Podcasts about employers

To celebrate the end of Season 8, we went back to see what was the single most popular episode out of our library of 397 episodes to date. To nobody's surprise, it was the one-and-only Dr. Bill Miller, co-creator of Motivational Interviewing. The story about how it began is fascinating, and the impact it has in the world of coaching, counseling, leadership, addiction recovery and more is powerful. Enjoy!Info re earning your health & wellness coaching certification, annual Rocky Mountain Coaching Retreat & Symposium & more via https://www.catalystcoachinginstitute.com/ Best-in-class coaching for Employers, EAPs & wellness providers https://catalystcoaching360.com/Tap into the home of the (freely available) Not Done Yet! articles on unlocking life's 2nd half here.YouTube Coaching Channel https://www.youtube.com/c/CoachingChannelContact us: Results@CatalystCoaching360.comTwitter: @Catalyst2ThriveWebsite: CatalystCoaching360.comIf you are a current or future health & wellness coach, please check out our Health & Wellness Coaching Community on Facebook: https://www.facebook.com/groups/278207545599218.  This is a wonderful group if you are looking for encouragement, ideas, resources and more. 

Send us Fan MailFranchise coach Giuseppe Grammatico reveals 5 questions to ask before chasing another W-2. If you've been laid off, downsized, or you're simply stuck in a corporate role that's draining the life out of you, this solo episode of the Franchise Freedom Podcast is your wake-up call.As a franchise business consultant with 20+ years of experience, Giuseppe doesn't start with franchises — he starts with YOU. His first conversation with any candidate is always about figuring out whether business ownership even belongs on the list. In this episode, he walks through the exact framework he uses:THE 5 QUESTIONS: 1. Do you actually want another corporate role — or is that just what you've always done? 2. What do you want the next 10 years of your life to look like? 3. How much financial runway do you actually have? 4. Do you want to build something or simply perform a role? 5. What are ALL your options? (Employer, startup, acquisition, or franchise) Giuseppe also covers: • The "golden handcuffs" trap and the real cost of corporate benefits • The "builder year" concept and why year one looks different than year five • SBA loans, retirement rollovers, and how to assess franchise financing • Employee mindset vs. owner mindset — and why it matters • Semi passive franchise ownership as a safety net alongside your W-2 • When franchising belongs in the conversation (and when it doesn't)

AI is making hiring faster. But is it actually helping organizations make better decisions about people?Candidates are using AI to write, tailor and scale applications. Employers are using it to screen, evaluate and increasingly interact with those candidates. The result can quickly become an arms race where both sides automate more, trust each other less, and lose sight of what hiring is supposed to uncover in the first place.In this episode of foHRsight, Naomi Titleman Colla speaks with Jeremy Schifeling about what HR leaders should be paying attention to as AI reshapes recruitment, early-career work and the talent pipeline.At the centre of the conversation is a simple question: does AI move us closer to people, or further away from them?They explore why candidates may be using AI differently than employers assume, where automation genuinely creates room for better human connection, why transparency in the hiring process matters, and what organizations risk when short-term efficiency removes the entry-level opportunities that develop future leaders.They also consider a bigger shift underway in how organizations assess talent. As technical tasks become easier to automate, qualities like initiative, relationship-building, judgment, creativity and the ability to use AI to accomplish meaningful work may become increasingly valuable signals.For HR and talent leaders, the opportunity isn't simply to add more AI to an old hiring process. It's to question whether the process itself is still measuring what matters.About Our GuestJeremy Schifeling is a former LinkedIn executive, early OpenAI partner and author of three number-one Amazon bestselling career books. Through his work with job seekers, students, career changers and working professionals, he brings a ground-level view of how AI is changing the experience of getting hired and what those changes mean for employers and the future talent pipeline.Resources ReferencedUnbreakable by Jeremy Schifeling: https://www.thejobinsiders.com/unbreakableFortune: “Robots Screening Robots: Inside the AI Arms Race Reshaping Hiring”:  https://www.fortune.com/2026/06/01/robots-screening-robots-inside-the-ai-arms-race-reshaping-hiring/Stanford Digital Economy Lab: “Canaries in the Coal Mine? Six Facts about the Recent Employment Effects of Artificial Intelligence”: https://digitaleconomy.stanford.edu/publication/canaries-in-the-coal-mine-six-facts-about-the-recent-employment-effects-of-artificial-intelligence/future foHRward: “Rethinking Entry-Level Work in the Age of AI”: https://www.futurefohrward.com/subscribeJeremy Schifeling on LinkedIn: https://www.linkedin.com/in/schifelingCNBC: “The No. 1 AI Mistake Job Seekers Make”: https://www.cnbc.com/2024/03/18/dont-use-chatgpt-to-write-your-resume.htmlStay Connected with foHRsightTo sign up for our monthly newsletter, foHRsight, click HERE Follow us on LinkedIn:Mark EdgarNaomi Titleman Collafuture foHRward Follow us on InstagramIf you are looking for more foHRsight, sign up for our monthly foHRsight newsletter. It's free and includes access to our quarterly white paper. This quarter's white paper is about Rethinking Entry-Level work in the Age of AI, produced with Dr. Miranda Rodak from Indiana University's Kelley school of business - an important topic for HR, Leadership and parents, students and society as a whole! https://www.futurefohrward.com/subscribeSupport the show

The following article of the Professional Services industry is: 'How Employer Branding and Strong EVPs Drive Talent Attraction' by Andrea Avila, CEO Argentina, Chile, Mexico & Uruguay, Randstad. 

Rosemary Enright and Mike Sciotti are again joined by their Barclay Damon partner Scott Rogoff to continue their discussion of New York's Hospitality Industry Wage Order. This episode highlights key wage and pay requirements beyond tip credits, including spread-of-hours pay, split shifts, call-in pay, overtime, tip credits, and salary/nonexempt classifications. Using real-world examples, the team explores common compliance risks for hospitality employers, addressing wage errors, and why employers should be cautious when relying on AI-generated legal guidance or sharing sensitive information with AI tools.Save the Date!Barclay Damon's 2026 New York Labor & Employment Law Conference will be held Thursday, October 29, 2026, Turning Stone Resort Casino, Verona, New York. Learn more and let us know about any topics you'd like us to cover here.

An on-site nanny or extra sick days might sound like something out of a fever dream to a lot of new parents.But updated data on parental leave policies shows that some employers are doing much more than the bare minimum to support their staff when they have children. Money correspondent Susan Edmunds spoke to Ingrid Hipkiss.

America is pouring money into artificial intelligence — but the productivity gains have yet to fully show up in the economy.Employers added 162,000 jobs in August and unemployment held at 4.1%, but PhD economist Orphe Divounguy says the latest labor market data look more like a stabilization than a true rebound. Hiring remains weak, real wages are falling, long-term unemployment is rising, and the labor force is nearly a million workers smaller.At the same time, businesses are making massive investments in AI infrastructure. Equipment and intellectual property investment accounted for a significant share of recent economic growth, while construction spending has shifted heavily toward data centers.So where is the payoff?Chris Krug and Orphe Divounguy examine whether AI is actually increasing productivity, why businesses are still figuring out how to use the technology, and what could happen to workers as AI changes the skills employers need. They also compare today's transition to previous technological shifts, including the adoption of electricity.Everyday Economics is hosted by Chris Krug and PhD economist Orphe Divounguy and is brought to you by The Center Square. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

California signed off earlier this summer on an agreement to share state driver's license data with a national database. Reporter: Wendy Fry, CalMatters As the Trump administration ramps up immigration arrests… worker advocates and state officials say some employers are taking advantage of the political climate to exploit immigrant workers in lower-wage jobs. Reporter: Farida Jhabvala Romero, KQED Learn more about your ad choices. Visit megaphone.fm/adchoices

We're told that winners never quit — but what if strategic quitting is the skill high performers are missing? In this episode, Brad sits down with Lindsay Crouse, author of The Case for Quitting and former New York Times editor and writer, to challenge the "never give up" mindset that quietly works against ambitious people.Lindsay shares her own journey from Harvard to career heights at the Times — including elevating women Olympians' voices to win maternity protections for pregnant athletes and commissioning the Times' first Academy Award–winning film — and how her superpower of relentless perseverance eventually started to undermine her performance and happiness.Together, Lindsay and Dr. Cooper unpack how perseverance and quitting are companion behaviors, not opposites. You'll learn why "Why am I continuing?" is a more useful question than "Should I quit?", how to tell the difference between healthy drive and fear-based grinding, and how to set "kill criteria" before you're too invested to think clearly. They dig into the spotlight effect and our overblown fear of judgment, why we regret inaction more than action, and the coach's wisdom to never quit on a bad day.Lindsay closes with a practical framework for anyone standing at a crossroads: picture the morning after you walk away, get clear on what you're moving toward (not just what you're escaping), and build a financial parachute so the choice is deliberate rather than impulsive. A must-listen for high achievers — and the coaches who guide them.Info re earning your health & wellness coaching certification, annual Rocky Mountain Coaching Retreat & Symposium & more via https://www.catalystcoachinginstitute.com/ Best-in-class coaching for Employers, EAPs & wellness providers https://catalystcoaching360.com/Tap into the home of the (freely available) Not Done Yet! articles on unlocking life's 2nd half here.YouTube Coaching Channel https://www.youtube.com/c/CoachingChannelContact us: Results@CatalystCoaching360.comTwitter: @Catalyst2ThriveWebsite: CatalystCoaching360.comIf you are a current or future health & wellness coach, please check out our Health & Wellness Coaching Community on Facebook: https://www.facebook.com/groups/278207545599218.  This is a wonderful group if you are looking for encouragement, ideas, resources and more. 

