alinastoehr/summaryIn dieser Episode von GoToNetwork spricht Christoph Karger mit Alina, Head of Customer Success bei Demodesk, über die Bedeutung von Customer Success in Unternehmen. Alina teilt ihre Erfahrungen und Herausforderungen im Bereich Customer Success, die Notwendigkeit von Agilität und die Rolle von Feedback Loops in der Produktentwicklung. Sie diskutieren auch die Wichtigkeit von guten Kundenbeziehungen und die Zusammenarbeit zwischen Sales und Customer Success. In dieser Diskussion wird die Bedeutung der Automatisierung von Kundenfeedback und der Nutzung von KI zur Effizienzsteigerung in Unternehmen hervorgehoben. Alina und Christoph erörtern, wie durch automatisierte Workflows und Transkripte wertvolle Einblicke gewonnen werden können, um die Zusammenarbeit zwischen verschiedenen Teams zu verbessern. Sie betonen die Notwendigkeit einer klaren Rollenverteilung in der Automatisierung und die Integration dieser Prozesse in Sales Playbooks, um die Produktivität zu steigern. Zudem wird die Wichtigkeit von qualitativ hochwertigem Input für die KI-Nutzung betont, um optimale Ergebnisse zu erzielen. In dieser Episode diskutieren Alina und Christoph die Herausforderungen und Chancen, die KI im Vertrieb bietet. Sie betonen die Notwendigkeit, ein Verständnis für KI zu entwickeln, insbesondere für Vertriebler, die an traditionelle Methoden gewöhnt sind. Die Bedeutung von Playbooks und Automatisierung wird hervorgehoben, um die Effizienz zu steigern. Individuelle Ansätze im Vertrieb sind entscheidend, um sich von der Konkurrenz abzuheben. Zudem wird die Rolle von Coaching und Selbstoptimierung durch KI thematisiert, um kontinuierliches Lernen und Wachstum zu fördern. Abschließend reflektiert Alina über ihre beruflichen Ziele im Bereich Customer Success und die Möglichkeiten, die sich in der Zukunft ergeben könnten.takeawaysCustomer Success wird oft als unterrepräsentiert wahrgenommen.Ein CSM muss vielseitig und agil sein.Priorisierung und Segmentierung sind entscheidend im Customer Success.Gute Beziehungen zu Kunden fördern den Erfolg.Feedback Loops sind wichtig für die Produktentwicklung.Die Rollen im Customer Success sollten je nach Unternehmensgröße differenziert werden.Sales und Customer Success müssen eng zusammenarbeiten.Kundenfeedback sollte aktiv eingeholt und genutzt werden.Die Anerkennung von Customer Success ist wichtig für die Motivation.Agilität ist der Schlüssel zum Erfolg im Customer Success. Automatisierung spart Zeit und erhöht die Transparenz.Feedback Loops sind entscheidend für die Produktentwicklung.Effiziente Prozesse können durch KI-gestützte Workflows erreicht werden.Die Rollenverteilung in der Automatisierung ist wichtig.Transkripte bieten wertvolle Einblicke für Sales und Marketing.Die Integration von Automatisierung in Playbooks ist notwendig.Qualitativ hochwertiger Input ist entscheidend für KI-Output.Die Nutzung von Tools wie Make kann die Effizienz steigern.Follow-up-Prozesse können durch KI optimiert werden.Schulung und Training sind wichtig für die effektive Nutzung von KI. Das Verständnis für KI im Vertrieb ist entscheidend.Playbooks helfen, Prozesse zu standardisieren und zu automatisieren.Individuelle Ansätze sind notwendig, um im Vertrieb erfolgreich zu sein.Coaching und Selbstoptimierung sind wichtige Aspekte im Vertrieb.KI kann helfen, Einwände zu filtern und zu optimieren.Verbindlichkeit in der Kommunikation ist essenziell.Die Zukunft im Vertrieb erfordert kontinuierliches Lernen.Die Rolle von Mentoren ist für die persönliche Entwicklung wichtig.Ein klarer Fokus auf Bestandskunden kann erfolgreich sein.Networking und Austausch sind wichtig für die berufliche Entwicklung.Sound Bites"Customer Success ist der Wachstumsmotor.""CSM muss ein Alleskönner sein.""CSM sollte der Good Cop sein.""Gute Beziehungen machen mehr Spaß.""Wir müssen die Potenziale erkennen.""Sales Deals werden immer stark gefeiert.""Wir arbeiten sehr eng mit Sales zusammen.""KI extrem gut nutzen, tatsächlich.""Das ist auch eine große Ehre.""Danke, dass du da warst. Spaß gemacht."Chapters00:00Einführung in Customer Success02:55Alinas Werdegang und Erfahrungen05:55Die Herausforderungen im Customer Success08:48Rollenverteilung im Customer Success11:56Kundenbeziehungen und deren Bedeutung14:54Sales und Customer Success Alignment18:05Feedback Loops und Produktentwicklung18:52Automatisierung von Kundenfeedback21:29Effizienz durch KI-gestützte Prozesse24:19Rollenverteilung in der Automatisierung27:13Transkripte und deren Nutzung30:30Integration von Automatisierung in Sales Playbooks33:44Optimierung von Follow-up-Prozessen durch KI38:02Verständnis für KI im Vertrieb39:50Die Bedeutung von Playbooks und Automatisierung41:31Individuelle Ansätze im Vertrieb43:40Coaching und Selbstoptimierung durch KI50:02Zukunftsvisionen im Vertrieb und Customer Success

#updateai #customersuccess #saas #businessRachel Tsui, the ex-Head of CS at Komodo Health, joins hosts Jon Johnson and Josh Schachter to dive deep into the intricacies of customer success. Rachel highlights the innovative use of healthcare data to identify patient trends and enhance service delivery. The conversation explores how Komodo's customer success team navigates post-sales processes, strategically collaborates with account management, and the essential role of data-driven decisions. Jon and Rachel also delve into career growth challenges, touching on the balancing act of flat organization structures, professional development, and the evolving expectations of newer workforce generations. Join us for a captivating journey through customer success strategies, organizational dynamics, and how they shape the future of innovation at Komodo Health.Timestamps0:00 - Preview, & Intros7:30 - CS at Komodo Health 10:28 - KPIs for customer success at Komodo12:00 - Plans and Priorities 13:22 - Focusing on separating support from CS activities16:03 - Managing expectations around promotions20:06 - Navigating career growth23:50 - Cross-functional collaboration and tools for knowledge sharing___________________________

Want to know exactly what it takes to crack $150K+ in Customer Success this year? Spoiler: It's not a straight climb up the CSM ladder. Most high earners don't even have the "perfect" resume you'd expect.Inside this episode, I deconstruct the real, actionable strategies from ten clients who recently landed six-figure CS roles. You'll discover the resume keywords, career moves, and day-to-day behaviors that got them hired and the surprising patterns that break all the so-called “rules” of CS career growth.Curious how your experience stacks up? Wondering what one move could unlock your next salary bracket? Listen now! This playbook could literally change your trajectory, starting today.

