Podcast appearances and mentions of Donald Moore

Bispecific antibodies (BsAbs) have the potential to transform cancer treatment and are being actively integrated into community oncology practices. To support oncology practices as they introduce BsAbs into their treatment protocols, the Association of Cancer Care Centers (ACCC) has developed a comprehensive blueprint for this process. This resource highlights key strategies, best practices, and considerations for successful implementation. It gives guidance on capacity building, care coordination, and adverse event management, reflecting ACCC's commitment to providing education and expanding access to this innovative treatment for patients with cancer. In this episode, CANCER BUZZ speaks with Donald Moore, PharmD, clinical oncology pharmacy manager at Atrium Health Levine Cancer, about the role of bispecific antibodies in oncology care and unique challenges associated with interdisciplinary collaboration. Dr Moore also discusses how the new Blueprint is designed to empower cancer practices to optimize the rollout of these innovative therapies.     “I think that the blueprint really nicely describes and delineates some high-level roles and responsibilities of a community academic partnership and how both sites can collaborate to deliver care to their patients” – Donald Moore   “Ultimately, my hope is that the blueprint, along with some of the additional resources provided with it, will be helpful in bringing these new therapies closer to home for all of our patients... improving the access to care for this emerging drug class.” – Donald Moore   Donald Moore, PharmD, BCPS, BCOP, DPLA, FCCP  Clinical Oncology Pharmacy Manager  Division of Pharmacy   Atrium Health Levine Cancer  Charlotte, NC    Resources:   ACCC Best Practices for Expanding Access to BsAbs  - https://www.accc-cancer.org/home/learn/precision-medicine/treatment/bispecific-antibodies/best-practices-bispecific-antibodies   ACCC Operational Insights in Delivery of BsAbs - https://www.accc-cancer.org/home/learn/precision-medicine/treatment/bispecific-antibodies/bispecific-antibodies-in-solid-tumors   ASCO Use of BsAbs in Community Practices - https://ascopubs.org/doi/10.1200/JCO.2024.42.16_suppl.e13575   AJMC Obstacles to Optimal Transition Between Academic and Community Centers - https://www.ajmc.com/view/obstacles-to-optimal-transitions-of-care-between-academic-and-community-settings-when-utilizing-bispecific-antibodies   ASH Multidisciplinary Provider Insights for Promotion of BsAbs in the Community - https://ashpublications.org/blood/article/138/Supplement%201/4033/481457/Multidisciplinary-Provider-Insights-to-Promote    

In this episode of the AgCulture Podcast, Donald Moore, Executive Director of Global Dairy Platform, shares his insights into the global dairy industry. Donald discusses the collaborative efforts of major dairy cooperatives worldwide, emphasizing the efforts in industry sustainability and dairy's economic and social impacts. Tune in to explore these crucial topics and more on your preferred podcast platform. (00:00) Introduction (02:00) Formation of Global Dairy Platform (05:57) Major Projects and Achievements (10:03) Importance of Networking (11:11) Challenges in Dairy Industry (14:29) Policy and Advocacy Efforts (26:07) Future of Dairy Industry (35:26) Closing Thoughts Meet the guest: Donald Moore is the Executive Director of the Global Dairy Platform (GDP). He leads key initiatives like the Dairy Sustainability Framework and Pathways to Dairy Net Zero. Donald also serves on the Global Agenda for Sustainable Livestock Guiding Group and the FAO's Private Sector Advisory Group. Discover the world of agriculture with the "Ag Culture Podcast", hosted by Paul Windemuller. This podcast will be a gateway for those passionate about agriculture to explore its global perspectives and innovative practices. Join Paul as he shares his experiences in the agricultural industry, his travels and encounters with important figures around the world. Expect engaging stories of Paul's journey as a first-generation farmer and consultant, covering topics ranging from coffee to greenhouses to agricultural technology. "Ag Culture'' will aim to inspire agricultural entrepreneurs and innovators weekly. Available on YouTube, Spotify and Apple Podcasts. Subscribe at ⁠⁠⁠⁠⁠⁠AgCulture Podcast⁠⁠⁠⁠⁠⁠ and keep an eye out for future episodes, bringing insights and stories from the vibrant world of agriculture.

Anemia can negatively affect quality of life and treatment outcomes for patients with high-risk myelodysplastic syndrome (MDS) and acute myeloid leukemia. In this episode, CANCER BUZZ speaks with Amy DeZern, MD, MHS, director, Bone Marrow Failure and MDS Program, Johns Hopkins University School of Medicine in Baltimore, Maryland, Donald Moore, PharmD, BCPS, BCOP, DPLA, FCCP, clinical oncology pharmacy manager, Atrium Health Levine Cancer in Charlotte, North Carolina, and David Sallman, MD, assistant member, Department of Malignant Hematology, Moffitt Cancer Center in Tampa, Florida. Their discussion elucidates an array of patient-centered approaches, touches on social determinants of health, and highlights collaborative measures to support care coordination in the management of anemia in patients with high-risk myelodysplastic syndrome and acute myeloid leukemia.   “It really does take a village to manage the anemia of high-risk MDS…We as providers need to think through transfusion mitigation strategies but also keep our patients safe.” –Amy DeZern, MD, MHS   “Health disparities can play a really important role in affecting outcomes. And a lot of that is multifactorial—it may be due to patients without insurance having a higher tendency to delay seeking care due to the associated cost of seeking medical attention, and therefore they may present sicker.”—Donald Moore, PharmD, BCPS, BCOP, DPLA, FCCP “There's no question, especially as therapies are getting more complex, and the side effects as far as the severity of cytopenias are increasing, this collaboration between blood bank centers and community oncologists is going to be increasingly important.”—David Sallman, MD Amy DeZern, MD, MHS Director, Bone Marrow Failure and MDS Program Professor of Oncology and Medicine Johns Hopkins University School of Medicine Baltimore, MD   Donald Moore, PharmD, BCPS, BCOP, DPLA, FCCP Clinical Oncology Pharmacy Manager Atrium Health Levine Cancer Charlotte, NC   David Sallman, MD Assistant Member, Department of Malignant Hematology Moffitt Cancer Center Tampa, Florida   This episode was developed in connection with an initiative of the ACCC education program Myelodyplastic Syndromes, Optimal Management of Anemia in Adults with High-Risk MDS, which is supported by Gilead.   Resources: Myelodysplastic Syndromes - ACCC Achieving & Maintaining Better Outcomes for Patients with Acute Myeloid Leukemia Project - ACCC Disparities in Acute Myeloid Leukemia - ACCC  