Apprenticeship is no longer synonymous with the construction trades. Healthcare organizations are training medical assistants and registered nurses through apprenticeship. Schools are using the model to prepare teachers. Employers are applying it to occupations from arboriculture to human resources. At the same time, more high school students are using Youth Apprenticeship to begin building skills and gaining paid work experience before they graduate.So what actually makes something an apprenticeship, and why are so many industries taking a fresh look at a model that has existed for more than a century?David Polk, Director of Apprenticeship at the Wisconsin Department of Workforce Development, takes us inside the modern apprenticeship system. A third-generation apprentice who began his own career as a plumber, David now leads one of the country's most established state apprenticeship systems and serves as president of the National Association of State and Territorial Apprenticeship Directors.In this episode, we break down Registered Apprenticeship and Youth Apprenticeship, how the earn-and-learn model combines paid employment with structured education and mentorship, and what it takes for employers to participate. David also explains how apprenticeship is expanding into occupations that have never traditionally used the model, how states and the federal government shape apprenticeship policy and funding, and why earlier exposure to hands-on careers matters for the workforce pipeline.In this episode:What separates Registered Apprenticeship, Youth Apprenticeship and other forms of work-based learningHow earn-and-learn flips the traditional education-to-employment modelWhy apprenticeship is expanding into healthcare, education, HR and other occupations beyond the tradesHow employers can use Youth Apprenticeship to build an earlier connection with future talentHow federal policy, state systems and funding influence apprenticeship growth3 Big Takeaways from this Episode:1. Apprenticeship integrates education and employment instead of treating them as separate stages.2. Apprenticeship is a workforce development model, not a category of trades careers.3. Building the workforce pipeline starts earlier than the point of hire.Resources in this Episode:Wisconsin Apprenticeships - Find more about registered, youth and certified pre-apprenticeshipU.S. Department of Labor - ApprenticeshipsWisTRAIN grantsWisconsin Fast Forward grantsHEART Grant for rural healthcareNational Association of State and Territorial Apprenticeship Directors (NASTAD)Email the WI DWD Apprenticeship teamMore notes & resources on the episode page: https://techedpodcast.com/polkWe want to hear from you! Send us a text.Instagram - Facebook - YouTube - TikTok - Twitter - LinkedIn

The I Love CVille Show headlines: 106.1 The Corner DJ Condemns Employer, Quits On-Air DJ says, “Most traumatic work experience I've ever had.” 106.1 The Corner DJ Right Or Wrong? What's His Future? Oddball To Challenge McGuire & Perriello In 5th District Acuff Removal, Tent Town Arson & Gillikin For Council Coco's Adventure Factory To Open On September 12 Should UVA Fans Worry Tony Elliott Is Heading To Clemson? Do You Need To Rent Office Space? Contact Jerry Miller Read Viewer & Listener Comments Live On-Air The I Love CVille Show airs live Monday – Friday from 12:30 pm – 1:30 pm on The I Love CVille Network. Watch and listen to The I Love CVille Show on Facebook, Instagram, Twitter, LinkedIn, iTunes, Apple Podcast, YouTube, Spotify, Fountain, Amazon Music, Audible, Rumble and iLoveCVille.com.

Jimmy Moyaha, independent analyst, unpacks Sun International's latest results. Prof Ines Meyer, chair of the Living Wage South Africa Network, considers whether a living wage could strengthen SA businesses. Absa Business's Faisal Mkhize explains why small businesses should have topped the SADC Summit agenda.

On campus it's leftist escalation and chaos with the goal of influencing administrators. A planning video runs on the school's servers. Measuring influence is a critical component. And fake influencer only wants access. The worse cause is the one where nobody shows up. Flock cameras? You've been in a police state since 911. Most people get involved just for the picture. Supportive groups and goals for communists. Of course, the unions are involved in the DSA operations. The money tracing tool, complications and a walk thru. 110 chapters and many employers. Our controllers twist what we see. There's the Teamsters, UPS, Starbucks, Amazon, all financing the DSA chapters. Functioning within these groups revealed the money sources. Employers are identified and only concrete evidence is presented. The number of big companies is staggering. Rutgers is now in a box. It's up to the people who actually want to do something. Always remember to work hard and prey. Have faith, because God has got this.

This is the All Local for September 6th, 2026.

