Podcasts about Enterprise

With more than 25 years of experience across real-time machine learning, distributed computing, high-availability systems, and enterprise AI, Ravi brings a deeply technical perspective to one of the biggest questions facing organizations today: How do we move AI agents from impressive demos to systems businesses can actually trust to do work?We explore how enterprises can operationalize AI agents, why industrial systems of record are critical to agentic applications, and what organizations need to consider around context, security, evaluation, governance, and human oversight.Key Highlights:Agentic AI: Hype vs. Reality: Where enterprise AI agents are delivering value today — and where vendor promises are still ahead of what's realistically achievable.From Copilots to AI Workers: What separates a conversational AI assistant from an agent capable of reasoning, taking action, and participating in real enterprise workflows.Agents + Systems of Record: Why integrating AI agents with ERP and other operational systems is essential for reliable, context-aware decision-making.Engineering for Reliability: Lessons from distributed computing, real-time analytics, and high-availability systems that today's agentic AI teams can't afford to ignore.Security, Evaluation & Guardrails: How enterprises should approach permissions, observability, failure detection, governance, and human oversight as AI systems become increasingly autonomous.

Buying Drones in 2026: Is the NDAA Premium Worth It? In this episode of Ask Drone U, Paul and Rob address a critical question from listener Ken : Would commercial drone operators actually switch to NDAA-compliant, Blue List American drones if performance matched DJI, even at 5x the cost? They break down the practical reality of looming foreign drone bans, why critical infrastructure industries are forced to adapt first, and the math behind drone ROI versus traditional labor. They also share real-world testing feedback on the Skydio X10 and R10, highlight smart rental strategies via Sunbelt Rentals, and discuss what incoming American and Japanese competitors mean for the future of commercial flight. Tune in today ! 5-Day Free Course: Thriving Drone Real Estate Business Transform your drone operations into a thriving real estate-focused business. Learn client management, pricing for profit, and creating high-value deliverables. Grow My Drone Business Get your questions answered: https://thedroneu.com/. If you enjoy the show, the #1 thing you can do to help us out is to subscribe to it on iTunes. Can we ask you to do that for us real quick? While you're there, leave us a 5-star review, if you're inclined to do so. Thanks! https://itunes.apple.com/us/podcast/ask-drone-u/id967352832. Click here for access to Skywatch for all your drone insurance purposes ! Become a Drone U Member. Access to over 30 courses, great resources, and our incredible community. Follow Us Site – https://thedroneu.com/ Facebook – https://www.facebook.com/droneu Instagram –  https://instagram.com/thedroneu/ Twitter –  https://twitter.com/thedroneu YouTube –  https://www.youtube.com/c/droneu Timestamps: [00:00] — Episode intro & Ken's question on NDAA & Blue List drones [00:55] — Will commercial pilots pay 5x more for American platforms? [01:45] — ROI reality: Drone technology vs. traditional human labor costs [02:40] — Enterprise & critical infrastructure vs. everyday commercial operators [03:45] — Workaround strategies: Renting Skydio units via Sunbelt Rentals [04:50] — Hands-on evaluation: Skydio X10 & R10 performance breakdown [06:10] — Industry future: Incoming Japanese models and Inspired Flight updates [07:10] — Wrap-up & submitting community questions

Trelane turns the Enterprise into a soap opera for a school project, and only Pike notices. Dom Bettinelli, Jimmy Akin, and Fr. Jason Tyler ask whether *Strange New Worlds* S4E7 survives a five-minute bit stretched to an hour.

Trelane turns the Enterprise into a soap opera for a school project, and only Pike notices. Dom Bettinelli, Jimmy Akin, and Fr. Jason Tyler ask whether *Strange New Worlds* S4E7 survives a five-minute bit stretched to an hour. The post Like Chronitons Through the Hourglass (SNW) appeared first on StarQuest Media.

Star Trek: Strange New Worlds wird zur Soap Opera. Weil auf der Enterprise offenbar noch nicht genug passiert.

Is the billable hour finally dead? While many in the accounting profession expected the competition for talent to end timesheets, the rise of artificial intelligence (AI) is delivering the final blow. If your firm is still pricing based on time and effort rather than value and outcomes, you are risking your margins in an AI-driven world. In this exclusive fireside chat from the Growing Your Firm Summit, host David Cristello sits down with Ron Baker, founder of the VeraSage Institute, author of 8 best-selling books, and co-host of The Soul of Enterprise podcast. Ron breaks down the core psychology of value pricing, why firms must transition from selling "services" to guiding "transformations," and how subscription models create predictable recurring revenue. In this episode, we explore: The Death of the Billable Hour: Why AI makes pricing by the hour obsolete—and what firms must do to adapt. Value is a Feeling, Not a Number: The psychological factors behind pricing and why nobody should price themselves. Fixed Pricing vs. Value Pricing: Understanding the key differences and why fixed pricing based on hourly estimates is just the starting point. The Concierge Firm Model: How to eliminate "scope creep" by staying in your lane and offering white-glove, subscription-based packages. AI Beyond Efficiency: Why treating AI like a co-collaborator to create value—rather than just a tool to save time—is the key to future firm growth. Ditching Timesheets: What to measure instead of hours to track performance, accountability, and project success. Bonus Segment: Jetpack Workflow Capacity Management Demo Starting at 33:40, David Cristello gives an exclusive first look at Jetpack Workflow Version 2's Capacity Management View. Learn how operations managers and firm managers responsible for workflow can: Gain full visibility into future team workloads across weeks and years. Prevent staff burnout by identifying over-capacity team members instantly. Filter capacity by role, industry expertise, and client packages. Make one-off or recurring project reassignments with drag-and-drop ease.   Featured Guest: Ron Baker

Don’t catch the Space Madness, because it’s time to talk about the latest episode of “Strange New Worlds,” in which Trelane puts the Enterprise (except Pike) into a soap opera! Once again, we’re genre hopping—but is “Q episode” not a tried-and-true Trek genre? And does this not emotionally serve Pike, who recently survived a “life-in-a-day” episode of his own? Get your popcorn ready and watch out for evil twins. Scott McNulty and Jason Snell.

Yep, the silly season is upon us.... time to polish thos BS detectors! Get ready to decode over-the-top AI keynote messaging. Brian and Jon have your survival guide ready! Each will reveal the questions customers should be pressing, and how to get the most insights with the least event friction! We'll also be picking our top underrated stories of the month. As usual, Brian will have his infamous slide deck - bring your savviest and snarkiest commentary. Note: to check the slides or video (re)action, you can see the video replay on YouTube at https://www.youtube.com/live/McdDj1G9ZUU.

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 Paris Fletcher. Founder of Full Bloom, and explores how personal growth, authenticity, and self-development can be transformed into a successful business. Rushion McDonald uses the conversation to show listeners how passion, resilience, and community-building can create opportunities beyond traditional career paths. The discussion focuses on overcoming rejection, building a personal brand, leveraging social media, and turning a purpose-driven mission into a profitable enterprise. Key Takeaways 1. Career Setbacks Can Lead to Better Opportunities Paris began her career as a professional dancer and actress in Los Angeles, working on tours, television shows, commercials, and acting projects. While she achieved success, the entertainment industry also exposed her to constant rejection and uncertainty. Rather than allowing those experiences to define her, she used them as motivation to pursue a path where she had more control over her future. 2. Authenticity Builds Strong Communities One of the biggest reasons for Paris's success on social media was her willingness to share both her successes and struggles. She believes people connect more deeply with authenticity than with carefully curated images of perfection. Her honest discussions about self-doubt, rejection, and personal growth helped her build a loyal audience. 3. The Pandemic Created New Opportunities During the pandemic, Paris shifted her focus to creating motivational content on TikTok. What began as a way to provide encouragement through affirmations and journal prompts evolved into a thriving community centered on wellness, self-discovery, and personal development. 4. Solve a Real Problem The idea for Full Bloom emerged when followers repeatedly asked for a resource that would organize her affirmations and journal prompts in one place. She responded to that demand by creating a guided journal. Her success demonstrates the value of listening to your audience and creating solutions that people genuinely want. 5. Self-Development Is a Lifelong Process Paris believes personal growth is similar to nurturing a plant. Individuals must place themselves in environments that support growth, surround themselves with positive influences, and commit to continuous self-improvement. This philosophy became the foundation of the Full Bloom brand. 6. Journaling Is a Powerful Tool A major theme throughout the interview is the importance of journaling. Paris explains that guided prompts help people reflect on their lives, identify personal goals, improve self-awareness, and develop stronger relationships with themselves and others. 7. You Don't Need Everything Figured Out to Start Paris openly admits she did not have a perfect business plan, investor funding, or extensive entrepreneurial experience when launching Full Bloom. Instead, she used her personal savings, trusted her instincts, and learned as she went. Her story serves as an example that action often matters more than perfection. 8. Quality Matters Rather than producing the cheapest possible product, Paris invested in creating a high-quality journal. She believes customers recognize and appreciate quality, which contributed significantly to the product's success. 9. Reinvest in Growth Without access to bank funding, Paris used revenue from early sales to fund additional inventory and business expansion. This disciplined approach allowed her business to grow organically while maintaining full ownership and control. 10. Social Media Can Become a Business Platform Paris successfully converted a social media audience into customers by building trust first and selling second. Her journey demonstrates how creators can monetize their expertise and experiences by providing valuable products and services. Notable Quotes On Authenticity "I think the biggest thing is people are looking for real people that they can see and say, 'Okay, I can do that too.'" On Self-Awareness "Knowing my strengths, knowing my weaknesses, and owning that and loving every aspect of myself has kept me mentally strong." On Growth "If we're in the right environment and nurturing ourselves in a way that's empowering us, we're going to thrive and bloom into the most beautiful versions of ourselves." On Entrepreneurship "I winged it, and I continue to wing it." On Believing in Your Vision "I knew I had a really good product, and I knew I had a really good community." On Taking Action "Sometimes all you have to do is just start." On Persistence "If you take the steps and you're working hard and trying to get as much knowledge as you can, the resources and the people and what you need will find you along the way." On Personal Development "Journaling has always been a tool to let my thoughts out and reflect on what's going on in my life." Overall Theme The interview is a story of reinvention, resilience, and entrepreneurial faith. Paris Fletcher demonstrates how personal challenges and career disappointments can become the foundation for a meaningful business. Through Full Bloom, she transformed her passion for self-development into a brand that helps others improve their mindset, build confidence, and pursue personal growth. Her message is simple but powerful: be authentic, invest in yourself, create value for others, and don't wait until everything is perfect before you begin. #STRAW #SHMS #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Support the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

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 Paris Fletcher. Founder of Full Bloom, and explores how personal growth, authenticity, and self-development can be transformed into a successful business. Rushion McDonald uses the conversation to show listeners how passion, resilience, and community-building can create opportunities beyond traditional career paths. The discussion focuses on overcoming rejection, building a personal brand, leveraging social media, and turning a purpose-driven mission into a profitable enterprise. Key Takeaways 1. Career Setbacks Can Lead to Better Opportunities Paris began her career as a professional dancer and actress in Los Angeles, working on tours, television shows, commercials, and acting projects. While she achieved success, the entertainment industry also exposed her to constant rejection and uncertainty. Rather than allowing those experiences to define her, she used them as motivation to pursue a path where she had more control over her future. 2. Authenticity Builds Strong Communities One of the biggest reasons for Paris's success on social media was her willingness to share both her successes and struggles. She believes people connect more deeply with authenticity than with carefully curated images of perfection. Her honest discussions about self-doubt, rejection, and personal growth helped her build a loyal audience. 3. The Pandemic Created New Opportunities During the pandemic, Paris shifted her focus to creating motivational content on TikTok. What began as a way to provide encouragement through affirmations and journal prompts evolved into a thriving community centered on wellness, self-discovery, and personal development. 4. Solve a Real Problem The idea for Full Bloom emerged when followers repeatedly asked for a resource that would organize her affirmations and journal prompts in one place. She responded to that demand by creating a guided journal. Her success demonstrates the value of listening to your audience and creating solutions that people genuinely want. 5. Self-Development Is a Lifelong Process Paris believes personal growth is similar to nurturing a plant. Individuals must place themselves in environments that support growth, surround themselves with positive influences, and commit to continuous self-improvement. This philosophy became the foundation of the Full Bloom brand. 6. Journaling Is a Powerful Tool A major theme throughout the interview is the importance of journaling. Paris explains that guided prompts help people reflect on their lives, identify personal goals, improve self-awareness, and develop stronger relationships with themselves and others. 7. You Don't Need Everything Figured Out to Start Paris openly admits she did not have a perfect business plan, investor funding, or extensive entrepreneurial experience when launching Full Bloom. Instead, she used her personal savings, trusted her instincts, and learned as she went. Her story serves as an example that action often matters more than perfection. 8. Quality Matters Rather than producing the cheapest possible product, Paris invested in creating a high-quality journal. She believes customers recognize and appreciate quality, which contributed significantly to the product's success. 9. Reinvest in Growth Without access to bank funding, Paris used revenue from early sales to fund additional inventory and business expansion. This disciplined approach allowed her business to grow organically while maintaining full ownership and control. 10. Social Media Can Become a Business Platform Paris successfully converted a social media audience into customers by building trust first and selling second. Her journey demonstrates how creators can monetize their expertise and experiences by providing valuable products and services. Notable Quotes On Authenticity "I think the biggest thing is people are looking for real people that they can see and say, 'Okay, I can do that too.'" On Self-Awareness "Knowing my strengths, knowing my weaknesses, and owning that and loving every aspect of myself has kept me mentally strong." On Growth "If we're in the right environment and nurturing ourselves in a way that's empowering us, we're going to thrive and bloom into the most beautiful versions of ourselves." On Entrepreneurship "I winged it, and I continue to wing it." On Believing in Your Vision "I knew I had a really good product, and I knew I had a really good community." On Taking Action "Sometimes all you have to do is just start." On Persistence "If you take the steps and you're working hard and trying to get as much knowledge as you can, the resources and the people and what you need will find you along the way." On Personal Development "Journaling has always been a tool to let my thoughts out and reflect on what's going on in my life." Overall Theme The interview is a story of reinvention, resilience, and entrepreneurial faith. Paris Fletcher demonstrates how personal challenges and career disappointments can become the foundation for a meaningful business. Through Full Bloom, she transformed her passion for self-development into a brand that helps others improve their mindset, build confidence, and pursue personal growth. Her message is simple but powerful: be authentic, invest in yourself, create value for others, and don't wait until everything is perfect before you begin. #STRAW #SHMS #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast See omnystudio.com/listener for privacy information.

Jim Hill and Eric Hersey unpack a packed week of Universal news before celebrating Star Trek's 60th anniversary with a look back at Universal's surprising history with the franchise. They discuss the closure of Animal Actors on Location, new developments surrounding Fast & Furious: Hollywood Drift, Universal Nights at Epic Universe, and a major expansion opportunity for Universal Studios Japan. Then Jim revisits Universal Studios Hollywood's Star Trek Adventure and explains how an ambitious transporter effect later found a second life at Islands of Adventure. NEWS • Universal Studios Florida's Animal Actors on Location will permanently close on November 2, opening up a potentially valuable redevelopment site. • Fast & Furious: Hollywood Drift prepares for its September 16 opening at Universal Studios Hollywood as questions remain about neighborhood noise mitigation. • Universal Nights at Epic Universe adds more dates after strong demand for the limited-capacity after-hours event. • Halloween Horror Nights gets underway at Universal Studios Hollywood, including new haunted houses, Terror Tram experiences, and the expanding mythology of Hamikuma. • Universal Studios Japan could gain roughly 15 acres through the acquisition of neighboring Nippon Steel property, creating room for a major future expansion. FEATURE • Star Trek celebrates 60 years since the original NBC series premiered on September 8, 1966. • Universal Studios Hollywood's Star Trek Adventure gave guests the chance to perform inside recreated Enterprise sets and take home their own VHS souvenir. • Paramount's limited theme park licensing deal helped bring Star Trek experiences to both Universal Studios Hollywood and Universal Studios Florida. • The transporter illusion developed for Star Trek: The Experience in Las Vegas shared some remarkable stagecraft DNA with Poseidon's Fury at Islands of Adventure. HOSTS • Jim Hill - X/Twitter: @JimHillMedia | Instagram: @JimHillMedia | jimhillmedia.com • Eric Hersey - X/Twitter: @erichersey | Instagram: @erichersey | strongmindedagency.com FOLLOW • Facebook: @JimHillMediaNews • YouTube: @jimhillmedia • TikTok: @jimhillmedia SUPPORT Support the show and access bonus episodes and additional content at https://www.patreon.com/jimhillmedia. PRODUCTION CREDITS Edited by Dave Grey Produced by Eric Hersey - https://strongmindedagency.com SPONSOR Planning your next Universal Orlando Resort adventure? The travel professionals at BeOurGuestVacations.com provide personalized concierge service to help with resort stays, theme park tickets, and special extras. Be sure to mention that the Epic Universal Podcast sent you. If you would like to sponsor a show on the Jim Hill Media Podcast Network, reach out today. https://www.jimhillmedia.com/sponsor/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Disaster strikes the Enterprise in two different ways this week on Transporter Room 3, with our reviews of Star Trek: Strange New Worlds' "Off-Hour" and "Like Chronitons Through the Hourglass."The former is "24 meets The Poseidon Adventure" in space, and the latter puts Pike and his crew into a soap opera. No, really. One we really liked, the other we have some questions about. News wise? We have a small update on what could be the next Star Trek movie, which seems to be going in a very Crimson Tide direction. We also stop by the Replimat and prep another photon tube for this week's Red Shirt. So watch out for slipstream wormholes and listen now!

