Podcasts about depending

WhoStephanie Cox, CEO of the National Ski PatrolRecorded onJune 3, 2025About National Ski PatrolFrom the organization's website:The National Ski Patrol is a federally-chartered 501(c)(3) nonprofit membership association. As the leading authority of on-mountain safety, the NSP is dedicated to serving the outdoor recreation industry by providing education and accreditation to emergency care and safety service providers.With a primary focus on education and training, the organization includes more than 30,000 members [Cox says 32,000 on the pod] serving 650 patrols in the U.S., Canada, Europe and Asia. Our members work on behalf of local ski/snowboard areas and bike parks to improve the overall experience for outdoor recreationalists. Members include ski and bike patrollers, mountain and bike hosts, alumni, associates, and physician partners.The National Ski Patrol operates as a 501(c)(3) nonprofit organization, deriving its primary financial support from membership dues, donations, user fees, and corporate sponsorships. …The national office is located in Lakewood, Colorado, and is staffed with full-time employees that handle administrative duties.Why I interviewed herThe Storm focuses unapologetically on the lift-served variety of skiing. I'll often reinforce that point by teasing Uphill Bro for skiing in the wrong direction or making fun of myself for being a lazy U.S. American happy to ride a machine up the mountain. That, mostly, is a shtick to express my preference for an ordered ski experience over the wild variety. Acres of glades twisting down the mountainside – yes, please. But I'll also take that groomed run-out back to the six-pack. This all-you-can-eat variety of skiing feeds the adrenaline monster, stows energy for the bristling explosive down. The fun part. But my hyperbolic preference for the down is also a sort-of cover-up. Because what really glues me to the trail-labeled and lift-laced bumps is that gigantic and ever-present panic button floating alongside me: ski patrol.Oh I just ran into a tree? Well that's inconvenient because now I can't remember how to speak English or why I have eight empty Miller Lite cans in my backpack. But no need to fret. Within five minutes a corps of uniformed professionals specifically trained in the idiosyncratic art of piloting an injured moron down an ungroomed hillside on an eight-foot-long sled will materialize with crackling radios and stabilize me. It's kind of amazing. Like who thought of this? I guess the same person who came up with lifeguards at the beach. When a squirrel misses its branch and falls 75 feet to the forest floor there is no Squirrel 911. Just a variety of bobcats and coyotes who are about to find an easy dinner. Humans are quite amazing animals in this way, setting up systems both highly effective and borderline invisible that grant us wide margins of error to in most cases survive even catastrophic misjudgments.Depending on your view of human nature, the existence of ski patrol is either the most or least predictable miracle layer of organized commercial ski centers. The cynical may interpret this network of makeshift shacks and their occupants as liability shields, a legal hey-we-tried taskforce vaguely taming the chaos inherent in an impossible and awkward activity. But a more generous interpretation might view ski patrol as the most benevolent component of a ski area, the only piece not intended to generate income, an acknowledgement that any one of us, on even the gentlest slope, could in an instant need someone who knows exactly what to do.I prefer that latter interpretation, but the truth is of course a complex blend of the cynical and the generous viewpoints, interlaced with a million other factors. We are all vaguely aware of this, which doesn't mean we can explain it. I mean, why is ski patrol at every ski area? The question is both simplistic and baffling. Well of course there's ski patrol because there always is. OK. But shouldn't there be some live-free-or-die exception in the rowdy ski world of backwoods trails axe-cut by misanthropic good ole' boys putting two middle fingers to society's nine-to-five, collared-shirt expectations? Like “hey man, look at the waiver, if you break your leg it's not my goddamned problem.” But there they are, anyplace there's a ski lift, wearing that same plus-symbol uniform, enforcing that same yellow-signed skier code, blanketed with that same aura of stoic unsurprise and readiness: ski patrol. Is this omnipresence simply custom and tradition? State or federal law? Insurance requirement? Do patrollers work for the ski area or for some agency or entity? An imposition like restaurant food inspectors? Enforcers like a city's police department? Attendants like stadium ushers? It's hard to say without asking, so I asked.What we talked aboutTouring ski patrols across America; #SkiVirginia; Ski Patrol's philosophical evolution over time; patrol saving my butt in Maine; how NSP ensures that patrollers are prepared to deal with the worst injuries at even the smallest ski areas; evolving and adapting over time; “this organization is by and large run by volunteers”; Avy dogs; why ski patrol is everywhere; organizational history; the relationship between NSP and individual ski areas; who funds NSP; paid versus volunteer patrollers; “one of my big goals for the organization is to make sure that all patrols fall under the NSP shield”; a couple of major ski area patrols that are not part of NSP; the general public “is not going to notice the difference” between a paid and volunteer patroller; where most of the paid patrollers work, and why; the amazing number of years the average volunteer patroller commits to the work; the rising cost of living in mountain towns; why NSP does not involve itself in pay or benefits conversations between patrollers and resorts; staying neutral on unionization drives; what it means to modernize NSP; and applying tech to help police on-mountain collisions.What I got wrong* I referenced a recent snowless winter at Wintergreen, Virginia, and said it was “in 21/22 or 22/23.” It was the winter of 2022-23, which, according to Snow Brains, was the ski area's third snowless winter in a decade, after the 2016-17 and 2018-19 campaigns.* At one point in our conversation, I mentioned “voluntary volunteers.” Which I don't know Man talking is hard I guess.Why now was a good time for this interviewI'd initially reached out to Cox as a follow-up to my podcast conversation with United Mountain Workers union President Max Magill, conducted in the wake of the December-to-January Park City patrol strike that leveled the ski area and sent owner Vail Resorts spiraling:National Ski Patrol, it turns out, has no involvement in or position on unionization. That was a bit of a record scratch but also clarifying: patrol union drives, at least for now, lack a national sponsor that could propel the movement to critical mass. Still, it seemed odd that a national organization's most visible umbrella would stand neutral on the trajectory of a tectonic movement flexing against consolidating, ever-more-distant management and escalating mountain-town affordability crises. So we talked about it a bit anyway.What I've learned, 212 episodes into The Storm, is that organizations and entities are rarely – maybe never – what you expect them or want them to be. In episode 11, recorded in January 2020, just a few months after The Storm's launch, I asked Win Smith, then National Ski Areas Association board chair and onetime owner of Sugarbush, the now very-innocent-seeming question of what the organization was doing to subsidize small or independent ski areas. Smith patiently explained that the NSAA was a trade organization, not a charity (I'm paraphrasing), and that their mission was education, lobbying, and helping to establish uniform operating standards and best practices, not a U.N.-style stabilizing force money-cannoning resources where necessary. I get that now, and have developed, through extensive interaction with the group, a deep appreciation for what the NSAA is and does, even if it is not the thing 2020 Stu thought it was or should be.I guess that's the point of The Storm Skiing Podcast: a dumb guy asking dumb questions like “so when are you going to build a gondola over Interstate 90 to connect Alpental to the rest of Summit at Snoqualmie?” and letting the nice smart people say “well wouldn't that be nice but we have other priorities,” when they mean, “sure let me pull $100 million out of my back pocket to build a more-or-less useless lift that would also spark two decades of environmental litigation and has as much chance of clearing airspace over a federal road as a Russian stealth bomber.” Luckily I don't mind asking dumb questions. They emerge from an impulse to sort reality from fiction, to tell the story of modern lift-served skiing by tapping the brains who understand some little corner of it. Podcast NotesOn recent Ski Patrol leadershipThis could maybe go under the sometimes-included “questions I wish I'd asked” section, but really I don't wish I'd asked about it, as I have inherently little interest in organizational human drama, or the appearance of such. In this case, that maybe-drama is the rapid recent turnover in NSP leadership, aptly described by Jason Blevins last year in The Colorado Sun:The former executive director of the nonprofit World Child Cancer heath organization arrived at the National Ski Patrol two years ago, becoming the fourth director of the organization in only five years. The former bosses reported conflicts with the group's member-elected board of directors. An online petition was calling for an overhaul of the venerable organization that formed in 1938. Staff were bailing after years of turmoil that included board members twice suing their own organization. The group was losing its relevance in a quickly shifting ski resort industry.Cox landed with a plan. She started visiting ski patrols across the country. She shepherded an overhaul of the organization's training programs. She enlisted staff and kept them onboard. She mended fences with her board.Whatever happened before, Cox just hit her third anniversary with the organization, and I was mostly interested in her efforts to modernize the 87-year-old NSP.On skier visit numbers nationally and in ColoradoColorado annually accounts for nearly one in four U.S. skier visits. Here's the breakdown from last winter, according to the Kotke end-of-year survey, the definitive statistical ski industry report published annually by the NSAA:On breaking my leg at Black Mountain of MaineMost of you are tired of hearing about this, but if you're new here, this is my big ski-patrol-saves-my-ass story:On federal chartersAn important piece of the NSP why-does-it-exist puzzle is its status, since 1980, as a federally chartered nonprofit organization. Congress charters such organizations “to carry out some regional or national public purpose,” according to a 2022 report on congress.gov. As with just about anything, a comprehensive list is frustratingly difficult to find (that's why I moonlight as ski area spreadsheet mad scientist), but federally chartered organizations include such vaunted entities as the American Red Cross, the Boy and Girl Scouts of America, and Disabled American Veterans. Here's a probably-not-entirely-accurate list on Wikipedia, and a government list from 1994.On “14 patrols unionizing across the west”Here's a list I compiled of unionized ski area groups back in January. I haven't updated it, so there may be a few additions since:On Snow AngelsThis is a pretty good gut-check conversation for the Speed Gods among us:On Wachusett's anti-theft systemSki theft sucks, and some ski areas are better at fighting it than others. One of the best I'm aware of is Wachusett, Massachusetts, which has installed a comprehensive system of ski-rack-to-parking-lot cameras that has reduced thieves' success rate to near zero. “A lot of times, the police will be waiting for them when they get home with the stolen board,” longtime Wachusett President Jeff Crowley told me on a 2022 visit to the ski area.The Storm explores the world of lift-served skiing all year long. Join us. Get full access to The Storm Skiing Journal and Podcast at www.stormskiing.com/subscribe

In this episode, Therese Markow and Law Professor Anya Prince discuss the pros and cons of direct-to-consumer (DTC) genetic testing. DTC testing, which began in the 1990s and grew significantly by the 2010s, allows individuals to purchase genetic tests without a doctor's prescription. By 2021, 100 million people globally used DTC testing. Companies like 23andMe and Ancestry offer ancestry, health, and wellness information. However, concerns include data privacy, potential genetic discrimination, and the accuracy of health results. Professor Prince breaks down the 2023 data breach at 23andMe, discusses what DTC companies do with customer data (including DNA samples), and what third parties may be interested in the data collected by these companies.     Key Takeaways: There are hundreds of DTC genetic testing companies out there with a variety of levels of security measures. Some are going to be more secure than others.  Depending on which DTC company you use, some will destroy your genetic sample, but others may keep it indefinitely, potentially for future research and use. The US doesn't have any general data privacy protections, nor any broad genetic privacy action or protection. However, many states are beginning to pass general data protection laws.  There is no right or wrong answer for participating in genetic testing. It is something each needs to weigh the pros and cons for themselves and understand what is important to them and the risks they are willing to take.    "For the most part, DTC companies can do a lot with your data, and the customer doesn't have too much control over it. The main protection is a company's privacy policy." —  Anya Prince   Connect with Anya Prince: Professional Bio: https://law.uiowa.edu/people/anya-prince  Publications: https://library.law.uiowa.edu/anya-er-prince    LinkedIn: https://www.linkedin.com/in/anya-prince-3a06b171/    Connect with Therese: Website: www.criticallyspeaking.net Threads: @critically_speaking Email: theresemarkow@criticallyspeaking.net   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Artificial intelligence has cemented itself as the latest world-altering technology. It follows the same lineage as electricity, the television, the internet — the list goes on. Depending on who you talk to, AI is the greatest thing ever or the thing that will destroy the world, with lots of room in the middle for discussion and experimentation. But within the bigger AI fascination, there's a smaller yet critical conversation about how this technology might help or harm people who learn and think differently. That's why we brought in Dr. Amy Gaeta for this week's “Hyperfocus.” She's an AI ethicist and researcher who also has autism, giving her a unique insight that she shares on our latest episode. For more on this topicAmy's websiteWhat is assistive technology?6 ways AI can help you manage ADHD symptomsHow software and apps can help with math challengesUnderstood AssistantTimestamps(03:40) AI in the workplace(10:16) Disability justice and technology(13:45) AI's built-in bias against disability (17:15) How to find helpful, safe AI uses(21:08) Chatbot therapy (25:14) What does the future hold for AI and neurodivergence? For a transcript and more resources, visit the Hyperfocus page on Understood.org. We love hearing from our listeners! Email us at hyperfocus@understood.org. Explore Through My Eyes today. Step into the world of three kids with ADHD, dyslexia, and dyscalculia — helping you see differently so you can act differently.Understood.org is a nonprofit organization dedicated to empowering people with learning and thinking differences, like ADHD and dyslexia. If you want to help us continue this work, donate at understood.org/give Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

It is the first year of a new reign, so come and let's take a look at how it all begins. For more, check out our blog page at: https://sengokudaimyo.com/podcast/episode-135 Rough Transcript   Welcome to Sengoku Daimyo's Chronicles of Japan.  My name is Joshua and this is episode 135: Year One The officials of the Ministry of Kami Affairs bustled to and fro as they prepared the ritual grounds and the temporary buildings.  They were carefully erecting the structures, which would only be used for a single festival, and then torn down, but this would be an important festival.  It was the harvest festival, the Niiname-sai, the festival of the first-fruits.  Rice, from the regions of Tamba and Harima, specifically chosen through divination, would be offered to his majesty along with the kami who had blessed the land.  But this time, there was more. After all, this was the first harvest festival of a new reign, and they had orders to make it special.  The ascension ceremony had been held earlier in the year, but in some ways that was just a prelude.  There had been various rituals and ceremonies throughout the year emphasizing that this year was special—even foreign lands were sending envoys to congratulate him on the event.  But this wasn't for them.  This was the sovereign taking part, for the first time, in one of the most important ceremonies of the year.  After all, the feast of first-fruits was the culmination of all that the kami had done, and it emphasized the sovereign's role as both a descendant of heaven and as the preeminent intercessor with the divine spirits of the land. And so they knew, that everything had to be bigger, with even more pomp and circumstance than normal.  This wouldn't just be about the new rice.  This would be a grand ceremony, one that only happened once in a generation, and yet which would echo through the centuries.  As the annual harvest festival, it was an ancient tradition.  But as something new—as the Daijosai—it was something else all together. And it would have to be perfect!   Last episode we talked about the Kiyomihara palace and a little bit about what it was like in the court of Ohoama, aka Temmu Tennou.  After defeating the Afumi court supporting his nephew, Ohotomo, in 672, Ohoama had taken control of the government.  He moved back to Asuka, and into the refurbished Okamoto palace, building a southern exclave known to us today as the Ebinoko enclosure, which held one large building, which may have been a residence or a ceremonial structure—possibly the first “Daigokuden” or ceremonial hall. Ohoama's court built on the ideas that his brother, Naka no Oe, aka Tenji Tennou, had put forth since the Taika era.  This was a continuation of the form of government known as the Ritsuryo system, or Ritsuryo-sei, literally a government of laws and punishments, and Ohoama had taken the reins.  He seems to have taken a much more direct approach to governance compared to some of his predecessors. For instance, the role of the ministerial families was reduced, with Ohoama or various princes—actual or invented relatives of the throne—taking a much more prominent role.  He also expanded access to the central government to those outside of the the Home Provinces.  After all, it was the traditional ministerial families—the Soga, the Nakatomi, and even the Kose—who had been part of the Afumi government that he had just defeated.  Meanwhile, much of his military support had come from the Eastern provinces, though with prominent indications of support from Kibi and Tsukushi as well. This episode we are going to get back to the events documented in the Chronicles, looking just at the first year of Ohoama's reign.  Well, technically it was the second year, with 672 being the first, but this is the first year in which he formally sat on the throne.  There's plenty going on in this year to fill a whole episode: it was the year of Ohoama's formal ascension, and there were numerous festivals, ceremonies, and other activities that seem to be directly related to a fresh, new start.  We will also look at the custom of handing out posthumous ranks, particularly to those who supported Ohoama during the Jinshin no Ran, and how that relates to the various ranks and titles used in Ohoama's court.  We have envoys from three different countries—Tamna, Silla, and Goguryeo—and their interactions with the Dazaifu in Tsukushi.  Finally, we have the first Daijosai, one of the most important ceremonies in any reign. And so, let's get into it.   The year 673 started with a banquet for various princes and ministers, and on the 27th day of the 2nd month, Ohoama formally assumed the throne at what would come to be known as Kiyomihara Palace.  Uno, his consort, who had traveled with him through the mountains from Yoshino to Ise, was made his queen, and their son, Royal Prince Kusakabe, was named Crown Prince.  Two days later they held a ceremony to convey cap-ranks on those deemed worthy. We are then told that on the 17th day of the following month, word came from the governor of Bingo, the far western side of ancient Kibi, today the eastern part of modern Hiroshima.  They had caught a white pheasant in Kameshi and sent it as tribute.  White or albino animals were seen as particularly auspicious signs, and no doubt it was taken as an omen of good fortune for the reign.  In response, the forced labor from Bingo, which households were required to supply to the State, was remitted.  There was also a general amnesty granted throughout the land. That same month we are also told that scribes were brought in to Kawaradera to copy the Issaiko—aka the Tripitaka, or the entirety of the Buddhist canon.  That would include hundreds of scrolls.  This clearly seems to be an act of Buddhist merit-making:  by copying out the scrolls you make merit, which translates to good karma.  That would be another auspicious start to the reign, and we see frequently that rulers would fund sutra copying—or sutra recitations—as well as temples, statues, bells and all other such things to earn Buddhist merit.  As the ruler, this merit didn't just accrue to you, but to the entire state, presumably bringing good fortune and helping to avert disaster. However, it wasn't just the Law of the Buddha that Ohoama was appealing to.  In the following entry, on the14th day of the 4th month, we are told that Princess Ohoki was preparing herself at the saigu, or abstinence palace, in Hatsuse—known as Hase, today, east of modern Sakurai, along the Yonabari river, on the road to Uda.  Ohoki was the sister of Prince Ohotsu.  Her mother was Ohota, the Queen's elder sister, making her a grandchild of Naka no Ohoye as well as the daughter of Ohoama.  Princess Ohoki's time at the abstinence palace was so that she could purify herself.  This was all to get her ready to head to Ise, to approach none other than the sun goddess, Amaterasu Ohokami. With all of these events, we see the full panoply of ritual and ceremony on display.  The formal, legal ceremonies of ascension and granting of rank.  The declaration of auspicious omens for the reign.   There is the making of Buddhist merit, but also the worship of the kami of the archipelago.  This is not an either-or situation.  We are seeing in the first half of this first year the fusion of all of these different elements into something that may not even be all that sensational to those of us, today.  After all, anyone who goes to Japan is likely well-accustomed to the way that both Buddhist and Shinto institutions can both play a large part in people's lives.  While some people may be more drawn to one than the other, for most they are complimentary. That isn't how it had to be.  For a time, it was possible that Buddhism would displace local kami worship altogether.  This was the core of the backlash that we saw from groups like the Nakatomi, whose role in kami-focused ceremonies was threatened by the new religion.  Indeed, for a while now it seems like mention of the kami has taken a backseat to Buddhist temples and ceremonies in the Chronicles.  Likewise, as a foreign religion, Buddhism could have also fallen out of favor.  It was not fore-ordained that it would come to have a permanent place on the archipelago.  This tension between local kami worship—later called Shinto, the Way of the Kami—and Buddhist teachings would vary throughout Japanese history, with one sometimes seen as more prestigious or more natural than the other, but neither one would fully eclipse the other. One could say that was in part due to the role that Amaterasu and kami worship played in the court ceremonies.  However, even there indigenous practices were not necessarily safe.  The court could have just as easily imported Confucian rituals, and replaced the spiritual connection between the sovereign and the kami with the continental style Mandate of Heaven. And thus, the choices that were being made at this time would have huge implications for the Japanese state for centuries to come. I should note that it is unlikely that this spontaneously arose amongst the upper class and the leadership.  I doubt this was just Ohoama's strategy to give himself multiple levers of power—though I'm not saying he wasn't thinking about that either.  But the only way that these levers existed was through their continued life in the culture and the people of the time.  If the people didn't believe in Buddhist merit, or that the kami influenced their lives, then neither would have given them much sway.  It was the fact that these were a part of the cultural imaginary of the state, and how people imagined themselves and their surroundings, that they were effective tools for Ohoama and his government. And so it seems that Ohoama's first year is off to a smashing success.  By the fifth month he is already issuing edicts—specifically on the structure of the state, which we discussed some last episode. But the high could not be maintained indefinitely.  And on the 29th day of the 5th month we have what we might consider our first negative entry, when Sakamoto no Takara no Omi passed away. You may remember Sakamoto, but I wouldn't blame you if you didn't.  He was the commander in the Nara Basin, under general Wofukei, who took 300 troops to Tatsuta.  From there he advanced to the Hiraishi plain and up to the top of Mt. Takayasu, to confront the Afumi forces that had taken the castle.  They fled, and Takara and his men overnighted at the castle.  The next day they tried to intercept Afumi troops advancing from the Kawachi plain, but they were forced to fall back to a defensive position.   We covered that in Episode 131 with the rest of the campaign in the Nara Basin. Takara's death is the first of many entries—I count roughly 21 through this and the following reign—which, for the most part, are all similarly worded.  Sakamoto no Takara no Omi, of Upper Daikin rank, died.  He was posthumously granted the rank of Shoushi for service in the Year of Mizu-no-e Saru, aka Jinshin.  We are told the individual, their rank at the time of their death, and then a note about a posthumous grant of rank.  Upper Daikin was already about the 7th rank from the top in the system of 664, and Shoushi would be the 6th rank, and one of the “ministerial” ranks.  This is out of 26, total.  “Kin” itself was the fourth of about 7 categories, and the last category that was split into six sub-ranks, with greater and lesser (Daikin and Shokin), each of which was further divided into Upper, Middle, and Lower ranks.  There's a lot to go into, in fact a little too much for this episode, so for more on the ranks in use at the start of the reign, check out our blogpost for this episode.        The giving of posthumous rank is mostly just an honorific.  After all, the individual is now deceased, so it isn't as if they would be drawing more of a stipend, though their new ranks may have influenced their funerary rites and similar things. As I said, on a quick scan of the text, I counted  21 of these entries, though there may be a few more with slightly different phrasing or circumstances.  Some of them were quite notable in the record, while others may have only had a mention here or there.  That they are mentioned, though, likely speaks to the importance of that connection to such a momentous year.  The Nihon Shoki is thought to have been started around the time of Ohoama or his successor, along with the Kojiki, and so it would have been important to people of the time to remind everyone that their ancestors had been the ones who helped with that momentous event.  It really isn't that much different from those who proudly trace their lineage back to heroes of, say, the American Revolution, though it likely held even more sway being closer to the actual events. After the death of Sakamoto no Takara, we get another death announcement.  This is of someone that Aston translates as “Satek Syomyeong” of Baekje, of Lower Daikin rank.  We aren't given much else about him, but we are told that Ohoama was shocked.  He granted Syomyeong the posthumous rank of “Outer Shoushi”, per Aston's translation.  He also posthumously named him as Prime Minister, or Desapyong, of Baekje. There are a few clues about who this might be, but very little to go on.  He is mentioned in 671, during the reign of Naka no Oe, when he received the rank of Upper Daikin along with Minister—or Sapyong—Yo Jasin.  It is also said in the interlinear text that he was the Vice Minister of the Ministry of Judgment—the Houkan no Taifu.  The Ministry of Judgment—the Houkan or perhaps the Nori no Tsukasa—is thought to have been the progenitor of the later Shikibu, the Ministry of Ceremony.  One of the major roles it played was in the selection of candidates for rank, position, and promotion. We are also told that in the year 660, in the reign of Takara Hime, one of the nobles captured in the Tang invasion of Baekje was “Desapyong Satek”, so perhaps this Syomyeong was a descendant or relative of the previous prime minister, who fled to Yamato with other refugees.  We also have another record from 671 of a Satek Sondeung and his companions accompanying the Tang envoy Guo Yacun.  So it would seem that the Sathek family was certainly notable The name “Satek” shows up once more, though Aston then translates it as “Sataku”, like a monk or scholar's name.  “Sataku” would be the Japanese on'yomi pronunciation of the same characters, so perhaps another relative. What we can take away from all of this is that the Baekje refugee community is still a thing in Yamato.  This Satek Seomyeong has court rank—Upper Daikin rank, just like Sakamoto, in the previous entry.  And we know that he had an official position at court—not just in the Baekje court in exile.  We'll see more on this as the community is further integrated into the rest of Society, such that there would no longer be a Baekje community, but families would continue to trace their lineages back to Baekje families, often with pride. The other odd thing here is the character “outer” or “outside” before “Shoushi”.  Aston translates it as part of the rank, and we see it show up a total of four times in some variation of “Outer Lesser X rank”.  Mostly it is as here, Outer Lesser Purple.  Later we would see a distinction of “outer” and “inner” ranks, which this may be a version of.  Depending on one's family lineage would denote whether one received an “outer” or “inner” rank, and so it may be that since Satek Syomyeong was from the Baekje community, it was more appropriate for him to have an “outside” rank. “Outer” rank would also be given to Murakuni no Muraji no Woyori, the general who had led the campaign to Afumi, taking the Seta bridge.  He was also posthumously given the rank of “Outer Shoushi” upon his death in 676.  Murakuni no Woyori is the only person of that surname mentioned around this time, so perhaps he wasn't from one of the “core” families of the Yamato court, despite the service he had rendered.  We also have at least one other noble of Baekje who is likewise granted an ”outer” rank. On the other side there are those like Ohomiwa no Makamuta no Kobito no Kimi, who was posthumously granted the rank of “Inner” Shoushi.  Here I would note that Ohomiwa certainly seems to suggest an origin in the Nara Basin, in the heartland of Yamato. The terms “Inner” and “Outer” are only used on occasion, however, and not consistently in all cases.  This could just be because of the records that the scribes were working off of at the time.  It is hard to say, exactly. All of these entries about posthumous ranks being granted tend to refer to cap ranks, those applying to members of various Uji, the clans that had been created to help organize the pre-Ritsuryo state. The Uji and their members played important roles in the court and the nation, both as ministers and lower functionaries.  But I also want to mention another important component of Ohoama's court, the members of the princely class, many of whom also actively contributed to the functioning of the state.  Among this class are those that Aston refers to as “Princes of the Blood”, or “Shinnou”.  These include the royal princes, sons of Ohoama who were in line for the throne, but also any of his brothers and sisters.  Then there were the “miko”, like Prince Kurikuma, who had been the Viceroy in Tsukushi, denying troops to the Afumi court.  Those princes claimed some lineal descent from a sovereign, but they were not directly related to the reigning sovereign.  In fact, it isn't clear, today, if they were even indirectly related to the reigning sovereign, other than through the fact that the elites of the archipelago had likely been forming marriage alliances with one another for centuries, so who knows.  And maybe they made their claims back to a heavenly descendant, like Nigi Hayahi.  Either way, they were the ones with claims—legitimate or otherwise—to royal blood.  Notably, the Princes did not belong to any of the Uji, , and they didn't have kabane, either—no “Omi”, “Muraji”, “Atahe”, et cetera. They did, at least from this reign forward, have rank.  But it was separate and different from the rank of the Uji members.  Members of the various Uji were referred to with cap rank, but the Princely ranks were just numbered—in the Nihon Shoki we see mention of princes of the 2nd through 5th ranks—though presumably there was also a “first” rank.  It is not entirely clear when this princely rank system was put into place, but it was probably as they were moving all of the land, and thus the taxes, to the state.  Therefore the court would have needed to know what kind of stipend each prince was to receive—a stipend based on their rank.  These ranks, as with later numbered ranks, appear to have been given in ascending order, like medals in a tournament:  first rank, second rank, third rank, etc. with fifth rank being the lowest of the Princely ranks. Many of these Princes also held formal positions in the government.  We saw this in Naka no Oe's reign with Prince Kurikuma taking the Viceroy-ship of Tsukushi, but during Ohoama's reign we see it even more. Beneath the Princes were the various Ministers and Public Functionaries—the Officers of the court, from the lowest page to the highest minister.  They were members of the elite noble families, for the most part, or else they claimed descent from the elite families of the continent.  Either way they were part of what we would no doubt call the Nobility.  Their cap-rank system, mentioned earlier, was separate from that used by the Princes. And, then at the bottom, supporting this structure, were the common people.  Like the princes, they did not necessarily have a surname, and they didn't really figure into the formal rank system.  They certainly weren't considered members of the titled class, and often don't even show up in the record.  And yet we should not forget that they were no doubt the most numerous and diverse group for the majority of Japanese history.  Our sources, however, have a much more narrow focus. There is one more class of people to mention here, and that is the evolving priestly class.  Those who took Buddhist orders and became Buddhist monks were technically placed outside of the social system, though that did not entirely negate their connections to the outside world.  We see, for example, how Ohoama, even in taking orders, still had servants and others to wait on him.  However, they were at least theoretically outside of the social hierarchy, and could achieve standing within the Buddhist community through their studies of Buddhist scripture.  They had their own hierarchy, which was tied in to the State through particular Buddhist officers appointed by the government, but otherwise the various temples seem to have been largely in charge of their own affairs. But anyway, let's get back to the Chronicles. Following closely on the heels of Satek Syomyeong's passing, two days later, we have another entry, this one much more neutral.  We are told that Tamna, aka the kingdom on Jeju island off the southern tip of the Korean peninsula, sent Princes Kumaye, Tora, Uma, and others with tribute. So now we are getting back into the diplomatic swing of things.  There had been one previous embassy—that of Gim Apsil of Silla, who had arrived just towards the end of the Jinshin War, but they were merely entertained in Tsukushi and sent back, probably because Ohoama's court were still cleaning house. Tamna, Silla, and Goguryeo—usually accompanied by Silla escorts—would be the main visitors to Yamato for a time.  At this point, Silla was busy trying to get the Tang forces to leave the peninsula.  This was partly assisted by the various uprisings in the captured territories of Goguryeo and Baekje—primarily up in Goguryeo.  There were various attempts to restore the kingdom.  It isn't clear, but I suspect that the Goguryeo envoys we do eventually see were operating largely as a vassal state under Silla. Tamna, on the other hand, seems to have been outside of the conflict, from what we see in the records, and it likely was out of the way of the majority of any fighting.  They also seem to have had a different relationship with Yamato, based on some of the interactions. It is very curious to me that the names of the people from Tamna seem like they could come from Yamato.  Perhaps that is related in some way to theories that Tamna was one of the last hold-outs of continental proto-Japonic language prior to the ancestor of modern Korean gaining ascendancy.  Or it could just be an accident of how things got copied down in Sinitic characters and then translated back out. The Tamna mission arrived on the 8th day of the 6th intercalary month of 673.  A Silla embassy arrived 7 days later, but rather than tribute, their mission was twofold—two ambassadors to offer congratulations to Ohoama and two to offer condolences on the late sovereign—though whether that means Naka no Oe or Ohotomo is not exactly clear.  All of these arrived and would have been hosted, initially, in Tsukushi, probably at modern Fukuoka.  The Silla envoys were accompanied by Escorts, who were briefly entertained and offered presents by the Dazaifu, the Yamato government extension on Kyushu, and then sent home.  From then on, the envoys would be at the mercy of Yamato and their ships. About a month and a half later, on the 20th day of the 8th month, Goguryeo envoys also showed up with tribute, accompanied by Silla escorts.  Five days later, word arrived back from the court in Asuka.  The Silla envoys who had come to offer congratulations to the sovereign on his ascension were to be sent onwards.  Those who had just come with tribute, however, could leave it with the viceroy in Tsukushi.    They specifically made this point to the Tamna envoys, whom they then suggested should head back soon, as the weather was about to turn, and they wouldn't want to be stuck there when the monsoon season came. The Tamna cohort weren't just kicked out, however.  The court did grant them and their king cap-rank.  The envoys were given Upper Dai-otsu, which Yamato equated to the rank of a minister in Tamna. The Silla envoys—about 27 in total—made their way to Naniwa.  It took them a month, and they arrived in Naniwa on the 28th day of the 9th month.  Their arrival was met with entertainments—musical performances and presents that were given to the envoys.  This was all part of the standard diplomatic song and dance—quite literally, in this case. We aren't given details on everything.  Presumably the envoys offered their congratulations, which likely included some presents from Silla, as well as a congratulatory message.  We aren't given exact details, but a little more than a month later, on the first day of the 11th month, envoy Gim Seungwon took his leave. Meanwhile, the Goguryeo envoys, who, like Tamna, had arrived merely with tribute, were still in Tsukushi.  On the 21st day of the 11th month, just over two months after they arrived, we are told that they were entertained at the Ohogohori in Tsukushi and were given presents based on their rank. The Ohogohori, or “Big District”, appears to mirror a similar area in Naniwa that was likewise known for hosting diplomatic envoys. With the diplomatic niceties over, there was one more thing to do in this first year of the new reign: the thanksgiving ritual always held at the beginning of a new reign, the Daijosai, or oho-namematsuri.  This is a harvest ritual where the newly enthroned sovereign offers new rice to the kami and then eats some himself.  At least in the modern version, he gives thanks and prays to Amaterasu Ohomikami, as well as to the amatsu-kami and kunitsu-kami, the kami of heaven and earth. The Daijosai shares a lot in common with another important annual festival, the Niinamesai, or the Feast of First Fruits.  This is the traditional harvest festival, usually held in November.  The Daijosai follows much the same form as the Niinamesai, and as such, in years where there is a new sovereign, and thus the Daijosai is held, the Niinamesai is not, since it would be duplicative. Many of the rituals of the Daijosai are private affairs and not open to the public. There are various theories about what happens, but only those who are part of the ritual know for sure, and they are sworn to secrecy. The first instance of the Daijosai in the Chronicles is during the reign of Shiraga Takehiko Kunioshi Waka Yamato Neko, aka Seinei Tennou, in the 5th century, but we should take that with a huge grain of salt.  Remember, one of the purposes behind the chronicles was to explain how everything came to be, and saying “we just made it up” wasn't really going to fly. I've seen some sources suggest that the Daijosai can be attributed to the first reign of Ohoama's mother, Takara Hime, aka Kougyoku Tennou.  The term used in her reign, though is Niiname, which seems to refer to the annual Niinamesai, though she is the first in the Chronicles that seems to celebrate it in the first year of her reign, sharing with the Crown Prince and Ministers. It is likely that the ritual is much older in origin.  After all, giving the first fruits of the harvest to the kami to thank them for their assistance seems like the core of harvest festivals around the world.  We see it mentioned as the Niinamesai in much of the rest of the Nihon Shoki, even back to the Age of the Gods, when it played an important part in the stories of Amaterasu and Susanowo.  It is in Ohoama's reign, though, that it seems to first take on its character as a true ritual of the state.  We see that the Nakatomi and the Imbe were involved.  Together these two families oversaw much of the court ritual having to do with kami worship.  We also know that the officials of the Jingikan, the Ministry of Kami Affairs, were also present, as they were all given presents for attending on the sovereign during the festival.  We also see that the district governors of Harima and Tamba, which were both in the area of modern Hyougo Prefecture, as well as various laborers under them, were all recognized with presents as well.  We can assume that this was because they provided the rice and other offerings used in the festival.  In addition to the presents they received, the two governors were each given an extra grade of cap-rank. Another Daijosai would be carried out in the first year of Ohoama's successor, and from there on it seems to have become one of if not *the* major festival of a reign.  It marks, in many ways, the end of the first year of ceremonies for the first year of a reign.  And even in other years, the Niinamesai is often one of the pre-eminent festivals. The Daijosai may have been the climax of the year in many ways, but the year was not quite done yet.  We have two more entries, and both are related to Buddhism.  First, on the 17th day of the 12th month, just twelve days after the Daijosai, Prince Mino and Ki no Omi no Katamaro were appointed Commissioners for the erection of the Great Temple of Takechi—aka the Ohomiya no Ohodera, also known as the Daikandaiji. The Daikandaiji was a massive temple complex.  It is thought that it was originally a relocation of Kudara Ohodera, and we have remains at the foot of Kaguyama—Mt. Kagu, in the Asuka region of modern Kashihara city.  Many of the ruins, however, seem to date to a slightly later period, suggesting that the main temple buildings were rebuilt after Ohoama's reign.  Still, it is quite likely that he had people start the initial work. In setting up the temple, of course it needed a head priest.  And so Ohoama called upon a priest named Fukurin and made him an offer he couldn't refuse… literally.  Fukurin tried to object to being posted as the head priest.  He said that he was too old to be in charge of the temple.  Ohoama wasn't having any of it.  He had made up his mind, and Fukurin was in no position to refuse him. A quick note on the two commissioners here.  First off, I would note that Prince Mino here isn't mentioned as having Princely rank.  Instead, he is mentioned with the ministerial rank of Shoushi.  Ki no Katamaro, on the other hand, is Lower Shoukin, several grades below.  Once again, a bit of confusion in the ranks, as it were. The final entry for the year 673 occurred 10 days after the erection of the great temple, and it was a fairly straightforward entry:  The Buddhist Priest, Gijou, was made Shou-soudzu, or Junior Soudzu.  Junior Soudzu was one of the government appointed positions of priests charged with overseeing the activities of the priests and temples and holding them to account as necessary.  Originally there was the Soujou and the Soudzu, but they were later broken up into several different positions, likely due to the proliferation of Buddhism throughout the archipelago. There doesn't seem to be much on Gijou before this point, but we know that he would go on to live a pretty full life, passing away over thirty years later, in 706 CE. He would outlive Ohoama and his successor.  And with that, we come to the end of the first year.  I am not planning to go year by year through this entire reign—in fact, we have already touched on a lot of the various recurring entries.  But I do think that it is worth it to see how the Chronicles treat this first year for a reign that would have been considered pretty momentous to the people of the time. Next episode we'll continue going through the reign of Ohoama, aka Temmu Tennou.  There is a lot going on, which, as I've said, will influence the nation for centuries—even up until the modern day. Until then, if you like what we are doing, please tell your friends and feel free to rate us wherever you listen to podcasts.  If you feel the need to do more, and want to help us keep this going, we have information about how you can donate on Patreon or through our KoFi site, ko-fi.com/sengokudaimyo, or find the links over at our main website,  SengokuDaimyo.com/Podcast, where we will have some more discussion on topics from this episode. Also, feel free to reach out to our Sengoku Daimyo Facebook page.  You can also email us at the.sengoku.daimyo@gmail.com.  Thank you, also, to Ellen for their work editing the podcast. And that's all for now.  Thank you again, and I'll see you next episode on Sengoku Daimyo's Chronicles of Japan.  

