Podcasts about ebitda

Want a quick estimate of how much your business is worth? With our free valuation calculator, answer a few questions about your business and you'll get an immediate estimate of the value of your business. You might be surprised by how much you can get for it: https://flippa.com/exit -- In this episode of The Exit: In this tactical and deeply personal episode, patent attorney and engineer Craige Thompson shares how a devastating loss in his family sparked a lifelong mission to help entrepreneurs protect—and profit from—their innovations. From protecting EBITDA during an exit to engineering “commercially valuable choke points,” Craige reveals how patents can give you a monopoly-like edge and even solve for all five of Porter's Five Forces. You'll learn when not to file a patent, how to evaluate whether your idea is truly novel, and why licensing your IP with “field of use” carve-outs can lead to surprising monetization wins. Whether you're startup-curious or exit-ready, this episode is packed with frameworks, red flags, and real-world examples to rethink IP as a strategic weapon, not just legal paperwork. -- Craige grew up in his father's entrepreneurial small business in Fond du Lac, WI, where he learned the importance of protecting small businesses and helping them thrive. At Thompson Patent Law, Craige built a firm that focuses on creating Litigation Quality Patents® services—intellectual property assets designed to drive measurable business value. Their team ensures clients avoid unnecessary costs by focusing only on patents with real strategic potential. Through his Amazon #1 best-seller Patent Offense and the Litigation Quality Patent Podcast, Craige shares strategies to maximize IP value. Craige on LinkedIn: https://www.linkedin.com/in/craigeothompson/ Website: https://thompsonpatentlaw.com/ -- The Exit—Presented By Flippa: A 30-minute podcast featuring expert entrepreneurs who have been there and done it. The Exit talks to operators who have bought and sold a business. You'll learn how they did it, why they did it, and get exposure to the world of exits, a world occupied by a small few, but accessible to many. To listen to the podcast or get daily listing updates, click on flippa.com/the-exit-podcast/

Peter Kujawa from Service Leadership discusses the findings of the 2025 Annual IT Solution Provider Compensation Report, focusing on the trends in wage inflation and employee retention within the managed service provider (MSP) sector. The report reveals that wage inflation peaked in 2022 but has since improved, largely due to the cooling off of the remote work trend and significant layoffs in the tech industry. This shift has led to a more stable job market, particularly in the U.S. and Australia, while Europe continues to experience stubborn wage inflation.The conversation also delves into the current state of remote work, revealing that only 9.6% of employees are working fully remotely, while 42.6% are exclusively in the office. Kujawa notes that hybrid work models are likely to persist, especially among national and international MSPs. The data indicates that companies that maintained remote work longer faced more challenges when transitioning back to the office, highlighting the importance of flexibility in modern work environments.Retention rates are another critical focus, with the report indicating that employees with one to three years of experience have a significantly higher turnover rate compared to those with eight years or more. Kujawa emphasizes the importance of structured onboarding and mentorship programs to improve retention, particularly for new employees and managers. He points out that investing in training and support for new managers is equally crucial, as their turnover rates are alarmingly high.Finally, the discussion touches on the relationship between employee retention and profitability. The report shows that the best-performing MSPs tend to pay lower salaries but offer higher performance-based incentives, creating a more enjoyable work environment. This trend suggests that MSPs need to rethink their compensation structures, focusing on performance pay and aligning incentives with factors that employees can control, such as productivity and customer satisfaction, rather than broader financial metrics like EBITDA. All our Sponsors: https://businessof.tech/sponsors/ Do you want the show on your podcast app or the written versions of the stories? Subscribe to the Business of Tech: https://www.businessof.tech/subscribe/Looking for a link from the stories? The entire script of the show, with links to articles, are posted in each story on https://www.businessof.tech/ Support the show on Patreon: https://patreon.com/mspradio/ Want to be a guest on Business of Tech: Daily 10-Minute IT Services Insights? Send Dave Sobel a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/businessoftech Want our stuff? Cool Merch? Wear “Why Do We Care?” - Visit https://mspradio.myspreadshop.com Follow us on:LinkedIn: https://www.linkedin.com/company/28908079/YouTube: https://youtube.com/mspradio/Facebook: https://www.facebook.com/mspradionews/Instagram: https://www.instagram.com/mspradio/TikTok: https://www.tiktok.com/@businessoftechBluesky: https://bsky.app/profile/businessof.tech

Optima Health PLC chief executive Jonathan Thomas talked with Proactive's Stephen Gunnion about the company's acquisition of Ireland-based Cognate Health. This deal marks Optima Health's first foray outside the UK and is aligned with its strategy to supplement organic growth through mergers and acquisitions. Thomas said the move adds around €7 million in revenue and approximately £1 million in EBITDA to the group. Cognate Health is described as a strong platform with 30 clinic facilities across Ireland and around 60 experienced personnel, along with a network of clinicians. According to Thomas, “It's a really great platform… in addition to obviously the financial aspects… really great opportunities to collaborate, revenue synergies and grow the businesses collectively.” He explained that expanding into a new regulated market provides access to multinational clients seeking services across both the UK and Ireland. The acquisition allows Optima Health to tailor services across jurisdictions while opening up new cross-sell opportunities. Thomas added that the company expects to announce more acquisitions during the year, with several discussions currently underway. Visit Proactive's YouTube channel for more in-depth business updates and interviews. Don't forget to give the video a like, subscribe to the channel, and enable notifications so you never miss a story. #OptimaHealth #CognateHealth #HealthcareAcquisition #MergersAndAcquisitions #JonathanThomas #OccupationalHealth #WorkplaceWellbeing #IrelandHealthcare #BusinessExpansion #ProactiveInvestors

