Podcasts about enterprises

In today's episode of the AgNet News Hour, Nick “The Ag Meter” Papagni and Josh McGill bring you the latest headlines, hot weather insights, and a down-to-earth conversation with a true Central Valley farming legend. We kick off the show talking about summer heat and its effects on both people and crops. While Josh looks forward to time on the water, Nick reminds us that this year's ideal growing conditions have farmers thankful—at least for now. The feature interview today is with Wayde Kirschenman of Kirschenman Enterprises, a family farm that's been operating since 1937. From red, white, and yellow potatoes to table grapes and watermelons, Wayde and his family grow nearly a dozen crops throughout the year across multiple locations in California. Wayde walks us through their nearly year-round operation, how they ship produce globally, and the challenges of packing and shipping delicate crops like potatoes. We also explore the Kirschenman family's commitment to farming, with three generations working side-by-side and preparing the next generation for the future of agriculture in California. Wayde shares insights into labor and immigration concerns, the complexities of tariffs—especially on watermelons exported to Canada—and how freight, regulations, and water access play major roles in their operations. The episode also highlights the Make America Healthy Again (MAHA) initiative, which is gaining support from major food companies and aims to increase access to fresh fruits and vegetables, particularly in school lunch programs. The International Fresh Produce Association has proposed policy updates, pushing for expanded produce prescriptions in federal healthcare and broader access to nutrition education. Finally, we preview the upcoming Citrus and Specialty Crop Expo in Tampa, Florida. Josh and Nick invite citrus and specialty crop growers nationwide to attend the event on August 20–21 for keynote speakers, research updates, and networking opportunities. Don't miss today's episode—it's packed with practical insight, timely updates, and the kind of conversations that matter to California farmers and specialty crop growers everywhere. Follow us on Instagram, Facebook, and X @AgNetWest to stay connected with California's ag pulse.

Tehillah Niselow was in conversation with Lucky Pane, the Executive Head: Research and Project Development at the PIC about how the PIC will ensure that businesses in rural and township areas get more than just money, such as help with business skills, networks, and market access, to actually grow and succeed.See omnystudio.com/listener for privacy information.

  In this episode of Hashtag Trending, hosted by Jim Love, NVIDIA's CEO Jensen Huang announces that the US will lift the ban on selling AI chips to China following a meeting with President Trump, potentially recovering significant lost sales. Meanwhile, Elon Musk's XAI secures part of an $800 million Pentagon contract despite recent controversies and setbacks. Autonomous robot surgery makes strides as a Johns Hopkins-developed robot successfully performs gallbladder removal independently. Additionally, a shift from large language models to smaller focused AI models is noted among enterprises seeking more explainability and data governance. The episode concludes with a surprising moment where a robot autonomously instructs others to cease work, highlighting unexpected AI behavior. 00:00 Introduction and Host Welcome 00:26 NVIDIA's Stunning Win on Chinese Sales 02:33 Grok Wins Pentagon Contract Despite Controversies 04:35 Autonomous Robot Surgery: A Leap Forward 06:10 Shift to Smaller Language Models in Enterprises 07:55 AI-Driven Robot Commands: A Surprising Development 09:01 Conclusion and Listener Appreciation