One + All make children's school uniforms, brilliant quality ones too. When you dig beneath the surface at One + All though, you'll find a seemingly never ending list of 'little bit radical' changes and initiatives. 100% employee owned, certified B Corp, pay differential limits, certified carbon neutral...the list goes on and on. It wasn't always like this though, the man that sent One + All on its journey to being a more radical business is Donald Moore. In this conversation he discusses: How he's proud of 'not being very bright' as it has led him to keep things simple in business His distaste for traditional economics and business schools How he's always viewed getting fired as inevitable The moment in the wake of the 2008 financial crash triggered a complete shift in company strategy towards a people-centred approach How the shift increased profits five fold as well as customer and colleague satisfaction Employee ownership and how it works How to prevent your business from ever being sold against your wishes His campaigns against 'fat cats' and executive pay How they approach 'reward' at One + All, giving proportionally more benefits to the lowest paid How supporting their team with financial wellbeing set them up to cope with the cost of living crisis His campaigning on poverty and how misunderstood the issue is, including by B Corp companies The reality of poverty in the UK today, from children pretending to eat at school, to the surprise items that are the most shoplifted How all employers should pay the real living wage, but also take an active interest in what their lowest paid are dealing with on a daily basis How he hates the term 'HR' Donald on linkedin: https://www.linkedin.com/in/donald-moore-26235521/ One + All: https://oneandall.co.uk/ Rob on linkedin: https://www.linkedin.com/in/rob-warren/ Want to appear? podcast@standingongiants.com

The Greensboro Grasshoppers logo is an insect and their nickname derives from a weapon used in the Revolutionary War. This episode features longtime team president and general manager Donald Moore, historian Phillip Greenwalt, and Baseball By Design Wildlife Consultant Ranger Amy Burnett Greensboro Grasshoppers Website / Twitter @GSOHoppers  Phillip Greenwalt Twitter @ParkRanger86 Wildlife Consultant Ranger Amy Burnett Twitter @RangerAmy Baseball By Design Twitter @Count2Baseball / Instagram @baseballbydesign / Website Curved Brim Media Network Website / Twitter @Curved Brim  

Your host, Eric Dunavant, talks with Professional Businessman, Donald Moore. Donald began a career as a CPA over 35 years ago and for the last 27 years he has been involved in the restaurant industry. He is currently the majority owner in a chain of Arby's Roast Beef restaurants located in five states. He built his blog and website off of his business experiences as a Christian business leader with the goal of helping himself and others live their life in professional and religious harmony. To learn more about Donald's work, click https://donaldcmoore.com/ (here). If you'd like to be a guest on Redefining Success: The Kingdom Builders Spotlight, click https://go.ericldunavant.com/podcast-guest (HERE).

Pueblo Community Health Center (PCHC) CEO Donald Moore joins us to talk about the PCHC East side expansion, services they offer to the community and why Community Health Centers are important to rural Colorado. Learn more at www.pueblochc.org Action 22 does not endorse candidates during an election season. All members of Action 22 currently running for office have an open invitation to appear on Making Action Happen to discuss the issues and policies of their candidacy. The views and opinions expressed on Making Action Happen are those of the hosts and guests and do not necessarily reflect the official policy or position of Action 22. Email us at show@action22.org

Pueblo Community Health Center (PCHC) CEO Donald Moore joins us to talk about the PCHC East side expansion, services they offer to the community and why Community Health Centers are important to rural Colorado. Learn more at www.pueblochc.org Action 22 does not endorse candidates during an election season. All members of Action 22 currently running for office have an open invitation to appear on Making Action Happen to discuss the issues and policies of their candidacy. The views and opinions expressed on Making Action Happen are those of the hosts and guests and do not necessarily reflect the official policy or position of Action 22. Email us at show@action22.org

With excitement allow me to introduce to you today's guest, Co-Founder of Jimmy Jack's Rib Shack, Jack Piper. Jack got his start in Iowa City working at the legendary China Garden Restaurant, where he learned about amazing service, the importance of attention to detail, and leading by example. Jack, also a natural artist, used his ability to land himself in NYC where he was mentored by world-famous artist, Marilyn Minter. Minter took a likely to Jack, and as a result, jack got more opportunities than most in the world of art, but he was turned away by the art industry by its politics, however, this experience left a huge influence on his life. Jack went on to work in the FOH in many fine-dining restaurants throughout the US including NYC, Utah, and Texas before doing 4 years with the Cheesecake Factory where he learned a ton of systems and culture. In 1998 the Discussion to open Atlas in Iowa City, IA started and by 2000 the restaurant was open. Atlas had a successful 17-year run under Jack's ownership before he sold the restaurant to Matt Swift and Ben Smart. During that time Jack also opened Jimmy Jack's Rib Shack and Basta Italian Restaurant. He also took Jimmy Jack's popular BBQ sauces nationwide with Amazon, and throughout the region in 150 local retailers. Check out episode 878 with Donald Moore as mentioned in today's episode. Today's feature affiliate: Bentobox. In need of a restaurant website? Click this link to find out why so many of my guests use Bentobox! Show notes… Calls to ACTION!!! Join Restaurant Unstoppable Network and get your first 30 days on me!  Connect with my past guest and a community of superfans. Subscribe to the Restaurant Unstoppable YouTube Channel Join the private Unstoppable Facebook Group Join the email list! (Scroll Down to get the Vendor List!) Favorite success quote or mantra: "Win your morning, win your day." In this episode with Jack Piper we will discuss: Ego and pride Cleanliness as a server FOH Constructive criticism Upselling Selling food products online Today's sponsor: This episode is brought to  you by Plate IQ, your Accounts Payable Automation and Expense Management solution. PateIQ works with 20,000 restaurants across the country. Plate IQ uses OCR "Optical Character Recognition" and Deep Machine Learning to eliminate manual data entry from the AP process. Automate the full life cycle of your invoices from General Ledger coding to bill payment via PlateIQ's VendorPay network. With PlateIQ's VendorPay you can seamless flow from invoice upload to paying your bills. You can earn cashback on invoices from over 180,000 vendors. With Plate IQ Vender Pay, you can see what is due when. Schedule payment by check/ACH/or Plate IQ Card. Lastly, VendorPay is also FOR Vendors. Keeping your vendors happy will give you leverage in negotiating your terms. Vendors participating in Plate IQ's VendorPay network LOVE it because it shortens Day Sales Outstanding by 25% - AKA: Vendors get paid 25% faster. To learn more head to plateIQ.com/unstoppable to get at least 25% off implementation. Fluctuating food prices. Staffing challenges- Now more than ever you need to control costs to remain profitable. MarginEdge is a restaurant management software that lets you see your food and labor costs in real time. By automating your invoice processing and totally digitizing your back office, MarginEdge saves your team hours on paperwork and gives you instant insights to manage your prime costs. Try MarginEdge free for 30 days. No contract. No setup fee. Learn more at marginedge.com/unstoppable   Diageo Bar Academy equips bartenders, servers, managers, and hospitality professionals with the insights, stories, and tools to be better - raising the bar on industry standards. Diageo Bar Academy reaches a diverse audience, with backgrounds and skill levels of all ranges- providing them with skills, knowledge, and the techniques they need to improve their personal and professional lives. Knowledge bombs Which "it factor" habit, trait, or characteristic you believe most contributes to your success? Exceeding expectations What is your biggest weakness? Overthinking What's one question you ask or thing you look for during an interview? Honesty What's a current challenge? How are you dealing with it? Time management Share one code of conduct or behavior you teach your team. You're entitled to nothing All decisions are made in the best interest for the guest What is one uncommon standard of service you teach your staff? Create a joint, not a scene What's one book we must read to become a better person or restaurant owner? Setting The Table by Danny Meyer GET THIS BOOK FOR FREE AT AUDIBLE.COM  What's one piece of technology you've adopted within your restaurant walls and how has it influence operations? Toast POS Name one service you've hired. Goldbelly If you got the news that you'd be leaving this world tomorrow and all memories of you, your work, and your restaurants would be lost with your departure with the exception of 3 pieces of wisdom you could leave behind for the good of humanity, what would they be? You're not entitled to anything, you must earn it Exceed expectations Win your morning Contact info: Instagram: @jimmyjacksribshack Email: jack@jimmyjacksribshack.com Thanks for listening! Thanks so much for joining today! Have some feedback you'd like to share? Leave a note in the comment section below! If you enjoyed this episode, please share it using the social media buttons you see at the top of the post. Also, please leave an honest review for the Restaurant Unstoppable Podcast on iTunes! Ratings and reviews are extremely helpful and greatly appreciated! They do matter in the rankings of the show, and I read each and every one of them. And finally, don't forget to subscribe to the show on iTunes to get automatic updates. Huge thanks to Jack Piper for joining me for another awesome episode. Until next time!