Kiera is a guest on the Dentalligenstia Podcast, hosted by Nick Zagar and Remy Isdaner. She talks about the connection between success and knowing your practice's numbers for the following: Production Overhead Collection New patients Case acceptance Kiera also gives tips on streamlining workflow, working through scratch starts, startup versus seasoned practice needs, and more. Episode resources: Sign up for Dental A-Team's Virtual Summit 2025! Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: The Dental A Team (00:00.16) Hello Dental A Team listeners, this is Kiera and today I am so excited. I did an incredible podcast and I just thought it'd be fun for you guys to hear it, to listen to it. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast. Welcome to the Dentalligentsia podcast. I'm Nick Zager and we have Remy Isdaner, my partner, and we are Mirlo Real Estate Partners. Today we have a special guest, Kiera Dent from the Dental A Team. Welcome Kiera. Thanks guys. I'm super excited to be here.   I love what you guys are doing. I'm just jazz. And I'm glad that I didn't have to say the name of your podcast because I would have totally botched that. So thank you for taking that on for me. I love what you guys are doing. And I'm just super, super excited to be here. I love geeking about dentistry and business and all things. So thank you guys. I'm really honored to be here. We appreciate that. you know, our favorite clients are typically early to mid-career dentists. And we love what you do to support.   our mutual clients and really want to know a little bit more about you and why you do what you do. How did you get into this? Yeah, for sure. Well, luckily for both of us, we love the same type of clients. So it's really fun. I actually started my career in dentistry in high school. I was offered an opportunity to either go into nursing or dentistry. And I thought, hmm, I want to wear scrubs. Like that was my end goal. And I thought, learn the whole body or learn the mouth. I'm surely going dental route. So that was honest to goodness. The reason why I got into dentistry.   I was a dental assistant for years and then became office manager, treatment coordinator, scheduler, biller, you name it. I have not been a hygienist and I'm not a dentist, but my husband, he went to pharmacy school at Midwestern Arizona. And during that time, I'm a little hustler. I found out if I could work at the college, I'd get a discount on his tuition. And so I knew there was a dental college and so I found out, got a job at the dental college.   And I was super blessed, super fortunate. And I worked there for three years with dental students. And one of the students asked me while we were in school, she said, hey, Kiera, do you want to come help me open my practice in Colorado? And I was like, heck yeah. Dental assistant to practice owner. Like, this is a great plan. I never knew how I'd be able to do this. I'm not a dentist. And I'm like, I see what you guys do in dental school. Yes, I want to say yes to this. So I went and helped her open the practice in Colorado. And we took our office from 500,000 to 2.4 million.   The Dental A Team (02:25.773) in nine months and opened our second location. And what I found from that was I learned a lot. We built a pretty big group of practices and I learned so much from that of what not to do. My marriage was about in shambles. Her marriage was about in shambles. My health was deteriorating. I was working from 2 a.m. till 10 p.m. trying to make these practices grow and I thought, well, shoot, one, if I could help her grow a practice, I wonder all my other students that I love.   Could I help them grow their practices and give them the confidence as well? And two, there's got to be a better way to do this than what I've been doing and what she's been doing. Like, yes, we have success on paper, but behind the scenes, we're deteriorating as human beings. And so that's really what spurred my passion. I never worked with a consulting company. Everything that Dental A Team's consulting is are things that I wish I would have had when I was a practice owner, things that I wish I would have known.   things to help all of my dental students. It's fun because it's becoming full circle. A lot of those students are now buying practices and coming and working with me, which is super fun. But really the passion comes from how can I help these dentists live their best lives, get the profitability they want, but also get their team bought in because most consulting companies work with just the dentist or just the team. And I thought, but if I can get the team on board, these dentists lives become a lot easier. And so it's really fun to talk about both sides of the coin.   And shoot my last name is Dent. So I think I was destined for this career path. It's not a stage name It's just the third fiance finally like I didn't get married I just took three fiancees to get a better last name So that's kind of my story and how I got into it and truly just love love this industry and love helping dentists Flourish and succeed and help more people But nursing never had a chance Yeah, I mean the scrubs if it would if they would have cuter scrubs than maybe but   The fact that I had the short path didn't just the mouth, but it's funny. I don't even get to wear scrubs anymore. like, man, that was a short lived moment. yeah, nursing. don't think I could do rectal trumpets. That's just like, I mean, I'll take the mouth all day long versus that. I don't think I could. I have such a gag reflex. I don't think I could honestly do it. Well, talk to us about some of your favorite client stories. gosh.   The Dental A Team (04:39.725) So knowing that like the startup to the mid range are kind of the ideal clients, I was thinking of a couple and one comes to mind. He attended one of our summits. We have one in April every year for doctors and teams. And so he attended it. And I remember he had like a really funny name on his screen because I see all the participants. I really try to make our summits really engaging and active. And I remember it was iPhone. And so I just kept calling this person out. was like, hey, iPhone, how you doing over there?   just kept kind of like razz and I had no clue there's no camera on it just says iPhone and lo and behold iPhone decides to sign up with us and he had just bought his practice and paid in full for consulting which I was always like man that's a pretty like gutsy move you just bought a practice but I also like people that are gutsy and this committed to it and what was interesting is we'll call him iPhone if you listen to this you'll know exactly who I'm talking about but over the course it's been about two years now iPhone has gone from   Being a practice owner who literally knew nothing about ownership had a pretty seasoned team when they bought their practice And went through all these hard transitions like I'm telling you this was a labor of love on both sides the consulting side and his side from needing to transition out his office manager who was really really causing a lot of like Shakes within the practice and and driving the team in a direction. He didn't want to go   So learning how to hire, learning how to lead, learning how to present treatment plans, learning how to put KPIs into the practice. Like you want to talk about a jumpstart to business ownership. And I remember he's like, Kiera, I'm not even taking home a paycheck. And those moments always rock me because this is real life for a lot of dentists. And my goal is to help them get to taking home their paychecks quickly. And so about six months, he was taking a little bit, but we started like at six months, he was able to take his full paycheck and then fast forward to   I just saw him actually last weekend and he was sharing that now he's producing over 250,000 a month in his practice, collecting home a paycheck, has a new office manager that was sitting next to him. They've shifted the culture. This office manager said that this doctor like makes for Phil Seen, Heard and appreciated. He understands his KPIs. He's got a profitability margin of 60%, which makes me so proud.   The Dental A Team (06:59.629) excuse me, his overhead 60 % profit margin of 40%. He knows his numbers. He knows how to look at it, getting ready to possibly expand his practice. But he said, we were just meeting last week and he said, Kiera, I want to give back because Dental A Team's given me so much. so having him help coach other practices now of things that he's learned really just inspires me. But I think about this man of...   like the rocky road he went on to get there. And I think that his journey is not unique. I think this is so common for so many owners who buy practices two, three, four years in, but to be able to have him be an example of what can happen and for him to be going from about 150,000 when he first bought the practice to now doing 250,000 a month, just to give him the confidence, I think as a leader, as a dentist, to get a team bought in and on board.   the fact that he knew his numbers and it's been, it'll be two years in April since he bought his practice and joined. And I think that is one of my most favorite stories because to see him excited about life, to see him excited about his practice when there were some dark days, I remember like his name, we'll just say iPhone was on our schedule a lot of times to give more support and to review resumes and to teach him how to hire for culture and to build a culture.   That is a magical experience. And there's, like I said, so many things from KPIs to numbers to culture to hiring to diagnosing and getting patients to accept you when the other dentist was still a part of the practice and moving on. He's honestly one of my favorite clients because I think his story is so relatable to how so many other people feel. And to see him now on the other side of it, truly beaming, I think is honestly one of my favorite stories. I have so many favorite stories.   But I think he's a really recent telling one that is just a fun success story to share with people. That's super cool. And he's got a great name. I know, right? iPhone. I'm like, it's easy because I was like, who is this? Who shows up? Like, I hate it on meetings. Like, get your name of who you really are because I want to call you. There's another, she's now a client. And I was speaking in person and, you know, front row, was like, hey, what's your name? And she's like, I'm going to be anonymous.   The Dental A Team (09:13.803) So we have a running joke now that she's just anonymous, even though she's a client now. And she's like, I'm so glad. But now she's like, secretly optimistic anonymous. So, you know, we've kind of changed that around, but yeah, it's fun to have clients show their personalities. But yeah, if you're on an event, put your dang name on there. Otherwise, maybe you'll be iPhone forever. Fair enough. I'd rather be iPhone than anonymous, but point taken. I've got a serious question.   for you based on that great story, but first I'm gonna joke. So it's on record in our company, there's a iPhone, Samsung battle and I'm on the iPhone side and Nick's on the other side. And we have it on record here on this podcast that Nick said something to the effect of, that sounds awesome being iPhone or iPhones are awesome.   So just just want to make sure that that we're all in the same page there, you know, Remy I'm happy in our company. It's the same. It's like Apple versus HP I'm diehard Apple everything connects in so seamlessly. So Remy we're on the same. Yep. I phone over here It's definitely definitely for the Samsung. I'm sick of the green bubbles, but they are getting better now I can see that you're writing I can see that it's been read. So I mean, hey, they are making some progress, but that's been like, you know decades in the making speaking the same language   Okay, as promised, I'd start with jokes and then, you know, that was a great success story and your passion is clear. Let's talk about those KPIs. So what are some of the KPIs that young dentists, newer dentists should be looking for? And I asked that question and then also add a preface. We talk to doctors all the time who have no, it's clear they have no...   connection to what the business side of dentistry is doing in their own practice. And I get it, we get it, that they didn't set out to run a business necessarily. They set out to provide the best oral health to their community. But it is a business after all. And so what are some of the things that those young dentists should be looking for? Remy, I'm so grateful you asked this question. It was not pre-planned.   The Dental A Team (11:36.073) My passion came actually from teaching people how to run successful businesses because as a business owner myself, profits seemed elusive. I remember like, what the heck is a freaking KPI? I didn't even know what that meant. And I really love in dental hygiene, there's no judgment. And I just want people to feel safe and confident to ask those questions. And I think dentists really feel this need to know everything because you are a doctor. And I just want to highlight that, guess what? None of them know it. Like 99 % of dentists that we work with   don't understand the business, but yet understanding the business and the numbers, I feel is like your treasure map to success. It helps you see where are broken systems in your practice to fix. So rather than just trying to pump a bunch of systems, let's look at the numbers to see which system we really can impact. Also, when you know your numbers, you can make smarter decisions of who to hire, when to hire, things like that. And so for people who don't understand KPIs, like I said, someone told me that I was a Dr. Seuss of systems. So I take that.   as a huge compliment to try and make it so simple for people. I believe KPIs are like the vitals of your practice. It's like when you go to the doctor, they always check your like height, weight, your blood pressure, your temperature. They're gonna check those things because if any of those things are out of whack, we're gonna have like an immediate plan. And I feel like that's similar to KPIs within a practice and KPIs can get a little extensive. So if we're talking about a brand new practice, things I start small and then we get bigger.   And so like main things that are really going to give you a nice suck on your business, if you're not careful are going to be your cashflow. So that's going to be your overhead. I'm watching your production and your collections because oftentimes the practice is producing enough, but your team's not collecting that money. So we want to make sure we have a 98 % collections ratio. I'm also going to watch your AR. So AR is your accounts receivable, checking from patient portion and insurance portion, because a lot of times practices actually have the money in their practice.   but they're not collecting, it's just kind of sitting there in overdue payments that are due to you, whether that's from patient or insurance. If we can look at those, we can figure out where's our collection problem. it we don't have clean claims sending to insurance or we're not collecting from patients and we're sending statements or we're not even calling. So I'm really gonna watch those super, super tight. And then if you want to go, excuse me, further down the line and things that I'll watch are gonna be like your lab costs, your supply costs, marketing can come into place.   The Dental A Team (14:00.685) scheduling, we can look at your scheduling and see like number of new patients coming in. That's a big one that I really like to watch because if we're not getting enough new patients or on the flip side, we're attritioning, AKA we're not keeping them in for re-care and reappointment percentages. We can get a leaky bucket and just keep filling with new patients but not retaining the ones that we have. So I like to watch your attrition rate. I also like to look at your case acceptance. So what are you diagnosing and what's being accepted to see is it a diagnosis problem?   or is it an acceptance problem? Whatever doctors wanna make, there is a study and a standard of three times what you wanna produce is what you need to be diagnosing. So if you're not watching this diagnosis amount, you might not be diagnosing enough to be able to get what you want on your schedule for your production. So I like to watch that. And I like to watch your case acceptance of dollar for dollar. So if you're presenting a thousand dollar treatment plan, how much of that thousand is actually being accepted? Are we accepting 100 % of that? Are we accepting 50 % of that?   and then asking questions of why, because case acceptance is usually one or two words from our exam to our treatment coordinator. And then I like to watch your hygiene percentages. So what's your hygienist producing per hour? I like three times pay for PPO practices, and I like four times pay for fee for service practices, and that's on adjusted production. So let's not go off of gross, let's go off of adjusted. Gross feeds the ego, net feeds the family.   So let's not be feeding our egos. I know it feels really good to say you're producing 260, but if you can only collect 150 of that, let's live in real life world. So those would be some zones. And then like, again, if you want to go like next level, you're already doing that. Some things we found over the last year of tracking hundreds of offices were open time in a schedule and your dollar per hour production, because a lot of times just open time in schedules, we found you could actually hit your goal.   if we could fill those spaces and then figuring out protocols for your team just to keep that schedule full. So I said a lot of KPIs for you, but really your main ones, you've got to be watching our production, collection, overhead, new patients and case acceptance. If I could only pick five, those would be my top five that I would start with. And I'm going to give six, like your reappointment percentages. Cause if we're not reappointing, that's really going to kick you down later on. And it's going to make a lot more work for you. And I think those are some pretty easy ones to watch pretty quickly.   The Dental A Team (16:18.733) but then also hopefully giving a lot of other ones for you to be able to watch in addition to that, that depending upon where you are in the journey of your practice, things to be looking at and doctors, you don't have to track all this. You get your team to track this for you. And then you get this lovely report that comes to your desk every week or every month. You review it, you assess it, and then you make the changes accordingly.   How do you help the practices that you're working with refine their systems to streamline their workflows to ultimately maximize their productivity? So Nick, on that, I'm just going to sound like a broken record. I literally look at their numbers, because whatever their numbers are looking at, these KPIs, that's going to tell us where the system's broken in addition to what your team is saying is a problem. So usually it's like communication or it's   low case acceptance or overhead or cashflow issues. And so what we're gonna do from there is we're gonna look to see what is the system in place. So if we're having an overhead issue and cashflow issue, well, I'm gonna look at the billing system. Like, let's look there, because that's where the money's at. So let's figure out what is our process, who's doing what, and where is the breakdown, and then we're gonna refine the system. I don't believe teams like to do hard things, and I don't like to do hard things, and so.   everything we implement should be easy because teams will gravitate towards ease and also not making someone remember things. So that's a true system. So we'll put in things like we can put automated notes or we can change our note templates if we're consistently missing something on our claims, we're gonna fix and adjust that system. We're also gonna look to see running certain reports that we put on an automated system for them. It's on a sheet for them. That way they don't have to remember to do this.   We create handoffs where it's on their route slip. So no one has to remember, like just with your memory, it's already built as a true system. And I think a lot about like McDonald's or Chick-fil-A or some of these companies that are able to mass produce and give you the same experience wherever you go. Well, let's build that and let's make a very simple system that everybody can follow rather than hoping and praying our team members remember and they don't drop the ball. So I'm going to look at those numbers. I'm going to look to see where the gap is and then dig deeper to find   The Dental A Team (18:33.461) root problem and then add an automatic system as much as we can to fix that problem forever. Are you dealing, how much of your business are startups, scratch startups versus acquisitions, also new practice owners through acquisition versus, you know, I guess that's the question, those two paths.   I tend, and I think it's just due to who I am and the things I did, I tend to attract more acquisitions in our company. So we're probably 75 % acquisitions, 25 % scratch start. We've worked with a lot of scratch starts. We've done a lot of pieces with scratch starts. But for me, I'm of the opinion, it's already there. My job is just to come and be the miracle girl on a practice that's already there. I know that I can successfully add hundreds of thousands to a practice very quickly.   adjust their overhead and make them profitable within just a couple of months. Scratch starts, we can do the same thing, but there is more of building that base to get more people in to build it. However, you don't buy someone else's problems when you do a scratch start. So in Dental A team, again, I think it's due to my experience, the things I've done. Like I said, I took a practice from 500,000 to 2.4 million in nine months. I know which systems to quickly shift and adjust. I like to say that we're...   We're a miracle girl for practices. You just sprinkle us on and we watch it bloom. Scratch starts, like I said, usually I'm about six months to a year before we're gonna start to see that churn and burn. And it's just due to building that patient base, which doesn't exist in the scratch start typically. But again, we've had several scratch starts. We've had several be a very successful, but that would be the reason I think why. But again, I don't shy away from scratch starts. I've done plenty of scratch starts and I do love that you get to build everything that you want and it's brand new.   You get to set the systems up from day one. I just think I like to. It's already in place and now my job's just to optimize and magnify it and make it even stronger for them very quickly. But I'm a fast results person. I like to see results quickly. Scratch starts long term have amazing results. Short term they're a little bit harder to get that churn on. Sure. Are people, are dentists typically onboarding you during the acquisition process so you're already known to them and their, you know, their,   The Dental A Team (20:55.281) They're acquiring with you on board versus an acquisition where things are just not, things don't feel right and they're not turning out the way the doctor planned or not as fast as they had hoped and then they're onboarding. So I think the doctors who do the best are the ones who bring us on usually month one or two before they open a practice. And I always say when you open a practice, it's like having a baby.   people nest the two months before they have the baby and then baby comes in, it's like screaming mayhem for about six months until you figure this out. And I really do believe that that's how practice ownership is. So the offices who I found do really, really, really well are the ones who bring us in one to two months before they actually add us into their loan of their additional cashflow that they need. So it's part of their purchase. That makes sense. Versus the ones that are like, Hey, I don't have cash, but I need help.   because every office does this, literally every single one of them they're in and I call it the six months shakeout. As soon as you buy a practice, it is bananas for six months. Like you have high costs, you have high expenses, nothing shaking out. You're trying to win over all these patients or bring in new patients. Like it's mayhem. And that's actually when you need consulting the most. Like you need someone to pull your head out of the sand, tell you do step one, step two, step three. This is where you actually need to focus rather than just being psycho and trying to like do all the things, but never getting anything done.   So I really love when they come. Otherwise, and I'll say, I'm really pro, of course, being a consultant, I'm pro this, I'm really pro hiring a consultant that can actually like put money on your books. So a lot of things people buy when they're buying a startup, they actually don't add revenue for them. So it's just a lot of cost without a lot of adding to it. And so there's lots of great consultants out there, but I'm really pro find someone who's done what you need to do successfully multiple times.   and bring them in because a consultant for us, our fee is guaranteed covered every single month. Like I'm never worried about that, but we tend to do two, three, four, five times our fee, adding that in in production and reduction of overhead for a practice very quickly. So I never worry about, I understand the owners do worry about fees because it can feel scary with everything you're adding on, but be intentional with what you're purchasing, what can add money to your books rather than just taking money off of your books.   The Dental A Team (23:19.462) Go ahead, Nick. Well, I was going to switch gears into talking about building and developing a strong team, since you just mentioned that. And I wanted to start by actually saying that when we're working with a client and they're looking for, you know, to a relocation option or they're looking to buy a building or just a general lease, mean, these are all super negotiable things inside, you know, inside of their   you know their business world but you know the the You know the highest expense that they likely have is payroll and so they can't really That's not something you're not gonna retain high-level talent by you know negotiating like a like like a madman like you would with a landlord for example, and so I wanted to talk to you about what are key qualities that a you know a dental practice owner should look for when hiring   key team members. For sure. I'm so glad that you said that rented landlords are negotiable because I think people feel like it's fixed. And I'm like, no, listen, listen, this is why you need Nick and Remy. Talk to them. They'll help me negotiate this down. Agreed teams are a bit trickier to negotiate down here. You're not going to probably get the best people. No one wants to feel like they're being bought on sale to come onto your practice. but as a landlord, yeah, I want the best deal. My labs and my supplies, I want the best deal.   But for teams, so I'm gonna kind of give two different answers because I think startup practices versus maybe a little bit more seasoned in their career actually have two different needs typically. As a startup, I'm really pro them hiring basically an office manager that knows how to do a lot of the things that they don't know how to do. So we need someone who's strong with case acceptance, strong with billing, strong with leadership, strong with hiring, and it's going to be an expensive hire. But what that...   that expensive hire is going to do is going to exponentially grow your practice for you. While dentists are in the back doing dentistry, you have someone who's really your yin to yang in the front office for you. So I'm really pro and I'm really pro not hiring just one person, but two people in the front office. I've seen a lot of embezzlement in my time. I've seen a lot of just funny things going on in the front office. And also if you only have one person up front, you're literally like SOL, which stands for so out of luck.   The Dental A Team (25:38.758) Um, in my opinion, like you really will be S O L if that one person leaves because you know nothing in the front office. So I'm super pro hiring those people and hiring really good talent when you're a startup. Now, if you're a little more seasoned, figure out what's going to be your yin and yang. If you've got a good biller or you can outsource your billing, um, maybe you don't need as high quality of, or as expensive of an hire that way. But what I have found is typically I like to see payroll around 30 % of your collection. So we're collecting a hundred thousand.   about is going to be spent for payroll costs, not including doctors. And so for that, that's also your fringe benefits, your 401k. And what I've seen with a lot of doctors is team members are only listening to their dollar per hour, but doctors, you're paying a lot more than just a dollar per hour. So we've actually created a really beautiful form for our offices that's kind of like their total compensation package that we recommend giving like once or twice a year to your team so they actually see what they're producing.   Now, hygienists are coming in as a really hot topic, depending upon the area you're in. And a lot of those are like, they're kicking that overhead, the payroll amount really high, but you need a hygienist because they're a producer. And so what's happening, we have a couple of hygienists on our team as consultants. And what they're recommending is let's have a really good base, base plus commission. And then looking back at your hygiene schedule to show this hygienist based on what we've already done. I don't like to live in like theories.   because no one wants to live in theories. They want to feel confident. So if I can hire hygienists for X amount that is fair within the market rate, but give them a commission, so anything they produce over that, showing on historical trends of what my practice has been doing, that's gonna help me keep my payroll costs lower, but I'm gonna be able to pay this hygienist more and be able to actually offset my payroll costs because they're producing more, but I can keep my payroll lower. So that's where I do think you can quote unquote negotiate.   But I really feel strongly, you've got to show them with confidence that they can do this and you've got to have an incredible culture. Culture and time tend to be the currency of hiring great team members right now. And so if you don't have a great culture, if you're not a great boss, you're not gonna hire great talent. I've seen offices paying their employees less than other people in the market, but they have such a great culture that team members want to stay. And then also looking at this time off, PTO is becoming a really hot topic and I feel like since 2020,   The Dental A Team (27:57.872) We're seeing more of this lifestyle that people want to be living more so than like the 401k traditional benefits, depending upon the age of the person you're hiring. Cause I do think there's two different age groups that want two different things. And so being aware of that and cognitive, think you can get creative with what you're doing. So I think that's a lot of great ways to bring it on, but you've also got to be clear on what your culture is and what your tip is. And you've got to be careful not to hold onto those sour apples that are truly destroying your practice.   One of the best quotes I heard is, the worst thing you can do to your best employees is tolerate the poor performance of your worst employee. And so really being cognitive, and I know that's hard, but trusting and believing that you can bring these great people in. So we put awesome ads out. I tell people to write to their ideal person, figure out who they want of their ideal person, and then posting those ads consistently and following up can be really good ways to get it. And then like,   Great culture does not mean you give everything to your team. It also means that we hold them accountable, that we have structure, that we have systems in place, but giving them the autonomy within that to create what they want to. I think are some hopefully simple pieces based on where you are, of who to hire, how to keep those costs lower. Also, what a good framework of what your payroll should be. And then also realizing the amount of payroll you've got, that should be producing. So make sure that you're.   payroll dollars are actually giving you the production that you should be getting from it. And if not, maybe it's time to make a couple of changes that way too. Yeah, one, one always is, is trying to kind of create a culture that promotes accountability and collaboration and continuous improvement. And you can probably, you know, inside the mission statement of the, of the, of the practice kind of address some of those things so that you have some ground rules. But ultimately at the end of the day, it's about   the leadership and also needs to live those values as well. Yeah. And on that Nick, am really pro core values. When I first started, I heard a explanation of core values and they said, usually when you start a practice, you have three core things that really were the core of why you started this practice. So think back to what those three, those are like your true core. And when I thought back, I was like, yeah, for me it was do the right thing.   The Dental A Team (30:16.272) have a ton of fun and make it easy for clients. So like those are my three. it's do the right thing, fun and ease. And then we have aspirational ones in addition to that, but really truly like our core values go on our job board. So like when we're hiring people, we say these are our core values, this is our company. Every Wednesday we're highlighting out team members that have been exhibiting core values within our company. So each team member shouts someone out about the core values. And I really have found that   That's how you build culture. Culture is a slow burn, but it's a consistent burn. And so if you have that and you really live, breathe and bring that in, your culture, it will take a little bit of time. say it's kind of like moving the Titanic, but the consistency piece will start to shift it to where you have that incredible culture. And then if you have someone who's not, have the one-on-one conversations rather than the full team conversation. Get really, really good at having uncomfortable conversations. I love the quote. I've added my own little.   sprinkles to it. I say your success and happiness that's care is added is directly proportional to the number of uncomfortable conversations you're willing to have. And I like adding happiness to it because I think like my success is one thing, but my success and my happiness, I want to be happy when I go to work. I want to have a great time. And so just getting really good with those uncomfortable conversations. And I say, it's a conversation. It's not a confrontation. And like, let's get to the root cause. Let's solve the problem rather than the person.   and let's move that forward. I think those are some hopeful quick tips for people to start to change that culture because it can be done and it's paramount for bringing in great team members as well. Well, that's a really important piece of the puzzle is communication, especially since everybody has a different communication style. you know, I wonder what your guidance is about how somebody who owns a practice can, you know,   can become a better communicator or overcome some of those challenges to be able to kind of understand how to communicate to different members of their staff or what have you. For sure. I'll give a couple of books. I believe there's so much wisdom found in the minds of men and authors. And so The Five Dysfunctions of a Team by Patrick Lanzione I think is a great one to figure out how to build that trust and healthy debate between you and your team members. so encouraging that.   The Dental A Team (32:43.974) and digging down deep into that. Also, there's a lot of personality traits, tests that are out there. I really am pro disc. There's also a company called Culture Index, and I think they teach you a lot of how to communicate. And something I learned early in my career that I try to pass on to our clients is hire people who are complimentary to you, not necessarily the same as you. Your biller is going to have a very different personality than your scheduler.   I want a bubbly outgoing scheduler who just makes my patients feel incredible. And my biller, do not want them being the party scene. I want them to be the person who's so detailed on every single number. Well, those two personalities are also going to be different communication styles. My biller, can probably be a bit more direct with. My scheduler, might need to have a little more finesse with. The five love languages at work is another great way to see how do people prefer to be communicated with. And then also just asking. I think asking people of,   hey, like some people really wanna be direct and just told directly, other people need like the sandwich, the compliment, here's what we need to work on, the compliment, because otherwise they're gonna feel like they're an utter failure. And so I think as leaders learning, I used to always communicate the way I like to be communicated too. And I feel like that was so naive on my part, because that's how I prefer, does not mean that's how other people prefer. we have, when we hire new hires and we recommend this for our offices,   We actually have them take a quiz within our practice and it tells me their favorite things for appreciation. What is it? If I was to get them a gift, what would be something very meaningful to them? How do they prefer to be communicated with? Is it direct? Is it collaborative? And then we have them read the same book so that way we can speak in the same communication language with each other. And then coming in to when it's an uncomfortable conversation, owning that and saying, hey, like this is uncomfortable for me to say.   We address the root problem and then we ask for feedback of, Remy, how did that land? I want to make sure that what I was trying to convey is actually how you heard it. Then Remy can come back and say, Kiera, I felt like you thought I was a jerk and that I'm not working. And I'm like, my gosh, thank you for saying that. That's not at all how I was saying it. What did you hear? That way I can change this to make sure we're on the same page. That communication takes finesse, takes time, but I will say I would rather invest in that skill than having the constant turnover.   The Dental A Team (35:06.96) train that's going on. And if you're in maybe a bad culture right now and you don't know how to fix it, anonymous surveys, we send them out for a lot of our clients when they're in this particular spot and start to ask honest feedback of what does this doctor or team need to do to change? What's causing the turnover? What's causing the breaks in the practice from the team members perspective? And then adjusting our communication styles accordingly to really try and help that communication. But I really love asking for feedback of how that landed.   I think that's one of the easiest ways to get that feedback very quickly on communication. So we've talked a bit about communication, I guess, with your own staff, but paramount to any successful dental practice, they need to have strong communication with their patients because enhancing a patient experience, I think, really kind of goes hand in hand with growth and all the other   types of things you need to consider to raise the, do better, I guess, for lack of better word. So. I think patient communication, you're right, it's paramount. And learning, I think that's handoffs. I think that's having everybody speaking the same thing, doctors giving good exams on that. But then also finding out what your patient drivers are similar to a team driver. What is ultimately their number one objective? Is it cosmetic?   Is it function, is it cost, or is it longevity? I said those in a very important order. believe order matters. Because if I put cost first, I'm highlighting cost. But if I put these in a very strategic way, I've done this with hundreds of offices, and we've asked thousands of patients, I will tell you 99 % the time it's not cost. It's usually function, it's longevity, cosmetic, how it looks. And then of course, figuring out within cost. But if you can figure that out from your patients and learn to communicate with them in their style, utilizing disc profiles as well.   You're exactly right, Nick. You'll get higher case acceptance, you'll have a better patient exam. If you have handoffs where everybody's speaking the same language and we're passing the baton off from person to person so that way nothing gets dropped, you will be shocked. We've increased case acceptance. I had a practice, they were getting about 25 to 30 % case acceptance and we literally got 100 % case acceptance that day just by changing a little bit of how we communicate in our handoffs.   The Dental A Team (37:27.462) The patients would walk up to the front and say, doctor wants to see me back in two weeks for a crown for an hour, I need to get that scheduled. And if your patient is that clear and your communication is that clear, you can only imagine what that does for your practice and your production and your reviews, because that patient's not confused anymore, they literally know what to do.   The Dental A Team (37:50.822) Can you share any practical tips on how dental teams can educate their patients more effectively about their oral health and treatment plans? Yeah. So I'm really pro hygiene. The hygienists have hopefully an hour with them. And so I'm really big on visuals. And so we work with our practices to build kind of like explaining it helping these patients see like on x-rays where you can use, there's a lot of AI softwares out there. I love Pearl. I love Overjet. They can help educate the patients of what's going on in their mouth.   And what I found for patients is there's a lot of mistrust. And I know dentists hate this analogy, but it is kind of like a mechanic. And so we're looking under the hood and the patient's like, I see nothing but black and white up on there, but you're telling me to like squint my eyes and there's a little cavity right here. So I think also helping train your patients of like, this is a good tooth. And this is a tooth where there is decay, showing intraoral photos for them, helping them so that way when they're going through their teeth, it's like, okay, tell me what you see on this tooth.   the more the patient can actually grasp it and understand it, the more they're going to actually accept that treatment. But in addition to that, one of my hygienists that's a consultant on our team, she gave me some really good advice and she said, never ever, ever use little league words for major league problems. I think oftentimes we don't want to offend the patient or want to make it feel better. And so we're like, well, there's this like little cavity. The tooth is bombed out. Like, why are we saying it's a little cavity rather than telling them like, this is what's going on now.   Yes, they're still finessed, so we don't wanna make them feel bad about it, but we also need to help them see the severity. And what I found is when you're confident in your diagnosis, when you're confident in how you're presenting treatment, your patients are actually buying your confidence, they're not buying the treatment. And so you being confident, and I've helped hundreds of them practice, I literally have an office and we've added multiple millions to their five locations by simply helping them present treatment better and stronger and more confidently, because truly the patient is buying your confidence. And so now, never over diagnosing.   but getting that patient to see it and truly telling them what's going on. And then I always love to say like, here's a comprehensive exam and the good news is, this is how we're going to get you like great back to great oral health and using the good news is, or the great news is that way the patient feels like there's hope and optimism and then giving them a really clear plan of where you want them to start. That way it doesn't feel overwhelming or daunting. Cause you can teach a patient all these things.   The Dental A Team (40:14.448) They just need to know where to start and how you're gonna be able to help them get the success that they're looking for and to get back to oral health. Not all patients have it. And I say that not like these problems did not happen overnight. So it's not gonna get fixed overnight. Our bodies are always decaying. Like we're always like aging is as fun and thrilling as that is. Same thing with our teeth. And the great news is this is how we're gonna get you healthy.   We've talked a bit about, you know, communication and creating a strong relationship, I guess, with your patients. Talk to us a little bit about how dental practices can develop a strong presence inside their local community to build trust and attract more patients. Yeah, there's an office that I really love. We were just chatting with them and something that I think this office did so well is they have the goal to be   the hometown dentist in their city. That's the vision of their practice. They want all of their patients to feel that way. So it's a very large practice. They have 15 operatories and they've still been able to maintain that hometown feel and they're very connected to their community. Another practice they said that our goal is to change the way people feel about going to the dentist within our community. And so I think the way that you can get this like stamp in your community is one, having that be part of your vision where you want to be   that local dentist to your patients where it's that hometown dentist feel in your practice, then your practice, your patient experience will feel that way. But then these offices, the two that I explained, they're very involved in the Chamber of Commerce. They're very involved in the little league sports. They're very involved in giving back and providing for these communities. I have another dentist and she created what's called the Thrive Home, where it's literally being able to give back to the community with all the different specialties like OT.   PT, dentistry, to give back within the community. And I really think if that is something that is your MO, treating your patients that way, asking for their referrals and their reviews, and then also being able to have that presence. I know growing up, for me, our chiropractor was so well known, that chiropractor was everywhere. They were at all the football games, they were all the high school events, they were at the town hall, the chamber of commerce, like.   The Dental A Team (42:30.106) Everybody knows that Ellison Chiropractic is the number one chiropractor in the area. And I will say it's because this family was so involved in the community. We saw them everywhere. And so I think how can you also do that and giving back to it? But I think my biggest recommendation, if you want to grow patients based on your community, I think it comes from genuine care and genuine authenticity that you actually love this community that you want to give back. If it's just to pull new patients in, there's other ways to do it.   But I think really, truly, you want to give back to that community you want to serve. I think patients will feel that when it's true and genuine and authentic. We understand how important marketing is to a practice and how it gets teeth through the door. And it's expensive, and it's money we're spending. But I think you hit the nail on the head. In addition to traditional marketing, there's so much more you can be doing in   involvement really is the key. The more involved you can be in your community, the better. Whether you want that hometown feel or you're focusing on productivity and efficiency and I think getting yourself out there and being a part of something is invaluable. That's great advice. When our clients hire us, it's normally because they   They feel totally lost. They're beginning the journey of practice ownership or real estate ownership. They have a lot of student debt. They are about to borrow a lot more money. And it's really scary. we try to really hold their hand through that process to kind of give them those tools so that they can ultimately make the right decisions.   for their practices real estate. And so it's really cool to hear you and how infectious your energy is and you have really good support systems for your clients to really ensure that they're not missing anything and are really maximizing their potential. And so that's really cool to...   The Dental A Team (44:54.078) to hear from you. Switching gears a little bit, I want to talk about the future and industry trends to see if there's anything that you're seeing or anything that you think your clients are going to face in the next five to 10 years that they should be preparing for. Yeah. And Nick, thank you. I just wanted to highlight what you said because you're right, it's terrifying. It's terrifying to go into that much debt.   I remember I used to call my dentist 2.5 because we were 2.5 million debt. And I was like, that back straight because you need to keep these hands and that back good. And I would just always say like 2.5, 2.5 because we were 2.5 million debt. And I think that that's where my passion comes from profitability overhead systems because I know how daunting it can be to be an incredible clinician, to be an incredible business, to be an amazing practice, but not to have the cashflow to support what you just went into debt for.   And so that's really where I'm pro like know your numbers, use the systems, utilize your team because, and I will say this again and again and again, a dentist who is financially successful and secure is the best boss to have. And health health teams, want your dentist to be successful and profitable because they're more solid, they're more stable and they're not stressed out, which is going to make a better boss for you. And so agreed. It's very daunting. It feels very scary, but I will promise you if you know your numbers,   It can feel awful at the beginning, but it can actually make it so much better for you. So thank you for highlighting that Nick, because I think I've just seen so many students so stressed about cash and staying up at night. I've had it myself. And so speaking from real life experience, giving you the tools out of that dark hole, I think is one of the greatest gifts we can give to these dentists who are already giving the gift of smiles and confidence to all their patients. Being able to do that same for dentists is such an amazing thing. And now,   Speaking of like what's in the future, shoot, DSOs are on the horizon. I think an AI, like these are two hot conversations. My doctors tell me that they are probably getting a DSO offer at least three to four times a day. And that is ratcheting up. They're getting so many offers constantly from DSOs. They're finding them. And I don't blame them. I think Wall Street is smart. They've realized that dentistry is a great business to invest in. mean, we're hearing 50 % overhead. So we've got exponential profit within.   The Dental A Team (47:19.474) Dental practices are profitable, typically speaking. And so I think that these are some things for doctors to be aware of. And I think educating yourself on making sure that you're selling or you're living your life the way you want to, rather than like just getting an offer on a bad day. So I think the DSO offers are dangerous because when you have a bad day in dentistry, it's very easy to look at that EBITDA number and say, I just want to sell. I want to get rid of all my problems, but I want to also caution and advise.   to know exactly what you're getting into because I've had some dentists sell. I think DSOs can be great for a lot of practices. I think MSOs can be great. I can see legacy practice and partnerships being great. There's so many amazing things and I don't think there's really a wrong route to go in dentistry. The wrong route I think is when you make an emotional decision that's not going to impact your life the way you want to. And so being very cautious, I think of when do I wanna sell and also what really is a good deal because I had a doctor and their epita,   They talked to some DSOs and he's like, cure it. It's going to be great. I'm going to get five mil for this. And I said, we'll call this one hometown. Like he's not the hometown, but like, we'll just call him. I got iPhone anonymous hometown now. So I was like hometown. I just want to point out that next year you're going to produce 5 million based on our block scheduling and also on the expansion of your practice that we just did. You are going to produce 5 million and they did. So I said, you're going to actually get short changed on this DSO deal. If you're like.   But if you're done with dentistry, it's a great deal. But also you're going to have to work for this person as an associate when you're going to make five mil next year, just in producing on your own and you don't even need to sell. This hometown does not want to be done with dentistry for about 10 years. So I said, you are shortchanging yourself where you can build this. You can exponentially expand into this, but you've got to make the decision of where you want to go and what you want to do. But the five million sounded so attractive to this doctor.   when they didn't realize that their practice was already producing that and would produce that with ease the next year. So I think like being really cautious of that, that you're not making, I feel like I'm so passionate because I feel like your business not only is providing for your life right now, but it's a long-term asset. And like what you guys do with the real estate, these are long-term assets that are building their wealth portfolios. Let's not, let's not do botchy investments, kind of like stocks, right? The stocks we all know just like dropped like, shoot, if you're watching that, you're going to freak out and you're going to want to sell everything.   The Dental A Team (49:40.68) but they know be stable through your investments, stay steady and not make those irrational decisions I think is so paramount because the DSO offer seem very appealing right now, especially on those like hard dental days. So that's one that I think dentists really need to be cognitive and aware of and knowing what your end goal is, what your retirement goal is, what you ultimately wanna sell out for. So that way when these offers come through, you can be educated and educating yourself more because I promise you.   I do not believe DSOs are going away. think in the next decade to two decades, we will see dentistry become more similar to healthcare. I know I'm like very hated about this. I've had this opinion for several years. My husband works in standard medicine. He works for hospitals and I'm like, gosh, like what was going on in the hospital scene is now what we're starting to see in dentistry. It's not gonna be too long before they're all bought up, but I'm also watching standardized healthcare now trying to shift into private practices and get out of the DSO.   like with air quotes around it. So I think just being cognitive of what you want to do and what you want your legacy to be. But also I don't fault you. I mean, a lot of these dentists are going to be able to get incredible retirements that they may never have been able to get similar to people buying homes in COVID. Like they're getting insane value, insane interest rates. it can be a very wise financial investment deal for you, but just do your homework. Cause I've seen some DSOs go under and people have lost pretty much their entire retirement. So that would be something I definitely highlight on. And then also watching AI.   The doctors are not into AI, they've got to get into AI. That's where I mentioned Pearl and Overjet, they're helping with diagnosis. I can already see they're riding on the wall that insurance companies, guarantee you, are probably already using AI. And so making sure that you are staying at least up to par with insurance companies, if not further ahead. Utilizing virtual assistance, think staffing costs are going to continue to be skyrocketing. And so for that, what other things can we do? like...   Opportunities force innovation. And I think we're in an opportunity zone to force some innovation and to be on the cutting edge of that. I do think right now, doctors who are not online, depending upon where you are in your career, if you're not online, having a presence on social media, if you're not getting involved in AI, I am going to caution that I think those practices very easily could get left behind unintentionally to where it might be hard for them to come back. So just even dabbling in it, getting some team members that could help you with that, I think is super important. And I would say this year,   The Dental A Team (52:04.51) I would add some sort of AI to your practice. Whatever you choose to do, just so you start to experience it, use it. There's so many things and I think honest in the next five years, I think AI is going to radically disrupt how practices are operating that I think it's important to like at least be dabbling so you're not completely left behind on accident.   You think the AI is, I mean, it's mind blowing and the applications just seem endless and hard to keep up with. you, so are you, if I hear you correctly, you're talking about AI integrations on like the practice management side of things versus patient care, right? Like patient care, so yeah. Yeah.   I think patient care is going to be tricky. I think until they get robots who are amazing, do think like the clinical side of dentistry probably will maintain pretty accurate. But I do think your front office and a lot of your systems will get changed. And I'll just highlight, there's a practice that we work with and she has, it's a pediatric practice. She's got incredible- call them? Sorry, what? What are we gonna call them? this one, we're gonna call this one, we'll just say jammin'.   so this one's jammin. I do like that we're naming all my offices. right. So jammin jammin has a pediatric practice. She's got an entire amazing team, but she has like eight support virtual assistants behind the scene for this practice. In addition, she has made her own AI bot called Amy and Amy. That's actual name of the AI bots. That one's real. didn't change it. mean, I should have called it like Joker, but like that's not really going to work jammin and Joker. This was actually called Amy. but Amy.   responds to to Jammin's practices day in and day out to make sure patients are happy. Now they live in a very affluent area, so it's very fast paced. But what I love about this doctor is she realized in order for me to keep my patients happy and to meet their demands, there's AI and I can create an AI bot that responds exactly how our practice would, but I'm actually not having to pay a team member, an actual human being to do this. And they're able to get all the needs met. That's what I mean by.   The Dental A Team (54:13.37) looking to see where can AI integrate. And I think it's going to hit your front office faster. But I think like software is meh, like that one's tricky. Software's are tricky to me, but I'm like billing. I guarantee you AI is going to take that over for sure. Hands down. It's going to take it over. I think answering phones and scheduling phones, I think are, the way we send out claims for sure. Like that's all within your billing realm. there's some softwares that are trying to act as office managers. think reading X-rays are going to definitely be taken over by AI.   hands down and I am curious and I don't have an answer for it, but I'm super curious. How is that going to impact diagnosis? I work with some practices in Canada and Australia and they're more streamlined. There's not really a lot of change. Like it is what it is. It's standardized healthcare over there. And I'm curious with AI coming in and I know I'm going to be like, I might get ripped on this. I'm welcoming the reviews because I think it's worthwhile to talk about. I'm curious how AI is going to impact diagnosis.   And what can be diagnosed and what can be actually built out which leads me to believe similar to medicine That's why there's bill like they bill out every single possible code that they can't I mean for the gauze for the cotton and I'm super curious that I don't know I think it's worthwhile to look into is that gonna impact our diagnosis and how we're billing should I maybe be looking and knowing those codes more thoroughly? Depending upon how it's gonna be. I don't know. I think that that's huge speculation on my part, but I   I can't help but think that AI is going to impact our diagnosis in a big way. We're insurance companies, which then leads me to think companies might be leaving insurance. right, like we might be going more fee for service. So then you got to ramp up your marketing. But I think that's going to be a big spin that's probably going to be hitting us in the next couple of years.   The Dental A Team (56:02.27) It's scary and exciting. don't know what else to Scary and exciting. It feels wild, right? But I'm like, don't think dentistry itself is going to change much. I still think we're going to have our craft. It's a very, very humanistic, very crafting. But I'm super intrigued. And I think for me, I'd rather take it on as like, let's be excited about it. Let's get into it. Let's see. How can we dabble? How can we influence it rather than being told like, is what's going to happen now?   I would prefer to be a pioneer through it and I think first office is to innovate. I I prefer to be like second, third, like I'm not gonna be like right on the first in case everything botches, but like second, third, get in there because these things, I don't think it's going to go away. I think it will adapt and morph, but I think it's here for a while. I hate that I didn't ask you this way earlier, but are you also, are you working with all different specialties or are you strictly general?   That's a great question. We actually work with all. So we have pediatric, GP, oral surgery. The only one we don't dabble in is ortho. I think there are some incredible consultants out there that do ortho. Ortho has its own software. It's its own beast. It's its own animal. I do work with ortho and GP, so we're very familiar with it. But ortho, I just think there's consultants that rock the ortho world, but all other specialties. We have clients within all of those and really love them in all their areas. We tend to specialize GP and pediatric, but we have clients of all.   all specialties minus ortho. Yeah, I The reason I asked is that I was speaking to, you know, an endo group who was actually starting to transition to fee for service. And I don't know, maybe that'd be a good introduction. Yeah. The fee for service world is weird. I really, offices want to cut. They want to just cut the insurance right now. And I'm like, hold please, before you do that, realize it's a retention piece for your patients. And if you don't have a great experience and you also don't have great systems in place,   and you also don't know how to maintain these patients, I had a practice to do this and they almost lost 50 % of their entire practice. So I'm really pro, like you can drop insurance and I'm not here to say not to, but I want you to be very thorough and educated on it and know worst case scenario, best case scenario. I think fee-for-service is gonna dip in a lot more, but if you're not careful, fee-for-service patients are free agents and never forget that. So they can go anywhere at any time. They're not tethered to you like they are with insurance. So making sure.   The Dental A Team (58:25.202) before you start cutting and get all excited about fee-for-service, I'm here to say do it, but do it correctly. Because I think there's a right way and a wrong way to do it. And I've seen it hit practices really hard if they don't do it correctly. Good to know. The time we spend with people like you is meant to help dentists and really end support staff all around. And they all offer different types of great information and fe