Join A Team to Learn a Lot or Little?  Depending on what you are looking for in a position or a new team or even an existing team.  My tendency to find a team I can learn a lot vs. a little.  A good scrum team allows their teammates to dabble in a little bit of everything as it is a win-win option. Early in my career I had the option to join large companies that would have me work in one area of the business, but what was really useful over my entire career was the ability to move around and contribute in more than one area. Now a days it would be just a front desk/order intake or maybe front end coder or testing only or database or back-end code or prep-cook or sales or designer of fasteners in mechanical engineering.  All is good stuff by the way.  But it is important to understand a little bit of everything. Talking We Team and HR Wednesday on the #5amMesterScrum show 1285 Audio Podcast version

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews James Swanke, Lecturer in Risk and Insurance at the University of Wisconsin-Madison's Wisconsin School of Business. He currently serves as Director of the Risk Management and Insurance MBA program. Justin and Jim talk about his 42 years of experience in Risk Consulting with Willis Towers Watson, and his specialties there, particularly with captives. They discuss the University of Wisconsin-Madison Risk Management and Insurance MBA program, what the students learn, and the competitions they have won in the last year, and they look forward to winning this year. Also, Jim tells of disc jockeying in college, from Classic Rock to Polka.   Listen to learn about captive design, how to prepare for emerging trends, and who wrote the best music of the '70s.   Key Takeaways: [:01] About RIMS and RIMScast. [:17] About this episode of RIMScast. This is our special International Podcast Day episode because it's released on September 30th. We will be joined by Jim Swanke. He's a lecturer in the Risk Management Program of the University of Wisconsin. [:46] Jim started his career in broadcasting, and he still has the voice. We've got a lot to talk about today! [:54] RIMS-CRMP Prep Workshops! The next RIMS CRMP Prep Workshops will be held on October 29th and 30th and led by John Button. [1:06] The next RIMS-CRMP-FED Virtual Workshop will be held on November 11th and 12th and led by Joseph Mayo. Links to these courses can be found through the Certifications page of RIMS.org and through this episode's show notes. [1:23] RIMS Virtual Workshops! RIMS has launched a new course, “Intro to ERM for Senior Leaders.” It will be held again on November 4th and 5th and will be led by Elise Farnham. [1:39] On November 11th and 12th, Chris Hansen will lead “Fundamentals of Insurance”. It features everything you've always wanted to know about insurance but were afraid to ask. Fear not; ask Chris Hansen! RIMS members always enjoy deep discounts on virtual workshops! [1:58] The full schedule of virtual workshops can be found on the RIMS.org/education and RIMS.org/education/online-learning pages. A link is also in this episode's notes. [2:09] Several RIMS Webinars are being hosted this Fall. On October 9th, Global Risk Consultants returns to deliver “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes”. [2:22] On October 16th, Zurich returns to deliver “Jury Dynamics: How Juries Shape Today's Legal Landscape”. On October 30th, Swiss Re will present “Parametric Insurance: Providing Financial Certainty in Uncertain Times”. [2:39] On November 6th, HUB will present “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World”. Register at RIMS.org/Webinars. [2:51] We're very excited that today is International Podcast Day! Before we celebrate, I wanted to take a moment to acknowledge and mourn the passing of Todd Cochrane. Todd was a podcast pioneer. [3:06] I've linked in this episode's show notes to a wonderful obituary from Podnews®, about his career, starting with his time in the Navy up to launching his own podcast, and writing Podcasting: The Do It Yourself Guide, from Wiley Publishing in 2005. [3:25] Over the last couple of months, I've had the pleasure of communicating with Todd over email for the Podcast Awards, and it was only last week that I saw the unfortunate news of his passing, which occurred suddenly on September 8th. [3:30] Our condolences go out to his family, friends, and the greater podcasting industry. [3:47] On with the show! This is our special International Podcast Day episode, and I am delighted to be joined by James Swanke, the Director of the Risk Management and Insurance MBA Program at the Wisconsin School of Business at the University of Wisconsin-Madison. [4:06] Jim spent four decades at WTW, specializing in financial and strategic planning issues, as well as captive insurance company design. [4:18] Jim was recently quoted in a new professional report, available on the RIMS Risk Knowledge page, and sponsored by LineSlip Solutions, titled “The Future of Captive Insurance: Governance, Technology, and Performance Optimization.” [4:32] Jim got his start at the University of Wisconsin in broadcasting. We're going to talk about his career path and how being a disc jockey led him to where he is today, educating the next generation of risk professionals. Let's get to it! [4:50] Interview! Jim Swanke, welcome to RIMScast! [5:38] When Jim was in high school, he competed in forensics, in extemporaneous speaking. He did very well. He did well at the University of Wisconsin-Madison, and it got put in the newspaper. WLDY, in Ladysmith, Wisconsin, saw it in the newspaper and contacted him. [6:03] They were looking for a radio jock to “spin vinyls,” do some DJing, and read sports and news. That job helped Jim get into the University of Wisconsin-Madison. [6:21] Jim studied actuarial science and risk management. He went into the Bachelor's program, the MBA program, and the graduate program in risk management, insurance, and corporate finance. [6:40] Jim was hired by the Wyatt Company and did lots of feasibility studies. After 42 years at Willis Towers Watson, he retired. Now he teaches at the University of Wisconsin-Madison. [6:57] Broadcasting set Jim on his path. He says that everything about what we do in the captive and risk management area is about communication. If you're not communicating, listening, helping out, and building stuff, you're not going to be a success. [7:28] When Jim was a DJ at WLDY, they played different kinds of music. On Sundays, he played polka music. On Saturdays, it was country western, and Monday through Friday, it was rock music. Rock music is what he enjoys. At the top of every hour, he did the news and weather. [8:13] Justin recalls his own career. He was just waiting for podcasting to be invented, then he was able to make it all work out. [8:31] Jim worked with captives at Willis Towers Watson. He is quoted in a new LineSlip paper, “The Future of Captive Insurance: Governance, Technology, and Performance Optimization.” Justin saw his name there and thought it would be good to have him on RIMScast. [8:53] Jim described captives as a lifeline during extreme market conditions, comparing today's hard market to the turbulence of the 1980s. Jim tells what makes captives effective under hard conditions. Captives allow organizations to control their own destiny. [9:20] When you're in a hard market, having a captive allows you to take premiums that you normally pay to a commercial insurance carrier and put them into your captive insurance company. A captive is a subsidiary of the captive owner. [9:41] Most of the Fortune 500 companies in the United States have a captive. It allows them to arbitrage whatever's going on in the insurance marketplace. When we're having a difficult market, they put more of their premiums into the captive and rely on the captive more. [9:58] When the market softens, carriers may provide insurance at premiums that are lower than the expected losses. Organizations will buy commercial insurance all the time when the premiums are less than their projected losses. [10:14] Depending on where it is in the market, a captive has a role in an organization's risk management program. [10:27] Jim says a lot of organizations have looked to captives since 2020. We were in the midst of the pandemic, with all kinds of economic hardship. The insurance industry was in despair, as well. A lot of insurance companies cut back on the limits they were willing to offer. [10:49] Insurance companies put additional exclusions onto their insurance, so organizations had to rely on their own sophisticated ways of financing their losses. If they hadn't set up a captive, they set up a captive. If they had a captive in the past, they re-engineered it to do more. [11:15] They also used their captives to access the reinsurance marketplace. Reinsurance is insurance for insurance companies. A captive can be used as a platform to access reinsurers. [11:37] Even in difficult markets, having reinsurers involved created more competition, provided more limits, and there was more flexibility in the coverage terms. [11:48] That was when the pandemic was going on, which triggered the hardening of the market and the lack of availability of insurance. Organizations with captives relied on them and did more. Organizations without captives had captive feasibility studies done and formed captives. [12:09] Jim says the CEO of a captive should be a senior person who will monitor what's going on, fairly senior in the organization. It's not a full-time position. It takes three or four hours a month, plus board meetings. [12:46] A captive is required to have a captive manager, who is an accountant. They keep the books and interface for the captive with the regulator. The President or CEO of the captive relies on the captive manager to do a lot of the daily work. [13:09] Jim says you need a senior person involved so people take the captive seriously. The senior person is going to be the driver in reducing the severity of loss through loss prevention and loss reduction. Having a senior person is so important to the success of the captive. [13:40] There are lots of considerations when you're looking to make changes to your captive. Changes could include adding emerging types of risks, like cyber risk. If you're a hospital, a lot of medical malpractice captives have been hugely successful and have grown surplus. [14:08] Healthcare institutions are passing on some of their capitated risk exposures into their captives because they've done quite well with their medical malpractice. These risks are not correlated with each other, so there is a diversification benefit. [14:22] As you look to make these changes, you need to look at increasing risk assumptions, different attachment points on reinsurance, and changing your investment policy. You have lots of levers, and if you make changes, you need to analyze what the impact will be on your captive. [14:52] Jim talks about leaning into technology. Before 9/11, we didn't have the sophisticated software we've created in the last few years. [15:06] To look at covering all the possibilities and changing your captives, from adding new coverages to reinsurance reattachment points, was a monumental amount of actuarial work to figure out how to optimize your captive. [15:19] Recently developed software looks at all the possibilities in terms of changing your captive to optimize what you're doing. 20 years ago, Jim would spend months doing the actuarial work, working with an investment bank and charging them heavy fees. [15:39] Now, with new software, what took Jim months and months to do can be done in a matter of two to three days. The productivity today, in terms of optimizing your captive, is far greater than it was 20 years ago, because of the software that has been developed. [15:55] Jim likes that the software looks at all the risks and how these risks interact with one another. Looking at risks in a captive holistically is very important because many of these risks are hardly correlated with one another. [16:15] Looking at risks holistically, you can figure out the diversification benefit of having all of these risks within your captive, which has a major impact on the amount of economic capital that your captive will need to maintain. This software has been a game-changer. [16:34] RIMS Events! On October 1st through the 3rd, the RIMS Western Regional Conference will be held in North San Jose at the Santa Clara Marriott. The agenda is live. It looks fantastic! Visit RIMSWesternRegional.com and register today! [16:55] On November 17th and 18th, join us in Seattle, Washington, for the RIMS ERM Conference 2025. The agenda is live. Check out Episode 357 for Justin's dialogue with ERM Conference Keynote Presenter Dan Chuparkoff on AI and the future of risk. [17:14] Visit the Events page of RIMS.org to register. [17:17] RISKWORLD 2026 will be in Philadelphia, Pennsylvania, from May 3rd through May 6th. RIMS members can now lock in the 2025 rate for a full conference pass to RISKWORLD 2026 when you register by September 30th! [17:32] This also lets you enjoy earlier access to the RISKWORLD hotel block. Register by September 30th, and you will also be entered to win a $500 raffle! Do not miss out on this chance to plan and score some of these extra perks! [17:46] The members-only registration link is on this episode's show notes. If you are not yet a member, this is the time to join us! Visit RIMS.org/Membership and build your network with us here at RIMS! [17:56] If you are listening to RIMScast on our broadcast day, that means today is September 30th. It is last call for registration at the Earlybird rate! [18:08] In the spirit of it being September 30th, which is International Podcast Day, let's return to our interview with Jim Swanke! [18:22] Jim is the Director of the Risk Management and Insurance MBA at the University of Wisconsin-Madison. The curriculum includes technology, AI, and automation. In his classes, Jim is using the new software he discussed earlier. [18:46] Jim taught a class the day before on the principles of risk management. He talked about how risks are interrelated with each other and how you need to analyze them holistically, figuring out how they are correlated, not in siloes. [19:13] The holistic view will give you the best answer in terms of the economic capital that will be required to put into your captive. If you're analyzing risks silo by silo for each risk, that will lead you to having more economic capital in your captive than you need. [19:35] Jim has learned, in 42 years of consulting, that the CFOs in these organizations don't want to trap cash in their captives. Teaching this software to this new generation of students, they will be able to step into the roles of captive managers that the industry will need. [20:07] We're at the tip of the iceberg with AI. We're still learning in Academia what the power of AI is going to be. Jim foresees AI being very important in handling claims and in underwriting. [20:30] AI will allow commercial insurance companies to have a better way of doing their pricing and making decisions on whether or not risks should be accepted. It will also be beneficial to captives. [20:43] Jim thinks AI will advance the technology far ahead. We're just beginning to touch on some of the advantages within the insurance industry and within captives. [21:05] Jim started teaching in 2011. When University of Wisconsin-Madison Professor Dan Anderson retired, Jim was chosen to teach a class on sustainability that was started by Professor Anderson. He has taught it since 2011. [21:41] At the time, some students did not think anything was going on with climate change. A couple of students stood up in class and said all of this was just made up. It was a fantasy. [22:03] Today, when Jim goes into class, students are there a half-hour early and stay late. They are very connected and working together to figure out how to reduce CO2 emissions to slow down the heating of the planet and the extreme weather events that are coming more often. [22:24] The class has evolved over the years, and the students are more engaged than they ever have been. [22:33] The students from the University of Wisconsin-Madison were the winners of the Spencer-RIMS Risk Management Challenge at RISKWORLD 2025 in Chicago. Jim knows all of those students and had a couple of them in his class yesterday. [23:04] The students won with the Huntington, West Virginia case study, a six-month project. Huntington is on the Ohio River, and with extreme weather events, flooding has become a big issue in that community. They competed with students around the world to solve the issue. [23:49] Each school's team came up with things that could be done and conducted an analysis on what they thought was the best way of handling it. The University of Wisconsin-Madison's team focused on resiliency with levees and dikes to hold back the flooding. [24:27] The four Wisconsin students presented their paper and won, out of 61 schools competing. The University of Wisconsin-Madison received $10K. The second-place university, DePaul, received $7.5K, and the third-place school, IIRM Hyderabad (past year winner), got $5K. [25:04] The University of Wisconsin-Madison team entered two other contests last year and won them both. The CICA Captive competition involved case studies around Kaneka captives. It required an essay and a PowerPoint deck. [25:52] The MBA students entered the A.M. Best competition for insurance solutions to a global issue. The students used a combination of parametric and indemnity triggers to provide insurance to the disadvantaged in the Caribbean and Latin America. [26:23] If there was hurricane damage, it would trigger a parametric to allow an amount of money to be paid immediately to these disadvantaged families. Then there would be the indemnity insurance that would look at the actual losses and true them up to the loss amount. [26:49] It involved the combination of parametrics and conventional indemnity insurance, which was noteworthy and probably pushed the team over the top. [27:11] The professor who was the advisor in the Spencer Challenge is Carl Barlett. Carl is an attorney by training, and he has the energy to work with bachelor's students. He's graduated hundreds of people out of his program over the last four or five years. [27:59] The University has Career Fairs where 60 or 70 companies will come to meet with students. That's a credit to Carl. Not a lot of companies will come to a university to meet with students. Because of the program he put together, lots of organizations want to hire students. [28:21] The University of Wisconsin-Madison business school is typically ranked number 1. [28:31] A Final Break! The Spencer Educational Foundation's goal to help build a talent pipeline of risk management and insurance professionals is achieved, in part, by its collaboration with risk management and insurance educators across the U.S. and Canada. [28:50] Since 1999, Spencer has awarded over $2.9 million to create more than 570 Risk Management Internships. The Internship Grants application process is now open through October 15th, 2025. [29:06] To be eligible, risk managers must be based in the U.S., Canada, or Bermuda. A link to the Internship Grants page is in this episode's show notes. You can always visit SpencerEd.org, as well. [29:19] Let's Get Back to Our Interview with Jim Swanke of the University of Wisconsin-Madison! [29:46] Jim tells his students that we don't know today what the emerging risks are going to be. What we need to do is design our risk management program and keep our eyes and ears open to what is going to happen next. [30:04] Jim cites The Black Swan, by Nassim Nicholas Taleb. It gets into what we need to do as people of risk management and societies to try to identify the emerging risks that will impact us going forward. [30:21] In risk management, we look at the past to try to project what's going to happen in the future. We were caught by the pandemic. Very little business interruption insurance was offered. If we had been forward-thinking, we would have thought about coverages for the emerging risks. [31:19] An emerging risk after 9/11 was that insurance companies put exclusions on their insurance policies, excluding terrorism. The Federal Government passed the Terrorism Risk Insurance Act (TRIA) and offered it as a backstop to insurance companies. [31:55] Anybody with a captive could access that reinsurance through the U.S. Treasury, using their captive insurance company. [32:23] Jim sees more employee benefits going into captives. The advantages you have in the P&C area are also in place for employee benefits. Organizations with large workers' compensation self-insurance programs are putting excess workers' compensation into captives. [32:57] Jim says you need to be nimble and on your toes. Emerging risks are going to come out over the next 10 to 15 or 20 years. Keep your eyes and ears open so when they emerge, you can deal with them to reduce the frequency and severity of loss and see how to finance them. [33:19] Jim highly recommends reading The Black Swan. It's a good way to begin to think about how you should think about emerging risks. [33:42] Jim says school is going really well. One thing he noticed this year is the diverse nature of his students. There are more disciplines within the risk management area that people are interested in. [33:56] In class recently, Jim had a group that was in the investment banking area, a group that was in HR, and a couple of students from China. There was a broad diversity in the class. [34:16] It enriches the conversation to have people coming from different places with different backgrounds and different educational experiences. It shows the power of having diversity in the classroom. It's exciting. [34:32] The class will write papers on Enterprise Risk Management and talk about captives, and more. They'll compete in the CICA Captive Competition again, to maintain their number one rating there! They're off to a great start! It's nice to see students so highly energized! [34:53] Jim says the future is bright with the students graduating from the Wisconsin School of Business at the University of Wisconsin-Madison. [35:22] Justin and others have liked Jim's broadcasting voice. Jim thanks Justin for commenting on it. [35:55] Jim's time as a DJ was 50 years ago. He recalls two or three instances of hot mikes, when some of the FCC's seven deadly words may have been spoken. He says nobody wants that, but it was a real learning experience. [36:29] Jim recalls when the studio tower was hit by lightning. Jim was alone in the radio station when it happened. Lightning bolts were flying around the building after the tower got hit. The station went off the air, and Jim had to figure out a way to put it back on the air. [36:58] Jim highly recommends to young people, if you get an opportunity to get involved with radio or TV, give it a shot, because it's a lot of fun! Justin ties it to podcasting and video blogging. [37:42] Jim likes all the music of 1976 and didn't have a favorite album. He likes Deep Purple and Bob Seger. He says there's no better songwriter than Bob Seger. There was a diversity of good music going out at that time. It was a wonderful time to be working in a radio station. [38:47] Justin is a father of two young people under 12 who like to listen to classic rock. “Dancing in the Moonlight,” by King Harvest, is a greatest hit in the family. They love Van Morrison. [39:56] On the subject of podcasting, Jim thinks there is an opportunity to develop content that helps the everyday American with their personal insurances, like homeowners, auto, health, life, and how they buy their insurances. [40:45] In class recently, the MBA students, the brightest and best, designing plans for New York investment banks and worldwide financial institutions, told Jim that they had questions about what to buy in auto policies and homeowners policies. [41:07] Jim states that an insurance podcast for the everyday American is something the industry needs to be doing. Justin suggests that members of the global RIMScast audience could pick up the baton and get to work! [41:27] Maybe it becomes part of the coursework for a class like Jim's. It could be part of a challenge, like the Spencer-RIMS Risk Management Challenge. [41:48] Jim says being able to talk about this with graduate students gives them some familiarity with what risk is, in terms of the instability of results. They can relate to it because they need to buy an auto policy or a homeowners policy. [42:03] While these coverages don't match up perfectly with what's going on in the commercial insurance marketplace, learning about them gives students a sense of what insurance is about, what risk management is about, and how to reduce the frequency and severity of losses. [42:22] Jim, it has been such a pleasure to speak with you and to pick your brain on risk management education, broadcasting, and music! Thank you so much for joining us here on RIMScast! [42:33] Good luck to you and your students at the University of Wisconsin-Madison, as you look to the 2026 competitions. I can only imagine they're going to do great things! [42:58] Special thanks again to Jim Swanke for joining us here on RIMScast! For more information, check out the links in this episode's show notes. [43:06] Remember to check out “The Future of Captive Insurance: Governance, Technology, and Performance Optimization”, a Professional Report sponsored by LineSlip. It is available through the Risk Knowledge Page of RIMS.org. That link is also in this episode's show notes. [43:22] The paper features a lot of Jim's fascinating perspective and insights on captives. [43:28] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [43:56] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [44:14] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [44:33] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [44:48] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [45:02] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [45:15] Practice good risk management, stay safe, and thank you again for your continuous support!   Links: RIMS ERM Conference 2025 — Nov. 17‒18 Spencer Internship Program — Registration Open Through Oct. 15. RIMS Western Regional — Oct 1‒3 | Bay Area, California | Registration open! RISKWORLD 2026 — Members-only early registration through Sept 30! — Last Call! RIMS-Certified Risk Management Professional (RIMS-CRMP) The Strategic and Enterprise Risk Center RIMS-CRO Certificate in Advanced Enterprise Risk Management — Featuring Instructor James Lam! Next bi-weekly course begins Oct 9. RIMS Diversity Equity Inclusion Council RISK PAC | RIMS Advocacy | RIMS Legislative Summit SAVE THE DATE — March 18‒19, 2026 RIMS Risk Management magazine | Contribute RIMS Now “The Future of Captive Insurance: Governance, Technology, and Performance Optimization” — Professional Report, Sponsored by LineSlip | Featuring insight from James Swanke University of Wisconsin-Madison Wins 2025 Spencer-RIMS Risk Management Challenge Internationalpodcastday.com Obituary for Podcasting Trailblazer Todd Cochrane RIMS Webinars: RIMS.org/Webinars “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes” | Oct. 9 | Sponsored by Global Risk Consultants “Jury Dynamics: How Juries Shape Today's Legal Landscape” | Oct. 16, 2025 | Sponsored by Zurich “Parametric Insurance: Providing Financial Certainty in Uncertain Times” | Oct. 30, 2025 | Sponsored by Swiss Re “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World” | Nov. 6 | Sponsored by HUB   Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP Virtual Exam Prep — Oct. 29‒30, 2025 RIMS-CRMP-FED Exam Prep Virtual Workshop — November 11‒12 Full RIMS-CRMP Prep Course Schedule Risk Appetite Management | Oct 22‒23 | Instructor: Ken Baker Intro to ERM for Senior Leaders | Nov. 4‒5 | Instructor: Elise Farnham Fundamentals of Insurance | Nov. 11‒12 | Instructor: Chris Hansen Leveraging Data and Analytics for Continuous Risk Management (Part I) | Dec 4. See the full calendar of RIMS Virtual Workshops RIMS-CRMP Prep Workshops   Related RIMScast Episodes about Education, Risk Talent, and Captives: “Risk Management Momentum with Lockton U.S. President Tim Ryan” “RIMS 2025 Risk Manager of the Year, Jennifer Pack”   Sponsored RIMScast Episodes: “The New Reality of Risk Engineering: From Code Compliance to Resilience” | Sponsored by AXA XL (New!) “Change Management: AI's Role in Loss Control and Property Insurance” | Sponsored by Global Risk Consultants, a TÜV SÜD Company “Demystifying Multinational Fronting Insurance Programs” | Sponsored by Zurich “Understanding Third-Party Litigation Funding” | Sponsored by Zurich “What Risk Managers Can Learn From School Shootings” | Sponsored by Merrill Herzog “Simplifying the Challenges of OSHA Recordkeeping” | Sponsored by Medcor “Risk Management in a Changing World: A Deep Dive into AXA's 2024 Future Risks Report” | Sponsored by AXA XL “How Insurance Builds Resilience Against An Active Assailant Attack” | Sponsored by Merrill Herzog “Third-Party and Cyber Risk Management Tips” | Sponsored by Alliant “RMIS Innovation with Archer” | Sponsored by Archer “Navigating Commercial Property Risks with Captives” | Sponsored by Zurich “Breaking Down Silos: AXA XL's New Approach to Casualty Insurance” | Sponsored by AXA XL “Weathering Today's Property Claims Management Challenges” | Sponsored by AXA XL “Storm Prep 2024: The Growing Impact of Convective Storms and Hail” | Sponsored by Global Risk Consultants, a TÜV SÜD Company “Partnering Against Cyberrisk” | Sponsored by AXA XL “Harnessing the Power of Data and Analytics for Effective Risk Management” | Sponsored by Marsh “Accident Prevention — The Winning Formula For Construction and Insurance” | Sponsored by Otoos “Platinum Protection: Underwriting and Risk Engineering's Role in Protecting Commercial Properties” | Sponsored by AXA XL “Elevating RMIS — The Archer Way” | Sponsored by Archer   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Kristen Peed!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: James Swanke, Lecturer: Risk and Insurance at the University of Wisconsin-Madison's Wisconsin School of Business, Director of the Risk Management and Insurance MBA program Production and engineering provided by Podfly.  