With excitement allow me to introduce to you today's guest Former Chief Culinary Officer and EVP Kitchen Operations at the Cheesecake Factory and Current Partner at DOM Food Group, Donald Moore. Donald found a passion for cooking and the kitchen early on in his life because of the parallels he found between teamwork in the kitchen and on the soccer field. After college, he worked in kitchens all around the country before joining the Cheese Cafe Factory in 2001 as a kitchen manager. He quickly rose through the ranks and by 2010 he was the Chief Culinary Officer for the entire organization. In 2020 Donald left the Cheesecake factory to form DOM Food Group. a Los Angeles-based venture studio that incubates, invests in, operates, and consults the leading scalable food businesses of the future. Check out The Checklist Manifesto: How To Get Things Right by Atul Gawande as highly recommended in today's episode by both Eric and Donald. Donald says this is the best book for multi-unit leadership: Multi-Unit Leadership: The 7 Stages of Building Profitable Stores Across Multiple Markets by Jim Sullivan Today's feature affiliate: Bentobox. In need of a restaurant website? Click this link to find out why so many of my guests use Bentobox! Show notes… Calls to ACTION!!! Join Restaurant Unstoppable Network and get your first 30 days on me!  Connect with my past guest and a community of superfans. Subscribe to the Restaurant Unstoppable YouTube Channel Join the private Unstoppable Facebook Group Join the email list! (Scroll Down to get the Vendor List!) Favorite success quote or mantra: What you do in the dark puts you in the light." In this episode with Donald Moore we will discuss: Early key mentors Go out, travel, get new experiences High standards What Donald Moore learned at Cheesecake Factory Working as a kitchen manager Importance of checklists Multi-unit leadership You have to demonstrate your values Specific recognition to staff is key Today's sponsor: This episode is brought to  you by Plate IQ, your Accounts Payable Automation and Expense Management solution. PateIQ works with 20,000 restaurants across the country. Plate IQ uses OCR "Optical Character Recognition" and Deep Machine Learning to eliminate manual data entry from the AP process. Automate the full life cycle of your invoices from General Ledger coding to bill payment via PlateIQ's VendorPay network. With PlateIQ's VendorPay you can seamless flow from invoice upload to paying your bills. You can earn cashback on invoices from over 180,000 vendors. With Plate IQ Vender Pay, you can see what is due when. Schedule payment by check/ACH/or Plate IQ Card. Lastly, VendorPay is also FOR Vendors. Keeping your vendors happy will give you leverage in negotiating your terms. Vendors participating in Plate IQ's VendorPay network LOVE it because it shortens Day Sales Outstanding by 25% - AKA: Vendors get paid 25% faster. To learn more head to plateIQ.com/unstoppable to get at least 25% off implementation.   Through the combination of innovative bar and restaurant inventory management software and highly-skilled inventory management experts, Sculpture Hospitality uses drilled-in reporting functionalities to find opportunities in your inventory management processes where you can drive real profit growth. Are you interested in learning more about how you can use data to improve your restaurant or bar's profitability? Get in touch with Sculpture Hospitality today.   Over 20,000 restaurants trust ChowNow (chownow.com/unstoppable) for their online ordering. With ChowNow, you'll take control of your online presence, connect with more local diners, and keep your hard-earned profits. Join the free ChowNow Marketplace to reach new customers without commissions. Want to go big? Put your restaurant in the spotlight with ChowNow Direct—a full suite of branded ordering and marketing tools, including your own app! For a limited time, Restaurant Unstoppable listeners save 30% on a ChowNow Direct annual plan. Knowledge bombs Which "it factor" habit, trait, or characteristic you believe most contributes to your success? Constantly hunting or talent What is your biggest weakness? Can't shut it off, mind is always racing What's one question you ask or thing you look for during an interview? Write the job description of what they want to do 100% of the time What's a current challenge? How are you dealing with it? Be hard on standards and easy on people Share one code of conduct or behavior you teach your team. Prioritization What is one uncommon standard of service you teach your staff? Let people swing at you? Hear people out What's one book we must read to become a better person or restaurant owner? The Four Disciplines of Execution (multiple authors) Hungry by Jeff Gordinier Shoe Dog by Phil Knight GET THIS BOOK FOR FREE AT AUDIBLE.COM  What is something restaurateurs don't do well enough or often enough? Collaborate What's one piece of technology you've adopted within your restaurant walls and how has it influence operations? Hyphen for kitchen robotics Curb Mobility for efficient curbside pickups and delivery routing Acelerate helping mom and pop restaurants be more profitable Name one service you've hired. Have conversations with the people who are providing your business with services If you got the news that you'd be leaving this world tomorrow and all memories of you, your work, and your restaurants would be lost with your departure with the exception of 3 pieces of wisdom you could leave behind for the good of humanity, what would they be? Hard on standards, soft on people Gratitude Tune in before you turn on Contact info: Email: donald@domfoodgroup.com Thanks for listening! Thanks so much for joining today! Have some feedback you'd like to share? Leave a note in the comment section below! If you enjoyed this episode, please share it using the social media buttons you see at the top of the post. Also, please leave an honest review for the Restaurant Unstoppable Podcast on iTunes! Ratings and reviews are extremely helpful and greatly appreciated! They do matter in the rankings of the show, and I read each and every one of them. And finally, don't forget to subscribe to the show on iTunes to get automatic updates. Huge thanks to Donald Moore for joining me for another awesome episode. Until next time!   Restaurant Unstoppable is a free podcast. One of the ways I'm able to make it free is by earning a commission when sharing certain products with you. I've made it a core value to only share tools, resources, and services my guest mentors have recommend, first. If you're finding value in my podcast, please use my links!