Joel Bancroft-Connors: The 90-Day Rule—Building Trust Before Disrupting the Status Quo Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Joel shares his first experience as a CSM at a traditional hard drive manufacturing company, where he learned the art of patient change management. Tasked with bridging the gap between a rigid mothership company and their agile startup division, Joel discovered the power of focusing on principles rather than processes. For six months, he concentrated on creating transparency and shifting focus from status reporting to "getting to done" without ever mentioning Scrum or Agile.  His approach followed what he calls the 90-day rule: "In the first 90 days - do no harm, but then have a plan to do something." By listening first and building trust, Joel helped the team deliver a product in just three months. He emphasizes the importance of making people feel valued and using "future perfect thinking" to envision desired outcomes before introducing change. In this episode we refer to Luke Hohmann's Innovation Games, the website and resource Manager-Tools.com, and Daniel Pink's book Drive. Self-reflection Question: Are you rushing to implement changes, or are you taking time to build trust and understand the current state before introducing new practices? [Scrum Master Toolbox Podcast Recommends]

In this episode, host Ken Vinacco interviews Franchino Porciuncula, the winner of the DDSIG platform award at CSM 2025 in Houston, TX. They discuss his research related to utilizing closed-loop, music-based rhythmic auditory stimulation (RAS) with people with Parkinson's Disease (PD). They review the impact on real-world walking and gait quality, as well as participant feedback. He discusses ways to integrate use of RAS in clinic, highlighting both the complex nature of PD and challenges and limitations observed in this randomized clinical trial.   The Degenerative Diseases Special Interest Group is part of the Academy of Neurologic Physical Therapy – www.neuroPT.org Show notes: https://app.box.com/s/yqos32rt9wf5ofdshnsiwedxh8ftny7i

In this episode of the Customer Success Pro Podcast, Anika Zubair emphasizes the importance of building genuine human relationships with customers. She discusses the challenges faced by Customer Success Managers in managing multiple accounts and the need to shift from transactional interactions to strategic partnerships. Anika outlines common mistakes CSMs make, such as only reaching out when they need something and failing to personalize communication. She introduces principles for building strong relationships, including being relevant, consistent, and human. The episode concludes with actionable challenges for listeners to enhance their customer relationships.Get your FREE QBR Revenue Guide: https://thecustomersuccesspro.com/resourcesGet on the VIP Waitlist for RevUP Academy: https://www.thecustomersuccesspro.com/revupChapters:00:00 Building Lasting Customer Relationships02:15 Customer Management in CS05:34 Myths in Customer Success10:10 Principles of Strategic Relationships15:44 Consistency Over Intensity19:34 The Human Element in Customer Success22:18 Actionable TakeawaysConnect with Anika Zubair: Website: https://thecustomersuccesspro.com/LinkedIn:  https://www.linkedin.com/in/anikazubair/CSM RevUP Academy: https://thecustomersuccesspro.com/revupSend Anika a text :) Want to be our next guest? Apply here: https://www.thecustomersuccesspro.com/podcast-guest Podcast Editor: https://podcastmagician.com/

“Brand is the promise, the experience is the reality.” This week, Lacey Peace sits down with Abhii Parakh, Head of Customer Experience at Prudential Financial, to unpack exactly how the 150 year old legacy brand created a scalable culture of empathy, innovation, and action. From defining what CX really means to implementing belief-driven rituals and artifacts, Abhii shares a behind-the-scenes look at Prudential's remarkable shift.You'll hear how Prudential turned feedback from a single paper-fatigued customer into a multi-year digital transformation, why they built a champion network of 100+ internal customer advocates, and how they're blending human insight with emerging AI technologies to drive predictive customer experiences. This isn't about generic platitudes — it's about measurable change, internal momentum, and leadership buy-in.If you're leading CX at scale, battling organizational silos, or just wondering how to make customer experience more than a department, this is the episode you've been waiting for. Subscribe for more insider conversations with the most customer-obsessed minds in business. Key Moments:  00:00 Who is Abhii Parakh, CSM at Prudential?04:56 Building a Customer-Centric Culture10:19 Scaling Customer Experience Globally13:58 Three Elements of Culture: Artifacts, Rituals & Beliefs28:05 Impact of Predictive Analytics & Debunking NPS35:22 Adopting AI at Prudential: Challenges, Success & Predictions45:23 The Difference Between Generative AI & Agentic AI 50:27 Future of AI and Ethical Considerations –Are your teams facing growing demands? Join CX leaders transforming their AI strategy with Agentforce. Start achieving your ambitious goals. Visit salesforce.com/agentforce Mission.org is a media studio producing content alongside world-class clients. Learn more at mission.org

In this episode, AAOMPT interviewer Nick Rainey is joined by Dr. Natalie Turrentine, orthopedic physical therapist and educator at Rosalind Franklin University, to unpack her CSM 2024 research on obstetric education in DPT programs.They cover:Differences between pelvic health and obstetric terminologyWhy orthopedic PTs need training in pregnancy-related considerationsAccessibility issues and referral trendsCAPTE standards and what's actually required in PT educationHow her program threads obstetric content across curriculumOpportunities to better prepare students without extending program length

 This week we are trying to discover the difference between the Seinfeld finale and this X-Files finale while we discuss “The Truth”! We're talking Gothic heroine Knowle Rohrer, how much Mulder loves his corner, Skinner awkwardly third-wheeling and then being coerced into being Mulder's lawyer, wonder how ghosts can give away pieces of paper, and get really excited for a second that we would be seeing Normal Hosteen. We spend a lot of time discussing CSM growing Rapunzel hair, get happy about one more Mulder Yell for the road, wonder how Marita still has her job at the UN, sleep through endless court scene after endless court scene, and feel a shiver go through us at how closely we avoided the George W. Bush deleted scene. Petition to replace the alien head emoji with CSM flaming skull starts now.  Send us an email at scullynationpod@gmail.com or follow us on Instagram! 

Show Notes Today's Guests: Jamie Dyson PT, DPT jamiedyson224@gmail.com Constanza Aranda PT, DPT, MSPH carandadpt@gmail.com Guest Quotes: 3:34 Connie “ And that was when I said, wow, like, it would be so cool one day to be able to present in a such a big stage like CSM. And Jamie being the mentor that he is, he said, noted a little mental note and he said, I think we have just written our first goal as mentor mentee.” 7:07 Jamie “ It's easier to be a mentor when your mentee takes an active role. Yeah. In, in the relationship. Too many mentees try to take a passive route.” 21:35 Jamie “  If you try to be too prescriptive as a mentor, I think that kind of turns the mentees off.  If I had told Connie exactly what she needs to do every single day, she probably would've said, all right, enough of this guy, I'm outta here.” Rapid Responses:  Before you walk into a patient's room, what would be your theme song as you walk into that patient's room? -Connie “Eye of the Tiger” You know you work in acute care when… -Connie “You have a change of scrubs in the car” Links: https://www.aptaacutecare.org/page/AspireandAchieveMentorshipProgram Connect with our host and the podcast! Leo Arguelles (LEE-O R-GWELL-IS) largue2@uic.edu Twitter @LeoArguellesPT Interested in being a future guest? APTA Acute Care: Website Awards Journal Access Twitter @AcuteCareAPTA Facebook APTA Acute Care Instagram @AcademyAcutePT YouTube  APTA Acute Care Podcast APTA Acute Care Resources APTA Adult Vital Signs APTA Lab Values Document Webinar Recordings

Send us a textIn this episode of the Customer Success Pro Podcast, Anika Zubair emphasizes the importance of storytelling in customer success and upselling. She discusses how effective storytelling can significantly enhance a CSM's ability to connect with customers, drive revenue, and create compelling narratives that resonate with clients. Anika outlines a structured approach to storytelling, including the 'before', 'trigger', 'after', and 'future' elements, and encourages listeners to practice their storytelling skills to improve their upselling techniques.Get your FREE QBR Revenue Guide: https://thecustomersuccesspro.com/resourcesChapters:00:00 The Power of Storytelling in Customer Success02:16 Understanding the Human Element03:40 Crafting the Customer's Story08:21 The Upsell as a Natural Continuation12:07 Weekly Challenge: Practice Your Storytelling17:22 Recap and Key TakeawaysConnect with Anika:LinkedInYouTubeTikTokInstagramWebsite: thecustomersuccesspro.comCoaching with Anika: CSM RevUP Academy Podcast Editor: https://podcastmagician.com/