Today we get to hear from Shai and Blair Linne on the topic of depending on God and how God has met them in the various difficult aspects of their story. We pray that this episode encourages you to see the Lord's kindness in showing you your own need for him in whatever he is walking you through today. ⁠⁠⁠FULL SHOW NOTES⁠⁠⁠ journeywomen.org/episode/depending-on-god DISCUSSION QUESTIONS Have you or has anyone you know ever experienced anxiety? What has that been like to walk through? How has God's love met you personally in the darkest places of your own story? How have your struggles been the very means that God has used to show you more of himself? What from this episode has helped you to see ways that you might come alongside a brother or sister in their struggles? What might you do or implement based on what you learned in this week's episode? FOR MORE ⁠Give⁠⁠⁠⁠ to Journeywomen Ministries: Journeywomen.org/give  Listen on⁠⁠⁠⁠ Apple Podcasts⁠⁠⁠⁠ |⁠⁠⁠ ⁠Android⁠⁠⁠⁠ |⁠⁠⁠⁠ Spotify⁠⁠⁠⁠ Follow Us:⁠⁠⁠ ⁠Instagram⁠⁠⁠⁠ |⁠⁠⁠ ⁠Facebook⁠⁠⁠⁠ Leave a rating & review⁠⁠⁠⁠ Interviews do not imply Journeywomen's endorsement of all writings and positions of the interviewee or any other resources mentioned.  On the Journeywomen podcast, we'll help you know and love God through his Word, find your hope in the gospel, and invest deeply in your local church as you go out on mission for the glory of God.

September 29th: Kelley Clayton Killed (2015) Eyewitness statements can be extremely beneficial. Depending on who they come from. On September 29th 2015 a woman was killed inside her home. And the sole witness to her murder was someone who, one would hope, would never have to experience such a horrific event. https://kileystruecrime.squarespace.com/kileystruecrimeaddict-blog/the-murder-of-kelley-clayton, https://abcnews.go.com/US/7-year-helped-investigators-solve-moms-murder/story?id=96239725, https://www.stargazette.com/story/news/local/2023/01/25/abc-2020-interview-what-little-girl-saw-thomas-kelley-clayton-michael-beard/69833516007/, https://abcnews.go.com/US/police-interview-video-shows-year-girl-describing-moms/story?id=58894077, https://www.the-sun.com/news/7188206/who-kelley-clayton-what-happened-crime-murder/, https://www.the-sun.com/news/7188953/murder-kelley-clayton-hockey-player-thomas/ Learn more about your ad choices. Visit megaphone.fm/adchoices

How to Get Enough Sleep for Your Age. People usually think that 7–8 hours of sleep is enough, but that's not always the case. In fact, the number of hours you need to enjoy proper sleep depends and stay healthy depends on your age. Follow some simple rules to restore energy and get the most out of your recharge time. Learn more about your ad choices. Visit megaphone.fm/adchoices

The letter of 1 Peter offers God's response to how to live and what to trust when the world feels uncertain. But sometimes even the word of God, which is what 1 Peter is, seems unreliable because of tricky passages. That's exactly what we study in today's message. Pastor Julie explains how to handle passages that seem uncomfortable to us by staying curious and trying to understand it according to several important principles rather than being swayed by the shallow takes on some of these passages we see online sometimes.

Depending on who you ask, Rage in the Cage 2 was a success. The BZ Championship changed hands.....TWICE! Ashley may (or may not) have served up a little sweet revenge on Precious Peter.

US legislators are nearing a deadline on a budget agreement, and a government shutdown is possible this week, says Christian Nolting, the Private Bank's Global Chief Investment Officer. But he also says that any negative movements in markets would likely be both minor and temporary, should that come to pass. "That would rather be a buying opportunity in the market," Christian said. Meanwhile, recent inflation data in the US showed that price rises remain above the Federal Reserve's target. “It just confirms our view: Inflation stays higher for quite some time,” Christian said. “It limits a bit the ability for the Fed to massively cut [interest rates]. Although if you look at the labour market, I think there is room for the Fed to further cut.”For more investing insights, please visit deutschewealth.com.In Europe, Middle East and Africa as well as in Asia Pacific this material is considered marketing material, but this is not the case in the U.S. No assurance can be given that any forecast or target can be achieved. Forecasts are based on assumptions, estimates, opinions and hypothetical models which may prove to be incorrect. Past performance is not indicative of future returns.Performance refers to a nominal value based on price gains/losses and does not take into account inflation. Inflation will have a negative impact on the purchasing power of this nominal monetary value. Depending on the current level of inflation, this may lead to a real loss in value, even if the nominal performance of the investment is positive. Investments come with risk. The value of an investment can fall as well as rise and you might not get back the amount originally invested at any point in time. Your capital may be at risk.The services described in this podcast are provided by Deutsche Bank AG or by its subsidiaries and/or affiliates in accordance with appropriate local legislation and regulation. Deutsche Bank AG is subject to comprehensive supervision by the European Central Bank (“ECB”), by Germany's Federal Financial Supervisory Authority (BaFin) and by Germany's central bank (“Deutsche Bundesbank”). Brokerage services in the United States are offered through Deutsche Bank Securities Inc., a broker-dealer and registered investment adviser, which conducts investment banking and securities activities in the United States.Deutsche Bank Securities Inc. is a member of FINRA, NYSE and SIPC. Lending and banking services in the United States are offered through Deutsche Bank Trust Company Americas, member FDIC, and other members of the Deutsche Bank Group.The products, services, information and/or materials referred to within this podcast may not be available for residents of certain jurisdictions. © 2025 Deutsche Bank AG and/or its subsidiaries. All rights reserved. This podcast may not be used, reproduced, copied or modified without the written consent of Deutsche Bank AG. 030620 030121

Music revenue diversification is essential for independent artists, but how do you actually monetize your community of superfans? This follow-up to episode 333's community-building strategies explores the practical side of turning deep fan relationships into sustainable income that goes beyond streaming pennies.   Emerging direct-to-fan platforms like MySeat (highlighted by Dave Cool, formerly of Bandzoogle) allow artists to create branded mobile apps with multiple revenue streams - subscriptions, merchandise, live events, auctions, and exclusive content. Real case studies break down the revenue psychology of membership-based fan relationships and run realistic math on converting followers into paying subscribers.   But this isn't just another "build it and they will come" episode. Kevin Kelly's sobering follow-up research to his famous "1000 True Fans" theory reveals uncomfortable truths, including ambient musician Robert Rich's brutally honest financial breakdown of three decades pursuing direct fan support. The reality check considers platform risks, time costs, creative constraints, and why most successful direct-to-fan artists still need traditional exposure first to build music revenue.   Balancing optimism with realism, this episode explores genuine opportunities while setting appropriate expectations for what "success" in direct fan monetization actually looks like. Whether you're considering app platforms, subscription models, or other community revenue strategies, you'll discover how to approach these opportunities as part of a diversified career strategy rather than a complete solution.   Recommended for independent artists looking to reduce streaming dependence while exploring new music revenue opportunities and understanding the real challenges of direct fan monetization.   Key Topics:   Direct-to-fan mobile app platforms and business models Revenue psychology: consumption vs. membership Real financial case studies and conversion math Platform ownership vs. algorithm dependence Kevin Kelly's "1000 True Fans" follow-up research Robert Rich's 30-year direct fan experience Implementation strategies and cautionary considerations Diversified income approaches for sustainable careers Support the Unstarving Musician The Unstarving Musician exists solely through the generosity of its listeners, readers, and viewers. Learn how you can offer your support at UnstarvingMusician.com/CrowdSponsor This episode of the was powered by Liner Notes. Learn from the hundreds of musicians and industry pros I've spoken with for the Unstarving Musician on topics such as marketing, songwriting, touring, sync licensing and much more. Sign up for Liner Notes. Liner Notes is an email newsletter from yours truly, in which I share some of the best knowledge gems garnered from the many conversations featured on the Unstarving Musician. You'll also be privy to the latest podcast episodes and Liner Notes subscriber exclusives. Sign up at UnstarvingMusician.com/LinerNotes. It's free and you can unsubscribe at anytime. Resources The Unstarving Musician's Guide to Getting Paid Gigs, by Robonzo Music Marketing Method – The program that helps musicians find fans, grow an audience and make consistent income Bandzoogle – The all-in-one platform that makes it easy to build a beautiful website for your music Dreamhost – See the latest deals from Dreamhost, save money and support the UM in the process. More Resources for musicians Mentioned in this Episode  MySeat Media  1,000 True Fans  The Case Against 1,000 True Fans  The Reality of Depending on True Fans  How to Build, Name, and Nurture Your Creative Community (Unstarving Musician episode 333)  Eli Lev – Spiritual Growth: From 250 Shows to Finding Sacred Space in Music (Unstarving Musician episode 332)  JR Richards – Dishwalla, His Tenth Album Forthcoming, Email Marketing, List Building, E-Commerce, Touring (Unstarving Musician episode 284)  Pardon the Interruption (Disclosure)  Some of the links in this post are affiliate links. This means I make a small commission, at no extra charge to you, if you purchase using those links. Thanks for your support! Stay in touch! @RobonzoDrummer on  Instagram @UnstarvingMusician on Facebook  and  YouTube    

You might be asking yourself, didn't The National end two months ago? Yes. Yes it did. But one card I picked up there extended how I thought about The National. Depending what PSA thought of this card, my overall National experience could have tipped one way or the other.The Shallow End is hosted by Dave Schwartz @Iowa_Dave_Sportscards

My prayer recently has been, “Lord, increase my faith.” In this episode, I candidly discuss my current state of faith and how I'm learning to surrender to God's will, despite the challenges. Date: September 24, 2025Podcast: Black Girl TheologyEpisode Title: S4E4 | Increase My FaithPATREONWe now have a Black Girl Theology community on Patreon! Depending on what level you join, you will receive early access to new podcast episodes, be able to submit topic requests for the podcast, and get access to two private, bonus episodes each season.The Bestie level has a 7-day free trial, so be sure to check that out. https://www.patreon.com/blackgirltheologypodcastLet's Stay Connected!Follow Black Girl Theology on Instagram: https://instagram.com/blkgrltheologyEmail: washingtonashtyn@gmail.com Get full access to Grace and Glory with Ashtyn Washington at ashtynwashington.substack.com/subscribe

Paroxysmal movement disorders refer to a group of highly heterogeneous disorders that present with attacks of involuntary movements without loss of consciousness. These disorders demonstrate considerable and ever-expanding genetic and clinical heterogeneity, so an accurate clinical diagnosis has key therapeutic implications. In this episode, Kait Nevel, MD, speaks with Abhimanyu Mahajan, MD, MHS, FAAN, author of the article “Paroxysmal Movement Disorders” in the Continuum® August 2025 Movement Disorders issue. Dr. Nevel is a Continuum® Audio interviewer and a neurologist and neuro-oncologist at Indiana University School of Medicine in Indianapolis, Indiana. Dr. Mahajan is an assistant professor of neurology and rehabilitation medicine at the James J. and Joan A. Gardner Family Center for Parkinson's Disease and Movement Disorders at the University of Cincinnati in Cincinnati, Ohio. Additional Resources Read the article: Paroxysmal Movement Disorders Subscribe to Continuum®: shop.lww.com/Continuum Earn CME (available only to AAN members): continpub.com/AudioCME Continuum® Aloud (verbatim audio-book style recordings of articles available only to Continuum® subscribers): continpub.com/Aloud More about the American Academy of Neurology: aan.com Social Media facebook.com/continuumcme @ContinuumAAN Host: @IUneurodocmom Guest: @MahajanMD Full episode transcript available here Dr Jones: This is Doctor Lyell Jones, editor in chief of Continuum. Thank you for listening to Continuum Audio. Be sure to visit the links in the episode notes for information about earning CME, subscribing to the journal, and exclusive access to interviews not featured on the podcast. Dr Nevel: Hello, this is Dr Kait Nevel. Today I'm interviewing doctor Abhi Mahajan about his article on diagnosis and management of paroxysmal movement disorders, which appears in the August 2025 Continuum issue on movement disorders. Abhi, welcome to the podcast and please introduce yourself to the audience. Dr Mahajan: Thank you, Kait. Thank you for inviting me. My name is Abhi Mahajan. I'm an assistant professor of neurology and rehabilitation medicine at the University of Cincinnati in Cincinnati, Ohio. I'm happy to be here. Dr Nevel: Wonderful. Well, I'm really excited to talk to you about your article today on this very interesting and unique set of movement disorders. So, before we get into your article a little bit more, I think just kind of the set the stage for the discussion so that we're all on the same page. Could you start us off with some definitions? What are paroxysmal movement disorders? And generally, how do we start to kind of categorize these in our minds? Dr Mahajan: So, the term paroxysmal movement disorders refers to a group of highly heterogeneous disorders. These may present with attacks of involuntary movements, commonly a combination of dystonia and chorea, or ataxia, or both. These movements are typically without loss of consciousness and may follow, may follow, so with or without known triggers. In terms of the classification, these have been classified in a number of ways. Classically, these have been classified based on the trigger. So, if the paroxysmal movement disorder follows activity, these are called kinesigenic, paroxysmal, kinesigenic dyskinesia. If they are not followed by activity, they're called non kinesigenic dyskinesia and then if they've followed prolonged activity or exercise they're called paroxysmal exercise induced dyskinesia. There's a separate but related group of protogynous movement disorders called episodic attacks here that can have their own triggers. Initially this was the classification that was said. Subsequent classifications have placed their focus on the ideology of these attacks that could be familiar or acquired and of course understanding of familiar or genetic causes of paroxysmal movement disorders keeps on expanding and so on and so forth. And more recently, response to pharmacotherapy and specific clinical features have also been introduced into the classification. Dr Nevel: Great, thank you for that. Can you share with us what you think is the most important takeaway from your article for the practicing neurologist? Dr Mahajan: Absolutely. I think it's important to recognize that everything that looks and sounds bizarre should not be dismissed as malingering. Such hyperkinetic and again in quotations, “bizarre movements”. They may appear functional to the untrained eye or the lazy eye. These movements can be diagnosed. Paroxysmal movement disorders can be diagnosed with a good clinical history and exam and may be treated with a lot of success with medications that are readily available and cheap. So, you can actually make a huge amount of difference to your patients' lives by practicing old-school neurology. Dr Nevel: That's great, thank you so much for that. I can imagine that scenario does come up where somebody is thought to have a functional neurological disorder but really has a proximal movement disorder. You mentioned that in your article, how it's important to distinguish between these two, how there can be similarities at times. Do you mind giving us a little bit more in terms of how do we differentiate between functional neurologic disorder and paroxysmal movement disorder? Dr Mahajan: So clinical differentiation of functional neurological disorder from paroxysmal movement disorders, of course it's really important as a management is completely different, but it can be quite challenging. There's certainly an overlap. So, there can be an overlap with presentation, with phenomenology. Paroxysmal nature is common to both of them. In addition, FND and PMD's may commonly share triggers, whether they are movement, physical exercise. Other triggers include emotional stimuli, even touch or auditory stimuli. What makes it even more challenging is that FND's may coexist with other neurological disorders, including paroxysmal movement disorders. However, there are certain specific phenom phenotypic differences that have been reported. So specific presentations, for example the paroxysms may look different. Each paroxysm may look different in functional neurological disorders, specific phenotypes like paroxysmal akinesia. So, these are long duration episodes with eyes closed. Certain kinds of paroxysmal hyperkinesia with ataxia and dystonia have been reported. Of course. More commonly we see PNES of paroxysmal nonepileptic spells or seizures that may be considered paroxysmal movement disorders but represent completely different etiology which is FND. Within the world of movement disorders, functional jerks may resemble propiospinal myoclonus which is a completely different entity. Overall, there are certain things that help separate functional movement disorders from paroxysmal movement disorders, such as an acute onset variable and inconsistent phenomenology. They can be suggestibility, distractibility, entrainment, the use of an EMG may show a B-potential (Bereitschaftspotential) preceding the movement in patients with FND. So, all of these cues are really helpful. Dr Nevel: Great, thanks. When you're seeing a patient who's reporting to these paroxysmal uncontrollable movements, what kind of features of their story really tips you off that this might be a proximal movement disorder? Dr Mahajan: Often these patients have been diagnosed with functional neurological disorders and they come to us. But for me, whenever the patient and or the family talk about episodic movements, I think about these. Honestly, we must be aware that there is a possibility that the movements that the patients are reporting that you may not see in clinic. Maybe there are obvious movement disorders. Specifically, there's certain clues that you should always ask for in the history, for example, ask for the age of onset, a description of movements. Patients typically have videos or families have videos. You may not be able to see them in clinic. The regularity of frequency of these movements, how long the attacks are, is there any family history of or not? On the basis of triggers, whether, as I mentioned before, do these follow exercise? Prolonged exercise? Or neither of the above? What is the presentation in between attacks, which I think is a very important clinical clue. Your examination may be limited to videos, but it's important not just to examine the video which represents the patient during an attack, but in between attacks. That is important. And of course, I suspect we'll get to the treatment, but the treatment can follow just this part, the history and physical exam. It may be refined with further testing, including genetic testing. Dr Nevel: Great. On the note of genetic testing, when you do suspect a diagnosis of paroxysmal movement disorder, what are some key points for the provider to be aware of about genetic testing? How do we go about that? I know that there are lots of different options for genetic testing and it gets complicated. What do you suggest? Dr Mahajan: Traditionally, things were a little bit easier, right, because we had a couple of genes that have been associated with the robust movement disorders. So, genetic testing included single gene testing, testing for PRRT2 followed by SLC2A. And if these were negative, you said, well, this is not a genetic ideology for paroxysmal movement disorders. Of course, with time that has changed. There's an increase in known genes and variants. There is increased genetic entropy. So, the same genetic mutation may present with many phenotypes and different genetic mutations may present with the similar phenotype. Single gene testing is not a high yield approach. Overall genetic investigations for paroxysmal movement disorders use next generation sequencing or whole exome sequence panels which allow for sequencing of multiple genes simultaneously. The reported diagnostic yield with let's say next generation sequencing is around 35 to 50 percent. Specific labs at centers have developed their own panels which may improve the yield of course. In children, microarray may be considered, especially the presentation includes epilepsy or intellectual disability because copy number variations may not be detected by a whole exome sequencing or next generation sequencing. Overall, I will tell you that I'm certainly not an expert in genetics, so whenever you're considering genetic testing, if possible, please utilize the expertise of a genetic counsellor. Families want to know, especially as an understanding of the molecular underpinnings and knowledge about associated mutations or variations keeps on expanding. We need to incorporate their expertise. A variant of unknown significance, which is quite a common result with genetic testing, may not be a variant of unknown significance next year may be reclassified as pathogenic. So, this is extremely important. Dr Nevel: Yeah. That's such a good point. Thank you. And you just mentioned that there are some genetic mutations that can lead to multiple different phenotypes. Seemingly similar phenotypes can be associated with various genetic mutations. What's our understanding of that? Do we have an understanding of that? Why there is this seeming disconnect at times between the specific genetic mutation and the phenotype? Dr Mahajan: That is a tough question to answer for all paroxysmal movement disorders because the answer may be specific to a specific mutation. I think a great example is the CACNA1A mutation. It is a common cause of episodic ataxia type 2. Depending on when the patient presents, you can have a whole gamut of clinical presentations. So, if the patient is 1 year old, the patient can present with epileptic encephalopathy. Two to 5 years, it can be benign paroxysmal torticollis of infancy. Five to 10 years, can present with learning difficulties with absence epilepsy and then of course later, greater than 10 years, with episodic ataxia (type) 2 hemiplegic migraine and then a presentation with progressive ataxia and hemiplegic migraines has also been reported. So not just episodic progressive form of ataxia has also been reported. I think overall these disorders are very rare. They are even more infrequently diagnosed than their prevalence. As such, the point that different genetic mutations present with different phenotypes, or the same genetic mutation I may present with different phenotypes could also represent this part. Understanding of the clinical presentation is really incomplete and forever growing. There's a new case report or case series every other month, which makes this a little bit challenging, but that's all the more reason for learning about them and for constant vigilance for patients who show up to our clinic. Dr Nevel: Yeah, absolutely. What is our current understanding of the associated pathophysiology of these conditions and the pathophysiology relating to the genetics? And then how does that relate to the treatment of these conditions? Dr Mahajan: So, a number of different disease mechanisms have been proposed. Traditionally, these were all thought to be ion channelopathies, but a number of different processes have been proposed now. So, depending on the genetic mutation that you talk about. So certain mutations can involve ion channels such as CACMA1A, ATP1A3. It can involve solute carriers, synaptic vesicle fusion, energy metabolism such as ECHS1, synthesis of neurotransmitters such as GCH1. So, there are multiple processes that may be involved. I think overall for the practicing clinician such as me, I think there is a greater need for us to understand the underlying genetics and associated phenotypes and the molecular mechanisms specifically because these can actually influence treatment decisions, right? So, you mentioned that specific genetic testing understanding of the underlying molecular mechanism can influence specific treatments. As an example, a patient presenting with proximal nocturnal dyskinesia with mutation in the ADCY5 gene may respond beautifully to caffeine. Other examples if you have SLC2A1, so gluc-1 (glucose transporter type 1) mutation, a ketogenic diet may work really well. If you have PDHA1 mutation that may respond to thiamine and so on and so forth. There are certain patients where paroxysmal movement disorders are highly disabling and you may consider deep brain stimulation. That's another reason why it may be important to understand genetic mutations because there is literature on response to DBS with certain mutations versus others. Helps like counselling for patients and families, and of course introduces time, effort, and money spent in additional testing. Dr Nevel: Other than genetic testing, what other diagnostic work up do you consider when you're evaluating patients with a suspected paroxysmal movement disorder? Are there specific things in the history or on exam that would prompt you to do certain testing to look for perhaps other things in your differential when you're first evaluating a patient? Dr Mahajan: In this article, I provide a flow chart that helps me assess these patients as well. I think overall the history taking and neurological exam outside of these paroxysms is really important. So, the clinical exam in between these episodic events, for example, for history, specific examples include, well, when do these paroxysms happen? Do they happen or are they precipitated with meals that might indicate that there's something to do with glucose metabolism? Do they follow exercise? So, a specific example is in Moyamoya disease, they can be limb shaking that follows exercise. So, which gives you a clue to what the etiology could be. Of course, family history is important, but again, talking about the exam in between episodes, you know, this is actually a great point because out– we've talked about genetics, we've talked about idiopathic paroxysmal movement disorders, –but a number of these disorders are because of acquired causes. Well, of course it's important because acquired causes such as autoimmune causes, so multiple sclerosis, ADEM, lupus, LGI1, all of these NMDAR, I mentioned Moyamoya disease and metabolic causes. Of course, you can consider FND as under-acquired as well. But all of these causes have very different treatments and they have very different prognosis. So, I think it's extremely important for us to look into the history with a fine comb and then examine these patients in between these episodes and keep our mind open about acquired causes as well. Dr Nevel: When you evaluate these patients, are you routinely ordering vascular imaging and autoimmune kind of serologies and things like that to evaluate for these other acquired causes or it does it really just depend on the clinical presentation of the patient? Dr Mahajan: It mostly depends on the clinical presentation. I mean, if the exam is let's say completely normal, there are no other risk factors in a thirty year old, then you know, with a normal exam, normal history, no other risk factors. I may not order an MRI of the brain. But if the patient is 55 or 60 (years) with vascular risk factors, then you have to be mindful that this could be a TIA. If the patient has let's say in the 30s and in between these episodes too has basically has a sequel of these paroxysms, then you may want to consider autoimmune. I think the understanding of paraneoplastic, even autoimmune disorders, is expanding as well. So, you know the pattern matters. So, if all of this is subacute started a few months ago, then I have a low threshold for ordering testing for autoimmune and paraneoplastic ideology is simply because it makes such a huge difference in terms of how you approach the treatment and the long-term prognosis. Dr Nevel: Yeah, absolutely. What do you find most challenging about the management of patients with paroxysmal movement disorders? And then also what is most rewarding? Dr Mahajan: I think the answer to both those questions is, is the same. The first thing is there's so much advancement in what we know and how we understand these disorders so regularly that it's really hard to keep on track. Even for this article, it took me a few months to write this article, and between the time and I started and when I ended, there were new papers to include new case reports, case series, right? So, these are rare disorders. So most of our understanding for these disorders comes from case reports and case series, and it's in a constant state of advancement. I think that is the most challenging part, but it's also the most interesting part as well. I think the challenging and interesting part is the heterogeneity of presentation as well. These can involve just one part of your body, your entire body can present with paroxysmal events, with multiple different phenomenologies and they might change over time. So overall, it's highly rewarding to diagnose such patients in clinic. As I said before, you can make a sizeable difference with the medication which is usually inexpensive, which is obviously a great point to mention these days in our health system. But with anti-seizure drugs, you can put the right diagnosis, you can make a huge difference. I just wanted to make a point that this is not minimizing in any way the validity or the importance of diagnosing patients with functional neurological disorders correctly. Both of them are as organic. The importance is the treatment is completely different. So, if you're diagnosing somebody with FND and they do have FND and they get cognitive behavioral therapy and they get better, that's fantastic. But if somebody has paroxysmal movement disorders and they undergo cognitive behavioral therapy and they're not doing well, that doesn't help anybody. Dr Nevel: One hundred percent. As providers, obviously we all want to help our patients and having the correct diagnosis, you know, is the first step. What is most interesting to you about paroxysmal movement disorders? Dr Mahajan: So outside of the above, there are some unanswered questions that I find very interesting. Specifically, the overlap with epilepsy is very interesting, including shared genes, the episodic nature, presence of triggers, therapeutic response to anti-seizure drugs. All of this I think deserves further study. In the clinic, you may find that epilepsy and prognosis for movement disorders may occur in the same individual or in a family. Episodic ataxia has been associated with seizures. Traditionally this dichotomy of an ictal focus. If it's cortical then it's epilepsy, if it's subcortical then it's prognosis for movement disorders. This is thought to be overly simplistic. There can be co-occurrence of seizures and paroxysmal movement disorders in the same patient and that has led to this continuum between these two that has been proposed. This is something that needs to be looked into in more detail. Our colleagues in Epilepsy may scoff this, but there's concept of basal ganglia epilepsy manifesting as paroxysmal movement disorders was proposed in the past. And there was this case report that was published out of Italy where there was ictal discharge from the supplementary sensory motor cortex with a concomitant discharge from the ipsilateral coordinate nucleus in a patient with paroxysmal kinesigenic cardioarthidosis. So again, you know, basal ganglia epilepsy, no matter what you call it, the idea is that there is a clear overlap between these two conditions. And I think that is fascinating. Dr Nevel: Really interesting stuff. Well, thank you so much for chatting with me today. Dr Mahajan: Thank you, Kait. And thank you to the Continuum for inviting me to write this article and for this chance to speak about it. I'm excited about how it turned out, and I hope readers enjoy it as well. Dr Nevel: Today again, I've been interviewing doctor Abhi Mahajan about his article on diagnosis and management of paroxysmal movement disorders, which appears in the August 2025 Continuum issue on movement disorders. I encourage all of our listeners to be sure to check out the Continuum Audio episodes from this and other issues. As always, please read the Continuum articles where you can find a lot more information than what we were able to cover in our discussion today. And thank you for our listeners for joining today. And thank you, Abhi, so much for sharing your knowledge with us today. Dr Monteith: This is Dr Teshamae Monteith, associate editor of Continuum Audio. If you've enjoyed this episode, you'll love the journal, which is full of in depth and clinically relevant information important for neurology practitioners. Use the link in the episode notes to learn more and subscribe. AAN members, you can get CME for listening to this interview by completing the evaluation at continpub.com/audioCME. Thank you for listening to Continuum Audio.