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 Paris Fletcher. Founder of Full Bloom, and explores how personal growth, authenticity, and self-development can be transformed into a successful business. Rushion McDonald uses the conversation to show listeners how passion, resilience, and community-building can create opportunities beyond traditional career paths. The discussion focuses on overcoming rejection, building a personal brand, leveraging social media, and turning a purpose-driven mission into a profitable enterprise. Key Takeaways 1. Career Setbacks Can Lead to Better Opportunities Paris began her career as a professional dancer and actress in Los Angeles, working on tours, television shows, commercials, and acting projects. While she achieved success, the entertainment industry also exposed her to constant rejection and uncertainty. Rather than allowing those experiences to define her, she used them as motivation to pursue a path where she had more control over her future. 2. Authenticity Builds Strong Communities One of the biggest reasons for Paris's success on social media was her willingness to share both her successes and struggles. She believes people connect more deeply with authenticity than with carefully curated images of perfection. Her honest discussions about self-doubt, rejection, and personal growth helped her build a loyal audience. 3. The Pandemic Created New Opportunities During the pandemic, Paris shifted her focus to creating motivational content on TikTok. What began as a way to provide encouragement through affirmations and journal prompts evolved into a thriving community centered on wellness, self-discovery, and personal development. 4. Solve a Real Problem The idea for Full Bloom emerged when followers repeatedly asked for a resource that would organize her affirmations and journal prompts in one place. She responded to that demand by creating a guided journal. Her success demonstrates the value of listening to your audience and creating solutions that people genuinely want. 5. Self-Development Is a Lifelong Process Paris believes personal growth is similar to nurturing a plant. Individuals must place themselves in environments that support growth, surround themselves with positive influences, and commit to continuous self-improvement. This philosophy became the foundation of the Full Bloom brand. 6. Journaling Is a Powerful Tool A major theme throughout the interview is the importance of journaling. Paris explains that guided prompts help people reflect on their lives, identify personal goals, improve self-awareness, and develop stronger relationships with themselves and others. 7. You Don't Need Everything Figured Out to Start Paris openly admits she did not have a perfect business plan, investor funding, or extensive entrepreneurial experience when launching Full Bloom. Instead, she used her personal savings, trusted her instincts, and learned as she went. Her story serves as an example that action often matters more than perfection. 8. Quality Matters Rather than producing the cheapest possible product, Paris invested in creating a high-quality journal. She believes customers recognize and appreciate quality, which contributed significantly to the product's success. 9. Reinvest in Growth Without access to bank funding, Paris used revenue from early sales to fund additional inventory and business expansion. This disciplined approach allowed her business to grow organically while maintaining full ownership and control. 10. Social Media Can Become a Business Platform Paris successfully converted a social media audience into customers by building trust first and selling second. Her journey demonstrates how creators can monetize their expertise and experiences by providing valuable products and services. Notable Quotes On Authenticity "I think the biggest thing is people are looking for real people that they can see and say, 'Okay, I can do that too.'" On Self-Awareness "Knowing my strengths, knowing my weaknesses, and owning that and loving every aspect of myself has kept me mentally strong." On Growth "If we're in the right environment and nurturing ourselves in a way that's empowering us, we're going to thrive and bloom into the most beautiful versions of ourselves." On Entrepreneurship "I winged it, and I continue to wing it." On Believing in Your Vision "I knew I had a really good product, and I knew I had a really good community." On Taking Action "Sometimes all you have to do is just start." On Persistence "If you take the steps and you're working hard and trying to get as much knowledge as you can, the resources and the people and what you need will find you along the way." On Personal Development "Journaling has always been a tool to let my thoughts out and reflect on what's going on in my life." Overall Theme The interview is a story of reinvention, resilience, and entrepreneurial faith. Paris Fletcher demonstrates how personal challenges and career disappointments can become the foundation for a meaningful business. Through Full Bloom, she transformed her passion for self-development into a brand that helps others improve their mindset, build confidence, and pursue personal growth. Her message is simple but powerful: be authentic, invest in yourself, create value for others, and don't wait until everything is perfect before you begin. #STRAW #SHMS #BEST Money Making Conversations Master Class with Rushion McDonald is America's premier entrepreneurship, business leadership, financial literacy, and wealth-building podcast featuring successful entrepreneurs, executives, founders, celebrities, and industry experts sharing actionable insights for professional and financial success. Business Podcast Entrepreneurship Small Business Business Growth Financial Literacy Wealth Building Black Entrepreneurs Minority Business Leadership Executive Leadership Business Funding Marketing Strategies Personal Development Startup Advice Sales Training CEO Interviews Founder Stories Professional Development Economic Empowerment Business Success Networking Brand Building Innovation How to start a business Small business funding Entrepreneur success stories Business leadership podcast Wealth building strategies Black entrepreneur podcast Minority business development Marketing for small businesses Business growth strategies Startup funding opportunities Executive leadership training Financial literacy education Success mindset podcast Steve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Wer hätte sich nicht gerne schon mal weg gebeamt oder wenigstens den Warp-Antrieb genutzt? Captain Kirk und seine Crew der Enterprise machten das vor 60 Jahren zum ersten Mal im US-Fernsehen - und waren zu Beginn gar nicht so erfolgreich, doch ein Kult war geboren und weitere Serien, Filme, Animés, Comics, Bücher, Computerspiele, Geschichten von Fans sollten folgen. Wie hat es die Serie zum Kult gebracht? Was können uns die Geschichten heute noch erzählen? Und kann da noch was kommen? Eva Röder diskutiert mit Claudia Kern – Autorin und Co-Moderatorin des Podcasts "Planet Trek"; Prof. Dr. Andreas Rauscher – Film- und Medienwissenschaftler; Dr. Sebastian Stoppe – Medienwissenschaftler und Star-Trek-Experte