Join my newsletter and in the survey select Side Hustler and I will send you the best side hustles to your inbox plus alot more great information - https://lionden.io  Here is another video I made if you re looking for Passive Income - https://youtu.be/32R5NcmL22E?si=DVyhv9egeFaNoF5_  Buy my video course for just $27 were I break down the best side hustles so you can learn and make real money fast! - h https://robertrlyon.thrivecart.com/real-money-side-hustles/   Check out my course on how to make money day trading futures -  https://robertrlyon.thrivecart.com/day-trading-futures-training/   Wanna get a guaranteed high paying remote CSM job? Go here - https://clientsuccessclub.io  

Thanks for listening to Customer Success & Failures.Join my book launch team for "The Strategic Customer Success Manager": https://www.strategiccustomersuccess.com/ Customers deleting your emails without reading them is the new customers sending your calls to voicemail. I can guarantee that your customers delete your emails without even reading them. Why? Because you most likely aren't offering enough value to warrant them taking even 5 seconds to scan your messages.I've unofficially banned the words “checking in” from our customer success team's vocabulary. It's a waste of time as customers don't need you to check in with them. Either they will reach out to you if they need something, or they will respond if you offer them something that they deem valuable.Be your customer's blind spotWhat excites customers is when you notice an issue or an area of opportunity they weren't aware of. If you can be your customer's blind spot, you will get noticed and build trust. I recently saw an amazing example of this from my own CSM team.One of our customers is being impacted by the current trade wars, and our CSM reached out to them to not only provide some tips but also make certain modifications that would help them automate their current processes. Our CSM knew that they were short-staffed and would probably not have made this on their own. She knew that they really needed our help and that if we didn't step in and provide value, we may have a churn risk on our hands. This change was going to save them time and provide a better experience for their end customers.She not only stepped in, but her communication was extremely crisp, so they understood what was expected of them. She even provided examples of the positive impact of the changes she made. She was acting as her customer's blind spot.What was the end result? She earned a call with the customer where she could quickly review the changes she made and better understand what else was happening in their business. In this way, she can look for additional opportunities to drive more value and build trust.What I love about this approach is that she operated as if the client's time was precious and it wasn't a given that the client would jump on a call with her. She earned that right. Before she could switch to a more strategic perspective with the client, she was very tactical and got her hands dirty in the product.There are a few additional lessons to point out.Act as if you won't get a responseToo often, I hear “Well, they just ignore all of my reach-outs” as an excuse for not engaging the customer. That may be the case, but you first need to ask yourself, are you providing enough value to the client that earns you the right to get a response? I'm not talking about mentioning a recent product release of yours. Are you sending them something that they truly see as valuable? Are you teaching them something about themselves that they don't know about? While you may think you're wasting your time as they'll probably just ignore your email, you have to put these concerns aside. Communicate as if you won't get a response from the customer and be OK with that.What do you think is the response rate of emails to your sales reps? Probably 5% at best. Your response rate should be much higher, but don't expect to hear back, and don't be discouraged after that first reach out. You should be tracking whether it was received and opened. That tells you that your clients may be finding it valuable. Expect to send a follow-up if you don't get a response. If your message contains something of significant value, I can guarantee that it will have a higher chance of a response. In my follow-up messages, I like to use “no” oriented questions such as “Were those updates I suggested not helpful?”. This tends to get more traction.Regardless, have a mindset that you may not hear from your client, but you should be sending your updates or message regardless.Don't try to do too much all at onceWhile providing something of value is a necessity when reaching out to clients, don't do too much all at once. Just keep things simple and focus on the most impactful actions. You can then earn the right to take additional actions. That's what my CSM did. When the client responded enthusiastically to her message, she then recommended additional changes. This ensured the client wasn't overwhelmed. It's like the old cars that would be flooded when you gave them too much gas. Go easy at the beginning with your clients so their engines are warm and they are receptive to taking on more.Gone are the days when there was a 99% chance your customers would respond to your communications. With layoffs, leaner teams, and the sheer amount of technology vendors that many of your clients deal with, they don't have the time! They don't even have the time to read your communication. You need to stand out from the rest. You need to earn every minute of your customer's time and not expect anything in return. But, if you prove your worth by providing something that they perceive as valuable, you have a better shot of creating a partnership that will result in a longer-term relationship. PS: One tip I mention in my book is this concept of the golden nugget. This is a valuable piece of information that your clients are most likely unaware of. Create a golden nugget database that you and your team can refer to. You can even create a custom AI GPT to query.PPS: I'm so happy to announce that I'm formally starting my launch team for my new book, The Strategic Customer Success Manager, where I talk about these concepts and more. If you want to join the team and get some of the materials in advance for free, go to my launch site.Thanks for reading Customer Success & Failures! This post is public so feel free to share it. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit chadhorenfeldt.substack.com

If your customer check-ins feel awkward and your QBRs are just you talking at a screen of blank stares, this episode is your tactical reset. I'm sharing the five power questions top CSMs use to turn flat convos into high-impact, expansion-driving moments without needing deep product knowledge or extra prep. These aren't theoretical frameworks. They're practical, repeatable questions you can use today to build trust, build authority with customers, and uncover what actually matters to them.One of these questions helped a CSM reignite a stalled deal and close a six-figure expansion just by flipping how they framed one ask. And that's the magic... the right question doesn't just get you answers. It positions you as a strategic partner who “gets it,” not a glorified support rep running through a checklist.If you've ever felt like your customers aren't opening up or wondered why you're not looped into strategic convos, it's not your fault. You just need better questions. Hit play and let's turn your next check-in into the one that changes the game.