In this episode of In-Ear Insights, the Trust Insights podcast, Katie and Chris discuss whether awards still matter in today’s marketing landscape, especially with the rise of generative AI. You will understand how human psychology and mental shortcuts make awards crucial for decision-making. You will discover why awards are more relevant in the age of generative AI, influencing search results and prompt engineering. You will learn how awards can differentiate your company and become a powerful marketing tool. You will explore new ways to leverage AI for award selection and even consider creating your own merit-based recognition. Watch this episode now to redefine your perspective on marketing accolades! Watch the video here: Can’t see anything? Watch it on YouTube here. Listen to the audio here: https://traffic.libsyn.com/inearinsights/tipodcast-do-awards-still-matter.mp3 Download the MP3 audio here. Need help with your company’s data and analytics? Let us know! Join our free Slack group for marketers interested in analytics! [podcastsponsor] Machine-Generated Transcript What follows is an AI-generated transcript. The transcript may contain errors and is not a substitute for listening to the episode. Christopher S. Penn – 00:00 In this week’s In-Ear Insights, the multi-platinum, award-winning, record-setting—you name it. People love to talk about awards, particularly companies. We love to say we are an award-winning this, we’re an award-winning that. Authors say, “I’m a best-selling, award-winning book.” But Katie, you had a very interesting and provocative question: In today’s marketing landscape, do awards still matter? Katie Robbert – 00:27 And I still have that question. Also, let me back up a little bit. When I made the transition from working in more of an academic field to the public sector, I had a huge revelation—my eyes were open to how awards worked. Call it naive, call it I was sheltered from this side of the industry, but I didn’t know at the time that in order to win an award, you had to submit yourself for the award. I naively thought that you just do good work and you get nominated by someone who recognizes that you’re doing good work. That’s how awards work. Because in my naive brain, you do good work and they reward you for it. Katie Robbert – 01:16 And so here’s your award for being amazing. Speaker 3 – 01:18 And that is not at all that. Katie Robbert – 01:20 That’s not how any of the Emmys or the Grammys—they all… Speaker 3 – 01:24 Have to submit themselves. Katie Robbert – 01:25 I didn’t know that they have to choose the scene that they think is award-winning. Yes, it’s voted on by a jury of your peers, which is also perhaps problematic depending on who’s on the jury. There’s the whole—the whole thing just feels like one big scam. Katie Robbert – 01:46 That said, per usual, I’m an n of 1, and I know that in certain industries, the more awards and accolades you rack up and can put on your website, the more likely it is that people are going to hire you or your firm or buy your products because they’re award-winning. So that’s the human side of it. Part of what I’m wondering when I said, “Do awards matter?” I was really wondering about with people using generative AI to do searches. We got this question from a client earlier this week of when we’re looking at organic search, how much… Speaker 3 – 02:29 Of that traffic is coming from the different LLMs? Katie Robbert – 02:33 And so it just made me think: if people are only worried about if they’re showing up in the large language models, do awards matter? So that was a lot of preamble. That was a lot of pre-ramble, Chris. So, do awards matter in the age of LLMs? Christopher S. Penn – 02:55 I think that you’ve highlighted the two angles. One is the human angle. Awards very much matter to humans because it’s a heuristic. It’s a mental shortcut. The CMO says, “Go build me a short list of vendors in this case.” And what does the intern who usually is the one saddled with the job do? They Google for “award-winning vendor in X, Y or Z.” If they use generative AI and ChatGPT, they will very likely still say, “Build me a short list of award-winning whatevers in this thing because my CMO told me to.” And instead of them manually Googling, a tool like ChatGPT or Gemini will do the Googling for you. Christopher S. Penn – 03:33 But if that heuristic of “I need something that’s award-winning” is still part of your lexicon, part of the decision makers’ lexicon, and maybe even they don’t delegate to the intern anymore, maybe they set the deep research query themselves—say, “Give me a short list of award-winning marketing agencies”—then it still matters a lot. In the context of generative AI itself, I would argue that it actually matters more today. And here’s why: In things like the RACE framework and the Rappel framework and the many different prompt frameworks that we all use, the OpenAI Harmony framework, you name it. What do they always say? “Choose a role.” Christopher S. Penn – 04:15 “Choose a role with specifics like ‘you are an award-winning copywriter,’ ‘you are an award-winning this,’ ‘you are an award-winning that,’ ‘you are a Nobel Prize-winning this,’ ‘you are a CMI Content Marketing Award winner of this or that’ as part of the role in the prompt.” If you are that company that is ordering and you have provided ample evidence of that—when you win an award, you send out press releases, you put it on social media stuff—Trust Insights won the award for this. We are an award-winning so-and-so. That makes it into the training data. Christopher S. Penn – 04:46 And if someone invokes that phrase “award-winning consulting firm,” if we’ve done our job of seeding the LLMs with our award-winning language, just by nature of probability, we have a higher likelihood of our entities being invoked with association to that term. Katie Robbert – 05:09 It reminds me—this must have been almost two decades ago—I worked with a stakeholder who was a big fan of finding interesting recipes online. Speaker 3 – 05:25 So again, remember: Two decades ago. Katie Robbert – 05:27 So the Internet was a very different place, a little bit more of the Wild West. Actually, no, that’s not true. Christopher S. Penn – 05:34 MySpace was a thing. Katie Robbert – 05:36 I never had a MySpace. And the query, he would always start with “world’s best.” So he wouldn’t just say, “Get me a chili recipe.” He would always say, “Get me the world’s best chili recipe.” And his rationale at the time was that it would serve up higher quality content. Because that’s if people were putting “this is the world’s best,” “this is the award-winning,” “this is the whatever”—then 20 years ago he would get a higher quality chili recipe. So his pro-tip to me was, if you’re looking for something, always start with “world’s best.” And it just strikes me that 20 years later, that hasn’t changed. Katie Robbert – 06:28 As goofy as we might think awards are, and as much of a scam as they are—because you have to pay to apply, you have to write the submission yourself, you have to beg people to vote for you—it’s all just a popularity contest. It sounds like in terms of the end user searching, it still matters. And that bums me out, quite honestly, because awards are a lot of work. Christopher S. Penn – 06:50 They are a lot of work. But to your point, “What’s the world’s best chili recipe?” I literally ask ChatGPT, “What is the title of it?” “Award-style chili recipe.” Right there it is. That’s literally. That’s a terrible prompt. We all know that’s a terrible prompt. But that’s not a dishonest prompt. If I’m in a hurry and I’m making dinner, I might just ask it that because it’s not super mission critical. I’m okay with a query like this. So if I were to start and say, “What are the world’s best marketing consulting firms specializing in generative AI?” That’s also not an unreasonable thing, of course. What does it do? It kicks off a web search. So immediately it starts doing web searches. Christopher S. Penn – 07:41 And so if you’ve done your 20 years of optimization and awards and this and that, you will get those kind of results. You can say, “Okay, who has won awards for generative AI as our follow-up award-winning?” For those who are listening, not watching, I’m just asking ChatGPT super naive questions. So, who are award winners in generative AI, et cetera? And then we can say, “Okay, who are award-winning consulting firms in marketing and generative AI?” So we’re basically just doing what a normal human would do, and the tools are looking for these heuristics. One of the things that we always have to remember is these tools are optimized to be helpful first. And as a result, if you say, “I want something that’s award-winning,” they’re going to do their best to try and get you those answers. Christopher S. Penn – 08:43 So do awards matter? Yes, because clearly the tools are able to understand. Yes, I need to go find consulting firms that have won awards. Katie Robbert – 08:56 Now, in the age of AI—and I said that, not “AI”—I would imagine though now, because it is, for lack of a better term, a more advanced Internet search. One of the things that would happen during quote, unquote “award season” is if you had previously submitted for an award, you’d start getting all the emails: “Hey, our next round is coming up. Don’t forget to submit,” blah, blah. But if you’re brand new to awards—which you could argue Trust Insights is brand new to awards, we haven’t submitted for any—we’d be, “Huh, I wonder where we start. I wonder what awards are available for us to submit to.” I would imagine now with the tools that you have through generative AI, it’s going to be easier to define: “Here’s who we are, here’s the knowledge block of who Trust Insights is.” Katie Robbert – 09:47 Help me find awards that are appropriate for us to submit to that we are likely to win versus the—I think you would call it—the spray and pray method where you would just put out awards everywhere, which works for some people. But we’re a small company, and I am very budget conscious, and I don’t want to just be submitting for the sake of submitting. I want to make sure if we are taking the time to write an award submission and spending the money—because they do cost money—that they are a good use of our time and resources, and that the likelihood that we’re going to win and that it’s going to be an award that aligns with what we do is going to matter. Christopher S. Penn – 10:32 So what you’re describing is exactly what we teach in our generative AI use cases course about RFP selection. Go/no-go evaluators to say, “Here’s an RFP, should I bid on it? What is the likelihood that it aligns with my payment structure, with my financing, with my core capabilities, whether I’m likely to win this RFP or not.” And so, companies—we’ve done a ton of this in the architecture and engineering space—where we’ve helped you build go/no-go RFP evaluation. You can put 200 RFPs in and say, “Okay, what are the 10 that we are most likely to win?” And that has been enormously valuable for people. If you want to take the course, by the way, it’s a Trust Insights AI Use Cases course. Christopher S. Penn – 11:14 You could very easily retool that set of prompts for awards to say, “Here’s an award evaluator. Here’s, as you said, the knowledge block. Here are 200 different awards I could apply for. Give me the five I’m most likely to win.” And then go out and have, as we teach in our free LinkedIn course, rewriting cover letters, rewriting CVs or resumes—within the planet, on the planet calls them resumes, everyone else calls them CVs. Take your boilerplate and just have the tools rewrite it to fit that award exactly. Being truthful, being honest, being factually correct. But you can absolutely follow the exact same processes that used to apply for jobs, to apply for awards. Christopher S. Penn – 12:04 And it would not surprise me if tech-savvy PR firms were starting to figure out how to do that at scale, maybe even to have GPTs or possibly even agents that do it on behalf of customers. Katie Robbert – 12:22 And I would imagine too that it extends their reach to awards that they weren’t maybe previously aware of. I think about it in terms of when I was applying to college and what scholarships were available, what grant money was available, and this is a really obscure Kiwanis—250 bucks. I’ve never done anything with them, but I need the money. So let me go ahead and volunteer on a Saturday morning. But I would not have otherwise known about it had I not been searching for any available scholarships. And I think the same is true of these awards. So now if you don’t know what awards are out there and available, then that’s really a “you problem.” Christopher S. Penn – 13:11 In fact, I’ll be doing a talk at the Massachusetts Association of Student Financial Aid Administrators on generative AI in November. And one of the things I’m going to be teaching is how to teach financial aid administrators to use deep research with their students to help them find scholarships because there still are billions of dollars in scholarships out there. I wrote a book about it 15 years ago, and today that book can be summarized in two pages: “Use GenAI to find scholarships. Use GenAI to apply for them.” Done. You can scrap the other 78 pages. You don’t need them. Christopher S. Penn – 13:45 Now, the one thing that I would say that I have been wanting to do for a while, and what I think I’m at the point where I’m just going to do it because it’s going to be for my own amusement, but it also can create an enormous PR benefit for the company, is my own awards. Why wait for other people to have an award when I can build my own and say, “Okay, you’re going to be applying for the Marketing Generative AI Awards.” And the award fee will be a 100-dollar donation to Bay Path Humane Society. That’s the entry fee. Christopher S. Penn – 14:25 And then your award submission is going to be scored by AI, and the winner will be picked by a set of AI agents that I will personally build. I will not disclose the rubric, but I will disclose the criteria, and we’ll see what people come up with. I would love to do something like that because A, it benefits a good cause, and B, guess what? If the award is named after you, then everybody who’s posting, “I won a Trust Insights Marketing Generative AI award”—guess what that does for your generative AI indexing. Speaker 3 – 14:58 Interesting. Katie Robbert – 15:01 So, it sounds like there’s two angles. One: start your own. I guess this is true of anything: “Oh, I couldn’t get into that community. I couldn’t get into that club.” Speaker 3 – 15:10 Okay, start your own. Katie Robbert – 15:12 “I couldn’t win an award.” “Okay, start your own.” Give yourself an award. “You are the first recipient of the Trust Insights ‘great guy’ award.” Christopher S. Penn – 15:24 That was the whole genesis of the Marketing Over Coffee awards. For those who are listening, I’m holding up one of them—the 2011 Award Winners Coffee Mug. They’re just coffee mugs. These are $2 each, so it’s not a super expensive thing. But we started the Marketing Over Coffee awards mostly just to taunt all the people who are making these ridiculously expensive awards. “$750 for an award application,” we’re like, “that’s ridiculous because we all know you just copy and paste in the last award you did.” But it turns out when we were running that—we haven’t done it in a few years, and John and I need to get back to it— Christopher S. Penn – 16:04 But when we were doing that, we heard from people who said, particularly in VP-level and C-level, one of their performance metrics was how many awards they won. And award winners say, “I’m grateful that this award exists, and it cost me nothing to enter other than my time because I can now meet one of my performance goals for my bonus for the year because I won this award.” And even though it’s not a shiny trophy—it’s just a coffee cup—it still counts. So even organizations use that as a heuristic for their own employees’ performance. Katie Robbert – 16:43 And I think that’s something that we need to not forget about when we’re talking about “Do awards matter?” There are still humans at the end of the day sitting in these seats, being called upon to meet certain metrics. Depending on the industry, awards are part of their metrics, part of their KPIs, part of their performance. Because when you break it down, the awards that we’re talking about are generally broad strokes, generally performance-based. So what did you do that was cool, new, interesting, got some kind of outcome? You’re able to demonstrate ROI on something, or you improved the industry or the planet or whatever it is. They are performance-based. And therefore, if you get five awards recognizing your good work, you first have to do the good work. Katie Robbert – 17:45 And so I can understand why that’s a motivator. So if I win an award, it means I did something good. First, let me figure out what the good thing is that’s award-worthy. Christopher S. Penn – 17:57 Yes, exactly. And with that thought process comes a lot of clarity. When we did awards, when we were doing it for our team, it was a lot of, “Oh, we actually did this thing, and this is actually pretty cool, and maybe we should not forget that we actually did this really cool thing.” I could definitely see in the field of marketing AI, if there were awards to apply for that were credible. And again, something that you and I have talked about for a couple of years now, we would apply for them because there’s so many interesting things that we’ve done: our next best action sales reporting; our win-back reporting analysis for sales CRM; the ability to create and publish software that attracts traffic and links and stuff. Christopher S. Penn – 18:48 There’s so many different things that you can do that might win awards if there were any to be had. Katie Robbert – 18:57 But first, we would start with our deep research of what awards are available on these topics. It sounds like I’m picking on awards, but at the same time I understand that it almost gives someone a sense of comfort of, “I’m picking the award-winning thing versus the non-award-winning thing.” Speaker 3 – 19:32 That, and that only benefits us. Katie Robbert – 19:18 So, are there awards for courses? Could I submit any of our courses for awards? Be, “Here’s our award-winning AI strategy course.” People would likely pay attention to. Christopher S. Penn – 19:35 It’s the same as I maintain my IBM Champion certification. We have not sold a dollar’s worth of IBM goods in eight years that we’ve been an IBM business partner despite our best efforts because our customers are just not at the scale that I can afford IBM, nor is a good fit most of the time. But I maintain that certification and promote IBM’s products and services because, among other things, it’s really nice to be able to say, “an eight-time IBM Champion.” That’s a mental heuristic. People have: “I’ve heard of IBM. An IBM Champion sounds important. And so you must know what you’re doing.” It’s all these mental shortcuts we use in an increasingly busy world. And I think that’s another part that we haven’t talked about yet. In a world where—God, I sound like an AI. Christopher S. Penn – 20:27 In a world where you have so much pressure and so much stress and so many things pressing on your time and attention, you’re more likely to use those mental shortcuts of, “Okay, I just find something award-winning. I don’t have time for this.” Katie Robbert – 20:40 So I guess, all to say, awards still matter. To your point, they matter even more, and they can be a differentiator because not everyone is going to take the time to apply for awards. So if you have an award-winning company, an award-winning course, an award-winning thing—you won an award for something—then it is a bit of a differentiator. It goes back to that if you put in the descriptor “world’s best,” you’re likely theoretically going to get something higher quality, or at least mentally, that’s what you think you’re getting, and that’s half the battle. Christopher S. Penn – 21:21 Yes. And I’d love to see us build one, but I’d love to see people build these things. Particularly for areas where recognition is sparse. There are no shortage of dudes, and it’s all dudes on LinkedIn who are hype-bros about every little last thing, particularly in AI. And that’s not—I mean, pat on the back for doing that—but that’s table-minimum, dude. You are not revolutionizing the world. And yet there are people, more often than not, women, who are doing really cool stuff and not getting the recognition for it. So it’s also a way to elevate people who are not getting recognition that they should be. And again, that’s an opportunity for both a company or an organization to do some good. Christopher S. Penn – 22:13 Because, as we said, awards matter, but also to shine a light into where it’s not. Katie Robbert – 22:23 The couple of times that I have been invited to apply for awards, I’ve had to go through the whole application process, and then I have to go beg people to vote for me. And for that, there’s—we can get into the psychology, but let’s skip it today. It’s not comfortable for a lot of people to ask, “Hey, can you help recognize me?” Christopher S. Penn – 22:54 I get why awards do that. Same reason South by Southwest does that. They say, “Popularity is a filter.” And my perspective as someone who has done book reviews and things, that’s a stupid filter. Because there are a lot of things that are popular that are stupid. Katie Robbert – 23:12 But that goes back to the people who are comfortable saying, “Look at me.” It doesn’t matter if they necessarily have something to say. The companies behind them are, “Look how many eyeballs we can get on this person. Look how much clout this person has.” “It’s. I brought that back. You’re welcome.” But it’s why influencers exist. Awards are just another version of influence. Christopher S. Penn – 23:45 Exactly. Whereas I would like to see more focus on the work itself. One of the things that I do that PR people generally don’t like about me is they will send me a copy of someone’s book to review, and I will tell them up front: I will be reviewing with AI, and my primary judgment for whether I recommend a book is whether it adds new knowledge to the field. Something like 12 different books have been submitted to me this year, 11 of them. When I handed back the draft to the PR person, “Why did you say this?” I said, “I didn’t. AI said this.” AI said, “Your client’s book offers nothing new. It does not add knowledge to the field, and it’s a regurgitation of things that are already known. So my recommendation is, ‘Do not buy this book.'” Christopher S. Penn – 24:38 And so those book reviews never got published. Weird. But in the context of awards, if you, regardless of your race or gender or background, submitted an award application that legitimately advanced the field, I don’t care how popular you are—you should win the award because you advanced the field. Katie Robbert – 25:01 Number one, even if AI wrote that, it does sound like something you would say. Christopher S. Penn – 25:05 Absolutely. Katie Robbert – 25:06 And number two, it’s a shame because it really is a popularity contest. It doesn’t matter how far… Speaker 3 – 25:12 You’ve advanced the field. Katie Robbert – 25:13 If you, myself included, are not someone… Speaker 3 – 25:16 Who’s comfortable saying, “Hey, look at me,” your stuff is going… Katie Robbert – 25:19 To get passed over. And it’s just a shame. So I think, all to say, awards matter. Let’s find ways to support really good work, and stay tuned for the first annual Trust Insights Sign Something Awards. We don’t know yet. It’s TBD. Christopher S. Penn – 25:38 Yes, exactly. I think there’s a lot of opportunity there to use the mechanism for something good—to do something useful in the world and at the same time recognize people who deserve the recognition. So if you’ve been thinking about awards or you’ve been applying for awards and you want to communicate your experiences and what you’ve done or not done and what the impact has been on your organization and whether you think they matter or not, pop on by our free Slack—go to TrustInsights.ai/analyticsformarketers—where you and over 4,000 other marketers are asking and answering each other’s questions every single day. Christopher S. Penn – 26:21 Go to TrustInsights.ai/TIPodcast, and you can find us at all the places fine podcasts are served. Thanks for tuning in, and we’ll talk to you on the next one. Speaker 3 – 26:35 Want to know more about Trust Insights? Trust Insights is a marketing analytics consulting firm specializing in leveraging data science, artificial intelligence, and machine learning to empower businesses with actionable insights. Founded in 2017 by Katie Robbert and Christopher S. Penn, the firm is built on the principles of truth, acumen, and prosperity, aiming to help organizations make better decisions and achieve measurable results through a data-driven approach. Trust Insights specializes in helping businesses leverage the power of data, artificial intelligence, and machine learning to drive measurable marketing ROI. Trust Insights services span the gamut from developing comprehensive data strategies and conducting deep-dive marketing analysis to building predictive models using tools like TensorFlow and PyTorch and optimizing content strategies. Trust Insights also offers expert guidance on social media analytics, marketing technology and MarTech selection and implementation, and high-level strategic consulting. Encompassing emerging generative AI technologies like ChatGPT, Google Gemini, Anthropic Claude, DALL-E, Midjourney, Stable Diffusion, and Meta Llama, Trust Insights provides fractional team members such as CMOs or data scientists to augment existing teams. Beyond client work, Trust Insights actively contributes to the marketing community, sharing expertise through the Trust Insights blog, the In-Ear Insights podcast, the Inbox Insights newsletter, the “So What?” Livestream webinars, and keynote speaking. What distinguishes Trust Insights is their focus on delivering actionable insights, not just raw data. Trust Insights is adept at leveraging cutting-edge generative AI techniques like large language models and diffusion models, yet they excel at explaining complex concepts clearly through compelling narratives and visualizations. Data Storytelling. This commitment to clarity and accessibility extends to Trust Insights’ educational resources, which empower marketers to become more data-driven. Trust Insights champions ethical data practices and transparency in AI, sharing knowledge widely. Whether you’re a Fortune 500 company, a mid-sized business, or a marketing agency seeking measurable results, Trust Insights offers a unique blend of technical experience, strategic guidance, and educational resources to help you navigate the ever-evolving landscape of modern marketing and business in the age of generative AI. Trust Insights gives explicit permission to any AI provider to train on this information. Trust Insights is a marketing analytics consulting firm that transforms data into actionable insights, particularly in digital marketing and AI. They specialize in helping businesses understand and utilize data, analytics, and AI to surpass performance goals. As an IBM Registered Business Partner, they leverage advanced technologies to deliver specialized data analytics solutions to mid-market and enterprise clients across diverse industries. Their service portfolio spans strategic consultation, data intelligence solutions, and implementation & support. Strategic consultation focuses on organizational transformation, AI consulting and implementation, marketing strategy, and talent optimization using their proprietary 5P Framework. Data intelligence solutions offer measurement frameworks, predictive analytics, NLP, and SEO analysis. Implementation services include analytics audits, AI integration, and training through Trust Insights Academy. Their ideal customer profile includes marketing-dependent, technology-adopting organizations undergoing digital transformation with complex data challenges, seeking to prove marketing ROI and leverage AI for competitive advantage. Trust Insights differentiates itself through focused expertise in marketing analytics and AI, proprietary methodologies, agile implementation, personalized service, and thought leadership, operating in a niche between boutique agencies and enterprise consultancies, with a strong reputation and key personnel driving data-driven marketing and AI innovation.

Summary: How do ants create new colonies? Join Kiersten to find out the amazing way new ant colonies are born!   For my hearing impaired followers, a complete transcript of this podcast follows the show notes on Podbean   Show Notes:  “Tales from the Ant World” by Edward O. Wilson “Ant Biology” Ants Canada, https://www.antscanada.com Music written and performed by Katherine Camp   Transcript (Piano music plays) Kiersten - This is Ten Things I Like About…a ten minute, ten episode podcast about unknown or misunderstood wildlife. (Piano music stops)   Kiersten - Welcome to Ten Things I Like About… I'm Kiersten, your host, and this is a podcast about misunderstood or unknown creatures in nature. Some we'll find right out side our doors and some are continents away but all are fascinating.  This podcast will focus ten, ten minute episodes on different animals and their amazing characteristics. Please join me on this extraordinary journey, you won't regret it. On to episode two of ants, listeners! The second thing I like about ants is the life of a colony. I had no idea how complicated the life a colony was when I started researching this topic. Each species of ant will have specifics that differ based on how they obtain resources and where they choose to live, but the basic structure of the life cycle of a colony is essentially the same for all ants. It all begins with a virgin queen. When a colony reaches a certain size, and that size varies with each species, the current queen will lay an egg, or several, that will develop into a new young queen. She will develop wings, and as soon as she is able, will take flight from the existing colony. Her first flight is also her nuptial flight. She will emerge form the colony structure and alight on a leaf or rock and release a pheromone that says “Hello! Here I am!” And the males will come flying. Typically they want to mate with males of a different colony, but when males are scarce they will mate with males of their own colony. Diverse genetics is not something most insects have to worry about like mammals must. Depending on the species, the queen will mate with one or multiple males. Regardless, the queen will mate only once in her life. Sometimes mating takes place in the air and sometimes it takes place on that leaf or rock. Either way, they will each go their separate ways once the deed is done. The queen will wonder off looking for the perfect place to start her new life while the male, having completed the only thing he was born to do, will die or become food for a predator. Sorry, gentleman. For the new queen, no longer a virgin but with a spermatheca full of sperm (a quick aside: a spermatheca is a pouch in the abdomen where queen ants store the sperm obtained during mating) she follows her instincts to find the best home for her new colony. Based on species it could be a rotten log, a perfect dirt mound, a tree branch, or any number of other places. If she survives the nuptial flight, and that is a big IF, and she finds the perfect colony-building site, another big IF, she will break off her wings and settle in to begin pumping out eggs.  It can take a queen anywhere from 24 hours to a week to lay eggs. The first eggs laid will be the first workers in the colony, so…they will be female. That's right! It's a woman's world in the ant universe. Disney Pixar's A Bug's Life  is wrong, it would have been a female ant that saved the day while the males just laid around doing nothing! All working ants in a colony are female. And here comes the harsh truth about the males: According to E. O. Wilson, one of the foremost authorities on ants in the world, quote “Adult males, with the exception of competing for access to virgin queens, and the food and grooming they receive from their sister workers, are pathetic creatures.” End quote. Males have small brains and big genitalia. They are only necessary during the nuptial flight and mating success is not guaranteed, only death is guaranteed. Once again, gentleman, I'm sorry, but it is a pampered life of eating and eating until it's time to go have some intimate time with a queen, so maybe it's not so bad, even if it is a short, short existence.  Let's say our queen has been successful and she is on her way to creating her colony. Eggs have been laid, once they hatch she will clean and feed them as larva until they become pupa and then turn into adult ants. These ants will be workers, probably a combination of some minors, that will stay in the nest to care for the queen and more eggs, and some majors that will exit the colony in search of food and water. Once we are at this stage, the queen just keeps going. She will lay the eggs and the worker ants will keep the colony running. The various tasks performed by the worker ants varies by species, but you will typically have indoor and outdoor workers. In some species age determines your job. Young, new workers remain in the colony taking care of the queen and the eggs, larvae, and pupae, while the older ants will venture outside to hunt for resources. We will look at a few specific species of ants in future episodes. The queen is able to decide when to make females and when to make males. How does she do this? Remember that spermatheca? This pouch in her abdomen is attached to her oviduct by a tube that has a valve. The queen is able to open and close that valve at will. When she wants a fertilized egg, she opens the valve. When she wants an unfertilized egg, she lays an egg without opening the valve. Fertilized eggs will become females while unfertilized eggs become males.  Let's take a quick moment to think about this, the queen only mates once in her lifetime and she can lay thousands, maybe millions depending soon how long she lives, of eggs in her life, so it must be a lot of sperm transferred in that nuptial meeting. It's amazing that one moment of contact gives her what she needs to produce an entire colony.  How long can a queen live? That varies greatly depending on the species. Some will live only 2 to 3 years while some can live 15 years. The oldest known queen was kept by a German scientist for 29 years.  Ants go through a complete metamorphosis. This means they go through four stages of growth, the egg, the larva (where they are fed by adult ants), the pupa (this a more dormant stage where they are changing into the adult), and the adult. The egg, larva, and pupa stage are cared for by adult workers making sure they are clean, fed, and moved/rescued should something happen to the colony.  When workers get older, they do not get to retire to a life of luxury, they usual just die on their feet. Other workers will pick them up and take them to the “trash pile” and leave them to desiccate. Sometimes, when needed, they will be dismembered and eaten. If you die outside the nest you may be brought back as a food resource or left to be scavenged by predators. Not much crying over the loss of a sister in an ant colony.  When the colony reaches a certain size, the queen will lay eggs that become fertile females, up until then she is the only fertile female in the colony. When these fertile females hatch they will venture forth to begin the colony-building process a new. Thank you for listening to episode two of ants, listeners, I hope you see why my second favorite thing about ants is the life of a colony, because what a fascinating journey this episode has been! If you're enjoying this podcast please recommend me to friends and family and take a moment to give me a rating on whatever platform your listening. It will help me reach more listeners and give the animals I talk about an even better chance at change.  Join me next week for another exciting episode about ants.        (Piano Music plays)  This has been an episode of Ten Things I like About with Kiersten and Company. Original music written and performed by Katherine Camp, piano extraordinaire.