In this episode of The IC-DISC Show, I delve into the journey of Kripke Enterprises from its humble beginnings to its current status as a leader in the scrap metal and recycling industry. Founded by a husband-and-wife team in 1993, the company has grown significantly with the involvement of their son, Matt. They discuss the strategic moves that helped propel their business forward, including key acquisitions like Mid-South Aluminum and a strong focus on aluminum trading. Matt and Scott highlight the importance of relationship building and trust in the scrap metal industry. They share insights into how their reputation and values, like keeping promises and problem-solving, have been instrumental in their success. The episode delves into the symbiotic relationships they have fostered with aluminum suppliers, emphasizing the value of maintaining strong personal connections in business dealings. We also hear about the transformative leadership styles within Kripke Enterprises. The discussion covers how innovative thinking and diverse perspectives, including contributions from those outside the traditional industry, have reshaped the company's culture. Matt and Scott talk about the balance between a hands-off leadership approach and active collaboration with executives to navigate industry changes. Finally, the episode touches on the future of the recycling industry, highlighting the role of technology and innovation. The Kripke team shares stories of employee growth and empowerment, including unique programs aimed at helping employees become homeowners. They reflect on the potential of a younger workforce and the exciting developments in material sorting and AI within the aluminum sector.     SHOW HIGHLIGHTS In this episode, I delve into the inspiring transformation of Kripke Enterprises from a small family venture into a major player in the scrap metal and recycling industry, led by brothers Matt and Scott. I explore the strategic acquisition of Mid-South Aluminum and discuss how building trust and maintaining strong relationships have been key to Kripke's success, emphasizing the unique dynamics of their coil distribution business. We discuss the innovative leadership styles within the company and how they've transformed company culture, with insights into how diverse perspectives, especially from non-traditional industry backgrounds, contribute to their growth. There's a focus on employee empowerment and personal growth stories, such as Eric Phillips' rise from warehouse manager to COO, highlighting Kripke's commitment to fostering leadership and financial education for employees. I cover the positive outcomes from switching to a specialized service provider, which resulted in improved efficiency, response times, and significant tax savings, underscoring the value of expertise in business operations. Advice is shared for younger generations entering the workforce, emphasizing the benefits of starting a career in smaller companies for broader exposure and discussing the impact of technology, especially AI, on the industry. The episode wraps up with a reflection on the excitement surrounding JJ Spahn's US Open victory and the anticipation of future events, providing a light-hearted end to a comprehensive exploration of Kripke Enterprises' journey.   Contact Details LinkedIn - Matthew Kripke (https://www.linkedin.com/in/matthew-kripke-b225969/) LinkedIn - Scott Chaffee (https://www.linkedin.com/in/scott-chaffee-63429bb/) LINKSShow Notes Be a Guest About IC-DISC Alliance About Kripke Enterprises Inc GUEST Matthew KripkeAbout Matthew Scott ChaffeeAbout Scott TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Dave: Good afternoon, scott and Matt. How are you? Matt: Fantastic. How are you doing? Dave: I am doing great. I get to talk to one of my favorite scrap metal company representatives, so it's always a good day for me. So let's get started. Where are you guys calling in from today? Matt: We are at Crypto Enterprises headquarters in Toledo, Ohio. Dave: Okay, and I believe that's made famous by the Mudhens right. Isn't that Toledo's claim to fame? Matt: That is correct, the Mudhens which Jamie Farr in MASH used to wax poetic about. Dave: Yeah, his character was Slinger, I believe. Matt: Yeah, you're showing all of our age that. That's how we're starting this interview. We're referencing a show from the 1970s and early 80s, agreed, agreed. Dave: Well, hey, matt, why don't you give us some background? What's the history of kripke, what year was it founded, who founded it and kind of how we got to today? Matt: sure, so kripke enterprises was started on january 4th 1993, which that date is important because that was my mom, or is my mom's birthday. Next year, on January 4th, it will be the 30, let's see 33rd anniversary of Kripke Enterprises and at the same time my mom will be turning 80 years old that day. She'll be thrilled that I shouted out her age in the beginning of this podcast. But the company was founded by my mom and dad. They started out with the two of them and one administrative assistant and the goal was to create a non-Ferris brokerage company where my dad could just put food on the table for him and my mom. They had their third kid at the time in college. Two of their kids had already graduated college and really not very grandiose ambitions. It was just going to be a small little trading company to capitalize on what my dad's career had been, which had been in the scrap metal. I know we call it the recycling industry today, but back then we did not. We called it the scrap metal company Sure, but back then we did not. We called it the scrap metal company Sure Industry and that was their goal and plan. I don't think that really in his mind he was ever going to grow it beyond those three people and I joined them in October of 1994. So the company was a year and a half old at the time. I had no intention of ever joining the company but my my dad got very ill and I came in and kind of kept the company going while he was spending 60 days in and out of the hospital and, um, at the end of 60 days we agreed to find a position for me and then he said to me point blank he said I really don't want to grow this company, but if you ever decide you want to grow it, I'll support you. It's just you have to do it. And okay, that was kind of the beginning and it took a while for me to get the confidence to begin to grow the company. But that process started from me being the fourth employee and today we're just under 70 employees and locations in Toledo, Jackson, Tennessee. We have a trading office in Florida and then we have a few people that work remote in different cities around and what's your commodity focus? Our specialty is aluminum, but we do trade in most metals, but still 95% of our volume is aluminum. Maybe even Scott's going to correct me with the numbers, but maybe even 98 percent is aluminum okay, does that sound right, scott? Dave: yeah, actually 99 okay, that sounds, that sounds good, and so you've had quite a bit of growth. Matt: Yeah, I think you know I would attribute a lot of it to just finding good people and then ultimately getting out of the way. You know, as an example, scott, who's in this interview. He came in in 2011 with us and was instrumental in setting up systems so that we could scale our business, and you know, one of the things people take for granted is that you really need to. You really need good systems in place in order to scale. You really need good systems in place in order to scale. You can grow your business a little bit at a time if you're doing it with spreadsheets and duct tape and super glue and you're MacGyvering it together, but you really need a good CFO and you really need a good IT person in today's day and age as well. Scott: Yeah, and to piggyback off of that, I mean the infrastructure is so important, whether it's the IT infrastructure, the bank line of credit, I mean there's a number of different things and once that's in place, I mean it becomes fairly easy. And I would say that you know we've been able to do that several times now. You know we acquired Mid-South Aluminum in 2017. And the single biggest thing that we were able to help out there was the infrastructure, the line of credit, the system, the line of credit, the system. We were able to, you know, bring them onto our system, and you know it took a company and we were able to increase that at quite a multiple so the hopline sales number when we acquired Mid-South in 17 was about what Scott? Call it about 30 million, and we were able to take it after we joined forces. We were able to take it all the way up to like about 150 million. Dave: Wow, in a short period of time. That is amazing. And so, Scott, how did you end up here? Did you grow up with a lifelong desire to be in the scrap metal business? Matt: He did Next question. Scott: No, go ahead, Scott. You know I can still remember the day. Yeah, so I've been here since 2011. You know, I tell people all the time it was the best move I've ever made, Including marrying his wife. Well, yeah, I'd worked for three large corporations, three international corporations, and even did a lot of international travel. For, and you know it, I can remember I had a mutual friend with Matt and Larry and I can still to this day remember going out to breakfast with them and at the restaurant here in Toledo, and from there I knew, you know, it was a good feeling. You could just, you could tell, I mean, it's got a, we got a great culture here that comes from there. I knew, you know it was a good feeling. You could just, you could tell, I mean, it's got a, we got a great culture here that comes from the top and makes all the difference in the world. Sure, yeah, Sure. Dave: So tell me more about this Mid-South acquisition. What was it about it? Acquisition, what was it about it? Because you know, so many times you do acquisitions, mergers, and you have these grand plans of all the synergies and growth and everything, and oftentimes it doesn't come to fruition, but it sounds like it did in your case. Matt: What would? Scott: you say, made that transaction so successful. What do you think, scott? Well, I, you know, I, I think I think there was a lot for both of us to benefit from. You know it was. The company was basically run on Excel spreadsheets at the time and you know we we had, we had access to a large line of credit with the banks, and so we were able to, you know, tap into that. We had the infrastructure, we brought them onto our system. I think that was probably the relationship that we'd had, or I should say the relationship that Larry and Matt had with the Salih family, and that went back many, many years. I don't know Matt how far back? 20 years before that yeah. Matt: Yeah, I think that's where it really started. So I think Scott tapped on what made it work from a logistics point of view logistical point of view. But that relationship piece is, you know, when you get into a negotiation, a lot of times they stall out because you start the conversation and people get a little freaked out about well, wait a minute. I'm just not sure that I want to do this because I don't know that I can fully trust you and we both had this longstanding trust of each other. We had been business partners for a long time. What made it really interesting to us was, you know, if you think about Mid-South Aluminum is a coil. It's an asset light coil distributor, which essentially means coil broker. But where I say coil distributor, our niche is we buy mill finish coil, bare coil, and we have relationships with various paint lines paint lines and we will get it painted to specific colors for our customers and then ship them. You know painted coil that would be used mainly in the bnc market, sometimes into producing signs, and sometimes mill finish that might go into like hurricane shutters or florida rooms or things like that. Where it's interesting for us is if you think about where coil is sourced from. Those are the same people that we're selling recyclable aluminum into. So we become customers of theirs, supplying them on the scrap side of the business. And then we're a customer of theirs on the other side of the business, buying coil from them. Oh wow, full circle. And so there's times in the cycle where they treat us really well because they really need us to supply them with scrap. And then there's times in the cycle where getting scraps easy but they really need us over here to help them out to take out quill. So interesting we've, because, you know, we kind of have a little bit more leverage, um, in those relationships. And that's become, you know, now, when we acquire mid-south, we, oh, this is going to be great, we're just going to do a ton of tolling. Well, that doesn't always work and, as a matter of fact, more often than not the tolling piece doesn't work. But when it does, it's great, for you know, two different parties. Now that's great. Dave: And this is one of the reasons that. Now, that's great and this is one of the reasons that you know I picked up. You probably know my very first scrap metal client, Arnie Gashman. You probably know Arnie. Everybody knows Arnie, Right. I think he was in college, at TCU, when his father or grandfather became ill. It may have been his grandfather, Maybe his father wasn't very interested in the business, and then I believe his grandfather passed somewhat suddenly. So Arnie was kind of thrust in to take him the place over at like 22 years old. So yeah, and same thing, he stuck around. But one of the things I love about the industry and I've I tried telling friends who aren't in the industry that I said I've never seen an industry where your reputation matters more than in this industry. And I said and I tell them, I said I believe my clients will buy and sell a million dollars of scrap metal on a phone call, like no formal contracts. I mean there may or may not even be an email, that that that documents it. But I said, can you, can you believe that they do transactions just on a handshake? And it's one of the things that I find just great about the industry. Matt: That is a hundred percent true. You know, I would say you know we have three core values that we run our business and we run our business on them, and everyone in our organization can recite them, and they also know that every decision they make needs to be filtered through these three things okay, one is. One is we do what we say, which you're referring to. You know your reputation. That's how you build your reputation by following through on what you say. Two is we provide solutions. And you know where we try to differentiate ourselves is people are used to at least in the recycling side of the business. They're used to rejections and downgrades. I mean, things go wrong and my dad's big thing was always don't call up a customer and say, hey, you got a rejection down in Kentucky, because that's what everyone else does. He said let's differentiate ourselves. Instead of saying that, let's call them up and say, hey, we have an issue, a little bit different verbiage, but before you call them already have worked out two to potentially three solutions of this, and they'll keep it. Two is we ran the freight to bring it up to our warehouse in Toledo is blank and we'll go through and clean it for you and evaluate the load. And a third option is we found this other place that is willing to buy it. If you go that direction. We're still going to owe this metal on the original contract, but this gives you an opportunity to. You know, get out of this loop. And that's the second one. The third one is also what you're referring to. The third core value Relationships are the backbone of our business. Backbone of our business and I think, while unique when we discuss other industries, that is not unique in the scrap metal industry. You know that we will put relationships ahead of making money, that we will say to you know, our employees, employees hey, if you have an opportunity to cement a relationship, don't worry about whether you make money on that particular deal, it'll come back to us many times playing the long game, playing the long game well. Dave: And I just find life's more fun when you do business with people you know as a customer or supplier. It's just more fun when you do business with people you like and trust. And, just like my wife and I have a saying we don't do transactions, we only do relationships. And that even means because everybody wants like a customers, right, don't complain, pay your bills right Easy to work with. Like a customers right, don't complain, pay your bills right Easy to work with. But my wife and I's theories we aspire to be a customers for all of our vendors because we just find it's more fun when you have a problem and the vendor calls you back right away because you're one of their better customers. And it's just more fun when you're you have great working relationships with your vendors, rather than them feeling like you're going to beat them up on price every time you talk to them. Scott: Right, but that's another relationship, you know, it goes way back and there is a lot. I mean, it can't emphasize enough how important relationships are. You know, this weekend I listened to a couple of the podcasts that you've done and there was somebody else that mentioned the importance of the relationship, and it is. I mean, that is definitely the case in everything that we do, even with the banks, like, for example, you know, we go through periods where, okay, maybe we're carrying a little bit more inventory than what we typically carry, or maybe the price is a lot higher than what it was six months ago. It's great to know that we can pick up that phone and say, okay, we've got a temporary situation, maybe it doesn't quite work with our reporting, what can we do? And we'll start talking, talking through some, some options, and I think, because we have a relationship like that with our banks and and others, I mean it makes it makes business a lot easier to do too. And the other thing you touched on was, uh, you know the integrity that is so important and we do what we, you know. And that goes back to another one of our three core values that Matt mentioned is we do what we say. I can remember when I started years ago, larry always used to say, okay, pay on time, pay on time, pay on time. Because, that is a really important thing. It builds trust, it builds a relationship, adds to the integrity. I mean it is really important and you know it goes a long way. Matt: That's the other thing, that pay your bills on time. You know it's's. Yes, there's many industries where that is an issue. But when I have friends and in other industries and I'm like, oh yeah, we pay our bills on time, they look at me like why is that unique? You know, everyone pays their bills on time. Dave: I'm like not in our industry. Matt: I mean there's, you know there's, unfortunately, uh, you know the road is littered with um, a lot of people who give you the highest price and then make you chase them for, uh, that last dollar and, um, you know, that's one of the. You know, if you say, what is our secret sauce and why do people like to do business with us? One of those things is they never have to track our CFO down and say why am I not getting paid? I mean they, they can set their clock to when the payment comes. Dave: Sure, well, you talked about the relationships. I remember when I ran into you guys in San Diego last month, you know, I had a chance to introduce you to a professional who might be able to help you all in a way, and then I happened to sit down and have breakfast with you guys and you were, you all were kind enough to introduce me to some, some guys who I didn't know and some others who I hadn't talked to in a long time. So, uh, yeah, in fact I leave tomorrow to go to san antonio for the gulf coast regional event. Matt: Yeah, I do my guess is there'll be some people from our. I don't even know anymore who goes to which event, but my guess is we have some people who are going to that event. Dave: I would suspect. So I also suspect it'll be warm, so that's my other suspicion. So, Matt, I believe that a few years ago you kind of changed your role with the company. Is that correct? Matt: That is correct. So, in trying to think of the year that we named Chad the president, was that three years ago, so 22. So, so for a number. So let me backtrack a little bit further. In 2012, I worked out an agreement with my dad that was going to be a 10-year buyout of his and my mom's shares in the company. As part of that we agreed that I think right before then I took over as president of the company and my dad became the CEO of the company and he maintained that CEO role almost all the way through that buyout, even though I would say the last five years I would call him he was much more of like our lovable founder than he was really leading the company strategy anymore. Everyone would love when he would come back from Florida and come in the office and and spend time here. I took over the CEO role maybe in 2019 or 20 and was president CEO for a few years, and then we identified my cousin, chad Kripke, as president, or that we're developing him to become the president of the company. Chad is really really strong at risk management and a lot of the. I mean he was one of our rainmakers probably towards the end of his trading career, our largest rainmaker and would put together these monster deals and really good at building relationships. He, you know, I say to people all the time I felt like I was a really good president of a company for a long time, but Chad is 14 years younger than me and Chad is so much better than I ever was at that age I mean he's he's probably better than I was towards the end of when I was president, but he's still learning. He's still learning many things, but he's done a great job in really leading the day-to-day of the company. I'm still learning what it means to. You know, I've been really, really careful about not wanting to step on Scott's toes as CFO, not wanting to step on Andy Golding's toes as our chief strategy officer, eric Phillips as our COO and wanting to give Chad the freedom to lead. That I probably have erred too much on, you know, kind of a laissez faire attitude of you guys make all the decisions and some of them, actually, almost every single person has come back to me and said, hey, we see what you're trying to do. We'd like you to maybe stay involved a little bit more than you have been and we'd like you to voice your opinion a little bit more forcefully than you have been, and it's a tough mix to figure that out, so I'm still learning what that means to lead more on the longer-term strategy side and less on the day-to-day side. But it's really been fun and then, also in 2022, I told you January of 2023, these guys that I mentioned, they all came in and wrote a check to buy some equity in the company, and they are now my partners in the company, which has been fun as well, and you know it's. Dave: that's been a learning experience too, because my only partner prior to this was my dad, okay, oh, that's that is great, and, and I believe that andy is on track to be, uh you know, the chair of uh rima in a couple years right, or three years next year, next year, next year, yeah, okay yeah, so so next, next year, uh, andy's reign of terror begins and, yes, you, I think that it will be very exciting for the industry because Andy thinks differently. Matt: The reason that he's so valuable to us is, I think, very black and white. Yeah, chad is pretty creative, eric is very black and white, scott is very black and white, andy thinks in all these different technicolor ways, okay, and he is going to bring that to the entire REMA board and it will be uncomfortable. I can guarantee you this. The board will be uncomfortable for a couple of years because he will push the boundaries and will get them to think of hey, yes, I acknowledge we've done it this way forever, or we've done it this way for a long time. I just think this is a great idea over here and I'm going to challenge everyone and there's going to be a lot of people that are going to be very uncomfortable, but the industry is going to be better off for it and I can tell you our company is certainly better off because of how creative he is and the way that his mind works. Dave: Yeah, because what do you think about that? Matt: although Scott's the CFO, and I will tell you that sometimes those creative types are not the best at details. What do you think, scott? Scott: It's funny, andy and I have have like a long running joke that you know he always jokes. He'll say, well, I'm extremely detailed, I'm not, you know, we laughed about it. So, but, yeah, I, you know, I think, I think Andy's going to be great for rima. I think that, uh, you know he's gonna, he's gonna bring a lot to the organization and uh, uh, they'll probably be looking at a lot of things a whole lot differently when, uh, yeah that's into the chair position so, matt, you know, I I believe that that Andy does not have a traditional scrap metal background. Matt: What was it? Dave: about him that made you think kind of outside the box and bring in somebody from outside the industry. Matt: Well, in 2004, my dad and I so 2001, we hired our first trader who was not family and that was Marvin Finkelstein in Florida, and Marvin is our senior vice president of domestic sales and trading and Marvin's been with us since 2001. And Marvin's been with us since 2001. 2004, we had a guy hired who was supposed to start like essentially January 1 of 25. And he called us. I think Christmas Eve, called my dad and he said I really appreciate the offer, I really appreciate getting to know you guys even better. I've gotten cold feet and I have this other opportunity and I'm going to take the other opportunity and I think that's the safer way for me to go. And so we knew that we needed to add someone. At the same time, andy was part of a family business that unfortunately ran into some tough times. They were in the auto glass industry and, similar to the way that, like doctor's reimbursement, changes on the whims of the way the insurance companies want to treat different procedures, that industry was having a seismic shift and they were a big enough company. They couldn't move quick enough to get out of the way, and so andy was uh, andy at the time, in september of 2004, had twins, so he then had four kids under four years old and his family business was kind of disintegrating and and I knew andy, we, we had known each other since we were kids and and, um, my dad had known andy probably since close to when he was born and I I pulled my dad aside and I said, hey, this, this thing with this other guy didn't work out. You know, andy is out there looking and he doesn't have any experience in our industry, but this guy is really creative and could be a great sales guy for us. My dad said if you think you can work with him and you don't, and you're not nervous about your friendship getting ruined, then bring him in, let's talk to him. And by February of 2005, we had an agreement worked out. He started and he was was. I mean, he had to learn the metals, he had to learn the industry, but one thing he didn't have to learn was how to be a salesman and how to be creative and okay it. It probably took me maybe three or four years until I started getting comfortable with his crazy ideas. That and they weren't. They weren't crazy, they were crazy to me. But once I got comfortable with, hey, this stuff that he's suggesting it's working. Maybe we should, maybe I should get out of the way and maybe I should get out of the way, and, and you know that success and him being successful encourage us to add Eric Phillips and encourage us to add Chad Kripke. And then we grew to the point that we needed a real CFO and, you know, instead of my dad just coming back from Florida and saying, all right, what do you guys, you know, where are we at, what should I do? And so that, really, you know, starting with Marvin, going to Andy and then adding the others, those were all key moments and, um, a lot of the people we've added did not have, uh, scrap metal or recycling experience prior to joining here, and I think that has actually worked a lot to our advantage to get fresh eyes on things. And instead, instead of someone saying, well, here's the way you do it in your industry, someone coming in and saying, why do you do it this way and can we do this differently? Dave: No, that makes sense. I can appreciate that different perspective that he was able to bring Scott. What do you enjoy the most about your role with Kripke? Scott: Well, I'll tell you what I mean. I think you know I mentioned my background and you know it's just, it is so refreshing to be here compared to, I mean, we're, you know, we got a great culture. I mean we stress that all the time. You know it's so different than you know, what I had previously. I mean we're still, you know, we're still, you know, reasonably small in the grand view of things, so we can change on a dime, you know, we're, we're, we're nimble, we're, you know, and that's the great thing. So we find, we find that if something isn't working, let's, let's do something, try something else. And you know, I I would say between between being able to to quickly change and, you know, I would say, between between being able to to quickly change and, you know, have make a real difference, um, that in just being someplace where the culture is so important, you know and and people feel part of the team. I mean, I, I, you know. I would say that that those are probably two of the biggest things that I enjoy, you know, working here. Dave: So OK, that makes sense. Scott: It goes throughout the entire organization. Dave: So, yeah, I like it. So, Matt, how about you? Same question to you in your current capacity what do you find most enjoyable or satisfying or gratifying in your current role? Matt: I love seeing growth in other people. I love seeing people grab opportunity. Seeing people grab opportunity, and you know I love the stories of someone coming in as a. You know I'll use Eric Phillips as an example. Eric Phillips, in 2008, gets hired to be our warehouse manager. As we decided we were going to move more into. You know, on top of the brokerage, we were going to concentrate also on having a physical operation for reworking and consolidating loads. And he comes in and within probably eight months, my dad pulled me aside and said you know, we really need to bring him up front. He needs to be a trader. He's got everything. He's got all the skills to do that. My dad was really, really good at warehouse manager. You know currently is a COO and a partner in the company, and you know I love seeing that. And then you know we have some other programs that are a little bit unique. We have we want to make people's lives better, not just our customers, but I'm talking about, you know, where Scott references the culture. We put together a program five years ago, I guess, that we put together a new homeowners program and we want to help any of our employees who have never owned a home. We want to help them get a home, and so we put together a six-month financial education course where they do, like these, lunch and learns, and we have a local credit union that comes in and leads these classes, and as long as they go through those courses and as long as they've been with us for one year, then we'll uh, we'll, give them a twenty five hundred dollar uh, at least they have to put up at least twenty five hundred themselves, which, of course, you're gonna have to do that to buy a home, but we'll match up to $2,500 and then we'll give them a hundred dollars a month for three years towards their mortgage. How cool is that? So, you know, keep in mind we're we're pretty small, but we've had five people in the program. We currently have another four that are in classes right now in a series of classes, and of those, I believe that as soon as three of them, as soon as they're done with the course, are going to be ready to buy their first home. So it's, it's exciting and you know, you know, of course, the side benefit of that is it does act a little bit as a golden handcuff. Sure, you know, let's face it, someone's not staying on a job for 100 bucks a month. Yeah, but it does give them something to think about. These guys help me with this and, and if they help me with this, what else are they going to help me with down the road? Dave: Now, that's awesome. So did all five of that first group buy houses then? Matt: We have, we've done. I think this is our fourth different class yeah, so we've had, we haven't had. Sometimes we've had people go through it and say I just want the financial education piece of it because I don't really understand. I hear people talk about credit score, but I don't really understand what it is or how I could affect it. That might be one of them. I hear people talk about what a mortgage is, but what is a mortgage and how does it work? And you know, and then some other people. One of the classes is how do you set up a budget so that you don't, you know, you, you, you don't think getting the house is the finish line. The finish line is making sure you can afford the house. Dave: Yeah, of course, of course. So you have had some people buy houses from the program. Matt: We've had five people. We have five people that we have put in new houses. Dave: Yes, that's awesome. I mean heck, that's almost 10 of your workforce yeah, that's, uh, that's a little under that. Matt: Yeah, a little you know, I would hope you're an account you. You do our icy disc. Your numbers have to be your. Your math skills have to be better than that, david. Well, that was a bit of. It's about seven percent. Well, that's where my that's where my marketing angle came in right. Dave: Just it sounded more appealing to say nearly 10 there you go. But if we look at, but if we look at the percentage of your employees who'd never bought a house before. Now we're talking, you know 20, right? Because some of your employees you know already owned a house before you know they came to work here. I think that is awesome. So, scott, I'd like to just digress just a bit. And so you had another service provider for the IC desk before we came along, and I think I you know, we talked to you for several years. I'd known Matt for a long time, and one of the things we talked about was that I thought we could do a better job from service, kind of turnaround time. And then I also said that we bring a more thorough kind of calculation to the table. And I'm just curious I know this is kind of unscripted, but how and this has been a few years how has that been? Did we live up to the expectation? Is there anything that you were disappointed by? Scott: Yeah, no, for sure, I mean we, we, we can't thank you enough, dave, um, if, if I think back, I think we have. We moved our icdiscs over to you. What three years ago I can remember, we met in nashville yeah, something like two years ago, and I think you'd already had our disc for a year at that point. Does that sound right? Dave: Yeah, I think so. Scott: Yeah, so you know we, I know that you and Matt had been in touch. I think I, you know we, I think you and I had been in touch. You know, before we made that move for for some time move for, uh, for some time, we, you know with, with our previous provider, you know, maybe the response times weren't quite what we had been looking for or expecting and okay, you know we had a couple years of that and uh, and then I can remember matt and I started talking and uh, um, I remember I, uh, I, and I remember I sent you a note at some point and then we started the discussions then and you know we made the move and it's worked out really well for us, not only with the response times and, you know, moving quickly through all the work that needs to be done, because you know it always comes up, the disc always comes up around around the tax deadline date of April 15. So you know it a little bit of a time crunch of the turnaround you know with your firm is is great, but the other, the other important thing here is the additional calculations that that you've been able to do the last couple of years. We've it's it, it. It takes a little bit more detail, but you take it to the next step and you're able to find some additional tax savings with those additional steps that you do Over the years going back, yeah, since 2011, our tax savings with the ICDIS has been anywhere from, say, a few thousand dollars up to the $60,000 to $70,000 range. Okay, and it's been interesting since you took it over, dave, we've been. The last two years have been in the $60,000 to $70,000 range for tax savings. Matt: So I do think it's interesting. I referenced that Scott became a partner in the company right around that time, dave. So I think, now that some of his money, his personal money, is at stake, look at what he's doing. He's really trying to, you know, maximize all these relationships to make sure so it worked. Dave: It worked, matt. It worked exactly like you hoped it would Well. Thank you for your kind words. The team will enjoy hearing that. Your kind words. The team will enjoy hearing that. I know when we were first talking, you'd said that the turnaround time with the prior provider was maybe as long as several months, and I told you that our guaranteed turnaround time is one week from the time we get all the data, and I think you were skeptical One week. Matt: Yeah. Dave: I think the most recent year with some of the more detailed stuff. It may have been a little more back and forth, but kind of from the time we get the final numbers we uh until we turn around the disc return because you know it's kind of like paying your bills on time, right. So we manage over 500 ic discs and whether we take a month to do them all or we take a week to do them all, it's still the same amount of work. The only difference is if we take a week, our clients on average get the work done three weeks sooner than if we take a month. Just like when I was in college I had these friends that were always paying their bills five days late and I'm like you know it costs the same amount of money to pay them five days early Actually less, because you know there's no late payment fees and stuff. So yeah, no we and the other provider, I believe, didn't specialize in just the IC desk. When all you do is one thing, you know, you develop some efficiency. So then anyway, I don't want to make this too much about me. Thank you again for your kind words and your feedback. And you know anything ever not to your satisfaction. You'd be sure to let me know. I can't believe how the time is flying by. I've got a couple other questions as we wrap up, guys, and I'll start, I'm going to start with Scott first. That way you can't steal Matt's answer. So if you could go back in time and give advice to like your 25-year-old self, Scott, what advice might you give yourself, knowing what you know now? Scott: yeah, it's, it's for myself personally. Uh, our, our younger daughter is going to be graduating maybe as soon as a year, and she graduated from college with a finance degree, not not. I have an accounting degree a little bit different, uh-huh. Um, my, my advice to her is probably don't start out with a large corporation I would. Actually I would. I've had a discussion with her a couple of times. I think there's can learn a lot more working at a smaller company whatever, whatever kind of company that is you get. You get a lot more exposure to, uh, to different things. I mean if, if I were to say to do one thing differently, I'd probably say that that would be, uh. Dave: My advice is go to work to my my younger, 25 year old self is to maybe don't over uh, don't over in index on large companies because that's their pitch. Right, you'll be exposed to more stuff you can rotate around, but that you might have considered a smaller operation sooner. Is that about? Scott: something, yeah, exactly. Dave: No, great great advice. Scott: Okay. Dave: Mr Kripke, how about you? What advice might you give to your 25 year old self? Matt: So I would say, I would tell my 25 year old self that in 2025, you should bet the farm on JJ Spahn to win the US Open to when the US opens, no one will have seen it coming. You'll make millions of that. Just mortgage the house, do everything, whatever you can throw at it. The real answer would be don't worry so much. I think we all have a tendency when we're young that everything feels like a big deal and everything feels like the end of the world, and things just have a way of working out. It doesn't mean that life is perfect. It doesn't mean that you're not going to have challenges. You know, kripke Enterprises had its share of challenges over the years that we've had to fight through. My wife and I have had our share of times where we had to band together as a team to get our family through difficult times and those aren't easy. But don't worry so much. Things have a way of working out as long as you put your, you know, as long as you put your nose down and go to work, to work through it. Dave: That's great. I think it was Mark Twain that said I'm an old man and I've known a great number of troubles, most of which never came to be Something to that effect. I've always loved that. Well hey, what did I not ask you guys that you wish I had? Matt: um, I would say I thought you did a really, uh, good job as an interviewer. I think maybe, if we want to talk a little bit about the, the future of the industry, yeah, let's do that. The the other thing that I'm, you know, obviously, obviously technology, you know, not just AI, but AI is going to change every industry, including our industry. People are going to find a way to harness it and put it to work and technology is going to change our industries for the better, which is exciting. Scott: Change our industries for the better, which is exciting which is exciting, but yeah, it's exciting but scary. Matt: The way that we're going to be able to. You know, the dream for years, at least on the aluminum front, has been the ability to really dig deep and really be able to sort material to the nth degree, it back to specific alloys, and it feels like we are almost there. We're really. We're probably 90 to 95 percent of the way there and I think that is going to be really awesome for aluminum. Scary, because any change is scary, and but there's always going in. People say well, you know what does that mean? Does that mean that there's going to be the haves and the have nots? People can afford this new technology and people who can't. My guess is that's what they were saying years and years ago about shredders and years before that about whatever the new equipment was that the industry is constantly evolving. It has to evolve to get better from a technology perspective. What I'm very excited about is, over the last I'd say, six, seven years, scott, we've really added some new traders and most of them are younger than you know. We had an older trading team and most of these people are younger, so good, and so they learn things so quickly and they're interesting and they really the future is bright. And because they're so young, I've gotten to know the people that they meet in the industry who are also younger, and I know a lot of times we're guilty, as I was at one point that young, hungry guy. Now I'm the guy with gray in my beard and no hair in my head and um. And a lot of times we are guilty as old people saying the young people, they don't like to do this or they don't do this sure. I will tell you there may be things that they don't do, but there's so much better and so many other things and I think the future is bright for our industry. We've got really good young people who have entered it and are leading it now. Dave: Oh, that is. That is great. Thank you for for adding that. It was actually on my list and I think I just was sidetracked. Scott, how about you? Anything we should have talked about or that you wish I'd asked you about? Scott: Yeah, I mean you know Matt touched on it briefly I mean, I think the whole AI thing is going to make a huge difference. Maybe five years from now, seven years from now. We're not there yet, but but I mean I see that being a huge, a huge change for us in the not so near future. I mean it's you know, some of the stuff that they're working on right now it's going to get us there. But you know, on the financial administrative side, I think that is going to be the biggest change that we're going to see in the future. Dave: And we see it and we all see it every day. And since we drive the same brand of cars, you know I drove, I drove a,400 mile trip with my wife a couple of weeks ago and this was the first time ever that she sat in the passenger seat the whole time. She didn't need to spell me to give me a break and I people don't believe me I drove about four miles of the 2,400 miles and that was probably a dozen times that I intervened for five to 10 seconds, mostly for convenience and politeness. You know I needed to get over three lanes and the exit was a mile away and I just, you know, wanted to just make it happen. But yeah, we've all seen that AI firsthand, haven't? We Sure have Well, excellent, Well, guys, I really appreciate your time and I also really appreciate the trust that you've shown in us and our team, giving us a chance to demonstrate the value, and just really want to let you know how much we value the relationship. So I really appreciate that right back at you. Matt: We value the relationship with you. Thanks for giving us a chance to talk. Dave: Today was fun yeah, that that sounds great. Well, you guys have a great day. In case the listeners haven't figured it out, so yesterday was the US Open, the JJ Spahn victory that Matt was talking about. What an amazing, amazing win that was. That was exciting, that last after the rain delay was. Matt: I mean it wasn't. I'm sure it wasn't fun for any of them, but boy was that fun to watch. Dave: It was. It was at that, well, hey. Well, thank you guys very much, and if I don't see you sooner, I'll see you in St Louis or in Las Vegas next year, all right, Great Thanks. Dave. Special Guests: Matthew Kripke and Scott Chaffee.