"If done right, AI will actually make us more human. It handles the busy work and surfaces real-time insights—so GTM teams can focus on what really drives revenue: building relationships, solving real problems, and creating long-term customer value." That's a quote from Roderick Jefferson and a sneak peek at today's episode.Hi there, I'm Kerry Curran—Revenue Growth Consultant, Industry Analyst, and host of Revenue Boost, A Marketing Podcast. In every episode, I sit down with top experts to bring you actionable strategies that deliver real results. So if you're serious about business growth, find us in your favorite podcast directory, hit subscribe, and start outpacing your competition today.In this episode, titled AI + EQ + GTM: The New Growth Equation for B2B Leaders, I sit down with keynote speaker, author, and enablement powerhouse Roderick Jefferson to unpack the modern formula for revenue growth: AI + EQ + GTM.We explore why traditional sales enablement isn't enough in today's landscape—and how real go-to-market success requires alignment across marketing, sales, and customer success, powered by emotional intelligence and smart technology integration.Whether you're a CRO, CMO, or GTM leader looking to scale smarter, this episode is packed with real-world insights and actionable strategies to align your teams and drive sustainable growth.Stick around until the end, where Roderick shares expert tips for building your own AI-powered revenue engine.If you're serious about long-term growth, it's time to get serious about AI, EQ, and GTM. Let's go.Kerry Curran, RBMA (00:01)Welcome, Roderick. Please introduce yourself and share your background and expertise.Roderick Jefferson (00:06)Hey, Kerry. First of all, thanks so much for having me on. I'm really excited—I've been looking forward to this one all day. So thanks again. I'm Roderick Jefferson, CEO of Roderick Jefferson & Associates. We're a fractional enablement company, and we focus on helping small to mid-sized businesses—typically in the $10M to $100M range—that need help with onboarding, ongoing education, and coaching.I'm also a keynote speaker and an author. I actually started my career in sales at AT&T years ago. I was a BDR, did well, got promoted to AE, made President's Club a couple of times. Then I was offered a sales leadership role—and I turned it down. I know they thought I was crazy, but there were two reasons: first, I realized I loved the process of selling more than just closing big deals. And second, oddly enough, I wasn't coin-operated. I did it because I loved it—it gave me a chance to interact with people and have conversations like this one.Kerry Curran, RBMA (01:16)I love that—and I love your background. As Roderick mentioned, he does a lot of keynote speaking, and that's actually where I met him. He was a keynote speaker at B2BMX West in Scottsdale last month. I also have one of your books here that I've been diving into. I can't believe how fast this year is flying—it's already the first day of spring!Roderick Jefferson (01:33)Thank you so much. Wow, that was just last month? It feels like last week. Where is the time going?Kerry Curran, RBMA (01:45)I appreciate your experience for so many reasons. One is that—like we talked about before the show—my dad was in sales at AT&T for over 20 years. It paid for my entire education. So we were comparing notes on that era of innovation and what we learned back then.Roderick Jefferson (02:02)Thank you, AT&T!Kerry Curran, RBMA (02:13)So much of what you talked about on stage and wrote about in your book is near and dear to my heart. My background is in building integrated marketing-to-sales infrastructure and strengthening it to drive revenue growth. I'm excited to hear more about what you're seeing and hearing. You talk to so many brands and marketers—what's hot right now? What's the buzz? What do we need to know?Roderick Jefferson (02:44)A couple of things. The obvious one is AI—but I'll add something: it's not just AI, it's AI plus EQ plus IQ. Without that combination, you won't be successful.The other big theme is the same old problem we've always had: Why is there such a disconnect between sales and marketing? As an enablement guy, it pains me. I spent 30 years in corporate trying to figure that out. I think we're getting closer to alignment—thank you, AI, for finally stepping in and being smarter than all of us! But we've still got a long way to go.Part of the issue is we're still making decisions in silos. That's why I've become a champion of moving away from just "sales enablement."Yes, I know I wrote the book on sales enablement—but I don't think that's the focus anymore. In hindsight, “sales enablement” is too myopic. It's really about go-to-market. How do we bring HR, marketing, product marketing, engineering, sales, and enablement all to the same table to talk about the entire buyer's journey?Instead of focusing on our internal sales process and trying to shoehorn prospects into it, we should be asking: How do they buy? Who buys? Are there buying committees? How many people are involved? And yes, ICP matters—but that's just the tip of the iceberg. It goes much deeper.Kerry Curran, RBMA (04:44)Yes, absolutely. And going back to why you loved your early sales roles—it was about helping people. That's how I've always approached marketing too: what are their business challenges, and what can I offer to solve them? In your keynote, you said, “I want sales to stop selling and start helping.” But that's not possible without partnering with marketing to learn and message around the outcomes we drive and the pain points we solve.Roderick Jefferson (05:22)Exactly. Let's unpack that. First, about helping vs. selling—that's why we have spam filters now. Nobody wants to be sold to. That's also why people avoid car lots—because you know what's coming: they'll talk at you, try to upsell you, and push you into something you don't need or want. Then you have buyer's remorse.Now apply that to corporate and entrepreneurship. If you're doing all the talking in sales, something's wrong. Too many people ask questions just to move the deal forward instead of being genuinely inquisitive.Let's take it further. If marketing is working in a silo—building messaging and positioning—and they don't bring in sales, then guess what? Sales won't use it. Newsflash, right? And second, it's only going to reflect marketing's perspective. But if you bring both teams together and say, “Hey, what are the top three to five things you're hearing from prospects over and over?”—then you can work collaboratively and cohesively to solve those.The third piece is: let's stop trying to manufacture pain. Not every prospect is in pain. Sometimes the goal is to increase efficiency or productivity. If there is pain, you get to play doctor for a moment. And by that, I mean: do they need an Advil, a Vicodin, a Percocet, or an extraction? Do you need to stop the bleeding right now? You only figure that out by getting sales, marketing, product, and even HR at the same table.Kerry Curran, RBMA (07:34)Yes, absolutely. I love the analogy of different levels of pain solutions because you're right—sometimes it's not pain, it's about helping the customer be more efficient, reduce costs, or drive revenue. I've used the doctor analogy before too: you assess the situation and then customize the solution based on where it “hurts” the most. One of the ongoing challenges, though, is that sales and marketing still aren't fully aligned. Why do you think that's been such a persistent issue, and where do you see it heading?Roderick Jefferson (08:14)Because sales speaks French and marketing speaks German. They're close enough that they can kind of understand each other—like ordering a beer or finding a bathroom—but not enough for a meaningful conversation.The core issue is that they're not talking—they're presenting to each other. They're pitching ideas instead of having a dialogue. Marketing says, “Here's what the pitch should look like,” and sales replies, “When's the last time you actually talked to a customer?”They also get stuck in “I think” and “I feel,” and I always tell both groups—those are the two things you cannot say in a joint meeting. No one cares what you think or feel. Instead, say: “Here's what I've seen work,” or “Here's what I've heard from prospects and customers.” That way, the conversation is rooted in data and real-world insight, not opinion or emotion.You might say, “Hey, when we get to slide six in the deck, things get fuzzy and deals stall.” That's something marketing can fix. Or you go to product and say, “I've talked to 10 prospects, and eight of them asked for this feature. Can we move it up in the roadmap?”Or go back to sales and say, “Only 28% of the team is hitting quota because they're struggling with discovery and objection handling.” So enablement and marketing can partner to create role plays, messaging guides, or accreditations. It sounds utopian, but I've actually done this six times over 30 years—it is possible.It's not because I'm the smartest guy in the room—it's because when sales and marketing align around shared definitions and shared goals, real change happens. Go back to MQLs and SQLs. One team says, “We gave you all these leads,” and the other says, “Yeah, but they all sucked.” Then you realize: you haven't even agreed on what a lead is.As a fractional enablement leader, that's the first question I ask: “Can you both define what an MQL and SQL mean to you?” Nine times out of ten, they realize they aren't aligned at all. That's where real progress starts.Once you fix communication, the next phase is collaboration. And what comes out of collaboration is the big one: accountability. That's the word nobody likes—but it's what gets results. You're holding each other to timelines, deliverables, and follow-through.The final phase is orchestration. That's what enablement really does—we connect communication, collaboration, and accountability across the entire go-to-market team so everyone has a voice and a vote.Kerry Curran, RBMA (13:16)You're so smart, and you bring up so many great points—especially around MQLs, SQLs, and the lack of collaboration. There's no unified North Star. Marketing may be focused on MQLs, but those criteria don't always match what moves an MQL to an SQL.There's also no feedback loop. I've seen teams where sales and marketing didn't even talk to each other—but they still complained about each other! I was brought in to help, and I said, “You're adults. It's time to talk to one another.” And you'd think that would be obvious.What I love is that we're starting to see the outdated framework of MQLs as a KPI begin to fade. As you said, it's about identifying a shared goal that everyone can be accountable to. We need to all be paddling in the same direction.Roderick Jefferson (14:16)Exactly. I wouldn't say we're all rowing yet, but we've definitely got our hands in the water, and we're starting to go in the same direction. You can see that North Star flickering out there.And I give big kudos to AI for helping with that. In some ways, it reminds me of social media. Would you agree that social media initially made us less social?Kerry Curran, RBMA (14:27)Yes, totally agree. We can see the North Star.Roderick Jefferson (14:57)Now I'm going to flip that idea on its head: if done right, I believe AI will actually make us more human—and drive more meaningful conversations. I know that sounds crazy, but I have six ways AI can help us do that.First, let's go back to streamlining lead scoring. If we use AI to prioritize leads based on their likelihood to convert, sales can focus efforts on the most promising opportunities. Once we align on those criteria, volume and quality both improve. With confidence comes competence—and vice versa.Second is automating task management. Whether it's data entry, appointment scheduling, or follow-up emails, those repetitive tasks eat up sales time. Less than 30% of a rep's time is spent actually selling. If we offload that admin work, reps can focus on high-value activities—like building relationships, doing discovery, and closing deals.Kerry Curran, RBMA (15:59)Yes! And pre-call planning. Having the time to prepare properly makes a huge difference.Roderick Jefferson (16:19)Exactly. Third is real-time analytics. If marketing and ops can provide sales reps with real-time insights—like funnel data, deal velocity, or content performance—we can start making decisions based on data, not assumptions or feelings.The fourth area is personalized sales coaching. I talk to a lot of leaders, and I'll make a bold statement: most sales leaders don't know how to coach. They either use outdated methods or try to “peanut butter” their advice across the team.But what if we could use AI to analyze calls, emails, and meetings—then provide coaching based on each rep's strengths and weaknesses? Sales leaders could shift from managing to leading.Kerry Curran, RBMA (17:55)Yes, I love that. It would completely elevate team performance.Roderick Jefferson (18:11)Exactly. Fifth is increasing efficiency in the sales process. AI can create proposals, contracts, and other documents, which frees up time for reps to focus on helping—not chasing paperwork. And by streamlining the process, we can qualify faster and avoid wasting time on poor-fit deals.Kerry Curran, RBMA (18:58)Right, and they can focus on the deals that are actually likely to move forward.Roderick Jefferson (19:09)Exactly. And sixth—and most overlooked—is customer success. That's often left out of GTM conversations, but it's critical. We can use AI-powered chatbots and virtual assistants to handle basic inquiries. That frees up CSMs to focus on more strategic tasks like renewals, cross-sell, and upsell.Let's be honest—most CSMs were trained for renewals, not selling. But cross-sell and upsell aren't really selling—they're reselling to warm, happy customers. The better trained and equipped CSMs are, the better your customer retention and growth.Because let's face it—we've all seen it: 90 days before renewal, suddenly a CSM becomes your best friend. Where were they for the last two years? If we get ahead of that and connect all the dots—sales, marketing, CS, and product—guess who wins?The prospect.The customer.The company—because revenue goes up.The employee—because bonuses happen, spiffs get paid, and KPIs are hit.But most importantly, we build customers for life. And that has to start from the very beginning, not just when the CSM steps in at the end.Kerry Curran, RBMA (20:47)Yes, this is so smart. I love that you brought customer success into the conversation. One of the things I love about go-to-market strategy is that it includes lifetime value—upsell and renewal are a critical part of the revenue journey.In my past roles, I've seen teams say, “Well, that's just client services—they don't know how to sell.” But to your point, if we coach them, equip them, and make them comfortable, it can go a long way.Roderick Jefferson (21:34)Absolutely. They become the lifeblood of your business. Yes, you need net-new revenue, but if sales builds this big, beautiful house on the front end and then customers just walk out the back door—what's the point?And I won't even get into the stats—you know them—about how much more expensive it is to acquire a new customer versus retaining one. The key is being human and actually helping.Kerry Curran, RBMA (21:46)Exactly. I love that. It leads perfectly into my next question—because one of the core components of your strategy and presentation was the importance of EQ, or emotional intelligence. Can you talk about why that's so critical?Roderick Jefferson (22:19)Yeah. It really comes down to this: AI can provide content—tons of it, endlessly. It can give you all the data and information in the world. But it still requires a human to provide context. For now, at least. I'm not saying it'll be that way forever, but for now, context is everything.I love analogies, so I'll give you one: it's like making gumbo. You sprinkle in some seasoning here, some spice there. In this case, AI provides the content. Then the human provides the interpretation—context. That's understanding how to use that generated content to reach the right person or company, at the right time, with the right message, in the right tone.What you get is a balanced, powerful approach: IQ + EQ + AI. That's what leads to truly optimal outcomes—if you do it right.Kerry Curran, RBMA (23:19)Yes! I love that. And I love every stage of your process, Roderick—it's so valuable. I know your clients are lucky to work with you.For people listening and thinking, “Yes, I need this,” how do they get started? What's the baseline readiness? How do they begin integrating sales and marketing more effectively—and leveraging AI?Roderick Jefferson (23:34)Thank you so much for that. It really starts with a conversation. Reach out—LinkedIn, social media, my website. And from there, we talk. We get to the core questions: Where are you today? Where have you been? Where are you trying to go? And most importantly: What does success look like?And not just, “What does success look like?” but, “Who is success for?”Then we move into an assessment. I want to talk to every part of the go-to-market team. Because not only do we have French and German—we've also got Dutch, Spanish, and every other language. My job is to become the translator—not just of language, but of dialects and context.“This is what they said, but here's what they meant. And this is what they meant, but here's what they actually need.”Then we dig into what's really going on. Most clients have a sense of what's “broken.” I'm not just looking for the broken parts—I'm looking at what you've already tried. What worked? What didn't? Why or why not?I basically become a persistent four-year-old asking, “Why? But why? But why?” And yes, it gets frustrating—but it's the only way to build a unified GTM team with a shared North Star.Kerry Curran, RBMA (25:32)Yes, I love that. And just to add—sometimes something didn't work not because it was a bad strategy, but because it was evaluated with the wrong KPI or misunderstood entirely.Like a top-of-funnel strategy did work—but the team expected it to generate leads that same month. It takes time. So much of this comes down to digging into the root of the issue, and I love your approach.Roderick Jefferson (26:10)Exactly. And it's also about understanding that every GTM function has different KPIs.If I'm talking to sales, I'm asking about average deal size, quota attainment, deal velocity, win rate, pipeline generation. If I'm talking to sales engineering, they care about number of demos per deal, wins and losses, and number of POCs. Customer success? They care about adoption, churn, CSAT, NPS, lifetime value.My job is to set the North Star and speak in their language—not in “enablement-ese.” Sometimes that means speaking in sales terms, sometimes marketing terms. And I always say, “Assume I know nothing about your job. Spell out your acronyms. Define your terms.”Because over 30 years, I've learned: the same acronym can mean 12 different things at 12 different companies.The goal is to get away from confusion and start finding commonality. When you break down the silos and the masks, you realize we're all working toward the same thing: new, long-term, happy customers for life.Kerry Curran, RBMA (27:55)Yes—thank you, Roderick. I love this. So, how can people find you?Roderick Jefferson (28:00)Funny—I always say if you can't find me on social media, you're not trying to find me.You can reach me at roderickjefferson.com, and you can find my book, Sales Enablement 3.0: The Blueprint to Sales Enablement Excellence and the upcoming Sales 3.0 companion workbook there as well.I'm on LinkedIn as Roderick Jefferson, Instagram and Threads at @roderick_j_associates, YouTube at Roderick Jefferson, and on BlueSky as @voiceofrod.Kerry Curran, RBMA (28:33)Excellent. I'll make sure to include all of that in the show notes—I'm sure this episode will have your phone ringing!Thank you so much, Roderick. I really appreciate you taking the time to join us. This was valuable for me, and I'm sure for the audience as well.Roderick Jefferson (28:40)Ring-a-ling—bring it on! Let's dance. Thank you again. This was an absolute honor, and I'm glad we got the chance to reconnect, Kerry.Kerry Curran, RBMA (28:59)For sure. Thank you—you too.Roderick Jefferson (29:01)Take care, all.Thanks for tuning in. If you're struggling with flat or slowing revenue growth, you're not alone. That's why Revenue Boost: A Marketing Podcast brings you expert insights, actionable strategies, and real-world success stories to help you scale faster.If you're serious about growth, search for us in your favorite podcast directory. Hit follow or subscribe, and leave a five-star rating—it helps us keep the game-changing content coming.New episodes drop regularly. Don't let your revenue growth strategy fall behind. We'll see you soon!