Toyota didn't beat Mercedes by getting cheaper. It beat Mercedes by getting closer to the customer first. Here's the six-year research obsession behind the Lexus LS 400, and why undercutting your way to a full panel is a strategy that has already failed in a dozen other industries, and what Harvard's own pricing research says to do instead. By Michael Tetreault, Editor-In-Chief, Concierge Medicine Today "I'm a car guy, so bear with me on this one. There will be some good points [in this article], I promise. I know enough about engines to self-diagnose and wrench on them myself. Driving an old car with lifter problems through North Dakota and southern Canada in the '90s will teach you that." ~Michael Tetreault Today's article isn't about concierge medicine directly. It's about a distant cousin in the subscription-based healthcare world, direct primary care, or DPC. Over the past two decades, I've noticed more and more that there is a moment almost every DPC or low-cost, membership-based practice hits around year two or three, when the patient panel quietly stalls (catch the car pun). Growth that used to feel automatic starts to flatten out, and you notice it before you can quite explain it. That's usually right about when a competitor down the road launches at $59 to $93 a month, and a quiet voice in your head says: just drop the price. Fill the seats. Worry about margin later. That instinct is understandable. It is also, according to decades of business research and a growing body of data inside concierge and membership medicine itself, one of the fastest ways to damage the very practice you built to serve patients better. This is not a scolding. It is a strategy conversation, grounded in evidence, for low-cost subscription-based physicians who left, or are considering leaving, the insurance-driven system specifically to build something sustainable that has a low cost for the patients because you feel your altruistic nature pulling you to do so. But, if the goal is sustainability, the tactic matters. What "racing to the bottom" actually means Let's zoom out for a moment. A price war is what happens when competitors inside the same market repeatedly cut prices to undercut one another, creating a cycle where each side matches or beats the last cut. This "price-cutting momentum" pulls in competitors who feel forced to follow the initial price cut, and while it can create short-term benefits for the buyer, it erodes the profit margins of everyone competing. Harvard Business School researchers Akshay Rao and Mark Bergen, writing in Harvard Business Review, built a career studying exactly this dynamic across industries. Their conclusion, echoed by strategists since, is blunt: most price wars are avoidable, and the businesses that start them or get pulled into them rarely come out ahead. The Kinsta business blog, summarizing HBR's own internal analysis of the question, put it plainly: when businesses were asked whether they should engage in a price war, the overwhelming answer was "no." Instead, the research points toward differentiation as the more durable response to a low-cost competitor. There is a second, quieter finding in that same research that some physicians should sit with. Price itself shapes how a buyer perceives value, and a price set too low signals that the product is cheap, in the way a price set too high can signal it is a ripoff. In other words, the discount that was supposed to win the patient can be the very thing that tells the patient your care is not worth much. It's indeed, a delicate balance and it's different for every practice and every doctor. Why? Because of who you work for and serve: the patient. Every patient is different. Every practice is different. That makes this topic challenging but it's a conversation worth having because I want to see your practice thrive and more importantly, survive in your community. The framework underneath the instinct Michael Porter, the Harvard strategist whose work still anchors most first-year MBA curricula, described three durable paths to competitive advantage: cost leadership, differentiation, or a focused niche strategy. A company chooses to compete either through lower costs than its rivals or by differentiating itself along dimensions the customer actually values, in order to command a higher price. What Porter warned against was the position most panic-driven price cuts land a practice in. Porter's phrase for it is "stuck in the middle," and it describes an organization trying to be all things to all people, with no distinct competitive advantage as a result. Businesses caught here typically perform the worst in their industry precisely because they never committed to one strength. A DPC practice that quietly lowers its price to compete on cost, while still trying to deliver same-day access, unhurried visits, and so-called affordable white-glove service, is not competing on cost leadership. It is trying to sell a premium product at a discount price, and the math does not hold. Today, a medical practice or a company stuck in this position cannot beat a true cost leader on price, because it never built the operational discipline or scale to sustain that price, and it cannot beat a differentiator on the experience it promised, because the discipline required to deliver that experience costs money. Both promises erode at once. What the data inside DPC and low-cost membership medicine is already showing This is not theoretical for DPC and low-cost membership medicine practices. It is visible in the industry's own numbers. The 2026 State of DPC survey, distributed through the DPC Alliance and Hint Health's network, found a direct relationship between panel size and price. Practices with fewer than 200 patients averaged $105.93 per member per month, practices with 201 to 500 patients averaged $99.28, and practices with more than 500 patients averaged $77.74 per member per month. Read plainly, the larger the panel, the lower the average price charged per patient. That pattern is exactly what Porter's framework predicts happens to practices chasing volume without a differentiation strategy to protect price. It is worth noting this figure comes from Hint Health, a technology vendor with a commercial interest in DPC's growth, so it should be read as directional industry data rather than an independent audit. It is nonetheless the most comprehensive dataset the movement currently has. At the same time, the broader market is not short on room to compete on value instead of price. More than half of private healthcare consumers rank the cost of care as the most dissatisfying part of their current healthcare experience, and DPC's growth has been driven in large part by employers and patients who are tired of opaque, escalating costs elsewhere in the system, not by DPC being the cheapest option on paper. Employers now fund the majority, roughly 60 percent, of active DPC memberships, according to Hint Health's 2026 trends report, which signals that the buyers filling panels today are increasingly sophisticated purchasers evaluating value, retention, and outcomes, not simply hunting for the lowest sticker price. Regional pricing tells a similar story. Northeast DPC pricing rose 33 percent over five years, from $60 to $80 a month, even as national demand for the model accelerated. Practices in that region did not grow by discounting. They grew while raising price, in a market that was simultaneously expanding. The altruism problem no one names out loud Here is the part of this conversation that is specific to medicine and does not show up in a typical business school case study on price wars. Physicians are trained, deliberately and repeatedly, to put the patient's welfare ahead of their own. Medical professionalism itself is defined in the literature by principles of excellence, accountability, altruism, integrity, and humanism, all oriented around the patient relationship. That formation is not incidental. It is the point of medical education, and it is a genuine strength of the profession that should never be coached out of a physician. But that same formation has a side effect worth naming honestly. A rigorous study out of the University of Cologne and University of Rennes, published in the Journal of Health Economics, measured patient-regarding altruism in 733 medical students at different stages of training. The researchers found that patient-regarding altruism is highest among freshmen, declines significantly through the middle years of medical study, and rises again in the final year as students begin assisting in clinical practice. Students with lower income expectations showed higher altruism scores overall. Sit with that last finding. The training that makes physicians excellent, trustworthy, patient-first clinicians also correlates with a documented discomfort around charging what care is actually worth. That discomfort is admirable in the exam room. It becomes a strategic liability in the business office, where it quietly nudges a physician toward the lowest defensible price rather than the price that reflects the value delivered, the access provided, and the sustainability required to keep serving that same patient for the next twenty years. This is not a call to abandon altruism. It is a call to separate two different questions that get tangled together under stress: am I a good doctor and am I running a sustainable practice. A price built out of guilt is not more altruistic than a price built out of strategy. A closed practice serves no one. What other industries learned the hard way Medicine is not the first field to face this exact temptation, and the businesses that raced to the bottom on price rarely tell a happy ending. Rao and Bergen's HBR research spans industries from B2B and agribusiness to healthcare and the nonprofit sector, and the throughline in that body of work is consistent: firms that respond to a low-price competitor by cutting their own price usually shrink the whole market's profitability without gaining durable share, because the competitor simply cuts again. The winners in price wars, when there are any, tend to be the largest players with the deepest balance sheets, the ones who can absorb losses the longest. A solo or small-group physician practice is almost never that player, and should not try to be. The lesson for low-cost DPC physicians is not abstract. It is Porter's choice, stated as a decision every practice has to make deliberately rather than by drift: compete on being demonstrably, operationally the lowest-cost, highest-efficiency provider in your market, which requires real scale and real systems, or compete on being demonstrably different in a way patients value enough to pay for. Trying to hold both at once is what leaves a practice, in Porter's words, stuck in the middle, with margins too thin to sustain the very things that made the practice worth choosing in the first place. The Lexus Lesson: Price Is a Result, Not a Strategy Circling back to my car guy roots, there is an automotive story worth every physician's attention here, because it is one of the clearest business case studies ever produced on the exact question this article is asking you if you're a DPC physician. It comes from Hagerty's "Revelations" series, hosted by Jason Cammisa, on the origin of the 1989 Lexus LS 400, and it has been retold in detail across automotive trade press and in Chester Dawson's book Lexus: The Relentless Pursuit. The origin story matters as much as the engineering. Toyota's first American export, the Toyopet Crown, was a flop, selling only a few hundred units before Toyota pulled it from the market in the late 1950s. Twenty five years of steady rebuilding later, Toyota had become the largest importer of vehicles into the United States, and that success triggered a protectionist response. In the early 1980s, the U.S. government pressured Japan into so-called voluntary export restraints, capping Japanese auto imports at roughly 1.7 million vehicles a year. With volume capped by government policy, Toyota USA's Yukiyasu Togo pushed a different lever: if the company could not sell more cars, it needed to sell more profitable ones. That constraint, not ambition alone, is what pushed Toyota into the luxury segment. In 1983, Toyota's then chairman Eiji Toyoda greenlit a secret effort known as Project F1, for Flagship One. Where a typical vehicle program of that era might use around 200 engineers and a few hundred million dollars, F1 was reportedly given no fixed budget and a development team of roughly 1,400 engineers, 60 designers, and thousands of additional technicians and support staff, spread across a six-year effort widely reported to have cost in the neighborhood of a billion dollars. What that team actually did is the part physicians should study closely. Rather than guess at what luxury buyers wanted, a team of designers and engineers relocated to a rented house in Laguna Beach, California, and spent months directly observing affluent Americans: watching valet stands outside country clubs, studying the furniture in high-end homes, and even analyzing the leather scent inside Jaguar interiors closely enough to reverse-engineer the tanning process. They tested switchgear and steering wheel ergonomics against how women with long, manicured nails actually interact with a dashboard. This is the practice Toyota calls genchi genbutsu, going to see for yourself, rather than relying on assumptions about the customer. Separately, Toyota's research uncovered something more specific and more useful than "people want a cheaper luxury car." Mercedes-Benz owners loved the prestige of their cars but consistently described the dealership experience itself, the pressure, the wait, the sense of being talked down to, as miserable. Lexus rebuilt the entire buying experience around that single insight. Sales moved from an elevated desk to a shared coffee table, removing the physical power imbalance of a traditional car sale. Only 80 of roughly 1,500 dealer applicants were approved to sell the car, each required to invest several million dollars and submit to ongoing customer satisfaction audits. The product and the experience of buying it were treated as a single, inseparable offer. The engineering discipline underneath all of this was, by most independent accounts, extreme. Chief engineer Ichiro Suzuki pursued a drag coefficient of 0.29, well below the S-Class's 0.36 to 0.37, without relying on a rear spoiler, which he considered an inelegant shortcut. Interior noise was engineered down to roughly 58 decibels versus about 60 for the S-Class, and multiple road tests reported the LS 400 was as quiet at 125 miles per hour as its German rivals were at 95. Prototypes logged well over a million miles of testing, and engineers reportedly disassembled competitor vehicles to study exactly how they failed over years of use, then engineered around each weakness. When the LS 400 launched in 1989, it was priced at roughly $35,000, commonly cited as about half the price, or as much as $30,000 less, than a comparably equipped Mercedes-Benz S-Class. The price gap was so large that BMW reportedly suggested Toyota was selling the car at a loss. Within two years, Lexus had overtaken Mercedes-Benz as the best-selling luxury import brand in the United States and topped J.D. Power's quality and service rankings, and Mercedes is reported to have lost roughly a quarter of its U.S. sales in the aftermath. Here is the part physicians should sit with. The low price was not the strategy. It was the output of the strategy. Toyota did not set out to build a cheaper Mercedes and work backward. It spent six years and enormous resources removing the specific frustrations its own research showed were driving prestige-loving customers away, then engineered a manufacturing process disciplined enough to make that quality repeatable at scale, and only after that work was done did it set a price the market would reward. The aggressive price was possible because the operational excellence and the customer research underneath it were real, not because anyone at Toyota decided to compete by cutting corners. This is the distinction that gets lost when a DPC or low-cost membership medicine practice drops its membership fee simply to fill a panel out of fear. Toyota's price was earned through relentless, well-funded engineering and firsthand study of exactly what its target customer resented about the existing options. A practice that lowers its price without first doing that same work, actually going to see for yourself what frustrates the patients you want to serve, and building a practice that removes those specific frustrations, is doing the opposite of what Lexus did. It is cutting the price before it has earned the right to. The translatable lesson is not "charge less." It is this: find out, directly and specifically, what your patients are actually frustrated by in the healthcare experience they already have, build a practice that removes that frustration with real discipline, treat the entire patient experience, not just the clinical visit, as part of the product, and let price follow from that work rather than substitute for it. Toyota spent six years in the field before it touched the price tag. Most practices considering a discount have not spent six weeks asking patients what specifically is broken in the care they are currently getting. What to build instead None of this means price is fixed or that access should be reserved only for the wealthy. It means the starting question changes. Instead of asking what is the lowest price that will fill my panel, the more durable question is what does my practice do that a patient cannot get anywhere else in this market, and does my price reflect that honestly. That might be same-day access. It might be visit length. It might be a specific clinical focus, a specific population, or a specific relationship to a local employer. Differentiation does not require the highest price in the market. It requires a clear, honest reason for the price you have chosen, one you can say out loud to a patient without flinching. Panel growth built on discounting tends to attract patients who are price-shopping and will leave the moment a cheaper option appears next door. Panel growth built on a clear, differentiated value proposition tends to attract patients who stay, refer, and tolerate a price increase because they understand what they are paying for. This article is intended for educational and informational purposes for physicians and healthcare leaders. It does not constitute financial, legal, accounting, or medical advice, and practice pricing decisions should be made in consultation with qualified financial and legal advisors familiar with your specific market and regulatory environment. Sources Rao, Akshay R. and Bergen, Mark E. "How to Fight a Price War." Harvard Business Review, March-April 2000. hbr.org/2000/03/how-to-fight-a-price-war "Price war." Wikipedia, accessed August 2026. en.wikipedia.org/wiki/Price_war "How a Race to the Bottom Hurts Your Business's Bottom Line." Kinsta, July 15, 2024. kinsta.com/blog/race-to-the-bottom Porter, Michael E. Competitive Strategy (1980) and Competitive Advantage (1985), Harvard Business School Press. Summarized via "Porter's generic strategies," Wikipedia, and Strategic Management Insight, strategicmanagementinsight.com/tools/porters-three-generic-strategies "State of DPC 2026: Key Takeaways From DPC Alliance's Physician Survey." Hint Health, July 18, 2026. blog.hint.com/state-of-dpc-2026-key-takeaways-from-the-dpc-alliances-physician-survey "Hint Health Releases 2026 Direct Primary Care Trends Report." Hint Health, April 23, 2026, distributed via PR Newswire, Yahoo Finance, and Morningstar. "DPC Membership Pricing Trends." Hint Health Blog, June 24, 2022. blog.hint.com/dpc-membership-pricing-trends "High cost of health care may be boosting direct primary care membership." Medical Economics, November 16, 2025. medicaleconomics.com/view/high-cost-of-health-care-may-be-boosting-direct-primary-care-membership Sagebien, Julia; L'Haridon, Olivier; Wiesen, Daniel; et al. "The formation of physician altruism." Journal of Health Economics, Vol. 87, 2023. sciencedirect.com/science/article/pii/S0167629622001308 (also indexed on PubMed, ID 36603361) "Professional identity formation of clinical medical students during and beyond the pandemic." PMC, National Library of Medicine. pmc.ncbi.nlm.nih.gov/articles/PMC11150932 Cammisa, Jason. "The Absurd Engineering Obsession Behind the 1989 Lexus LS 400." Hagerty Revelations, YouTube, youtu.be/i15Ii4yetLM "How the Lexus LS400 Crashed the Luxury Party." Autoblog, October 2, 2025. autoblog.com/features/how-the-lexus-ls400-crashed-the-luxury-party "How Lexus defeated 'the best car in the world.'" Motoring Research, July 25, 2024. motoringresearch.com/car-news/lexus-ls-400-review "Lexus LS 400: 'the finest V8 engine in the world.'" Cult Classics, Adrian Flux, August 21, 2023. adrianflux.co.uk/cult-classics/lexus-ls-400-the-finest-v8-engine-in-the-world Dawson, Chester. Lexus: The Relentless Pursuit. John Wiley & Sons, revised edition. Publisher synopsis via AbeBooks, abebooks.com/9780470828045 A detailed companion recap of the Hagerty Revelations episode, covering Project F1 staffing, the Laguna Beach research house, the coffee-table dealership model, and Suzuki's engineering targets, was supplied directly by the editor. Its original publisher and byline could not be independently confirmed at time of writing. Facts drawn from it (drag coefficient, price gap, engineer count, dealership vetting) were cross-checked against sources 11 through 15 above before inclusion, and the editor should confirm original attribution before publication.