Shoutout to Sanford, Florida's own Flawda Baby for coming on my show for an interview! Flawda Baby discussed his new music that he has on the way, the first time he started writing, and Future being his biggest inspiration. He discussed how difficult it is to get opportunities out of Sanford, seeing Penny Hardaway at Foot Locker when he was younger, and networking to meet industry connections. Flawda also spoke about his merchandise line that he has coming out soon, wanting to develop youth sports leagues, and more. Stay tuned! Flawda Baby's music is available on all platforms, including Apple Music: https://music.apple.com/us/artist/flawda-baby/1764203468. Follow Flawda Baby on Instagram: @flawdababy407 Follow Flawda Baby Enterprises on Instagram: @flawdababyenterprises Shoutout to L Nyce for connecting us! Follow L Nyce on Instagram and X: @lnyce Follow me on Instagram and X: @thereelmax Website: https://maxcoughlan.com/index.html. Website live show streaming link: https://maxcoughlan.com/sports-and-hip-hop-with-dj-mad-max-live-stream.html. MAD MAX Radio on Live365: https://live365.com/station/MAD-MAX-Radio-a15096. Subscribe to my YouTube channel Sports and Hip Hop with DJ Mad Max: https://m.youtube.com/channel/UCE0107atIPV-mVm0M3UJyPg. Flawda Baby on "Sports and Hip-Hop with DJ Mad Max" visual on YouTube: https://www.youtube.com/watch?v=RLvXbGHL3N8. 