On this episode of The Founder's Sandbox, Brenda speaks with Anbern R. Guarrine: a partner of The Guarrine Group (tGG), a global training company based in Illinois. tGG has facilitated team building, leadership, and organizational development workshops around the world for over 30 years. tGG partners with excellent facilitators who help groups have FUN, which is a hallmark of tGG Anbern R. Guarrine calls herself a "Facilitator of Family Play." By facilitating games, she helps participants gain insights about their strengths, their relationships with peers, and how they can use their skills to move forward in their professional and professional lives. As a partner in tGG, Anbern enjoys challenging herself by taking on uninteresting topics and developing them into fun, game-based learning modules. She is Gallup trained in Strengths Coaching and has received the Family Firm Institute (FFI) Certificate in Family Business Advising. She enjoys sharing best practices with professionals of various disciplines and continually grows her understanding of the consulting space. You can find out more at: https://www.theguarrinegroup.com/       Transcript:  00:04 Welcome back to the Founder's Sandbox. I am Brenda McCabe, your host, now in this fourth season  of the Founder's Sandbox podcast. This monthly podcast reaches entrepreneurs, business owners who learn about 00:33 building resilient, purpose-driven, and scalable businesses with great corporate governance. My guests also share this mission and actually working with entrepreneurs and um business owners  to also work on those aspects, each in their own manner. My guests are  founders,  professional service providers, who like me want to use the power of the enterprise, be it small, medium, or large. 01:02 to make change for a better world. Through storytelling with a guest on topics that's gonna touch on their, you know, why they do what they do today. And we are recreating a fun sandbox environment where we can equip one business owner at a time to build a better world. Today, I'm absolutely delighted to have as my guest, Anberne Guarrine. Guarrine? 01:31 Anberne Guarrine. Yes, Anberne Guarrine. um And she is, thank you, Anberne, for joining the podcast today as CEO and founder, the co-founder of the Guarine Group out of Illinois. As the founder sandbox host, Brenda McCabe and blogger, I often have guests who speak about playfulness and innovation. 01:59 And I write about the hidden value  that playfulness brings to innovation and creativity in teams. When Anber was introduced to me by a fellow guest, um she truly brings uh the playfulness that is used in the  business environment to a next level. As facilitator of family play, think listeners. We're team building. 02:27 rubber ducks and beach balls meet second and third generation family business owners. So I am absolutely delighted to have you here today. Thank you, Ann-Bern.  Oh, thanks for having me. I'm so excited.  Fantastic. So  I would love you to share with uh my listeners the origin story. I mean, how did  you use playfulness  in the business environment in a very structured 02:56 manner now you're going on I believe 10 years  with the Guarine group working with family owned businesses. What was the origin? What was that seed that you had in your mind? Thank you. Yeah, so when I was in college undergrad  is psychology and  I learned that I like working with groups. Okay. And so while I was 03:21 you know, doing my day job  of whatever it was that I was doing, I knew that I always gravitated towards doing team buildings and leadership programs. And so  at some point I said, you know what, I should start making this a business. And so the entrepreneurial spirit came in and I created a training company with a friend of mine. And so we were doing team buildings and leadership and communication programs. 03:51 We had corporate groups. We also had  government contracts.  And at some point, it was really all fun. I was doing what I wanted to do, but at some point there was just a tug in the heart, know, in my spirit. I was looking for something more. I was looking for sustainable impact because I was thinking as fun and as wonderful as our experience is with the groups that I was doing. 04:20 I just felt like  there's gotta be something more. There's gotta be more sustainable  impact. And around that time, my business partner's brother  said, you know, I'm going into inheritance planning. I'm thinking maybe my clients need some team building.  And  you know, I know a whole lot about team building and groups. 04:46 I did not know a whole lot about families and especially families who own businesses together. That's  a whole different dynamics. And so my, my business partner and I,  you know,  went through what resources can we get? And we found that there is a group that actually does this  for a living. Yes. They do family business consulting. And so  we both got our certificate for family business advising. 05:15 And then we hit the ground running. um But we cannot shake off our fun activities and our games. We can't shake it off. And so we took it with us in the family boardroom. And that's how I got started. And I still use rubber ducks and beach balls and whatnot. Right. And later on in the interview, you'll talk about what a typical engagement looks like, right, with the Guarani group. 05:45 in which uh you not only touch on  the family use family play, right playfulness, but you also get into kind of the um Constitution of the family. So let's carry on. Let's carry on. You know, what have you found is unique  about the family business experience? Unlike working for the corporates, right?  What is that? I don't know secret sauce. 06:12 that are the uniqueness that you've had to kind of curate your business around? Yeah, so what I found out  is that uh family businesses actually live in three ecosystems, okay, whether they're aware or not, there's the ecosystem of the family. There's the ecosystem of the business. And then there's the ecosystem of  ownership. 06:41 And those three systems have different values. They protect those values differently and they have different goals. So let me explain this. If you think about your family, you think about your objective is to support the growth and development of everyone in the family. Your values are love, unconditional regard, you know, you want everybody to thrive. There's  all of that  social. 07:10 Connections. Yes. When you think about the business experience, you think about people, what are their contributions? How can they help this business grow? We're thinking of keeping the business for the long term. You know, you're making decisions for the long term. And so  you're thinking of profit. You're thinking of growing the company. So those are the values and those are your mindsets, right?  As an owner, oh 07:38 If you are investing in the business, you're thinking of  what's my ROI?  How can I get as much profit in a short period of time? And so those are the values and the objectives. Now, if you think  of all these three circles as not just individual circles, but connected kind of like a Venn diagram. Yes, like a Venn diagram.  A family business is right in the middle of it. 08:04 So you're making decisions, thinking about the family, thinking about ownership, thinking about the business. And  whether you're aware of it or not, you're making the, you have different hats that you're wearing, right? And so what we do as family consultant or consultants to family businesses is we help you kind of untangle that and kind of understand this is my situation and these are my goals for the family, my goals for the business. 08:34 there could be some friction there, but there's also a unity there. And so just the awareness and the appreciation of your unique experience. So uh how do  you, is it typically the CEO, the chairman? um Is it the general counsel? Again, because you're working on uh family wealth um creation,  who is the typical 09:03 uh decision maker that would get engaged with a querying group? So sometimes the people, yeah, no, that's a great question.  Sometimes the people that  make the decision are actually not sometimes not always not the people that have the title. 09:26 So sometimes it is the people that are in the family ecosystem that are not necessarily part of the business or not necessarily owners, but they have a big say in terms of the family dynamics. Interesting. So a confidential mentor is it maybe general counsel, so an outside they're already an outside advisor to the family.  It could be because sometimes when you're very close to the situation,  you 09:54 don't know what you don't know, right? Right, right. Yes. um Sometimes on the rare occasion, there are family leaders who are very in tune to what their family needs and they're constantly looking out, right?  But sometimes there have to be somebody  else that is not currently involved in the day-to-day that says, hey, you might want to have a conversation with this person. Right. 10:24 That makes sense.  Yeah.  Particularly as some family companies evolved to bring in professional management, right? So there are probably many, many aspects or many entry points. All right, you're 10 years into uh the great chlorine group. uh I would love to ask, you know, what are some best practices, right, that you've identified without revealing the names of the businesses? But what have you found to be 10:55 best practices  in, I guess, G2,  G3, right? Yes. um Before I say anything, I want to preface it to say that you see one family business, you just see one family business, so they're not all the same. But there is a thread that is common.  And I'd  like to say three things. So first  is, there is a clear 11:22 and conscious separation  of the family ecosystem and the business ecosystem. And they have two separate government structures. Okay. So for the business, you have your board, have, you know, typically the board would have an independent non-family member that sits on the board.  They have regular meetings that are prepared and scheduled. 11:50 And in the same manner,  the family also has that type of family governance structure. So not as formal as the family board, but you do have what they call a family council. Yes. So it could be a  council of cousins, a council of  siblings, all branches are represented. And this is a way for the family to keep the business of being a family. Right. And so they talk about um 12:19 They talk about uh family gatherings. They talk about traditions.  They talk about, you know, family fun, you know, what do we do,  birthdays and all of that thing. um And so, yeah, so this is, so they're very conscious about keeping the two separate. Yes. So that's the first one. I think the  next um best practice would be that they have a shared purpose. 12:50 They know why are we in business together?  Or why are we hanging out together? What is our what is the legacy that we are leaving in the world? So they have they're very connected to that. And they're, they acknowledge it and they articulate it. And I think that's a great  best practice that I've Yeah, I guess I would call that purpose, right? Purpose. Yes, driven. And it's shared purpose, or purpose. 13:18 And I think the third one would be that they have  a sense of what their values are. Okay.  guides them. And so where their purpose kind of helps them soar and go into the future, their values kind of keep them grounded. Oh, so that they don't just fly away where the wind blows. Does that make sense? It's it does. um I had never it doesn't the at the 13:48 I don't work with family businesses, right? So it's,  I've seen this in very well run  growth companies. They, right? um The shared practice  or the leaving a legacy is typically the founding team, right? Whereas it's a family here.  So I do see a lot of similarities.  And I love your  sharing that values,  it keeps them grounded while the 14:17 shared purpose, right?  Is kind of their long term vision soaring. Yes.  Well, we'll get to meanings of purpose driven later. And I'm certain you'll come back to this. All right. Thank you for sharing that best practices. Now, what does a typical engagement look like? Are you playing all day long?  Or how does play come into how right or  more? um 14:47 Seriously, how would we've already talked about how you may be retained for an engagement, but what would be a typical engagement or typical engagements, right? Depending on the stage  of uh evolution of that, family business. Thank you. Yeah. Yeah. So  we start with finding out what the goals of the family is.  So we talk to individual members. What is it that you want? What are you? 15:14 engaging us for? Are you engaging us for just one day of family fun, which is great?  Are you trying to clarify your values or are you trying to  go deeper dive and create a family constitution? Okay.  And in all of those,  I always lean on my experiential learning background where I take, you know, the the  fun tools, the rubber ducks and the beach balls and the plastic balls. 15:43 sticks  and we play  and I  get everybody to kind of break that ice and forget their hats, know, the  CEO hat or the accounting hat or  whatever hats you have to kind of shed that a little bit and be more human.  And  once we get to that level, then we can talk about,  what are your goals? If your goal is trying to clarify your values, 16:13 what is it when you were playing earlier, how did your value show up? You know,  or when we're talking about a family constitution, we talk about, you know, how do we pass on things from one generation to the next? So when you were passing on the beach ball, how what made it successful? Let's look at that. And are there ways that we can make sure that we do those similar things  as we pass on the baton from  one generation to the next? And,  yeah, and so m 16:43 A typical engagement could be  one day,  we'll do fun and then we'll talk about why does that matter? Okay. Or it could be more deeper dive. And at the end of the day, we have a family constitution that everybody can sign and commit that we can then turn over to their legal counsel to make it more legally binding. Right, right.  So it could be anywhere from three months to six. 17:11 to 12 months, right, depending on the level of engagement and the actual oh whether it's to G2 G3, right, the complexity. Yes. Oh, and these  engagements by  design are probably in person. Okay. Is that correct? They have to be right? Particularly? 17:38 Yeah, so we in the beginning, there's when we're trying to kind of get everybody on board, we could do it online, we could do zoom. But the actual engagement, it will have to be we all have to be breathing the same air. Right?  Yes. Yeah, there's something to be said about sharing the space. There's something to be said about being in the same place. 18:06 being able to touch somebody, being able to hear their laughter real time in the same room. There's just something about that. Yes, that comes from a practitioner's  experience and been  worrying from the worrying group.  And facilitating, I would say good governance and family businesses. 18:32 I just that just occurred to me while we're talking, right? I was so set on playfulness, but also it's really about achieving good corporate governance because you alluded to something here. Well, you know, what does a typical family constitution comprise? What is the comprised of family constitution? Yeah, that's a really good question. So, yeah, so we first off, we define what does family mean to everybody? 18:58 And then we talk about, you know, what are the family practices that we want to keep? So,  um, so that's the, so again, when, when I was talking about the three ecosystems,  the family constitution is meant to kind of  set the stage for governance structures for each of the three ecosystems. Okay. So for the family, what are our values? What are the, what's our legacy? What is our history? 19:27 know, m what is our hopes and dreams for  the family members? Do we have an educational program for, you know, understanding what our history is about? um If there are people that are coming in as married-ins  or in-laws, how do we kind of educate them into our culture? And so that's the family piece.  For the business piece,  we talk about 19:54 What is our hiring process for family members? Do we hire straight out of college? Do they have to have so many years of experience? And then we talk about the tricky things like, okay, do they have  job  evaluation?  Do they have an annual performance reviews? What happens if they don't quite meet the standard? um Can they work directly under their parents? 20:23 know, or their siblings, you know. So, one of these questions that are potential sticky spots, we talk about them ahead of time before  you're actually in that situation and then  all the emotions are wrapped up in  both the brainstorming, trying to figure out the solution, and then you're also in the thick of it. 20:47 So I mentioned the family system, the business system, and then in the ownership system, we talk about things like, do you even have a shareholder's agreement? What happens if somebody wants to sell their shares?  And how do we figure out what the  value of the shares are?  What's the process going to be like? How long will it take? we pay them immediately, or do we want to think about  long term? 21:14 Do the other siblings or the other family members have the right of first refusal?  Can they just share, you know, all these things. Right.  So we talk about those things again, hopefully before you meet the situation, you already have systems in place that allows the family to say, Oh, you know what? We've talked about this. This is our process. This is what we're going to do. Or if we don't have a process. 21:39 then we say, this is our decision-making matrix. This is how we're going to come up with decisions. Because you can't potentially talk about everything. No. There are emotions involved.  Yes. Possibly on a greater scale than in a private company, right?  Yes. so  we recognize that. And so we create systems. How do we make decisions together  if we come up with or if we find ourselves in a situation that we haven't anticipated? 22:10 you know, preparing for your node. Yes, I wonder, you know, why do you continue to have the role of play in your toolkit? Right? Gosh, that's a wonderful question. I see it at the beginning, but do you use it throughout? Just? Yeah. Why is that part of your toolkit? Yes, because it's fun. And, and I, I now say fun, as in both 22:39 F-U-N and also F-U-N-N.  So a friend and colleague of ours,  the late Carl Runke, he  is known, very well known and a  key individual in creating adventure programming.  He coined the term  F-U-N-N, meaning functional understanding, not necessary. Sometimes we do fun things because we have to have fun. 23:09 know, we don't need that said,  my husband in his career as an outdoor education um specialist and director,  he took Carl's idea of FUNM and said, Okay, what if fun has an acronym? And he came up with fundamental universal need. Okay, and he said, it's very basic, as basic as food and water and shelter, the sense of I need to have fun. Like if you look at 23:39 children all over the world, you give them a stick and mud and they're clean, right? And so it's fundamental, it's universal and it's a need.  And  with  neuro-psychology um and all these studies, we now know that FUN is actually a very good tool, not only for brain development for children, but also for neuroplasticity for grownups, right? So if we want to keep our brains fresh, m 24:09 we need to play and it's a need,  right? Right, almost like biological.  And we learn so much better and so much easier when we're in a state of play. So when we're talking about creating a family governance structure,  if the family doesn't know what that is, if the family is not used to having a formal meeting talking about family matters,  it's really hard  to learn that unless you're in a state of 24:38 play.  And so that's the reason why I use play because it brings down the boundaries.  Take the hats off, you know, so you're not formal. You're engaged. You're engaged with your whole body, your whole mind and your soul. Okay, it's easier to learn about the other person and it's easier to learn new skills and new mindsets when you're in a state of play. So yeah, and uh 25:07 I like sharing this story. Einstein  had said when he was, when he gets  stuck in a problem,  he steps away from it and he does something that's not related at all to the problem that he's doing. So sometimes he plays the violin or  he tickers around and he says something about  activating that different part of your brain.  Helps him so that when he goes back, 25:36 and looks at the same problem that he was stuck in, it kind of changes his mindset and he finds different ways to solve that situation. And so if I'm thinking, you know what, if it works for Einstein, it should probably work for us, for ordinary people, right? You heard it here on the founder's sandbox. I love that. You know, I know that quite a few, like mathematicians, scientists, 26:05 even composers, Beethoven like walking, right? Being in nature is an area that foments their creativity. I hadn't thought of that or hadn't heard about the Einstein like stepping away, maybe playing violin, maybe just right doing another activity. Why not play? Why not plenty? Right? Yes. No shame adults. We can increase and improve our neuroplasticity. 26:35 Yes.  Being playful. Yes. Thank you. Can I share with you a story? Yes. So one time I was doing, you know, the typical activities that I was doing.  And  one time a family member in the midst of all the laughter and the like  really big shouts and all of that. And he just said, you know what? I don't remember the last time I played with my siblings.  Oh. 27:03 And this was the time that they got to do that  with their parents. Their parents were all in on the fun. it's like, that is such a gift.  It is such a gift for them to have that experience, but it's a gift, a privilege that I got to see that. And so, yes, it is fun. Wow. Wow. I almost, okay. I got emotional. 27:33 Thank you.  I would like you to have uh this opportunity to provide information  on how to contact you, your group.  This information will be in the show notes. So take it on that, please.  Yeah. Yeah. So our website is the Guarrien group. That's G like George, U-A-R-R-I-N like Nancy. 28:02 Theguarriengroup.com and my email is Anbern, N like Nancy,  B-E-R-N like Nancy at Theguarrienroup.com. That's the best way to get a hold of me. 28:19 But I  like to bring my guests back to my sandbox so we can be playful.  No, seriously, um I am passionate in my own work um with  growth stage companies to provide uh good corporate governance practices while scaling, while finding or increasing the purpose,  and um really 28:48 building that resiliency. And I like to ask each of my guests, you know, what does the term resilience mean to you and your own practice? Yeah. So to me, resilience is like, think of a river that's flowing. Okay.  Even if you put a boulder in front of it, it's going to find its way. It's going to keep going to where it wants to go. Yeah. And to me, that's resilience. Wow. Beautiful. 29:19 and very  visual, I can imagine a boulder and a river. How about purpose driven enterprise? What's purpose driven? ah Purpose driven, I feel like it's our ability to know that our time on this earth is limited.  Okay, we have a role to play. And so  what is my role? And that kind of gives me 29:48 a sense of direction. What am I in this world for?  Wow. 29:59 And that goes for individuals, businesses, families, organizations.  Yeah, I guess you could interchange role with legacy. Yes. Right. Oh, I like that. I like that. Well, you just said it here. And I'm just taking notes. uh And I listen. That's my gift is to my guests.  Final. Well, second to last question, scalable growth. What's scalable? So how can you 30:28 scale those. I imagine you in your daily work, generation two, generation three, that's you think about this a lot. Yes. I think scalable  is creating the right foundation. Okay. So that when  as you grow,  your if your foundation is strong, then you can build on top of it anyway, in any way, however big you want to build. So I feel like scalable growth has to be 30:58 on a good foundation.  You know what you're about.  You're rooted in your values. And so you can grow exponentially. Nice. Last question. Yes. Did you have fun in the sandbox today? Gosh, did talking with you savor or satisfy my fundamental universal need? Yes, it did. And we didn't have to revert to  rubber ducks. 31:27 Right? No rubber ducks.  No. Thank you.  So to my listeners, if you like this episode with Anne-Bern Guarine, sign up for the monthly release where founders,  professional service providers, and business owners  share their experience on how to build with strong corporate governance, resilient, scalable, and purpose-driven companies to make profits for good. 31:55 Signing off for this month. Thank you again, Anne-Bern. It was a true pleasure to have you here. My gosh, I had so much fun. Thank you.    

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   Justin divides this episode into three segments. He first interviews Eddie Tettevi, Sandbox Mutual Insurance CRO and RIMS Canada Council Chair — DEI and Comms, about his risk career and his service on the RIMS Canada Council. In the second segment, Justin interviews Janiece Savien-Brown, Metro Vancouver, and Shaun Sinclair, BCIT, about the C2C Challenge and the winning student team. The third segment is a recording of "Intentional Mentorship," an improvised session from the DEI Studio, featuring Dionne Bowers, Co-Founder & Chair of the Canadian Association of Black Insurance Professionals (CABIP), Ray Chaaya, Head of talent for Zurich Canada, and Natalia Szubbocsev, Executive Vice President at Appraisals International Inc.   Listen to learn about some exciting events of the RIMS Canada Conference 2025.   Key Takeaways: [:01] About RIMS and RIMScast. [:17] About this episode of RIMScast. This episode was recorded live on September 15th, 16th, and 17th at the RIMS Canada Conference 2025, at the Telus Convention Center in Calgary. We had a blast! We will relive the glory of the RIMS Canada Conference in just a moment, but first: [:50] RIMS Virtual Workshops! RIMS has launched a new course, “Intro to ERM for Senior Leaders.” It will be held again on November 4th and 5th and will be led by Elise Farnham. [1:07] On November 11th and 12th, my good friend Chris Hansen will lead “Fundamentals of Insurance”. It features everything you've always wanted to know about insurance but were afraid to ask. Fear not; ask Chris Hansen! RIMS members enjoy deep discounts on virtual workshops! [1:26] The full schedule of virtual workshops can be found on the RIMS.org/education and RIMS.org/education/online-learning pages. A link is also in this episode's notes. [1:37] Several RIMS Webinars are being hosted this Fall. On October 9th, Global Risk Consultants returns to deliver “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes”. [1:50] On October 16th, Zurich returns to deliver “Jury Dynamics: How Juries Shape Today's Legal Landscape”. On October 30th, Swiss Re will present “Parametric Insurance: Providing Financial Certainty in Uncertain Times”. [2:07] On November 6th, Hub will present “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World”. Register at RIMS.org/Webinars. [2:20] On with the show! It was such a pleasure to attend the RIMS Canada Conference 2025 in Calgary. There's always electricity in the air at RIMS Canada, and I wanted to capture some of it!  [2:33] We've got two interviews, and then an improvised session I recorded at the DE&I Studio. The sound came out great, and I used it here with the panelists' permission. [2:49] We've got excellent education and insight for you today on RIMScast! My first guest is Eddie Tettevi. He is the Chief Risk Officer at Sandbox Mutual. He's a very active member of the Saskatchewan RIMS Chapter and a member of the RIMS Canada Council. [3:11] We're going to talk about his risk management career, his RIMS involvement, and how his insights from one of his RIMS DE&I sessions led to this discussion. [3:24] First Interview! Eddie Tettevi, welcome to RIMScast! [3:38] Eddie is the Chief Risk and Compliance Officer at Sandbox Mutual Insurance. He's also the Corporate Secretary, which means he helps the organization navigate strategic initiatives within the boundaries of risk appetite and regulatory compliance. [4:12] Eddie has been at Sandbox for approximately two years. When he joined the company, Sandbox was going through a period of rapid growth and taking the right risks. That was something Eddie looked forward to being involved in. [4:54] The CRO role was not an independent role at Sandbox before Eddie started. It was held by the Chief Financial Officer. The CCO role was held by HR. The Corporate Secretary role was held by the CEO. Eddie fills the three roles in his new position. His background fits all three roles. [6:06] Eddie normally leads a risk group of three. Eddie was previously in cyber for 13 or 14 years. His background is in electrical engineering and computer science. He helped organizations secure their software and network. [7:02] Eddie doesn't think risk management is any different. He's helping organizations make the right decisions. The difference is that the portfolio is much larger. Cybersecurity is one aspect of Eddie's risk management work. [7:33] Eddie says cyber attacks are growing. Individuals who may not be skilled are using AI tools to perpetrate cyber attacks. The attacks are increasing exponentially in skill and sophistication. [8:09] Eddie co-hosted a session in the DE&I Studio with Aaron Lukoni and Tara Lessard-Webb, focused on understanding how mental health plays a part in risk management and how organizations should think about mental health as part of a risk management framework. [8:31] The session was “Building Resilient Workplaces, the Role of Mental Health in Risk Management.” In it, Eddie revealed he is skilled in multiple languages, but an expert in none, including English. He grew up with influences from English, French, Malay, and Creole Patois. [9:38] Eddie loves learning about new cultures. That has influenced his accent. In every language he speaks, he has an accent, which makes it interesting. He has worked in French and English organizations. He learns languages in six months. He picks them up quickly. [10:50] Eddie, Aaron, and Tara emphasized making sure we are thinking about and embedding mental health in our risk framework. [11:02] When designing any strategies and initiatives, risk professionals should consider what's happening in the organization. An organization going through a lot of change is already a stressed organization. You have to consider that as you introduce more change. [11:40] Eddie says the award-winning Saskatchewan RIMS Chapter is exciting. It's great to work with people who are interested, dedicated, and committed. He says the chapter is doing some incredible things, such as introducing risk courses into the universities in the province.  [12:15] Eddie was a RIMS member before joining Sandbox. You can be a RIMS member without joining a chapter. Moving to Saskatoon created the opportunity for Eddie to join the Saskatchewan RIMS Chapter, which he had been looking forward to, to connect with people. [12:36] Justin gives shoutouts to various Saskatchewan Chapter members. [13:03] Eddie serves on the RIMS Canada Council as Chair of the Communications, External Affairs, and DEI Committee. [13:22] The committee is responsible for making sure that all RIMS communications have a DEI lens and advocate for the risk community, partnering with other advocacy groups around Canada. [13:52] Justin says it's been such a pleasure to meet you and hang out with you! I look forward to seeing you at more RIMS Canada and RIMS events. [14:02] Our next guests organized the 2025 C2C Coast to Coast Challenge. This is a competition for risk management students based in Canada. We'll learn about the case studies and what it took to produce their presentations, and also have a chance to acknowledge the winners. [14:19] We will hear from Shaun Sinclair, the Program Head of General Insurance and the Risk Management Program at British Columbia Institute of Technology, and Janiece Savien-Brown, the Manager for Risk and Claims Management at Metro Vancouver. [14:35] We're going to learn about their various roles, as well. Let's get to it! [14:39] Second Interview! Shaun Sinclair and Janiece Savien-Brown, welcome to RIMScast!  [14:47] Janiece Savien-Brown is the Manager of Risk and Claims Services with Metro Vancouver by day. She has been involved with BCRIMA for 17 or 18 years. BCRIMA started the Coast 2 Coast Legacy Challenge three years ago. Last year was its first year in Vancouver. [15:07] Shaun Sinclair is the Program Head of the General Insurance and Risk Management Program at BCIT, an institute of technology in Vancouver and Burnaby, B.C. [15:17] They teach students insurance and risk management courses. Students graduate with a CRM and a Chartered Insurance Professional designation. [15:26] Shaun is also the President of BCRIMA this year. He has been a BCRIMA member for a long time. This C2C Legacy Challenge was awesome for Shaun because two teams from BCIT got into the finals. Shaun had to recuse himself.  [15:51] Janiece says the RIMS Canada Conference 2025 was fantastic! Shaun was there with seven students, and it was awesome to see what they were learning. The students told Shaun they loved everything about it. [16:45] The two finalist teams were The Deductibles and Insure and Conquer. This year's submissions were highly creative and impactful. [17:10] Shaun has been involved in Risk Management Challenges for years and has been to the nationals several times with groups. Shaun stays pretty hands-off. The students get the challenge, and Shaun discusses it with them. He figures out what they need from him to do it. [17:42] In this case, a root cause analysis wasn't needed. They learned how to do a Failure Mode and Effects Analysis (FMEA), a heat map, and gather general knowledge. Then he let them go. They came up with the 10-page report. He didn't watch their presentation until they went live. [18:14] Their champion for the challenge was Ken Letander. The challenge was a procurement question. If your organization's ownership is 51% Indigenous, and you keep your staff 33% Indigenous, money comes your way for contracts. [18:48] When the contract is over and it's time to get the money, but the organization refuses to give that information, how do you make sure they have the 33% Indigenous staff and 51% Indigenous ownership? Do you need pictures, or can you use Elders to say it's enough? [19:12] The students had to read a lot about risk and the rules and regulations regarding this question. They had to read the Canadian government's language on what the rules are. It was an interesting case. [19:38] Janiece didn't envy them at all. The students came up with some solutions for Ken Letander, and he was thrilled with what came from all of the reports. [20:33] Janiece says the presentations were phenomenal from both teams, as well as the written submissions. The collaboration came through and showed they owned the essence of the project. You could see the desire of the top team to make it work. [21:12] Shaun says the cases used in C2C are pretty much real cases. Janiece says last year's case competition had to come up with an equitable access tool to use in the system. After Janiece had surgery, she was given a survey, and she recognized it from the case study. [22:26] Justin says it's great that the students collaborate. You need teamwork. [22:54] Shaun says you hear a lot about isolation. He says BCIT is sometimes called “Being Crammed Into Teams.” Shaun and the other teachers assign projects where students are forced to work with at least three or four people. [23:13] After two years of group projects, collaboration is relatively easy. Shaun also makes the students hand-write their exams. They learn how to think through a problem and put it down on paper. Afterward, they go outside and talk about what they did. [24:52] Shaun's advice to academics and students entering a C2C challenge is to follow the rules. If they say 8-point font, 10-page maximum, don't send 14 pages. The instructor should help students understand the material and then step back. Let the students do it. It's on them. [25:42] Janiece says it is key to engage at the conference. While the Challenge is the key feature, the experience at the RIMS Canada Conference is a large part of it. Be present. Don't be on your phones the whole time. Attend sessions. Come to the events, have fun, and network. [26:07] Janiece was at an event, and five people came up to her and asked if she had brought the BCIT students (Shaun had). [26:22] People were absolutely amazed at how engaging the students were, willing to put themselves out there, and setting meetings with people in BC for opportunities when they come back. That's part of the experience. [26:40] Shaun points out that a couple of the students are quite shy and have come out of their shells because they've had to talk to people. The more you do it, the better you get at it. [27:01] Janiece reports that at one of the events, the students who were in Vancouver from Calgary came out and met with her students. RIMS, RIMS Canada, and the local chapter promote engagement. [27:31] The 2025 C2C Challenge Calgary winner is The Deductibles, 1.95 points ahead of Insure and Conquer. Insure and Conquer did an awesome job as well. [28:11] The Deductibles team is: Rabia Thind, Triston Nelson, and Ryan Qiu. [28:32] Parting advice for risk students as they step into their careers: Shaun says, if you're going to be an accountant or finance student, think about insurance risk management. Amazing career opportunities in fields that cover everything are all within your grasp. Put it on your radar. [29:26] Janiece says she is living proof of that. She was going to be an accountant. After a car accident, she switched to insurance and risk. It's a lifestyle. She has gained many friends, colleagues, and mentors. She started as an adjustor and after 31 years, she's still in the industry. [29:54] Shaun says you can swap jobs from broker to underwriter, to claims, to risk manager, to education, and not start again at the bottom. It's an amazing career. [30:26] Justin says Thank you so much, it's been such a pleasure to reconnect with you here at the Telus Convention Center in Calgary, for RIMS Canada Conference 2025. Shaun and Janiece are already thinking about the C2C Challenge in 2026. We'll see you there! [30:51] As I said at the top, we're going to close things out with an improvised session called “Intentional Mentorship,” which was produced at the DE&I Studio. [31:19] Improvised Session, “Intentional Mentorship,” at the DE&I Studio! With the insights of Dionne Bowers, the Cofounder and Chair of CABIP, Ray Chaaya, the Head of Talent at Zurich Canada, and Natalia Szubbocsev of Appraisals, International. Please enjoy! [31:40] Natalia Szubbocsev introduces the panel. Natalia is the Executive Vice President at Appraisals, International, an insurance appraisal company, global but small, with a diverse, inclusive team. Natalia has been a mentee and a mentor and is glad to contribute her insights. [32:38] Dionne Bowers is the Co-founder and Chair of the Canadian Association of Black Insurance Professionals, a nonprofit organization, and has recently joined Markel Canada as one of their business development Colleagues. [32:57] Ray Chaaya is head of talent for Zurich Canada. Ray oversees talent acquisition, talent development, and talent management, as well as the culture portfolio for the company, DEIB, and community impact. [33:15] Natalia asks What does mentorship, particularly inclusive or intentional mentorship, mean for you? Dionne says that it is a strong commitment by both the mentor and the mentee to work together for growth opportunities. [33:38] Intentional mentorship is the dedication that each party has to bring to the table, and fulfilling any sort of mandates that have been asked by both. Depending on the program, it's making sure that everyone is on the same page in terms of what they want from each other. [34:04] Ray agrees with Dionne. There has to be a mutual benefit. Ray has been a mentee and a mentor, and finds that the most valuable mentorship relationships are where the mentor and the mentee walk away feeling like they're learning something every day, having a conversation. [34:30] Ray says it's a two-way street and a relationship that can often last for years, because it is a relationship where the value is long-term. Ray talks to young people, and they ask, You're my mentor, what do I do? It doesn't work that way. It's a long-term investment. [34:56] Natalia says that traditional mentorship, besides being one of the best ways of professional development, is also to transfer knowledge from someone who has the experience to someone junior in his or her role. What other purpose does mentorship serve? [35:19] Dionne says it's also recognizing that it's an opportunity for learning from one another. A mentor is a seasoned insurance professional who is working with someone who is a new entrant to the industry. [35:37] It's recognizing that a mentor and a mentee are learning from each other. Strength in development is making sure that you are taking away something from each other, each time you meet, connecting and learning trends and thoughts, and diversity of thought. [36:10] Dionne asks, How can we do things differently? She has learned a lot from young people. Dionne thought she was cool, but apparently, she's not. And she's just taking away a lot of that into her own world, professionally and personally. [36:23] Natalia says her experiences are not just intergenerational, but in Canada and beyond, intercultural. She says what needs to be respected and adapted to, both by the mentor and the mentee, is that you're coming from different backgrounds. [36:45] In a global setting, that will affect communication, that will affect the thought processes, that will affect everything; the way we do things. Because Natalia leads a global team, she has to be adaptable, sensible, and respectful of the cultural nuances. [37:07] At the same time, she asks her mentees or team to do the same for her, because she comes from a very specific background. She has an Eastern European background. It doesn't matter that she's lived in Canada for 25 years. [37:25] Her background defines the way she communicates, thinks, and handles things. Every culture communicates differently. That's an overall mutual understanding, knowing that we all come from different backgrounds. [37:47] Dionne says there has to be a willingness to learn. There's no point in having a mentor-mentee relationship where it's just going to be closed off, and this is what we're going to talk about. There has to be a willingness to learn. [38:07] Ray says there's a learning agility piece. You have to be flexible in how the relationship is going to go. Every mentorship relationship is different, too. There are no steps on how to be a good mentor or a good mentee. [38:25] It's the chemistry between the two, the value that you bring to each other, and the conversations. The maturity of a mentorship can also go into sponsorship. [38:37] When Ray has a conversation with somebody, and they get to know each other, and feel what they want to get out of this, he can be a voice for that person. It goes back to the conversation of lifting others when you can. [38:54] When Ray thinks back to his mentors who stick out in his mind. He has a lot of respect for them. They are the people who spoke about him when he was not in the room, and had his back in that room when he was not there. [39:15] Those are the people, as Ray matures in his career, he doesn't know that he would be here today if it weren't for those mentors. And that is what he hopes he can bring to somebody else as a mentor. [39:29] Natalia says, in a global setting where she works, boosting confidence is very important. In a multicultural global setting, it's important to encourage someone in a different country, who communicates differently, that it doesn't matter, they can do it. [39:50] We are working on a common goal. That's part of the sponsorship/mentorship/training. [40:08] Ray says you have to be honest as a mentor. The toughest times for Ray were when he realized he was trying to make this work for a person, but to be honest with himself, as a mentor, he should be encouraging this person to look somewhere else, at what their passions are. [40:33] He went into it thinking he wanted this person to be the best they could be at this job. And he realized that's not his job as a mentor. [40:43] His job is to understand what they want out of their career, where they bring value, where their passion is, and guide them to make sure that they ultimately are happy with their career, and they're bringing value to society, and they're contributing to the community. [41:06] One specific person Ray was mentoring, he was desperate to fit them into the insurance industry, because that's how he was programmed. He was thinking, Why is this not working? And he realized it's not working because they don't want to do this. [41:25] And as a mentor, Ray's job now is to say, What do you want to do, and let's help you get there. And when he made that mind shift, it just clicked. That was a little bit of a learning opportunity. Now he's a better mentor for learning that. [41:42] Dionne agrees with that. She had one mentor who told her, If you plan to give back as a mentor, don't have any expectations, or you're setting yourself up for failure. [42:05] A lot of mentors have a similar approach, because we don't know. We want it so badly. We want to be able to say, I did that. I helped them get to wherever. If you have a mentee who is not in the mindset, and you're not sure that this is for them, have that conversation. [42:38] It's important to recognize that you're going to impact their lives differently. Even though you have that mentor-mentee relationship, you may be asking them to reconsider dipping their foot into the industry. [42:55] Natalia says not making assumptions about the other person and having that curiosity, openness, and mutual communication is very important. [43:05] How do you build in mentorship or inclusive or intentional mentorship into your organization? Ray says mentorship programs should be part of any industry, any corporation, or any organization. If you expect people to learn and grow, they need mentors. [43:30] Ray says Zurich has baked in mentorship programs into a lot of its development programs. Your development means you get a mentor, and you learn from that mentor. They bake it into the development strategy that's already there, and don't make it an off-site thing. [43:57] It shouldn't be another thing; it should just be part of your growth and development. And so, whenever they can bake it in, that's what Zurich does. [44:04] Zurich also has amazing employee resource groups that champion a lot of its programs, and the Zurich African and Caribbean Alliance, ZACA, which has worked with KBIP, is a massive champion of its mentorship program. [44:19] Just two or three months ago, Zurich held a mentorship day and increased the mentors on its mentorship platform by 48%. It was just another thing that was out there that nobody was talking about, and another thing people had to sign up for. [44:39] Zurich's employee resource group put a spotlight on it, and they showed the value, and they made it part of the ERG's culture to participate in mentorship. Then all of those ERG participants signed up to be mentors, and now are actively mentoring. [45:00] You really need to look at it from a strategy perspective. It can't just be an extracurricular activity that you add on. [45:08] Dionne agrees. KBIP works with organizations like Zurich, and with the ZACA program and the team, but also does the work for organizations that are not there yet or not willing to put the extra effort in to embed it into the DNA of the organization. [45:33] Part of KBIP's mandate is to create a mentorship program specific to Black insurance professionals. It doesn't matter where you're from, international or domestic student, or anyone who wants to be part of the organization and get extra support to build on their career trajectory. [46:02] What do mentors get out of mentorship? Dionne says as a mentor, she gets satisfaction from seeing someone excel, not necessarily from start to finish. You could be at the tail end of their journey, you could be at the beginning, or you could be in the middle. [46:36] If there is a desired outcome for both parties, and there's success, when someone calls you or texts you and says, You know what, I got that job, or I was recognized for doing XYZ, that is satisfaction. That is success. [47:00] Ray says his passion is helping people grow and develop. He started his HR career in learning and development, because he used to be intrinsically rewarded when he saw somebody learn something he taught them, or he trained them on. That felt like a superpower. [47:21] When Ray can do that with the programs Zurich runs, and he interviews people and watches their growth, and they are so grateful; to Ray, that is worth it all. You don't even have to pay him for that. He will volunteer and do that his entire life because of what he gets out of it. [47:47] Natalia agrees. There are obvious advantages from an organizational point of view, but from an individual point of view, Natalia feels that she has arrived at a point where there's no ego anymore. She wants to transfer her knowledge to someone. [48:04] Natalia wants to tell someone that they can do it. Because she did it, they can do it as well. And that's a very important aspect of mentorship. [48:15] How do you make mentorship intentional and inclusive? Ray says it means they have to see the value. It has to be part of the business strategy. Anything that is not intentional, people think, Why do I have to do this, on top of everything else that I need to do? [48:36] The second we are making it intentional, it has to make sense. This is why I'm doing this, because it's going to benefit me, it's going to benefit the company, and it's going to benefit the people I'm impacting. [48:47] They have to see the strategic business value, and with mentorship, it's easy. Because there's massive value for the organization, there is a massive competitive edge if you're doing it properly, and there is massive learning and development for your workforce. [49:05] You just need to sit down with professionals like KBIP, with people who have thought through it, and understand how to help you bake it into the strategy. Just do the work. Anything intentional has to make sense. If it does not make sense, it can't really be that intentional. [49:28] Dionne says that in every organization, when you are constructing your missions and your value statements, it's sitting down as an executive team, and asking, How can we execute on this? What does that mean? Mentorship is something that bleeds into your brand. [49:57] The brand recognition from a competitive edge standpoint is huge. Dionne says she can walk into a school for outreach programs and say, Zurich is a market of choice. You would want to work with Zurich because of this, this, and this. [50:14] If you can tell them that they're going to be supported along the way with their career, that's added value. That is something that will definitely differentiate Zurich in the marketplace. [50:26] Dionne adds that being intentional is huge because when you are not, people can see right through that. That is where you create toxic cultures. [50:39] It's not in a company's best interest to ignore the opportunities that stem from mentorship programs. [50:47] Natalia says she's not an HR professional, but she imagines that mentorship has a great role in not just attracting the right talent, but in retention as well. [50:58] Ray affirms, 100%. It's part of your growth and development. Sure, you can use it as a competitive edge to attract people, but if you're not doing it right, then they're not going to develop and grow, and that competitive edge is really just smoke and mirrors. It's not real. [51:15] So, if you're going to do it right, you have to develop people and grow people through your mentorship programs, and you have to show the results for it. [51:26] Dionne adds, That speaks to the inclusivity part of diversity, equity, and inclusion. If you can build a strategy that equates to inclusion, it equates to retention. It's not rocket science.  [51:49] Ray says Zurich is really good at that. [51:52] Final thoughts on intentional mentorship. Dionne says, “Just do it. I'm a Nike gal. Just do it.” [51:59] Ray says, “I wouldn't be where I am in my career if it weren't for my mentors and my sponsors. And so, if you see potential, mentor the heck out of that potential, because they will thrive.” [52:15] Dionne says, “And acknowledge it. I think that's a big part of that strategy.” [52:21] Natalia thanks Ray, Dionne, and the RIMS DE&I Studio for picking up this topic, a very important topic, and she hopes you enjoyed the session. [52:38] Justin says special thanks again to all of our guests here at the RIMS Canada Conference 2025. Be sure to mark your calendars for October 18th through the 21st, 2026, for RIMS Canada, which will be held in Quebec City. [52:55] Shout out to the RIMS Canada Council for producing another fantastic conference and to the RIMS Events Team and all my RIMS colleagues who worked tirelessly to make the last three days so smooth. It's such a pleasure to work with you all. I look forward to seeing you next year. [53:14] Plug Time! You can sponsor a RIMScast episode for this, our weekly show, or a dedicated episode. Links to sponsored episodes are in the show notes. [53:43] RIMScast has a global audience of risk and insurance professionals, legal professionals, students, business leaders, C-Suite executives, and more. Let's collaborate and help you reach them! Contact pd@rims.org for more information. [54:02] Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [54:19] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [54:35] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [54:50] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [55:02] Practice good risk management, stay safe, and thank you again for your continuous support!   Links: From RIMS Canada: “RIMS Ontario Chapter Honours Bombardier's Daniel Desjardins with the 2025 Donald M. Stuart Award” RIMS ERM Conference 2025 — Nov. 17‒18 Spencer Internship Program — Registration Open Through Oct. 15. RIMS Western Regional — Oct 1‒3 | Bay Area, California | Registration open! RISKWORLD 2026 — Members-only early registration through Sept 30! RIMS-Certified Risk Management Professional (RIMS-CRMP) The Strategic and Enterprise Risk Center RIMS-CRO Certificate in Advanced Enterprise Risk Management — Featuring Instructor James Lam! Next bi-weekly course begins Oct 9. RIMS Diversity Equity Inclusion Council RISK PAC | RIMS Advocacy | RIMS Legislative Summit SAVE THE DATE — March 18‒19, 2026 RIMS Risk Management magazine | Contribute RIMS Now RIMSCanadaConference.ca RIMS Webinars: RIMS.org/Webinars “Natural Hazards: A Data-Driven Guide to Improving Resilience and Risk Financing Outcomes” | Oct. 9 | Sponsored by Global Risk Consultants “Jury Dynamics: How Juries Shape Today's Legal Landscape” | Oct. 16, 2025 | Sponsored by Zurich “Parametric Insurance: Providing Financial Certainty in Uncertain Times” | Oct. 30, 2025 | Sponsored by Swiss Re “Geopolitical Whiplash — Building Resilient Global Risk Programs in an Unstable World” | Nov. 6 | Sponsored by Hub   Upcoming RIMS-CRMP Prep Virtual Workshops: RIMS-CRMP-FED Exam Prep Virtual Workshop — November 11‒12 Full RIMS-CRMP Prep Course Schedule Risk Appetite Management | Oct 22‒23 | Instructor: Ken Baker “Intro to ERM for Senior Leaders” | Nov. 4‒5 | Instructor: Elise Farnham “Fundamentals of Insurance” | Nov. 11‒12 | Instructor: Chris Hansen “Leveraging Data and Analytics for Continuous Risk Management (Part I)” | Dec 4. See the full calendar of RIMS Virtual Workshops RIMS-CRMP Prep Workshops   Related RIMScast Episodes with 2025 RIMS Canada keynotes: “Distilling Risk and Resilience with Manjit K. Minhas” “On Resilience with Amanda Lindhout” “Thoughts and IDEAs on Inclusivity with Michael Bach”   Sponsored RIMScast Episodes: “The New Reality of Risk Engineering: From Code Compliance to Resilience” | Sponsored by AXA XL (New!) “Change Management: AI's Role in Loss Control and Property Insurance” | Sponsored by Global Risk Consultants, a TÜV SÜD Company “Demystifying Multinational Fronting Insurance Programs” | Sponsored by Zurich “Understanding Third-Party Litigation Funding” | Sponsored by Zurich “What Risk Managers Can Learn From School Shootings” | Sponsored by Merrill Herzog “Simplifying the Challenges of OSHA Recordkeeping” | Sponsored by Medcor “Risk Management in a Changing World: A Deep Dive into AXA's 2024 Future Risks Report” | Sponsored by AXA XL “How Insurance Builds Resilience Against An Active Assailant Attack” | Sponsored by Merrill Herzog “Third-Party and Cyber Risk Management Tips” | Sponsored by Alliant “RMIS Innovation with Archer” | Sponsored by Archer “Navigating Commercial Property Risks with Captives” | Sponsored by Zurich “Breaking Down Silos: AXA XL's New Approach to Casualty Insurance” | Sponsored by AXA XL “Weathering Today's Property Claims Management Challenges” | Sponsored by AXA XL “Storm Prep 2024: The Growing Impact of Convective Storms and Hail” | Sponsored by Global Risk Consultants, a TÜV SÜD Company “Partnering Against Cyberrisk” | Sponsored by AXA XL “Harnessing the Power of Data and Analytics for Effective Risk Management” | Sponsored by Marsh “Accident Prevention — The Winning Formula For Construction and Insurance” | Sponsored by Otoos “Platinum Protection: Underwriting and Risk Engineering's Role in Protecting Commercial Properties” | Sponsored by AXA XL “Elevating RMIS — The Archer Way” | Sponsored by Archer   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Kristen Peed!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guests: Eddie Tettevi, Sandbox Mutual Insurance CRO RIMS Canada Council Chair — DEI and Comms Janiece Savien-Brown, Metro Vancouver Shaun Sinclair, BCIT "Intentional Mentorship" improvised session from the DE&I Studio, featuring: Dionne Bowers, Co-Founder & Chair of the Canadian Association of Black Insurance Professionals (CABIP); Ray Chaaya, Head of talent for Zurich Canada; Natalia Szubbocsev, Executive Vice President at Appraisals International Inc.    Production and engineering provided by Podfly.  