Achieving something known as net zero – in other words, balancing the amount of greenhouse gas produced by an activity and the amount removed from the atmosphere – is a key focus of leaders in the global livestock industry and among food manufacturers and retailers. What will it take to achieve net zero, and how will the effort affect food production and consumption around the globe?Pathways to Dairy Net Zero, a ground-breaking new climate initiative, has launched with some 40 leading organizations, including 11 of the 20 largest dairy companies in the world, declaring their support for the effort. Collectively, these supporters represent approximately 30% of total milk production worldwide.The new climate initiative demonstrates the global dairy sector's commitment to reducing GHG emissions while continuing to produce nutritious foods for six billion people and provide for the livelihoods of one billion people.In a recent edition of Feedstuffs 365, our Sarah Muirhead sat down Donald Moore of the Global Dairy Platform to find out more about achieving net zero. Moore also provided an update on the recent U.N. Food Systems Summit.This podcast was sponsored by Arm & Hammer Animal and Food Production and their #ScienceHearted podcast, “Food Chain Chats. In the most recent episode, listen to Dr. Jack McReynolds, Director of Research and Development, and Dr. Christine Alvarado, Technical Services Director, tap into their extensive hands-on expertise as part of the Arm & Hammer Animal and Food Production team and discuss some of the most pressing food safety topics.Listen and subscribe to “Food Chain Chats” wherever you dig-in to your favorite podcasts. 

On this week's podcast, we have conversations with Wopke Beukema, senior manager R&D at PerkinElmer, Inc.; Miguel Freitas, PhD, vice president of scientific affairs, and Kristie Leigh, registered dietitian nutritionist and senior manager of scientific affairs at Danone North America; and Donald Moore, executive director of Global Dairy Platform.

Once you find the perfect #handbag, you hate to see it go. It starts with a scratch here and there, and then the zipper stops working. Pretty soon, that favorite bag is too embarrassingly shabby to carry. But there's hope for it yet. We were honored to have an amazing conversation with the Co-Owner of the Historic NYC handbag #repair store, Artbag which was founded by Hillel Tenenbaum in 1932, a former professor at The Fashion Institute of Technology. He had a passion for perfection instilled into his son-in-law and future business partner, Louis Rosenberg. Rosenberg, a tinsmith by trade, brought his knowledge of metals and quality artistry to Artbag. He was considered the king of "quality control" well before it was a catchphrase in today's society. About The Guest: In 1993, Donald Moore, protégé of Hillel Tenenbaum and business partner of Rosenberg, purchased the business. Mr. Moore began his career at Artbag in 1959. He worked alongside Mr. Tenenbaum for over two decades, learning pattern making and handbag construction. The knowledge enabled Moore to create new styles and recognize flaws and potential issues with the designs of other handbag makers. This footprint of perfection has left an indelible mark on the current owner, Chris Moore. Chris began making bags with his father, Donald Moore, at an early age. Over the years, he acquired knowledge and expertise in the art of bag making and repair. The younger Mr. Moore has been called upon by many major publications as a source of information on handbag design and maintenance. We spoke about resiliency, excellent craftsmanship, and crushing the competition. Guest social-media To support this channel and podcast, kindly visit: https://anchor.fm/karmisha-superville/support --- Send in a voice message: https://anchor.fm/karmisha-superville/message Support this podcast: https://anchor.fm/karmisha-superville/support

JSI's Stacey Moody talks to Donald Moore, CEO of the Pueblo Community Health Center, on how to develop and use telehealth when tackling integrated care.

ACC Men's Basketball week in Tournament Town. We are joined by Donald Moore who works for the Atlantic Coast Conference. Donald gives us some insight on how and why the ACC is headquartered in Greensboro. He also shares stories from his UNCG basketball playing days, including a historic NCAA record he holds, and of course what his go-to Greensboro spots are. We recap our weekends as we usually do. Is 4 corners a thing? Or is it Lindley Park Square? Hog made up Midtown before anybody else. NBA All-Star/Slam Dunk memories. We're big fans of the Tekashi 6-9 doc on Showtime. App State and UNCG are dancing into March Madness. We draft our top 5 first windows down rap songs of the season. What was your first experience with the person who washes your hands in club bathrooms? And of course, Hog's Highlights.

Sermon delivered by Rev. Donald Moore for the Day of Pentecost at St. Paul LCMS Church in Apopka, FL. Sermon text is Numbers 11:24-30.