Nick shares his insights on what it takes to be a successful CEO, particularly in the context of investor-backed companies. Drawing from his extensive experience as a CEO of various businesses, he discusses the critical differences between being a founder and transitioning to a role that requires operating under private equity ownership. Nick outlines five key strategies for success: delivering on a value creation plan with precision, operating with investor-grade discipline, driving transformation rather than just maintaining the status quo, building a scalable leadership team, and managing the board as a strategic partner. KEY TAKEAWAYS Successful investor-backed CEOs must prioritise value creation by executing a clear strategic roadmap that drives EBITDA, cash flow, and enterprise value. This focus is essential for both personal and investor returns. Implementing rigorous reporting, performance tracking, and accountability structures is crucial. Businesses should operate with the financial transparency and control expected of larger companies, ensuring clarity on metrics and performance. Rather than maintaining the status quo, CEOs should actively seek transformation by identifying inefficiencies, reallocating resources, and professionalizing the business to foster growth and adaptability in a changing market. Attracting and retaining top talent is vital. A strong leadership team should be capable of running the business independently, allowing the CEO to focus on strategic growth rather than day-to-day operations. BEST MOMENTS "You can't scale a business unless you can get things done through others." "Value creation is how you get paid and it's also how others get paid." "You have to be able to change things that aren't working and double down on the things that are." "You have to step into that CEO role... empowering your team and building infrastructure so that the business can run without you." "If you can balance a compelling growth strategy with robust risk management, you're going to be communicating very effectively." VALUABLE RESOURCES Scale Your Business Beyond 8 Figures - Watch This Video: https://go.highvalueexit.com/scale-beyond Exit Your Business For Millions - Download This Guide: https://go.highvalueexit.com/opt-in Nick’s LinkedIn: https://highvalueexit.com/li Nick Bradley is a world-renowned author, speaker, and business growth expert, who works with entrepreneurs, business leaders, and investors to build, scale and sell high-value companies. He spent 10+ years working in Private Equity, where he oversaw 100+ acquisitions, 26 exits, and over $5 Billion in combined value created. He has one of the top-ranked business podcasts in the UK (with over 1m downloads in over 130 countries). He now spends his time coaching and consulting business owners in building and scaling high-value business towards life-changing exits.Support the show: https://highvalueexit.com/