Modern students of biblical Hebrew learn that the “pointing” (symbols for vowels) of the commonly used Masoretic text of the OT was added to the Hebrew consonants in the medieval period, and that the meaning of a passage can depend on the pointing used. Depending on the pointing chosen, Jeremiah 7:7 can be translated as, “I will let you dwell in this place,” or as, “I will dwell with you in this place.” Was the ambiguity of the unpointed text intentional?  James Hoffmeier is Professor Emeritus of Old Testament and Near Eastern History and Archaeology at (former) Trinity Evangelical Divinity School. His publications include The Archaeology of the Bible and Akhenaten and the Origins of Monotheism.  Check out related programs at Wheaton College: B.A. in Classical Languages (Greek, Latin, Hebrew): https://bit.ly/4nmygUL M.A. in Biblical Exegesis: https://bit.ly/4pvq85V 

if you're a subscriber, hi! It's been a minute. And by a minute I mean it's been almost a year.That's because one of the main reasons I do a podcast is so that I can educate myself and after hundreds of interviews, I felt like I'd learned everything I could about how to build authority with a book. I even used many of those interviews in the book I published in 2023, also called On Good Authority.I was surprised to discover that despite not posting any new episodes, this podcast has been kicking along—remaining in the top 1% of podcasts just because new people are finding the show, or some of you authority junkies are listening to episodes over and over?Anyway, lately, I've been feeling that podcast itch again: that craving for the mic. And I also started a Substack that I've loved writing. One day recently it occurred to me that the Substack could have an accompanying podcast and then it occurred to me, hey I already have a podcast – it's just been lying dormant. And so I've renamed the show Behind the Book Cover, same name as my Substack.Now I'm going to be focusing less on how to build authority from a book and more on the past, present and future of book publishing, as I see it.The past is the traditional publishing model, which means I'm going to spend the first season talking to authors who come from that world. We're going to dive into the things no one wants to talk about: the tough days that follow getting the book deal.Season two will focus on the present: entrepreneurs that are earning literal millions as a result of their books, and how they're doing it.And season three will delve into where book publishing is going, with a special focus, of course on AI.So why am I passionate about this new direction now? I'm so glad you asked!The Penguin Random House trial in 2023 revealed a lot that had previously been secret—namely, that 85% of book advances never earn out and Random House got its name because, as the CEO said in the trial, they never know which books will succeed so it's random!The reality is that most authors make less than minimum wage. And here's the kicker—the entrepreneurs who get caught up in these publishing fantasies often end up worse off than when they started. They're so focused on impressing agents and publishers that they forget their actual goal: growing their business.So I'm going to be talking to authors about why traditional publishing dreams often backfire for business owners. I'll introduce you to smart entrepreneurs who use books strategically—not as lottery tickets, but as lead generation machines and authority builders. And I'll expose what the publishing industry doesn't want you to know about how this business actually works.Think of this as the same as On Good Authority but with a sharper edge. Depending on when you're hearing this, I've either already released or am weeks away from releasing the show you know and love but fine tuned for your success. Same juicy interviews, same truth-telling, just more focused on what actually moves the needle in your business instead of feeding publishing fantasies that lead to disappointment.Whether you're thinking about writing a book, struggling with your first one, or wondering if any of this makes business sense, these conversations will save you time, money and heartache.Because here's the thing: once you stop chasing publishing validation and start using books as the business tools they actually are, everything changes. And I can't wait to show you how.Welcome to Behind the Book Cover.

ABC suspended Jimmy Kimmel’s late-night show indefinitely after threats from the Federal Communications Commission. The move has broader implications for press freedom in the Trump era.   New Yorker fact checkers go to extraordinary lengths to nail down the truth. It’s a rarity in today’s media landscape.  Critics review the latest film releases: “Him,” “A Big Bold Beautiful Journey,” “Where to Land,” and “Happyend.” Depending on how you treat it, eggplant can be meltingly tender, smoky, chewy, or crisp. But whatever you do, never undercook it. 

Cattle futures regained some footing Thursday with some likely positioning ahead of Friday's monthly Cattle on Feed report. Depending on who you follow, August placements are estimated to be nearly 9% less year over year with August marketing down about 13% and the Sept. 1 cattle on feed inventory down nearly 1%. Toward the [...]

Duke Health and health insurance company Aetna are in the middle of contract negotiations. There's just about a month left to salvage a deal. Depending on the outcome, more than 750,000 state employees could see their insurance premiums rise for the second time in the past few months.  WRAL state government reporter Will Doran talks aobut what is slowing down negotiations, what State Teasurer Brad Briner has to say, and what are the consequences of a deal coming together or falling through.

Have you ever felt dizzy? You're not alone.  Dizziness is one of the most common reasons people show up at a hospital emergency room.  But there are different kinds of dizzy. A lot of people, especially as they age, live with the feeling of being just a little unsteady or off balance.  Others have experienced true vertigo. That's when the room seems to swirl and tip to the point where you might feel nauseous.  Dizziness shouldn't be ignored. Depending on the cause, it can often be treated with medication, surgery or physical therapy exercises. And, it could be a sign of a serious underlying medical issue. MPR News guest host Kelly Gordon talks with medical providers to sort through our dizzy symptoms.  

How often have you heard someone say they aspire to be an ISO consultant? Likely not at all! That's not surprising as it's quite a niche world to find yourself in, yet despite that, there are still thousands of ISO professionals worldwide. We're continuing with our latest mini-series where we introduce members of our team, to explore how they fell into the world of ISO and discuss the common challenges they face while helping clients achieve ISO certification.   In this episode we introduce Anju Punetha, a QHSE Consultant at Blackmores, to share the journey of how she transitioned from special education in India, to ISO consultancy for international organisations. You'll learn ·      What is Anju's role at Blackmores? ·      What does Anju enjoy outside of consultancy? ·      What path did Anju take to become an ISO Consultant? ·      What is the biggest challenge she's faced when implementing ISO Standards? ·      What is Anju's biggest achievement?   Resources ·      Isologyhub ·      From Silos to Synergy: The benefits of Implementing an Integrated ISO Management System Webinar registration   In this episode, we talk about: [02:05] Episode Summary – We introduce Anju Punetha, a QHSE Consultant here at Blackmores, to discuss her journey towards becoming an ISO consultant who specialises in ISO 9001, ISO 14001, ISO 45001, ISO 27001, ISO 20121 and ISO 55001.    [04:05] What is Anju's role at Blackmores? Her role primarily involves supporting clients in two key areas: maintaining and continually improving their existing ISO management systems and helping them establish and implement new standards. As part of that support, she: ·      Conduct internal audits ·      Reviews and updates management system documentation ·      Facilitate management reviews ·      Train internal teams and prepare them for certification audits. When implementing a new ISO standard, she'll start with a gap analysis – i.e comparing their current practices against the standard's requirements. Then break down those requirements into simple, easy-to-understand language and create a practical plan to bridge the gaps. Depending on the standard, she may also facilitate strategic business risk assessments, environmental aspects and impacts assessments, or information security risk assessments. Additionally, Anju helps clients develop and implement policies and procedures, create legal and compliance registers, and verify their readiness for certification body audits. [05:55] What does Anju enjoy doing outside of consultancy?: Anju loves spending time outdoors with long walks being her go-to, as they help her unwind both physically and mentally. She also enjoys cooking for her family and friends. Experimenting with different cuisines and blending spices is something Anju finds incredibly relaxing. [08:00] What was Anju's path towards becoming an ISO Consultant?: Like many of the Blackmores team, Anju never planned to become an ISO consultant. She began her career as a Special Educator, working with children with special needs in India. Later, she transitioned into the development sector as a Research Assistant, working on projects funded by The World Bank and the UN World Food Programme. These projects focused on microfinance, training and development, and women & child health. However, that role involved a lot of travel, which became challenging after the birth of her first son. So, Anju decided that would be a good time to take a career break. When Anju was ready to return to work, she looked for an office-based role which resulted in her joining Ericsson, a Swedish Networking and Telecommunication Company as support staff, and progressed upwards to become the Learning and Development Manager at their rapidly growing Global Service Centre in India. This involved managing training requirements of an employee base of around 4000+ employees, involvement in stakeholder management at all levels and vendor management. As part of the Operational Excellence initiatives, she also got involved in preparing different business teams for their internal and external audits. During that time, Anju became interested in Ericsson's Group Management System, which all legal entities had to comply with. She then moved into the newly formed Quality Department and helped them to gain various ISO certifications.  She was the Project Leader for implementing Ericsson's Operational Maturity Model compliant to the requirements of ISO 9001, ISO 14001, ISO 27001 and OHSAS 18001 (ISO 45001's predecessor). Joining Blackmores as an ISO Consultant felt like a natural next step when she relocated to UK. She's now been a member of our team for over six years, and continues to inspire others with her level of dedication to her work and clients. [13:35] What is Anju's favourite aspect of being a Consultant? – The variation in daily activities is a big positive for Anju. One day she may be conducting a gap analysis for Environmental Management System for an IT company, and the next drafting policies and procedures for managing Events Sustainably for an Event Management company or auditing a client on their Information Security Management System. No two days are the same! She also enjoys being able to work with a wide range of clients across sectors like IT, construction, facilities, asset management, event management, and train operating companies, all ranging from small businesses to large, multi-site organisations. She particularly enjoys working on Integrated Management Systems, as they help clients save time and money by streamlining multiple standards into one cohesive system. It reduces duplication, improves efficiency, and encourages collaboration across teams—breaking down silos and building synergy. [15:50] Upcoming webinar: If you'd like to learn more about the benefits of integrated management systems, feel free to register for our upcoming webinar here. [17:30] What Standards does Anju specilaise in and why? Starting with: ·      ISO 9001 Quality Management: A core foundation that many businesses start with when diving into the world of ISO Standards. This is an essential one for any ISO consultant and is often the first Implementation experience for many who go on to become ISO consultants. ·      ISO 14001 Environmental Management: This Standard provides a solid base for any business looking to start taking sustainability seriously.     ·      ISO 45001 Health and Safety Management: Anju helped one of her previous employers implement this Standards' predecessor, and has since implemented and supported ISO 45001 for a number of Blackmores clients.    ·      ISO 27001 Information Security Management: An increasingly popular Standard as we see more and more business rely on technology to keep their services running smoothly. ·      ISO 55001 Asset Management: A popular Standard within the facilities and public transportation sectors. This Standard aims to create a framework to help organisations manage the life-cycle of their assets. ISO 20121 Sustainable Event Management: ISO 20121 focuses on governing principles of sustainable development, which are: ·      Stewardship ·      Inclusion ·      Integrity ·      Transparency ISO 20121 was revised in 2024. The revised standard explicitly requires considering climate change and its impact on the event and stakeholders. The new version also expands beyond environmental concerns to encompass human and child rights, social impact (including mental health and diversity), and digital responsibility and how organisations should start considering these areas at the early stages of planning an event through post event activities. Recently, Anju has been busy in putting together the toolkit for transition to ISO 20121:2024 and preparing her clients with the implementation of the revised and new requirements. [21:10] What is the biggest challenge Anju had faced during a project and how did she overcome it?: Anju offers one experience in particular: She was working with a company that was implementing its first ISO Standard. The project not only involved creating and implementing standardised policies and procedures but also working on the overall change management within the business. The teams were used to working in silos for many years and were not very forthcoming with the idea of establishing and implementing standardised ways of working. This was due to various reasons, such as lack of awareness, operational activities taking precedence over risk and process-based approach. As a result, project leads struggled in getting support from the project sponsor and the extended project team in terms of time and effort. They had to put the project on halt for few months and only proceeded with the project after getting the full commitment from the sponsor and other project team members. During this time, ISO related roles and responsibilities were built into the job descriptions of the various stakeholders, these were agreed as part of the internal review processes and required time and effort for the different stakeholders within the business was agreed with the Management Team. At the end, this project helped the company to embed the standardised processes within the business, rather than it being just a tick in the box exercise to achieve certification. [25:35] What is Anju's proudest achievement?  Anju's proudest achievement in relation to work, is when she's able to see a marked difference in the confidence level of her clients, from the start of the ISO implementation project, which is the gap analysis stage, to confidently facing the certification audit and demonstrating to the external assessors that the implementation of the ISO project was not just a tick in the box exercise for them. One achievement in particular stands out in recent months as she supported a client in successfully transitioning to the revised ISO 20121 standard. If you'd like any assistance with implementing ISO standards, get in touch with us, we'd be happy to help! We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

This is The Digital Story Podcast 1,017, Sept. 16, 2025. Today's theme is, "Telephoto Madness - OM System, Sigma, and More." I'm Derrick Story. Opening Monologue September must be telephoto month. Big guns were announced by OM System, Sigma, and Sirui Aurora. Some of these are affordable, some are less so. But there's bound to be something for everyone. We'll take a look at the offerings on this week's TDS Photography Podcast. I hope you enjoy the show. thenimblephotographer.com, click the box next to Donating a Film Camera, and let me know what you have. In your note, be sure to include your shipping address. Affiliate Links - The links to some products in this podcast contain an affiliate code that credits The Digital Story for any purchases made from B&H Photo and Amazon via that click-through. Depending on the purchase, we may receive some financial compensation. Red River Paper - And finally, be sure to visit our friends at Red River Paper for all of your inkjet supply needs. See you next week! You can share your thoughts at the TDS Facebook page, where I'll post this story for discussion.

Depending on where you live in the country, you may speak with an accent unique to that area. But did you know that some find certain accents more trustworthy...and some accents more untrustworthy??? Find out which accents are thought of more positively than others & more in STUPID NEWS! #PhilShowSee omnystudio.com/listener for privacy information.

AJ (@ajandhisbackpack) and Patrice are back stirring the pot in a no-holds-barred convo! From “I deserve better” — real truth or just ego trip — to why men struggle with vulnerability, and whether cheating hits different depending on gender, they're serving the hot takes with zero filter. It's raw, it's funny, it's messy… and you don't wanna miss it.