In this episode, Adam Silverman — co-founder & CEO of Agent Ops — dives deep into what “AI agents” actually are, why observability matters, and the very real marketing & growth automations companies are shipping today. From social-listening bots that draft Reddit replies to multi-agent pipelines that rebalance seven-figure ad budgets in real time, Adam lays out a practical playbook for founders, heads of growth, and non-technical operators who want to move from hype to hands-on results.Guest socials• LinkedIn: https://www.linkedin.com/in/adamsil•

"There's a lot of hype with the AI agents and their productivity and potential outcomes. AI Agents are quite amazing, says Eric Paulsen, EMEA Field CTO at Coder.In this episode of the Tech Transformed podcast, Shubhangi Dua, Podcast Host and Producer at EM360Tech, talks to Paulsen about the constantly advancing role of AI agents in development environments. Paulsen explains how AI agents can help developers by handling simpler tasks, almost like having assistants or junior developers to assist them. Not only would this boost productivity and time efficiency, but the technology will also ensure human oversight. The conversation further explores how AI fits into cloud development environments, especially in regulated areas like finance, where security and scalability matter most. Paulsen stresses the value of internal AI models and points out Coder's unique role in offering infrastructure-neutral solutions that meet various enterprise needs.AI Agents Are More Than Just Code WritersWhen people hear "agentic AI" or "coding agents," there's often a misconception about fully autonomous coders. However, Paulsen clarifies, "That's a far stretch from where we currently have been, which is with just AI-assisted IDE extensions such as GitHub, Copilot, Amazon Q Developer and systems of that nature." Coder focuses on agentic solutions that have a human developer in the loop, emphasising Paulsen. “Think of an AI agent as a junior engineer working alongside you,” Paulsen explains. "If anything, it's improving the output of the human engineer by having an autonomous or artificial or AI process. In the same development environment, working on other tasks that might not necessarily be as complex," he adds. This means developers can offload simple tasks like bug fixes or dependency updates, freeing them to focus on more complex features.How to Scale AI Agents Securely in Enterprises?For large financial institutions that have hundreds and even thousands of software engineers, deploying AI agents at scale requires a consistent and secure approach. Cloud development environments provide the best way to deliver and package these agents for developers.The main concern for enterprises is ensuring data security in addition to stopping AI agents from "running wild on a laptop." Paulsen stresses the need for agents to work within an "isolated compute," with "boundaries around those agents inside of that isolated compute." Such a secure environment provides guardrails to synchronise and boost productivity between humans and AI while preventing sensitive data breaches or "hallucinations" from the AI.Additionally, financial institutions are now increasingly developing their own internal AI models. Paulsen mentions, "What these institutions need is an AI agent that is trained on the internal dataset and internal LLM that is built within the firm so that it can make those decisions and return the relevant output to the data scientist or software engineer." This move towards self-hosted LLMs and internal AI infrastructure is essential for adopting enterprise-grade AI.The ultimate message is that cloud development environments should provide the framework where AI agents are running inside an enterprise's infrastructure. “AI agents have access to the data, and they're observed and governed by a set of security standards that you have internally,” says the EMEA Field CTO at Coder.TakeawaysAI agents can assist developers by handling simpler...