Varant Zanoyan was born in Washington DC, and grew up there and in Switzerland as well. He now lives in the Bay Area, specifically San Mateo. He's spent time at Palantir Technologies, as well as a stint building ML tech at AirBnB. But outside of tech, he loves the outdoors, tending to his garden of plants and vegetables. After taking a good hike, he's been digging a good uni pizza for dinner. Prior to his current venture, Varant was working at AirBnB, developing Chronon - an open source data management engine, used to power AI/ML infrastructure. It was then that he and his team realized that building and managing data pipelines was a bottleneck for AI dev, and decided to spin into a standalone platform. This is the creation story of Zipline AI. Linkshttps://zipline.ai/https://www.linkedin.com/in/vzanoyan Current Sponsors: Tiger Data Protected Harbor Render Fitnexa Perplexity Entelligence Checkout our Stacklist! https://stacks.codestory.co/ Hosted by Noah Labhart | Technical Founder & Startup Mentor. Our Sponsors:* Check out Perplexity and use my code CODESTORY for a great deal: https://www.perplexity.aiAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Andy Schwartz CEO, OnePoint BFG Wealth Partners  |  Kevin Spahn Founder, Spahn Financial (now OnePoint BFG) Two former Northwestern Mutual advisors, two very different paths. Andy Schwartz and Kevin Spahn share what it takes to build, grow, merge, and create lasting enterprise value. In Summary What separates a successful advisory practice from an enterprise with the ability to grow well beyond its founders? Andy Schwartz and Kevin Spahn offer two different perspectives on that question. Both spent decades at Northwestern Mutual, but their paths eventually diverged. Andy left to help build what is now OnePoint BFG Wealth Partners, an $18B+ firm expected to surpass $20B by year-end. Kevin built one of Northwestern Mutual's top practices before deciding to merge his business into OnePoint and become an equity partner. Louis talks with Andy and Kevin about the decisions behind both journeys: creating a true firm rather than an aggregation of practices, transitioning advisors from 1099 to W-2, using outside capital without relinquishing control, rethinking succession, and determining when equity in a larger enterprise can offer greater opportunity than continuing to build alone. Underlying it all is a factor that's much harder to quantify: trust. The Storyline Andy Schwartz and Kevin Spahn have known each other for roughly 30 years. They met while both were building careers at Northwestern Mutual, where Andy became an important mentor to Kevin as Kevin transitioned from practicing law and estate planning into wealth management. After roughly 30 years at Northwestern Mutual, Andy and his partners left in 2015 with approximately $3B in assets to launch independently. What began as Bleakley Financial eventually became OnePoint BFG Wealth Partners, an $18B+ enterprise that Andy expects will surpass $20B by the end of 2026. That kind of growth required more than attracting assets. Andy describes the evolution from a predominantly 1099 structure into a firm where more than 85% of advisors and AUM are now W-2. The shift created a more cohesive enterprise, gave advisors access to equity, and ultimately positioned OnePoint to bring in minority capital from Joe Duran's Rise Growth Partners. Andy makes an important distinction about that relationship: OnePoint is “private equity invested,” not “private equity owned.” The structure gave the firm capital and expertise while allowing its partners to retain control. Kevin faced a different decision. After more than 30 years at Northwestern Mutual, his practice had grown to 18 people and approximately $2B in assets. He was happy at the firm, but his clients had evolved, his business had become increasingly complex, and the internal succession plan he once envisioned carried risks he could no longer ignore. He could have built an independent firm himself. Instead, he chose to merge with OnePoint. The decision wasn't driven by the largest possible check. Kevin saw the opportunity to become an equity partner in a larger enterprise, give his team and clients a more durable future, and leverage infrastructure he didn't want to recreate himself. For both men, the story ultimately comes back to the same principle: The right economics matter, but sustainable partnerships require trust, shared philosophy, and the belief that everyone involved can create more value together than separately. Topics Covered Building an enterprise versus building a practice Northwestern Mutual and the path to independence OnePoint BFG Wealth Partners' growth from ~$3B to $18B+ Organic growth versus M&A Creating a growth-oriented advisor culture Moving from a 1099 model to a predominantly W-2 structure Equity ownership and advisor alignment Minority private equity investment Rise Growth Partners and Joe Duran Internal succession versus an external merger Selling versus merging an advisory business Merging versus teaming versus going it alone Evaluating equity versus cash in a transaction The economics of leaving a captive firm Centralization versus advisor autonomy Trust as a factor in partnerships and transactions > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did Andy and Kevin's 30-year relationship ultimately lead to a transaction? (04:11)Kevin explains how Andy helped him transition from attorney and estate planner into wealth management, beginning a professional relationship that would eventually make their partnership possible decades later. Why did Andy leave Northwestern Mutual after roughly 30 years? (08:45)Andy describes wanting greater flexibility, a multi-custodial platform, and more optionality for clients and the business—a decision that ultimately led to the creation of OnePoint BFG. Why did Kevin decide his longtime Northwestern Mutual practice needed something different? (15:49)Kevin explains how his clients, service needs, and business evolved over time, while concerns about his original internal succession plan led him to consider a different path. What has driven OnePoint's growth from approximately $3B to $18B+? (21:41)Andy outlines the firm's emphasis on client experience, advisor experience, organic growth, and carefully selected inorganic growth—and why helping advisors grow is fundamental to the model. Why does Andy say OnePoint is a firm rather than an aggregator? (23:54)The distinction comes down to alignment, shared responsibility, centralized resources, equity, and a partnership structure in which advisors are accountable to one another. How did OnePoint convert a predominantly 1099 advisor base into a W-2 enterprise? (29:26)Andy explains why capital and equity became necessary to build the next stage of the business and why trust was essential to bringing advisors into a more integrated structure. Why did OnePoint choose minority private equity investment? (33:13)Andy shares why Rise Growth Partners offered something previous potential buyers had not: a structure designed to benefit the broader advisor partnership while preserving control. Why did Kevin merge with OnePoint rather than shop his practice broadly? (36:43)For Kevin, maximizing price wasn't the objective. His decision centered on trust in Andy, confidence in OnePoint's infrastructure, and creating a strong future for clients and employees. Why did Kevin choose equity in the larger firm instead of simply cashing out? (40:57)Kevin explains why he believes participating in the future growth of a larger enterprise offers a compelling alternative to relying solely on the future growth of his own practice. How should advisors evaluate the “golden handcuffs” that can make leaving difficult? (46:42)Andy argues that the analysis needs to compare what an advisor gives up with the potential growth, economics, equity, and leverage available on the other side. How much conformity does a true enterprise require? (49:06)Andy explains why OnePoint sits somewhere between complete advisor autonomy and complete centralization, seeking enough consistency to create enterprise value without eliminating entrepreneurial flexibility. What would Andy and Kevin tell their younger selves? (52:06)Kevin emphasizes surrounding yourself with the best people possible, while Andy reflects on having the courage to make a difficult change after a successful 30-year run. Key Takeaways Building enterprise value requires more than asset growth. OnePoint's evolution included changing its ownership structure, integrating advisor practices, creating equity opportunities, and investing in centralized capabilities. Organic growth remains central even in an M&A-driven market. OnePoint targets approximately 10% organic growth and evaluates prospective partners partly on whether they are growth-oriented and whether the firm can meaningfully help them grow. A collection of successful advisors does not automatically make a firm. Andy sees shared ownership, alignment, accountability, infrastructure, and centralized services as critical distinctions between an enterprise and an aggregator. Outside capital does not have to mean giving up control. OnePoint chose a minority investment from Rise Growth Partners that provided capital and strategic support while leaving control with its operating partners. Succession can expose risks that growth may obscure. Kevin began reconsidering his internal succession strategy when he recognized its dependence on his continued production, key employees, and the future economics of an aging client base. The highest purchase price isn't always the most valuable transaction. Kevin prioritized equity participation, infrastructure, continuity for his employees and clients, and confidence in his future partners over broadly shopping his business for the highest bid. Trust can determine whether structural change is possible. From OnePoint's 1099-to-W-2 conversion to Kevin's decision to merge, both guests repeatedly point to established trust as the foundation that allowed significant business decisions to happen. https://youtu.be/jkIoynpZj6Y Quotable Moments “The biggest mistake advisors make is they buy their own bullshit.”— Andy Schwartz “We're not an aggregator, we're a firm.”— Andy Schwartz “The biggest issue is trust. Either they trust you or they don't.”— Andy Schwartz “I wasn't looking to sell my business. I was looking to merge it.”— Kevin Spahn “You have to trust them. You have to see that they provide value. And you need to be on the same page philosophically.”— Kevin Spahn “Associate yourselves with the best people you can… It accelerates your trajectory in ways that you can't do on your own.”— Kevin Spahn FAQs Why did Andy Schwartz leave Northwestern Mutual? After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. How large is OnePoint BFG Wealth Partners? At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. What has driven OnePoint's growth? Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. Why did OnePoint move advisors from 1099 to W-2? The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. What does “private equity invested, not private equity owned” mean? Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Why did Kevin Spahn leave Northwestern Mutual? Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. Why did Kevin merge with OnePoint rather than launch his own independent RIA? OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Why didn't Kevin shop his practice to multiple buyers? Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. How do Andy and Kevin suggest advisors evaluate a potential partner? Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. After approximately 30 years at Northwestern Mutual, Andy and his partners wanted greater flexibility, the ability to operate on a multi-custodial basis, and more optionality for clients and the business. They left in 2015 with approximately $3B in assets and launched the independent firm that ultimately became OnePoint BFG Wealth Partners. At the time of the interview, Andy says OnePoint manages more than $18B and expects to exceed $20B by the end of 2026, even without additional organic growth. Andy points to three priorities: client experience, advisor experience, and growth. The firm targets approximately 10% organic growth while also expanding through acquisitions and partnerships with advisors it believes fit the OnePoint model. The firm wanted to evolve from a platform supporting individual practices into a more integrated enterprise. That required creating firm-level economics and equity that could be used to attract, retain, and align advisors. Today, Andy says more than 85% of OnePoint's advisors and AUM are W-2. Rise Growth Partners holds a minority, non-controlling interest in OnePoint. The investment provides capital, expertise, and strategic support while the operating partners retain majority ownership and control of the business. Kevin says he remained happy at Northwestern Mutual, but his practice and clients had evolved. His work had shifted increasingly toward investments and complex high-net-worth planning, while he also began identifying risks in his intended internal succession plan. OnePoint already had the infrastructure, people, and capabilities Kevin would have needed to build himself. The merger allowed him to focus on clients while becoming an equity partner in a larger enterprise he believed could grow faster than his standalone practice. Kevin says his decision was driven primarily by trust. He had known Andy and other OnePoint partners for decades and believed the firm offered the right future for his clients and employees. His choice ultimately came down to staying at Northwestern Mutual or joining OnePoint. Their discussion points to three fundamental considerations: trust, demonstrable value, and philosophical alignment. Economics matter, but both argue that a sustainable partnership depends on confidence in the people and business on the other side of the transaction. Related Resources Rise and Reinvent: Joe Duran on Building and Rebuilding World-Class Firms From Insurance Sales to $8B RIA: A Northwestern Mutual Breakaway Story The 4th Annual Advisor Transition Report Andy SchwartzCo-Founder, Managing Partner, and Chief Executive Officer Andy Schwartz is the Co-Founder, Managing Partner, and Chief Executive Officer of OnePoint BFG Wealth Partners, where he also serves as a Wealth Management Advisor. A CERTIFIED FINANCIAL PLANNER® with more than 40 years of experience, Andy has built his career around helping clients make confident, well-informed financial decisions at every stage of life. He works extensively with physicians and business owners on wealth building, retirement planning, and tax-efficient asset transfer across generations. A 2026 finalist for Wealth Management Awards CEO of the Year (under $25B AUM), Andy brings the same discipline to leading the firm that he brings to client relationships: comprehensive planning, long-term thinking, and an unwavering commitment to independence and integrity. Beyond his client work, Andy is deeply invested in the advisory profession itself. He co-hosts The Advisor’s Compass podcast, offering candid, practical guidance on the business and responsibilities of being an advisor. His mentorship philosophy is straightforward: pass the ladder back down. His industry recognition spans more than a decade, including Top 1,200 Advisor by Barron’s (2018–2024), Top 250 Wealth Advisor and Best-In-State Wealth Advisor by Forbes (2018–2024), Top 400 Financial Advisor by the Financial Times (2018–2020), and Top 100 Independent Advisor (2020–2023). He was named Executive of the Year by NJBIZ in 2019 and was a finalist for the Invest in Others Lifetime Achievement Award for more than 20 years of service with NJ SEEDS. Andy holds a B.S. in Finance and Marketing from Rowan University and is actively involved with Nourish NJ, the Navy SEAL Foundation, the Jewish Federation of Greater MetroWest NJ, and JSDD. Outside the office, he enjoys golf, reading, and time with his family at the beach.   Kevin SpahnPartner and Wealth Advisor Kevin Spahn is a Partner and Wealth Advisor at OnePoint BFG Wealth Partners, bringing more than three decades of experience in comprehensive financial planning to his clients and the firm. Kevin’s path to wealth management is rooted in the law. After earning degrees from the University of Notre Dame and the University of Wisconsin, he began his career as a practicing attorney before making a deliberate pivot toward financial planning in 1993. He joined Northwestern Mutual, then founded Spahn Financial, building a practice centered on thoughtful, holistic planning for families and business owners. That practice joined OnePoint BFG Wealth Partners in 2025. His approach has remained consistent throughout: help clients build and protect wealth not just for themselves, but for the generations that follow. Kevin works with clients on comprehensive financial plans that account for the full picture, understanding that the impact of good planning extends well beyond an individual portfolio to families, businesses, employees, and the broader community. Kevin is based in the greater Chicago area.   NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise A conversation between Louis Diamond, Andy Schwartz, CEO of OnePoint BFG Wealth Partners and Kevin Spahn, Founder of Spahn Financial (now OnePoint BFG). Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Build, Grow & Transact: Making the Leap from Northwestern Mutual to a $20B Enterprise. It’s a conversation with Andy Schwartz, CEO of OnePoint BFG Wealth Partners, and Kevin Spahn, founder of Spahn Financial, now OnePoint BFG. I’m Louis Diamond, and this is The Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. Each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education-driven and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at 908-879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions, and more, inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: There’s a big difference between building a successful practice and building an enterprise. I think Andy Schwartz and Kevin Spahn offer a unique perspective on that distinction from two very different sides. Both spent decades in the Northwestern Mutual system. Andy ultimately left to build what became OnePoint BFG Wealth Partners, taking the firm from roughly three billion to nearly 20 billion and transforming just about every aspect of the business along the way. Kevin built one of Northwestern Mutual’s top practices before reaching a different inflection point, deciding what he wanted the next phase of his career and business to look like. Rather than go independent on his own or simply monetize what he had built, he chose to become part of Andy’s growing enterprise. That makes their story particularly relevant for our Build, Grow, and Transact series. Andy can speak to what it takes to build a firm capable of becoming an acquirer, from converting advisors from 1099s to W-2s, to creating equity opportunities, to bringing in outside capital while remaining very deliberate about being private equity-invested rather than private equity-owned. And Kevin brings the seller’s perspective, how you evaluate the economics, the trade-offs, and ultimately the people you’re trusting with the business you spent more than 30 years building. Because whether you’re building, buying, or considering a transaction of any kind, the numbers are only part of the equation. As you hear from both Andy and Kevin, trust may be the most important currency of all. So let’s get to it. Andy and Kevin, thank you so much for both joining us today. Andy Schwartz: Great to see you again, Lewis. Thank you for having us. Louis Diamond: I’ve been excited about this interview for a bunch of reasons. One, our Build, Grow, Transact series has become a real staple of our show and we got lots to talk about there. But also, the friendship, the relationship that you two have had for over 30 years really stood out to me. So before we get into the nuts and bolts, talk about your relationship. How’d you guys meet, and how did your career stay so intertwined together when you’re in different geographies and at different firms, and have each been very successful in your own rights? Andy Schwartz: Sure. Kevin, do you want to start with that? Kevin Spahn: Sure. I started in this career in 1994 and met Andy sometime after that. He was a more advanced financial planner. I was an attorney, and then I transitioned into this business. So when I first joined Northwestern Mutual, which is my first broker dealer, I didn’t really have a background in investments. At the time, a lot of Northwestern Mutual reps were learning the investment business because they maybe originally started with Northwestern Mutual focusing more on insurance planning. My background was more estate planning. At the time, if you think early ’90s, if you did estate planning, insurance often went hand in hand with that. The estate exemption in early 1990s was about $600,000. So if you pass more than $600,000 to your children, there was a 55% tax. One way around it was to put insurance in an irrevocable trust, help cover the tax that way. So it really was a popular common strategy back then, and it’s really what got me into the business. But I quickly realized that I didn’t want my future to be insurance and estate planning. And there was a conflict if you acted as someone’s attorney and sold insurance. So I had to pick one way or the other. I decided long-term it would be better for me to move into the wealth management space. But with that little background in that, I had a lot of work to do. So took a lot of tests, became a certified financial planner. But the person that helped me the most along the way was Andy. We became friends, we sat on committees together. That’s really how we met, I would say. So we worked side by side interacting with our home office and representing the field, bringing issues to the home office that we thought were beneficial to the field. As we did that together, I got to know Andy. And then separately, I learned from him how he built his business and how they would review clients’ portfolios and come up with solutions. So I really credit Andy with helping me more than anyone else to transition from attorney, financial planner doing more estate planning insurance to wealth management. Louis Diamond: Very cool. Hey, I would say, maybe I’m a little biased, that, Kevin, you picked the right path in hanging up the law shingle and coming into wealth management. Kevin Spahn: I tell a lot of people I’m a reformed attorney. Andy Schwartz: Great. Louis Diamond: Exactly. My dad would say the exact same thing. Very common at dinner tables in the Diamond households. Andy Schwartz: I was always grateful that I wasn’t smart enough to be an attorney. Louis Diamond: There we go. Andy Schwartz: That’s where my gratitude lies. Yeah. Louis Diamond: There we go. Andy Schwartz: Some would say he’s too smart. Louis Diamond: There we go. Andy, question for you. I mean, anyone who is at or was at Northwestern Mutual, I mean, you’re like Elvis to them. It’s absolutely crazy the amount of fanfare and brand recognition that you and your brother Scott have. But for those who maybe missed your first podcast appearance with us a number of years ago, or aren’t or weren’t within the Northwestern Mutual system, or haven’t been familiar with Bleakley and now OnePoint BFG, just give us the cliff notes, the origin story, how you got into the business, and how’d you get from here to there? Andy Schwartz: Yeah. So the origin is probably pretty common, probably by accident. Going into my senior year in college, I was working in a restaurant, had a falling out with my boss. I happened to be dating a woman who was living with a general agent with Fidelity Union Life. No one will have ever heard of Fidelity Union Life, but their secret sauce was they sold life insurance to college seniors on a note. So if you can get a $10 money order, because where I went to school, nobody had a checking account, then you could basically get a note signed and they would buy insurance. And then when they graduate, hopefully they’d pay for it. I started selling life insurance my senior year in college. And then my twin brother Scott, who is my partner, and has been for over 40 years, he took an interview with what was the nucleus of our present firm actually. I just went up to Northern New Jersey in May of 1984 because I was an expert. I had been selling life insurance to college kids for six months, so I knew everything you had to know. We met with these guys, and we both ended up joining them. So that was a Northwestern Mutual district agency, and that was 1984. We got licensed right away. I got my CFP in ’86. We always knew that it was going to be about planning. So I think we had the right idea. We were a little ahead of the curve because there weren’t a lot of CFPs in ’86. We got securities license immediately. So before Northwestern had securities license, we got securities license with US Life actually. And then it was really a volume business, a client-building business. We always tried to act as a firm and share resources. We were small, but like a lot of people, we started out selling A shares and B shares and C shares, doing financial planning, selling insurance, and then we made a lot of really good hires along the way. And then after 30 years at Northwestern Mutual, which was a great experience for me, and I have nothing but respect for the institution and certainly the advisors that are there, Kevin certainly was one of them, and I know he feels the same way, but we just wanted to have a little more flexibility. We went independent about 11, almost 12 years ago. We wanted to be able to be multi-custodial. We wanted to have a little bit more optionality for our clients and for ourselves. We left Northwestern at three billion or so in assets, and that was in 2015. It’s in March of 2024, I get introduced to this guy with a crazy accent named Joe Duran. Funny, probably the only person in the industry that had no idea who Joe Duran was me. I’d never heard of Joe Duran. I don’t pay attention. I worry about our firm. I don’t worry about what’s going on outside. So I get introduced to Joe by a mutual friend, and we had an interesting conversation, and it took us probably about four or five months to figure out what we wanted to do. And then in August of ’24, myself and my three partners, we rolled in. And then in ’85, the rest of the firm rolled in. And we can talk a little bit more about that. Today we’re 18-plus billion, growing quite a bit. We’ve been very lucky that we’ve made some very good decisions along the way. We’ve made some bad ones too. But most of the decisions had to do with the people that we hired, the people that we brought on to help us, because I think it’s really important. I always say that the biggest mistake advisors make is they buy their own bullshit, and I try not to, and I realize that I’m smart enough, but I’m certainly not the smartest guy. I’m rarely the smartest guy in the room. So what we try to do is hire lots and lots of really smart people. And we’ve done that. They’ve been loyal to us, we’ve been loyal to them. Yeah, so we’re blessed to have a really great team and lots of good partners. Yeah. Louis Diamond: Yeah, we’ll definitely get into more of the nuts and bolts of the decision to take on capital, partner with Joe Duran’s Rise, but that’s an amazing background. Andy, I have to give you credit because your style, and I think I’m sure there’s business benefits, but it comes from a good place, I’m sure. But the coaching and consulting and just assistance that I’ve heard you provide to so many past and current Northwestern Mutual advisors through sports camps is absolutely incredible. It’s very near and dear to my heart because we always try to lead with education and helping people. So I just wanted to call that out, that your reputation for just providing amazing guidance and coaching to advisors is unparalleled. Andy Schwartz: And it’s been the best part of our journey. We’ve been able to help so many people. We get way too much credit by the way. So everybody gives us way too much credit. But the way I look at it is, I’ve been able to leverage my life because I’ve been able to build a great life for myself and my family, but we’ve been able to leverage that, and that’s where the real gift is. So yeah, it’s been a joyful journey for us. Louis Diamond: Amazing. Kevin, question for you. You walked through your little bit unorthodox background to get into Northwestern. Can you talk about where your personal practice is today? And then I want to ask you about the decision to leave Northwestern and sell and team up with Andy and team. Kevin Spahn: Well, I have to go back to the beginning. What was attractive to me about this business is I went from a career which was confrontational adversarial. I was a trial attorney for six years, and every day I would fight with people over things I didn’t necessarily have a personal interest in and I didn’t really believe in always. But the adversarial confrontational nature wasn’t really my personality, and I would take it too personally. So sometimes I’d go home in a bad mood because I was fighting with somebody taking a deposition. At night, after so many years as a trial attorney, I started going to people’s houses and doing wills and trusts. And that’s where the dynamic of working with a client or a potential client, feeling that you helped them and walking out of the meeting where they would appreciate what you did for them, and you build a relationship and actually all of a sudden have a friend, that dynamic was attractive to me. That’s really what got me to transition into the business. So I think it was really helpful to me at the beginning of this career. As Andy said, we all grew our businesses one client at a time. There’s a lot of doors closed, phones hung up on. There’s many people that don’t want to talk to you. There’s many people that don’t call you back. There’s many people that you think you’re getting somewhere with and you don’t. And that’s difficult for people because people often, young reps take that as personal rejection. I had the benefit of comparing what I was dealing with as a young financial planner to what I had dealt with as an attorney in litigation. I think it just was perspective that I knew I didn’t want to do that anymore. So the negatives to this business didn’t seem that bad to me. I loved the independence. I loved all the relationships that I was building. And that part of it is to this day my favorite part of the business. When you ask about the present, what basically happens is you start out taking anybody and everybody as a potential client or as someone that you would be willing to work with. And then over time you work with more successful people. So where I’m at today is working with pretty successful people, but they’re all the same, meaning we like working with nice people. If people are nice, we work with them. I feel we can help anybody. Over the years, one client at a time. The thing that I probably, if I could go back, would change is I think Andy and I are both good at meeting people and building trust and providing value, so that’s why they work with us. So I think that’s just something we’ve both been able to do. He’s much better than I am at building an organization. So I built an organization basically hiring people, that whenever we got too busy, I hired another person. Drawback in terms of that is, anybody that I interview I think is great, and I think they’d be great to join the organization. I like them all. In spite of that, I’ve also brought in many good people that I love. At this point, my firm has 18 people. We’re a little subset of Andy’s larger firm. I think one of the most attractive things to me about joining Andy’s firm is what Andy mentioned before: the people. As opposed to me having to build this all out myself, going independent, Andy already did that. And he has the infrastructure that would allow me to just merge right into that and not have to go through the pain of figuring all that out, which I don’t even think I’m capable of, to be honest with you. Louis Diamond: You’re probably selling yourself short because the way I understood it, you had one of the top practices within the entire Northwestern Mutual systems, and it’s a firm filled with very successful advisors. For you, Kevin, what was the driving force to leaving NM after all these years? What was bothering you or frustrating you that indicated to you that it was time to do something different? Kevin Spahn: To be honest with you, I was pretty happy at Northwestern Mutual. I love the company and the people. I still have many good friends there that I truly miss. The big thing for me, I don’t know if it was any one thing, to be honest with you, is Andy said there’s optionality, especially on the investment side. I think one of the things that happened to me is, when I first started, I was 31 years old, and most of the potential clients that I would meet and work with, they weren’t what I would call today great investment clients. They didn’t have a lot of money. They had great futures. They might’ve been earning significant income or on the way to earning significant income. So what did they need at that point in their life? They needed planning. They needed protection. They didn’t really need investment management because most of their investments were going into their 401(k). But a lot of those clients that we would take on, and I think that’s the big advantage of Northwestern Mutual, you take on clients that a lot of the investor firms don’t want because they don’t have large investment portfolios. But at some point down the road, all of a sudden you wake up and they do have large investment portfolios. So you bring them in as clients that might buy life insurance from you or disability insurance or something like that. And then you help them, and you give them advice, and you build a relationship with them. Down the road, they make more and more money. They leave jobs, they roll 401(k)s, they have the ability to invest money, stock options, things like that. Next thing you’re doing more comprehensive planning that incorporates investments. As that progresses even further, you work with larger and larger clients, much more significant net worth, more complexity, bigger tax issues. Some of the strategies and opportunities that we now have at this independent RIA are very attractive for these high-net-worth clients. Along the same lines, less of what I do at this point in my career is insurance, mostly because a lot of the people that I meet are older, they already bought insurance, they’re looking more for investment advice as opposed to insurance. So one of the things that most attracted me to Northwest Mutual was their strong insurance products, which helped me for many years. As time went on, I was doing less of that. Louis Diamond: Makes complete sense. So it was a changing of what clients wanted and just the circumstances of your clients where you said, “What got me here when I was 31 was insurance planning, and that’s what my clients needed. But as my practice has evolved, I’ve aged, my clients are older, have more money, the focus shifted from insurance to investments.” And then the distinction was, am I at the best place to run investments in addition to insurance planning, et cetera? It’s a very interesting dynamic. Just the shift in basically your legacy clients was what drove you to consider change. Kevin Spahn: That was a big factor. I think the second big factor was I had my own firm with 18 people. My succession plan was that at some point I would shift ownership of the firm to people that worked with me. So as they owned more of the firm, they would have revenue that was currently at the time being paid to me. In my mind, as it shifted to them, they would buy me out using revenue from the clients that we already had. And I realized that there were some issues with that. In our business, as you get older, in your client’s age, they start taking money out of their portfolios. So everyone understands that in our business, the younger average age client you have makes your book more valuable. I was the biggest driver of new business at my firm, and I started to see that there were some problems with my succession plan. They included, if something happened to me during this succession, that would be a real problem for the people that were buying my business from me if I went that way. If something happened to some of my key people, that would’ve been a problem as well. So it was really attractive to me to… I wasn’t looking to sell my business, I was looking to merge it. So I merged it with Andy’s business. I believe that Andy and what he’s put together and the actual idea of having partners. So I never really had partners, but now I do. Having partners that we’re all on the same page, we all have similar backgrounds, we all bring something different to the table, and we can learn and benefit from working with each other. But also, owning a little piece of a much larger firm was, number one, it put me in a better position in terms of the potential risk of something happening to me or one of my key people. But secondly, I just think it’s more likely to grow at a greater pace than my firm would’ve as I aged from my 60s to my 70s. Louis Diamond: Very interesting. It’s a great realization. I think it’s one that probably every firm owner grapples with at some point, is the romanticism or the ease, some would say, of an internal succession plan. Rewarding those who have helped you build the firm is something I think everyone is interested in. But once that’s put into practice, whether it’s because of capital or sky-high valuations or right people on the bus or risk, et cetera, nowadays oftentimes leads to a firm owner looking at a transaction, whether it’s a merger, a sale, a private equity, capital infusion as a means to solve for succession. So it’s a very interesting way you framed it. Andy, I want to turn it over to you for a little bit. So you mentioned when you launched Bleakley Financial, which was the old name of your firm, out of Northwestern, you’re about three billion. I think I read that you’re about 10 billion or so when Joe Duran and Rise invested you in 2024. You just said you’re at 18 billion now in the middle of 2026. That is absolutely incredible and amazing. Andy Schwartz: We’ll be well over 20 by the end of the year without any additional organic growth. Louis Diamond: That’s absolutely incredible. Andy Schwartz: We’ve got a lot going on right now. Louis Diamond: What’s actually driven that? What’s been the playbook? Andy Schwartz: The three areas that are most important for us, and we had our town hall this morning, and we always talk about the things we focus on as a group, the first and most important is the client experience. I always say to people, if you are their advisor, then that means someone else isn’t. These people, they all deserve to be really well taken care of. They deserve the best service, they deserve the best advice. So that’s something we take really personally. So client experience first. Then we also understand that we don’t just work for clients, we work for our advisors. So I have two jobs. I have, I don’t know, 500 clients I service with my team, and I work for Kevin and 36 other partners and all of our employees. Because again, I recognize that the decision Kevin made… We’re in the middle of a transition out with another advisor, and we pretty much talk to her every day, and I know how hard this is. A transition is so difficult. When you come from a good place, because any of the Northwestern advisor who joins, they’re coming from a good place, it’s not like they have to go anywhere, it’s difficult. So we have the massive responsibility that three or four or five or 10 years from now, that there better be hugs around that this was the best decision ever made or otherwise. That’s the kind of thing that keeps me up at night. So we’ve got to take care of our client experience, we’ve got to take care of our advisor experience. And then obviously, we’ve got to grow the firm so the firm grows organically. So part of this whole idea of serving our advisors is we have to help our advisors grow. I talk to a lot of people on the acquisition side, and if I’m talking to an advisor, it doesn’t matter how big they are, we kind of think of it as a OnePoint way. There’s flexibility in the OnePoint way. But if I can’t help them grow, I don’t want them, because I say it all the time, I’m not the mafia. I’m not here to get a taste. Louis, if you weren’t interested in joining us, if I thought that we could help you grow by doing that, then I want you bad. If I don’t think I can help you grow because we’re so different, or because you’re not going to adapt what we do, or there’s no leverage in it, or you’re already better than we are, I don’t want it. So for us, organic growth, number one, and I think you know the industries well enough, that’s got to be the key. We shoot for 10% organic growth. We’re at a little over 5% so far halfway through the year. So assuming we have the similar second half of the year, we’ll hit our 10. Last year we’re at 7.5%. The second is the inorganic growth. If you truly build a platform, if you truly build a firm that advisors know that they’ll be supported, that they’ll be loved, and you’ll help them grow their businesses, it does make it easier for us. We’re not the highest bidder typically. We can’t. We respect our client’s capital, we respect their equity, so therefore we’re not going to go out there. We’re not an aggregator, we’re a firm. But I think that if we can get that message across, and I think we have, then advisors join us. So that’s been a big part of the growth. And then the market’s helped. Obviously, over the last two years, the market’s been helpful. So that’s how we’ve gone from 10 to 18 and on our way to 22 by year-end. Louis Diamond: This is absolutely incredible. Any advisor or firm owner would say organic growth is important, but just saying it’s important doesn’t mean it’s going to happen. So what are the ways in which you help your advisors or your own practice grow organically? What is it that OnePoint is doing for your advisors? Andy Schwartz: Starting with bringing on growth-oriented advisors. I mean, look, Kevin Spahn and I come from the same place. We learned how to sell. The great thing about coming out of whether they’re broker dealers or out of the different insurance BDs is, these are people that know how to sell. These are people that don’t think that selling is a bad word. A lot of times you go to the wirehouses and they’re not necessarily sales guys. They’re really smart. They think that they’re investment mavens and investment geniuses. I’m not interested in investment geniuses. I’m interested in people that want to take care of their clients, provide everything they can, clients first, do the proper planning, be good advisors, but they’re growth-oriented. So as long as we’re talking with the right advisors. Again, if I’m talking to advisor and they might have a big practice, if they’re not growers, we’re not interested. There’s a sense of responsibility for all the partners because we are a true partnership. It’s not an aggregation. This is a firm. I’m responsible for Kevin. Kevin’s responsible to me. All of our partners are responsible to each other, because if we’re going to do a 10% organic growth target, and if some partner is negative 3%, we don’t put them through the spanking machine, but everybody is very aware of where everybody is and nobody wants to let their partners down. I think either you’re a growth-oriented advisor or you’re a zoo-fed bear. There’s another expression that I got from another Rise Growth Partner or Rise Growth firm. We all kind of communicate and talk to each other. And I was talking about zoo-fed bears, and he said, we call them house cats that think they fight. So they’re house cats, but they have no claws. But I think if you’re careful about who you bring on as partners, and if they are workers, growers, they understand that their job in life is to serve the people. We talk about referrals, we do lots of training to help on referrals. We work on organic growth strategies from the firm, but a lot of it comes from the advisors themselves. Louis Diamond: Makes sense. So it sounds like, to boil it down, it’s being really selective and having a really clear sense of who’s the right fit for your firm. Not that there’s not amazing advisors out there, but just because you’re an amazing advisor, doesn’t mean you’re the right fit to join OnePoint. Andy Schwartz: I think the one big distinction and difference is other than the fact that we are minority-owned with private equity. So we own our business. I mean, I’m the CEO of the firm. I also have the biggest book in the firm. At least for right now, I mean, Kevin was transitioning, so I’m sure next year he’ll be the leading advisor. But I lead the firm, because as far as I’m concerned, you have to lead by example. We are completely aligned. I know exactly what Kevin does every day because I do the same thing. I’m not some attorney or accountant or private equity boss that’s saying, “Oh, I’ve got an idea for growth. We’ll just raise our fees by 5%.” Brilliant. Yeah, we are completely aligned, all of us. I think that makes us a little bit unique, and it really helps us, I think, in our growth trajectory. Louis Diamond: I would agree. The challenge that a lot of advisors-turned-firm-owners or turned-enterprise-builders have is the tug of war between the client work, which either is their ultimate passion and driving force, or it’s something they’re really good at minimum, versus being the owner, the operator, et cetera. I resonate very much, Andy, with the way you handle it. I do the same thing running a company, but also working with advisors. To me, I need to do both in order to do my job well. But that tug of war is tough. So I’m curious, your firm is very large now, you’re a steward of external capital, and you have a $3 billion book yourself. How do you do it? How do you balance the two? Andy Schwartz: Well, fortunately, my kids are grown, so I’m not coaching sports anymore. So I do have a little more time than most. Look, we have a great team. So the idea that I run the firm… I mean, I lead the firm, I don’t run the firm. We have great partners. We have great… Our manager team is fantastic. So I mean, they really run the firm. But this is where my passion is for now. So I don’t mind. Days are typically pretty long. I don’t play golf during the week. Mara and I don’t travel probably as much as we should. Vacations are always a little bit mixed. There’s always room for calls and meetings and whatever. But to me, I mean, I’m grateful to be in this situation. I’m enjoying it. This is such a privilege to be the person that people recognize as the leader of this bunch, of this group. I mean, it is the honor of my life. So I don’t think of it so much as work. It’s my advocation. It does get busy. There are some times where I have to remind myself, “Just enjoy the ride.” I get a little overwhelmed, but I get lots of help and that makes it possible. Louis Diamond: Yep. If you’re not doing the job of the folks that you’re encouraging and leading to do, how do you have fodder to train them, to teach them, to empathize with that? Andy Schwartz: Exactly, you don’t have the credibility. I can ask them to do almost anything because they know I do it myself, and I think that helps. Louis Diamond: Yep. So moving more into the decision to bring on private equity capital, what I thought was probably the most interesting component of your announcement that you took on PE investment was that you completely restructured or reoriented your firm prior to Joe Duran coming in 2024. Correct me if I’m wrong, but Bleakley Financial Group was almost all 1099 contractors. So everyone owned their own books of business, paid Bleakley a fee or an override for certain services. But now, today, over 85% of your advisors and your AUM are W-2 employees, meaning you converted them from 1099 to acquiring them or merging with them. To me, that’s the dream. It’s had to have been very, very, very hard and challenging because there’s so many aggregator firms or platforms that support independent advisors, but the value that they’ve created is fairly minimal relative to one cohesive firm. So can you just talk about that decision, a very big and brave decision to go down the path of acquiring or merging with the practices rather than letting them continue to operate independently? Andy Schwartz: Well, look, we had to… It’s funny because we had been having conversations for years with consultants, and they kept telling us what we had to do. Again, we’re not that smart, so we just kept thinking, “No, we don’t have to do that.” But we were told 10 years earlier that the only way that this thing has any value to the world is you’ve got to have EBITDA for the firm. We talked to all the smart people, we ignored all of them. But what happened was we needed capital and we needed equity in order to bring people on, because people aren’t just joining us just because we can help them grow a bigger business. So the reason we went in the direction we went initially was we just needed capital. We wanted to grow the firm, and the only way we were going to get to is… What’s the old saying? What got us here is not going to get us there. So we needed capital. But we also realized that I had to have something I could sell in the marketplace. And people want equity. So they want cash, but they also want equity, because we’re talking to entrepreneurs. Kevin owned his own firm. He has $2 billion of assets. He wasn’t interested in being someone’s employee, but he was interested in being able to get leverage and be a partner and share equity in a larger firm that had the chance to grow even more. So what the gift that Joe Duran, the Rise folks gave us was that gift of structure and understanding. So that was really helpful, and that’s been a big part of our success. Louis Diamond: Yeah, it’s an amazing journey. Again, I think you could probably write a book or a case study on how that happened. I’m sure there were some downfalls, some people that weren’t all that excited about it, but the results speak for itself. Andy Schwartz: I think people ask all the time because I do get phone calls. People are trying to do this, and they’re struggling. It took us 90 days to basically do it. People say, “I’ve been at this for two years.” And the biggest issue is trust. Either they trust you or they don’t. At the end of the day, I always went to the advisor here, we were a firm for 30-plus years prior, and these guys knew that we always did what we said we were going to do, and we always did. If your people trust you, then you can do it. If your people don’t trust you, it isn’t going to work. Louis Diamond: In other words, your firm added immense value to the advisors as well. Aside from trust, if you weren’t providing a service or services that they found a value that they couldn’t access on their own, it would’ve been 85/15 going the other way for sure. Andy Schwartz: Yeah, 100%. I know it’s not easy, but it wasn’t that hard for us. Louis Diamond: Good. It’s well-earned. So I believe you were Rise Growth Partners’ first investment. Andy Schwartz: We were. Louis Diamond: That’s cool. It’s exciting. You get to be someone’s first, but did it make you uncomfortable that you were the first investment or did you see that as a positive? Andy Schwartz: I actually saw it as a positive. Well, one, because I recognized immediately that Joe Duran and his team were way smarter than we were certainly, and certainly with what we were trying to do. And I figured that it’s almost like the first child. They were so excited to have somebody, and there was so much time and energy, so they just really doted on us. They were really able to help us. Now they’ve got four or five groups that they work with, and obviously we’ve been launched. So the younger babies are getting more time and attention, although we get everything that we need from them. But yeah, that never concerned me. I always thought that would be our advantage. It actually turned out that way. Louis Diamond: Interesting. In thinking through a sale or a minority sale, did you entertain other types of capital, whether it was a family office or a multitude of other private equity sponsors or selling the firm outright? Andy Schwartz: Yeah, we probably had four or five very, very serious conversations. Actually, some got pretty close to the end where we basically just made the decision not to do it. One was a much larger firm, good people. But the problem always was… I was always going to get rich out of the deal because it was going to be 100% sale, but there was really no lift or leverage from the advisors. So the principals, they were willing to pay me a big multiple and my partners a big multiple, and pay these guys basically an average multiple. So we had always told our guys, “Let’s stay together, and someday, this thing, whatever it’s going to turn into be, will benefit everyone.” So with the Duran situation and the deal with Rise did, it gave everybody a chance to benefit from what we were doing. But what was good about all of those false starts was, it taught me a lot because I had… I know you’re involved in this, so you know better than I do, but we’d start conversations, somebody would reach out to me, I would be very specific about what I needed. They would say, “Yep, we can do that.” And then you get to the finish line, and it’s almost like, I started out, I wanted a tomahawk steak and a baked potato, and I ended up getting a two-day-old hamburger with some cold French fries. It’s like, I know I’m not that smart and I know you’re the PE guys, but for God’s sakes, we’re not stupid. So it was funny because in January of ’24, I told my partners, “I don’t want to have any more of these conversations. It was a waste of time and energy. I’m sick of talking to these people. Let’s just put our heads down, and then let’s grow the firm a little bit more, and then we’ll see what the world looks like.” And then I get introduced to Duran. Louis Diamond: Perfect. Makes sense. Yeah, so you were well-educated on the market, the types of buyers, and I always say it’s almost more important to understand what you don’t want more than what you do want. The only way oftentimes to understand what you don’t want is to experience it and touch and feel it and really get into the weeds on it. I like too, Andy, I saw in an article, you said that “we’re private equity invested, we’re not private equity owned,” which is a very cool dynamic. I could imagine why that was important to you to retain majority control. Kevin, I want to bring you back into the conversation. Thank you for being patient here. But I mean, I would imagine you had some real choices. I mean, you could have stayed at Northwestern and been very successful, gone through with your internal succession plan. You could have gone to an independent BD, monetized, figured out succession later. You could have sold the business to a strategic acquirer. You were big enough to take on an investor in some capacity on your own. So options wasn’t your problem. Maybe just walk us through. Did you consider any other pathways? And what were the pros and cons in your mind that led you to doing a transaction with Andy? Kevin Spahn: I’m a little different, I think, than most people in this industry. Even as you grow your business at a certain percentage, none of that stuff has ever really meant anything to me. All I know is I like what I do. So when I came into the business, because I like it, I enjoy it, I spend time doing it, I’ve tried to get better at it. But it comes naturally because it’s something that I don’t look at Monday mornings as, “Oh, no, it’s Monday morning.” I’m excited to go to work. My entire career, once I left law, my business has just grown over the years naturally. But you said something before, Louis, and I think this applies to me. I love to work with the clients. I don’t like what I have to do in terms of running the firm. I never have. It’s never been my cup of tea, but you have to do it if you run a firm. So number one, the thought of all the due diligence that I would have to do to research all the firms out there, I wasn’t really all that interested in doing that. At the end of the day, it comes down to this word trust. I trust Andy. I trust the other partners here too, because I’ve known not just Andy, but I’ve known Scott and many of the other partners for years. So I knew what I was getting myself into. At the end of the day, I knew what they built. I was very comfortable with it, and I was either going to stay at Northwestern Mutual or I was going to come here, but I wasn’t going to go anywhere else. I will say, since I’ve gone, it’s been exactly like I thought. I thought I trusted Andy. And if something happened along the way with the transition, everything that he said has been true, thing that he promised is real. As you deal with more complexities with a bigger book and more and more employees, I knew that I was almost at the breaking point in terms of my own organization and to merge into this organization that, as I said before, he’s already built out. I don’t have to do it. And to benefit from these great people that he has as part of his organization, that’s all been a real blessing for me and my team. So I didn’t shop the marketplace really, but I knew what I was getting into, and it’s worked out clear as I thought it would. Louis Diamond: That’s amazing. I think that’s what most people would covet. But it is a decision in and of itself to not shop the marketplace. I mean, from representing buyers or prospective buyers, I know the pricing leverage or the negotiation leverage and the valuation lift that comes from having an open market, having multiple bids, et cetera. It sounds like that wasn’t the… Obviously you wanted to get fair value for your firm, but for you, it was more, it’s trust, “I’m either going to just stay at Northwestern, which is the devil I know or it’s what I’ve known where I’ve been successful, or I’m going to go to the individual that I trust and forget about all the other noise.” Kevin Spahn: Well, Andy says things, but I know they’re true because I’ve seen him at work. I’ve seen how he’s acted. I’ve seen how he interacts with people. But here’s an example. He cares about the people that are at his firm. He says that, but I know it’s true because I see it. I’m the same. I really care about the people in my firm. So as I think about, well, what about the future of two groups, my clients, but also the people that work in my firm? They’re going to be around long after I am. Well, I don’t want myself to retire someday, get a big check, because there’s all sorts of options to get a check. If I get a check and then my client’s scatter to the wind, and my employees don’t really have a future and they just have to go and find their own way, that wasn’t attractive at all to me. So one of the things that I really appreciate about this opportunity is that there is a plan for both my clients and my employees or the younger team members at formerly Spahn Financial, where I feel very good about the fact that they have a solid, secure future in an industry that they’ve all grown to love without them having to go out and make their own way. Louis Diamond: Makes sense to me. We noted a couple of times in this interview, you talked about equity, partnership, both of you have. So Kevin, for you, what did it mean differently for you to become a partner and get equity in a larger firm rather than, we’ll say, the less risky move of just taking everything in cash? Why was that an important distinction for you? Kevin Spahn: For many years, when I left law and came into this business, I didn’t have any money at the time. I was just starting to make money as a lawyer. It takes a while. I started low. I got trial experience working for the government, so they didn’t pay much. That was three years. Then I was at a firm, and I was just starting to make more money. Then I made this big shift into a career tha