Employer-sponsored health insurance is facing growing scrutiny as businesses and employees seek greater flexibility. Alternative reimbursement-based models may offer more plan choice, improved portability, and better control over healthcare spending. Insurance4Dallas (Dallas) City: Dallas Address: 4516 Lovers Lane Website: https://insurance4dallas.com/health-insurance-companies-in-texas/

Employers are evaluating how expanded paid leave requirements may affect health coverage, staffing, administrative responsibilities, and overall benefit costs as businesses work to balance employee protections with long-term financial and operational stability. Insurance4Dallas (Austin) City: Austin Address: 1401 Lavaca Street Website: https://insurance4dallas.com/group-health-insurance-austin/ Phone: +15124104535 Email: Mail@insurance4dallas.com

Employers are preparing for expanded paid family and medical leave requirements while reviewing payroll practices, benefit structures, and employee communication. The program aims to strengthen workplace protections, financial security, and workforce stability during qualifying family or medical absences. Insurance4Dallas (Austin) City: Austin Address: 1401 Lavaca Street Website: https://insurance4dallas.com/group-health-insurance-austin/ Phone: +15124104535 Email: Mail@insurance4dallas.com

Employer registration has opened for a paid family and medical leave insurance program designed to support eligible workers during major health and family events while helping businesses prepare payroll, benefit, and leave administration processes. Insurance4Dallas (Dallas) City: Dallas Address: 4516 Lovers Lane Website: https://insurance4dallas.com/health-insurance-companies-in-texas/

In this episode, Jakob Emerson, Associate News Director, Becker's Healthcare, discusses Centene's exit from the commercial group markets in California and Oregon, rising employer health insurance costs and growing pressure on coverage. He also explores specialty drug spending, AI-driven administrative costs, payer consolidation and the evolving politics of health insurance.

AP Washington correspondent Sagar Meghani reports the jobs market staged a strong comeback in August.

Johny and Kosta from Jobtable are back on The Construction Life to talk about the current construction economy and the hard lessons tradespeople and contractors are learning as the industry slows down.Construction has always been cyclical. There are years when the phones don't stop ringing, overtime is everywhere and companies can't find enough workers. Then there are years when projects slow down, margins tighten and everyone has to make uncomfortable decisions.Those difficult years can also teach some of the most valuable lessons of your career.We discuss why many younger tradespeople may be missing the lessons happening right in front of them. When work slows down, it's easy to blame the employer, jump ship or assume there's something better somewhere else. But do you understand what your employer is dealing with?How much work is actually available? What are they carrying in payroll, insurance, vehicles, equipment, overhead and unpaid invoices? What sacrifices are they making to keep their people working?There IS a way through these downturn days, but it begins with letting go of the ego.Employers need to communicate honestly, and tradespeople need to understand the realities of the business employing them. Sometimes surviving means everyone making sacrifices where they can so that when the market turns, the team that fought through the difficult years is still standing.We talk loyalty, ego, expectations, business ownership, construction economics and the lessons you never learn when everything is going well.Connect with JobtableWebsite: jobtable.comEmail: info@jobtable.comPhone: 416-856-6198Instagram: @jobtableTRADESPEOPLE — SEPTEMBER 10, 2026Phil Russo from Heavy Duty Homes is hosting a cigar and networking event for tradespeople at Rarus Vir. Come out, have a cigar and connect with people from the industry.Tickets & Info: rarusvir.com/eventsThis is The Construction Life.

In this episode, Jakob Emerson, Associate News Director, Becker's Healthcare, discusses Centene's exit from the commercial group markets in California and Oregon, rising employer health insurance costs and growing pressure on coverage. He also explores specialty drug spending, AI-driven administrative costs, payer consolidation and the evolving politics of health insurance.

In this episode of The Benefits Brief, host David Saltzman sits down with Frank Pennachio, principal with Gaffney Hill Consulting, to explore the often-overlooked fiduciary risks facing employers with self-funded health plans. Frank explains why stop-loss insurance does not protect plan fiduciaries from personal liability, how the Consolidated Appropriations Act has increased expectations around transparency and oversight, and where fiduciary exposure can hide in contracts and vendor relationships. He also shares practical guidance for benefits advisors on documenting a prudent process, coordinating with property and casualty professionals and ERISA counsel, reviewing fiduciary liability coverage, and helping clients better understand and manage their risk.

The growing patchwork of AI laws makes maintaining consistent hiring practices and complying with notice, transparency and governance requirements more challenging for multistate employers. In this episode, We Get AI co-hosts Eric Felsberg and Joe Lazzarotti address how the latest AI laws in Colorado and Connecticut fit into the broader employment regulatory landscape.  #ArtificialIntelligence #AIRegulation #EmploymentLaw #ColoradoLaw #ConnecticutLaw

Stephanie Reichman has done everything "right". She is the co-founder of AEC Tech Jobs, creator of More Than an Engineer, a stage speaker, and a customer success manager at Bluebeam. So why did hitting a major follower milestone leave her flat instead of fired up?In this episode, Stephanie returns to unpack the moment she stopped chasing "cheat codes" for success and started building her own definition of it instead. A cross-country move from Las Vegas to the Midwest cracked open questions she hadn't let herself ask: What pace of life actually fits me? What happens after I hit the goal? And who am I if it's not exciting anymore?Jesse and Stephanie get into:Why can a big milestone feel like nothing, and the one thing that changes thatThe real reason she left Las Vegas, and what it forced her to confront about her valuesHow showing up on LinkedIn became less about growth and more about connection, fun, and impactThe blunt truth about employers who shut down employees who create content (and why that's a mistake)Why content creation quietly makes you better at your job, and more valuable to your companyHer take on AI and tools lowering the barrier to start, and the one thing that still separates people who succeed from people who don'tWhat "More Than an Engineer" really means, and the identity work behind reclaiming a labelThe promise she made to herself: to become the person her younger self neededIf you've ever hit a goal and felt strangely underwhelmed, or you're an engineer (or anyone) quietly wondering if there's more to your identity than your job title, this one's going to hit close to home. 00:00 Taking Back Control00:26 Meet Stephanie Reichman02:00 No Perfect Plan Confession06:46 Redefining Success After Moving09:18 Finding Your Pace12:35 Celebrating Goals Without Parades17:39 Followers Versus Purpose20:27 Keeping Content Fun23:10 LinkedIn Impact at Work26:14 Employers and Employee Advocacy31:14 What Community Means33:11 More Than an Engineer Origins34:03 Turning Ideas into Action34:44 AI Lowers the Barrier36:13 Building A Personal App38:18 Iterate and Improve Fast40:26 Marketing and Distribution43:32 Choosing Projects Wisely45:49 Fun Versus Practicality49:26 More Than an Engineer Meaning56:00 Momentum Train Mindset49:27 The Grand Slam QuestionLets leave the Construction Industry Better than We Found It https://www.depthbuilder.com/construction-leadership-lab Download the free PDF copy of Becoming the Promise You are Intended to Be 