Analysts Don Kellogg and Roger Entner are joined by Eric Watko, CEO of BroadbandOne, to discuss the company's innovative network solutions that are reaching a diverse range of customers all across the nation.00:24 BroadbandOne company profile 03:30 Current and future market operations 04:50 Customer base overview 06:10 Current speeds and use cases 08:16 Unlicensed spectrum use 09:10 Millimeter wave reasoning and hardware configurations 14:20 Meeting different market needs 15:15 Episode wrap-upTags: telecom, telecommunications, wireless, prepaid, postpaid, cellular phone, Don Kellogg, Roger Entner, Eric Watko, BroadbandOne, FWA, internet, fiber, spectrum, WISP, MSP, SD-RAN, mmWave, LMDS, MDU

Enterprises face one common problem: the hidden costs of AI-based technical debt.“There's a lot of hype around AI, but many initiatives aren't founded in a business value proposition,” says Paul Brownell, CTO, Growth Acceleration Partners (GAP). “People wander in without an intentional path for ROI.” In this episode of the Don't Panic, It's Just Data podcast, host Douglas Laney, BARC Research and Advisory Fellow, and author of Infonomics and Data Juice, speaks with Paul Brownell from GAP and Frank Lavigne, Advisory Board Member of CloudArmy.The speakers ultimately agree that AI promises greater returns on investment (ROI). However, it's imperative to note – without a strong data foundation and strategy, AI can quickly turn into a financial nightmare.AI's Potential to Cause Technical Debt Alluding to a significant “leak in the bucket” for AI initiatives, Brownell says, "a lot of these projects aren't founded in a business value proposition." This can often lead to organisations "wandering in without an intentional path." Both Brownell and Lavigne agreed that the most overlooked and costly area is data engineering. Lavigne exemplified this by referring to a meme depicting a sleek F-35 jet labelled "your AI" flying above a pockmarked, potholed road labelled "your data infrastructure.""I think that pretty much says it all," Lavigne stated, highlighting the critical and often unglamorous role of data engineering. Brownell resonated with this, calling it "mundane, routine, detail, hard pick and shovel work."Without mighty data quality, data governance, and traceability, AI projects are built on unsteady ground. Such AI initiatives occasionally result in inaccuracies and create a lack of trust.Scientific Path to AI Initiatives in DataBrownell advocated for a scientific approach to AI initiatives to overcome the hidden costs and maximise ROI. He said, "Come up with a hypothesis around where the business value is going to be, then apply some prototyping. Do real-life experiments to prove out your theory." Such an approach allows organisations to adjust course quickly. "The larger the ship, the harder it is to turn. So if you have these smaller kinds of proofs of concept, you can kind of find out in smaller increments how far we're off course,” explained Lavigne. This lowers risk and paves the way for more experimentation.TakeawaysAI investments can create hidden financial burdens.Data readiness is crucial for successful AI initiatives.A hypothesis-driven approach can guide AI projects.Iterative experimentation leads to better outcomes.Data engineering is essential but often overlooked.Generative AI can assist in data pipeline management.Selecting AI tools requires flexibility and speed.Purpose-built AI models may outperform generative models.Organisations must foster a culture of continuous learning.Understanding the total cost of ownership for AI is vital.Chapters00:00 Uncovering AI Technical Debt04:56 Data Readiness for AI Initiatives09:55 Selecting the Right AI Tools13:06 Generative AI vs Predictive AI18:14 The Future of AI Development

Ajay Patel is the General Manager of Apptio and IBM IT automation. He and Kieron Allen sat down to talk about how enterprises are transitioning from AI experimentation to real business impact. They explored key challenges like cost transparency, governance, and data readiness, as well as the rise of agentic AI to automate workflows at scale. Ajay also introduced Apptio's new AI TCO and Usage tool, designed to help CIOs and CFOs measure and optimize AI investments.Smart Spending on AI The Big Themes:Enterprises Are Moving Beyond AI Experiments to Strategic Deployment: The era of AI experimentation is over. Enterprises are now actively deploying AI, particularly in sales, service operations, and software development. However, those achieving meaningful impact are taking a strategic approach, rather than letting teams experiment in silos. The C-suite increasingly sees AI as critical, but that value perception isn't always shared by the wider workforce.AI and IT Budgets: AI now consumes more than 20% of IT budgets, yet overall tech spending is only increasing 4–5%. This creates a 10–15% gap, leading companies to “forward fund” AI initiatives by reallocating from other areas. A key challenge: there's no standardized pricing for AI. To address this, IBM's Apptio launched the AI TCO and Usage solution. It helps CIOs and CFOs baseline current AI investments, measure unit economics, and identify areas to optimize or expand.Agentic AI, the Next Frontier: Agentic AI is key to scaling beyond isolated use cases. It enables automation at scale and connects AI investment to tangible business outcomes. From cost savings in infrastructure to better visibility in FinOps to boosting customer experience, the ROI is clear when deployed correctly. But none of this happens without data readiness, governance, and strategic clarity.The Big Quote: "AI TCO solution fundamentally starts by giving CIOs [and] CFOs in the business a complete view of where the tech spending and AI spending is, and what stage is that? Is it in a pilot phase? Is it for training models?"Learn more:Connect with Ajay Patel on LinkedIn and learn more about Apptio. Visit Cloud Wars for more.

After going over the full Hashicorp tale in the last few episodes, let's recap and see why exactly it is so incredibly difficult for an successful Open Source project to become a profitable enterprise. Please use the Contact Form on this blog or our twitter feed to send us your questions, or to suggest future episode topics you would like us to cover.

Kim Graves is GM, Americas at Notion, where she oversees all Sales and Customer Success efforts across the region. She brings extensive experience in building and scaling high-performing sales organizations, most notably at Slack where she helped grow revenue from $6M to over $1.5B. In addition to her operational role, Kim serves as a founding partner at 20SALES, a GTM-focused VC firm, where she advises early-stage companies on scaling revenue and optimizing sales processes. Agenda: 07:00 – The Secret to Winning a Discount Conversation 09:30 – Notion's Wild New Sales Method: Mindsets Over Stages 12:00 – Why Great Sellers Never Talk Product Too Soon 14:00 – How Slack Avoided the Biggest PLG Trap of All 17:00 – The Fatal Mistake Founders Make Layering Sales on PLG 20:00 – The “Renaissance Reps” That Build Billion-Dollar Motions 23:00 – How to Spot True Grit in a Sales Hire (Without Asking Directly) 26:00 – The Case Study Test That Filters Out Bullshitters 30:00 – The Real Reason Most Reps Fail Onboarding 33:00 – Should Reps Own Their Own Pipeline? Kim's Take Is Clear 36:00 – Why Cold Calling Works in 2025 (And Nobody Does It) 39:00 – The Sales Team Audit: The REKS Framework That Changes Everything 43:00 – How to Avoid Hiring the Wrong Rep Under Pressure 45:00 – When Sales Feels Second Class: PLG vs Enterprise Tension 47:00 – The One Thing Reps Still Do That AI Will Obliterate 50:00 – AI Sales Tools: Why Every Startup Is Failing to Get It Right 53:00 – Will We Have More or Fewer Reps in 5 Years?  56:00 – Enterprises Are Scared of AI – Here's How You Break In Anyway 59:00 – Kim's Secret for Getting Past Gatekeepers and Fake Champions 1:09:00 – Kim's Hardest Phase at Slack and How She Survived It  

In this episode of the Mastering Rod Building Podcast, host Bill Falconer sits down with Bill Batson of Batson Enterprises for a wide-ranging discussion on the evolving landscape of custom rod building. The focus is on Batson's recent launch of 25 new rod blank models, with standout additions like multi-piece travel rods and extended-length jigging blanks that cater to the growing demands of modern anglers. These new offerings reflect Batson's ongoing commitment to versatility, performance, and accessibility—key traits as fishing styles diversify and travel becomes more central to the sport.The conversation also dives into the role of feedback from builders and field testers in shaping product development. Bill Batson shares insights into how the company balances innovation with reliability, and why being in tune with the custom rod building community is essential to long-term success. Whether you're a seasoned builder or just getting started, this episode offers a valuable look into the collaborative process behind today's most sought-after blanks.

Loeb Enterprises II President, CEO, & Founder Michael Loeb joins Bloomberg's Carol Massar and Tim Stenovec from the Uncharted Annual Summit in Southampton, New York. They talk entrepreneurship in the fintech space.See omnystudio.com/listener for privacy information.

Karthik Suresh has seen the software industry from all sides — high-frequency trading, Meta's product teams, early-stage startup trenches, and now the frontier of AI agents. As co-founder of Double-O, he's building a platform that helps non-technical teams automate complex business processes using AI agents described in plain English. In this episode, Karthik shares hard-won lessons about what it really takes to make agentic workflows work in production — and why most companies are still getting it wrong. We talk about the structural failures hiding inside most AI proof-of-concepts, the overlooked importance of eval frameworks, and why enterprise leaders may be unintentionally blocking their own GenAI progress by clinging to control instead of creating trust. Unlock the full potential of your product team with Integral's player coaches, experts in lean, human-centered design. Visit integral.io/convergence for a free Product Success Lab workshop to gain clarity and confidence in tackling any product design or engineering challenge. Inside the episode... Why most AI agent workflows break outside the demo environment How to architect agents like a real team, with roles and review loops What eval frameworks are and how they protect optionality Common failure patterns when swapping models or changing prompts How to tell when you've actually hit product-market fit Why pivot decisions are rarely data-first and often emotionally fraught How startups maintain speed by designing for change, not certainty What big companies get wrong about AI adoption and control Lessons from a $400M trading system failure Karthik lived through The future of agent-to-agent communication and orchestration protocols Mentioned in this episode DoubleO.ai Craft.co Ignition Ocar.io Ragas eval framework CrewAI AutoGen LangGraph Granola (AI call recorder) Subscribe to the Convergence podcast wherever you get podcasts, including video episodes on YouTube at youtube.com/@convergencefmpodcast Learn something? Give us a 5-star review and like the podcast on YouTube. It's how we grow.