t was sixty days into his new role when Brian McClintock tells us he realized the company's monthly “profit” was actually a million-dollar loss. As the CFO reviewed the financials, he discovered that each rosy figure concealed a troubling truth. For many executives, panic might have followed. Instead, McClintock's response underscored a key principle: remain calm and stay focused on data-driven solutions.As he dug deeper, a misalignment of actual costs and revenue assumptions emerged, revealing the precarious financial situation that demanded immediate action. Determined to right the ship, he mapped a bold course, recommending a strategic acquisition that would fortify cash flow and support operational improvements. “We had to leverage operational insights along with our existing relationships,” McClintock explains, adding that his experience in complex telecom environments allowed him to see beyond the numbers. The result was rapid transformation. Within a year, the company went from losing seven figures each month to generating a million dollars in monthly EBITDA—proof of the CFO's insistence on purposeful change.

Kerrygold is one of the biggest food brands in Ireland and one of our largest exports.Earlier today, its parent company Ornua announced that revenues last year were flat at €3.4 billion but its operating profit and Ebitda were up, helped by efficiencies achieved during the period.But that was last year. Before Donald Trump won the US presidential election and later announced sweeping tariffs on all imported goods.Kerrygold is one of the main Irish food brands facing a hit from Trump's tariffs, which are currently set at 10 per cent for 90 days but could ultimately rise to 20 per cent.Conor Galvin is chief executive of Ornua and he joined me in studio to discuss the impact the 10 per cent tariff is currently having on Kerrygold sales in US retail.Produced by John Casey with JJ Vernon on sound. Hosted on Acast. See acast.com/privacy for more information.

Yesterday our local market closed slightly lower, down 0.04%, with energy and information technology down the most.  On the ASX200 leaderboard, BNPL company ZIP Co (ASX:ZIP) advanced more than 16% after the company reported a 219% year-on-year increase in EBITDA of $46 million. Overnight, US equities closed in the red, with all three major benchmarks down after a significant tech sell- off and tariff concerns. The Dow Jones lost 1.7% or almost 700 points, the S&P500 closed 2.24% lower, while the tech- heavy Nasdaq closed 3.07% lower. What to watch today:The SPI futures are suggesting the Australian market will fall 0.33% at the open this morning, following the heavy sell- off on Wall Street. Keep watch of BHP Group (ASX:BHP) this morning as the mining giant is set to release its third quarter update.And in economic data, today Australia's unemployment rate data for March will be released.  Looking at commodities, Crude oil is trading higher, 2.44% in the green at US$62.82 per barrel, as fresh US sanctions on Chinese importers of Iranian crude, reignited supply concerns. The price of gold reached a record high, trading up 3.25% at US$3,356.67 an ounce, as the increasing unpredictability of the US trade policy and low demand for the US dollar and Treasury securities has left gold as one of the main saf0- haven commodities. And iron ore is steady at US$100.19 a tonne.  Trading Ideas:Bell Potter maintains their Buy rating on Select Harvest (ASX:SHV) after the almond grower delivered a disappointing crop update with an approximate 10% downward revision to FY25 crop expectations. Bell Potter believe it was largely offset by stronger pricing outcomes, which look likely to be a greater benefit into FY26-27. Their 12- month price target remains unchanged at $5.80, and at SHV's current share price of $4.60, this implies 26.1% share price growth in a year.Trading Central have identified a bullish signal in QBE Insurance Group (ASX:QBE) indicating that the stock price may rise from the close of $21.36.

In this episode of the Main Street Business Podcast, Mark J. Kohler welcomes Chris Van Dusen to unpack the biggest mistakes business owners make when trying to sell—and how to avoid them. From cleaning up your books to understanding your true enterprise value, this is your roadmap to a smarter exit.Here are some of the highlights:Mark and Chris explain the concept of enterprise value, differentiating it from lifestyle businesses.Chris emphasizes the importance of understanding the market and strategic fit for a business looking to sell.Mark and Chris discuss the significance of replacing oneself in a business to increase its value.Chris introduces the term EBITDA and its role in determining business profitability.Mark shares his experience with clients who decide to stay in their business after preparing it for sale.How multiple businesses can be combined to create a larger, more efficient entity.Discussion on the role of investment bankers in helping businesses prepare for sale.Chris advises being prepared for the emotional transition and having a plan for the next chapter. Grab my FREE Ultimate Tax Strategy Guide HERE! Are you ready to get certified in EVERY strategy I teach? Start your journey with a FREE 15-minute demo to explore the Main Street Tax Pro Certification. You don't want to miss this! Secure your tickets for the most significant tax & legal event of the year: Tax and Legal 360 Looking to connect with a rock star law firm? KKOS is only a click away! Check out our YOUTUBE Channel Here: https://www.youtube.com/markjkohler Craving more content? Check out my Instagram!

Pat Yates is a seasoned entrepreneur with a focus on e-commerce.  In 2014 he struck a deal with Robert Herjavec on the Emmy Award winning show “Shark Tank”.  Pat grew a single slipper kiosk business into a multimillion-dollar e-commerce focused business.  During that time Pat has done licensing deals with DreamWorks, NCAA, NFL and Disney.  In 2015 he struck up a relationship with Mark the founder of Quiet Light and continued eventually leading him to becoming an M&A advisor. He speaks on stages around the world and is an expert in the Ecom space.> Here's a glimpse of what you would learn…. Impact of "Shark Tank" on brand visibility and entrepreneur experiences.Importance of networking and community among entrepreneurs.Process and considerations for getting featured on "Shark Tank."Current challenges in the e-commerce market, including inflation and interest rates.Strategies for improving business performance before selling.Understanding business valuations and the significance of EBITDA multiples.Importance of preparation and accurate financial records for business sales.Actionable strategies for enhancing business value and growth.Role of technology and data analysis in e-commerce decision-making.Value of attending industry events for networking and learning opportunities.In this episode of the Ecomm Breakthrough Podcast, host Josh Hadley welcomes back Pat Yates, a seasoned entrepreneur and M&A advisor at Quiet Light Brokerage. Known for his successful "Shark Tank" deal with Robert Herjavec, Pat shares insights on leveraging the show's exposure, the importance of networking, and the current e-commerce landscape. He emphasizes the need for thorough preparation before selling a business, understanding financials, and maintaining realistic expectations. Pat also highlights the value of data-driven decision-making and the potential of AI tools to enhance business operations. This episode is a must-listen for entrepreneurs aiming to scale their businesses to new heights.Here are the 3 action items that Josh identified from this episode:Action Item #1 Consider "Shark Tank": Entrepreneurs with products that appeal to a broad audience should consider applying to "Shark Tank."Action Item #2 Maintain Accurate Financial Records: Running both accrual and cash basis books is crucial for understanding the business's financial position and preparing for potential exits.Action Item #3 Focus on Growth: Entrepreneurs should prioritize growth, especially if they are considering an exit.Resources mentioned in this episode:Josh Hadley on LinkedIneComm Breakthrough ConsultingeComm Breakthrough PodcastEmail Josh Hadley: Josh@eCommBreakthrough.comQuiet Light BrokerageExit Preneur PlaybookAmazon Business ReportsGoogle SheetsClaude AIChatGPTProsper ShowBillion Dollar Seller SummitThe E-MythDelivering HappinessScattered MindsShark TankBeyond the TankSpecial Mention(s):Adam “Heist” Runquist on LinkedInKevin King on LinkedInMichael E. Gerber on LinkedInRelated Episode(s):“Cracking the Amazon Code: Learn From Adam Heist's Brand Scaling Secrets” on the eComm Breakthrough Podcast“Kevin King's Wicked-Smart Tips for Building an Audience of Raving Fans” on the eComm Breakthrough Podcast“Unlocking Entrepreneurial Greatness | Insider Secrets With E-myth Author Michael Gerber” on the eComm Breakthrough PodcastThis episode is brought to you by eComm Breakthrough Consulting where I help seven-figure e-commerce owners grow to eight figures. I started my business in 2015 and grew it to an eight-figure brand in seven years.I made mistakes along the way that made the path to eight figures longer. At times I doubted whether our business could even survive and become a real brand. I wish I would have had a guide to help me grow faster and avoid the stumbling blocks.If you've hit a plateau and want to know the next steps to take your business to the next level, then email me at josh@ecommbreakthrough.com and in your subject line say “strategy audit” for the chance to win a $10,000 comprehensive business strategy audit at no cost!Transcript AreaJosh Hadley 00:00:00  Welcome to the Ecomm Breakthrough podcast. I'm your host, Josh Hadley, where I interview the top business leaders in e-commerce. Past guests include Kevin King, Aaron Cordovez and Michael E Gerber, the author of the E-myth. Today I am speaking with Pat Yates. He's actually a returning guest here to the ...

Profitable Exits: How to Build and Sell For Maximum Value with Cameron Bishop   Are you sitting on the edge of explosive business growth—but don't know how to scale profitably or exit wisely? Want to know how the pros turn $7 million companies into $400 million powerhouses while pocketing $100 million in profit? In this episode of The Profit Answer Man, we sit down with Cameron Bishop, a serial acquirer, turnaround expert, and strategic advisor who's bought, built, and exited dozens of businesses. From the front lines of private equity deals to the nitty-gritty of turnaround strategy, Cameron drops pure gold for any entrepreneur ready to grow smart, scale fast, and exit rich. Whether you're thinking about your first acquisition or preparing to sell your life's work, this conversation is your shortcut to clarity.   In This Episode, You'll Learn: Why acquiring a business isn't just for private equity players (and how YOU can do it). How to assess if a business is worth buying—and what red flags to avoid. Why most deals die in due diligence, not over price (hint: it's all about the details). The biggest mistakes business owners make when trying to sell (and how to prepare YEARS in advance). Why having clean books, clear systems, and competent leadership make your company far more valuable than just revenue. How to de-risk your business before you scale—or sell. What it really takes to grow from $7M to $400M in revenue (and $100M in EBITDA!).   Key Takeaways: Acquisitions are a strategic growth lever, not a gamble—if you understand what to look for. Culture and leadership matter more than you think when acquiring or exiting a business. You must plan your exit 3–5 years before you're ready to sell. Otherwise, you're leaving millions on the table. Profitability and simplicity beat growth for growth's sake—especially in a sale. Most sellers are unprepared. Buyers will see through the fluff, so get your house in order.   Who is Cameron Bishop? Cameron Bishop is a battle-tested CEO, investor, and M&A expert who scaled Intertec Publishing from $7M to $400M and $100M in EBITDA through 35+ strategic acquisitions. He's led turnarounds, advised billion-dollar firms, and now helps business owners maximize value through strategic exits. As a partner at Raincatcher, he specializes in helping entrepreneurs navigate the complex world of mergers, acquisitions, and business transitions.   Conclusion: Don't Wait to Build a Sellable Business If you're serious about scaling or exiting, this episode is a masterclass. Whether you want to grow through acquisition, clean up your books, or understand what really drives value in a sale—Cameron brings decades of wisdom to help you get there faster and with less risk.   Links: raincatcher.com    https://www.linkedin.com/in/cameron-bishop-19b6804/   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Profit First Toolkit: https://lp.profitcomesfirst.com/landing-page-page  Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs. #profitfirst