Ever wonder what it takes to run one of the fastest and most elite teams on the planet? On this episode of Golf Underground, the crew welcomes Zak Brown, CEO of McLaren Racing and a true master of speed, sales, and strategy. From chasing Mickey Mantle as a kid to leading a 1,000-person Formula 1 operation, Zak breaks down the mental grind of racing, what separates winners from losers, how to build a culture that elite drivers want to be part of—and how AI, tire tricks, and track-day politics all factor into the future of F1.If you think golf is tough, wait until you hear what goes down on the pit wall.Must-Hear Insights and Key MomentsZak Brown shares how a childhood obsession with Mickey Mantle turned into a global racing empire.The crew cracks up as Zak tells how he dodged trouble and found racing through "the long way around."Zak reveals the behind-the-scenes pressure of leading McLaren's 1,000-person Formula 1 operation.AI, tire data, and driver instincts collide in a conversation about how F1 teams win—or completely blow it.Zak and Wardo compare the egos of F1 drivers to pro athletes in other sports, and it gets spicy.George Brett wants to know if there's such a thing as cheating in F1—Zak's answer doesn't disappoint.Brian Sullivan digs into leadership: how Zak handles high-performance people under pressure.Zak drops his golf game stat line—including the story behind the best par he's ever made.The crew dives into Drive to Survive, McLaren's media rise, and whether F1 fame helps or hurts performance.Final lightning round: Zak faces the Golf Underground Emergency 9 with answers that cover fantasy baseball, leadership, and vintage cars.Words of Wisdom: Standout Quotes from This Episode"The best teams don't just hire smart people—they build cultures winners want to join." – Zak Brown"If you take one second off mentally in a race car, you're in the wall." – Zak Brown"We're not guessing out here—Formula 1 is a thousand-person operation." – Zak Brown"AI can't measure guts. Not yet." – Zak Brown"Winning used to be about money. Now it's about people." – Zak Brown"In motorsports, you beg for forgiveness, not ask for permission." – Zak Brown"I shot 92 today, but I also made the best par of my life." – Zak Brown"Drivers aren't just athletes—they're pilots, boxers, and chess masters in one." – Zak Brown"The best leaders know when to put an arm around the shoulder—and when to kick some ass." – Zak Brown"You're running a Formula 1 team, and still managing a fantasy baseball roster? That's elite multitasking." – Brian Sullivan"You get more tech in a race car than a spaceship, and still, some guy will blow it on tire strategy." – Kevin Ward"Zak's out here leading McLaren and still remembers every stat from Mickey Mantle—respect." – George BrettAbout ZakZak Brown is CEO of McLaren Racing, a position to which he was appointed in April 2018 after joining McLaren in November 2016 as Executive Director of McLaren Technology Group. In his role, Zak has overall responsibility for the McLaren Racing organisation, including the strategic direction, operational performance, marketing and commercial development of the McLaren Formula 1 and IndyCar programmes. After a professional racing career in the US and Europe, Zak founded the agency JMI in 1995, which grew to become the largest motorsport marketing agency in the world and was acquired by Chime Communications PLC in 2013 as part of its sports marketing division, CSM. Brown was appointed the company's Chief Executive Officer before joining McLaren. Zak is chairman and co-owner of United Autosports and was a board member of Cosworth Engineering and non-executive chairman of the Motorsport Network. Born and raised in California, Zak lives with his family near McLaren in Surrey, UK.Follow Zak Brown⁠Instagram⁠⁠LinkedIn⁠Facebook⁠X⁠Follow ‘Golf Underground with Wardo, Sully, and George'⁠⁠LinkedIn⁠⁠⁠⁠Instagram⁠