This morning, the Pac-12 officially announced a historic partnership with CBS Sports — marking a bold new chapter for a conference on the rise. And today on Y-Option, presented by our founding partner 76, we welcomed back Commissioner Teresa Gould for her first full-length conversation since the deal was made public.Make no mistake — this is a monumental move. Starting July 1, 2026, when the new league officially launches, CBS becomes the anchor partner of the new-look Pac-12. That means college football and basketball — including the conference title games — will air across CBS, Paramount+ and CBS Sports Network, joining the same lineup that once featured the SEC and now hosts Big Ten games. And soon, the Pac-12.“This wasn't just about a TV deal,” Commissioner Gould told me. “It was about exposure, economics, and transformation — and CBS checks all three boxes.”Inside the CBS Deal:From our exclusive conversation, here's what stood out:✅ Broadcast + Cable CoverageCBS will carry premier Pac-12 football and men's basketball matchups, alongside CBS Sports Network for expanded programming. The conference championship games will be aired nationally.✅ Strategic AlignmentThe Pac-12's media rights journey didn't just attract interest — it created competition. CBS was among the first to reach out after the conference announced its reformation, and ultimately, their values and vision aligned.✅ The Power of ProductionThe decision to retain Pac-12 Enterprises was key. “Our ability to produce content efficiently and at a high level was a major asset,” said Gould. Expect the Pac-12's in-house production capabilities, led by Senior Vice President of Business Development and Studio Operations Michael Molinari, to power even more content — from live games to NIL opportunities for athletes.“We're Building an Unconference Conference.”Commissioner Gould called it a “blank slate” — a chance to build something new without the constraints of legacy deals or outdated models.And she's doing just that.From the media rights rollout to adding new member schools, the strategy has been deliberate. This phased approach is redefining how a conference is built. With CBS now officially locked in, the next move? Finalizing an 8th football member by 2026 to fulfill FBS requirements and to bring the new league to nine schools overall.“There's no playbook for this,” Commissioner Gould told me. “We're not just rebuilding. We're reimagining.”More from Our Conversation:

In this episode of the Risk Management Show, we discussed the challenges and strategies for operationalizing AI securely and at scale. Our guest, Santosh Kaveti, Founder and CEO of ProArch, shared his expert insights on AI strategy, cybersecurity, and compliance. ProArch, a top Microsoft partner, specializes in bridging the gap between AI, cloud infrastructure, and security, making them a leader in helping enterprises implement AI effectively. We explored why many enterprises struggle with AI readiness, literacy, and data risks, and outlined the importance of understanding AI risks like data poisoning and prompt injection attacks. Santosh emphasized building robust data governance, implementing continuous monitoring, and maintaining human-in-the-loop approaches to ensure secure and compliant AI systems. He also shared practical frameworks for mitigating risks, ensuring compliance, and achieving transparency in AI-driven decisions. If you want to be our guest or suggest one, send your email to info@globalriskconsult.com with the subject line "Guest Proposal."  

In this episode of UC Today, host Rob Scott sits down with Garth Landers, Director of Global Product Marketing at Theta Lake, to tackle one of the most urgent and overlooked risks in Unified Communications today: voice compliance.As enterprises migrate from legacy PBX systems to cloud-first platforms like Microsoft Teams Phone and Zoom Phone, many are leaving a dangerous gap in their compliance stack. Voice is no longer isolated — it's deeply integrated with chat, video, AI tools, and screen sharing — yet many compliance strategies are still built for a siloed world.Why watch this? Because as AI transforms UC platforms and vendors roll out new features at lightning speed, knowing how to govern all forms of communication data — including voice — is critical to avoid regulatory risks and future-proof your organization.Key discussion points include:Why voice compliance continues to lag behind messaging and video — and why that's a risk.The top challenges enterprises face when migrating voice to cloud platforms like Teams & Zoom.How to ensure consistent compliance across hybrid UC environments with multiple voice channels.How Theta Lake's solutions enable real-time risk detection and flexible archiving for voice, chat, video, and AI-generated content.Practical advice for IT and compliance leaders preparing for AI-driven voice features and virtual agents.Next Steps: If your organization is modernizing its UC stack or exploring AI-powered communication features, now is the time to review your compliance readiness. Explore how Theta Lake can help you bridge the gap and stay ahead of regulatory demands.

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Learn how Des Hague integrated philanthropy into his business ventures, raising millions of dollars for various causes and initiatives. He shares the story behind his partnership with Juma Ventures, which provided employment opportunities for thousands of at-risk youth Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Amir sits down with Aaron Painter, CEO of Nametag, to explore how deepfakes and generative AI are reshaping identity security in the workplace. They discuss real-world attacks, such as the MGM breach, and how enterprises are responding with new technologies—from cryptographic identity verification to re-verification protocols. Aaron shares what companies are doing right, where they're vulnerable, and the role of identity in the future of enterprise security.

At World Pork Expo 2025, ADA Enterprises introduced their latest innovation in swine flooring—engineered for durability, animal comfort, and easy maintenance.Josh Couch and the ADA team showcased a rugged, slip-resistant flooring system featuring enhanced manure drainage and a modular design for efficient installation. The product is built to improve safety, hygiene, and long-term performance for modern pork production.Learn more at adaent.net.

Send us a textWhen you're in the business of metal buildings, the tools you use define not just your efficiency, but the quality of your finished product. That's why we were thrilled to welcome Wendell from Cold Spring Enterprises to share the fascinating journey of his family's three-generation manufacturing business and their game-changing VersaBend system.Starting from a converted chicken house in Abbeville, South Carolina in 1977, Cold Spring has grown into a respected manufacturer whose VersaBend machines are powering production at approximately 130 metal building shops nationwide. What makes this system special? It handles four different tube sizes with one die, creates full radius bends for cleaner aesthetics, and processes a full bundle of 25 tubes in under 30 minutes – that's about a minute per bow. At $19,500, the compact machine represents an investment that quickly pays for itself through increased productivity and consistent quality.Wendell shared an exciting preview of their upcoming Swedger machine, expected to launch in early 2025. This innovative tool will swedge tube ends so they fit directly into one another, eliminating the need for separate sleeve pieces and creating stronger connections while saving valuable assembly time. Beyond equipment, Cold Spring also manufactures thousands of the brackets, clips, and hardware components that are essential to metal building construction.Our conversation highlighted a crucial point for both manufacturers and dealers: understanding the components and construction methods that differentiate quality buildings is essential for success in this industry. As Jared noted, "Time is money," and tools like the VersaBend and upcoming Swedger allow metal building professionals to work smarter rather than harder.Ready to elevate your metal building production? Contact Cold Spring Enterprises at 864-446-3645 or visit coldspringmetal.com to learn how their American-made equipment and components can transform your business.For more information or to know more about the Shed Geek Podcast visit us at our website.Follow us on Twitter, Instagram, Facebook, or YouTube at the handle @shedgeekpodcast.To be a guest on the Shed Geek Podcast visit our website and fill out the "Contact Us" form.To suggest show topics or ask questions you want answered email us at info@shedgeek.com.This episodes Sponsors:Studio Sponsor: J Money LLCShed Geek MarketingRealwork Labs

In this episode of The Wilkes-Barre Connect Podcast, we speak with Angel Diaz Jr., founder of Vital Health Enterprises and participant in the Luzerne County TechCelerator program. A U.S. military veteran and healthcare innovator, Angel is developing a real-time, wearable monitoring solution designed to streamline patient intake and optimize clinical workflows. The Vital Band—his flagship device—continuously tracks key biometric indicators such as blood pressure, pulse oximetry, and additional vitals. By enabling patients to bypass preliminary nursing assessments, the device empowers healthcare providers to allocate resources more efficiently and prioritize direct physician care. We explore Angel's entrepreneurial journey, the technological underpinnings of the Vital Band, and how Vital Health Enterprises is positioned to disrupt traditional care delivery through data-driven, patient-centered innovation. Produced by Park Multimedia Editing assistance by Tyler Baker

On This Tuesday episode of the Black Tech Building Show. I want to spend some time discussing our mission in the MN Technology space and future of Zone 103 Media Enterprises on how this incoming business currently a professional brand is shaping certain conversations and bring out real black tech stars in MN and Globally. Discussing Tech News in the end.Recorded on 6/10/25

"Organizations are eager to adopt AI — but 71% of leaders say their workforce isn't ready." — Paul Savill, Global Practice Leader, Network and Edge, Kyndryl At Cisco Live 2025 in San Diego, Paul Savill, Global Practice Leader for Network and Edge at Kyndryl, joined Doug Green, Publisher of Technology Reseller News, to spotlight a critical — and often overlooked — component of AI transformation: people readiness. While 95% of enterprise leaders say they're using AI, Kyndryl's latest People Readiness Report reveals a stark disconnect: 71% of those same leaders believe their workforce is not prepared to make full use of the technology. As the world's largest IT managed services provider, Kyndryl supports global enterprises with full-stack IT solutions — and people remain at the heart of that mission. “Our 80,000 engineers and technicians are on the front lines of IT transformation,” said Savill. “Understanding how ready they are — and helping them become more ready — is essential.” The report, based on a global survey of CIOs, CTOs, and CEOs, also uncovered tension at the executive level: 43% of CEOs said external hiring is the top strategy for bridging AI skills gaps. But only 16% of CIOs/CTOs agree, instead prioritizing internal reskilling. According to Savill, this internal approach includes developing cross-functional expertise, especially as networking, security, and cloud operations rapidly converge. “We're merging roles, job descriptions, and even operational centers,” he noted. “Networking professionals need to understand security. Security teams need to understand cloud.” Savill also emphasized the importance of breaking down silos to prevent cloud misconfigurations — a leading cause of security breaches. “Misconfigurations often stem from a lack of collaboration across teams. Training people to work across domains is critical.” Kyndryl's work with Cisco, particularly in data center networking and edge services, now extends into AI and even quantum computing readiness. These next-gen technologies, Savill warned, require not just platform adoption but deep workforce transformation to be deployed securely and effectively. As AI adoption accelerates, data quality becomes the cornerstone of success. “You can't train an effective AI with bad data,” said Savill. “Foundational work around data integrity, structure, and governance is as important as the AI tools themselves.” The podcast concluded with a reflection on AI anxiety in the workplace — and a message of optimism. “There are legitimate concerns about job displacement,” Savill acknowledged. “But our research shows that most technical leaders want to reskill their existing teams. And when companies invest in their people, the results will be extraordinary.” For more information, visit kyndryl.com.