When the time comes to consider selling, it's easy to feel buried in uncertainty and daily chaos. How do you prepare your business for sale?In this episode, Tom Wadelton and Adam Hale from Summit Virtual CFO by Anders walk you through what it really takes to prepare your business for sale. They share straightforward insights into how to think beyond putting out daily fires and start making strategic moves that increase the value of your business. Adam and Tom break down key valuation metrics like EBITDA, what buyers are really looking for, and how documenting your business's financial story today can add real dollars to your sale price down the road. You'll also hear real talk about succession planning, seller financing, and how to remove yourself from the center of your business so it runs smoothly without you.Tune in now and start building a business that's ready for whatever comes next.▶️ Preparing Your Business for SaleEpisode resources:● Summit Virtual CFO by Anders website: https://www.summitcpa.net/ ● If you have questions or would like to be a guest on the show, email us at mcpasuccessshow@anderscpa.com ● Check out the Virtual CFO Playbook Course: https://vcfoplaybook.summitcpa.net/QuotesTom Wadelton: "Having clear financial benchmarks and industry comparisons can significantly enhance the perceived value of your business when preparing it for sale."Adam Hale - “To effectively prepare for a sale, businesses must proactively document their financial narratives and regularly track unusual items, ensuring clarity when potential buyers examine financial statements.”_________________________________________________________________________________________The Modern CPA Success Show is the go-to podcast for accounting firm owners eager to enhance profitability and master Virtual CFO services. This podcast leverages combined expertise in delivering top-tier Virtual CFO services across North America.Website: https://the-modern-cpa-success-show.simplecast.com/  Facebook: https://www.facebook.com/vcfobyanders  Linkedin: https://www.linkedin.com/company/vcfobyanders/ Instagram: https://www.instagram.com/vcfobyanders YouTube: https://www.youtube.com/@vcfobyanders   X: https://x.com/vcfobyanders _______________________________________________________________________________________Tom Wadelton is a Virtual CFO at Summit Virtual CFO by Anders, bringing over 20 years of financial expertise from his tenure at a Fortune 500 company. He has extensive experience spanning financial management, accounting operations, and information technology integration. Tom specializes in delivering strategic Virtual CFO services, helping businesses optimize their financial performance through advanced accounting solutions.Website: https://www.summitcpa.net/   LinkedIn: 

To get your dose of daily business news, tune into Mint Top of the Morning on Mint Podcasts available on all audio streaming platforms. https://open.spotify.com/show/7x8Nv1RlOKyMV5IftIJwP1?si=bf5ecbaedd8f4ddc This is Nelson John, and I'll bring you the top business and tech stories, let's get started.  China Hits Back with Rare Earth Export Curbs In a powerful response to US tariffs, China has tightened export controls on rare earth minerals—essential for defense tech, EVs, and smartphones. These new rules require permits for seven key rare earth elements, creating delays that could ripple through global supply chains. With China controlling nearly 90% of global supply and refining, this move hits American giants like Tesla, Lockheed Martin, and Apple. The U.S. has only one rare earth mine, intensifying the urgency to diversify supply chains. As Bloomberg reports, China's message is clear: if Washington plays tariffs, Beijing plays rare earths. Mehul Choksi Arrested in Belgium; India Pushes for Extradition Fugitive diamond trader Mehul Choksi—accused in the ₹14,000-crore PNB scam—has been arrested in Belgium. Indian agencies, including the CBI and ED, are preparing to travel to Brussels to expedite his extradition. Choksi, who obtained Belgian residency in 2023, is contesting the move on medical and human rights grounds. His lawyer cites poor prison conditions in India and claims the case is political. Belgium has acknowledged India's extradition request, setting the stage for a legal showdown that could mirror past cases like Sanjay Bhandari's. Dr Reddy's Slams Downsizing Rumors Amid Strong Q3 Earnings Dr Reddy's Laboratories has denied reports that it plans to cut workforce costs by 25%, calling the claims “factually incorrect.” Business Standard had reported that high-paid executives and R&D employees were being asked to resign or take voluntary retirement. However, the pharma major insists no such restructuring is happening. Financially, Dr Reddy's delivered a strong Q3 FY25—profit after tax rose 2% YoY to ₹1,413.3 crore, while revenue jumped 16% to ₹8,358.6 crore. Key growth came from India, Emerging Markets, and the Nicotine Replacement Therapy portfolio. EBITDA hit ₹2,298.2 crore, reflecting solid business fundamentals. Tata Capital Files for IPO, Only Third Tata Listing in 25 Years Tata Capital is preparing for a long-awaited IPO, marking the Tata Group's third public listing in a quarter-century, after TCS and Tata Technologies. The move follows an RBI mandate requiring systemically important NBFCs to go public by September 2025. The IPO is expected to raise ₹15,000–₹18,000 crore. Once plagued by bad loans and group-level turbulence, Tata Capital has pivoted under Chairman N. Chandrasekaran and CEO Rajiv Sabharwal, growing its loan book to ₹1.5 trillion. With strong focus on affordable housing and SMEs, the IPO is poised to reshape the NBFC space. OYO Faces FIR Over Alleged ₹22 Crore Revenue Inflation Samskara Resort in Jaipur has filed an FIR against OYO, accusing the travel aggregator of fabricating bookings worth ₹22.22 crore, which triggered a ₹2.66 crore GST notice. Madan Jain, associated with the resort, claims OYO backdated and inflated revenues even before their agreement began in April 2019. Actual bookings via OYO reportedly totaled just ₹10.95 lakh. The FIR names OYO founder Ritesh Agarwal and includes charges of cheating, forgery, and criminal conspiracy. Rajasthan's hotel federation alleges over 20 hotels received similar GST notices, pointing to a broader pattern of grievances against OYO, which is yet to respond.

In this podcast episode, Joe Fier and Jon Staenberg explore the emerging landscape of search funds, a transformative and under-the-radar investment opportunity. As they discuss the impact of the "silver tsunami" and technological advancements, Jon highlights the potential for this small business aquisition to drive entrepreneurial growth. Reflecting on lessons from industry giants like Warren Buffett, Jon shares insights from his career journey and emphasizes the importance of constant reinvention to thrive in today's rapidly evolving business environment.What is a Search Fund?Jon Staenberg explains that a search fund is a unique investment model where individuals or teams raise capital to search for and acquire a business. This model allows individuals, often fresh out of business school, to purchase companies with strong potential and lead them to growth and success. The concept was initially taught at schools like Stanford and Harvard, and its popularity is spreading across the globe.The Rise and Benefits of Search FundsJon highlights the growing trend of baby boomers retiring and the opportunity it presents for buying businesses. Small businesses with established market presence and potential for improvement are ripe for acquisition. This situation creates a "silver tsunami" of opportunities. Search funds target companies within the $2 to $5 million EBITDA range, making them accessible yet highly profitable investments.Jon's Path to Creating Agate HoundJon shares his journey into creating Agate Hound, his fund that supports search funds. He emphasizes the importance of investing in funds that have a well-thought-out playbook, ensuring systematic success in acquiring and managing businesses. For him, it's crucial to have passionate entrepreneurs, buy the right businesses, and have a strong support network.The Role of AI and Modern TechnologiesArtificial Intelligence (AI) plays a significant role in Jon's current ventures. AI helps showcase the potential of technology in transforming and running businesses more efficiently. AI can aid in everything from making business processes smoother to offering innovative solutions and creative ideas for business growth.Investing in Boring but Profitable BusinessesJon believes in investing in so-called "boring" businesses, like pool cleaning companies or accounting firms. These businesses might not be flashy, but they provide steady income and reliable returns. Search funds capitalize on these opportunities, bringing fresh energy and modern strategies to well-established enterprises.Jon's Motivation and Future PlansJon remains focused on growing the search fund model, seeing it as a valuable asset for investors seeking solid, long-term growth. He sees his role not just as an investor but as a mentor, helping new business leaders to navigate through acquisitions successfully.Getting Involved with Search FundsFor those interested in the world of search funds, Jon recommends starting with educational resources like the Stanford primer on search funds. Numerous books and podcasts can also provide valuable insights.Connect with Jon StaenbergAsk Jon questions 24/7 with his Delphi CloneLearn more about Jon's Search Fund Agate Hound FundGrab a bottle of Jon's wine before it's gone at Hand of God WinesShoot Jon an email at jon@agatehound.fund or jon@handofgodwines.comOverall Reflections and What's...

In this episode of Yet Another Value Podcast, host Andrew Walker welcomes back Marc Chalfin of Windward Capital to discuss Turtle Beach. Known for its gaming headsets and peripherals, Turtle Beach is at the center of a compelling capital allocation story. Marc outlines why the company's recent PDP acquisition, aggressive buyback strategy, and positioning ahead of the Nintendo Switch refresh and GTA VI release create a rare opportunity. He also breaks down the company's corporate turnaround, supply chain adjustments, and potential paths to a strategic or private equity exit. If you're following gaming or capital discipline stories, this one's for you.______________________________________________________________________[00:01:29] Marc Chalfin shares an update on Groupon and transitions to Turtle Beach[00:02:23] Introduction to Turtle Beach's business model and market share in gaming peripherals[00:03:58] Market size, product dominance, and recent analyst coverage[00:05:46] Chalfin discusses the history of Turtle Beach, Donerail's involvement, and management changes[00:10:01] Operational struggles from supply chain issues and lack of gaming software[00:11:30] Strategic acquisition of PDP and importance of Nintendo licensing[00:13:03] Financial upside: EBITDA expansion potential, buybacks, and capital structure[00:16:38] Addressing the commoditization concern in gaming hardware[00:18:02] Peer comparisons with Logitech and Corsair[00:20:20] Philosophy on capital allocation and shrinking the share count[00:23:09] Tariff headwinds and Turtle Beach's supply chain response[00:25:28] Catalysts: Nintendo Switch refresh and GTA VI as revenue drivers[00:27:34] Chalfin explains the buyback slowdown and loan covenants[00:29:53] Long-term guidance and thoughts on sustainable revenue growth[00:31:21] Endgame scenario: strategic sale or private equity exit[00:36:28] Risks: liquidity and execution on buybacks[00:40:11] Timing of potential buybacks and views on tender offer strategy[00:43:27] Closing thoughts on alignment with management and capital return strategyLinks:Windward Capital: https://www.windwardmg.com/See our legal disclaimer here: https://www.yetanothervalueblog.com/p/legal-and-disclaimer

In this episode of The Fractional CMO Show, Casey Stanton dives into the key strategies for building long-term relationships with visionary entrepreneurs as a fractional Chief Marketing Officer (CMO). Casey shares actionable insights on how to support your clients beyond their business success, helping them achieve personal growth and create a bigger vision for their company. Learn how to foster loyalty, drive profitability, and inspire your clients to dream bigger while positioning yourself as an indispensable partner in their journey.   Here's what we talked about:  - How to become indispensable to visionary entrepreneurs. - Strategies for ensuring clients bring you along to their next ventures. - Differentiating between business success and personal success. - Creating a compelling vision that motivates teams and drives company growth. - Using bonus structures to align team goals with company outcomes. - Importance of EBITDA and profitability in sustaining business success. - Positioning the company as the number one in its niche or industry. - Rallying teams around a shared mission to outperform competitors.

Shiv interviews Mason Myers, Founder and CEO at Greybull Stewardship. In this episode, Mason explains why Greybull Stewardship focuses on pre-middle-market companies and the steps they take to set these companies up to be true middle-market companies primed for PE backing. Learn how they take companies under $5M in EBITDA and grow them organically, first by building foundational work, like adding the right software and building the team, before they can begin to see the value creation payoff. 

Want a quick estimate of how much your business is worth? With our free valuation calculator, answer a few questions about your business and you'll get an immediate estimate of the value of your business. You might be surprised by how much you can get for it: https://flippa.com/exit -- In this episode of The Exit: Chris Vanderzyden, founder and CEO of Legacy Partners and a former CPA turned entrepreneur, doesn't just talk about selling companies—she's lived it. Twice. After experiencing the good, the bad, and the "wish-I-knew-that-earlier" of business exits, she set out to reinvent the process. Her mission? To help business owners walk away from their life's work not just with a check, but with peace of mind. The Wake-Up Call: Chris shares how too many entrepreneurs are caught off guard—often approached by buyers with zero preparation. Letters of intent in hand, they're suddenly scrambling to understand their business's true value and what the deal means for their future. Her message is clear: Don't wait for a knock at the door. Start planning today. Chris built Legacy Partners around a simple idea: exiting a business is personal. It's about money, sure—but it's also about identity, timing, legacy, and life after the deal. Her team helps owners develop a “master exit plan” that includes: Valuation early and often: Not just to know what your business is worth today—but what can be done to intentionally increase that value before selling. Tactical tax planning: Like estate freezes and trusts—moves that take time and can't be done in the eleventh hour. Team building: From M&A attorneys to wealth managers, having the right specialists matters. (Spoiler: your real estate lawyer isn't the one to negotiate your exit.) What are Chris's top takeaways? Biggest mistake you can make? Waiting too long to plan—and failing to understand your EBITDA is more important than just growing revenue. Timing is everything—externally (sector roll-ups, interest rates, market trends) and internally (don't wait until you've “maxed out” the business). Growth potential matters: Buyers want a runway ahead. If it looks like there's no room left to scale, it can hurt your valuation. It's not about the top-line number—it's what's left after taxes, debt, and fees that really counts. -- Chris Vanderzyden is the President & CEO of Legacy Partners, LLC, an exit planning and M&A advisory firm dedicated to serving privately held, middle-market business owners, in creating and executing successful exit strategies resulting in the harvesting and preservation of wealth. She began her career as a CPA for Coopers & Lybrand, the company that later became PricewaterhouseCoopers following a merger, and subsequently served as an asset manager with Northwest Asset Management in Los Angeles. Following her positions in the corporate world, Chris became an entrepreneur and has successfully built and sold multiple businesses. She has over twenty years of experience consulting for M&A firms and privately held businesses as they grow and ultimately execute their exit plans. Chris's Latest Book on Amazon: https://a.co/d/2M2dWDc Chris on LinkedIn: https://www.linkedin.com/in/chrisvanderzyden/ Website: https://legacypartnersllp.com/ -- The Exit—Presented By Flippa: A 30-minute podcast featuring expert entrepreneurs who have been there and done it. The Exit talks to operators who have bought and sold a business. You'll learn how they did it, why they did it, and get exposure to the world of exits, a world occupied by a small few, but accessible to many. To listen to the podcast or get daily listing updates, click on flippa.com/the-exit-podcast/

On why some lower middle market lending specialists like to stay investing in companies with a sub-$50m EBITDA, they like to joke that it is because they like covenants.With some larger private credit managers jostling for deals at the upper end of the middle market, a larger number are sticking to their knitting in focusing on financing those smaller companies. It's private credit's historical sweet spot and is a space immune to some of the more borrower-friendly trends seen in competitive situations with the syndicated market.In this episode, a senior reporter in 9fin's US private credit team, Peter Benson, sat down with Bill Sacher, partner and head of private credit at Adams Street, to discuss what is happening in the core middle market. Is deal flow will be coming back? Will ETFs will take hold?Want to share feedback on this episode? Send us a note at podcast@9fin.com.

Now we all know M&A – mergers and acquisitions – can be one of the fastest ways to grow and scale your business. Once you've got your house in order, and you're running at a solid EBITDA with strong operational maturity, bolting on new businesses might seem like the logical next step. But – and it's a big but – what's often overlooked is what that really means for your people. And if your culture, leadership, and structure aren't ready, the train can very quickly come off the rails.  Alison brings a grounded, real-world view to this conversation. She's been on the front line of some pretty major acquisitions, including one that jumped from £8m to £24m turnover and took the team from 45 to 140 heads almost overnight. And she shares, with honesty and clarity, what it actually takes to pull this off in the real world – and how to stop your people, and ultimately your growth, from falling apart at the seams.  We talk about the massive difference between tactical HR and strategic HR. It's one thing having your contracts and compliance sorted, but when you're growing – especially through M&A – you need to shift your mindset. Strategic HR is about seeing your people as assets who are actively driving your commercial goals, not just passengers on the bus. If you're growing from 30 to 50 to 60 people – whether gradually or through acquisition – you need the structure, the leadership, and the culture that will carry the weight of that growth.  One of the key points we covered is that M&A isn't just about the deal. Signing the contract is only the halfway point – the real work starts once the ink is dry. Integration takes time, effort and energy. The leadership team will be tired, decision-fatigued, and ready to move on. But for your people – this is day one. For those coming into your business through the acquisition, it can be an unsettling, nerve-wracking time. They didn't choose this change – it's been done to them – so empathy and clear communication are absolutely essential.  Alison shares her proven approach, which includes creating a detailed FAQ document before the announcement is made. This answers the big, scary questions your team will have: “Is my role changing?”, “Is my manager changing?”, “Will I have to move?”, “What's happening with my benefits?” It sounds simple, but this one proactive step can calm the chaos and build confidence straight out of the gate. And that goes for both sides – your existing team will have just as many concerns as the team you're bringing in. Having honest, timely conversations is key.  We also discussed the importance of appointing a dedicated facilitator – someone who knows your business inside out and can lead the integration project. Whether it's a head of people internally or a consultant who's been through this before, this person becomes the glue that holds the project together. They keep the comms flowing, make sure nothing falls through the cracks, and allow the senior leadership team to stay focused on the bigger strategic picture.  Crucially, M&A should never become BAU – Business As Usual. It's a project – a big one – and it needs to be treated as such. Weekly updates, clear milestones, and a firm timeline for integration are essential. Otherwise, you risk ending up with multiple businesses operating under one roof, with different systems, processes, and a fractured culture – and that's the opposite of scale.  If you're an MSP leader even thinking about growing through acquisition, this episode is a must-listen. Alison Whitfield brings not just the strategy, but the practical wisdom that comes from years of experience. Her insights on people, planning and culture are gold dust – especially in the fast-paced world of M&A.  For more insights on structuring and growing your MSP, connect with Alison Whitfield on LinkedIn or visit Cultivate People Services to learn more about their people and culture solutions.    Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK  And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon! 