Rob Robinson and Natan Hepfer, former Tomahawk, discuss veteran transition and leadership. The guest, with 26 years in the U.S. Army, emphasizes the importance of leadership, team building, and prioritizing people. He shares his journey from a private to a CSM, highlighting the challenges and rewards of military service. The conversation touches on the transition to civilian life, the need for credentialing, and the importance of maintaining a strong network. The guest advises veterans to be reliable, build their network, and explore various career paths, including those outside traditional military roles. The discussion focused on the transition from military to civilian life, emphasizing the need for specific credentials and leveraging programs like OTO and Army Ignited. Rob Robinson highlighted the inadequacy of military education for civilian jobs and suggested using LinkedIn for networking and job opportunities. He recommended starting VA claims 180 days before separation and using non-profit veteran service organizations for better support. The conversation also emphasized the importance of documenting injuries and taking proactive steps to ensure a smooth transition, including building a professional network and using tools for resume building and interview preparation.  So I didn't split this into two parts, so you get an extra-long episode. I'll leave you some more time between episodes to digest it fully.  This is what happens when old tommies get together.As mentioned in the show: www.armyignited.army.mil/student/public/welcomehttps://www.hireheroesusa.org/industrial-logos/o2o/https://www.cool.osd.mil/army/index.htmlhttps://socialimpact.linkedin.com/programs/veteransDisclaimer: The content of the "Philosophy From the Front Line" podcast is intended for informational and educational purposes only. The views and opinions expressed by the hosts and guests are their own and do not necessarily reflect those of any affiliated organizations or sponsors. This podcast does not offer legal, financial, or professional advice. Listeners are encouraged to consult appropriate professionals before making decisions based on the content presented. "Philosophy From the Front Line" assumes no responsibility or liability for any errors or omissions in the content or for actions taken based on the information provided during the podcast episodes.​Fair Use Statement: This podcast may contain copyrighted material not specifically authorized by the copyright owner. "Philosophy From the Front Line" is making such material available to educate, inform, and provide commentary under the "Fair Use" provisions of U.S. copyright law (Section 107 of the U.S. Copyright Act). We believe this constitutes a fair use of any such copyrighted material as it is:​Used for non-commercial, educational, or research purposes.​Critically analyzed, reviewed, or discussed.​Used in a transformative way that adds new meaning or message to the original work.​If you own any content used and believe it infringes on your copyright, please contact us directly, and we will address the matter promptly.​Become a supporter of this podcast: https://www.spreaker.com/podcast/philosophy-from-the-front-line--4319845/support.

Ever find yourself thinking, “There's gotta be a better way to do this”? If you're the CSM who's constantly rebuilding broken processes in your head, secretly obsessed with structure and scale, and lowkey bored of the same playbooks, this episode is your permission slip to explore CS Ops.In this episode, I'm chatting with Justin, who went from traditional CSM to building CS Ops teams at IBM and transforming them at VMware. We break down what CS Ops actually is, why it's way more strategic than people realize, why companies are hunting for strategic operators like you, and how your curiosity and love for structure might just be your secret weapon. If you've ever thought, “I want to level up but I don't want to manage a team,” hit play! This might be the career move you didn't know you were looking for.

Watch on YouTube: https://youtu.be/PMuNn4sDjBg?si=6Xsi9-gk_L_AMipi 10 years in the trenches scaling businesses & unlocking freedom :Get my exact strategies & blueprint— My FREE Newsletter! https://lionden.io/subscribe  Wanna get a guaranteed high paying remote CSM job? Go here - https://clientsuccessclub.io   Start or Scale your Coaching Business Join My Free Coaching Businesses Community - https://www.skool.com/coaching-businesses   Wanna learn how to fund yourself $150k in 0% interest credit cards? - https://robertrlyon.thrivecart.com/maximum-funding/   Check out my course on how to make money day trading futures -  https://robertrlyon.thrivecart.com/day-trading-futures-training/   Wanna learn how to day trade futures? - Join the day trading mentorship community - https://www.skool.com/day-trading-mentorship-5421   Want to start your own funding company? - https://www.skool.com/power-brokers-8311/about 