As AI adoption continues to accelerate, how can organisations maintain control of their data, infrastructure, and AI strategy? Sovereign AI is rapidly moving from planning and discussions to practical implementation, making it more important than ever for IT decision-makers to understand what it is and how it works. So, what does it take to deploy sovereign AI effectively while maintaining control, meeting compliance requirements, and protecting valuable data? This week, Technology Now is joined by Trish Damkroger, SVP & GM, HPC & AI, to find out: What sovereign AI looks like in 2026, and how it can be achievedThe five imperatives that organisations must consider when implementing sovereign AIWhy an effective AI strategy must come before decisions are made 

Across Cisco's partner ecosystem, AI adoption isn't new — it's already happening at scale. So how do partners turn that momentum into trusted, real-world outcomes for their customers?  In this episode of Scaling AI in the Enterprise, we bring together an all-star partner panel featuring Trace3, Worldwide Technology (WWT), and Presidio to tackle the real challenges of scaling AI: the shift from dashboards to semantic layers, the discipline of clean data and governance, the balance between automation and human judgment, and why adoption is as much about culture and trust as it is about technology.   Host: Emma Carpenter, SVP Recurring Revenue Acceleration, Cisco Customer Experience    Guests:   Josh Lindstrom, Sr. Director, Data and Analytics, Trace3   Surbhi Kaul, VP CX Product Management, Cisco Customer Experience     Kevin Corace, SVP Software and Services Lifecycle, Presidio    Laura Kuehner, VP Customer Experience, WWT    Learn more about Cisco Customer Experience; read our blogs and visit Cisco.com.

When the Enterprise attempts to rescue some freighter crew members from the home planet of the late Tasha Yar, they discover Tasha had a sister, Ishara. But when Ishara double crosses them, Picard and Company are faced with issues of bias and trust, learning the lesson "skin folk ain't kin folk". Visit our website at humanisttrek.com Support the show at patreon.com/humanisttrek Pick up your merch at humanisttrek.com/merch Support our show by visiting our sponsors & partners: Modiphius | UnderOutfit Socials: Bluesky Mastodon Discord YouTube Thanks to Star Trek Avatar Creation & Starfleet Officer maker by @marci_bloch

Tread Perilously begins its 10th annual Star Trek month with the classic Original Series episode "Balance of Terror." When the U.S.S. Enterprise is called to the Federation Neutral Zone along the border with the Romulan Star Empire, they discover outposts have been destroyed. When the ship reaches a base under attack, they learn the truth: the Romulans have crossed the zone with a new ship capable of cloak and a devastating energy blast. Will Captain Kirk and the crew manage to prevent the Bird of Prey from returning to Romulan space while stopping the incident from becoming a full scale war? Justin argues Star Trek II: The Wrath of Khan is also a sequel to "Balance of Terror." Erik recalls the correct stardate for once. Kirk's tendency toward crappy Internet Atheism is examined. Navigator Stiles brings Dr. McCoy's racism into stark relief. Next Generation barber Mr. Mott proves to be an eternal being. The pair try to figure out what Patrick Stewart or Avery Brooks would say upon returning from space. Leonard Nimoy once again earns MVP status for a superb exposition dump. Justin determines the origin of DeForest Kelly's accent. Erik admits to being behind on Strange New Worlds. Collision acting is reviewed and Babylon 5 cannot help but enter the chat.