In this insightful episode of "Rock My Restaurant," host Paul Barron interviews Jim Balis of CapitalSpring about the evolving restaurant investment landscape. Balis shares CapitalSpring's approach to investing in restaurants, revealing they look for concepts with 15%+ store-level margins and 20%+ ROI. He discusses valuation multiples in today's "moderate" market, when founders should consider taking capital, exit strategies for brands, and his optimism about "fast casual 3.0" concepts that deliver elevated dining experiences without full service.~This episode is sponsored by: Gusto → https://gusto.pxf.io/PBN ~#1 rated HR platform for payroll, benefits, and moreWith Gusto's easy-to-use platform, you can empower your people and push your business forward. See why over 400,000 businesses choose Gusto.RestaurantInvestment #FastCasual3 #RestaurantGrowthGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

In this episode of the Revenue Builders Podcast, hosts John McMahon and John Kaplan are joined by Bob Ranaldi, a seasoned global sales executive with over 20 years of experience. Bob shares insights on optimizing CRO-CEO relationships, emphasizing high communication, aligned goals, and data-driven decision-making. The discussion explores how to create a strong board, the importance of sales efficiency, and the need for CROs to own their numbers and impact the forecast immediately. Bob and the hosts provide valuable advice for sales leaders, highlighting the significance of understanding the company's ideal candidate profile, fostering a winning mindset, and balancing growth with EBITDA. They also delve into the nuances of maintaining effective communication, especially in post-COVID, remote work environments, and the critical role of board members in supporting various company disciplines.ADDITIONAL RESOURCESLearn more about Bob Ranaldi:https://www.linkedin.com/in/bob-ranaldi-54a46514/Download the CRO Strategy Checklist: https://hubs.li/Q03f8LmX0Read Force Management's Guide to Increasing Company Valuation: https://hubs.li/Q038n0jT0Enjoying the podcast? Sign up to receive new episodes straight to your inbox: https://hubs.li/Q02R10xN0HERE ARE SOME KEY SECTIONS TO CHECK OUT[00:02:57] The Importance of CRO-CEO Relationship[00:04:39] Effective Communication and Data-Driven Decisions[00:07:40] Balancing Growth and Efficiency in Private Equity[00:11:53] Sales Efficiency and Productivity Metrics[00:16:33] Navigating Challenges in Sales Leadership[00:29:10] The Role of Communication in Remote Work[00:32:50] Leadership Language and Mindset[00:33:28] Advice for First Board Meetings[00:34:45] Owning the Forecas[00:39:32] Building the Right Team[00:46:12] Navigating CEO and CRO Dynamics[00:51:06] Effective Board Member SelectionHIGHLIGHT QUOTES"You have to see yourself on the same level as the CEO. You're paid to express your opinion on what you think.""It's important to set the bar high, but it has to be an attainable goal to maintain team morale and drive performance.""The interaction verbally is the place to start. The face-to-face communication helps resolve disagreements and builds relationships.""Always put the company first. Your department and your role matter, but they come second to the company's success.""Understanding the current state and helping the team win early builds momentum and fosters team cohesion."

Today's Thursday . . . so that means another HALO Talks-Fast Break! Integrity Square Founder and HALO Talks host Pete Moore, dives deep into the mergers and acquisitions current landscape in the HALO sector, highlighting key movements that will shape the industry for the next five years. Pete discusses the sale of five companies from one private equity firm to another, including the announced sale of Crunch Fitness by the TPG Group. He explores the strategic decisions around debt, risks akin to those faced during COVID by companies like YouFIT and Gold's Gym, and the financial benchmarks set by giants such as Planet Fitness and Lifetime Fitness. Pete also touches on two rapidly expanding sunbelt chains and area developers in the Northeast and Southeast. Tune in to understand how these fastbreak deals will set the tone for the future of the HALO sector. Go HALO! A few key takeaways:  1. Upcoming Private Equity Transactions: There are five significant companies in the sector that are set to be sold from one private equity firm to another. These transactions will be instrumental in setting the tone of the industry for the next five years. 2. Crunch Fitness Sale: The sale of Crunch, currently owned by TPG Group, is one such anticipated deal. It's predicted that the sale will aim for a multiple just under the 20 times EBITDA that Planet Fitness enjoys. 3. Debt Considerations: Another key point is how much debt will be used in these acquisitions. The amount of debt can impact the risk level of the business, especially if another unforeseen black swan event like COVID reoccurs. 4. Growth and Expansion: Two fast-growing chains in the Sunbelt region and substantial Northeast and Southeast franchises are also in play, showing a strong trend toward growth and expansion in the sector. 5. Public Company Benchmarks: Public companies like Planet Fitness trading at 20 times EBITDA provide a benchmark for private deals, influencing how these private equity transactions are structured and valued. Resources Crunch deal: https://www.reuters.com/markets/deals/tpg-explores-15-billion-plus-sale-gym-chain-crunch-fitness-sources-say-2024-12-03/ 

In this episode of The Dental Wealth Nation Show, host Tim McNeely welcomes Matt Ornstein, CEO and founder of a dental group that has expanded from 20 to over 75 locations and co-owner of Dental Pitch Brokerage. This episode, titled "Revolutionizing Dental Practice Sales: Insights from Dental Pitch's Matt Ornstein," dives into the intricacies of dental practice sales, providing dental entrepreneurs with strategies to unlock the true wealth of their practice. Matt Ornstein shares his expertise on transforming a dental practice from a lifestyle business into a value creation business, focusing on how to increase the value of a dental practice. Listeners will gain a practical understanding of concepts like EBITDA, and learn how to effectively increase their practice's profitability. Ornstein also provides insights into the sales process, illustrating how dental professionals can extract the maximum value from their business. Key topics include understanding financial valuations, reducing costs while maintaining care quality, and the importance of strategic planning to achieve financial independence sooner. Tim and Matt explore the advantages of transitioning before burnout and outline a realistic timeline for selling a dental practice. This discussion is essential for dentists looking to capitalize on their practice as a lucrative asset. Matt also highlights the innovative approach of Dental Pitch Brokerage, which fosters direct communication between buyers and sellers, ensuring better deals and cultural fits. Join us in this episode as Tim McNeely and Matt Ornstein decode the dental sales process and provide actionable steps for dental professionals to enhance their financial future. Listen to learn how to navigate common challenges and effectively plan the sale of your dental practice in the evolving healthcare landscape.

Interview with Gavin Ferrar, CEO of Central Asia Metals PLCOur previous interview: https://www.cruxinvestor.com/posts/central-asia-metals-lsecaml-plugging-into-profits-and-growth-in-the-base-metals-sector-6334Recording date: 1st April 2025Central Asia Metals PLC (CAML), an AIM-listed base metals producer with operations in Kazakhstan and North Macedonia, has reported strong financial results for 2024. The company generated $214 million in revenue and nearly $102 million in EBITDA, achieving an impressive 47% EBITDA margin that CEO Gavin Ferrar described as "super respectable" for a mining company.CAML ended the year with approximately $68 million in cash after generating just under $66 million in free cash flow. This strong financial position enabled the company to pay a generous full-year dividend of 18 pence per share, representing about 63% of free cash flow—significantly exceeding their stated policy of 30-50%. Ferrar explained this generous distribution as compensation to shareholders for the lack of completed M&A transactions.Despite actively pursuing acquisition opportunities (with 13 NDAs and 6 site visits last year), CAML remains selective in its M&A strategy, focusing on base metals assets that would generate at least $50 million in EBITDA. The company's strong balance sheet provides flexibility for future acquisitions without necessarily requiring shareholder dilution.Operationally, CAML has made significant progress at the Sasa mine in North Macedonia, where its paste backfill plant successfully operated for the full year in 2024, placing 240,000 tons of tailings back underground—approximately one-third of the total produced. The company is also completing a dry stack tailings plant, which will handle another 30-40% of tailings, eliminating the need for additional wet tailings facilities.In Kazakhstan, the Kounrad operation continues to outperform expectations. The Eastern dumps, which according to the original 2012 plan should have ceased production years ago, contributed approximately 27% of the company's copper last year. With production costs of 80 cents per pound against a copper price around $5, the operation maintains impressive margins.CAML has developed significant expertise in its operating regions, with Ferrar strongly defending Kazakhstan as an investment-grade country with increasing Western capital inflows. The company's established presence provides strategic advantages in navigating permitting processes and accessing regional opportunities.Beyond operational efficiency, CAML maintains a strong commitment to ESG initiatives, particularly in community engagement. The company operates its own foundation in Kazakhstan, making targeted investments including a center for disabled children, a facility for victims of domestic violence, and a recently refurbished youth center.As CAML continues to seek transformative M&A opportunities, it remains focused on maximizing returns from existing assets, controlling costs, and maintaining operational efficiency to remain profitable throughout market cycles.View Central Asia Metals' company profile: https://www.cruxinvestor.com/companies/central-asia-metalsSign up for Crux Investor: https://cruxinvestor.com

On today's episode, we sit down with Amer Wahab, the operator behind one of the most impressive unit economics in fast casual—$5.3M in sales from a single Kettlemans Bagel location. Amer built a powerhouse brand with industry-leading retention, a cult following, and a model that's built to scale. Even through the darkest days of COVID, Kettlemans came out stronger, smarter, and more profitable than ever.In this episode, Amer shares: - The exact systems behind his $5.3M AUV- Why cash flow beats EBITDA in real-world operations- How he slashed turnover to just 37% in an industry averaging 90%- The power of “stay interviews” and culture-first leadership- Why keeping things simple and consistent fuels growth“COVID taught us a valuable lesson... EBITDA is important, but cash is king. When those things happen, you need cash.” – Amer WahabIf you're a franchisee, operator, or aspiring multi-unit owner, this episode is loaded with insights on how to build a business that scales without losing its soul.

“We are obsessed with patient experience and outcomes. EBITDA is just a byproduct.”This philosophy has guided MOC Cancer Care and Research Centre to profitable growth while delivering exceptional chemotherapy care through 24 community cancer centers. Founded by four medical oncologists, MOC began with a vision to bridge the massive gap between expensive private hospitals and overcrowded government facilities. Today, MOC is India's largest network of purpose-built centers that focus exclusively on delivering standardized, high-quality cancer care closer to patients' homes.MOC's model built on the two cornerstones of enhancing the cancer patient's journey and improving the medical oncologist's experience has proven remarkably successful. What's even more impressive is their roster of 48 medical oncologists with zero attrition - unheard of in an industry where doctor mobility is the norm.In this conversation with Mayank Khanduja (Partner, Elevation Capital), co-founders Dr Vashisht Maniar, Dr Ashish Joshi and COO Manish Jobanputra discuss their journey of creating a standardized, patient-centric cancer care delivery system.In this episode, you will gain insights on:> Identifying the structural inefficiencies in India's cancer care system> Scaling standardized care across multiple centers> Creating a dual focus on patient journey and caregiver experience> Building doctor satisfaction through autonomy and support> Achieving growth through patient outcomes

Small Cap Breaking News You Can't Miss! Here's a quick rundown of the latest updates from standout small-cap companies making big moves today:Radisson Mining (TSXV: RDS | OTCQB: RMRDF) Unlocks New Depth Potential in QuébecRadisson has struck high-grade gold in multiple drill holes 500 metres beneath the historic O'Brien Mine—marking the deepest intercepts ever recorded at the site. Key results include 29.93 g/t gold over 2.2 metres and 4.44 g/t over 6.4 metres. These discoveries confirm a vertically extensive gold system and support Radisson's goal of significantly expanding its resource base in Québec's prolific Abitibi region.Lavras Gold (TSXV: LGC | OTCQX: LGCFF) Hits 251m of Gold in BrazilLavras Gold's latest drill results at its LDS Project in southern Brazil include a standout intercept of 251 metres at 1.2 g/t gold, with subzones up to 4.6 g/t. The Fazenda do Posto discovery—adjacent to an existing 490,000-ounce resource—is showing strong continuity, scale, and potential for economic development. A metallurgical testing program is now underway to support a future economic study.NuRAN Wireless (CSE: NUR | OTCQB: NRRWF) Adds 20 Rural Network Sites in AfricaNuRAN deployed 20 new telecom sites in March, bringing its 2025 total to 40 and keeping pace with its target of 204 by June. Despite some logistics delays in the DRC, the company's Network-as-a-Service model is gaining traction across Sub-Saharan Africa—helping bridge the digital divide and pushing the company closer to EBITDA profitability.Delota Corp. (CSE: NIC | FSE: S62) Surpasses $40M Revenue and Posts 4th Profitable QuarterDelota, Ontario's largest specialty vape retailer, closed out the year with $40.2 million in revenue (+18% YoY) and $1.1 million in adjusted EBITDA. With 32 stores, a booming e-commerce platform, and over 280,000 registered customers, the company is executing on its growth strategy through retail expansion and M&A.Benton Resources (TSXV: BEX) Expands High-Grade Copper Zone at Great BurntBenton's newest drill results at its Great Burnt Project in Newfoundland include 21.7 metres of 4.14% copper, with subzones as high as 20.78% Cu. The deposit has now been extended by 100 metres down-plunge, and new copper-gold zones discovered to the north open up a promising new corridor for exploration. EM surveys suggest even more mineralization remains to be uncovered.For More Breaking Small Cap NewsSubscribe to the AGORACOM Podcasthttps://open.spotify.com/show/74mVPkfalaWXFYY65A2XLM Stay informed. Stay profitable. Follow AGORACOM for the stories that matter most to small-cap investors.

This $7M SaaS business processes $200M annually—but is it a melting ice cube?Business Listing - https://quietlight.com/listings/16590131/

Ken has been the President and CEO of America's Thrift Stores since November of 2013 when he stepped off of the board to assume this role. He spent his first 4 years building the team (21 of ATS's Top 25 leaders came from outside) putting in scalable systems and processes (Net Suite, Dundas BI tool, Day Force HCMS, Speed Rail Processing system), improving operations and cleaning up the balance sheet. All to prepare for accelerating growth.  Today, America's Thrift Stores (ATS) is America's premier thrift retailer in the Southeast, with 24 stores on track to deliver over $80 million in revenue and $10 million of sustaining EBIDTA in 2021 at a 66% gross margin and $12 million EBITDA run rate.  In the last 24 months, during the pandemic, ATS has added 7 new stores to its base of 17. Prior to the onset of the pandemic in March 2020, ATS's business was already incredibly healthy, growing total topline sales for 12 straight quarters and same-store sales for 11 straight quarters.  Reopening in June 2020, ATS emerged equally strong, with 4 back-to-back quarters of comp store sales growth, including a historic Q1 where both comp-store sales and Total Sales hit record-breaking levels. Sustaining EBITDA is expected to be over $14 million in 2022 and will more than double over the next 5 years as the company continues to grow comp store sales, opens 3-5 new stores annually, and enters the rapidly accelerating online thrift space.  Prior to joining America's Thrift Stores, Ken was a mentor, advisor, and coach to small and mid-size company CEOs as an Operating Partner with Alpine Investors LLC stretching across industries from Online Education to Online Retail Lighting & Design to Retail Furniture to Used Cars to Retail Thrift.  In this role, he coached CEOs and their leadership teams on helping them build and drive their growth strategies and sales & marketing execution. He also stepped into interim leadership roles and helped with sourcing and due diligence on potential new acquisition candidates.  Ken Sobaski has been a visionary, strategic President & CEO with a history of significantly accelerating growth and inspiring teamwork on businesses across multiple different industries: consumer food, online e-commerce, recreational products, and giftware. He has over 30 years of experience at blue chip marketing-driven companies like Kraft, General Mills, Pillsbury, Polaris, and Capella Education Company, where he grew brands like Orville Redenbacher, Green Giant, Wheaties, Kraft Macaroni & Cheese, and Polaris.  Ken's distinction is his ability to lead his teams to achieve significant levels of growth not reached before. Here are a few examples: At Pillsbury, he took a $600mm refrigerated baked goods business that was flat or declining for 5 years and added $120mm in revenue in year 1, and built a pipeline of new products that grew $270mm of incremental revenue over 3 years At Green Giant he successfully launched Create-a-Meal, a $150mm new frozen vegetable meal starter business, achieving record shares in frozen vegetables, moving to #1 position in the category in 12 months On Orville Redenbacher, he reversed 49-months of declines with 12 months of double-digit volume gains. At Polaris, he grew revenue +34% in just over 3 years by focusing/improving marketing execution and upgrading the dealer network At Capella Education Company (an online consumer education company) he took growth from +15% per year to +25% per year, adding $120mm in revenue in under 3 years Ken has served on the boards of The Minnesota Diabetes Association, The Twin Cities United Way, and The Council on Aging – Orange County.  Ken holds a BA in Economics & Urban Studies from St. Olaf College and an MBA in Marketing & Strategy from the Kellogg School of Management at Northwestern University 

In this episode, we're speaking with David Villaseca, Chief Digital Officer at Moeve, a global energy company based in Southern Europe. Tom Soderstrom, AWS Enterprise Strategist, interviews David about Moeve's bold pivot to sustainable energy and reveals how Moeve's "Positive Motion" strategy, including divesting 70% of its oil assets, is driving both environmental impact and business growth. By 2030, Moeve aims to reduce its carbon footprint by 55% and derive over half its EBITDA from renewable sources. Their "Green Digital" approach, leveraging IoT, AI, and data analytics, has yielded impressive returns, with some AI initiatives seeing ROIs exceeding 300%. Join us to hear why sustainability isn't just ethically sound, but can also be highly profitable, attracting sustainability-minded customers and top talent while positioning companies like Moeve as trendsetters in their industries.