In episode 268, Coffey talks with Jeff Lay about what it means to build a conflict-capable organization, why artificial harmony is more dangerous than open disagreement, and how leaders can develop the skills and culture needed to handle difficult conversations before they become expensive problems. –  HRSOUTHWEST  October 11-13, 2026 –  Good Morning, HR listeners can use the promo code 2026-CoffeyGMHR-100 to save $100 on an HRSouthwest full conference registration at https://hrsouthwest.com! ________________ They discuss the concept of a conflict-capable organization as an alternative to the unrealistic goal of conflict elimination; the conflict incubator — how childhood environments and previous workplaces shape an individual's default conflict behaviors; artificial harmony versus genuine trust, and why silence in a meeting rarely signals agreement; the financial cost of unresolved conflict, including disengagement losses that don't show up on a P&L but function like money thrown in a fire; becoming fluent in the language of small things — addressing friction early before emotions escalate into "you always" and "you never" conversations; how a leader's response to the first person who raises conflict determines whether anyone ever raises it again; the challenge of coaching up when the conflict source is the leader themselves, and how HR can build the relational runway to do it; social media, generational change, remote work, and AI as compounding forces making productive conflict harder to navigate; emotional intelligence, humility, and curiosity as foundational leadership skills for conflict resolution; and the CURVE framework — cared for, understood, respected, valued, and empowered — as a diagnostic for organizational health.  For HR teams who discuss this podcast in their team meetings, we've created a discussion starter PDF to help guide your conversation. Download it here https://goodmorninghr.com/EP268  Good Morning, HR is brought to you by Imperative—Bulletproof Background Checks. For more information about our commitment to quality and excellent customer service, visit us at https://imperativeinfo.com.   If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit https://goodmorninghr.com.   About our Guest:  Jeff Lay is the Founder of The People Curve, a leadership and conflict resolution consulting practice focused on helping leaders and organizations navigate difficult conversations, strengthen workplace relationships, and build healthier cultures.  With more than 25 years of leadership experience spanning nonprofit, ministry, and organizational leadership, Jeff has coached leaders through employee relations challenges, team conflict, organizational change, and workplace investigations.  Jeff believes conflict is not something to avoid but a skill to develop. His work centers on helping organizations become conflict-capable—creating cultures where difficult conversations can be addressed with clarity, respect, and accountability.  Jeff is a SHRM-SCP and frequent speaker for leadership teams, HR professionals, churches, and nonprofit organizations. He lives in East Texas with his wife and family and enjoys camping, reading, and cheering on the Dallas Cowboys Texas A&M football.  Jeff Lay can be reached at:  Website:  |  www.thepeoplecurve.com  LinkedIn:  | https://www.linkedin.com/in/jeff-lay-shrm-scp-09987a10   About Mike Coffey:  Mike Coffey is an entrepreneur, licensed private investigator, business strategist, HR consultant, and registered yoga teacher. In 1999, he founded Imperative, a background investigations and due diligence firm helping risk-averse clients make well-informed decisions about the people they involve in their business. Imperative delivers in-depth employment background investigations, know-your-customer and anti-money laundering compliance, and due diligence investigations to more than 300 risk-averse corporate clients across the US, and, through its PFC Caregiver & Household Screening brand, many more private estates, family offices, and personal service agencies. Imperative has been named a Best Places to Work, the Texas Association of Business' small business of the year, and is accredited by the Professional Background Screening Association.  Mike shares his insight from 25+ years of HR-entrepreneurship on the Good Morning, HR podcast, where each week he talks to business leaders about bringing people together to create value for customers, shareholders, and community. Mike has been recognized as an Entrepreneur of Excellence by FW, Inc. and has twice been recognized as the North Texas HR Professional of the Year.  Mike serves as a board member of a number of organizations, including the Texas State Council, where he serves Texas' 31 SHRM chapters as State Director-Elect; Workforce Solutions for Tarrant County; the Texas Association of Business; and the Fort Worth Chamber of Commerce, where he is chair of the Talent Committee. Mike is a certified Senior Professional in Human Resources (SPHR) through the HR Certification Institute and a SHRM Senior Certified Professional (SHRM-SCP). He is also a Yoga Alliance registered yoga teacher (RYT-200) and teaches multiple times each week. Mike and his very patient wife of 29 years are empty nesters in Fort Worth.  Learning Objectives: Distinguish between artificial harmony and genuine organizational trust, and identify the leadership behaviors that create each. Apply the "language of small things" approach to surface and address interpersonal friction before it escalates into formal conflict requiring HR or legal intervention. Assess the financial and cultural cost of unresolved workplace conflict and use that framing to make the business case for investing in manager training and conflict-capable culture. 

U.S. immigration policy continued to evolve, bringing several significant regulatory and procedural developments into focus.Partner and Attorney Min Kim and Client Services Manager Arianna Gonzalez, MBA led an informative discussion highlighting four important immigration developments relevant to employers and foreign nationals.The session covered the proposed elimination of the 60-day grace period for certain nonimmigrant workers following the end of employment; the Department of Labor's anticipated modernization of the PERM labor certification program; USCIS's authority to require electronic filing for certain immigration benefit requests; and the expansion of the 9-11 Response and Biometrics Entry-Exit Fee for covered H-1B and L-1 petitioners.The presenters provided insights into these developments, their current status, and their practical implications for employers and foreign national employees.

Getting your first NP job can feel almost as intimidating as passing boards, especially when every posting seems to require experience you do not yet have. In this episode, I break down how to land your first NP job by focusing less on proving you already know everything and more on showing employers that you are ready to grow into a safe, capable clinician.     I talk about what employers are actually looking for in new grads, from strong clinical judgment and communication to understanding your scope and knowing when to ask for help. I also share practical ways to strengthen your resume, highlight your clinical rotations as real experience, and approach interview questions in a way that demonstrates how you think as a provider.                                                      Get full show notes, transcript, and more information here: https://blog.npreviews.com/land-your-first-np-job                      Follow us on Instagram: instagram.com/smnpreviewsofficial

September 2, 2026: I share key lessons from my CHRO session with iFood CEO Diego Barreto, including why he is investing in AI even with negative ROI, how he built a digital twin, and how iFood is rethinking reviews, meetings, and change management. Then I get into the Wall Street Journal's report on employers using new interview rituals to fight AI-enabled candidate fraud. Finally, I unpack Uber cutting 10% of its workforce and why the real story may be work redesign, bureaucracy, and coordination, not AI replacing jobs.

Hi there, welcome to episode 822 of Recruiting Future with me, Matt Alder. Employer branding teams are still under sustained pressure. Budgets have shrunk and headcount has been reduced across many organizations, even when the hiring the business needs has become more specific and more critical. Despite all of the cuts, some employer brand leaders are still winning investment and influence. What sets them apart is how closely their work connects to what the business is trying to achieve and how effectively they communicate its impact. So what does it take to make employer branding matter to the business? My guest this week is Stephen Quinn, CEO of Atomic, an insight-led agency working with employer brand leaders at some of the world's largest organizations. In our conversation, Stephen shares what the most effective employer brand leaders do differently, which metrics carry weight with the business, and how to plan employer branding for the long term. In the interview, we discuss: Trends and challenges in Employer Branding What separates the most successful employer brand leaders Attaching Employer Branding to the critical needs of the employer Where should employer branding sit in the organization? Building relationships across the business Measuring and reporting on impact and ROI via the right metrics Long-term strategy thinking rather than short-term campaign thinking What does the future of Employer Branding look like Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.

This week on On The Pen, the GLP-1 story is moving in two very different directions.The Fifth Circuit handed FDA major wins in the fight over semaglutide and tirzepatide shortages, FDA updated its consumer guidance around compounded GLP-1 medications and multi-dose vials, and employers continue questioning whether they can afford obesity-drug coverage.At the same time, the medical case for these medications keeps getting stronger.We break down Mounjaro's new cardiovascular indication and what preventing heart attacks and strokes could mean for the true long-term cost of GLP-1 treatment. We also look at 600,000 Medicare beneficiaries already enrolling in the $50 GLP-1 Bridge program, California's effort to tackle affordability, the rapidly expanding oral GLP-1 market, and new real-world data on patients staying at lower doses of semaglutide and tirzepatide.The science is expanding. Access is contracting.And that may be the biggest challenge facing the next phase of the GLP-1 revolution.In this episode:• What the Fifth Circuit compounding decisions actually mean• FDA's updated language around compounded GLP-1 vials• The 28-day multi-dose vial controversy• Mounjaro's new cardiovascular indication• Why GLP-1s may reduce long-term healthcare costs• Employers dropping obesity-drug coverage• 600,000 people joining the Medicare GLP-1 Bridge• California's push for lower GLP-1 prices• The oral GLP-1 race• New data on lower-dose semaglutide and tirzepatideFollow everything On The Pen:This episode is sponsored by VoaFit.https://www.voafit.com/otpThis content is for informational and educational purposes only and is not medical advice. Always discuss medication and treatment decisions with a qualified healthcare professional.

Mike Switzer interviews Marly Saade, with Able SC in Columbia, SC.

The National Security Hour with Col. Mike and Dr. Mike – The H1B system, along with student visa work schemes such as CPT and OPT, has become a pipeline for corporate labor arbitrage. Employers do not merely recruit from abroad. They often build a workforce on wages lower than what Americans would accept, then lock in that advantage through regulations written by bureaucrats and sold by...