The affection that Best Coast's singer, songwriter and guitarist, Bethany Cosentino, has for suburban chain restaurants is not ironic. A musician who's (almost) always on the road (thanks, quarantine), she finds it comforting to experience the same decor, menu and flavors no matter what city she's in. Bethany's favorite chain of all is The Cheesecake Factory, so host Rachel Belle chats with chief culinary officer and executive Vice President, Donald Moore, about how the restaurant's menu expanded from a small cafe in 1978 to the mammoth 250 item, 21 page tome we know today. He shares behind-the-scenes R&D secrets, like how simply tweaking the name of a burger can make it a best seller, and reminisces over dishes he loved and painstakingly developed...but nobody ordered. Bethany and Rachel also dive into The Internet's favorite topics: cats and pizza! Treat yourself to Best Coast's wonderful new album, Almost Tomorrow and support artists! Follow along on Instagram where you can join Rachel's Quarantine Cooking Club!

As data about the health outcomes of the new coronavirus come in, it's clear that black people are dying at disproportionate rates to their percentage of the population. But a new report shows it’s not just black Americans’ health that will suffer. The virus will likely have a devastating effect on their jobs and future earnings. Donald Moore talked to researchers about the economic and physical traps the virus is setting for the demographic.

This week, we talk to Donald Moore, the former Managing Director, and now Chairman, of Rowlinson Knitwear.  He led the change to becoming an employee-owned business which has transformed employee retention, productivity, customer satisfaction, and in turn, profitability. KEY TAKEAWAYS Family businesses have a tendency to exist purely for the benefit of the family itself, or for the shareholders. Often, that can lead to an unfortunate sense of greed, and can affect morale. Donald’s philanthropic viewpoint on his company, was that it needed to start caring more. Targets and incentives were leading to bad feeling and selfishness. His first rule in the wake of this, was that everyone needed to care, for the business, for the customer, and for each other. During the banking crisis, Donald made some poor decisions in order to satisfy the demands of shareholders. Service and customer satisfaction suffered as a result, as did profits. A good business discipline is to constantly monitor the cash you have on a daily basis, and ensure that it’s working effectively for you. The new directive, in the face of near-disaster, was to focus on customers and people instead of profits, and put the shareholders last.  The best way to get through any kind of recession is to conserve cash and watch your margins. While the herd mentality chases growth in the hope that it’ll help them survive, keep your hand on your prices and hold your nerve. People will always pay a small premium for quality, good service, and speed. It’s a strategy that worked for Rowlinson in the face of defeat. Concentrating on customer service and quality resulted in a staggering rise in profits. By engendering trust with its partners, Rowlinson was easily able to secure the funding required in order to complete their transition to an employee-owned company. Donald credits this trust as the main reason for his company’s growth and success. Rowlinson commit to making sure that its lower-paid employees are taken care of as a priority, and the higher-paid employees come last. Along with other benefits, such as pensions, this has created an incredible in-house culture. Employees at Rowlinson are fully involved with the way the company operates, and their rewards, such as profit-shares and holiday allowances, are tailored to the results of customer service response. This has led to an increased level of engagement, and the sense that each person can really make a difference. The areas that business owners need the most help with in order to effect true growth are: Cash confidence  Dealing with imposter syndrome Creating a team that people want to be a part of Happiness at work is the most important metric at Rowlinson’s. It’s a cornerstone of the company’s culture, and is far more crucial in terms of determining the suitability of new hires. The future is an incredibly important part of all decisions taken at the business. By providing a happy, inclusive, generous-spirited place to work, Rowlinson have created a place that people will aspire to being a part of for generations to come. BEST MOMENTS ‘It’s not always the family that are in the best position to grow a successful and enduring company’ ’The business was individually, and collectively, selfish’ ‘If you head-butt someone, then you’re not likely to keep your job, really' ’Trust became our second value’ ‘We want to be trusted’ ‘I think that all commercial companies should reward their people with elements of profit-share’ ’This year’s customer satisfaction is next year’s profit’ ‘It’s all part of our plan to build a great business for years to come' VALUABLE RESOURCES   The Business Mastermind Podcast  Donald Moore LinkedIn - https://www.linkedin.com/in/donald-moore-26235521/?originalSubdomain=uk Rowlinson Knitwear http://www.rowlinson-knitwear.com/home/meet-the-team To contact Gavin about how he can help you and your business, email gavin@gavinpreston.com ABOUT THE HOST   Gavin Preston   Gavin is an inspirational Speaker, Business Strategist, Business Growth Mentor, Trainer and high-performance Coach.  He works with Business Owners and Entrepreneurs and has a strong track record in creating creative strategies to accelerate the growth of their business. He has helped hundreds of SME business owners and leaders improve their performance and that of their business and a comparable number of executives and employees in blue-chip corporates over the last 20 years. Gavin’s energetic, insightful and yet down to earth and practical talks, workshops and coaching is in demand with high growth business between £250,000 and £30 million revenue and with multi-national organisations at all levels from Board to frontline Managers. He is an expert in Business Growth Strategies, Peak Performance Mindset, Persuasion & Engagement, Marketing, Productivity, Leadership Development, Team Development & Motivation, Leading Change, Stakeholder Management, Personal Effectiveness and Behavioural Change.   CONTACT METHOD Gavin Preston Website Gavin Preston LinkedIn Gavin Preston YouTube Gavin Preston Facebook Gavin Preston Twitter

It’s rare that one single “Hook” in a restaurant enterprise is so powerful that it defines the brand, and even rarer when that same hook inspires and drives that brand forward. Walk into any location and what first catches your eye and your appetite is the huge glass display filled with endless varieties of dessert and not just any desserts, but the most amazing cheesecakes the world has seen. I can only be talking about the iconic “Cheesecake Factory” brand, growing internationally and a dominant player in most major US population centers. Personally I have visited numerous Cheesecake Factory locations, and in all honesty I have to say that each experience from the food to service to ambiance has been consistently enjoyable and memorable. Its also doesn’t hurt that this restaurant is a favorite of my kids, who have always been treated like VIPs at any of the locations we’ve dined in. What has always amazed me, as it does most people is the extensive menu offering 21 pages and over 250 menu items and get this - all done from scratch! I have always wondered how they can inventory, prep, prepare and deliver consistency across the chain with reasonable ticket times in their very large and constantly busy locations. Turns out that colossal menu is a huge marketing tool, business driver and loyalty creator - something truly for everyone, especially when its hard to decide what type of cuisine the diner is looking for. In today’s episode of the Restaurant RockStars Podcast, I am thrilled to speak with Mr. Donald Moore, the Executive Vice President and Chief Culinary Officer for the Cheesecake Factory. Donald dishes on all the above and we also learn: - How Leadership and Autonomy inspire and command performance and longevity among all employees - The extensive training that leads to team success at all levels of the operation - How new menu items are conceived, tested and proven to work in over 200 locations around the globe - How a new Cheesecake idea makes the grade and so much more. Stay tuned folks as this episode is a biggie! Its the only way to run a restaurant with the eye on true hospitality and leaving no detail missed. Now go out there and Rock Your Restaurant! Roger Check out The Restaurant Academy: https://restaurantrockstars.com Thank you to our show sponsors: Fountain: Fountain is your All-In-One Talent Platform built for hiring teams at scale. It’s “The Way” to find more quality candidates faster while reducing time to hire! Go to www.Fountain.com/Rockstars to get a Demo & Free Personalized Onboarding, a $500 Value just for becoming a new Fountain customer. Restaurant 365: Restaurant365 is a cloud-based, all-in-one, restaurant-specific accounting and back-office platform that seamlessly integrates with POS systems, payroll providers, food and beverage vendors. It generates accurate real-time reporting and analysis in user-friendly dashboards, facilitating immediate, data-driven decision making. Restaurant365 eliminates manual, error-prone processes and is designed to help restaurant businesses grow with functionality that helps optimize labor costs, reduce food costs and increase revenue. Check out Restaurant 365 at this Link: www.restaurant365.com/rockstar