Petroleum is a complex mixture of many compounds. Regulatory and technical guidance documents commonly focus on the hydrocarbon components of that mixture, or perceived risks that they present. However, focusing on a specific area of concern often causes practitioners to overlook other aspects of a release. For example, concerns related to exposure to total petroleum hydrocarbons (TPH) risks may be overlooked while pursuing concerns related to light non-aqueous phase liquid (LNAPL) recovery or petroleum vapor intrusion (PVI). This class is designed to provide a basic overview of hydrocarbon behavior in the subsurface and how to scientifically assess concerns arising from the release of petroleum products into the environment. It will highlight key issues that help identify and manage TPH, LNAPL, and PVI risks together. Key concepts will include: Fundamentals of petroleum hydrocarbonsPetroleum chemistryHow TPH, LNAPL, and PVI are relatedBuilding an integrated conceptual site model (CSM) What is a CSM…what is its purpose?When is a CSM complete?Identifying and managing the risks from petroleum hydrocarbonsDefining LNAPL risks based on acute, saturation, composition, or aesthetic concernsEmphasize the importance of biodegradation in risk management decision makingHow to select remedial goals and remedies that align with your goals This course is based upon three separate Guidance Documents developed by ITRC that address the course content in detail:Light Non-Aqueous Phase Liquid (LNAPL), LNAPL Site Management: LCSM Evolution, Decision Process, and Remedial Technologies (LNAPL-3) Petroleum Vapor Intrusion (PVI), Fundamentals of Screening, Investigation, and Management (PVI-1) Total Petroleum Hydrocarbon (TPH), TPH Risk Evaluation at Petroleum-Contaminated Sites (TPHRisk-1) To view this archive online or download the slides associated with this seminar, please visit http://www.clu-in.org/conf/itrc/Hydrocarbons_041725/

Being a standout CSM today isn't about working harder… it's about working smarter. And if you're not already using AI to do that, you're missing a massive opportunity to save time, impress leadership, and build deeper customer relationships.In this episode, I'm sharing four creative ways you can leverage AI that have completely changed the game. From building thought leadership content, to optimizing your schedule, to making sense of messy data. If you've been curious about how to bring AI into your workflow and make your job a whole lot easier, this one's your blueprint.

In this episode, Rob Shaul speaks with Command Sgt. Maj. Brandon Riley, currently serving as the senior enlisted leader for 3-66 Armor Battalion, 1st Armored Brigade Combat Team, 1st Infantry Division. Riley discusses the real work of a battalion CSM—managing standards and discipline, mentoring company-level leaders, and maintaining unit readiness. He explains the dynamic between officers and NCOs, the balance between garrison and field responsibilities, and the internal pressures of holding a formation together. Riley also reflects on his combat deployments, leadership mistakes, and what two decades in the Army have taught him about accountability, influence, and the role of the senior enlisted. ----more---- Mountain Tactical Institute Home Check out the MTI Athlete Team Apply to be a Paid MTI Athlete MTI's Daily Programming Streams

Send us a textToo often, people living with and beyond cancer are sidelined from fitness—not because they can't exercise, but because programs aren't designed with their unique needs in mind. In this episode, Elise talks with Dr. Kaci and Dr. Reed Handlery, PTs, about building inclusive, sustainable community-based programs for people with mobility challenges—including those living with and beyond cancer. From the CSM stage to real-world community impact, Kaci and Reed share how they're creating inclusive, adaptable programs that meet patients where they are—and empower them to go further. You'll learn:The role of seated, high-intensity movement for oncology patientsHow to adapt exercise creatively for mobility impairments and other barriersWhat it takes to build and sustain inclusive fitness programs in your communityHow to identify and empower community champions to keep patients engagedAnd best of all: you'll be inspired to rethink what's possible in your exercise prescription—inside and outside the clinic.Listen now to discover how you can bring this innovative, adaptable approach to your oncology patients!Follow TheOncoPT on Instagram.Follow TheOncoPT on LinkedIn.

Ever walked out of an interview wondering, “Did I ask the right questions?” “Did I get all the information I really needed?” Let's make sure you never feel that way again. In this episode, I'm giving you ten power questions that'll help you stand out, impress hiring managers, and get the real intel you need to make smart career moves.We're ditching the generic “What are the next steps?” and replacing it with strategic, credibility-boosting questions that show you're thinking ahead. Want to know how leadership really operates? How does the company support its CSM team through economic challenges? Whether the company actually invests in the tools you need to succeed? If you want to walk into your next interview with confidence, ask questions that actually matter, and leave hiring committees thinking, “Damn, we need them on our team!”... hit play! Let's make sure you're in the driver's seat for your next career move.

Show Notes 2025  Thanks to the numerous speakers that participated in this special recorded episode at CSM 2025 in Houston. Connect with our host and the podcast! Leo Arguelles (LEE-O R-GWELL-IS) largue2@uic.edu  Twitter @LeoArguellesPT Interested in being a future guest? Apply to become our new co-host Join our team: Assistant Producer APTA Acute Care: Website Awards Journal Access Twitter @AcuteCareAPTA Facebook APTA Acute Care Instagram @AcademyAcutePT YouTube  APTA Acute Care Podcast APTA Acute Care Resources APTA Adult Vital Signs  APTA Lab Values Document  Webinar Recordings

Send us a textIn this episode of the Customer Success Pro Podcast, host Anika Zubair speaks with Melanie Fay, an enterprise Customer Success Manager at Goldcast. They discuss Melanie's journey in customer success, her transition between various roles, and her innovative approach to customer engagement known as the 'anti-check-in.' Melanie shares her experiences managing a large book of business, the importance of delivering value in customer interactions, and strategies for understanding customer goals and outcomes. The conversation emphasizes the need for CSMs to adapt their approaches to meet the evolving needs of customers and to provide meaningful engagement beyond traditional check-in calls. In this conversation, the speakers delve into the evolving landscape of customer success, emphasizing the importance of understanding customer needs, effective engagement strategies, and the transition from traditional check-in calls to value-driven discussions. They discuss the significance of frameworks for customer conversations, the role of storytelling in enhancing customer relationships, and the necessity of taking ownership and leadership within the customer success domain. Additionally, they explore practical tips for managing a large book of business through segmentation and the importance of being creative and adaptable in communication strategies.Enter the Planhat Giveaway!Win an all-expenses-paid trip to Planhat Open: www.planhat.com/giveawayTimestamps: 00:00 Introduction01:52 Melanie Fay's Journey in Customer Success06:01 Transitioning Between Roles and Companies10:00 The Anti-Check-In Approach13:13 Managing a Large Book of Business17:03 Delivering Value in Customer Interactions21:13 Understanding Customer Goals and Outcomes25:02 Innovative Strategies for Customer Engagement27:00 Understanding Customer Needs and Engagement30:08 Frameworks for Effective Customer Conversations33:04 Transitioning from Check-Ins to Value-Driven Discussions35:06 The Role of Storytelling in Customer Success39:04 Taking Ownership and Leadership in Customer Success43:14 Segmenting and Managing a Large Book of Business47:03 Key TakeawaysConnect with Anika:LinkedInYouTubeTikTokInstagramWebsite: thecustomersuccesspro.comCoaching with Anika: CSM RevUP AcademyConnect with Melanie Faye:https://www.linkedin.com/in/melanie-faye/I'm Melanie, a CSM living on a small island on the East Coast in Canada. After running my own business for years, I knew when I landed my first CS role that it was meant to be. I've been working in Customer Success for nearly 4 years and have been fortunate enough to gain experience in different industries like digital events, HR tech and accounting tech. Most recently, I was supporting mid-market customers at Keeper.app and am now moving into an Enterprise role at Goldcast. I'm excited to get back to my roots in the events industry! When I'm not listening to CS podcasts, meeting with my mentor or having coffee chats with others in tech, you can find me spending time with my two Labradoodles (Charlie and Lottie), on a paddleboard in the summer or hiking through snowy trails in t Podcast Editor: https://podcastmagician.com/