Employer health care costs have risen 70% over the last decade while wages have grown just 30%. Kirat Kharode, CEO and Founder of HealCo, joins the Startup Junkies Podcast's Fuel Accelerator health tech series to break down why self-funded employer health plans are becoming unsustainable, and how HealCo's governance layer helps route employees to lower-cost, high-quality care before costs spiral.In this episode:Why self-funded health plans are under more scrutiny than everThe site-of-entry problem driving up specialty care costsHow HealCo's governance and routing model worksWhat a real cost-savings diagnostic looks like for employersWhy Northwest Arkansas is fertile ground for this kind of infrastructureThis episode is part of our Fuel Accelerator series⏱️ Chapters: 00:18 – Welcome & the Fuel Accelerator health tech cohort00:42 – Meet Kirat Kharode, CEO & Founder of HealCo01:00 – 20 years inside hospital C-suites 01:26 – Inside the self-funded health plan landscape 02:07 – Why costs are outpacing wages 03:06 – Site of entry: where health costs really start 04:02 – Specialty care and the $15K vs. $50K cost divide 05:33 – HealCo's origin story and validation lab 06:36 – Building the governance layer and how employees benefit 09:06 – Sponsor: RISE Arkansas 09:33 – Validating the model & where self-funded care is headed 11:48 – HealCo's 5-year vision, case studies & broker demand 15:49 – Why Northwest Arkansas, plus advice for CFOs 18:50 – Connect with Kirat + episode wrap-up—Connect with Kirat & HealCo

For decades, the GED has been viewed as a second chance to finish high school. But with employers struggling to find talent and millions of Americans looking for a pathway to better work, that definition is increasingly outdated.More than 21 million people have earned a GED since the program began, with another 150,000+ graduates each year. Many are working adults pursuing the credential for a very practical reason: they want access to a better job, career training or continued education.At the same time, employers in healthcare, manufacturing, energy and the skilled trades are struggling to find talent. GED Testing Service President CT Turner argues those aren't separate challenges. GED graduates represent an enormous, largely overlooked talent pipeline, and earning the credential should be the beginning of the pathway, not the end.In this episode, we talk about today's GED earners, how AI enables personalized learning for individuals from every walk of life, plus new ways employers can get access to this talent pipeline.In this episode:Meet the GED you didn't know (it's not just a symbolic credential!)One of the country's largest potential talent pipelines employers are probably overlookingThe pitfall of employers trying to recruit their way out of persistent workforce shortagesPersonalized learning, outcomes, and the next generation of education technology3 Big Takeaways from this Episode:1. America doesn't just have a talent shortage. It has a talent access problem.Employers continue competing for the same workforce while a largely overlooked pipeline of GED learners and graduates is ready to move into better careers. CT argues that industries like healthcare need to create new entry points and internal pathways, connecting GED graduates to roles such as phlebotomy or medical assisting that can become the first rung in a much longer career ladder.2. The economic value of a GED comes from the career pathways it opens.Earning the credential expands opportunity, but CT describes it as a “springboard” rather than the destination. GED Career Connect is putting that philosophy into practice by connecting graduates directly to career training, beginning with eight allied health certification pathways and plans to expand into additional industries.3. AI in education should be judged by learner outcomes, not technological novelty.GED learners using its AI tutor are spending twice as much time studying, and learners who previously failed a math test doubled their chances of passing on their next attempt after using the app and tutor. For CT, that's the real promise of AI: using personalization to help more learners persist and succeed, rather than adding another layer of technology that doesn't change the outcome.Resources in this Episode:Learn more about the GEDNational GED Day - September 16thGED Career ConnectFind more resources on the episode page!We want to hear from you! Send us a text.Instagram - Facebook - YouTube - TikTok - Twitter - LinkedIn

Show SummaryOn today's episode, we're having a conversation with Registered Nurse, Military Spouse, and Workforce Development Advocate Tracy Steele, founder of Community Cultivator, an organization dedicated to strengthening well-being, belonging, and career stability for military spouses through community connection and professional developmentEpisode Partner:Our sponsor this week is Aetna, a trusted health care company, committed to serving Veterans, military families, and caregivers through meaningful, community-centered care. Provide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestCommunity Cultivator was founded by Tracy Steele, SPHR, CPRW — a longtime military spouse, workforce development leader, and advocate for military spouse employment and community connection.​After more than two decades navigating military life, Tracy experienced firsthand the challenge of constantly rebuilding career momentum, professional networks, and community with every move. Through strategic volunteering, networking, and workforce development leadership, she became passionate about helping military spouses recognize their value and confidently pursue meaningful opportunities.But she realized military spouses needed more than job resources alone. They needed connection, belonging, and access to opportunities that could grow with them wherever military life led next.​So she built Community Cultivator.​What started as a vision in San Diego is growing into a nationwide movement helping military spouses build stronger careers, deeper connections, and lasting opportunities together.Links Mentioned During the EpisodeCommunity Cultivator WebsiteForeign Born Military Spouse NetworkSugar Bear Foundation WebsitePsychArmor Resource of the WeekThis week's PsychArmor Resource of the Week is the PsychArmor course 15 Reasons to Hire a Military Spouse. As an employer, you are looking for untapped talent pools. One talent pool that can be overlooked is the diverse and highly educated group of military spouses. Take this course to learn the top 15 Reasons to Hire a Military Spouse. You can find the resource here: https://learn.psycharmor.org/courses/15-Reasons-to-Hire-a-Military-Spouse Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on XPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

Most operators treat agency spend like weather, something that happens to you. Blake Thiess doesn't buy it.Blake has hired hundreds of healthcare professionals without agency. In his most recent role he went three years with zero agency usage and averaged 25 days to offer — less than half the industry average. At Prestige Care he cut agency spend by $3 million in one year. He walks me through how, and almost none of it costs money.Key takeaways:Speed is the game. Two or three interviews max. Beat everyone to the candidate decision.Employer brand is free if you'll do the work. Team members on camera, and job posts that answer "what's in it for me?"AI is a polisher, not a decider. The recruiters who survive can influence a human to take a call.Recruiting isn't a cost center — but you have to prove it. Show the CFO the agency dollars you didn't spend.Retention is a recruiting strategy. Career lattices, plus the courage to promote from within.Notable quotes:"Nobody wants to read a three-page bullet point list of all the stuff you're gonna be doing. That's bad berries, as my grandpa would say.""It was a 30-minute video interview with an AI recruiter, and it scared me. This person was better than most recruiters I know.""Have the courage and audacity to promote people into roles they haven't served in before."Mentioned in this episode:Blake Thiess on LinkedIn — https://www.linkedin.com/in/blakethiessBlake's articles on ERE — https://www.ere.net/authors/blake-thiessPrestige Care — https://www.prestigecare.comGem, the recruiting CRM Blake implemented — https://www.gem.comAbout Blake: Blake Thiess is a healthcare talent acquisition leader with over a decade building recruiting and employer brand functions in senior living, skilled nursing, and post-acute care. As Director of Talent Acquisition at Prestige Care he supported roughly 75 locations across eight states and cut agency spend by $3 million in one year. Most recently, as Director of Recruiting at Trinity Hospice, he kept the organization agency-free for three years while averaging 25 days to offer. He holds his PHR and SHRM-CP and is currently open to his next role.

The National Security Hour with Col. Mike and Dr. Mike – The H1B system, along with student visa work schemes such as CPT and OPT, has become a pipeline for corporate labor arbitrage. Employers do not merely recruit from abroad. They often build a workforce on wages lower than what Americans would accept, then lock in that advantage through regulations written by bureaucrats and sold by...

Have a comment or question? Click this sentence to send us a message, and we might answer it in a future episode.Welcome to Season 6, Episode 28 of Winning Isn't Easy: Long-Term Disability ®. In this episode, we'll dive into The Hartford Playbook: Surveillance, IMEs, and Claim Terminations.Disability benefits are a financial safety net when an illness or injury prevents someone from working. But even after a claim has been approved and benefits are being paid, insurers may continue to scrutinize a claimant's condition, medical records, and daily activities in search of grounds to terminate those benefits. In this episode, attorney Nancy Cavey pulls back the curtain on what some attorneys call “The Hartford Playbook”, a pattern of surveillance, independent medical examinations, paper reviews, and claim terminations that has repeatedly been challenged in federal court. Through three real Hartford disability cases, attorney Cavey examines how surveillance footage, statements from treating physicians, changes in plan administration, and reviews of years of medical records can become the basis for terminating Long-Term Disability benefits. Together, these cases reveal common strategies insurers may use to challenge claims and the legal arguments that can arise when benefits are placed at risk. This episode offers a closer look at the scrutiny that can continue after a claim is approved and provides insights for anyone receiving or relying on Long-Term Disability benefits.In this episode, we'll cover the following topics:One - Hartford IME Dooms Residential Treatment Nurse's Claim for Continuing Disability ERISA Disability Benefits - The Triple Tap Defense GameTwo - What Hartford Did When a Policyholder's Doctor Said "He Was Hopeful the Policyholder Could Return to Work In Six Months"Three - Change in Employer and Plan Administrator to Hartford Results in Claim Denial of Benefits After Five Years of Continuous Payment of BenefitsWhether you're a claimant, or simply seeking valuable insights into the disability claims landscape, this episode provides essential guidance to help you succeed in your journey. Don't miss it.Listen to Our Sister Podcast:We have a sister podcast - Winning Isn't Easy: Social Security ®. Give it a listen: https://wiessdpodcast.buzzsprout.com/Resources Mentioned in This Episode:LINK TO ROBBED OF YOUR PEACE OF MIND: https://mailchi.mp/caveylaw/ltd-robbed-of-your-piece-of-mindLINK TO THE DISABILITY INSURANCE CLAIM SURVIVAL GUIDE FOR PROFESSIONALS: https://mailchi.mp/caveylaw/professionals-guide-to-ltd-benefitsFREE CONSULT LINK: https://caveylaw.com/contact-us/Need Help Today?:Need help with your Long-Term Disability or ERISA claim? Have questions? Please feel welcome to reach out to use for a FREE consultation. Just mention you listened to our podcast.Review, like, and give us a thumbs up wherever you are listening to Winning Isn't Easy. We love to see your feedback about our podcast, and it helps us grow and improve.Please remember that the content shared is for informational purposes only, and should not replace personalized legal advice or guidance from qualified professionals.