This $7M SaaS business processes $200M annually—but is it a melting ice cube?Business Listing - https://quietlight.com/listings/16590131/

Hugh MacArthur, Chairman of Global Private Equity Practice, Bain & Company In this episode of M&A Science, Hugh MacArthur joins us to discuss the evolution of private equity over the last three decades—from the early days of deal-making and bespoke financing to today's hyper-competitive, tech-driven landscape. Hugh shares how Bain's private equity practice scaled from an entrepreneurial idea to one-third of the firm's global business and dives into what differentiates top-performing firms. We  explore sourcing strategies, value levers, post-acquisition success, and how PE firms are adapting to rising interest rates and new technologies like AI. Things you will learn: How Bain & Company built and scaled its private equity practice from scratch The shift from margin improvement to growth-oriented value creation strategies How private equity firms are evolving sourcing and financing models The future of deal execution using AI and specialized data tools _______________ What is the Buyer-Led M&A™ Virtual Summit This isn't just another webinar—it's an interactive experience designed to give you the tools and strategies to lead your M&A deals with confidence. This half-day event brings together corporate development leaders and M&A experts to explore Buyer-Led M&A™, showing how you can take control of every stage of the deal. Register Now: DealRoom.net/summit ________ This episode is sponsored by FirmRoom.  The World's Most Intuitive Virtual Data Room With AI Contract Analysis No Per-Page Fees. No B.S. Just Smarter, Faster Deals. Get started with your free trial today! ________ Episode Chapters: [00:01:30] – Hugh's background and the founding of Bain's PE practice [00:03:00] – Evolution from buyouts to a broad private assets approach [00:04:30] – Bain's entrepreneurial origins in private equity [00:07:00] – Commercial due diligence: Bain's unique differentiator [00:12:30] – Market valuation trends and EBITDA multiples over 30 years [00:14:30] – Industry sector evolution: from industrials to tech and healthcare [00:20:00] – The impact of software and growth on value creation [00:22:30] – Changes in deal sourcing: proprietary to competitive [00:24:30] – Rise of private credit and changes in deal structuring [00:29:30] – Value creation strategies: growth vs. cost-cutting [00:33:00] – Buy-and-build strategies and integration challenges [00:55:00] – Role of AI and advanced analytics in deal execution [01:00:00] – Growth of private markets and increased retail access [01:04:00] – Common mistakes PE firms make during acquisitions

Ken Mack doesn't follow the traditional path of entrepreneurship—he skips the startup phase entirely. Instead of building from scratch, he focuses on acquiring and scaling existing businesses, often using little to none of his own capital. In this episode of the Rising Tide Startups podcast, we chat with Ken Mack, an investor, also known as “The Eccentric Entrepreneur” due to his unconventional approach to building wealth. Ken shares his strategy of acquiring established companies, from his beginnings in Glasgow to managing a diverse portfolio of businesses worldwide. Ken dives into the tactics that have helped him scale rapidly, focusing on the power of leveraged buyouts (LBOs) and seller financing to minimize personal financial risk. He emphasizes the importance of tracking key metrics like Customer Acquisition Cost (CAC) and Lifetime Value (LTV) to ensure sustainable growth.  Beyond financial strategies, Ken discusses the mindset shifts required for success—embracing discomfort, thinking long-term, and continuously learning. He also highlights the importance of strategic networking for finding new opportunities. Ken's journey is a powerful reminder that wealth is built by seizing opportunities where others see obstacles and that the right mindset can turn even the most unconventional paths into success stories. Here are the key takeaways from the conversation: Established businesses are safer bets. Proven cash flow and systems reduce the risk compared to starting from scratch. Leverage other people's money (OPM). Using LBOs (leveraging buyouts) and seller financing allows for business acquisitions without tying up personal capital. Target retiring business owners. Baby boomers represent a goldmine of acquisition opportunities. Cash flow is king. Focus on cash flow over profit margins for sustainable growth and debt management. Efficiency and remote management. Building reliable teams and systems enables managing multiple businesses from afar. Mindset is everything. Getting comfortable with risk and embracing the unknown is essential for success. Entrepreneurship is a ‘lifestyle,' not just a career choice. Success comes from discomfort and pushing limits. Buy businesses at 1x free cash flow, and sell at 2–3x EBITDA. This increases valuation before exiting. Start small, gain experience, and build networks.  Listen to the full conversation here: YouTube: https://www.youtube.com/@risingtidestartups Apple Podcast: https://podcasts.apple.com/us/podcast/rising-tide-startups/id1330525474 Spotify: https://open.spotify.com/show/2eq7unl70TRPsBhjLEsNZR Connect with Ken: LinkedIn: https://www.linkedin.com/in/kenmackofficial  Facebook: https://web.facebook.com/KenMack/  Instagram:: https://www.instagram.com/kenmack/  Website:: https://www.kenmack.com/    Closing thought: “You don't need to reinvent the wheel—buy an existing business and scale it.” Please leave us an honest rating on Spotify, YouTube, or Apple Podcasts. Shoutout to our Great Sponsors:  Naviqus Virtual Services - Hassle-free administrative support services that are efficient, affordable, and tailored to your needs. Check out https://naviqus.com now to jumpstart your business for 2025! Have you ever considered starting your own podcast for your company or brand?  Podbrandmedia.com can help.  Affordable and effective in content creation and lead generation!

Would you buy 6 top-performing Italian franchise restaurants spread across rural West Texas?Sponsors:This episode is sponsored by Capital Pad – a game-changing platform that connects acquisition entrepreneurs with investors and capital. Whether you're buying or funding a deal, visit https://www.capitalpad.com and tell them Acquanon sent you.Thanks also to Edler Zain, the CPA firm built for entrepreneurs. From QofEs to full-service CFO support, get the Builders Package at https://www.edlerzain.com – and mention Acquanon!In this episode of Acquisitions Anonymous, the full panel—Mills, Bill, Michael, and Heather—dives into a listing for six Fazoli's franchise locations scattered across Abilene, Midland-Odessa, and Lubbock, Texas. With over $13M in revenue and $1.1M in EBITDA, the team breaks down the dynamics of buying a foodservice business in rural America. They explore the challenges of multi-location management in a geographically spread market, the hidden costs of restaurant leases, CapEx requirements, and why existing franchisees might be passing on the deal. From franchising quirks to fast-casual Italian economics, it's a meaty one—hold the marinara.Breakdown of a $5M asking price on $1.1M EBITDAFranchising dynamics: Why aren't existing franchisees buying this?Real estate challenges: 6 locations, none of the real estate includedCapEx cycles in restaurants and why “no CapEx required” might be misleadingGeographic dispersion: Managing 6 locations spread across West TexasWho the ideal buyer is—and why it's probably not youSubscribe to weekly our Newsletter and get curated deals in your inboxAdvertise with us by clicking here Do you love Acquanon and want to see our smiling faces? Subscribe to our Youtube channel. Do you enjoy our content? Rate our show! Follow us on Twitter @acquanon Learnings about small business acquisitions and operations. For inquiries or suggestions, email us at contact@acquanon.com

This week, the Dental Amigos welcome Brannon Moncrief, the Principal and CEO of McLerran & Associates, who specializes in providing sell-side advisory to large dental practice owners seeking to monetize their businesses in private buyer sales or DSO transactions. Brannon has personally facilitated the sale of over 1,000 dental practices and is widely considered to be an expert on DSO affiliations. In this episode, Brannon offers his insight on the “DSO vs. private doctor buyer” debate, emphasizing the importance of defining personal, professional, and financial goals before making a decision. Brannon draws on his extensive experience to help listeners understand concepts like EBITDA and the different types of equity to help listeners understand highly complex and often confusing DSO offers. Finally, Brannon discusses the challenges of internal succession planning and his long term strategies for facilitating a smooth transition into retirement. To get in touch with Brannon and his team, schedule a free, confidential discovery call here: https://dentaltransitions.com/contact-us/. Brannon can also be reached directly at brannon@dentaltransitions.com or (512) 660-8505. Listeners who want to reach Paul can do so at Paul@DentalNachos.com and those who want to reach Rob can do so at Rob@RMontgomery-law.com.

Veja o Desafio dos 100k ao Milhão com o Felipe Martorano: https://lvnt.app/84yha727/03 - POMO4 -5%, Vai Parar de Cair?Olá, seja bem-vindo a mais um Fechamento de Mercado, comigo Flávio Conde e Victor Sartori, que falará de FIIs, hoje é 5ª. feira, dia 27 de março, e o programa de hoje é dedicado ao Joanílson, Quem está mentindo 22 horas, Mezali, William e Augsto Eng.O Ibovespa subiu 0,47%, aos 133.148 pontos, com volume apenas razoável de R$ 21 bi versus média de R$ 25 bi das quintas.1º. Por que o mercado performou assim?O Ibovespa oscilou o dia inteiro no campo positivo batendo 133,7 mil, no máximo do dia, às 15h, tendo sido o mínimo de 132,5 mil, às 10h10, para fechar aos 133.148 pontos e fechou pela primeira vez acima dos 133 mil desde o pregão de 2 de outubro de 2024, quando subiu 0,77% e terminou com 133.514,94 pontos. E lá se vão quase seis meses.2º. O dólar comercial oscilou nesta quinta-feira, mas a tendência foi sempre de alta, para fechar com mais 0,34%, a R$ 5,752. É a segunda alta seguida.3º. Já os juros caíram, mas foi mais nos juros futuros de curto prazo, 2025-27, recuando e de longo prazo caindo menos. Os juros dos títulos do Tesouro Prefixado 2032 recuaram de 15,07% e fecharam a 15,04% a.a. Porém, ainda acima dos 15% que mostra insegurança com o longo prazo. Já o IPCA+ 2029 manteve-se em 7,91% a.a., o maior nível em 90 dias, muito próximo dos 8% a.a. da época da votação do impeachment de Dilma, em 2016.4º. As bolsas americanas caíram pelo segundo dia de fortes altas, segunda e terça, com Dow Jones -0,37% e Nasdaq -0,53% com investidores temendo que o impacto de tarifas mais altas de importação, a partir, de 2 de abril, principalmente, das fabricantes de automóveis que caíram entre -3% e -8% hoje com a tarifa de 25% para carros e caminhões estrangeiros bem como para autopeças. 5º. Na B3, 9 ações subiram entre as 15 mais negociadas com destaques para: 6º. Seis ações caindo entre as 15 mais negociadas com destaques para: 7º. As 5 maiores altas da B3: JBSS3 +5.83% R$ 41,95, HAPV3 +5.38% R$ 2,35, COGN3 +5.15% R$ 2,04, YDUQ3 +4.93% R$ 12,14, BEEF3 +4.84% R$ 6,07Papéis da Cogna (COGN3) também operaram no campo positivo do índice e avançaram 5,15%. Em relatório, o Bradesco BBI destacou, após encontro com executivos da empresa de educação, que a receita e o lucro antes de juros, impostos, depreciação e amortização (Ebitda) da companhia devem crescer dois dígitos em 2025.Diante das boas perspectivas, o banco elevou o preço-alvo para a ação da Cogna de R$ 2,50 para R$ 3,10. O banco também elevou a estimativa de lucro líquido para 2025 em 36% para R$ 454 milhões (38% acima do consenso).8º . As 5 maiores baixas da B3: POMO4 -4.98% R$ 6,68, CVCB3 -2.58% R$ 2,27, VAMO3 -2.28% R$ 5,15, IRBR3 -2.0% R$ 51,57, CPFE3 -1.61% R$ 37,80

Tired of the corporate rat race? Welcome to The Richer Geek Podcast! Today, we are joined by Cliff Nonnenmacher, a former Wall Street banker turned franchise expert. Cliff shares how he built a multi-brand franchise empire and why franchising is the ultimate shortcut to wealth. Learn how to ditch the traditional 9-to-5, leverage proven business models, and invest in recession-proof, AI-proof, and Amazon-proof industries like skilled trades, pet services, and biohacking. Discover the critical mistakes to avoid, the value of a franchise consultant, and the trending sectors that are booming. In this episode, we're discussing… From Wall Street to Franchising: Cliff's entrepreneurial leap from Wall Street investment banking to master franchising was fueled by a desire for autonomy and the discovery of franchising's scalable potential, highlighted by his "bad boss" moment and understanding the multi-tiered franchise model. Why Franchising Wins: Proven models, brand power, and higher EBITDA multiples. Trending & Recession-Proof Franchises: Investing in recession and AI-proof sectors like biohacking/wellness, skilled trades, pet services, and senior care, capitalizing on current trends and demographic shifts, is crucial for long-term franchise success. Avoiding Pitfalls: Rigorous due diligence, strategic franchise consultant guidance, and avoidance of emotionally driven decisions, particularly in volatile markets like food, are essential to mitigate risks and protect wealth. The Food Industry Trap: Why rising costs make food franchises risky in today's market. Time and Mindset: A disciplined, risk-aware mindset, understanding franchise timelines, and managing personal guarantees are critical for navigating the evolving business landscape, including the impact of AI. The value of Franocity: Franocity provides invaluable educational resources and personalized guidance, empowering individuals to make informed franchise investment decisions.  Resources from Cliff Nonnenmacher    LinkedIn | Franocity | Pursuit Of Profit Podcast Resources from Mike and Nichole Gateway Private Equity Group |  Nic's guide | Franchise With Bob

What is the strategy for Authentic Restaurant Brands' newest acquisition?This week's episode of the Restaurant Business podcast A Deeper Dive features Alex Macedo, the CEO of the multi-brand operator Authentic Restaurant Brands (ARB). The company recently acquired the New England polished casual-dining concept Tavern in the Square, its latest in a series of deals for largely regional chains. The company owns Pollo Tropical, Primanti Bros., P.J. Whelihan's and Mambo Seafood. The company's chains generate $1 billion worth of revenue and $150 million in EBITDA, or earnings before interest, taxes, depreciation and amortization. We asked Alex why Tavern in the Square fits with these companies, when it plans to buy another chain and what's the strategy behind acquiring regional concepts. We also asked Alex about ARB's ultimate exit strategy. Check it out.