Today, our guest on The PARTNERNOMICS® Show is Greg Unruh, Managing Partner and CEO of Unruh Enterprises. Greg Unruh — Strategic Partnership Leader & Certified PARTNERNOMICS® Implementer With 25+ years of experience building high-impact partner ecosystems, Greg Unruh knows what it takes to turn partnerships into profit. From early-stage growth to enterprise transformation, he's helped organizations across industries scale smarter through indirect sales and strategic collaboration. As one of only 12 globally Certified PARTNERNOMICS® Implementers and a Strategic Partnerships Leadership Professional (SPLP®), Greg brings a proven framework that delivers consistent, measurable outcomes—regardless of industry. Think of PARTNERNOMICS as the "Sandler" of strategic partnerships: the gold standard for those who want to lead, not follow. Greg's passion for mentoring, innovation, and system-driven execution has helped companies move from stagnation to success by building aligned, scalable, and high-performing partner programs. Follow along to learn from Greg's insights and real-world experience leading partner strategies that work.   Key Insights: Role-Based Partner Pairing Drives Scalable Engagement Personal Connection Precedes Performance Content Strategy Is a Force Multiplier If You're Not Top of Mind, Someone Else Is AI as a Strategic Content Curation Tool Score, Segment, and Prioritize Partner Contacts   Reach out to Greg Unruh: https://www.linkedin.com/in/unruh/ http://www.unruhenterprises.com   ********* Are you a partnering professional wanting to earn industry certifications and badges to showcase on LinkedIn? We will give you the first course and certification for FREE ($595 value)!

J. Star Enterprises, Inc. v. United States

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Ping Identity helps some of the largest enterprises in the world secure the logins of their employees and customers, helping to keep systems secure, prevent fraud, and decrease friction as companies undergo their digital transformation. In this episode of Behind the Deal, Thoma Bravo Founder and Managing Partner, Orlando Bravo, and Partner, Chip Virnig, sit down with Ping Identity Founder & CEO, Andre Durand, to discuss the $2.8 billion take-private transaction and the strategic rationale behind combining Ping with ForgeRock to create a leading identity security platform for some of the world's largest organizations For more information on Thoma Bravo's Behind the Deal, visit https://www.thomabravo.com/behindthedeal Learn more about Thoma Bravo: https://www.thomabravo.com/ Visit Ping's website: https://www.pingidentity.com/en.html To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

In this episode, we explore the journey to becoming a Deca Millionaire with Alexis Sikorsky, a successful entrepreneur and consultant. Alexis shares his incredible story of scaling a banking software company from zero to 11 million in revenue, navigating the challenges of the 2008 financial crisis, and ultimately selling his company for a substantial profit. He discusses the importance of due diligence when dealing with private equity, the common mistakes business owners make, and the mindset shift required to achieve true financial freedom. LinkedIn: Alexis Sikorsky www.asikorsky.com Amazon: Cashing Out, by Alexis Sikorsky Learn more about Relentless Value Coaching:  https://www.justingoodbread.com/coaching/

At Godrej Enterprises Group, sustainability means business. In this episode of Unusual Suspects, Tejashree Joshi, who heads environmental sustainability at Godrej Enterprises Group, reveals that the business conglomerate has set measurable targets to achieve its decarbonisation goals, including a deadline of 2032 to ensure 50% of its revenues come from green-certified products. True to its 127-year legacy, the group is not only pioneering the sustainability initiative with a ‘GreenCo framework' for all its businesses and locations, it is also encouraging its partners and vendors to do the same. Tune in to find out how Tejashree's passion for the planet translates to her work. 

In this episode Dr. Anita discusses her journey marked by resilience and adaptability. This episode delves into the highs and lows of Dr. Anita's career, shedding light on the pivotal moments that shaped their professional and personal life. Memorable Quotes: "Resilience isn't about never failing; it's about rising stronger each time we fall." - Dr. A "Adaptability is the key to thriving in an ever-changing world." - Dr. A Connect with me!Web - https://www.doctoranita.com/YouTube - https://bit.ly/DrAnitaYouTubeLinkedIn - https://www.linkedin.com/in/anita-polite-wilson-ph-d-77695b/

In this episode of Better Tech, host Jocelyn Houle interviews Marc-Antoine Auger, AVP of AI Data Governance and Business Architecture at iA Private Wealth. Marc-Antoine dives deep into how financial institutions can modernize legacy systems by aligning business architecture, data governance, and AI to drive scalable transformation and value. He emphasizes the importance of understanding business capabilities, managing technical debt, and fostering collaboration across business, technology, and risk teams. Marc-Antoine also shares insights on data quality being “fit for purpose” rather than perfect and highlights the challenges and opportunities of AI adoption in finance. Listeners gain practical guidance on navigating complex AI projects and managing up effectively in fast-changing environments.

In this episode of Gartner ThinkCast, we explore how to build enterprise resilience amid economic headwinds, technological disruption and geopolitical uncertainty. Gartner Chief of Research Chris Howard returns with actionable insights from our Top of Mind video series. Drawing parallels between aviation and organizational strategy, he outlines how resilient enterprises forecast better, model smarter and architect for adaptability. Discover why AI is more than just a productivity tool and how leaders can use it to unlock transformational growth.   Tune in to discover: Why architecture and simulation are essential for surviving disruptive forces How AI enables better decisions under pressure When complexity becomes an input to intelligence What “pilot purgatory” is and how to break free Why antifragile supply chains and talent strategies matter more than ever   Dig Deeper: Download the 10 rules for rapid IT cost cuts Register to attend Gartner IT Symposium/Xpo™ Clients, read more on AI value beyond productivity Watch more Gartner Top of Mind episodes

In the rush to build out AI applications, a full understanding of the dynamics of personal data management can be difficult to achieve. As we kick off Pride Month, the complexities of personal data handling deserve more attention and Emily Jasper and Alan Moore join host Eric Hanselman to discuss the concerns and approaches to address privacy issues. Enterprises accumulate both operational and self-reported personal data, some with regulatory requirements for collection and reporting and some in support of employee development. Is that data the new oil that can fuel their efforts, the new water that can leak or the new plutonium that can be powerful, but also dangerous?  With many systems accumulating data, it can be difficult to ensure that right data is in the right places. Data migration is hard, but can be necessary in technology transitions. Data is the raw material that builds AI value, but personal data increases the risks of not only expose, but of creating presumptions by AI models of association and affiliation. There are additional risks in inadequate datasets for training. As we've pointed out in previous episodes, organizations need to be aware of how well their training data reflects the populations they intend to serve. More S&P Global Content: Webinar: Winning the Ad Dollar: Data-Driven Sales Enablement Next in Tech | Ep. 213: AI and Privacy Next in Tech | Ep. 204: Ethical AI Data For S&P Global subscribers: Safeguarding privacy in the AI era – Highlights from VotE: Data & Analytics 2025 Trends in Workforce Productivity & Collaboration Ask the Analyst: Retail tech — personalization without friction 2025 Trends in Data, AI & Analytics Credits: Host/Author: Eric Hanselman Guests: Emily Jasper, Alan Moore Producer/Editor: Adam Kovalsky Published With Assistance From: Sophie Carr, Feranmi Adeoshun, Kyra Smith

East Fork Enterprises v. EPA

Dr. Kim Freeze joins the Exchange to discuss her work of uplifting underserved voices in entrepreneurship and the Pitch Latino event she's leading on June 12.

Dr. Kim Freeze joins the Exchange to discuss her work of uplifting underserved voices in entrepreneurship and the Pitch Latino event she's leading on June 12.

In this Founded & Funded episode, Madrona Managing Director Soma Somasegar sits down with Charles Lamanna, Corporate Vice President at Microsoft, to unpack his journey from startup founder to corporate leader. They dive into what it takes to build a successful AI-transformed organization, how the nature of business applications is evolving, and why AI agents will fundamentally reshape teams, tools, and workflows. From "customer obsession" to "extreme ownership," Charles delivers insight after insight for startup founders and enterprise leaders navigating the age of AI. They dive into: Why business apps as we know them are dead How AI agents and open standards like MCP and A2A are reshaping software The shift toward generalist teams powered by AI What startups are doing today that enterprises will follow in 3–5 years How to focus deeply on a few high-impact AI projects instead of chasing 100 pilots Transcript: https://www.madrona.com/the-end-of-biz-apps-ai-agility-and-the-agent-native-enterprise-from-microsoft-cvp-charles-lamanna Chapters: (00:00) Introduction (01:20) Charles Lamanna's Entrepreneurial Journey (01:39) Customer Obsession and Ownership in Startups (03:54) The Future of Business Applications with AI (05:56) AI-Powered Business Agents (08:22) The Role of AI in Modern Business (11:11) Startups Are the Blueprint for the Future of Work (14:33) Industry-Wide AI Adoption (18:32) Driving AI Transformation in Enterprises (21:51) Maintaining Agility in Large Companies (25:03) Personal Impact of AI on Daily Life (27:55) Conclusion and Final Thoughts

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On today's episode, UC ANR Economic Advisor Domena Agyeman discusses how growers can evaluate new crop opportunities by weighing profitability, marketing strategy and personal motivation to make informed, sustainable decisions.Supporting the People who Support AgricultureThank you to this month's sponsors who makes it possible to get you your daily news. Please feel free to visit their website.2025 Crop Consultant Conference - https://myaglife.com/crop-consultant-conference/

This week, we are revisiting a conversation between Lightspeed partner Michael Mignano and Arvind Jain, the founder and CEO of Glean about the evolution of AI-assisted enterprise search.Arvind shares what insights helped to start Glean's journey in 2019, how the company leveraged transformer-based models early on, and how Glean developed the market for this product. They also talk about competition, the technical aspects of integrating Glean across SaaS platforms, and the monumental impact of ChatGPT on the industry. Episode Chapters(00:00) Introduction (01:15) Why Arvind Created Glean to Solve Enterprise Search Problems(03:50) Technical Foundations: Building Glean with Transformers(09:04) Product Market Fit and Early Challenges(12:16) The Impact of ChatGPT and Market Evolution(13:42) Glean's Architecture and Model Integration(17:58) The Future of AI in Enterprises(27:52) Leadership, Competition, and Company Culture(35:48) Reflections and Lessons from Rubrik to Glean(41:15) Lightning Round and Closing RemarksStay in touch:www.lsvp.comX: https://twitter.com/lightspeedvpLinkedIn: https://www.linkedin.com/company/lightspeed-venture-partners/Instagram: https://www.instagram.com/lightspeedventurepartners/Subscribe on your favorite podcast app: generativenow.coEmail: generativenow@lsvp.comThe content here does not constitute tax, legal, business or investment advice or an offer to provide such advice, should not be construed as advocating the purchase or sale of any security or investment or a recommendation of any company, and is not an offer, or solicitation of an offer, for the purchase or sale of any security or investment product. For more details please see lsvp.com/legal.