GLP-1 medications like Ozempic, Wegovy, Zepbound, and Mounjaro have reshaped the weight-loss landscape almost overnight — but the way they're often prescribed leaves people under-fueled, losing muscle, and going it alone. In this episode of The Coaching Lab, host Leigh Baker sits down with National Board Certified Health & Wellness Coach Erin Chain and triple-board-certified physician Dr. Sheri Poznanovic of Optin Health & Nutrition to unpack what's really happening in the GLP-1 era — and where health and wellness coaching fits into the care plan.Together they explore why so many people on GLP-1s aren't eating or hydrating enough, how rapid weight loss can mask dangerous muscle mass loss, and why a "prescribe-and-disappear" model falls short. Dr. Poznanovic explains the multidisciplinary approach the Obesity Medicine Association recommends — combining medication, nutrition, body composition testing, VO2 max assessment, and coaching — while Erin shares real-world stories of clients navigating low energy, food noise, protein gaps, medication interactions, and the stigma of being on a GLP-1.Whether you're a coach, a clinician, an employer weighing GLP-1 coverage, or someone considering these medications yourself, this conversation offers a grounded, human look at doing weight loss in a way that protects strength, health span, and quality of life — not just the number on the scale.In this episode: • Why coaching alongside a GLP-1 changes outcomes • The under-eating and muscle-loss risks no one warns you about • Protein targets, carbs, and why "anti-carb" advice backfires • Body composition and VO2 max testing in weight management • Medication interactions as you lose weight • Navigating stigma and the joy of food • What employers and coaches should know before adding GLP-1sCoaches: Explore CE credits at catalystcoachinginstitute.com Employers: Learn about Catalyst Coaching's GLP-Whole offering — results@catalystcoaching360.com Join us this fall at the Rocky Mountain Coaching Retreat & Symposium: catalystcoachinginstitute.com/retreatInfo re earning your health & wellness coaching certification, annual Rocky Mountain Coaching Retreat & Symposium & more via https://www.catalystcoachinginstitute.com/ Best-in-class coaching for Employers, EAPs & wellness providers https://catalystcoaching360.com/Tap into the home of the (freely available) Not Done Yet! articles on unlocking life's 2nd half here.YouTube Coaching Channel https://www.youtube.com/c/CoachingChannelContact us: Results@CatalystCoaching360.comTwitter: @Catalyst2ThriveWebsite: CatalystCoaching360.comIf you are a current or future health & wellness coach, please check out our Health & Wellness Coaching Community on Facebook: https://www.facebook.com/groups/278207545599218.  This is a wonderful group if you are looking for encouragement, ideas, resources and more. 

You started the business because you were good at the work. Then you hired people. Someone asked what “good” looks like. Someone waited on a $400 approval. Someone quit, and the process was still in your notes app.That is not failure. That is a promotion into a job nobody posted: employer.This episode of Entrepreneur to Employer is for founders who still operate like talented freelancers with a staff. The promise of the show is simple: go from chaos to clarity, build a team that can run without heroics, and operate as if a sale or liquidity event is a real option. What you will learnThe difference between entrepreneur energy (you are the product) and employer energy (you design a company)Why being needed feels like importance — and why buyers pay for replaceable cash flowHow to write a one-page founder job scorecard (mission, quarterly outcomes, what to fire yourself from)A weekly time split: people, pipeline, exceptions-only ops, thinking, and capped craft workThe buyer lens: if Brian is the business, the multiple gets a haircutKey takeawaysAfter you have employees, doing the work is no longer the job. Designing a company that keeps promises without you is the job.Speed this afternoon (doing it yourself) is expensive this year.If your calendar does not match your scorecard, you are lying to yourself in 15-minute increments.Owner dependency is not a personality quirk. It is a discount in diligence.Employer homeworkWrite the founder job scorecard (one page).Highlight every calendar block next week that is not on that scorecard.Circle one block you will give away or kill.Send it to one person who will tell you the truth.Do the homework before you listen to next week's episode. Clarity is designed. Teams are built. Exits are underwritten. 

Episode 442 of The VentureFizz Podcast and today's guest is Tess Michaels, CEO & Founder of Clasp. When you look at several positions across the healthcare industry, clinical education is a strict requirement for the job… unlike business, where higher education is an option. Yet, the cost of that education creates a massive barrier for students, while healthcare employers struggle with open positions and a very high annual turnover rate. According to a recent survey by Clasp, 70% of surveyed clinicians were turning to sports betting platforms like Kalshi, DraftKings, and FanDuel just to cover tuition and living expenses. It's a mess. The good news is that Tess, who grew up in a family of healthcare professionals, saw this problem and did what any great serial entrepreneur would do: she built a solution. Clasp is taking a unique approach to this situation. Think of them as the ROTC for healthcare, where Clasp connects large healthcare employers with clinical talent early while they are still in school. Employers commit to student loan repayment, and students commit to a multi-year retention period. Clasp is one of those businesses that just makes sense, creating a win-win-win situation for students, schools, and employers alike. The company recently announced a $20 million Series B round of funding to help accelerate the growth of its business. In this episode, we cover: * Tess's background story and what helped shape her “non-quitting spirit.” * What led her down the entrepreneurial path to starting a company while at Penn Wharton which was acquired. * The foundational years she spent in investment banking and private equity. * The inspiration behind Clasp and how its business model works. * Details on their round of funding and how founders should conduct reference checks on investors. * The story of landing the single-word domain, Clasp.com. * Her biggest lessons learned while building Clasp. * How she is using AI and detailed playbooks to prepare for maternity leave. * And more!

In this episode, we speak with Chris Hamilton, Partner and Employee Benefits Practice Leader at Hotchkiss Insurance, an independent insurance agency based in Texas. With nearly 20 years of experience in corporate finance and employee benefits, Chris helps employers better understand healthcare costs, improve plan performance, and explore alternatives to traditional insurance models. Chris is also the founder of Benefits Insider, an educational platform focused on helping employers understand how healthcare financing works. Through case studies, industry insights, and practical examples, he gives business leaders the information they need to make smarter decisions about employee benefits and healthcare spending. Recognized as the 2025 BenefitsPro Advisor of the Year, Chris is a respected voice on healthcare transparency, employer-sponsored health plans, and cost-control strategies. His work helps simplify a complex system and gives employers a clearer view of the forces driving healthcare expenses. This conversation explores: ·       Chris's journey into healthcare and employee benefits ·       How the Affordable Care Act has affected employers and healthcare costs ·       The incentives influencing insurance companies, pharmacy benefit managers (PBMs), and other healthcare stakeholders ·       Different strategies employers can use to control healthcare spending Connect with Chris: Personal Website Hotchkiss Insurance LinkedIn YouTube TikTok Episode also available on Apple Podcasts: https://apple.co/38oMlMr 

What if the biggest threat to your business isn't losing customers, but overlooking the responsibilities behind the scenes? In this episode of HR{preneur}'s Grit & Wisdom series, Tina Brenn, founder of Tina Brenn Bookkeeping, shares why understanding compliance, payroll, tax, and administrative requirements is critical to long-term success. Tina discusses common mistakes small business owners make, the costly consequences of missing key obligations, and practical steps to help protect and grow a business with confidence. [01:46] From Corporate Accounting to Entrepreneurship [02:54] The Tax-Time Scramble: Why Small Businesses Fall Behind [03:28] LLCs, S Corps, Annual Reports, and Other Critical Requirements [04:35 ] How Missed Filings Lead to Fines, Penalties, and Lost Financing Opportunities [05:40] Where Business Owners Should Start When Compliance Feels Overwhelming [06:12] Simple First Steps to Stay Compliant and Avoid Future Problems This content is based on generally accepted HR practices, is advisory in nature, and does not constitute legal advice or other professional services. ADP does not warrant or guarantee the accuracy, reliability, and completeness of the content. Employers are encouraged to consult with legal counsel for advice regarding their organization's compliance with applicable laws. This content is current as of the published date.  ADP, the ADP logo, HR{preneur}, RUN Powered by ADP and Always Designing for People are registered trademarks of ADP, Inc and its affiliates. All other marks are the property of their respective owners. Copyright © 2026 ADP, Inc. All rights reserved. Privacy at ADP  