This week we cover the first installment of the "next generation" of Star Trek Films!In the 23rd century, the Starship Enterprise is dispatched to the scene of a giant energy field about to engulf two ships. Capt. Kirk (William Shatner) averts calamity, but is exposed to the field and presumed dead. Years later, the Enterprise's new commander, Capt. Picard (Patrick Stewart), learns that one of the disaster's survivors, Dr. Soran (Malcolm McDowell), plans to enter the field by destroying a neighboring star. Picard now must collaborate with an unlikely ally in order to stop him.Hear our take on the film and on the critique of SISKEL AND EBERT.SUBSCRIBE TODAY!Visit thecultworthy.comVisit https://www.themoviewire.comVideo: https://www.youtube.com/@back2thebalcony

Enterprise sales teams routinely let the majority of inbound leads go untouched simply because there isn't enough team bandwidth to work them all. In this episode, Vanessa Tabbert, VP of Agentic Transformation and Sales Development at Salesforce, breaks down how her own team deployed an AI SDR agent to recover leads that would otherwise go cold, without replacing the humans who convert the best ones. The conversation covers how to identify a low-risk first use case, why an AI agent should be coached and measured like a team member rather than launched and left alone, and how the same approach scales down to a small SMB sales team. This episode is sponsored by Salesforce. ​ To learn the exact strategies we use to help leading AI brands and startups connect with their ideal enterprise AI buyers, visit: emerj.com/AD1

194 - Star Trek: Nemesis with Alex Thompson-Forte & Jonathan HowellThe crew of the Enterprise is back for one last big-screen adventure, and this episode is boldly going where we've gone several times before: straight into the Star Trek universe! This time, we're joined by returning guests Jonathan Howell and Alex Thompson-Forte to tackle 2002's Star Trek: Nemesis.With Captain Picard facing an enemy with a very familiar face, the Romulans causing their usual amount of trouble, and the Enterprise crew dealing with everything from weddings to warbirds, there's plenty to discuss. Is Nemesis a fitting final voyage for The Next Generation crew? How does a young Tom Hardy hold up against Patrick Stewart? And can four grown men have a perfectly normal conversation about Star Trek without getting sidetracked into the Final Frontier?Guest PlugsHear Jonathan over on Swordboys, The Cast & The Furious, and Minute: ImpossibleAnd Alex can be found on Independence Day Minute, Galaxy Quest MinuteDiscuss the episode over on the Facebook group: The Reel Comic Heroes League of CitizensFollow @ReelComicHeroes on LetterboxdJoin us for our next movie review - Daredevil (Director's Cut)

INTERVIEW: Antony Deaker on Enterprise Dunedin Research which reveals strength of Ōtepoti economy by Lily Jane on Radio One 91FM Dunedin

Steven Walchek is originally from the Bay Area in California, but lives in Denver now. He's been there for 8 years with his family. He comes from a family of risk takers and entrepreneurs - for example, his Dad was a tech guy who did his thing and had success in Silicon Valley. Outside of tech he is a family man, married with kids. He enjoys doing anything he can with them, as they are his "why". He plays hockey, coaches hockey, and rides dirt bikes and mountain bikes. Steven and his team built an application security platform, and ended up hitting every branch on the way down from the startup tree. When they sat down to figure out what they needed to do next, they combined their deep security tooling with a multi-modal platform, to enable complete AI governance in one central hub for regulated companies. This is the creation story of Liminal. SponsorsTiger DataProtected HarborRenderLinkshttps://www.liminal.ai/https://www.linkedin.com/in/swalchek/Checkout our episode stacks on Stacklist! https://stacks.codestory.co/ Hosted by Noah Labhart | Technical Founder & Startup Mentor.Our Sponsors:* Check out Perplexity and use my code CODESTORY for a great deal: https://www.perplexity.aiAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

STAR TREK: STRANGE NEW WORLDS: Season 4 - EP.06: "Off-Hour". Union Federation EP.246 Watch: Fandom Podcast Network YouTube Channel Link: https://www.youtube.com/live/jU7shvNRZII?si=rPsIgpY9yvQGz4_j Listen: Union Federation Audio Podcast Link: https://www.podbean.com/eas/pb-dxnn5-1b4c0c5 Welcome to the Union Federation Podcast on the Fandom Podcast Network where we discuss both Star Trek and The Orville. On this episode we discuss: STAR TREK: STRANGE NEW WORLDS: Season 4 - EP.06: "Off-Hour". Union Federation EP.246 Star Trek: Strange New Worlds is streaming on Paramount Plus. Star Trek: Strange New Worlds is an American science fiction television series created by Akiva Goldsman, Alex Kurtzman, and Jenny Lumet for the streaming service Paramount+. It is the 11th Star Trek series and debuted in 2022 as part of Kurtzman's expanded Star Trek Universe. A spin-off from the series Star Trek: Discovery (2017–2024), it follows Captain Christopher Pike and the crew of the starship Enterprise in the 23rd century during the decade before Star Trek: The Original Series (1966–1969). Stars: Anson Mount , Ethan Peck , Jess Bush , Christina Chong , Celia Rose Gooding , Melissa Navia , Babs Olusanmokun , Martin Quinn & Rebecca Romijn. Until next time on the Union Federation Podcast, "Live Long & Prosper" & "We Are, Without A Doubt, The Weirdest Ship In The Fleet!" Union Federation Podcast Contact Info. Hailing frequencies are now open... Link to all Fandom Podcast Network Shows and Social Media https://linktr.ee/fandompodcastnetwork Fandom Podcast Network YouTube Channel:  (Union Federation: A Star Trek and The Orville Episodes) https://www.youtube.com/@FandomPodcastNetwork Facebook: The Union Federation: A Star Trek and Orville Podcast Group. Link: https://www.facebook.com/groups/323504344789120 - Email: theunionfederation@gmail.com - Instagram: @UnionFederationPodcast / https://www.instagram.com/unionfederationpodcast/ - X (Twitter) : @unionfedpodcast / https://x.com/UnionFedPodcast - Bluesky: @fanpodnetwork / https://bsky.app/profile/fanpodnetwork.bsky.social Host & Guest Contact Info: - Kevin Reitzel on X / Instagram / Threads / Discord & Letterboxd: @spartan_phoenix / Bluesky: @spartanphoenix - Kyle Wagner on X: @AKyleW / Instagram & Threads: @Akylefandom / @akyleW on Discord / @Ksport16: Letterboxd / Blue Sky: @akylew - Amy Nelson on X: @MissAmyNelson / Instagram & Discord: @amynelson522 /  Blue Sky: @CounselorAmy - Hayley Stoddart on Instagram & Bluesky: @trekkie01D - Gary Akers on X: @GaryA_Retro & Discord: @Retrodoc #StarTrekStrangeNewWorlds #StarTrekStrangeNewWorldsSeason4 #FandomPodcastNetwork #UnionFederation #UnionFederationPodcast #StarTrek #AnsonMount #EthanPeck #JessBush #ChristinaChong #CeliaRoseGooding #MelissaNavia #BabsOlusanmokun #MartinQuinn #RebeccaRomijn #VallesMarineris #TheGriffinIncident #HumanBestFriend #ACaseOfChiaroscuro #LevelFiveTransporterAccident #OffHour #LikeChronitonsThroughTheHourglass #OrdersOfMagnitude #OnceLaAnATime #TomorrowsEnterprise #KevinReitzel #KyleWagner #AmyNelson #HayleyStoddart #GaryAkers

Nathan's guest this episode is Pete Johnson, Field CTO of AI at MongoDB, and the conversation is really two conversations woven together: a history of database architecture, and a status report on the still-unsolved problem of agent memory. Pete opens with a framing device that recurs throughout — he was born in February 1970, four months before E.F. Codd's original relational-model paper that gave rise to SQL. The relational model, he explains, was built for a world where storage was the scarce resource, so normalization — splitting data across linked tables to avoid duplication — was the rational design choice. For full show notes, links, and references, read the episode page:https://www.cognitiverevolution.ai/write-change-recall-forget-mongodb-s-pete-johnson-on-how-retrieval-drives-agent-performance/ Sponsors: Mercury: Mercury is the banking platform loved by 300,000+ entrepreneurs, with virtual cards and Spend controls for granular budgets, receipts, and low-risk AI agent purchases. Learn more and apply in minutes at https://mercury.com Granola: Granola is an AI-powered notepad that securely transcribes meetings and turns rough notes into clean, structured action items. Try it free at https://granola.ai/tcr Diffusion: Diffusion helps organizations build custom AI software factories that scale business outcomes, not just outputs. Cognitive Revolution listeners get a 25% service credit on their first engagement at https://diffusion.io/tcr Deepgram Flux TTS: Deepgram Flux TTS brings lifelike AI voices with real personalities that handle interruptions, pauses, and natural conversation. Try all the voices free through September 12 at https://deepgram.com/keep-talking Claude: Claude is the AI collaborator for problem solvers, helping with writing, coding, financial models, strategy, and more. Get started with Claude and explore Claude Pro at https://claude.ai/tcr CHAPTERS: (00:00) About the Episode (03:15) Sponsor: Mercury (04:56) SQL versus NoSQL (11:24) Enterprise database choices (Part 1) (18:30) Sponsors: Granola | Diffusion (21:27) Enterprise database choices (Part 2) (21:27) Schema flexible search (33:50) Contextualized chunking tradeoffs (Part 1) (35:12) Sponsors: Deepgram Flux TTS | Claude (37:17) Contextualized chunking tradeoffs (Part 2) (46:22) Retrieval quality thresholds (53:17) Agent memory systems (01:05:51) Enterprise AI deployment (01:16:32) Voyage acquisition strategy (01:23:38) Global AI adoption (01:30:56) Episode Outro (01:34:41) Outro PRODUCED BY: https://aipodcast.ing

Chrissie and Thad talk about the Strange New Worlds episode “Off Hour” with Benjamin Nielson.   Join us in BQN Podcast Collective on Facebook.Find us on Bluesky:The Network: @BQNPodcasts.bsky.social. The Show: @IDICPodcast.bsky.social. Chrissie: @TheGoddessLivia.bsky.social. Thad: @Tyranicus.net.And our guest: Benjamin Nielson, nascentnovice.com  The BQN Podcast Collective is brought to you by our listeners. Special thanks to these patrons on Patreon whose generous contributions help to produce this podcast and the many others on our network! Jason AndersonJerry AntimanoVera BBe Tellarite, Not TellaWrongTim CooperRyan DamonDavidChristina De Clerck-SzilagyiSusan L. De ClerckLars Di ScenzaDaniel EvansG. Haukur GuðmundssonMatt HarkerThad HaitPeter HongWilliam J. JacksonJaxJenediahSamuel JohnsonShalimar LuisMei MJim McMahonMartin MarigomenJoe MignoneMischiefCaitJustin OserChad RidingJoe SaporitoJonathan SnowStevenTom Van ScotterDavid WillettCarl WondersJoin the Hive Mind Collective at https://www.Patreon.com/BQN and become an integral part of our podcast. Your unique perspective and support will help us continue to produce high-quality content that you love!Under Section 107 of the Copyright Act 1976, allowance is made for "fair use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. STAR TREK and all related marks, logos and characters are owned by CBS Studios Inc. “BQN” is not endorsed or sponsored by or affiliated with CBS/Paramount Pictures or the STAR TREK franchise.

Mission Log: Reactor recaps the Star Trek: Strange New Worlds episode "Off-Hour" with Jessica and Mike Richards, while Holly and Heather Rae count down with Mission Log Live's callers weighing in on the latest episode. If you missed our Mission Log: Reactor episode covering "Off-Hour," be sure to check it out on YouTube for our full recap and review. Sign up at: https://www.patreon.com/MissionLog   Then join us every Monday at 7pm PT / 10pm ET for Mission Log Live, our weekly audience call-in show where you can share your thoughts about the latest Star Trek episodes.   Streaming FREE on Patreon: https://www.patreon.com/missionlog   For more Star Trek podcasts, videos, and discussion: https://www.missionlogpodcast.com/

Recorded live at STLV, filmmaker and author Jeffrey Morris returns to The Trek Files with a 1989 research report on the landmark Star Trek: The Next Generation episode "Who Watches the Watchers." The production notes scrutinize everything from radiation exposure and memory modification to the logic of sending Riker and Troi undercover, and even question whether Picard telling a Mintakan to "shoot me" feels a little too much like a Kirk move. Morris calls "Who Watches the Watchers" not his favorite or even the best episode of Star Trek, but the most important: a story about a society struggling out of superstition and fear, and Picard's determination not to push it backward. Drawing from his book "A Future Askew," Morris and Larry Nemecek consider whether our own civilization is approaching a similar crossroads, retreating from science, diplomacy and accumulated knowledge at precisely the moment we need them most.  From the Prime Directive to fandom activism to the responsibilities of ordinary people, the discussion comes back to a simple idea: Star Trek was never really promising us better gadgets. It was imagining what might happen if humanity finally chose to grow up. Document of the week: David Paige Research Report — "Who Watches the Watchers," Second Draft Outline — June 19, 1989 Additional references: Jeffrey Morris — A Future Askew: Urgent Essays Inspired by the 60th Anniversary of Star Trek "Who Watches the Watchers" Michael Okuda The Making of Star Trek  

Jim Henson’s Creature Shop collaborates to turn the Enterprise crew into puppets, followed by a Strange New Worlds take on the TNG classic episode “Hollow Pursuits” in which very competent crew members trust each other to prevent imminent disaster. In this installment of the Transporter Lock podcast, Commander Jarrod Kailef and Chief Engineer Ken Gagne debate what a “gimmick” is, the degree to which this season of Strange New Worlds has relied on them, and whether they support or overshadow the narrative. Stream the audio edition of Transporter Lock above or subscribe on Apple Podcasts, YouTube Music, Spotify, Amazon Music, Overcast, Pandora, Pocket Casts, iHeartRadio, TuneIn, Podchaser, or the Internet Archive. See also a behind-the-scenes look at Star Trek puppetry and why Scots shouldn’t use voice-activated elevators. (The post Strange New Worlds S4E05–06: Level-Five Transporter Accident & Off-Hour first appeared on Transporter Lock - A Star Trek podcast.)

Apple @ Work is exclusively brought to you by Mosyle, the only Apple Unified Platform. Mosyle is the only solution that integrates in a single professional grade platform all the solutions necessary to seamlessly and automatically deploy, manage, and protect Apple devices at work. Over 45,000 organizations trust Mosyle to make millions of Apple devices work ready with no effort and at an affordable cost. Request your EXTENDED TRIAL today and understand why Mosyle is everything you need to work with Apple. In this episode of Apple @ Work, Dr. Gleb Tsipursky joins the show to talk about the human side of AI adoption in the enterprise, his books, and much more. Listen and subscribe Apple Podcasts Overcast Spotify Pocket Casts Castro RSS

In this episode of The Ross Simmonds Show, I break down what Reddit's decline in ChatGPT citations actually means for marketers, brands, and content teams. Instead of reacting to headlines, I share a more strategic view of Reddit's role in AI search, Google visibility, community engagement, and bottom-of-funnel influence. Key Takeaways and Insights: 1. The Reddit Citation Panic Explained - I address the wave of reactions after reports showed Reddit appearing less often in ChatGPT citations. - This shift is not a signal to abandon Reddit altogether. - The bigger lesson: marketers need context before making channel decisions. 2. Not All LLM Prompts Are Created Equal - Different prompts require different types of sources, and Reddit is not ideal for every query. - Reddit may be useful for software, tech, and troubleshooting questions, but less appropriate for sensitive topics like health. - Citation changes should be evaluated based on use case, not hype. 3. Why Marketers Need to Track Citations Themselves - Third party studies can be helpful, but they do not replace brand specific monitoring. - I encourage teams to benchmark how their own prompts, categories, and keywords perform across LLMs. - Ongoing tracking is essential for adapting to algorithm changes in AI search. 4. Reddit Still Matters for Enterprise and Bottom of Funnel Queries - Even with fewer citations overall, Reddit remains relevant for transactional and bottom of funnel enterprise software searches. - For B2B marketers, that means Reddit can still influence high intent buyers. - Strategic prompt tracking can uncover where Reddit continues to drive value. 5. AI Search Is Changing Constantly - Volatility is now part of digital marketing. - Citation sources can shift between Reddit, LinkedIn, YouTube, review sites, and competitors at any time. - The most effective marketers build systems to monitor change instead of reacting emotionally. 6. Google Still Gives Reddit Massive Visibility - Reddit's value goes beyond ChatGPT because Google still heavily features Reddit in organic search, AI Overviews, and AI Mode. - As long as Google dominates search behavior, Reddit remains strategically important. - Marketers should think beyond one platform when evaluating channel performance. 7. Reddit Is Still Where Real Buyers Ask Real Questions - Millions of users visit Reddit daily to research products, services, tools, and business decisions. - The platform remains a trusted space for niche discussions, peer recommendations, and category conversations. - That creates strong opportunities for brands that want to influence informed buyers. 8. Value Wins on Reddit - Reddit's strong moderation and anti spam systems are a big reason the platform still matters. - Brands that show up only to promote themselves will struggle. - Brands that consistently help, educate, and participate authentically can build real credibility. 9. A Smarter Reddit Strategy for Brands - Teams can study top performing posts, identify audience needs, and create content that genuinely helps the community. - The best Reddit strategy starts with value, not self promotion. - Instead of dropping Reddit because of one data point, brands should diversify their approach across SEO, community, ads, and AI visibility. —

Episode 2: The Self Destruct Series Why would the Short Treks add eggs into the belly of the Enterprise during Search for Spock?! Is “Beyond the Farthest Star” foreshadowing for the Voyage Home? Why does TAS have the Ultimate Self Destruct episode? Is this the first time that McCoy is useful on the bridge? When Scotty's Trapped in the Tube… Why Was He in There?! Join Ashlyn and Rhianna as we discuss all the Self Destruct scenarios in The Animated Series! This is the second episode of our Self Destruct Series, where Ashlyn and Rhianna talk about the episodes involving a self destruct/countdown of every Star Trek show. SPOILER WARNING: TAS and Short Trek: Ephram and Dot: Next time, we'll be counting down in the The Next Generation! DISCLAIMER: We do not own any of the rights to Star Trek or its affiliations. This content is for review only. Our intro is by Jerry Goldsmith and our outro is the movement “Jupiter” by Gustolv Holst. Rule of Acquisition #104: “Faith moves mountains... of inventory.” Please check out our Patreon and donate any $1, $6, $10, or $20 per month to access exclusive episodes of trivia, documentary review, and reviews of every episode of The Animated Series, Lower Decks and the Short Treks, plus our mini-series. Head to https://www.patreon.com/thedurassisterspodcast for all this and more!