Watch here: https://youtu.be/L90nZyyR1qsAbout the Guest: Ashish Gupta is the founder of Scale Up Exec, a firm specializing in fractional COO services for growing businesses. With a background in tech startups, corporate leadership at Apple, and turnaround management in the e-commerce space, Gupta has a proven track record of scaling companies and preparing them for exits. His approach blends operational efficiency, strategic growth, and leadership coaching to help founders achieve their business goals.Summary: In this episode of the How2Exit Podcast, host Ronald Skelton sits down with Ashish Gupta, founder of Scale Up Exec, a fractional COO firm that helps small and mid-sized businesses scale, streamline operations, and prepare for exits. Gupta's experience spans from founding a wireless startup acquired by Qualcomm to managing billion-dollar budgets at Apple, to turning around distressed e-commerce businesses and advising companies on high-impact growth strategies. The conversation dives deep into the role of a COO, how founders can recognize when they need operational support, and what it takes to transition from a hands-on entrepreneur to an owner ready for an exit.This episode is a must-listen for business owners struggling with growth plateaus, operational inefficiencies, or founder burnout. Gupta provides an eye-opening perspective on how businesses should think about leadership transitions, succession planning, and the strategic use of fractional executives to achieve scalable success.Key Takeaways:The Invisible COO Role in Small Businesses – Even if a company doesn't have a formal COO, someone is always filling the operational leadership role, whether it's the founder or an informal manager.Why Founders Get Stuck – Most entrepreneurs are either visionaries or execution-focused, but rarely both. Without a strong operations leader, founders can get caught in a cycle of inefficiency, distraction, and burnout.Recognizing Exit Readiness – Not all business exits are the same. Some founders just want to step back from day-to-day operations, while others need a full buyout. Knowing the difference is crucial for structuring the right transition.Strategic vs. Financial Buyers – A company's value depends on who the buyer is. Strategic buyers may care more about market share or IP, while private equity and individual buyers are EBITDA-focused. The key is optimizing the right metrics.Boredom is a Business Killer – Many founders unconsciously sabotage their businesses because they get bored after a few years. This often leads to side projects, disengagement, or operational neglect.Fractional COOs as a Scalable Solution – Many companies under $10 million in revenue can't justify a full-time COO, but a fractional executive can provide high-level leadership and operational improvements without the full-time cost.The Power of Small Changes – Business turnarounds don't always require sweeping changes. Gupta advocates for a step-by-step approach to transition founders out of operations, proving that small wins build trust and momentum.AI's Emerging Role in Operations – While AI is improving efficiency in operational management, it still lacks the human touch necessary to navigate company culture, team motivation, and complex decision-making.--------------------------------------------------Contact Ashish onLinkedin: https://www.linkedin.com/in/ashish-gup/Website: https://scaleupexec.com/--------------------------------------------------

International Paper Chairman & CEO Andrew Silvernail discusses the company's improvement plan taking shape and equity outlook. International Paper has outlined early steps to improve performance, including boosting Ebitda to $4 billion in the medium term from $2 billion over the past 12 months. Costs savings are expected to account for $1.2 billion of the boost, with the remaining $800 million from its new commercial strategy. This is on top of integrating the DS Smith acquisition, which is projected to close in January. Execution is a risk since the shift represents a complete change in mindset from running mills full out. Silvernail spoke with Bloomberg's Alix Steel and Paul SweeneySee omnystudio.com/listener for privacy information.

An enduring challenge of the media business is finding leverage in models. This used to be fairly straightforward. Newspapers had leverage as quasi-local monopolies, Magazines had leverage that allowed Vanity Fair to pay a writer nearly $500k for three articles a year – and still be nicely profitable. And so on. It's increasingly hard to find that kind of leverage beyond a few exceptions to the rule. The closest is likely in lean creator businesses that have created valuable intellectual property that can be monetized in various ways. Dude Perfect is a great example of this. The four dudes from Texas A&M went from viral trick-shot videos on YouTube to building a very profitable media franchise with diverse revenue streams Beyond YouTube ads, Dude Perfect developed business lines in merchandise, licensing and live events. It is a testament to the benefits of bootstrapping. According to an investor deck I saw, Dude Perfect grew to $35 million in revenue with over 50% EBITDA margins. That attracted a $200 million valuation in a funding led by Highmount Capital to expand the business.Andrew Yaffe, the Dude Perfect CEO who joined in October 2024 from the NBA, spoke to me on The Rebooting Show about how to build enduring franchise value in this kind of creator-led media business.

Do you ever dream of selling your property management business one day? Or just curious about its current value? In this insightful episode, Marc chats with property management consultant Deb Newell about the ins and outs of selling a property management business. This conversation dives deep into key factors that influence a company's valuation, including EBITDA multiples and contract terms.    Deb shares her expertise on determining the right time to sell, identifying potential buyers, and what steps owners should take now to maximize their company's appeal in the future. This episode is packed with valuable advice on preparing your business for sale and understanding the current market dynamics.   Whether you're considering selling soon or just want to increase your company's value, this episode offers essential guidance from industry experts.   To connect with Deb check out https://www.propertymanagementconsulting.com.   Manage more doors with less stress with LeadSimple!   Grow your property management business with PMW.   Rentvine - the property management software you can trust   To find out more about Marc's coaching services click here.   Join Marc's new property management Facebook group This podcast is produced by Two Brothers Creative.

A metal fabrication business serving the equestrian industry—great margins, but is it a good deal? Let's find out!Business Listing - https://www.sunbeltnetwork.com/charlotte-nc/buy-a-business/listings/listing-details/hi-end-aluminum-metal-fabricator-shop-56312/

The brilliant Orchid Bertelsen is back with a huge announcement… PLUS: From Aritzia x Sperry's viral fashion to the surprising new role of Amazon in eCommerce, we explore how brands are winning (and losing) in today's retail landscape.“I Would Sugarcoat This, But You Would Eat That Too”Key takeaways:[00:04:30] The Sperry x Aritzia collaboration is a calculated and strategic flexing of the Aritzia brand to drive traffic by leveraging the resurgence of the boat shoe trend.[00:19:30] The new metric of business health and the future of retail and private equity. [00:44:00] Has SkinnyTok gone too far? [01:02:00] Our heroes of the week: White Lotus and their brand collaborations—authorized and unauthorized—and whoever designed this shirt.[01:05:00] Our villains of the week: Pepsi, for buying Poppi (for $1.7 billion), and the new economic policies and tariff policies that drove Forever 21 and Dollar General out of business. “The average shelf life of a digital skill is roughly 18 months…but I would say it's 3-6 months.” – Orchid “We know the algorithm is shaping how we think. The crazy part? We're okay with it.” – Phillip“My TLDR for the next three years? It goes back to business fundamentals. You have to be so diligent about every dollar in and every dollar out and run your business to maximize EBITDA.” – Orchid“Large companies are not in the business of turnaround.” – Orchid “So, Temporarily 21?” – Orchid“Luxury brands think they can raise prices forever. The secondhand market is proving them wrong.” – PhillipIn-Show Mentions:@orchidbert on TikTokSperry x Aritzia collaborationMiu Miu boat shoeI got Severed at Claire'sAssociated Links:Preorder your copy of the LORE Journal by Future CommerceCheck out Future Commerce on YouTubeCheck out Future Commerce+ for exclusive content and save on merch and printSubscribe to Insiders and The Senses to read more about what we are witnessing in the commerce worldListen to our other episodes of Future CommerceHave any questions or comments about the show? Let us know on futurecommerce.com, or reach out to us on Twitter, Facebook, Instagram, or LinkedIn. We love hearing from our listeners!

While much of the European electronics manufacturing industry faced a 14-15% downturn in 2024, InCap Corporation demonstrated remarkable resilience. In this  conversation filmed at APEX 2025, CFO Antti Pynnönen reveals how InCap not only weathered the storm but thrived, delivering double-digit EBITDA performance and particularly strong Q4 results.The secret to their success? According to Antti it's a combination of prescient timing and operational excellence. Antti explains how InCap experienced inventory challenges a  year before many competitors, allowing them to adjust early and return to growth mode while others were still struggling. This advantage was magnified by their decentralized organizational structure, which keeps overheads minimal while fostering entrepreneurial spirit and rapid decision-making across their manufacturing sites.Looking toward the future, Antti outlines InCap's strategically balanced approach to growth amid geopolitical uncertainties. Despite the "limbo situation" created by potential tariff changes and trade tensions, the company maintains an active M&A strategy with a decades long investment horizon. Their financial strength positions them well for targeted expansions in North America, Germany, and Southeast Asia. Particularly promising growth sectors include defense (especially with increased European spending), renewable energy technologies, electric vehicle infrastructure, and data center power solutions driven by AI development.Whether you're navigating manufacturing challenges, seeking insights on international expansion, or exploring growth markets in electronics manufacturing, this conversation offers valuable perspective from a company that's mastered the art of thriving during industry downturns. Listen now to understand how organizational agility and strategic foresight can transform challenges into opportunities.EMS@C-Level Live at APEX is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com)You can see video versions of all of the EMS@C-Level pods on our YouTube playlist.

Planet Labs marked its first quarter of profitability by adjusted EBITDA. The satellite imagery and earth observation data company saw its backlog surge in the fiscal fourth quarter by 115%. Co-founder, Chair & CEO Will Marshall joins Morgan Brennan to discuss the quarter and why he sees the company as being at an inflection point.

Our analysts Michael Cyprys and Stephen Grambling discuss prediction markets' rising popularity and how they could disrupt the U.S. sports betting industry.----- Transcript -----Michael Cyprys: Welcome to Thoughts on the Market. I'm Mike Cyprys, Morgan Stanley's head of U.S. Brokers, Asset Managers, and Exchanges Research.Stephen Grambling: And I'm Stephen Grambling, head of U.S. Gaming, Lodging, and Leisure.Michael Cyprys: Today, we'll talk about sports betting and how prediction markets can disrupt it.It's Wednesday, March 19th at 10 am in New York.Sports betting used to be against the law in most of America, outside of Nevada. That changed in 2018, when the U.S. Supreme Court declared a federal ban on sports betting to be unconstitutional. As a result, many American states legalized sports betting. Over the last seven years, it's become even more popular and profitable. The American sports betting industry posted a record [$]13.7 billion of revenues last year. That's up from 2023's record of [$]11 billion, according to the American Gaming Association.Now, prediction markets are set to potentially disrupt this industry.Stephen, to set the stage, how is the U.S. sports betting industry currently organized and regulated?Stephen Grambling: Well, as you mentioned, Mike, with the overturning of the Professional and Amateur Sports Protection Act in 2018, legalization of sports betting turned to the states. The path to legislation varies by state with different constituents to consider – beyond even the local government. You know, Senate and Congress, but also tribal casinos, commercial casinos, sports teams, leagues, etc.We now have 38 states plus D.C. and Puerto Rico offering legal sports betting in some format, collecting billions of dollars in taxes in aggregate. At this point, the big states that are remaining are really only Texas, Florida, Georgia, and California. Each state forms its own framework across taxes, what sports can or can't bet on, and regulations around advertising. This means a separate commission for each state regulates the industry, in conjunction with state lawmakers,Michael Cyprys: I see. And what exactly are betting exchanges and how do they fit within the U.S. sports betting market?Stephen Grambling: Betting exchanges have existed for a long time in markets around the world. These are really exchanges – and are platforms – where individuals can bet directly against each other on an event outcome, rather than against a bookmaker. These exchanges match opposing bets and then take a commission on the winnings and typically offer better odds by eliminating traditional bookmaker margins.That said, the all in commission can range at two to five per cent. Whereas the spread on a traditional singles bet is about five to six per cent. So, it's relatively small. This is also known as the, the vigorish or the vig, or what the book gets to keep. Due to the need to be perfectly balanced as an exchange, these platforms, which operate in various markets, as I said around the world, are generally more akin to premarket, single bets. So single bet, or sometimes people call them straight bets, are really just betting on the outcome of a match or the over-under. They don't typically impact things like multi leg bets, also known as parlays, since there's less of a consistent betting pool.Because the type of bets are more limited than what a sports book offers, these exchanges somewhat plateaued in popularity in markets like the UK. For frame of reference, we estimate these singles bets are about $900 million in markets where it's legal for sports betting, and roughly another $800 million in states without legislation.Again, this is really just the market for people who only bet on that type of bet; that don't do both singles bets and parlays, or parlays alone.Mike, maybe turning it back to you, sports betting is a type of prediction market. But from where you sit, how would you define prediction markets more broadly, and can you give some examples?Michael Cyprys: Sure. So prediction markets are a type of marketplace where event contracts trade. Sometimes they're called forecast markets or even information markets. A core feature here is trading an outcome at an event, such as the November election, economic indicators, or even corporate events. But unlike futures contracts, event contracts have a defined risk and defined reward.Generally, they're structured as binary options, which can be easily understood. For instance, a contract could pay a dollar if the consumer price index, or CPI, exceeds say, 3 per cent in March. If an investor buys that contract for 75 cents, they could generate a 25 percent potential return if CPI comes in over 3 per cent and they collect a dollar on that contract.Now, the counterparty on the other side of that trade is the investor who sold that contract, collected the 75 cents, and they would stand to lose 25 cents potentially – if they held on to that contract, paid out the full dollar in the event that CPI came in hot.What's interesting is the price of that contract becomes the best forecast of that event happening, and so this can provide a lot of information value.Stephen Grambling: So, it sounds like you could bet on just about anything, so are these prediction markets legal?Michael Cyprys: Not only are they legal, they've been around for some time – though perhaps more esoteric in nature, in terms of where we have seen contracts and types of events traded on marketplaces. They've been geared more towards end users and farmers. For example, event contracts on the weather have been listed on a Chicago derivative exchange for over 25 years.What's new and interesting is that we're seeing new exchange upstarts enter the space. They're innovating, they're broadening access to retail investors, and they're benefiting from the confluence of a number of different trends around technology improvements – with mobile trading in recent years, the speed and access to information, the ease of account opening, broadly retail investors coming into the marketplace, and the pure simplicity and intuitive nature of event contracts.The 2024 election sparked people's interest in event contracts. And that's persisting post election. In the coming months, we do expect a large retail brokerage platform in the U.S. to really help potentially mainstream event contracts.Coming back to your legality point and question. One area of open debate, though, is around the legality of sports event contracts, where we expect regulators to provide some clarity around that in the months ahead.Stephen Grambling: Interesting, so some have also argued that the prediction markets are not just the future of trading, but for information in general. Do you think prediction markets can be a disruptive force in finance then?Michael Cyprys: Over time, potentially, yes. I do think that's going to require participation from both retail as well as institutional investors that can help fuel robust and liquid marketplace. The sheer simplicity is helpful in terms of driving retail adoption; but for institutional investors and corporates, they could look to prediction markets as a valuable hedging tool, with insurance-like properties – not to mention the information value that can be derived.Stephen, given our discussion of prediction markets and their relevance for sports betting, how are you framing the potential for risk and opportunity for the sports betting industry from the application of prediction market models?Stephen Grambling: There's a bit of a put and take wherein existing sports betting markets, that's where it's legal, the industry may face new competition. So, the incumbents will face new competition from these prediction markets being opened up. On the other hand, a new regulatory framework could also open up new states; so the states that I referenced before that are still out there that haven't been legalized, all of a sudden become fair game.Given the size of these new states, as I mentioned, folks like California, Texas, Florida; these are enormous economies, and they're roughly equal to the size of the existing markets. So, the potential upside opportunity, we think, actually outweighs the competitive risks. And we quantify this as being potentially in the hundreds of millions of dollars, an incremental EBITDA to some of the incumbents that operate in the space.Michael Cyprys: That's fascinating, Stephen. Thanks for taking the time to talk.Stephen Grambling: Great speaking with you, Mike.Michael Cyprys: And thanks for listening. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

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About Christopher Seifert:Chris Seifert, founder of Enabling Empowerment, is a dynamic leader dedicated to transforming organizational leadership and team performance. With 20+ years in manufacturing operations and strategic advisory, he empowers leaders through innovative strategies.At Enabling Empowerment, Chris combats micromanagement with training and coaching that foster creativity, ownership, and shared leadership. His achievements include leading a renewable energy company's growth from $450M to $1B, boosting production by 200%, and delivering $300M in EBITDA improvements. He also founded an Operational Excellence Practice at Wilson Perumal and is a decorated Naval Officer. In this episode, Dean Newlund and Christopher Seifert discuss:Decision-making as a teachable skillMicromanagement and poor decision systemsThe seven-step decision-making frameworkDecision rights based on competenceDecision-making and employee engagement Key Takeaways:Implementing a structured decision-making framework allows leaders to respond effectively to both strategic and emergency situations, scaling the level of rigor based on urgency and risk.Leaders often become micromanagers not because of arrogance or distrust, but because they are stuck in a cycle where their team relies on them for every decision, leading to burnout and inefficiency.Organizations that grant decision-making authority based on demonstrated competence rather than rank create a more effective leadership structure, allowing better decisions at every level.Employee engagement increases when individuals feel they have a real impact on decisions, and leaders can foster this by involving their teams in the decision-making process rather than simply handing down directives. "Few organizations I've come across deliberately improve decision-making as a skill for their leaders. They leave it to chance, hoping they make more good decisions than bad and the bad ones don't wreck the company.” — Christopher Seifert Connect with Christopher Seifert:  Website: https://enablingempowerment.com/YouTube: https://www.youtube.com/@EnablingEmpowermentLinkedIn: https://www.linkedin.com/in/christopherseifert/ & https://www.linkedin.com/company/enabling-empowerment/   See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/X (Twitter): https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370 Show notes by Podcastologist: Hanz Jimuel AlvarezAudio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.