Guests share perspectives on local business development and initiatives. First we hear from Dr. Joyce Miller, CEO of the Northwest Institute of Research, and Elana Como, Director of the Northwest Regional Key, Region One, and Quality Initiatives Director for the Early Learning Resource Center, Region 2. Then Donald Moore from Decision Associates joins us for the second half of the program.

• Voices from the Global Agenda for Sustainable Livestock • The Rural Energy for America grants program • Gus van der Hoeven’s “Stop, Look and Listen…” 00:01:30 – Global Agenda for Sustainable Livestock:  From the U.N. Global Agenda for Sustainable Livestock international forum taking place on the K-State campus this week: the chairman of the GASL, Fritz Schneider, and the executive director of the Global Dairy Platform, Donald Moore, outline the objectives of this gathering of leading scientists from over 20 countries. 00:13:00 – Global Agenda for Sustainable Livestock (Part 2):  One of the featured speakers from the GASL conference, University of California-Davis livestock geneticist Alison van Eenennaam, talks about how genetic innovations contribute to sustainable livestock systems, adding that scientists and agricultural producers need to strongly rebuke false claims being made about food system advances. 00:24:30 – Rural Energy for America Grants Program:  From the Kansas office of USDA Rural Development, business programs specialist David Kramer talks about the opportunities for agricultural producers and rural businesses to obtain support for energy projects under the Rural Energy for America grants program...13 such grants were recently announced in Kansas, and the next round of application review is coming up soon. 00:33:00 – "Stop, Look and Listen":  K-State's Gus van der Hoeven presents "Stop, Look and Listen", his weekly commentary on rural Kansas.   Send comments, questions or requests for copies of past programs to ksrenews@ksu.edu. Agriculture Today is a daily program featuring Kansas State University agricultural specialists and other experts examining ag issues facing Kansas and the nation. It is hosted by Eric Atkinson and distributed to radio stations throughout Kansas and as a daily podcast. K‑State Research and Extension is a short name for the Kansas State University Agricultural Experiment Station and Cooperative Extension Service, a program designed to generate and distribute useful knowledge for the well‑being of Kansans. Supported by county, state, federal and private funds, the program has county Extension offices, experiment fields, area Extension offices and regional research centers statewide. Its headquarters is on the K‑State campus in Manhattan.

Donald Moore is in his 18th year as president and GM of Minor League Baseball's Greensboro Grasshoppers. Such a long tenure proves he knows how to sell a ticket to get people to First National Bank Field. He does it with the help of man's best friend. On this episode, Moore talks about what made him introduce the black Lab Miss Babe Ruth, pictured here, to Grasshoppers' fans and why he carries on her legacy with bat dogs at the ballpark.

Chef and restaurateur Meherwan Irani is on a mission to change the perception of Indian food in America. Born in London, raised in India, and living in America for many decades, Irani’s experience with his native food is textured. At his outstanding and innovative Asheville and Atlanta restaurants, Chai Pani, he articulates a clear vision in the form of street food, which on this lively episode of the show we discuss in detail.From his Internet famous kale pakora, to the idea of jugaad—which basically means the ingenious ethic of hacking things to make them work—to his clear argument that there really isn’t something called Indian food. I love this guy.Also on the show, Anna has a fun and revealing interview with Donald Moore, the Chief Culinary Officer at The Cheesecake Factory. And, yes! They discuss the origins of the cheeseburger springroll.