What did Dr. Deming really mean when he said to "cease dependence on mass inspection"?    In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and improve the process, rather than simply sort good from bad.    They also explore why Deming's 14 Points must be understood as a system, including his evolving call for cooperation and win-win thinking among employees, customers, suppliers, and even competitors. Whether you are new to Deming or have studied his work for years, this conversation offers a sharper way to think about quality, systems, and improvement.   TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management generally. Balaji, how are you doing today?   0:00:25.1 Balaji Reddie: Oh, I'm doing good. We're meeting after a small little gap, and in the interim I think a few things happened. One of the major things, I think you and I were really happy to see that Bill Scherkenbach sent us a lovely photo. So Bill, if you're listening to this, thank you so much, of course we thank you for the photo. We mentioned the last time or rather when we were speaking that I said that there used to be a group of people that used to meet over the weekend. I don't know what the actual protocol was, but all of the so-called core Deming people, you know, like Gipsie Ranney and Nida Backaitis, I hope I'm getting the names right, Barbara Lawton. And I remember Henry Neave saying he was a part of that. So I didn't see that in the photo. So, maybe one of the weekends he was there over in America and so he was there because he mentioned this. And so Bill very kindly said what it was christened. It was christened the Cosmos Club. And then he shared a photo. So Bill, thank you so much. And also helping us identify most of the people in that photograph. If sometime we could share it with the Deming Institute, if they could show it as part of the... If ever we convert this into some kind of video later on with some slides and things like that, they could add that in.   0:01:53.0 Andrew Stotz: Yeah, it's still wonderful.   0:01:53.7 Balaji Reddie: That was wonderful. Yes.   0:01:54.9 Andrew Stotz: It's a great picture. In fact, I'm gonna just make sure that I download it for today's episode.   0:02:00.9 Balaji Reddie: Yes, yes.   0:02:01.7 Andrew Stotz: Because I'll supply it to the Institute and ask Bill if we can use it. Let's see.   0:02:08.4 Balaji Reddie: Yeah, I mean, I presume that he would want us to ask, but he is very big-hearted. I think he wouldn't mind at all.   0:02:14.7 Andrew Stotz: He looks like a spring chicken in that picture. [laughter]   0:02:17.2 Balaji Reddie: Oh, yeah, all of them. There was Joyce Orsini too there. It was nice to see the whole jing-bang gang, as they call them, [laughter] the Cosmos Club. But wonderful. So, yes, so last time we were discussing point number one and we saw his interpretation in the broadest sense of constancy of purpose. I shared also what he was saying towards the end of his life that he said, "Create and publish the statement of the aims and purposes of the company or other organization." So he was envisioning that it's no longer one company. It's a family of companies working together. And so there has to be something that binds all these companies together because today's business is very complex. The family is actually globally dispersed. And so there has to be a common thread that links all of these organizations together and that has to be the statement of purpose. Why do we exist? Each could have their own, you know. Because that's what Deming said in the word interdependent components of a system. And interdependent means being independent and mutually dependent simultaneously. So independent does not mean isolated. It means autonomous, that means you go by yourself. You could have your own purpose, but you need to align it with the purpose of the companies you're actually contributing to, which is amazing. So he asks us to look at it that way. And he said that the purpose should be to impact people in the broadest sense of the term. And you, in fact, brought that up, that quality, and we saw what he meant by quality. And then I think we discussed the purpose of educational institutions, et cetera, et cetera. What should they be?   0:04:07.5 Balaji Reddie: So that was point one. Now we get to point two. And I'll start with the original wordings which he wrote in 1986. So let me just pull that up here. He says here that, "Adopt the new philosophy. We are in a new economic age." And then he very specifically states, "Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change." Now, let's look at it both ways because in 1990 he reworded this completely. But let's get back to what he meant in 1986, the new philosophy. Now, what was the new philosophy? What did he mean then? Recently I heard, or I think I saw, Dr. Joseph DeFeo, that is the current CEO of Juran Institute, release a version of the 14 points, or rather saying that these were Dr. Deming's 14 points. And I saw what he wrote there about point number two, which was his interpretation. Now, when I look deep, actually, it looked more like Dr. Juran's interpretation of the 14 points. Incidentally, talking about Dr. Juran and the 14 points, it's no secret that Dr. Juran always said that Deming did not speak much about management, he spoke only about statistics, blah, blah, blah. But there was, if you know, part of the inner circle of Dr. Deming was Dr. Myron Tribus. And Myron Tribus, if you know, was a director at MIT for some time, right? And around the time Deming was there at the Center for Advanced Engineering Study. And when... He, of course, went and met Dr. Juran to speak to him about the 14 points, and then they had a discussion for half a day on the 14 points, and Dr. Juran agreed with every single one of them. He said, "Yeah." He said, "He's spot on." But then he said that he never spoke of management then, and so he stuck to his version that he taught statistics to the Japanese. Anyway, let's leave that aside.   0:06:19.0 Balaji Reddie: But when he spoke about point two, and that's what Juran's interpretation was, that the new philosophy was quality should be the basis for running a business. That was the new philosophy, right? And he said that top management, of course, Deming always said that top management should be involved because unless that happens, nothing happens inside the company. So the new philosophy, what now we interpret is what Dr. Deming was trying to say in 1986, was "quality is the basis for running an organization," right? And quality, again, what we discussed last time, in the broadest sense of the term, not just of a product or a process, but the way you conduct yourself as a business, as a people. So that was the new philosophy. And he said that you should take on leadership for change, and he aimed it at Western management at that point in time, right? So that was the 1986, and he goes on to explain that, saying that we are living with commonly accepted... Because he was trying to shock the Americans at that time, right? If you try to realize when they woke up to quality in the 1980s, primarily to be... I mean, to their credit, to the American businesses, that they were doing a lot of course correction. They realized that they had done things wrong for 20 years, and a lot of course correction started happening, and they started seeing benefits. So they started interpreting that as improvement when actually it was just a correction. And I think Deming wanted to bring in that shock treatment to them, and he said improvement is not enough, right? So at that point in time, that new philosophy was basically that, okay, you're doing it right, but it's not enough. And that's why it has to come from the top. So top people have to be involved. And that was how they interpreted this.   0:08:12.1 Balaji Reddie: And we also looked at it that way. But in 1990, he changed the wordings of the point two, and that was in light of what he had started professing, which was a System of Profound Knowledge. So I'll just read out what he wrote in 1990. He says now, "Adopt the new philosophy of cooperation and win-win, in which everybody wins. Put it into practice and teach it to your employees, your customers, your suppliers, and" why not "your competitors." So that was, I think, the new philosophy. Much of the stuff, if you start seeing, Andrew, when I look at all the 14 points, the 14 points have to be interpreted through the 14 points.   0:09:06.7 Andrew Stotz: Right.   0:09:07.8 Balaji Reddie: You need to understand the purpose of each point. You need to understand that they're a system. And that's why you can't just read them sentence by sentence and want to implement them, if you know what I'm trying to say here. They're a system by themselves. So you need to interpret them the right way and through the 14 points... I don't know if I'm making sense to you, but that's exactly how these are. He wanted it to be that way. So you can never tell that you've understood it completely. You're getting me? You're learning something new about it every single day. And as you start looking at things around you through the lens of Profound Knowledge, you will see things differently. And sometimes you see some gaps with the sentences that Dr. Deming was uttering, and then you say, "Okay, okay, this, this, this, I understood it now. I need to make this correction." Right? And so you can never say that I've completely understood them. I mean, after all these years, still reading Out of the Crisis, still doing the series with you, has been a catharsis for me. It's revisiting these things all over again. This, despite the fact that I've been teaching this regularly to my students for the last 20-plus years, it's still new for me.   0:10:24.4 Andrew Stotz: And so could I describe what you just said about interpreting it within the system is that really, that's the thing about systems thinking, is that you can no longer look at an individual part. Every time you get a deeper meaning or understanding of an individual part, that changes the way you view the overall system and the interconnectedness of everything.   0:10:48.6 Balaji Reddie: Exactly.   0:10:48.9 Andrew Stotz: Where life would be much more easy if we could just, "Okay, I understand that one thing deeper and deeper. I can make a control chart better and better and better."   0:11:01.1 Balaji Reddie: So, it's crazy. And this realization came on me way back in, I think around '98 or '99, when I was teaching this, the 14 points, for the third or fourth time. I think I mentioned this in episode one and two, where I told you that it was very easy for me to teach the works of Philip Crosby, very easy to teach the work of Dr. Juran, because they gave methods, they gave steps. But Dr. Deming didn't give anything. You just couldn't show the wording on the slide and get away with it. You had to explain what he wanted us to do. And then, I mentioned this before, you can go back and listen to that episode, but I said that it suddenly struck me, "God damn it, these points are a system." And when I was describing this and I explained this to Hazel Cannon, and she said, "We call this in Deming-speak an 'aha' moment. You had your 'aha' moment." She said, "That's the beauty." She told me once that in the middle of the night, at 3:00 in the morning, she understood what he was trying to say, and she called up Dr. Deming.   0:12:11.3 Balaji Reddie: And he was very, very patient. He listened to her. And she said, "I'm sorry. I..." He said, "I knew you'd understand." That's all he said. So he used to be very happy when people used to call back and suddenly say, "We realized it now, what you were trying to say then." So it's a moment of realization. So this point to... If you read some of the notes that he gave to the Japanese in 1950, and incidentally, it's they who made the notebook and then he added on to it, if you know, Elementary Principles of the Statistical Control of Quality, first edition and then the second edition. And when they made the first edition, they had actually done this without his permission. But when they told him that we made these notes, they thought that he would be a little upset because of copyrights, blah, blah. But instead he was so happy that they'd done that, he actually helped them with the second edition. And if you read those notes, a lot of things there where he was speaking about cooperation, about understanding people. So that may not have been explicitly stated by him in his lectures in Japan, they understood it. Right? And that's a very... I don't want to sound communal here, but a very Asian way of looking at it. Because our languages are very metaphorical, so we always look for different meanings to the statements being uttered. And we always look out for what has this person actually not said, which I... Or rather, yeah, has not said, which I have not heard, but I need to hear. Right?   0:13:46.5 Balaji Reddie: So that's amazing, how they looked at what he was saying. I'll give an instance here where he talks about the use of the control chart, and he says that you can use it for training a worker. And then if you see that before and after training, there's been no change in the control chart, well, then the worker's attained his optimum. Then use that worker somewhere else. He talks in a very positive way about understanding people. And then going back to what we spoke in our second episode about the principles of leadership, it comes back there, that choose people in the right way and optimize all of their aims, hopes, et cetera. So coming back here, the new philosophy, basically, now we can interpret it as what he intended it to be in 1990. He said, "Win-win." But the original wordings are also... You don't replace it, you add on to it, right? So we look at it this way, that he meant that quality should be the center point of running your business. People at the top should be involved. And now we talk about cooperation, win-win. And he says this, "Teach and practice this." Now, all these things are easier said than done. We know that. But we should make an attempt. So employees, your customers, your suppliers, and your competitors. Sometimes it could be funny, right? You go up to your competitor and you say, "Look, I think we've done enough of this, going at each other's throat. Let's get together to do something." And obviously the other person will say, "What's the agenda?" They'll think you have some hidden agenda. So it's gonna be difficult when you start doing this. But I think that's become... Slowly people are warming up to that idea of being close to your competitors and learning with them and from them. Right? We don't look at them as a rival in the true sense, trying to cut the other guy down and things like that. But that's the way it is. And if you say that it's a cutthroat thing, but we need to have some things in common before we decide to branch out and go our own way. Right? So there has to be some kind of a cooperation so that win-win... But main thing is to win, that is, everyone wins. He says, "Some may win less than others, but we all win just the same." So the whole purpose was that. Yeah.   0:16:02.4 Andrew Stotz: It's interesting because I remember hearing that when I was younger and the first thing is cooperating just within a team. The second one is cooperating maybe within a department. Another one is cooperating within a business. And then... That's already hard enough to get to. And then he talked about cooperating within an industry. And of course, there are anti-trust laws in America, which he wasn't talking about colluding on prices to take advantage of the position against the customer. But he was also... I think if we look at AI right now, the development of artificial intelligence, and to what extent could the industry work together to safeguard, for instance, or to understand the development of the energy needed to do this, you know.   0:16:54.4 Balaji Reddie: Yes.   0:16:55.3 Andrew Stotz: Or how do countries across the world work together to make sure that one doesn't have an unfair advantage with AI or with energy or that type of thing? So, yeah, it was definitely interesting when I first heard it. But as I look at it now, I get what he's saying about the industry cooperation.   0:17:15.3 Balaji Reddie: Yes, I saw this in our country, in India, where you had the rival mobile service providers getting together and realizing that the hardware needed was the same, the software would be different. So they got together and created a company, you heard that right, a company, that set up mobile communication towers. So there are no multiple towers everywhere for each mobile provider. There's one set of towers, and it was a separate company. And by the way, that company went on to win the Deming Prize.   0:17:48.0 Andrew Stotz: Interesting, interesting. It's interesting that the concept for point number two is... And sometimes I read it and I think, "Adopt the new philosophy." It's kind of obvious, isn't it?   0:18:04.1 Balaji Reddie: Yeah. [laughter]   0:18:05.8 Andrew Stotz: And that's where part of what you're talking about, about understanding all of it through the Deming 14 points lens.   0:18:13.7 Balaji Reddie: Right. Yes.   0:18:14.9 Andrew Stotz: But I can also think... I wanted to highlight back for those people that weren't around at that time. I graduated from university in 1989. I went to work at Pepsi. And so Out of the Crisis came out about 1986. And I remember during my years at university, the Japanese were just killing the American car manufacturers. And the motorcycle companies were killing... Honda and the others were killing Harley-Davidson.   0:18:43.2 Balaji Reddie: Right.   0:18:43.5 Andrew Stotz: Even to the extent that Harley-Davidson and others went to the government to try to get Reagan to give them tariff protection, which he did, in fact. But there was a huge debate I had in class, I remember, about protection versus competition. And it just highlights what was going on. And so Out of the Crisis, as you mentioned, the title, just the idea of shocking people to say, "We're in a crisis," I think at that time it was really apropos. And also the other part is he's talking about Western management.   0:19:21.1 Balaji Reddie: Yes.   0:19:21.4 Andrew Stotz: Western management. And now you look at... Japan was really doing great at that time. And now we have Japan and China that's also made huge strides. And so it's just so fascinating that he was directing it at Western management for sure, that we've got to fix things. And sometimes I look back and I think, "Oh yeah, Western management learned and improved," because we've got so much innovation going on in America as an example and all of that.   0:19:52.6 Balaji Reddie: Right. Right.   0:19:53.4 Andrew Stotz: But sometimes I look at the developments of the Chinese or Japan and I think, "Hmmm...Did we learn? Did we learn?" Look at the trade balance, look at the amount of debt, look at that in the US and you think, "I don't know." I'm curious, how would you score it?   0:20:09.5 Balaji Reddie: Yeah, I mean, that's just what I had to say. So the whole approach towards this whole thing being holistic, not just looking at it from a very narrow point of view and realizing that we need each other, we can't do without... We call them competitors, but they are also helping us do a better job. They're pushing me to look out for what I'm good at and I don't have to put somebody else down to show myself as big. And if I contribute to the industry in a very big way, not only do I gain, others gain, and if I share, then they would also share with me, right? So that realization, I think, is coming in. And if you think about this, it was very interesting, the mathematician by the name John Nash, if you remember him, he actually postulated this in terms of mathematics in 1950, and he got a PhD from Princeton for this. Now, I would give full credit to the jury listening to his dissertation, defending his thesis, that you had to do this because, interestingly, he gets a Nobel Prize for that in 1974. It took 24 years for the world to figure out what he was trying to say. And you want to go read that, he was thinking win-win.   0:21:41.7 Balaji Reddie: So I often wondered if Dr. Deming, John Nash, did they know each other? Obviously, they didn't, but they were thinking and saying the same thing in two different parts of the world. He was doing that here in the US and Deming was talking about this there in Japan, and he was talking about telling the Japs that Japan must see itself as a system. And so all their companies actually work together. We see them as versus; they don't see each other as versus. You're interestingly saying this about the two-wheeler companies, the bikes... In India, we had just one or two bikes before the four Japanese companies came in. It was Suzuki, Honda, Kawasaki, and Yamaha. And they tied up with different Indian companies. Now, of course, after a long time, they've all gone their separate ways. But as a teenager, I remember these. And the funny thing was all four motorcycles were different and all four sold well. All four. And they sold in different parts of the country.   0:22:43.8 Balaji Reddie: I can tell you this firsthand because just after I completed my engineering, I was looking for a job. So I had some time to myself and my mother's friend, she ran a market research agency and she just called up one fine day and said, "Would Balaji care to do this market research for me? It's about bikes." So I had to travel north, south, east, west and tape a conversation with bikers asking them which motorcycles they liked among these four. And these four, the plants were set up at four different places in our country. So north, south, east, west, typically, you know how vast India is in that sense. And the one... It was very interesting. The bikes that were made in the north were sold very well in the south, and some made in the south were sold very well in the west. It was crazy. But there was, of course, one motorcycle that would always stand out and people would say that, "Yeah, this is the one which really..." But that would always be the case. But by and large, everyone did well. Looking back, I say that, wow, they were practicing this without us knowing it.   0:23:51.6 Balaji Reddie: And even now, if you know, I don't know whether this happens outside of India, but Suzuki and Toyota in India have collaborated with each other to use the car body, if you know what I mean. The insides would be their own inside. Suzuk... Maruti is the name of the Indian company that's tied up with Suzuki Motor. So you have Maruti Suzuki and Toyota. They have common bodies, names are different, but the inside is Toyota technology and Suzuki technology. So they've decided, they just realized that they need each other, right? And they're doing exceedingly well, both. Just both.   0:24:33.7 Andrew Stotz: Sharing the platform.   0:24:36.0 Balaji Reddie: Yeah. It's crazy. And you don't start bothering so much about trying to defend yourself, right? You go ahead and focus on what you're good at. So this point two, the new philosophy, what it meant before and what it means now, I would not say it replaced it, but it's just added on to it, where he said that top management should be involved. That was the new philosophy, that quality has to come from the top. Western management waking up, et cetera. The Western managers to see quality is the basis for running your organization. It should be your strategy. And he just says as an extension of that strategy, we need to get together and cooperate and think win-win. So that's the new philosophy. It takes us, he always says, a new reward system would come in. It would be a better applied science. You can read that in The New Economics, that what is the purpose of this entire new philosophy, The New Economics, where he explains this.   0:25:39.2 Andrew Stotz: Yeah.   0:25:41.4 Balaji Reddie: In a nutshell is point two. So the purpose was to shock the Western management at that point in time, but also in a different sense, try to open the eyes of people even now that please don't think small, think big, right? The new philosophy tells us look beyond the boundaries that you've artificially created and see what you can do with the others, including your competitors. And don't look at them as adversaries, rather than partners in something that both of you will grow. Maybe not evenly, but you will grow. So that was...   0:26:18.7 Andrew Stotz: Yeah. One last thing for me on that is just the idea that he reinforces the focus that quality is, the key is the customer in that process of quality.   0:26:33.8 Balaji Reddie: That's right. That's right.   0:26:34.4 Andrew Stotz: As opposed to it's not about quality, quality, quality, control charts and QC circles and all that. It's about what is quality in the eyes of the customer and how do we better deliver that. So that always gave me so much comfort when I learned what he was teaching, that he wasn't just... It wasn't all about quality and tools. It was about quality in the eyes of the customer.   0:27:00.8 Balaji Reddie: Right. So that's why he said tools are just 3%. And you can be 100% excellent at the 3% and still run out of business, right? He always said that. So you need to apply this in the broader sense of the term. So that was...   [overlapping conversation]   0:27:08.5 Andrew Stotz: Yeah. And the problem is if you don't understand the system and you don't understand the whole teaching, then even if you're good at the tools, you may misinterpret from the tools.   0:27:25.6 Balaji Reddie: Yes. So, right, so that was point two.   0:27:30.4 Andrew Stotz: Whoo!   0:27:31.3 Balaji Reddie: So now we come to point three. [laughter] Now point three... Yeah, we just got I think 15-odd minutes, but I'll cover some part of it and I think we'll continue with this.   0:27:34.0 Andrew Stotz: Yeah, yeah. We good. I got time.   0:27:42.5 Balaji Reddie: Point three. Now this again has been so crazily misinterpreted. All right, so I'll start with the wordings once again, I'm referring to the document what he wrote. And he says now, "Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place." Now if you look at that, he was talking much about the act of inspecting and the entire activity-based and saying don't depend. The keyword was "cease dependence," because if you hear what happened in one funny case where the manager from Ford went back and just sacked all his inspectors saying Dr. Deming said we don't need inspection. But that was, I think, overstating it. But nevertheless, the keyword is dependence. Don't depend on inspection. And then he said, build quality into the product in the first place. And then he quotes Harold Dodge who said you cannot inspect quality into a product. Quality is already there. Inspection just reports what's happening. It doesn't tell you where... You know.   0:29:00.4 Andrew Stotz: Yep.   0:29:03.4 Balaji Reddie: Andrew, can you hear me?   0:29:05.8 Andrew Stotz: Yes. Keep going. So what you're talking about is the idea of thinking about quality not from the perspective...   0:29:20.2 Balaji Reddie: Yeah, we got disconnected.   0:29:21.7 Andrew Stotz: Yeah. What I was saying you're talking about is this idea of cease dependence on inspection, that it doesn't mean inspection's completely gone, but it means starting at the beginning of the process and thinking about how do we improve things from there. So continue on.   0:29:37.3 Balaji Reddie: Yeah, so I just said here that he was not so much at that time when he wrote this, like I said here, it was misinterpreted because, yes, he did start with saying the activity, the activity-based thing about inspection, that we should not depend on it. And I think I mentioned that Ford... One of the managers of Ford, misinterpreted that and sacked his inspectors and things like that. But he said that eliminate the need for inspection by building quality into the process and the product in the first place. So the word was dependence. And so he did not say that you need to eliminate the act of inspecting. In fact, it's very interesting what he actually spoke about this in the workbook which you get when you go a four-day seminar on video which was created by General Motors, right?   0:30:30.6 Balaji Reddie: So those video cassettes, and then the workbook that came with that had a very interesting take on inspection. So he said that it doesn't mean that we're gonna stop. He said you'd be a fool to keep yourself in the dark about what's happening in the process. You need to know what's happening in the process. So he's not saying that do away, he's saying use inspection. So now he actually said this, and here's where the interpretation comes in: understand the purpose of inspection. The purpose of inspection is to give yourself more and more knowledge of the process, not for sorting bad from good, because good and bad product come from the same process. We need to fix the process. And this is to be interpreted if you talk about how he looked at this, because if you read what he spoke about the nine heavy losses, when we discuss those, he says that one of the losses was performance appraisal. So I want to ask those people who say that this interpretation, isn't performance appraisal quality by inspection? You're sorting bad from good based on some arbitrary measure that you created in your head. You decide what's good, you decide what's bad. You're God, is it?   0:31:52.9 Balaji Reddie: I mean, Douglas McGregor actually wrote an article on this saying that managers don't like to play God, right? And he's the one who advocated, no, we don't need performance appraisal. It actually harms. And Dr. Deming just said the same thing. So if you read Douglas McGregor's book, The Human Side of Enterprise, there's a new version, the annotated version, where they've given commentary of what some experts or some the interpretations of the text. And I was amazed to see Dr. Deming's name come up there and saying that Dr. Deming also concurred with this and said it in very plain words that do not carry out performance appraisal. And he likened it to using inspection to create quality, whereas we know it doesn't. So fix the process. Right? And then people again take this in piecemeal and start quoting Deming: "A bad system will beat a good person anytime." I don't know what to say here, really. I mean, he obviously he said... He was trying to explain that you cannot judge that person based on the output of the system. I mean, it's an output of the system, the person. So you need to look at it that way. I don't know whether I'm making sense here, but that's the way to look at this point number three. Right? And he says that don't depend. Use the inspection to understand the process. Now, he says here, and I think I've got the text in that, he says, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." So he very clearly stated this, that this is a system. And this was the system he was talking about, right? And he says here that it's not about just manufacturing, service. It's if you are really, really interpreting this, then you'd also remove performance appraisal in the process, right? Because that's quality by inspection. Uh-oh.   0:34:21.2 Andrew Stotz: The Human Side of Enterprise, the annotated edition, is available on Amazon. Just looking at it right now, this annotated edition came out in 2023. So I haven't read it, so I'm gonna check it out myself.   0:34:42.1 Balaji Reddie: Yeah, I think I lost you again.   0:34:44.5 Andrew Stotz: Yep. I just went through the details about The Human Side of Enterprise and that latest version or edition that's just come out that you've mentioned. It came out in 2023.   0:34:57.0 Balaji Reddie: Right, right. So you could get that, read that book, you'll get to see it. And he very clearly... Did you record that bit where I read out the text?   0:35:09.4 Andrew Stotz: I don't remember that.   0:35:10.8 Balaji Reddie: Okay, I'll just read it out again so you can edit it later. So, yeah, he says here, "There will always be inspection. We must never deliberately leave ourselves devoid of information on how the process is doing. Is it still in statistical control? Is there a trend? Were our efforts towards shrinkage of variation or change of level successful? The function of inspection is optimization of the whole system, including suppliers of materials and services and the ultimate consumer." Did you get that? Did that get recorded?   0:35:45.5 Andrew Stotz: Yeah.   0:35:46.0 Balaji Reddie: Yeah. So that's exactly what he meant. He said that he was not talking about the act, and he said you would have some inspection. Now, interestingly, a very, very different take on this that, yeah, I told you Myron Tribus was talking to Dr. Juran about this, and Dr. Juran gave his interpretation. Because if you know, he invented this badly misunderstood and abused term called cost of quality, right? And if you know why he invented it and what happened later, I don't even want to get into it. He said, "The only way I could grab management's attention was to present my problem in terms of money. If I explained to them and said to them that there is... This process running at 90% efficiency, they would be happy. They said, "Great." He said, "No, it's not great." And then they just wouldn't listen. They said, "90% is great." So he said, "How do I talk to them?" And so he went back to them and said, "Okay, your process is running at 90% efficiency." They said, "Yes." He said, "But you're paying 100% salary to this guy to do 90% good work, and then you're paying 100% salary to another guy to remove the 10% bad work, and then you're paying 100% salary to a third guy to correct that bad work." And that's how he invented cost of quality.   0:37:11.8 Balaji Reddie: Now people have gone and overindulged in this and they start having arguments about what is the category and where should it fit in and... Anyway, what he was trying to say is there are some activities where the more money you spend, the better it is. And so he came up with that cost of prevention and of course, I mean, conformance and non-conformance. In conformance, there were two categories. One was called prevention, where the more money you spend, obviously the better it is, but you get... You know, the returns on them will come much, much later, like training and spending money on the right things like maintaining your equipment, blah, blah, blah, research and development. He also gave a category called appraisal. And appraisal, he says, these are all activities which are necessary evils. [laughter] That means you can't eliminate them, at the same time you should not overtly depend on them to create quality. And one of them was inspection. And he says you should not spend more than necessary on inspection, just enough.   0:38:16.1 Balaji Reddie: Now here's the question I get, how much do we spend? [laughter] And the trick which I read somewhere and I saw that because I interpreted these points both ways. So when you start doing this, you walk into a company, make them calculate how much money they're spending on inspection right now. So let's say it's $100,000 or rupees or whatever. Now you start implementing the improvement processes, you start understanding the process and you start, well, the works, control charts, blah, blah, blah, blah. And then you start seeing that the process is getting better and so your defects are coming down and things are getting better generally. And so you're spending lesser money on inspection, you're spending lesser time on inspection, your resources are going in the right direction. And so that amount starts coming down and you keep doing that and you keep doing that and then you reach a point where you say, "Okay, this is it. I need this much of inspection at a bare minimum to keep myself," like Dr. Deming said, "not devoid of any information." I need to know what's happening. So that need-to-know basis, just enough, now that becomes the cap, right? And you say now, "If after this I see an increase in the money being spent, then... It's not that I'm going to go and just eliminate. I'll try to find out why." And if you look at it, that's exactly what Dr. Deming said, understand the purpose of inspection is to make the process better. The product, of course, will get better and you use the inspection intelligently to understand because good and bad products come from the same process. This is absolutely true for both manufacturing as well as services. You always can look at the activities and see which are the ones which are prone to a lot of mistakes that can happen and then you try to help the person carrying out the process. "Can I eliminate this? Can I reduce this?"   0:40:14.0 Balaji Reddie: And talking about AI, I think AI can help a lot in that, in much of the so-called mundane activities which are repeatable and being done on a regular basis. You can bring in AI over there, use it in the right way. Right? Even for the inspection thing, they talk about it, but yeah, like I said, we need to keep our eye and just keep glancing at it, but not going and standing in front of the process all the time. You don't need to do that. Just... So like Dr. Deming said, watch that... Look at the trend, the impact of my action that I need to inspect. So in that sense, like I said, the act of inspecting will never go away, but our reliance on that will come down drastically. And once in a while, just glancing through, just letting us know that things are going according to plan is the right way of looking at this. Anyway, I think that's all we have time for today, Andrew.   0:41:10.2 Andrew Stotz: Yeah. So I'm gonna wrap up by saying 290 years ago, Benjamin Franklin said, "An ounce of prevention is worth a pound of cure."   0:41:23.2 Balaji Reddie: Wow.   0:41:24.2 Andrew Stotz: Well, it's a lot of what you've just described is the idea of starting at the beginning and trying to reduce the need to depend on inspection. I love the stuff that you talked about about... He didn't say eliminate inspection, he said reduce the dependence. And that really reminded me that there's a purpose. And as you've described, the purposes of inspection isn't only just, "Okay, we don't want something bad going out to the customer," but what it really is about is understanding how are we doing. How have the upstream preventative or improvements that we've done in the upstream resolved or reduced what's happening at the downstream? I think that was a major thing for me as a young guy when I first heard Deming, to understand that, start at the beginning and try to get things right from the beginning, that will reduce the amount of trouble that you have towards the end. So, fantastic.   0:42:22.2 Balaji Reddie: That's true. That's true. All right, then.   0:42:24.5 Andrew Stotz: Well...   0:42:25.1 Balaji Reddie: We meet again next week or week after that to continue this.   0:42:27.0 Andrew Stotz: Yeah, I look forward to it. And for the listeners out there, remember to go to deming.org and jump into DemingNext to continue your journey.   0:42:36.5 Balaji Reddie: Yes.   0:42:37.0 Andrew Stotz: This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, which is, "People are entitled to joy in work."   0:42:45.3 Balaji Reddie: "Joy in work."