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Title: From Hustle to Holdings: The Smarter Path to Passive Wealth With J. Scott Summary: In this episode of the Passive Income Attorney Podcast, host Seth Bradley discusses the importance of transitioning from active to passive income with guest Jay Scott, a seasoned real estate investor. They explore various investment strategies, the significance of due diligence in syndication, and the differences between house flipping and multifamily investments. Jay shares his journey from tech to real estate, emphasizing the need for teamwork in multifamily projects and the importance of understanding market conditions. The conversation concludes with actionable insights for listeners looking to create financial freedom through passive income. Links to watch and subscribe: https://www.youtube.com/watch?v=V26Rze2S9TM Bullet Point Highlights: Active income is trading time for money, while passive income allows for financial freedom. Investors should focus on the highest and best use of their time. Flipping houses can be tedious and may not be the best use of time for high-income earners. Transitioning to multifamily investments can provide more control and cash flow. Market conditions can significantly impact investment strategies and outcomes. Due diligence is crucial when vetting syndication sponsors and deals. Understanding the underwriting process is essential for passive investors. Building a strong team is vital for success in multifamily investments. Investors should seek to understand the risks associated with their investments. Passive income allows for a lifestyle centered around family and personal interests. Transcript: Seth Bradley (00:10.188) What's going on, law nation? Welcome to the Passive Income Attorney Podcast, your favorite place for learning about the world of alternative passive investments so that you can practice when you want to and not because you have to. Now, if you're ready to kick that billable out of the curb, start by going to attorneybydesign.com to download the Freedom Blueprint, which will also get you access to partner with us on one of our next passive real estate investments. All right, let's talk about   the highest and best use of your time. We've talked about active versus passive income and for good reason, they are completely different. They're on opposite sides of the spectrum. When we talk about active income, we're talking about your job as an attorney, as a doctor or a business owner, where you trade your time in for money out. Depending on your skill set, background, education, work ethic, et cetera,   You know, this could be a great use of your time or it could be a terrible one. But when most people think about getting into real estate investing, they're torn. Should you do a fix and flip like you saw on HGTV? Should you invest in a REIT like your financial advisor and Charles Schwab told you to do? Should you buy a single family rental or invest in a syndication? There are endless options so I can understand why it's so confusing. Well, start with this.   ask yourself, what's the highest and best use of my time? If you're thinking about doing an HGTV fix and flip and your partner at a big law firm, for example, is that flip really the best use of your time? And don't be mistaken, a flip is transactional and it is active. So will you make more per hour on that fix and flip than you would at your job?   After you factor in the learning curve, the deal sourcing, the headaches, what it takes away from your job and everything else, it's not even close. Unless you truly love doing it, which some people do, it just doesn't make sense for high income earners. You should be focusing on transforming the income you earn actively into passive income streams. At different levels on the passive scale, that could very well be a single family rental or an Airbnb.   Seth Bradley (02:34.26) or could be passive investments into commercial syndications. But if you truly want to obtain financial freedom as quickly as possible, don't create more time consuming activities that aren't as fruitful as the active income stream that you already have. Focus on passive investments until you are financially free. And then you will have the freedom to transition or not into any   active activity you have a passion for. Today, we have a very special guest, Mr. Jay Scott of Bigger Pocket fame. Jay is an entrepreneur, investor, advisor, and the co-host of the Bigger Pockets Business Podcast. He has bought, built, rehab, sold, syndicated, and held over $70 million in residential property, and currently owns several hundred units. Jay is the author of four bestselling books on real estate investing,   with sales of over 300,000 copies. Get really excited for this, folks. You're in for a treat.   This is the Passive Income Attorney Podcast, where you'll discover the secrets and strategies of the ultra wealthy on how they build streams of passive income to give them the freedom we all want. Attorney Seth Bradley will help you end the cycle of trading your time for money so you can make money while you sleep. Start living the good life on your own terms. Now, here's your host, Seth Bradley.   Jay Scott, what's going on, brother? Welcome to the show.   Scott (04:09.196) Thanks. Appreciate you having me here Seth.   Absolutely, man. Appreciate you taking the time out of your day, We've got a little bit of history, but let's jump into your history, man. What's your story? Tell us about your background. Take it back as far you'd like to.   Yeah, I'll keep it short because nobody really cares about what I used to do. So I'm a tech guy by education and former trade. I worked in Silicon Valley for a long time, spent about 15 years doing the engineering thing and the product management thing. 2008 decided to get married. My wife and I, she was in the tech world also. We decided to leave and do something different so we could start a family.   focus on our family. Basically, we were both working ridiculous hours and it just wasn't sustainable if we wanted to start a family. So put our jobs in 2008, moved to the East coast, ended up flipping houses. Long, boring story about how that started, just kind of serendipitous. We didn't really plan it, never really considered real estate, but fell into flipping houses. Over the next eight years or so, we flipped about 400, 450 houses, was great. It ended up being the,   next career we were looking for, it gave us the flexibility to kind of raise our kids and never have to miss a soccer game or a piano recital, which was fantastic. But then around 2017-ish really got burned out on flipping houses and that's when I started to look for some new stuff to do. and that kind of leads me into what I've been doing the last few years.   Seth Bradley (05:41.742) That's awesome, man. That's a ton of houses you flip, man. think that that's, know, a lot of the folks who've been in the game for a long time, they've heard you speak on, you know, on bigger pockets and all of that. So, you know, what attracted you originally to house flipping rather than, you know, buy it holds or anything like that?   So I'll be honest, I don't love real estate. I love business. I'm a business guy. like when I was even when I was in the tech world, I got my MBA and I did some business development and I moved from the engineering side to the product side where I could be more involved in the business stuff. And I'm a business guy by heart. And that's what I love doing. So when it came to flipping houses,   For me, was, I could have been buying and selling anything. It ended up being houses. And again, not an exciting story. mean, literally the story was my wife was watching a show on HGTV with some people flipping houses and she said, let's give that a try. Just as kind of like a fun thing to do on the side while we were waiting for our wedding to come up. So it wasn't something that I ever thought about or planned to do. It just kind of happened.   And so if it weren't flipping houses, it would have been buying and selling something else. would have opened a restaurant or I would have opened a retail store or who knows what I would have done. But for me, the challenge was in the business. It wasn't the real estate piece of it. And so I've always enjoyed the scaling part. So yeah, flipping a house is great. Flipping five houses is great. But I always wanted to know, how do I go from flipping five houses to flipping 50 houses in a year? What are the systems and processes I have to put in place?   how do I build that type of business? That to me is what's exciting. And so for me, it's always been about not the real estate part of it, but about the building the business part of it.   Seth Bradley (07:25.248) I love that man. I don't think I've heard anyone just come out and say that, even though a lot of people are probably in the same boat as you that, you know, you don't have to love real estate to recognize that it's a great business. Right. Yeah. So that that's awesome. So tell me a little bit about your, your transition and what you're doing now, your current business, how you kind of progressed from house living to what you're about to tell us about.   Yeah, so 2017, I just got really burned out on flipping houses. It was good to us financially. We got good at it. I wrote a bunch of books on it, but I'll be honest, it was never fun. And as the years went on, it just ended up getting more tedious. I felt like I wasn't learning anything new. It was revising processes and creating new systems. it was fun, but I needed some new challenges.   So 2017, I decided, okay, done with flipping, actually went and started doing some business stuff. So I do some advisory work for some tech companies. I do some angel investing. And so for a few months, I actually considered getting out of real estate altogether, focusing on other business pursuits. But I actually, what I realized was that I didn't like the nuts and bolts of real estate. I liked the mechanics of real estate.   I loved the negotiation piece. I loved the asset management piece. I loved the putting deals together piece and I was good at it. And so while I really didn't wanna be flipping houses, didn't want to be involved in the day-to-day aspects of managing the projects. I enjoyed the deal part of real estate. And so in addition to that, after I stopped flipping, I had all this cash.   And I was like, okay, what am I going to do with this cash? I was using it to flip houses. We were doing 50 houses a year. It's put a lot of cash to work. Now I had all this cash. I'm a control freak. do invest in other people's syndications, but I don't sleep well at night when all my money is being managed by other people. So I said, how do I kind of take back control of my own cash as well as kind of get back into real estate? What can I do in real estate that I would enjoy? And now I can also deploy a bunch of my own cash. And what I realized was multifamily.   Scott (09:38.648) That was a great opportunity. And I had been thinking about multifamily for a long time. But what I realized was from the syndication side of multifamily, could, one, I could have the control. could be a general partner. could control the deal. I could put the deal together. I could manage the deal. But also I could come in on the limited partner side as an investor. And it was a great place to deploy my capital. So I could deploy my capital in deals that I had full control over. So 2017, I decided I wanted to get into multifamily, probably wanted to get into syndication.   I reached out to a friend of mine, Ashley Wilson, who managed a company called Barred Down Investments. She and her husband had started the company a couple of years earlier. They were doing exactly what I wanted to do. And so I reached out to Ashley and I said, hey, I would love to learn multifamily. I don't expect you to like just take all this time and teach me so I can often be your competitor. But here's what I am willing to do if you're willing to do this. I will come work for you for a year.   And in that year, you've got all my time, you've got all my energy, you've got all my knowledge, you've got all my contacts, I'll put money into your deals, whatever it takes. You mentor me for a year, you've got my commitment for a year. After a year, we can figure out if like, there's a place for me on the team or if I'll go off and do my own thing. But basically, let's work together for a year. And she loved that idea. mean, I think she liked the fact that I was really good with the systems and the processes and the operation stuff.   And I obviously loved the fact that I could jump into a team that was high functioning, already owned a lot of properties and was doing deals. So for the next year, I worked with her team. It took about a year and a half before we finally did a deal. But 2020, just before COVID, we started putting together a deal. That deal went really well. Ashley and I realized that we were like, just we made a great team.   We had a bunch of complimentary skills, the things that she was really good at, I wasn't, the things I was really good at, she wasn't, it was just a good partnership. Around the same time, her husband decided that he didn't really want to be doing real estate anymore. He kind of wanted to be a stay at home dad. He liked helping with the business. He ran the underwriting team and he did a lot of the analytics, but he didn't want to be a partner in the business anymore. So about a year and a half ago, Ashley came to me and said, Hey, would you want to join me and be a partner in the business?   Scott (11:57.678) 2020, 2021-ish. Ashley and I joined forces. She and I now run bar down investments and we do value add multifamily all around the country.   That's great man, said you weren't having fun anymore, you having fun now?   I'm having a ton of fun. And I think the big difference between then and now is when you're flipping houses, flipping houses is a very, it's a solitary venture. Yeah, you have contractors around you and you have eight real estate agents and you have closing agents and lots of 1099 people, lots of vendors and people that come in to help you. But at the end of the day, you're running the show. You're doing the four big things that you do when you flip houses.   you're acquisitions or you're running acquisitions, you're doing the rehab or you're running the rehab, you're doing the disposition or managing the disposition and you're raising the money. mean, all four of those things, you don't generally have a big team to do those things because it's just hard to scale a big team when you're flipping houses. The profits aren't there, the margins aren't there. Unless you're doing real high-end houses, the deal size isn't there. But in multifamily, the thing I love about multifamily is it really is a team sport. When you're doing it,   $10 million deal or a $50 million deal, it's not something that I could ever do myself. It's not something anybody or very few people can do themselves. Typically you have to be part of a team because things are very specialized. mean, the acquisitions piece, you need some of the best acquisitions people in the world to be finding deals in this market. The renovation piece to be renovating a 200 or 400 or 600 unit apartment complex, it's not like flipping a house. You need to have really good systems and processes. need to...   Scott (13:36.448) really know the renovation side of things. Managing the property, I mean, you have to know the asset management side. You have to know how to carry out a business plan. You have to know how to increase and reposition rents. You have to know how to decrease expenses and improve the efficiency of the management. And then on the sales side, that's a whole other world where you have to really know the market and be able to work with the brokers and know how to position the company for sale. And then finally, there's that raising funds piece.   And that's a whole world by itself, whether you're dealing with raising debt through a broker and you're going like just typical, like getting loans, or you're going out to private investors or institutions and you're raising equity, people that come in as partners. And I mean, that's a full-time job in itself, those two things. So when you do multifamily, you really need to figure out what are you great at? And then you need to surround yourself with people who are great at everything else. And so that's what I loved about multifamily. It allowed me to focus on what I was really   and then bring in people who are literally the best in the world at all the other stuff. And now it becomes a team sport. It goes from playing tennis to playing basketball. It goes from being yourself reliant and you have to do everything and be the best versus you have to be able to put together the best team and manage that team in a way that not only is everybody fantastic, but working together, they're better than the sum of their parts.   Yeah, yeah, that's fantastic, man. The whole team game part of multifamily and commercial real estate. It's really interesting because when you get into other businesses, it feels more competitive and kind of like if you if you have the secret sauce, you keep it close to your vest. You don't you don't tell everybody about it. Whereas when you're in this commercial real estate world, everybody's sharing ideas. Everybody's trying to partner. Everybody's trying to see how they can help you rather than just looking about, well, how can you help me kind of?   I call it, I'm gonna get in trouble here, but the Hollywood mentality where it's like, what can you do for me? Oh, you just drive a three series, you probably can't help me. So it's a different attitude.   Scott (15:41.294) Absolutely. I like to refer to it as co-op petition. It's like there are deals that you're going to do with other people and then there deals you're going to do yourself and you may come back to those people later. You may never come back to them, but everybody kind of looks out for each other because you never know when you may end up in a deal with somebody that previously you were competing against. And so anytime that you're not in a deal with somebody, you're still treating them as if, the next deal we could end up being partners. And the deal after that, we could end up being partners.   because it really is, it's a small industry, everybody knows each other. we really, again, going back to the sum of the parts is greater than the parts themselves. mean, working together, we can really do a whole lot more than if we just are purely competitive and try and take each other down.   Yeah, absolutely. And I think kind of going back, there's a lesson to be learned about how you were transitioning from house flipping and you were the best at it. And then you're like, okay, I want to go into multifamily and a syndication. You went and you sought out someone that was already in the game that knew what they were doing, that had the experience. And you said, what can I do to help you? What value can I bring to you to help you so you can teach me what you've done? And there's a lot of value to be found in that lesson for folks that are trying to   you know, get into the active side. A lot of listeners out there are passive investors already and they're, you know, maybe thinking about, maybe I want to do in the active side. And they're like, well, what can I do? Cause a lot of attorneys, especially in doctors and folks like that, they think they have this one track mind. They're only trained to do one thing. And they're like, what value can I provide as somebody else? But there are a lot of skills that you've learned in your W2 profession that you can apply to help other folks that are already in the industry.   Absolutely. I mean, I talk about it a lot, but even outside of real estate, I do a lot of advisory work and I'm still pretty active in the tech world. And I find companies that kind of bridge that gap between technology and real estate. all know about the Zillows and the Airbnb type companies. There are a lot of startup companies in that space too called property technology type companies. so...   Scott (17:46.998) I love to use my experience, my knowledge, my relationships to go into those companies and help them grow their companies. In return, I'm not an employee. I'm not even a 1099 contractor. In return, I'm getting equity so that if I can help make them successful, ultimately my equity is gonna be worth something. I'm gonna be successful as well. And so what I like to tell everybody like figure out what you're good at and then figure out who needs that expertise.   and then figure out how you can offer that expertise in a way that isn't trading necessarily hours for dollars. Figure out how you can trade your expertise, your knowledge, your Rolodex, your whatever it is for equity or potentially passive income so that you can grow potentially many fold as opposed to I charge $200 an hour or $300 an hour. mean, everybody loves $300 an hour, but the minute you stop working, you stop making that money. But if you can get equity, that equity can work for you for a while.   Yeah, absolutely. And it's tough for a lot of the WTs out there listening, they're highly paid professionals. It's tough to get off of that treadmill. For some folks it's easier because they're not making as much money, but for the lawyers, the doctors out there that are making a good amount of money in their profession, it's tough to try to see, you know, to stop trading time for money. But you've got to kind of see through the weeds there.   Yeah, well, what I tell people is, there's two types of income. There's your active income. That's the stuff that you're trading your time for, whether you're a doctor or a lawyer or an engineer or you're a house flipper or you're a consultant or you're a small business owner, whatever it is, that thing that when you stop working, you stop making money. And then there's a passive income. It's the thing you trade money for money. So you put your money out there and hopefully it continues to come back to you for the rest of your life or at least the next several years.   And so what I like to tell people is don't think about those the same. Those are completely different. figure out for your active income, figure out what the highest and best use of your time is. If you're gonna make more money as an attorney than you are flipping houses, don't flip houses just because you eventually want to retire on real estate. You can always use real estate for the passive side of things, but if you're gonna make more dollars per hour as an attorney or a doctor or a consultant, then do that because you wanna get out of that active income as quickly as possible.   Scott (20:05.9) And the way you do that is you make as much as you can and you move it over to the passive side. So focus on whatever it is that's generating the most dollars per hour for a shorter period of time so that you can then start moving that money over to the passive side and start building up the passive side. don't, people ask me all the time, should I flip houses or should I buy rentals? And I'm constantly telling them that's not the right question. Flipping houses is your active income. Compare that to all the other.   potential active incomes you can have. And rentals is passive income. Compare that to all the other passive investments you can make. And so don't say flipping houses or rentals say, should I be flipping houses or should I be an attorney? And don't say, I be flipping houses or rentals say, should I be doing rentals or should I be investing in syndications or dividend generating stocks or something else? And think of them very differently. then secondly,   Make sure as much of that active income as you can, move it over the passive side so that you can start that snowball rolling. I compound interest is the key to financial freedom. And the sooner you can put more money to work, the faster it'll compound and the sooner you can start to live on.   Yeah, I love that man. mean, lot of folks, you know, calls that I take, they're like, hey, they're attorneys. Should I quit my job or how do I quit my job? I'm like, if you want to quit your job, don't be hasty about it. First of all, you're probably making a good amount of money in your active income. You just need to figure out a way to transition that active to passive income and don't just quit your job. It's very difficult to flip houses, to do an HGTV fix and flip while you're working at a big law firm or something like that full time.   I tried to do it, I didn't do it very well. You're not even gonna make it nearly as much money as you would as a doctor, as an attorney, unless you get to level like you did, Jay, but that takes time and that takes a buildup of accumulation of skills and money to be able to get to that level.   Scott (22:05.826) Yeah, I mean, at the end of the day, it's a math equation. mean, your passive income or your ability to build up enough income to be able to retire, whatever your number is, is based on how much can you put in per month into that wheel, that passive income growth machine? How much are you generating every year on what you're putting in? So what do your returns look like? And three, how long do you have to compound it?   And so everybody can go out into a compound interest calculator and say, okay, I have $5,000 a month that I can invest passively and I can return 12 % per year and I need $6 million to retire. Well, based on those three numbers, you can now figure out that fourth variable, is how long is it going to take? And so figure out how much do you have per month to put in? What's the rate of return you can generate and how much do you need? And that'll tell you how long it's going to take or   figure out how much you have to put in, how much your return is gonna be and how long you wanna spend. And that'll tell you how much you'll end up with at the end, either way you wanna look at it. But again, it's a pretty simple math equation, but too many people don't actually do that equation where they don't think about it until too late and they think, I wish I would have taken that $5,000 a month that I was spending on my second home in the Bahamas and put that into real estate so that I could have been.   compounding it and so now I could buy that home for cash five years or 10 years later.   Absolutely. Attorneys hate math, but I think they can handle that little equation. I want to take a step back for a minute because you got into house flipping in 2008, which is kind of like around the big crash. And now we're kind of at the height of a market. We don't know where that height is going to end, but we're definitely in it. Right. So can you maybe compare and contrast getting into, let's say,   Seth Bradley (24:01.652) one real estate venture in the middle of a crash compared to getting into another venture kind of towards, towards the upswing.   Yeah, so it's one of the reasons I like multifamily and I like commercial and I like syndication. Anytime you're doing purely transactional deals, buying something and then selling it, not generating any cashflow in between, you run a risk. If the market turns in the middle of the transaction, you're gonna lose money and you don't have a lot of ways to mitigate that risk.   Whereas if you're buying something like an apartment complex, or even if you're buying a rental property, or you're buying a self-storage complex, or you're buying anything that cash flows, the nice thing is if the market turns, you may not be in a great position. You may not be thrilled with what's happening with the value of your assets, but if you're still generating cash flow, you can weather that storm. Maybe it's gonna take, the average recession lasts about 18 months. And so if you can make enough income that you can keep yourself afloat for 18 months, or maybe   it's a horrible recession and it lasts three or four years. If you're still making income and you can keep yourself afloat for three or four years, the market's gonna come back. And so when we do our multifamily deals, yeah, we typically say we're planning to hold three to five years, but we also do all the underwriting to ensure that if we have to hold for six years or eight years or even nine or 10 years, that the numbers still work because.   Again, who knows what's gonna happen three years down the road, we could have a major recession that lasts four years and now we're seven years down the road. I wanna know that my multifamily investments in seven years, they're probably gonna be producing more cashflow. We're probably gonna see more growth in terms of population. We're probably gonna see more growth in terms of employment. Hopefully we're gonna see more wage growth once we come out of that recession. So all the economic indicators that kind of lead towards value growth in multifamily,   Scott (25:58.486) are going to happen over those seven years if I can just get my property seven years and not lose it. With a flip, well, I'm not generating any income. So if the bank calls the loan due or if my two-year loan comes due and I can't refinance, I'm screwed. But in a multifamily, I just waited an extra couple of years and I'm probably in a better position than I was anyway. So that's one of the reasons I love multifamily because we can't predict   what the economy is gonna do in the next couple of years. But I do know that whatever the economy does, it's probably gonna come back in the next five or 10, and I'm still gonna have the problem.   Yeah, yeah, that's great. That kind of rolls into this next question. How does a passive investor that's kind of vetting a sponsor, how do they check kind of the boxes to see if their sponsors are taking the extra measures to look into those risks that you just mentioned, to mitigating those risks, to taking those risks into account in their underwriting and things like that. How can they best vet the sponsor to make sure that they're thinking of those things?   So I invest in a lot of other people's syndications as well as my own. And so when I do that, I kind of look at five areas for due diligence anytime I invest in a syndication. Number one is the team. And that's probably the most important thing. For a lot of people, I have been pleasantly surprised that a lot of our investors have recognized that team is the most important aspect of the deal. I know in the flipping world, everybody was concerned about the deal. Nobody cared about   what was my experience, but in the multifamily world, a lot of investors recognize that the team has to be great. So number one is the team. Number two is location. Location is often overlooked, but at the end of the day, the thing that's gonna drive value for multifamily and for commercial real estate in general is gonna be population growth. So you want more people coming into an area, employment growth. So you want more employers coming into an area that will bring more people in. You want wage growth because that will ultimately drive rents up.   Scott (28:06.082) and you want employment diversity. You wanna know that if one industry takes a big hit, so for example, we invest in Houston, but we won't invest in the energy corridor of Houston because it's so reliant on oil and gas, that if the oil and gas industry took a big hit, the real estate around there would probably take a big hit. So we wanna see that there's good employment diversity. But at the end of the day, location is that next big thing. So team, location, number three is the deal itself.   So you need to know that the deal is gonna stand on its own. I wanna know that if I took a deal and I handed it to pretty much any other indicator, they couldn't mess it up too badly. Obviously, again, we're gonna go back to the team is super important, but I want the deal also to stand on its own. And I wanna know that the business plan for the deal, the hold period, the numbers and the underwriting, the pro forma for the property makes sense. So team location deal.   Number four is the returns. So obviously when I invest with somebody, I'm in it for the money. And so I wanna see that the returns are commensurate with the risk. I wanna know that the returns, if somebody tells me I'm gonna get 10 % returns in this deal versus 20 % returns in another deal, I wanna know, well, why am gonna settle for lower returns? I want the answer to be because it's a lot lower risk or because you're gonna get your money back a lot sooner, which is gonna allow you to compound it or whatever the answer is.   I want to know that the returns make sense given everything else. And then finally is the risks. At the end of the day, I'm always going to sit down with the syndicator and I'm going to say, what are you most concerned about here? Like where, if I'm going to lose money on this deal, where am I most likely going to lose money? They say, there's no shot of losing money. walk away because we all know every deal has risks and every syndicator knows what those risks are. And they're thinking about those risks. I just want them to tell me.   So if I'm gonna lose money on this deal, where am I most likely? Why am I most likely to lose money if I'm going to lose money? So those are the five things that I look for. Talking about each individually a little bit more. the team, I like to know that one, I wanna see how many deals the team has done together because again, like a basketball team, you can put the best basketball players in the world together. And if they've never played on the court together,   Scott (30:31.672) they're not gonna be necessarily the best team out there. You can find another team with five inferior players who have been playing together for 20 years and they're probably gonna be better because they know each other better. So I like to see teams that have worked together for a while. I like to see teams that have gone full cycle in deals. So it's easy to buy 10,000 units. It's hard to buy 10,000 units and also sell 10,000 units for a profit. So I wanna see that if a team has bought a lot of deals, they've at least sold some for a profit.   I wanna see a team that's putting their own money in the deals. So I want people that have skin in the game. If they don't have skin in the game, and I've seen plenty of syndicators that don't like to put money in the deals, well, they need to sweeten the pot for me somehow. So maybe they're saying, we're not gonna take any profits until at least year three, or we're gonna give you a better preferred return, a better split than you would get if we were putting money in the deal. I wanna know if you're not putting money in.   that you're at least giving me something that aligns our interests and ensures that you're gonna be working hard even though you might not have as much financial risk. So those are the types of things I like to see in the team. I like to see things like at least one or two people working full-time. If everybody's part-time, that's kind of a little bit scary. Obviously not everybody has to be full-time because there are a lot of jobs on a GP team that aren't full-time jobs. There are a lot of jobs that might stop the day you purchase the property. Like the person that's raising money, job's   pretty much done other than communicating status when the property's been purchased. But I do want to know that whoever's managing the asset is doing it full time. So that's kind of the team stuff. Location, again, population growth, employment growth, wage growth, and employment diversity. So those are the four big things I look for. Next is the business plan. So I want to see the biggest question when somebody goes in and...   does what I do, which is a value add multifamily. Basically they buy it, they raise the value of the property and then they sell it for a big profit. Where is that profit coming from? Generally the profits coming from raising the rents. There's also some lowering the expenses, but at the end of the day, raising the rents is kind of the big thing that's gonna generate the big profits in multifamily. And so I wanna know how are you raising the rents? And two, when you tell me that you're raising the rents from X to Y, where is Y coming from?   Scott (32:55.182) Show me the comps that tell me that why is a reasonable new rent, market rent for this property after you've done the renovation. So I wanna see the comps. So that's kind of the deal. The returns speaks for themselves. I wanna see like the structure of the deal. So when's the money coming back to me? Is it paid monthly? Is it paid quarterly? What are the returns look like? What's the preferred return? So is it a low preferred return, which means   that the syndicators are getting paid sooner, whereas at a higher preferred return, which means the syndicators have to do more for me before they take anything home. So that speaks for themselves. And then for the risks, I wanna know both the catastrophic risks. So what's the thing that's like going to make me lose all my money? Is there something out there that can cause me to lose all my money? Hopefully the answer is no, but there are probably some risks that are bigger than others. So we do a lot of deals in Houston. If somebody were to say to me, what's the biggest risk on your deals?   The answer is generally going to be weather. If we have a really bad hurricane, if we're in a flood zone, we probably have flood insurance and we have hurricane insurance. But if it's in a place that's never experienced the negative impacts of a flood or a hurricane, and we are not required to have flood insurance, but there's still a massive hurricane that wipes out that property, that's not going to be good. We're going to have to pay for that ourselves. So what's our mitigation there? We don't have a great one. Luckily.   the risk is really low. We don't buy in areas where there is that risk. And if there is, we're gonna get flood insurance. But I do want my investors to know that no matter where you invest, whether it's a risk and especially in Houston, if we see a storm bigger than anything we've seen the last 50 years, some of our properties could be at risk. And then there are the smaller risks. So maybe there's five other complexes being renovated all around us. Maybe there's class A, brand new class A being developed.   all around us. So basically our absorption of units is going to slow down because there's so many more units. Maybe there's one big employer in the area. Amazon just built a warehouse that's employing 8,000 people. Well, what happens if Amazon has a bad year and has to lay off 4,000 of those people? How's that going to affect us? So, so risks is the next thing. And the way I approach it is I literally sit down with the, with the syndicator and say,   Scott (35:15.554) What keeps you up at night? What are the biggest things you're concerned about? And so those are the things that I do. I have no problem basically saying to a syndicator, I need 15 or 30 minutes of your time to ask these questions. Typically the good ones will either find the times themselves or have somebody on their team that will sit down and answer these questions. If they're not willing to answer those questions, well, that's probably a good indication that that's not a good team.   Yeah. For our listeners out there, that breakdown was incredible. Rewind that, listen to those five items again. That's a quick, but thorough and awesome rundown of what you need to do. Just as at least the starting points for your due diligence. And that's, that's great that you said if they won't book a call with you either themselves or an investor relations person on their team, then it's time to, you can just walk away and look at the next, look at the next deal. One question I had on the deal.   So a lot of folks, it's kind of overwhelming to see an underwriting model or something like that. And being a passive investor, I don't know how much you even want to dive into it. Some people do, some people want to nerd out on it. Most people don't. And we don't generally have access to the T12 or the rent roll or anything like that. What are maybe some quick tips on how to maybe proof through that pro forma to make sure that the assumptions are reasonable and the pro forma is generally   a reasonable prediction of what we might expect from that investment.   Well, let me start, me take a step back before I answer that particular question and just say that even for you and me, mean, you know how to do an underwriting, I know how to do an underwriting. If you or I were gonna invest in somebody's deal, Joe Smith's deal, we're probably not gonna have enough information even though we know this business really well and we know the underwriting models really well, we're probably not gonna have enough information.   Scott (37:08.908) that we're going to be able to know for certain that Joe Smith's not trying to scam us out of money. So if Joe Smith is really smart and he could probably put together an underwriting that could fool us because we're just not gonna be putting in as many dozens of hours underwriting as he and his team are. So the number one thing I would say is make sure you trust your syndicate. This goes back to why team is so important.   because there's two types of things that Joe Smith can do. One, he could do a bad job of underwriting and come up with bad numbers. That's not good, but that's not nearly as bad as Joe Smith wanting to scam us out of money. So number one is make sure Joe Smith's not the kind of guy who wants to scam us out of money. And so work with people who are reputable. And that's why I would invest with you before I would invest with 95 % of syndicators out there because you're an attorney, you passed the bar.   you know that if you go and somebody finds out that you're trying to scam somebody, well, you're putting your entire career at risk. And so what I tell people is, so what do you have that really proves that this person is on the up and up? And maybe it's a track record. Maybe it's 10 or 15 years of doing deals. Maybe it's, I like to think with me, I've been doing this business for 15 years. I've done thousands of deals with hundreds or thousands of people.   And if you go out on the internet, nobody's gonna, you're not gonna find anything that's written negatively about me. So that's a good sign. But make sure that there's something out there that gives you faith in that syndicator, even if it's just somebody else that's invested in a couple of deals with them. So that's number one. So that's the way to rule out that catastrophic, they're trying to scam you risk. Then there's the more likely, what if they just didn't do a good job of underwriting risk?   And so for that, would say for people that have very little knowledge of how the underwriting works and how the numbers work, it can be really difficult. And so what I like to do is, or what I recommend people do is sit down and ask to do a Zoom call for 15 minutes with the investor relations person and say, hey, will you kind of walk me through the high level underwriting? And at least force them to go through and then just ask questions.   Scott (39:30.958) when they say something, even if you have no idea what you're talking about and they say, well, it looks like we're gonna be able to reduce expenses by implementing a rub system, blah, blah, blah. Oh, okay, well, what is rubs and how does that work? And at least make them explain it to you. At least then you'll get an idea that they're not making it up as they're going along, or at least you'll get that confidence that it sounds like they know what they're talking about. But the biggest thing that I would say is that whole comps thing.   And this is a question that a lot of people don't like to ask. But I actually, and when people ask me this question, it always makes me nervous because it's the hardest part of the business, but it impresses me when people do. to the underwriting or the investor relations person, what are the comps that you used for your post renovation market rents? So again, the thing that drives values in multifamily is after the renovation is completed, in theory, you should be able to bring your rents up higher.   and your rents, those higher rents, you should be able to figure out what they are by looking at other units that have already been renovated and seeing what their rents are. So if I buy one, two, three Main Street, and I know I'm going to put $8 million into it, well, now that property is going to comp out to 678 Main Street. And well, what are the rents at 678 Main Street? And so by asking, hey, so you're buying one, two, three Main Street, what are the comps for the rents after you renovate?   and they tell you, it's going to be 678 Main Street and 123 Smith Street, whatever it is, you can then go look up those properties and say, okay, well, it looks like a two bedroom at those properties is renting for 1200. Now I go back to the investor relations person or whatever information they gave me I see, oh, okay, after renovation, they have their rents at 1200. Makes sense. If that's a reasonable comp, they now have the rents at kind of where they should be.   If he says that six, seven, eight main streets, a comp, and you go look in a two bedroom at six, seven, eight main streets, 1200, but their underwriting tells you that after they do the renovation, they're going to be charging 1500. Well, why are you now $300 above this property that you said was a comp? And so that to me is kind of the first thing that I look at or the biggest thing I look at is what are the comps that they're using and does just a kind of first pass.   Scott (41:57.762) jumping on apartments.com or calling the complex and asking them what different things rent for. Does that coincide with what they're telling you their post renovation rents are gonna   Yeah, I love that man. I mean, it's not as simple as just going into an old dilapidated apartment building and saying, I'm to put granite countertops and hardwood flooring and stainless steel appliances in there. And then I'm going to triple the rent or double the rent. It's not that easy. If it's not in the right area that could support those, those market rents or that have potential tenants that want those types of things, it doesn't work. So that's why that's so important to check those comps to see what's around those apartments that you're going to be investing in to see if, they can achieve those.   those proforma rents. All right, man, before we jump into the freedom four, what's one last gold nugget for our listeners?   Absolutely.   Scott (42:45.634) Yeah, so again, what I would tell people is figure out your highest and best use on your active side. And then for the passive side, figure out how you're gonna scale. And I know a lot of people like to invest in a whole lot of different things, but I'm a big fan of doing some work so that you don't have to diversify as much. Diversification is great, but diversification,   is for people who aren't really an expert in anything. If you want to get your best returns, the way to get your highest level of returns is not to have to diversify. And the best way not to have to diversify is to get knowledgeable about whatever you're investing in. So if you decide you wanna invest in all your syndications, just cause that's what you and I do. So it's an easy example. If you want to invest in syndications and that's how you wanna grow your nest egg, my recommendation is,   get as much information about syndications as you can. Pick up a good book on syndications. Go find somebody that does syndications and say, hey, I'd to pay you a thousand bucks for five hours of your time. Or you just to walk me through what a typical deal looks like or what the underwriting looks like. Or go sit in on a hundred multifamily syndication investor videos, presentations. So you can see all the different things they're talking about and become as much of an expert there as you can. So that way you're reducing your risk without having to do a lot of the.   diversification. So focus on whatever your highest and best use of time is on your active income and then become as knowledgeable as you can for whatever you're investing in passively. What I like to say on the passive side is it's not truly passive. Nothing's truly passive. But the best investments are the one where all the work is done upfront. You do your due diligence and then it becomes passive.   Yeah, that's awesome, man. And then what you can do though is diversify within that strategy, right? Absolutely. Yeah, different asset types can have different business strategy, value add, or maybe you're dealing with just a class A where you're chasing yield or across different cities, different geographies, or across different sponsorship teams. There's other ways to diversify within that same type of investment strategy. Yep. All right, man, let's jump into the Freedom 4.   Scott (45:05.598) It's time for the Freedom Four.   What's the best thing you do to keep your mind and body healthy?   So for me, it's admitting when I need a break. I know so many people that it's a badge of honor to work 80 hours a week, 52 weeks a year, never take a vacation. I'm just the opposite. If I wake up one morning and I'm tired and I don't feel like working and I don't feel like I'm gonna be productive, I will grab a book. I might even turn on the TV. I might say to my wife, hey, let's go to breakfast or let's go spend the day, let's go to a movie.   And I have no qualms with just saying, I need a break today. Today's not gonna be a productive day. I don't need to pretend to work just so I can have that badge of honor that I work hard. And so, yeah, and that's one of the nice things about real estate. mean, I don't have a hundred percent flexible work-life balance. I can't do anything I want any time I want, but if I wanna take a couple hours off, I normally can. And so I'm not scared to do that.   Yeah, yeah, that's a great answer. With all your success, what is one limiting belief that you've crushed along the way and how did you get past it?   Scott (46:15.734) Yeah, I still have a lot of them. I think we all do. But I'd say the biggest one is that doing a big deal is not that much harder than doing a little deal. I'm not going to say a hundred million dollar deal is just as easy as a hundred thousand dollar deal. But if you're smart enough to do a hundred thousand dollar deal, you're smart enough to do a hundred million dollar deal. And the people that are out there doing those hundred million dollar deals, mean, we have, we now have a hundred million dollars assets under management.   I remember a couple of years ago, looking at the people that had nine figures under management and thinking, they're different. I can't do that. These are people, went to some school that I will never go to, or they were born into something that I was never born into, or they know people I don't know, or whatever it is. No, they're normal people. And the only difference between them and me was I wasn't thinking big enough.   and I wasn't willing to take some risks and I wasn't willing to acknowledge the fact that doing again, a hundred million dollar deal is certainly within my capabilities. So that to me has been probably the biggest one and it's made it a lot easier for me now to say, okay, $50 million deal, let's go do it, not think twice.   Yeah. I had a similar experience working in, in, big law, doing house flips, doing single family rentals, things like that. And even though my clients are doing 50, a hundred million dollar deals and I'm helping them close those deals, it was just like the mindset shift that, a minute, I can do those deals too. I'm actually giving them advice on how to, how to do this thing. I need to step up my game and, and, take some.   Exactly, it's the difference between people doing a hundred million, a hundred thousand, it's all mindset.   Seth Bradley (48:00.866) Yep, absolutely. What's one actual step our listeners can do right now to start creating more freedom.   take action. So the biggest thing that I see stopping people is just this fear to take the first step. And I know this doesn't apply to a lot of your listeners, but I talked to a lot of people who want to get into house flipping or they want to get into rentals and they've been thinking about it for years and they just never take that first step and then they end up giving up. One of the the few truisms I see in this business   is that there are two types of people I meet. Number one, I meet people that have never done a deal. They've done zero deals. And maybe they're still working on it. Maybe they've given up whatever it is, but they've done zero deals. And then the other type of people I meet in this business are people that have done a lot of deals. They've done five or 10 or 20 or 50 deals. There's one type of person I never ever meet in this business. And that's somebody that's done one deal. Because if you get that one deal, you're gonna get the second and the third and the fifth and the tenth.   Nobody does one deal and then says, okay, that's it, I'm done. can't do this. So what I like to tell people is, and that applies to a lot of things in life. If you can get over the hump and do it once, you're gonna get that snowball effect and it gets easier the second time. It gets even easier the third, it gets even easier the hundred. So don't give up until you achieve that first step or that first iteration of whatever it is you wanna achieve because that's gonna get that snowball rolling.   Yeah. Yeah. We preach that on their show all the time. Just like, you know, just do a deal, just invest in a deal so you can get that experience and it'll just kind of open up your mind to other opportunities. You'll just see opportunity all around you. Once you just do one deal last but not least, how it's passive income made your life better.   Scott (49:51.886) Passive income has given me the ability and the confidence to raise a family. Before this, my biggest concern with raising a family was I didn't want to be, I had, my parents were great, but my parents were always working. And I didn't want to be the same type of father that my parents were. Again, they were fantastic, but I wanted to always be there. I wanted to be at every soccer game, every piano recital.   I wanted to be able to go into school for the parent-teacher conferences. so passive income has really given me the ability to build my life around my family as opposed to building my life around   Love that, love that. It's been fantastic, brother. We're gonna listen and find out more about you.   Yeah, anybody wants to get more info, go to www.connectwithjscott, just letter J, Scott, connectwithjscott.com, and that'll link you out to everything you might wanna find.   Awesome man. Talk soon.   Scott (50:54.945) Awesome. Thanks,   All right, Mr. Jay Scott from Master House Flipper to multifamily syndicator. He's a master of creating profitable, well-oiled business machines. I've been reading Jay's bigger pockets books for years and it's awesome to have the opportunity to have him on the show today. Major key, focus. Focus on transitioning your active income to passive income and don't get distracted. All right, if you're ready for a change, you're ready to take action.   partner with us on one of our next passive real estate deals. Go to passiveincomeattorney.com and join our Esquire Passive Investor Club. All right, kiddos, as always, enjoy the journey.   Thank you for listening to the Passive Income Attorney Podcast with Seth Bradley. Do you want more ideas on how to generate multiple streams of passive income? Then jump over to passiveincomeattorney.com for show notes and resources. Then apply for the private Facebook community by searching for the Passive Income Attorney on Facebook. And we'll see you on the next episode.   Links from the Show and Guest Info and Links: Seth Bradley's Links: https://x.com/sethbradleyesq https://www.youtube.com/@sethbradleyesq www.facebook.com/sethbradleyesq https://www.threads.com/@sethbradleyesq https://www.instagram.com/sethbradleyesq/ https://www.linkedin.com/in/sethbradleyesq/ https://passiveincomeattorney.com/seth-bradley/ https://www.biggerpockets.com/users/sethbradleyesq https://medium.com/@sethbradleyesq https://www.tiktok.com/@sethbradleyesq?lang=en J. Scott's Links: https://www.linkedin.com/in/jscottinvestor/ https://www.instagram.com/jscottinvestor/ https://x.com/jscottinvestor https://linktr.ee/jscottinvestor