There comes a point when the adage "there's an app for that" becomes too on-the-nose.Enterprises need to be able to manage numerous networking and security applications from multiple vendors, but balancing multiple APIs and licenses across those applications creates complexity, Nabil Bukhari, CTO of Extreme Networks, told Light Reading at the company's Extreme Connect event in Paris this week.During this podcast, Bukhari explains the challenges enterprises face in networking and security application management and how the use of AI can simplify network automation and connectivity. But, AI should be used for more than just automating tasks, it should also automate business outcomes, he adds. That could mean "automating the entire process your [networking and security] teams would do anyway" by using AI to troubleshoot problems, remediate issues and catalogue the steps AI took to solve the issue, he says. Hosted on Acast. See acast.com/privacy for more information.

What do you get when you cross a behavioral psychologist with significant experience in the business world? You get the insightful mind and wisdom of Richard Reid.   Richard knows that commanding attention and influence while leading through change is more difficult than ever. He shares that the mind and thought processes of an employee today have more dynamic needs than even a decade ago. This is why he wrote Charisma Unlocked: Science and Strategy behind Presence, Persuasion and Authentic Leadership.   We thoroughly enjoyed this conversation as we think any tip and wisdom that an executive leader can gain that will make their business run smoother. Any increase in profitability while elevating employee satisfaction is a win.   Here are highlights: -Emotional Intelligence: Self-awareness, particularly in managing stress and improving communication, is critical as the foundation for a leader that others are willing to follow.   -Charisma in Modern Leadership: Richard discusses the importance of charisma in leadership, emphasizing that it's about connecting with people as individuals and making them feel heard. He explains that modern leadership involves facilitating others, unlocking their potential, and aligning organizational goals with employees' hopes and fears.   -Psychological Safety in Organizations: The importance of creating an environment where people feel safe to express themselves, offer different ideas, and speak up when struggling was emphasized. Richard notes that many well-intentioned leaders struggle with authenticity and humility, often unintentionally sending mixed messages about psychological safety.   -Constructive Conversations: Allow people to bring fresh ideas, challenge prevailing thoughts constructively, and speak up when employees and projects are struggling. He advises leaders to set intentions before conversations, slow down interactions to create space for reflection, and focus on collaboration rather than talking at each other.   -Wellbeing and Mental Health Advocacy: Richard is a lifelong promoter of wellbeing and that CEO's need to make considerations for team members' mental health in the workplace. This care will better equip individuals to navigate and achieve goals and overcome business challenges.     About the guest: Richard Reid is a highly experienced psychologist, coach, and wellbeing consultant with over 20 years of expertise. He is a former Chief People Officer at a global law firm specialising in Trauma, Resilience, and Psychological Safety. Richard has worked extensively with organisations such as the London Underground, the City of London Police, and the Witness Protection Program. He also runs an international practice providing therapy, coaching, and psychology services to entrepreneurs, high-net-worth individuals, and senior leaders.   As a charisma coach and trainer, Richard focuses on helping people achieve their full potential. His latest book, Charisma Unlocked, was published in March and is available on Amazon.   Connect with Richard:   Website: https://richard-reid.com/ Amazon, Buy Charisma Unlocked: https://amzn.to/42N2pF2   Connect with Allison: Feedspot has named Disruptive CEO Nation as one of the Top 25 CEO Podcasts on the web, and it is ranked the number 6 CEO podcast to listen to in 2025! https://podcasts.feedspot.com/ceo_podcasts/ LinkedIn: https://www.linkedin.com/in/allisonsummerschicago/ Website: https://www.disruptiveceonation.com/    #CEO #leadership #startup #founder #business #businesspodcast  Learn more about your ad choices. Visit megaphone.fm/adchoices

Mike Hamra's family legacy in the franchising industry spans generations. In this episode of Smart Franchising Podcast, Mike joins Dan Rowe as he shares insights into his remarkable journey from practising law to leading a powerhouse in the franchise world.In this episode of Smart Franchising Podcast, Mike reveals:The Hamra family's journey as Wendy's franchisees since 1975Growing a 200+ franchise empire across Wendy's, Panera, and NoodlesInvesting in people and training to transform operationsFamily values and harmony as keys to multi-generational successNavigating the challenges and rewards of a family-owned businessOn the Importance of Engaging LeadershipMike: “You have to be a really strong leader, but you also have to manage. There's a difference between being a leader and somebody who's gonna manage your business. Managing your business is really creating a structure that things flow into the restaurant and get managed.”On Building a Culture of ExcellenceMike: “We pay our student employees in high school and college to do their homework in our stores. That really drives a very different kind of culture inside our organization that, you know, you don't see across the industry.”On the Future of Hamra EnterprisesMike: “We're committed to a future of growth and continuing to develop or acquire markets where we can support people that work for us and their families. In ten years, we should be double in size, should be easily because we're getting to that size now where we can take bigger bites on acquisitions.”

Companies have moved past the phase of simply experimenting with AI. Enterprises like IBM now view AI as necessary infrastructure, integrating AI agents directly into business operations. NLW argues that there is a broader shift happening that business leaders to take notice of. Interested in sponsoring the show? nlw@breakdown.network Get Ad Free AI Daily Brief: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://patreon.com/AIDailyBrief⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Brought to you by:KPMG – Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://kpmg.com/ai⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to learn more about how KPMG can help you drive value with our AI solutions.Blitzy.com - Go to ⁠⁠⁠⁠https://blitzy.com/⁠⁠⁠⁠ to build enterprise software in days, not months The Agent Readiness Audit from Superintelligent - Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://besuper.ai/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠to request your company's agent readiness score.The AI Daily Brief helps you understand the most important news and discussions in AI. Subscribe to the podcast version of The AI Daily Brief wherever you listen: https://pod.link/1680633614Subscribe to the newsletter: https://aidailybrief.beehiiv.com/Join our Discord: https://bit.ly/aibreakdown

AI or you're fired?That's kinda been the trending train of thought recently with Duolingo and Shopify's new statements on AI in the workplace. Some people are shocked. We're not. We'll explain why this seemingly shocking workplace rulebook will become the new norm. Newsletter: Sign up for our free daily newsletterMore on this Episode: Episode PageJoin the discussion: Thoughts on this? Join the convo.Upcoming Episodes: Check out the upcoming Everyday AI Livestream lineupWebsite: YourEverydayAI.comEmail The Show: info@youreverydayai.comConnect with Jordan on LinkedInTopics Covered in This Episode:AI Hiring Rulebook: Use It or Be FiredDuolingo & Shopify's AI Initiative AnalysisAI Native Organization Best PracticesAI's Impact on Hiring PracticesDuolingo's Shift to AI-First OperationsShopify's AI Proof Requirement ExplainedEffect of AI on Entry-Level JobsCompany Adaptation to AI WorkforceTimestamps:00:00 AI or Be Fired?02:50 Daily AI News09:34 Workplace Software Recommendations13:53 AI First, Human Second15:15 Duolingo Shifts to AI-Driven Courses20:23 AI's Transformative Impact on Business24:38 "AI Boosts Productivity in Enterprises"25:45 AI Impact on Entry-Level Jobs29:15 AI's Impact: Adapt or Pivot34:19 AI Hiring: Balancing Benefits and Overreliance37:22 Strategic Staffing and AI Integration40:31 Embrace AI, Evolve Workforce42:58 AI Impact on Job SecurityKeywords:AI native, AI first, Duolingo, Shopify, AI hiring rulebook, employee AI usage, AI-generated code, Microsoft, Sadia Nadella, AI code generation, Python, Google Gemini, Apple Intelligence, Sundar Pichai, Tim Cook, AI models, competitive AI ecosystem, AI-powered tools, AI sector growth, workplace AI adaptation, AI anxiety, AI proof of necessity, AI productivity, online learning, automated course production, scalability with AI, customer service AI, data collection, AI-driven projects, AI-founded roles, workforce AI integration, AI proficiency, AI literacy, AI upskilling, AI training, digital transformation, exec dissatisfaction, AI implementation, hiring AI systems, local AI regulation, AI in education, workforce transformation.Send Everyday AI and Jordan a text message. (We can't reply back unless you leave contact info) Ready for ROI on GenAI? Go to youreverydayai.com/partner

How do you uncover misinformation and financial fraud hidden in plain sight across thousands of digital platforms during a global election cycle? In this episode, I spoke with Jim Webber, Chief Scientist at Neo4j, to explore how graph database technology is being used to expose coordinated disinformation campaigns, empower AI systems, and help enterprises manage the complexity of modern data. At the heart of our conversation is the story of the ElectionGraph Project, where Syracuse University used Neo4j's graph technology to investigate political ad spend on Meta platforms. What they discovered was not just political messaging, but sophisticated scams disguised as legitimate campaigns. These efforts, targeting civically engaged users, used merchandise giveaways as a front to harvest credit card details and enroll victims in recurring billing traps. Traditional analytics would have struggled to trace these relationships, but graph databases allowed researchers to map and understand the deeper connections between thousands of entities. We also unpack how graph technology goes far beyond fraud detection. Jim explains why graph databases are now foundational for businesses building AI systems, particularly those using Retrieval-Augmented Generation (RAG) to reduce hallucinations and improve decision making. Whether it's helping enterprises respond to customer needs or enabling AI agents to take action in real time, graphs provide the structure and context needed for reliable outcomes. Jim also shares the backstory behind Klarna's data transformation, where the company embraced knowledge graphs at the core of its operations and replaced major systems, including parts of Salesforce. It's a striking example of what becomes possible when a business commits to connected data as a strategic asset. From misinformation to intelligent automation, this episode dives into the real-world value of graph technology in 2025. Are you thinking critically about how your data infrastructure supports your AI ambitions?

Jennifer Lee Chan sits down with NFL Network's Charles Davis to break down which top draft prospects are good fits for the 49ers. Jennifer and Charles discuss which players will be available at No. 11 for San Francisco, and how the team can find much-needed depth value later in the draft. Also, Matt Maiocco and Jennifer revisit where the 49ers and Brock Purdy stand in their contract extension negotiations, as a "soft deadline" approaches this week with the start of San Francisco's offseason program.--(1:00) 49ers Enterprises investment, Leeds United earns promotion to English Premier League(4:45) Despite Jed York stating other investment finances separate, fans concerned if Purdy investment affected?(11:00) The first ‘soft-deadline' for Purdy contract would be this week, opening of their offseason program(16:45) Davis' picks for the 49ers at defensive tackle – Mason Graham, Kenneth Grant, Derrick Harmon, Walter Nolen(18::15) Davis - If you have conviction about a player it doesn't matter where you pick him (ex. Gibbs DET)(20:30) Davis' value pick to replace Dre Greenlaw at linebacker(21:30) Davis' picks to fill 49ers void on O-line(26:00) Biggest draft riser since this process started