Today we had the very exciting opportunity to take COBT “On The Road” to the Colorado School of Mines (CSM) in Golden, CO, where we recorded a special live audience show featuring Dr. Paul Johnson, President of CSM, and Jeff Miller, Chairman, President, and Chief Executive Officer of Halliburton. Paul has led CSM for nearly ten years and brings extensive experience in academia, previously serving as Dean of the School of Engineering at Arizona State University. Jeff has served as CEO of Halliburton since 2017 and has held multiple senior leadership roles across the company since joining in 1997. Before our discussion, we had the pleasure of touring the CSM campus, visiting with faculty, staff and students, and hearing from select administrators. We were thrilled to visit with Paul and Jeff for a broad discussion on the evolving landscape of energy education, workforce development, and the critical role of industry-academia collaboration in shaping the future of energy. In our conversation, we explore CSM's history, its longstanding focus on engineering, and its deep ties to the energy industry. We discuss the collaboration of Halliburton Labs with universities and research institutions as well as the resurgence of interest in mining, driven by its critical role in energy security and renewables. Paul shares insights into CSM's experimental mine and its applications across energy, defense, and technology sectors, how Mines contributes to U.S. competitiveness in the global energy landscape, and the university's balance between academic research and real-world industry applications. We examine the shift in student interests and industry focus over the past decade, Halliburton's approach to hiring and retaining skilled workers, and the benefits of CSM's emphasis on real-world problem solving. Paul shares his perspective on the increasing importance of hands-on experience in engineering education and the diversity of industries hiring CSM graduates from aerospace, oil and gas, infrastructure, computer science and more. Jeff discusses how Halliburton Labs supports early-stage companies, the role of accelerators in bridging the gap between R&D and commercialization, and differences between “Founders” and “CEOs.” We touch on technological advancements at CSM including its ambitious expansion into space resource utilization and development of a cutting-edge quantum engineering program, AI's growing impact on industry and education, and much more. We ended by asking Paul and Jeff for their vision of CSM and Halliburton in the next decade. Their outlook reflects continued growth and a can-do attitude toward solving some of the world's most pressing challenges. Today was a fascinating exploration of the current state of industry-academic collaboration, the new energy pragmatism we all keep talking about, and the incredible innovation that can happen on a great campus like CSM. As you'll hear, we discuss the exciting Halliburton Labs Pitch Day event taking place in Denver Wednesday. For more information and to register for Pitch Day, click here. If you are in Denver, it's not too late to come in person. Otherwise, you can register to attend virtually from anywhere! We want to thank the teams at Colorado School of Mines and Halliburton Labs for their partnership and hospitality in making today's episode possible. A huge thanks to Paul and Jeff for sharing their time and expertise with us all. And as always, thanks to you all for your friendship and support!

In this episode, Parm interviews Lisa Inglis, the winner of the DDSIG poster award at CSM 2025 in Houston. Lisa, a PT and professor at Daemen college, explains her research related to measuring backward walking and comparing backward walking characteristics of people with and without Parkinson's Disease (PD). She goes on to discuss potential uses of backward gait assessment in PT practice.   The Degenerative Diseases Special Interest Group is part of the Academy of  Neurologic Physical Therapy – www.neuroPT.org Show notes available here

A daily update on what's happening in the Rocket Pool community on Discord, Twitter, Reddit, and the DAO forum. #RocketPool #rpl #Ethereum #eth #crypto #cryptocurrency #staking #news Podcast RSS: https://anchor.fm/s/cd29a3d8/podcast/rss Anchor.fm: https://anchor.fm/rocket-fuel Spotify: https://open.spotify.com/show/0Mvta9d2MsKq2u62w8RSoo Apple Podcasts: https://podcasts.apple.com/us/podcast/rocket-fuel/id1655014529 0:00 - Welcome Rocket Pool news 0:37 - Cyfrin Updraft RP course live https://x.com/CyfrinUpdraft/status/1903061758052536774 5:46 - rETH in DeFi https://x.com/StakeRocketPool/status/1903169622385344822 8:18 - rETH discount talk https://discord.com/channels/405159462932971535/704196071881965589/1353580174393737246 Staking news 10:10 - Client releases https://github.com/status-im/nimbus-eth2/releases/tag/v25.3.1 https://github.com/erigontech/erigon/releases 10:52 - CSM v2 discussion https://x.com/d_gusakov/status/1904186356252786692 https://discord.com/channels/405159462932971535/405163713063288832/1353751519014686730 Ethereum news 14:10 - Tornado Cash removed from OFAC sanctions https://x.com/qwqiao/status/1903099696345747511 https://ofac.treasury.gov/recent-actions/20250321

Send us a textThe mythology begins to end...or...is ending? Mike and Andrew discuss CSM's motivations, his name and why he didn't tell Jeffrey his evil deeds sooner.Why is Krycek an Uber driver? JOIN OUR SOCIALS!magusmediaproductions.netwww.facebook.com/groups/thisisnothappeningpod/ @TINHXFilesPodCONTACT US!tinhxfp@gmail.com

Today's guest is Tanja Holm, Solution Area Manager for Customer Service Management at Netgain AB in Sweden. Founded in 2008, Netgain is Sweden's largest ServiceNow partner, focusing on customer needs with Swedish ownership and leadership. Their expert consultants are dedicated to ensuring effective and secure solutions for both private and public sectors. Netgain is more than a technical provider; they work closely with clients to create sustainable and value-driven solutionsTanja has been working with software services delivery for over 20 years. With a broad background in IT implementation, IT operations and process development, she has specialized in how organizations can maximize value from their tech stack allowing them to increase productivity and efficiency. Since 2017, she has been working with the ServiceNow platform, and how that can be used to improve and automate company processes, primarily in ITSM and CSM.In the episode, Tanja discusses:Her journey from business to tech, navigating challenges and leadership,Focus on process development and ServiceNow platform ownership,Working smarter with ServiceNow, replacing legacy tech efficiently,Her role combining strategy and customer-facing projects at Netgain,Leading CSM solutions at Netgain to maximize platform value,Learning continuously to enhance understanding and communication in ServiceNow,Enhancing user experience, data accuracy and staying ahead with AI,Work-life balance and passion for running marathons,Excited for growth at Netgain, running 100k and traveling in 2025

If there is one certainty in your customer success career, it is this: things will change. Whether it's new initiatives, restructuring, or evolving processes, staying ahead is non-negotiable. In this episode, I am breaking down exactly how to handle the constant change that comes with being a CSM. Think of this episode as your tactical guide to staying ahead. If change has you overwhelmed and you feel like it never stops, this episode is for you. Tune in for practical strategies on how to effectively manage and adapt to change in your CSM role.

On today's show Erin Gallardo, PT, DPT, NCS and Claire McLean, PT, DPT, NCS, recap their experience at the recent APTA's CSM conference and what stood out. Neuro Collaborative was founded with the mission of helping people start neuro-focused practices and programs in their communities, to increase access to specialized neurological care and services. We grew into providing mentorship and continuing education, and part of the mission continues to be helping people start and sustain practices. We'll explore the challenges of running a neuro-only clinic, including the need for supplementary revenue streams. We'll discuss various solutions to creating a sustainable practice in neuro because it looks very different than an ortho practice. Be sure to follow us on IG and send us a DM if you have questions about your neuro biz! @neurocollaborative  Listen to our previous episode with Adriaan Louw, Episode 211 Request to join the NeuroBiz Besties free Slack channel  

Brian Gallagher reflects on his experience at APTA's CSM conference in Houston, sharing insights on the new generation of physical therapists and the evolving landscape of private practice. In this episode, he breaks down the key business models available to PTs, the importance of practice management strategies, and how MEG Business is lowering the barrier to entry for private practice owners. If you're thinking about scaling, transitioning, or launching your PT business, this episode is for you! Click Here to Book a Free Discovery Call!