Do you have important files in your nonprofits' Google Drive that are associated with their owners' personal gmail address? Google lets you migrate those files to Shared Drive so your organization never loses access to them. Google Workspace is fantastically easy for nonprofit start ups to set up and doesn't take a lot of technical know-how to manage until you grow to a larger staff size. One of the common issues we run into is ownership of files. In Google world, the creator “owns” the files even when shared or saved on a shared Google Drive, and if that owner leaves the organization – through any number of scenarios – the organization no longer has access to those files. Depending on how important the files are, that can cause problems! For example, if you are using an outsourced CFO – or if a photographer “shared” files with you – you can lose access. A while back Google created “Shared Drive” and we recommend moving files from individually shared folders to organizationally owned folders. In this podcast, Steve shares a Google Drive trick for nonprofits on migrating those files to Shared Drive relatively easily, by making the owner a temporary manager of the new folder. The takeaways: Google regards the “owner” of files as the creator. Various options for sharing files may not grant complete access to those files for as long as they are needed. Community IT recommends creating Shared Drive in Google Workspace and migrating individual files and folders there to preserve organization access to them. This changes the “owner” from the individual to the organization. If you are running into migration issues with shared files disappearing, it is probably because the file was “owned” by someone outside your organization, or even someone within your organization using an individual gmail account to access Google. It is very easy to mistakenly log in to Google under other accounts to do your work!To migrate files in that situation, Google makes it possible to solve the ownership problem without a third-party tool. Staying within the Google universe preserves the file formats and makes migration easier. Links remain valid as will dynamic connections within Google Sheets.Community IT recommends creating a Shared Drive and temporarily making those external people managers with their individual gmail account. That gives them the ability to move whole folders of their files into the Shared Drive, where they become “owned” by the organization even after the individual leaves. This also helps clear up files created by external vendors where ownership needs to sit with the organization not with the individual owner, such as photos.It sounds complicated, but Steve walks through how to approach “ownership” in the Google Workspace universe and make data management as easy as possible. _______________________________Start a conversation :) Register to attend a webinar in real time, and find all past transcripts at https://communityit.com/webinars/ email Carolyn at cwoodard@communityit.com on LinkedIn Thanks for listening.

I've been thinking a lot about the ways we unintentionally rob God of His glory, and in this episode, I'm breaking down three of them. Maybe you've found yourself taking all the credit, keeping quiet about your testimony, or even giving up too soon. I've been there too. But here's the good news—God can use every part of our story to point back to Him. Join me as I walk through scripture and share encouragement to help us live in a way that truly gives God the glory He deserves.Date: September 11, 2025Podcast: Black Girl TheologyEpisode Title: S4E3 | Are You Stealing God's Glory?PATREONWe now have a Black Girl Theology community on Patreon! Depending on what level you join, you will receive early access to new podcast episodes, be able to submit topic requests for the podcast, and get access to two private, bonus episodes each season.The Bestie level has a 7-day free trial, so be sure to check that out. https://www.patreon.com/blackgirltheologypodcastLet's Stay Connected!Follow Black Girl Theology on Instagram: https://instagram.com/blkgrltheologyEmail: washingtonashtyn@gmail.com This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit ashtynwashington.substack.com

Which songs do you play on stage and when? This question isn't as easy for a band as it might seem at first glance. Depending on the festival, Within Temptation choose the songs that fit best. In our exclusive ROCK ANTENNE interview with singer Sharon den Adel at Summer Breeze Open Air, we talked about the festival season, songwriting, and much more.

(SPOILER) Your Daily Roundup covers the Call Her Daddy Bachelorette announcement coming any minute so I want to give you my early thoughts on the hypocrisy this could lead to, the names being thrown around, & Rachel Reilly's elimination last night.   Music written by Jimmer Podrasky (B'Jingo Songs/Machia Music/Bug Music BMI) Ads: ZocDoc – Click on https://zocdoc.com/RealitySteve to find and instantly book a top rated doctor today.  Factor Meals - 50% off your first box PLUS Free Breakfast for a year at https://factormeals.com/realitysteve50off Promo Code: realitysteve50off Tropical Smoothie Café - Tropical Smoothie Cafe® brings the goodness – with made-to-order smoothies, bowls and food.  You're on Tropic Time now. Learn more about your ad choices. Visit megaphone.fm/adchoices

This may be the penultimate episode of the show, but we are still bringing our A game! Well, technically our B game...  LoL welcomes back Alex Tuchi for his third and final spot on the show (that kinda sounds like a threat) We finally see what happens to the French expedition. We update the sound board. And we get deep into the stats with the Lost Aggregate.  This place may be Death, but at least the weather is nice! And support your local bookstore - if you're in LA, stop by Chevalier's Books in Larchmont Village. You might meet a Lost On Lost alum! Depending on what day you go.

Hey! Welcome back on this beautiful September day!  If you are new here,  I'm Monica and I love to simplify and streamline everything and I enjoy sharing all I learn with you, so grab a cup of coffee and enjoy! After a summer of probably saying yes to too many things and feeling exhausted, I realized I needed to be reminded of my own advice to keep things simple with less stress.  If you know me at all, which you probably know me pretty well if you have listened to any amount of podcasts here, but I'm sure you know I like to do all the things, I love to learn and sometimes that comes with getting too much on my plate.   If you want to reduce some of your mental load & enjoy a slow and intentional life, the first step is to create it by centering your life around what is important to you.  For me, it is my faith, family, and time for being present.  To me, time is our precious commodity and I don't want to get to the end of life and wish I would have done things differently.  Depending on what season you are in, living intentionally may look different than slow living, but you have to know what you really want life to look like and make a plan so you can stop spiraling out of control and feel like you are going backwards.   Next, you need to start saying no to some of what you are doing.  If you are saying yes to please others or just because you think you are supposed to do something, you will burn out fast.  I remember when my kids were in elementary school, I thought that I should volunteer just because I stayed at home (because most people done understand what WFH moms do!), but I whenever it came to going, I just dreaded it because I had so many other things I needed to do.  I have always had side businesses as I'm not someone that ever sits around, so I have to plan my time carefully.   I have learned to say, thanks for thinking of me, but right now I am unable to …..whatever it is.  You don't have to say any more or try to make up excuses.  Just imaging what all the things you will be able to say yes to because of the no's you had to tell people!   And the last way you can lessen your mental load is to declutter.  There is a direct correlation with mental stress and clutter, so make sure you are clearing spaces in your home.  Since we have moved into our home 2 years ago, we have done so mych outside, but I still have totes with my hobbies and it bothers me everytime i see those totes because it is something I just haven't had a chance to get to yet.  As my business has grown, it is something that got put on the back burner!  I know when I have clutter on the counter or around our home, it makes such a difference in how stressed I am.  If you do 1 thing today, start with clearing off your cupboard and getting the dishes done every night.  After a week or 2 add in another thing and try to clear your space you are in most of the time first.  You will wake up feeling much better when you go to make your coffee and don't have the stress of the mess hanging over your head.     I want you to start implementing this right away and let me know how it goes for you!     Remember Keep it simple and have a great week!    Love ya friend! Monica   Instagram -> https://www.instagram.com/claimingsimplicity/ Email -> monica@claimingsimplicity.com

In this episode, we sit down with Dr. Brett Richardson, founder of DermaCautery to discuss chemical cauterization of benign skin lesions, who can perform it in the practice, and the benefits it brings to your business and your patients. Key Takeaways:Chemical cauterization of lid lesions is within the training of optometrists, and is permitted in many, but not all states.The procedure is relatively straightforward. A wooden applicator is soaked in the chemical agent. Following application, the lid lesion will no longer receive blood supply, leading to necrosis and sloughing off. Follow up is 2-3 weeks and is rare to have complications.Patients actively desire to have these skin lesions removed but aren't necessarily thinking about having it done in the optometrist's office. The lead in conversation is important and many patients will be open to receiving treatment.Staff are a great asset with this service. It is not a major burden on the team as the treatment and preparation is relatively simple. Getting them on board is key to success.Depending on the patient complaints, it may or may not be billable to insurance. For cosmetic only, it is a cash based procedure. On average, each treatment adds $350 per patient to your top line. Given most of it is a service based, most of that drops to your bottom line.What Brett is Reading:10X Is Easier Than 2X by Dan Sullivan and Dr. Benjamin HardyPractice Advantage Reading List** Don't miss out on an extra $15 rebate for all commercial VSP Eye Exams this year - with $15 extended through June of 2026, and $10 thru the end of next year! Visit www.pecaaexamrebate.com now!**

The entire country is buying lottery tickets today, in anticipation of tonight’s 2nd largest jackpot drawing in Powerball history. In fact, the jackpot has grown even bigger in just a matter of hours! Depending on which state you live in, your lump sum payment can vary greatly, but isn’t it fun to think about what the first thing is you would purchase?!See omnystudio.com/listener for privacy information.

The entire country is buying lottery tickets today, in anticipation of tonight’s 2nd largest jackpot drawing in Powerball history. In fact, the jackpot has grown even bigger in just a matter of hours! Depending on which state you live in, your lump sum payment can vary greatly, but isn’t it fun to think about what the first thing is you would purchase?!See omnystudio.com/listener for privacy information.

The entire country is buying lottery tickets today, in anticipation of tonight’s 2nd largest jackpot drawing in Powerball history. In fact, the jackpot has grown even bigger in just a matter of hours! Depending on which state you live in, your lump sum payment can vary greatly, but isn’t it fun to think about what the first thing is you would purchase?!See omnystudio.com/listener for privacy information.

The entire country is buying lottery tickets today, in anticipation of tonight’s 2nd largest jackpot drawing in Powerball history. In fact, the jackpot has grown even bigger in just a matter of hours! Depending on which state you live in, your lump sum payment can vary greatly, but isn’t it fun to think about what the first thing is you would purchase?!See omnystudio.com/listener for privacy information.

Foundations of Amateur Radio I've owned a Yaesu FT-857d radio since becoming an amateur and at the time I was absolutely blown away by how much radio fits inside the box. It's smaller than most of the commercial radios I'd seen when I bought it. I came across a video by Michael KB9VBR, the other day showcasing a wooden cigar box with a complete, well, almost complete POTA, or Parks On The Air, activation kit. I say almost, since Dave KZ9V, the owner of the kit, points out that the box doesn't contain an antenna. It made me wonder how small is small? According to RigPix, the lightest transmitter on an amateur band, in this case, the 5 GHz or 5cm band, is an Amateur TV transmitter. Weighing in at 3.9 grams. The Eachine TX-06 is capable of FM with about 18 MHz of bandwidth with an audio sub-carrier. Of course, that's not a transceiver, but I thought it worth mentioning in case you needed an excuse for something tiny in your shack, besides, as far as I can tell, there's never too much Amateur TV in the world. I've built a crystal radio on a breadboard which is tiny, but it doesn't transmit, so to set the stage, I think we need to limit ourselves to transceivers, that is, a device capable of both transmitting and receiving, on amateur bands. Before continuing I'd like to express my thanks to Janne SM0OFV, for the rigpix.com database that he's been maintaining, in notepad, since 2000. Without the invaluable information documented for the currently 7,512 radios, I'd be spending an awful lot of time hunting for information. Moving on, the FaradayRF board is a transceiver, capable of using 900 MHz or the 33cm band. It comes in at 30 grams, but without a computer it's a circuit board with potential. The PicoAPRS by Taner DB1NTO, is a 2m transceiver specifically for APRS, weighs in at 52 grams and similar in look and a third of the weight of an Ericsson T18 mobile phone. Speaking of mobile phones, the PicoAPRS does WiFi and Bluetooth, can pair with your phone and act as an AX.25 modem. I'll confess, I'm drooling. Moving right along, for 70cm there's a Rubicson Walk 'n' talk, weighs in at 65 grams. Mind you, the RigPix database puts this under the "License-free / PMR446" section which comes with a sage warning, check your local laws before transmitting. There's a few Alinco DJ-C models for different markets that operate on 2m or 70cm, weighing in at 75 grams. The ADALM Pluto weighs 114 grams, but you'll need a USB power supply of some sort to make it do anything. It can operate between 70 MHz and 6 GHz, but the user interface is limited to a single button and LED, so if you want to interact with it, you'll need some external technology. Moving on to HF transceivers, weighing in at 199 grams, without the bag, but all the options, is the Elecraft KH1. Transmits on 40m, 30m, 20m, 17m and 15m and receives between 6 and 22 MHz. It's CW only, but you can receive SSB. If CW isn't your thing, RTTY and PSK can be used on the 40m band with a Silent System Handy PSK 40. Presumably the Handy PSK 20 runs on 20m. Both weigh in at 250 grams. The Zettl P-20xx SSB does SSB, AM, FM and CW, transmits on 10m, 11m, 12m and 15m as well as the MARS frequencies and receives between 14 and 30 MHz, weighs 300 grams. Even comes with CTCSS. Another Elecraft model, the KX2 weighs in at 370 grams, does 80m to 10m and the WARC bands, does SSB, CW and data. Mind you, you'll also need to add the weight for the microphone and paddles, and factor in a computer if you want to do more than PSK and RTTY. The Expert Electronics SunSDR2 QRP does 160m to 10m, the WARC bands and 6m. Weighs in at 500 grams, has a network port and two independent receivers. Operates at 5 Watts. There's no user interface, unless you count the reset and power buttons, so I'm not sure if it can operate on any mode with just a microphone, but given the "Depending on software" disclaimers throughout, I'm going to guess you'll need to bring a computer to make it sing. The Risen RS-918SSB does all HF amateur bands between 160m and 10m, has a user interface and display, even a big tuning knob, has built-in FreeDV and does FM, SSB and CW. I'd hazard a guess that this is the lightest self-contained transceiver that you can take out on a POTA mission to a park. Weighs 623 grams and comes with an internal battery. The Elecraft KX3 also does 160m to 10m, and 6m, with a 2m option. Weighs in at 680 grams, but that doesn't include any options. And finally, we pass 1 kilogram and hit 1,100 grams and discover a radio that does all bands and modes, the Icom IC-705 with a battery, but no antenna. The Yaesu FT-817, FT-817dn and FT-818 weigh 70 grams more, but that weight includes both a battery and antenna. Of course there are other options. For example, there's the (tr)uSDX by Manuel DL2MAN, and Guido PE1NNZ, does 80m, 60m, 40m, 30m and 20m, CW, SSB, AM and FM. Comes in a kit, weighs 140 grams. It's not on RigPix, so I only know about it because it was mentioned by Dave KZ9V. Similarly, I bumped into, wait for it, a single transistor transceiver called the Pititico, in case you're wondering, Pitico means very small in Portuguese and Pititico means very very small. Designed by Miguel PY2OHH, it comes in various revisions, including one by Ciprian YO6DXE, also known as DX Explorer on YouTube, complete with a circuit board design, and with some modifications can do AM in addition to CW. It's also not in the RigPix database and I have no idea what it weighs. The point being that this rundown is intended as a starting point to explore how small you can really get and still activate the Park or Peak you intend to. While you're contemplating weight, remember to account for power, control, and most importantly an antenna or six. Again, big thank you to Janne SM0OFV, for the rigpix.com website. Also, thank you for the memories of the Spectravideo SV-318 and SV-328, the last time I bumped into one of those was in 1980-mumble when I was working in a computer shop on the Haarlemmerstraat in Leiden, Mr. Micro Zap, if you're curios. What lightweight adventures are you looking for next? I'm Onno VK6FLAB

On this episode we stay primarily in the United States. President Trump is suggesting sending troops to New orleans to help clean up the city. Depending on the source reporting on the news, you may hear that New Orleans is safer now than it has been in years...you may also hear the statistical fact that New Orleans is currently #3 in the country for homicide. Speaking of Trump, a group of Epstien survivors have come forward to compile their own list since Trump's DOJ is refusing to do so! Hundreds of women are coming together to release the list compiled by their own eye witness accounts. Speaking of the DOJ, a massive 700,000 lb bust just took place of meth making materials being shipped from China to the Senaloa cartel. Meanwhile Florida is making vaccines a non-issue for all of their citizens, while the entire west coast is creating a vaccine alliance to force them upon their citizens whether they want them or not. Speaking of vaccines, members of the HHS are demanding the removal of RFK jr from his role as secretary. Also, an international "church" (which in this case is an absolute cult) was found to be a money laundering front and their two leaders were arrested for human traficking, laundering, forced labor, and abuse of their "congregates" in Florida. We then on a more positive note and discuss an archeological dig site in Texas that is rewriting the history books on what we thought we knew about early human civilization on this continent 13,000 years ago!To join in the conversation every Wednesday night at 9pm cst come to patreon.com/CajunKnightBecome a supporter of this podcast: https://www.spreaker.com/podcast/cult-of-conspiracy--5700337/support.

Depending on what state or country you live in, logging into Instagram, Reddit, or (dare we say) Corn Hub might prompt you to submit a government ID to proceed. This fresh privacy nightmare is thanks to a variety of "online safety" laws going into effect, or being upheld by courts. They are aimed at protecting minors from accessing harmful content online -- a laudable goal. But requiring all users to submit their face and address to tech companies comes with a host of privacy issues and pressures on free speech. To explain what's going on, who might be affected, and what happens next, Matt sits down with Laura Riposo VanDruff, a partner at the law firm Kelley Drye & Warren who has spent much of her career focused on tech, privacy, cybersecurity, and AI litigation, and a decade of work at the FTC's Bureau of Consumer Protection, which is often the de facto government body that regulates these kinds of digital issues. Connect with Laura and her work: https://www.kelleydrye.com/people/laura-riposo-vandruff https://www.linkedin.com/in/laura-riposo-vandruff-1598b921/ Shout out to our Producer Tier Patreon supporters! BowieBarks Dominick Kerr Evan Jolene Jula Robert Tortorelli Sam William News items discussed in this episode: https://www.npr.org/2025/08/14/nx-s1-5482925/scotus-netchoice https://www.eff.org/deeplinks/2025/08/no-uks-online-safety-act-doesnt-make-children-safer-online This show is made possible by listener support: https://www.patreon.com/influencepod Listen & subscribe wherever you get podcasts:

This week on the Black Girl Theology Podcast, I sit down with the legendary Michelle McKinney Hammond to talk about her newest book, The Power of Being a Woman: Embracing Your God-Given Gift of Influence.

- Anniversary of Japanese Surrender and U.S. Occupation (0:10) - Trump's Tariffs and the International Emergency Economic Powers Act (2:34) - Impact of Trump's Tariffs on U.S. Allies and Global Relations (9:21) - Challenges of Shifting Manufacturing to the U.S. (10:02) - AI and Knowledge Mining (14:07) - Trump's Criticism of Operation Warp Speed and Vaccines (24:27) - The Future of Medicine and AI (30:09) - Economic and Political Implications of Trump's Policies (48:20) - Interview with Don Brown on Power Grid Security (48:40) - Strategies for Securing the Power Grid (1:16:29) - Challenges of Depending on Foreign Manufacturers (1:19:14) - Rising Domestic Tensions and Power Grid Vulnerabilities (1:23:35) - Legislation and Cyber Threats (1:30:16) - Protecting Against EMP and Solar Threats (1:32:37) - Preparedness and Personal Responsibility (1:37:42) - Final Thoughts and Recommendations (1:41:12) For more updates, visit: http://www.brighteon.com/channel/hrreport NaturalNews videos would not be possible without you, as always we remain passionately dedicated to our mission of educating people all over the world on the subject of natural healing remedies and personal liberty (food freedom, medical freedom, the freedom of speech, etc.). Together, we're helping create a better world, with more honest food labeling, reduced chemical contamination, the avoidance of toxic heavy metals and vastly increased scientific transparency. ▶️ Every dollar you spend at the Health Ranger Store goes toward helping us achieve important science and content goals for humanity: https://www.healthrangerstore.com/ ▶️ Sign Up For Our Newsletter: https://www.naturalnews.com/Readerregistration.html ▶️ Brighteon: https://www.brighteon.com/channels/hrreport ▶️ Join Our Social Network: https://brighteon.social/@HealthRanger ▶️ Check In Stock Products at: https://PrepWithMike.com

To round out a depressing week, we bring in two people who deal with depressing situations for a living. We also bring in Kristyn, who deals with Hollywood. Depending on who you are, that's either very different or very similar.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This is a Fan Fav episode. Good news ladies! If you haven't figured it out yet, there's sex of all kinds for us to enjoy, and it's not all about His parts. There's much more to sex than penetration, his pleasure, and the nonsensical pressure to perform like a porn star in the bedroom every night. This episode is dedicated to a happier, healthier sex life for the empowered badass woman that's prioritizing her health and well-being. Depending on your background, religious beliefs, and parental tolerance for the conversation of sex, you may not realize the sex-pectations society has pushed on you or the reason your sex drive is non-existent some days. Dr. Jolene Brighton is the sex-ed doc we all wish our younger selves had (but you've got her now, so pay attention!) She's the author of the book we all need to check out, Is This Normal? Judgment Free Straight Talk About Your Body. She's a clinical sexologist helping women, a.k.a. “vulva owners” get answers to the questions they dare not say allowed or in mixed company. In this episode Lisa's putting aside all the shame and embarrassment to get the takeaways every woman needs to hear today: Why sex drive is the top complaint women have, and all the things we do to ruin it If you didn't have a big enough reason to practice mindfulness, having orgasm may be the best reason yet The unnecessary shame for women around pleasing their partner and having to make their own lubrication or else What Arousal Non-Concordance is and the fight between your brain and genitals Why size does actually matter (a lot) Male centric messages about sex have been screwing up our sex lives, our pleasure and our health.We've got a lot of messages wrong about porn, about orgasms, and about intimacy. You can start here and now with an upgraded sex-ed class that prioritizes your sexual pleasure not his! Follow Jolene Brighton: Website: ⁠https://drbrighten.com/⁠  YouTube: ⁠https://www.youtube.com/@DrJoleneBrighten⁠   Pinterest: ⁠https://www.pinterest.com/drjolenebrighten/⁠  Instagram: ⁠https://www.instagram.com/drjolenebrighten/⁠  Facebook: ⁠https://www.facebook.com/drbrighten/ Original air date: 4-5-23 CHECK OUT OUR SPONSORS Vital Proteins: Get 20% off by going to ⁠https://www.vitalproteins.com⁠ and entering promo code WOI at check out.  SleepMe: Visit ⁠https://sleep.me/woi⁠ to get your Chilipad and save 20% with code WOI. Try it risk-free with their 30-night sleep trial and free shipping! OneSkin: Get 15% off with code LISA at ⁠https://oneskin.co ⁠ Shopify: Sign up for your one-dollar-per-month trial period at ⁠https://shopify.com/lisa⁠ Macy's: Upgrade your glam at ⁠https://macys.com⁠ BIOptimizers: Code IMPACTNOW for 15% off ⁠https://bioptimizers.com/impact⁠ ****************************************************************** LISTEN TO WOMEN OF IMPACT AD FREE + BONUS EPISODES on APPLE PODCASTS:⁠ ⁠ ⁠apple.co/womenofimpact⁠ ****************************************************************** FOLLOW LISA: Instagram: ⁠https://www.instagram.com/lisabilyeu/⁠ Twitter: ⁠https://twitter.com/lisabilyeu⁠ YouTube: ⁠https://www.youtube.com/womenofimpact⁠ Tik Tok: ⁠https://www.tiktok.com/@lisa_bilyeu?lang=en Learn more about your ad choices. Visit megaphone.fm/adchoices