Hosts Cam Smith and Tyler Orton get lost in Pelia's quarters while weighing in on Strange New Worlds' latest episode, Off-Hour. From the long-anticipated return of Dr. Boyce, to M'Benga's future on the Enterprise and Scotty's evolution, the duo cover it all. Plus, Tyler provides a Star Trek: Scouts update.  Join our Facebook page for exclusive content such as videos and bonus episodes. And you can also visit our blog, or follow us on Twitter and YouTube! Send any other questions, topic ideas or feedback to subspacetransmissionspod@gmail.com! Related Podcast Episodes: TOS: "The Menagerie"   Join us next time as we beam in for the two latest episodes of Strange New Worlds, Like Chronitons Through the Hourglass and Orders of Magnitude!

Salesforce and Anthropic launch Claudeforce as Marc Benioff and Dario Amodei explain the collaboration together on CNBC, AWS commits to 2 million more NVIDIA GPUs on top of its GTC pledge, plus six new earnings this week from NVIDIA, Salesforce, Synopsys, HP, Everpure, and Marvell test every bear thesis on AI infrastructure and software at once. Patrick Moorhead and Daniel Newman also cover Hot Chips 2026, the NVIDIA-Hugging Face acquisition rumor, and debate whether Anthropic's SaaS reassurances hold up on Ep. 317 of The Six Five Pod. The handpicked topics for this week are: Claudeforce Turns Salesforce Into Anthropic's Enterprise Front End. Salesforce and Anthropic launched Claudeforce, positioning Claude as the interface across roughly 27 Salesforce services while Anthropic supplies the underlying AI engine. Marc Benioff and Dario Amodei appeared together on CNBC to make the case for the partnership, and both stocks rallied on the news. Moorhead flags one open question: how Anthropic protects Salesforce customer data without collecting the usage traces that AI systems typically retain. (The Decode) AWS Adds 2 Million NVIDIA GPUs on Top of Its GTC Commitment. AWS committed to another 2 million NVIDIA GPUs, layered onto the 1 million it pledged at GTC five months earlier, alongside its own Trainium and Graviton silicon build-out. Moorhead estimates the deal at 6 to 7 gigawatts and $80 billion to $120 billion in NVIDIA revenue, and reads the pairing of NVIDIA's Vera CPU with Graviton as evidence that agentic workloads need capabilities Amazon's own silicon doesn't yet cover. The commitment reinforces Moorhead's argument that wafer, packaging, and memory supply set the ceiling on AI infrastructure buildout, regardless of how many custom silicon projects come online. (The Decode) Hot Chips 2026 Draws Mainstream Attention as Custom and Merchant Silicon Both Scale. What was once an academic gathering turned into a press and social media event, with OpenAI's Jalapeño inference chip drawing the most attention for its bandwidth-heavy first-generation performance. IBM and Arm detailed a joint development agreement enabling IBM Z mainframes to run Arm code natively at sub-nanosecond switching latency, and AMD showed a full Helios rack while Arm walked through its AGI chip architecture. Moorhead notes that Jalapeño almost certainly relied on Synopsys or Cadence EDA tools rather than in-house design tooling. (The Decode) The NVIDIA-Hugging Face Acquisition Rumor Raises the Stakes on Model Distribution. Reports from The Information, Reuters, and Bloomberg point to a roughly $12.9 billion deal between NVIDIA and Hugging Face, though neither company has confirmed it. Moorhead and Newman question whether NVIDIA would treat Hugging Face as a neutral, GitHub-style repository to keep the open source community on side, or use it as a route into inference services without building out its own datacenter business directly. Newman raises the regulatory exposure of a chipmaker owning the leading open model distribution layer. (The Decode) The Flip: Dario's CNBC Appearance and Claudeforce Put Anthropic's SaaS Intentions to the Test. In this simulated debate, Daniel makes the case for Dario Amodei, pointing to Claudeforce's integration with Salesforce's identity graph, field-level permissions, and audit trail as evidence that Anthropic wants to operate as the intelligence layer sitting on top of enterprise systems of record. Patrick makes the case against this, framing the CNBC appearance as a Trojan horse and citing Amodei's past comments about a small number of AI companies eventually controlling the market as evidence that owning the UI, and the pricing power that comes with it, remains the actual goal. (The Flip) NVIDIA Posts a Quadruple Beat and Commits to a $700 Billion Revenue Target. NVIDIA reported $96.22 billion in quarterly revenue, with $89 billion from data center; it guided Q3 total revenue toward $108 billion and pointed to a $700 billion annualized revenue target Moorhead calls increasingly credible. The company's new AI Clouds, Industrial, and Enterprise reporting category grew 138%, outpacing the roughly 100% growth of the rest of the data center business and easing the concentration risk bears have flagged. Goldman Sachs, Morgan Stanley, Bernstein, and Raymond James all raised price targets on the print. (Bulls and Bears) Salesforce Raises Guidance as Agentforce ARR Grows 240%. Salesforce raised full-year guidance to $46.1 billion to $46.4 billion, with Agentforce ARR reaching $1.5 billion on 240% growth and non-GAAP EPS of $5.90. Moorhead points to premium SKU bookings more than doubling quarter over quarter and half of AI bookings coming from existing customer expansion as the durability signal Agentforce needed. Newman reads the results, paired with the CNBC appearance, as the market correcting its overreaction to the SaaSpocalypse narrative. (Bulls and Bears) Synopsys Beats Across the Board Despite Investor Confusion Over IP Revenue. Synopsys reported $2.48 billion in revenue, up 42%, with $711 million from Ansys, and raised guidance, with operating expense control around the Ansys integration paying off ahead of an expected 2027 revenue lift from the combined businesses. The stock still declined on investor confusion over IP segment reporting differences between FactSet and LSEG data. Newman highlights the company's unit-based royalty model and its early visibility into custom AI chip demand through both its EDA and Ansys simulation businesses. (Bulls and Bears) HP Beats on Revenue and Earnings But the Market Wants an Edge AI Story. HP reported $15.68 billion in revenue, up 12.5%, and EPS of $0.83, both ahead of consensus, with strong personal systems growth as supply constraints give the company pricing power on premium devices. Moorhead reads the sell-off as a margin trust discount tied to tariffs and lingering uncertainty over the company's interim CEO search, with device demand holding up. Newman is looking for HP to show how it monetizes distributed AI and on-device token economics, from lower-cost workstations up through devices like the $100,000 DGX Station. (Bulls and Bears) Everpure Grows Revenue 38% and Raises Guidance on a Second Hyperscaler Win. Everpure, formerly Pure Storage, grew revenue 38% to $1.19 billion, beat EPS at $0.70 versus $0.58 expected, and raised full-year guidance by more than $500 million on a second top-five hyperscaler design win landing in fiscal 2028. Newman points to eight straight quarters of accelerating revenue growth and expanding gross margin dollars even as pricing holds steady. The stock fell roughly 15% despite the beat, which Moorhead and Newman attribute to elevated investor expectations. (Bulls and Bears) Marvell Meets Expectations as the Market Waits for Google Deal Detail. Marvell posted data center revenue up 46% to $2.17 billion, total revenue up 37% to a record $2.739 billion, and Q3 guidance of $3.15 billion, essentially matching estimates, with its full-year outlook raised to roughly $18 billion. Shares fell more than 10% on investor appetite for a guidance raise tied to the Google custom silicon deal, which Moorhead expects Marvell to detail further at its October Financial Analyst Day. Newman frames the quarter as steady execution on socket wins, with the stock up 187% year to date, without the guidance drama some investors wanted. (Bulls and Bears) Watch the full video at sixfivemedia.com, and subscribe to our YouTube channel so you never miss an episode. The Decode Claudeforce: Salesforce and Anthropic Announce Claudeforce  https://www.salesforce.com/news/pressreleases/2026/08/26/salesforce-and-anthropic-announce-claudeforce/ AWS and NVIDIA to Deliver 2 Million Additional GPUs  https://nvidianews.nvidia.com/news/aws-and-nvidia-to-deliver-2-million-additional-gpus-and-next-generation-infrastructure-for-agentic-and-physical-ai Hot Chips 2026: IBM Brings Arm Inside the Mainframe https://www.forbes.com/sites/jonmarkman/2026/08/25/ibm-brings-arm-inside-the-mainframe-with-a-new-dual-architecture-chip/ Hot Chips 2026: OpenAI's Jalapeño Chip Isn't Hot, and That's a Good Thing https://www.forbes.com/sites/luisromero/2026/08/27/openais-jalapeo-chip-isnt-hot-and-thats-a-good-thing/ NVIDIA Discussed Buying AI Startup Hugging Face, Insider Says https://www.bloomberg.com/news/articles/2026-08-27/nvidia-discussed-buying-ai-startup-hugging-face-insider-says The Flip  FOR (Dario is being sincere): CNBC Exclusive Transcript, Benioff and Amodei with Jim Cramer  https://www.cnbc.com/2026/08/26/cnbc-exclusive-transcript-salesforce-chair-ceo-marc-benioff-and-anthropic-co-founder-ceo-dario-amodei-speak-with-cnbcs-jim-cramer-on-closing-bell-overtime-today.html AGAINST (Dario's reassurance is a displacement play) https://finsee.ai/earnings/crm/2027/q2/en/ Bulls and Bears NVIDIA Announces Financial Results for Second Quarter Fiscal 2027 https://nvidianews.nvidia.com/news/nvidia-announces-financial-results-for-second-quarter-fiscal-2027 Salesforce Delivers Record Second Quarter Fiscal 2027 Results https://investor.salesforce.com/news/news-details/2026/Salesforce-Delivers-Record-Second-Quarter-Fiscal-2027-Results/default.aspx Synopsys Beats Q3 2026 Estimates, Shares Slip After Hours https://www.investing.com/news/transcripts/earnings-call-transcript-synopsys-beats-q3-2026-estimates-shares-slip-after-hours-93CH-4878035 HP Inc. Reports Fiscal 2026 Third Quarter Results https://www.hp.com/us-en/newsroom/press-releases/2026/hp-inc-reports-fiscal-2026-third-quarter-results.html Everpure Announces Second Quarter Fiscal Results https://finance.yahoo.com/markets/stocks/articles/everpure-announces-second-quarter-fiscal-200500505.html Marvell Technology Reports Second Quarter of Fiscal Year 2027 Financial Results https://investor.marvell.com/news-events/press-releases/detail/1031/marvell-technology-inc-reports-second-quarter-of-fiscal-year-2027-financial-results  