Money is never just about money, and work is never just about a paycheck. Scripture teaches that God owns everything, gives us the ability to earn, and calls us to work with integrity because ultimately, we serve Christ. Howard Dayton, Founder of Compass Financial Ministry and author of Business God's Way, says those truths should shape not only how Christians manage money, but how we earn it in the first place. Remember Who You're Really Working For The foundation of biblical earning begins with recognizing that God owns everything and that He is ultimately the One we serve. Colossians 3:23-24 says: “Whatever you do, work heartily, as for the Lord and not for men… You are serving the Lord Christ.” That applies whether you own a business, work for a large company, serve in ministry, or earn a paycheck somewhere in between. Your employer may sign the check, but your work is ultimately an act of service to Christ. Even the ability to earn is a gift from God. Deuteronomy 8:18 reminds us: “You shall remember the Lord your God, for it is he who gives you power to get wealth.” That perspective guards against pride when things go well. Our abilities, opportunities, creativity, and strength are all resources God has entrusted to us. Let Integrity Define Your Work If we represent Christ in the workplace, honesty should characterize everything we do. For business owners, that means treating customers, employees, vendors, and even competitors with integrity. For employees, it means giving an honest day's work, using company resources responsibly, and refusing to take what does not belong to us—even when no one would notice. Jesus said in Matthew 5:16: “Let your light shine before others, so that they may see your good works and give glory to your Father who is in heaven.” Our conduct at work can either reinforce or undermine the faith we profess. Biblical integrity means doing what is right because we belong to Christ, not simply because honesty is good for business. Plan Wisely Without Presuming on Tomorrow Running a business or managing a career requires planning. Scripture affirms the value of order and thoughtful preparation. 1 Corinthians 14:40 says, “All things should be done decently and in order.” While the immediate context concerns worship in the church, the broader principle reminds us that order and intentionality have value. At the same time, good planning should never become confidence that we control the future. James 4:13-14 warns those who say, “Today or tomorrow we will go into such and such a town and spend a year there and trade and make a profit,” reminding them, “You do not know what tomorrow will bring.” Christians should plan carefully while holding those plans with open hands. We prepare responsibly, but we remain dependent on God. Make Generosity Part of the Business Plan Many biblical principles such as honesty, diligence, and planning are also recognized as sound business practices. Generosity, however, can run against the world's instinct to accumulate and protect as much as possible. Proverbs 11:24-25 says: “One gives freely, yet grows all the richer; another withholds what he should give, and only suffers want. Whoever brings blessing will be enriched, and one who waters will himself be watered.” This is not a promise that generous people will always become materially wealthy. Scripture does not teach us to give in order to get more. Instead, generosity reflects trust in God and loosens money's grip on our hearts. For a business owner, generosity might mean giving a portion of profits, caring intentionally for employees, supporting ministry, or finding creative ways to use the company's resources to serve others. Some Christian business leaders have gone even further. Entrepreneurs such as Alan Barnhart and Stanley Tam structured their businesses around extraordinary generosity, viewing their companies not simply as vehicles for personal wealth but as resources entrusted to them for God's purposes. The form generosity takes will look different for every person and every business. The important question is whether we are willing to ask God how the resources He has entrusted to us can bless others. Work as a Steward Earning money God's way begins with a different definition of success. The goal is not merely to maximize income or grow a business. It is to faithfully steward the abilities, opportunities, relationships, and resources God provides. We work diligently because we serve Christ. We act honestly because we represent Him. We plan wisely while remembering that tomorrow belongs to God. And we hold what we earn with open hands so that generosity can become a natural expression of faithful stewardship. When we understand that God is both the Owner and our ultimate Employer, work becomes more than a way to make a living. It becomes another opportunity to honor Him with what He has entrusted to us. On Today's Program, Rob Answers Listener Questions: I'd like to help my daughter buy a home by financing part of the purchase myself. Can we structure a private family mortgage using the applicable federal rate, and how should we handle the interest, paperwork, and tax reporting? I'm behind on filing my taxes and have been quoted more than $600 for preparation. I also run a nonprofit ministry and would like to keep costs down. Where can I find affordable or free tax-preparation help, and could a Certified Kingdom Advisor® (CKA®) assist? I received a Schedule K-1 from an investment held inside my IRA. How should I handle that for tax purposes? My husband and I are dairy farmers with operating and capital lines of credit around 8.5%. We're considering using money from his Roth IRA to pay down the debt. At age 60, would there be taxes or penalties, and is that a wise move? Resources Mentioned: Faithful Steward: FaithFi's Quarterly Magazine (Become a FaithFi Partner) Business God's Way by Howard Dayton IRS Free File | AARP Foundation Tax-Aide | IRS Volunteer Income Tax Assistance (VITA) Program FaithFi Field Guide: How Much Money is Enough?  Our Ultimate Treasure: A 21-Day Journey to Faithful Stewardship by Rob West Wisdom Over Wealth: 12 Lessons from Ecclesiastes on Money Look At The Sparrows: A 21-Day Devotional on Financial Fear and Anxiety Rich Toward God: A Study on the Parable of the Rich Fool Find a Certified Kingdom Advisor® (CKA) FaithFi App Remember, you can call in to ask your questions every weekday at (800) 525-7000. Faith & Finance is also available on Moody Radio Network and American Family Radio. You can also visit FaithFi.com to connect with our online community and partner with us as we help more people live as faithful stewards of God's resources. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Employer messaging has a sameness problem. Candidates researching potential employers find the same values, the same mission statements, and the same well-meaning phrases wherever they look, which makes choosing between companies harder than it should be. The upside is a genuine opportunity. Standing out is no longer about outspending the competition; it comes from understanding what your organization offers that others don't, and the work of finding and proving that difference is now within reach of employers of any size. So how do you uncover what genuinely makes you different? My guest this week is James Ellis, founder of Employer Brand Labs and author of several books on employer branding. James has spent his career arguing that every company, whatever its size, can compete for talent by leaning into what makes it different. In our conversation, he shares why difference matters more than ever, why real proof beats nice-sounding claims, and where employers should start. In the interview, we discuss: Why so many employers sound identical What scraping every Fortune 500 career site reveals Why playing it safe has become the riskiest strategy The opportunity for employers outside the Fortune 500 The chicken soup story and the power of proof How AI changes the economics of employer brand work Finding evidence in the material you already have Why differentiation takes courage as well as insight What does the future look like? Follow this podcast on Apple Podcasts. Follow this podcast on Spotify.

How Discount Theater and Generic Compliance Ratios Quietly Overcharge Patients and Employers. Episode 526. Mark Cuban, co-founder of Mark Cuban Cost Plus Drug Company, and Cora Opsahl, managing director of Peterson Health Analytics and former director of the 32BJ Health Fund, join Stacey Richter for an outtake from their conversation last fall (EP488) on the operational mechanics of the pharmacy supply chain. They trace how a generic compliance ratio—typically requiring pharmacies to buy at least 92% of their generics from a single primary wholesaler—pushes independent pharmacies into paying a premium that gets passed straight to patients, and how so-called pass-through PBM contracts can pay pharmacies using one pricing formula while billing employers using an entirely different one. Along the way, they walk through the classic generic imatinib example—a drug Cost Plus Drugs sells for $25 a month that a traditional PBM channel has billed at $9,000—to show why a discount off an inflated reference price is, as Cuban puts it, discount theater. WHAT YOU'LL LEARN ✅ Why pharmacies get locked into overpaying: wholesalers set a Generic Compliance Ratio requiring pharmacies to buy at least 92% of their generics from them or face chargebacks and fees that wipe out their margin ✅ The classic generic imatinib example: Cost Plus Drugs sells it for $25 a month, while the same drug billed through a traditional PBM channel has run $9,000 a month—a "discount" off a $27,000 branded Gleevec price that Mark Cuban calls discount theater ✅ How specialty tiers compound the problem: because generic imatinib gets classified on a specialty tier, patients can owe 25% coinsurance calculated off the inflated WAC price rather than the drug's real cost ✅ Why a "pass-through" PBM contract isn't simple math: Cora Opsahl explains that PBMs often reimburse pharmacies on an acquisition-cost-plus formula while billing employers a completely different AWP-minus formula for the same claim ✅ Why claims audits keep finding money owed back to the plan—and why employers are often restricted to auditing only a pre-approved sample of 250 claims ✅ Mark Cuban's advice for the next RFP: simply requiring that Cost Plus Drugs be included in the network is often enough on its own to get PBMs to offer better rebates and terms WHY THIS MATTERS As Stacey Richter puts it, where there's mystery, there's margin—and pharmacy pricing is thick with both. Generic compliance ratios, WAC-based specialty tiers, and pass-through contracts that pay pharmacies one number while billing employers another all point to the same underlying reality: so much of what gets called an expense in medicine is simply pricing failure. For plan sponsors and brokers heading into their next RFP, understanding these mechanics—rather than accepting a discount off an inflated reference price—is what it takes to move from passive price taker to informed decision maker. MENTIONED IN THIS EPISODE EP429 with Luke Slindee, PharmD: Apple Podcasts | Spotify | Other Apps EP488 with Mark Cuban and Cora Opsahl: Apple Podcasts | Spotify | Other Apps EP422 with Benjamin Jolley, PharmD: Apple Podcasts | Spotify | Other Apps EP465 with Chris Crawford: Apple Podcasts | Spotify | Other Apps EP486 with Stan Schwartz, MD: Apple Podcasts | Spotify | Other Apps === LINKS ===

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.

Listen and subscribe to Money Making Conversations on iHeartRadio, Apple Podcasts, Spotify, www.moneymakingconversations.com/subscribe/ or wherever you listen to podcasts. New Money Making Conversations episodes drop daily. I want to alert you, so you don’t miss out on expert analysis and insider perspectives from my guests who provide tips that can help you uplift the community, improve your financial planning, motivation, or advice on how to be a successful entrepreneur. Keep winning! Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Everett Swain.