Speaker or Performer: Rev. Donald Moore Date of Delivery: March 26, 2017

Kelly Coughlin interviews Donald Moore about generating more revenues from trust and wealth management clients and managing risk in that business line. Moore is a former OCC examiner.   Donald Moore Jr., CEO of Bearmoor, LLC has over 20 years of experience in the asset management and fiduciary industry. He has served in senior fiduciary positions with various US Treasury agencies, as well as a leading financial services consulting firm. He began his career as a Trust Examiner with Office of the Comptroller of the Currency. He has examined over 50 trust divisions, including the lead position at two of the nation’s largest trust institutions. He has assisted in the development of national policy and guidelines at both the Comptroller’s Office and the Office of Thrift Supervision. Kelly Coughlin is CEO of BankBosun, a management consulting firm helping bank C-Level Officers navigate risk and discover reward. He is the host of the syndicated audio podcast, BankBosun.com. Kelly brings over 25 years of experience with companies like PWC, Lloyds Bank, and Merrill Lynch. On the podcast Kelly interviews key executives in the banking ecosystem to provide bank C-Suite officers, risk management, technology, and investment ideas and solutions to help them navigate risks and discover rewards. And now your host, Kelly Coughlin. Kelly: I’ve got Don Moore CEO of Bearmoor LLC. Don, how are you doing? Don: I’m doing well, thank you Kelly, I appreciate the opportunity to chat with you today. Kelly: Don, you’re in Boulder? Don: I’m not quite in the Republic of Boulder, I’m a little bit closer to the Breckenridge area up in the hills of Colorado. Kelly: You’re happy because the Broncos just won the Super Bowl, I take it. Don: I’m slightly indifferent to the Broncos winning, although they had their ginormous parade yesterday down in Denver. Everyone’s excited that Peyton got his Super Bowl, but again, I think it was the defense that won it for him. Yeah, we’re happy here in the state. No one’s going off the edge yet. Kelly: Let’s get right into it. Tell me what Bearmoor does. What’s your value proposition? Don: Basically, it’s the optimization of risk-adjusted revenue from an organization’s existing fiduciary activities portfolio. It’s basically their personal trusts, their investment management accounts, their retirement accounts, foundation endowments and custody. All those off-balance-sheet activities within the fiduciary world. Again, the optimization of their risk-adjusted revenue from their existing portfolio. Kelly: First of all, it’s banks that are in the wealth management business. They have trusts, they have wealth management capabilities, correct? Don: Correct, a lot of organizations that are clients, their definition of wealth management differs, but it does include trusts, insurance, and private banking. Kelly: You help those kind of banks do what? Don: Optimize top-line revenue. What we mean by that is, I like to use a quote from Bono, the lead singer for U2, he was up at his concert and doing one of his social announcements where he was clapping his hands and he said, “Do you know, every time I clap my hands, a child in Africa dies?” And someone screamed out, “Stop clapping your hands.” We don’t focus in on expense because for the past 10 years in the industry, the industry’s been focused on nothing but expenses. The expenses have outpaced revenue growth 6 out of the last 10 years. Their focus on expenses I don’t think, has been all that fantastic. We like to say, “Well you’re already focused on expense reduction, we want to help you grow top-line revenues.” Our value proposition leads to an increase to revenue top-line. Kelly: Before we get into how you do that, let’s talk about some personal background. Don: All right, I’ll start out with education. I went to school, got a degree in finance and accounting, after I graduated from that I went to work for the United States Treasury Department as an examiner with the Office of the Comptroller. The currency, the OCC, I found an opportunity to begin examining in the fiduciary world and I became a fiduciary examiner. Through that, I went to Washington, DC. For those of you in the fiduciary world that have an understanding of Regulation 9, when I was in Washington, DC I helped draft and write that regulation that now national banks follow. For most states, it’s been adopted verbatim on that. I left there, and went over to another Treasury Department, the Office of Trust Supervision, which has now been rolled into the OCC and wrote their fiduciary training program and some of their examination procedures over there in a fellowship capacity of 18 months before leaving and going to the consulting world, and focused on consulting in the fiduciary world, and that brings us to where we are right now. I am married to my wife Toni, we live out here in Colorado, we have four children. Hobbies; I would say right now we’re doing lots of skiing, got some good snow out here in Colorado, so that’s one of my hobbies. Do a lot of running, outdoor activities is me. That’s who I am, I’m 52 years old and I feel it every day. Kelly: Don and I have known each other for probably 15 years, and we made a good connection when we found out you grew up in Minnesota, correct? St. Louis Park? Don: Yeah, sure, you betcha. Kelly: Let’s talk about the business. How do you help these banks make money? How do you help a wealth management bank make some money? I want to come up with let’s say five take-aways on how our listeners can make money through what company like yours offer. Don: Let’s start out with, the opportunities for increasing top-line revenue within your fiduciary activities exist. They are out there. I like to use the phrase, “You’re standing on a whale, fishing for minnows,” because there’s already opportunities to increase your top-line revenue within our organization. What we mean by that is we go through and do an analysis account by account basis and identify opportunities in three phases: one, gap analysis which is, “Hey, where are you missing it?” From the standpoint of what you think you’re getting. You may have some system errors, system inaccuracies that can help you identify opportunities, that’s one phase. Second one is competitive analysis. Where is it that you would like to beat your competition, and where is it that you actually are? We ask you what your business’s strategic plans are, we go out and do mystery shopping and competitive shopping for the organization to make sure that they understand where they are and where their competition is, and where they can go with their current level of pricing. The third analysis is a regulatory analysis. What’s changed in regulation that allows you to either understand the regulation and generate additional revenue, or do we have some risk there? Again, gap analysis, competitive analysis, regulatory analysis to help you identify those opportunities, because they do exist. I would say that’s the first area. Kelly: You exposed that just recently, gap analysis. You’re looking at pricing, and how competitive they might be in pricing in addition to more of a qualitative, these are the type of services they would offer? Don: Along the lines of both, Kelly, with regards to the types of services we want to break it down so we understand the types of services they offer. Then the pricing that they have on each of those services. When we talk about pricing, we all know that there are committees, and then there are boards, and we’re talking about the board-approved pricing for these services. Kelly: This is for wealth management services. These are the basis points. This is how much we charge for a $5,000,000 fiduciary trust account, correct? Don: Correct. Absolutely. Those are established by, I would say, the business line which then goes to the committee and the boards approve. These are the pricing and it would include not just basis points, but it would include minimum account fees, it would include fees for ancillary services such as real estate administration, closely held business administration. Maybe there’s a tax prep fee or a tax information letter fee. Maybe there’s a stand-alone fee for extraordinary type services. All the fees charged for the services provided within wealth management on the fee schedule. We then go through and see what accounts are actually on that schedule, and what accounts are not, what accounts have customization, what accounts have discounts. It doesn’t make sense for the level of service being provided. What’s critical with that, from a Bearmoor perspective, is what I would say would be the second take-away, which would be a risk understanding of your accounts. If you haven’t done a risk assessment on an account by account basis, it would be highly recommended that you do so. This would allow you to identify the level of risk for each account and type of account using system information. This isn’t something that’s subjective, it’s based upon system criteria that you’ve established and put risk weightings on it. Let’s say you have an account that is an irrevocable trust account with two co-trustees, five beneficiaries, some