Feierabend auf der Enterprise? Das Universum hat den Dienstplan offenbar nicht bekommen. In „Off-Hour“, der sechsten Folge der vierten Staffel von Star Trek: Strange New Worlds, gerät die Enterprise in einen Slipstream, der sie auf eine katastrophale Warp-Schwelle zutreibt. Klingt nach einem Arbeitstag, für den selbst die Sternenflotte vermutlich keine korrekte Überstundenregelung besitzt. Wir sprechen über SNW S04E06, Warp, Katastrophenkino, Star-Trek-Geschichte und die üblichen wissenschaftlichen Abzweigungen, auf denen wir irgendwann vergessen, warum wir ursprünglich losgegangen sind. ⚠️ Die Podcastfolge ist eine vollständige Episodenbesprechung und enthält entsprechend Spoiler zu „Off-Hour“. Zur Episode: https://www.discoverypanel.de/episode/episodenbesprechung-star-trek-strange-new-worlds-off-hour-s04e06 #StarTrek #StrangeNewWorlds #SNW #OffHour #DiscoveryPanel #StarTrekPodcast

Star Trek: Strange New Worlds goes full 24! The latest episode unfolds in real time, putting Captain Pike and the Enterprise crew in a race against the clock. Meanwhile, Paramount's possible merger with Warner Bros. is facing even more turbulence. We'll break down what's happening and explore what the future could look like for Star Trek. Plus, some Star Trek actors land a major Hollywood deal, and get ready—more Star Trek LEGO sets are on the way! All that and the latest Star Trek news, rumors, and updates on Trekcast!News:https://culture.org/archive/paramount-faces-a-thin-market-if-it-has-to-offload-cable/https://variety.com/2026/digital/news/podcastone-deal-star-trek-the-next-generation-actors-brent-spiner-jonathan-frakes-1236845097/https://www.cleveland.com/shopping/2026/08/be-first-to-secure-new-1701-piece-lego-star-trek-bridge-set-that-includes-kirk-spock-even-tribbles.htmlAn off-duty window becomes a warp emergency when Enterprise is pushed beyond its safe limits.https://memory-alpha.fandom.com/wiki/Off-Hour_(episode)Welcome to Trekcast, the galaxy's most unpredictable Star Trek podcast! We're a fan-made show that dives into everything Star Trek, plus all things sci-fi, nerdy, and geeky—covering Star Wars, Marvel, DC Comics, Stargate, and more. But Trekcast isn't just about warp drives and superheroes. If you love dad jokes, rescuing dogs, and even saving bears, you'll fit right in! Expect fun, laughs, and passionate discussions as we explore the ever-expanding universe of fandom. Join us for a wild ride through the stars—subscribe to Trekcast today! Connect with us: trekcasttng@gmail.comLeave us a voicemail - (570) 661-0001‬Check out our merch store at Trekcast.comHelp support the show - ko-fi.com/trekcastBecome a supporter of this podcast: https://www.spreaker.com/podcast/star-trek-podcast-trekcast--5651491/support.

We get another starship disaster episode and this one is fantastic! Director Dan Liu joins us again as we discuss all of the moments from season 4 episode 6 "Off-Hour". The Enterprise is sucked into a neutrino heavy wormhole that is going to tear the ship apart. Good thing there's neutrinos present because the life of Dr. M'Benga and refueling the ship's power depend on it! Dan's directorial insights into this episode are incredible and really helps us understand what they went through and what his vision was for this wonderfully written episode by Bill Wolkoff!

Today I review the various jailbreaks by both OpenAI and Anthropic and the challenges which Frontier Labs are having with AI “alignment.” So in keeping with HR 2030, I share some general advice and stay tuned for our detailed technical paper on this in the coming weeks. And as we debate the reliability, training, and alignment of models I also point out how the technology industry is struggling to deal with the politics and economics here, since right now most tech leaders really don't want any form of regulation. (Unless it's somehow fair to all.) So we, as buyers, are left dealing with the issue. AI Alignment means making sure an AI system's goals and behavior match what people actually want—our values, rules, and intentions. It's about getting the AI to do the “right thing” even in new situations, not just follow instructions literally in ways that cause harm. In practice, it includes preventing unwanted outcomes like deception, unsafe shortcuts, or optimizing a metric that misses the real objective. I also highly recommend Jill Lepore's book “The Rise of the Artificial State” for a very sound discussion of the political issues around AI, which helps with these issues. And along the line of AI “alignment,” I discuss why Google paid $10M for the emails and data from bankrupt Spirit Airlines, and how AI companies are now buying old slack and emails from many bankrupt companies, training their AI on old, failed business models. (Read below on “reinforcement learning gyms.”) This is a strange series of events, all making it clear that Google, OpenAI, and Anthropic have quite a challenge training and aligning their models in the future. And I conclude with a preview of our AI-driven wage research and our coming book Superpowered, coming in October. Resources You Should Read OpenAI cyber models broke out of training environment to hack Hugging Face Detailed Investigation of OpenAI Jailbreak (good drama) Anthropic's disclosure of Claude's jailbreak (good discussion) Google to Buy Spirit Airlines Business Data for $10 Million A.I.'s New Training Data: Your Old Work Slacks and Emails (failed companies training LLMs) The Birth of “Reinforcement Learning Gyms” (wierdness of training data sets) Cisco Gave All 90,000 Employees Their Own AI Agent A Peek Into The Workforce Of 2035: Jobs, Wages, And AI's Impact  (Bersin analysis) Chapters (00:00:00) - AI in the Political System(00:03:24) - Will AI Eliminate Jobs?(00:08:08) - The role of agents in IT security(00:10:01) - The Personal Agent in HR 2030

 Everybody on the Enterprise is working for the weekend, that is until disaster strikes. Matt and Pete clock episode 406, “Off-Hour.” Thanks as always to everyone who supports the podcast by visiting Patreon.com/PhantasticGeek.Share your feedback by emailing PhantasticGeek@gmail.com, commenting at PhantasticGeek.com, or tweeting @PhantasticGeek.MP3

Everybody on the Enterprise is working for the weekend, that is until disaster strikes. Matt and Pete clock episode 406, “Off-Hour.” Thanks as always to everyone who supports the podcast by visiting Patreon.com/PhantasticGeek.Share your feedback by emailing PhantasticGeek@gmail.com, commenting at PhantasticGeek.com, or tweeting @PhantasticGeek.MP3

AlabamaCongressman Figures offers bill to counter Trump's beef imports decisionSen. Tuberville calls out Canada for undercutting US industries for yearsJerry Carl believes data centers will be outdated in a matter of yearsState of AL to get $117M in settlement with Meta over social media platformsA Haitian official has been detained by ICE in AL for charges of embezzlementCity of Enterprise opens up rehabilitation center for traumatic brain injuriesNationalDHS tells states that random counts of paper ballots after elections must happen in order to continue receiving DHS federal grantsHHS Secretary disputes claims from PA governor that 2 deaths cause by measlesUS Treasury prepping to conduct audits of non profits with questionable operationsEpidemiologist Nicolas Hulscher shares results of cancer study using Ivermectin

This week’s episode has everything: Broken bones and crushed torsos; a detailed look at the past, present, and future of the ship’s medical org chart, a remote control Mind Meld, and the start of the most important character pair in the history of Star Trek: Scotty and the Enterprise. Scott McNulty and Jason Snell.

Manchester Airports Group suffers cyber incident ATF suffers data breach Clothing retailer Carhartt suffers data breach Get the show notes here: https://cisoseries.com/cybersecurity-news-manchester-airports-breach-atf-agency-breach-clothier-carhartt-breach/ Huge thanks to our episode sponsor, ThreatDown SMBs face enterprise-level, AI-driven threats every day, often sacrificing robust security in favor of operational agility. You don't have to choose between moving fast and staying protected. ThreatDown bridges the expertise gap, replacing fragmented, legacy tools with proactive, 24/7 MDR that scales with your business. ThreatDown. Enterprise-grade defense. Built for businesses like yours.

Read the full stories at CISOSeries.com.  This week's Department of Know is hosted by Rich Stroffolino, with guests Jason Elrod, CISO, MultiCare Health System, and Chris Ray, field CTO, GigaOm. Missed the live show? Check it out on YouTube. The Department of Know is live every Friday at 4:00 p.m. ET. Join us each week by registering for the open discussion at CISOSeries.com. A huge thanks to our sponsor, ThreatDown Managing an enterprise-sized attack surface without a dedicated SOC? As attackers leverage AI-driven automation to target mid-size business, your legacy defenses are no longer enough. You need the expertise to detect and respond to modern threats, without the overhead of building an in-house security team. ThreatDown provides proactive, Managed Detection and Response, 24/7, so your business can scale safely. Enterprise-grade defense. Built for businesses like yours.

Laura McDonald breaks down how to multithread enterprise deals, reach the C-suite, and build buying committee consensus without getting trapped with one champion. Learn how to leverage executive assistants, map the real power base, and neutralize blockers before they kill your deal.

Why Being the Best Drone Pilot Is No Longer Enough In this episode of Ask Drone U, Paul and Rob answer a question from Gabe at Hawaii Pacific Drone Solutions regarding whether competitive advantage in the drone industry is shifting from piloting skill to solving client business problems. They discuss why flight ability is now simply a baseline, why communication and sales skills are critical for winning contracts, and how mastering AI tools and client pain points can set your drone business apart from the competition. Need help getting your enterprise drone operations back into efficiency mode? Drop us a line at paul@thedroneu.com 5-Day Free Course: Thriving Drone Real Estate Business Transform your drone operations into a thriving real estate-focused business. Learn client management, pricing for profit, and creating high-value deliverables. Grow My Drone Business Get your questions answered: https://thedroneu.com/. If you enjoy the show, the #1 thing you can do to help us out is to subscribe to it on iTunes. Can we ask you to do that for us real quick? While you're there, leave us a 5-star review, if you're inclined to do so. Thanks! https://itunes.apple.com/us/podcast/ask-drone-u/id967352832. Click here for access to Skywatch for all your drone insurance purposes ! Become a Drone U Member. Access to over 30 courses, great resources, and our incredible community. Follow Us Site – https://thedroneu.com/ Facebook – https://www.facebook.com/droneu Instagram –  https://instagram.com/thedroneu/ Twitter –  https://twitter.com/thedroneu YouTube –  https://www.youtube.com/c/droneu Timestamps: [0:00] Episode introduction and Drone U community welcome [00:30] Question from Gabe (Hawaii Pacific Drone Solutions) on non-flying skills [00:55] Flight proficiency as a baseline vs. client problem-solving [1:30] Client communication and setting expectations (The Gold Miner example) [2:30] The role of human touch vs. AI in business proposals [3:40] Why sales systems and calibrated questions matter in contract negotiation [4:35] Key non-flying skills to invest in: AI integration, sales training, and media communication [5:25] Enterprise assistance contact info and podcast sign-off

Jen Abel is the co-founder of JJellyfish and GM of enterprise sales at State Affairs. She is widely regarded as one of the sharpest practitioners in enterprise sales, and for that reason, this is her third visit to the podcast. In our first conversation we went deep on founder-led sales; in our second we mapped the $1M–$10M playbook. This time we do something I've never seen on another podcast: walk step by step through the full enterprise sales cycle. Most people think it's five steps. Jen shows it's closer to 15.In our in-depth conversation, we discuss:1. Why the standard five-stage CRM pipeline is a forecasting tool, not a sales process, and what the real 15-step cycle looks like2. The “pincer model” for landing the first meeting at the executive and N-minus-one level simultaneously3. How to craft a two-to-three-sentence message around giving them “alpha”4. How to run an intro call that extracts maximum intelligence before you ever show a demo5. The two-to-three-day pilot structure, how to define success jointly, and when to charge for a longer pilot versus giving it away6. Navigating pricing, procurement, redline negotiations, and the final signature without losing momentum—Brought to you by:WorkOS—Make your app enterprise-ready, with SSO, SCIM, RBAC, and moreMercury—Radically different banking, now with Command—Where to find Jen Abel:• X: https://x.com/jjen_abel• LinkedIn: https://www.linkedin.com/in/earlystagesales• Website: https://www.jjellyfish.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction(02:49) Why Jen is giving away her enterprise sales playbook(05:54) Example: selling AI legal tech to SpaceX(09:11) Step 1: Landing the meeting(18:44) Step 2: Running the intro call(30:00) Step 3: Running a follow-up call(36:30) Step 4: Prepping the pitch/frame for demo(38:36) Step 5: Running the demo(46:45) Step 6: Post-demo debrief(48:59) Step 7 through 9: Preparing for and running the pilot(01:03:44) Why the standard five-stage CRM pipeline doesn't work(01:04:49) Step 10: Post-pilot session(01:07:48) What a healthy enterprise win rate looks like(01:11:45) Steps 11 through 14: Navigating procurement and getting the signature(01:18:01) How to think about expansion(01:19:18) How buyers can say no without wasting everyone's time(01:21:53) Why enterprise sales is a lot like product management(01:22:27) Closing thoughts—Referenced:• State Affairs: https://stateaffairs.com• The ultimate guide to founder-led sales | Jen Abel (co-founder of JJELLYFISH): https://www.lennysnewsletter.com/p/master-founder-led-sales-jen-abel• “Sell the alpha, not the feature”: The enterprise sales playbook for $1M to $10M ARR | Jen Abel: https://www.lennysnewsletter.com/p/the-enterprise-sales-playbook-1m-to-10m-arr• SpaceX: https://www.spacex.com• Lemlist: https://www.lemlist.com• Palantir: https://www.palantir.com• Jason Lemkin on X: https://x.com/jasonlk• We replaced our sales team with 20 AI agents—here's what happened | Jason Lemkin (SaaStr): https://www.lennysnewsletter.com/p/we-replaced-our-sales-team-with-20-ai-agents• Building a world-class sales org | Jason Lemkin (SaaStr): https://www.lennysnewsletter.com/p/building-a-world-class-sales-org• Careers at State Affairs: https://stateaffairs.com/careers—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com