unique assets in there, and maybe it’s over $2,500,000. You would assign various risk criteria to each one of those factors. Maybe that has a higher risk than a revocable trust. Kelly: You’re not talking about portfolio risk, you’re talking about risk of an unhappy client (other than portfolio volatility). Don: Correct. What we’re seeing is a fair amount of, I hate to go back to the regulatory side, but a fair amount of regulators are saying, “Hey, we can risk rate loan accounts on the banking side, why can’t we individually risk rate these off-balance-sheet trust accounts from an administration standpoint, from a level of risk?” and then get some understanding about what may be some levels of capital might be for this entire portfolio. It’s not investment portfolio risk management, for lack of a better term it’s complexity rating the account. Kelly: Give us three things that you like to look at, that might go into the calculus of that. Don: I would say type of account. Kelly: The fiduciary, non-fiduciary. Don: Correct, you would have the fiduciary accounts would be those revvocable and irrevocable trusts, investment management accounts, foundation endowments, IRAs. Then the non-fiduciary lower risk would be a custody account, where you don’t have any investment management responsibilities. Another item would be the type of assets in there, so maybe less risk would be a mutual fund portfolio, that’s made up of a bunch of mutual funds to meet the account’s objective. A higher risk would be, “Hey, it’s a stand-alone investment in a large piece of commercial real estate.” High risk on that. The third thing would be type and/or number of beneficiaries. The larger the beneficiary pool, the more risk you may have because you have different competing objectives. Some of those might be income beneficiaries, others might be remainder beneficiaries, or growth beneficiaries. Kelly: The high-risk account would be one in which there’s a fiduciary relationship to your holding assets that are perhaps individual securities and not mutual funds and the third? Don: Number of beneficiaries. Kelly: Number of beneficiaries. Is that because the more people you have in the equation, the more likely it is you’re going to have somebody complaining about it? Don: More likely there’s going to be a complaint there, but more likely that there’s going to be conflicts of interest. What I mean by that conflicts of interest is those beneficiaries may all have different needs and you as the fiduciary that’s managing that account, have to take all those into consideration and make sure you treat them equitably and fairly based upon the information you have. Kelly: Tell us how you help the bank make more money. Don: From that account by account analysis on the gap analysis and identifying opportunities within their portfolio. Not just from a best practices from what we’ve seen over the past 15 years of doing this, but also what’s taking place within their lines of business and their strategy. Overlaying that on that analysis and saying, “Hey, here is the opportunity, and here’s how that opportunity impacts each account.” Kelly: This is for your part one you look at the market, you look at competitors, and you say, “Oh, your competition’s charging 200 basis points, you’re only charging 150. You could charge 180,” for example. Don: Correct. If you still want to be the low-cost provider and the lowest-cost provider is charging that 200, and you’re at 150, you could go all the way up to that 200 and charge 190, 180. Right. Kelly: Right. Don: Do that complete analysis. Or your minimum fee is stated to be this, we’ve done in a cost analysis of your portfolio and you’re not even covering your costs with your minimum fee. You’ve got to adjust your minimum fee. Kelly: Don’t you think most banks know their competitor? Let’s say pricing, and their level of service, because they either get clients poached frequently, or infrequently, and if they find out why, then it’s well, his is cheaper, or better service, whatever it was. Don’t you think they know that? Don: That’s what we thought. That’s what we were counting on, but when we started doing the mystery shopping, because we asked our clients who are their competitors, who do they want us to mystery shop. Then we also provide them all the other information that we have. That, other than the actual opportunities, was one of the most highly prized pieces of information that we provided to our clients was, “Oh, look at all this competitor information.” My business partner and I looked at each other and said, “Wow, we didn’t realize how valuable this was. We thought you guys knew it, we’re showing it to you to let you know that we know it.” You would think they would know it, but a lot of times that isn’t the case based upon the information that we were able to gather and the reaction that we get from those. I think they have an understanding of it, but once they actually see the documentation and support for that that we’re able to gather, that brings it full circle. Kelly: I’m intrigued by, and I always have been intrigued by you being a former regulator with all due respect to your former profession, the dark side I suppose, or actually I think when you go into industry, they say you’ve gone to the dark side, I believe. However you look at it, how a former regulator can help on the revenue side is always been amusing to me. I know you do have a pretty good reputation out there, so kudos. You’ve been doing it quite a while, I believe. Don: Yeah, I appreciate those comments. Perhaps my capitalistic views weren’t always the right forum to be a regulator, so maybe I’ve always had to get back to this side. Maybe I was on the dark side and came back to the light. Kelly: Any more takeaways? Don: I would say re-acceptance, and what I mean by re-acceptance is, based upon the information that you have today on your existing accounts, the level of administration, the level of responsibility, the potential problems associated with the risk audit compliance items, the regulatory issues, and the revenue that you’re making on it, would you re-accept the accounts in your portfolio today? If the answer to that is no or maybe, you need to actually go through and do this risk assessment and the revenue opportunity assessment to make sure be able to answer that question yes or these are accounts we no longer need to be a part of. Kelly: It isn’t just no longer be part of, it may be no I wouldn’t accept it under these terms. These terms being pricing, but would you accept it at 50 basis points? No. Would you accept at 150? Yes. Isn’t that as much of a relevant question as acceptance or non-acceptance, it’s how should we price this thing? Don: Proper pricing is critical. We have top 10 risk piece that we do and one of the top 10 risks is appropriate pricing, so you’re absolutely right. “Hey, I wouldn’t re-accept it because of the assets.” That’s one thing. I wouldn’t re-accept this because of the price and the assets. Could we price it accordingly where you would accept it? Absolutely. That’s part of the analysis we do. Kelly: Why don’t you post on our website the top 10 risk pieces in a blog post? Don: Absolutely, I can do that. Kelly: That’d be nice to accompany this. That’s it for now, give us your favorite quote. Don: It’s Milton Friedman the great economist. “The question is, do corporate executives, provided that they stay within the law, have responsibilities in their business activities, other than to make as much money for their shareholders as possible?” My answer to that is, no they do not. Basically, everyone should stay focused on generating revenue for the shareholders for where they have their fiduciary duty. Kelly: What’s the stupidest thing you’ve said or done in your business career? Don: This is classic me, and this took a long time to live down. This was years ago. I basically said, I used another quote when I was giving a presentation because someone asked a question with regards to revenue enhancement and I said in front of this entire group, “Life’s tough, but it’s tougher if you’re stupid.” Yep. Kelly: Good one. Don: I was much younger. Kelly: Don, I enjoyed talking to you, thanks so much for your time. We want to thank you for listening to the syndicated audio program, BankBosun.com The audio content is produced by Kelly Coughlin, Chief Executive Officer of BankBosun, LLC; and syndicated by Seth Greene, Market Domination LLC, with the help of Kevin Boyle. Video content is produced by The Guildmaster Studio, Keenan Bobson Boyle. The voice introduction is me, Karim Kronfli. The program is hosted by Kelly Coughlin. If you like this program, please tell us. If you don’t, please tell us how we can improve it. Now, some disclaimers. Kelly is licensed with the Minnesota State Board of Accountancy as a Certified Public Accountant. Kelly provides bank owned life insurance portfolio and nonqualified benefit services to banks across the United States. The views expressed here are solely those of Kelly Coughlin and his guests in their private capacity and do not in any other way represent the views of any other agent, principal, employer, employee, vendor or supplier of Kelly Coughlin.